The Role of TDU
This is taken from an article written by Paul Donnelly, for the Spring 2004 issue of the TDU newsletter.
History
Since the early 1980s the TDC had been running courses and assessments under the old Award Scheme. Boats were made from glass fibre and the rivers that were being run would equate to our current Grade 3 -a trip to Wicklow was seen as a mini-expedition and the "in" move of the day was the ability to do an Eskimo roll. Introductory courses were run from the boathouse of Lord Moyne (of the Guinness dynasty). This boathouse, popularly known as the Liffey Centre was situated on the Strawberry Beds above Chapelizod.
Other higher level courses -advanced proficiency (the AP), Club Leader and the CK Instructor Series were also being run. These courses were heavily subsidised by the income from the Liffey Centre and had a high level of instructor/student ratio. This practice continued up until the early 90's and the sport grew from strength to strength with participation from all levels of the social stratum. At this time the infrastructure of the Canoe Union was voluntary. In the mid 80's a part-time development officer was appointed who was based from a small office in Eustace Street.
Due to a number of difficulties the contract was not renewed and the organising of the affairs of the Union reverted back t o a voluntary one. Applications for financial assistance for the Canoe Union were sent to the new Ministry of Sport and the newly formed Sports Council. Some of these applications were partially successful and the Canoe Union received small grants. These grants where split amongst the various disciplines within the Union, with each allocated an equal share. For the first time the TDU received grant aid to help with its work.
A few years later with the aid of lottery funds the post of administrator was created with an office in the House of Sport on the Long Mile Road. Having an office with a full time administrator was a major step forward. It was exciting times and this new development was welcomed with open arms by all of the disciplines. A recommendation was sent from the Canoe Union Council to utilise the services of the administrator and the office as much as possible. The TDC, like the other technical committees, began to utilise the office and all TDU letters, mail shots and communication were processed through the office.
Also around the time that lottery funds became available, the TDC split its bank account into two. One account was for TDC affairs, whilst the other was for the Liffey Centre. This could be construed as a bold move by the TDC but the reasoning for doing so would become apparent. The TDC found that the majority of funds coming into the account were from the Liffey Centre; however the majority of outgoing capital was for the higher proficiency and instructor courses. These courses were in effect being subsidised heavily by the Liffey Centre.
With the separation of accounts, all Officers were mandated to run their respective courses on a self-financing basis. All finances were to go through the TDU account and all payments to be made by cheque. If a course needed a subsidy the Officer could put a case forward and the Committee would make a decision. The TDU were becoming more transparent, more professional in its presentation and its attitude towards finance.
This system of accounting had one flaw as the TDC was a voluntary body and only met 6-8 times during the year there was often a time delay (in some cases over 3-4 months) in getting expenses out to instructors. To alleviate this problem the Canoe Union Administrator was requested to process TDC accounts through the Canoe Union Office. The success of the administration block was acknowledged at various TDU AGMs and it was a general consensus that the TDC's use of the office was a positive arrangement and should be utilised more.
During the late 80's and early 90's the Canoe Union received one of its biggest grants in the form of a building grant that was secured from the National Lottery for the building of a Canoe Training Centre. This grant only part funded the building so a mortgage had to be obtained for the balance. At the request of Council, all of the disciplines stopped receiving their annual grants and these funds where to be put towards the mortgage repayments for the new Canoe Training Centre.
It was agreed that the task of the design & construction and repayment of a mortgage, maintaining and staffing was a huge responsibility and it was too big a responsibility for the TDU & the TDC to take on. The TDC gave over the running of the old Liffey Centre to the Canoe Union Office. The Canoe Union went ahead and started the building programme. In my opinion if the running, administration, and bank account for the old Liffey Centre had remained with the TDC I doubt if we would have the current Training Centre.
The Training Centre was now administered and run by Canoe Union Administrator along with his other duties. With the securing of more grant aid an administrative assistant was employed. A further grant was subsequently secured to kit out the Training Centre with new equipment.
At the TDU AGM where responsibility for the old Liffey Centre was passed to the Union Office, the position of Liffey Centre Officer was abolished. All of the other Officers' positions remained unchanged. At this stage the TDU was self sufficient as all monies where run through the TDU account. Financial income included course fees, fees for certificates and TDU registrations.
Circa 1996/97 the Canoe Union received a further grant for a part- time Development Officer. The position was made fulltime and was funded by the grant with the balance coming from the Training Centre account.
One of the Development Officer's areas of responsibility was to review and update the Award Scheme. Following widespread consultation, which required a lot of time, meetings, debate and advice a revised award scheme -"The ICU Training, Coaching & Accreditation Scheme" was ratified at the AGM in 1998. Following the launch of the new scheme (the revised Award Scheme) and the departure of the Development Officer the Canoe Union appointed a Training & Development Officer with a dual responsibility for the implementation of the Award Scheme and for the provision of Canoe Union training courses at the Training Centre
Under the chairmanship of Tom Ronayne a new TDU constitution was drafted which was agreed at the TDU AGM in 1999. The following year as the TDU was having difficulty getting people to fill a number of the officer positions and with poor attendance at AGMs the committee proposed that some of the Officer positions should be merged and a motion to that effect was passed at the AGM in 2000.
Up to this the Training Centre was mainly running evening Level 2 Kayak Proficiency courses in the spring & summer months. Levels 4 & 5 proficiency courses and assessments were the responsibility of the Kayak Proficiency Officer and instructor courses were the responsibility of the Instructor Officer. Since 1999 these have been organised and administered through the Canoe Union office by the Training & Development Officer.
Finance
Between the 1999 and 2002 AGM the main source of income to the TDU was from registration and proceeds from the sales of certificates. Income from certificates was dependent on the quantity of courses run and registration fees only came in when instructors and trainees remembered to re-register. Income to the TDU was thus sporadic and not consistent. Around this time the supply of certificates was nearly exhausted and anew batch needed to be purchased. It transpired that the Training Centre was funding the printing and purchase of certificates while the TDU was reaping the rewards.
A new funding arrangement was agreed between the TDC and Canoe Union office. The Training Committee would receive an annual budget of £5,000 (€6,350) per annum to run its affairs and the Canoe Union office would take over responsibility for the administration of registrations and for the purchase and issuing of certificates. The £5,000 ( 6,350) funding was to be payable following the TDU AGM. (IF THE TDU POSSESSED FUNDS AT THIS TIME, THE FUNDS WOULD BE
TOPPED UP TO A VALUE OF £5,000 (€6,350). The TDC proposed a motion to this effect that was agreed at 2002 AGM.
Other Developments
In 2002 the TDC committee co-opted a Youth Officer and expanded the role of Liaison Officer to incorporate Club Liaison Officer.
The Present
The TDC continues to have overall responsibility for the Award Scheme -to be its protector and guardian. The Canoe Union's Training & Development Officer and the Canoe Union office now handle the day -to- day administration and implementation of the Award Scheme. The Training & Development Officer is also responsible for the Canoe Union's Training Centre that offers a range of courses both at proficiency and instructor levels throughout the year.
The Future Role
The current Training Committee agreed that the future role of the TDC is:
- To continue to promote the Award Scheme
- To keep up with new developments and modern teaching practices
- To propose changes and develop new courses where needed
- To arbitrate in the event of disputes
- To continue to assist in the development of an integrated Coaching Scheme
- To promote the further training of club canoeists
- To develop a Club Pack
- To provide a forum for members contributions e.g. Newsletter
- To ensure a consistency of courses and assessments
- To organise various workshops e.g. assessors, Instructor retraining etc.
- To design and develop a Course Provider Pack e.g. CD ROM
- To actively promote and review safety issues
- To set up a means of communicating problems and possible solutions
- To promote further youth participation on training courses
- To develop a system of licensing Course Providers to ensure consistency and quality assurance
