EXCOM LOOKS TO THE FUTURE

The 26 April EXCOM and presidents meetings are shaping up to be important if not critical to the future of CAL-MOAA and the chapters.

The meeting gets underway at 0930 Wednesday morning and sufficient time will be allocated to the ordinary business affairs of the Council. These would include the president’s remarks, a treasurer’s report, a secretary’s report, detailed reports by area directors regarding highlights of area and chapter activities, plus discussions of other issues such as the recent DFAS survey.

CDR John Sammons has asked for a minimum of four (4) hours discussion time for consideration of strategic plan provisions and approval vote.

A detailed EXCOM agenda is likely to be released within a week. A complete outline of Thrusday events has already been announced.

Because of proximity to the meeting site, Area 1 and 2 chapter presidents/officers/directors/interested members have been invited to attend in order to provide input to the strategic plan and offer counsel and advice to officers interested in the East Bay Chapter startup.

At the same time, the same invitation goes out to all chapters in the state, with everyone willing to make the trip to Oakland most welcome. Any officers, directors, and members from chapters outside the two areas are encouraged to help EXCOM members fashion an appropriate strategic plan as well as meet, greet, and assist those choosing to affiliate with East Bay Chapter.

At and following the meetings, officers and directors will want to move ahead with implementation, including:

–Adopt the strategic plan as a working document towards a Council revitalization effort;
–Adopt new bylaws tailored specifically towards California and its unique problems;
–Reorganize the Council into a vital and nimble organization;
–Develop CAL-MOAA’s outstanding website into a “Virtual Chapter” to help unite the various chapters as well as encourage the participation of MOAA members who are not chapter members;
–Initiate dialog/action with all relevant organizations to bring about military retired pay tax relief, either an elimination or significant reduction.

Anyone having an item to be added to the agenda can do it easily by posting a comment to this weblog item. Simply click on “Comment”, type the request, and click “Submit”. But hurry, time is of the essence.

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SOUND DECISIONS NEEDED FOR STRATEGIC PLAN

The upcoming 26 April EXCOM meeting has the new strategic plan on the agenda. Some very important decisions will be made.

There should be advance discussion about plan provisions, and it can take place right here on the weblog. This interactive technology allows ideas, concerns, questions to be presented here, along with reactions and commentary. Unless there is advance preparation, the risk of faulty decision-making is high.

A woman walks into a bank in New York City and asks for the loan officer. She tells the loan officer that she is going to Taiwan on business for two weeks and needs to borrow $5,000.

The bank officer tells her that the bank will need some form of security for the loan, so the lady hands over the keys to a new Ferrari parked on the street in front of the bank. She produces the title and everything checks out.

The loan officer agrees to accept the car as collateral for the loan. The bank’s president and its officers all enjoy a good laugh at the lady for using a $250,000 Ferrari as collateral against a $5,000 loan. An employee of the bank then drives the Ferrari into the bank’s underground garage and parks it there.

Two weeks later, the lady returns, repays the $5,000 and the interest, which comes to $15.41. The loan officer says, “Lady, we are very happy to have had your business, and this transaction has worked out very nicely, but we are a little puzzled. While you were away, we checked you out and found that you are a multi-millionaire. What puzzles us is, why would you bother to borrow $5,000?”

The lady replies, “Where else in New York City can I park my car for two weeks for only $15.41 and expect it to be there when I return?”

By his behavior, CDR John Sammons, USPHS (Ret), vice president, is expecting “out of the box” thinking and decision-making.

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TROA TO MOAA A MISTAKE?

Today’s Dilbert comic strip goes like this: The pointy-haired boss approaches one of his young workers, “Ted, I’m sending you on a team-building exercise.” Ted’s eyes, very wide, just stare at the boss. “A security guard will drive you to the middle of the desert and leave you there,” the boss says. “And then the team will rescue me?” asks Ted. “Sure.” replies the boss. The times are changing.

There are some who are beginning to question the wisdom of moving from TROA to MOAA. “I think it was a terrible mistake,” said one local chapter member, ” the younger officers don’t relate to us very well–we should have remained an organization for retired officers only.”

In an early 1999 study of TROA opportunities and threats, the analyst said the uniformed services appear to have recovered some of their severe reputational losses generated during the debacle of the Vietnam War. However, they are still a long way from the halcyon days of the 40s and 50s.

Military service seems to be viewed as a “good job” rather than an honored profession. It might not even be considered a “good” job given the recent difficulties of the Services in recruiting.

The new TROA eligible population appears to have a value and belief system that is some ways fundamentally different from those of the earlier generations.

In addition, though the current military is understaffed and over tasked, there does not seem to be great public demand to have it be any other way. To paraphrase Kipling, it is indeed Tommy Adkins time.

Interpersonal relations will become more dependent upon formal norms and less by informal mores. Deviant (technical) behavior will increasingly become more tolerated and conventional behavior less valued.

Personal independence (do your own thing) combined with societal dependence (I’m owed a living) will continue to wax strong while personal interdependence (team work) and societal independence (be your own man) will continue to wane.

The cultural moon is closer to full than new.

The threats, as seen in 1999, included continued increase in the generation “gap”, increased polarization between generations, division into political/legislative enemy camps, and an opting out for significant numbers of individuals and groups.

However, there was one significant opportunity out there at the time, namely, to generate a synthesis out of the current cultural thesis and antithesis.

If you were to ask others about the differences between 1999 and now, a typical response would be, “if anything, the situation is even more negative.”

As we approach the 26 April EXCOM meeting, how will all this impact on our thinking and actions? In view of the current situation, what are the odds for success; that is, creating and approving a strategic plan that will move CAL-MOAA ahead in the 21st century?

Was the move from TROA to MOAA a mistake?

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PLANNING HISTORY

In late 1998 and early 1999 a major strategic planning effort was undertaken by then TROA, with at least a generally accepted mission statement considered absolutely necessary.

We’re going into an EXCOM meeting 26 April to make another run at the process. CDR John Sammons, with the help of a working group, has written a draft and will present it for discussion and an approval vote.

For this current effort, the process started with a new mission statement. An analysis was undertaken of both internal and external environments, leading to identification of opportunities. Once there, it was possible to write a number of goals to be achieved over the 2006-2009 timeframe, along with provision for action plans needed to achieve short term objectives. Later actions will involve organization design and control systems modifications.

Most Council and chapter leaders have been provided a copy of the new draft strategic plan.

Back in 1998 a lot of consideration was given to the mission. Initially, the thinking revolved around an emphasis on state legislative matters or chapter assistance, with one group favoring legislation and another chapter support. But there were difficulties. It seems there was very little state legislation created having anything to do with the uniformed services, and consequently it was hard to justify a reason for being. Also, no one seemed to know what assistance should be provided chapters or how to provide it.

The Council, by charter, cannot intrude in the affairs of individual chapters.

It’s possible, especially considering younger active duty and active Guard and Reserve membership eligible officers, within the context of a differences in value systems, that even now there is no state legislation of interest to current and potential MOAA members, rendering the legislative mission a non-starter.

In the past, in order to create a viable chapter assistance effort, the Council was reorganized into regions and later areas, but none of it seemed to resolve the issue, seemingly making the chapter assistance mission a non-starter as well.

In early 1999, then, some suggested that the real mission for the Council would be to provide a forum for the exchange of ideas, to share experiences, and for good fellowship.

It should be noted again that the late 20th century effort to create a strategic plan for the Council failed, with the process bogged down at the point of identifying a viable mission, never going beyond that step in the process.

There are some even today who state emphatically that there is no real purpose for what today is CAL-MOAA and perhaps the organization should be terminated.

What’s going to happen at the April EXCOM meeting? Will we make it this time?

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CULTURAL CHANGES MAY BE NEEDED

As we move into the 21st century, and as we see what is happening to our chapters and the Council, with focus on declining memberships and inability to find motivated and highly qualified members willing to assume leadership positions, we may need to introduce specific cultural changes.

Barbara Walters of 20/20 did a story on gender roles in Kabul, Afghanistan, several years before the Afghan conflict. She noted that the women cultomarily walked 5 paces behind their husbands.

She recently returned to Kabul and observed that women still walk behind their husbands. From Ms. Walters vantage point, despite the overthrow of the oppressive Taliban regime, the women now seem to walk even further back behind their husbands and are happy to maintain the old custom.

Ms Walters approached one of the Afghani women and asked “Why do you now seem happy with the old custom that you once tried so desperately to change?

The woman looked Ms Walters straight in the eyes and without hesitation said, “Land mines.”

We’re talking about the totality of socially transmitted behavior patterns, arts, beliefs, and institutions and all other products of human work and thought characteristic of the CAL-MOAA communit/population.

Are we spending our time as if we were rearranging the deck chairs on the Titanic?

The 26 April EXCOM meeting might mark the beginning steps in a significant cultural change for the Council and many of our chapters. Do what you can to influence the vote.

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LEGISLATIVE CENTER

A primary goal included in the proposed strategic plan is to establish a legislative center to monitor and influence legislation at the state level.

EXCOM members will be asked to vote approval at the upcoming 26 April Oakland meeting. Members all over the state should let area directors know their thinking and feelings on this issue.

Currently the Council trys to meet its legislative obligation by working with the California State Commanders Veterans Council (CSCVC) and a paid lobbyist. A passive activity, CAL-MOAA simply provides financial support to this effort along with about 20 other veterans related groups.

The strategic plan provides for use of a professional lobbyist, either in conjunction with some other group or a lobbyist firm representing the Council directly. Do we want to do this?

National MOAA has a legislative alert procedure in place. When important pieces of federal legislation are under consideration, members all over the country are alerted and asked to take appropriate action, ideally by visiting a legislator’s office, presenting requirements to the legislator or staff person, and asking for a vote in favor of the Association’s position.

In certain cases, National will recommend at least a telephone call or e-mail message to the legislators office, and even the mailing of special pre-addressed cards and letters provided in the monthly magazine.

Implementation of this goal could result in the establishment of a similar legislative alert system within the state and dealing with California legislation. It would take some work and other resources, but a system of e-mail member alerts could be created, which essentially would get important information to members in a timely manner, making it possible to influence legislators prior to a vote.

Is this something we want to do? If we set out to do it, will members have the interest and capability to act, thereby influencing the course of specific bills in the legislature?

Associated with such an effort would be formulation and distribution of policy guidance to affiliated chapters.

Although state level legislative emphasis to date has been on veterans homes, creation and operation of VA cemeteries, and in the recent past improved benefits for deployed National Guard and Reserve personnel, the Council would move ahead to issues such as retired military pay tax relief through reduction, if not the total elimination of such taxes.

With the War on Terror and other current conflicts around the world likely to continue for years, it’s very likely we’re going to see many future legislative initiatives dealing with active and retired military personnel. There are those who say we need to expend resources to influence the nature and direction of new laws. But do we really need to do this?

Is a legislative center to monitor and influence state level legislation in the interest of members really necessary? Will it do any good? Can the Council be influential with the Legislature? How much money do we want to spend doing this?

Again, the vote is scheduled for Wednesday, April 26th.

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CAL-MOAA WEAKNESSES

The Council certainly has some prominent strengths, but at the same time there are weaknesses to deal with and threats on the horizon. All these things will be on the table at the 26 April EXCOM meeting.

CAL-MOAA has been operating without an approved strategic plan. Organization structure appears faulty. Leadership is often inadequate. There are communications problems. The council finds it difficult to obtain active chapter support for certain initiatives and planned change.

Officers and directors need to be positioned to support the chapters fully, but there are concerns about capabilities and resources.

Many chapters are having difficult times. Membership numbers are declining. It’s difficult to find members willing to assume leadership positions. Both internal and external communications are often dysfunctional.

It’s really too bad certain chapters fail to examine the satellite or sub-chapter option, decreasing formal management requirements, before it’s too late.

So, the future apparently holds a continuing loss of membership, perhaps chapters.

There seems to be so much institutional complacency and a Council inability to engage its chapters in any meaningful way.

At a time when it’s critical to make the transition from TROA to MOAA the generation gap between current and eligible members continues to increase.

CAL-MOAA is competing head-to-head with other professional organizations such as AFA, ROA, AUSA, and not always coming out on top, particularly in the scramble for limited resources.

And with these problems and shortcomings there is a loss of political power.

A major purpose of the EXCOM meeting is to discuss these issues within the context of a proposed strategic plan which will be presented for approval.

If ever there was a time for everyone to come together, raise and discuss the issues, develop creative solutions, and move boldly into the future it’s now.

Worried? Who, me?

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SPACE A TO FLORIDA

Following a wildly successful and well-attended EXCOM meeting 26 April, with quick passage of a strategic plan, some members decided to celebrate by taking a Space A flight together.

Upon reorganization two years ago and expanded missions, the 186th Rescue Wing, CALANG, scheduled a monthly weekend C-130P flight to Hurlburt Field, Fort Walton Beach, Florida for training with the 27th Special Operations Wing. Since Space A passengers were authorized and the timing right, and because the delightful all season weather and white sandy beaches of the Florida panhandle had special attractions, the group signed onto this particular flight.

Some of those on board included CDR John Sampson, LtCol Jay Cradburn, CAPT Warren McDoughal, LtCol Bill Gavin, Col Ike Isenberg, and a friend from the past, Col Robert Whitson. The mighty “Herk”, a venerable multi-talented aircraft, lifted off from the air station runway bright and early on Saturday morning.

As the aircraft reached cruising altitude the ramp was lowered so passengers comfortably seated in leather lounge chairs, lawn furniture near the Weber BBQ, and even bean bag cushions could have a good view. CDR Jerry Loeberts, a retired Navy aviator, was crying loudly because he was not allowed to fly the plane.

It was announced there would be an unscheduled stop at Nellis Air Force Base, adjacent to Las Vegas, NV, home of the Air Warfare Center, for the air crew to participate in a quick class in air navigation and specifically how to find Florida. While that was going on, LTC Fred Weedman, now a retired college professor of political science and history, led the passengers to the Sahara, a fanciful resort hotel, for a training session on strategy development, using the crap tables and roulette wwheel as training aids, with provision of cash resources provided by Col Isenberg, an officer reportedly to be close to the treasurer.

Since the box lunches provided were disgusting, the passengers voted to make another stop, this time going into the New Orleans Naval Air Station, and lunch at Chef Paul Prudhomme’s famous Louisiana kitchen, with crayfish served at the first round. Absent was COL Bakson who claimed lunch would be expensive and, besides, he just preferred a Big Mac. Takeoff was delayed because the group decided to tour the stadium where the Saints played, check out the Katrina damage, and watch the cheerleaders, if possible.

The aircraft finally arrived at Hurlburt late Sunday Afternoon, more than 24 hours late, and following a continuing flight, all personnel were transported to quarters, Wing “E” at the Guantanamo Bay U.S. Naval Base, Cuba. CAPT Wayne Stoneman, who by the way forgot his favorite hat at home in Modesto, thought he was in for an exciting extended vacation, even though the terms custody, proceedings, and confinement were used by authorities.

In general, passengers claimed the flight couldn’t have been better and all had broad smiles on their faces.

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