Strategic Plan 2021-2024

Strategic Plan 2021-2024 Approved by the Board of Directors 11 May 2020

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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 2021 ................................................................................................................. 8 Year 2022 ................................................................................................................. 8 Year 2023 ................................................................................................................. 8 2024 and subsequent years ..................................................................................... 8 Conclusion .................................................................................................................. 9 Page 3 Version 1.0

The RCR Association Strategic Plan 2021 to 2024 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. INTRODUCTION 1. This strategic plan presents an outline of intended Association activity during 2021 to 2024, with a glimpse beyond. 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. The plan reflects a continuing a five-year planning cycle in which the first year (2018) focussed on consolidating and enhancing Association governance. The second year (2019) aimed to build and enhance branch structure and governance. Having worked the national and branch framework, the strategic effort in year three (2020) aims to strengthen and modernize the Association’s ability to communicate with all members. The fourth year (2021) goes a step further with the intended focus on expanding our outreach to mobilize more former serving Royal Canadians across Canada, in an effort to establish more active branches in provinces that currently do not have one. Year five (2022), features a structured and disciplined operational review of Association governance, structure and work since year one (2018) and a robust effort to set the conditions for a successful 140 th Regimental Anniversary Reunion in 2023. 3. The cycle repeats itself, beginning again in the reunion year (year one of the next cycle) focussed on the successful conduct of the reunion and implementation of approved recommendations from the prior year five review. 4. Throughout the cycle, as time goes by, the next year operational level detail will be issued by the Board of Directors, thereby providing the recurring basis of planning for the next year’s budget. STRATEGIC PLANNING FRAMEWORK 5. 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. 6. 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; Page 4 Version 1.0

c. contribute to the perpetuation of regimental history, heritage, tradition and values; and d. exercise institutional stewardship. 7. A graphical representation of the strategic planning framework is presented below, in Figure 1. Figure 1 - The Strategic Planning Framework THE ASSOCIATION TODAY 8. 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. 9. In the first instance, the Association is an independent legal entity. Originally granted Supplementary Letters Patent in the province of Ontario, in 1970, the Association is now, as of 6 December 2019, federally incorporated as a not-for-profit organization in compliance with The Canada Not-for-profit Corporations Act. 10. The Association has a structured governance regime overseen by a Board of Directors elected by members at an Annual General Meeting. The Board is served by an Executive Secretariat responsible for the execution of day to day Association Page 5 Version 1.0

business. A number of committees also support the Board’s work. As well, designated members of the Board of Directors represent the Association on various Regimental governance bodies, such as the Regimental Senate, Regimental Executive Committee, The Royal Canadian Regiment Trust Fund and The Royal Canadian Regiment Museum. 11. There are nine active branches in the Association, including (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 District Branch; h. Windsor-Essex Branch; and i. CWO Bobby Girouard (Alberta) Branch. 12. Last year, in 2019, the strategic effort aimed to enhance and consolidate the 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. Subsequent results were mixed, with only five of nine active branches submitting certification documentation for certification in 2020, by the deadline of 1 April 2020. 13. However, other strides were made in 2019 and continue in 2020. The Association made an effort to enhance communications with members. More use was made of Member 365 and some social media (mainly RCR-oriented Facebook pages). Significant improvement was achieved in consolidating membership record-keeping, but there is more to do. Previous work to evolve governance practices and structure continued, in compliance with the Canada Not-for-profit Corporations Act and its related regulations. There was a noticeable lack of volunteers to take on the full range of work required. As a result, the Executive Secretariat, designed to run the day to day business of the Association remained vacant and primary duties were shared among three Directors. The inability to effectively populate the Executive Secretariat remains a significant obstacle to full, effective and modern management of Association business. 14. This year, the 2020 strategic effort aims to consolidate Association membership services, including online registration and modernized communications practices across the Association. 15. It was originally planned to conduct the 2020 AGM in Toronto, but the onset of the COVID-19 pandemic and associated government restrictions on gathering and travel demanded a change of tack. Accordingly, the 2020 AGM will be conducted as a virtual online meeting. Details will be issued separately but, in essence, necessary documentation will be posted on the regimental website in late May 2020, along with required resolutions to be voted on by Association members. A voting period of at least Page 6 Version 1.0

one week (probably late-June) will be identified, during which all members will be asked to cast their online votes for or against the resolutions. Conducting the 2020 AGM in this manner allows all members, no matter where they are in the world, to participate and cast their votes. THE ASSOCIATION TOMORROW Recurring Activity 16. The Association continues to work to achieve its purpose and objectives through periodic grants transfers from The RCR Trust. In return, all new membership fees are deposited in The RCR Trust, for which the Trust issues an income tax receipt to members through the Association. 17. 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 annual 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, (3) provide sustaining support to Board of Directors and Honorary Advisory Council activity and meetings, Page 7 Version 1.0

(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 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. reinforcing existing Branches and incorporating new Branches into Association budget and planning machinery. Year 2022 19. The year 2022 is the last year of the initial five-year planning cycle. The proposed strategic effort for 2022 is to set conditions and prepare for the successful conduct of the 140 Anniversary Reunion in 2023, to be held in London, Ontario, and th to conduct an operational review of Association development since 2018, Activities associated with this objective include: a. Review of the Association By-Law and governance structure, performance measurement, and business practices; a. supporting the Home Station and London Branch in the planning for and preparation of the reunion; Year 2023 20. This is the first year of a new planning cycle. The strategic effort for 2023 is to implement approved changes from the 2022 operational review while supporting the successful conduct of the 140 Anniversary Reunion. th 2024 and subsequent years 21. In 2024, the planning process continues begins to repeat itself, in another five- year cycle. Strategic efforts will be: a. 2024 – enhance national governance and business practices; b. 2025 – enhance branch governance and business practices; c. 2026 - consolidate and expand membership services; d. 2027 – conduct operational review of Association development since 2023; e. 2028 – implement approved recommendations from the 2027 operational review and support the successful conduct of the 145 Regimental th Anniversary Reunion. Page 8 Version 1.0

CONCLUSION 22. This strategic plan is intended to guide and stabilize Association long-term thinking and 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 to manage the execution of 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. 23. Members are encouraged to review this strategic plan 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 member of the Board of Directors for clarification or an explanation. Moreover, any Member wishing to contribute ideas for future plans are asked to forward their ideas through their Branch Executive or direct to any member of the Board of Directors. Pro Patria. Submitted for approval of the Membership at the 2020 AGM, June 2020: Jim Cox Chair, Board of Directors The RCR Association Page 9 Version 1.0