Hershey, Pa., Sept. 26-28

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Chapter Leaders Symposium Report

2013’

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Introduction ........................................................................................................... 1Chapter-Management Workshop ........................................................................... 2 Importance of ChaptersChapter OrganizationGrassroots Legislative SupportCommunity InvolvementMOAA Support to Chapters Chapter Communication

Membership Chair Workshop ................................................................................ 5Recruiting ChallengesChapter Recruiting 2013 Retention

Meeting the Membership Challenge ....................................................................... 9RecruitingRetention

Membership Recommendations ........................................................................... 13RecruitingRetention

Council and Chapter Transition Liaison Workshop................................................................................................. 14Transition Liaison Program

Transition Liaisons’ Recommendations ......................................................................................................... 15Recommendations How it Works MOAA Initiatives

General Session Presentations ........................................................................16Council and Chapter A�airs Chapter Recruiting 2013 Future Outlook MOAA Update MOAA’s Corporate Sponsorship Program Auxiliary Member Advisory Committee Legislation Chapter Leaders’ Bene�ts Brief

Spouse Bene�ts Brie�ng .................................................................................23Mission and Outreach Programs Online and Print Resources Personal A�airs

Previous Page: (clockwise from top left) Col. Barry Wright, USA (Ret), director, MOAA Council and Chapter A�airs, addresses

leaders during a general session. Col. Alfonso Peña, USA (Ret), participates in the Council and Chapter Transition Liaison Workshop.

MOAA President Vice Adm. Norbert R. Ryan Jr., USN (Ret), welcomes attendees to the Chapter Leaders’ Symposium. Maj. Roger

Vandrey, USAF (Ret), discusses the role of chapter transition liaisons during a crosstalk. Maj. Tricia Newsome, USA (Ret), speaks about

expanding MOAA’s membership. Col. Adelle Zavada, USAFR (Ret), discusses MOAA’s new veteran service o�cer program.

PHOTOS: KRIS ANN HEGLE

Table of Contents

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Introductionouncil and chapter leaders and their spouses, members

of the national sta� and board of directors, and exhibitors traveled to Her-shey Lodge in Hershey, Pa., to attend the 2013 Chap-ter Leaders’ Symposium. MOAA hosts a symposium in one of four regions each year. �e event, held Sept. 26-28, drew council and chapter leaders from 14 states, 10 councils, and more than 70 chapters in MOAA’s northeast region.

During the opening ses-sion, national MOAA Presi-dent Vice Adm. Norbert R. Ryan Jr., USN (Ret), thanked participants for their work to keep the association’s council and chapter system strong and for providing the grassroots support needed to pass meaningful legislation that helps ser-vicemembers and their families.

“With your help and support, we will continue to be a powerful voice and powerful advocate in Washington, D.C.,” said Ryan.

Leaders then attended breakout workshops, where they discussed common challenges facing their a�liates, shared best practices, and brainstormed new solutions. Mem-bership chairs discussed how to recruit and retain more members, while council and chapter presidents and vice presidents reviewed management techniques. Council and chapter transition liaisons also attended a special workshop to learn how to start or improve their a�liates’ career-transi-tion assistance programs.

During a series of general sessions, attendees learned how national MOAA plans to recruit and retain more members and reviewed the association’s new membership model. Council and Chapter A�airs Director Col. Barry Wright, USA (Ret), provided an overview of the council and chapter system and outlined future goals. Participants also learned about two new initiatives to establish a MOAA foundation and trans-form the association’s corporate sponsorship program.

Council and chapter leaders learned about the good work MOAA’s Auxiliary Member Advisory Committee has been doing, including a lobbying e�ort in July 2013 to repeal the Survivor Bene�t Plan/Dependency and Indemnity Com-pensation o�set. Members of national MOAA sta� briefed participants about the association’s legislative goals and the many services MOAA’s Transition Center provides.

Brig. Gen. Andrew P. Schafer Jr., assistant com-manding general, support, for the 28th Infantry Divi-sion of the Pennsylvania Army National Guard, addressed participants at a formal dinner. Schafer out-lined the missions Pennsyl-vania guardmembers have undertaken since 9/11 in defense of our nation.

�e following day, participants’ shared their recommendations on how to improve chapter recruit-ing and retention. Chapter transition liaisons also

(from left) Capt. George Williams, USN (Ret); Dorothy Williams; Col. Richard Schroeder, USAR

(Ret); and Claudia Schroeder pose for a picture during dinner.

Brig. Gen. Andrew P. Schafer

Jr., ARNG, addresses leaders

during a formal dinner.

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shared their �ndings on how to start and run a career-transition assistance program. Leaders are encouraged to review this material and use it to improve their councils and chapters.

Chapter-Management Workshop

chapter-management workshop was held for council and chapter presidents and vice presidents. Leaders learned about the services and support

national MOAA provides, exchanged ideas, and discussed best practices and management techniques.

Importance of ChaptersMOAA’s councils and chapters form the backbone of the association. MOAA relies on the grassroots support pro-vided by its council and chapter members to pass legislation. Legislators listen to their constituents, and participants were

encouraged to forge relationships with their elected repre-sentatives and members of their sta�s.

Attendees also were thanked for acting as community ambassadors, educating others about MOAA, and working to bridge the gap between the military and civilian sectors.

Chapter Organization �e Council and Chapter Policies and Procedures Guide, last updated in 2009, serves as a reference guide for all things related to councils and chapters. A�liate leaders should download a copy of the guide, which can be found on

MOAA’s website at www.moaa.org/chapters. (To view and print the guide, users need Adobe Acrobat, which is avail-able for free at www.adobe.com.)

�e guide contains information on:� incorporation, tax exemption, and legislative advocacy;� membership eligibility;� meetings and activities;� �nances and dues and other income sources; � recruiting and retention strategies; and � the Chapter Self-Evaluation Checklist, which leaders should complete annually.

Attendees examined best practices for their a�liates, which include:� developing a strategic vision;� reviewing the chapter’s day-to-day operations with the board of directors; � holding monthly board meetings; and� having committee chairs participate in board meetings.

Participants also discussed the importance of having a leadership-succession plan. Many chapters fail because they lack a leadership-succession plan. When developing a suc-cession plan, leaders should:� remember one-on-one contact is important;� identify and meet with future leaders rather than wait for volunteers;� establish a nominating committee to handle these tasks, which should occur year-round; � not overlook auxiliary members and spouses who are quali�ed to hold leadership positions; and� establish term limits for each leadership position, which shouldn’t exceed two years.

�e workload should not fall solely on the president. Duties should be divided, and committees should be estab-lished. Committee chairs also should attend board meetings and o�er advice and guidance to the board of directors. �ese activities develop future chapter leaders.

Types of committees and the tasks they perform include:� membership (addresses recruiting and retention);� programs (should meet members’ needs and interests);� legislation (know your elected o�cials and members of their sta�s);� personal a�airs (helps members who have questions about their bene�ts and entitlements);� o�cer nominations (committee members should look for new leaders year-round); � communication (oversees the council or chapter newslet-ter, e-newsletter, website, and phone tree or email networks);

Col. Gary Fredricks, USAF (Ret), chair of MOAA’s Council and

Chapter Affairs Committee, welcomes leaders to the symposium.

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� publicity (increases awareness of the chapter within the community);� transition assistance (provides career-networking tools to separating or second-career servicemembers); and� scholarship (holds fundraisers and establishes criteria regarding who will receive scholarships).

Good programs increase attendance at chapter meetings, and leaders should �nd speakers who appeal to di�erent mem-bership segments or re�ect the association’s mission. Examples include legislators, representatives from the Employer Support of the Guard and Reserve, and Junior ROTC instructors. Lead-ers also can request a speaker from national MOAA who can visit their chapter every third year or for a special event.

Grassroots Legislative SupportMilitary O�cer lists MOAA’s annual legislative goals in its Jan-uary issue. MOAA is part of �e Military Coalition (TMC). Working together, military and veterans’ groups establish common legislative priorities that are in�uenced by events, the president’s budget request, economic conditions, and information gleaned by MOAA’s government relations team when visiting with legislators and administration o�cials.

Chapter members increase grassroots support for national MOAA’s legislative initiatives. Each a�liate should have a legislative liaison track and give reports to members on pending legislation. Council and chapter newsletters also should contain a legislative column.

Members can support MOAA’s legis-lative initiatives by:� returning the tear-out postcards that contain legislative messages from cover wraps on Military O�cer;� sending emails and handwritten letters to members of Congress;� inviting legislators to speak at chapter functions; and� visiting legislators and their sta�s when they return to their home districts, includ-ing the congressional recess each August.

During MOAA’s annual Council Presidents’ Seminar, attendees participate in a one-day lobbying blitz called Storming the Hill. During this event, council and chapter leaders pair up with a member of the national sta� or board of directors and meet with their congressional representa-tives in an e�ort to increase the number of cosponsors on three to four key legislative issues. Legislators and members of their sta�s who have helped MOAA pass legislation also are honored at an awards ceremony on Capitol Hill.

Council and chapter leaders also should work on state legislation. Councils unite MOAA chapters in their states and work on state issues a�ecting veterans and their fami-lies. When working state-level issues, councils should:� form or participate in coalitions with other military or veterans’ groups;� get MOAA members assigned to state-level advisory committees; and � set up communication networks with other military and veterans’ groups who share similar legislative objectives.Examples of state-level issues council and chapter members address include:� exempting servicemembers’ retired pay from state income tax, in whole or in part;� working to limit the impact of base closures;� reforming the absentee ballot system used by overseas military members and their families;� increasing access to state VA services and veterans’ bene�t counselors;

Cmdr. Tim Balunis, USCG (Ret), left, and Col. John Harms, USMC (Ret), listen

to chapter-management suggestions during a workshop session.

Members can support MOAA’s legislative initiatives by inviting legislators to speak at chapter functions.

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� starting new state veterans cemeteries; and � the 10 quality-of-life issues identi�ed by the DoD state liaison o�ce, found at www.usa4militaryfamilies.dod.mil.

When working state legislation:� lobby as a part of a coalition;� work low- or no-cost issues �rst, which are easier to pass;� establish a legislative committee to monitor the progress of pending bills; and � remember legislative wins o�en are incremental.

Community Involvement Community-service projects de�ne who MOAA is to mem-bers of the community. �ey also give reason for a chapter’s

existence, allow members to give back, and help MOAA ful�ll its missions at a local level. Chapters that are active in their community also outlive chapters that are largely social.

Some chapter service projects serve the military community. Ex-amples include:� supporting family readiness groups;

� supporting or volunteering on base or at nearby VA medi-cal facilities; and� partnering with local veterans’ coalitions to hold patriotic events in the community.

Chapters o�en support Junior ROTC or ROTC units in their area and assist units by:� judging drill competitions;� providing college scholarships;� awarding MOAA medals and certi�cates to outstanding cadets; and� presenting graduating ROTC cadets or midshipmen with their �rst set of gold bars and a national MOAA Basic mem-bership as part of the association’s Gold Bar Program.

MOAA chapters link the military and civilian communi-ties and help citizens develop an appreciation for veterans. Projects that accomplish this goal include:

� Community Blueprint, through which chapter and com-munity leaders work together to develop solutions to many of the common challenges veterans and their families face;� Adopt-a-Kid/Adopt-a-Vet, through which members visit local schools and teach students about the military and what it means to be a veteran; � restoring or funding the construction of veterans’ monuments;� participating in patriotic events such as Veterans Day and Memorial Day parades and ceremonies; and

� supporting A Soldier’s Child Foundation, which helps the children of military personnel who have lost their lives while on active duty.

Chapter leaders also should develop contacts with mem-bers of the local media, give interviews on the military’s perspective, and write letters to the editor.

MOAA Support to ChaptersNational MOAA provides a range of support to its a�liates. �ese resources include:� the Council and Chapter Policies and Procedures Guide, which is available for download from MOAA’s website (www.moaa.org/chapters) or in hard copy format.� providing one free MOAA medal to present to the top cadet in each ROTC and Junior ROTC unit the chapter supports. (For more information, visit www.moaa.org/rotcawards.)� emailing two recruiting messages a year on behalf of chapters that request them. �ese messages will be emailed to non-chapter MOAA members within a chapter’s ZIP code area who have opted to receive emails from MOAA. (Visit www.moaa.org/recruitingmessage.) � recognizing top-notch a�liates during the annual Commu-nications Award contest (www.moaa.org/communicationsaward) and Levels of Excellence Award contest (www.moaa.org/levelsofexcellence).

A member of the national sta� or board of directors will visit each state council every year and each chapter at least once every three years. Prior to these visits, the association sends letters of invitation to national MOAA members who live in the chapter’s catchment area but don’t belong to the chapter. Non-chapter MOAA members are invited to at-

Leaders should develop contacts with local media, give interviews on the military’s perspective, and write letters to the editor.

Capt. Bob Kutulis, USAF (Ret), shares

insight into meeting the membership challenge.

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tend the chapter meeting and visit with a representative from national MOAA. Leaders o�en recruit new members, who already are members of national MOAA, at these meetings.

To help chapters recruit more members, national MOAA launched Chapter Recruiting 2013 (www.moaa.org/chapterrecruiting). �e program has many components to help chap-ters with their recruiting e�orts, including:� providing chapters with potential-member lists and quarter-ly updates that contain the names and contact information of prospective members who reside in the chapter’s jurisdiction;� asking its members to opt-in to receive email messages from the national association — including messages inviting them to join a local chapter; and� providing two camera-ready recruiting ads for chapters to use in local publications. (For more information, visit www.moaa.org/chapteradvertising.)

At press time, national MOAA was setting up an online chapter membership dues renewal system that provides chap-ters another tool to collect dues. MOAA’s partner USAA also now provides funding for special events held by chapters and councils. (For details, visit www.moaa.org/usaasponsorship.)

MOAA also supports its a�liates by hosting three signa-ture events annually: � the Council Presidents’ Seminar, which helps council leaders learn best practices, exchange ideas, and advance MOAA’s legislative agenda;� the regional Chapter Leaders’ Symposium, which pro-vides training to council and chapter leaders and transition liaisons; and� the annual meeting, which includes a Levels of Excellence Award ceremony to honor MOAA’s best a�liates.

Chapter CommunicationMOAA communicates with a�liates via:� Military O�cer;� Call to Action, an e-newsletter for council and chapter members; and� �e A�liate, which, in November 2013, moved to an e-newsletter format.

Council and chapter leaders were encouraged to communicate with their members via:� print newsletters;� e-newsletters;� websites; � email and phone-tree networks; and

� MOAA Connect (connect.moaa.org), an online members-only community that allows members to share ideas.

Participants also were encouraged to review the guidelines for creating a successful print newsletter, website, or e-newslet-ter. �is information can be found at www.moaa.org/chapters.

Leaders learned about new initiatives to expand MOAA’s council and chapter system, including establishing satellite chapters and virtual chapters. �e association also established a goal to have one chapter in each congressional district, which would increase MOAA’s legislative clout. To help a�li-ates learn more about MOAA’s advocacy e�orts, the associa-tion will begin training council and chapter legislative chairs starting with the 2014 Chapter Leaders’ Symposium.

Membership Chair Workshop

workshop was held for council and chapter mem-bership chairs to improve recruiting and retention. Participants learned only 57,110 national MOAA

members belong to one of 410 chapters and 35 state coun-cils, and chapter membership is declining.

Recruiting ChallengesChapters without an organized recruiting e�ort will fail, and leaders should include recruiting as a line-item expense in

Annie Brock, of the Susquehanna (Pa.) Chapter, shares ideas at the Council and

Chapter Transition Liaison Workshop.

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their budget. Each chapter should have a membership chair and a recruiting committee, and leaders should foster the mentality that every member is a recruiter. Chapter mem-bers also should know who is eligible to join the chapter.

Leaders should be prepared to answer the question, “Why should I join your chapter?” List the community projects and services the chapter o�ers that may interest the potential member. Every member also should be able to state the chap-ter’s mission, which should appear in the chapter’s newsletter.

Chapter Recruiting 2013�e Give Me 10! (GMT) Program ended Dec. 31, 2012. Although GMT resulted in many new national MOAA members, only one in 10 new members joined a chapter.

National MOAA went back to the drawing board and developed a new program called Chapter Recruiting 2013, which launched Jan. 1, 2013. �e program o�ers incen-tives to chapters that do a good job recruiting and retaining chapter members. It also encourages MOAA’s 300,000-plus national members to join and participate in a chapter.

IncentivesIncentives for Chapter Recruiting 2013 now focus on chapter membership, rather than national MOAA membership, with chapters receiving $10 for every new chapter member they recruit. To receive this incentive, however, new chapter mem-bers must be national MOAA members in good standing.

If a prospect is not a national MOAA member, chap-ter recruiters need to sign them up. Under MOAA’s new membership model, there are three membership categories: Basic, Premium, and Life.

Participants were asked to use the appropriate member-ship application (Basic, Premium, or Life) when signing up

new national MOAA members. (To access applications and learn more about the three membership categories, visit www.moaa.org/chapterrecruiting.)

�e quarterly award program, which recognizes the top-re-cruiting council and independent chapter in each of MOAA’s four regions, continues under Chapter Recruiting 2013. However, quarterly awards now are based on the number of new chapter members recruited. To receive a quarterly award, a council must recruit a minimum of 30 new chapter mem-bers, and an independent chapter must recruit a minimum of 10 new chapter members. Winning councils will receive $500, and independent chapters will receive $250.

�e top-recruiting chapter in each of 10 categories, based on membership size, will receive $1,000. A new retention incentive also has been added. To receive the $500 reten-tion incentive, a chapter must retain 90 percent or more of its members. Personnel at national MOAA will calculate the retention incentive, with adjustments being made for newly recruited members, deaths, and moves. New chapter mem-bers also must be national MOAA members in good standing.

�e Recruiter of the Year award remains, with the top recruiter’s chapter receiving $1,000.

RostersTo participate in Chapter Recruiting 2013, leaders must have submitted an updated chapter membership roster in Decem-ber 2012 or January 2013. �e Council and Chapter A�airs Department received a record 278 chapter rosters, compared to 156 chapter rosters the previous year. MOAA used the in-formation contained in the updated chapter rosters to provide chapters with accurate potential-member lists, which are sent to chapters annually along with quarterly updates.

Potential-member lists�e best tool chapter leaders can use when recruiting is the annual potential-member list. Chapters also will receive quarterly updates that contain the names of: � non-chapter MOAA members in a chapter’s catchment area who recently joined national MOAA;� current national MOAA members who recently moved into a chapter’s area; and� surviving military spouses who are eligible for national MOAA and chapter membership.

Participants discussed how they used this information and shared tips on how to identify the best prospects. Attendees agreed that although the potential-member list contains information on lapsed and prospective MOAA members,

Col. Bill Barrett, USA (Ret), left, and Maj. James Dittbrenner,

USA (Ret), discuss best practices at a workshop for transition liaisons.

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recruiters should concentrate their e�orts on national MOAA members who live in their jurisdiction but don’t belong to a chapter. Leaders said MOAA Life members, followed by Premium members, are more likely to join a chapter because they’re already sold on the bene�ts of MOAA membership.

Second, sort the potential-member list by ZIP code. �ose who live near the meeting location are more likely to join.

Some participants said they contact prospects by mail, which is expensive. To cut costs, leaders suggested focusing on MOAA Life and Premium members and those who live near the chapter’s meeting location. Some chapters also include a copy of their newsletter with the invitation to join.

Recruiters now can contact prospects using the email addresses national MOAA provides. �is year, for the �rst

time, national MOAA began providing its a�liates with the email addresses of members who opted-in to receive email messages from chapters.

Another �rst saw MOAA take steps to comply with indus-try standards for safeguarding personal information con-tained on the potential-member lists. MOAA also scrubbed the data on the potential-member lists and quarterly updates, removing more than 17,000 duplicate records and increasing the accuracy of the information.

Internal chapter recruitingLeaders agree personal contact works best when recruiting. Several participants said they developed talking points to cover when speaking with potential members. Later, they followed up with a phone call or invited the prospect to be their guest at an upcoming chapter meeting.

Participants said they also followed up on leads provided by the chapter transition liaison who assists second-career jobseekers. One chapter leader suggested the transition liaison also serve on the membership committee.

Leaders discussed how they increased their chapter’s visibility. Some wore pins, T-shirts, and ball caps that bear MOAA’s

logo. Others used one of the recruiting ads MOAA makes available to chapters for use in local publications. MOAA will reimburse each chapter up to $250 for one ad placement a year. (To learn more, visit www.moaa.org/chapteradvertising.)

Some chapter leaders said they link their recruiting ef-forts to special events such as Retiree Appreciation Days. National MOAA provides banners and other materials for these events. Other a�liates invite members of the media to cover newsworthy chapter events such as ROTC and Junior ROTC award presentations or scholarship ceremonies.

Another tool membership chairs can use is the new on-line chapter member gains form (www.moaa.org/chapterre-porting). Recruiters also can track their progress by viewing weekly reports that show chapter-member gains, which can be found at www.moaa.org/chapterrecruiting.

Voucher programMOAA’s new membership model includes incentives that encourage new national members to join a local MOAA chapter. Premium members now receive a voucher for a free, one-year chapter membership, while new Life members receive a voucher for a free, two-year chapter membership. MOAA will provide a $15 reimbursement for each Premium member who joins a chapter, and $30 for each Life mem-ber. Chapter leaders do not have to return the voucher to receive reimbursement and should report these new chapter members using the new online chapter member gains form at www.moaa.org/chapterreporting.

MOAA’s new membership model includes incentives that encourage new national members to join a local MOAA chapter.

Brig. Gen. Pat Genung, USA (Ret), shares her thoughts on recruiting and retention

during the Meeting the Membership Challenge Workshop.

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Participants were reminded that the voucher program is one of many membership incentives available to new members, and only one incentive can be used per new chapter member under Chapter Recruiting 2013.

RetentionParticipants discussed ways to improve membership reten-tion in their local chapters and agreed chapter leaders should:� do everything possible to make a positive �rst impres-sion on a new member;� have interesting programs and speakers at meetings to drive up attendance;� get members, spouses, and auxiliaries involved in chapter projects that interest them; and� have chapter leaders sit with new members.

Recognizing members’ accomplishments also is impor-tant. National MOAA has several awards and certi�cates that recognize members who contribute a lot to their a�li-ates, but they must be requested several weeks in advance.

Some chapters o�er ride-share services to older members who might have trouble getting to meetings, particularly if the meetings are held at night.

Chapter leaders should establish a good dues renewal program. To achieve this goal, national MOAA is establishing an online chapter-member dues renewal service. �e service will make it easier for chapter members to renew their chapter dues. National MOAA is absorbing the cost of setting up and maintaining the dues renewal system. To use this new service, chapter leaders must complete an online form and provide the bank account information for their chapter. Once these steps are completed, members can use the online chapter-member dues renewal service.

National MOAA recruiting and retentionMany leaders continue to recruit national MOAA members as part of the Gold Bar Program, which continues under Chapter Recruiting 2013. Under the Gold Bar Program, chapter leaders present graduating ROTC cadets and midshipmen with their �rst set of gold bars, along with a Basic national MOAA mem-bership. Because MOAA communicates with its Basic mem-

bers entirely by email, chapter recruiters must get an email address for each ROTC cadet and midshipmen they sign up.

Under the Gold Bar Program, chapters earn:� $250 for recruiting a minimum of 10 new Basic members; or � $500 for recruiting more than 100 new Basic members.

Chapter recruiters should not o�er chapter memberships to graduating ROTC cadets and midshipmen, since they move following graduation and therefore won’t be able to con-tribute to the overall health and vitality of the chapter. Adding these members to the chapter’s roster also may prevent the chapter from earning the $500 retention incentive.

Chapter communicationCommunication a�ects recruiting and retention, and lead-ers were encouraged to establish a newsletter, an e-news-letter, or a website. Several participants said their chapter’s membership application asks new members for their email address so leaders to contact them quickly and easily. Some chapters use phone trees or email networks.

�e future of chaptersLeaders learned about new initiatives to grow MOAA’s council and chapter system, which include adding satellite and virtual chapters. �e association also set a goal to have one chapter in each congressional district.

MOAA will begin training council and chapter legislative chairs, starting with the 2014 Chapter Leaders’ Symposium.

Capt. Bob Magyar, ARNG (Ret), center, poses a question during the Meeting the Membership

Challenge Workshop.

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Meeting �e Membership Challenge

uring this session, participants discussed common recruiting and retention challenges and identi�ed best practices used by council and chapter leaders.

RecruitingChapter leaders need to be inclusive when recruiting and target all eligible groups of members, including:� second-career retirees;� fully retired members/baby boomers;� former o�cers;� auxiliary members (servicemembers’ surviving spouses);� active duty o�cers; and� National Guard and Reserve o�cers.

Some chapter leaders indicated they focused on areas of their membership that were weak. For example, if the chap-ter had very few auxiliary members, that year, leaders would focus on recruiting more surviving spouses and increasing spouse participation. Attendees agreed spouse interest and participation in the chapter helped both recruiting and re-tention, and spouses who are involved in the chapter tend to retain their chapter membership once their sponsor dies and they become auxiliary members.

Participants then discussed the challenge of recruiting younger members. One member went to the base commis-sary, set up a booth, distributed information, and told the “MOAA story” to prospective members. �ose who had an interest in the chapter were invited to the next chapter lun-cheon as his guest.

Another member indicated his second-career was in the civilian sector, but he worked on base and recruited service-members on the job. A participant from New York said her chapter presented awards to outstanding cadets at the U.S. Military Academy at West Point, providing future o�cers with a positive introduction to MOAA.

Another attendee, who is working to start a chapter in the New York City area, said recruiters should state what the chapter o�ers to former o�cers and young second-career

servicemembers. When recruiting these members, leaders should talk about their a�liate’s transition-assistance pro-gram and mentorship opportunities.

To educate other organizations and members of the com-munity, he suggested MOAA provide chapter leaders with a short video that illustrates what the association’s councils and chapters do in communities across the country.

Other ideas for recruiting younger members include:� recruiting second-career servicemembers at local colleges and universities;� inviting active duty o�cers to speak at chapter meetings and then recruiting them; and� submitting photos and articles to local newspapers that show what the chapter is doing to support active duty troops.

Identifying prospects�e best resource for identifying prospective members is the annual potential-member lists and quarterly updates nation-al MOAA provides. Many participants said they used the list but sorted the information to identify the best prospects. Everyone agreed national MOAA Life members, followed by Premium members, are more likely to join a chapter because they already are sold on the bene�ts of MOAA membership. �ose who live close to where the chapter meets also are more likely to join.

When working the potential-member list, leaders noted the pros-pect’s age and tried to de-termine his or her needs. Participants agreed phone calls and face-to-face recruiting work best, and mailing out invita-tions to join yield little return on investment.

Attendees agreed mar-keting was key and lead-ers should wear MOAA pins, hats, and T-shirts, which can be conversa-tion-starters. One leader said other veterans’ or-ganizations wore clothing that identi�ed them as members of the VFW, American Legion, etcetera. He suggested MOAA brand itself by doing something similar, allowing the public to quickly identify someone as a MOAA member.

�e best resource for identifying prospec-tive members is the annual potential-member lists and quarterly updates.

Capt. Loren Heckelman, USN

(Ret), shares transition best practices.

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Other resources to identify prospective members include:� fellow chapter members who might know someone;� local resources such as the base/post retiree a�airs o�ce;� veterans’ organizations; � the local or state veterans a�airs o�ce; and� other organizations members belong to such as Rotary Clubs International and the Lions Club.

Former o�cers, who are di�cult to identify and recruit, o�en hold leadership positions in the community and can be found at Chamber of Commerce meetings or working in city, county, or state o�ces.

Several participants indicated they attracted new mem-bers by running one of the recruiting ads MOAA provides to chapters for use in local publications. (For more infor-mation, visit www.moaa.org/chapteradvertising.) Another attendee said his chapter hosted a special recruiting event, which was held at di�erent time and location than a regular chapter meeting, to attract new members.

Some chapter leaders set up a speakers’ bureau, with members addressing community groups. Another chapter member accompanies the speaker and distributes member-ship applications and information about MOAA.

Participants indicated they assessed what assets they had in their area and used them when recruiting. For example, one attendee lived in a city that held a large Veterans Day parade. Members not only participated in the parade, but they also used the event as a recruiting oppor-

tunity. Another chapter leader recruited former o�cers who worked at a nearby VA hospital. Several participants indi-cated they contacted local Guard and Reserve leaders, o�ered their support, and wound up recruiting new members. Several attendees said they picked up new members when MOAA President Vice Adm. Norbert R. Ryan Jr., USN (Ret), spoke to their chapters.

Leaders who lived near military bases also recruited new members by:� adopting a unit;� setting up recruiting booths during Retiree Appreciation Days;� attending farewell and welcome-home ceremonies; and � sponsoring social events at the base O�cers’ Club.

Community actionEvery chapter should have a mission statement that states why the chapter exists. Members also should be able to speak about the programs and projects the chapter under-takes, which assist both members and the community.

Projects undertaken by chapters include:� participating in veterans’ activities and celebrations;� supporting area Junior ROTC and ROTC programs;� Adopt-a-Kid/Adopt-a-Vet, which links veterans in the chapter with area schoolchildren who learn about the mili-tary and what it means to be a veteran;� awarding scholarships to area students; and� charitable activities that bene�t the community or troops.

Several participants said they support like-minded organi-zations that assist servicemembers and their families, such as:� local family readiness groups;� Honor Flight;� the Wounded Warrior Project;� the Employer Support of the Guard and Reserve; and� Community Blueprint.

One participant suggested national MOAA start a service project, similar to Toys for Tots, to familiarize the public with MOAA.

Recruiting campaignsLeaders discussed their recruiting e�orts for both national MOAA and their chapters. Council and chapter leaders

Col. Cherie Zadlo, USAF (Ret), deputy director of MOAA’s Member Products and

Services Department, takes notes on various programs and initiatives in which chapter

members from across the country participate.

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learned about MOAA’s voucher program, which encourages new national members to join a chapter. Premium members receive a voucher for a free, one-year chapter member-ship, while new Life members receive a voucher for a free, two-year chapter membership. MOAA will provide a $15 reimbursement for each Premium member who joins a chapter, and $30 for each Life member. Chapter leaders do

not have to return the voucher to be reimbursed and should report these new chapter members using the online chapter member gains form (www.moaa.org/chapterreporting).

Participants were reminded the voucher program is one of many new membership incentives and only one incentive can be used per new chapter member.

Gold Bar ProgramAttendees discussed the challenges they faced working the Gold Bar Program, which has chapter leaders present gradu-ating ROTC cadets and midshipmen with their �rst set of gold bars, along with national MOAA Basic memberships. Several leaders indicated they had trouble getting one-on-one access to graduating cadets so they can educate them about MOAA. Others said they were denied access altogether.

One participant spoke with a professor of military science and asked what the chapter can do to help the unit. Once a relationship was established and the professor viewed the chapter as a resource, they discussed the Gold Bar Program.

MOAA communicates with its Basic members entirely by email. So it’s essential for leaders to get an email address for each ROTC cadet or midshipmen they recruit.

Leaders also were encouraged to not o�er free chapter memberships to graduating cadets and midshipmen, since these members move following graduation and don’t con-tribute to the overall health and vitality of the chapter.

In addition, participants were encouraged to:� take advantage of MOAA’s o�er to send up to two email recruiting messages (written by chapter leaders) a year to prospective members;� keep MOAA and chapter membership applications handy at all times;� invite a prospective member to attend a chapter meeting as your guest; and

� establish a “meet-and-greet program” to make new members feel welcome.

RetentionHealthy chapters do a better job retaining members. Council leaders were asked to contact MOAA about ailing chapters.

Signs of an ailing chapterSigns of an ailing chapter include:� low attendance at monthly meetings;� di�culty �lling leadership positions;� �nancial problems;� a membership that’s “aging out”;� the newsletter has ceased publication or is viewed as uninteresting; and� apathy.

Leaders said they tend to focus their retention e�orts on the majority of members who rarely attend a chapter meeting or event. To retain those members, participants recommended publishing the chapter’s mission statement in the newsletter and then listing the bene�ts of chapter membership. Examples should include successful state-level lobbying e�orts that ben-e�t members and their spouses, projects and programs that bene�t chapter members or the community, and camaraderie.

One chapter hosted a joint meeting with a veterans group and picked up some new members. In the spring, chapter lead-ers began supporting Honor Flight, which renewed interest in the chapter. Another participant suggested varying the time and location of chapter meetings to accommodate di�erent membership segments. One attendee said his chapter meets

Brig. Gen. Peter Bellisario, USAF (Ret), highlights the Pitts-

burgh Chapter’s successes.

Participants were encouraged to take advan-tage of MOAA’s o�er to email two recruiting messages a year to prospective members.

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on weekends to accommodate second-career servicemembers who can’t attend luncheon meetings because they’re working.

Leaders should showcase the work the chapter does in the community at monthly meetings. For example, one chapter hosts scholarship recipients and their parents at a monthly meeting so members can meet the students they support.

Several chapter leaders indicated they called members who failed to renew their dues at the 60-day and 90-day marks. Others used colorful mailing labels to signal mem-bers who had not renewed their chapter memberships. A few chapter leaders o�ered a discount to those who re-upped within 30 days of receiving their dues renewal notice.

Participants said having an active legislative a�airs program helped retention. One chapter leader even served on the local Chamber of Commerce’s military a�airs committee, which ad-dresses issues a�ecting military members and their families.

Several leaders indicated they passed state-level legisla-tion that bene�tted military families. Attendees also were encouraged to address the 10 quality-of-life issues identi-�ed by the DoD state liaison o�ce, which can be found at www.usa4militaryfamilies.org.

Welcoming new membersParticipants discussed the importance of making new members feel welcome. Leaders shared how their chapter welcomes new members, which includes:� publishing their biographies in the newsletter;� having the president sit at their table during their �rst chapter meeting; and� giving newcomers a special new-member nametag or pin.

Attendees agreed newcomers should not be pushed to as-sume a leadership position in the chapter right away. Instead, ask them what they are interested in, and then let them do it.

Leadership successionParticipants learned the No. 1 reason most chapters fail is lack of leadership succession. Participants were encouraged to de-velop a nominating committee, which meets year-round and identi�es potential leaders. In addition, chapter leaders should:� approach potential o�cers directly, rather than wait for someone to volunteer;� set up a leadership succession plan; � include auxiliary members in the roster of o�cers;� establish two-year term limits for each o�ce to avoid leadership burnout;� have members serve as at-large board members and then place them in o�cer positions; � write up guidelines that cover the duties of each leadership position in the chapter; and� identify potential leaders’ interests and place them in the right position.

Financial issuesFinancial problems also can a�ect the chapter’s health and vitality by limiting its ability to undertake activities and pro-grams that keep members interested in the chapter. Ideally,

the board should review and approve all expenses and work to ensure dues and other sources of revenue are su�cient to cover the chapter’s operating expenses.

�e costliest budget item usually is the chapter newslet-ter. Some a�liates cut costs by soliciting advertisers or spon-sors for their newsletter. (For information on how to solicit advertising and sponsors, visit www.moaa.org/advertising.) Other chapters distribute their newsletters via email.

Recruiting expenses also should be included in the budget. Leaders were encouraged to use the incentives they earn from Chapter Recruiting 2013 to fund future recruiting e�orts.

In addition, leaders should budget how much will be spent each year on scholarships, support of Junior ROTC and ROTC programs, and other chapter-run projects and programs. Some chapters raise money for their scholar-

Leaders were encouraged to use the incen-tives they earn from Chapter Recruiting 2013 to fund future recruiting e�orts.

Janet Oglesby, of the Mahoning and Shenango Valleys (Ohio)

Chapter, talks with other leaders during a session.

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ship programs by soliciting contributions when members renew their dues.

Finally, leaders should send out periodic surveys, which al-low members to determine where the chapter meets and what projects and programs it will undertake. When establishing programs for chapter meetings, leaders were advised to follow the “one-third rule.” One-third of their chapter’s programs should be social, one-third should be mission-driven, and one-third should pertain to current events or legislation.

Membership Recommendations

uring the Meeting the Membership Challenge workshop, participants discussed common prob-lems a�liates face in the areas of recruiting and

retention. Successful strategies used by chapter leaders are summarized below.

RecruitingChapter leaders should ask what their a�liate’s mission is and build a recruiting plan based on that vision. Good recruiting plans usually include:� community involvement to increase chapter visibility;� grassroots support for legislative issues that empower members;

� making recruiting younger members a priority; � an e�ective 30-second “elevator speech” on how your chapter meets members’ needs; and� an opportunity to join the chapter on-the-spot.

Participants recommended working the annual potential-member lists once and then focusing on the quarterly updates that show prospects who have moved into the chapter’s juris-diction. �e best prospects usually are� national MOAA Life and Premium members; and� those that reside near where the chapter meets.

Chapter leaders should appeal to all potential member-ship segments, including: � second-career retirees;� fully retired members/baby boomers;� former o�cers;� auxiliary members (surviving spouses);� active duty o�cers; and� National Guard and Reserve o�cers.

Participants said they appreciated and used the new recruiting tools MOAA developed for Chapter Recruiting 2013 and asked the national sta� to develop a searchable database of best recruiting practices. �ey also believed the membership chair should maintain a list of recruiting best practices, and members should keep MOAA and chapter membership applications handy at all times.

Delegates recommended leaders build relationships with active duty, National Guard, and Reserve units by �nd-ing ways to help them. Chapter leaders also indicated they recruited at places o�cers frequent such as the O�cers’ Club or commissary.

RetentionCouncil and chapter leaders said retention starts as soon as a prospective member joins the chapter. New members can be integrated quickly by:� introducing them at the �rst meeting they attend;� assigning a sponsor to each new member; and� hosting a new-member breakfast.

Participants recommended conducting periodic member surveys to see whether the chapter still has value for mem-bers. Leaders also should add programs that bring value to chapter membership.

Finally, chapter leaders should strive to achieve a good balance by using the “one-third rule.” A third of their chapter’s programs should be social, a third should be mission-driven, and a third should pertain to current events or legislation.

Lt. Col. Bryan Hartzon, USA (Ret), asks a question during the

transition liaison workshop.

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Council and Chapter Transition Liaison Workshop

OAA Transition Center Director Capt. Jim Carman, USN (Ret), and Deputy Director Col. Terri Coles, USA (Ret), conducted a workshop

for transition liaisons. Participants were briefed on the recent merger of MOAA’s �e O�cer Placement Service (TOPS) and Bene�ts Information and Financial Education Department. �e directorate’s new moniker is the Transition Center. �e center will assist those in career transition and provide bene�ts information and �nancial education.

TOPS also was renamed the Transition Center. Council and chapter TOPS liaisons may keep their title or use the new title of transition liaison.

�e new Transition Center serves as a one-stop shop for national MOAA members and their spouses in transition. �e department is organized into three areas:� career-management consulting;� bene�ts information and �nancial education; and� Veterans Service Organization (VSO). �e career-management team:

� provides career-transition assistance to members, includ-ing tips on self-marketing, interview techniques, job-search strategies, and salary negotiations;� conducts one-on-one career counseling;� hosts both live and virtual career fairs; � conducts a series of nationwide presentations called Mar-keting Yourself for a Second Career; and� maintains a national jobs database for member use.

�e bene�ts information and �nancial education sta�:� provide �nancial counseling;� give information to members on health care and bene�ts; and� develop publications on life transitions.

MOAA’s VSO program still is in its infancy. �e VA is expected to recognize MOAA as a VSO soon, and resources are in place for the launch.

MOAA’s website contains new tools for jobseekers. One interactive tool, InterviewStream, allows the association’s Pre-mium and Life members to develop and hone their interview skills. Premium and Life members also can access informa-tion from recently updated MOAA publications such as the Bene�ts and Financial Planning Guide, Aging into Medicare and TRICARE For Life, and �e MOAA Investors’ Manual.

Other value-added services the Transition Center o�ers include the Military Executive Transition program. �is exclusive one-day workshop focuses on key aspects needed by senior military leaders who are transitioning from the military to the civilian work force.

Transition Liaison Program�e goal of the transition liaison program is to provide local networking contacts for members and spouses who are under-going career transition. Chapter leaders also should establish a transition-assistance program, which will allow them to attract younger members, forge ties with area employers and commu-nity leaders, and showcase the value of hiring a veteran.

Chapter transition liaisons are volunteers who may be cur-rently employed or fully retired. Ideally, all transition liaisons are MOAA members, and chapter membership is encouraged.

Transition Center personnel are working to get a volun-teer state coordinator in every state. Chapter transition liai-sons feed their state coordinator information on job oppor-tunities in their area. �e state coordinator, in turn, shares this job information with everyone in the network, includ-ing national MOAA. National MOAA then posts these job opportunities on the association’s website (www.moaa.org/tops), where they are viewed by members worldwide.

Lt. Marc Lawson, USN (Ret), attends the symposium to learn how

to start a new chapter in the New York City area.

M

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Coles discussed the goal of establishing regional network-ing groups to facilitate information sharing in the following MOAA regions: northeast, southeast, midwest, and west.

Council and chapter transition liaisons also were encour-aged to use MOAA Connect (connect.moaa.org) and join the Northeast Networking Group. Networking groups in each of the four regions will:� share job opportunities;� post pertinent career resource information in MOAA Connect’s online library;� connect with other regional networkers; and� serve as informational networkers for jobseekers, provid-ing advice about their current or former occupations.

Networking is a critical element to a successful transition, and the group discussed useful networking tips. �e most pop-ular networking tool is LinkedIn (www.linkedin.com), which provides users with a business network and tools for managing their networking contacts. Transition liaisons were encour-aged to join and form networking groups on LinkedIn, and use the MOAA Career Networking Group on LinkedIn, which provides weekly career tips and networking opportunities.

Transition liaisons reviewed the online resources available to jobseekers through MOAA’s Career Center (www.moaa.org/career), which includes a job board, interview practice tools, information on traditional and virtual career fairs, career and transition advice, and more.

Transition Liaisons’ Recom-mendations

uring the closing session, Transition Center Deputy Di-rector Col. Terri Coles, USA

(Ret), shared transition liaisons’ recom-mendations with council and chapter leaders. She also outlined the tools and services provided by MOAA’s Transition Center.

RecommendationsParticipants learned every council and chapter should have a transition-assistance program, which is run by a transition/

TOPS liaison. �e transition liaison serves as the primary point of contact for transitioning MOAA members who live in the chapter’s jurisdiction or plan to move there.

Transition liaisons said their programs di�ered and recommended leaders learn what works best for their area. Some best practices include:� letting other community groups know the chapter is a resource for jobseekers;� o�ering career-transition assistance to any area veteran;� using newsletters, websites, and blogs to promote the chapter’s program;� contacting area employers to let them know about the chapter’s program;� partnering with local colleges and universities;

� using social media and websites such as LinkedIn to pro-mote the chapter’s program; and� hosting events with other local networking groups.

Transition liaisons recommended chapter leaders link the membership committee with the transition-assistance group to increase membership. �is could be accomplished by having

Transition liaisons recommended linking membership chairs with transition-assis-tance groups to increase membership.

CWO4 Wayne Baugh, USA (Ret), takes notes during the crosstalk session, during

which chapter leaders shared best practices.

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the transition liaison serve on the chapter’s membership com-mittee. Chapters near military facilities also should include ac-tive duty servicemembers in their transition-assistance groups.

How it WorksParticipants learned council and chapter transition-assis-tance programs provide state and local networking contacts for MOAA members and spouses in job/career transitions. �ese programs add value to chapter membership and at-tract younger second-career servicemembers.

Leaders should remember the services provided by the transition liaison are part of a program, rather than an

activity undertaken by only one person. Attendees also learned the best transition liaisons are:� in their second career;� fully retired but still active in the local business com-munity; or � just enjoy networking.

Transition liaisons should set up an internal chapter network and encourage fellow members to become networkers. Any chapter member can be a MOAA networker — not just the person who is designated as the transition liaison. (To

join the networking program, visit www.moaa.org/career.) MOAA has conducted training workshops at Chapter

Leaders’ Symposia to foster the development of new transi-tion-assistance programs. �e goal is to have the chapter’s program viewed as a primary career and geographic resource for MOAA members and their spouses in career transition.

Transition liaisons let state networking coordinators know about job opportunities in their area. �e state networking coordinator, in turn, shares this information with everyone in the network, including national MOAA. Job opportunities gleaned from state networking coordinators are posted on the job board on MOAA’s website (www.moaa.org/career.)

Any chapter member can serve as informational net-worker, providing advice on his or her current or former profession to jobseekers. In addition, informational net-workers o�er ideas on how to network more e�ectively in their geographic area.

MOAA InitiativesMOAA’s Transition Center hosts activities and provides tools to help those in transition. In 2012, the Transition Center held two traditional and 16 virtual career fairs, along with a career-transition seminar at MOAA’s Military Spouse Symposium. As of mid-September 2013, Transition Center personnel made presentations that reached 6,000 active duty servicemembers — including more than 3,000 enlisted servicemembers.

MOAA’s Transition Center also engaged and supported initiatives that put veterans back to work, including:� the Veterans Innovation Center;� Re-boot;� Community Blueprint; and� the Army-Industry Strategic Outreach Summit.

New services added to the Transition Center include:� InterviewStream, an interactive tool that allows MOAA’s Premium and Life members to develop and hone their inter-view skills; and � the Military Executive Transition program, an exclusive one-day workshop that focuses on key aspects of a successful military-to-civilian transition for senior leaders.

General Session Presentations

uring the symposium, key members of national MOAA sta� and its board of directors briefed participants on topics of interest to council and

chapter leaders during general sessions. �e following summarizes their presentations.

Council and Chapter A�airsCol. Barry Wright, USA (Ret), director of MOAA’s Coun-cil and Chapter A�airs Department, provided council and chapter leaders with an overview of MOAA’s a�liate system, which is composed of 35 councils, 410 chapters, and 57,000-plus chapter members.

In 2013, the Council and Chapter A�airs Department achieved the following goals: � added the Sun City Peach Tree (Ga.) Chapter. Chapter satellites in Key West, Fla., and Mans�eld, Ohio, now are in the �nal stages of development; � reviewed a record number of submissions for the 2012 Levels of Excellence Award contest. A total of 146 councils and chapters earned four- or �ve-star awards;

Col. Terri Coles, USA (Ret),

writes down leaders’ notes. D

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� processed a record 278 chapter rosters — twice as many as usual; � provided a�liates with more than 17,000 email addresses

of national MOAA members who opted-in and agreed to receive emails from chapters;� held the Midwest Chapter Leaders’ Workshop in Kansas City, Mo., which drew a record number of participants;� grew the USAA sponsorship program, with more than $22,000 being disbursed to councils and chapters that hosted military-related events;� identi�ed and conducted chapter revitalizations. As of September 2013, four chapter revitalizations had been held and eight more were pending; � emphasized training for membership chairs; and � supported requests for 4,987 gold bars that were presented to graduating ROTC cadets/midshipmen at 200-plus uni-versities. Many of these newly commissioned o�cers joined national MOAA and received complimentary Basic mem-berships as part of the association’s new membership model. (To learn more about MOAA’s new membership model, visit www.moaa.org/chapterrecruiting.)

Chapter Recruiting 2013Personnel in MOAA’s Council and Chapter A�airs De-partment also rolled out the new Chapter Recruiting 2013 program, which is linked to national MOAA’s new mem-bership model. �e Chapter Recruiting 2013 program focuses on recruiting and retaining chapter members in MOAA’s chapter system. Initially, chapter leaders will focus on recruiting the 300,000-plus national MOAA members who aren’t chapter members.

�e Gold Bar Program continues under Chapter Recruiting 2013. Under the Gold Bar Program, chapter leaders present graduating ROTC cadets and midshipmen with their �rst set of gold bars, along with Basic national MOAA memberships.

Under the Gold Bar Program, chapters earn:� $250 for recruiting a minimum of 10 new Basic national MOAA members; or � $500 for recruiting more than 100 new Basic national MOAA members.

IncentivesIncentives for Chapter Recruiting 2013 now focus on chap-ter membership, rather than national MOAA membership, with chapters receiving $10 for every new chapter member they recruit. (To receive this incentive, new chapter mem-bers also must be national MOAA members.)

MOAA’s quarterly award program continues but now is based on the number of new chapter members recruited. �e top-recruiting council and independent chapter in each of MOAA’s four regions will receive a quarterly award. To receive a quarterly award, a council must recruit a minimum of 30 new chapter members, and an independent chapter must recruit a minimum of 10 new chapter members. Win-ning councils will receive $500, and independent chapters will receive $250.

�e top-recruiting chapter in each of 10 categories, based on membership-size, will receive $1,000. A new $500 reten-tion incentive was added and will be given to chapters that retain 90 percent or more of their members — with moves and member deaths being excluded.

�e Recruiter of the Year award remains, with the top recruiter’s chapter receiving $1,000.

Tools�e annual potential-member lists and quarterly updates provided by national MOAA are the best tools chapter

leaders can use when recruiting. MOAA worked hard this year to improve the accuracy of the information provided on these lists.

For the �rst time this year, the email addresses of 17,000-plus national MOAA members were included on the annual potential-member lists and quarterly updates.

�e new Chapter Recruiting 2013 pro-gram focuses on recruiting and retaining chapter members.

Lt. Col. Robert Bienvenue, USA (Ret), of the New York

Council of Chapters, talks about best practices.

1 8 1 9

�ese members opted-in and agreed to receive emails from chapters.

A number of new recruiting forms and brochures now are available for download and use, along with recruiting ads that can be placed in local newspapers. (To access these

materials, visit www.moaa.org/chapterrecruiting and link to Recruiting Materials.) Membership chairs can report new members using the online chapter member gains form at www.moaa.org/chapterreporting.

In addition, MOAA will o�er an automated chapter-dues renewal service. Chapters enrolled in this program will be able to o�er their members the option to renew chapter mem-berships online using their credit card, and all funds collected will be deposited electronically in the chapter’s bank account. All transaction fees will be paid by MOAA.

Future outlook�e primary goal of the Council and Chapter A�airs De-partment remains unchanged — to help its a�liates recruit and retain more members. Many of key indicators that mea-sure the health and vitality of MOAA’s council and chapter system are positive.

�e department plans to build o� this momentum in 2014. Currently, chapter leaders are being asked to submit updated rosters no later than Feb. 1, 2014, to qualify for the 2013 and 2014 retention incentives, which are part of the new chapter recruiting program. Department person-

nel also will continue to support the Gold Bar Program and recruiting e�orts at National Guard conventions and community-outreach events.

Finally, personnel will work closely with council and chapters to get one chapter in each congressional district. Working with council leaders, the sta� will identify areas for new chapters and satellites.

MOAA UpdateMaj. Gen. Joe Lynch, USAF (Ret), MOAA’s general counsel and corporate secretary, reviewed the reasons why the as-sociation is forming a nonpro�t foundation and transform-ing its corporate sponsorship program. Both new initiatives were researched thoroughly by MOAA’s sta� for more than two years and reviewed by an ad hoc working group of MOAA board members before being approved by the na-tional board of directors in July 2013.

�e initiatives�e �rst initiative will establish the MOAA Foundation. �e foundation, a 501(c)(3) public charity and MOAA subsid-iary, will encourage donations from individuals, corpora-tions, and private foundations by providing them with an income tax deduction. Most large corporations have philan-thropic programs with established guidelines, which limit donations to 501(c)(3) public charities.

�e second initiative will transform MOAA’s corporate sponsorship program. In the coming months, MOAA will develop long-term relationships with a small, select group of corporations. �ese corporations will pay a sponsorship fee for the opportunity to associate their brands with MOAA, generating additional revenue for the association.

�ese initiatives will strengthen MOAA �nancially. �e new corporate sponsorship program will allow MOAA to diversify its revenue sources and provide the association with the �nancial resources needed to support its missions in the future.

Characteristics of the foundationMOAA is an IRS 501(c)(19) veterans’ organization, and the MOAA Foundation will fall under its operational umbrella. �e MOAA Foundation will be an IRS 501(c)(3) public charity and will be on par with the associa-tion’s existing nonpro�t subsidiaries, including MOAA’s Scholarship Fund, a 501(c)(3) public charity, and Voices for America’s Troops, a 501(c)(4) advocacy organization. �e foundation will be run by MOAA and governed by

Lt. Col. Shane Ostrom, USAF (Ret), briefs leaders on the

importance of personal affairs in chapters.

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a MOAA-appointed board. All funds will be subject to oversight, audit, and control by the association.

�e foundation will allow MOAA to:� raise funds from the public rather than a single source;� provide contributors — including MOAA members — with a tax-deductible donation; � encourage donations directly to a military charity;

� get donations or grants from corporations with charitable foundations; and� eliminate the need for MOAA to partner with a 501(c)(3) organization to fund events such as the annual Warrior-Family Symposium.

MOAA’s Corporate Sponsorship ProgramTransforming MOAA’s corporate sponsorship program will diversify the association’s revenue sources and will provide the funding needed to support the association’s mission and member services in the future.

Potential sponsors might include:� nonalcoholic beverage companies;� banks;� telecommunication providers;� beer distributors;� insurance companies;� specialty retail shops;� food-industry providers;� automotive companies;� travel and leisure providers;� entertainment;� health care providers;� clothing stores;� sports equipment;� airlines; and� supermarkets.

Major, long-term corporate spon-sors will be evaluated thoroughly by both the sta� and the board of di-rectors. National MOAA’s advocacy mission and membership growth will remain the paramount objectives of the organization, and the reputation and

character of each corporate sponsor will be considered carefully. Membership impact also will be considered, along with the return on investment provided by the prospective sponsor.

MOAA’s Member Services Committee will provide over-sight and identify and evaluate individual corporate spon-sors to ensure these objectives are met.

Auxiliary Member Advisory Committee Patricia Bergquist briefed council and chapter leaders about the good work MOAA’s Auxiliary Member Advisory Committee (AMAC) has been doing. �e AMAC was established in 2004 and has six members who advise the board of directors on matters that a�ect surviving spouses. AMAC members also support a network of auxiliary liaisons in council and chapters nationwide who provide assistance to surviving spouses following the death of their sponsor.

MOAA members o�en are confused by who is consid-ered an auxiliary member. MOAA auxiliary members are the survivors of former national MOAA members who are deceased or survivors of deceased individuals who would, if living, be eligible for membership.

Auxiliary members do a lot to support national MOAA’s a�liates. Some �ll leadership positions, while others take on support roles managing projects or running events and fundraisers.

�e Auxiliary Member Advisory Com-mittee supports a network of council and chapter auxiliary liaisons.

Col. Peter Wilkinson, USAF (Ret), of the Central Ohio Chapter, makes a point during

one of the symposium’s workshops.

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Each council and chapter should appoint an auxiliary liaison who will:� serve as the primary point of contact on legislative and bene�ts issues concerning surviving spouses; � advocate for surviving spouses at the local, state, and national levels; and� educate others on MOAA’s legislative objectives and the needs of military survivors.

�e number of auxiliary liaisons is growing. Currently, AMAC members are working to get an auxiliary liaison in 20 state councils and 250 chapters.

�e most important MOAA legislative goal for the AMAC is the longstanding e�ort to repeal the unfair Sur-vivor Bene�t Plan/Dependency and Indemnity Compen-sation (SBP/DIC) o�set that a�ects surviving spouses who do not remarry. AMAC launched a national project in 2012-13 in support of MOAA’s goal to repeal the o�set. As of September 2013, there were 289,124 SBP recipients, and 59,241 of those recipients were a�ected by the o�set that sees their SBP reduced by $1 for every $1 they receive in DIC. �e average SBP o�set a month is $918. Worse still, 59 percent of recipients lose full SBP, while 41 percent have their SBP partially o�set by DIC.

Many of those a�ected by the unfair SBP/DIC o�set, some 46,800 recipients, are 65 years old or older. An-other 12,441 recipients, who are younger than 65, also are a�ected by the unfair o�set. Although these statistics will change over time, AMAC members will continue to advocate on this issue.

Over the years, council and chapter leaders have advo-cated for the repeal of the SBP/DIC o�set during MOAA’s

annual Storming the Hill event. �is year, MOAA helped AMAC lead a Storming the Hill event on that issue. �e event, held July 16-17, 2013, increased the number of co-sponsors in both houses who are willing to support legisla-tion to repeal the SBP/DIC o�set.

Bergquist urged leaders to go back to their councils and chapters and ask their members to support legislation that would repeal the SBP/DIC o�set. Participants also were asked to remember the value auxiliary members bring to chapters and councils and not overlook auxiliary members when it comes time to �ll leadership positions.

LegislationCol. Bob Norton, USA (Ret), deputy director of Govern-ment Relations, briefed council and chapter leaders about MOAA’s past and present legislative e�orts and the e�ects of sequestration and reviewed the legislative challenges MOAA might face in the next �ve years.

A decade of winsFor 10 years, signi�cant improvements were made to military pay and bene�t programs. �is happened for two reasons:1. Military pay and bene�ts were cut dramatically through-out the 1980s and 1990s. Pay raises also were capped repeat-edly. Post-1986 entrants saw their military retirement cut signi�cantly, and retirees were kicked out of the military health care system when they became eligible for Medicare. �ese actions hurt readiness and retention, and Congress spent the last decade repairing that damage.2. During the past decade, our nation has been at war, which has imposed sacri�ces on the military community that haven’t been seen since World War II. Congress now is more sensitive and willing to help the troops.

Some of the legislative victories achieved in the past decade include:� major pay raises for currently serving servicemembers;� end-strength increases;� survivor bene�t upgrades;� defeating major TRICARE fee hikes;� establishing TRICARE For Life/TRICARE Senior Pharmacy;� major upgrades to the GI bill;� protections for wounded warriors;� caregiver enhancements; � repealing the REDUX retirement penalties;� passage of concurrent receipt;� improved Reserve TRICARE Coverage; and� early retirement credit for Guard and Reserve call-ups

Cmdr. Rex Maddox, USN (Ret), of the Mount Vernon (Va.) Chap-

ter, poses a question to other chapter leaders.

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Strategic focusToday, national MOAA’s advocacy e�orts have shi�ed from o�ensive to defensive, in large part because of the e�ects of sequestration. Congressional leaders said people programs cost too much. However, MOAA believes people are not the problem. DoD’s ine�ciency is the problem. �e association strongly believes in order to sustain military readiness for the future, we must sustain the all-volunteer force, and that means maintaining a robust compensation package.

Military Compensation and Retirement Modernization Commission Of particular concern is an attempt by Congress to civilianize the military pay and retirement system. �e FY 2013 National Defense Authorization Act established a nine-member independent commission, the Military Compensation and Retirement Modernization Com-mission, to review military compensation, bene�ts, and retirement. �e commission is reviewing several proposals and is expected to deliver its report in May 2014. National MOAA’s Government Relations sta� is concerned because the commission only was established July 1, 2013, which leaves little time for input. �e commission likely will review “o�-the-shelf ” proposals from groups such as the Defense Business Board and Quadrennial Review of Military Compensation.

MOAA’s sta� is concerned by who has been appointed to serve on the commis-sion. (For information on the members of the commission, visit www.moaa.org/mcrmc.)

Defense Business Board (DBB) proposal�e DBB’s military retirement proposal would civilianize the military retirement system. Features of this plan include:� vesting a�er three- to �ve- years of service and shi�ing to a 401(k)-style plan with the government contribut-

ing to servicemembers’ retirement. �is would replace the current pension plan military retirees receive a�er serving 20 years. � a higher contribution rate would be given to those who serve in high-risk career �elds or combat zones.

MOAA believes this plan is �awed because it allows for an immediate transition option a�er only three- to �ve-years of service, places the bene�t risk on servicemembers, and under-mines long-term readiness and retention.

10th annual Quadrennial Review of Military Compensation (QRMC) proposalFeatures in the 10th annual QRMC proposal include:� vesting using a 401(k)-style retirement plan with matching government contributions a�er 10 years;� delaying receiving retired pay until age 57 or 60; and� �exible separation bonuses.

MOAA believes this plan doesn’t clearly predict the amount of retirement servicemembers would receive, would rob career servicemembers to pay those who separate earlier, and would undermine long-term readiness and retention.

Grassroots supportMOAA looks to its council and chapter members to thwart the perception that military people programs are the cause of the country’s budget woes. MOAA also is working to build sup-port with leaders on Capitol Hill, the media, and the public.

As of September 2013, MOAA members have sent to Congress more than 700,000 website messages, tear-out

Col. Glenn Mitchell, USA (Ret), of the Cumberland Valley (Pa.) Chapter, discusses

recruiting challenges during the Membership Chair Workshop.

Congress said military people programs cost too much. MOAA believes people are not the problem. DoD’s ine�ciency is the problem.

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letters, and postcards. Leaders were encouraged to contin-ue to contact their congressional representatives whenever possible, meet with them when they return to their home districts, and keep members of their chapters informed on pressing legislative issues that need their support. (You can take action by using Capwiz to contact Congress. Visit MOAA’s Legislative Action Center at http://capwiz.com/moaa/home.)

�e Military CoalitionOne of MOAA’s most e�ective partnerships is with �e Mili-tary Coalition (TMC). �e coalition was founded in 1985 and represents 5.5 million members from 33 military and veterans organizations, which each have their own goals and programs. Recent additions to the coalition include the Iraq and Afghanistan Veterans of America, Vietnam Veterans of America, and the Wounded Warrior Project.

TMC unites these organizations, making them more e�ective than if they lobbied individually. �e coalition primarily focuses on issues that a�ect active duty service-members, guardmembers and reservists, and retirees and their survivors. TMC also operates under the rule of �ve. If �ve member-organizations oppose a proposal, it’s dropped.

Council and chapter leaders were encouraged to form their own coalitions, which could be patterned a�er TMC, and address state-level legislation that a�ects servicemem-bers and their families.

Five-year outlook�e �ve-year outlook is grim, according to Norton. �e defense budget already has been cut by $500 billion. Se-questration, which now will kick in Jan. 15, 2014, will cut another $500 billion in an attempt to get the de�cit under control. DoD has stated military pay will be capped at 1 percent for 2014, and they plan to propose more health care fees in their budget submission. Most Americans will feel the pinch in some form, especially if a chained Con-sumer Price Index (CPI) is adopted.

If history repeats itself, Congress will make cuts that are too deep from the defense budget. MOAA’s goal, therefore, is to avoid disproportional sacri�ce.

Chapter Leaders’ Bene�ts BriefLt. Col. Shane Ostrom, USAF (Ret), deputy director of MOAA’s Transition Center, briefed participants on the ser-vices provided by the Transition Center, whose mission is to recruit, retain, and serve MOAA members by providing

them with accurate, timely, and comprehensive informa-tion on their bene�ts and entitlements. To accomplish this goal, the center: � conducts outreach programs; � answers members’ questions through print and digital media; and� o�ers bene�t and �nancial education and transition coun-seling to members.

�e personnel in MOAA’s Transition Center possess expertise in many di�erent areas, including: � military bene�ts;� TRICARE;� Social Security/Medicare;� veterans’ a�airs; � �nancial planning and education; � research and publications; and� personal a�airs.

Personnel give 120 informational and educational presen-tations each year at:

� Retiree Appreciation Days;� active duty transition seminars; � Guard and Reserve bene�t seminars;� �nancial education seminars;� spouse outreach events; and� MOAA chapter meetings.

MOAA’s �nancial education services connect MOAA with currently serving o�cers. Financial education seminars are held in conjunction with active duty transition seminars and career courses, or MOAA chapter meetings.

Sue Margolius, of the Southern Tier (N.Y.) Chapter, participates

in the Membership Chair Workshop.

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A web-based �nancial education center (www.moaa.org/�nancialcenter) is available to national MOAA mem-bers and their spouses. It provides tax information, �nancial calculators, and timely information on a range of top-ics. Transition Center sta� can answer general questions on tax and �nancial planning topics.

�e MOAA Transition Center dis-seminates information to members through MOAA’s online and print publications, including Military Of-�cer’s Rapid Fire and Financial Forum columns. Bene�t information and �nancial planning articles also are published in MOAA’s News Exchange, a biweekly online newsletter, and the Financial Frontlines and Health Care Happenings blogs (www.moaa.org/blogs).

�e department makes a number of print publications available to members, including: � Aging Into Medicare;� Aging Into Medicare and TRICARE For Life Checklist;� Auxiliary Checklist;� Estate Planning;� Financial Planning Guide;

� Focus on You: Spouse Employment Guide;� Former Spouse Handbook;� Guard/Reserve Retirement Checklist;� Help Your Survivors Now: A Guide to Planning Ahead;� Military Entitlements: Bene�ts for Guard & Reserve; � Personal A�airs Action Guide;� Remarriage Guide;� SBP Made Easy: Active Duty Guide to the Survivor Bene�t Plan;� Security on Call: Survivor Bene�ts for Guard and Reserve; � Seven Steps to a Better Military Retirement;� Survivor Bene�t Plan: Security for Your Survivors;� Turning the Corner: Surviving the Loss of a Loved One; and� Your Guide to Military Burials.

Participants should contact the Transition Center when-ever they have a problem, question, or concern. Participants also were asked to provide feedback on the services o�ered by the department, as well as ideas on how the department can be improved.

Spouse Bene�ts Brie�ng

pouses attended a special bene�ts brie�ng by Lt. Col. Shane Ostrom, USAF (Ret), deputy director of MOAA’s Transition Center. Participants learned about

the services o�ered by the Transition Center’s Financial and Bene�ts Information O�ce, examined personal a�airs plan-ning needs, reviewed pending legislation that could a�ect their bene�ts and entitlements, and reviewed how remar-rying a�ects their Survivor Bene�t Plan (SBP) and Depen-dency and Indemnity Compensation (DIC) bene�ts.

Mission and Outreach Programs�e mission of the Transition Center is to recruit, retain, and serve MOAA members and their families by providing them with accurate and timely communication through:� outreach programs;� MOAA’s print and electronic media outlets; and� MOAA’s Transition Center, which provides bene�ts coun-seling and �nancial education.

Maj. Brian George, USA (Ret), of the Heritage Hunt (Va.) Chapter, notes some best

practices during the Chapter Management Workshop.

MOAA’s Transition Center recruits, retains, and serves MOAA members through accu-rate and timely communication. S

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Transition Center personnel conduct approximately 120 presentations each year at events such as:� Retiree Appreciation Days;� active duty transition seminars;� Guard & Reserve bene�t seminars;� �nancial education seminars;� spouse outreach events; and� MOAA chapter visits.

Participants also were encouraged to use the tools and information in the Finance section of MOAA’s website (www.moaa.org/�nancialcenter), which covers a wide range of topics.

Online and Print ResourcesMOAA’s resources help members and their spouses with their �nancial planning needs and educate them about their ben-e�ts and entitlements. Feature articles in the Rapid Fire and Financial Forum columns in Military O�cer contain valuable information. Other information sources include:� MOAA’s biweekly e-newsletter News Exchange;� the Financial Frontlines and Health Care Happenings blogs on MOAA’s website; and� publications such as Help Your Survivors Now, the Personal A�airs Action Guide, and the Survivor Checklist.

Spouses were encouraged to contact the Transition Cen-ter whenever they needed a publication or checklist or had questions about:� military bene�ts;� TRICARE;

� Social Security or Medicare;� veterans’ a�airs;� �nancial planning and education;� personal a�airs; or� spouse and family issues.

Personal A�airsSpouses learned about the services provided by chapter-run personal a�airs groups, which assist members at the local level. Participants were urged to organize their a�airs before a crisis oc-curred and do end-of-life planning now. Attendees were urged to:� gather information in advance; � use creditable sources of information when gathering facts; and� review their plans annually.

Participants were encouraged to get their personal a�airs in order by:� updating their will, trust, living will, and health care proxies;� gathering needed documentation; and� completing MOAA’s Personal A�airs Action Guide.

�e following documentation also should be readily available:� birth certi�cates;� marriage certi�cates;� divorce decrees;� changes in name; � death certi�cates; and� separation documents such as the DD Form 214 or retirement orders.

Order service records at www.archives.gov/veterans or by calling toll-free (866) 272-6272. Request Standard Form 180 (SF180), “Request Pertaining to Military Records.” �e form can be faxed to (314) 801-9195 or mailed to:

National Personnel Records Center1 Archives DriveSt. Louis, MO 63138Surviving spouses should set aside enough money to live

on for 60 to 90 days following the death of their sponsor. �is money will be needed between the time the sponsor’s retired pay is stopped following their death and the time any death bene�ts and survivor annuities begin being paid.

Participants also were encouraged to support and par-ticipate in their chapter’s personal a�airs committee, which provides information and identi�es members’ needs at the

Spouse Angie Anderson asks a question during a spouse benefits briefing portion of

the Chapter Leaders’ Symposium.

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local level. Many chapter-run personal a�airs committees have a surviving spouse/auxiliary member who reaches out to spouses following the death of their sponsor.

Other tasks undertaken by chapter-run personal a�airs committees include: � providing pre-need planning to members; � providing time-of-need response to members during a crisis; and� serving as a source of information for members who have questions about their bene�ts and entitlements.

MOAA has a number of publications and checklists for members who have questions about their earned bene�ts and such as Help Your Survivors Now, the Personal A�airs Action Guide, and the Survivor Checklist. Another publi-cation available to MOAA members and spouses is Your

Guide to Military Burials, which outlines the rules and procedures for burial in Arlington National Cemetery, state and overseas VA cemeteries, and servicemembers’ entitlements to interment.

�e association recently launched a Veterans Service Organization (VSO) program that’s still is in its infancy. Participants learned the VA is expected to recognize MOAA as a VSO soon, and resources are in place for the launch.

Spouses were encouraged to share the positive outcome of their VA claims with personnel in MOAA’s Transition Center because their situation also might apply to other military spouses or the surviving spouses of servicemem-bers. Participants were discouraged from working with private �rms that handle VA claims. Many of these compa-nies sell products or services that aren’t needed.

Attendees learned about the VA’s Aid and Attendance and Housebound programs. �is bene�t might be avail-able to wartime veterans and surviving military spouses who have in-home care or who live in nursing homes or assisted-living facilities. For a wartime veteran or surviv-ing spouse to qualify for this special monthly pension, the veteran must have at least 90 days of active military service, one day of which was during a period of war, and be discharged under conditions other than dishonorable. While bene�ts are based on �nancial need, many elderly veterans and surviving spouses whose incomes are above

the congressionally mandated legal limit for a VA pension might qualify if they have medical expenses, including nursing home expenses, which aren’t reimbursed.

Finally, participants were asked to support the Transition Center by:� staying informed;� advocating to improve bene�t shortfalls;� promoting the department’s services, tools, publications, and checklists; � recommending department personnel as speakers at events in their area that draw potential MOAA members; and� volunteering to serve on their chapter’s personal a�airs committee or as an auxiliary liaison for their chapter.

E�ects of Remarriage Attendees learned upon the death of a servicemember, the surviving military spouse remains eligible for all bene�ts (medical care, commissary, exchange, etcetera.). However, surviving military spouses no longer are eligible to use Space-Available travel.

Should a surviving spouse remarry, all military bene�ts and entitlements are lost or suspended, unless the subse-quent marriage is to another servicemember. If the subse-quent marriage ends in death or divorce, all bene�ts except medical coverage will be reinstated.

Survivor Bene�t Plan Upon the death of a servicemember, Survivor Bene�t Plan (SBP) payments will begin, provided the deceased service-member elected and paid SBP premiums. If a surviving

Patricia Bergquist, chair of MOAA’s Auxiliary Member Advisory

Committee, updates members on the committee’s successes.

Surviving spouses should set aside enough money to live on for 60 to 90 days following the death of their sponsor.

2 6 2 7

military spouse remarries before age 55, his or her SBP payments will be suspended. If the subsequent marriage ends, SBP payments will be reinstated. Finally, if a sur-viving military spouse remarries on or a�er age 55, SBP payments will continue.

Dependency and Indemnity Compensation Participants learned about Dependency and Indemnity Compensation (DIC) that’s awarded to the surviving spouse of a disabled veteran:

� if their death is attributed to an injury or disease incurred while on active duty; or� if the retiree had a 100 percent VA disability rating for 10-plus years or �ve continuous years a�er release from active duty; or� is a former prisoner of war who received a 100 percent VA disability rating one year prior to their death.

If a surviving spouse remarries before age 57, DIC pay-ments will be suspended. If a surviving spouse remarries on or a�er age 57, DIC payments will continue. If the subse-quent marriage ends, DIC payments will be reinstated.

SBP/DIC O�setSpouses learned about the unfair o�set that sees SBP re-duced by $1 for every $1 received in DIC. However, surviv-ing spouses will have a proportional amount of their SBP premiums reimbursed, provided DIC is applied for within one year of a servicemembers’ death.

Participants then learned about the e�ects of remarriage on SBP and DIC. If a surviving spouse remarries before age 55, SBP and DIC will be suspended. If a surviving spouse remarries on or a�er age 55 but before age 57, DIC will be suspended but their SBP will increase to 55 percent of the deceased servicemember’s base amount.

Finally, if a surviving spouse remarries on or a�er age 57, both SBP and DIC will be paid in full. �is change resulted from a lawsuit, Sharp et al. vs. the U.S. According to the ruling, DFAS is no longer required to deduct DIC payments from monthly SBP annuities, if a person is entitled to both bene�ts and has remarried a�er age 57. �e safest thing may be to wait until age 57 to remarry.

Social SecurityUpon the death of a military member, their surviving spouse can receive reduced Social Security survivor bene-�ts as early as age 60, or age 50 if disabled. �e bene�ts will be reduced by 28.5 percent of the wage earner’s bene�ts if taken at age 60.

If the surviving spouse remarries before age 60, she or he is no longer eligible to receive Social Security survivor bene�ts based on the late wage earner’s work record. If the surviving spouse’s subsequent marriage ends, his or her eligibility is restored. In addition, if a surviving spouse re-marries a�er age 60, it will have no e�ect on Social Security entitlements. �e spouse may draw bene�ts based on his or her own work record, their late spouse’s work record, or their current spouse’s work record, whichever yields the highest bene�t amount. �e Social Security Administration can help you make this determination.

Civilian Health and Medical Program of the Veterans AdministrationAs a result of a federal law passed June 5, 2001, the Civilian Health and Medical Program of the Veterans Administra-

tion (CHAMPVA) expanded bene�t coverage to eligible family members and survivors of qualifying veteran spon-sors e�ective Oct. 1, 2001.

If the surviving spouse remarries, he or she will lose CHAMPVA bene�ts. If that marriage ends, the surviving spouses’ CHAMPVA bene�ts will be restored.

Lt. Col. Peggy Phillips, USAR (Ret), offers tips on how to effec-

tively work MOAA’s Gold Bar Program.

Upon the death of a servicemember, the surviving military spouse remains eligible for all bene�ts except Space-Available travel.

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Military Officers Association of America201 N. Washington St., Alexandria, VA 22314

(800) 234-MOAA (6622) • www.moaa.org

NOVEMBER 2013

THE MOAA INFO EXCHANGE®

For more than 80 years, MOAA has been fighting for the

interests of servicemembers and their families. We under-

stand the challenges that you face because we’re just like you,

and we’re ready to share our expertise and experience. The

MOAA Info Exchange® provides guides and reference tools to

help you navigate the challenges that arise at each stage of life.

Aging Into Medicare

Financial Planning Guide

Personal Affairs Action Guide

Remarriage Guide

Seven Steps to a Better Military Retirement

FOR MORE INFORMATION ABOUT PUBLICATIONS AVAILABLE THROUGH

THE MOAA INFO EXCHANGE®, CALL (800) 234-MOAA (6622) OR VISIT US ONLINE AT

WWW.MOAA.ORG.