Understanding members’ needs: Strategic Initiatives Inc.
By Cathy Whitehead McIntyre
Since January, I have had the distinct pleasure of working with the BCEEA to help the Association gain a deeper understanding of the needs of both current and prospective members, and to develop a brand strategy and a strategic marketing plan to relaunch the Association. When I first met David Day and the dedicated volunteer Directors on the BCEEA Board, I was struck by their wholehearted determination and commitment to do whatever possible to best serve excluded employees in BC’s public service. I was also impressed by the professionalism and the pride shown by the many “excludeds” I met during the project, who gave willingly of their time, insights and opinions to help define the future direction of the BCEEA.
I facilitated several planning sessions with the Board, conducted several enlightening focus groups among members and non-members of the BCEEA (both online and in traditional face-to-face formats), and met with key stakeholders both in and outside government, to ask them what they saw as the role and mandate of a newly reconstituted BCEEA, as well as what services they believed the Association was best positioned to provide to its membership. Although in some cases their opinions differed, to a person they were unanimous in saying that they believed there was an important role for the Association to play in serving excluded people. They also, without exception, wished the BCEEA well as it worked to reposition and re-launch itself.
During our consultations with members, non-members and other stakeholders, we heard loudly and clearly that excluded employees across the province want the BCEEA to continue to advocate on their behalf, but that they want more from the Association than just advocacy. We heard that they saw real value in being members of a professional association that could support excluded employees in BC’s public service by providing valuable information, experiences and advocacy to help them continue to learn and grow in their profession. We also heard that excluded employees are proud of the profession of management in the public service, and they want the BCEEA to help communicate and reinforce that pride. In short, they said, they want a real resource – a professional association that will address the unique challenges and needs of excluded employees, and help them achieve career success. This is what the BCEEA will endeavour to provide to its members.
The end result of our efforts and those of Trapeze Communications, who took the brand strategy and strategic marketing plan and brought them to life with a new logo, tag line and a range of communication materials for the BCEEA, will be unveiled in November. I know I speak for all those who were part of the re-launch team when I say we are looking forward with great anticipation to finally going public with the BCEEA’s new look and attitude.
There are many exciting opportunities ahead for excluded employees in BC’s public service, and for the BCEEA. It is our hope that all of the work that went into redefining the BCEEA will both provide the impetus for current members to become re-engaged with the Association, and will encourage non-members to take another look at becoming involved.
It has been a real pleasure to work with the staff and Board of the BCEEA, and with Trapeze, to rebrand the Association and develop the strategic marketing plan to move forward. As we celebrate the re-launch of the Association, I extend congratulations and best wishes for the future. I am proud to be able to say that I have played a small part in the introduction of the new BCEEA brand.
Cathy Whitehead McIntyre
Principal
Strategic Initiatives Inc.
