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Dartmouth Yacht Club Strategic Plan
DARTMOUTH YACHT CLUB
2006-2007
STRATEGIC PLANNING EXERCISE
INTRODUCTION
The planning committee for the Dartmouth Yacht Club has been rejuvenated. Former planning committees, for the most part,
were single purpose. For example, the Marina Expansion Committee (1997 -2000) and the Marina Reconstruction Committee (2003-2005) were project specific. This planning committee consists of the current management flag officers and the appointed trustees. The objective of the committee is to provide a long term strategic plan to assist the current and future management committees. It is intended to provide guidance as to the future direction of DYC development.
PREAMBLE
Dartmouth Yacht Club currently enjoys a market niche in the yachting
community that can best be described as a working persons club having broad membership interests. Its membership is composed of individuals from a wide variety of vocations and professions. Boat ownership is about equally divided between
power cruisers and sailing craft. In other words, by its diverse composition, DYC is in fact somewhat unique in the metro
yachting community.
Looking at the other yacht clubs in the metro area Shearwater has a distinct military flavor; Bedford emphasizes sailboat
racing; the Squadron caters to the business community through its superior clubhouse facilities. The club most comparable
to DYC is Armdale.
DYC, over the past few years, has surpassed other clubs in membership growth. This has been driven by the addition of
our travel lift and continuous upgrading of the marina. The current fiscal stability, the continuous improvement of the facilities
and a more professional approach in the management of our activities continue to attract new members.
The logical conclusion then is that DYC has essentially been moving in the proper direction over the past few years and should continue to concentrate and place emphasis on the areas it has proven to be the most effective. It should build on its' strengths. These will be discussed under our plan.
OUTLINE OF OUR PLAN
The plan is strategic rather than specific and its intended use is guidance. The strategic plan should be visionary, conceptual
and directional in contrast to an operational plan which is likely to be shorter term, tactical, focused, implement able and measurable. Simply put, strategic planning determines where an organization is going over the next year or more, how it's
going to get there and how it'll know if it got there or not.
This strategic plan should:
• Serve as a framework for decisions or for securing support/approval.
• Provide a basis for more detailed planning.
• Explain the business to others in order to inform, motivate & involve.
• Assist benchmarking & performance monitoring.
• Stimulate change and become building block for the next plan.
The plan will address the following topics:
• Vision – Where/what should the club be in three years?
• Mission –What do we do?
• Values – Our conduct with members, guests, employees, and local community.
• Objectives - Results we need/want to achieve in the medium/long term.
• Strategies - Guidelines by which the vision, mission and objectives may be achieved.
• Initiatives -Key activities in the short and medium term.
VISION
DYC will be the yacht club of choice in the metro area.
MISSION
• To ensure that the club remains financially viable.
• To provide a quality and safe facility for pleasure boaters in a cost effective manner. This includes a secure birthing and
mooring infrastructure with amenities, vessel handling and storage capability.
• To provide well rounded quality programs addressing the needs of the members. This includes yacht racing, power boating, cruising and other boating events, a junior sailing program, social functions and educational programs.
To provide a family orientated environment where members can meet socialize and learn.
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VALUES
• DYC operates to a degree of standards which incorporates the DYC mission in all relationships with staff, members,
community and environment.
• Adheres to its bylaws and a code of ethics.
• DYC fosters a family atmosphere and a climate which encourages esprit D’ corps, friendliness among members, staff,
visitors.
• DYC maintains a philosophy of fiscal responsibility.
OBJECTIVES
• To ensure that DYC remains financially viable
• To provide quality service.
• To foster a friendly and enjoyable environment.
• To enhance our reputation as a contributor to the community
STRATEGIES
The following critical strategies will be pursued by DYC:
• Membership recruiting will continue with the objective of maximizing utilization of our facilities
• Dues and fees will be continually reviewed governed by the principle of “user pay”.
• Finances will be appropriately managed with the view of keeping membership cost reasonable and loans manageable while maintaining the flexibility to meet changing circumstances.
• Infrastructure will continue to be improved reflecting the priorities of membership and finances.
• Programs will be developed/implemented to address membership interests and foster camaraderie.
• DYC will work towards the promotion and growing of a signature regatta (The Convoy Cup).
• The general appearance of club property will be continually improved.
• Safety will continue to be a priority issue for club management and membership.
• Initiatives will consider impact on the community.
INITATIVES
MEMBERSHIP
Membership has continued to grow over the past number of years especially since the installation of our travel lift. We have had
a marina waiting list for several years and now have a joining waiting list. Additionally membership turnover (within three years)
has fallen from almost 50% to less than 40%. We are fortunate to have this healthy situation. Currently most prospective
members want a marina and, when other metro clubs are considered, DYC offers the best chance of marina rental within the
short term.
DYC should strive to maximize membership within the constraints of our storage capabilities. With our water lot and a protected mooring field additional boats can be accommodated. We must upgrade the mooring field and ensure that we have a quality
tender service in place.
During the current year, funds have been budgeted for the provision of additional storage space. Additionally, a barge is to be obtained to upgrade our mooring field.
DYC will continue to encourage new membership. To accommodate new members additional land storage opportunities will
be explored and upgrades to the mooring field will be continued. All applications should be accepted while clearly delineating possible wait times. Further, maximum boat size should be continuously monitored and reviewed on a case by case bases
given the circumstances and our infrastructure.
The types of membership should be reviewed annually to ensure they are appropriate for current market conditions. For example, should there be a storage membership; can non member revenue be expanded?
DUES AND FEES
DYC has, over the years, been able to keep dues and fees reasonable. We are competitive with other clubs and have avoided major increases. This philosophy has contributed to our growth yet allowed continuous improvements. This principle, which
has served us well in the past, will also serve us well in the future.
Dues and fees should continue to be reviewed by management as part of the budgetary process. Additionally the budget
process should provide for annual capital expenditures. With so many competing “wish-list” projects and the range of cost
involved, the amount allocated to capital projects should be fixed as per the budget so there is no major impact on dues and
fees.
The principal of user-pay has served the club well over the years. However, as the club encounters more complex situations
the user pay concept should be delineated in a clear policy. Assessments for specific application have been avoided. This
should continue, as the avoidance of assessments is part of the nature of our club. Further, assessments, once used tend to become habitual and other means of addressing the issue of the day tend to be overlooked.
FINANCES
With our outstanding long-term debt incurred to replace our marina, access to major capital is restricted. (Our long term loan balance was approximately $750k – Oct. 2005, and we project $675k Oct. 2006 and $575k Oct. 2007) With the significant
number of projects identified (see our wish – list appendix 1), it is imperative that operating costs be controlled in order to free
up some money for capital projects from annual revenue.
As a first step to ensuring that some capital funds are available each year we are suggesting that joining fees be excluded
from the annual operating budget. All joining fees collected would be designated as capital funds and be segregated for that purpose.
To add flexibility to the clubs financial plan, projects should be identified a year prior to initiation to enable subsequent budgeting. Payment options such as the adjusting of the loan payment schedule can then be explored.
Insofar as further borrowing, it is critical that capital projects be of the highest priority. Criteria should be developed for evaluating benefits verses the risk of further borrowing at this point in time.
INFRASTRUCTURE
The most extensive planning should be directed towards the priorization of future capital projects. It is this specific planning
that, to a great extent, will determine the "personality" of a future Dartmouth Yacht Club.
Over the past number of years extensive facility improvements have taken place. For background they include;
• our new marina system including upgraded power, water and bubbler system
• travel lift and required infrastructure
• additional fencing and gating for security
• marina head upgrading including gazebo
• gas pumping facility upgrade
• marine pumpout
• junior sail improvements
• new tractor
• club house improvements
It is clear that the "wish list" expressed by members (see appendix 2) who have responded, is extensive and, to some extent, varied. The responses clearly indicate that individual members have very diverse priorities for the future development of club facilities. Each of the identified suggestions deserves extensive study. The prioritization of the feasible projects identified is
going to take time and effort and, of course money. It is critical that all DYC infrastructure is consistent with our mission
statement and the interests of the majority are served.
Given the above, a couple of clear themes predominated responses.
• There is general concern that action must be taken regarding the protection of the south side of our marina system.
Boats located in that area are subjected to uncomfortable conditions if the prevailing wind is of any strength. Further,
maintenance costs will quickly escalate if the marina is subjected to rough conditions over an extended period.
o The committee is currently investigating breakwater options.
• Several responses referred to club house improvements, especially deck improvements.
o Management has budgeted for some minor improvements in this area.
• There is general consensus that we should have some physical presence on Navy Island.
o We have reviewed our lease and there are no identified covenants. We can therefore proceed with establishing a presence
and hopefully provide facilities for our members to enjoy.
These initiatives will continue and the committee will assist management in there planning phase.
OTHER
Key strategies reference members programs and general appearance. Initiatives of this nature will be addressed annually
by the management committee.
All initiatives undertaken will consider safety and community impact.
NEXT STEPS
The planning committee has agreed that breakwater protection of our marina system is currently the most urgent priority for
our club. All members of the planning committee are members of the breakwater sub committee which includes other members appointed by the commodore. This sub committee has been meeting regularly. As mentioned, the breakwater is a project of
the highest priority and will have a significant impact on the future direction of our club and its’ financial flexibility. This planning exercise will continue throughout the winter and will, probably continue until the election of another management committee.
Following a solution to our breakwater issue, the planning committee will revisit our wish list and reestablish capital project priorities within the context of our vision, missions and objectives outlined in this document.
The strategic plan should be reviewed annually, updated to incorporate changing circumstances and modified accordingly.
All members are encouraged to provide the planning committee with feedback on the concepts outlined in our strategic plan.
Appendix 1
The following SWOT analysis was prepared to guide the committee in the development of our strategic plan.
SWOT ANALYSIS
STRENGTHS
• Location
• Diverse membership
• Water rights
• Experienced staff
• Committed management
WEAKNESSES
Obsolete club house
Limited funds
Limited expansion opportunity
OPPORTUNITIES
Mooring field expansion
Increase storage
THREATS
City redevelopment
Economic downturn
Another storm
Serious accident
Additional marinas could become developed
Appendix 2
The following list of projects has been compiled from committee meetings, input from responses to our email and from the
floor at the AGM. The listing is not in any prioritized order and has been broken down under the headings below for ease of reference.
WATERFRONT
-Breakwater
-Mooring field
-Utilization of Navy Island (clean up, use of old fingers, picnic area)
-Beach area
-Utilization of tidal area north of parking lot
-Dredge tender docking area
-Dredge access to gas dock
CLUB HOUSE
-Office space
-Games room
-Storage
-Deck modification / expansion/ roof
- Laundry facility
YARD
-Paving
-Work shed rebuild
-Covered permanent structure for boat storage and special events
-Gas shed improvements
-Licensed bar for waterfront gazebo for special events
-Facilities at marina head (washrooms, laundry)
OTHER
-Expansion of junior sail program
-General appearance and service improvements
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