Margaret Jones

NOTE: the 'For Your Information' page has some older information.
Only the most recent CKC Bulletins will be displayed;
previous issues are available at the CKC website.

CKC July Bulletin

Questions and Answers Regarding Financial Status

CKC Strategic Plan

I would like to post the Business Planning Goals that were developed during the Planning session at the June Board Meeting. These goals are not written in stone but were developed during a 'brainstorming' session. I would like to post them so people can look at them, and then offer input and suggestions.
I am planning a meeting with the BC Coalition group on the lower mainland in July. I am also prepared to meet and discuss these goals with any members at dog shows on the Island.
This is a time to give input for the 2010 /2011 year.

Business Planning Goals - In support of 2011 Business Plan

On June 11 in conjunction with the June Board Meeting, the Strategic Planning Committee led a Board retreat concentrating on a Goal setting exercise in support of the 2011 CKC Business Plan.

Goals were developed based on the Strategic Plan Objectives :
1. To raise the profile of the CKC
2. To enhance programs and services
3. To develop the organization

Goals to be shared with the membership through June and July are as follows:

1. Financial Stability
2. Reorientation of programs to better serve members
3. Improved communication

Financial Stability
The CKC is currently working to stabilize its' financial position after a substantial loss of revenue in 2009. Implementation plans to ensure this Goal is met will include:

1. Developing the organization to better position it to respond to change including a Sector and staff restructuring to improve efficiency
2. Ensuring the bottom line for 2010 is adequate, with surplus funds available in an amount to carry the organization through the January - March 2011 period
3. Reducing expenditures in areas of salary, space (subletting) and wherever possible other variable costs to improve the bottom line
4. Analyzing the potential for more flexible and less interdependent revenue streams
5. Restructuring of the fee schedule
6. Analyzing the benefits of APEX publishing (Dogs In Canada and Dogs Annual) and implementing a change to support stronger relevance of the magazine to the core values of the purebred dog
7. Developing a work from home policy
8. Adding a Finance Committee role to the Audit Committee function
9. Increasing reporting to the Board and membership to better support financial understanding and currency of information
10. Analyzing the efficacy of prepayment for services

Program Change
Existing programs are not affordable nor do they completely meet member needs. Change is necessary to respond to members and to our revenue position:

1. Analyzing potential for by law change to reorient the CKC, reduce expenditures and maximize funds available
2. Allowing non-purebred dogs to compete in performance events
3. Implementing the breeder certificate program to raise the profile of CKC breeders and differentiate them from those less capable and qualified to breed dogs
   Implementing a 3 - 6 month puppy class, Veterans Class and Altered Class at all breed shows
   Removing the limit on multiple shows
4. Developing new models for shows for testing/piloting across the country by interested clubs
5. Reducing the Regulatory function to reduce expenditures (with corresponding by law changes and policy changes as necessary)
6. Implementing a forms simplification process
7. Analyzing functions within Sectors to apply a cost/benefit analysis and reposition functions that are not affordable or optimal (i.e. observer judge program; judging application and approval process)
8. Revisiting the production schedule for rule book updates
9. Developing a revised life member program that is affordable and with value added
10. Responding to the Federal requirement to add Rules of Eligibility to the CKC By laws

Communication Goals

1. Defining benefits of membership to support CKC value added
2. Raising the profile of the CKC with an emphasis on service provision to attract new and retain current members with a goal of a 10% increase in each of 2010 and 2011; developing a stronger member acquisition program
3. Better promoting the value of the purebred dog
4. Working with members to develop a stronger dog lobby municipally, provincially and federally
5. Increasing Club participation in the affairs of the CKC
6. Promoting the value of the CKC and of CKC membership
7. Adding an ombudsman
8. Implementing total bilingualism for the CKC
9. Developing a regular customer satisfaction survey
10. Undertaking an external benchmarking exercise to compare our CKC template for service provision to those of our kennel clubs around the world with a view to changing practices based on successes internationally