Report from the National Commodore
July 2005
- Volunteers Summit 2005
- New affiliations and relationships
- Regional Solutions and Volunteer Small Equipment Grants
- National Board Meeting
- Vessel and MOB tracking
- Capitations
- Uniforms
- Conclusion
Fellow Members,
This year has proven to be very busy at all levels of the Association and we are looking forward to new challenges with respect to the growth of the organisation, its increasingly professional approach to administration and development, a new website to promote our aims and objects and carry our profile to the public, improved accessibility to government grant schemes and new affiliations and liaisons with other organisations across the country.
I would like to thank the 25 delegates who proudly represented Coast Guard at the EMA Volunteers Summit. Our representation, obvious to all by our uniform, was unashamedly disproportionate to the size of the volunteer marine sector in comparison to land-based organisations. Of even more significance was the fact, commented upon many times by other delegates, that we were all from the one organisation while they only had State representative services with different uniforms, agendas and issues.
Mr. Len Foster AO, the CEO of AFAC and the Chairman of the Victorian CFA, delivered the introductory speech to one of the main themes of the Summit and he stressed the vital importance of volunteers seeking economies of scale in operations, administration and lobbying power by coming together, seeking alliances and having a national focus and identity.
Are we not a long way down that path? Do we appreciate what we have? We need to use and value our advantages of scope and unity as a national organisation to explore new ways of exploiting, developing and furthering our Aims and Objectives.
Officers of other VMR and Emergency organisations actively approached some of our national officers for information on the structure and administration of our Association. They were very greatly impressed by what they saw as the comprehensive and unifying structure and objectives of Coast Guard.
The greatest advantage of the Summit was the amount of networking that our delegates were able to achieve and it is our duty to move forward on these now to grow and enhance this Association. There are some exciting possibilities in the wings that I hesitate to pre-empt other than to say that vigorous follow-up is preceding.
We extend our congratulations to EMA and its staff for the outstanding effort in organising this event and appreciate the support that they provide to our organisation in many ways, both tangible and intangible.
New affiliations and relationships
In NSW, Coast Guard has renewed its affiliation with the NSW Volunteer Rescue Association and have formed a special alliance with the marine units of the VRA. We are moving forward with them by sharing access to marine qualifications, developed by the Coast Guard RTO, in relation to minimum competencies for rescue operations, both on water and through marine radio networks. This affiliation delivers combined control of 65% of the marine resources in that state and an enhanced ability to promote the benefits of our organisation.
As reported at the last National Board Meeting the status and profile of Coast Guard in Victoria continues to grow and we have now "acquired" over ten units who have become part of our Association. Negotiations continue with the State Government but we are rapidly becoming the only VMR organisation in that state. There are a small number of independent units who are coming under increased pressure and recently the two RVCP units completed a full transfer to us. The future looks very promising.
In addition we have signed an MOU of cooperation with the Victorian CFA to better deal with the delivery of fire fighting capabilities through on-water units and allow our members to access the obvious benefits of an organisation with an annual budget of $135million, over 200 paid staff and 60,000 volunteer members. There is no suggestion of loss of control in these affiliations with the signatories retaining total and complete autonomy. These formal alliances are something that we have embraced for some time and will continue to develop both nationally and internationally.
Although Tasmania only achieved full Squadron status at our last Board meeting they have already expanded to 8 Flotillas and are the only volunteer marine rescue organisation in that state. With the demise of RVCP, both SCO Monty and myself have had many hours of face to face consultation with the government agencies and the ex RVCP members. The result is that they have all joined Coast Guard as new flotillas, elections have been conducted under the supervision of Commodore Monty and we are rapidly orienting these new members into the ways of our organisation.
With only one agency in the sector, the Government is softening to overtures of funding support and we hope for some significant progress in this area within the next 12 months.
I have asked Commodore Monty to look into the logistics of holding a NBM in Tasmania in the relatively near future in order to maximise the raising of the public profile of Coast Guard.
Regional Solutions and Volunteer Small Equipment Grants
These grants have been available for some time and Squadrons and Flotillas have been informed about them. However response in the form of actual applications has been disappointing to say the least. Here is money waiting to be accessed from the government and only a small percentage of our flotillas across the country have made any effort to obtain it.
For example, a Commander in NSW complained to me that an adjacent unit of Coastal Patrol had built a new radio base and asked how could they afford this when we could not. Investigations showed that they had gained a significant grant from Regional Solutions. A search of the statistics in NSW for the last financial year revealed that another organisation had actually received many grants totalling over $500,000 while we had only managed some $21,000.
We cannot blame anyone but ourselves. Here is money for the asking with a little effort to be expended in the proper preparation of a submission. A little communication, possible cooperation and the sharing of proformas of successful applications might well result in better conclusions.
I strongly suggest that Squadrons appoint a "Grants Officer" with the stated and active responsibility to investigate, follow-up on and liaise with other officers elsewhere with regard to submitting applications for flotillas. We must do this in an organised manner so as not to compete with each other and to enhance the overall benefit to Coast Guard.
Our six monthly Board meeting in April was held in Canberra, following directly on from the Summit. This was a unique opportunity to hold a meeting in the National capital as 90% of the National Board members were already in Canberra for the summit. These meetings usually rotate through the main regional centres of the eastern States and always in a coastal location. This venue was a first for the organisation.
At the Board meeting we looked at demonstrations of two newly developed MOB systems developed in WA and Queensland and were able to directly compare the different design characteristics and relative merits of both systems. Each has a lot to offer but further development is required and we will monitor this closely.
In addition to this we also had a comprehensive examination and demonstration of a vessel tracking system developed by Coast Guard members and currently utilised in Victoria. This system allows each vessel equipped with the system to be tracked in real time and to have an electronic record of its past movements. This is invaluable in coordinating SAR operations and provides visual evidence of areas searched or still to be covered. The system is efficient, sturdy and yet remarkably economic to install and maintain. Coast Guard will be looking at strategies and funding opportunities to implement this, or similar systems, universally.
At the recent National Board Meeting the Board made the inevitable decision that it was necessary to increase capitation fees from the 1 st July 2005. Capitations paid by June 30 th will be at the old rate. This decision was based on the fact that there has been no increase of any kind since 1994 and the National executive has therefore been operating on a budget based on 11-year-old dollar values. Over this time there has been a sustained effort to progressively reduce costs in order to avoid increases but this tactic has now reached its limit.
If the National Board is to continue properly representing the Association and its members and to function in a proactive way to promote the Aims and Objects of Coast Guard then it plainly requires a budget that truly reflects today's dollar value?
The National Board and the executive members need to,
1. Represent the Association
- at Seminars, Conferences and meetings
- to other organisations and associations at intrastate, interstate and international levels and to government, both State and Federal.
- to potential sponsors and benefactors
2. Raise the public profile and reputation of Coast Guard (which follows from #1) in order to engage in effective and sustained lobbying for improved and increased resources, grants, recognition and sponsor interests.
3. Maintain on-going development of our resources and member benefits (such as the website, training resources and access to current technologies
4. Expand our ability to communicate directly with all members by means of the executive attending Squadron and Flotilla meetings across the country, promoting member exchanges and breaking down feelings of isolation.
5. Continue to build bridges with other like-organisations to develop and expand the scope of the Association through affiliations and joint ventures, leading to a truly 'national' perspective and the economies of scale that flow from that status.
These actions can only be taken at the highest level of our Association if the benefits are to flow to all and it has been the diminishing value of our funds that is starting to curtail these objectives. The benefits are real, although at times they may not be felt immediately. That which has already been accomplished in these areas has taken countless hours of sustained effort and dogged determination. We want to maintain this into our future.
There is now almost universal acceptance by members of the blue/white uniform as the vanguard version of the association uniform. Its public acceptance and crisp appearance have been noted in all squadrons and almost all members are wearing it at this point.
The issue under current discussion is what uniform is appropriate for use by boat crews when carrying out on-water duties. It is amazing what passions and numerous variants of stories (and uniforms) can arise when speaking of such things.
The khaki uniform (or putty/beige as worn in many parts of Queensland) dates from uniform standards of the 1920's US Military and came to us by default when we were modelled on the USCG Auxiliary in 1961 and certainly did not project a UNIFORM look, or image, that is consistent with the Association as it moves solidly into the 21st Century.
We could never get uniforms, that had been purchased in different places or times, to colour match nor in fact could that match even be maintained with originally matching shirt and trousers washed different numbers of times. Coupled with an increasingly poor look, when we came together in numbers, were the commensurate increases in cost and the lack of availability and fit (especially for our female members). So came the decision to change to a modern and smart uniform which the vast majority of members, and the public, see as fresh, bright and carrying an air of quiet professionalism and authority in emergency or public situations.
However, since its introduction, it has been recognised that indeed our blue/white uniform is not necessarily appropriate for on-water use as the white shirts can show marks and dirt very easily (rather like khaki, in fact). The issue of an alternate uniform for this function has been under consideration for some time and in the spirit of the blue/white uniform we are looking for new ideas for boat work rig that can maintain our new image.
Khaki was never to be considered for "re-introduction". It is gone and should be left that way.
The issues expounded above are still relevant as they relate to khaki, even if only used for boat wear. Retention of khaki for boat crews necessitates the purchase of two completely different uniforms. We are trying to reduce costs to members. At this time, NO member should be considering BUYING a NEW KHAKI uniform. They can certainly wear them until they wear out or simply stop using them.
We are approaching the work rigs issue with open minds and many ideas have been forwarded to my office reflecting this. The members should be asked the question; "What do they see as an appropriate and fresh design for new boat wear". At this point suggestions are favouring King Gee navy blue shorts/trousers with a navy blue shirt.
We want to make the work rig relatively cheap to purchase, comfortable to wear in a variety of work and climatic conditions and yet generating a new image which reflects the similar smart new image engendered by our more formal blue/white uniform. Since it will differ from the regular uniform we want that difference to be minimal or at least a cost effective addition for members. We need it to be available everywhere and have suitable female alternatives.
Khaki does none of this.
Positive input, through Commodores, to my office will be gratefully received and we hope to make a final decision at the National Board Meeting in November.
Collegial and collaborative decision-making is more vital to us now than at any other time in our history. We are on the cusp of bringing significant development to Coast Guard.
While we might not all agree on all things we must not accept any attitudes that are negative or divisive to our long-term goal of providing a strong, vigorous and unified lobby group to further the growth and professional development of volunteer marine rescue organisations in this country. That is surely closer now than ever before and is something that we must all strive for.
Chris Gillett ESM
National Commodore
21 July 2005