Page 250 - ShowSight - January 2020

Candid Candidates - Part Two BY LINDA AYERS TURNER KNORR continued
“I, FOR ONE, LOVE NEW IDEAS, AND DELEGATES WHO HAVE TAKEN THE TIME TO NOT JUST DISAGREE, BUT COME FORTH WITH A POSITIVE SUGGESTION OR SOLU-
TION. I LOOK FORWARD TO THAT.” — KAROLYNNE MCATEER
the AKC holds. At some point, we need to consider the stock mar- ket, and our investments, but to date the portfolio is a steady earner. 4. The AKC is a not-for profit organization while all of the other competing canine sport organizations or registries in the U.S. are for profit. Yet, it is a common belief that the AKC “is all about the money”. What are your thoughts about the
apparent inconsistency?
Well, this feeling annoys me. You cannot couple the fancy’s desire for more and more, while not providing the funds to do so. Our entry fees remain very reasonable, and while the AKC fees have risen, they are modest and they are well within range of affordable. Those funds are turned right around and used for advancement of our sports and the technology needed to run them. Honestly, I think this feeling comes from people who do not realize the com- mitment of finances it takes to provide the services and activities we enjoy.
5. Do you feel that ventures like the LINK collar and the Doggie Day Care are consistent with AKC’s mission?
To answer this, I’d look back to question #3.
It is a creative way to stay within our “mission” The success of “outside the box” opportunities to raise funds is going to have to come from non-traditional opportunities that still serve our canines. I am hoping that more opportunities to increase our fun- draising efforts come our way, and many will fall into the non-tra- ditional area. But we need deeper research before committing to anything new.
6. There are 75 breeds in the AKC Foundation Stock Ser- vice program, 64 of them are in three groups. What are your thoughts on bringing new breeds into full recognition and their impact on our current Group structure? What is your opinion of how this recognition may be simplified or improved?
Clearly group realignment will be necessary. We have discussed this before, and it was not voted in. I’d say it is clearly time to bring this back to the front, particularly with the larger numbers being in three groups. The FSS process itself is very well run; it’s the “blend- ing” into the existing structure that will take some work.
7. What are you thoughts regarding term limits for AKC Delegate Committees?
Actually, I am pretty happy with the work of these delegate com- mittees, and I would leave the process “as is.” Frequently, the work of the committees takes place over years, and it is beneficial to have those who are “in the know” in place. The Delegate Committees have regular annual nominations to fill seats, so there is always an opportunity to add new blood, or retire members. I think the cur- rent situation works well.
8. Is it in the best interest of the AKC to place term limits for members of the AKC Board Of Directors?
I believe in term limits for the Board, it helps focus individual members on both immediate and long-term needs and helps prevent
us from being insular. I am just finishing my first term of four years, and look forward to my second four, so I can finalize some of what I started! And really the one-year break before you can run again, goes by in a flash. And there are so many opportunities to get out into the community and refresh your knowledge of what’s really going on during that year.
9. How do you reconcile the fact that often the AKC Board of Directors must make decisions that may not please the Delegate body yet may be necessary to fulfill their fiduciary responsibility to AKC?
Presumably the delegate body had faith in their nominations when they voted current board members to a seat. Standing out- side of the board room door you often have no idea the decisions we make based on our own personal research and the very good statistics provided by staff. It would be rare that we would receive a “need for immediate decision” without time for serious contempla- tion. We are given good opportunity and certainly have spirited discussions around that board table, when issues are brought for- ward. While sometimes unpopular, all decisions are made with the goal of protecting the viability of our now 135 year-old entity, THE AMERICAN KENNEL CLUB. So the delegate body can disagree of course, and they can most definitely approach any Board member with a well thought out better idea. I, for one, love new ideas, and delegates who have taken the time to not just disagree, but come forth with a positive suggestion or solution. I look forward to that.
10. What is your strategic vision for the future of the AKC? Where should we strive to be in the next ten years?
Well, I am a communicator! Both in my real-world job at Assisi Animal Health, and on the AKC committees that I serve. I believe the successful future vision includes a focused plan on the great works that the AKC does. Think CHF, Reunite, Humane Fund. There are a million stories to tell here, to make our brand more vis- ible again, and return it to its former status of a pure-bred in every household. We gratefully have our own vehicle in AKC-TV, and a small but diligent PR department. I definitely already see good growth in other areas of media. But my plan for growth would be to “take it back to the streets.” This is where the individuals and families live.
We owe a great deal of thanks to each of these individu- als who aspire to continue to offer their years of experience as participants in AKC events to lead our sport into a new decade. As we make our New Years resolutions let us ask our- selves, what are we personally doing to make a positive dif- ference in the future of our American Kennel Club? HAPPY NEW YEAR!
242 • ShowSight Magazine, January 2020