STRATEGIC PLAN 2017 TO 2021MOAA's five-year strategic plan is at an exciting and expansive stage and lays the foundation for the long-term improvement of the organization. The plan is intended to be adaptive, flexible, and sustainable in order to address MOAA's needs now and into the future. To develop this plan, our effort was organized around four questions: * Who are we as an organization? * Where do we want to go? * How can we get there? * How will we tell if we have? The answers to these four questions define the path toward the objective of this plan: to advance MOAA as the leading organization advocating on behalf of the uniformed services community. We solicited input from a broad range of interested parties -- including board members, staff, and external stakeholders -- collected data, and reviewed performance. Based on this process, we developed a disciplined, long-term approach to defining the scope and impact of our work. The plan provides a clear blueprint of MOAA's business model and the environment in which we work. It also describes six shared goals of the board of directors and the staff, as well as a strategic roadmap to achieve each goal. Ultimately, our success will be measured by the organization’s commitment to embrace the plan and its ability to develop the supporting operational plans required to accomplish these goals. Additionally, the plan must be a living document that establishes priorities, links to individual performance systems, and informs the day-today business of the association. Finally, the board should use the plan as a guiding document in assessing the health of the association and the performance of the senior staff. Military Officers Association of AmericaMOAA_47d6b1a2-20e7-11e8-994d-433c60556326MOAA is a nonprofit, nonpartisan association of officers from the seven uniformed services: Army, Marine Corps, Navy, Air Force, and Coast Guard and the commissioned corps of the Public Health Service and National Oceanic and Atmospheric Administration. We are active duty, retired, former, and National Guard and Reserve officers supporting all ranks and branches who serve or have served, as well as their spouses, family members, and surviving spouses. To be the leading organization advocating on behalf of the uniformed services community._47d6b2d8-20e7-11e8-994d-433c60556326Never stop serving and advocating on behalf of America's uniformed services._47d6b3a0-20e7-11e8-994d-433c60556326CommitmentExpressed by our commitment to "Never Stop Serving" and articulated through three tenets: service, leadership, and professionalism.ServiceDevelop and maintain an engaged nationwide community of support for all Americans who serve or have served and their families.LeadershipExemplify leadership to our nation and encourage it to honor its commitments to those who serve or have served and their families. Advocate wisely and collaborate with diverse veteran and military service organizations to protect the welfare and future of our men and women in uniform. Support collaborative solutions to preserve a strong national defense.ProfessionalismSustain and develop the ideals of "officership" in the execution of our mission of advocacy for our uniformed services, and connect our nation with the very people who have sworn an oath to defend it.AdvocacyEnsure government enacts and maintains policies to sustain a career force of the size and quality needed to maintain a strong national defense._47d6b544-20e7-11e8-994d-433c605563261Concurrently, MOAA advocates for sufficient funds for training, readiness, modernization, and end strength to support the National Security Strategy. During the period of this plan, our main goals are:CompensationEnsure Regular Military Compensation is not eroded by measures aimed at shifting the burden of some defense-related costs directly onto the servicemember._47d6b602-20e7-11e8-994d-433c605563261.1Pay GrowthEnsure military pay growth is maintained consistent with the private sector (employment cost index)._47d6b6c0-20e7-11e8-994d-433c605563261.2Compensation OffsetRepeal the Survivor Benefit Plan/Dependency and Indemnity Compensation offset._47d6b788-20e7-11e8-994d-433c605563261.3Health CareProtect TRICARE and other health care-related programs from disproportional fee increases._47d6b850-20e7-11e8-994d-433c605563261.4Veterans Choice ProgramSupport continuation of the VA's Veterans Choice Program._47d6b904-20e7-11e8-994d-433c605563261.5VAEnsure veterans retain flexibility to access health care.Female Health CareImprove health care solutions for women veterans._47d6b9cc-20e7-11e8-994d-433c605563261.6Women VeteransMilitary Treatment FacilitiesEnsure progress continues in the Defense Health Agency's new role as the leader of all military treatment facilities._47d6ba9e-20e7-11e8-994d-433c605563261.7Defense Health AgencyCommissariesProtect the commissary benefit._47d6bb66-20e7-11e8-994d-433c605563261.8CommissariesGI BillModernize the GI Bill without compromising its effect on recruiting and retention._47d6bc38-20e7-11e8-994d-433c605563261.9Business IncentivesIncrease incentives for businesses to hire veterans and spouses, such as the Work Opportunity Tax Credit for employers._47d6bd00-20e7-11e8-994d-433c605563261.10BusinessesEmployersVeteransSpouses of VeteransMembershipSustain MOAA paid membership at current levels, while laying the foundation for growth in the long term._47d6bdd2-20e7-11e8-994d-433c605563262To achieve this goal, we will maintain an intense focus on delivering relevant value propositions to our members in ways that enhance their identification and engagement with MOAA. During the period of this plan, our specific priorities will be to:Paid MembershipMaintain paid membership levels, which will require modest annual increases in renewal rates (0.5 percent) and conversion rates (1 percent) over the term of this plan._47d6bea4-20e7-11e8-994d-433c605563262.1Brand AwarenessIncrease brand awareness within the universe of eligible members and their families._47d6bf80-20e7-11e8-994d-433c605563262.2Diversity & InclusionGrow MOAA membership into a highly diverse and inclusive organization representative of today's military._47d6c048-20e7-11e8-994d-433c605563262.3Services & ProductsEnable officers to find and use MOAA services and products that best meet their individual needs at any given time and to demonstrate the relevance and value of membership._47d6c138-20e7-11e8-994d-433c605563262.4Value & Conversion RatesYield greater member lifetime value and higher conversion rates, especially of BASIC members to PREMIUM (annual) dues-paying members._47d6c20a-20e7-11e8-994d-433c605563262.5EngagementDeliver outstanding member support and to increase retention of MOAA members._47d6c2e6-20e7-11e8-994d-433c605563263MOAA's specific priorities over the period of the plan are to:EducationIncrease the number of members who make effective use of our career transition and financial and benefits education services by 5 percent annually._47d6c3cc-20e7-11e8-994d-433c605563263.1ContentStrengthen member engagement with MOAA's content across all association communication channels._47d6c49e-20e7-11e8-994d-433c605563263.2Affinity ProgramsGrow the levels of member participation in MOAA's affinity programs, with specific emphasis on MOAA Insurance._47d6c598-20e7-11e8-994d-433c605563263.3We will grow both term life insurance and MEDIPLUS® over the course of this plan.Family ProgramsFully fund ($750,000) all MOAA national military family programs each year._47d6c6b0-20e7-11e8-994d-433c605563263.4Military FamiliesGrantsFully fund ($100,000) the Community Outreach Grant Program and establish it as a hallmark MOAA-branded community outreach program providing urgently needed services to military and veteran families in communities across America._47d6c78c-20e7-11e8-994d-433c605563263.5Councils & ChaptersGrow and strengthen a vigorous nationwide network of active and engaged affiliates to influence legislation, serve their local communities in impactful ways, and increase MOAA brand awareness nationwide._47d6c868-20e7-11e8-994d-433c605563264MOAA's specific priorities over the period of the plan are to:Membership EngagementIncrease the percentage of members who are active in the chapter system, with an emphasis on younger members to decrease the average age of membership._47d6c98a-20e7-11e8-994d-433c605563264.1SupportIncrease headquarters support to the chapter system in the areas of third-party revenue generation, advocacy, recruiting and retention, communications, administrative assistance, and leadership development._47d6ca7a-20e7-11e8-994d-433c605563264.2Best PracticesShare information across the network on best-in-class chapter practices._47d6cb60-20e7-11e8-994d-433c605563264.3Chapter EngagementIncrease the number of chapters actively engaged in national and state legislative advocacy and impactful community service, with a key metric being legislative influence in every congressional district._47d6cc5a-20e7-11e8-994d-433c605563264.4Virtual ChaptersIncrease the number of virtual chapters to offer affiliation opportunities based on shared interests and not limited by geography. _47d6cd40-20e7-11e8-994d-433c605563264.5FinancesGenerate income and manage expenses to increase our investment portfolio to sustain revenue to offset operational expenses. _47d6ce26-20e7-11e8-994d-433c605563265Our specific goals are to:Income DiversificationFocus on reducing our dependence on investment income to balance our operating budget._47d6cf3e-20e7-11e8-994d-433c605563265.1Alliances & PartnershipsExplore creating new strategic alliances -- win-win partnerships with other organizations -- enabling us to realize increased revenue, decreased expenses, or both through collaboration._47d6d02e-20e7-11e8-994d-433c605563265.2ExpendituresStrategically control expenditures._47d6d114-20e7-11e8-994d-433c605563265.3Organizational CapacityTransform how our people work together, our processes and systems, and our working environment. _47d6d218-20e7-11e8-994d-433c605563266Our specific priorities are:PlanningFully implement collaborative and integrative planning across the organization._47d6d312-20e7-11e8-994d-433c605563266.1Hiring & RetentionHire and retain people with the skill sets MOAA will require for its rapidly changing environment._47d6d3f8-20e7-11e8-994d-433c605563266.2TechnologyOptimize the value of MOAA's investment in technology by increasing work efficiency across the organization and improving the recruitment and retention of members._47d6d506-20e7-11e8-994d-433c605563266.3Headquarters BuildingUse MOAA's headquarters building to enhance collaborative working, optimize space utilization, improve physical working conditions, and generate non-dues revenue._47d6d5f6-20e7-11e8-994d-433c605563266.42017-01-012021-12-312018-03-05http://www.moaa.org/uploadedFiles/Content/About_MOAA/MOAA_Strategic_Plan_2017.pdfOwenAmburOwen.Ambur@verizon.net