Strategic Plan | Office of the Missouri Military Advocate

A PDF version of the plan can be found here.

1. Introduction. This is a Strategic Plan for the Missouri Military Preparedness and Enhancement Commission (MMPEC) that was adopted by the MMPEC Commissioners at their meeting on December 3, 2019. It was subsequently amended at the MMPEC meeting on March 5, 2021. The plan is a statement of why MMPEC was created by the state legislature, what goals it is trying to achieve, how it is working, and how it will know whether it is achieving its desired outcomes. This Strategic Plan satisfies the provision of Section 41.101.6 (8) that requires MMPEC to prepared a biennial strategic plan that:

a) Fosters the enhancement of military value of the contributions of Missouri military installations to national defense strategies;

b) Considers all current and anticipated base realignment and closure criteria; and

c) Develops strategies to protect the state's existing military missions and positions the state to be competitive for new and expanded military missions and defense industries

2. Purpose. This Strategic Plan is intended to guide the actions of MMPEC and the Office of the Military Advocate in achieving their legislative mandates and adopted policies. It is also intended to communicate its plans and actions to the General Assembly, the Governor and stakeholders around the state.

3. Background. Established in 2005 by the Missouri General Assembly, the Missouri Military Preparedness and Enhancement Commission (“MMPEC”) is an eleven-member commission that has a statutory charge to preserve and expand the military’s presence and success in Missouri, and preserve the economic, social and societal benefits the military provides for our state. MMPEC is governed by Section 41.1010 RSMo.

As defined by Missouri law and adopted policies, MMPEC’s responsibility is to:

Ensure that Missouri is seen as a military friendly state by the Department of Defense; all branches of the military; the Department of Homeland Security; and related agencies and organizations;
Promote economic development related to military issues in Missouri by fostering the development of defense related industries;
Position Missouri to retain its existing military installations and facilities and to acquire additional missions for our military installations;
Function as a clearinghouse by providing military installation information and recommendations to enhance the military value of Missouri defense installations to the Governor, General Assembly, Congressional Delegation, and state and federal government officials;
Further educate Missourians and public officials on the missions and responsibilities of the Missouri military armed forces and citizen soldiers, and the significance and the crucial economic impact of the military installations and defense industries located in the state;
Assist communities by preparing them for Base Realignment and Closure (“BRAC”) or other Department of Defense (“DoD”) actions, and provided needed assistance to those communities negatively affected by those actions; (by implication, assisting communities in leveraging opportunities for growth of installations)
Assist communities in retaining and recruiting defense-related businesses;
Improve the lives of military families in Missouri; and
Increase employment opportunities for former members of the military.

4. Process. The MMPEC’s first biennial strategic plan was adopted in March 2017 and guided the work of MMPEC and the Office of Military Advocate from 2017 through 2019. The first plan drew heavily upon public input received through a series of regional public meetings to gather key stakeholder input on how Missouri could best prepare for an uncertain future affecting our military bases and defense agencies, our defense procurement businesses, and defense-related research and innovation. The public meetings brought together wide range of community and civic leaders, chambers of commerce and economic developers, installation support organizations, defense businesses, educators and researchers to provide input.

This 2020-2022 strategic plan borrows heavily from the intent of the prior plan, but contains new ideas and strategies that are based on input received from a “Virtual Town Hall Meeting” that was conducted by the Office of the Military Advocate. This Town Hall format was an interactive, internet-based set of questions that allowed stakeholders to vote on a set of issues and questions posed by the Military Advocate and allowed great flexibility for open-ended responses. There was a kickoff Town Hall webcast on June 26, 2019 and the site remained live for input through July 25, 2019. There was also a Notice of Public Comment Period from October 3 to October 18, 2019

During the Town Hall and Public Comment periods, several hundred responses from all parts of the state were received, and they were prioritized and integrated into this new document.

5. MMPEC’s mission, vision and values. These are statements of purpose and manner of operating that are consistent with the law that created MMPEC, and with the expectations and aspirations of those we work with across the state and in other places.

Missouri law requires MMPEC to advise the Governor and the General Assembly on military issues and economic and industrial development related to military issues; make specific recommendations to policy makers regarding a broad range of military and defense challenges and opportunities in Missouri; provide information and assistance to communities and other stakeholders; foster strategic regional alliances that may extend over state lines; and encourage economic development by fostering the development of industries related to defense affairs.

To enable MMPEC and to show clear purpose, MMPEC hereby adopts the following:

Vision

To make Missouri the preferred location for national defense investments and jobs, and the destination of choice for Service members and their families, and veterans.

Mission

MMPEC’s mission is to provide leadership in the state’s efforts to retain and enhance military installations, missions and agencies; to encourage the growth of defense businesses; and create a supportive environment for Service members and their families that includes opportunities for employment when they leave the military.

Values

We value our responsibility as the state’s leader in making Missouri the best possible place for the U.S. Department of Defense and defense-related entities to carry on their work in defending our Nation.
We value our role in ensuring that Missourians have good jobs that are connected to defense-related companies and military installations, missions and defense agencies.
We work in a true collaboration with local, regional, state and federal partners and stakeholders.
We conduct our work with the highest ethical standards, and our actions are transparent.

6. Goals. Based on input from our Virtual Town Hall meeting, and the solid foundation of our prior strategic plan, we have adopted three (3) overarching strategic goals that will focus MMPEC’s efforts in the performance of its mission, and give guidance to the Governor and General Assembly.

Each goal has strategies associated with it that MMPEC believes is achievable and advances the mission and vision of MMPEC. Since this plan is intended as a set of policy recommendations for all of state government, accomplishing many of the strategies will fall outside the abilities of MMPEC, the Military Advocate, and the Department of Economic Development where the Military Advocate resides.

However, since this plan must be actionable and measurable, the Military Advocate, on behalf of MMPEC, will establish specific actions, timelines and measures of success to allow MMPEC, the Department of Economic Development and the General Assembly to judge whether our state—including MMPEC and the Military Advocate—are achieving the goals we adopted. It is the position of MMPEC that if each of these goals is accomplished, the state of Missouri, MMPEC and the Military Advocate will be fully successful in achieving their shared vision, and that there will be an enriched economic vitality and enhanced quality of life for all Missourians.

MMPEC’s Goals are the following:

Goal #1: (Bases) Retain and grow Missouri’s military installations and missions, and defense agencies.

Missouri should work in a coordinated and determined way to protect and enhance its current military and defense assets, and attract new missions and opportunities.

Outcome measures: Strategy 1.1: Percentage of contacts made with key influencers on Military Advocate & consulting team target list quarterly; Strategy 1.2: Number of communities that have been provided technical or financial assistance by the Department of Economic Development and/or the Office of Military Advocate & consulting team; Strategy 1.3: Completion of the 2019/2020 study; Strategy 1.3 #2: Number of instances where the impact is communicated to key state leaders, and the general public; Strategy 1.4: Number of instances where the value of the incentive is communicated to the Department of Defense regarding opportunities to expand missions and locate more personnel

Strategies:

Maintain a strong and aggressive state advocacy with Congress, military leaders, policy organizations and others who can influence decisions about Missouri’s military installations, agencies, and missions in Missouri;
Provide technical and financial assistance to installation support organizations and local and regional governments that can implement strategies for mission retention and expansion, and prepare for BRAC or other force realignments;
Update the state’s economic impact analysis of Missouri’s military/defense sector on a biennial basis and communicate the value of the sector to Missouri’s leaders and citizens;
Create and utilize state and local economic development incentives to attract or retain military installations and missions, and defense agencies;

Goal #2: (People) Make Missouri the most supportive place in the nation for Service members and their families, and provide opportunities for them to stay or return when their military service ends.

MO should work to develop and support initiatives that improve quality of life and opportunities for MO military personnel and their families, and increase the attractiveness of our state as a location for them to stay or return to when their military service ends and they become veterans.

Outcome measures: Strategy 2.1: Completion of a marketing plan with other state agencies and other organizations; Strategy 2.1 #2: Status on implementation of the marketing plan; Strategy 2.2: Participation in the Military Interstate Children’s Compaction Commission; Strategy 2.2 #2 Advocate for national recognition and resources for schools with military-connected students; Strategy 2.3: Implementation of a standardized process for the award of higher education credits statewide, as approved by the Department of Higher Education and Workforce Development (DHEWD); Strategy 2.4: Identify transitioning service members and spouses with connections to Missouri; Strategy 2.4 #2: Improve MO's performance in connecting them with jobs and other opportunities.

Strategies:

Create and execute a marketing campaign aimed at better acquainting Service members and their families with Missouri’s amenities, including the programs and preferences designed to support military families and veterans;
Improve the quality and rigor of K-12 instruction in schools that serve military connected students as compared to other states;
Standardize the process among higher education institutions for awarding postsecondary credits and professional credentials for military education and experience such that credits are applied toward a specific degree or certificate programs;
Create a comprehensive method that better connects military service members and their families with available employment and entrepreneurial opportunities in Missouri when they leave the military.

Goal #3: (Businesses) Retain, grow and support the success of Missouri businesses that provide services or products for defense and national security

According to Missouri’s last economic impact report, defense spending in Missouri totals about $14 billion (12th among states), with more than 60% of the total going to contracts with Missouri- based companies. Additional economic development opportunities exist for strengthening and expansion of these defense companies that support our national defense.

Outcome measures: Strategy 3.1: Completed the 2020 impact study, with detail on defense/national security contract impact; Strategy 3.1 #2: Number of instances where the impact is communicated to key state leaders, and the general public; Strategy 3.2: Define Missouri's defense-related cluster or clusters; Strategy 3.2 #2: Coordinate with economic developers to provide assistance for growth; Strategy 3.2 #3: Do outreach to the top 40 defense and national security businesses to offer assistance; Strategy 3.3: Define and create a National Security Crossroads initiative with other states, initially KS, that can support the National Security supply chain; Strategy 3.4: Work in concert with the Department of Elementary and Secondary Education and NGA to support a concentration on STEM courses, and support strategies to match skills with jobs.

Strategies:

Communicate the job and economic impact that Missouri’s defense businesses have on Missouri’s economy;
Define, promote, connect and exploit defense-related business clusters that exist in Missouri and integrate the efforts of economic developers to help retain and grow jobs and capital investments in those businesses;
Create a national security sector initiative to support the vitality of components of the supply chain, such as availability of talent, skills development and entrepreneurship;
Create collaborations among Missouri defense contractors, high schools and the military in robotics, engineering and other STEM-related areas that result in the development of new skills and training pipelines, particularly related to the National Geospatial-Intelligence Agency (NGA)