NAUI Board of Directors Election
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14 Townsend Street
Portland VIC 3305
Phone: 03 5523 6392
Fax: 03 5521 7255
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Frank is the CEO of Professional Divers Group which operates 3 shops and a commercial diving school that is growing and profitable.
He holds a range of tertiary qualifications including two Masters Degrees including a number of teaching qualifications. Frank comes from a law enforcement and diving background.
Frank served in local government (13 years) and served two terms as a Mayor. He was an inaugural NAUI Australia board member and saw NAUI Australia rise to prominence with more certifications than any other agency at the time. He served his term and did not seek reappointment because his skills and time were needed in his business. He later applied for, and served another term on the NAUI Australia Board and during this second term saw NAUI grow and mature to a high level of market share, very much the envy of other organisations. When NAUI was financially strong with outstanding governance, accountability and reputation, he left the board to return to his business with NAUI in good hands.
He served on a number of Boards over the past 20 years, including government boards and private companies including Chair of the Portland Eco Trust.
Professionally, he is a Fellow of the Australian Institute of Management, a member of the Risk Management Institute, Australian Institute of Company Directors and Chartered professional Member of the Safety Institute of Australia.
Frank was awarded the NAUI Outstanding Service Award 1994 (Australia) and attended over 29 ITC programs being a long standing Course Director.
I have successfully worked in the industry over the past 3 plus decades and presently employ 55 persons in the diving industry with 3 shops and 1 commercial diving school, all returning good profits and growth. I know how hard it is, and how successful you can be, in this industry.
Over many years NAUI has given me a lot, my ethics and principles have made my business successful as well as having a great group of people who are smart and wear “Let’s make this happen” hats. Its time I gave something back to NAUI, that’s why I am standing.
I strongly believe a board must be strategic and leave tactics to management. A board must not try to row the boat, nor steer the boat but direct where its cargo is delivered, at what time and cost.
Simply, grow the NAUI label worldwide, increase market share, develop innovative products, and support our members whilst reducing costs wherever possible.
Locally, I have refreshed interest in NAUI specialty courses with great returns. Whilst not applicable to everyone, these programs have reinvigorated and enhanced the NAUI name and reputation. For example the NAUI Standard Dress Diving Program
NAUI has the potential to achieve many things; I am committed to widely consulting with members to obtain a realistic position for the organisation and then aggressively delivering that potential through a collegiate, accountable and productive board.
I bring an experienced, fresh, qualified and international commitment.
Answers To The
BOD Election Questions
1. Vision -
NAUI in 10 years will be a profitable respected entity, recognised for excellence and leadership in diving related educational and environmental activities. Our reputation will be delivered by loyal and inspired membership and staff, universally recognised worldwide for their excellence, service and capabilities.
The vision will be underpinned by the NAUI Credo and Code of Ethics.
Firstly, in many businesses, one size does not fit all. To assist with enhanced strategic planning to understand and grow individual members’ capabilities and to make NAUI relevant as the world leader, a “Green Paper Program” is to be conducted worldwide. Conducted over two years, gathering information and ideas, the GPP will involve local area workshops and meetings for all NAUI people.
The meetings and workshops will also deliver updates on standards and procedures and highlight new products and accessibility. Our representatives are across much industry knowledge, and delivering the focused GPP will strengthen existing relationships and further develop the knowledge and business locally and globally.
Lastly, (using the data and feedback) a short, mid and long term plan will be developed by the board, linked to existing programs and, together with the new information comments and direction from our members, will be able to accountably deliver what we set out to do.
Looking back over the past 10 years, it will be clear to see NAUI has met the goals established by its vision and is truly representative of its member’s needs, maintaining a strong NAUI Services Group function supporting the financial and quality plan critical for success as the industry leader.
2. It’s no secret or is it? Do people know about NAUI?
People, especially new instructors need to understand what NAUI offers –
- Superior Leadership and Instructor Training
- Democratic Association of Equals
- Trust and Respect
- Academic Freedom
- Dynamic Growing Body of Knowledge and Skills
- Ever Improving Leadership and Instructor Training
- Products and Services
- Award-Winning Training Materials
- Proven Teaching Methods
- Fun, Interesting Classes
- Extensive Class Availability
- Highest Industry Training Standards
- Corporate Alliances
- Extensive Field Support
- Excellent Customer Service
- Technical Diving Division
With direct marketing, we need to identify diving leaders and potential market leaders and directly target potential new members. In many cases, these leaders are not aware of what we offer. We will not get everyone, however realistically if they know how good NAUI is, it is easier to bring them on board. Some will come, some will stay and some will wonder.
NAUI must commence a program of direct marketing its benefits throughout the industry. I have converted a lot of people over to NAUI from other agencies. When they fully understood why I believe in NAUI, they came over too.
We need to set up a flexible and realistic program of recruitment for other agency and new members. Most growth organisations have succession planning do we?
3. To use a Darwinism, it may not be the fastest animal that survives, it may not be the smartest animal that survives; it is however, the most adaptable animal that survives. NAUI is no different and will be torn between tried and proven safety standards, traditions and long and well established teaching systems and programs and what the industry wants.
I believe the board should consider a number of things, and I would like to say that this forum is NOT the place to raise them. Any competitor can read the answers to these questions and then evolve faster than NAUI. We might well be playing catch up against another organisation using our own ideas against us.
You will no doubt be aware of the changes to standards recently announced. I believe the question I will propose to the board is this – Are we satisfied that the processes committees follow are sufficient to allow us to meet the required rate of change in a timely and adequate manner?
I have faith in the elected Board and trust that they represent a very broad cross section of members. Therefore, by raising this issue as a part of the candidate questions, flags an ongoing interest in a very critical topic which if elected, I will undoubtedly pursue with vigour.