west indies yacht club resort

Our History and Our Values

At the west indies yacht club, we are very proud of the heritage of classic yachting which leaded toward the establishment of the club as an home for yachtsmen, sailors, sailing enthusiasts and boat lovers in the caribbean..

As the american banker J.P Morgan said, “ You could do business with everyone but go sailing only with gentlemen! “

The yacht club is one of the oldest and most historic institution in sport. Steeped in tradition, members share in a special bond, both on and off the water. Yacht clubs have played important roles in the evolution of yacht racing.

But above all, Yacht Clubs are special: they are homes. Homes for families who love the sea. People who sail and race on the sea. This common thread, the love of the sea, is what makes a yacht club work. The members of the Club often act like a family. At the West Indies Yacht Club, we passionately love the ocean and we would welcome warmly every people sharing our passion, even without a boat, to enrich ourselves of mutual experiences and build a great friendship between all Members.

1885 – Foundation of the British West Indies Yacht Club

Founded in 1885 in Kingston, Jamaica, for Navy Personnel based in the British West Indies, the British West Indies Yacht Club is the ancestor of the present West Indies Yacht Club.

1929 – The Great Depression

The Black Thursday crash on the New York Stock Exchange brought uncertain times to the Club as most of its members would soon face bankruptcy, and the club on the verge of default in 1931.

1938 – The British West Indies Service Club

In 1938, to improve its financial position, the club opens its doors to non-navy members and took the name of the British West Indies Service Club. The Club became dormant during World War Two.

1963 – Royal Warrant to fly the Royal Jamaican Red Ensign

In 1963, just after Jamaica became an independent island nation retaining the British monarchy as Head of State, a Royal Warrant was granted to the Club to fly the Royal Jamaican Red Ensign. Shortly afterwards, the Club would became almost extinct with most of the Navy Personnel returning to Britain. The Club would survive with a handful of devoted members, meeting on an irregular basis.

2003-2015 – Refounding of the Club

Having been maintained active by a small group of yachting enthusiasts willing to keep traditional yachting spirit alive, the club is refounded under the name of The West Indies Yacht Club. The former Clubhouse is purchased and restoration works begun in 2013. In 2015, having secured a membership of 360 yachtsman, the Club is officially incorporated.

2016 – The Revival of the Sleeping Beauty

A new committee and flag officers having been elected in 2015, under the impulse of the Commodore Sir Thierry Waterford-Mandeville and the Executive Committee, the membership continued to rise and the rebuilding of the clubhouse made significant progresses. While reviving the existing Reciprocal Agreements, new arrangements were made with major institutions worldwide and plans for a Regatta of our own are drawn.

  The Club’ Burgee

The Burgee of the West Indies Yacht Club was adopted at by the first General Committee since 9th November 1885, meeting on 12th December 2015 upon the incorporation of the club as a limited company to meet 21st Century trade requirements:

The Cross of the Order of Christ, which was on the sails of Christopher Columbus represents the connection with the great explorers of the past, and the blue color stands for the warm caribbean sea.

Burgees could be purchased at the Club’ Shop . Club’ Burgees are available in different sizes. Don’t forget to fly your burgee !

  The Badge of the Club

The Badge of the West Indies Yacht Club features the Club’ Burgee and steps in maritime tradition. Badges are worn on Blazers and are also available as cap badges. Blazers’ Badges and Cap Badges are available at the Club’ Shop .

The Motto of the Club is “ Fluctuat Nec Mergitur ” (Tossed but not sunk).

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• West Indies Yacht Club, Saint Catherine Parish, Jamaica

Saint Catherine Parish

Old Harbour

Sailing / Yacht Club

West Indies Yacht Club

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Sir Thierry Waterford-Mandeville, KLJ.

John Ransdale

Contact Person

Philip Appleby

West Indies Yacht Club Marina

The West Indies Yacht Club was founded in 2015 for yachtsmen, marine officers, sailing enthusiasts and vessels owners, whether with engine or sails, to promote sailing and classic yachting, maintain, protect maritime heritage and improve sailing techniques as well as vessels performances. Members, Reciprocal Members and their guests are very welcome to use the Clubhouse which provides a place in which to relax and an elegant and convivial rendez-vous for families and friends to meet, a base for members’ business use and a variety of bars, restaurants, bedrooms, yachts berthing and mooring for members’ enjoyment and convenience. Members are warmly invited to make the necessary efforts to maintain and develop the Club’s Social life, as well not sparing efforts on the waters to bring home trophies and distinctions which would be displayed in the Clubhouse.

Old Harbor Road

[email protected]

Contact Person Email

www.westindiesyachtclub.com

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West Indies Yacht Club Resort

The West Indies Yacht Club Resort (WIYCR), located on the island Virgin Gorda in the British Virgin Islands (BVI) has been experiencing operational difficulties during the recent two years.

Herein, I will first provide a brief overview of the tourism industry of BVI that is quintessential for better understanding of the situation as a whole. Subsequently, I will analyze the causes of the resort’s ails and conclude delineating possible cures.

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1. BVI Tourism Industry Overview

British Virgin Islands, a former British colony situated in the Caribbean, were granted autonomy from the Crown in 1967. The islands have an overall population of 24,939 inhabitants and the US dollar is the legal tender. Moreover, BVI is famous as an offshore tax haven, boasting more than 400,000 companies in its registry at the end of 2000.

As of 2008, tourism constituted 45% of national income, services 88% of GDP. However, the BVI government imposed a set of stringent labour regulations to protect domestic workers from seasonal discharges, reducing its unemployment rate to mere 3.0%. Whilst such policy is highly effective in terms of unemployment reduction, it poses significant challenges to the operations vacation resorts that suffer from insufficient capacity during peak season and overstaffing during the rest of the year. The employees are difficult to fire as the BVI Labour Code was designed to protect domestic workers against foreign competition.

In BVI, companies are required to furnish reasons for an employee dismissal and attend a formal hearing to defend its actions.

Double-room occupancy rate ranges from about $400 to $1000 per night across the five hotel spectrum.

2. Situation at WIYCR

Jim Johnson, the General Manager identified symptoms of aggravating resort’s operations:

• tripling of the weekly number of guest complaints
• high expatriate manager turnover rate
• intensifying tension between local employees and expatriate managers.

Growing Guest Complaints

According to Jim Johnson “guest complaints have increased from 10 per week to more than 30 per week over the past 2 years”. The majority of the complaints commented on the declining level of service and attentiveness from the part of local BV Islanders, namely in regards to motivation.

To quote a dissatisfied guest: “The staff just doesn’t seem to be as motivated as it used to be”. To add oil to the fire, the Chicago office that governs the resort’s operations has consistently overbooked the resort for past three years.

Under these conditions, it was not uncommon to ask a newly-arrived guest to stay on board of a charter boat until a room became free.

High Manager Turnover

Jim Johnson cited that “in the past 2 years the resort had hired and then failed to retain three expatriate waterfront directors and three expatriate food and beverage directors”. High management turnover not only incurs excessive training costs, but also has detrimental effects on manager-employee relationships and hence exacerbates tension in the workplace.

3. Workplace Tension

Each manager generally has a unique approach to work to which the employees have to adapt. Currently, manager is replaced approximately every eight months, hence the employees’ willingness to acclimatize reached its the limits. Fergus, who works on the waterfront voiced his dissatisfaction with his manager’s working style.1 The resort’s personnel tacitly separated into two camps: expatriate managers and local employees. BV Islanders value friendship higher than career advancement, while the vice versa holds true for the expatriates.

In certain instances a local employee would refuse to become a manager, quoting Muhammad: “I’m not interested in leaving my friends behind just to make a little more money”.

Upon further analysis, a high level of causal interconnection among the above concerns has been estimated. In addition, such symptoms have merely revealed the tip of the iceberg; we shall examine the deeply underlying causes, particularly in context of cultural differences and government policies.

The difficulty of firing and legal impossibility of laying off employees in essence guarantees job security for locals, regardless their actual performance. Furthermore, locals do not seek job advancement as they value friendship.

As a consequence of both factors, locals truly have no reason to perform the job well, unless they truly enjoy it. High turnover of managers renders the job utterly impossible to enjoy, as the friendship cannot be continued after the manager leaves and is replaced.

5. Recommendations

Consistent overbooking of the resort led to diminished services for the guests, which prompted them to complain. Angry guests discouraged local employees from taking pleasure from their otherwise 1 “Things went smoothly when Bill was around.

He gave us clear directions regarding what we had to do and we did it. Things are different with Enrik He’s really laid back, and we often don’t know what we’re supposed to be doing. ” guaranteed job and managers left in a rapid sequence as they saw no possibility of advancing their career in a declining resort.

A set of new policies must be implemented to solve the current problems that are menacing the resort’s future profitability. If the resort Overbooking must be stopped Employ managers on contracts for several years Provide managers with cultural training prior to arrival Incentivize managers to create warm and lasting relationships with their local subordinates Negotiate with the Government to allow seasonal employment contracts above policies are realized, it is our opinion that the WIYCR’s tatus as the premier vacation in the British Virgin Islands will be restored.

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