Page 1 of 4 Endorsed on: 26 May 2015

The Returned & Services League of Australia (Queensland) Bundaberg Sub Branch

Strategic Plan 2015-2020

Our Vision

To be the leaders in providing welfare and pension support services to the ex- service community of Bundaberg.

Our Mission

To support and care for the serving and ex- service men and women of the ADF and their families, and commemorate

their service and sacrifice.

Our Values

Mateship

Respect

Remembrance

Compassion

Patriotism

Loyalty

Integrity

Our Strategic Direction and Activity

Priority 1 – Assist, care and provide welfare and pension support services for the sick, elderly and needy.

Priority 2 – Preserve the memory of those who served, suffered and died for Australia.

Page 2 of 4 Endorsed on: 26 May 2015

Objectives Key Strategies Measures 2015/ 2016 Measures 2017-2020

1. Prevent Social

Isolation

1.1 Family orientated social activities

1.2 Members activities

1.3 Arrange activities outside sub-branch

1.4 Develop creative partnerships and collaboration with kindred bodies

1.5 Bus trips

1.6 Enhance connection with members

1.7 Provide transport and mobility assistance

Conduct at least 2 different types of activities and assess most appropriate Arrange for isolated members to meet for lunch with other members Liaison 0fficer appointed to kindred bodies Continue bus trip program Conduct phone calls Sub-branch Facebook page and website are operating Organise transport assistance for at least 2 specific activities for our isolated members Acquire a dedicated sub branch vehicle

A calendar of diverse activities in place, that is responsive to our member’s needs Supporting kindred bodies where required System to conduct phone calls in place Program of transport assistance in place Vehicle/s are in service

2. Develop Staffing

Structure

2.1 Increase HR capacity to delivery services and projects

2.2 Engage another employee or contractor

2.3 Provide transport and mobility assistance

Develop duty statements for staff Engage a welfare officer Adequate staffing and resources to support all our programs are in place Acquire a suitable vehicle

Duty statements in place Fully staffed and resourced structure in place to meet demands Vehicle/s have been acquired

3. Connection,

Communication

and Engagement

3.1 ‘Map’ the needs of members via feedback and undertake market research of members

3.2 Develop a profile/identity in the Bundaberg community

3.3 Market and promote support program with health and allied health professionals

3.4 Develop website/ Facebook

3.5 Connect with community groups and broader community

3.6 Recruit and retain volunteers

3.7 Communicate past and future activities to members

3.8 Membership drive

3.9 Make current ADF personnel aware of sub-branch, give them reasons to become involved, be relevant to them and meet their needs

3.10 Develop and maintain partnerships/projects with corporate and business community and government agencies

Conduct members survey Identify opportunities to work with or fund needy causes Communicate achievements and support available Sub-branch website and Facebook page operating Conduct a volunteers and supporters function to showcase merits of volunteering Articles in D & C and local media Install sub- branch events signage in club foyer Membership increased 5% Liaison with current ADF personnel 9 RQR / cadets Housing project Shrine of Remembrance project

Results of survey actioned Profile /identity improved since 2015 Electronic communication to members/community established via website, newsletters, email updates Number of volunteers increased by 10% from 2015 Membership increased by at least 10% from 2015 levels Housing project underway Shire of Remembrance project completed

Page 3 of 4 Endorsed on: 26 May 2015

4. Volunteers 4.1 Incentives for volunteers to work in support program

4.2 Map volunteer needs to requirements

4.3 Enhance the Women’ s Auxiliary

Develop an incentives

program linked to our values

Advertise in local media, with

volunteer organisations and

employment recruitment

agencies

Conduct volunteer survey to

map their needs/requirements

Identify opportunities for the

Women’s Auxiliary to flourish

Incentive program resulted in increase of volunteers since 2015 Volunteers from other organisations are involved Action survey results Citizen’s Auxiliary in place

5. Welfare,

Advocacy and

Pensions

5.1 Continue and enhance the welfare , advocacy and pension services

5.2 Continuous improvement of welfare and pension

service delivery and volunteers and member evaluation process

5.3 Enhance the provision of social support services

Permanent welfare/ pension officer engaged Continue the current evaluation and training process Expand the current suite of support services to include: grief support, loans/financial assistance, emergency accommodation and housing Identify specialist advisors, staff, training and required resources for the delivery of expanded support services

Assess staffing levels

Full suite of welfare/advocacy

and pension support services

in place.

All programs are fully

resourced and sustainable

6. Funerals 6.1 Tributes 6.2 Encourage more volunteers on the roster

Increase the number of tribute officers to 6

7. Facilities and

Assets

7.1 Expand use of facilities to attract and retain membership

Trial the use of level one facilities of the club for sub branch activities

Develop a plan to deliver the housing project Canvass membership to determine requirements for additional facilities and assets to deliver our programs

Housing project in place Vehicle/s acquired and operational Additional facilities/assets identified and plans to source or provide service developed

8 Memorials 8.1 Develop a plan for memorial park and strategy to achieve

8.2 Develop memorial wall and ANZAC Way (with BRC involvement)

8.3 Provide recognition of Bundaberg based heroes and heroines – personal stories

8.4 Provide information on local commemorative events

Deliver Shrine of Remembrance project Continue to work with BRC Identify opportunity for recognition of local heroes Maximize opportunities during the ANZAC Centenary List on website, advertise in newsletter Provide advice on commemorative matters

Shrine of Remembrance project completed ANZAC Way and wall project underway, if approved by BRC Commemorative events are included in annual Calendar of Events

Page 4 of 4 Endorsed on: 26 May 2015

Objectives Key Strategies Measures in 2016 Measures in 2020

9. Youth 9.1 More interaction with schools - talks etc

9.2 Educate youth

Liaison officers appointed for cadets and schools as required Additional 3 school speakers

10. Access to History 10.1 Enable community access to military history of Bundaberg

10.2 Investigate better ways to commemorate events

Enhance our memorabilia and

military displays to encourage

interaction with visitors

Install interactive monitor

displays

11. Special Days 11.1 Research good speeches for use locally 11.2 Develop better speeches in advance of events

(not the same old)

11.3 Better turn out on special days by members

Promote commemorative events with more exposure via local media radio talks Conduct survey of members to determine why low attendance

12. Brand

Recognition

12.1 Better promote what the RSL and sub- branch does

12.2 Ensure sub- branch identity is distinct from club

12.3 Secure sub -branch identity/names etc

Promote commemorative events with more exposure via local media radio talks Develop a set of ‘standard’ sub- branch ‘brands’ - logo/wording etc Install sub branch specific signage in club foyer Appropriate protection for sub- branch identity in place

Sub branch ‘branding’ has

strengthened our identity

since 2015

Signage has raised the profile

of sub- branch

13. Fundraising 13.1 Ensure the need for funding is understood by sponsors and donors

13.2 Generate positive and regular PR

13.3 Raise funds locally

Identify additional fundraising opportunities to compliment current program Conduct raffles during sub-branch activities

14. Good

Governance

14.1 Implement policies to ensure compliance with all statutory regulations and governance requirements

14.2 Develop the sub-branch strategic plan 2015-2020

14.3 Develop and implement sub-branch annual business plans

14.4 Ensure financial security of the sub-branch

14.5 Operate an effective and productive board of management

14.6 Ensure the appropriate administrative support is always available to the sub- branch

Conduct a full review of sub-branch policies and procedures Strategic plan implemented and reviewed at least annually Business plan for 2015-2016 completed and operational Develop medium and long term financial plans Board members have clear roles and responsibilities Conduct training for board members Train/engage additional staff to ensure office manager’s tasks can be fulfilled during her absence

Staff in place for providing year round support