April 2006 issue of Sailing World. In the Sailors' Forum,
which is "letters to the editor" type area of the magazine.

Let me start by sending Kudos' to Sailing World for
publishing his letter and making the facts know to us.

The letter is from a sailor from Maine. He complains that
two (2) letters he sent to US Sailing were not answered.
He too had to resort to writing elsewhere, in this case
Sailing World to get his voice heard by other members.
This in unacceptable behavior on the part of US Sailing.

His topic was the subject of inadequate spectator seating
at the Olympics. I agree with his view completely. More
spectator seating should be provided. According to him
sailing events were the only events in which spectator
seating was not available for purchase at the Olympic
Games. That places Sailing at the bottom of all Olympic
sports. Who feels it should be given such a low status?

He also makes a great suggestion that a large screen video
could have been made available shoreside. That would
have partly solved the logistical side of the problem.

While the topic may seem minor. The fact that US Sailing
is non responsive is a very major issue.

How many other US Sailing members have found they
have no voice with US Sailing?

Can it be more clear that the management of US Sailing
is not doing it's job? The root problem is US Sailing is
unwilling or unable to document problems. This is called
"management by ignoring problem away". This occurs
through ignorance or through policy.

You have already heard my personal complaints about
how US Sailing is being run. I too have been ignored
away.

This letter to the editor is more proof that US Sailing does
not listen to it's members and treats them like "white whale
**** on the bottom of the ocean under a spring tide"
( WWSOTBOTOUAST).

Today, I want to suggest a solution to fix such problems
and give members the voice and recognition they deserve.

It doesn't require hiring an expensive consultant. The
solution only requires one thing--leadership on the part
of the President of US Sailing.

My solution for the President needs to develop an Action
Item tracking system. One that cannot be closed out
without the consent of the member filing a complaint.

Every incoming letter should be opened by one person
who first determines if it should be an Action Item. An
Action Item is a letter that requires an answer to a
complaint or question posed by a member. It may be
that one letter to US Sailing generates more than one
Action Item.

Every Action Item should have a single Point of Contact
(POC) within US Sailing responsible and accountable
for all correspondence and reporting on the subject to
the President.

Each POC should provide an estimated closeout date
with justification for choosing such a date, a step by step
plan, listing all dependencies, and projected dates for
accomplishing the steps needed. POC's performance
in meeting the dates they set for themselves should be
part of their annual job performance evaluation.

Every Action Item should have a file with a schedule for
tracking and status. The file should fully document and
date the planned steps taken as the were taken. That
folder should be available for viewing by the general
membership at any time. Nothing should be secret.
Nothing should be off the cuff.

Every Action Item should receive a formal response--a
formal letter that first acknowledges receipt of the issue
from the member, informs the member of the Action Item
number assigned, and clearly defines who the Point of
Contact for resolving the Action Item. Subsequent
contacts can be by documented telephone call or
correspondence.

Every open Action Item should be discussed at every
executive meeting with the status and progress of each
item. Pressure should be exerted to close these out
promptly and properly addressing each issue. Action
Items should not be swept under the table as is their
current management policy.

Every Action Item should have a close out letter written
to the member summarizing the cooperatively agreed
resolution of the Action Item. A signed acknowledgement
from the originator is necessary to close the item out. This
prevents management from arbitrarily closing items
arbitrarily without resolving the core issues.

Each Action Item should, at the option of the initiator, be
posted on the US Sailing web site.

Any Point of Contact that cannot resolve the issue needs
to elevate it until it can be resolved and document this fact
to ensure accountability can be traced at every step. Action
Item resolution should be a specific part of the POC's job
descriptions. Staff that do not take steps to close an
Action Item should be fired and replaced with more
effective personnel. POC abilities to write letters are
key attributes in serving at such roles. No one shall be
hired by US Sailing that does not demonstrate competency
in writing effective letters.

It is reasonable that the general body of membership should
address any issues the management of US Sailing cannot
resolve to the members satisfaction. The member should
have the option that his or her proposal is addressed, and
time scheduled for this, at the beginning of the annual meeting.
This will prevent management from pushing Action Items,
to the end of such meetings where time constraints would
hide issued that should be resolved. Provision should be
made to discuss management issues and generate separate
Action Items if such weaknesses are revealed.

Finally the President of US Sailing should report on the
metrics of the system: number of items opened, closed,
and highlight satisfactory resolutions. The President should
be held fully accountable for the success of the system. This
should be the most important part of the Presidents job
description.

This is all basic management. It is not difficult to do
once the system is implemented.

Why doesn't US Sailing have this sort of management?

Either US Sailing does not presently have such systems in
place because their managers do not have strong management
backgrounds, or else they have an agenda, in which members
don't count except as revenue sources, and managers
prefer to reduce their own workload out of laziness.

Which is it?

The main point:

US Sailing needs to treat members like valuable customers.
Their management system needs to reflect this philosophy.

Management systems should be emplaced to see that
members are treated like valuable customers.