RSL Queensland Annual Report 2020

23 RSL Queensland Annual Report | 2020 "Not only have we continued to operate [during the pandemic], but we’ve also shown growth and we’ve shown incredible strength as we continue to progress towards our Strategic Plan." ROBERT SKODA Interim CEO, RSL Queensland 2020 Progress 2020 was our first full year of operating under our new Strategic Plan. This year we completed three significant organisational design changes to ensure we are structured in the best way to support the delivery of the strategic goals: • a Strategy Team was formed to drive forward the work under the strategy • an Enterprise Project Management Office (EPMO) was established to centralise project management functions • the Membership & Network Team was formed to actively demonstrate our commitment to supporting our Sub Branches. Despite the challenges we faced due to the pandemic throughout the year, we reached milestones and achieved results that have laid a strong foundation for our strategic work. In 2020, we achieved the following in line with our strategic goals: INFLUENCE • Began to reset relationships and provide foundational support to Sub Branches. We met with 30 Sub Branches in 2020 (and more in 2021) through our Sub Branch Discovery Project to gain insights and identify opportunities, helping us to build trust back into the Sub Branch network through tactical network opportunities. • Further developed relationships with Government, Defence, other state RSL bodies and other ESOs, and gained national recognition by winning the Prime Minister ’s Veterans’ Employment Awards for Excellence in Supporting Spouse Employment. SUSTAINABILITY • Grew our Art Union by executing super-size games, operationalising marketing automation, scaling new channels, and developing a new game. • Developed and approved the Investment Strategy and formed an Investment Committee. RELEVANCE • Reimagined a new membership structure, with the new Membership Model being put to a vote at the 2021 AGM. • Developed and executed our brand strategy, with work in the first phase completed. • Evaluated our service design and expansion in line with quality of life outcomes, including supporting the implementation of the Mates4Mates Darwin Veteran Wellbeing Centre, through a $5.4 million Department of Veterans’ Affairs grant. • Developed and tested prototype service hubs, with initial site identification work underway for the Brisbane North Services Hub. • Developed a data strategy to support the delivery of contemporary and scalable services, including enhancements to the General Intake & Assessment (GIA). Looking Ahead In 2021, we will focus our efforts on: • growing our membership by completing our Sub Branch Discovery Project, rolling out our new Membership Model and Member Value Proposition (if approved by members), and implementing our Sub Branch support suite of tools. • expanding our service delivery to support the Australian veteran community by completing our Veteran Services Strategy, opening the Brisbane North Services Hub and rolling out new services. • launching our new Art Union lottery product, and growing our VIP customer base to further enhance the sustainability of our organisation. • establishing a government relations function to strengthen our influence and work towards becoming the veteran peak body. • continuing our cultural transformation, so that we maintain a strong and committed workforce. RSL Queensland Strategic Plan 2020 Progress