201 N. Washington St., Alexandria, VA (800) 234-MOAA (6622)

Transcription

1 201 N. Washington St., Alexandria, VA (800) 234-MOAA (6622)

2 MOAA Strategic Plan Index Page Introduction... 1 Executive Summary... 1 Background... 2 Current Situation Strategic Plan... 3 MOAA s Vision Statement... 4 MOAA s Mission Statement... 4 MOAA s Goals... 4 Implementation Process... 6 Summary... 7

3 MOAA s Strategic Five-Year Plan ( ) 1 Introduction The Military Officers Association of America (MOAA) is a non-profit organization with National Headquarters in Alexandria, Virginia. It is operated exclusively for purposes beneficial to the interests of the nation and its Uniformed Services personnel, their family members, and survivors. While fully subscribing to the underlying values contained therein, MOAA is formed to: To inculcate and stimulate love of country and the flag; To support the honor and integrity of our country and advocate for a strong national defense; To advocate military forces adequate to the defense of our country; To foster the integrity and prestige of uniformed service; To foster fraternal relations between all branches of the various Services from which our members are drawn; To further the education of children of Service personnel; To aid personnel of the Services from which our members are drawn, and their family members and survivors, in every proper and legitimate manner, and To represent their rights and interests when Service matters are under consideration. Executive Summary MOAA s Vision: Continued recognition as America s most respected, influential, and responsive professional military association; advocating for a strong national defense and a strong, top-quality career force with a compensation and benefits package for military members, retirees, veterans, and their families and survivors that is commensurate with the extraordinary demands and sacrifices imposed upon them. MOAA s Mission: Continued acceptance as the professional association of choice for all military officers and their families by: Promoting the enduring values of military professionals; Serving as the most effective organization shaping relevant government policy; Delivering relevant membership value that grows membership, with specific appeal to chapters, as well as currently serving, their spouses and survivors, and; Providing high-quality products and services to help members meet their professional, financial, and family needs.

4 2 MOAA s Strategic Five-Year Plan ( ) MOAA s Goals: These four goals articulate the details needed to realize our vision and accomplish our mission: Achieve and sustain maximum influence in shaping relevant government policy. Increase and retain membership. Develop and provide relevant membership value Grow and maintain a vigorous, nationwide network of councils and chapters. Background Our leadership of the 34-association Military Coalition and our record of legislative successes on Capitol Hill speak for themselves from securing lifetime healthcare with TRICARE for Life to winning the Post 9/11 GI Bill. No other association raises a more passionate, credible, or effective voice in furthering the best interests of our currently-serving service members, retirees, veterans, and their families and survivors than the Military Officers Association of America (MOAA). Our Transition Services Department (TOPS) professionals have a strong and well-earned reputation for their career-transition assistance for military personnel and their spouses, and their career fairs are worldclass, signature events. No other military association can boast the expertise of our Member Service Center (MSC) and Benefits Information Department (BID) representatives in pay-and-benefits matters. Our family of easy-to-understand publications on financial matters and benefit programs is unequalled. Our on-line media, newsletters, social media communities, and Military Officer magazine inform and engage members and prospective members by delivering meaningful, compelling, and responsive content. A strong network of nearly 450 affiliates councils and chapters generates grass-roots support for our legislative agenda and provides MOAA ambassadors in communities across the country. Market research reflects that, among both members and prospective members, MOAA is the best-known association for representing the interests of military men and women. photos: Thaisi Da Silva; above right, steve barrett MOAA s lobbyists are among the best on the Hill. Left, career fairs link military job seekers with employees.

5 MOAA s Strategic Five-Year Plan ( ) 3 Current Situation America is more sensitive than it has been in decades to the extraordinary sacrifices inherent in military service. Ten years of war, deployments and repeated mobilizations of Guard and Reserve forces have reached across the country to touch the lives of hundreds of thousands of families. Military leaders are forced to plan for continuing wartime requirements while facing budget restrictions that make them actively advocate trading people programs end strength, health care, and more for weapons-systems modernization. The Nation s numberone priority must be preserving a strong national defense. The excessive strain on our military imposed by a decade of war illustrates the terrible penalties of taking excessive risks with national defense. There can be no higher national priority than structuring a defense budget that will both repair this situation and ensure it does not recur. MOAA will continue to make the case that the country can, and must, fully fund the one weapon system that has never failed our country--its personnel. There are several issues that will cause a much less positive, if not downright negative, legislative environment between 2012 and Recent experience indicates we will need to devote an increasing share of our legislative advocacy to address these major issues because: The federal deficit has reached record levels, putting into question the financial viability of our country and creating a popular swell of support for significantly reducing government spending. Intensified focus on federal entitlement spending (precipitated by the debt commission report of December 1, 2010) invites renewed scrutiny of the cost of military and veterans benefits along with all other federal spending programs. Support for continuing protracted war is waning; Budget pressures are causing the Defense and Administration leaders to seek to trade people programs for weapons programs; Military health programs are coming under increasing cost-containment efforts, including initiatives to shift more costs to beneficiaries; Many will be seeking a peace dividend by bringing troops home and downsizing forces and eliminating weapon systems and; The tidal wave of retiring baby boomers will necessitate fixes for Social Security and Medicare. Strategic Plan Our Strategic Plan plays to our strengths as an influencer of relevant military issues, as a responsive and credible information source that promotes enduring values of military professionals, and as a provider of quality products and services. Most importantly, our Strategic Plan maps a strategy to ensure we remain America s most influential military association, dedicated to maintaining a strong national defense; and strong, top-quality career force; and a military and veterans compensation package commensurate with the sacrifices being imposed upon that force and their families.

6 4 MOAA s Strategic Five-Year Plan ( ) MOAA s Vision Statement Continued recognition as America s most respected, influential, and responsive professional military association; to ensure a strong national defense through fostering a strong, top-quality career force and advocating for a compensation and benefits package for military members, retirees, veterans, and their families and survivors that is commensurate with the extraordinary demands and sacrifices imposed upon them. MOAA s Mission Statement Continued acceptance as the professional association of choice for all military officers and their families by: Promoting the enduring values of military professionals; Serving as the most effective organization shaping relevant government policy; Delivering relevant membership value that grows membership, with specific appeal to chapters, as well as currently serving, their spouses and survivors, and; Providing high-quality products and services to help members meet their professional, financial, and family needs. MOAA s Goals Our goals articulate the details needed to realize our vision and accomplish our mission. To achieve these goals, we must ensure that we have sufficient resources people and money to execute the plan. Our professional, dedicated staff is the key to success for accomplishing our goals and objectives. We will provide training and tools necessary for their success and will hire new staff members based on their professional and technical expertise. MOAA will continue to rely on multiple funding sources to seek adequate financial reserves including member dues, in-vestment income and royalties/services. The overall financial strategy is to keep these three sectors in balance in order to maintain a balanced revenue stream. Our four goals are to: 1. Achieve and sustain maximum influence in shaping relevant government policy. MOAA has a well established track record of influencing government policy through legislative initiatives to support our actively serving military (including the Guard and Reserves), our retired members, veterans, their families and survivors. Our goal is to continue our record of achievements through a policy of providing potential solutions where feasible to issues raised and to seek collective advocacy through participation with and leadership in The Military Coalition (TMC). We actively defend recent military-benefit upgrades (TRICARE For Life, concurrent receipt, Survivor Benefit Plan fixes, and others) and resist arbitrary, budget-driven cutbacks in these and other military and veterans benefits. We lobby to sustain a military and veterans

7 MOAA s Strategic Five-Year Plan ( ) 5 compensation package commensurate with the sacrifices demanded of them. We seek new initiatives and sup-port initiatives of others to advocate for our military and veteran community within the Executive and Legislative Branches and expand our capacity to mobilize grassroots support within the military and veterans community in order to support that effort. 2. Increase and retain membership. The key to our continued success is our active membership. Gaining and retaining membership provides MOAA with the ability to meet and exceed its goals. Total membership gives MOAA its One Powerful Voice. Our previous decision to expand our membership base by moving from The Retired Officers Association to the Military Officers Association of America has proven to be pivotal in this endeavor. With this decision, we must not only continue to serve our core retired members, but also continue our strategic focus in (an effort to specifically include recruiting and retaining new active duty, Guard and Reserve members to sustain our organizational mission and goals. In that light we must focus on the accompanying cultural shift as it relates to the growth in demographics, technology, and diversity. While continuing to seek out new strategic membership initiatives, our goal is to enhance the membership experience of our current membership base, through relevant products and services and highly effective communications, backed by a comprehensive and relevant communication plan. 3. Develop and provide relevant membership value. To serve our current membership and to attract new members, MOAA provides a broad range of information, products and services. Retired officers are our core members, who have used our career-transition service (TOPS), relied on our benefits expertise (BID), and are the heart of our affiliate system (councils and chapters). Retired members are among the strongest supporters of our legislative advocacy, comprise nearly 70 percent of MOAA membership, and represent al-most half of all military-officer retirees. Our goal includes providing the best products and services possible to these core members. At the same time our goal is to succeed in making currently serving members see MOAA as their professional association of choice. We can move in this direction by making our informational products more relevant to them; by conveying the value of our impressive number of scholarship loans and grants; and by making our suite of products and services valuable to them. Most importantly, we must identify new products, services, and in-formation that meet their unique needs and to find new ways to communicate with them. 4. Grow and maintain a vigorous, nationwide network of councils and chapters. Our chapter system is the largest single group of MOAA members that we can mobilize on important issues. MOAA chapters are the core of MOAA, and we will work hard to keep them vital. We know it is not easy to run a successful chapter, and our goal is to continue to provide relevant information and support and to seek new ways of enhancing chapter operations. To high-light the importance of the chapter system to our membership, MOAA will continue to raise the visibility and level of support of our chapter system. We recognize the vital role of

8 6 MOAA s Strategic Five-Year Plan ( ) councils and chapters and will encourage MOAA member participation in chapters; encourage chapters to be actively involved in support of MOAA s legislative objectives and in the local community; and endeavor to increase the number of chapters/satellites in strategic locations. Implementation Process This MOAA Strategic Plan represents a departure from previous plans. It focuses on the long range organizational vision, mission and goals while leaving the more detailed and specific objectives needed to accomplish the strategic plan to an operational annex. The MOAA Strategic Plan is produced through the Strategic Planning Committee and approved by the MOAA Board of Directors (BOD). The Plan covers a five-year time horizon and is reviewed and reported on to the board annually by the committee. Normally a major re-write will occur only every other year on even numbered years with minor updates on odd numbered years as may be required by changing circumstances. Inputs to the plan include results of the annual progress assessment, the Report of the Resolutions Committee, staff comments, board member comments and committee positions taken. Annually, the staff, under the leadership of the President, develops the implementing operational annex containing the specific, time-phased objectives to be accomplished to achieve and measure progress toward the Strategic Plan goals. With the assistance of the Strategic Planning Commit-tee, the annual objectives will be presented to the Board of Directors for concurrence. The formalized annual cycle is led by the Strategic Planning Committee and consists of: An assessment by the staff under the direction of the President of progress to date on previous year s objectives and establishment of current year operational annex objectives early in the calendar year and provided to the Strategic Planning Committee, A briefing by the Strategic Planning Committee to the Board of Directors on the assessment and new operational annex objectives and any needed Strategic Plan changes at the spring BOD meeting, Production by the Strategic Planning Committee of draft changes to the Strategic Plan if required at the summer BOD meeting, Input from committees on the draft during the fall, Submission by the Strategic Planning Committee for approval of a new or changed strategic plan if required at the fall BOD meeting And publishing of a new or changed strategic plan at the beginning of the calendar year.

9 MOAA s Strategic Five-Year Plan ( ) 7 Summary The road ahead is truly a transformational challenge. Essential to our success is: Increasing and retaining membership and enhancing our chapter and council system to strengthen our One Powerful Voice to shape relevant government policy; Developing products and services to meet the needs of all segments of our membership and their families, per the Military Life Planner; Developing and continually improving a communication plan that will maintain our role as the information provider of choice, utilizing all relevant avenues of communication; Establishing ourselves as the professional association of choice for all officers at all phases of their careers; and Ensuring adequate resources to support MOAA s goals and objectives. 201 N. Washington St., Alexandria, VA (800) 234-MOAA (6622)