RCMP VETERANS’ ASSOCIATION ANNUAL MEMBERSHIP … · 2018. 6. 30. · Birch, Indago Insights. These sessions were held in Ottawa, Vancouver, Regina, Montreal and Halifax, Nova Scotia

RCMP VETERANS’ ASSOCIATION

ANNUAL MEMBERSHIP REPORT 2016

Director of Membership Annual Report

August 2016

This Annual Membership Report for the period June

2015 to September 2016 is respectfully submitted to the

President, the Board of Directors and to the membership of

the RCMP Veterans’ Association by Director Jack W. Briscoe.

(A) Strategic Opportunities and Priorities

At the Annual General Meeting (AGM) in Quebec City in

June 2015, the Association Council (Board and Division

Presidents) met in plenary, and then in working groups, to

discuss three strategic issues, namely increasing our

Association membership, financial stewardship and member

services. At the end of the business day, the delegates

agreed that the Association needed to concentrate its

resources on these strategic priorities. In point of fact,

there was a very encouraging level of support from the

participating delegates to collaborate with the Board in

the design and delivery of these key priorities.

(B) Fall Planning Session

Following the AGM, the Board of Directors convened at

the Canadian Police College (CPC) in the late fall to

outline a blueprint to achieve the strategic priorities

identified in Quebec City. It was at this planning session

that the Board moved that in order to ensure the

Association was successful in achieving these three

strategic priorities, the active participation of the

Division Presidents and their respective Executive teams

was absolutely necessary and the method to achieve this

would be through regional consultation.

(C) Regional Consultation

To initiate the consultation, Director Bob McKee

assumed responsibility for the Pacific and the North,

Director Bill Greenslade for the Prairies, Director Jack

Briscoe for the Central Region and Director Peter Sorensen




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for the Atlantic. The instructive feedback received

between January and April 2016 on all subject matters was

previously reported to the Board of Directors (BOD) and to

the Association Council.

For the purposes of this report, the following are the

key highlights from the consultation on the subject of

“Growing the Membership.”

1. For the Association to grow in the near and long term, it is acknowledged that there is a need to identify and

design a recruiting/marketing campaign that has

significantly greater appeal to the releasing/retiring

members of the RCMP than we currently advertise as

compelling reasons to join the Association.

2. The majority of Divisions expressed the view that we should not consider merging Active and Associate

categories into one voting category of membership, the

principle of inclusiveness notwithstanding. There was

however no objection per se to the use of the term

“Veterans” to re-define Active Members. It was felt that

merging categories into one could result in a dilution of

the fundamental purpose of the Association but on

balance, some Divisions acknowledged that continuing to

perpetuate the perception of a “class” distinction may be

seen as analogous to our service in the RCMP and should

be avoided particularly as it may be viewed as a

deterrent to attract potential new members.

3. Although some Divisions thought this was an interesting concept, there is virtually no support for a “Member-at-

Large” category to attract new members who are not

geographically located near one of our existing 30

Divisions.

4. The notion of re-naming the Associate Member category to “Friends and Family of the RCMP Veterans’ Association” to

better identify the composition of this category of

membership is generally seen as acceptable. If this

suggestion has merit, it could serve to more clearly

identify the composition, including but not limited to




August 2016

serving members and employees of the RCMP, spouses,

widows and widowers of deceased members, all of the

people and organizations that support the Association in

various and sundry ways.

(D) RCMP Warrant Officer POWPM

In February, Executive Officer (EO) Mark Gaillard and

I met with the Corps Sergeant Major (CSM) Darren Campbell

and all of the Staff Sergeant Majors and Sergeant Majors

(Warrant Officers) from across Canada at their Annual POWPM

in Ottawa. We had been invited by the CSM to meet with the

Warrants to discuss how they might assist us in our efforts

to attract new members into the Association. For context,

the highlights of the discussion are as follows:

1. Working more closely with the RCMP, specifically the Corps Sergeant Major (CSM) and all of the Warrant

Officers, to help promote interest in the Association

is seen as a positive and necessary relationship

opportunity.

2. Pursuing approval from the RCMP Chief Human Resources Officer (CHRO) to amend the RCMP Retirement Form 1733

to allow a releasing/retiring member to be contacted

by the Association is seen important for recruiting

purposes within a Division. This will enable

Divisions to be informed about releasing/retiring

members who are taking up residence in their

jurisdiction and address the restrictions of the

Privacy Act.

3. Seeking approval of the CHRO to have the Association formally included in the RCMP Retirement Courses that

are delivered across Canada.

4. Highlighting the significant activities and initiatives that are ongoing within Divisions and

making better use of this information as reasons to

join the Association is necessary and this should be

available to prospective new members. In essence,

this is the value of membership and needs to be




August 2016

prominent in our advertising materials least we risk

losing potential new members who, it is said, can get

all the information they need for free from other

sources.

5. Acknowledging and responding to the changing demographics is seen as an important condition of

attracting new members to the Association. It is

widely recognized by the RCMP and by the Association

that most, if not all, not-for-profit organizations

struggle with the same challenges and the better we

understand what motivates the current generation, the

higher the probability we can attract them to becoming

a member of the Association. The RCMP can help the

Association with this intelligence.

(E) Chair, Recruiting George Savage, Nova Scotia Division

For the past several years, George Savage, Past

President, Nova Scotia Division has been the vanguard of

our national recruiting campaign. George has worked closely

with the Membership Directors in each Division to collect

and report quarterly statistical data on new Active and

Associate members within each of our thirty Divisions. This

information has been posted on the RCMP Veterans’

Association website along with his analysis of the level of

achievement of attaining Division recruiting targets.

Briefly, the following statistics reflect the growth of the

Association over the past 3 years as of June 30 each year:

2014: Active (200) Associate (39)



The incentive for recruiting new members has been the

Howard Kearley Award (HK) that is presented to the Division

who has successfully attracted the most members in a given

year. This award was presented at the AGM to the President




August 2016

of the Division. A membership survey1 conducted and reported

in July 2015, suggests that there is only marginal support

for the notion of “competition” for recruiting by some

divisions. The merits of continuing with the HK Award for

some participating Divisions, but not all, is subject to

review by the new Director of Membership in consultation

with the Association Council. It is recognized that

whatever form our national recruiting efforts ultimately

takes, in 2017 and beyond, must be aligned and consistent

with the value that our current members and our future

members place on being, or becoming, a member of the

Association.

George will retire his position as Chair at the end of

current year and his determination, dedication and

steadfast commitment to his role is gratefully acknowledged

by the Board and all of the members of the RCMP Veterans’

Association.

(F) Focus Groups

Building on the feedback from the July 2015 Membership

Survey, followed by consultation with Divisions, and the

feedback obtained from the RCMP Warrant Officers, a series

of focus groups were conducted by Mr. Derek Johnston,

President of Face Value Communications and Ms. Jennifer

Birch, Indago Insights. These sessions were held in Ottawa,

Vancouver, Regina, Montreal and Halifax, Nova Scotia

between July 19 and August 3, 2016. The purpose of

conducting focus groups was to identify what our current

membership value about being a member of the Association

and what our prospective new members from within the RCMP

consider important reasons to become a member of our

Association. The “highlights’ of the findings learned in

the focus groups, and from several subsequent telephone

interviews, are summarized below. The full report, with

detailed findings, conclusions and recommendations, from

1 Membership Survey July 2015




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Mr. Derek Johnston and Ms. Jennifer Birch has been tabled

with the Board of Directors.

Focus Groups: Foreword

Authors Note: It is important to know that participating

Divisions, and those who provided comments in telephone

interviews, were assured that there would be no attribution

for any comments made during the conduct of these sessions

to any individual(s) or to any division. The warm reception

and gracious hospitality afforded to Mr. Johnston and Ms.

Birch by all participating Divisions is sincerely

appreciated.

Key Themes

There is a general lack of awareness of the RCMPVA and

its work. Nor are the benefits of membership well

understood, save for the small proportion of Association

Members who are most engaged.

The right value proposition sits at the intersection of

the needs and expectations of current Association Members

and those of the future.

o While more work needs to be done to understand the

views of current members, the research suggests that

the notion of service is at the core of any

compelling value proposition – honouring the service

to Canadians while employed by the RCMP, and

encouraging continued support to each other and the

local community in retirement.

Association Members saw the value proposition as a

connection to the Force and other retirees, support for

veterans and their families through retirement, and a

sense of community that can help to combat isolation in

retirement, all grounded in this foundational notion of

service. Prospective members agreed that this is the




August 2016

right value proposition that appeals to them but did not

feel like it has been properly communicated.

Overall, participants suggested that demographic and

attitudinal changes in employees are trending away from a

career in the Force as a “calling” and more towards it

being a “job.” This evolution may mean that the value

proposition of service expressed through connection,

support and community may be less and less relevant to

retirees in the future.

To drive membership, the RCMPVA should consider:

o Conducting a competitive analysis to understand how

it compares to other retiree-focused associations

and to identify opportunities for new/enhanced

products and services, partnership, greater member

engagement, and innovation;

o Building stronger, formal ties with the RCMP;

o Increasing and renewing marketing and communications

efforts;

o Looking for ways to adapt to the changing needs of

current and future retirees;

o Conducting research among prospective members to

better understand their needs and expectations; and

o Conducting ongoing consultations with Association

Members through a bi-annual survey of the membership

to identify trends and evaluate performance.

Note: The foregoing are the highlights of the overall

themes acquired in the discussions with the participants.

The detailed findings are found in the full report.




August 2016

Conclusions and Recommendations

Competitive Analysis

Participants frequently spoke of the new, increasing

and varied demands on their time as retirees. While the

RCMPVA offers a unique value proposition (i.e. connection

to the RCMP), the Association is competing on an

increasingly-crowded playing field.

Several participants mentioned other organizations

that offer good value for membership such as the National

Association for Federal Retirees (NARF), formerly FSNA.

Benefits cited included discounts, trips, and financial

advice. The Association should consider conducting a scan

of other prominent retiree-serving organizations to see how

they compare and to look for innovative ways to offer

unique and more tangible value to members.

Build stronger ties with the RCMP

It is recommended that the RCMPVA seek to develop a

closer connection with the RCMP. This would allow the

Association to strengthen the most compelling part of the

value proposition: staying connected to the Force.

While efforts should be made at the leadership level,

this can also be achieved using a grassroots approach by

carrying out more frequent events and programming that

appeals to both veterans and employees. For example, a

‘buddy’ or mentorship program that pairs serving employees

with veterans to offer support through the transition to

retirement, or even at other critical points in the career

path would likely be welcomed. Also, an increased focus on

recruiting sworn and civilian employees before they retire

was suggested as an effective way of building a stronger,

productive relationship with the Force.




August 2016

Several Association Member participants who are more

actively engaged in the work of the Association

acknowledged the challenges in working with the RCMP. The

rotational nature of the key liaison positions within the

RCMP and concerns over the protection of personal

information (Privacy Act) were raised as obstacles to

increased cooperation and coordination. Some suggested that

the Association should seek to sign a formal agreement to

share employee information or ask that an opt-in be

included in HR forms to allow the RCMPVA to contact

retiring employees. This would open the door to a range of

recruitment and engagement opportunities.

Other specific suggestions for increased cooperation

with the RCMP included:

Organize telephone employee outreach staffed by

veterans to assist with retirement related paperwork,

include them in social activities, invite them to

become members of the Association, or even just to

make a connection and talk about their experiences

with the RCMP and the transition to retirement.

Conduct talks to Cadets at Depot to introduce them to

the Association and to build bonds early in their

careers.

Speak to groups of new civilian employees as part of

their orientation to the RCMP.

Include Vets as part of RCMP recruitment drives (e.g.

high schools, universities/colleges).

Increased and renewed marketing and communication

The most significant challenge faced by the RCMPVA is

a lack of awareness among those who have not yet joined.

While many have heard of the Association, most are not

aware of what it does and the benefits of membership. While

this is a challenge, it also a clear opportunity to define




August 2016

a distinct and unique value proposition and to develop a

communications plan for increasing levels of awareness.

Participants provided the following specific

suggestions for how and when the Association should

communicate with employees and retirees alike:

Include information about the RCMPVA in the retirement

package from the Force, as well as part of retirement

orientation sessions offered by the RCMP.

Focus communications on the veterans themselves – all

are looking for personal stories of veterans profiling

their contributions to their communities or the Force.

This reinforces the role that Association Membership

plays in valuing their contributions beyond their

years of service.

Highlight examples of veterans helping veterans

through their involvement with the Association.

Profile joint RCMP/RCMPVA events and programming.

Provide regular updates on veterans in need, whether

they are sick, hospitalized, or have passed away.

Publicize the good work of the Association to raise

the profile and improve the reputation of the

Association among employees and the community.

Consider promoting publications and social media feeds

of Association Members to not only showcase their work

but to further engage their readership (e.g. Frank’s

Facts and Funnies).

Make use of social media and ensure that the style of

communications is more in line with current industry

practice. Make use of photos and video and focus on

more engaging and interactive content.

Revamp monthly meetings to make them more dynamic,

educational and fun. Examples included guest speakers

including veterans themselves who have something to

share (expertise, hobbies, experiences, etc.).

Consider asking for ideas as part of the proposed

Membership Survey.




August 2016

Adapt to the changing needs of retirees

It became clear through discussions with all audiences

that the needs of retirees are much different today. It

will be important for the sustainability of membership to

find ways to shed the ‘old fashioned’ and ‘old boys club’

image of the Association and provide an experience that is

more relevant to current and future retirees. This will

require efforts in both member offerings and membership

diversity.

Member Offerings

The Association should consider drawing on feedback

from the proposed Association Member survey to host more

diverse and relevant events. While it is clear from the

findings that retirees are not looking specifically to the

Association to organize a multitude of social events (they

have busy social calendars as it is), many still do value

in-person engagements but would like to see more diversity

in the locations and themes of these events. Many suggested

doing away with the beer at the mess and the standard

coffee meet-ups, to be replaced with more constructive

activities focused on fitness, nutrition, travel or

community giving.

The offering should also account for the large number

of retirees who take on second careers. The Association

should look for ways to engage these members in topics and

themes that are relevant to professionals, with many

participants calling for the Association to play a role

connecting them with contract and other job opportunities

in retirement. Depending on the expertise available in a

particular Division, the Association could connect retirees




August 2016

looking for work with others who have been through the

experience and who can offer advice on what to look for,

where to find it, and so on.

Membership Diversity

Most Association Member participants said they joined

either because they were invited by a peer or because it

seemed like a natural step when they retired. If

recruitment relies too heavily on referrals, the membership

will continue to reflect the same profile of retiree. If

recruitment is dependent on this notion of a ‘natural step’

at retirement, numbers will dwindle as commitments to

tradition and loyalty to the calling continue to decline.

Many participants supported the idea of the

Association carrying out a targeted recruitment campaign

that focuses on ensuring that the Association Member base

is more reflective of the diversity of the Force and of

retirees. This would mean reaching out to specific

audiences such as younger retirees, women, those still

working, and those coming from diverse cultural

backgrounds.

Many Association Member participants emphasized that

the Association value proposition should reflect an

orientation towards contributing to the Association and the

community, rather than focusing on “what the Association

can do for me.”

Prevailing attitudes of younger generations who will

soon be retiring from the Force are unlikely to reflect the

same paradigm, which means the Association may have to be

more proactive and intentional about describing the

specific individual benefits of membership. Having voices

at the Association table that are more reflective of the




August 2016

target population will help to provide the momentum and

insight needed for the organization to evolve and respond

to the needs and expectations of the Association Members of

tomorrow.

Research: Future Potential Members

In planning for the focus groups, efforts to recruit

current RCMP members and employees for focus group

discussions were largely unsuccessful, so there is little

in the way of direct feedback with which to describe the

needs and expectations of prospective Association members.

It is recommended that Association Executive

Committees at the national and division levels continue

their efforts to elicit the views of current employees,

both sworn and civilian.

What are their perceptions of the Veterans’

Association?

Would they consider joining? Why or why not?

What would make membership meaningful for them and how

similar/different is it from the attitudes of current

Association members?

If “service to others” is at the heart of the

Association’s mission, will that attract the next wave

of retirees? If so, how?

Ideally, the Veterans’ Association would be invited to

submit five or six key questions for the RCMP employee

survey in order to gain insights into the attitudes and

expectations of prospective members.

Ongoing Consultation




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Furthermore, it is recommended that the Association

survey its own membership every two years to track levels

of awareness and satisfaction, as well as to generate ideas

for new or improved services. There are several simple,

inexpensive online survey tools that would work well for

this purpose. These results, combined with the data gleaned

from the survey of current RCMP employees, would serve to

inform Association recruitment practices, enhance the value

proposition for specific audiences, strengthen member

engagement, and identify trends, opportunities, and

emerging challenges.

Conclusion:

This report signifies my last contribution as a member

of the Board of Directors. In many ways, I am reticent to

leave my position as Director of Membership at this time as

I firmly believe that collectively, we have successfully

identified the salient issues and growth opportunities that

need to be actively pursued for the future of this

Association. It is my sincere hope that all Divisions will

continue to support the President and the Board to ensure

the RCMP Veterans’ Association achieves a strategic

direction that will be sustained for years to come.

Best wishes to one and all and thank for your support

over the past four years.

Sincerely,

Jack

Jack W. Briscoe

Director of Membership

RCMP Veterans’ Association




August 2016

Documents

RCMP VETERANS’ ASSOCIATION ANNUAL MEMBERSHIP … · 2018. 6. 30. · Birch, Indago Insights. These sessions were held in Ottawa, Vancouver, Regina, Montreal and Halifax, Nova Scotia