Introduction
The VFW, or Veterans of Foreign Wars, is one of the most reputable non-profit organizations that champions US veteran interests and welfare. According to Ortiz (2006), VFW was founded in 1899 and has since developed into one of the largest and most influential nonprofit organizations which advocates for the rights and welfare of veterans who have fought in foreign wars. The VFW foundation is founded on friendship, advocacy, and helping those who have courageously fought for the nation. Ortiz (2006) suggests that the crux of the mission of the VFW lies in supporting veterans in different ways of their lives by helping them to gain access to government benefits, fostering community involvement on their behalf, lobbying for their rights, and addressing medical, educational, and labor concerns. As such, the VFW has numerous activities that go beyond traditional service organizations to improve the lives of their members and for the veteran community.
As part of the VFW’s efforts to realize its unique objectives and surmount the complex challenges of veteran support, strategic planning is critical. Ortiz (2006) notes that veteran needs are dynamic since the environment surrounding military service is also changing, which means that there is need to reconfigure the organizational strategies of the VA. In this regard, strategic planning becomes more than a managerial exercise; it becomes a compass leading the VFW through the complicated landscape of veteran support, ensuring that the organization’s resources, efforts and initiatives are aligned with its overall mission and responsive to the fluctuating needs of the veteran population. Therefore, the purpose of this literature review is to provide a complete and critical overview of the strategic planning efforts in the VFW, revealing the intricacies of its approach and offering insights that may be useful for the debate on strategic planning in not-for-profit veteran service organizations. Hence, as this literature review progresses, it aims to enable readers to understand the importance of the historical context, mission as well as the critical role of strategic planning in appreciating the VFW’s journey.
Historical Evolution of VFW’s Mission and Goals
The VFW has its origins in a meeting of veterans of Spanish-American war at the end of 1899 when they realized the need for a united voice to address challenges facing veterans of foreign conflicts. The VFW has had several mutations since its formation in order to adapt to the new terrain of military service and the varied interests of veterans. According to VFW (2023), initially it formed to support veterans of the Spanish-American War and after subsequent conflicts, it adopted veterans from World War I, World War II, Korea and even Vietnam and beyond. Throughout the years, the VFW has shown a remarkable adaptability, which reflects a more complex response to a changing battlefield, changing veterans’ needs, and wider societal changes. VFW (2023) notes that in the beginning, the organization concentrated on the promotion of veterans’ rights for pensions and healthcare. However, when the United States got involved in subsequent conflicts, the VFW evolved its mission to address the unique issues faced by the veterans of that time, resulting to the organization’s broadening of its goals. Thus, the adaptive approach saw to the broadening of the goals to include crucial facets of veteran’s wellbeing such as facilitating adjustment to civilian life, mental health support, education, and employment assistance.
The dynamic changes are one of the most significant reasons why strategic planning is the most indispensable guiding force for the Veterans of Foreign Wars. Strategic planning serves as a compass for the VFW mission, ensuring its relevance and significance at all times. The strategic initiatives of the organization are exemplars of proactive adaptation, which anticipates and responds to the emerging needs—from addressing the uniqueness of Vietnam veterans to the distinct circumstances of post 9/11 Veterans (VFW, 2023). Additionally, VFW’s strategic foresight indicates the organization’s resoluteness to remain responsive, relevant, and efficient in accomplishing its significant mission to serve the diverse requirements of veterans. VFW (2023) suggests that the organization has been pro-active to new veteran needs and this has propelled its growth and influence through strategic planning. Besides, its relevance and impact for over a century has been attributed to the skillful alignment of goals and shifting military and veteran realities. Therefore, this strategic awareness has enabled the VFW to not only contend with each era’s challenges but to dominate in shaping the narrative around veteran support.
III. Current Strategic Challenges Facing VFW
The VFW faces various strategic challenges as far as fulfilling its long-standing mission of fighting for veterans. One of the challenges emanates from the changing dynamics within the veterans’ community itself. Beauchesne and O’Hair, (2013) claim that the changing dynamics in the community include the diverse set of needs that are driven from different service eras, combat experiences and individual circumstances. As such, the approach of addressing this diversity must be an all-inclusive strategy that can be customized to overcome the challenges of different cohorts of veterans, which range from World War II veterans to post-9/11 veterans.
Additionally, VFW faces a challenging but complex issue in relation to the changing composition of veteran population. Beauchesne and O’Hair, (2013) suggests that aging of certain veteran cohorts like the old-timers who were from World War II, Korea, and Vietnam leads to further demands for healthcare, pension and social services. As such, the VFW needs to strategically realign its support system to address the particular needs of this older group in order to provide them with complete and specialized assistance. Equally, the rise of a new generation of veterans, like those who fought in the Iraq and Afghan wars, has brought additional challenges. According to Beauchesne and O’Hair (2013), many younger veterans require assistance with mental health, education, and work integration as they re-enter civilian life. This indicates that the VFW has to be agile by ensuring that the aging and younger veterans receive adequate support in order to maintain the organization as a pillar for the whole veteran community. The VFW also has to contend with policy shifts at the national and international level. Advocacy and resource allocation need to be flexible as the changes in government priorities, funding allocations, and legislative frameworks require this (Beauchesne and O’Hair, 2013). Hence, since the VFW always operates in a policy environment, it should regularly assess and revise its strategies to ensure it can always be an effective advocate for veterans’ wellness.
Moreover, the VFW faces problems associated with the changing of the nature to the services and of the modern veterans’ experiences. Beauchesne and O’Hair, (2013) notes that transition into civilian life, mental health, and education issues have become crucial to be addressed and funded. Thus, VFW’s strategic planning continuously grapples to include continuous involvement of other stakeholders such as government departments, community-based organizations and the veterans. Notably, strategic partnerships and alliances can help the organization to offer a comprehensive form of support and overcome challenges that the current veteran landscape presents.
VFW’s Strategic Planning Initiatives
VFW’s strategic planning initiatives have been active and dynamic, with documented evidence since its inception. Obradovich (2018) suggests that these initiatives are crucial to VFW’s ability to achieve its mission well, which show an adaptive nature and an ability to respond to the changing nature of veterans’ needs. The strategic planning in the VFW covers a range of actions, such as developing and implementing programs to address the particular problems of veterans. For instance, VFW has strategically upgraded its partnership with healthcare providers and advocate for better healthcare policies in response to unique healthcare needs among aging veterans (Obradovich, 2018). Hence, such programs could also be supported by cooperating with educational institutions and employers aimed at providing help to new veterans and their adaptation to the civilian life. Equally, by taking the lead in anticipating the needs of the veterans, the Veterans of Foreign Wars (VFW) exhibits a modern approach. Obradovich (2018) notes that this forward-looking approach places the VFW ahead of other organizations providing service to veterans and enabling it to meet current needs. Thus, the VFW’s strategic initiatives are indicative of the organization’s ability to remain abreast with the changing trends, ensuring its continued relevance and effectiveness in addressing the changing mental health issues, transition challenges, and technological advancements affecting veterans.
Moreover, a close study of the Veterans of Foreign Wars (VFW) historical and current strategic plans shows a strategic line of development that is adaptive and unwavering in its mission. Notably, the organization’s historical plans concentrated on obtaining fundamental rights and privileges for veterans, while the current ones cover a wide array of issues including mental health, education and the technological domain (Obradovich 2018). Besides, the current strategic plans that relate to the Veterans of Foreign Wars (VFW) also reveals a more complex understanding of this organization’s contemporary focus. Obradovich (2018) notes that the organization’s present strategy involves its flexibility in the handling of the complex external factors, such as the policy shifts and veteran demographics change. The illustrates how the VFW missionally aligns with the changing military service context and veteran experiences. Equally, the VFW continuously evolves its strategic plans to remain relevant for years to come, thereby leaving a lasting impact on the veteran support landscape.
Moreover, the evaluation of VFW strategic initiatives involves the examination of their effects on challenges facing veterans. According to Beauchesne and O’Hair (2013), the effects include more benefits access, mental health support, success on the education path, and more work opportunities for veterans. Notably, through assessing the initial successes and difficulties faced in the implementation process, it is possible to determine to what extent the strategic planning of the VFW culminates in positive results. According to Beauchesne and O’Hair, (2013), the long-term effect involves long-lasting positive change made by VFW’s programs such as lasting health gains, permanent educational growth, and permanent job change. For example, if a veteran suicide rate drops down considerably in several years from one significant mental health support initiative, it shows that such projects do have long time effects. Equally, evaluating the continuation and consistency of positive outcomes helps to understand the long-term influence of VFW’s strategic planning (Beauchesne and O’Hair, 2013). Hence, this evaluative lens not only assesses the success of individual initiatives, but also influences the organization’s overall strategic direction of long-term support of its mission to comprehensively assist diverse veterans.
Stakeholder Involvement in VFW’s Strategic Planning
The involvement of key stakeholders in VFW’s strategic planning underpins the organization’s success. According to Gallucci (2023), this strategic imperative recognizes the fact that veterans’ specific and differentiated needs can only be adequately addressed by including directly affected veterans and influential persons within the veteran support networks. Besides, the VFW’s decisions have to be influenced by veterans since their experiences and opinions are priceless, offering perspectives from which the organization plans for and refines its strategies. Gallucci (2023) suggests that the VFW also consults veterans in planning so that its strategies are rooted in the lived experiences of the very people it serves, creating a sense of ownership and relevance. In addition, community leaders constitute one of the most significant stakeholder groups in the VFW’s strategic planning. This underscores the fact that veteran support is a community undertaking. Gallucci (2023) suggests that the VFW collaborates with local leaders to understand better the problems faced by veterans in a given community and tailor their strategies to specific solutions. As such, community leaders can partner with the VFW to increase awareness about issues of interest and generate support among other community members.
Moreover, the VFW considers policymakers as the strategic bridge between the organization and the larger legislative and governmental systems. Gallucci (2023) opines that by engaging policymakers in the planning process, the VFW can advocate for policies that advance its mission and systemically improve support for veterans. Notably, policymakers actively participate in strategic discussions that result in development of projects that not only target the immediate difficulties but also broader legislative approaches towards veterans’ welfare. Gallucci (2023) claims that this highlights the collaborative nature of strategic planning at the VFW, considering the needs of veterans are multifaceted. Therefore, the input of veterans, community leaders, and policymakers in a dynamic landscape ensures that the VFW strategies are comprehensive and impactful. Equally, the inclusive approach not only boosts the organization’s effectiveness but also creates a common sense of responsibility towards the diverse needs of the vet community.
Literature highlights the crucial role of collaborative planning in veteran service organizations (VSOs). According to Besterman-Dahan et al. (2023), these organizations recognize that the complex needs of veterans necessitate the involvement of all concerned parties. Such collaboration in planning guarantees that the specific experiences and challenges encountered by veterans are duly addressed through multiple perspectives. Besides, Besterman-Dahan et al. (2023) claim that that involving veterans directly during planning makes programs relevant and empowers beneficiaries as they feel they are part of the process. In addition, involving community leaders in the joint planning process enhances the comprehension of the regional problems and helps VSOs to develop programmes that meet the unique needs of a particular community. Notably, they highlight policymaker involvement as crucial in systemic change and legislative support (Besterman-Dahan et al. 2023). As such, it is evident that collaboration planning is essential as it builds holistic, effective and sustainable support systems for the veteran community.
Unique Aspects of VFW’s Strategic Planning Models
In the strategic planning models of the Veterans of Foreign Wars (or VFW), several unique features can be seen, unlike the other conventional practices to conform with the specific mandate and the varying needs of veterans. Cadden (2017) claims that the VFW’s approach integrates a unique appreciation of the complexity of providing support to veterans that is absent from generic strategic planning models. This model acknowledges that veterans have been neglected by traditional models because they are affected by mental health issues, which created problems of transitioning from a military to an ordinary life, and access to education.
Besides, when adapting strategic planning models for the VFW, there is a distinct focus on involving veterans’ voices at each stage. Cadden (2017) suggests that this participatory approach allows strategies to be in tune with the lived life of the veterans thereby creating the feeling of ownership and relevance. Also, the VFW’s models acknowledge the multiple aspects for the organization; the advocacy, community-based services, and veterans’ rights promotion. Gallucci (2023) claims that the VFW’s responsiveness to external factors, such as policy shifts and veteran demographics, also involves the customization of strategic planning models for the organization. This flexibility ensures that the strategies of the VFW are up-to-date and remain relevant in an increasingly changing landscape of military service and veteran experiences. As such, the peculiar essence of the VFW’s strategic planning models is their ability to move beyond generic frameworks and focus on the details and complexities particular to veterans’ support and advocacy.
The VFW is unique in its strategic focus on advocacy, community involvement, and veterans’ rights and considers these unique considerations when preparing its strategic plan. One of the pillars of VFW includes advocacy that is meant to make sure that policies and legislations that affect the veterans are positively influenced (Gallucci, 2023). It involves developing a strategic plan to operate effectively in the legislative processes, thus VFW maintains its power. Another crucial element is community engagement, recognizing that the veterans are not isolated from the localities. Cadden (2017) claims that the VFW organizes programs that engage with the communities in a strategic manner, understanding that effective support for veterans goes beyond the individual. Thus, VFW does this by working alongside local leaders and organizations, as it is essential to tailor such programs for specific needs within a given community.
In addition, the VFW puts emphasis on the veterans’ rights. This includes not only protecting existing rights but also pushing for new needs as the veterans’ world changes. According to Beauchesne and O’Hair, (2013), strategic planning provides that the VFW stays ahead of the game in advocating for veterans’ rights and welfare, ensuring its programs and policies keep pace with the ever-changing dynamics of military service. These unique considerations are what make VFW’s approach holistic and adaptive to go beyond traditional strategic planning in veteran support and advocacy.
Importantly, the VFW approach to strategic planning has a number of key learning points, which are not only relevant to other VSOs but to other veteran service organizations. First, the most important lesson is about inclusiveness. Shirley (n.d.) suggests that if organizations actively involve the veterans in the planning process, it creates strategies that are authentic to their needs and experiences and this makes them to feel like they also own the plan. Notably, the participatory mode makes initiatives relevant, applicable, and effective, a lesson that other VSO’s can borrow to tailor their programs to the multiple needs of veterans. Another crucial lesson lies in the VFW’s focus on community engagement. Shirley (n.d.) notes that VFW identifies with local communities and thus works in collaboration with community leaders. This lesson emphasizes on partnerships beyond organizational boundaries, as a collective approach to veteran services makes impacts stronger.
Another lesson on strategic agility is the adaptability of the VFW to its external environment, which includes changes in policy and the veteran groups. Shirley (n.d.) notes that through this, can learn to predict and respond to changing challenges which in turn would keep strategy relevant and dynamic. Essentially, the VFW’s approach of strategic planning provides lessons on inclusivity, community engagement, and adaptability, which when embraced by other VSOs, would improve the efficiency and responsiveness of veteran support measures across the spectrum of veteran service organizations.
VII. Successes and Challenges in Implementation
Some of the successes accruing from the Veterans of Foreign Wars (VFW) strategic planning initiatives include the enhanced accessibility of veteran benefits. VFW (2023) notes that the organization has advocated for policy changes regarding the provision of healthcare, pensions and other related services to veterans. This success satisfies the organization’s mission and also improves on the veterans’ lives by providing them the support they deserve. Further, VFW has been able to achieve good results in its strategic focus on mental health. VFW (2023) notes that the organization has made significant strides in the reduction of stigma, awareness, and access to available resources on the veteran’s mental health by implementing programs that deal with the unique challenges faced by the veterans. As such, the improved mental health outcomes for veterans with psychological stressors in a supportive environment is a success. In addition, VFW’s programs in education and employment have created success stories for such veterans (VFW, 2023). As such, the VFW has helped veterans to smoothly transition into education and employment through strategic partnerships with educational institutions and employers.
In spite of these successes, the implementation of strategic initiatives has not been without problems. The biggest challenge has been the changing needs of veterans. Military service is dynamic and veterans’ experiences cannot be taken as being the same, hence the call for continuous adaptation (Shirley (n.d.). There has always been the need to make strategic adjustments for the diverse needs of veterans from the different times, including those in different circumstances. Another challenge is related to the external factors affecting veteran support, like policy and budget. According to Beauchesne and O’Hair (2013), in the light of shifting political landscapes, the VFW has had to lobby for continuous support for veterans in a world where the government priorities have changed. In order to overcome these challenges, the VFW relies on flexible and cooperative strategies, through strategic agility which requires assessing and adjusting the programs continuously based on the changes in the veteran needs. Notably, the VFW has constant discussions with veterans, community leaders, and policymakers to make sure new challenges and opportunities are timely incorporated into the VFW strategic plans (Gallucci, 2023). Another important strategy has been collaboration, where VFW works with government agencies, community organizations, and educational institutions towards veteran support as a collective effort (Gallucci, 2023). Hence, through partnerships, VFW utilizes the collective strengths, confronts issues collectively, and approaches veteran assistance holistically.
VIII. Continuous Improvement and Future Directions
The Veterans of Foreign Wars (VFW) must continuously improve to stay effective in supporting and advocating for veterans. VFW (2021) opines that some of the key recommendations include the development of technological systems to enhance the integration of technology in strategic planning processes. Notably, the organization notes that digital tools for data analysis, communication, and program evaluation can foster its speed in making decisions and the responsiveness when facing new challenges. Besides, promoting innovation culture in the organization is important. According to VFW (2021), the organization created community engagement and recreation committees to organize quarterly service opportunities and plan for community dances and lessons. Equally, fresh perspectives on strategic planning can result from encouraging new ideas and approaches from veterans, staff, and leadership levels. Therefore, this ensures that different experiences and insights guide the development of initiatives which address changing needs of the veteran community. Additionally, according to VFW (2021) the organization continuously enhances its’s ability to tackle challenging issues by investing in ongoing training and professional development for its staff. For instance, the organization seeks to link with other VSOs such as NextOp, which will give members access to career services training, networking, and job fairs. Thus, lifelong learning will keep the VFW ahead in strategic planning by remaining ahead.
Additionally, mental health continues to be important, and the VFW could do more and better in that direction. According to VFW (2021), the health committee strives to provide healthy opportunities such as yoga, cross-fit and other health related activities to its members with the help of the fitness groups. Likewise, it is decided to plan health education topics for the Post Meeting Agendas in collaboration with the Agenda Committee. For instance, strategic emphasis is necessary on the mental health challenges unique to post-9/11 veterans and innovative ways to de-stigmatize seeking mental health care. Thus, to ensure equitable and responsive veteran support, programs should be tailored to address the intersecting identities that characterize the veteran community.
Conclusion
In conclusion, the VFW symbolizes its loyalty towards the welfare of military veterans since it has transformed itself over the years to tackle the changing challenges of the veterans. Notably, strategic planning is the cornerstone in the VFW’s quest, directing the agency to the intricate ground of veteran support, and making sure that the projects of the VFW are in accordance with the developing tendencies of the veteran society. Additionally, the VFW is very adaptive, from securing benefits to contemporary issues like mental health and employment. Its strategic planning initiatives is a demonstration of the forethought and the preparedness to address new emerging demands in the different age categories of military service.
Although, there are many successes, the organization faces challenges, requiring an ongoing strategic agility and partnering. The approach of the VFW offers significant lessons that can be beneficial to other veteran service organizations, which include inclusivity, community engagement and adaptability. Notably, the next step for the VFW is to improve the organization with technology integration, innovation, and continuous learning. As well, an emphasis on mental health, diversity, and virtual support systems will allow to sustain the VFW role in supporting veterans as emerging trends unfold.
References
Beauchesne, K., & O’Hair, J. R. (2013). Investing in Vets: Strategies to Help Returning Gulf War Vets Enter the Civilian Work Force Successfully. Social Work in Mental Health, 11(5), 434–459. https://doi.org/10.1080/15332985.2013.804021
Besterman-Dahan, K., Hahm, B., Chavez, M., Heuer, J., Melillo, C., Lind, J., Dillahunt-Aspillaga, C., & Ottomanelli, L. (2023). Enhancing Veteran Community Reintegration Research (ENCORE): Protocol for a Mixed Methods and Stakeholder Engagement Project. JMIR Research Protocols, 12(1), e42029.
Cadden, J. M. (2017). Evaluation of Rural Native American Veterans’ Perceptions of the Veterans Affairs Healthcare System [PhD Thesis, San José State University]. https://pdp.sjsu.edu/anthropology/docs/projectfolder/Cadden-Julianne-Project.pdf
Gallucci, R. (2023). Military to Civilian Transition: Ensuring Success After Service. https://www.vfw.org/advocacy/national-legislative-service/congressional-testimony/2023/10/military-to-civilian-transition-ensuring-success-after-service
Obradovich, K. (2018). Harnessing Policy Windows: Using Lessons from the Post-9/11 GI Bill Passage to Garner Congressional Support for US Military Requirements [PhD Thesis, University of Missouri-Columbia]. https://search.proquest.com/openview/589a10a08c7c16dbd527a4e39268a332/1?pq-origsite=gscholar&cbl=18750&diss=y
Ortiz, S. R. (2006). Rethinking the Bonus March: Federal bonus policy, the veterans of foreign wars, and the origins of a protest movement. Journal of Policy History, 18(3), 275–303. https://doi.org/10.1353/jph.2006.0010
Shirley, S. (n.d.). ENGAGING VETERAN SERVICE ORGANIZATIONS. https://www.innovation.va.gov/ecosystem/assets/documents/Engaging-VSO-playbook-Final-508.pdf
VFW. (2021). Strategic Plan. Vfwpost8790. https://www.vfwpost8790.org/strategic-plan
VFW. (2023). Veterans of Foreign Wars. https://www.vfw.org/about-us
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