services corporate communications, marketing and … · 2019-07-09 · the cfmws corporate...

ICFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021

Welfare moralS E R V I C E S

C F

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S E R V I C E S

et Morale & Bien-être

2018 - 20212018 - 20212018 - 2021

CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY



The CFMWS Corporate Communications, Marketing and Stakeholder Relations Strategy was expressly written to support and complement CFMWS’ Strategy 2017-2020.

As CFMWS matures into a robust social enterprise business model and more clearly defines its strategic priorities, it is an opportune time to activate the organization’s first Corporate Communications, Marketing and Stakeholder Relations Strategy.

The opportunities that lie ahead for a cohesive member-centric approach to communications, marketing and stakeholder relations are rich and full of possibilities. CFMWS employees are a critical part of this activation, both nationally and locally, as are local Chain of Command and our third party service delivery partners, Military Family Resource Centres.

The 2017-2020 Strategy is focused on solidifying and laying the foundation at the national level in order to set the stage for the next phase that will include the development and implementation of the support and tools necessary for CFMWS Base/Wing/Unit communications and marketing activities.

Only together and through concerted effort and collaboration, can we achieve our vision and mission.

“Coming together is a beginning, staying together is progress, and working together is success.”

- Henry Ford

PREFACE

IIICFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021

IV CFMWS. SEAMLESS SERVICE EXCELLENCE

Executive Summary ......................................................................................................................... 1 Introduction ................................................................................................................................... 13 About CFMWS .............................................................................................................................. 15 Environmental Analysis .................................................................................................................. 21 Communications Situational Analysis ............................................................................................ 25

CONTENT

VCFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021

CFMWS Audiences and Stakeholders ........................................................................................... 31 Strategy Priorities .......................................................................................................................... 33 The Next 18 Months ...................................................................................................................... 57 Measuring Success ........................................................................................................................ 61 Key Messages ................................................................................................................................ 63

Canadian Forces Morale and Welfare Services (CFMWS) contributes directly and indirectly to the operational readiness and effectiveness of the Canadian Armed Forces (CAF), ensuring that CAF members and their families have seamless access to morale and welfare programs, services and facilities regardless of where they serve.

CFMWS takes great care and pride in the delivery of high caliber programs and services that help mitigate some of the unwelcome consequences of military life that may otherwise disadvantage CAF members and their families in comparison to other Canadians. While not every service is available to every community member, there is something for everyone.

EXECUTIVE SUMMARY

Throughout this communications and marketing strategy, members are often also referred to as customers. This has been done intentionally to remind the organization that its members are also its

customers, as such they often have choices as to where they acquire their services and products. The use of the wording “customer” is meant for internal working purposes, and this reference will not be used

when addressing our CAF members, Veterans and their families.

2CFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021

3 CFMWS. SEAMLESS SERVICE EXCELLENCE

The community that CFMWS serves is broad and complex, comprised of members of all demographics, from multiple generations, at various life stages, with different needs and expectations. As an organization, we need to understand that our members (customers) have changed – forever, and so have our employees.

Technology is revolutionizing the way people (our members) find, choose and pay for goods and services. It is changing the way people engage with one another – consumers increasingly do not hesitate to use social media platforms to express their dissatisfaction or their pleasure with the service or product they receive. This ever-changing world of technology is creating new challenges and opportunities for the members we serve. They are looking for immediate informed responses, instant gratification and satisfaction, and a positive experience. This is putting pressure on our organization to respond faster, be more knowledgeable and anticipate the needs, wants, desires and motivations of our members (customers) and stakeholders.


CFMWS’ continued relevance and growth hinges on the members we serve and their increased use of the programs, services and products we provide and the value they place on those services.

The Canadian Forces Morale and Welfare Services Corporate Communications, Marketing and Stakeholder Relations Strategy sets

out an integrated approach to how the organization will communicate internally and externally, leveraging the talent that exists throughout the organization, both nationally and

locally, to nurture and support our desire for a member (customer) centric organizational approach.

The Strategy has been developed to support and complement CFMWS’ Strategy 2017-2020’s three strategic priorities — service excellence, seamless experience and covenant of service.

In the Canadian Forces Morale and Welfare Services Corporate Communications, Marketing and Stakeholder Relations Strategy, six key strategic priorities have been identified for implementation over the next four years, from 2018 through 2021. These priorities will help influence a significant cultural shift throughout the organization that enables collaboration to achieve a member-centric focus.


1. MEMBER-CENTRIC CFMWS is committed to ensuring that CAF members (Regular Force, Reserve Force, Veterans and their families) have access to a reasonable level of morale and welfare programs, services and facilities regardless of where they serve. While not every service is available to every community member, there is something for everyone. CFMWS recognizes that the common denominator between product and service delivery and increased use/revenues is our member. Our organization’s continued relevance and growth hinges on the members we serve and their increased use and value of the products, services and programs we provide. CFMWS will shift its focus from being program, service and product centric to member-centric. By being member-centric, CFMWS will create products, services, processes, policies and a culture focused on having its members achieve a great experience with every single interaction. Anticipating the needs of our members becomes a critical component of this approach.

“Service excellence: CFMWS will deliver

service value to the CAF, Veterans and their families,

focused on achieving our community member needs

to the highest standards in the world.”

CFMWS Strategy 2017-2020


2. INTERNAL COMMUNICATIONS CFMWS employees are the organization’s most valuable assets. It is through our people that our services and programs are delivered. Our employees are our ambassadors in the field working directly and indirectly with our members. We understand that our employees want to feel valued, listened to and part of the team. Moving forward the organization will develop and implement an annual internal communications plan to ensure that our employees are engaged, informed, and receive timely, frequent organizational information through appropriate channels. Our employees will be provided with the tools and information to do their jobs effectively in order to create a positive member-centric experience. Internal communications will also be embedded in all communications and marketing plans to ensure that our ambassadors are equipped with the right information to respond and communicate with members.

CFMWS understands that clearly communicated goals, well-trained and informed staff will significantly improve a

member’s experience and strengthen our brand promise.


3. CENTRALIZED STRUCTURE - CORPORATE COMMUNICATIONS MARKETING AND STAKEHOLDER RELATIONS

Customers (our members) have come to expect excellent customer service from any organization they engage with.

Today, customers are no longer solely focused on quality and cost but are basing their decisions on their entire experience. The “Customer Experience” is about providing a consistent, useful, usable, and enjoyable experience to every customer, on every device, across every touchpoint.

This will require CFMWS to break down its silos in order to ensure the customer (member) experience is seamless and positive across all divisions and touchpoints, presenting a single view of the organization to our members. In order to be distinct and to ensure that our voice is heard in today’s noisy and hectic world, we need to develop a much more disciplined and strategic approach to all of our communications and marketing efforts.


We have unintentionally created an environment where we are competing with one another for our members’ attention. Multiple websites, social media and email promotions are creating confusion for our members and competition for their attention. Increased collaboration will maximize opportunities to share more relevant and comprehensive information based on the members’ needs and interests. We will adopt professional communications marketing principles and techniques that are informed and driven by data and analytics. To achieve this objective, the communications and marketing function will be centralized under Corporate Communications, Marketing and Stakeholder Relations with teams physically residing in the locations best suited for collaboration with the divisions.

4. ANNUAL CORPORATE COMMUNICATIONS PLANNING Corporate Communications, Marketing and Stakeholder Relations will produce an annual CFMWS Communications Plan based on divisional priorities developed during the business planning cycle. Annual Divisional Communications Plans will contain tactical plans for programs, services, events and media/public relations activities.

5. CFMWS BRANDING CFMWS has rebranded itself frequently over the course of its existence. We will reconsider the use of the word “welfare”. Originally welfare meant the state or condition of how well one was doing, of one’s happiness, good fortune or prosperity. However, in the early 1900s, changes in the relationship between individuals and the state caused an extension of the meaning to include an organized effort to maintain the members of a community in a state of well-being, both physical and economic.


One reason for this new usage was that older terms, particularly charity, had too many unacceptable overtones relating to recipients’ loss of self-respect and dignity in accepting help. Welfare was useful in expressing similar ideas but without the historical baggage of associations. Today, welfare is defined in the dictionary as a: aid in the form of money or necessities for those in need and b: an agency or program through which such aid is distributed. As we move forward we will consider modernizing the name, replacing welfare with the word wellness which more accurately reflects the services and programs we offer.

Therefore, CFMWS’ branding strategy moving forward will adopt a “family” or community branding architecture where CFMWS is the parent brand. The focus will be on elevating the awareness and stature of the organization in its entirety, ensuring the members (customers) and our clients (CAF/DND) recognize the value of CFMWS in delivering a wide range of seamless services that contribute to “People First – Mission Always.” Elevating awareness of CFMWS as an entity that provides the seamless services to support members’ physical, social, financial and mental health and creating a “one-stop-shop” approach will improve the member (customer) experience. This will ensure that CFMWS is seen as a unified organization and the morale and wellness service provider of choice for the military community. Commercial brands, CANEX and SISIP, will continue to use their own branding and logos while indicating that they are a division of CFMWS. Personnel Support Programs (PSP) and Military Family Services (MFS) will use the CFMWS/PSP or CFMWS/MFS logo with CFMWS taking precedence.

CFMWS’ brand promise “Seamless

service excellence”


6. HARNESSING TECHNOLOGY – DIGITAL FIRST Corporate Communications, Marketing and Stakeholder Relations will implement a “digital first” approach working closely with IS Division, and informed by CFMWS divisions, to implement technology solutions that enable the organization to engage in a seamless, more effective manner with internal and external stakeholders and audiences. Member experience is a priority that ensures CFMWS remains a member-centric organization. Factors for consideration are; cost, ease of implementation (effort), and cost benefit analysis (human resource savings/costs, scalability and impact assessment measurability).

Communications is an essential part of life.

Technology has historically had a strong impact on the way society communicates – this has never been truer than it is today. Technology is revolutionizing the way people find, choose and pay for goods and services. It is also revolutionizing the way people engage with one another.

The internet, smart phones and social media have provided people with the tools to not only keep in touch and engage with one another but to express their feelings

and opinions to a broader audience.

It has also provided them with the opportunity to transact purchases, book appointments, manage their home security, do their banking and keep in touch with family and friends remotely, seamlessly and effortlessly across geographic boundaries and time zones.

INTRODUCTION


With this ever-evolving world of technology comes challenges and opportunities. Expectations for immediate response, instant gratification and satisfaction put pressure on organizations to respond faster and to anticipate the needs, wants, desires and motivations of their stakeholders and members (customers).

As an organization that serves a broad community comprised of Canadian Armed Forces Regular and Reserve Force members, Veterans, and families, along with the extended defence team, National Defence civilians, RCMP, Staff of the Non Public Funds, Canadian Forces Morale and Welfare Services needs to understand that our members (customers) have changed – forever. And so have our employees.

This Canadian Forces Morale and Welfare Services Corporate Communications, Marketing and Stakeholder Relations Strategy is an integrated approach to how the organization will communicate internally and externally, while leveraging the talent that exists throughout the organization to nurture and support a member (customer) centric organizational approach.

Effective communication is vital to the success of any organization as it strives to reach its strategic priorities and goals. The Canadian Forces Morale and Welfare Services Corporate Communications, Marketing and Stakeholder Relations Strategy will support and complement CFMWS Strategy 2017-2020’s three strategic priorities — service excellence, seamless experience and covenant of service.

ABOUT CFMWS CFMWS Vision

By 2020, double the reach to our “one community, one million strong” and be their best choice for morale and welfare programs and services.

CFMWS Mission

To contribute directly to the Forces’ philosophy “people first, mission always” through the provision of a full range of fitness, sports and recreation; family and charitable support; retail and personal financial services that enable our members to focus on operational effectiveness and better tackle the unique challenges of military life.

CFMWS’ Brand Promise

Providing CAF members, military families and Veterans with seamless service excellence.


BACKGROUND AND CONTEXT

In 1996, the Canadian Forces and the Department of National Defence launched the provision of Personnel Support Programs (PSP) through a Non-Public Property (NPP) delivery model. Prior to the unification of the Canadian Armed Forces (CAF), virtually all NPP activities were controlled and managed at the local base level. The idea of a common system of NPP control and administration was recommended 30 years’ prior, back in 1966, in a study conducted by Rear Admiral C.J. Dillon. These defining actions were pivotal in the creation of our present organization, Canadian Forces Morale and Welfare Services.

By merging Personnel Support Programs’ services with those offered by CANEX, SISIP and NPP administration, the Canadian Forces Personnel Support Agency (CFPSA), the precursor to today’s Canadian Forces Morale and Welfare Services (CFMWS), was created. Later, Military Family Services was added to CFMWS’ structure to become a unified organization and the service provider of choice for the military community.

While the organization has changed its name and frequently rebranded over the course of the past 20 years, the one constant has been the significant role it has played in contributing both directly and indirectly to the operational readiness and effectiveness of the Canadian Armed Forces. Morale and Welfare programs help mitigate some of the unwelcome consequences of military life that may otherwise disadvantage CAF members and their families in comparison to other Canadians.

CFMWS takes great care and great pride in the delivery of high-calibre services and programs. CFMWS is committed to ensuring that CAF members and their families have access to a reasonable level of morale and welfare programs, services and facilities regardless of where they serve.

While not every service is available to every community member, there is something for everyone.



CFMWS is an effective force multiplier, operating under a complex framework that demands the integration of Public and Non-Public Property (NPP) resources to create a seamless morale and welfare services delivery stream. CFMWS receives Public funds as the Alternative Service Delivery (ASD) provider for fitness, sports, messes, deployment support and health promotion. Using a social enterprise model, CFMWS generates revenue (non-public funds) from the sale of goods and services through CANEX, SISIP Financial, CAF community member participation in recreation programs and leisure activities (i.e. golf courses, marinas, etc.), and reinvests them in the programs and services as well as in local base funds for the benefit of base activities and their members. CFMWS also manages Support Our Troops on behalf of the CAF, raising funds to support programs that care for the ill and injured and contribute to empowering family resiliency.

CFMWS currently employs approximately 4,425 people on bases, wings, units, and at headquarters in Ottawa.

In partnership with bases, wings, and units, the organization ensures that our members (customers), the CAF Regular and Reserve Force members, Veterans, military families,

RCMP personnel and members of the Defence Team receive the morale and welfare programs, services, and activities they deserve, no matter where they are located.


CFMWS STRATEGY 2017-2020Continuous improvement is a principal goal of CFMWS. Building on what the organization achieved in its first strategy from 2012-2017, CFMWS Strategy 2017-2020 will shape and coordinate the activities that are undertaken through to 2020, and will adapt and improve the ability to deliver morale and welfare programs and services to an expanding and ever changing community of one million strong.

Strategy 2017-2020 situates the three-year plan of action within a 10-year horizon to ensure that the organization is properly oriented to both current and emerging circumstances that shape the morale and welfare needs of our community. It is clear that the conditions in which we operate have changed sufficiently to warrant a fundamental review and engagement with our stakeholders to confirm that we understand what our community’s needs are and know how to meet them.

The CFMWS Strategy 2017-2020 has three overarching strategic priorities:

Service Excellence: CFMWS will deliver service value to the CAF, Veterans and their families, focused on fulfilling our members’ needs to the highest standards;

Seamless Experience: for community members and staff in all facets of our operations; and

Covenant Of Service: stewardship of NPP assets, viable social enterprise, and long-term sustainability of service.

ENVIRONMENTAL ANALYSIS


SOCIETAL:

The ever-evolving face of our CAF members – Regular and Reserve Force members will become younger as more millennials enter the ranks and boomers retire.

In 2017, 55% of the Regular and Reserve Force members were millennials between the ages of 25-34.

By 2025, it is predicted that 75 percent of the global workforce will be made up of people born between 1982 and 1993. Many articles and research papers have been written in the United States, examining the compatibility of millennials with the military culture. Millennial characteristics include: globally concerned; realistic and cyber literate. They value diversity and change, they want work that is meaningful and will likely change careers at least 4-5 times over the course of their working life. They are influenced by expanding technology, natural disasters and diversity. Wellness is a daily, active pursuit.

To be successful, CFMWS will need to adjust the manner in which it communicates with millennial and gen Z members. This will also apply to how it communicates with its employees, 43% of whom are millennials.


ECONOMIC:

After growing rapidly in 2017, Canada’s economy is expected to slow to 1.9% — a pace that is closer to potential, which is estimated at 1.6%. The year 2018 will mark a shift in the drivers of economic activity, with the Canadian consumer sector likely to pull back after spending strongly last year. Business investment and government outlays conversely are forecast to make bigger contributions.

Consumer spending grew 3.5% in 2017, the fastest pace of increase since 2010.

Rising interest rates will take a toll on the highly indebted household sector in 2018, but the softening should be limited by support from a healthy labour market and rising wages. Unemployment is at an all-time low. Employees are experiencing an increase in minimum wage in some provinces, and enhancements to CPP are on the horizon for 2019.

Staff of the Non-Public Funds, CF will see changes to their pension plan in 2019 just as changes to CPP contribution rates come into effect.


POLICY:

On June 7th, 2017, the Government of Canada released Canada’s new defence policy Strong, Secure, Engaged, with people at its core. It places an unprecedented focus on our women and men in uniform by ensuring that they and their families are well-supported and resilient – physically, psychologically and socially.

CFMWS has a key role to play in the delivery of physical, psychological, social and financial well-being of our men and women in uniform, their families and those who have retired.

TECHNOLOGICAL:

Technology has played a significant role in changing our society permanently. It has changed how we bank, our education system, agriculture, the entertainment world and how we shop. While technology has allowed us to connect when we want, with whom we want, whenever we want, it has also made it more difficult to have our message heard. While our members have access to more information and “tools” for getting the job done, there is increased competition for their attention in a world that is becoming “noisier” and more distracting.

COMMUNICATIONS SITUATIONAL ANALYSIS


According to the recent Evaluation of the Canadian Forces Morale and Welfare Services Program by ADM(RS) (Dec. 2017):

“Clients expressed a high level of name recognition of individual CFMWS programs, activities and services, they also expressed a lack of understanding of program details. Service providers and

program managers expressed concerns regarding the program’s ability to reach targeted beneficiaries.

Of those who expressed awareness of morale and welfare programs, overall utilization is moderate, but for those using the programs, satisfaction levels are generally high although

satisfaction is tempered by the deteriorating condition of infrastructure.

Communication challenges are impacting the awareness and usage of the CFMWS program.”


CFMWS has historically communicated with its members (customers) based on divisional programs, services or products using a shotgun approach without an overarching communications strategy. Communicating with families has presented challenges given that, historically, the CAF has required that the member agree that his/her family may receive communication directly. Additionally, the challenges are compounded by the expectation that the member will share the information readily with their loved ones. As is the case with the general population, using an intermediary for disseminating information has typically proven to be ineffective.

In the absence of a national corporate communications strategy, divisions have had to develop their own communications approach and resource them where possible. This has resulted in divisions, programs and

services inadvertently competing with one another for our members’ attention and, with divisions having various levels of organizational resources to put towards communication efforts.

Working in isolation of one another has resulted in inconsistent messaging which can be confusing to our members, our stakeholders and our employees.

Together, these factors have contributed to our program centric approach to communicating with our members (customers) over the years, with little regard for their potential interest in other services and programs. For example, in 2017, CFMWS divisions frequently sent more than 30 forms of communication collectively to the same members, inundating their inboxes with “more noise” in an already cluttered and noisy environment.


“Communications from CFMWS are like snowflakes – they all look the same but are slightly different

and they come flying at you.” Base/Wing/Unit Commander


CFMWS programs, services and commodities serve a very broad community comprised of unique audience segments with their own personalities and profiles. Regular Force members are different from Reserve Force members. Military family members are different from Regular Force members and Reserve Force members, and Veterans and their families also have very different personalities and profiles. The communications channels for reaching these audience segments requires research and planning in order to achieve success. Equally important is ensuring that we use the appropriate style, tone and voice for the appropriate audience.

Currently, CFMWS uses a mix of government tone and style, mixed with military and sometimes commercial. There is no consistency of message, tone, style and voice in CFMWS communications and marketing vehicles.

Social media is largely conducted using a corporate/program “push” approach rather than a discussion and community engagement approach. Content is often drafted by program managers rather than by those well-versed in social media.


The tone, style and voice are usually very corporate or formal in nature. Social media, for the most, part is being executed without a long-term plan or strategy. There is very little understanding of how algorithms work or have changed within social media. And, as a result, our social media teams’ efforts are unintentionally moving us further and further into anonymity.

Divisions and even programs within divisions are using a variety of different software applications to distribute email campaigns. Consequently, there is no opportunity to share data, there is no awareness of when campaigns are going out and to which audience. Perhaps most importantly, while the divisions may have a “blacklist” of members who have chosen to unsubscribe, there is no mechanism to share this data and ensure that CFMWS and all of its promotions and communications are compliant with Canada’s Anti-Spam Legislation.

The challenge to refocus and retool our communications, marketing and stakeholder relations’ function represents a significant organizational effort. That said, it will no doubt yield countless positive changes and a cultural shift including the ability to be more deliberate and focused in our interactions with our members (customers) which will, in turn, ensure that we remain the provider of choice for morale and welfare services for the Defence community.

CFMWS AUDIENCES AND STAKEHOLDERS

Words matter – there are important differences between

audiences and stakeholders.


Morale and welfare programs are a chain of command responsibility, and CFMWS takes great care and great pride in the delivery of high caliber services and programs. The organization’s primary stakeholders/audience are its members – the CAF community and military family members it serves. This complex community is comprised of Regular Force members, Reserve members, Veterans and military families. CFMWS is committed to ensuring that CAF members and their families have access to a reasonable level of morale and welfare programs, services and products regardless of where they serve. While not every service is available to every community member, there is something for everyone.

Audiences receive messages and information. They rarely influence the outcome or the action. They may express their pleasure, displeasure or apathy, but it may not change the outcome. Audiences and segments of those audiences are identified primarily in marketing and communications plans. They are the recipients of CFMWS’ campaigns and information.

Stakeholders, on the other hand, can influence the outcome. Stakeholders typically have an interest or a “stake” in the success of a program, service or product. Stakeholder relations plans are developed to complement communications plans as they include engagement strategies.

CFMWS’ primary internal stakeholders are its employees. By recognizing and acknowledging that employees are stakeholders, CFMWS is acknowledging the tremendous influence that its employees have in the success of the organization.

The most successful organizations and businesses have recognized that their employees are no longer simply employees – people hired to work for wages or a salary. They have come to understand that employees are their primary internal stakeholders and their greatest asset. Employees have the greatest influence over the customer experience; they can influence decision making and are vital to creating brand loyalty.

1. CFMWS – A MEMBER-CENTRIC ORGANIZATION Throughout this communications and marketing strategy, members are often also referred to as customers. This has been done intentionally to remind the organization that its members are also its customers, as such customers often have choices as to where they acquire their services and products.

The use of the wording “customer” is meant for internal working purposes and this reference

will not be used when addressing our CAF members, Veterans and their families.

CFMWS is committed to ensuring that CAF members and their families have access to a reasonable level of morale and welfare programs, services and facilities regardless of where they serve. While not every service is available to every community member, there is something for everyone. CFMWS recognizes that the common denominator between product and service delivery and increased use/revenues is our member. Our organization’s continued relevance and growth hinges on the members we serve and their increased use and value of the products, services and programs we provide.

STRATEGY PRIORITIES


CFMWS’ intent and primary goal of its marketing strategy is to identify and meet the needs of the member/customer.

Ensuring its members (customers) have a great experience and are satisfied with the products or services they receive increases the long-term goal of repeat business and loyalty. Loyal, satisfied members become an organization’s greatest advocates.

In support of achieving our mission, vision and, the first priority as set out in the CFMWS Strategy 2017-2020 “Service excellence: CFMWS will deliver service value to the CAF, Veterans and their families, focused on achieving our community member needs to the highest standards in the world.” CFMWS will shift its focus from being program, service and product centric to member-centric. By being member-centric, CFMWS will create products, services, processes, policies and a culture that are designed to support members with a great experience. The organization will anticipate the needs of its members and excel at customer service.


The following model clearly demonstrates the difference between program centric and member-centric and illustrates where we need to go as an organization to become member-centric: CFMWS Goals: (These goals are Organizational Goals)

» Create and deliver real value to our members

» Create positive experiences for our members

» Address members’ motivations and desires

» Educate and support employees to embrace their roles as member/customer service agents of the organization

» Reward members in meaningful ways for their engagement with the organization


1.1 Corporate Communications, Marketing and Stakeholder Relations Member-centric Goal:

» Communications and marketing will be personalized and driven by audience and member insights

1.2 Corporate Communications, Marketing and Stakeholder Relations Member-centric Objectives:

» Tailor content to the audience driven by audience/member insights

» Improve the digital user experience driven by audience/member insights and beta testing

» Centralize member customer service to streamline and improve CFOne and CF Appreciation member engagement

1.3 Measurable Outcomes:

In order to set measurable outcomes, Corporate Communications, Marketing and Stakeholder Relations will work with the divisions to establish benchmark data based on 2017 and 2018 member driven data from website interaction, social media, campaigns and CFMWS NANOS 2018 member survey and 2017 Community Needs Assessment survey.

All communications, marketing and stakeholder relations plans moving forward will identify measurable outcomes based on the established benchmarks.


2. INTERNAL COMMUNICATIONS CFMWS employees are the organization’s most valuable assets and primary internal stakeholders. It is through our people that our services and programs are delivered. By recognizing and acknowledging that employees are stakeholders, CFMWS is acknowledging the tremendous influence that its employees have in the success of the organization. Employees have the greatest influence over the customer experience, they can influence decision making and are vital to creating brand loyalty. As key stakeholders, the organization understands that employees want to feel valued, listened to and part of the team. Employee or internal stakeholder communication has evolved in successful organizations from being seen as the sole responsibility of Corporate Communications and HR to being firmly tied to corporate strategies and business objectives. Internal communications strategies have evolved to include stakeholder engagement strategies. As a result, employee communications has evolved from a state of sharing information to one of helping people understand how their work influences the success of the organization. CFMWS understands that clearly communicated goals, as well as well-trained and informed

staff can significantly improve a member’s experience and strengthen our brand promise.


Technology, namely the internet and social media, has forever changed the way we write, speak and receive information. A long detailed memo from the CEO or executive will often be ignored or forgotten. Today, employees in contemporary organizations expect fast, direct and informal communications – every day, around the clock. To ensure the organization captures their attention we will need to communicate in a way that is relevant to them. Internal communication and engagement is key to effective external communications and brand positioning. The two cannot live separately from one another. Every employee is a brand ambassador. Moving forward CFMWS will develop and implement an annual internal communications plan to ensure that our employees are engaged and informed, and receive timely, frequent organizational information through appropriate channels. Our employees will be provided with the tools and information to do their jobs effectively in order to create a positive member-centric experience. Internal communications will also be imbedded in all communications and marketing plans to ensure that our key stakeholders and ambassadors are equipped with the right information to respond and communicate with members.


2.1 Internal communications goal:

» Support and foster a more informed, connected and engaged workforce to drive a positive member-centric experience

2.2 Objectives:

» Optimize timing and targeting of communications – streamline corporate and operational communications and deliver internal communications at the right time to the right audience

» Tailor internal communications to audience preferences – optimize content and delivery to the preferences of employees (language and channel)

» Implement feedback loops and systems to ensure employee insights and knowledge is maximized

» Prioritize and filter messages to reduce information overload – provide direction on and use of communications vehicles depending on the message type and urgency

» Provide tools and information for employees to respond to member inquiries or refer members to a single point of contact for further information

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2.3 Measurable Outcomes: In order to set measurable outcomes, Corporate Communications, Marketing and Stakeholder Relations will work with Human Resources to set benchmark data based on the 2017 Employee Engagement Survey. Key metrics will also be determined based on the outcome of the Internal Communications Audit findings, which will be conducted in 2018.

• Reach: how many employees are we reaching (delivered and open rate communications)

• Engagement: How many employees are actually engaging with our content or activities (Click through rates, likes, shares, comments, questions)

• Behaviours: What are employees doing differently (divisional reporting)

• Impact: On performance, productivity, employee engagement scores, lower absenteeism.

CFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021


As with many organizations, governmental departments and agencies, communications (and marketing) has historically been seen as a support service focused on the production of communications/marketing products at the direction/discretion of the division or unit. Today, the mobility, speed and accessibility of news and information has transformed the way we communicate. Successful organizations have recognized the need for communications to be strategic, consistent and effective across all divisions. A recent report released by the University of Concordia, Luc Beauregard Centre of Excellence in Communications Research, indicates that most CEOs see corporate communications as a critical, strategic function within their businesses (i.e. key to implementing business plans, mitigating risk and promoting the corporate brand). This is having a dramatic impact on how organizations transform the way they communicate and meet their customers and their employees’ expectations. In a member-centric organization, communications and marketing need to be strategic and informed by customer/member data and analytics.

Customers (our members) have come to expect excellent customer service from any organization they engage with. Today, customers are no longer solely focused on quality and cost but are basing their decisions on their entire experience. The “Customer Experience” is about providing a consistent, useful, usable, and enjoyable experience to every customer, on every device, across every touchpoint. This will require CFMWS to break down its silos in order to ensure the customer (member) experience is seamless and positive across all divisions and touchpoints, presenting a single view of the organization to our members. Recognizing that local Bases/Wings/Units and Military Family Resource Centres are critical touchpoints for many of our members (customers) at the local level, a concerted effort will be made to foster better stakeholder relations that will result in more seamless and consistent communications with our members. In order to be distinctive and ensure that our voice is heard in today’s noisy and hectic world, CFMWS will need to develop a much more disciplined and strategic approach to all of its communications and marketing efforts.

3. CENTRALIZED STRUCTURE - CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS


Divisions, programs and services will need to stop competing with one another for the members’ attention and start collaborating, finding opportunities to share more relevant and

comprehensive information based on the member’s needs and interests.


To improve the quality, content and cohesion of the organization’s information, CFMWS will adopt professional communications marketing principles and techniques that are informed and driven by data and analytics. To achieve this objective, the communications and marketing function will be centralized nationally under Corporate Communications, Marketing and Stakeholder Relations with teams physically residing in the locations best suited for collaboration with the divisions. This will ensure:

• Better member-centric experience for our members

• Communications and marketing from the lens of the member (customer)

• Communications and marketing by target audience (Regular and Reserve Force members, Veterans, and military families) rather than by product, service or program

• Consistency and alignment of message

• Consistency and appropriateness of communication channel

• Elimination of duplication of efforts

• Elimination of internal/divisional competition for audience attention

• Centralized holistic view of members (data/analytics)

• Improved collaborative culture

• Improved internal communications


Corporate Communications, Marketing and Stakeholder Relations will be comprised of five sections:

• Brand management

• Internal communications

• Corporate identity

• Reputation management

• Crisis communications

• Stakeholder communications and engagement

• Public relations (media relations, issues management)

• Corporate social responsibility communications (Support Our Troops)

• Translation services

• Quality assurance

• Corporate Affairs and Stakeholder Relations

• CAF Community Communications

• Digital Marketing Communications

• Member Customer Service

• Creative Services

Branch Structure, Roles and Responsibilities:

Corporate Affairs and Stakeholder Relations Section

Responsible for informing and persuading our employees, CAF senior leadership, Government of Canada leadership, politicians, corporate partners, donors, the public and media.

Roles and Responsibilities:


CAF Communications Section

Responsible for engaging and connecting with our one million strong community. Will focus communications on four key target audiences – Regular Force, Reserve Force, Veterans, and families of all.

The CAF Communications section is the content team that develops all materials intended for the CAF community and is responsible for telling the corporate story via its divisional chapters. All communications are targeted by audience (Regular Force, Reserve Force, Veterans and families of all.)

Roles and Responsibilities:

• Member/Customer communications

• Digital storytelling


Digital Marketing Communications

Will focus on moving the organization to digital marketing communications including segment and experiential marketing. Responsible for delivering the digital strategy and digital member experience across all channels, continually evolving the web experience driven by analytics. This section will develop and implement a social media strategy that will focus on engaging and participating in the dialogue, rather than pushing “corporate” messages. Target Audience (segmentation) Experiential Teams, comprised of CAF communications and marketing staff, SMEs from across the organization, graphic designers, member customer service reps and digital team members will be responsible for defining what the audience (member) experience needs to be and determine the best channels to market/communicate with the member. These teams will become the custodians/advocates of the defined member audience segments. Working across all divisions, these teams will ensure that information/decision making is happening organizationally with member insights driving the experience. These teams will become a valuable resource for all of the divisions by informing their decision making.


Member Customer Service As an organization, CFMWS needs to understand that the customer (our members are our customers) has changed forever. They have and will continue to have higher expectations. CFMWS has been focused on attracting members through the CFOne membership program with little focus paid to whether the member is actively engaged, aware of and using our services.

We will centralize customer service for the CFOne and CF Appreciation programs to provide a seamless customer experience and ensure that the quality of service is consistent and excellent. The implementation of Enterprise Customer Relationship Management (CRM) will enable the organization to ensure that all touchpoints are captured by the individual member. This will move the organization to the following member/customer desired cycle:

3.1 Centralized Corporate Communications, Marketing and Stakeholder Relations Goals:

; Improve the perception and reputation of CFMWS with stakeholders and members

; Create a seamless digital experience for our members

; Increase CAF member (by audience) awareness and engagement with CFMWS and the programs and services we provide

; Leverage our stories to enhance CFMWS public (Canadian) profile

As an organization, we will shift our focus from attraction to retention implementing a “Win, Service and Retain” approach.

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3.2 Objectives:

» Improved communications tailored to the audience

» Seamless member experience

» Prioritized and shared messages to reduce information overload and provide more valuable information specific to the member

» Members will be provided with the opportunity to tailor their own member experience through digital and print mediums

» Communications will be in a style, tone, and channel that reflects the member first

CFMWS CORPORATE COMMUNICATIONS, MARKETING AND STAKEHOLDER RELATIONS STRATEGY 2018 - 2021


4. ANNUAL CORPORATE COMMUNICATIONS PLANNING Corporate Communications, Marketing and Stakeholder Relations will produce an annual CFMWS Communications Plan based on divisional priorities plans developed during the business planning cycle. Annual divisional communications plans will be developed by Corporate Communications, Marketing and Stakeholder Relations team and will contain tactical plans for programs, services, events and media/public relations activities. Marketing communications messages are either planned or unplanned. CFMWS Corporate Communications, Marketing and Stakeholder Relations will be prepared for both. 4.1 Planned Communications Messages are the basis of the marketing communications strategy with a variety of tools used to deliver the marketing message. Planned message tools include:

• Printed or online advertising

• Marketing collateral such as brochures or annual reports

• Websites and social media

• Sales promotions

• Public relations

• Direct marketing

• POP (Point of Purchase) displays

• Packaging

• Specialty items, such as printed t-shirts and tote bags

• Customer service


4.2 Unplanned Communications Unplanned messages include all other communications: media/news stories, unplanned events and crisis communications.

5. CORPORATE BRANDING The CFMWS Brand: There is an important distinction between a corporate brand and divisional or commercial line brands. The divisional or commercial line brand focuses on the products/services and the customer; marketing activities as a short, long, and tactical function supports these sub-brands for the most part. In contrast, the corporate brand clearly focuses on the whole organization where the CEO has a crucial role and ultimate responsibility for its management. It considers multiple stakeholders as a strategic factor in the organization. A highly complex corporate brand such as CFMWS is more than a name, term, sign, symbol/design or a combination of these elements, intended to identify and differentiate the organization from other organizations or government departments/agencies. More importantly, CFMWS’ brand is about its people, values, services, practices and processes. The corporate brand contributes not only to customer-based images of the organization but to the images formed and held by all stakeholders which include employees, CAF members, CAF senior leadership, government senior leadership, politicians, partners, suppliers, regulators, special interest groups and local communities.


Our corporate branding strategy needs to be a systematically planned and implemented process of creating and maintaining a favorable reputation with external and internal stakeholders. Today, successful companies and organizations are recognizing the need for a strong internal corporate branding strategy in order to break down divisional silos and unite its workforce for the greater good of the customer/member experience. A strong corporate brand has been proven to shape a culture that improves employee engagement, retention and attraction.

Currently, CFMWS has achieved this level of engagement with our employees focused on our individual brands (divisions/commercial entities). While our employee engagement is impressive, this approach has, in some cases, unintentionally fostered a culture of stove piping and competitiveness across divisions or service touchpoints without regard for the customer/member experience. Members are treated as individual customers of programs, services and products rather than customers of an entire suite of programs and services, thereby inadvertently limiting their access to other services they may enjoy.

The corporate CFMWS brand is underpinned by three core elements: our values, our corporate promise and our “behaviour.”

When you take the time to build and manage the organization’s reputation from the inside out, you create an entire workforce acting as ambassadors for our brand.


There are a variety of branding strategies that organizations can choose to implement:

• Corporate branding strategy that highlights the name of the company/organization for all programs/services and products. This is very effective for a packaged goods company, for example Heinz, Heinz ketchup, Heinz mustard, Heinz cream of mushroom soup, who have a variety of different customers for their various products. Heinz brand promise is strong for all consumers – providing comfort through reassuringly simple food. Note, Heinz was purchased by Kraft in 2015. Kraft included the name Heinz in its corporate name and continued to maintain the Heinz brand because of the strength of its brand with its consumers.

• Multiple individual brand strategy highlights the name of the product, such as Proctor and Gamble. This branding strategy is used by companies, usually packaged goods companies, who acquire products/“brands” that are similar and competitive with one another. This strategy enables the parent company to eliminate failed brands and replace them with brands that perform better. This strategy is rarely used for a program or service industry.

• City/Community branding strategy, while similar to corporate branding strategy above, has one significant differentiator, the fact that they own enterprise/commercial entities that compete for customers with other commercial/corporate entities.


Programs and services offered by a City are sub-brands of the City. They have one customer-residential/commercial taxpayers, and a variety of stakeholders they must influence. Employees feel first and foremost, that they work for the City, followed by the department/program or service they offer. From the public’s (customer – resident/business property) perspective, they look to the City to provide the service/program – they have little affinity with which department provides the service, with the exception of Fire and Police. In fact, over the course of the last 10 years, many cities have realigned services internally in order to create efficiencies and renamed departments to better reflect the resident/business property requirements. City enterprise or commercial properties/services (golf courses, cemeteries, theatres, arenas, farmer’s markets, etc.) compete directly with local businesses, receive some or no public funding, and are funded by purchase/rental of services and facility space. For this reason, they maintain their own brand (usually closely aligned through design and colour with the City).

CFMWS branding strategy moving forward will adopt a “family” or community branding architecture where CFMWS is the parent brand.


The focus will be on elevating the awareness and stature of the organization in its entirety, ensuring the members (customers) and our clients (CAF/DND) recognize the value of CFMWS in delivering a wide range of services that contribute to “People First – Mission Always” and helps to achieve one of the primary objectives of Canada’s Defence Policy Strong Secure and Engaged

…“The women and men of the Canadian Armed Forces and the families that support them are at the heart of everything we do. Providing them the training, equipment and care they deserve is the most important

objective of this policy…At the same time, it recognizes the dynamic changes in the social environment and the urgent need to address issues affecting the recruitment, training, retention, health and wellness of Regular and Reserve Force personnel, as well as support to military families. It also acknowledges the

importance of post-military life care and services for all Canadian Armed Forces Veterans.”

Elevating awareness of CFMWS as an entity that provides the services to support members’ physical, social, financial and mental health and creating a “one-stop-shop” approach will improve the member (customer) experience. This will ensure that CFMWS is seen as a unified organization and the morale and wellness service provider of choice for the Canadian military community around the globe. Our branding strategy will underpin CFMWS’ promise to our members – to provide service excellence and a seamless member experience.


“Coming together is a beginning, staying together is progress, and

working together is success.”- Henry Ford


Commercial brands, CANEX and SISIP, will continue to use their logos and branding while indicating that they are a division of CFMWS. Personnel Support Programs (PSP) and Military Family Services (MFS) will use the CFMWS/PSP or CFMWS/MFS logo with CFMWS taking precedence. Corporate templates and a brand standards manual will be developed to support this approach. Replacement of hard materials (clothing, letterhead, etc.) will be done on a replacement basis only in an effort to reduce financial implications of the new brand strategy.

6. HARNESSING NEW TECHNOLOGY

Corporate Communications, Marketing and Stakeholder Relations will implement a “digital first” approach working closely with IS Division, and informed by CFMWS Divisions, to implement technology solutions that enable the organization to engage in a seamless, more effective manner with internal and external stakeholders and audiences. Member experience is a priority that ensures CFMWS remains a member-centric organization. Factors for consideration are: cost, ease of implementation (effort), and cost benefit analysis (human resource savings/costs, scalability and impact assessment measurability)

Tools for consideration:

• integrated internal communications system

• intranet/extranet system

• Corporate campaign automation

• Corporate member data analytics

• Corporate view web analytics

• Corporate view social media analytics

• Intelligent Content Management System that improves member experience and provide ease of use for internal and external stakeholders

THE NEXT 18 MONTHS


1. Implement centralized member service for CFOne and CF Appreciation (2018/2020)

a. Look to expand to other programs and services by 2020/2021

2. Implement simplified CFOne online registration including self-service (2018/2019)

3. Develop and implement an internal communications plan and resourcing to improve employee communications (2018/2020)

a. Develop an annual internal communications plan using communications channels and languages preferences determined by employees (2018/2019)

b. In collaboration with Human Resources, develop and implement new CFMWS employee orientation program that enables employees to embrace their role as a CFMWS brand ambassador working within a division (2019/2020)

c. Develop interactive Employee Intranet site with single sign-on. All tools and resources available locally and remotely. (2018/2020)

d. Include extranet extension for our stakeholders, MFRCs, Base/Wing/Unit Commanders, CFMWS pensioners, other potential stakeholders. (2018/2020)


a. CAFconnection will become a centralized portal for all member engagement including CFMWS Corporate – migrate corporate information over (2018/2019)

b. Relaunch CAFconnection using an audience first approach enabling information and tools to be more readily available (2019/2020)

c. Link SISIP and CF Appreciation to the sites with the intention of embedding their engagement within the site in 2020/2021

d. CANEX will remain a consumer e-commerce website linked to CAFconnection

e. Develop and implement a social media strategy that provides value, listens, interacts and engages with our members, eliminating the “corporate push” approach

f. Work closely with local Bases/Wings/Unit PSP and Military Family Resource Centres to better understand their local and regional stakeholder relationships and communications approaches and challenges in order to develop the tools and support required to align all future efforts towards more seamless communications

4. Improve digital channels to meet the needs of the members – member-centric approach vs. corporate divisional approach


5. Ensure all communications are matched to the audience using the right style, approach, tone and channels for the specific audience using audience/member insights (2018/2021)

a. Create a team dedicated to developing content/materials for specific audiences (team members become experts/advocates for specific audiences)

b. Implement, track and analyze appropriate data analytics tools to enable us to better understand our interactions with our members so that we can serve them better

MEASURING SUCCESS


In order to set measurable outcomes, Corporate Communications, Marketing and Stakeholder Relations will work with the divisions to establish benchmark data based on 2017 and 2018 member driven data from website interaction, social media, campaigns and CFMWS NANOS 2018 member survey, and 2017 Community Needs Assessment survey.

1. Conduct member satisfaction surveys and incorporate feedback loops

2. Review and analyze member participation/engagement data to better understand which programs and services are being used and member/customer service data

Desired outcomes:

1. Members are getting the benefits and outcomes they require

2. Services are delivered within the set expectations

3. Services (where applicable) are cost-competitive

KEY MESSAGES


AUDIENCE & STAKEHOLDERS

COMMUNICATIONS APPROACH

KEY MESSAGES

CFMWS employeesInforming, engaging,

persuading and supporting

• CFMWS employees are passionate about serving those who serve, have served and their families

• CFMWS deliberately recruits former members of the military, family members of all generations, and professionals from the private sector who are dedicated to serving those who serve

• CFMWS employees are key members of the extended Defence Team and have a critical role to play in promoting CFMWS programs and services

• CFMWS employees are brand ambassadors, with each employee having a role to play in delivering excellent customer service through our various service touchpoints

• CFMWS is a unified provider of choice of morale and wellness services for the military community

• CFMWS provides services, programs and products unique to the military lifestyle and career, supporting members’ physical, social, financial and mental health

• CFMWS provides expert advice backed by solid research and training

• Proceeds from CFMWS commercial entities are reinvested in support of the military community at the local level through the Base Fund

INTERNAL STAKEHOLDERS

Primary internal stakeholders: CFMWS employees




KEY MESSAGES

CAF Community Members Regular

Force Reserve Force Veterans Family members of all

Informing, engaging, persuading and

supporting


• CFMWS provides seamless services, programs and products around the globe unique to your lifestyle and career, supporting your physical, social, financial and mental health



• CFMWS manages and operates Support Our Troops, the official charitable cause of the CAF, charged with supporting the ill and injured, and fostering family resiliency

NPP Board Informing, engaging, and supporting

• CFMWS provides seamless, comprehensive morale and wellness services for the Canadian military community around the globe that enable our serving members to focus on operational effectiveness and better tackle the unique challenges of military life


• CFMWS is agile and responsive and provides excellent, cost effective services and programs

• CFMWS is a not-for-profit enterprise that provides excellent value for money through a social enterprise model and has the operational flexibility to deliver on other CAF/departmental priorities






KEY MESSAGES

CAF Senior Leadership

Informing, engaging, persuading

• CFMWS is responsible for administering Non-Public Property on behalf of the Chief of the Defence Staff and for delivering public morale and welfare programs, services, and activities to eligible members and their families on behalf of the Chief of Military Personnel

• Working under the authority of the Defence Minister, CFMWS is a trusted partner in the defence enterprise, expending public funds in a blended approach that creates real value for the CAF Community

• CFMWS provides seamless, comprehensive morale and wellness services for the Canadian military community around the globe that enable our serving members to focus on operational effectiveness and better tackle the unique challenges of military life

• CFMWS is a unified provider of choice of morale and wellness services for the military community that contributes to operational effectiveness



• CFMWS provides professional advice informed by solid research and training



EXTERNAL STAKEHOLDERS




KEY MESSAGES

DND Leadership

Informing, engaging, persuading and

supporting



• CFMWS provides seamless, comprehensive morale and wellness services for the Canadian military community around the globe that enables our serving members to focus on operational effectiveness and better tackle the unique challenges of military life









KEY MESSAGES

DND PAOs Informing, engaging, supporting











KEY MESSAGES

Base/Wing/Unit Commanders

Informing, engaging, persuading, enabling,

supporting



• The CEO of CFMWS, as the Managing Director NPP, is responsible directly to the CDS for the administration and management of local NPP programs, events, activities and committees which are overseen and authorized by Base/Wing/Unit Commanders. Base / Wing Commanders and Commanding Officers are required to submit an annual letter of financial management attestation to DGMWS to ensure that the mandate is respected and governed accordingly for the benefit of our current and former CAF members and their families




• CFMWS employees are key members of the extended Defence Team and have a critical role to play in promoting CFMWS programs and services




KEY MESSAGES

Base/Wing/Unit Commanders

Informing, engaging, persuading, enabling,

supporting

• Base/Wing/Unit Commanders have a critical role to play in administering Non Public Property and work directly with CFMWS staff to meet the needs of members and their families.



MFRCs Informing, engaging, supporting

• MFRCs play a role in Government of Canada’s service delivery to the CAF community, including Regular and Reserve Forces, Veterans, and their respective families

• MFRCs are important partners in the delivery of service excellence to the CAF community, including Regular and Reserve Forces, Veterans, and their respective families

• CFMWS through Military Family Services is the primary funder of Military Family Resource Centres and directs that the MFRCs deliver the mandated Military Family Services Program on behalf of the Government of Canada






KEY MESSAGES

Defence Team Civilians

Informing, engaging, supporting


• CFMWS is agile and responsive and provides excellent, cost effective services and programs to National Defence and the Canadian Armed Forces




Corporate Partners Informing, engaging, persuading, supporting



• CFMWS provides services to support members’ physical, social, financial and mental health






KEY MESSAGES

Corporate PartnersInforming, engaging, persuading, enabling,

supporting


• Partnering with CFMWS is an excellent way for community partners to ensure that Canada’s Defence community is supported

Donors/Patrons Informing, engaging, persuading, supporting


• Donations help the women and men in uniform maintain the same pride, courage and dignity at home with which they have served their country on the frontlines.



• CFMWS provides services, programs and products unique to CAF members’ lifestyle and career






KEY MESSAGES

Canadian Public Informing and engaging




• CFMWS is a unique agency that, through a social enterprise framework, provides a wide variety of programs and service to the CAF Community, Veterans and their families


Media Informing, engaging, persuading








KEY MESSAGES

Media Informing, engaging, persuading

• CFMWS is a unique agency that, through a social enterprise framework, provides a wide variety of programs and service to the CAF Community, Veterans and their families






CFMWS Corporate Communications, Marketing and Stakeholder Relations Strategy 2018-2021

Presented by: Rosemary Pitfield Director, Corporate Communications, Marketing and Stakeholder Relations

2018

services corporate communications, marketing and … · 2019-07-09 · the cfmws corporate...

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