Stop launching campaigns. Start changing systems.
When most communicators think of social impact campaigns, they might imagine check-writing, sponsorships or a few social posts tied to an awareness moment. Honor Through Action, a recent initiative from USAA, is going deeper.
Instead of only monetary aid, the campaign is trying to change the systems that create challenges for military families, offering real support and building trust long-term.
It’s a differentiator for the brand because it changes the relationship between impact, operations and messaging, said Laura Propp, director of advocacy at USAA.
“For the brand, the long-term payoff is credibility,” she said. “By embedding change into operations, we’re not just talking about impact. We’re doing it in ways that touch every part of the organization.”
Launched in fall 2025 with a five-year, $500 million commitment, Honor Through Action is built on four pillars, Propp said.
These include philanthropy, policy, business integration and partnerships. Each pillar overlaps and is being integrated into products that help its members beyond traditional services, she said.
Each pillar addresses specific challenges while connecting to the campaign’s focus areas: meaningful careers, financial security and well-being.
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Building strategy
USAA built a framework for Honor Through Action first, then shaped messaging around it, Propp said.
As an example, the organization looks at how veterans’ military skills translate into civilian jobs that are fulfilling. When people feel supported with resources, trust grows, Propp said.
For financial security, USAA is focusing on helping younger enlisted members build savings and financial know-how. Addressing areas of concern helps create connection, she said.
The communication comes only after the solutions are ready and there’s a clear throughline from the military member to the service or product, Propp said.
“This flips the typical sequence,” Propp said. “The story follows substance rather than sparks it.”
When the campaign launched, USAA provided multiple channels of communication, including a YouTube video and an overview of what the program was and how it could help, along with resources. It was important to have the framework in place before explaining or promising anything else, Propp said.
“We very strategically chose to communicate through national broadcast integrations, content partnerships with online publications, paid segments in local, military-focused marketings” and more, Propp said.
PR teams should make sure that the story and messaging reflects real work and not just an idea, she said.
Bring in non-traditional stakeholders
Honor Through Action, however, invited multiple teams from the organization into the same room to collaborate.
“We had product teams, procurement policy experts and operations all work together to make Honor Through Action happen,” she said.
Bringing them in from the onset helps keep the story consistent and grounded in what the organization is actually doing both internally and externally, she said.
“It becomes kind of like business as usual…thinking about how all our teams are actually delivering to the military community,” Propp said.
For instance, helping military spouses maintain careers despite frequent moves means coordinating across HR, policy and operations, then PR can tell the story in a way that’s clear and relatable while offering assistance, she said.
When departments work together, programs, initiatives and campaigns have a more cohesive outcome.
Translating complexities
Systemic change is messy, and the results take time, Propp said.
Her team’s job was to turn all the complicated programs into clear stories without losing meaning.
“There’s some really cool work that happens… but how do you actually tell people about it?” Propp said.
This included explaining well-being programs that go beyond veteran suicide prevention or financial tools designed for military families’ unique situations.
“How can we make the work understandable and show real impact, not just outcomes on paper?” Propp said.
Use plain language and simple descriptors. Provide links, resources, FAQs and social posts where people can ask questions, collaborate or read more to better understand the whole picture, she said.
Long-term brand value
The campaign’s long-term goal is to demonstrate sustained value and build trust over time by adjusting the USAA’s operations with outcomes that matter to the community it serves, she said.
For PR teams, this kind of work where a change comes before external promotion is a useful model for building trust.
“It challenges communicators to think beyond press coverage,” Propp said. “It’s about more than that.”
By embedding the narrative into the structure of the organization’s work, USAA can show impact that unfolds over time.
“It’s not a secondary thought,” she said. “It’s embedded in the decisions that we’re making now daily.”
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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