Question 1. What can be done to raise KUSA's profile with the general public in order to encourage the ownership of purebred dogs and thereby increase membership?
Mr Eva : ~ Outreach programmes
~ Increased awareness of club events by using all means at our disposal ~ Display of different dog breeds at centres ~ Obtaining sponsorship from major companies for advertisments
~ Negotiation with government, municipalities etc regarding the Accredited Breeders Scheme to obtain rule relaxation for KUSA breeders
~ Putting in place a comprehensive FEDCO-approved marketing plan

Question 2 : What strategy do you propose for KUSA to change the perceptions of organisations like the NSPCA (National Society for the Prevention of Cruelty to Animals) and SAVC (South African Veterinary Council) about purebred dogs and what mediating role, if any, do you see KUSA playing in the ongoing debates around health issues and tail-docking?
Mr Eva: ~ Public appeals to draw NSPCA, AACL (Animal Anti-Cruelty League), PDSA (Peoples' Dispensary for Sick Animals) into dialogue.
~ Draw attention of dog food companies to the fact that restrictions on dogs mean a downward spiral in their sales.
~ Public appeal to SAVA (South African Veterinary Association) and individual veterinary practices to workshop with their customers and KUSA members.
~ If the SAVC will not talk to us, we should invite the veterinarians to talk directly to us - our members are their customers.
~ Set up contact groups of sensitive people to open dialogue with individual veterinary practices
~ KUSA should not be viewed as being negative about canine health issues - there is a need to collectively identify these and agree on a course of action.
~ Tail docking statement due shortly

Question 3 : In what way do you believe KUSA should assist its members living in urban areas with dog-unfriendly laws?
Mr Eva: ~ Develop and advertise the Accredited Breeders Scheme and emphasise the ethical practices of KUSA breeders
~ Publicize and negotiate that space, training and exercise are more essential than arbitrary numbers - that 1,000 sq meters can handle, say 4 dogs of 40 kg; 6 to 8 of 20kg; and so on - always provided that the other social needs of the dogs are catered for.
~ Publicize and support the actions of training clubs and how dogs in those clubs are socialised to help avoid the perception of dogs being pests.
~ Develop a veterinary contact group and network with them directly to encourage them to send their customers to training schools - it is in their own interests.
~ Develop specific training and a qualification for dogs to get them amenable to veterinary visits, such as a KUSA “Vet Social” certificate, which means the dog will not behave inappropriately at the vet, will always be presented on a lead and under control, etc.
~ Find a place in KUSA for the hundreds of private trainers around the country.

Question 4: What is your vision for KUSA - short term, medium term and long term - and why do you think you are the best person to realise this vision?
Mr Eva: ~ Short-term: To overcome the present known problems and engender a unity of purpose. Stamp out bad behaviour. Meet the challenges of the present financial crisis through maintaining KUSA's tight management practices.
~ Medium-term: Take the lead in upgrading the Constitution with input from clubs and members. Engage the public in knowledge of dogs and highlight the important role that they have in families.
~ Long-term: Make KUSA the ultimate authority on all dog matters.
~ Why am I the best person to realise this vision? - Wide experience in all aspects of KUSA (both Breed and Working Disciplines), ability to think out of the box and to anticipate problems in advance, excellent financial track record, a strong gut feeling at the right time, confidence of members, the only person with inside knowledge of the workings of KUSA to train a successor

Question 5: How do you propose to repair the divisions which have developed in the membership around issues of governance and affiliation in order to re-unite SA dogdom behind KUSA?
Mr Eva: Although there is no large scale division - expansion of dialogues between KUSA, the Provincial Councils and Clubs to establish a feeling of belonging and supporting KUSA should be strongly encouraged.

Independent thought is, in any event, not discouraged by KUSA or FEDCO and it would be against the SA constitution to attempt to stifle it. It is actually FEDCO's duty to investigate divergent thoughts and establish what positive benefits to KUSA may be contained in such lateral thinking.

Question 6: How do you propose to ensure KUSA's financial sustainability in a climate of declining interest in dog-showing and escalating travel costs?
Mr Eva: ~ Maintaining the fiscal disciplines that have resulted in the current reserves with tight control over all aspects of KUSA business.
~ Invite the FEDCO and their councils to come up with innovative approaches to meet challenges and accept that changes will be necessary, in other words, involve the whole of KUSA.

Question 7: What do you regard as the best business plan for KUSA going forward?
Mr Eva: The business plan for KUSA is not something to be decided upon by one person, be it an incumbent President or one about to be elected. A business plan has to be the sum of the work of the FEDCO after consultation with Clubs through the PROVCOs (Provincial Councils). It is also an abuse of authority for the incumbent President to state what KUSA and FEDCO should do without complete transparent consultation. FEDCO should never be pressured by anyone in authority.

Having said that, I do believe that in the present climate of financial uncertainty it is necessary for KUSA, during the next few years, to be a stable organization ready to overcome any problems that may face it. To achieve this, it will be essential that we rely on experience gained over the last years and use this for the benefit of all by maintaining a tight fiscal policy. We need to have the strength to make decisions both popular and unpopular - and to carry them through.

I believe it is essential to involve qualified and interested persons in the decision-making process. We need to plan ahead as a unit (using each others' knowledge and contacts) to carve our place in South African society.

Question 8 : The need for constitutional reform having been identified some time ago, how do you see the ideal of a new KUSA constitution, based on democratic principles, being achieved and in what time-frame?

Mr Eva: The decision has already been made that the Constitution needs some adapting to a modern world. Careful thought is being put into these adaptations in order not to go against the expressed wishes of the members, especially with regard to a constitution that has stood the test of 120 years. Constitutional upgrading is a continuous process and is certainly high on the agenda.

Question 8 : It is generally recognised that we are running out of judges and that some of our judges have a poor record of competence.  How can the Judges' Qualifying Scheme be improved by getting people through the system quicker while increasing their breed knowledge and assessment skills?

Mr Eva: This is a matter being addressed by the NJSC (which does not agree with the comment that we are running out of judges, but rather that new judges are not being used to their full potential) and will be presented to FEDCO in the near future.

I would caution the need for haste for attaining a position as a Judge, which should be a great achievement and be a person of high integrity and knowledge gained by experience.

Closing comment: Let us focus as a team and make a concerted effort to reduce the number of negatives and increase the positives by sharing information, consulting with each other and pointing out areas that require attention, and accepting democratically-made decisions.

SHOWDOGS wishes to thank Mr Greg Eva most sincerely for his participation in this interview.