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.
APRIL – Children & Youth Month.
Be sure to coordinate this with the Auxiliary.
Secure Children and Youth Guide from Department headquarters.
Plan summer scouting activities. Boys
State should be given priority. How
about an “Old Timers” night? Community
service will elevate your Post’s standing in the community.
Plans should be made for election of new officers.
American Legion Child Welfare Foundation week.
MAY – May 8-10 is the anniversary
of the St. Louis Caucus, which completed original organization of Legion back in
1919. Armed Forces Day, Mother’s
Day and Memorial Day form the basis for good Post programs.
Do you have a uniformed group in the Post?
Do you decorate veterans’ graves?
Present school awards at the end of school.
Implement American Legion Baseball and summer athletic programs.
Contact school officials now—to get Legion activities approved and on
the calendar for next year—oratorical contest, Boys State, school awards,
American Education Week, etc.
JUNE – June 14th is Flag Day.
Does your community fly flags on patriotic holidays?
Good time to make a survey. History
of “Old Glory” would make an excellent program for a Post meeting.
Summer youth programs need your support and attendance.
Community service will make your town a better place in which to live.
Get ready for the 4th of July.
JULY – Have an “old fashioned” 4th of July celebration?
Make it a community project. Be
sure new officers are certified to Department headquarters.
Installation of officers makes an impressive ceremony at a Post meeting.
Continue efforts on behalf of summer youth programs.
AUGUST – Start planning membership drive for next year.
Well planned programs produce best results.
You should have received next year’s membership cards from Department
headquarters. Call on past officers for assistance and guidance.
September—School starts. Decide
how you are going to contact the new veterans.
Veterans Day is coming up.
SEPTEMBER – The 2nd is VJ Day; request
churches to ring their bells (symbolically) in your community.
The 17th is Constitution Day. Good
time for Constitution Day—Citizenship Day program.
Present school with adequate copies of “Let’s Be Right on Flag
Etiquette,” and “Need a Lift.” Follow
through on membership drive planning. Co-op
ad materials available for Veterans Day.
OCTOBER – Launch all-out membership campaign.
Planned programs produce. Columbus
Day. Remember, dues for next year
are payable by Oct. 20. Participate
in Halloween Safety Programs.
NOVEMBER
– Continue full speed ahead on membership campaign.
Nov. 11 is Veterans Day. American
Education Week. Thanksgiving. Remind members they need next year’s card number when
paying American Legion Life Insurance premiums.
Deadline for payment is December 31.
DECEMBER – Remember Pearl Harbor – an epic event that will forever
resonate in America’s history… “December
7, 1941 – a day that will live in
infamy.” So spoke
President Franklin D. Roosevelt. December
is also the Holiday Season. Support
activities that bring Christmas cheer
to needy families. How about a
Christmas party? Work toward an
all-time high in Post membership. Keep
plugging for renewals and new members. Plan
to visit fellow veterans in the hospital.
“My
comrade, you have been chosen to assist your Commander in the wise and effective
administration of the office and to
serve not only your fellow Legionnaires, but
a also those whose relationship to
our organization has led them to look to us for guidance and relief. You will find the duties many, varied, and at times taxing of
your crowded hours and resources. The successful accomplishment of our program
depends, to a great extent, upon you and your performance of the duties of your
office.”
—Charge
from Installation Ceremony
The Adjutant holds the same relative position in the Post as the secretary of any other organized body—and a little more—the office serves as the “first sergeant” of the company. Post activities revolve around the adjutant. Most Posts find it wise to retain a good Adjutant in office over a period of years. The Adjutant may well be regarded as the “continuity person” in the Post. While the Commander’s duties are largely inspirational and executive, an Adjutant’s duties are administrative. The Commander navigates the ship, but the Adjutant is the engineer who runs the ship’s machinery.
The Adjutant is the
personnel officer, the intimate contact with the individual Post member,
maintains the membership records, minutes of meetings, checks up and assists the
work of the other officers and committees, and publishes official orders,
announcements and instructions.
All Post records should be
in the Adjutant’s custody; for ready access to all sources of information, and
it is to his/her interest to develop a comprehensive filing system.
The Adjutant is primarily
concerned with ways and means and, by virtue of a key position, can add
effectiveness to all Post activities. The
office involves a great deal of work, and it is urgently recommended that some
degree of compensation be paid the Adjutant, particularly in large Posts.
The only indispensable
qualifications are honesty and willingness.
The Adjutant should get a set of Post account books from the Emblem Sales
Division, National Headquarters. They
require no special knowledge of bookkeeping.
He/She should go through
all the Post records at the first opportunity.
The constitution, minutes of meetings, and reports of officers and
committees will give an insight into the Post’s policies and traditions.
Communications from Department headquarters will put the Adjutant up to
date on instructions.
A special Post
Adjutant’s Manual is available with full information on the handling and
processing of the automated membership card system plus other matters related to
the duties of a Post Adjutant. Every
Adjutant should have a copy of the Post
Adjutant’s Manual.
First
Vice Commander
“To
you is given the responsibility of an active cooperation between yourself and
the Commander. Particularly should
you interest yourself in the membership of the Post. You should be assisted by the most active and devoted
members. No single factor has so
important an influence on the Post’s success as membership.
You will be the exponent of means of safeguarding the honor of the Flag
of our Country. To you are committed these endeavors with the expectation
that you shall fulfill each and every one of them.
You are the teacher of ‘Democracy’.”
—Charge from Installation
Ceremony
In the majority of Posts,
a First and Second Vice Commander are elected, with membership the primary
concern of the First Vice Commander.
Frequently the success or
failure of the membership record during his/her year determines the chances of
advancing to the Commandership the following year.
In a few of our Posts, one or two “tigers” (membership go-getters)
will secure the big majority of the dues, but the possibility of death, illness,
or a change of residence makes for a weak foundation on which a Vice Commander
and the Post are staking the Post’s future.
While each Post is different, any membership campaign should cover
certain fundamentals. Look at the
methods used in the past. Were they
successful? Do they need updating?
Have new procedures been developed that would improve the plans now being
used?
In a successful Post, a
new Post Commander is going to contact the Post officers and committee chairs
right after being elected, either individually or at a special meeting, to lay
out a general plan of operation for the entire year.
This is the time when the membership plan should also be made.
Any plan should answer the four W’s.
WHERE?
Where do you want to go? What’s
the objective? (Or, for a
membership campaign, how many members do you want?)
WHAT?
What steps have to be taken to reach the objective?
WHO?
Who’s going to do all the things that have to be done in each of the
steps that have to be taken to reach the goal?
WHEN?
When is the work going to be done?
Only you and the members of your
Post know where you want to go, or how many members you want.
But the steps you have to take to get there are very much the same in
every Post. If you can answer the
following questions for your Post and for your membership campaign, you have
your job analyzed and know what steps have to be taken to reach your goal:
1.
Mailed dues notices will bring in
about 85 percent of your current members’ renewals. Who is going to contact those few who do not respond to
mailed dues notices?
2.
How are dropouts to be reinstated?
3.
How are you going to get usable
information on prospective members; how are they to be contacted; by whom; and
how are those selected to be taken into your Post?
4.
What publicity will be needed?
5.
Who can be counted on to work at
membership?
6.
What awards or special recognition
will be given?
7.
What special events will be tied in with membership, such as Veterans
Day, team competition, contests with other Posts, Legion Birthday observance,
etc.?
This can be the agenda for
the first Membership Committee meeting. (See Duties of Committee.)
Membership may be the primary
assignment of a Vice Commander, but during a normal Legion year, the Vice
Commander will have many other duties. He/she
should become familiar with the ceremonial protocol for regular meetings.
The chances are excellent that he/she will have to conduct one or more
meetings during the year. Knowing how to prepare a meaningful and fruitful agenda is
very important, as well as good experience.
The Vice Commander must be ready to fill in for the Commander upon a
moment’s notice.
“Into
your helpful hands are placed the important responsibilities of assisting the
Commander with all duties. Particularly
you should be interested in patriotic observances of all kinds, in developing
Post activities, and in the entertainment features which mark all meetings.
Help to observe strict tolerance among your members on all political,
religious and civic matters. The
applications of Justice will be your particular concern.”
—Charge
from Installation Ceremony
Is
yours an average Post? If so, many
of the members joined The American Legion because of the social and recreational
benefits they expected to receive. What
is more, many of the members-to-come will also join for the same reason.
Yes, the Second Vice Commander does
have a job—an important job. The
responsibility is to build the “I-like-my-Post-because . . .” atmosphere
that finds a lot of Legionnaires having fun while still doing the work of the
Legion.
The Commander will depend on the Second Vice Commander to provide the programs that spice up the meetings and attract attendance. The social calendar must always be filled several months in advance with activities that will bring out the active members, as well as those who are just card-carrying Legionnaires.
One of the first duties should be
to contact other veteran and civic groups so that each patriotic holiday and
observance receives the attention it deserves.
He/She will be concerned with the pageantry so closely associated with
the Legion.
The Second Vice Commander may not
be in charge of the color guard or firing squad, but must promote it. He/She might not have a part on the initiation team, but
should make sure one is functioning.
In
the pursuit of “Justice,” the Second Vice Commander will be concerned with
the welfare of all fellow veterans, and will be interested in the work of the
veterans affairs and rehabilitation committee.
The Second Vice will need to know if the economic committee is
functioning. The Second Vice
Commander plays a dual role of fun and serious, which so typifies The American
Legion.
“You
are the keeper of the moneys and in you is reposed the financial policy of the
Post. To you is given charge of the
year’s budget and to you is given the duty of the payment of all obligations
when proper authorization has been given for such payment.
Your position is an important one, demanding integrity and honesty.
Your election to this office signifies that your comrades have implicit
trust in you. Guard well that
trust.”
—Charge
from Installation Ceremony
The
Finance Officer must be a person of proven integrity and experience in handling
financial affairs. The Post is
dependent on finance, just as any other organization, and will do well to accept
expert advice in formulating and administering its financial policy.
The Finance Officer usually serves
as the chair of the finance committee and is in charge of all receiving and
disbursing of Post funds. The Post
Adjutant, in all matters relating to finance, should carry on the work in close
correlation with the Finance Officer. Both
officers must be covered by adequate bond.
Department headquarters should be consulted on this for blanket bond
arrangement.
Post
accounting forms have been designed to meet the requirements of Legion Posts in
maintaining a correct and permanent membership and finance record.
Because of their simplicity, they require no special knowledge of
bookkeeping or accounting. Every Post Adjutant and Finance Officer should insist upon
being provided with a set of forms. They
will save time, reduce expenses, save money for the Post.
Refer to the current Emblem Catalog
for prices and detailed descriptions, or write to the National Emblem Sales
Division.
Be prompt in remitting National and Department dues, along with the Department Record Card, to Department Headquarters. Note all payments and other transactions on your Post Membership Register.
“You
have been singly honored by this Post by your election to perform fundamental,
unselfish work, not only for the benefit of the members of this Post, but for
those War veterans particularly in need of your service.
Yours is the choice responsibility of looking out for the welfare of all
concerned. The duties of a Service
Officer are highly important and exacting, and while your accomplishments will
be deeply appreciated by those immediately concerned, the work itself will not
be sufficiently conspicuous to catch the headlines in the newspapers.
Depending upon satisfactory performance of duty, there will come to you
the heartfelt gratitude of each and every member of this Post. I congratulate you upon the opportunity to serve so
constructively and so unselfishly.”
—Charge from Installation
Ceremony
In naming the Service Officer, each
Post creates the most vital link in a nationwide network of American Legion
service to America’s veterans. Through
the Service Officer, the Post can provide your community with a unique service.
The duties of the Post Service
Officer call for a competent and dedicated person, preferably one who can serve
indefinitely, and should have a deep interest in fellow veterans, the Post, and
community. If the Service Officer
is readily available to those needing assistance, it will be helpful. Electing someone that works and lives close by will likely
improve effectiveness.
A good Service Officer should be
retained. The value of a Post
Service Officer increases with length of service.
As the Service Officer’s reputation grows, so will the prestige of the
organization in your community.
Beyond the Post, The American
Legion maintains a full staff of appeals representatives in Washington, D.C.,
and at VA Insurance Centers. A
small mobile staff of field representatives provides a constant flow of
information concerning conditions in VA hospitals, domiciliaries, and regional
offices throughout the country.
A team of Legion representatives also provides assistance and oral representation on behalf of former service members of the Armed Forces who petition Department of Defense Boards for review of less than fully honorable discharge or dismissal from the military services. The unit helps veterans in obtaining decorations and medals through the various Armed Forces and Decoration units.
Every Department has trained Service Officers in the various VA regional offices and hospitals in many counties.
The
Post Service Officer Guide prepared by the National Veterans Affairs and
Rehabilitation Division provides the Service Officer with basic information.
Necessary claims forms can be secured from the Department Service
Officer. Information will come through Department publications, National
Veterans Affairs and Rehabilitation Bulletins, Memorandums, and VA
pamphlets. Training schools for
Post Service Officers are held periodically in many Departments to increase
their knowledge and contacts.
The Post Service Officer
is responsible for bringing to the attention of all veterans and their
dependents the rights and benefits granted them by law—law for which the
American Legion can accept a major share of credit.
The Service Officer must
know how to utilize the expert services available through Legion channels, as
well as those of other agencies in his community.
It takes a dedicated person to get the information to the full-time
professionals to make certain that every veteran and dependents are adequately
represented.
With a large segment of today’s veteran population made up of those who served during the Vietnam and the Persian Gulf Wars, the work of the Service Officer takes on increasing importance. Even more than older veterans, these men and women are apt to be not too well informed on veterans programs. The older veterans will continue to need advice on how to integrate possible veterans’ benefits with their overall retirement plans. Dependents should be visited as soon as feasible after a veteran’s death.
These and many other
duties are routine to a good Service Officer, but there is more, such as serving
as chair of the veterans affairs and rehabilitation or service committee and
working closely with the children and youth committee, Post employment officer,
and the hospital visitation committee. The
Auxiliary Unit frequently needs help. The
Service Officer’s report should be a standard part of every meeting.
Every Congress considers
legislative matters of importance to veterans and to The American Legion. Working in cooperation with the Post legislative committee,
the Post Service Officer can aid in coordinating the support of the Post with
the national effort.
“To
you is given the spiritual leadership of this Post. You will, I know, lend dignity and respect to your office.
You should be in close confidence with the Commander and the other
officers of this Post, and should attend all meetings of the Post.
You should be ready upon occasion to take your part in the initiation of
new members, the dedication of halls, monuments of colors, and the funeral
services for a comrade. All such
ceremonies are made more commemorative by the use of our ritual.
Into your keeping we place the spirit of comradeship of this Post.
May harmony and unity prevail.”
—Charge from Installation Ceremony
The Chaplain need not
necessarily be a clergyman, but must be a person capable of moral and
intellectual leadership and one who gives dignity and respect to the office. The Chaplain should be in close touch with the Commander and
other officers of the Post and should attend all meetings of the Post and
Executive Committee. The leadership
in many of the Post’s activities belongs of right to the Chaplain, and when
this office is filled by the right kind of person, the usefulness of the Post to
the community will be greatly increased.
The Manual
of Ceremonies gives an important place to the Chaplain in the conduct of
meetings, in the observance of patriotic occasions, funeral services and
dedication ceremonies. On these
occasions, the Chaplain is the moral leader.
The Chaplain should cooperate with the Post Historian on graves
registration work and inspire the Post to its full duty in seeing that graves
are decorated on Memorial Day. Besides
officiating when requested at funerals of members, the Chaplain can be of
service to bereaved families of Post members.
The Chaplain may serve as
chair of the Post’s Veterans Administration Voluntary Services (VAVS)
Committee which coordinates the volunteer endeavors of the membership of nearby
VA hospital facilities. The sick
should be visited at hospital or home. For
more information on VAVS, write the National Veterans Affairs and Rehabilitation
Division, The American Legion, Washington Office.
The
American Legion Service to God and Country handbook, available through Department headquarters,
gives a history of this program and offers working aids for the Post Chaplain
and religious emphasis committee.
Sergeant-At-Arms
“You
are the sentinel or tiler, the outer guard of this Post. You will guard especially against the loss of one of The
American Legion’s greater possessions—our deep and abiding spirit of
comradeship. You will learn the
identity of and introduce to the Commander all visiting comrades and guests of
the Post. You are responsible that
no one shall remain a stranger in our midst.
Be ready at all times to assist your Commander.
Into your hands is given charge of the stand of colors which you will
properly display at all Post meetings and on ceremonial occasions.”
—Charge from Installation Ceremony
The Sergeant-at-Arms
should know how to arrange the meeting hall and should assist the Post Commander
and Adjutant in the preliminary arrangements for the meeting, including
custodian of the colors and should be in charge of the color detail during the
presentation and retirement ceremonies of the colors.
The Sergeant-at-Arms is the flag etiquette person and should be well
informed on proper flag display and procedures used in operating a meeting and
should play a leading part in the Post color guard, burial detail, and the other
pageantry that is a part of The American Legion.
There is another
duty—one that has a tremendous impact on the Post’s image, its membership,
and its relationship with the members. Every
Legionnaire wants to be part of the group.
This is particularly important for that new Legionnaire attending his
first few meetings. The
Sergeant-at-Arms must make certain new members are welcomed, introduced, and
made to feel they are important to the Post.
A welcome committee should
be standard for every Post. The
Sergeant-at-Arms is the logical person to chair such a committee.
The members of this committee must welcome new members and guests, make
sure they are introduced, and keep the Commander advised as to who should be
acknowledged. This committee can
also be used to encourage present members to attend meetings.
“Your
Office is an important one. To you
is given the responsibility of preserving and compiling the records of this
Post. The future can only be judged by the past.
Be mindful that the lamp of recorded experience may do much in guiding
the footsteps of those who follow. Ever
remember that without the recorded history of this Post, its policies and
accomplishments will be a blank to the ones who come after we are gone.”
—Charge
from Installation Ceremony
The
office of Historian is of growing importance.
It is a suitable position in which a past Post Commander may serve.
There should be close and
effective cooperation between the Adjutant and the Historian.
The former works with the records on matters of current interest, and the
latter on matters of historical interest.
The work of Post Historian
is cumulative. It is well to leave
it in the hands of one person as long as it’s being handled well.
The Post Historian should
keep in touch with the Department Historian and should be prompt in answering
inquiries. An
annual report should be made to the Department Historian just before the
Department convention.
Copies of whatever is
printed concerning the Post should be deposited in the local and state
libraries, as well as in the Post files. This
is important and will prevent complete loss of valuable records through fire or
other calamity, as well as provide material for those who are looking for
information about The American Legion. Also,
copies should be deposited in Department archives.
The Post Historian should
make a point of knowing what Historians of neighboring Posts are doing.
The Historian should attend Department conventions and keep in touch with
other Post Historians.
The
Department Historian can advise Post Historians on Department and national Post
history contests, historians’ associations, and material available from the
Department Historian that will assist in doing a better job.
An outline for a one-year
Post narrative history and yearbook is graphically illustrated in the Appendix
of this Officer’s Manual, listed under “Histories Are Important.”
The information recommended will be beneficial in assisting Post
Historians in compiling these books.
Judge Advocate
“To
you, my comrade, is assigned a most important duty for which your legal training
and/or past Legion experience so aptly prepare you. You are the interpreter of the Constitution and By-Laws of
your Post, and may at any time be called upon by the Commander and other
officers and members of the Post to rule on the legality of their actions and
decisions insofar as they affect the good of The American Legion.
You are also charged with protecting the integrity of our organization
and keeping alight the torch of truth and fidelity that symbolizes the high and
ennobling ideals under which our great American Legion was founded.
Protect wisely that heritage.”
—Charge from Installation Ceremony
The primary duty of the
Judge Advocate is to supply professional advice in the conduct of the Post
business or to procure proper counsel and is the guardian of constitutional form
of Post government.
Your Judge Advocate can
supply valuable assistance to other Post committees and officers. That officer should be available to the Service Officer for
legal advice and to the Americanism committee on matters relating to education
and naturalization laws. Any Post
committee can benefit from the Judge Advocate’s contacts with the office
holders of local government.
The Judge Advocate and
legal committee are charged by the suggested Post constitution with the duty of
auditing Post financial accounts. This
should be done annually just before the election of officers or more frequently
at their discretion.
Executive Committee
“The
administrative affairs of this Post of The American Legion shall, except as may
be otherwise provided by the By-Laws, be under the supervision of an Executive
Committee which shall consist of . . . . . members in addition to the officers
of the Post.”
Suggested Form for Post
Constitution
Article V—Officers—Section 1
“The
government and management of the Post is entrusted to an Executive Committee of
. . . . members, to be known as the ‘Executive Committee’.”
Suggested Form of Post By-Laws
Article II—Management—Section 1
In the model Post
constitution and by-laws appearing elsewhere in this book, the government and
management of the Post is entrusted to the Executive Committee.
Meetings of the Executive Committee are set for regular intervals upon
the call of the Commander or as often as the Commander may deem necessary.
The Post Executive committee is further charged with hiring such employees as may be necessary; authorizing and approving all expenditures; requiring adequate bonds from all persons having the custody of Post funds; hearing reports of Post committee chairmen; and generally having charge of and being responsible for the management of the affairs of the Post.
Delegation of these
functions to the Executive Committee is in no way intended to usurp the powers
of the membership through regular Post meetings.
Rather, this allows the dull, routine, operational affairs of the Post to
be resolved without distracting from Post meetings.
Committee reports of general interest to members should still be given at
Post meetings.
The
key to interesting Post meetings is using the Executive Committee effectively.
The Post meeting that becomes bogged down in arguments on petty details
is interesting only to those doing the talking.
The meeting is dead and a waste of time to everyone else.
Standing Committees
“.
. . This Post, by its By-Laws, may provide for such other standing committees as
the business of the organization may require.”
Suggested Form for Post
Constitution
Article V—Officers—Section 1
“The
Post Commander, immediately upon taking office each year, shall appoint the
following standing committees: Americanism,
Ceremonials, Children and Youth, Economic, Finance, Foreign Relations, Graves
Registration and Memorial, House and Entertainment, Legislative, Membership,
Public Relations, Veterans Affairs and Rehabilitation, National Security, Sons
of The American Legion and Visiting or VAVS.
Such standing committees shall consist of such members, and the chair
thereof, as shall be designated by the Post Commander.”
Suggested Form of Post By-Laws
Article VI—Appointments—Section 1
People, time, effort, and
organization are required to carry out the programs of The American Legion. Whether those programs are continuing services for disabled
veterans or a dance, most of your work will be accomplished through committees.
There are listed here committees which Posts normally have, together with
a brief statement on the usual duties of these committees.
Your Post constitution and/or your Department constitution may require
additional committees or may have other names for some of the committees, and
the following list is not intended to be mandatory or complete for every
American Legion Post.
No Post can stand still.
New programs are needed from time to time, old programs needed to be
changed, revitalized, and in some cases, dropped.
Early in your term of office, you and your Post officers should take time
to review the programs and activities, which have been carried on in the past,
and to decide on desirable changes or additions.
The activities that are to be carried on determine the committees that
are needed. The next task is to
review the membership of the Post and even nonmember eligibles.
From this review, a list can be set up of potential committee heads and
members. Frequently a nonmember
eligible will want to become a member of your Post if the Post has an activity
or is planning an activity in which the person is personally interested.
Whoever makes a contact with such a nonmember eligible must be able to
point out the need for the program and the reason why this particular person is
desired to assist in it.
Each committee chair needs to know how the work of the committee fits into the overall program of the Post and he needs to know what is expected, and when.
Here’s the list of what
might be called standard Post committees and their usual duties:
Purpose:
To inspire patriotism and good citizenship through patriotic observances,
patriotic and civic instruction in schools, Americanization of aliens,
information on anti-American propaganda, youth activities such as Boys State,
Scouts, Oratorical Contest, School Award Medals, baseball, flag etiquette, and
other similar community services, as well as provide a listing of available
scholarships through the “Need A Lift?” booklet.
Purpose: To
insure that any child of a veteran in need of care and protection shall receive
proper and timely service and aid; to strengthen the family unit; extend support
to sound organizations and facilities that provide services for children and
youth; and to maintain a well-rounded program that meets the needs of the young
people in their respective community.
Veterans
Affairs and Rehabilitation
Purpose:
To assist veterans in obtaining needed hospitalization, in the pursuance
of claims and in obtaining other veteran’s rights and benefits; to visit
comrades who are sick or disabled; to visit and comfort members of their
families when sick or bereaved. (The
head of the Veterans Affairs and Rehabilitation Committee may be the Post
service officer of the Post veterans affairs and rehabilitation chair.
In addition, the Post chaplain may serve as chair of the Visiting
Committee.)
Purpose:
To organize the Post membership in support of national or civilian
defense projects in the community; to organize the Post and to assist in
organizing the community for readiness to meet any emergency.
Purpose:
To obtain, retain and increase the membership of the Post with specific
responsibilities for renewals, enrollment of new members, transfers and
reinstatements. (The first vice
Commander frequently serves as chair of the Membership Committee.)
Purpose: To increase
awareness among the veteran’s community and the community at large of The
American Legion’s advocacy of Veterans issues, national security and foreign
relations, Americanism, and children & youth.
Your goal is to define The American Legion in the public eye by the
values for which it stands. Your
technique is two-fold: (1) Placing radio and television advertisements and
public service announcements produced by the National Public Relations Division
where they can be seen and heard, and (2) Developing relationships with editors
and journalists serving the Post community so that they cover those programs
supported by the organization’s founding pillars.
The High School Oratorical
Contest is the reporter’s “news peg” but The American Legion’s support
for a “one hundred percent Americanism” is THE story that must be told. Why The American Legion is “Still Serving America?” is
the question you, as the Post public relations officer, must ensure is answered
in every form of media coverage obtained. Public
Relations is a membership multiplier.
Purpose:
To promote the official legislative mandates of The American Legion;
disseminate monthly legislative updates; establish, maintain and promote
proactive grassroots lobbying activities; and establish and maintain liaison
with elected officials and their staff. All
activities must be in compliance with Section 2, Article II of the Constitution
of The American Legion: “The
American Legion shall be absolutely non-political and shall not be used for the
dissemination of partisan principles nor for the promotion of the candidacy of
any person seeking public office or preferment.”
However, voter education
is a critical element of the electorial process.
This does not prohibit your Post from holding town hall meetings, “Meet
the Candidate Nights,” or allowing candidates to address Post meetings,
District conferences, or state conventions.
Candidates may be allowed to participate, as long as an invitation is
extended to all candidates affording them an equal opportunity to
participate. The American Legion cannot
endorse or oppose any candidate, even if the candidate is a Legionnaire and Post
member. A Post home should be free
of any political materials that would appear to be an endorsement of a
particular candidate. If the
position of one candidate is Posted, the position of all candidates must
be Posted. Every effort must be
made to remain nonpartisan.
Note:
IF IN DOUBT, CONTACT THE NATIONAL JUDGE ADVOCATE FOR CLARIFICATION,
BEFORE PROCEEDING.
Purpose:
To supervise the receiving, disbursement, and accounting of all Post
funds; to prepare annual budget recommendations for the Post; to advise the Post
on all financial policies. (The
Post finance officer is normally the chair of the Finance Committee.)
Economic
Purpose:
To serve and assist veterans in meeting and overcoming economic problems
such as employment, veterans preference, housing, civil service appeals,
employment of handicapped and older workers.
Purpose:
To supervise the operation of physical facilities of a Post such as a
clubroom, American Legion Center, meeting room, etc. Supervision includes administration, responsibility for
equipment, hiring and direction of employees, as authorized by Post Executive
Committee, and general rules applicable to the conduct of members while on the
premises of the Post.
The Service Committee is a key
component of every successful Post. Its
duties and operations are especially important during the period immediately
following the termination of hostilities. The
Service Officer may be the chair; however, the responsibilities of the committee
go beyond the day-to-day functions of a good Service Officer in filing claims,
securing hospitalization, etc. The
Service Committee also is concerned with jobs, with veteran contact, with visits
to ailing comrades, with on-the-job training, and with pensions.
This committee should also be responsible for maintaining contact with
any members of the armed forces from the community served by the Post.
With the nation’s defenses depending upon all-volunteer armed services,
it becomes absolutely essential that the man or woman in uniform be assured of
the community’s respect and support.
In addition to the above,
your Post may have need for other committees, depending on the specific programs
and activities being sponsored. Some
of the other committees that you might need include:
Purpose:
To record, mark and decorate graves of deceased veterans; to render
service and comfort to bereaved families; to provide American Legion funeral
services when requested.
Purpose:
To act as a supervisory committee for the Sons of The American Legion
Squadron in connection with its organization, activities, recreational and
educational programs.
Purpose:
To organize, train, promote and supervise a uniform group, such as a drum
and bugle corps, color guard, chorus, firing squad, etc.
The purpose of the
visiting committee is to give comfort and assistance to members and their
families when sick or bereaved, and to visit hospitalized veterans.
It is recommended the Post Chaplain be chair and all Post members share
in this vital function by taking their turn as committee members.
The American Legion is
incorporated by act of Congress and is organized into local Posts, which, for
purposes of coordination and administration, are grouped into Departments. The Post is the combat unit of The American Legion.
Depending upon its ability to absorb American Legion policies and
properly interpret them to the local people, and to successfully carry out
unselfish activities for the community, the state and the nation, our
organization will stand or fall.
The responsibility given
to the individual Post has proved the source of our strength and growth. The Post is to a large degree autonomous, restricted only by
broad general guidelines carried in the National or Department Constitution and
By-Laws. The Post must never
forget, however, the implied responsibility it has to the veterans and the
children of its community and to the community itself.
The Post is The American
Legion. Its duties are beautifully
spelled out in the Preamble to the Constitution of The American Legion.
Membership is by Posts
only. Programs are effective to the
degree the Post adopts and puts them into operation. Mutual helpfulness becomes a reality through the comradeship,
social activities, pride of achievement, and the service programs of the Post.
The word “perception”
is merely a shortcut way of referring to the spontaneous and more-or-less
subconscious feelings and reactions of people for an institution, other people,
products, or ideas.
The
perception of The American Legion is the reaction—mental and emotional—which
anyone has of the organization. Each
individual may have a different mental perception of the Legion, and each Post
creates its own local perception to a great degree.
The local perception is colored to some extent by a Department and
national perception.
The perception, which the
individual Legionnaire—particularly the Post officer—has, of The American
Legion will determine in large measure what the Post is.
If the person’s perception of The American Legion is as a bar, the Post
will be a bar and that is all. If
the person thinks the Post is doing a good job but it still isn’t attracting
new members, then the perception of what The American Legion should be, or is,
does not agree with what the majority of veterans in the area want in an
organization. There is room in The
American Legion for many different personal perceptions of The American Legion.
All Posts do not have to
be cast in the same mold, although there is a tendency to think they are. We get into membership difficulty in a community when a group
with a narrow perception of The American Legion becomes dominant and suppresses
any other group with a different perception.
The perception which the individual Legionnaire has can prevent the
development of new activities which would produce new leaders and new
membership, or it can result in the expansion of programs, leadership and,
eventually membership.
It can also either help or
hinder the establishment of needed new Posts, which might attract and serve an
entirely new group of veterans.
Yes, each individual
Legionnaire sees The American Legion through personal experiences or desires.
The organization is big enough and broad enough to accommodate him (or
her), but the Post will reflect the composite personality of its members.
There are country club-type Posts and community Posts.
There are ethnic groups and all-women Posts. There are business and professional Posts, company Posts, and
Posts from a fraternal group. There
are many different kinds of Posts and all doing the work of The American Legion.
Some Posts have several
thousand members—others are successful with less than a hundred.
What the Post wants to do and needs to do, it can do.
But only if the membership, and the Post officers in particular,
carefully spell out its goals or standards in terms of service to the community
and then translate these goals into action, will the Post be successful.
Service takes many forms. It’s
getting the manpower or membership to do a job.
It’s having fun while doing it. And
it’s doing something that needs to be done, whether for the members
or the community. This means that the Post officers must be aware of the likes
and dislikes of its members, and equally aware of the needs of the community.
All of this implies that
there are active devoted Legionnaires. There
are, but The American Legion goes through a terrific amount of manpower.
Nearly 15,000 new Post Commanders are needed each year.
This goes over the 100,000 mark when other Post officers are elected.
Some members hold the same office year after year, but there is always a
need for replacements.
Where do these
replacements come from? First, the
veteran becomes a member. Then,
experience, education, and exposure through serving on committees, attending
leadership schools, conventions and conferences make that person ready for other
positions of responsibility.
Over the years The
American Legion has played a part in developing a tremendous number of
Legionnaires who have gone on to make a mark in other fields, but leadership
training, formal or informal, is a never-ending task.
Anytime a Post has a search for a new Commander, the danger signals are
flying.
The
Post and Its Community
What the community thinks
of The American Legion is just as basic as what a Legion Post thinks of itself.
The American Legion exists only with the approval of our society, or at
least a large segment of it. This
is true whether it’s the national organization or a Post.
Each Post is judged by the community.
Its success or failure reflects this judgment.
A good Post will encourage active participation by its members with other
civic-minded committees and organizations within the community. It will seek to participate whether or not the activity is
initiated by The American Legion.
The good Post will know
the needs of the community. It will
know them by the simple process of planned contacts by representative Post
members with city officials, educators, welfare workers, community leaders and
with other civic and fraternal groups. A
Legionnaire who does a good job for the community deserves recognition and
thanks from the Post, whether it was a Post-sponsored project or not.
Veterans activities alone
will not establish The American Legion as an asset in the eyes of the community.
These are, however, of particular importance to an organization composed
exclusively of veterans.
Establishing
Political Grassroots
As Legionnaires, we are soldiers on the front lines of the battle for veterans’ benefits. Veterans and their families earned these benefits at a high price: in battles around the world safeguarding the principles of justice, freedom and democracy for all Americans! The American Legion must continue to establish, nurture and maintain personal relationships with all elected officials and their staff at the local, state and national levels. Legionnaires can teach elected officials what this battle is all about: Sign them up as members of The American Legion family, if they are eligible for the Legion, Auxiliary and/or the Sons. Extend them an invitation to participate in local and state activities: to judge an oratorical contest; to speak at Boys and Girls State; to throw our the first pitch at a Legion baseball game; to address Post, District or Department meetings; to participate as the keynote speaker in a flag disposal ceremony; to officiate at a memorial service for fallen comrades on patriotic holidays; or any other significant event. Give members of their staff the same consideration, because they are a part of the elected official’s inner circle of political advisors.
During
an election year, consider having a “Meet the Candidates Night” meeting.
To comply with Section 2, Article II of the Constitution of The American
Legion, invite all candidates and let them explain what they plan to do
for veterans and their families if elected.
Many congressional members started their careers as local elected
officials. What better way to
introduce these legislators to The American Legion family and establish a
positive relationship than from the beginning of their political lives?
Consider
having a town hall meeting focused on veterans’ issues.
Invite elected officials to address and answer questions from their
constituents from the veterans community. This
is an opportunity for framing the discussion solely on critical veterans’
issues. This is not the appropriate
setting to discuss specific individual VA disability claims or other benefits
problems, but rather general concerns.
When
an elected official participates in local Legion activities, be sure to discuss
critical Legion legislative issues and widely publicize the event. Tangible and intangible rewards help establish a strong
desire by the elected official for a return appearance.
The American Legion’s lobbying efforts improve tremendously when
Legionnaires back home address the
same issues echoed by Legion members on Capitol Hill. It is critical that Legionnaires establish, develop and
cultivate strong relationships with congressional offices in the states.
This is permissible without violating Section 2, Article II of the
Constitution of The American Legion. Keep
in mind that The American Legion deals with issues, not personalities.
The American Legion seeks elected officials to support its legislative
mandates, not the other way around. The
American Legion cannot endorse any incumbent or candidate for elected or
appointed offices in the government. Offer
to serve on an elected official’s advisory council or on a military academy
candidate screening committee. If
your Member of Congress does not have such an advisory council or screening
committee, offer to establish one. Good
relations with Members and their District offices will pay big dividends in
dealing with Members in Washington, DC.
One
of the most effective strategies and another valuable part of the Legion’s
legislative effort is letter writing. Letter
writing is an excellent way to begin building a relationship with elected
officials. Written communication
puts both the Legion and your elected officials “on record” concerning
critical issues. When communicating
by mail, personal letters have a tremendous impact in Congress and will usually
generate a response. To be
effective, letters must be brief, informative and factually correct.
Limit each letter to only one topic to get the best response.
Multiple topics make the letter more difficult to respond to quickly and
puts it in the “answer when I get time” file.
The American Legion Dispatch
is an excellent reference source on critical issues pending in Congress.
“Dateline: Capitol Hill” by the National Legislative Commission
Chairman appears regularly.
Letters
should briefly describe the issue, present significant facts and, most
importantly, tell the elected official what action to take.
Use a personal example to demonstrate the impact of the legislative issue
on local veterans. Equally
important, specifically ask the elected official for a written response.
Please forward responses form any congressional correspondence to the
Legislative Division in Washington, DC. The
Legislative staff uses such congressional correspondence to help develop
legislative strategy. Informed
constituents have the greatest impacts on determining the way a Member of
Congress votes.
If
your Post does not have a copy of How to Make a Difference Through Effective
Grassroots Lobbying, contact the National Legislative Commission for a
complementary copy for your Post’s Legislative Committee Chairperson.
Additional copies can be
obtained from National Emblem Sales.
Social Activities
Someone once described The American Legion as an organization that came to play but stayed to work. The same description pretty well fits a Legionnaire. In fact, two-thirds of our members joined because of the real or expected comradeship, fun, or social activities. A good Post will recognize this. It will give as much attention to a social event as it does to planning a more serious project. The Legion Post can and should provide many of the outside social contacts for the Legionnaire and family. All events should be scheduled well in advance and publicized. Each Post must determine the type of social activities that will appeal to the greatest number of its members. But more important, each activity should be evaluated as to its acceptance by the community and the eligible veterans.
American Legion Buildings
All of the foregoing
presumes that something will take place somewhere.
Frequently this is an American Legion activity center or Post home, a
familiar but varied sight across America. Some
are country clubs, others are community centers.
Some are primarily bars; others simply meeting halls.
Some are current models representing an up-to-date Post; others haven’t
been renovated or changed since before World War II.
Some appeal to a particular type of veteran; others have a general
appeal. Some are landscaped and
painted. Most are just a
non-descript building.
To assist an American
Legion Post in its plans to build a new Post facility or improve its existing
building, a publication—Post Operations
Manual—has been prepared. This
booklet contains basic information which is pertinent to a building
program—Standards, Planning Criteria, Financing and Related Administration
Suggestions, etc.—plus some success stories of actual Post-building programs. Sketches of floor plans are also included in the publication.
The Post Operations Manual may be obtained by writing to the Membership
and Post Activities Section, The American Legion, Indianapolis Office.
Post Clubroom—It’s
Your Decision
It’s up to the individual Post also to decide
whether it is to have club room facilities.
If your Post decides it wants a clubroom and/or bar, then it calls for
the best possible operation. To
assist the Post officers charged with the supervision of the Post club room
facilities, the Post Operations Manual
has been prepared. This manual
covers such topics as the duties of a club manager, labor costs, beverage
control, food service, etc. It also
contains a guide on how to use proven principles of financial accounting.
The Post Operations Manual is
available from the Membership and Post Activities Section.
If the work of the Post
has gone well and the present officers have been effective, there should be no
lack of competition for the elective Post offices.
But there may come a time when someone must be approached and urged to
run for Post Commander or the other elective offices.
This is particularly true in some smaller Posts where many of the members
have already served. This situation
should be anticipated and long-range plans made to cope with it.
The present Post officers
and the active Legionnaires must always be on the alert toward developing future
officer material. A Legionnaire
showing ability and interest should be encouraged
to seek a higher office.
The Post constitution and
by-laws will spell out the dates for nomination and election of officers.
If these dates do not agree with the Department constitution and by-laws,
the Post dates should be changed. To
maintain necessary communications between the Post and the Department, it is
desirable all Posts hold elections near the same date, and the results of these
elections be promptly reported to the Department.
The installation of a new
group of officers provides the first occasion of the new Legion year for an
impressive ceremony and reason for one of the top social events in the Post’s
calendar. If new officers are
casually installed, their attitude toward their obligation will be casual.
If the installation is
accompanied by a banquet, visits from the Department and District officers, and
the type of social entertainment that
draws a crowd, the new officers are
going to be fully aware of the responsibilities they have assumed.
In many Departments,
regulations are in effect as to who the installing officers should be.
It is well to check with your District Commander for such details.
Impressive installation
ceremonies can provide the framework around which other rituals can develop. Your Manual of
Ceremonies covers the initiation of new members, dedication of halls,
funeral services, and other rituals standard throughout The American Legion.
Frequently Department or national headquarters can provide additional
tools to make these ceremonies more effective.
A contact with Department headquarters will provide this information.
The primary objective in
all rituals is to provide for the full impressiveness that has been built into
the actual ritual.
Post officers can learn from their counterparts in another Post, but more important, inter-Post meetings provide an opportunity for social and fraternal gatherings that do much toward building the solidarity of our Posts and our individual Legionnaires.
Check with the Posts nearby; you usually find
them more receptive to such a program. Frequently
the home Post Commander opens the meeting and conducts the program; the visiting
Post Commander closes the meeting. Color
guards can also be interchanged.
Just as important is the fact that
the increased attendance caused by joint meetings will allow you to secure more
outstanding speakers and better entertainment.
National
Headquarters
The top legislative body
of The American Legion is the National Convention.
The National Executive Committee is vested with administrative authority
between National Conventions.
Through its national
organization, the unity of the Legion is effected as a national force.
Through National Headquarters, the policies of the Legion are clarified
and its activities are centered and directed.
Thus, the influence of nearly 15,000 Posts is coordinated and directed
along the lines of Legion policy. Your
national headquarters has offices in Indianapolis and Washington, D.C.
Department
It has previously been mentioned The American Legion is organized into Departments and, these in turn, into Posts. There is one Department in each state, the District of Columbia, and there may be one in each territory and insular possession of the United States (Puerto Rico). Each Department may prescribe
the
constitution of its Posts, and the Department has supervision of the Posts
within its boundaries and the Posts assigned to it by the National Executive
Committee. There are also foreign
Departments in the Philippines, France, and Mexico.
In all, there are 55 Departments.
Departments have the
authority to create intermediate bodies between the Post and Department to
assist as a liaison between such organizations, and for the purpose of promoting
the programs of The American Legion. The
Department executive committee or constitution defines the powers of such
intermediate groups. In no event
shall such powers invade the prerogatives now vested in either the Post, or
Department, or the national organization.
The most common division
that has been established is the partition of the Department into Districts.
However, many of our Departments do provide for county organizations,
inter-county councils, and other subdivisions below the District level.
In one Department, county organizations substitute for Districts.
Depending upon the powers delegated, the District does have some supervisory powers over the Posts comprising the District; but the primary purpose is to promote, stimulate, and coordinate the programs so the work of the Posts becomes more effective.
