SECTION 1
A “Blueprint” for the 21st Century
Purpose: A
plan to provide “Service” to our
veterans, their families and their communities is as solid today, in a period of
high technology and lightning fast changes, as it was in 1919, when the founding
fathers of The American Legion met in Paris.
They were true visionaries.
Much of The American Legion’s success rests on its understanding that
the fight for veterans rights - past, present or future - is never-ending.
While our purposes may remain unchanged, our capabilities must not.
The environment is changing and we must stay in front of change to be
this nation’s leading advocate for veterans.
For continued success, we must
provide first rate service to our veterans throughout the next century, The
basis for this blueprint is the Preamble to the Constitution of The American
Legion, which was finalized at the St. Louis caucus in 1919 and reaffirmed at
Minneapolis in 1994. This
declaration reaffirmed the principles on which our great organization was
developed (the Preamble Minneapolis Affirmation follows the 21st
century blueprint information).
And the method for applying
this blueprint for success to American Legion activities has not changed either.
Personal contact at every level of leadership within The American Legion
is the catalyst that has made us successful in the past and will make us even
more successful serving veterans in the future.
Since our founding fathers gave
us a sound, clear focus, we need to build on this direction as we seek every
opportunity to excel in growth and membership in the 21st century.
21st
Century Key Challenges: The key challenges facing The American Legion in the 21st Century, as
outlined by the National Executive Committee in October, 1997, have a common
denominator to success -- personal involvement of Legion Officers.
Vision: Every American Legion
member must focus on service to the veteran, to their families and to the
communities as their number one priority. Legion
officers at every level must lead the way in reinforcing this vision.
Goals:
We must have goals to fulfill our vision of service.
A mission statement should be in place that includes these goals and
spells out a direction of where you and The American Legion at every level
should be in one, three, five and seven years.
Image:
We must be aware at all times of our image and how others perceive us and
our work in the community. We must remain the champions of service to our
veterans and their communities. Everyone
in a Legion leadership position must set the example for all members to follow.
Partnership: The American Legion, American Legion Auxiliary, and the
Sons of The American Legion need to be partners in providing service to our
veterans, their families and their communities. Legion officers again must set the example for
inner-organization dialogue and cooperation.
Our work of service to our veterans is a “family
affair.”
Public Relations:
We can amplify our commitment of service to the veteran through an
aggressive and consistent public relations program.
It allows us to maintain visibility in the community.
Technology in the media has made it possible for every one to become
accessible to print and broadcast media. Likewise,
Community Service Committees, the Chamber of Commerce(s), and Business
Associations have doubled in number over the past 10 years.
These are excellent opportunities to network.
Become involved in the community as a good neighbor.
Public relations opportunities to tell the Legion story should be
pursued.
Programs: Our service to veterans and their communities is manifested
in our programs and there are many outstanding programs to choose from.
Single theme or service Posts can be drawing cards for starting new
Posts. Legion officers at every
level should be coaches, motivators and consultants in helping Posts develop and
maintain programs.
Training: Every officer and staff member needs training.
Through training we gain knowledge to help better serve our veterans.
Whether it is a Department Legion College, a conference, an annual
convention, the Extension Institute or National Information Conferences,
education of our officers and staffs at every level should be an on-going
process. One of the most ideal and
effective training methods lies in mentoring.
Mentoring: Is
an “hands-on” approach to training that has proven to be the best investment
in nurturing future Legion leaders. Mentoring
can be tailored to accommodate any learning needs of your members. It can be in small group or done one-on-one.
Through the individualized coaching by a seasoned Legion officer, new
officers and members can receive the training and reap the benefits of
experience, which may be lost in a classroom setting.
Mentoring allows one to learn at their own pace and in their own
locality. It allows ample room for
positive motivation and stimulates new ideas for improving Legion business.
Membership: Service to our veterans begins with our membership base.
Without members we would have no voice on Capitol Hill nor could we
achieve the entitlements and support to our veterans, their families, their
communities, our state and nation. Membership
is everyone’s responsibility
--especially Legion officers. Post
revitalization and new Post development should be on every Legion Officer’s
mind. Resolution 28,
Disenfranchising, reaffirmed that the Department Commander or Department
Executive Committee is the final decision maker on establishing Posts within the
Department, not another Post or District. The
National Executive Committee established, by the same resolution, an objective
of one Post for each high school in the community.
The focus is presence in the community and the objective is growth.
Over the next five years the goal is to increase the number of Posts to
over 16,000. Therefore, every
Department must focus on Post development/ revitalization
21st Century Outreach Program
- This program encourages Legion officers to aggressively seek support from the
Active Duty military, Guard and Reserve organizations in your Department to
identify eligible veterans. Since
January 1998, several active duty bases and guard units have agreed to allow The
American Legion to address veterans separating from the service.
The potential for membership is unlimited. Two initiatives to identify
veterans in the community are listed below:
Jobs – American
Legion Members and Posts can
help job seekers from the military community find good jobs with good employers!
Help your employer/business in recruiting Veterans, transitioning military, and
working spouses! Find out how referring employers will benefit your Post and the
Legion by visiting The American Legion web site at http://www.Legion.org.
Internet -
Several of our members have shown leadership initiative by thinking outside the
box when it comes to finding new sources of eligible veterans.
Tapping into webrings and getting on veteran service organization chat
lines has proven to be highly successful in initiating interest in The American
Legion. It is also a new frontier
to promote the Legion through new public relation opportunities.
Communication:
This is a must! Legion officers must set the example in establishing clear
and concise lines of communication with members and nonmember alike.
Through communication and personal contact, The American Legion can cross
all race, gender and age barriers on its way to providing quality service to our
veterans and their communities. District
and county Commanders should visit every Post within their jurisdiction.
This provides you with an awareness of their needs and growth potential.
Communicate, educate and support one another through all mediums available to
you whether its newsletters, bulletins, television, radio, newspapers, E-Mail
and/or direct contact.
Conclusion: The
essence of the 21st Century Plan is personal involvement through demonstrated
leadership. Our blueprint for
success was laid out for each of us by our founding fathers----it is:
SERVICE TO OUR VETERANS, THEIR FAMILIES AND
TO THEIR COMMUNITIES, STATES AND NATION
For
more information, refer to the full text of the resolutions approved by the
National Executive Committee, May 6-7, 1998, Spring Meeting, Indianapolis,
Indiana – the “Resolving” clauses of each resolution follows:
RESOLVED, that The American Legion strongly
recommends that any level of The American Legion, Departments, Districts and
Posts review its Constitution and By Laws and those of superior bodies within
the organization to ensure it is in compliance with the rules that govern this
organization; and be it further
RESOLVED, that Departments, Districts and
Posts dedicated to the programs of The American Legion and should not take
unwarranted actions that may lead to barriers that hamper the growth, support of
programs and active community involvement, that may adversely affect the growth
of The American Legion; and be it finally
RESOLVED, that we operate with a common
focus, derived from cooperation and fraternal relationships developed from
working together at all levels of the organization, for the sole intent and
purpose of carrying out the duties and responsibilities commonly shared at each
level of The American Legion.
RESOLVED, that the formation and
revitalization of American Legion Posts be a priority, which only the Department
Commander or the Department Executive Committee controls in accordance with
Article IX, Section 1 of the National Constitution; and be it further
RESOLVED, as long as all of the required
obligations are met for the establishment of a Post, no individual Post or
District should have the authority to deny any individual(s) the opportunity to
start or revitalize a Post, without just cause, but the final decision will be
made by the Department Commander or Department Executive Committee; and be it
finally
RESOLVED, that there should be an American
Legion Post for every high school where Department, Districts, and Post
leadership will work together to ensure the success of the Post in its support
of programs and the local community.
RESOLVED, that The American Legion initiate
at all levels of the organization a comprehensive plan to educate and provide
service to Active, Reserve Component and National Guard eligible military
personnel currently in uniform, recently retired and/or separated, about the
value and benefits derived form membership in The American Legion; and be it
finally
RESOLVED,
that The American Legion initiate at all levels of the organization a recruiting
campaign targeted at eligible military personnel currently serving on Active
Duty, in the Reserve Components and the National Guard.
RESOLVED,
that The American Legion recommend to all levels of the organization,
development of a comprehensive plan to educate and train its leadership,
preparing them for the present and future challenges to be faced in service to
veterans, the community, state, and nation, and be it further
RESOLVED, that The American Legion
recommends a standard for its leadership to include a knowledge about programs,
activities, goals and objectives of the organization, in order to do their best
and be more proactive towards the needs of those that they serve; and be further
RESOLVED, that it is recommended that
Departments, Districts and Posts recommend to all candidates for office that
they consider taking and successfully completing The American Legion Extension
Institute course: and be it further
RESOLVED,
that every Department of The American Legion be encouraged to start and staff a
comprehensive training seminar/college (also know as Legion College) for the
purpose of training its leaders; and be it further
RESOLVED, that the National Organization of The American Legion develop a training environment, seeking a better-trained cadre of leadership that may include the use of computer technology/communications, written materials, teleconferencing, other electronic media, workshops, conferences, and seminars; and be it finally
RESOLVED, all levels of the organization of
The American Legion, be strongly and resolutely encouraged to develop and
execute a continuing education program, initiated by an inaugural five-year plan
with a goal to implement this concept of practical and useful training and
education of our Legion leadership in order to maximize effectiveness in
communities, states, and our Nation.
RESOLVED, that the attention of all
Department, District, County and local American Legion leaders be called to the need
of mentoring
and training all Post officials in such areas as:
1.
Developing and executing Post mission statements.
2.
Developing and executing a five-year plan to include description in each
of the following areas: Post activities, programs, budgets to include financial
projections, membership and public relations and communications.
3.
Development of a constitution and by-laws to include proper charter
filing, incorporation, report filing to include Consolidated Post Report,
maintaining a proper check and balance system to include audit, risk management
(liability, property and event insurance), and proper writing of resolutions.
4.
Formation and training of committees based on the size and mission of the
Post in the local community.
5.
Development of a “Welcome Wagon” Task Force in conjunction with the
Auxiliary and the Sons of The American Legion to welcome new veterans into the
community.
6.
Reaching out to all veterans in the community and listening to their
concerns; and be it further
RESOLVED, it is recommended that Departments, Districts, and Counties develop an integrated coordinated assistance visit plan, sometimes referred to as a Post Responsibility Audit, to ensure every Post is visited by one level of leadership at least once a year to review the aforementioned areas with the Post leadership; and be it further
RESOLVED,
it is recommended that every Post have a copy of the official history, The American Legion, written by Thomas A. Rumer and/or a
reference set of The American Legion Extension Institute; and be it further
RESOLVED,
The American Legion believes that each Post is a community based wartime
veterans organization known for helping all veterans, families and children in
the community and where social programs will not supersede the reason The
American Legion was founded in 1919 and where the image is associated with
“Service First;” and be it finally
RESOLVED,
that each American Legion Post should use the word “Post’ where appropriate
in all official documents, publications and advertising.
RESOLVED, that the attention of all
Department, Districts, County and local American Legion leaders be called to the
need for a cooperative relationship with the Auxiliary, and Sons of The American
Legion.
SPECIAL RESOLUTION 419
1919 THE MINNEAPOLIS AFFIRMATION
1994
WHEREAS,
To us, the heirs of a proud tradition, the Founders of The American Legion in
the City of Minneapolis in November 1919 bequeathed the four pillars upon which
our great brotherhood yet stands, as proclaimed in the Preamble to the
Constitution of The American Legion; and
WHEREAS,
It is upon these pillars that we have built the programs by which we serve our
comrades, our youth, and our nation; and
WHEREAS,
By the Throne of Almighty God the Founders surely stand and say of us "Well
done, beloved heirs and comrades"; now
therefore be it
RESOLVED,
By The American Legion in National Convention assembled in Minneapolis,
Minnesota, September 6-8, 1994, that we express our eternal gratitude for the
wisdom and foresight of our Founders in this, our 75th Anniversary Year, by
affirming anew our commitment to the perpetuation of our principles; and be it
further
RESOLVED, That in affirmation of our troth, we pledge our unrelenting
vigilance on behalf of our comrades-in-arms, their children, and their widows
and orphans; and be it further
RESOLVED,
That we affirm the American Flag to be the sole unifying symbol of these United
States, a nation born of diversity and nurtured in the shadow of that banner,
beneath which the honored remains of countless heroes have been laid to rest,
deserving if need be of our protection unto death; and be it further
RESOLVED,
That we affirm to the generations as yet unborn their due inheritance, a legacy
no less grand than that to which we today are heirs: a nation strong, united and
flourishing in peace and prosperity; and be it further
RESOLVED,
That we affirm to our nation's defenders, and the citizens they serve, our
dedication to national sovereignty and security so inviolable as to render
America forever free from aggression and domination by those who would do us
harm; and be it further
RESOLVED,
That we affirm the principle of citizen soldiery by our support and dedication
to those who stand in ready preparedness to answer the call to arms, the Reserve
and National Guard forces, and be it further
RESOLVED,
That we affirm to all Americans our commitment to the principle of government of
the People, by the People, and for the People, a principle best embodied by a
Congress unfettered and free from foreign influence and ever alert to the
failures of foreign policy by which the constraints on war are loosed; and be it
finally
RESOLVED, That by the witness of Man and in the Presence of Almighty God,
we do hereby commend this affirmation to all in whom these sentiments ring true.
Commander
“To
you, my comrade, is entrusted a very important duty, that of teaching and
protecting the cardinal principles of The American Legion throughout your entire
Post. To you is entrusted
supervision of the duties of all other officers of the Post.
To you may come the needy and the distressed and it is your duty to see
that no worthy comrade is turned away without full justice.
It is your duty to see that Freedom is ever the watchword of those with
whom you may come in contact. Loyalty
to your Post, to its membership, to the state and to the National Organization,
are obligations which you now assume. You
are more than the presiding officer for meetings.
You are guided by the Constitution and by the decisions of the Post as a
body, yet the responsibility for the success of the year’s program is largely
on your shoulders. You must
initiate and carry through programs to completion.
You must thoroughly familiarize yourself with the policies and traditions
of your Post and of The American Legion. By
your sincere
acceptance and earnest performance of these duties, may the great trust which
your comrades have reposed in you be justified. To you I extend the congratulations of the Department, and I
wish you well as you assume the responsibilities of your office.
I present to you a copy of the Post Officer’s Guide and Manual of
Ceremonies to serve as your guide during the coming year.”
--Charge from Installation
Ceremony
Yes, Commander, the charge
you accepted is broad and difficult. How
you respond will determine to a large degree the standing of The American Legion
among your associates and within the community.
Your own ability, the help
you obtain from District and Department officers, the information contained in
this Guide, and the help you will get from the Post officers who form your team,
all combine to make the performance of your job possible.
That you have ability is
recognized by your election to the office of Post Commander.
This ability must have been accompanied by desire or you would not have
accepted the office. Everything
that follows is provided to assist you to use the ability that you now have and
to develop new skills so that your desire to see the Post prosper will become a
reality.
As you look to the overall operation of the Post, you realize that you have stepped to another level. You may feel that the step is too high, but as you proceed, following the guidelines suggested, you will develop the organization and leadership among others that will make your year as Commander the most rewarding of your life.
It’s a rare group of new
Post officers who take office without enthusiasm and a desire for a successful
year. In the charge you accepted at
your installation, you were entrusted with the supervision of the duties of all
other officers of the Post. This
does not mean that you will discourage them from using initiative and developing
new ideas. What it does mean is
that you will be judge by the effectiveness of your officers.
There are many ways to
determine whether a Post Commander and their officers are enjoying a successful
year. Judgments of the worth of a
Post are made by the members, the community, and by The American Legion itself.
Like it or not, a gain or loss in membership is the measure most often
used.
Actually, the membership record is a pretty reliable barometer of what your Post is doing. An active Post, where the members enjoy themselves, often creates a “word of mouth” membership campaign that works almost automatically. The members are proud to belong. It’s the most natural thing in the world for them to talk “Legion” to their friends, neighbors, relatives, and business associates. Since they like belonging to the Legion, they want their friends to get in on a good thing, too.
However, whether it shows or not, a
great deal of planning has probably gone into every successful membership
campaign. But, before sales people
can sell a product, they have to have a product.
If they are going to do a good job, they have to have a good
product--something that people want and will value.
The programs, social activities, chances for making new friendships,
sometimes the Post home itself--these are what a Legion salesman has to sell.
How we build or get this product is the subject we would like to discuss
with you.
Very early in the game,
you will find out that running even a small Post is more than a one-man job. If you don’t, you may feel as though the weight of the
world is on your shoulders. This is
the reason the Post constitution provides for a full group of Post officers, as
well as an executive committee. They
are elected to do specific jobs. It’s
up to you to get them to work together for the good of the entire Post.
You can get off on the
right foot by making it a first order of business to call an early meeting of
your officers and executive committee. This
can be held even before you are installed.
The outgoing Post Commander and adjutant might also be invited to attend.
Before the meeting is
held, you and your adjutant need to find out what Post records are on hand,
where they are, and how to use them.
Do you have all of your
membership records since the Post was chartered or at least for recent years? Members are proud of their record of continuous membership.
Try to keep that and all of the membership records up-to-date.
Are the complete minutes
of all meetings on file or bound? The
keeping and reading of minutes may seem a pretty dull job, but minutes can be
extremely important. More than one
law case has turned on what some long-forgotten secretary or adjutant wrote in
the minutes of a meeting years ago.
Does the checkbook
balance? Where are the funds, and
is all the money accounted for?
Is the Post incorporated
under the not-for-profit laws of the state?
Where is a copy of the articles of incorporation?
Have the necessary annual reports been filed and any needed fees paid?
Is every officer who will
be handling funds bonded? This is
required by the Legion’s National Constitution.
Do you have a copy of the
Post’s constitution and by-laws? With
the changes in Post officers from year to year, it’s easy to see how many of
these vital records can be lost or misplaced.
So, first make sure that all of the essential records are on hand, that
they are where they should be (and not hiding in the desk of some adjutant of
ten years ago), and that you know in a general way, at least, what they are.
Anyone who asks people to
come to a meeting should do them the courtesy of preparing an agenda--and doing
it in advance.
One of the first things on
the agenda for this first get-together of new Post officers should be
money--your Post’s budget. The
officers need to know in advance what income can be expected for the year and
how it should be spent.
Here are three general
principles on Post financing that are worth considering.
You’ll have a good chance of staying out of money troubles if you
follow them:
First, make your dues high
enough to meet the fixed, administrative costs:
Postage, stencils,
stationery, Department dues, in
some cases rent--the administrative costs that every Post must meet to stay in
business.
Second, if the community is to
benefit from an American Legion project, don’t hesitate to
solicit the community for funds.
For example, an American Legion baseball team, a community playground or
swimming pool. Actually, the Post
will add to its public reputation by such projects.
But a full public accounting needs to be made of all funds received and
of how they are spent.
Third, don’t ask the public to give in the name of charity for any project that will be of benefit
primarily to members of The American Legion. A merchant will donate to send a youngster to Boys State, but he probably wouldn’t care to give money to buy a new cooler for your bar. Sometimes it is necessary to raise funds from outside the membership for something that is strictly for the benefit of the Post and its members. When this happens, make sure that the public receives full value.
Calendar of Events
Your budget is a means to
an end. The amount of money you
have is not as important as what you do with it.
So, right along with the budget, you need to set up a calendar of events.
These are the things your Post is going to be doing during the coming
year. (See program reminders in
Index.)
Elected officers will be
responsible for some of the activities and projects.
Your appointed chairs will be in charge of others.
Decide at the very beginning what is going to happen, when it is going to
happen, and who is going to make it happen.
Most of the assignments will be to carry on already established programs
or activities.
There are handbooks and manuals on all of the important Legion programs—Boys State, baseball, children and youth, veterans affairs and rehabilitation, scholarships, and so on. Probably you and your adjutant will have already received copies of these from Department headquarters. These manuals have information and ideas that your committee chairs need. Take these handbooks to the first planning meeting and turn them over to the proper people right then. (See Publication List in Index.)
Then there are
recreational activities. The
strongest Posts are those where the members not only carry on humanitarian
service programs, but also have a good time.
When our pioneer forebears assembled to raise a cabin for a neighbor,
they ended their labors with a square dance.
So don’t neglect recreational and social activities.
Find out the activities that different groups of members are interested
in and provide the means or the opportunity for them to pursue that interest
through your Post.
Just about every Post has
some service programs and social activities that were started in the past and
have become almost traditional. Organizations
fall into ruts—perhaps more easily than individuals.
Any program carried on exactly the same way year after year is going to
grow stale. So, at this first
planning meeting, take a look at your past programs and activities.
Decide on those that need some change or a new look.
No Post can stand still.
New programs are needed to maintain interest and, especially, to keep up
with the times. Every new activity
or program offers the opportunity to interest new people in joining the Post.
Inactive members can be turned into active members by the same means.
Very little in the world
happens without someone to make it happen.
So all of the programs and activities need to have a person in charge.
Usually, this is a Post officer or committee
chair. If the selections of
chairpersons and officers are good, the programs will move.
You should ask and, in fact, demand that each chairperson and officer
build a timetable of events that can be fitted into an overall Post calendar for
your year.
Now we come to
that very important first Post meeting. You
know that every member present is going to be judging you in comparison with
previous Commanders. At the first
meeting, the pattern and the tone are probably going to be set for the entire
year. If changes are going to be
made, this is the time to start them. The
new broom is expected to stir up a little dust.
Fortunately, you can lean on the experience of thousands of Commanders of
the past. The basic framework for
any Post meeting is all spelled out in the Manual
of Ceremonies. By following the
prescribed ritual and order of business, even a person who has never before
presided over a meeting can do an adequate job. As a new Commander, you might feel a little self-conscious
about running a formal meeting, particularly in a Post that has gotten away from
the Manual of Ceremonies.
But you shouldn’t. The American Legion is an impressive organization, and its
meetings should be suitably formal and impressive. No time is saved by omitting parts of the ritual.
Meetings, of course, can and should vary.
There can, and should, be an outside speaker on appropriate occasion.
But by following the prescribed ritual and order of business, you should
be able to complete your agenda in no more than one hour.
Agenda
“Agenda” is the magic
word. While the Manual of
Ceremonies provides the framework or the skeleton for a meeting, the
Commander’s agenda is what puts meat on the bones.
Item “c” under “Order of Business” in the Manual of Ceremonies
reads simply: “Committee
Reports.” Your personal agenda
for the first and each succeeding meeting should list the exact committee
scheduled to report. But before a
chairperson’s name goes on the agenda, the Commander—at least the
foresighted Commander—is going to contact each chair and make sure that person
is ready to report. This contact
gives you an easy way to check on whether the chair is doing the job.
If not, a little encouragement, a few suggestions, or perhaps even some
prodding might be in order.
Although “protocol” is
a term used primarily in setting the rules of etiquette which govern diplomatic
functions, there is a certain amount of protocol which applies to American
Legion meetings and social functions, especially those to which dignitaries have
been invited. Protocol for those
events is the responsibility of the Post Commander who should be aware of
certain guidelines which begin with the planning of the event.
If the Department
Commander is to be invited, this matter should be cleared promptly with
Department headquarters. In
preliminary planning, it is advisable to have an alternate date in the event the
Department Commander is already committed for the original date.
Accompany the invitation
with some basic facts about the engagement:
Time, place, whether or not it is a dinner occasion, significance of the
event, etc. Will it be a joint
Legion-Auxiliary function? Will
there be non-Legionnaire dignitaries present?
Remember, this is your “home”
and those you’ve invited deserve all the courtesies and considerations to be
accorded such distinguished guests.
If the event is a dinner,
those who will be seated at the head table should have been notified of this
fact before they arrive. They
should be escorted to their places to avoid confusion.
The main speaker is seated just to the right of the podium.
Place cards identifying those at the head table should be used.
Introductions begin after
the meal. The presiding officer
stands at the center of the head table and makes the introductions, beginning at
the extreme left, continuing to the center of the table, and then starting at
the extreme right and continuing to the center.
The main speaker, the
guest of honor, is the last person introduced.
American Legion officers
are introduced in the order by which they were installed into office: Sergeant-at-Arms, Service Officer, Historian, Judge Advocate,
Chaplain, Treasurer (Finance Officer), Adjutant, Vice Commanders, and Commander.
As with all rules, there
are some exceptions. If it is a
function of both The American Legion and the American Legion Auxiliary, the
Auxiliary officers, dignitaries, etc., are introduced first.
A National Executive Committeeman or Alternate NECman should be
introduced immediately before the Department Commander.
The first meeting is also
a good time to start a welcoming committee—in case there has not been one in
the past. Two or three members
should be asked to take on the job of welcoming new members, guests, or even
older members who are not well acquainted, making them feel at home, and
introducing them. The
sergeant-at-arms can often help on this assignment.
An active welcoming committee is a part of the Post’s public relations
job.
The EXTENSION INSTITUTE is
back! It was developed to provide
every member of The American Legion, American Legion Auxiliary and Sons of The
American Legion an opportunity to learn and discover the rich history, programs,
policies, developments, positions and future goals of our organization.
This concise and comprehensive set
of books returns to the original format of the Extension Institute, which was a
course of study with chapter review tests and final examination upon the
completion of the materials. It
consists of a set of four reference/study books, with the fifth book being an
introduction to the course, including a list of national officers and the
national head-quarters staff.
The primary purpose of
this handy reference set, adapted for daily use, is an educated, informed and
knowledgeable membership. Men and
women who are “in the know” have the understanding that keeps our
organization strong and growing. An
educated and informed member spells success.
If you are interested in knowing more about The American Legion, order
your Extension Institute today.
You can order a single set
for your own use, or you can order multiple sets at reduced costs to use for
study groups, giveaways, fund-raisers, membership incentives, etc. Contact your Post adjutant for special order forms.
Every Post is a part of
the community. It will be
successful to the degree to which it fits into that community.
Pageantry and patriotic observances are something that the community
expects of the Legion. A
well-trained color guard, drum and bugle corps—either junior or senior—or
even a burial detail will help to keep The American Legion before the public.
Another very valuable way
of getting your Post knowledgeable—know-how in the right way—is to cooperate
with other community organizations in civic projects.
A Post Commander who knows his business will encourage active
participation in civic affairs on the part of the members.
There is personal pride when a local Legionnaire is elected to the school
board, heads up the United Way, or even gets a promotion in a job—and will go
out of the way to congratulate members on their accomplishments, whether in the
Legion or in another field.
There are many ways to say
“Thank you.” Awards and
citations may be given at Post meetings. A
simple “thank-you” note can mean a great deal.
Mention during a meeting that Comrade Doe has done an excellent job in
arranging the Veterans Day celebration. This
is a simple courtesy that should never be forgotten.
So, putting all of these
various ideas together they add up to: First,
planning; then, assignment of responsibilities; checking back to make sure that
the job is being done; and, finally, a THANK YOU VERY MUCH.
If you have an idea which
will improve The American Legion at any level, put that idea into words, in the
form of a resolution. First have it
passed by your local Post; then, have it passed by your District at its annual
convention. All resolutions passed
at a District convention are delivered to the resolutions committee at the
following Department convention. At
the Department convention, you should appear before the resolutions committee
and plead for their passage of your resolution, and you should also be prepared
to speak for its passage when it comes on the floor of the Department
convention. All resolutions
pertaining to National, passed at the Department are forwarded to National.
(See “How to Write a Resolution,” in Index.)
You have been shown ways
to utilize the potential of your members, but there is more help available when
you need it.
Past Commanders
Many Posts have an active
Past Commanders’ Club. Sometimes
its primary purpose is social and the retention of good fellowship among those
who have served as Commanders. But
here is a wealth of knowledge, know-how and ability just ready to be tapped.
Don’t let it go to waste. Whether
such a club is formally organized in your Post or not, it is helpful to build a
Commander’s Advisory Committee from your Past Commanders
District Officers
The Post is a separate and distinct
unit which can, and often does, function independently.
But the work of the Post can be more effective if it is joined by a tight
link to the Department and national organization.
The District and your District officers provide that link.
The District Commander is
normally the elected representative of the Posts in the District, but an
obligation to provide guidance and supervision is also implied.
Posts are charged with carrying out the objectives and programs of the
Legion and to comply fully with the obligations assumed under the Post,
Department and national constitutions. But,
if your Post becomes inactive or begins to falter, you can expect your District
Commander to start giving directions and assuming some control.
The District Commander has
a position of respect in our organization.
A visit to your Post calls for something special.
Make it a social event significant enough to draw a crowd.
The dignity shown the office can only be reflected back to increase the
importance of the office of Post Commander.
Department Officers
Department officers are
our “show” people. A visit from
one of them usually provides an opportunity
for excellent media
coverage, and the type of Legion function that will attract your members and
community leaders. These officers
are your elected leaders and deserving of every respect.
Not every Post will receive annual visits from a Department Commander,
but if your invitation is accepted, or there is occasion to visit you, make the
most of it.
Department Headquarters
The American Legion is
organized in Departments for every state, District of Columbia, territorial
possessions and several foreign countries.
Each Department headquarters exercise a general supervision over the
local Posts within its jurisdiction. It
is urged that close communication and cooperation be maintained between the Post
and its Department headquarters.
The Department
headquarters constitutes the link between the community Post of The American
Legion and the national organization. The
Post will deal directly with the Department adjutant.
Routine business should be transacted through Department headquarters.
Department headquarters is familiar with the issues and conditions of
state affairs. Questions of policy
and organization should be referred by the Post to Department headquarters. Through Department headquarters any information may be
secured that is desired by the Post, or the ways of securing it may be found.
The Commander should keep
in close touch with Department affairs, know what statewide activities are
carried on, and see that his/her Post has its full share in them.
He/she should study all instructions from Department headquarters and see
that they are passed on to the proper officer or committee for action.
Also, the membership of the Post needs to be
informed of any new activities that may be initiated by the Department.
National Headquarters
Practically all of your
contacts with National Headquarters are rightfully carried through your
Department headquarters. There is,
however, one publication which should be faithfully read and kept, issue by
issue. This is The American
Legion DISPATCH published by National Headquarters. The DISPATCH gives
you up-to-date information on which to base your programs, the proper timing for
programs, and suggested news releases.
Auxiliary Unit
The Auxiliary Unit is an important
adjunct to the Post’s scheme of organization.
The official contact with the unit is through the Unit President. The unit can help only in proportion to its opportunity.
A good Commander will find work for the Auxiliary Unit to do.
The Commander, or designated representative, will keep in close touch
with the unit and give its members plenty of inspiration and encouragement. Follow the same procedure if there is an Eight and Forty
Salon in your area.
Conventions
While your Post could continue to operate if there were no Department, District, or national organization, you can be more effective as a part of a team. You may want to take part in a county or statewide promotion. You may have an idea that should be developed and expanded beyond your Post. Certainly you want your Post to have a voice in deciding the future programs of The American Legion.
District, Department, and
National Conventions are the places where Legion policy is determined. You will want to make certain that your Post is represented
by properly elected delegates—particularly on the District and Department
level.
Each year the District and
the Department will hold seminars on either general Legion operations or
specific Legion programs. You can
go a long way toward solving the future leadership problem in your
Post by making certain that the
Post is represented at whatever training session is provided.
You will also find that attendance at District and Department functions
will do much toward building the esprit de corps that makes for a good Legion
Post.
Program
Reminders
Commander,
it’s up to you! Programs require
intelligent planning to be successful. Here
are some reminders which should be of assistance.
JANUARY
– Initiation ceremonies are good membership stabilizers.
Keep working membership campaign, especially by contacting those who
became delinquent January 1. A
community service survey can reveal areas where additional effort is needed.
A good time to present flags and flag codes to schools. Check dates for Oratorical Contests—local, District or
county, and state. Plan February
program. March
is the official Community Service Month; the beginning of the year is
the time to plan and implement initiatives and projects so your Post is ready in
the Spring.
FEBURARY – Plan school awards with
school officials. Sponsor Religious
Emphasis activities. Start plans
for American Legion Baseball program. The
Veterans Employment Representative will make a good speaker for a Post meeting.
Remember observances of Abraham Lincoln and George Washington birthdays. Americanism Month. Plan
a big birthday program for March.
MARCH – Boys State selection should
be given priority attention in March, or earlier. March 15-17 is the recognized
anniversary period of the founding of The American Legion.
Close out Membership Campaign and mail dues and cards to Department
before Birthday Party. Have your
“Open House’ this month.
All levels of leadership should
constantly focus on projecting the proper image of The American Legion in the
community, in the programs sponsored and services provided, and also on the
appearance of the Post Home and surrounding grounds.
Post
Home appearance can be perceived as a reflection of the attitude, the initiative
and the civic awareness of the Post membership. The Post reflects the outward
image of the whole organization of The American Legion to the citizens in their
community. The Post should be a pillar of the community. One that would invite
prospective members and guests based on appearance alone. This is not intended
to be a capital improvement project but one of attention to detail and routine
“fix-ups.”
Between January and March, the Post
leadership is encouraged to form a committee to host a "Open House" in
March, which is officially Community Service
Month. One major area
of interest to prepare for March is a Self-Help Program to fix up needed areas
in the Post home from signage to outside appearance to inside appearance that
may have gone unattended due to other priorities. In addition, this item should
be included on your annual Post Responsibility Audit (PRA), outlined elsewhere
in this Officer's Guide.
