2015 Strategic Plan. Mission and objectives designed to. ensure AFAC achieves its vision: Canada s leading force in aerospace

Transcription

1 2015 Strategic Plan Mission and objectives designed to ensure AFAC achieves its vision: Canada s leading force in aerospace commemoration, education and advocacy

2 2015 STRATEGIC PLAN TABLE OF CONTENTS A. INTRODUCTION 3 B. STRATEGIC STATEMENTS 5 C. WHAT MEMBERS WANT 5 D. KEY STRATEGIES 6 D. CONCLUSION 7 Appendix A Current Trends, Threats and Opportunities 8 Appendix B AFAC SWOT Analysis 9 Appendix C Full List of Strategic Goals 10 2

3 2015 STRATEGIC PLAN A. INTRODUCTION The leadership of the Air Force Association of Canada (AFAC) is committed to enhancing the association s strategic management activities. The anticipated outcomes of this significant effort will be: Clear direction with desired outcomes and the ability to measure progress and results; Identification of emerging issues, and an enhanced ability to track situations and respond in a timely manner; Innovative and creative activities; A governance approach that makes the change process easier; The alignment of individual effort with the organizational plan; Improved internal and external communications; and, The assurance that decision-makers are properly informed, resulting in sound decisions and the effective and efficient use of resources. The Strategic Organization and Constitution Committee (SOCC) convened for two days in late July of 2011 to engage in a strategy formulation session. Prior to the session an information gathering process was undertaken. The information gathering involved the conduct of a comprehensive Member Needs Survey delivered to over 900 members by , and to all of the Wings, and an External Environmental Analysis that gathered information from members of the National Executive Council. The Member Needs Survey sought out members views on the services provided by AFAC, and the resulting report provided a snapshot of the issues and concerns of the membership. The results of the survey indicated that the Air Force Association of Canada (AFAC) is facing a number of challenges: An aging membership (in excess of 70% of the respondents to the survey indicated they were over 65 years in age); Member expectations that may well exceed the association s capacity to deliver; Concerns on the part of some that the dues structure (Wings versus National) is unfair or unjustifiable; and, The need to justify the retention of some AFAC products and/or services that may no longer be deemed of value by the members. The above noted, over two-thirds of the respondents to the member needs survey indicated they are quite satisfied or extremely satisfied overall with their membership in AFAC. When asked to identify what services provided by AFAC were the most important, the following three were most often cited: 3

4 Airforce Magazine; Alliance with the Air Cadet League of Canada; and Educating the public on the work of air force men and women. The External Environmental Analysis gathered information on: The external environment, in particular, political, social, economic, information/technology trends and issues that may impact AFAC; Opportunities and threats arising from the external environment trends and issues; AFAC strengths and weaknesses; and Issues by key business areas of AFAC. The planning process involved reviewing and ultimately revising AFAC s key strategic statements (vision and mission). Consensus on the priorities for strategies was developed. 4

5 B. STRATEGIC STATEMENTS VISION STATEMENT The vision is based on current and anticipated needs of the membership, trends and issues in the environment, and reflects the desired position of AFAC. The following statement was developed to capture the vision. MISSION Canada s leading force in aerospace commemoration, education and advocacy. The mission defines the purpose of the organization, recognizes stakeholders, indicates needs and the products and services offered, and implies the image the organization seeks to project. The existing mission stated was altered to support the new vision. AFAC is a leading national organization dedicated to: preserving Canada s rich air force history; inspiring and educating our youth; and, supporting and enhancing our aerospace capabilities. C. WHAT MEMBERS WANT Following analysis of the results of the member needs survey the following were identified as the top expectations of AFAC s membership: 1. Members derive value from still feeling connected to the Air Force; 2. Members thrive and benefit from the community-based social connections that come from affiliation with a Wing; 3. Members pride themselves for their collective support of the air cadet movement. 5

6 D. KEY STRATEGIES A total of seventeen (17) issues were identified, each designed to help achieve the new vision. The following six (6) were identified as priorities following a review of current strategic statements and current performance, the external environmental analysis, issues, responses to the member needs survey and a review of strengths, weaknesses, opportunities, and threats. These issues are listed in priority order. Addressing these issues is considered critical to ensuring AFAC achieves its vision. ISSUE #1 MEMBERSHIP Attract new members and retain current members. ISSUE #2 NOT-FOR-PROFIT CORPORATIONS ACT Take the necessary steps to comply with the new Not-for-Profit Corporations Act (including revising the AFAC Constitution and by-laws and related documentation. ISSUE #3 ASSOCIATION MANAGEMENT/GOVERNANCE CAPACITY BUILDING Focus efforts on improving AFAC s association management and governance capacity (creating and improving skill sets) for both staff and volunteers. ISSUE #4 COMMUNICATION Determine how best to communicate (i.e., explore various mediums) to enhance impact with stakeholders and on membership recruitment initiatives. ISSUE #5 INFLUENCE Enhance AFAC s influence with the current air force ISSUE #6 WEBSITE Improve the efficiency and impact of the AFAC website and balance content. 6

7 D. CONCLUSION This Strategic Plan identifies AFAC priorities for the years Ongoing success will require changes as the vision, mission, and strategies suggest. As new trends emerge, new strategic goals may also present themselves as they do, the National Executive Council will determine where on its list of priorities the new goals fall, so that everyone playing a role in helping achieve the vision are constantly aware of what success will look like, and what their role is as part of the AFAC leadership team. 7

8 APPENDIX A CURRENT TRENDS, THREATS AND OPPORTUNITIES After significant discussion, the following trends and the impact each may have on the AFAC and the membership in the foreseeable future were identified. MILITARY/AVIATION TRENDS Competencies/skills of current military will continue to change based on new technology (impact on membership recruiting) Changing military/civilian mix (also impact on member recruitment) Air force focus on education (history and heritage) Greater tendency toward work to live rather than live to work GOVERNMENT TRENDS NFP Corporations Act emphasis on transparency and accountability (need to comply with Act governance training and planning long under way) We do not see significant changes to government priorities re defence ECONOMIC TRENDS Members want bang for buck and transparency (communication with members and accountability) SOCIAL TRENDS Key issue is aging demographic (without changes, membership will disappear) Perceptions are that young people are not joiners in the traditional sense although they do embrace social-media tools such as Facebook, LinkedIn and Twitter. The reality is that younger generations actually join in higher numbers than older generations, by a margin of two percent (statistics and research provided by international societies of association executives). The younger generations simply have access to more and better information, and they scrutinize their options (association choices) much more closely, eventually choosing those which exhibit the greatest efficiency, effectiveness and value for money. The options which are able to use social media tools effectively are often chosen over all others. Culture DUI, increased emphasis on health, family, home, etc. all impact Wings AFAC culture was initially quite common or homogeneous (AF in WW II). There are today many different constituencies, within the AFAC (founding members, retired RCAF, retired CF, serving CF, Associate (non-air force) people, air cadets, ex-air cadets, parents of air cadets, and strictly social members), meaning there are now many diverging constituencies, which is only changing the culture and personality of the association itself. 8

9 TECHNOLOGY Social media tools LinkedIn Application, which could be used to attract new members if the association chose to employ it effectively Distorted or hijacked messages. For example, can be quite useful, but communication can be derailed by viral messages, etc 9

10 APPENDIX B AFAC SWOT ANALYSIS The following organizational strengths and weaknesses were identified: STRENGTHS WEAKNESSES Our people are our strengths (their knowledge, experience and dedication) We are connected (ability to connect with our people, get information to them, and get information back) Open to constructive criticism (members don t fear telling us what they think) Willing to change and evolve (we know we need to change and evolve) Staff and organizational structure in place to support a coast-to-coast organization We desire self-improvement and education Aviation/air power has cachet Capacity/vibrancy of core membership (risk irrelevance if we fail to attract new members and inspire them to volunteer) Divergent constituencies Communications effectiveness Governance process Financial situation The following organizational opportunities and threats were identified: OPPORTUNITIES THREATS Maximize use of technology to educate, communicate and inspire Attract new AFAC members from serving AF members and retirees Expand our base with increasing population in Canada Establish strategic alliances with organizations like ACL, Legion, CASI, CAHS, COPA, CAPA, ATAC, VAC New NFP Corporations Act Apathy impact on all aspects (if we can t motivate people there will be a big impact). Decreasing relevance to Air Force leadership, Wings and membership Economy: costs to association Wings and individual members Demographic makeup of the association 10

11 APPENDIX C AFAC STRATEGIC GOALS To assist in providing greater direction towards achieving the vision and mission, the following strategic goals were established. Please note that the following goals are not presented in any particular order or priority. STANDARDS, RESEARCH, INFORMATION AND KNOWLEDGE Enhance historical/current info on website Focus efforts on improving AFAC s association management and governance capacity (creating and improving skill sets) for both staff and volunteers EXTERNAL RELATIONS & COMMUNICATIONS Determine how best to communicate (i.e., explore various mediums) to enhance impact with stakeholders and on membership recruitment initiatives. Improve the efficiency and impact of the AFAC website and balance content Forge stronger alliances with like-minded organizations Enhance AFAC s influence with the current air force MEMBER SERVICES Examine Airforce Magazine content and delivery mechanisms Communication venues: deal with efficiency of website and plan for revision Examine foundation/structure for national organization (address in concert with a review of the Not-for-Profit Corporations Act) Conduct a feasibility study on the Kitshop and rationalize for future Conduct a review of all AFAC products/services to assess their true costs and value to members BOARD GOVERNANCE Take the necessary steps to comply with the new Not-for-Profit Corporations Act (including revising the AFAC Constitution and By-laws and related documentation) Provide ongoing education and training for the NEC, Groups and Wings so they can capably perform their duties Develop terms of reference for key positions within the organization ADMINISTRATION Introduce modern business practices right down to the Wing level (playing by the seat of the pants in not good enough) Ensure ongoing financial responsibility and accountability MEMBERSHIP 11

12 Attract new members and retain current members 12