From: paddler@starbirdcreative.com Sent: Tuesday, June 06, 2006 6:41 PM Subject: Small Craft Coalition: NAC interview results I talked to Billy Whitford of Newport Aquatic Center and this is a summary of what I learned. The interview script I used is attached in case any of you choose to conduct an interview along the same lines. I am emailing this only to those of you who heard the discussion at the last meeting that led to my calling him. Report and recommendation follows. -- Susan Billy Whitford of Newport Aquatic Center proved to be a goldmine of information. He’s coming to Clear Lake at the end of this month and has offered to stop by Petaluma and chat. I recommend we gather a small group to meet with him. Seed funding provided by: $400K+ from private donors for the original 8K sf bldg.; $115K for equipment from the American Athletic Foundation. He suggests we check in to Cal Boating grants; some of these grants fund buildings. Founding leadership provided by: Billy Whitford, who incorporated with a friend in 1980 to initiate NAC. He had many politically savvy “hand-holders." Also it helped that he was dating the mayor's daughter. What entities did you coordinate with? 16 government agencies. The project required a $10K EIR, formation of a city- county-state JPA for the land, a ballot measure amending the general plan, a new suit, and years of dog&pony shows. Land owned by: aforementioned JPA, providing a no-fee lease. Improvements owned by: NAC corporation, now a 501c3. Governance is a board of directors. They own the 18K sf building and general equipment (such as the kayak rental fleet, coaching launches, etc): this property isn't valued but is insured for $700K if that's an indicator. Sustaining revenue stream: The organization is (finally) self-sustaining and not reliant on grants. NAC treats its seven participating sports as "departments." Each department collects memberships ($500/yr) and offers programming for fees, a portion of which are paid into NAC's general operating fund. Revenues from private boat storage (typically $220/yr for a single), SOT kayak rentals, meeting/event rentals, and one annual regatta are important income streams for their nearly $1 million operating budget. Each department is expected to be financially self- sufficient and the whole organization files one tax return. All staff, including coaches and program instructors, are employees of NAC, and can number as many as 41 in the summer. Advantages of this model: It's run like a business with a strong executive director, equitable and fair treatment of all departments, great relationship with city and local schools, popular kid's programs, responsive to market demands and successes. Disadvantages of this model: don't make the mistake of having members vote -- NAC eliminated this and resolved a lot of problems. Dictatorships like what NAC enjoys don't always work. Business has to become financially self-sufficient within a short period of time. Petaluma should replicate: focused, visionary leadership that can speak all departmental languages (rowers, collegiate/junior rowers, OC paddlers, kayak racers, "gypsy kayakers," etc etc.). "IT'S REALLY SIMPLE TO DO THIS IF THE VISION IS PURE. I WAS BUILDING A HOME FOR HUMAN-POWERED CRAFT. IF YOU STAY CLEAR ON THIS VISION ALL THE SMALL PROBLEMS CAN BE MANAGED." Petaluma should avoid: red flag is multiple club participation that can make Petaluma like a family with siblings. A person who could advise Petaluma in organizing itself: Billy Whitford.