Strategic Plan Development

Welcome to the RSL NSW strategic plan development page.

The intention of this page is to:

  1. Keep membership up to date with the strategic planning process.
  2. Receive member input, into the development of the strategic plan.

We will be asking questions via this page during the planning period.

 

Provide Input

To provide additional input or submit documents, members should email StrategicPlan@rslnsw.org.au.

You will receive acknowledgement of submissions, although responses to individual submissions may not be provided. All input will be collated and fed into the planning process at an aggregate level.

 

CEO 2019 Congress Presentations

During 2019 congress RSL NSW CEO Jon Black, presented a strategic plan update including a timeline. This timeline is shown below.

Links to both CEO presentations are also provided.

 

Congress Q&A

During day three of congress, CEO Jon Black held a membership Q&A session. Membership responses provided valuable input to the planning process. These responses are summarised in the section below.

Q&A Summary
What does RSL Stand For?

Response: [member quotes]

  • Not just the past, looking to the future and being a support for the future. Be there to provide support and can provide that support.
  • We want to give support, but we don’t know who they are.
  • We do not recruit younger people; we need a strategy to get younger serving members to join the RSL. We have no strategy to get younger members in, we are going to finish up.
  • Need to get into electronic means
  • We are a member-based organisation first and there for support of veterans and families. All those that have ever put on a uniform, that have served.
  • We are there for wellbeing, to look after our people, our commitments, it’s all encompassing.
The images that the public have of RSL NSW are clubs and pokies, old people, veterans and ANZAC day, cheap beer, cheap food. The perception that we are Clubs. Does anyone disagree with that perception?

Response: Member agreement

Response: [member quotes]

  • There are so many different ESOs. Issue is you don’t go to RSL NSW because its RSL, wherever you go in Australia it’s a pokie club.
  • How do we position ourselves in Australia and internationally? Service people working internationally are reaching out for our assistance. Back into the country, they are not joining. They don’t want to join clubs and pokies.
  • We were directed to install pokies to generate income, the clubs are still profiting from that and sub-Branches aren’t.
  • I joined the club thinking I’d joined the RSL, until 2 years ago I didn’t realise I wasn’t a member of the RSL there is a complete disconnect between the RSL and the club. This needs to be addressed.
In the 2017 Member Survey, members stated ageing membership as their biggest concern. Why do we want members?

Response: Member agreement

Response: [member quotes]

  • Need to say you are there to provide service.
  • Ask not what your country can do for you, what can I do for my country. Seeding membership, people who can help other veterans, to help those less fortunate than us.
  • We’ve got this the wrong way around, what do new members want from us?
  • People say how do I have young fellas in my sub-Branch. We go to them, I see other ESOs like Soldier On, but I don’t see RSL there. We fund training positions; they can see they can get something if they come to us.
  • Service members, seen as being a part of us. We can smooth transition no matter where we are. Portable membership.
Do we want to be a charity?

Response: Member agreement that we do.

Could RSL DefenceCare be a model that could be expanded?

Response: Member agreement

Response: [member quotes]

  • The geographical issue. Our pension officers are aging and not transitioning well to the qualification requirements. Face to face has its benefits, my only hesitation would be how we manage face to face remotely.
  • We are comfortable that RSL DefenceCare is centrally located in Sydney, we need hubs for geographies. We were happy to pay for paid advocates.
Why do we want to fundraise?

Response: [member quotes]

  • We are doing the work of DVA, people put claims in, we need to advocate.
  • Fundraising is a big bugbear; we need look at what Queensland is are doing.

Board Approved Strategic Themes Plan

 

Timeline Outlining Actions and Status

1. Strategic pillars, focus and actions (member’s initial input)
Status: Complete

 

2. Incorporate RSL NSW Charitable Objects – from the constitution
Status: Pending

 

3. Review Vision – does it fit with Charitable Objects?
Status: Pending

 

4. Incorporate approved strategic pillars and actions into distinct goals
Status: Pending

 

5. Clearly defined and measurable objectives to achieve
Status: Pending

 

6. Clearly describe the outcomes to be achieved by successful implementation of objectives
Status: Pending

7. Develop options on how to organise RSL NSW to implement the objectives
Status: Pending

 

8. Seek board agreement for face to face membership consultation on Draft Plan including options for implementation.

Detail of actions to achieve objectives
Set progress measures and reporting
Agree budget to implement

Status: Pending by December

 

9. Finalise the Plan
Status: Pending

 

10. Submit to the board for approval by June 2020 (noting State-Wide) consultation process
Status: Pending

 

11. Commence implementation FY 20/21
Status: Pending