Chichester Yacht Club Magazine December 2019 | Page 18

KEEPING ON COURSE
After the formal AGM the Commodore presented the General Committee’s progress towards a new Club strategy for
2020-2023. The overall objective has been to be recognised as a leading sailing club both locally and throughout the
Solent.
We aim to become a sustainable club and reach our objective by:
1.
increasing membership recruitment and retention
2.
establishing CYC as a centre of excellence for training and education
3.
increasing non-subscription income via commercial activity and other
means
4.
investing in the future.
Memberships are currently a little under 1,100, which is about where we
want it. This equates to about 1,800 adults and children, of who only about
15% are active and 50% are aged over 55. The aim in future is likely to be to
maintain this between 1,050 and 1,150. Any more demand may see the
creation of a waiting list.
Member retention has increased to 95%, aided by:
•
extended bar and restaurant opening times
•
food ordering at the bar
•
grandchildren included in family membership
•
new sub-categories of membership
•
more social activities (e.g. special interest groups, quiz and theme nights) loyalty
scheme.
The recent RYA Club Survey provided useful information on where we
succeed or fail in meeting members’ expectations. The Club is generally seen as welcoming,
friendly and inclusive but the General Committee will be considering any areas where
improvements may be necessary.
We are also looking at the range of activities on the water that the Club
provides and whether this could be increased through, e.g. rowing, paddle boards or
canoeing. The approach to water sports has changed over the years and we need to keep
abreast of these changes. For example, the loan of a rowing gig in the summer proved
popular. It is important that we continue to provide training and education but we need feedback from members as to
what is required and volunteers to help provide it. Our new full-time Club Coach Drew Gibson is providing strong
leadership in managing Club training.
Tom Dewey has been successfully building our external events business and use of social media has been significant in
creating new contacts. Income is slightly down this year but seems to be cyclical with a forecast increase in 2020.
We have been making significant investments in the future, increasing efficiency by upgrading our internet connection
and investing in the kitchen, restaurant and new boilers and hot water tank. Members are now benefiting from the
new Wheelhouse extension to the bar and the Waterfront Project is nearing completion of the planning stage.
The Waterfront Project is a 10-year programme to improve our waterfront facilities by replacing and upgrading the
pontoons, providing new dinghy and canoe racks, improving drainage in the dinghy park, reducing
beach erosionand upgrading the starter’s hut. There has been a long period of design, tender and
application for licences and planning consent but we expect to be ready to go ahead with phase 1 of
the pontoon replacements early next year.
We have also had to contend with changes to pensions enrolment, data protection and HMRC
going digital and made savings by outsourcing payroll and HR. Further efficiencies will be achieved
through the changes to Club governance voted through today.
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