AMVETS (American Veterans)

Long Range Plan (Five Year Strategic Plan)

AMVETS Strategic Plan Index Page

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

AMVETS Vision Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

AMVETS Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

AMVETS Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Strategies by Area:

Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Legislative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

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EXECUTIVE SUMMARY Larry E. Via, National Commander

During the 69th National Convention the Long Range Planning committee determined that it was time to

embark upon a major Long Range Plan (LRP), to move beyond just one committee that meets two times a

year. Out of that discussion, PNC John H. Mitchell, Jr., charged our national directors to facilitate the process.

This was the first, to my knowledge, that AMVETS has ever attempted to do a comprehensive LRP, engaging all

national directorates at Headquarters and with an eye to synthesizing an operational relationship with the

National Service Foundation. In fact, AMVETS has never even published an Annual Report for its members, the

public or its financial supporters.

Various limited plans have been attempted, one going back as far as 1987, with the most significant effort last

occurring in 2002, and AMVETS paid for both of those plans to be developed. The two major issues with both

efforts were that they were not organizationally comprehensive and leadership never took steps to implement

the recommendations. The current LRP has cost the organization nothing, it was comprehensive and included

evaluation and input from all levels of the organization. In October 2013, a member feedback survey was

launched online and a hard copy mailed to all Posts for copying and sharing with members who have not yet

moved into the digital world. More than 800 surveys were received online by the end of March 2014 via Survey

Monkey, and 22 hard copies received. This represents a very respectable response and all of that data was

taken into consideration as part of the SWOT analysis done by both staff and NECmen. During the Fall 2013 NEC

and the Spring 2014 NEC each of our NECmen participated in discussions and work sessions, along with our

officers and the National Long Range Planning Committee. A telephone Town Hall was conducted in the spring

of this year, garnering additional membership feedback and validation of the need to complete a viable LRP.

Additionally, a survey conducted this past September among the National Officers, NECmen and Past National

Commanders demonstrated strong support for a LRP. All twenty-one respondents concurred that AMVETS

needs a Long Range Plan.

This LRP developed with input from our members, strategy sessions with our NECmen, and guided by our Long

Range Planning Committee and staff, will become our baseline for guiding the development of our annual

operational plans as we move forward over the next five years. It will also serve as our marketing and Brand

awareness document to share with potential funders.

All of this effort brings us here, at our Fall NEC meeting, to take action on a long overdue organizational

responsibility, to adopt a visionary LRP. I am respectfully asking that each of you continue to give your genuine,

deliberate and thoughtful consideration as we work together to create a new direction for a dynamic Veterans

Service Organization that will continue to meet the demands of our new generation of veterans. Eighty-five

percent of our membership is over 65 and one needs only to do the math and forecast the end of our

organization.

This plan addresses a totally new and aggressive commitment to rebranding, creating a new image to attract

our younger veterans. And the challenge is not just changing our image, we actually have to move beyond

our comfort zone, our comfortable circle of older friends, and embrace younger veterans who are perfectly

capable of assuming leadership roles that will take AMVETS into the future, remaining relevant in the service of

this nation’s veterans.

Veteran Still Serving,

Larry E. Via

AMVETS National Commander

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AMVETS VISION STATEMENT

A country in which all American Veterans have secured their earned benefits, have unlimited

employment opportunities, and are enjoying a quality of life equal to that of those citizens who

benefitted from the veterans personal sacrifices of service.

AMVETS MISSION STATEMENT

AMVETS, through leadership, advocacy and service, seeks to enhance and defend the earned

benefits of all men and women who are serving or have served honorably in the U.S. Armed

Forces, guided by our core imperatives - Veterans, Family, Patriots and Volunteers.

AMVETS GOALS

1. Streamline and restructure our organizational model that is in keeping with nationally

recognized non-profit governance standards.

2. Retain and increase membership with emphasis on Gulf War & Post 9/11.

3. Improve our capabilities to advocate for veterans and the active military.

4. Increase the number of Service Officers to establish a true national coverage and

responsiveness to the current veteran demographics.

5. Diversify and expand revenue streams.

6. Expand and fully develop AMVETS Warrior Transition Platform

7. Become best known for our Leadership, Advocacy and Service impact; as an

organization that makes a difference for our nation’s heroes.

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SUMMARY

The AMVETS Strategic Plan is focused on the long-range organizational vision, mission,

and goals and leaves the detailed annual planning to the staff who conducts the daily

activities of the organization. The staff develops the annual and deliberate operational

plan, including the budget, which is required to implement the guidance from the Long

Range Plan. The LRP is the baseline for that exercise.

The LRP does not authorize any specific actions or expenditures. The budget for each

out year must still be approved annually by the AMVETS Finance Committee and the

NEC. Any actions to change the organizational structure based on LRP

recommendations would still require adherence to the CBL and/or the appropriate

actions to modify the CBL. AMVETS must be transparent and work towards improving the

organization and that requires respect, dialogue, change and commitment to the

Mission.

The Strategic Plan covers a five-year time line and is reviewed and reported on to the

officers and NECman by the professional staff, via the Long Range Planning

Committee. Annually, the plan is reviewed and adjusted as necessary based on

achievements and changing circumstances.

The road ahead is a transformational challenge!

Essential to our success is: Retaining and increasing membership and enhancing our Posts, Departments

and our six National Districts to speak with one voice as advocates of

veterans.

Developing the programs and services to meet the needs of all segments of

our membership while demonstrating to all veterans the benefits of an

AMVETS membership.

Continually improving and expanding our communications that will enhance

our role as the leader in effective veteran advocacy.

Ensuring adequate financial resources to support AMVETS goals and

objectives as outlined in this Long Range Plan.

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STRATEGIES BY AREA:

ADMINISTRATION

BACKGROUND AMVETS has had a history of completing Long Range Plans in the 80s, 90s, and 2000s only to

have them sit on the shelf with no execution. Some of the recommendations you will find

are actually repeats of ideas to move the organization forward, increase membership,

make our brand known and improve operations.

This is one of the reasons we have remained static as an organization over the years

regardless of attempts to grow the membership and fund raising efforts. We have tinkered

around the edges at reforming the institution and expected results to be achieved without

the requisite changes that would accomplish the desired outcomes.

Our membership numbers have been inflated as a result of database neglect and an

archaic payment and application structure we have used for years without update. The HQ,

which should be managing all programs, only has selected programs while the Foundation

manages others.

Fund raising has been relegated to both the Foundation and HQ which puts the

organization in competition for donors, thus fatiguing an already over wrought base for

funds.

Membership dues continue to decline while the cost of maintaining a life membership

increases with no corresponding increase in dues structure. The result of this structure is

we have two organizations performing in a mediocre way in competition with one

another and results in the entire organization spiraling down to collapse on itself within

the next five years or so. Mathematically, this can't be sustained.

The cost of staff turnover is a negative for the organization as it doesn't permit any

continuity, drives good staff members to competitors and keeps the organization in a

constant churn which creates personnel problems, loss of corporate knowledge and will

not allow growth as personnel are in a continual training mode to become competent. A

salary study is currently being done that will compare AMVETS positions with comparable

positions in similar organizations in the metropolitan area of DC.

CURRENT SITUATION Over the past three years we as a staff have looked to trim the budget down to the bare

essentials and reduce the cost of administration for the members; however you can only

cut so far until you become ineffective. At some point there needs to be an investment in

the organization in personnel and infrastructure in order for the organization to move to

the next level. Each Department director is responsible for his/her budget and its execution.

Over the last three years budgets have looked like this, 2011: 3.7M, 2012: 3.8M, 2113 4.2M. The

Life Membership Fund has also increased over the last two years in value. For example, in

Aug 2011the LMF was at 5 million dollars at the end of Dec 2013 it is just under 7 million.

How we h a v e b e e n building our budgets is backwards, we should use our strategic plan

for the roadmap ahead and then year by year fund the objectives that will take us to the

execution of the plan. Not, create a budget without any goals in mind, approve the

budget and then decide what we can do. A Long Range Plan eliminates those problems

and allows a budget, based on objectives and goals, to be developed in support of the

annual operational plan.

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RECOMMENDATIONS The future of the organization is in the hands of its members. The recommendation has

been made through several evaluations made by outside agents that our divided

organization becomes one, with one Executive Director responsible for both the HQ and

the Foundation. This could be accomplished with existing personnel who would make both

organizations more effective and efficient.

The 501(c) 3 would be run by a Deputy Executive Director who would report to the National

ED as well as a Foundation board, directing the fund raising activities of all AMVETS. HQ

would not fund raise and all programs would belong to the National Programs Director, the

National Service Director would fall under HQ as well. This would eliminate redundancy in

fund raising and reduce staff requirements as similar functions would be performed by one

staff member. An Operations manager could run the retail functions and would report to

the Deputy. Any time staff worked on Foundation business it would merely be billed to

the Foundation expense.

This would eliminate donor fatigue as only one organization would be asking for money as

AMVETS. Board composition could be made up from CEOs from industry as well as several

AMVETS elected members; this would allow board members to become large contributors

as well as their friends and colleagues in industry thereby increasing revenue. This would

also give AMVETS one direction and purpose and not working against itself.

To quote, "Also, it appears that the National HQ and the Service Foundation have

separate chief staff executives. That is very rare today in the situation of affiliated national

organizations. Ordinarily there is one chief staff executive who is responsible for the

management and operations of the entire ‘enterprise’. That single staff head would report

to each governing board and would have staff assigned exclusively to each entity."

Another option would be to create a 501(c) 3 at HQ, with the appropriate

structure/board, and that entity would be the fund raising source for HQ. This would allow

grants to be obtained and other d o n o r s to be secured who will only donat e t o a

501(c) 3 versus a 501 (c) 19. HQ would no longer be held back by the benevolence of the

Foundation in funding programs and initiatives to both grow the organization and increase

giving.

In five years the number of National Service Officers should be doubled. We could recruit

CEOs and Flag officers to sit on the board as well as AMVETS representation. Then, the

501(c) 3 would truly be a subordinate organization to the HQ. We of course can do what

we have done the past twenty plus years and that is maintain the status quo. That will

undoubtedly result in the decline and extinction of our organization sooner rather than

later. By most calculations we have about 5 to 7 years to get our act together and turn

things around or at the end of that time we will be combat ineffective, so to speak. I

believe our future can be bright. We just need to take action and serve veterans.

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STRATEGIES BY AREA:

COMMUNICATIONS

BACKGROUND Remaining significant and achieving greater national influence is more than simply telling the

world about AMVETS’ great work. It’s about our ability to play an active and impactful role both

nationally and locally in addressing the emerging and future issues facing veterans. It’s the

WIIFMs and the WAMBIs (simply translated, it’s delivering the “What’s in it for Me?” and

addressing the “What’s against my best interests?”). Enhancing the quality of life and

empowering the success of our veterans, their families and the communities in which they live is

our value proposition for our membership and their retention. AMVETS, nationally, must provide

department and post level support that will culminate in vibrant and effective services and

opportunities at the local level. It is equally incumbent upon our organization to have true

impact by codifying our national recognition and “re-brand” our valued power base through

the services, opportunities and advocacy we provide.

CURRENT SITUATION

“We are fading because the younger generation does not recognize AMVETS as being important

to their future.”

“We have to break the traditional veterans organizational structure by being seen embracing

the future locally, or local posts will go away.”

The “culture” of tomorrow’s national landscape is highly complex and competitive, much faster

paced and considerably more challenging for our veterans especially due to the plethora of

VSOs, corporate interests and special interest groups all vying for a piece of the veteran

marketplace. MOAA’s entry into the VSO landscape, for example, has relegated AMVETS to

number five not only by sheer membership numbers but also by their value proposition of

services, programs and other incentives. Our younger veterans will join AMVETS because of our

value proposition in bettering their lives, not just because it is the patriotic thing to do. Young

veterans have specific demands and they are the most connected generation in history via

social media. They want to know what to expect in advance of engaging, and place great

value in trust. They require transparent, honest information that is as personal as possible. They

want to know exactly what they are paying for and what they will receive in return. This value-

proposition is the same across all of AMVETS.

Whether nationally or locally, AMVETS must align and incorporate programs, services and

support into the mix that not only fulfill our mission of service to all American veterans and the

communities in which they live but opportunities that younger veterans are attracted, that meet

their needs and afford them the opportunity to immediately engage. Dynamic programs that

are family friendly, structured to capitalize on their immediate need to demonstrate their

capabilities, including their savvy social media skill and mission mindset.

Our past efforts to gain local, regional and national media attention have not gained us the

traction we need to be competitive. Our current capabilities, capacity and strategies to

communicate will not get us to where we need to be. AMVETS, nationally, must provide

department and post level support that will culminate in vibrant and effective services and

opportunities at the local level. It is equally incumbent upon our organization to develop

nationally recognized and “branded” valued power base through the services, opportunities

and advocacy we provide. We must cut through the chaff of the competition (both the

legitimate and well-intentioned, as well as the sharks and predators) to fulfill a specific direct-

engagement niche and impactful brand recognition all across America.

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RECOMMENDATIONS Revise and update the AMVETS brand to realign with our renewed value proposition

(e.g., our Leadership, Advocacy and Service)

Revamp our communications tactics from a traditional press release-centric mindset to a

marketing and public relations-centric approach integrating new and social media

Revise our National communications strategy to a dual approach: globally – influencer-

based advocacy and engagement; locally – community outreach and engagement,

and campaign support

Establish, align and consolidate highly-effective communication capabilities and

supporting infrastructure across the AMVETS enterprise: expand the scope of initiatives

available to use to increase our ability to conduct and participate in targeted

campaigns; align products to increase capability, improve effectiveness, and improve

return on investments.

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STRATEGIES BY AREA:

DEVELOPMENT BACKGROUND Diversified income streams are the only secure way to grow and stabilize a modern non-profit.

Over the past two years AMVETS Headquarters has actually launched the proper platforms to

start diversified income streams. While a number of these pieces existed in our history,

transparent and accountable methodologies are now being used to measure success and drive

funding to new levels. This is the base to grow all of AMVETS funding and expand our brand.

Development research has identified a number of core initiatives that have become our

diversified income streams:

Corporate Partnerships

National Sweepstakes

Basic fundraising donations

Moves Management fundraising donations

Thrift Stores (currently managed by NSF)

Grants

These six income streams are diverse and will continue to grow and will act as a hedge if one of

the areas becomes obsolete. Before we began the income diversification program, our major

method of fundraising was not controlled by our brand and had a lower return possibility. This

modernization method was needed to keep AMVETS out of the press in a negative manner.

CURRENT SITUATION AMVETS Service Foundation is failing to meet required funding to run AMVETS.

Our database has a 5-year shelf life, before AMVETS base erodes to irreversible harm.

Our brand has strength, but the public has lack of awareness of what AMVETS does and

there is a general lack of understanding of what we do.

AMVETS needs an extended Moves Management Program, to fully realize the donations

of our current donors.

RECOMMENDATIONS Continue to diversify income streams

o Grow Partnerships to $1m annually

o Investigate expanding the Sweepstakes

o Maintain basic fundraising to keep budget flowing and feed Moves

Management Model

o Work with Thrift Stores to Feed donation model, work the model in favor of the

thrift stores as well.

o Work on additional grants to fund actual programs in conjunction with Programs

o Moves Management Fundraising needs a 2 year grant to thrive and drive $20m to

our bottom line over the next 5 years

Develop five separate flows in income that are self-sustaining

1. Membership – dollars generated from annual membership flow back to serve, grow

and advertise AMVETS.

2. Service Officers - thrift stores core mission should go to the VSO program

3. Overhead – Partnerships and general fundraising should cover HQ and NSF

overhead.

4. Programs – Develop additional grant and program specific fundraising.

5. Moves Management Fundraising – Secure and endow AMVETS for decades to come

and ensure growth.

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STRATEGIES BY AREA:

FINANCE AND ACCOUNTING

BACKROUND The Finance department has evolved to an Accounting department, after reorganizing in 2011-

2012. Formerly headed by a Finance Director, the department currently focuses on supporting

the daily needs of AMVETS National Headquarters with daily, monthly and annual non-profit

accounting support. This is a lean department that relies on a hands-on Controller and an

accounting assistant. When necessary, we utilize the services of outside consultants for issue

resolution or investigation, and for maintaining annual registrations in the various states where we

solicit donations. Annual audits are conducted by independent outside auditors, and we have

used Sage MIP Non-Profit Accounting software for several years. The National Service

Foundation runs its own accounting department on a different platform.

CURRENT SITUATION This department will evolve with the organization. If AMVETS NHQ and the NSF remain separate,

we are positioned to continue support at that level today. If leadership decides to merge the

organizations, the accounting model would best be served by a single accounting platform,

perhaps better served by a stand-alone Retail Store Package and a Financial Reporting

Package. Overall improvements in any scenario include reducing manual transactions and

automating as many manual processes as possible.

RECOMMENDATIONS Under a single Chief Financial Officer, a department would be organized into

functional accounting support and into analysis and reporting. The CFO would have

the assistance of a Financial Analyst and together they would oversee the functional

accounting through an Accounting Manager.

The Accounting Manager would oversee payroll, periodic accounting, and

operations accounting.

The headcount requirements across the organization would be similar to today’s,

and where appropriate, routine functions such as payroll, would be outsourced.

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STRATEGIES BY AREA:

LEGISLATIVE BACKGROUND The most significant piece of information uncovered in putting this section together, is the fairly

rapid and consistent turnover in Legislative Directors. From 1992 through 2011 there have been

eight different Directors.

If AMVETS’ legislative efforts have been relatively flat historically and our ‘brand’ less well known

on Capitol Hill, it is this lack of continuity in the position of Legislative Director that is no doubt a

major factor. Additionally, there has been more than one occasion during the last 20 years

when there was no Legislative Director (L.D.) at all and, not surprisingly, without informed

leadership within the Legislative Department, there was much backsliding.

Unfortunately, this ‘trend’ has become the norm for AMVETS and has seriously impacted our

credibility on Capitol Hill. It’s worth mentioning that some of the initiatives that the legislative

staff has already introduced have apparently been attempted before, but they fell by the

wayside due, in part, to the high turnover rate, lack of member participation/utilization and tight

budgets.

The same negative trend has occurred in the support position within the Legislative Department,

so that in the last 6 years there have been at 5 different individuals in this position.

In both cases, it is likely that all of this turn-over has been caused by four main reasons:

Lack of personal ownership/support of the elected AMVETS organizational leadership;

high turnover in the companion position;

low participation in legislative activities among the membership;

below average remuneration; and

insufficient budgets/resources.

CURRENT SITUATION In the last year, two legislative specific groups have been established; going forward these

individuals need to receive guidance, training and support from the HQ Legislative Department.

The Legislative Task Force needs to continue to grow so that we can have members in every

state and they need to be strategically utilized in order to leverage their effectiveness.

Both of these groups need to not only feel appreciated, but comfortable and informed.

AMVETS leadership should consider approving a standing Legislative Affairs Committee, that

would have meetings/training session at all National meetings. If there was some mechanism in

place to compel their attendance and then reimburse them for their expenses, as done for the

NECmen that would be ideal. This idea would also involve additional expense for individuals to

attend each National meeting. I do not have an estimate of the cost at this time as there are

many variables to be considered.

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RECOMMENDATIONS The most important piece of the plan moving forward is to become proactive rather than

reactive. It is also crucial that we continue to engage growing numbers of our members in the

legislative process. Recommendations include:

Increase member involvement in our legislative activities by having the full and public

support of our National, District and Department leaders. Without that visible

commitment from our leaders, engaging the general membership will only yield minimal

results.

Providing small group briefings and training opportunities for the membership will be one

critical step in increasing the involvement of our members in the legislative process

Formally recognize, at the National level, the most legislatively active post, department

and national district with a financial reward as well as a trophy or plaque.

‘Grow’ the AMVETS annual “Storm the Hill” event that would include the printing of

quality, ‘branded’ folders and other leave behind materials.

At the national level, add a 3rd Vice Commander position which would focus on

legislative activities, this experience would be beneficial to future National Commanders.

Modify CBL to require all Departments to establish and fill a Legislative position with a 3rd

Vice Commander.

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STRATEGIES BY AREA:

MEMBERSHIP BACKGROUND

Database The membership and Post and Department structure of AMVETS is tracked in our database. In

2005 a contract was entered into with AVECTRA to begin construction of our current netForum

database. The system requirement analysis led to a large amount of customizations to the

existing netForum system to accommodate AMVETS unique structure. Nine years into the system

we are continuing to fine tune the netForum system as it evolves. The structure of AMVETS with its

Posts and Department and leadership is reflected in the database and each member has a

unique set of data. The design of the system required that each individual has access to their

data from any computer through the AMVETS web site. All individuals and leaders from Posts

through Departments have access to electronic rosters and electronic dues payment methods.

The system design was thoughtful and integrates well in today’s electronic era of managing and

commerce.

Membership Recruiting Membership initiatives have historically come from the field. The green hats at Posts throughout

the country are the main drivers of membership. Headquarters and managers have supported

recruiting and retention initiatives at Posts through membership awards and a programs

reporting. Membership in AMVETS has essentially remained flat in the last twenty-five years. Any

gains in the last few years are offset by non-renewals and deceased members. Historically the

core numbers have been inflated by the one year grace period granted after an annual

membership expires and due to a large number of deceased members not being removed from

our rosters. The grace period essentially carries the member for one year after his membership

expiration date. We lost 11,500 members in 2011-2012 to non-renewal. The deceased members

are carried long after their demise because we rely on Posts and Departments alert HQ to

members passing. In a normal reporting year we decease around 2,000 members. The actual

rate is closer to 3,000/year. We expect the deceased number to continue to rise each year. The

average age of AMVETS members is 65. And the average longevity of the veteran population is

72 years old.

Historically AMVETS membership has run on a calendar year. This caused difficulty in accounting

for funds when our finances were operating on a fiscal year. The attempted correction was to

change the fiscal year to a calendar year.

That didn’t make accounting for funds easier so the auditors suggested we change the

membership from a calendar to fiscal and also change the accounting year back to fiscal.

We are currently in the throes of that change. In 2013 AMVETS broke with 70 years of tradition

and changed its membership year from Jan thru December to Sept1 to August 31st.

AMVETS Membership initiatives that met with moderate success include the trial membership

through a magazine wrap. We manually brought 5,000 members through this labor intensive

paper process. The concept of a pool of members for Posts to recruit from met with some

success both in recruiting opportunities and marketing opportunities. The pool concept allows

AMVETS to speak directly to a group of veterans about our brand, program and efforts. It offers

Posts opportunities to contact members using zip code searches. Another pool concept

introduced in 2013, the student membership initiative offered trial membership to military

personnel while in school using the GI Bill. Posts and Depts. have requested further introductive

membership initiatives. Posts leaders requested a 4th of July free introductory membership and a

Christmas free introductory initiative. HQ supported both, although some Departments chose not

to participate.

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HQ is also supporting post-recruiting initiatives by providing no cost professional display

assistance as well as brochures, handouts. It is well received.

Direct Mail Solicitation (DMS) program, offering membership to qualifying veterans through

direct mail, tried and tested. Programs to record success rates are not in place.

Membership Staffing Staffing in membership was at 4 personnel in 2005. Through attrition, two positions were vacated

and not rehired. The work overflow was delegated to other HQ staff and the accuracy of the

dataset declined. Approval for a third position was granted in 2012 and data entry quality

improved.

CURRENT SITUATION Data Infrastructure AMVETS is on the path to total reliance on digital tools. The transition has started and Posts and

Departments are realizing the time savings garnered by e-transaction, e-membership and e-

recruiting. Membership support at HQ has three fulltime data entry employees to support the

data base and membership. It is adequate for the routine data but periodic stressors from the

field slow the overall support.

Database interactions are complicated and our system is totally customized to model our

unique structure of Post and Departments with annual personnel and dataset turnovers. As we

move to decentralized data entry systems membership personnel levels are adequate but

require assistance during the annual database turnover (revalidation).

Data entry personnel are capable of increased technical responsibility and are being trained to

take a holistic approach to the data entry requirement. The approach requires an overall

program understanding to answer the questions posed by new leaders (managers) as they

grapple with managing large member rosters in a digital environment. Staffing transition will

require hands on working period of about a year to understand the basic structural interactions

and compliment the AMVETS membership support mission.

Membership To move our demographic to a younger veteran we will continue to develop the Pool concept

to offer electronic means for Posts and Departments to engage members at large in both

National Pools and Department MAL Posts. As we transition to the next generation of veterans

willing to engage with AMVETS we will see the models shift. We tend to categorize in war eras,

WWII, Vietnam, Gulf, and Current Vets. Marketing organizations make the same distinctions with

Baby Boomers, Generation X and Generation Y which are roughly coincidental with our last

three groups. Studies show the X and Y groups (Gulf and Current) join for opportunities to

enhance their careers and opportunities to learn. They tend to be independent digital thinkers.

Our challenge is to be or facilitate expertise in areas that speak to their needs, career

enhancement and opportunities to learn. Looking at the military side of generation x and y we

can look at our Career Center as coincidental to enhancing careers and areas where we as

veterans might share knowledge is understanding two specific areas of importance to young

veterans which set them aside from the general population. Two distinct advantages veterans

have are VA loans and the GI Bill. Our Career Centers are grant driven but programs at each

post to engage the post with local business leaders to affect hiring veterans would be worth

exploring and would meet a mark enhancing or beginning careers. The opportunities to learn for

the transitioning met by bringing local “experts” into contact with veterans in lieu of local posts

becoming experts could be explored. Post could affect meeting of professional lenders and

agents to explain the advantages and mechanisms of the VA loan and the GI Bill.

Local endeavors to share AMVETS expertise in VA claims could be beneficial by introduction to

the process spearheaded by our NSO departments. Even though a post or a region may not

have a professionally trained NSO a post could be the conduit to a VA claim. Local AMVETS

Posts would be perceived as the rout to opportunities to learn which the generation X and Y

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veterans are looking for when they affiliate. We will continue efforts to shape our message

through our magazine, website and Facebook e-venues to engage returning veterans in areas

of interest that may lead to affiliation with AMVETS.

RECOMMENDATIONS Adequate staffing in Membership requires 4 full time Membership Support

technicians and a database manager. Three full time Data entry positions are

budgeted. Database manager and a temp trainee will require additional funding.

HR is analyzing the salary requirements.

Membership Recruiting Some Departments make MAL lists available to Posts for recruiting efforts. The MALs enter the

AMVETS system at little cost to AMVETS and can provide recruiting tools for Posts. HQ

Membership initiatives should increase each year, building the HQ MAL Pool by 5,000 each year

and keeping the veterans in the Pool for a 5-year period. The Pool will be augmented by

including dropped members with emails. This will increase membership by 5k each year in a five

year period. Costs associated with the pool will be minimal. Contact with pool members will be

no-cost emails with an opt-out mechanism to address FCC rules. The increased numbers will

allow for increased marketing revenues. Introductory memberships if handled electronically can

be revenue neutral. The lack of revenue can be offset by the benefits of email vs. standard mail

and using electronic print media as opposed to paper products and mail systems. It will broaden

our audience of prospective young members and allow a longer period to show value of paid

membership. All MALs are non-voting members in AMVETS. HQ will engage in electronic and

print campaigns with Posts and Departments for organizational development. Through the

upcoming dues increase and use of digital media, costs should remain constant. HQ

membership is working with US census to assist in targeting the 1 in 10 Americans that are eligible

for AMVETS membership. Veteran-targeted marketing is the only cost-efficient approach to

recruiting.

Post Structure The concept of a virtual post is close to the concept of a paper post. Paper post hold meeting in

various locations and a virtual Post could hold meetings through the internet or cell phones

group chat functions. HQ will trial the concept of a virtual Post attached to HQ to work out the

details and problems that might be associated with general EIN requirements and IRS guideline

issues. The structure will be closely aligned with the way “paper posts” are structured. Virtual

Posts can be an enticement to the digitally connected veterans and broaden our appeal to the

GWOT veterans which have grown up in a digital environment.

Hardware and Software Plastic multi use membership cards will save money over the old paper cards. The bulk of the

cards have variable data printed by contractors. Duplicates and lost cards are printed on the

same machine that prints life card at HQ. The cost of a duplicate card will be set at $5.

The software and PC running the card printing machine haven’t been updated since 2008. We

have a Windows 7 PC in place and are looking at upgraded software costs. Our S-18 card

printer is robust and can handle the increased card numbers.

Costs to upgrade to full electronic dues Our system is redundant to four levels. Individuals, Posts, and Departments can all pay dues

online with credit cards. The old Dues and Remittance (D&R) system is also used. All four systems

are in use today because we are in a slow evolution to digital. Metrics will be built into the

system to capture and differentiate members joining and renewing through online portals. A

second impediment to full e-commerce is our fund redistribution system. Instead of checks to

departments which requires a second set of checks to be cut to posts we are looking at either

point of sale distribution of funds back to departments or digital bank routing to Post accounts

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and department accounts. Some Posts don’t trust the system and discourage their members

from renewing online. HQ doesn’t control redistribution after checks are cut to Depts. An online

report where Posts can see monies due to them might be an option. Invoicing issues and

notification to Post leadership when a member renews are being addressed with the AVECTRA

program managers and technicians.

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STRATEGIES BY AREA:

PROGRAMS

BACKGROUND Quality Programs equal membership and membership retention. Young veterans will join AMVETS

because it is a value proposition, not because it is the patriotic thing to do. Young veterans have

specific demands and they are the most connected generation in history via social media. They

want to know what to expect in advance of engaging, and place great value in trust. They

require transparent, honest information that is as personal as possible. They want to know exactly

what they are paying for and what they will receive in return. It is the same for programs,

AMVETS must incorporate programs into the mix that not only fulfill our mission of service to all

American veterans and the communities in which they live but programs that younger veterans

are attracted, programs that meet their needs and afford them the opportunity to immediately

engage. Dynamic programs that are family friendly, structured to capitalize on their immediate

need to demonstrate their capabilities, including their savvy social media skill and mission

mindset. Focus groups that AMVETS have conducted and feedback from IAVA & SVA members

quickly demonstrate they are not looking for smoke filled canteens where older veterans sit

talking about the old days that have few similarities to their recent experiences. AMVETS

Nationally must not only provide department and post level support that will culminate in vibrant

and effective programs at the local level but it is incumbent upon our organization to develop

nationally recognized programs, a specific niche that will facilitate Brand recognition all across

America. AMVETS has had some limited success at offering unique programs such as the

Keepers of the USS Arizona Memorial, the Carillon program, and more recently the Healing

Heroes program, the Warrior Transition Workshops and the Call of Duty Career Centers. However,

we have not had the financial resources or talent to develop a cohesive promotion and

marketing of these programs.

Programs reporting have identified numerous programs being conducted at post level that do

not enhance or promote veterans causes and this is a concern. Veterans who are attracted to

AMVETS and join because their interests align with AMVETS stated objectives of assisting veterans

will soon become disillusioned if all our posts offer is a place to socialize. AMVETS, at that point,

becomes just another club. We all need opportunities to socially interact and there are many of

them available. Socialization should be the by-product of an active AMVETS post that is truly

engaged in service to veterans, not the sole purpose for existing. In Addition, younger veterans,

that we must attract, need much more than just another social opportunity, they want to

continue to serve and make a difference. They also want opportunities to do that not only with

fellow veterans but with their families.

CURRENT SITATION Since 2004 when post programs began to be reported and tracked via a user-friendly

online reporting system, the all-time high for posts to report at least one program was in

June of 2013 when 84% made a report; that means that about 16% or 90 plus posts did

not report any program activity.

Analysis of Programs being reported demonstrate that there are (12) programs that have

been utilized by less than 8% of posts in the past nine years. However two of them have

only come on line in the past two year. Clearly all of these programs need to be carefully

reviewed for possible elimination as “national” programs, with the exception of S.A.V.E. &

Women Vets.

AADAA : AMVETS Task Force DVD : Blood Drives : AMVETS Care Bear

Organ & Bone Marrow : POW/MIA : Safe Driving : S.A.V.E.

Special Olympics: Veteran History Project : White Clover : Women Vets

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Not once in the past 13 years have all Departments had a student participate in the Spirit

of America Youth Conference, an integral part of the Americanism program

With one major exception, the VAVS program established in 1947, it was not until 2005

that AMVETS National began to consider any direct administration of AMVETS programs

from the National Headquarters, which would benefit all veterans and the active military.

In 2005 an MOU was established with the National Guard Bureau; 2007 AMVETS Task

Force DVD; 2008 AMVETS Healing Heroes; 2010 Warrior Transition Workshops; 2011 Call of

Duty Endowment Career Centers.

The Programs Department budget is the smallest budget of all of the National

Departments.

The Americanism Program, a K-12 educational program, that has been around for years

is virtually unknown in the educational community.

The AMVETS Against Drugs & Alcohol Abuse program, that has been around for years is

virtually unknown by our membership or the educational community.

When asked, “What do you like most about AMVETS,” only 15% of survey respondents

indicated AMVETS programs.

AMVETS local posts invested/contributed over $1.5 million dollars, actual cash, or 25% of

all cash to non-veterans’ programs in 2013.

AMVETS members volunteer over 250,000 hours of service, 30% of total hours, for non-

veteran causes/programs annually.

Quality Posts peaked in 2010 with approximately 20% of Posts earning the recognition

which measurer’s membership and program criteria; in 2013 only 12% earned the

recognition, which indicates, conversely, that 88% of posts lost membership or were not

engaged in programs.

Few Posts & Departments are submitting entries for the National Program Awards. Those

entering sometimes win just by default because they were the only entry.

There is a significant base of members and leaders requesting training and mentoring to

better prepare them for leadership opportunities.

The Programs Department is understaffed.

RECOMMENDATIONS

Going forward: Increase the baseline Programs Department budget by 10% over

the next five years.

Eliminate, sunset the following programs as “national” programs.

Organ & Bone Marrow Program

White Clover Program – (Maintain the White Clover, the AMVETS

Flower, as a Post level fund raiser only & maintain the White Clover

Medal.)

Blood Drive Program

Care Bear Program

Safe Driving Program

Special Olympics

Veteran History Project

Move AMVETS Task Force DVD to Headquarters.

Develop a complete training syllabus and alternative delivery venues including

online/webinar availability.

Establish a second Programs Associate position to absorb the grant funded

Career Specialist.

Revamp the National Awards Program.

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Fully develop a Warrior Transition Platform to include

Healing Heroes

Warrior Transition Workshops (weekend de-boot camp)

Career Centers

o Platform to be funded and staffed at a level appropriate to penetrate a

significant veteran client base across the nation and garner national

media attention.

Modify the selection procedure for students to participate in the Spirit of America

Youth Leadership Conference and include a student from all 50 states.

Develop a “slick” promotional piece for the AMVETS Americanism & AADAA

programs and secure high profile educator to endorse.

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STRATEGIES BY AREA:

SERVICE OFFICERS

BACKGROUND We are a veterans’ service organization with the mission of advocating on behalf of active duty

members of the armed forces, veterans and their surviving family members before the

Department of Veterans Affairs. The AMVETS National Service Department with their cadre of

National Service Officers (NSO) is the central pillar of the AMVETS organization.

The duties and responsibilities of our NSO cadre best equates to a paralegal in high-volume top-

shelf law firm. The high-volume is due to the fact that many NSOs see more than 8 veterans a

day and/or review more than 8 to 10 rating decisions a day. Top-shelf refers to AMVETS being

known and privately recognized by the VA for the quality of our submitted claim packages.

CURRENT SITUATION NSO turnover is too high caused by a low pay schedule. To make us competitive with the

other VSOs and have a salary structure to retain good NSOs for a career with AMVETS

rather than cap them at a low scale that forces them to seek other employment.

AMVETS needs but does not have a national service officer at every VA regional office

o There are 158 VA Intake sites on military bases and AMVETS covers 30; 13 with full

time NSOs and 17 are covered by reoccurring outreach

Departments with NSOs have higher memberships.

The Employer of the Year Program (EOY) that has been around for many years receives

limited interest and support.

Too much time is spent by the national service director and deputy national service

director answering direct calls from veterans, doing claims work and supporting local

events.

o A fulltime NSO at the HQ would cover HQ generated outreach, answer daily call-

in questions, and VSO/VA projects/pilot programs from the BAS or Comp Service

at VACO.

o The NSO would also provide active duty, veterans and surviving family member’s

assistance on-line, e.g., AMVETS Facebook.

AMVETS is not able to participate in special short-term high-value VACO projects due to

personnel shortages.

The BeneVets database management program, coupled with the VA’s data to data

(D2D) Pilot, is becoming a critical job function/mission support item.

VA is not forthcoming with their actual long range plans; this is especially true when it

comes to consolidations in the VBA electronic claims world; any future VA consolidated

rating center will not look like the VARO as we know them today.

The annual training conference needs to be supplemented by an on-line training

capability with electronically graded tests to ensure the proficiency of our service officer

team.

o The weekly quiz will gage the results of training and the proficiency of the service

officers

o Noted shortcomings will be used to develop additional training and tests

Not only would NSOs take the training and tests, so would anyone granted accreditation

by AMVETS to include department service officers, state service officers, and county

service officers.

o Failure to do so would be grounds for withdrawal of accreditation

o This is done to ensure the service team stays abreast of changes in the law, VA

policies and procedures and proficient in the representation of client’s claims

Good promotional items are lacking to support outreach activities.

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RECOMMENDATIONS Increase the national service department’s pay scale.

Hire a fulltime NSO for the National Headquarters.

Increase the number of NSOs over the next five years.

The number of additional NSO FTE could increase to 11 additional slots per year based on

the availability of funds.

Continue to increase the number of NSOs in next five year blocks, FY2020-FYFY2024;

FY2025-FY2029; FY2030-FY2034 until we have NSOs at every VA RO and at all VA/DoD

transition sites.

Run a 1-year test for the Employer of the Year award; if participation does not increase,

then drop the EOY Program.

Emphasize support of D2D with the VA at all levels.

Continue to prepare plans that would permit AMVETS to electronically mimic assignment

of NSOs at the headquarters location to a consolidated VA rating center; there could be

as many as 10-20 NSOs at the HQ location who electronically review claims.

Develop an online training package that will keep the field abreast of changes in the

law and VA policies and procedures, that will identify training shortfalls, which will be

used to evaluate the competency of all service officers accredited by AMVETS.

Develop a promotional items package to support outreach activities at transition sites

and AMVETS/VA/local community sponsored events.