2013 Chapter Leaders Symposium Report

Transcription

1 Hershey, Pa., Sept Chapter Leaders Symposium Report A PUBLICATION OF THE MILITARY OFFICERS ASSOCIATION OF AMERICA

2 Table of Contents Introduction... 1 Chapter-Management Workshop... 2 Importance of Chapters Chapter Organization Grassroots Legislative Support Community Involvement MOAA Support to Chapters Chapter Communication Membership Chair Workshop... 5 Recruiting Challenges Chapter Recruiting 2013 Retention Meeting the Membership Challenge... 9 Recruiting Retention Membership Recommendations Recruiting Retention Council and Chapter Transition Liaison Workshop Transition Liaison Program Transition Liaisons Recommendations Recommendations How it Works MOAA Initiatives General Session Presentations...16 Council and Chapter Affairs Chapter Recruiting 2013 Future Outlook MOAA Update MOAA s Corporate Sponsorship Program Auxiliary Member Advisory Committee Legislation Chapter Leaders Benefits Brief Spouse Benefits Briefing...23 Mission and Outreach Programs Online and Print Resources Personal Affairs Previous Page: (clockwise from top left) Col. Barry Wright, USA (Ret), director, MOAA Council and Chapter Affairs, addresses leaders during a general session. Col. Alfonso Peña, USA (Ret), participates in the Council and Chapter Transition Liaison Workshop. MOAA President Vice Adm. Norbert R. Ryan Jr., USN (Ret), welcomes attendees to the Chapter Leaders Symposium. Maj. Roger Vandrey, USAF (Ret), discusses the role of chapter transition liaisons during a crosstalk. Maj. Tricia Newsome, USA (Ret), speaks about expanding MOAA s membership. Col. Adelle Zavada, USAFR (Ret), discusses MOAA s new veteran service officer program. PHOTOS: KRIS ANN HEGLE

3 Introduction Council and chapter leaders and their spouses, members of the national staff and board of directors, and exhibitors traveled to Hershey Lodge in Hershey, Pa., to attend the 2013 Chapter Leaders Symposium. MOAA hosts a symposium in one of four regions each year. The event, held Sept , drew council and chapter leaders from 14 states, 10 councils, and more than 70 chapters in MOAA s northeast region. During the opening session, national MOAA President Vice Adm. Norbert R. Ryan Jr., USN (Ret), thanked participants for their work to keep the association s council and chapter system strong and for providing the grassroots support needed to pass meaningful legislation that helps servicemembers and their families. With your help and support, we will continue to be a powerful voice and powerful advocate in Washington, D.C., said Ryan. Leaders then attended breakout workshops, where they discussed common challenges facing their affiliates, shared best practices, and brainstormed new solutions. Membership chairs discussed how to recruit and retain more members, while council and chapter presidents and vice presidents reviewed management techniques. Council and chapter transition liaisons also attended a special workshop to learn how to start or improve their affiliates career-transition assistance programs. During a series of general sessions, attendees learned how national MOAA plans to recruit and retain more members and reviewed the association s new membership model. Council and Chapter Affairs Director Col. Barry Wright, USA (Ret), provided an overview of the council and chapter system and outlined future goals. Participants also learned about two new initiatives to establish a MOAA foundation and transform the association s corporate sponsorship program. (from left) Capt. George Williams, USN (Ret); Dorothy Williams; Col. Richard Schroeder, USAR (Ret); and Claudia Schroeder pose for a picture during dinner. Council and chapter leaders learned about the good work MOAA s Auxiliary Member Advisory Committee has been doing, including a lobbying effort in July 2013 to repeal the Survivor Benefit Plan/Dependency and Indemnity Compensation offset. Members of national MOAA staff briefed participants about the association s legislative goals and the many services MOAA s Transition Center provides. Brig. Gen. Andrew P. Schafer Jr., assistant commanding general, support, for the 28th Infantry Division of the Pennsylvania Army National Guard, addressed participants at a formal dinner. Schafer outlined the missions Pennsylvania guardmembers have undertaken since 9/11 in defense of our nation. The following day, participants shared their recommendations on how to improve chapter recruiting and retention. Chapter Jr., ARNG, addresses leaders Brig. Gen. Andrew P. Schafer transition liaisons also during a formal dinner. 1

4 shared their findings on how to start and run a careertransition assistance program. Leaders are encouraged to review this material and use it to improve their councils and chapters. Chapter-Management Workshop Achapter-management workshop was held for council and chapter presidents and vice presidents. Leaders learned about the services and support national MOAA provides, exchanged ideas, and discussed best practices and management techniques. Importance of Chapters MOAA s councils and chapters form the backbone of the association. MOAA relies on the grassroots support provided by its council and chapter members to pass legislation. Legislators listen to their constituents, and participants were Col. Gary Fredricks, USAF (Ret), chair of MOAA s Council and Chapter Affairs Committee, welcomes leaders to the symposium. encouraged to forge relationships with their elected representatives and members of their staffs. Attendees also were thanked for acting as community ambassadors, educating others about MOAA, and working to bridge the gap between the military and civilian sectors. Chapter Organization The Council and Chapter Policies and Procedures Guide, last updated in 2009, serves as a reference guide for all things related to councils and chapters. Affiliate leaders should download a copy of the guide, which can be found on MOAA s website at (To view and print the guide, users need Adobe Acrobat, which is available for free at The guide contains information on: incorporation, tax exemption, and legislative advocacy; membership eligibility; meetings and activities; finances and dues and other income sources; recruiting and retention strategies; and the Chapter Self-Evaluation Checklist, which leaders should complete annually. Attendees examined best practices for their affiliates, which include: developing a strategic vision; reviewing the chapter s day-to-day operations with the board of directors; holding monthly board meetings; and having committee chairs participate in board meetings. Participants also discussed the importance of having a leadership-succession plan. Many chapters fail because they lack a leadership-succession plan. When developing a succession plan, leaders should: remember one-on-one contact is important; identify and meet with future leaders rather than wait for volunteers; establish a nominating committee to handle these tasks, which should occur year-round; not overlook auxiliary members and spouses who are qualified to hold leadership positions; and establish term limits for each leadership position, which shouldn t exceed two years. The workload should not fall solely on the president. Duties should be divided, and committees should be established. Committee chairs also should attend board meetings and offer advice and guidance to the board of directors. These activities develop future chapter leaders. Types of committees and the tasks they perform include: membership (addresses recruiting and retention); programs (should meet members needs and interests); legislation (know your elected officials and members of their staffs); personal affairs (helps members who have questions about their benefits and entitlements); officer nominations (committee members should look for new leaders year-round); communication (oversees the council or chapter newsletter, e-newsletter, website, and phone tree or networks); 2

5 publicity (increases awareness of the chapter within the community); transition assistance (provides career-networking tools to separating or second-career servicemembers); and scholarship (holds fundraisers and establishes criteria regarding who will receive scholarships). Good programs increase attendance at chapter meetings, and leaders should find speakers who appeal to different membership segments or reflect the association s mission. Examples include legislators, representatives from the Employer Support of the Guard and Reserve, and Junior ROTC instructors. Leaders also can request a speaker from national MOAA who can visit their chapter every third year or for a special event. Members can support MOAA s legislative initiatives by inviting legislators to speak at chapter functions. Grassroots Legislative Support Military Officer lists MOAA s annual legislative goals in its January issue. MOAA is part of The Military Coalition (TMC). Working together, military and veterans groups establish common legislative priorities that are influenced by events, the president s budget request, economic conditions, and information gleaned by MOAA s government relations team when visiting with legislators and administration officials. Chapter members increase grassroots support for national MOAA s legislative initiatives. Each affiliate should have a legislative liaison track and give reports to members on pending legislation. Council and chapter newsletters also should contain a legislative column. Members can support MOAA s legislative initiatives by: returning the tear-out postcards that contain legislative messages from cover wraps on Military Officer; sending s and handwritten letters to members of Congress; inviting legislators to speak at chapter functions; and visiting legislators and their staffs when they return to their home districts, including the congressional recess each August. During MOAA s annual Council Presidents Seminar, attendees participate in a one-day lobbying blitz called Storming the Hill. During this event, council and chapter leaders pair up with a member of the national staff or board of directors and meet with their congressional representatives in an effort to increase the number of cosponsors on three to four key legislative issues. Legislators and members of their staffs who have helped MOAA pass legislation also are honored at an awards ceremony on Capitol Hill. Council and chapter leaders also should work on state legislation. Councils unite MOAA chapters in their states and work on state issues affecting veterans and their families. When working state-level issues, councils should: form or participate in coalitions with other military or veterans groups; get MOAA members assigned to state-level advisory committees; and set up communication networks with other military and veterans groups who share similar legislative objectives. Examples of state-level issues council and chapter members address include: exempting servicemembers retired pay from state income tax, in whole or in part; working to limit the impact of base closures; reforming the absentee ballot system used by overseas military members and their families; increasing access to state VA services and veterans benefit counselors; Cmdr. Tim Balunis, USCG (Ret), left, and Col. John Harms, USMC (Ret), listen to chapter-management suggestions during a workshop session. 3

6 starting new state veterans cemeteries; and the 10 quality-of-life issues identified by the DoD state liaison office, found at When working state legislation: lobby as a part of a coalition; work low- or no-cost issues first, which are easier to pass; establish a legislative committee to monitor the progress of pending bills; and remember legislative wins often are incremental. Community Involvement Community-service projects define who MOAA is to members of the community. They also give reason for a chapter s existence, allow members to give back, and help MOAA fulfill its missions at a local level. Chapters that are active in their community also outlive chapters that are largely social. Some chapter service projects serve the military community. Examples include: Capt. Bob Kutulis, USAF (Ret), shares supporting insight into meeting the membership challenge. family readiness groups; supporting or volunteering on base or at nearby VA medical facilities; and partnering with local veterans coalitions to hold patriotic events in the community. Chapters often support Junior ROTC or ROTC units in their area and assist units by: judging drill competitions; providing college scholarships; awarding MOAA medals and certificates to outstanding cadets; and presenting graduating ROTC cadets or midshipmen with their first set of gold bars and a national MOAA Basic membership as part of the association s Gold Bar Program. MOAA chapters link the military and civilian communities and help citizens develop an appreciation for veterans. Projects that accomplish this goal include: Community Blueprint, through which chapter and community leaders work together to develop solutions to many of the common challenges veterans and their families face; Adopt-a-Kid/Adopt-a-Vet, through which members visit local schools and teach students about the military and what it means to be a veteran; restoring or funding the construction of veterans monuments; participating in patriotic events such as Veterans Day and Memorial Day parades and ceremonies; and Leaders should develop contacts with local media, give interviews on the military s perspective, and write letters to the editor. supporting A Soldier s Child Foundation, which helps the children of military personnel who have lost their lives while on active duty. Chapter leaders also should develop contacts with members of the local media, give interviews on the military s perspective, and write letters to the editor. MOAA Support to Chapters National MOAA provides a range of support to its affiliates. These resources include: the Council and Chapter Policies and Procedures Guide, which is available for download from MOAA s website ( or in hard copy format. providing one free MOAA medal to present to the top cadet in each ROTC and Junior ROTC unit the chapter supports. (For more information, visit ing two recruiting messages a year on behalf of chapters that request them. These messages will be ed to non-chapter MOAA members within a chapter s ZIP code area who have opted to receive s from MOAA. (Visit recognizing top-notch affiliates during the annual Communications Award contest ( saward) and Levels of Excellence Award contest ( A member of the national staff or board of directors will visit each state council every year and each chapter at least once every three years. Prior to these visits, the association sends letters of invitation to national MOAA members who live in the chapter s catchment area but don t belong to the chapter. Non-chapter MOAA members are invited to at- 4

7 tend the chapter meeting and visit with a representative from national MOAA. Leaders often recruit new members, who already are members of national MOAA, at these meetings. To help chapters recruit more members, national MOAA launched Chapter Recruiting 2013 ( recruiting). The program has many components to help chapters with their recruiting efforts, including: providing chapters with potential-member lists and quarterly updates that contain the names and contact information of prospective members who reside in the chapter s jurisdiction; asking its members to opt-in to receive messages from the national association including messages inviting them to join a local chapter; and providing two camera-ready recruiting ads for chapters to use in local publications. (For more information, visit www. moaa.org/chapteradvertising.) At press time, national MOAA was setting up an online chapter membership dues renewal system that provides chapters another tool to collect dues. MOAA s partner USAA also now provides funding for special events held by chapters and councils. (For details, visit MOAA also supports its affiliates by hosting three signature events annually: the Council Presidents Seminar, which helps council leaders learn best practices, exchange ideas, and advance MOAA s legislative agenda; the regional Chapter Leaders Symposium, which provides training to council and chapter leaders and transition liaisons; and the annual meeting, which includes a Levels of Excellence Award ceremony to honor MOAA s best affiliates. MOAA Connect (connect.moaa.org), an online membersonly community that allows members to share ideas. Participants also were encouraged to review the guidelines for creating a successful print newsletter, website, or e-newsletter. This information can be found at Leaders learned about new initiatives to expand MOAA s council and chapter system, including establishing satellite chapters and virtual chapters. The association also established a goal to have one chapter in each congressional district, which would increase MOAA s legislative clout. To help affiliates learn more about MOAA s advocacy efforts, the association will begin training council and chapter legislative chairs starting with the 2014 Chapter Leaders Symposium. Membership Chair Workshop Aworkshop was held for council and chapter membership chairs to improve recruiting and retention. Participants learned only 57,110 national MOAA members belong to one of 410 chapters and 35 state councils, and chapter membership is declining. Recruiting Challenges Chapters without an organized recruiting effort will fail, and leaders should include recruiting as a line-item expense in Chapter Communication MOAA communicates with affiliates via: Military Officer; Call to Action, an e-newsletter for council and chapter members; and The Affiliate, which, in November 2013, moved to an e-newsletter format. Council and chapter leaders were encouraged to communicate with their members via: print newsletters; e-newsletters; websites; and phone-tree networks; and Annie Brock, of the Susquehanna (Pa.) Chapter, shares ideas at the Council and Chapter Transition Liaison Workshop. 5

8 Col. Bill Barrett, USA (Ret), left, and Maj. James Dittbrenner, USA (Ret), discuss best practices at a workshop for transition liaisons. their budget. Each chapter should have a membership chair and a recruiting committee, and leaders should foster the mentality that every member is a recruiter. Chapter members also should know who is eligible to join the chapter. Leaders should be prepared to answer the question, Why should I join your chapter? List the community projects and services the chapter offers that may interest the potential member. Every member also should be able to state the chapter s mission, which should appear in the chapter s newsletter. Chapter Recruiting 2013 The Give Me 10! (GMT) Program ended Dec. 31, Although GMT resulted in many new national MOAA members, only one in 10 new members joined a chapter. National MOAA went back to the drawing board and developed a new program called Chapter Recruiting 2013, which launched Jan. 1, The program offers incentives to chapters that do a good job recruiting and retaining chapter members. It also encourages MOAA s 300,000-plus national members to join and participate in a chapter. Incentives Incentives for Chapter Recruiting 2013 now focus on chapter membership, rather than national MOAA membership, with chapters receiving $10 for every new chapter member they recruit. To receive this incentive, however, new chapter members must be national MOAA members in good standing. If a prospect is not a national MOAA member, chapter recruiters need to sign them up. Under MOAA s new membership model, there are three membership categories: Basic, Premium, and Life. Participants were asked to use the appropriate membership application (Basic, Premium, or Life) when signing up new national MOAA members. (To access applications and learn more about the three membership categories, visit The quarterly award program, which recognizes the top-recruiting council and independent chapter in each of MOAA s four regions, continues under Chapter Recruiting However, quarterly awards now are based on the number of new chapter members recruited. To receive a quarterly award, a council must recruit a minimum of 30 new chapter members, and an independent chapter must recruit a minimum of 10 new chapter members. Winning councils will receive $500, and independent chapters will receive $250. The top-recruiting chapter in each of 10 categories, based on membership size, will receive $1,000. A new retention incentive also has been added. To receive the $500 retention incentive, a chapter must retain 90 percent or more of its members. Personnel at national MOAA will calculate the retention incentive, with adjustments being made for newly recruited members, deaths, and moves. New chapter members also must be national MOAA members in good standing. The Recruiter of the Year award remains, with the top recruiter s chapter receiving $1,000. Rosters To participate in Chapter Recruiting 2013, leaders must have submitted an updated chapter membership roster in December 2012 or January The Council and Chapter Affairs Department received a record 278 chapter rosters, compared to 156 chapter rosters the previous year. MOAA used the information contained in the updated chapter rosters to provide chapters with accurate potential-member lists, which are sent to chapters annually along with quarterly updates. Potential-member lists The best tool chapter leaders can use when recruiting is the annual potential-member list. Chapters also will receive quarterly updates that contain the names of: non-chapter MOAA members in a chapter s catchment area who recently joined national MOAA; current national MOAA members who recently moved into a chapter s area; and surviving military spouses who are eligible for national MOAA and chapter membership. Participants discussed how they used this information and shared tips on how to identify the best prospects. Attendees agreed that although the potential-member list contains information on lapsed and prospective MOAA members, 6

9 recruiters should concentrate their efforts on national MOAA members who live in their jurisdiction but don t belong to a chapter. Leaders said MOAA Life members, followed by Premium members, are more likely to join a chapter because they re already sold on the benefits of MOAA membership. Second, sort the potential-member list by ZIP code. Those who live near the meeting location are more likely to join. Some participants said they contact prospects by mail, which is expensive. To cut costs, leaders suggested focusing on MOAA Life and Premium members and those who live near the chapter s meeting location. Some chapters also include a copy of their newsletter with the invitation to join. Recruiters now can contact prospects using the addresses national MOAA provides. This year, for the first MOAA s new membership model includes incentives that encourage new national members to join a local MOAA chapter. time, national MOAA began providing its affiliates with the addresses of members who opted-in to receive messages from chapters. Another first saw MOAA take steps to comply with industry standards for safeguarding personal information contained on the potential-member lists. MOAA also scrubbed the data on the potential-member lists and quarterly updates, removing more than 17,000 duplicate records and increasing the accuracy of the information. logo. Others used one of the recruiting ads MOAA makes available to chapters for use in local publications. MOAA will reimburse each chapter up to $250 for one ad placement a year. (To learn more, visit Some chapter leaders said they link their recruiting efforts to special events such as Retiree Appreciation Days. National MOAA provides banners and other materials for these events. Other affiliates invite members of the media to cover newsworthy chapter events such as ROTC and Junior ROTC award presentations or scholarship ceremonies. Another tool membership chairs can use is the new online chapter member gains form ( Recruiters also can track their progress by viewing weekly reports that show chapter-member gains, which can be found at Voucher program MOAA s new membership model includes incentives that encourage new national members to join a local MOAA chapter. Premium members now receive a voucher for a free, one-year chapter membership, while new Life members receive a voucher for a free, two-year chapter membership. MOAA will provide a $15 reimbursement for each Premium member who joins a chapter, and $30 for each Life member. Chapter leaders do not have to return the voucher to receive reimbursement and should report these new chapter members using the new online chapter member gains form at Internal chapter recruiting Leaders agree personal contact works best when recruiting. Several participants said they developed talking points to cover when speaking with potential members. Later, they followed up with a phone call or invited the prospect to be their guest at an upcoming chapter meeting. Participants said they also followed up on leads provided by the chapter transition liaison who assists secondcareer jobseekers. One chapter leader suggested the transition liaison also serve on the membership committee. Leaders discussed how they increased their chapter s visibility. Some wore pins, T-shirts, and ball caps that bear MOAA s Brig. Gen. Pat Genung, USA (Ret), shares her thoughts on recruiting and retention during the Meeting the Membership Challenge Workshop. 7

10 Participants were reminded that the voucher program is one of many membership incentives available to new members, and only one incentive can be used per new chapter member under Chapter Recruiting Retention Participants discussed ways to improve membership retention in their local chapters and agreed chapter leaders should: do everything possible to make a positive first impression on a new member; have interesting programs and speakers at meetings to drive up attendance; get members, spouses, and auxiliaries involved in chapter projects that interest them; and have chapter leaders sit with new members. Recognizing members accomplishments also is important. National MOAA has several awards and certificates that recognize members who contribute a lot to their affiliates, but they must be requested several weeks in advance. Some chapters offer ride-share services to older members who might have trouble getting to meetings, particularly if the meetings are held at night. Chapter leaders should establish a good dues renewal program. To achieve this goal, national MOAA is establishing an online chapter-member dues renewal service. The service will make it easier for chapter members to renew their chapter dues. National MOAA is absorbing the cost of setting up and maintaining the dues renewal system. To use this new service, chapter leaders must complete an online form and provide the bank account information for their chapter. Once these steps are completed, members can use the online chapter-member dues renewal service. Capt. Bob Magyar, ARNG (Ret), center, poses a question during the Meeting the Membership Challenge Workshop. National MOAA recruiting and retention Many leaders continue to recruit national MOAA members as part of the Gold Bar Program, which continues under Chapter Recruiting Under the Gold Bar Program, chapter leaders present graduating ROTC cadets and midshipmen with their first set of gold bars, along with a Basic national MOAA membership. Because MOAA communicates with its Basic members entirely by , chapter recruiters must get an address for each ROTC cadet and midshipmen they sign up. Under the Gold Bar Program, chapters earn: $250 for recruiting a minimum of 10 new Basic members; or $500 for recruiting more than 100 new Basic members. Chapter recruiters should not offer chapter memberships to graduating ROTC cadets and midshipmen, since they move following graduation and therefore won t be able to contribute to the overall health and vitality of the chapter. Adding these members to the chapter s roster also may prevent the chapter from earning the $500 retention incentive. Chapter communication Communication affects recruiting and retention, and leaders were encouraged to establish a newsletter, an e-newsletter, or a website. Several participants said their chapter s membership application asks new members for their address so leaders to contact them quickly and easily. Some chapters use phone trees or networks. The future of chapters Leaders learned about new initiatives to grow MOAA s council and chapter system, which include adding satellite and virtual chapters. The association also set a goal to have one chapter in each congressional district. MOAA will begin training council and chapter legislative chairs, starting with the 2014 Chapter Leaders Symposium. 8

11 Meeting The Membership Challenge During this session, participants discussed common recruiting and retention challenges and identified best practices used by council and chapter leaders. Recruiting Chapter leaders need to be inclusive when recruiting and target all eligible groups of members, including: second-career retirees; fully retired members/baby boomers; former officers; auxiliary members (servicemembers surviving spouses); active duty officers; and National Guard and Reserve officers. The best resource for identifying prospective members is the annual potentialmember lists and quarterly updates. Some chapter leaders indicated they focused on areas of their membership that were weak. For example, if the chapter had very few auxiliary members, that year, leaders would focus on recruiting more surviving spouses and increasing spouse participation. Attendees agreed spouse interest and participation in the chapter helped both recruiting and retention, and spouses who are involved in the chapter tend to retain their chapter membership once their sponsor dies and they become auxiliary members. Participants then discussed the challenge of recruiting younger members. One member went to the base commissary, set up a booth, distributed information, and told the MOAA story to prospective members. Those who had an interest in the chapter were invited to the next chapter luncheon as his guest. Another member indicated his second-career was in the civilian sector, but he worked on base and recruited servicemembers on the job. A participant from New York said her chapter presented awards to outstanding cadets at the U.S. Military Academy at West Point, providing future officers with a positive introduction to MOAA. Another attendee, who is working to start a chapter in the New York City area, said recruiters should state what the chapter offers to former officers and young second-career servicemembers. When recruiting these members, leaders should talk about their affiliate s transition-assistance program and mentorship opportunities. To educate other organizations and members of the community, he suggested MOAA provide chapter leaders with a short video that illustrates what the association s councils and chapters do in communities across the country. Other ideas for recruiting younger members include: recruiting second-career servicemembers at local colleges and universities; inviting active duty officers to speak at chapter meetings and then recruiting them; and submitting photos and articles to local newspapers that show what the chapter is doing to support active duty troops. Identifying prospects The best resource for identifying prospective members is the annual potential-member lists and quarterly updates national MOAA provides. Many participants said they used the list but sorted the information to identify the best prospects. Everyone agreed national MOAA Life members, followed by Premium members, are more likely to join a chapter because they already are sold on the benefits of MOAA membership. Those who live close to where the chapter meets also are more likely to join. When working the potential-member list, leaders noted the prospect s age and tried to determine his or her needs. Participants agreed phone calls and face-toface recruiting work best, and mailing out invitations to join yield little return on investment. Attendees agreed marketing was key and leaders should wear MOAA pins, hats, and T-shirts, which can be conversation-starters. One leader (Ret), shares transition best practices. Capt. Loren Heckelman, USN said other veterans organizations wore clothing that identified them as members of the VFW, American Legion, etcetera. He suggested MOAA brand itself by doing something similar, allowing the public to quickly identify someone as a MOAA member. 9

12 Col. Cherie Zadlo, USAF (Ret), deputy director of MOAA s Member Products and Services Department, takes notes on various programs and initiatives in which chapter members from across the country participate. Other resources to identify prospective members include: fellow chapter members who might know someone; local resources such as the base/post retiree affairs office; veterans organizations; the local or state veterans affairs office; and other organizations members belong to such as Rotary Clubs International and the Lions Club. Former officers, who are difficult to identify and recruit, often hold leadership positions in the community and can be found at Chamber of Commerce meetings or working in city, county, or state offices. Several participants indicated they attracted new members by running one of the recruiting ads MOAA provides to chapters for use in local publications. (For more information, visit Another attendee said his chapter hosted a special recruiting event, which was held at different time and location than a regular chapter meeting, to attract new members. Some chapter leaders set up a speakers bureau, with members addressing community groups. Another chapter member accompanies the speaker and distributes membership applications and information about MOAA. Participants indicated they assessed what assets they had in their area and used them when recruiting. For example, one attendee lived in a city that held a large Veterans Day parade. Members not only participated in the parade, but they also used the event as a recruiting opportunity. Another chapter leader recruited former officers who worked at a nearby VA hospital. Several participants indicated they contacted local Guard and Reserve leaders, offered their support, and wound up recruiting new members. Several attendees said they picked up new members when MOAA President Vice Adm. Norbert R. Ryan Jr., USN (Ret), spoke to their chapters. Leaders who lived near military bases also recruited new members by: adopting a unit; setting up recruiting booths during Retiree Appreciation Days; attending farewell and welcome-home ceremonies; and sponsoring social events at the base Officers Club. Community action Every chapter should have a mission statement that states why the chapter exists. Members also should be able to speak about the programs and projects the chapter undertakes, which assist both members and the community. Projects undertaken by chapters include: participating in veterans activities and celebrations; supporting area Junior ROTC and ROTC programs; Adopt-a-Kid/Adopt-a-Vet, which links veterans in the chapter with area schoolchildren who learn about the military and what it means to be a veteran; awarding scholarships to area students; and charitable activities that benefit the community or troops. Several participants said they support like-minded organizations that assist servicemembers and their families, such as: local family readiness groups; Honor Flight; the Wounded Warrior Project; the Employer Support of the Guard and Reserve; and Community Blueprint. One participant suggested national MOAA start a service project, similar to Toys for Tots, to familiarize the public with MOAA. Recruiting campaigns Leaders discussed their recruiting efforts for both national MOAA and their chapters. Council and chapter leaders 10

13 learned about MOAA s voucher program, which encourages new national members to join a chapter. Premium members receive a voucher for a free, one-year chapter membership, while new Life members receive a voucher for a free, two-year chapter membership. MOAA will provide a $15 reimbursement for each Premium member who joins a chapter, and $30 for each Life member. Chapter leaders do Participants were encouraged to take advantage of MOAA s offer to two recruiting messages a year to prospective members. not have to return the voucher to be reimbursed and should report these new chapter members using the online chapter member gains form ( Participants were reminded the voucher program is one of many new membership incentives and only one incentive can be used per new chapter member. Gold Bar Program Attendees discussed the challenges they faced working the Gold Bar Program, which has chapter leaders present graduating ROTC cadets and midshipmen with their first set of gold bars, along with national MOAA Basic memberships. Several leaders indicated they had trouble getting one-on-one access to graduating cadets so they can educate them about MOAA. Others said they were denied access altogether. One participant spoke with a professor of military science and asked what the chapter can do to help the unit. Once a relationship was established and the professor viewed the chapter as a resource, they discussed the Gold Bar Program. MOAA communicates with its Basic members entirely by . So it s essential for leaders to get an address for each ROTC cadet or midshipmen they recruit. Leaders also were encouraged to not offer free chapter memberships to graduating cadets and midshipmen, since these members move following graduation and don t contribute to the overall health and vitality of the chapter. In addition, participants were encouraged to: take advantage of MOAA s offer to send up to two recruiting messages (written by chapter leaders) a year to prospective members; keep MOAA and chapter membership applications handy at all times; invite a prospective member to attend a chapter meeting as your guest; and establish a meet-and-greet program to make new members feel welcome. Retention Healthy chapters do a better job retaining members. Council leaders were asked to contact MOAA about ailing chapters. Signs of an ailing chapter Signs of an ailing chapter include: low attendance at monthly meetings; difficulty filling leadership positions; financial problems; a membership that s aging out ; the newsletter has ceased publication or is viewed as uninteresting; and apathy. Leaders said they tend to focus their retention efforts on the majority of members who rarely attend a chapter meeting or event. To retain those members, participants recommended publishing the chapter s mission statement in the newsletter and then listing the benefits of chapter membership. Examples should include successful state-level lobbying efforts that benefit members and their spouses, projects and programs that benefit chapter members or the community, and camaraderie. One chapter hosted a joint meeting with a veterans group and picked up some new members. In the spring, chapter leaders began supporting Honor Flight, which renewed interest in the chapter. Another participant suggested varying the time and location of chapter meetings to accommodate different membership segments. One attendee said his chapter meets Brig. Gen. Peter Bellisario, USAF (Ret), highlights the Pittsburgh Chapter s successes. 11

14 Attendees agreed newcomers should not be pushed to assume a leadership position in the chapter right away. Instead, ask them what they are interested in, and then let them do it. Janet Oglesby, of the Mahoning and Shenango Valleys (Ohio) Chapter, talks with other leaders during a session. on weekends to accommodate second-career servicemembers who can t attend luncheon meetings because they re working. Leaders should showcase the work the chapter does in the community at monthly meetings. For example, one chapter hosts scholarship recipients and their parents at a monthly meeting so members can meet the students they support. Several chapter leaders indicated they called members who failed to renew their dues at the 60-day and 90-day marks. Others used colorful mailing labels to signal members who had not renewed their chapter memberships. A few chapter leaders offered a discount to those who reupped within 30 days of receiving their dues renewal notice. Participants said having an active legislative affairs program helped retention. One chapter leader even served on the local Chamber of Commerce s military affairs committee, which addresses issues affecting military members and their families. Several leaders indicated they passed state-level legislation that benefitted military families. Attendees also were encouraged to address the 10 quality-of-life issues identified by the DoD state liaison office, which can be found at Welcoming new members Participants discussed the importance of making new members feel welcome. Leaders shared how their chapter welcomes new members, which includes: publishing their biographies in the newsletter; having the president sit at their table during their first chapter meeting; and giving newcomers a special new-member nametag or pin. Leadership succession Participants learned the No. 1 reason most chapters fail is lack of leadership succession. Participants were encouraged to develop a nominating committee, which meets year-round and identifies potential leaders. In addition, chapter leaders should: approach potential officers directly, rather than wait for someone to volunteer; set up a leadership succession plan; include auxiliary members in the roster of officers; establish two-year term limits for each office to avoid leadership burnout; have members serve as at-large board members and then place them in officer positions; write up guidelines that cover the duties of each leadership position in the chapter; and identify potential leaders interests and place them in the right position. Financial issues Financial problems also can affect the chapter s health and vitality by limiting its ability to undertake activities and programs that keep members interested in the chapter. Ideally, Leaders were encouraged to use the incentives they earn from Chapter Recruiting 2013 to fund future recruiting efforts. the board should review and approve all expenses and work to ensure dues and other sources of revenue are sufficient to cover the chapter s operating expenses. The costliest budget item usually is the chapter newsletter. Some affiliates cut costs by soliciting advertisers or sponsors for their newsletter. (For information on how to solicit advertising and sponsors, visit Other chapters distribute their newsletters via . Recruiting expenses also should be included in the budget. Leaders were encouraged to use the incentives they earn from Chapter Recruiting 2013 to fund future recruiting efforts. In addition, leaders should budget how much will be spent each year on scholarships, support of Junior ROTC and ROTC programs, and other chapter-run projects and programs. Some chapters raise money for their scholar- 12

15 ship programs by soliciting contributions when members renew their dues. Finally, leaders should send out periodic surveys, which allow members to determine where the chapter meets and what projects and programs it will undertake. When establishing programs for chapter meetings, leaders were advised to follow the one-third rule. One-third of their chapter s programs should be social, one-third should be mission-driven, and one-third should pertain to current events or legislation. Membership Recommendations During the Meeting the Membership Challenge workshop, participants discussed common problems affiliates face in the areas of recruiting and retention. Successful strategies used by chapter leaders are summarized below. Lt. Col. Bryan Hartzon, USA (Ret), asks a question during the transition liaison workshop. Recruiting Chapter leaders should ask what their affiliate s mission is and build a recruiting plan based on that vision. Good recruiting plans usually include: community involvement to increase chapter visibility; grassroots support for legislative issues that empower members; making recruiting younger members a priority; an effective 30-second elevator speech on how your chapter meets members needs; and an opportunity to join the chapter on-the-spot. Participants recommended working the annual potentialmember lists once and then focusing on the quarterly updates that show prospects who have moved into the chapter s jurisdiction. The best prospects usually are national MOAA Life and Premium members; and those that reside near where the chapter meets. Chapter leaders should appeal to all potential membership segments, including: second-career retirees; fully retired members/baby boomers; former officers; auxiliary members (surviving spouses); active duty officers; and National Guard and Reserve officers. Participants said they appreciated and used the new recruiting tools MOAA developed for Chapter Recruiting 2013 and asked the national staff to develop a searchable database of best recruiting practices. They also believed the membership chair should maintain a list of recruiting best practices, and members should keep MOAA and chapter membership applications handy at all times. Delegates recommended leaders build relationships with active duty, National Guard, and Reserve units by finding ways to help them. Chapter leaders also indicated they recruited at places officers frequent such as the Officers Club or commissary. Retention Council and chapter leaders said retention starts as soon as a prospective member joins the chapter. New members can be integrated quickly by: introducing them at the first meeting they attend; assigning a sponsor to each new member; and hosting a new-member breakfast. Participants recommended conducting periodic member surveys to see whether the chapter still has value for members. Leaders also should add programs that bring value to chapter membership. Finally, chapter leaders should strive to achieve a good balance by using the one-third rule. A third of their chapter s programs should be social, a third should be mission-driven, and a third should pertain to current events or legislation. 13

16 Council and Chapter Transition Liaison Workshop MOAA Transition Center Director Capt. Jim Carman, USN (Ret), and Deputy Director Col. Terri Coles, USA (Ret), conducted a workshop for transition liaisons. Participants were briefed on the recent merger of MOAA s The Officer Placement Service (TOPS) and Benefits Information and Financial Education Department. The directorate s new moniker is the Transition Center. The center will assist those in career transition and provide benefits information and financial education. TOPS also was renamed the Transition Center. Council and chapter TOPS liaisons may keep their title or use the new title of transition liaison. The new Transition Center serves as a one-stop shop for national MOAA members and their spouses in transition. The department is organized into three areas: career-management consulting; benefits information and financial education; and Veterans Service Organization (VSO). The career-management team: Lt. Marc Lawson, USN (Ret), attends the symposium to learn how to start a new chapter in the New York City area. provides career-transition assistance to members, including tips on self-marketing, interview techniques, job-search strategies, and salary negotiations; conducts one-on-one career counseling; hosts both live and virtual career fairs; conducts a series of nationwide presentations called Marketing Yourself for a Second Career; and maintains a national jobs database for member use. The benefits information and financial education staff: provide financial counseling; give information to members on health care and benefits; and develop publications on life transitions. MOAA s VSO program still is in its infancy. The VA is expected to recognize MOAA as a VSO soon, and resources are in place for the launch. MOAA s website contains new tools for jobseekers. One interactive tool, InterviewStream, allows the association s Premium and Life members to develop and hone their interview skills. Premium and Life members also can access information from recently updated MOAA publications such as the Benefits and Financial Planning Guide, Aging into Medicare and TRICARE For Life, and The MOAA Investors Manual. Other value-added services the Transition Center offers include the Military Executive Transition program. This exclusive one-day workshop focuses on key aspects needed by senior military leaders who are transitioning from the military to the civilian work force. Transition Liaison Program The goal of the transition liaison program is to provide local networking contacts for members and spouses who are undergoing career transition. Chapter leaders also should establish a transition-assistance program, which will allow them to attract younger members, forge ties with area employers and community leaders, and showcase the value of hiring a veteran. Chapter transition liaisons are volunteers who may be currently employed or fully retired. Ideally, all transition liaisons are MOAA members, and chapter membership is encouraged. Transition Center personnel are working to get a volunteer state coordinator in every state. Chapter transition liaisons feed their state coordinator information on job opportunities in their area. The state coordinator, in turn, shares this job information with everyone in the network, including national MOAA. National MOAA then posts these job opportunities on the association s website ( tops), where they are viewed by members worldwide. 14

17 Coles discussed the goal of establishing regional networking groups to facilitate information sharing in the following MOAA regions: northeast, southeast, midwest, and west. Council and chapter transition liaisons also were encouraged to use MOAA Connect (connect.moaa.org) and join the Northeast Networking Group. Networking groups in each of the four regions will: share job opportunities; post pertinent career resource information in MOAA Connect s online library; connect with other regional networkers; and serve as informational networkers for jobseekers, providing advice about their current or former occupations. Networking is a critical element to a successful transition, and the group discussed useful networking tips. The most popular networking tool is LinkedIn ( which provides users with a business network and tools for managing their networking contacts. Transition liaisons were encouraged to join and form networking groups on LinkedIn, and use the MOAA Career Networking Group on LinkedIn, which provides weekly career tips and networking opportunities. Transition liaisons reviewed the online resources available to jobseekers through MOAA s Career Center ( career), which includes a job board, interview practice tools, information on traditional and virtual career fairs, career and transition advice, and more. TOPS liaison. The transition liaison serves as the primary point of contact for transitioning MOAA members who live in the chapter s jurisdiction or plan to move there. Transition liaisons recommended linking membership chairs with transition-assistance groups to increase membership. Transition liaisons said their programs differed and recommended leaders learn what works best for their area. Some best practices include: letting other community groups know the chapter is a resource for jobseekers; offering career-transition assistance to any area veteran; using newsletters, websites, and blogs to promote the chapter s program; contacting area employers to let them know about the chapter s program; partnering with local colleges and universities; Transition Liaisons Recommendations During the closing session, Transition Center Deputy Director Col. Terri Coles, USA (Ret), shared transition liaisons recommendations with council and chapter leaders. She also outlined the tools and services provided by MOAA s Transition Center. Recommendations Participants learned every council and chapter should have a transition-assistance program, which is run by a transition/ CWO4 Wayne Baugh, USA (Ret), takes notes during the crosstalk session, during which chapter leaders shared best practices. using social media and websites such as LinkedIn to promote the chapter s program; and hosting events with other local networking groups. Transition liaisons recommended chapter leaders link the membership committee with the transition-assistance group to increase membership. This could be accomplished by having 15

18 the transition liaison serve on the chapter s membership committee. Chapters near military facilities also should include active duty servicemembers in their transition-assistance groups. How it Works Participants learned council and chapter transition-assistance programs provide state and local networking contacts for MOAA members and spouses in job/career transitions. These programs add value to chapter membership and attract younger second-career servicemembers. Leaders should remember the services provided by the transition liaison are part of a program, rather than an activity undertaken by only one person. Attendees also learned the best transition liaisons are: in their second career; fully retired but still active in the local business community; or just enjoy networking. Transition liaisons should set up an internal chapter network and encourage fellow members to become networkers. Any chapter member can be a MOAA Col. Terri Coles, USA (Ret), networker not just the writes down leaders notes. person who is designated as the transition liaison. (To join the networking program, visit MOAA has conducted training workshops at Chapter Leaders Symposia to foster the development of new transition-assistance programs. The goal is to have the chapter s program viewed as a primary career and geographic resource for MOAA members and their spouses in career transition. Transition liaisons let state networking coordinators know about job opportunities in their area. The state networking coordinator, in turn, shares this information with everyone in the network, including national MOAA. Job opportunities gleaned from state networking coordinators are posted on the job board on MOAA s website ( Any chapter member can serve as informational networker, providing advice on his or her current or former profession to jobseekers. In addition, informational networkers offer ideas on how to network more effectively in their geographic area. MOAA Initiatives MOAA s Transition Center hosts activities and provides tools to help those in transition. In 2012, the Transition Center held two traditional and 16 virtual career fairs, along with a careertransition seminar at MOAA s Military Spouse Symposium. As of mid-september 2013, Transition Center personnel made presentations that reached 6,000 active duty servicemembers including more than 3,000 enlisted servicemembers. MOAA s Transition Center also engaged and supported initiatives that put veterans back to work, including: the Veterans Innovation Center; Re-boot; Community Blueprint; and the Army-Industry Strategic Outreach Summit. New services added to the Transition Center include: InterviewStream, an interactive tool that allows MOAA s Premium and Life members to develop and hone their interview skills; and the Military Executive Transition program, an exclusive one-day workshop that focuses on key aspects of a successful military-to-civilian transition for senior leaders. General Session Presentations During the symposium, key members of national MOAA staff and its board of directors briefed participants on topics of interest to council and chapter leaders during general sessions. The following summarizes their presentations. Council and Chapter Affairs Col. Barry Wright, USA (Ret), director of MOAA s Council and Chapter Affairs Department, provided council and chapter leaders with an overview of MOAA s affiliate system, which is composed of 35 councils, 410 chapters, and 57,000-plus chapter members. In 2013, the Council and Chapter Affairs Department achieved the following goals: added the Sun City Peach Tree (Ga.) Chapter. Chapter satellites in Key West, Fla., and Mansfield, Ohio, now are in the final stages of development; reviewed a record number of submissions for the 2012 Levels of Excellence Award contest. A total of 146 councils and chapters earned four- or five-star awards; 16

19 processed a record 278 chapter rosters twice as many as usual; provided affiliates with more than 17,000 addresses The new Chapter Recruiting 2013 program focuses on recruiting and retaining chapter members. of national MOAA members who opted-in and agreed to receive s from chapters; held the Midwest Chapter Leaders Workshop in Kansas City, Mo., which drew a record number of participants; grew the USAA sponsorship program, with more than $22,000 being disbursed to councils and chapters that hosted military-related events; identified and conducted chapter revitalizations. As of September 2013, four chapter revitalizations had been held and eight more were pending; emphasized training for membership chairs; and supported requests for 4,987 gold bars that were presented to graduating ROTC cadets/midshipmen at 200-plus universities. Many of these newly commissioned officers joined national MOAA and received complimentary Basic memberships as part of the association s new membership model. (To learn more about MOAA s new membership model, visit Chapter Recruiting 2013 Personnel in MOAA s Council and Chapter Affairs Department also rolled out the new Chapter Recruiting 2013 program, which is linked to national MOAA s new membership model. The Chapter Recruiting 2013 program focuses on recruiting and retaining chapter members in MOAA s chapter system. Initially, chapter leaders will focus on recruiting the 300,000-plus national MOAA members who aren t chapter members. The Gold Bar Program continues under Chapter Recruiting Under the Gold Bar Program, chapter leaders present graduating ROTC cadets and midshipmen with their first set of gold bars, along with Basic national MOAA memberships. Under the Gold Bar Program, chapters earn: $250 for recruiting a minimum of 10 new Basic national MOAA members; or $500 for recruiting more than 100 new Basic national MOAA members. Incentives Incentives for Chapter Recruiting 2013 now focus on chapter membership, rather than national MOAA membership, with chapters receiving $10 for every new chapter member they recruit. (To receive this incentive, new chapter members also must be national MOAA members.) MOAA s quarterly award program continues but now is based on the number of new chapter members recruited. The top-recruiting council and independent chapter in each of MOAA s four regions will receive a quarterly award. To receive a quarterly award, a council must recruit a minimum of 30 new chapter members, and an independent chapter must recruit a minimum of 10 new chapter members. Winning councils will receive $500, and independent chapters will receive $250. The top-recruiting chapter in each of 10 categories, based on membership-size, will receive $1,000. A new $500 retention incentive was added and will be given to chapters that retain 90 percent or more of their members with moves and member deaths being excluded. The Recruiter of the Year award remains, with the top recruiter s chapter receiving $1,000. Tools The annual potential-member lists and quarterly updates provided by national MOAA are the best tools chapter Lt. Col. Robert Bienvenue, USA (Ret), of the New York Council of Chapters, talks about best practices. leaders can use when recruiting. MOAA worked hard this year to improve the accuracy of the information provided on these lists. For the first time this year, the addresses of 17,000-plus national MOAA members were included on the annual potential-member lists and quarterly updates. 17

20 These members opted-in and agreed to receive s from chapters. A number of new recruiting forms and brochures now are available for download and use, along with recruiting ads that can be placed in local newspapers. (To access these Future outlook The primary goal of the Council and Chapter Affairs Department remains unchanged to help its affiliates recruit and retain more members. Many of key indicators that measure the health and vitality of MOAA s council and chapter system are positive. The department plans to build off this momentum in Currently, chapter leaders are being asked to submit updated rosters no later than Feb. 1, 2014, to qualify for the 2013 and 2014 retention incentives, which are part of the new chapter recruiting program. Department personnel also will continue to support the Gold Bar Program and recruiting efforts at National Guard conventions and community-outreach events. Finally, personnel will work closely with council and chapters to get one chapter in each congressional district. Working with council leaders, the staff will identify areas for new chapters and satellites. MOAA Update Maj. Gen. Joe Lynch, USAF (Ret), MOAA s general counsel and corporate secretary, reviewed the reasons why the association is forming a nonprofit foundation and transforming its corporate sponsorship program. Both new initiatives were researched thoroughly by MOAA s staff for more than two years and reviewed by an ad hoc working group of MOAA board members before being approved by the national board of directors in July Lt. Col. Shane Ostrom, USAF (Ret), briefs leaders on the importance of personal affairs in chapters. materials, visit and link to Recruiting Materials.) Membership chairs can report new members using the online chapter member gains form at In addition, MOAA will offer an automated chapter-dues renewal service. Chapters enrolled in this program will be able to offer their members the option to renew chapter memberships online using their credit card, and all funds collected will be deposited electronically in the chapter s bank account. All transaction fees will be paid by MOAA. The initiatives The first initiative will establish the MOAA Foundation. The foundation, a 501(c)(3) public charity and MOAA subsidiary, will encourage donations from individuals, corporations, and private foundations by providing them with an income tax deduction. Most large corporations have philanthropic programs with established guidelines, which limit donations to 501(c)(3) public charities. The second initiative will transform MOAA s corporate sponsorship program. In the coming months, MOAA will develop long-term relationships with a small, select group of corporations. These corporations will pay a sponsorship fee for the opportunity to associate their brands with MOAA, generating additional revenue for the association. These initiatives will strengthen MOAA financially. The new corporate sponsorship program will allow MOAA to diversify its revenue sources and provide the association with the financial resources needed to support its missions in the future. Characteristics of the foundation MOAA is an IRS 501(c)(19) veterans organization, and the MOAA Foundation will fall under its operational umbrella. The MOAA Foundation will be an IRS 501(c) (3) public charity and will be on par with the association s existing nonprofit subsidiaries, including MOAA s Scholarship Fund, a 501(c)(3) public charity, and Voices for America s Troops, a 501(c)(4) advocacy organization. The foundation will be run by MOAA and governed by 18

21 a MOAA-appointed board. All funds will be subject to oversight, audit, and control by the association. The foundation will allow MOAA to: raise funds from the public rather than a single source; provide contributors including MOAA members with a tax-deductible donation; encourage donations directly to a military charity; character of each corporate sponsor will be considered carefully. Membership impact also will be considered, along with the return on investment provided by the prospective sponsor. MOAA s Member Services Committee will provide oversight and identify and evaluate individual corporate sponsors to ensure these objectives are met. The Auxiliary Member Advisory Committee supports a network of council and chapter auxiliary liaisons. get donations or grants from corporations with charitable foundations; and eliminate the need for MOAA to partner with a 501(c)(3) organization to fund events such as the annual Warrior- Family Symposium. MOAA s Corporate Sponsorship Program Transforming MOAA s corporate sponsorship program will diversify the association s revenue sources and will provide the funding needed to support the association s mission and member services in the future. Potential sponsors might include: nonalcoholic beverage companies; banks; telecommunication providers; beer distributors; insurance companies; specialty retail shops; food-industry providers; automotive companies; travel and leisure providers; entertainment; health care providers; clothing stores; sports equipment; airlines; and supermarkets. Major, long-term corporate sponsors will be evaluated thoroughly by both the staff and the board of directors. National MOAA s advocacy mission and membership growth will remain the paramount objectives of the organization, and the reputation and Auxiliary Member Advisory Committee Patricia Bergquist briefed council and chapter leaders about the good work MOAA s Auxiliary Member Advisory Committee (AMAC) has been doing. The AMAC was established in 2004 and has six members who advise the board of directors on matters that affect surviving spouses. AMAC members also support a network of auxiliary liaisons in council and chapters nationwide who provide assistance to surviving spouses following the death of their sponsor. MOAA members often are confused by who is considered an auxiliary member. MOAA auxiliary members are the survivors of former national MOAA members who are deceased or survivors of deceased individuals who would, if living, be eligible for membership. Auxiliary members do a lot to support national MOAA s affiliates. Some fill leadership positions, while others take on support roles managing projects or running events and fundraisers. Col. Peter Wilkinson, USAF (Ret), of the Central Ohio Chapter, makes a point during one of the symposium s workshops. 19

22 annual Storming the Hill event. This year, MOAA helped AMAC lead a Storming the Hill event on that issue. The event, held July 16-17, 2013, increased the number of cosponsors in both houses who are willing to support legislation to repeal the SBP/DIC offset. Bergquist urged leaders to go back to their councils and chapters and ask their members to support legislation that would repeal the SBP/DIC offset. Participants also were asked to remember the value auxiliary members bring to chapters and councils and not overlook auxiliary members when it comes time to fill leadership positions. Cmdr. Rex Maddox, USN (Ret), of the Mount Vernon (Va.) Chapter, poses a question to other chapter leaders. Each council and chapter should appoint an auxiliary liaison who will: serve as the primary point of contact on legislative and benefits issues concerning surviving spouses; advocate for surviving spouses at the local, state, and national levels; and educate others on MOAA s legislative objectives and the needs of military survivors. The number of auxiliary liaisons is growing. Currently, AMAC members are working to get an auxiliary liaison in 20 state councils and 250 chapters. The most important MOAA legislative goal for the AMAC is the longstanding effort to repeal the unfair Survivor Benefit Plan/Dependency and Indemnity Compensation (SBP/DIC) offset that affects surviving spouses who do not remarry. AMAC launched a national project in in support of MOAA s goal to repeal the offset. As of September 2013, there were 289,124 SBP recipients, and 59,241 of those recipients were affected by the offset that sees their SBP reduced by $1 for every $1 they receive in DIC. The average SBP offset a month is $918. Worse still, 59 percent of recipients lose full SBP, while 41 percent have their SBP partially offset by DIC. Many of those affected by the unfair SBP/DIC offset, some 46,800 recipients, are 65 years old or older. Another 12,441 recipients, who are younger than 65, also are affected by the unfair offset. Although these statistics will change over time, AMAC members will continue to advocate on this issue. Over the years, council and chapter leaders have advocated for the repeal of the SBP/DIC offset during MOAA s Legislation Col. Bob Norton, USA (Ret), deputy director of Government Relations, briefed council and chapter leaders about MOAA s past and present legislative efforts and the effects of sequestration and reviewed the legislative challenges MOAA might face in the next five years. A decade of wins For 10 years, significant improvements were made to military pay and benefit programs. This happened for two reasons: 1. Military pay and benefits were cut dramatically throughout the 1980s and 1990s. Pay raises also were capped repeatedly. Post-1986 entrants saw their military retirement cut significantly, and retirees were kicked out of the military health care system when they became eligible for Medicare. These actions hurt readiness and retention, and Congress spent the last decade repairing that damage. 2. During the past decade, our nation has been at war, which has imposed sacrifices on the military community that haven t been seen since World War II. Congress now is more sensitive and willing to help the troops. Some of the legislative victories achieved in the past decade include: major pay raises for currently serving servicemembers; end-strength increases; survivor benefit upgrades; defeating major TRICARE fee hikes; establishing TRICARE For Life/TRICARE Senior Pharmacy; major upgrades to the GI bill; protections for wounded warriors; caregiver enhancements; repealing the REDUX retirement penalties; passage of concurrent receipt; improved Reserve TRICARE Coverage; and early retirement credit for Guard and Reserve call-ups 20

23 Strategic focus Today, national MOAA s advocacy efforts have shifted from offensive to defensive, in large part because of the effects of sequestration. Congressional leaders said people programs cost too much. However, MOAA believes people are not the problem. DoD s inefficiency is the problem. The association strongly believes in order to sustain military readiness for the future, we must sustain the all-volunteer force, and that means maintaining a robust compensation package. Congress said military people programs cost too much. MOAA believes people are not the problem. DoD s inefficiency is the problem. Military Compensation and Retirement Modernization Commission Of particular concern is an attempt by Congress to civilianize the military pay and retirement system. The FY 2013 National Defense Authorization Act established a nine-member independent commission, the Military Compensation and Retirement Modernization Commission, to review military compensation, benefits, and retirement. The commission is reviewing several proposals and is expected to deliver its report in May National MOAA s Government Relations staff is concerned because the commission only was established July 1, 2013, which leaves little time for input. The commission likely will review off-the-shelf proposals from groups such as the Defense Business Board and Quadrennial Review of Military Compensation. MOAA s staff is concerned by who has been appointed to serve on the commission. (For information on the members of the commission, visit mcrmc.) Defense Business Board (DBB) proposal The DBB s military retirement proposal would civilianize the military retirement system. Features of this plan include: vesting after three- to five- years of service and shifting to a 401(k)-style plan with the government contributing to servicemembers retirement. This would replace the current pension plan military retirees receive after serving 20 years. a higher contribution rate would be given to those who serve in high-risk career fields or combat zones. MOAA believes this plan is flawed because it allows for an immediate transition option after only three- to five-years of service, places the benefit risk on servicemembers, and undermines long-term readiness and retention. 10th annual Quadrennial Review of Military Compensation (QRMC) proposal Features in the 10th annual QRMC proposal include: vesting using a 401(k)-style retirement plan with matching government contributions after 10 years; delaying receiving retired pay until age 57 or 60; and flexible separation bonuses. MOAA believes this plan doesn t clearly predict the amount of retirement servicemembers would receive, would rob career servicemembers to pay those who separate earlier, and would undermine long-term readiness and retention. Grassroots support MOAA looks to its council and chapter members to thwart the perception that military people programs are the cause of the country s budget woes. MOAA also is working to build support with leaders on Capitol Hill, the media, and the public. As of September 2013, MOAA members have sent to Congress more than 700,000 website messages, tear-out Col. Glenn Mitchell, USA (Ret), of the Cumberland Valley (Pa.) Chapter, discusses recruiting challenges during the Membership Chair Workshop. 21

24 letters, and postcards. Leaders were encouraged to continue to contact their congressional representatives whenever possible, meet with them when they return to their home districts, and keep members of their chapters informed on pressing legislative issues that need their support. (You can take action by using Capwiz to contact Congress. Visit MOAA s Legislative Action Center at moaa/home.) The Military Coalition One of MOAA s most effective partnerships is with The Military Coalition (TMC). The coalition was founded in 1985 and represents 5.5 million members from 33 military and veterans organizations, which each have their own goals and programs. Recent additions to the coalition include the Iraq and Afghanistan Veterans of America, Vietnam Veterans of America, and the Wounded Warrior Project. TMC unites these organizations, making them more effective than if they lobbied individually. The coalition primarily focuses on issues that affect active duty servicemembers, guardmembers and reservists, and retirees and their survivors. TMC also operates under the rule of five. If five member-organizations oppose a proposal, it s dropped. Council and chapter leaders were encouraged to form their own coalitions, which could be patterned after TMC, and address state-level legislation that affects servicemembers and their families. Five-year outlook The five-year outlook is grim, according to Norton. The defense budget already has been cut by $500 billion. Sequestration, which now will kick in Jan. 15, 2014, will cut another $500 billion in an attempt to get the deficit under control. DoD has stated military pay will be capped at 1 percent for 2014, and they plan to propose more health care fees in their budget submission. Most Americans will feel the pinch in some form, especially if a chained Consumer Price Index (CPI) is adopted. If history repeats itself, Congress will make cuts that are too deep from the defense budget. MOAA s goal, therefore, is to avoid disproportional sacrifice. Chapter Leaders Benefits Brief Lt. Col. Shane Ostrom, USAF (Ret), deputy director of MOAA s Transition Center, briefed participants on the services provided by the Transition Center, whose mission is to recruit, retain, and serve MOAA members by providing them with accurate, timely, and comprehensive information on their benefits and entitlements. To accomplish this goal, the center: conducts outreach programs; answers members questions through print and digital media; and offers benefit and financial education and transition counseling to members. The personnel in MOAA s Transition Center possess expertise in many different areas, including: military benefits; TRICARE; Social Security/Medicare; veterans affairs; financial planning and education; research and publications; and personal affairs. Personnel give 120 informational and educational presentations each year at: Sue Margolius, of the Southern Tier (N.Y.) Chapter, participates in the Membership Chair Workshop. Retiree Appreciation Days; active duty transition seminars; Guard and Reserve benefit seminars; financial education seminars; spouse outreach events; and MOAA chapter meetings. MOAA s financial education services connect MOAA with currently serving officers. Financial education seminars are held in conjunction with active duty transition seminars and career courses, or MOAA chapter meetings. 22

25 A web-based financial education center ( is available to national MOAA members and their spouses. It provides tax information, financial calculators, and timely information on a range of topics. Transition Center staff can answer general questions on tax and financial planning topics. The MOAA Transition Center disseminates information to members through MOAA s online and print publications, including Military Officer s Rapid Fire and Financial Forum columns. Benefit information and financial planning articles also are published in MOAA s News Exchange, a biweekly online newsletter, and the Financial Frontlines and Health Care Happenings blogs ( The department makes a number of print publications available to members, including: Aging Into Medicare; Aging Into Medicare and TRICARE For Life Checklist; Auxiliary Checklist; Estate Planning; Financial Planning Guide; MOAA s Transition Center recruits, retains, and serves MOAA members through accurate and timely communication. Focus on You: Spouse Employment Guide; Former Spouse Handbook; Guard/Reserve Retirement Checklist; Help Your Survivors Now: A Guide to Planning Ahead; Military Entitlements: Benefits for Guard & Reserve; Personal Affairs Action Guide; Remarriage Guide; SBP Made Easy: Active Duty Guide to the Survivor Benefit Plan; Security on Call: Survivor Benefits for Guard and Reserve; Seven Steps to a Better Military Retirement; Survivor Benefit Plan: Security for Your Survivors; Turning the Corner: Surviving the Loss of a Loved One; and Your Guide to Military Burials. Maj. Brian George, USA (Ret), of the Heritage Hunt (Va.) Chapter, notes some best practices during the Chapter Management Workshop. Participants should contact the Transition Center whenever they have a problem, question, or concern. Participants also were asked to provide feedback on the services offered by the department, as well as ideas on how the department can be improved. Spouse Benefits Briefing Spouses attended a special benefits briefing by Lt. Col. Shane Ostrom, USAF (Ret), deputy director of MOAA s Transition Center. Participants learned about the services offered by the Transition Center s Financial and Benefits Information Office, examined personal affairs planning needs, reviewed pending legislation that could affect their benefits and entitlements, and reviewed how remarrying affects their Survivor Benefit Plan (SBP) and Dependency and Indemnity Compensation (DIC) benefits. Mission and Outreach Programs The mission of the Transition Center is to recruit, retain, and serve MOAA members and their families by providing them with accurate and timely communication through: outreach programs; MOAA s print and electronic media outlets; and MOAA s Transition Center, which provides benefits counseling and financial education. 23

26 Spouse Angie Anderson asks a question during a spouse benefits briefing portion of the Chapter Leaders Symposium. Transition Center personnel conduct approximately 120 presentations each year at events such as: Retiree Appreciation Days; active duty transition seminars; Guard & Reserve benefit seminars; financial education seminars; spouse outreach events; and MOAA chapter visits. Participants also were encouraged to use the tools and information in the Finance section of MOAA s website ( which covers a wide range of topics. Online and Print Resources MOAA s resources help members and their spouses with their financial planning needs and educate them about their benefits and entitlements. Feature articles in the Rapid Fire and Financial Forum columns in Military Officer contain valuable information. Other information sources include: MOAA s biweekly e-newsletter News Exchange; the Financial Frontlines and Health Care Happenings blogs on MOAA s website; and publications such as Help Your Survivors Now, the Personal Affairs Action Guide, and the Survivor Checklist. Spouses were encouraged to contact the Transition Center whenever they needed a publication or checklist or had questions about: military benefits; TRICARE; Social Security or Medicare; veterans affairs; financial planning and education; personal affairs; or spouse and family issues. Personal Affairs Spouses learned about the services provided by chapter-run personal affairs groups, which assist members at the local level. Participants were urged to organize their affairs before a crisis occurred and do end-of-life planning now. Attendees were urged to: gather information in advance; use creditable sources of information when gathering facts; and review their plans annually. Participants were encouraged to get their personal affairs in order by: updating their will, trust, living will, and health care proxies; gathering needed documentation; and completing MOAA s Personal Affairs Action Guide. The following documentation also should be readily available: birth certificates; marriage certificates; divorce decrees; changes in name; death certificates; and separation documents such as the DD Form 214 or retirement orders. Order service records at or by calling toll-free (866) Request Standard Form 180 (SF180), Request Pertaining to Military Records. The form can be faxed to (314) or mailed to: National Personnel Records Center 1 Archives Drive St. Louis, MO Surviving spouses should set aside enough money to live on for 60 to 90 days following the death of their sponsor. This money will be needed between the time the sponsor s retired pay is stopped following their death and the time any death benefits and survivor annuities begin being paid. Participants also were encouraged to support and participate in their chapter s personal affairs committee, which provides information and identifies members needs at the 24

27 local level. Many chapter-run personal affairs committees have a surviving spouse/auxiliary member who reaches out to spouses following the death of their sponsor. Other tasks undertaken by chapter-run personal affairs committees include: providing pre-need planning to members; providing time-of-need response to members during a crisis; and serving as a source of information for members who have questions about their benefits and entitlements. MOAA has a number of publications and checklists for members who have questions about their earned benefits and such as Help Your Survivors Now, the Personal Affairs Action Guide, and the Survivor Checklist. Another publication available to MOAA members and spouses is Your Surviving spouses should set aside enough money to live on for 60 to 90 days following the death of their sponsor. Guide to Military Burials, which outlines the rules and procedures for burial in Arlington National Cemetery, state and overseas VA cemeteries, and servicemembers entitlements to interment. The association recently launched a Veterans Service Organization (VSO) program that s still is in its infancy. Participants learned the VA is expected to recognize MOAA as a VSO soon, and resources are in place for the launch. Spouses were encouraged to share the positive outcome of their VA claims with personnel in MOAA s Transition Center because their situation also might apply to other military spouses or the surviving spouses of servicemembers. Participants were discouraged from working with private firms that handle VA claims. Many of these companies sell products or services that aren t needed. Attendees learned about the VA s Aid and Attendance and Housebound programs. This benefit might be available to wartime veterans and surviving military spouses who have in-home care or who live in nursing homes or assisted-living facilities. For a wartime veteran or surviving spouse to qualify for this special monthly pension, the veteran must have at least 90 days of active military service, one day of which was during a period of war, and be discharged under conditions other than dishonorable. While benefits are based on financial need, many elderly veterans and surviving spouses whose incomes are above the congressionally mandated legal limit for a VA pension might qualify if they have medical expenses, including nursing home expenses, which aren t reimbursed. Finally, participants were asked to support the Transition Center by: staying informed; advocating to improve benefit shortfalls; promoting the department s services, tools, publications, and checklists; recommending department personnel as speakers at events in their area that draw potential MOAA members; and volunteering to serve on their chapter s personal affairs committee or as an auxiliary liaison for their chapter. Effects of Remarriage Attendees learned upon the death of a servicemember, the surviving military spouse remains eligible for all benefits (medical care, commissary, exchange, etcetera.). However, surviving military spouses no longer are eligible to use Space-Available travel. Should a surviving spouse remarry, all military benefits and entitlements are lost or suspended, unless the subsequent marriage is to another servicemember. If the subsequent marriage ends in death or divorce, all benefits except medical coverage will be reinstated. Survivor Benefit Plan Upon the death of a servicemember, Survivor Benefit Plan (SBP) payments will begin, provided the deceased servicemember elected and paid SBP premiums. If a surviving Patricia Bergquist, chair of MOAA s Auxiliary Member Advisory Committee, updates members on the committee s successes. 25

28 military spouse remarries before age 55, his or her SBP payments will be suspended. If the subsequent marriage ends, SBP payments will be reinstated. Finally, if a surviving military spouse remarries on or after age 55, SBP payments will continue. Dependency and Indemnity Compensation Participants learned about Dependency and Indemnity Compensation (DIC) that s awarded to the surviving spouse of a disabled veteran: Upon the death of a servicemember, the surviving military spouse remains eligible for all benefits except Space-Available travel. if their death is attributed to an injury or disease incurred while on active duty; or if the retiree had a 100 percent VA disability rating for 10- plus years or five continuous years after release from active duty; or is a former prisoner of war who received a 100 percent VA disability rating one year prior to their death. If a surviving spouse remarries before age 57, DIC payments will be suspended. If a surviving spouse remarries on or after age 57, DIC payments will continue. If the subsequent marriage ends, DIC payments will be reinstated. SBP/DIC Offset Spouses learned about the unfair offset that sees SBP reduced by $1 for every $1 received in DIC. However, surviving spouses will have a proportional amount of their SBP premiums reimbursed, provided DIC is applied for within one year of a servicemembers death. Participants then learned about the effects of remarriage on SBP and DIC. If a surviving spouse remarries before age 55, SBP and DIC will be suspended. If a surviving spouse remarries on or after age 55 but before age 57, DIC will be suspended but their SBP will increase to 55 percent of the deceased servicemember s base amount. Finally, if a surviving spouse remarries on or after age 57, both SBP and DIC will be paid in full. This change resulted from a lawsuit, Sharp et al. vs. the U.S. According to the ruling, DFAS is no longer required to deduct DIC payments from monthly SBP annuities, if a person is entitled to both benefits and has remarried after age 57. The safest thing may be to wait until age 57 to remarry. Social Security Upon the death of a military member, their surviving spouse can receive reduced Social Security survivor benefits as early as age 60, or age 50 if disabled. The benefits will be reduced by 28.5 percent of the wage earner s benefits if taken at age 60. If the surviving spouse remarries before age 60, she or he is no longer eligible to receive Social Security survivor benefits based on the late wage earner s work record. If the surviving spouse s subsequent marriage ends, his or her eligibility is restored. In addition, if a surviving spouse remarries after age 60, it will have no effect on Social Security entitlements. The spouse may draw benefits based on his or her own work record, their late spouse s work record, or their current spouse s work record, whichever yields the highest benefit amount. The Social Security Administration can help you make this determination. Lt. Col. Peggy Phillips, USAR (Ret), offers tips on how to effectively work MOAA s Gold Bar Program. Civilian Health and Medical Program of the Veterans Administration As a result of a federal law passed June 5, 2001, the Civilian Health and Medical Program of the Veterans Administration (CHAMPVA) expanded benefit coverage to eligible family members and survivors of qualifying veteran sponsors effective Oct. 1, If the surviving spouse remarries, he or she will lose CHAMPVA benefits. If that marriage ends, the surviving spouses CHAMPVA benefits will be restored. 26