Q & A
My campaign is built on one principle—engagement.
The Questions & Answers page is more than just information; it is a direct line of communication between leadership and membership. It reflects a commitment to transparency, accountability, and the belief that every voice within our organization matters.
This is your opportunity to be part of the process—not just to observe it.
Ask the questions that matter to you. Challenge ideas. Bring forward concerns. Share your perspective from the Post level to the Department level. The strength of this campaign is not in one voice—it is in all of ours, working together with purpose and direction.
We do not move forward through silence. We move forward through conversation, understanding, and action.
If you want a stronger, more unified Department—step in, ask your questions, and be part of building it.
QUESTION
I am writing to find out what your qualifications are to become Department Commander. I have only heard your name over the past year. Since I spent part time in Florida I may have missed exactly where you come from and what duties you have performed in the organization.
You see, it's very important that the person we elect to this state's highest position requires that person to be fully qualified to lead us into the future. Things like holding many different offices and knowledge of the By-Laws are most important. However, the most important quality is your Leadership..
Could you provide some insight on what you feel the direction of the Department is?
Can you list your qualifications?
If you have a flier please provide.
I have copied all current District Commanders and Past State Commanders as they may have questions as well.
One of my biggest concerns is the decline in membership. I was State Commander 2016/2017 and our 100% membership was above 79,000. Look at where we are today- just over 50,000.
In just 8 years we have lost almost 30,000. At that trend we will be out of business in about 10 years. What are your thoughts on how to correct this decline?
PSC Dale Smith
ANSWER
I believe the future direction of the VFW must be grounded in relevance, accessibility, and service excellence for the next generation of veterans and their families. Our number one strategic priority is sustainable membership growth, driven by purpose-built programs that resonate with post-9/11 veterans and family units. This requires a cultural shift from a legacy-only model to an inclusive, service-forward ecosystem that reflects the lived realities, professional needs, and mental health challenges of today’s veteran population.
To support this growth, the Department must elevate post-level leadership capacity by providing structured, standardized educational resources for Post Commanders and officers—specifically in business operations, nonprofit governance, compliance, fundraising, and facility sustainability. Well-trained commanders create resilient Posts, and resilient Posts retain and attract members.
Equally essential is universal access to mental health resources for all members and families, integrating evidence-based services, peer-support networks, crisis response pathways, and emerging therapeutic modalities. Mental wellness must be treated not as an auxiliary function, but as a core mission deliverable.
The Department must also formalize strategic partnerships with other veteran service organizations, county agencies, and nonprofits to bridge the Certified Veterans Service Officer (VSO) gap—ensuring every veteran, regardless of geography, has timely access to benefits navigation, claims assistance, and advocacy.
Finally, the Department of California must be modernized into a 21st-century organization through disciplined technology adoption: digital training platforms, secure document retention systems, collaborative knowledge repositories, and data-driven performance dashboards. These tools will enhance continuity of operations, reduce institutional knowledge loss, and professionalize service delivery statewide.
In sum, this strategic direction positions the VFW Department of California as a future-ready, veteran-centered institution—one that honors legacy while decisively investing in relevance, growth, and impact for generations to come.
Paragon