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ISAF Presidency – Candidate Kellett explains his plans

by Marine Business-World.com on 15 Apr 2012
David Kellett - ISAF Treasurer standing for President © Richard Gladwell www.photosport.co.nz
The International Sailing Federation. the peak sailing body holds its quadrennial General Assembly on Saturday 10 November 2012 in Dun Laoghaire, Ireland (at the end of the ISAF Annual Conference).

On this occasion the ISAF Officers (President and Vice-Presidents), members of the ISAF Council and all other ISAF Committee, Sub-Committee and Commission members automatically retire and are eligible for re-nomination or new candidates for 2013-2016 can be nominated.

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Australian David Kellett, the highly regarded offshore racing skipper who for 14 years has been on the ISAF executive - ten years as a Vice President and four as ISAF treasurer - formally advised the Member National Authority (MNA) last November of his intention to stand for the ISAF President at this coming General Assemby and has been communicating with MNA's making his position clear on a range of issues.

Here are extracts from Kellett’s latest letter

‘I have received overwhelming support from ISAF MNA’s to continue my campaign to be the next President of our great sport.

‘I now take this opportunity to outline the direction, which I feel ISAF must follow during the next four years. - I have identified four principal goals: Leadership, Governance, Service and Development



ISAF – The Direction 2013 To 2016

Leadership
It is vital that the President and the Executive show leadership in enforcing the mandate given by the stakeholders. The leadership must be transparent, balanced and accountable. There must be thorough consultation with the Council on all matters. The views expressed by the Council, committee members and volunteers must be respected. The President and Vice Presidents will produce regular reports to all stakeholders on progress in their particular portfolios. Interaction with all will be paramount.


Governance
The structure of ISAF must be strengthened and the Executive must communicate frequently with the MNA’s. All MNA’s shall be involved in the major decision making process. The committee reporting structure must be developed and the committees realigned for greater efficiency in an effort to reduce the length of time for the annual meeting and therefore save costs to MNA’s.


Service
ISAF’s most important asset are the MNA’s. Support, service and cost benefits for the MNA’s must be improved. The Continental Associations must be developed and supported. The Executive must have a closer liaison with MNA’s and the Continental Associations. The secretariat must be situated in the most efficient and cost effective location. Overheads must be reduced and new revenue streams developed. Marketing the sport requires immediate attention; this must be outsourced with professional advice.


Development
Increased participation is essential for the future of our sport. We must continue to work on the presentation of our sport and with the media. We must also ensure sailing is attractive to our youth and relevant to the Olympic Games. MNA’s in conjunction with Continental Associations must be supplied with the tools to offer guidance to help develop their sailing, particularly the emerging nations. We must also continue to develop the Race Officials programs to attract active sailors.

‘I have had the pleasure of being involved in our sport from Dinghy, Offshore, and America’s Cup to Olympic sailing. I have had the privilege of working in a voluntary capacity for our sport for nearly thirty years and my time within ISAF has given me the experience to know what is required of the leadership. It has been difficult in the past four years in the position of Treasurer to enter into debate about various issues, but I can assure you I have a view on how we must manage and lead the organization.

‘We must modernize the method we conduct our business and develop a system of reporting where Councilor’s are well briefed before they come to the meetings to enable timely decisions to be made. In the next four years I want to move ISAF forward to be a proactive rather than a reactive organization. Yes there will be change, but if we work together, we can achieve the change seamlessly.

‘Throughout my business life I have been a leader and served on many Boards/Committees as Chairman and I am confident I can show the leadership required in ISAF. Consultation is important, but I know there are times when the President must direct the organization. Some decisions may be unpopular but they will need to be made for the benefit of the sport.

‘By entrusting me your mandate, we can together give ISAF the leadership for the future. ‘

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