A STRATGETIC BUSINESS PLAN TO ADDRESS DECLINING NOAC MEMBERSHIP

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A STRATGETIC BUSINESS PLANTO ADDRESS DECLINING
NOAC MEMBERSHIP

• Presented by Cdr Russ Fowler, BEng BA BEnv
  MBA CD

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Outline

• Overview of Problem OCP
• Analysis Findings
• Generational Differences
• Recommendations
• Strategic Business Plan
• Change Management

QUESTIONS THROUGHOUT ARE WELCOMED
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History

• 1919 - NOABC founded in Vancouver
• 1946 - NOAC founded in Toronto
• 23 May 1950 - NOAC incorporated nationally
• 26 August 1957 - Name changed to The NOAC
• 1 December 1986 - Name changed to The NOAC -
  LAssociation des Officiers de la Marine du
  Canada

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Membership Decline
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Past Initiatives

• Beyond 50 Study
• Beyond 2000 Study
• 2005-06 Membership Survey Report
• 2007 Asperio Proposal
• Now
• 2008 OCP Report

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Organizational Consulting Project

• OCP PURPOSE
• to develop a strategic business plan for the NOAC
  that will address its declining membership
• OCP OBJECTIVE
• to provide reasons for that decline, as well as
  potential strategies to reverse such a decline
• OCP GOAL
• to spark discussion and action within the NOAC to
  determine its own way-ahead

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OCP Research

• PRIMARY
• Surveys (118 NOAC Members / 8 Branch Presidents
  / 255 Naval Officers including 8 ships officers,
  40 Reserve Officers various shore staff)
• Focus Group (20 NOTC Students)
• Interviews (3 Branch Presidents / 5 Mid-Level
  Officers / 2 Flag Officers)
• SECONDARY
• Generational Differences
• Change Management
• Affiliate Associations

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The Generations

• TRADITIONALISTS
• - Sacrificed for their children to have
  everything be everything
• BABY BOOMERS
• Competitive achievers who have great consumer
  influence
• GEN Xers
• - Due to small size, always 2nd fiddle to their
  parents generation

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Generational Differences
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Analysis Findings

• PROPOSED STRATEGIC BUSINESS PLAN WITH44
  RecommendationsValues, Mission, Vision,
  Objectives16-Month Implementation Plan (Feb
  08-Dec 09)
• All in OCP Report
• AGAINOCP goal is to spark discussion
  debate for NOAC to determine implement its
  own way-ahead
• BUTNOAC now at a Crossroad or Significant
  Inflection Point
• Suggest Status Quo is not an option

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Why Members Joined

• No Mention of
• Lobby
• Advocate
• Promote
• Educate

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Member Satisfaction
Of 118 Survey Member Respondents
In General Traditionalists are More Satisfied
With Status Quo than Other Generations
Satisfied
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Awareness of NOAC
Of 255 Survey Naval Officer Respondents
(93)
9 with gt 16 years service 2 LCdr 1 Cdr
19 with gt 16 years service 12 LCdr 1 Cdr
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Some Highlighted Recommendations

• 3 - Governance Structure Become a Truly National
  Association
• - NOAC National Assume a Stronger Role
• - NOAC Branches Assume Supportive Role (Yet
  Still Locally Controlled)

In General Baby Boomers Gen Xers are More In
Favour of a Stronger NOAC National Than
Traditionalists
Of 94 Survey Member Respondents
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• 18 - Focus Recruitment Efforts Towards The Baby
  Boomers

Of 8 Survey Branch President Respondents
16

• 20 - Discuss the Feasibility Of Opening
  Membership

Of 118 Survey Member Respondents
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• 21 - Define Branch Participation Expectations
  Consequences
• 9 - AGM Quorum Requirement Be Determined

Of 16 Branch AGM Participation
Of 118 Survey Member Respondents
18

• 29 - Increase Ordinary Membership Dues To 100
  Annually

Of 118 Survey Member Respondents
19

• 35 - All Branches Have an Internet Website

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• 6 - Promulgate New NOAC Guidance
• 8 - Promulgate Required Reports Returns
• 38 - NOAC National President meet regularly with
  CMS
• 39 - NOAC emulate the Air Force Association of
  Canada where feasible.

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Strategic Business Plan

• Values
• Mission
• Vision
• Objectives
• Communications Strategy
• 44 Recommendations
• 16-Month Implementation Plan

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Values

• Beliefs Traits That NOAC Expects Its Members
  And Business Practices To Display At All Times
  (Who You Are)
• SUGGEST
• Proud, Honest, Dedicated and Loyal
• Shared Equality and Respect for All
• Shared Bond of Past Maritime Service
• Shared Interested in Naval Affairs
• Shared Want to Advocate and Educate on Both
  Maritime Naval Affairs

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NOACs Mission Statement

• As Approved at the 133rd BOD in 1990
• To Promote Awareness Of Canadian Sovereignty And
  Maritime Interests With Emphasis On The Naval
  Role.
• BUT
• Of 118 Member 10 Branch President Survey
  Responses, Not One Stated the NOAC Mission
  Statement (Above)
• 50 Stated Educating The Public On Maritime
  Issues Promoting Camaraderie
• They also Wanted NOAC to Become More Relevant

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Mission

• Purpose for Being or Raison D'être for Being
  (What We Do in the Present)
• SUGGEST
• A Not-for-profit Association of Dedicated
  Maritime-Related Professionals Who Share a
  Special Camaraderie and Who Both Advocate and
  Educate on Naval Affairs - Past, Present And
  Future.

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Vision

• Describes Where You Want to Go or What You Want
  to Become (What We Want to Do in the Future)
• An Important Tool to Solicit Commitment
  Uniformity of Effort
• SUGGEST
• To Enhance the Naval Family and to Bring Naval
  Awareness Amongst the Citizens Of Canada.

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Objectives

• Performance Targets That are Quantifiable,
  Measurable Have a Timetable for Achievement
• A Gauge To Measure Rate Success of Strategic
  Business Plan
• SUGGEST
• Jun 09 Each Branch Increase Membership by 5
• AGM 09 At Least 13 Branches in Attendance
• Dec 09 Each Branch Increase Membership Again by
  5
• Dec 09 Implementation of Change Completed

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Change Management

• Change vs Transition (End State, Neutral State
  New State)
• 20 Resist 60 Unsure 20 Accept
• To Help Ensure Success, Need
• to Focus Effort Towards the 60
• a Champion with Supportive Team Leaders
• a Clear Communicated Purpose Reason
• a Clear Want Will to Change
• a Short Transition Neutral State

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Conclusion

• NOAC is at a Cross Road
• Timing is Right
• Now Up to NOAC to Determine

Status Quo
Change