20190622_Association_Strategic_Plan_2020-2023(V3.1)

Strategic Plan 2020-2023 Endorsed by the Board of Directors in May 2019 Approved by the Membership at the Annual General Meeting on 22 June 2019

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Table of Contents References: .............................................................................................................4 INTRODUCTION .........................................................................................................4 STRATEGIC PLANNING FRAMEWORK ........................................................................4 THE ASSOCIATION TODAY ........................................................................................5 THE ASSOCIATION TOMORROW................................................................................7 Recurring Activity ...................................................................................................7 Year 2020 ...............................................................................................................8 Year 2021 ...............................................................................................................8 Year 2022 ...............................................................................................................8 Year 2023 ...............................................................................................................8 Conclusion .................................................................................................................9 Page 3 Version 3.1

The RCR Association Strategic Plan 2020 to 2023 References: A. Justice Canada, Canada Not-for-profit Corporations Act S.C. 2009, c23, http://laws.justice.gc.ca/eng/acts/c-7.75/. B. The Royal Canadian Regiment Association By-law No. 1 – Constitution, Ver. 3.1, Approved at the 2018 AGM (4 August 2018). C. Regimental Standing Orders 2017. D. The Strategic Study Committee, The RCR Association Evolving in the 21st Century: A Report for the Board of Directors, 6 February 2017. E. Regimental Strategy and Campaign Plan (undated) INTRODUCTION 1. This strategic plan presents an outline of intended Association activity during 2019 to the end of 2023. It defines and prioritizes objectives and identifies the time frames in which they are to be achieved. 2. This is a ‘rolling’ plan, in which detail for the year ahead is relatively firm, but the information in later years is less so. However, as time goes by, out-year detail will be consolidated in compliance with direction issued by the Board of Directors, thereby providing the recurring basis of planning for the next year’s budget. STRATEGIC PLANNING FRAMEWORK 3. This and future plans are based on the Association’s strategic planning framework, which provides a connection to Association by-laws and guides the subsequent development of Association plans and budgets. 4. The strategic planning framework reflects the Association’s purpose and four subordinate program lines of discrete activity aimed at meeting Association objectives. The four program lines are: a. promote a unified regimental spirit; b. assist Royal Canadians in need; c. contribute to the perpetuation of regimental history, heritage, tradition and values; and d. exercise institutional stewardship. 5. A graphical representation of the strategic planning framework is presented below, in Figure 1. Page 4 Version 3.1

Figure 1 - The Strategic Planning Framework THE ASSOCIATION TODAY 6. The Association is an integral part of the Regiment. Its members include serving and former serving Royal Canadians, supporters in the wider Regimental family and friends of the Regiment. The Association’s main office is located in the Regimental Headquarters of the Royal Canadian Regiment, in Garrison Petawawa, at Petawawa, Ontario. 7. In the first instance, the Association is an independent legal entity. Having been granted Supplementary Letters Patent in 1970, the Association is incorporated as a not-for-profit organization in the province of Ontario. It is currently seeking federal- level incorporation in compliance with The Canada Not-for-profit Corporations Act. 8. The Association has a structured governance regime. It is overseen by a Board of Directors elected by members at an Annual General Meeting. The Board is served by an Executive Secretariat, led by an appointed Executive Director, that is responsible for the day-to-day management of Association business. A number of committees also support the Board’s work. Designated members of the Board of Directors represent the Association on various Regimental governance bodies, such as the Senate, Regimental Executive Committee, The Royal Canadian Regiment Trust Fund and The Royal Canadian Regiment Museum. Page 5 Version 3.1

9. The nine certified branches in the Association include (East to West): a. Newfoundland Branch; b. Nova Scotia Branch; c. Ottawa and District Branch; d. Thousand Islands Branch; e. Kingston Branch; f. Greater Toronto Branch; g. Home Station and London Branch; h. Windsor-Essex Branch; and i. CWO Bobby Girouard (Alberta) Branch. 10. Last year, in 2018, the Association renovated and enhanced its governance practices and structure, to comply with the Canada Not-for-profit Corporations Act and its related regulations. A new, smaller Board of 12 Directors was established, including, for the first time, presidents of the five largest active Branches. 11. Major initiatives undertaken in 2018 and early 2019 included: a. membership approval of a new By-law No. 1 – Constitution at the 2018 Annual General Meeting; b. approval of an overall strategic planning framework to guide future activities and budgets; c. establishment of an Honorary Advisory Council under the chairmanship of the Association Patron. d. implementation of centralized online membership enrollment on the Association website; e. establishment of a new cooperative funding arrangement with The RCR Trust; f. transfer all membership dues into the RCR Trust and in return, the RCR Trust issued a tax receipt to each new applicant, for the entire amount of their membership fee. 12. Much remains to be done, but the essential elements of our governance structure, and supporting processes and procedures are now in place and will continue to be consolidated throughout 2019. 13. This year, 2019, our strategic focus falls squarely on enhancing and consolidating our branches. Branches complying with governance criteria in By-law No. 1 – Constitution were certified by the Board and thus became eligible for a membership rebate, based on the number of their members registered in the Association's online membership management program, Member 365. 14. We plan to change the location of our Annual General Meeting each year. In 2019, it will be hosted by the Ottawa and District Branch, in June. In the meantime, Association administration continues to be stabilized as we acquire professional bookkeeping support, conduct routine business and meetings online or by Page 6 Version 3.1

teleconference, and promulgate Standing Operating Procedures (SOPs) to complement and support By-law No. 1. Moreover, many branches have moved to enhance their relationship with serving elements of the Regiment and a growing amount of joint activities are being conducted. Association membership continues to grow as more former serving Royal Canadians join us to help preserve the bonds of regimental comradeship. THE ASSOCIATION TOMORROW Recurring Activity 15. The Association continues to achieve its purpose and objectives through periodic transfers from The RCR Association Support Fund and other grants from The RCR Trust, as well as other recurring and non-recurring sources of income, including membership fees and donations. 16. Along each of the four program lines there are a number of recurring, routine activities that must be planned, costed and executed. They are: a. promote a unified regimental spirit; (1) promote, facilitate and support Branch activities, (2) contribute to the enhancement of Regimental communications and infrastructure, (3) conduct quinquennial reunions, (4) connect with all Royal Canadians, b. assist Royal Canadians in need; (1) adjudicate and administer the award of the annually RCR Association Education Bursary, (2) as required, adjudicate and administer the award of financial assistance provided by the Association Service and Assistance Fund, and (3) establish and maintain liaison with legitimate veterans’ organizations, c. contribute to the perpetuation of regimental history, heritage, traditions and values; (1) celebrate historic Regimental events and accomplishments, (2) contribute to the sustainment of the Regimental Museum, d. exercise institutional stewardship; (1) conduct an Annual General Meeting, usually in May or June of each year, to elect Directors, approve financial statements, review and approve any amendments to by-laws; approve business plans and budgets for the coming year; and conduct other business as may be necessary, (2) establish regular liaison with other components of the Regimental Council, specifically, with the Regimental Senate, Regimental Executive Committee, The RCR Trust, and The RCR Museum, Page 7 Version 3.1

(3) provide sustaining support to Board of Directors and Honorary Advisory Council activity and meetings, (4) establish and oversee the conduct of committees required to advise the Board on such matters as may be assigned to a committee, (5) provide sustaining support to the Executive Secretariat, (6) establish and maintain reliable contact and communications with all members and Branch executive committees, and (7) provide sustaining support to continuing development and strategic planning activity. Year 2020 17. The strategic effort for 2020 will be to consolidate Association Membership services, including online registration and modernized communications practices. Activities associated with this objective include: a. professionalizing of Association communications infrastructure, financial bookkeeping and website management; and b. consolidating formal links to legitimate veterans’ organizations. Year 2021 18. The planned strategic effort for 2021 is to more broadly connect with former serving Royal Canadians. Activities associated with this objective could include: a. consolidating an Association teleconference and, if possible, a video or web conferencing capability; b. mobilizing Royal Canadians across selected provinces; and c. incorporating new Branches into Association budget and planning machinery. Year 2022 19. The proposed strategic effort for 2022 is to set conditions and prepare for the successful conduct of the 140th Anniversary Reunion in 2023, to be held in London, Ontario. Activities associated with this objective include: a. supporting the Home Station and London Branch in the planning for and preparation of the reunion; b. providing communications support; c. providing financial planning support; and d. championing support for and attendance at the reunion through the Regimental Council. Year 2023 20. The suggested strategic effort for 2023 is to review and consolidate Association development since 2018, while supporting conduct of the 140th Anniversary Reunion. Activities associated with this objective include a review of: Page 8 Version 3.1

a. the Association By-Law and governance structure, including the strategic planning framework and planning process; b. membership policy and succession planning; and c. the Association financial planning and reporting, within the Regimental context. CONCLUSION 21. This strategic plan is intended to guide and stabilize Association long-term planning. It will be updated and promulgated annually by the Board of Directors, for membership approval at the Annual General Meeting. The strategic plan necessarily takes a high-level, general view of Association activity and, as written, it allows the Board adequate flexibility in managing the execution of the approved activity. Along the way, it may require some amendment, but any amendment will not be implemented without careful consideration by the Board and approval of the membership. 22. Members are encouraged to review it at their convenience. At any time, should any Member have a question about any aspect of the strategic plan, they are asked to contact any Director, or the Executive Director. Moreover, any Member wishing to contribute ideas for future plans are asked to forward their ideas through their Branch Executive or Direct to the Executive Director. Pro Patria. Approved by the Membership at the 2019 AGM, 22 June 2019: Jim Cox Chair, Board of Directors The RCR Association Page 9 Version 3.1