Team and Individual Questions and Answers

Team Questions and Answers

What are your top priorities for STARFLEET if elected, and how will you work to achieve them?

E3 - Empower, Enhance, Explore

- Empowering Chapters

- Enhancing Technology

- Exploring Opportunities

Empowering Recruitment: Expanding the support to our Chapters is a top priority. As former Chapter COs, we are both aware of how much STARFLEET needs strong, vibrant Chapters. An improved, accessible recruitment toolkit is at the top of our list. The current administration has laid the groundwork, but I believe there’s an opportunity to grow these resources exponentially—creating modern, accessible, and eye-catching tools for members to use in their communities.

Enhancing Technology: The Membership Database isn’t where it needs to be, and I intend to make it a primary focus in my first year. I’ve been vocal about this issue at the ECAB level, and I’m determined to see decisions finalized and progress made.

Exploring Licensing Opportunities: While it’s a bold and potentially controversial goal, I believe we need to engage with the rights holders of Star Trek. Gaining official licensing could clarify our position and expand opportunities for the organization. It won’t be easy, but I believe the long-term benefits are worth the effort.

How will you support and empower regional leaders and chapters to fulfill their missions effectively?

Supporting our regional leaders and chapters requires providing them with practical tools and resources while reinforcing STARFLEET’s core mission.

Recruitment and Growth: Our organization’s longevity depends on sustained growth. I will prioritize equipping leaders with easy-to-use, visually engaging recruitment tools that highlight STARFLEET’s unique opportunities. Expanding upon our branding efforts will also strengthen the visibility and appeal of our chapters.

Community Impact: STARFLEET is at its best when we are doing good in our communities. By amplifying the outreach efforts of our chapters and empowering them to showcase their philanthropic initiatives, we can enhance both STARFLEET’s reputation and our members' pride in their contributions.

What are your ideas for building stronger relationships with external organizations and the broader Star Trek community?

While rebuilding relationships with external organizations and the broader Star Trek community has been challenging, progress is possible with persistence and a collaborative approach. My plan is threefold:

Engagement at Events: Continuing to work alongside other organizations at events, emphasizing a spirit of cooperation over competition.

Collaboration, Not Antagonism: Ensuring STARFLEET maintains professionalism in all interactions. By being transparent and collaborative, we can rebuild trust and open new doors for partnerships.

Amplifying Success Stories: Highlighting the impact STARFLEET chapters have on their communities and showcasing the benefits of collaborating with us.

Though progress may be slow, every step toward stronger relationships will build a better future for STARFLEET and the broader Star Trek community.

What is the most significant challenge facing STARFLEET today, and how do you intend to address it?

The most significant challenge we face today is recognition. Too few people know who we are and what we do. While the recent rebranding efforts have been a step in the right direction, there’s still much work to be done.

To address this, I will focus on:

- Expanding our recruitment and outreach efforts with modern, visually engaging tools. - Enhancing our online presence and social media strategies to reach a wider audience. - Encouraging chapters to showcase their community impact through local events and media coverage.

By improving how we present ourselves to the world, we can build STARFLEET’s reputation and attract new members.

On the topic of technology: where do you see it going or expanding to, within the organization?

As asked by Amanda (Region 12) via our campaign FaceBook group

Thanks so much for the question, Amanda. When it comes to technology, we see it as one of the most important tools STARFLEET can better leverage, not only to strengthen internal operations, but also to empower our membership at every level.

The most urgent priority is, without question, the Membership Database. I have been one of the most vocal advocates for its modernization. I've been helping lead the Database Review Committee, meeting with external companies, and coordinating stakeholder input to better understand both our current needs and the limitations of the system we’ve inherited. While we’ve explored outside options, what I’ve discovered is that we need to build something more tailored to our unique structure and that’s going to take directed ongoing vision with a stable set of hands to keep the project moving in the same direction.

I'm not scared to say that that has been one of the primary issues with the Database between each administration over the last decade. If elected, this will be a primary focus. But our vision for STARFLEET’s technological future goes beyond the Database. We want to offer our chapters and departments new tools to help them thrive. That means things like simplified, shared file systems, templates for chapter branding and reports (beyond just what the CoE offers), and integrated platforms for communication and scheduling.

As VCS, I began transitioning portions of the Executive Committee and its support teams onto the Google Workspace platform. This is something no previous administration has attempted at scale - and something I'd like to expand. I also started efforts to use that system to catalog organizational history and secure our institutional memory for future leaders. That type of forward thinking is exactly what we want to bring to the entire membership. And, of course, technology should make it easier for members to connect and participate - whether that’s via the CQ, livestreamed events, digital awards tracking, or real-time communications platforms like Discord (which we’ve embraced in this very campaign).

We believe the future of STARFLEET is making sure everyone - from the longest-serving Admiral to a brand-new member - has the tools they need to be engaged and successful. Of course, we know we haven’t thought of everything - so we’re committed to remaining open to new ideas from the membership about how technology can be used to better support STARFLEET and its members.

Hi Team! I have read your statements about improving communications, and would like to follow up. I sent an email to an Auxiliary head, and heard nothing back for weeks. After finally chasing it up enough, I was informed that they don't really use their SFI email, and I should use their personal email. However, emails there have gone unanswered. Similar experience with the actual Chief of Comms... where messages go unanswered, or my request for information is "follow a discord channel." "Ask if you need anything!" becomes a useless statement when requests go unanswered for weeks on end.

As asked by Jess (Region 20) vio the Region 20 SFI Election Discord

Hi Jess, Thanks for your question. You are quite right in pointing out that we are all volunteers, but an organisation like ours can only work if those taking on roles are able to perform that role effectively, which absolutely includes being able to respond to questions within a sensible timeframe. I won’t make empty promises about making anyone in a role answer emails/enquiries because it would be just that, an empty promise. What we will do is to be clear - when people apply for a role - being effective in that role requires having the time to answer enquiries as they arise.

What we can do is to make sure that when issues about non-responses are brought up that we follow up to see if there are any real-life issues that have arisen and to work with that position-holder and any staff in the same area to get the outstanding questions answered. Ultimately that may mean we tell someone that the role they are undertaking needs someone with more flexibility and so we’ll ask them to stand down - moving from asking to telling if that should become necessary.

On the flip side, if we’re not aware of issues then it becomes really hard to address them, so I’d urge people to flag issues when a sensible amount of time has passed (and for reference, I’d say 96 hours / 4 days for an initial response) ‘up the chain’. In this instance about an Auxiliary question - the natural chain would have been to ask the Department Director/Vice-Director and after not hearing to have gone to the DAS (which is Ryan in this instance) and again if you hear nothing, then speak to your RC.

By making your RC aware of any issues, they can ask us and then we can start to make enquiries - which is likely what would have happened if it had gotten that far - winding up on the CS’s desk. We intend to continue to be transparent to the Admiralty Board, so if we become aware a member of staff is out of the loop, we’ll pass that on. In short, we can’t make people answer questions, but if they constantly don’t answer, then we’ll look at finding someone who has the capacity to do so.

I have a question. When it comes to the structure of the Auxiliaries or just in general. Do you have any plans of changing the current structure? Is the DAS and VCS going to remain combined?

As asked by Mark (Region 2) via our campaign Discord

Hey Mark, thanks for the question. Honestly, I don’t have any plans to change the current Auxiliary structure. Serving as the Director of Auxiliary Services has been an eye-opening experience, and it’s given me a real appreciation for the value the role brings to each of our Auxiliary groups. My intention isn’t to permanently tie it to the VCS position. I’d love to return it to a standalone role if we can find the right volunteer to take it on (any takers? :picardwink: ). In the meantime, I’ve genuinely enjoyed the opportunity to work directly with you and Anthony in this capacity.

I’ll also be candid: if I weren’t elected and found myself with more time and fewer organizational responsibilities, I can absolutely see myself pouring my energy back into the Auxiliaries. They’ve been a huge part of what has kept STARFLEET fun and fulfilling for me, and I’m incredibly proud of what we’ve accomplished so far.

I have heard that there's a chance for a newer database system. With this new system would there be away from staff of auxiliaries able to see who is affiliated with them or able to pull a report?

As asked by Matt (Region 12) via our campaign Discord

Hi Matt, thanks for your question. Thanks also to Jayden & Mark for the further expansion and explanation they’ve given. Ryan gave a really good overview of the issues with the current database and what we will commit to do if elected to replace it with a new system. As part of that work, we will absolutely be engaging with all the relevant users (stakeholders) from Chapter CO’s through to Fleet Ops staff and all stops in between which will definitely include our auxiliaries! Part of that engagement will be asking stakeholders to give us their wish lists. My view at the moment is that these would come under one of the following three categories:

- Must have
- Makes life easier but can do without
- If money was no object we’d like...

Obviously when we get into the nuts and bolts of it all, this may change, but what we are committed to is getting a system that works for SFI now and in the future.

What do you think your biggest challenge is with taking SFI into the next few years?

As asked by Jess (Region 20) via our campaign Discord

Thanks for another question, Jess. It’s a thoughtful one, and something we’ve both spent a great deal of time considering as we formed our platform. Below is a list of the items we strongly believe are SFI’s biggest issues over the coming next few years. But speaking personally, I believe one of the biggest challenges STARFLEET faces moving forward is resistance to change. It’s natural in a long-standing organization like ours, especially one built on pure passion and volunteerism, for people to become attached to “how things have always been done.” Change, even when it’s for the better, can feel like disruption. That being said, one of our major goals is to introduce improvements and policy with transparency, clarity, and a clear purpose. To bring members along for the journey, not just announce a destination.

As I mentioned, here are the other natural challenges we discussed as we began preparing to run: Aging infrastructure: Our current membership database and other tools are functional, but they are outdated and require major overhauls if we want to scale or modernize.

Volunteer fatigue: Many leaders in SFI wear multiple hats. Burnout is a real concern, and we need to build systems that support sustainable engagement and leadership transitions. I don’t want to name any names but some critical, load-bearing roles are staffed by some individuals that are struggling in their personal lives - and it’s time for this next group of volunteers to step up.

Membership growth and retention: We have to actively work to attract new members, especially younger fans of Star Trek, while keeping long-time members feeling seen, heard, and valued. It’s almost certainly going to be done alongside new fandom with the new Trek that we’ve been so mercifully supplied on Paramount+, we just now have to choose to use it.

Communication consistency: We still struggle as an organization with ensuring consistent, accessible communication across platforms, regions, and leadership levels. One of your questions from just the other day drives at that issue - and it’s something that David and I were working on as part of the current administration, but Richard and I plan to take a more active hand in.

None of these are insurmountable, but they will require deliberate, focused leadership and a strong partnership between the Executive Committee, the Admiralty Board, and our members. We’re ready for the work - it’s work we’ve already started in our current roles, and plan to expand.

Ok this is am sure will touch off a fury of issues. But in all seriousness, how can this group continue to exist and grow with the silent removal off "trek" so as not to cause CBS/Paramount to attack. They are doing this solely because of the pending sale, which was the last I knew being tied up by FCC. trying to convince new members to join a Startrek fan club without any Trek related views. This change has been silent, instead of making it public to call out CBS/Paramount on their attacks on a fan club. So Ryan would like to ask you this. "Are you going to fight for us or sit back and let us look like a stupid club who has no look and feel of Trek.

As asked by Stephen (Region 1) via our Campaign Discord

Thanks for the question. Point well made, I want to ask folks to please remember to keep things civil and constructive, even when we’re discussing complicated or emotional issues like this one.

To your point: I absolutely understand the frustration you’re expressing. Many of us joined STARFLEET because of our love of Star Trek, and it can feel disheartening when we’re asked to downplay that identity in our public-facing materials. But I want to be clear - this shift hasn’t been about “hiding” or “giving in.” It’s about respecting copyright and trademark law, and doing the work to position STARFLEET in a way that could actually open doors for us in the future. That’s why Richard and I made “Exploring Licensing Opportunities” one of the pillars of our campaign. We believe STARFLEET should stop avoiding the conversation and start engaging with CBS/Paramount in a respectful, proactive way. We want to come to the table, not with demands, but with an open hand, a strong membership base, and a clear record of not infringing on their intellectual property. That’s how you build credibility and open the door to a possible working relationship, not close it further.

But here’s the tough truth: we can’t ask for that relationship while continuing to use things we know are copyrighted. And I’ll be direct to your question: the USS Mountaineer’s logo, which uses the ship image from a Star Trek: Discovery novel cover, is one of several examples that has put us at risk - and one specifically denoted when Paramount reached out to us last year. These kinds of choices don’t make us look like bold defenders of fandom - they make us look careless with someone else’s creative property. That doesn’t help the cause. So yes, I do want to fight for this organization. But I want to do it smartly. Not by throwing punches in public or picking fights we can’t win, but by creating a record of trust, professionalism, and respectful engagement that makes it possible for us to be heard when the time comes. That’s how we move Forward, Together. Thanks again for the question. I’m more than happy to continue the conversation.

I started my time in SFI as a Junior Member (Cadet) nearly 10 years ago. I'm pleased to say that I was welcomed with open arms and very quickly felt included as a part of the organisation. What plans do you have to encourage The Next Generation (pun mildly intended) to join SFI? (both in terms of general marketing/recruitment and youth-specific engagement)

As asked by Nathanial (Region 20) via our Campaign Discord

Thanks Nathanial for your kind words and your support. It genuinely means a great deal to both of us. I also want to say how awesome it is to hear that your STARFLEET journey began as a Junior Member and that your experience was a positive and welcoming one that has kept you coming back - retention is a HUGE part of what this current administration has been trying to work on and push. That’s exactly the kind of story we want to see more of across the Fleet.

To the question at hand: Youth engagement and generational continuity are absolutely on our minds. In many ways, the future of STARFLEET depends on it.

From a recruitment and marketing standpoint, we want to equip chapters with modern, eye-catching, and accessible tools to reach the communities around them - especially at pop culture conventions, school events, and library programs. These tools should reflect the energy of new Trek and help our members communicate just how inclusive and imaginative this organization really is. The work coming out of the Corps of Engineers is indicative of the kind of “look” I’ve been going for - and I’m hoping to open the floodgates on allowing chapters to use them for various projects.

More directly for youth engagement: we’d love to expand resources that chapters and parents can use to create structured, meaningful, and age-appropriate activities for Junior Members. There’s so much potential in that avenue - from mentorship programs, to STEM/space-themed educational modules, to even leadership tracks that help younger members feel like active participants in the organization’s future. Some of these ideas already exist in small regional pockets across STARFLEET - our goal would be to identify those successes and help grow them into something accessible across the board.

We also know that representation and visibility matter, so we’d like to find ways to spotlight the achievements and voices of our younger members more often, whether in the CQ, social media, or even convention panels. And finally, the answer you’ll probably see us repeat in many places: we’re also open to ideas. One of our campaign goals is Exploring Opportunities - and this is a key area where we want input. We don’t pretend to have all the answers, but we’re excited to work with passionate members to help shape the future. At the risk of sounding like an “old hat” myself - we shouldn’t be seeing the same people running the same programs after decades. Thank you again for your question and for being a living example of why this work matters.

Is there any consideration to reaching out to content creators (YouTube, podcasts, etc) to raise SFI’s visibility?

As asked by Ed (Region 3) via our Campaign Discord

Hey Ed, what a great question! Being honest - we hadn't thought of this. Richard and I had to meet to talk over the idea and it's such a really good one. One, frankly, that we can begin looking at in our current roles.

These are two (2) channels that we kicked around while discussing it (that I currently follow on my own): https://www.youtube.com/@TrekCulture https://www.youtube.com/channel/UCoLNku_QVrwSWkjdbzZaqUw

I've appeared with the Podcasters with Connor Trinneer (the Shuttlepod Show) once and have really opened up into the space.

That all being said - you have any recommendations? Our ears are wide open to suggestions here.

Have you given thoughts to your administration and who should serve as your chiefs should you both win the Vote of Confidence (VoC)?

As asked by Gregg (Region 13) via our Campaign Discord

Thanks for the question, Gregg.

First and foremost, let me be clear - we haven’t won anything yet, and we’re assuming nothing. We still need (and want) to earn the confidence of the membership, and we’re taking that responsibility seriously as we approach the VoC.

That said, of course Richard and I have had conversations about how we’d want to approach filling roles within our administration if we’re given that opportunity. I already know there to be at least one EC vacancy to fill at the end of this administration. From the very beginning, though, we agreed that we want to work with the best STARFLEET has to offer. The best way to do that, as you know all too well, is to have every vacancy advertised and open to applicants.

That’s not just talk. It’s something I’ve already practiced. That’s exactly how I got Richard as my new Chief of Staff and how I was lucky enough to find and appoint Dustin Williams as STARFLEET Historian. Both applied through an open call, and both proved to be exceptional fits. The process works, and I believe it helps surface not just talent, but perspectives and passion we might not otherwise have known about.

Sure, we’ve tossed around a few dream team names (who hasn’t daydreamed about their ideal Trek crew?), but if we speak to anyone directly, it would only be to encourage them to apply - not to hand out roles behind closed doors. I truly, truly mean that - we want to work with people that want to work with us.

One step at a time, for now, though. We’re focused on earning the trust of the membership and are looking forward to the journey ahead.

We (SFI) have a public youtube channel. Things such as the Sol Series, which need registration, are posted there. What's the point of membership if things such as these are free to the public? I understand YouTube is a tool, but why join SFI if you can get content for free?

As asked by Jess (Region 20) via the Region 20 Election channel on their Region 20 Discord

Hey Jess, thanks for the question - and it’s a fair one.

To echo what’s already been said regarding Sol: much of that content is still membership-gated, particularly participation in the live events and Q&As. That said, yes, we’ve occasionally opened up some of it as a recruitment tool and outreach effort, and that’s intentional.

STARFLEET isn’t structured to wall off all its content behind a paywall. Much of what we do, especially community engagement, local events, and online resources, are designed to welcome people into the fold. Membership gives you access to a lot more: the Academy, leadership opportunities, awards programs, the full depth of our internal events, regional structures, special projects, and, yes, members-only content and, namely, the shop perks (special shout-out to David Reffitt).

Richard and I both believe the organization has made real progress in that area, and we’re also looking ahead: we want to continue building meaningful and exciting partnerships and gain access to more resources that make membership more valuable… not just more exclusive. But the heart of STARFLEET has always been community. You don’t have to “pay to be part of the conversation” but if you want to help shape it, build it, and benefit fully from what it can offer, membership is the gateway. That’s part of why I’m here and why I joined the USS Haise in the first place.

Ryan Case CS Candidate

What motivated you to seek a leadership role in STARFLEET, and what unique skills do you bring to this position?

My motivation comes from the same driving force that led me to take on roles like Regional Coordinator and Vice-Commander, STARFLEET: the belief that I can make a positive impact. When I see opportunities for improvement or challenges to address, I feel compelled to step forward. STARFLEET has incredible potential to inspire, connect, and give back to communities worldwide. I’ve seen firsthand the good this organization is capable of, and I want to ensure that STARFLEET continues to thrive and grow. As someone who values efficiency, collaboration, and innovation, I bring experience in leadership, strategic planning, and organizational growth to help us achieve those goals.

What past experiences within STARFLEET or other organizations have prepared you for this role?

Within STARFLEET, I’ve served as Vice-Commander, STARFLEET, spent eight years as Region 2 RC, six years as a Chapter CO, and have completed numerous leadership courses through STARFLEET Academy. These roles have provided me with hands-on experience in leadership, crisis management, and organizational development at every level of STARFLEET.

Outside STARFLEET, I’ve been the president of multiple social clubs and currently serve as Province Governor for Phi Mu Alpha Sinfonia, where I oversee operations for chapters across the state. These experiences have honed my skills in governance, mentorship, and strategic planning.

How do you plan to strengthen communication and engagement with STARFLEET members across all chapters?

I believe communication is the backbone of any successful organization. My plan is to expand the role of the InfoServ department, centralizing communications through the Members Hub on our website to utilize it as a reliable, user-friendly platform for STARFLEET news and updates. The CQ team has done a fantastic job engaging members, and I want to build on their work, providing them with more opportunities and tools to connect with the membership. While social media platforms like Facebook will remain an important part of our communication strategy, I believe Discord offers a growing avenue for engagement. With its rapid 4:1 growth over Facebook in recent years, it’s clear that members are finding value there, and I want to continue fostering that growth.

What initiatives would you propose to promote member recruitment, retention, and engagement within STARFLEET?

My top priority is to provide members with better recruitment tools, as outlined in my earlier answers. This includes investing in modern branding, outreach materials, and digital tools to help members showcase STARFLEET in their communities. Retention and engagement go hand-in-hand with communication, and my plan to centralize and improve our communication channels will ensure members feel informed and connected. Finally, I’ll continue to support the Auxiliaries and other creative opportunities for members to explore their interests and passions within STARFLEET.

How do you envision the future of STARFLEET, and what steps would you take to adapt to changing needs and interests?

I envision STARFLEET continuing to grow as the largest organized Star Trek fan club, with an ever-stronger presence in fandom. With new Star Trek series and films revitalizing the franchise, we have an opportunity to engage new members by being on the cutting edge of fandom. To adapt, we must embrace technology, modernize our tools, and foster partnerships within the broader Star Trek community.

How will you work to improve the inclusivity and diversity within STARFLEET?

Inclusivity starts with listening. I recognize my privileged position as a white, hetero, cisgendered, neurotypical male, and I’m committed to using my platform to amplify voices from all walks of life. I’ll continue advocating for policies that actively promote inclusivity and remove barriers, as well as fostering opportunities for respectful dialogue.

As Corporate Secretary, I’ve already worked on translating and adapting STARFLEET resources to be more accessible and inclusive, and I’ll continue collaborating with our Accessibility and Diversity directors to ensure everyone feels represented. Diversity is one of STARFLEET’s greatest strengths, and I’m committed to supporting it in every way possible.

What is your stance on the integration of technology in STARFLEET operations and communications?

Technology is the key to STARFLEET’s future. The current administration has laid a strong foundation by implementing new tools and systems, but there’s much more we can do. Expanding our technological offerings will require time, resources, and member buy-in, but I’m confident we can make steady progress over the next three years. With the groundwork already in place, STARFLEET is well-positioned to embrace modern technology and become a more efficient, accessible organization.

How do you see STARFLEET evolving in the next five years, and what role will you play in shaping that vision?

Over the next five years, I see STARFLEET achieving unprecedented growth. With new Star Trek content continuing to captivate fans, we are uniquely positioned to harness this momentum. In the last five years, we’ve seen approximately 20% membership growth. I believe we can surpass that by further modernizing our recruitment strategies and embracing opportunities for collaboration with rights holders.

My role will be to champion this vision, laying the groundwork for potential licensing discussions while supporting our chapters in their recruitment and community efforts. If elected, I will continue advocating for the tools, policies, and partnerships that ensure STARFLEET not only grows but thrives as the premier Star Trek fan organization.

What is your approach to handling challenges and conflicts within the organization?

I believe in addressing challenges and conflicts with honesty, fairness, and a focus on solutions. While I’m known for being candid and forthright, I also strive to consider the perspectives and experiences of others. My guiding principle is Wheaton’s Law: “Don’t be a jerk.”

By fostering a culture of civility and constructive dialogue, I aim to resolve conflicts effectively while ensuring all parties feel heard and respected. Ultimately, my focus will remain on what’s best for STARFLEET as a whole, even when tough decisions must be made.

How will you ensure that all members, regardless of rank or chapter, feel valued and represented?

Ensuring members feel valued begins with active listening, engagement, and approachability. I will make it a priority to regularly seek feedback from members at all levels, creating opportunities for them to share their thoughts and concerns. I try to foster a culture of inclusivity and respect, ensuring STARFLEET policies actively promote equity and representation. And finally - continue to recognize and celebrate the contributions of members, regardless of their rank or chapter.

Every member is part of what makes STARFLEET special, and the goal of any successful administration is to ensure they feel that way.

What would you say to a new member interested in getting more involved within STARFLEET, and how would you support them?

To a new member, I would say: Welcome to STARFLEET! We’re thrilled to have you aboard. I would encourage them to explore current Volunteer Resource postings and find a role that excites them. Fresh perspectives and “new blood” are vital to our organization’s success, and we’re always looking for members eager to step up.

As a shameless plug to current projects I work on (if no current openings align with their interests), I would highlight the incredible opportunities within our Auxiliaries. These groups are brimming with creativity and collaboration and are an excellent way to dive deeper into STARFLEET. Finally, I would ensure they know that leadership is always here to support their journey.

What has been the biggest challenges of your fleet roles in the current administration and what lessons have you learned from it?

As asked by Dan (Region 20) via our Campaign Discord

Dan, thanks for reaching out. Thank you for the great question. Serving in the current administration has brought a number of challenges, but I would highlight two in particular: our Membership Database and the issues of the CFO role over the past while.

First, the Database. The STARFLEET Database is one of the most essential tools we rely on to manage membership, track activity, and support the day-to-day operations of the organization. But the truth that we all know is still so… it’s showing its age. As VCS (and I know YOU know, during my time as RC), I’ve been deeply involved in our efforts to evaluate solutions and work with developers to find a path forward. I even met with an outside provider and held multiple conversations, only to realize that the complexity of our needs (and the costs associated with solving them) far exceeded what we anticipated. The lesson? No one-size-fits-all solution exists for STARFLEET. We need a database system tailored to the reality of how this organization operates, and that means investing not just money, but time, planning, and reliable technical expertise. It also means building a solution that works through administrations, so that we can modernize without losing the functionality we rely on, and have it be allowed to grow/expand over the course of more than just 3 years.

Second, the CFO role. Until recently, I served as Acting CFO alongside my duties as VCS and I can say candidly, it was a lot. STARFLEET’s finances are complex, and handling everything from daily bookkeeping to major financial planning gave me a deep appreciation for how critical sound financial management is to our long-term health. Juggling that role while maintaining all the responsibilities of the VCS taught me a lot about balance, transparency, and the importance of not letting financial operations be an afterthought. The lesson here? We can’t afford (no pun intended) to treat any critical department as “extra.” Strong leadership means supporting key roles, ensuring succession planning is in place, and empowering others to step up and lead. Both of these challenges have shaped how I would approach the CS role - with a focus on strategic planning, realistic goal-setting, and collaboration every step of the way.

I'd like to ask a different type of question - Being CS and VCS is a [huge] amount of work. What inspires you to take on this role and what skill sets do you have that you think will help you within these roles?

As asked by Pip (Region 20) via our Campaign Discord

Thanks so much for the question, Pip, and for the kind words of support! I touch on this a bit in my candidate profile on our website, but to put it simply: what inspires me to take on this role is seeing opportunities for improvement and feeling that sense of responsibility to step up and do something about them. I’ve never been someone who can sit back and watch something be done poorly - especially when I know I can help make it better. When David asked me to be his Vice-Commander, it was because he saw that same drive in me. There were issues I wanted to help fix, processes that needed cleaning up, and I believe we’ve done good work together addressing many of those. But I also know how quickly that progress can unravel if a leadership transition doesn’t go well. If stepping into the CS role helps ensure that our momentum continues, then I feel my presence in that transition is a benefit to STARFLEET as a whole.

In terms of what skill sets I bring to the table: having served as both a Regional Coordinator and now as VCS has given me a clear understanding of how this organization functions at nearly every level. And to David’s credit, he’s kept me looped into virtually every major decision during our administration. That kind of exposure has been invaluable, and it’s helped prepare me in a way few other roles could have. I’ll let Richard speak for himself, but I can say with confidence that we’re both coming into this campaign with experience, perspective, and a lot of energy to continue moving STARFLEET forward.

Will you make it a campaign pledge to create a department within comops to work within SFI for any one who wants to do virtual regional conference and work with the IC chairs to create a virtual option? I really think SFI has a great opportunity to increase the amount of attendance in IC with a virtual component. The ones I have worked on as a mod has been a great time for those in attendance. I know David had been in discussion with Erin Poole about it previously as she was stepping down as the one in change. Those of us who can't travel for money or out of country would be able to attend IC event. Even the $10 virtual payment from IC2024 drew attendance. I would say that if created most of those who have volunteered to work as mods and hosts would be willing to be mod or even assist with the department.

As asked by Stephen (Region 1) via our Campaign Discord

As Richard already mentioned (see Richard's reply under RIchard's Q&A tab), this isn’t an issue we take lightly. The ability to participate virtually, especially in events like ICs and regional summits, is increasingly important for accessibility, global inclusion, and engagement. And it’s something I’ve seen the value of firsthand. I was fortunate enough to attend Jess’s Region 20 summit virtually, and the team did an incredible job making it not only technically sound, but also genuinely interactive and welcoming. There were certainly hiccups and aggravations (notwithstanding my early morning that day) but it was a wonderful experience - for a relatively low cost.

That all being said, the conversation here highlights exactly why we’re hesitant to promise a “new department” on Day One. People like Erin Poole and others saved the day at IC 2024 by getting something online for me and my “team”. Without her assistance, I was scared of what I was about to be forced to put out. But even with all her work, as you see, it wasn’t ideal. The lesson I took away (and I think many others did too) is that without proper planning, resources, and on-site coordination, the virtual component suffers. It can’t just be an afterthought or something a single person scrambles to piece together. So what do we do?

I think Jess nailed it: we need to assess what worked and what didn’t, and bake virtual accessibility into the IC planning process itself. The IC Guide Committee (which I currently oversee as VCS) is working through updates now, and this discussion is exactly the kind of input we need to include. Not as an optional “nice to have,” but as a real expectation with Fleet-level support.

Beyond that, I want to share an idea I’ve floated to the ECAB more than once (and this isn’t a promise, just something I’d like throw out there and let the AB actually vote for): What if we structured the International Conference schedule so that each administration hosts two virtual ICs and one in-person? The virtual events offer maximum attendance and truly global participation, while the in-person event still provides the face-to-face connection, spontaneous conversations, and regional flair we all love.

Alternatively, we could consider dropping the formal in-person IC altogether and reinvest those funds into sending EC staff to regional summits instead. Just a few years ago, the R3 Summit functioned as a pseudo-IC as we were just getting back into in-person events. This approach could save the organization a substantial amount of money while still allowing us to hold annual virtual gatherings and, more importantly, gives members a chance to actually meet Fleet leadership at events closer to home. I feel it important to say for THIS year’s IC and its virtual element: we simply had no one step up to run it. That’s the reality. Gather.town, Zoom streaming, mod coordination all take real time, effort, and staff. And to the question about IS’s involvement - unfortunately, InfoServ is barely able to support what it’s already responsible for. Trying to bolt an entire new virtual event department onto them and expect guaranteed success would be setting everyone up for disappointment. We need a better structure, more support, and a realistic understanding of what it takes and knowledge of who’s able to deliver (and, frankly, wants to do it). So no, we’re not promising a new department out of the gate. But yes, we’re absolutely committed to improving the virtual experience and ensuring it becomes part of IC’s DNA… not just for inclusion, but for the future of how STARFLEET engages its members.

Richard Sams VCS Candidate

What motivated you to seek a leadership role in STARFLEET, and what unique skills do you bring to this position?

It’s the same motivation that led me to launch a chapter as its first CO and to stand for election as RC. It’s seeing a role that I honestly believe I can achieve with the skills I’ve amassed throughout my personal and professional life. I thrive when working WITH people, and that’s what I feel I bring to any role, the ability for others to feel they can step up and have a go. Very few people arrive in any fandom role as a complete package, but with support, encouragement and guidance, I believe that almost anyone can step up and achieve.

What past experiences within STARFLEET or other organizations have prepared you for this role?

Within STARFLEET I’ve served eight (8) years as Region 20 RC, six (6) years as a Founding Chapter CO and have served the fleet as VCS-CoS; CS-CoS & Promotions Director. All of these roles have brought me an understanding of the organisation at a different level and have given me insight into the management, conflict resolution and decision making necessary to run a club like STARFLEET.

Outside of STARFLEET I was a Scout Leader for over 20 years with the vast majority of that time spent in District & County management roles. My final role was as District commissioner - the lead volunteer for an area that included over 800 youth members and 150 adult members, along with the legal responsibility of acting as a trustee for a registered charity.

How do you plan to strengthen communication and engagement with STARFLEET members across all chapters?

Being available is a big part of it for me, and while there will need to be times when we ask members to go through the chain of command, I want our administration to be open and available. I would much rather a member come to me and I introduce them to one of our EC members, or to their RC than that member drifts away because they don’t feel they can ask whatever it is that is bugging them. Ryan & I have discussed this, and expanding InfoServ, making the members hub 'THE' go to place and expanding on the fantastic work of the CQ team are three (3) strands we will employ.

Social media platforms will continue to play a big part in STARFLEET, and we ned to be aware of changing preferences going forward. Facebook is not the only option out there, and we cannot reach a wider membership if we restrict the places where we speak.

What initiatives would you propose to promote member recruitment, retention, and engagement within STARFLEET?

We need to provide Chapters and Region with a set of core recruitment tools that they can expand to fit their individual requirements. Take the amazing work of the Corps of Engineers on logos as an example – you can look at any of those new logos and immediately identify STARFLEET as the main brand.

If we at “HQ” improve the brand and provide the tools, it makes it easier for the Regions and Chapters to show potential members exactly what they are joining. To enhance this, as VCS I would continue to support the fantastic work of our auxiliaries to showcase how many ways there are to express your fandom within STARFLEET. When people know they are supported, they will, in my experience, have the confidence to go further with ideas and be happy to tell others why they joined STARFLEET. More importantly, they can then enthuse on why they STAY with STARFLEET.

How do you envision the future of STARFLEET, and what steps would you take to adapt to changing needs and interests?

I see STARFLEET growing as a fan club because we become a larger part of Trek Fandom internationally. We are currently seeing new Star Trek series and films being produced, which gives us even more opportunity to go out and meet like minded individuals. I see my role as VCS to be that of enabling the Chapters and Regions to meet that growing need by supporting them with the tools and technology needed to present STARFLEET positively.

How will you work to improve the inclusivity and diversity within STARFLEET?

As a Gay man, I am conscious of how easy it is to become disenfranchised within society, and I firmly believe that STARFLEET offers a space where you can be you safely. I am not saying there isn’t room for improvement, far from it, but I do believe we start from a position of strength. As a former member of the Board of Directors, I fully supported those initiatives we were presented that worked towards adapting STARFLEET resources to be more accessible and inclusive, and I’ll continue to do so and indeed, as Corporate Secretary, take the lead in this area. I relish the opportunity to work alongside our Accessibility and Diversity directors to focus on ensuring everyone feels represented. Diversity is one of STARFLEET’s greatest strengths, and I’m committed (as is Ryan) to supporting it in every way possible.

What is your stance on the integration of technology in STARFLEET operations and communications?

We are a fan club about the future and how the technology of then improves life, so it has always seemed to me to be a no-brainer that STARTFLEET should be adopting any technology that will enhance the membership experience. I want to acknowledge the great strides made by the current administration in implementing new tools and systems, but there is more that can, and should be done. Let’s be completely clear here – to continue to expand our technological offerings we will need time and resources, but most of all, we will need member buy-in and support. With the progress achieved to date, STARFLEET is in a much better position than ever before to embrace modern technology and become a more efficient, accessible organization, and I’m excited to see us grow and develop because of it.

How do you see STARFLEET evolving in the next five years, and what role will you play in shaping that vision?

I see us growing! Now more than ever, we have new Star Trek content with which we can promote STARFLEET and get more members on board. We’ve taken steps towards this goal over the past few years, but by enhancing how we support Chapters and Regions to recruit and retain, we can do better. One of our main ways to achieve this is to work towards collaboration with rights holders, opening up opportunities for licencing opportunities that will benefit both us and them. As VCS, my role will be to support these initiatives, at the same time ensuring that, that core functions of the club continue to be supported to allow us to welcome new members into the organisation.

What is your approach to handling challenges and conflicts within the organization?

Talking! Nearly all of the challenges and conflicts we face are down to a lack of understanding and/or communication. By making it easier for people to talk, I feel that a majority of issues can be resolved amicably. My overall aim is to resolve issues with a solutions-based focus, but I do acknowledge that there will be times when a difference of opinion still remains and, in these cases, I will always strive to work towards an end result that allows both parties to feel they have been heard fairly. If I am elected, then my ultimate focus will be on what works for STARFLEET as an organisation, even if that means that the answer I give is not necessarily the one you wanted to hear.

How will you ensure that all members, regardless of rank or chapter, feel valued and represented?

As an RC, I held regular online chats where I spoke with members of my Region, and friends from across the wider fleet. I found these to be a really good way of engaging with members of all ages, ranks and experience, and I would be keen to develop a similar series of talks if elected. I’d also be delighted to be invited to speak at Chapter or Regional events, either via a pre-recorded message, a live online chat, or if circumstances allow, in person. Outside of this – I will be open to talk to members at any time – to be a successful administration we need to know our members, and listening to them and taking their ideas, where applicable, and implementing them are key for me in building the STARFLEET that the members want. Every member is part of what makes STARFLEET special, and the goal of any successful administration is to ensure they feel that way.

What would you say to a new member interested in getting more involved within STARFLEET, and how would you support them?

Firstly, Welcome to STARFLEET!! New members are vital for the future growth and development of the organisation. I will happily chat with a new member to see what area of Fleet interests them and how they can contribute, be it at Chapter, Regional or Fleet level. One of the great moves forward has been the implementation and development of our Volunteers Resources postings, and I’d always direct people there to see if something excites them. There are so many ways to get involved in STARFLEET, and I am a firm believer in the saying “you get out what you put in”. I’ve always been a big supporter of people being involved at every level – while Fleet needs volunteers for a whole range of roles, Chapters and Regions are often seeking “new life” and service is service, no matter where. In short – go for it!!

What has been the biggest challenges of your fleet roles in the current administration and what lessons have you learned from it?

As asked by Dan (Region 20) via our Campaign Discord

For the majority of this administration my Fleet role was as RC, a job that can be incredibly rewarding but also hugely frustrating at the same time (as you know first hand!).

Two things come to mind for me as well:

Membership Costs Committee I was asked to chair this AB sub-committee, and it was quite a revelation to realise that as a body the AB had been blindly trotting along being told ‘we’re ok’ by successive administrations, when actually we’d massively dropped the ball. Subscriptions should have been reviewed much earlier and indeed raised in smaller amounts in the years since we went to the digital only membership we have now. There was a lot of discussion about how to tackle the problem, but in the end we had to bite the bullet and raise them by a substantial, but sensible amount.

The lesson here: don’t take everything at face value - do the digging to ensure that you’re happy the right decision is being made, even if that decision is to review again in 12 months.

The need for new blood Within my last term as RC, I had to change VRC twice due to real-life issues coming into play for the respective postholders.

In a volunteer organisation like ours, it can often be easy to stick with what you know “but we’ve always done it that way”, and I’d been guilty of that. My final VRCs taught me the benefit of reordering - by that I mean that they both just got on and did parts of the role of supporting and endorsing the Region that I’d always done because I felt it needed to come from me. The great thing was, they didn’t actually ask, they just did it and immediately I could see how much more effective we were as a team because all 3 of us were on the same wavelength!

I'd like to ask a different type of question - Being CS and VCS is a [huge] amount of work. What inspires you to take on this role and what skill sets do you have that you think will help you within these roles?

As asked by Pip (Region 20) via our Campaign Discord

Thanks for your question, in much the same way as Ryan, I’ve also touched on this on our website, but in a nutshell when I see a role I think I could do well enough to make a difference, I want to give it a go.

I’ve seen just what can be achieved with an effective administration that works WITH the Admiralty Board to effect positive change within STARFLEET, and I want to build on that alongside a good friend who has the same drive and passion for this club that I do.

I’ve got 8 years experience as RC to build upon, and you know firsthand how hard I’ll push to get things done when I know they’re the things that need doing. The last few months as Ryan’s Chief of Staff have been invaluable - a first hand opportunity to see the action from the other side of the table as it were.

I’m really excited for the challenge ahead - and make no mistake, neither Ryan or I are coming in with rose tinted glasses, there is hard work ahead, but we’re looking forward to tackling it.

Ryan, will you make it a campaign pledge to create a department within COMPOPS to work within SFI for any one who wants to do virtual regional conference and work with the IC chairs to create a virtual option? I really think SFI has a great opportunity to increase the amount of attendance in IC with a virtual component. The ones I have worked on as a mod has been a great time for those in attendance. I know David had been in discussion with Erin Poole about it previously as she was stepping down as the one in charge. Those of us who can't travel for money or out of country would be able to attend IC event. Even the $10 virtual payment from IC2024 drew attendance. I would say that if created most of those who have volunteered to work as mods and hosts would be willing to be mod or even assist with the department.

As asked by Stephen (Region 1) via our Campaign Discord

Thanks Stephen, for another question. There is no easy answer to this - like virtually every other aspect of STARFLEET, it comes down to us having members who have both the skill sets and the time to donate to use them. Ryan has already addressed the need to ensure that we don’t have people burning out by taking on too many roles (although we’re extremely grateful to everyone who volunteers at any level in the org), and promising to create a new department when we don’t know who would/could staff it would be putting pressure on the existing CompOps team (to use the dept you mentioned) to deliver something they may not have the ability or capacity to do. There’s also another aspect to this - for any virtual component to work effectively there has to be someone ‘on site’ to interact with those providing the virtual links. Otherwise you would end up with a totally separate event that happens to take place at the same time as the live event. One of our campaign goals is Exploring Opportunities and the ability for more people to get involved with things like summits and IC remotely is something we’d both really be happy to see happen. We’d urge those members who have the skills needed to implement programs like this to engage with whoever forms the next administration to make it a reality.