I used to say, "I sure hope things will change." Then I learned that the only way things are going to change for me is when I change.
In writing this report I vividly remember at the end of the 2006 Annual Meeting of Council requesting from Councillors for policy directives or initiatives for the Management Committee to explore, develop or implement for the coming year; none were forthcoming. In fact the only comment was from a Convenor who said along the lines of "you come up with the ideas and we will think about it".
Council did set up a sub‑committee of four Councillors to prepare and present a report on some re‑structure options. Like you, I wait to read the report and recommendations and I suggest that until we receive the report and consider the contents with an open mind any pre‑emptive views should be held in check.
The past twelve months have been extremely frustrating. As Chairman of TRA I see and am told of the need for more services and value for money to be delivered to our members, yet we have no mechanism (and might I say little or no will) within our organisation to do so. As an organisation we are reluctant, unable or indecisive to make strategic, developmental or investment decisions. This is not a new. I have researched previous minutes, reports and submissions, some over 25 years old and if you change the date and print method, these issues would be considered contemporary as many similar issues are still being discussed today. Whether the position we find ourselves in has become a habit or because we fear making an error, increasing our workload and responsibilities or for fear of scorn from our peers at club or state I do not know. But what I do know and I would suggest most attending this Annual General Meeting know, is that we must as a group, heed the message being sent.
In November last year I was diagnosed with an illness that manifests its way by making the sufferer to have negative thoughts, inability to make decisions, unable to complete tasks, dis‑ rupted sleep, almost constant anxiety and a reluctance to change. It is most likely I have had this illness for many years with varying symptoms. With this illness and with what 1 saw as a poor personal performance I considered standing down from the position as TRA's Chairman. In conversation with close confidants I indicated that I would not seek another term as Chairman of TRA. With successful treatment which is still ongoing, the support of many and in consultation with my peers I decided to accept the nomination for the position of Chairman for another term. The illness I have is depression. It is common and varies greatly in the way it affects people.
If you consider some of the symptoms I described in the previous paragraph and apply them to our organisation, I wonder if TRA is suffering from 'corporate depression".
I anticipate that some reading this report will not agree with my comments, and some may even be offended. The purpose of my comments is not to offend or single out any individual, committee, member or group. The comments I have made have been formed and considered through observation, conversation (including with many present at this Annual General Meeting) and research. Why did I come to the conclusions that framed my comments?
We do not invest adequately (or if at all) in strategic and effective State or Club development activities which are our membership base and is where our major growth opportunity lays.
Our ammunition trade is not profitable and more importantly not well patronised.
We do not in real terms invest in athlete development.
We cannot or are reluctant to implement an effective national grading system.
We cannot establish the national membership database that would enhance communication for the benefit of all.
We do provide a competitive insurance package to our members
We are party to but not directly an investor or partner in the National Championships.
We facilitate and encourage the conduct range official and coaching courses.
We do manage our member's contribution funds and have protected their capital base.
We are the custodians of the rules the member's subscribe to.
We do communicate the information we receive to members.
(The magazine is covered later in the report.)
For many years our two day AGM and Council meeting has spent most of the time looking at events and programs of the previous 12 months with very little assessment of recommendations, critique of effectiveness or key performance indicators for enhancement or change for the future.
We have come to accept this position as workable providing that there is no perceived adverse effect to this balance. As a consequence it is likely no level of administration in our organisation is servicing the membership adequately.
Indecision is the thief of opportunity
Lead the way by personal example and personal philosophy.
The Management Committee is united and committed to the good stewardship of Target Rifle Australia Inc. 'Me rules of our organisation limit the management committee's capac~ ity to direct the organisation. The role as stated is purely one of day to day management. This function is carried out in a timely and efficient manner. In the past much has been said regarding communication between TRA and members. Regular correspondence is sent to members on various matters of business. Perhaps the question that should be asked is how the members are dealing with the correspondence.
The former Treasurer, Peter Robinson reported on several occasions that he is of the opinion that TRA should be an entity regulated by federal regulation rather than that being provided by incorporating in South Australia as we presently do. This advice was well received by Council when it was presented. An opportunity arose during the year for TRA to gain possession of a shelf company should the move be made to a federally regulated system. We took this opportunity. Whether this shelf company is wound up or used in the future is a matter for members.
With the lack of policy direction the management committee has conducted the business of TRA in a way as to not to disturb the status quo, which 1 believe is the wish of Council.
The Management committee has not met face to face during the year. How ever we have continued the practice of using teleconferencing.This is an efficient and cost effective method to discuss business.
As Secretary Peter Kelley is professional and effective in this position. He has established very good and beneficial relationships with agencies we do business with. In particular the work with insurance brokers has been of great benefit to members.
Rod Sampson was elected Treasurer by postal ballot after the 2006 AGM. A smooth and cooperative handover took place between Rod and Peter Robinson and fine work continues.
Deputy Chairman Glenn Braybon has been a willing, thoughtful and valuable contributor in the management team.
I thank the Management Committee members for their contribution and support and look forward to working with them in the future.
Start with where people are before you try to take them where you want to go.
The few who do are the envy of the many who only watch.
We have maintained our good working relationship with AISL. From my position I am in regular contact with the CEO, Mr Nick Sullivan and AISL Board Member, Mr Bob Marshall. Our discussions are useful in that both organisations can monitor progress and effectiveness of programs and as a method to gain insight into likely trends for the future.
It is no secret that the funding for shooting sports in Australia is based on performance in international competitions. It is also true that not all who aspire to team selection will receive the same funding levels as those before. We are perhaps the only member of AISL who have come to terms with these conditions.
There continues to be the possibility for TRA to be the beneficiary of development funding provided by AISL, although it must be clearly understood that the funding would tagged to the development of future athletes and possibly international officials.
Attitude is greatly shaped by influence and association.
Where you start in the marketplace is not where you have to stay.
David Hollister recently informed me that the next issue of the TRA magazine scheduled to be published in September will the last he will print. He believes the magazine is no longer viable to print due to circulation numbers.
David has offered to develop an on‑line magazine attached either attached to web site or on
a stand alone site‑ By doing this he believes that current events or highlights can be reported as they occur with more detail provided in the complete "magazine" as it is published on the website to similar timelines as it is now.
As a group we have talked about this prospect for several years. TRA will have a cost saving which can be directed elsewhere. In present society it would be reasonable to assume most clubs would be able to gain access to the internet to download and print the magazine for their members who require such a service. The clubs would also be able to publish headlines on the club notice board as they are produced. I realise that this development may inconvenience some in the short term.
There will be some cost issues that need to be addressed by Council to ensure at least equal value to members or in a form of print subsidisation to assist clubs with publication.
Never attack a problem without first presenting a solution.
Success is neither magical nor mysterious. Success is the natural consequence of consistently applying basic fundamentals.
The outstanding performance of Warren Potent winning two World Cup prone matches was a very special individual effort recognised world wide.
There are also many benefits for AISL and ultimately TRA. In the complex world of sports funding this single performance has set a theme for the next couple of years. We have the Oceania Championships and Beijing Olympics to come, let us help and support our teams and secure a funding future.
Success is not to be pursued; it is to be attracted by the person you become.
There is plenty of time to argue with new ideas later. The key is to take careful notes first and debate second.
I hope it was noted that in my Chairman's Comment column in the magazine, I encouraged individual members to contact their State Delegate/Councillor and detail their ideas, wants or needs so these can be bought to the table and discussed. Whether this occurred or not 1 trust Delegates/Councillors will be in a position express to our 2007 meetings what the major issues are concerning our sport in their state.
The Council has established a sub‑committee which is due to report on re‑structure options for TRA. No matter what the report says or if the recommendations are accepted or rejected, the present administration system will be in place for some time to come. In effect we have a Board of Management (Council) which is responsible for maintaining and developing our business. We have a management structure in place with the Management Committee and Convenors of statute Committees. All this can work more effectively with a slight shift in mindset. A quote used earlier in this report highlighted the application of basic fundamentals. To promote thought on what our basic fundamentals are I offer the following;
1. Establish a market. We have a defined market area in place
2. Provide want the market wants.
3. Invest in the market place to develop and grow our product.
4. Maintain Good magins to allow for further investment and growth.
We have three defined stakeholders who may benefit from our future actions, the clubs, our members (The States) and TRA but as one we are a sport.
At the end of our meeting on Sunday 26 August 2007 I hope we will at least have achieved the following:
The parameters for the implementation of a national grading system. The implementation of the national membership database to be administered by the Secretary The establishment of key performance indicators to monitor the progress and effectiveness of our management committee, statute committees and Council. A three monthly report from states which would include the comments, needs and future ideas for consideration.
While these are basic principles I am sure there will be many more ideas presented and I invite your participation.
I sincerely thank the Members, Council, Management Committee and Convenors for their support. I do look forward to working with you in building our sport. There will be many challenges but there is no challenge that can not be met.
You cannot succeed by yourself. It's hard to find a rich hermit.
The quotes used in this report are attributed to E. James Rohn.