Who I am

My ROA Service

My Vision

My Resume

My Investiture into the NATO Grand Priory (video)



My column in the Reserve Voice Online |September 2024 My Vision for ROA My vision as a candidate for the Presidency of this century-long organization is for ROA to reach new heights of strength and vibrancy. It is a vision of having our members routinely and actively engaged in efforts to strengthen the Reserve Force and their families in support of our National Defense. ROA will be known as 'the' go-to organization that gets things done for the Force. How will we get there? First, while history may rhyme, it does not repeat, so we cannot look backward and gauge our expectations for ROA on yesterday. We cannot nor should we seek to merely replicate the past. We must honor our history, build on it and become something new and stronger than before. Like many organizations, we are seeing a drop in our membership. We will not attract new members if ROA is not relevant to the lives of potential members. Nor will we retain current members if ROA becomes irrelevant. We must redouble our efforts to remain relevant - and to paraphrase General Shinseki - if an organization does not change, it will become irrelevant. I do not have a 'magic bullet' or all of the answers - but I can and will challenge the organization to change so that ROA will remain a vibrant and strong organization known for the power to lead.'Because we've always done it that way' will become an unacceptable reason to continue doing something. A leader cannot force change - but can and should lead the way. I promise you that is what I will do if elected as the next ROA President. ROA must become relevant to a new generation serving in an operational force-relevant in ways that these individuals can relate to and excite them to be active participants in ROA. If elected as President, I will embark on a 'listening tour' with junior officers, NCOs, and enlisted ROA members to hear what these younger, still-serving Service Members want and need from ROA. We must then examine the ways and determine the means that new ways of engagement require. We also must consider the message we are sending about ROA's value when we look at the nominal cost of membership. Are there new categories of membership we should consider? What about virtual affinity groups? One organization I belong to allows for state and/or national membership - could ROA consider something similar? What about allowing for employers and defense contractors as auxiliary members of the organization? What might that look like? I believe that if ROA is viewed as essential and relevant to our stakeholders, it might mitigate the many real concerns about membership and financial stability. Our meetings must be inspiring with exciting programs and professional education and provide opportunities to exchange ideas and build camaraderie. And not just once or twice a year at a national level. What local and national programs would be relevant to Reservists, their families, and employers? Our ROA Academy is a gem, and I believe we need to find ways to move it to a platform for asynchronous delivery that is free to members and a nominal fee for use by others. Our Law Library is another gem that adds value to our organization - is there a way to endow it so it may last in perpetuity? That would be a question for the STARS Foundation to consider. I also believe that a structure that consists of Departments and Chapters are critical to ROA's relevancy as they are the first 'touchpoint' for any new member - whether they are geographically structured or structured in a different way. They must continue to be a welcoming and vibrant community. I will partner with the leaders of our Departments and Chapters in support of their efforts to grow. Optimizing ROA for continued relevance can take many forms. One way could be to support a team run next year's Army Ten Mile Race - and have a booth at the finish line. What about doing the same at the Marine Corps Marathon? Another could be service-centric events that attract younger Reservists and their families. ROA must have a presence at AUSA, AMSUS and similar meetings convened by other services. Which other events demand ROA's presence? We must optimize our strategic communications and message our value proposition to all stakeholders: serving Reservists, their families, employers, military leaders, and elected officials. When I speak of 'elected officials', I mean those elected at both the local and state levels and at the federal level. State and local officials determine many policies and many programs that impact employers, families, and our children in their schools. This is where our Departments and Chapters' relevancy and engagement are critical. There are other ways that ROA can optimize operations, some of which are already taking place. I'm sure many of you have thoughts about this, and I would ask that you share them with me and the Executive Committee. ROA's advocacy must continue - it is a core mission of our organization. I firmly believe in and participate in advocacy at the local, state, and national levels. We can expand our advocacy in new ways by partnering with other Military Service Organizations (MSOs) to reinforce policy efforts that will improve our Reservists' and their families' quality of life. For example, ROA might collaborate with MSOs such as the Military Child Education Coalition (MCEC) to ensure that the Department of Education codifies the 2020 NDAA changes to the Military Student Identifier in the Code of Federal Regulations and then to ensure that there is a consistent federal policy that all states must adhere to regarding the education of RC military-connected students. Each state has its own committee that ensures the educational needs of military-connected children are met - but few include a representative of the RC on these committees - working to ensure equal representation is something that each ROA Department and Chapter could add to their advocacy portfolio. Many other areas demand ROA's advocacy, but that takes resources in terms of manpower and money. We must identify new funding streams to underwrite ROA's core mission. Why me as the next President of ROA? I believe the organization is at an inflection point and demands that the next president must have an extensive and broad range of executive-level leadership experience. I am that person. I have that broad degree of Executive level experience: on Capitol Hill where I worked as a Fellow, Robert Wood Johnson Health Policy Fellowship, in the Military as a Commanding General, in the Office of the Assistant Secretary of Defense for Health Affairs, li>n the Office of the Army Surgeon General as the Deputy Surgeon General for the Army Reserve and a two-time appointee by two different Secretaries of the Army to serve on the Army Reserve Forces Policy Committee, in higher ed, where I served as a Dean, as the Executive Vice Dean/Associate Dean for Academic Affairs, as a Tenured Full Professor at UNC Chapel Hill. I also have broad experience in serving on boards of other non-profits and for-profit organizations - including depth of experience with ROA. As the saying goes, "There is no 'I' in TEAM." That is how I have led and would lead if I had the privilege of becoming your next President. This candidacy is not about me - it is about you and our organization. Finally, as I have said before, 'If It Is To Be, It Is Up To We' for it is up to all of us to ensure that ROA attains new levels of energy and vibrancy in support of those who volunteer to serve in the Reserve Components of the Uniformed Services of our great nation.

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