VETERANS MOVING FORWARD PROPRIETARY - VETERANS MOVING FORWARD, INC. 2021-2026 STRATEGIC PLAN JANUARY 1, 2021 - GUIDESTAR
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Providing service and companion
dogs to veterans with physical
and mental health challenges.
Veterans Moving Forward, Inc.
2021-2026 Strategic Plan
January 1, 2021
44225 Mercure Circle
Suite 130
Dulles, VA 20166
www.vetsfwd.org
admin@vetsfwd.org
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 1
January 1, 2021
To our Supporters, Stakeholders and Donors,
The 2021-2026 Veterans Moving Forward (VMF) Strategic Plan details our
organization’s strategy to continue our growth and move toward achieving our vision of
being the premier, not-for-profit organization for improving the lives of veterans by
providing service, emotional support and skilled companion dogs at no cost to the
veterans.
The components of the VMF Strategic Plan include our mission, vision and goals that are
woven together by strategic themes and organizational values. The mission defines our
purpose. The vision describes our aspiration for VMF’s outcomes over the next five
years and beyond. Our goals describe our most important priorities over the next five
years that will position VMF to attain its vision.
The Strategic Plan’s elements are forward-looking, integrated and mutually reinforcing.
Every word has been carefully and deliberately chosen to make VMF the best it can be.
Through this Strategic Plan, we will achieve our mission of supporting our veterans.
Our success now and in the future depends on the hard work and efforts of many
including our volunteers, breeders, puppy raisers, partner organizations, corporate
sponsors, and Board of Directors. We depend on many resources to achieve our mission
and vision including staff and volunteers. Everyone’s efforts in supporting our
operations, and most importantly, our fundraising will ensure our disabled veterans
receive the long-term care and support they need and deserve in recognition of the
sacrifices they’ve made for our Nation.
We look forward to an aggressive growth period this year and beyond. Together, our
hard work will ensure we achieve our mission. On behalf of all of us at Veterans Moving
Forward, thank you in advance for your support today and in the years ahead.
L. Gordon Sumner, Jr., PhD Robert Rosenkranz
President & CEO Chairman, Board of Directors
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 2
Veterans Moving Forward (VMF) vision and mission for improving the lives of
disabled veterans is to provide them service and assistance dogs:
Vision: To become “The premier, national, not-for-profit organization improving the
lives of veterans needing service, emotional support or skilled companion dogs.”
Mission. “Provide service, emotional support or skilled companion dogs for veterans
with physical and/or mental health challenges at no cost to the veterans or their
families.”
Additionally, VMF will:
• Work towards becoming the most effective and trusted resource in providing
canine therapy for veterans;
• Optimize veterans' employment opportunities by distributing support dogs with
veterans to meet growing demands at various facilities; and,
• Make a meaningful difference in the lives of our veterans by providing service
dogs to increase their safety and independence within their environment.
VMF’s Mission and Vision act as the organization’s guidepost for planning, organizing,
delivering, and monitoring performance in the service of our nation’s veterans and their
families.
Executive Summary.
Through our services, VMF makes a meaningful difference in the lives of disabled
veterans by facilitating their recovery and increasing their safety and independence
within their homes and communities. All VMF dogs serve veterans and their families as
our model focuses on providing a variety of services in the form of highly trained
comfort dogs, facility dogs and service dogs.
VMF provides canine support to address both visible and invisible injuries, ranging from
adjusting to loss of limbs to post-traumatic stress. These disabilities may result from
either U.S. military service or through an accident or illness incurred in private life
following that service. VMF’s service and assistance dogs will support veterans and
military service members at medical centers, at a variety of veteran support centers,
clinics, potentially in one-on-one therapy with mental health professionals, as well as at
stressful or emotional events.
Veterans in need may receive service dogs after a VMF’s meticulous matching process
that includes multiple assessments, approximately two years of puppy training, and
multiple training sessions for the matched veteran and service dog. VMF’s careful
matching of the service dog with the specific range of a veteran’s needs, along with the
training tailored to meet those specific needs ensures a highly successful veteran-dog
placement.
The current Department of Veteran Affairs’ policy is to provide service dogs only to
veterans with visual or hearing impairment or select mobility challenges. VMF aims to
focus on providing canine support to meet the full range of services (from dealing with
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 3post-traumatic stress disorder (PTSD) to adjusting to loss of limbs or immobility) to meet
the significant, unfulfilled needs of our Nation’s veterans of any armed service from any
generation, campaign or peacetime service.
The VMF difference stems from our understanding and appreciation that each veteran
and their challenges are unique to that individual veteran and his or her environment.
Our meticulous custom matching of a veteran’s needs, the recognition of how canine
therapy can play an important part of any veteran’s recovery, and then matching a dog’s
capacity to provide the support to meet those needs includes multiple assessments and
months, sometimes years of puppy training.
Careful matching of the VMF service dog against the wide range of veterans’ needs allow
for a very high successful veteran-dog placement rate. The VMF-provided dog is just
one of the tools the veteran needs for his/her recovery and return to a less encumbered,
more productive life. One measure of success is when the veteran no longer needs to rely
on his/her VMF service dog in the same way as when originally paired; another measure
is less dependence on the other pharmaceutical and/or physical support devices
prescribed and used before the pairing.
Our VMF team is comprised of dedicated professionals in the fields of accounting,
animal behaviorists, behavioral health, business, law, nursing, marketing, occupational
health, photojournalism, dog breeding and training, psychiatry, psychology, and
veterinary medicine. Most of our team members are unpaid volunteers with extensive
military or military family experience.
As VMF grows over the next five years we will continue to seek to employ veterans, and
partner with service-disabled veteran-owned small businesses (SDVOSB) to leverage the
talents, skills, dedication, and commitment of veterans in all aspects of VMF operations.
Veterans Moving Forward 5- Year Plan and Supporting Goals.
The Five-Year Plan. Our 5-year plan is scalable, and realistically addresses the need.
Our plan is simple, though not easy. We will train dogs to one of three increasingly
sophisticated levels: comfort, facility, and service. Each of these levels puts a greater
demand on the dog and on the trainer. Each dog is trained to the highest level and is then
assigned based on either a particular veteran’s or support organization’s degree of need
coupled with the dog’s training (i.e., comfort, emotional support or service).
Supporting Goals.
Goal #1: Increase the numbers of veteran’s lives improved by growing our number and
size of program services.
• Service dogs are dogs that have been individually trained to perform a specific task
for individuals who have disabilities. The disabilities can vary greatly, and so do the
tasks that the service dogs perform. Service dogs are designed to provide dedicated
support on a 24/7/365 basis to disabled individuals and follows the American
Disabilities Act. A service dog conservatively benefits one disabled veteran.
We estimate it takes approximately 24 months for basic, advanced and specialty
training. Additional months may be required depending on the specific training
requirements for the specific veterans being supported by the service dog.
By the fifth year of our plan (CY2026), we plan to place at least 10 service dogs
annually.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 4• Facility dogs are dogs who go with their veterans in settings such as schools,
hospitals, and nursing homes. Facility dogs work alongside a health care provider
several hours a day. These dogs can easily quadruple the benefit ratio as several
veterans are engaged in rehabilitation treatment at any single military or VA
hospital, outpatient clinic, or medical center on any given day.
We estimate it takes an average of 15-18 months of basic, advanced and
specialty training.
We plan to place at least 25 dogs into service at rehabilitation centers, other
health care facilities or nonprofit support centers annually by 2026.
• Emotional Support dogs are dogs that provide comfort and support in forms of
affection and companionship for an individual suffering from various mental and
emotional conditions. An emotional support dog is not required to perform any
specific tasks for a disability like service dogs. Emotional Support dogs could also
raise this benefit ratio tenfold as many veterans participate in therapy scheduled at
daily, weekly or monthly intervals.
We estimate it takes an average of 12 months of basic training and
approximately one to two weeks of advanced training with professional dog
trainers to become ready for their duties.
We plan to place at least 20 dogs into therapeutic settings annually by 2026.
• Comfort dogs will affect the lives of hundreds of veterans through their ability to
provide comfort to veterans in their own homes and as they encounter others as the
veteran and their dog are able to interact with the public.
Comfort dogs complete their basic training between 6 to 12 weeks and require
approximately one to two weeks of advanced training with professional dog
trainers to become AKC CGC certified.
We plan to place at least 100 comfort dogs annually by 2026.
At Veterans Moving Forward, we take great pride in the training of our dogs, and our dog
training protocols include:
• Socialization and obedience skills training;
• Basic service skills including retrieval skills, lights on/off, open doors, water bottle
retrieval, medicine bag retrieval, shopping assistance, etc.;
• Regular evaluation and assessment by third party, professional dog-training
organizations;
• Successful completion and passing of the Canine Good Citizen (CGC) test, the
Urban CGC test and the Assistance Dog International (ADI) Public Access Test;
• Achieve appropriate dog certification by nationally recognized, professional,
animal-assisted organizations at 12-15 months of age; and,
• Advanced training tailored to meet matched veterans’ specific needs and
home/work environment.
Even after Veterans Moving Forward ultimately places a service dog, there are
continuing obligations and requirements, including post-placement sustainment training
for the veteran and service dog, monthly reports covering the health and welfare of the
dog, and medical/veterinarian treatment.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 5Goal #2: Form a dedicated team of qualified staff and volunteers, to provide
fundraising and outreach programs to build revenue that will not only accomplish
current goals but establish funding levels to expand the program nationwide.
1. Build a development infrastructure capable of handling a fast-growing, dynamic
fundraising operation of the size and scope laid out in this plan.
2. Establish scalable fundraising systems capable of providing maximum efficiency
for a relatively small development staff.
3. Provide easy and concrete methods for cultivating and maintain relationships with
donors and prospects.
4. Reach outside VMF’s current core donors to build an ever-expanding universe of
prospects via a strong outreach program.
5. Achieve steady rates of fundraising towards achieving annual projects of $5 Million
by 2024.
Goal #3: Recruit and retain a dedicated team of qualified staff and volunteers, to
provide veterans with the highest level of service in meeting their particular needs.
To achieve Veterans Moving Forward’s growth agenda this plan is to provide a detailed
strategy to raise the above budgeted revenues in order to hire and support our paid staff
and volunteers. Veterans Moving Forward must meet the following objectives:
1. Increase current staff to meet or exceed training requirements as outlined within the
Strategic Plan.
2. Operate in a professional and entrepreneurial manner, utilizing development best
practices, ambitious goals, and measurable metrics.
3. Ensure all staff and volunteers are respected members of the VMF Team, and that
all actions are conducted appropriately without discrimination or any form of
harassment.
Goal #4: Ensure VMF is secure though receipt of significant resources to improve the
lives of veterans today and well into the future.
1. Produce a Development Plan that details our organization’s funding strategy and
objectives to continue our growth and move toward achieving our strategic vision of
being the premier, not-for-profit organization for improving the lives of veterans by
providing service or emotional support dogs.
2. On facilities / infrastructure, maintain current training facility with goal of expanding
to other training facilities in other parts of the country to match VMF’s national
“Paw-Print” of services provided across the country by 2024.
3. Strengthen the VMF Outreach program by growing the brand such as name
recognition on social media, news outlets, and other forms of advertising and
branding ensures veterans needing our assistance recognize VMF as the “Go To
Nonprofit” for service dogs.
4. To ensure uninterrupted operations, develop and maintain a 1-year operating reserve
by end of 2022 and a 3-year operating reserve by 2026
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 6Achieving the Vision. Each program year, Veterans Moving Forward will increase and
stabilize every area of our operations, our fundraising efforts, our staffing, and outreach
of our program. At the close of each year, VMF will be significantly more productive and
powerful in delivering highly trained assistance/service dogs to veterans in need.
Countless processes, accountabilities, and tasks must be accomplished so that we reach
our long-term goals. There will be abundant funding and operational successes – staff,
infrastructure, and accomplishments - needed to kick off an increasingly ambitious VMF
2021-2026 Strategic Plan.
In the end we will be known within the veterans’ community as among the most effective
and trusted organization that puts veterans first. We will help veterans move forward
with their lives, and we use highly trained canines as a tool for that vision. There will be
visible evidence in the number of dogs put into training and placed into service with
veterans.
Program Summary. Veterans Moving Forward’s plan for providing dogs to assist
veterans in moving forward with their lives – to experience a meaningful difference,
increase their safety and independence within their environment and with greater comfort
– is unique. All dogs belonging to VMF will be placed into service, in some capacity,
with a qualified veteran or service facility.
Our model focuses on providing different types of support dogs in the form of highly
trained comfort dogs, facility dogs and service dogs. It is this combination and the
reapportionment of the mix of types of service dogs that allows our plan to be scalable
and successful.
Our five-year plan is capable of serving thousands of veterans with the placement of our
outstanding, highly trained dogs, employing veterans and leveraging the veteran owned
and veteran supported business communities nationwide.
From our Mission, Vision, Strategic Plan, our great VMF Team of staff and volunteers,
and with the strong support of our donors and sponsors, VMF will continue to make a
difference for our veterans and their families as we strive to help them to “Move
Forward” with their lives!
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 7Appendix A: Organizational Objectives.
As the “play sheet” for VMF’s 2021 operations, our Strategic Plan details VMF’s
organizational objectives, roles and responsibilities, and financial plans for 2021 and
beyond. The table below highlights areas of fundraising and performance for 1st and 2nd
Qtr.’s 2021 and extends those objectives to 2021 year-end goals.
Category Objectives for 1st/2nd Qtr. 2021 Objectives for 2021
Five major
Major Donors Close (get $) one major donation; finalize a
donations
($100K+) second for close in 2nd Qtr.
Corporate Close one major corporate sponsorship in 1st Four corporate
Sponsors Qtr. and 2nd Qtr. sponsorships
Private Donors $400K in private
Obtain $150K in private donations.
(Appendix B: The Development Plan.
The 2021-2026 Veterans Moving Forward (VMF) Development Plan details our
organization’s funding strategy and objectives to continue our growth and move toward
achieving our strategic vision. Our success now and in the future will depend on many
resources to achieve our mission and vision.
The primary goal of this development plan is to provide the funding necessary to carry
out Veterans Moving Forward growth agenda. The following revenue goals are projected
over the next six years:
1/1/2021 - 12/30/2021 $1,500,000
1/1/2022 – 12/30/2022 $1,750,000
1/1/2023 – 12/30/2023 $2,000,000
1/1/2024 – 12/30/2024 $2,500,000
1/1/2025 – 12/30/2025 $3,500,000
1/1/2026 – 12/30/2026 $5,000,000
To achieve Veterans Moving Forward’s growth agenda this plan will provide a detailed
strategy to raise the above budgeted revenues. In order to be successful, Veterans
Moving Forward must meet the following Development Objectives:
1. Build a development infrastructure that is capable of handling a fast-growing,
dynamic fundraising operation of the size and scope laid out in this plan.
2. Establish scalable fundraising systems capable of providing maximum efficiency
for a relatively small development staff.
3. Provide easy and concrete methods for cultivating and maintain relationships with
donors and prospects.
4. Reach outside Veterans Moving Forward’s current core donors to build an ever-
expanding universe of prospects.
5. Operate in a professional and entrepreneurial manner, utilizing development best
practices, ambitious goals, and measurable metrics.
Assumptions:
Veterans Moving Forward is operating under the following assumptions:
1. Veterans Moving Forward has developed a strong base of friends, prospects,
and donors during its ten-year history, but has lacked the staff resources to
effectively maximize those contacts.
2. The Veterans Moving Forward board of directors is committed to this growth
plan.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 93. The area of greatest focus is in developing a sustained fundraising campaign
to ensure the necessary funds to acquire and place 10 service dogs to
deserving military veterans on an annual basis by FY2026.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 10Appendix C: The Financial Plan.
The purpose of this financial plan is to build and preserve the financial health and
liquidity of VMF. Having sufficient liquidity enables the organization to carry out its
charitable mission. Our goal is to have VMF’s valuation at $2.5M by the end of 2023. A
summary of the financial strategic priorities include:
• Operating Reserves. Build a rolling operating reserve based on the organization’s
average 6-month operating expenditure. Grow to 1-year operating reserve by end
of 2022 and a 3-year operating reserve by 2026. The operating reserves will meet
the organization's liquidity goals and assist in establishing an investment account.
• Investment Plan. Open an investment account with a reputable brokerage firm and
ensure it is properly aligned with the investment policy approved by the Finance
Committee and Board of Directors. Update the Investment policy, as required, to
ensure it continues to meet the organization’s investment goals.
• Cash Flow Management. Monitor the cash flow cycles along with budget
projections and develop a plan to mitigate any cash flow risks or problems well in
advance.
• Budget Management. Foster a financial culture that promotes the importance of
operating on net surplus through commitment to the annual budget. Such a practice
will continue to support the building of sound operating reserves.
• Accountability. Maintain and improve internal controls and financial reporting.
Ensure the availability of the annual audited financial statements and IRS Form 990
for our members/stakeholders and the public. Increase public awareness and
transparency of the organization by posting with the world's largest source of
information on nonprofit organizations such as “GuideStar” and “Charity
Navigator”.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 11Appendix D: Definitions
Term Definition
Provides opportunities for motivational, educational, recreational
and/or therapeutic benefit to enhance quality of life for veterans by
Comfort Dog
providing canine comfort and their unconditional love directly to the
veteran and/or their family.
Participates in animal-assisted therapy within a medical setting, with
specific goals, objectives and progress documented by a health care
professional within the scope of practice of his/her profession:
• Anxiety Depression Bipolar disorder
• Mood disorder Fear/phobias
• Post-Traumatic Stress Disorder
• Suicidal Thoughts/Tendencies
• Adjustment Disorders
• Generalized anxiety disorder
• Social anxiety disorder
• Panic disorder
• Post-traumatic stress disorder
Facility Dog • Separation anxiety
• Dissociative Disorders
• Factitious Disorders
• Eating Disorders
• Impulse-Control Disorders Mental Disorders Due to a General
Medical Condition
• Neurocognitive Disorders
• Mood Disorders
• Neurodevelopmental Disorders Personality Disorders Psychotic
Disorders Sexual and Gender Identity Disorders
• Sleep Disorders
• Stress Somatoform Disorders
• Substance Related Disorders
Assists an independent veteran with a physical (visible) or mental
health challenge (invisible) for 5 – 7 years of assistance or service
24/7/365. Fully-trained dogs are capable of bringing calm to a
veteran with PTSD and/or performing at least three specific tasks to
mitigate the veteran’s disability:
Service Dog
• Retrieve dropped items
• Open/close doors
• Turn on/off light switches
• Carry items
Alert in emergency
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 12Appendix E: Veterans Moving Forward Organization
The VMF Leadership Team. VMF is led by Dr. Gordon Sumner, President & CEO. Dr.
Sumner is a retired senior Army officer and combat veteran who was one of the original
members of the VMF Board of Directors serving as Board Secretary and later as President.
He has extensive experience working with, and leading national and international
nonprofits to include the Military Order of the Purple Heart, American Legion, Red Cross,
Organization of Air Medical Services and the MedEvac Foundation International. He is
supported by a well talented and diversified Board of Directors who brings experience and
skills in areas of governance, finance, healthcare, legal services, civilian businesses and
military service. VMF is also supported by outstanding staff and volunteers who also
brings a wealth of talent and skill sets in areas of resource management, operations, training,
fundraising and outreach.
VMF Staff. Besides the leadership team, VMF includes a personnel staff with operational,
administration and canine training experiences who also provide niche expertise in several
areas including administrative support, operations, office management and graphics/media
production supports VMF in 2021. VMF will expand this staff via various income
generating venues (fundraising, grants, contracts, fees) that will increase annual income in
2021 to enable VMF to add at least one dog trainer fulltime, and three part-time employees
– an additional dog trainer (basis level), a consulting operations staff member and a
media/public relations consultant. Where feasible, VMF will leverage consulting resources
(sometimes known as Form 1099 contractor staff) to reduce operating costs while taking
advantage of niche expertise needs when required by the organization. VMF plans to
convert these individuals to several full-time employees in FY2022-2023 as VMF’s
infrastructure matures and financial conditions permit.
VMF Volunteers. VMF currently draws on a cadre of volunteers providing time, service
and their personal dogs to participate in animal-assisted activities and puppy raising and
training services for VMF-owned puppies. During 2021 and beyond, VMF will expand
this network of volunteers and will expand the volunteers’ participation into other areas of
VMF performance. VMF will accomplish this with the help of VMF’s Board of Directors
who will raise the funds to provide the necessary stipends to engage the volunteers in
commitments requiring greater resources (time, energy, travel, etc.).
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 13Appendix F: Board of Directors
The VMF Board of Directors. VMF has established a Board of Directors in concert
with nonprofit organization best practices. Board members serve at the pleasure of the
organization. VMF has identified the following roles and responsibilities for the Board
and its members.
Board Chair
• Acts as the Board’s primary point of contact for the VMF Leadership Team.
• Responsible for organization and performance of the Board of Directors.
• Develops and maintains the VMF Board of Directors Charter and Mission.
• Actively promotes the VMF Mission and Vision.
• Identifies, delegates leadership of, and monitors performance of VMF’s specific
programs.
• Remains available to support the VMF leadership team by providing advice and
assistance on issues that face VMF.
Board Vice-Chair
• Acts on behalf of the Chair of the Board in his/her absence.
• Carries out tasks and activities as directed by the Chair.
• Actively promotes the VMF Mission and Vision.
• Maintains committee organization and responsibilities, and monitors committee
performance.
• Maintains and updates the VMF Yearly Plan.
Board Secretary
• Responsible for the planning, conduct and reporting of Board meetings and
activities.
• Maintains, reports, and tracks to closure any Board action items.
• Acts as administrative interface to the VMF leadership team for Board actions.
Board Treasurer
• Responsible for assisting in the development of the operational budget, in concert
with the Chair & CEO.
• Tracks expenditures by VMF.
• Assists in the development of financial documentation (Form 990, Audits).
• Acts as Financial advisor to the VMF leadership team for Board actions.
Board Members
• Actively participate in VMF operations and activities as described below.
• Support the Board Chair by participating in programs and committees as requested
by the Board and VMF’s leadership team.
The Board of Directors and its Members. VMF’s active Board of Directors provides
many services to the organization. Composed of government and industry leaders from
diverse fields, the Board actively supports VMF growth while providing governance
necessary for organizational and performance integrity. The Board will balance
leadership, management, governance, and execution by providing service to VMF
including strategy and planning support, oversight of operations and actively
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 14participating in fundraising, operations, and outreach to potential donors, organizations,
and partners. The Board:
• Maintains VMF Momentum: Working with the Leadership Team, the Board of
Directors shall identify, refine and maintain VMF organization and performance
goals as described in the operations plan, and monitor and correct performance.
• Provides Program Development: The Board of Directors shall identify goals for,
maintain, monitor, and report on specific VMF programs including fundraising,
puppy raising, training, placement, infrastructure, and other programs as identified
by the Board and Leadership Team.
• Manages Finances: The Board of Directors shall oversee VMF’s financial
planning, execution, and reporting; and monitor all financial performance and
maintain financial accountability.
• Organizes and Support Fundraising: The Board of Directors shall identify, plan,
oversee, and support VMF fundraising opportunities and activities including
participating in such activities as coordinated with and requested by the VMF
leadership team.
• Establishes and Maintain Committees: The Board of Directors shall organize
into committees as required to execute VMF operations. Each committee shall be
identified, organized, staffed, and chartered by the Chair, and each member shall
report performance to the Chair as required. The Board has established the
following committees for 2021: Executive, Finance, Fundraising, Outreach, and
Infrastructure.
• Promotes VMF: The Board of Directors shall promote VMF to the public as
coordinated with and requested by the President and leadership team.
• Meetings and Teleconferences. The Board of Directors meets in person three
times a year (Spring, Summer, Fall) and via teleconference when directed by the
Board Chair to support the growth goals of the organization. Board meetings will
identify and report on progress toward the current year’s objectives, provide a
“snapshot” of performance against objectives, re-alignment of Board and
organizational resources to meet objectives, and requests for Board or VMF
resources to support fundraising, operational, or development objectives and
needs. The Board will establish the projected new year’s annual meeting
schedule during the Fall meeting of any year. The Board Secretary will publish
reminders to Board members prior to in-person meetings.
• Commitment of The Board. A commitment to serve on the Board of Directors
carries responsibility for advancing the objectives of VMF. Additionally, each
board member supports VMF financially annually by intending to make a
personal donation of at least $1,000.
Veterans Moving Forward Proprietary
Information Use or disclosure without the express written permission
of Veterans Moving Forward, Inc. is strictly prohibited. 15Appendix G: Risk Factors
Operating History; Limited Capital. VMF has 10 years of service providing trained
service dogs to veterans locally and in various location across the country. Traditionally,
VMF has operated from revenue received from donations and grants. VMF receives no
federal or state funds. That limited capital has, in the past, caused VMF to limit the scope
of its services due to the ebb and flow of donations over the past years. The current
strategic operations planning process will identify the organization’s goals and objectives
and its requirements for the next fiscal year and for the five-year period into the future. A
plan will then be created to establish goals and metrics for the organization’s growth so
that it may achieve its goals by the end of the planning period, at which time the
organization’s strategic plan will be updated and re-published. There can be no assurance
the organization shall raise sufficient funds to carry out its strategic plan as currently
proposed. Measures of effectiveness will be developed in the strategic plan that will
benchmark the organization’s progress towards achieving its goals and provide the
information necessary to adjust our planning and business operations for achieving those
goals.
Need for Additional Financing. Assuming the current levels of operating income from
donations that have been historically received, VMF projects a stable revenue for the first
6-months of FY20, with goals to slightly increase funds due to new VMF leadership, a
new Strategic Plan and a dedicated development officer. The organization finished the
past two fiscal years with an operating funding level that remained steady. In order for
VMF to achieve its outlined goals, additional income will need to come from new
sponsorships for the organization’s activities, such as improving communications and
outreach programs. The added revenue shall be sufficient to fund the organization's
operations as currently conducted for at the next 24 months, while re-building a liquid
operating reserve and expanding our social media platform and our donor management
system / information technology (IT) infrastructure to accommodate new donors support.
However, unforeseen events may require the organization to seek additional funding to
meet its operational needs. In addition, there can be no assurance that the organization’s
cash flow shall be sufficient to implement all of its objectives, due to unforeseen
circumstances that may affect the donor pool for incoming revenues. As a result, the
organization may take longer to build its operating reserve fund or take longer to achieve
its financial management objectives.
Competition. The organization’s principal competitors represent portions of the service
dog nonprofit arena, some of which have vast years of past performance and national
identification. VMF must cut across the specialties and represent the veteran service
community on a wider range of capabilities and services that will allow VMF to become
a more nationally focused provided of service dogs. While the organization’s principal
competitors currently have greater financial resources than those available to the VMF,
we are confident in our Mission and Vision, and stand ready to achieve our goals.
Potential Fluctuations in Operating Results. Significant annual and quarterly
fluctuations in the organization’s revenues may be caused by, among other factors, the
volume of donors/sponsorships received by the organization and/or general economic
conditions. There can be no assurances that the level of revenue achieved by the
organization in any particular fiscal period shall not be significantly lower than in other
comparable fiscal periods. The organization’s expense levels are based, in part, on its
expectations of future revenues. As a result, if future revenues are below expectations,
net surpluses or losses may be disproportionately affected and any corresponding
Veterans Moving Forward Proprietary
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of Veterans Moving Forward, Inc. is strictly prohibited. 16reduction in expenses may not be proportionate to the reduction in revenues. As a result,
VMF believes that period-to-period comparisons of its operating results may not be as
meaningful as the monthly variance reports that benchmark progress against the planned
budget and revenue projections for future performance.
Risk of Managing Growth. The organization expects to expand its operations by
increasing its services. The anticipated growth could place a significant strain on the
organization’s management and financial resources. Effective management of the
anticipated growth shall require expanding the organization’s management and financial
controls, hiring additional personnel as required, and developing additional expertise by
existing management personnel. The management of growth will be especially
challenging for an organization with limited financial resources. The failure to manage
growth effectively could have an adverse effect on the organization’s operations. The
risk of not growing or expanding our programs, however, is much greater and the
organization expects its revenues to continue to decline in the future if it does not pursue
a growth strategy.
Continued Investment Required. The organization intends to invest in
communications and advocacy activities in order to increase and expand its available
services. Growth beyond our established service capabilities shall require further
investment in underlying product support. However, there can be no assurances the
organization will generate sufficient funds from operations to finance any required
investment or that other sources of funding shall be available. Additionally, there can be
no guarantees that any future expansion shall not negatively affect revenues.
Attraction and Retention of Professional and Qualified Personnel. The
organization’s ability to realize its objectives shall be dependent on its ability to attract
and retain qualified personnel. Competition for those personnel may be intense, and
there can be no assurance that the organization’s results shall not be adversely affected by
difficulty in attracting and/or retaining qualified personnel. The organization plans to
enter into employment agreements with personnel that institute performance measures
and incentives. However, there can be no assurance that such agreements shall protect
the organization from competitive injury if any of the key individuals leave the
organization.
Risks Associated With Financial Projections. The financial projections of the
organization, included in this Strategic Plan, are based upon assumptions the
organization’s staff believes to be reasonable, based on historical trends. Such
assumptions may, however, be incomplete or inaccurate, and unanticipated events and
circumstances may occur. For those reasons, actual results achieved during the periods
covered may be materially and adversely different. Even if the assumptions underlying
the organization’s plans prove to be correct, there can be no assurances the organization
shall not incur operating losses in attaining its goals. The organization’s plans are based
on the premise that existing member demand for the organization’s services shall
continue and expand. However, there can be no assurances the organization’s objectives
shall be realized if any of the assumptions underlying its plans prove to be incorrect.
Dependence on Strategic Relationships. The organization’s plan to provide services to
the veteran community will require other organizations and third-party efforts to build the
organization’s programs and other services.
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of Veterans Moving Forward, Inc. is strictly prohibited. 17Unproven Pricing Model. The organization’s projected services are new to our
organization, and the anticipated price of building and providing those services is
unproven. As the organization gains experience, with its new services and programs, it
will be in a position to analyze its pricing model and adjust in the future.
Facilities. Veterans Moving Forward, Inc. headquarters is located at 44225 Mercure
Circle, Suite 130 Dulles, VA 20166. The existing facilities are sufficient for VMF’ needs
as of the beginning of FY20, however, the Organization does anticipate the requirement
for more training facilities, dog kennels and other office space in the future.
Legal Matters. The organization is not a party to any pending legal actions or
proceedings, and the organization is not aware that any such actions are likely to be
initiated in the near future.
Risks Associated with Forward-Looking Statements Included in this Memorandum.
This Strategic Plan contains certain forward-looking statements regarding the plans and
objectives for future operations, including plans and objectives relating to the
development and expansion of the organization’s programs and services. Those forward-
looking statements are based on current expectations that involve risks and uncertainties.
VMF’s plans and objectives are based on the successful execution of the strategy,
assumptions that the organization will maintain a positive cash-flow, and that the donor’s
support for the organization and its programs and services shall not change materially or
adversely. Those assumptions involve judgments on future economic, competitive and
market conditions (most of which are beyond the organization’s control) and are difficult
or impossible to predict accurately.
Note: In addition to the above risks, organizations and foundations are often subject to
risks not foreseen or fully appreciated by management.
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