Strategic Goal (SG) 1. Consistently develop and deliver attractive, and high-impact community outreach programs and activities.
• Adapt programs and activities to attract veterans who donate their time, talents, and efforts.
• Stimulate strong and sustainable growth of supportable outreach programs and activities.
• Increase engagement with key program stakeholders and subject matter experts.
• Assist community leaders who are not eligible for MOWW membership to help – All veterans and Patriots.
Action Plan:
• Support Veterans Events in surrounding cities and towns (Dallas Veterans Parade, Texas Veterans Parade in Arlington, Frisco Veterans Parade, etc.).
• Conduct Monthly Chapter Meetings person-to-person, and Monthly Staff Meetings person-to-person/zoom (hybrid).
• Conduct Symposium Events with other Regional Veteran Service Organizations (VSO)
• Recruit E7-E9 Veterans to become members (NEW).
• Recruit all veterans to join as Patriots.
Strategic Goal (SG) 2. Expand our impact through alliances and strategic partnerships with organizations that align with our mission.
• Develop and implement a process for identifying and vetting potential alliances and strategic partners.
• Codify existing and new formal relationships with appropriate organizations and emphasize those relationships publicly.
• Integrate established alliances and strategic partnerships with existing and new programs and activities.
• Assist members in developing local relationships with appropriate organizations, posting on local websites and social media, and integrating those organizations into chapter community outreach programs.
Action Plan:
• Contact Veteran Service Organizations (VSO) and veteran groups in the community to become partner (Depart of Defense Vietnam War Commemoration – Dallas Chapter of the MOWW is a Commemorative Partner).
• Overhaul Chapter’s website and social media (Facebook) to optimize traffic and marketing with two goals in mind: recruitment and fundraising.
• Increase participation with the AFA and NDBS
Strategic Goal (SG) 3. Increase visibility of the Chapter at the national and local community levels through focused communication, marketing strategies, and local community engagement.
• Implement Communication and Marketing Strategy that includes use of technologically based platforms and mediums.
• Integrate the Information & Publicity Committee as the focal point for creating and executing the overall Communication and Marketing Strategy.
• Develop and implement communication, marketing, and engagement strategies, informed by the national by the national strategy, which include websites and social media.
Action Plan:
• Webmaster Steve Suiter is tasked with overhauling the website and social media to meeting the goals of recruitment and fundraising.
• Appoint Assistants for Staff positions of Treasurer, Marshall, Chaplain, Communications and Special Operations to foster Succession Planning (Assistant Marshal, new Treasurer, new Chaplain, Assistants for the Newsletter, assigned, working on assignment of other positions).
• Foster support and attendance for Massing of Colors and participate in Region VIII Youth Leadership Conferences
• Utilize Companions, other than staff, to present Awards and Presentations on Outreach Programs – JROTC awards multiple Companions participated; YLC interviews; Veteran’s Day events; DFW National Cemetery (8+); Wreaths Across America; Scouting; NDBS; Protectors of Freedom Video.
Strategic Goal (SG) 4. Annually grow engaged and sustainable Chapter membership.
• Motivate, influence, and engage Companions to proactively attract new Companions.
• Retain existing members.
• Develop, fund, and implement a regional strategy to attract new members.
• Determine why our Chapter is not attracting targeted cohorts essential to membership growth.
• Grow and retain veteran membership ensuring 75% veteran membership for compliance with 501(c)19 requirements.
Action Plan:
• Improve website to make it user friendly, increase traffic, attract new members and donors.
• Convert as many Regular Companions as possible to Perpetual Companions.
• Conduct Monthly Chapter Meetings person-to-person
• Conduct Monthly Chapter Staff Meetings person-to-person & zoom (hybrid)
• Expand Recruitment to include E7-E9 (New Change to the MOWW bylaws)
• National Defense Briefing Series (NDBS)
Strategic Goal (SG) 5. Increase revenues ensuring adequate financial resources to fulfill the Chapter’s mission.
• Invest in the data, technology, and staff required to develop the foundation of an effective fundraising program.
• Identify and engage in new funding streams in support of the Chapter’s mission, vision, and activities.
• Implement Increased external and internal sources of revenue at all levels of the Chapter.
• Assist the Chapter in the development of local fundraising initiatives that seek donations and grants from outside of our Chapter.
Action Plan:
• Our new website is designed with the goals of recruitment and Fundraising.
• Our Website and Marketing team is focusing on reaching out to big donors.
• Hold Regular investment Meetings to focus on our investments at Ameriprise Financial.
• Support National Defense Security Briefings and utilize raised funds to further expand programs.
Strategic Goal (SG) 6. Increase the number of members and strengthen the Chapter.
• Attract, develop, and retain a dedicated volunteer force to carry out the Chapter’s community outreach mission.
• Seek and identify energized leaders to achieve success individually and collectively at all levels of the Chapter.
• Strategically focus recruitment on opportunity-rich organizations with high potential leaders and large numbers of eligible members.
• Develop at all levels of the Chapter the tools and skills required to succeed.
Action Plan:
• Begin program of recruiting E7-E9 veterans to become members.
• Convert as many Regular Companions as possible to Perpetual Companions.
• Conduct Leadership Training for Commanders, Officers and Committee Chairs.
• Appoint Assistants for Staff positions of Treasurer, Marshall, Chaplain, Communications and Special Operations to foster Succession Planning
• Strive to achieve National recognition through Program Awards, and present appropriate recognition to the applicable Program Coordinators.
• Identify key personnel for succession planning. Encourage attendance by other VSO personnel to attend Chapter meetings and consider joining.
• Encourage senior leaders, staff and chapter companions to join other local and national Veteran Service Organizations.
Natan Ton-that, 2LT USA (Fmr)
Commander
Military Order of the World Wars / Dallas Chapter
www.dallasmoww.org
Mobile: (214) 548-1179
natanmoww@gmail.com
