ANSO Survey of Its Members & Symposium Participants Original Survey conducted Summer of 2012 Updated based on 4 Years of Symposiums (2013-2016) (as of 03 March 2017)

How Satisfied are the Members?

How Satisfied are the Members? (after 4 years of symposiums)

Mission Area Performance Call attention to the fact that ANSO is doing a poor job recruiting Hispanic and an excellent job providing networking opportunities. Doing a good job with Mentoring and Leadership development.

Mission Area Performance (after 4 years of symposiums)

How Well Does ANSO Help Its Members?

How Well Does ANSO Help Its Members? (after 4 years of symposiums)

Would You Recommend ANSO?

What Should be the Primary Mission?

Board of Directors Action Plan Establish a workgroup to prioritize mission areas. Establish a committee responsible for gathering data for the strategic plan through out the year. Develop and establish a survey to new and inactive members. The first recommendation is to establish a workgroup responsible for prioritizing ANSO’s mission areas in the strategic plan, establish specific goals for each mission area that are measurable, and determine the resources needed for each mission area. The workgroup should include members from the BOD, enlisted members and officers that are not members from the BOD, and at least one subject matter expert in each mission area, if possible. The committee should track ANSO’s performance on each mission area to ensure the goals establish for each area are met in a quarterly or annual basis. In addition, conduct an annual survey. ANSO should develop and establish a survey for new members to determine how and why they are becoming members, and a different survey for members who decide not to renew their membership to determine their perception about ANSO and why they chose not to renew their membership.

BACKGROUND

Results and Analysis Total membership: 516 Total participants: 74 46 did not received the online survey. 470 members received the online survey Total participants: 74 16% consent to participate. 63 (85%) completed all questions. The survey was available to participants for 8 days, from Tuesday to Wednesday to allow members to access the survey over the weekend. Although the invitation to participate in the research was email to 516 ANSO members, only 470 received it. 28 of the emails in the membership roster were not current and 18 members were out of the office for the survey period. A total of 74 members consent to participate in the research, which is a 16% return rate. 85% of those who consent to participate completed all the survey questions.

Julio R. Gonzalez, LT, USCG Association of Naval Services Officers (ANSO): Knowing their stakeholders and Aligning its Strategic Plan Julio R. Gonzalez, LT, USCG

Background, Focus & Framing ANSO was created in 1981 by the Secretary of the Navy. Primary mission was to recruit Hispanic officers for the Sea Services. ANSO has evolved in the last 30 years. Who are ANSO’s customers? Is ANSO meeting their needs and expectations? Was created created in 1981 by then secretary of the Navy, the honorable Juan Hidalgo. Mr. Hidalgo was not only of Hispanic decent, but had served in the USN as an air combat intelligence officer aboard the USS Enterprise from 1943 to 1945. ANSO was created with the purpose of recruiting qualified Hispanic officer candidates. In 2006, ANSO decided to allow enlisted members to join the organization. Explain the rank structure for officers and enlisted.

ANSO’s Mission & Vision Fostering the personal growth and professional development of officers, enlisted, and civilians. Providing mentorship, networking, and educational opportunities. Engaging the Hispanic community through outreach initiatives. Vision: “To serve as the acknowledge leader in recruiting, developing and retaining Hispanics in the Sea Services.”

ANSO’s Membership

Literature Review Terms researched: Recurring topics found: Organizational alignment Strategic plan alignment Nonprofit’s customers value Minority affinity groups Recurring topics found: Customer satisfaction and value Knowing the customer’s needs & priority Meeting customers expectations will maintain the organization relevant to its environment

Methodology Analyzed membership roster. Offered an online survey to ANSO’s membership through e-mail. Online Survey had 22 close ended questions. One open ended question. I conducted an analysis of the membership roster provided by ANSO’s membership coordinator, keep in mind that the document is constantly changing. The information use for the purpose of the research was gathered on February 21 this year.

Sea Services Participation Most participants are CG, followed by the Navy, and the USMC.

Members’ Ratios 43% are Junior Officers in the ranks of ENS to LT, which is the organization’s targeted audience. The same is true for the enlisted members, most of them are in the E4 to E6 category.

Age Cohort Age comparison with ranks

Membership’s Longevity

What Should be the Primary Mission?

Mentor vs. No Mentor 50% of the participants who have a mentor will very likely recommend ANSO and 42% of those with no mentor will also be very likely to recommend ANSO to another Service member. It was found that 32% of participants with a mentor and those without one rated their satisfaction with ANSO as somewhat satisfied. However, 16% of participants with a mentor rated their satisfaction with ANSO as not satisfied, but only 5% of those without a mentor rated ANSO the same way.

Man vs. Women Satisfaction it was found that 33% of women were very satisfied with ANSO compared to 22% of men. Most men rated their satisfaction as either satisfied or somewhat satisfied.

Longevity vs. Rank The data shows that ANSO has been able to retain many officers for over ten years. 60% of officers in the ranks between O4 and O5, and 40% of officers in the ranks between O6 and O9, have been ANSO members for over ten years. In addition, 56% of officers within the ranks of O1 and O3 have been ANSO members between one to three years, which is an indication that ANSO have been successful at retaining them. Furthermore, 36% of officers within the ranks of O1 and O3 became members during the 2011 symposium.

Rank vs. Stakeholder An interesting result was the relationship between a participants’ grade or rank with the kind of stakeholder they considered themselves. Most enlisted members and officers within the ranks of O1 and O3 considered themselves as customers, while most officers within the ranks of O4 and O9 considered themselves ANSO’s investors.

References Association of Naval Service Officers. (2007). Association of Naval Services Officers By-Laws as amended on March 22, 2007. Retrieved from http://www.ansomil.org/chapters Boardman, A. B., & Vining, A. R. (2000). Using Service-Customer Matrices in Strategic Analysis of Nonprofits. Nonprofit Management & Leadership, 10(4), 397. Bolman, L. B., & Deal, T. E. (2008). Reframing Organizations (4th ed.). San Francisco, CA: Jossey-Bass. Chew, C. (2006). Positioning and its strategic relevance. Public Management Review, 8(2), 333-350. Grewal, R., Chandrashekaran, M., & Citrin, A. (2010). Customer Satisfaction Heterogeneity and Shareholder Value. Journal Of Marketing Research (JMR), 47(4), 612-626. doi:10.1509/jmkr.47.4.612