The BC Air Cadet program operates within a partnership agreement between the Department of National Defense and the Air Cadet League of Canada. The BC Provincial Committee (BCPC) is the governing body overseeing the program, ensuring effective support, training, and coordination for the 57 Squadrons across the province. These Squadrons are grouped into nine Wings, each under the authority of one of three Groups: Lower Mainland, Island, and Interior. Volunteers, including League Representatives (Reps), Wing Chairs, and Group Chairs, play a crucial role in providing liaison, support, training, and troubleshooting for Squadron Sponsoring Committees (SSCs) and other program functions.

Challenge:

At the start of the project, the volunteer program faced significant challenges. There were only 54 active volunteers covering 89 positions, and many were inactive or untrained. Newly recruited volunteers lacked experience and engagement protocols were weak, leading to concerns about retention. The volunteer program was not a priority for the Board, particularly in terms of financial investment. Additionally, geographical and demographic barriers made training difficult, and the Board suffered from a lack of younger members, leading to rigid structures and limited adaptability. Other challenges included a lack of relationship-building among League Reps, limited knowledge of volunteer recruitment and engagement, and a high dependency on the Squadron Liaison.

Solution:

To address these challenges, I worked closely with the Squadron Liaison, mentoring him throughout the process as he led the implementation of strategic changes. First, we conducted a thorough evaluation of the volunteer program and formulated a structured plan to address key challenges. The strategy included increasing the number of volunteers to fill both open positions and additional roles such as fundraising and partnership liaisons. I guided the Squadron Liaison in developing a structured appreciation strategy to improve volunteer engagement and retention. League Rep training was revamped, and opportunities were created to strengthen relationships among volunteers. A system for consistent, ongoing recruitment was established, ensuring a steady pipeline of engaged volunteers. Additionally, processes for the successful handoff of the Squadron Liaison role were documented, and steps were taken to increase diversity within the Board and advisory committees.

Result:

The volunteer program has seen substantial improvements. Inactive members are being eased out, and a comprehensive training system has been developed, with implementation now underway. Squadron Liaison processes have been fully documented, ensuring continuity and clarity in roles. Ongoing recruitment strategies have been successfully implemented, resulting in nearly all open positions being filled. With improved training and appreciation protocols, new volunteers are more engaged and less likely to leave. The introduction of succession planning initiatives is fostering greater diversity and increasing the number of active Board members, leading to a stronger and more sustainable governance structure.

The first priority was increasing the number of active volunteers to fill open positions and support additional initiatives such as fundraising and partnership liaison roles. Together, we developed and executed a structured appreciation strategy to improve volunteer engagement and retention, ensuring that new volunteers felt valued and committed to their roles.

Recognising the need for better training, I guided the Squadron Liaison in revamping the League Rep training program to provide more comprehensive and accessible instruction. We also created opportunities for League Reps to build relationships and share best practices, fostering a stronger network of support within the organisation.

A system for ongoing recruitment was designed and implemented to maintain a steady pipeline of engaged volunteers. Additionally, we documented clear processes for the successful transition of the Squadron Liaison role, ensuring continuity in leadership. Steps were also taken to increase diversity within the Board and advisory committees, promoting fresh perspectives and greater adaptability.

By mentoring the Squadron Liaison throughout this process, I ensured that these changes were not only implemented effectively but also embedded into the organisation’s long-term strategy for sustainability and growth.