Beyond Yellow Ribbon Invitational Summit

Beyond Yellow Ribbon Invitational Summit CARSON CITY, NEVADA September 2O16 Post Summit Overview

2 September 2106 Post Summit Overview Prepared by the Nevada National Guard and the Veterans Policy Leadershp Institute.

3 2016 Beyond Yellow Ribbon Invitational Summit Table of contents Summit Overview 4 History of Beyond Yellow Ribbon (BYR) Program 5 Outcome from the Summit 6 Breakout Sessions Day 1: A Focus on Impact 7 Metrics and Return on Investment 7 Collaborating for Impact 8 Achieving Sustainability 10 Scaling and Replicating Our Work 12 Breakout Sessions Day 2: A Focus on Communication and Making Our Case 14 Internally (Including NGB Leadership) 14 Making Our Case to Our Employers 16 Making Our Case to Our Clients 18 Making Our Case to Private Funders (Foundations, Corporations) 20 Making Our Case to the Fed and Congress/Senate 22 States Represented at the Summit 26

4 Summit Overview On September 21-22, 2016 the Nevada National Guard convened 17 states at a first of its kind, two-day Beyond Yellow Ribbon (BYR) Summit to share their models, outcomes, and best practices; to identify long-term sustainability challenges and solutions; and to coordinate effort across the wide spectrum of services; and to engage with each other to leverage knowledge and experience as well as to build the base of a collective framework for the future of BYR programming. BYR Funded States Represented This convening was driven, in large part, by the recommendations and call to action put forth in the RAND Report: An Assesment of Fiscal Year 2013 Beyond Yellow Ribbon Programs to: South Carolina California Colorado New Hampshire Oregon Nevada Ohio North Carolina Indiana Washington Tennessee Vermont Florida Develop meaningful measureable goals; Collect and learn from program data on effectiveness; Ensure that programs are sustainable; and Utilize practices associated with high quality programs Additionally, the report recommended that Congress and policymakers: Address concern s regarding BYR funding; Clarify appropriate use of the funds; Share promising practices across programs; and Encourage programs to widen their focus beyond the National Guard. Leaders from the represented BYR programs engaged in a Results-Based Conversation intended to prioritize strategic activities for BYR programs over the upcoming year. The Results-Based Conversation model was developed by a facilitation trainer at Ernst and Young and has been used in Fortune 100 corporations, major universities, nonprofit institutions, and government organizations across the country. An abbreviated version of this model was used in two, small-group work sessions over the two-day period to generate key activities that would promote better outcomes, increase funding, and create a stronger message about the impact of BYR funding. In preparation for the strategic planning session, pre-work planning sessions indicated that the primary goal of the small-group sessions was to focus on impact and communication.

5 History of Beyond Yellow Ribbon (BYR) Program In 2011, Congress appropriated $16 million in funding to expand the Yellow Ribbon Reintegration Program, authorizing service- and state-based programs to provide access to service members and their families of all components. This supplemental funding, which became known as Beyond Yellow Ribbon (BYR), supports programs that are intended to provide critical outreach services to personnel returning from deployments. BYR s overall goal is to ease service members transition back into civilian life. 1 Werner, et. al. (2013). An Assessment of Fiscal Year 2013 Beyond the Yellow Ribbon Programs. RAND Corporation. Eight states were originally awarded BYR funding, and by 2013, that number had increased to 10 states including: 2 number of states were later given funding including: California Colorado Florida Indiana New Hampshire North Carolina Oregon Tennessee Vermont Washington Nevada Ohio The BYR program running in these states provides a wide range of services and support to service members, veterans and their families including employment counseling and support, behavioral health services, personal finance counseling, outreach and information and referral.

6 Outcome from the Summit In order to build on the RAND Report and improve outcomes for the BYR programs across the country, small interactive groups were formed to work on key issue areas to identify key deliverables, keys to success and barriers and solutions that would advance the work over the next year. The two days of the summit were broken down by topic as follows: Breakout Sessions Day 1: A Focus on Impact Metrics and Return on Investment Collaborating for Impact Achieving Sustainability Scaling and Replicating Our Work Internally (Including NGB Leadership) Breakout Sessions Day 2: A Focus on Communication Making Our Case to Our Employer Partners Making Our Case to Our Clients Making Our Case to Private Funders (Foundations, Corporations) Making Our Case to the Fed and Congress/Senate The summaries of the group work are presented on the following pages as well as the guidance given to each group as they began their discussion and priority setting work.

Breakout Sessions Day 1: A Focus on Impact 7 Metrics and Return on Investment For the breakout session on the topic of Metrics and Return on Investment, the focus was on the following questions: In 12 months, if we were to meet again, what key deliverables would we have finished or finalized in that time that advance our ability to measure our impact and to demonstrate a high return on investment? What are the keys to our success? What are the barriers and solutions to them? What would success look like? Key Deliverables* Keep employment programs decentralized Consolidated reports shared between programs quarterly by service provided. Defined Goals Barriers & Solutions* BYR money/pom Standardized reporting metrics People not knowing who we are/tell our NG story Keys to Success* NG state retention NG state unemployment Number of job placements Finding root cause of issue Define broad categories within our metrics measurement According to Rand study, the defined service categories are: w Employment w Behavioral Health w Suicide Prevention w Financial Support We is defined both as programs (ie Work for Warriors) and as the Service Members and Guardsmen/women that serve in local communities during disasters Government and private partnerships Struggle to measure readiness that is inclusive of the types of programs that BYR funding covers. Employment/ Spouse Employment/Behavioral Health counseling and suicide prevention. How do you quantify dollars spent against programs output Difference in programs generalize the metrics to create a consolidated picture. * Two groups were combined.

8 Collaborating for Impact For the breakout session on the topic of Collaborating for Impact, the focus was on the following questions: In 12 months, if we were to meet again, what key deliverables would we have finished or finalized in that time that advance our ability to collaborate? What are the key deliverables for programs when we think about collaboration? Is it MOUs, or shared funding or working together to innovative? Or something else? Given your experience working in this space, what are some of the keys to successful collaboration? What are some of the barriers to collaboration, and how to we solve those issues? Key Deliverables* Identify and put in place valuable and effective stakeholders Educate all partners Metrics showing employment successes Share best practices = MOUs, products, metrics, etc. Shared portal library information, POCs, Documents Annual Summits to collaborate

9 Keys to Success* Bridging the gaps with these Four Pillars: w Education w Employment w Resources w Medical Consistent networking, outreach and marketing to avoid confusion Identify cost savings and consistent metrics Educate Readiness Noncommissioned Officers and Unit Commanders (this allows the push down and push up of information flow) What is the return of investment? Recording/sharing metrics with right resources/sources Receiving funding in a timely manner Demonstrate the Return on Investment? Barriers & Solutions* Barrier: Confusion among partners about what everyone does and services provided. Solution: Sometimes duplication is good Barrier: Competing agendas Solution: Understand partners agendas and identify common goal Barrier: Need education and services information trickle down effect Solution: Marketing to units to ensure understanding of programs and services provided Barrier: What states offer what types of services? Solution: Shared portals Barriers: What is process for money (funding) and more timeliness of funding? (who is the main Point Of Contact); change delivery, right now it comes in MIPR format it should not come as a Grant Solution: knowing and understanding the process for funding * Two groups were combined.

10 Achieving Sustainability For the breakout session on the topic of Achieving Sustainability, the focus was on the following questions: In 12 months, if we were to meet again, what key deliverables would we have finished or finalized as individual states or as a collaborative of states in that time that advance our ability to sustain our work no matter if federal funding continues or not? What are the key deliverables for programs when we think about sustainability? What do we have to produce or who to be sustainable? How do we want to define sustainability? Given your experience working in this space, what are some of the keys to successful sustainability? What are some of the barriers to sustainability, and how to we solve those issues? Key Deliverables* SOPs, continuity binders Distributed on a Shared Portal Clarify appropriate use of funds Measures of performance/ effectiveness Contingency plans

11 Keys to Success* Process improvement Resource provider contingency plan (institutional redundancy) Diversify funding w Bill payer metrics/goals, ROI Frame in relation to readiness Marketing and education Community investment/involvement Command emphasis up/down chain of command Visibility continued need Visibility of resources available Automation of Processes (maybe in an APP form)? Barriers & Solutions* Funding cuts: increase states participating (Beyond 13) Budgets Program of record Metrics Visibilities * Two groups were combined.

12 Scaling and Replicating Our Work For the breakout session on the topic of Scaling and Replicating Our Work, the focus was on the following questions: In 12 months, if we were to meet again, what key deliverables would we have finished or finalized as individual states or as a collaborative of states in that time that advance our ability to scale and replicate our program models and best practices? What are the key deliverables for programs when we think about scaling and replicating our work? Given your experience working in this space, what are some of the keys to successful scaling and replicating our programs? What are some of the barriers to scaling up effort and replicating programs, and how to we solve those issues? Key Deliverables* Measures of Effectiveness Core lines of business - what exactly are we marketing? Effective marketing Best Practices (i.e. Brass Ring) Collaboration with the continuum of providers Improve existing or build new? Debunking the myths What works? Varied delivery systems; defined impact quantify Clear definition of employed Service Member Optimal manning model manpower requirements common agreement. ROI universal measurables, personnel readiness priorities Contracting process One standardized platform (database) for tracking resources

13 Keys to Success* Veterans fully served Standardization Established metrics Replicate the ability to build strong performance measures Define community/assets Expand beyond the Guard inclusive of all vets Bureaucratic hiring practices (i.e. USA Jobs) Barriers & Solutions* States organizations differ Funding will decrease Complexity 5 programs vs. 1 Disincentives (i.e. too lucrative) Money resources Continuity/turnover * Two groups were combined.

14 Breakout Sessions Day 2: A Focus on Communication and Making Our Case. Internally (Including NGB Leadership) For the breakout session on the topic of Internally (Including NGB Leadership), the focus was on communication internally with program staff, other states running BYR programs and with National Guard leadership. Questions for this session were as follows: In 12 months, if we were successful communicating to our internal stakeholders, what we would have changed? What would we be focusing on? What critical messages need to be communicated to all programs, internal stakeholders? What systems or processes would be in place that aren t now? What key deliverables should be developed or finalized? What barriers exist to successful and effective communication? Are there solutions to those challenges? +10.7 Key Deliverables Community Impact of funding vs. no funding Communication of cost/benefit Return on Investment Sales Decrease of unemployment cost/increases in collected taxes

15 Keys to Success Outreach to state, legislators, community partners, SMVF, NGB leadership, state leadership Annual symposium/summit to share best practices Showing success from when state took on BYR Funding and statistics from prior to receiving the BYR funding and/or state with similar demographics, funding (improved impact to state) States that do not receive the BYR funding with similar demographics Barriers & Solutions Barrier: Each state operates differently -different goals and funding streams/ metrics. Solution: Lack of funding will not allow states to sustain programs and remain successful. Barrier: Wraparound services imbedded in the program. Solution: Itemizing other facets than employment.

16 Making Our Case to Our Employers For the breakout session on the topic of Making Our Case to Our Employers, the focus was on communication with employer partners who are so critical to our success. Questions for this session were as follows: In 12 months, if we were successful communicating to our employer partners, what we would have changed? What are the key deliverables that we would have put in place or finalized? What are the keys to success? What barriers exist with our employer partners or prospective partners and what are the solutions?. Key Deliverables Have a common goal that is promoted not all the messaging or actions the same, but the goal is. ESGR / 10 reasons to hire a veteran Tax breaks Provide qualifications that all Service Members have More businesses join the National Guard Coalition of Businesses wanting to hire more Service Members (Guard and Reserve) Show the Employer the cost savings of hiring a Guardsmen / Reservist w They already are drug screened, many have security clearances, educated on importance of safety/ pre-screened for employment in Guard National Guard is great at diversity and inclusion and Service Members are accustom to working in an inclusive environment

17 Keys to Success Collaboration Positive PR/social media/websites showing drug screening Educating employers or setting expectations of all the different branches Guard 101 Barriers & Solutions Important to have some Expectation Management for Employers: There is not a Pool of Veterans just waiting to be hired Lack of awareness of National Guard Benefits Marketing to Stakeholders: w Government w Business Diversification (look to nontraditional types of businesses as well the normal ones) w Other Stakeholders (Local agencies/family Members/ State and local government who rely on the Guard during times of crisis) Lacking the certifications required for specialized employment despite vocational aptitude (possibly based on ASVAB) NG/Reserve Members are job ready Barrier: Increased deployments in the future Solution BEYOND YELLOW RIBBON FUNDED PROGRAMS

18 Making Our Case to Our Clients For the breakout session on the topic of Making Our Case to Our Clients, the focus was on active duty military members and veterans whom we are working to serve. Questions for this session were as follows: What are the keys to success? What barriers exist with our clients or prospective clients and what are the solutions? In 12 months, if we were successful communicating our message to our clients, and in reaching them, what would have changed? What are the key deliverables that we would have put in place or finalized? Key Deliverables Staging strategies: know audience text, email, Twitter, Facebook, QRLs Reach out to spouses/take message to _unit drills, family days, etc. Understanding one size does not fit all

19 Keys to Success Know Audience communication, repeat, repeat, repeat message; coherent, concise message from whole team. Leadership involvement Full-timers support persons Personalization Barriers & Solutions Barrier: Boredom/making it fun for clients. Lack of commitment - _Clients fully understand process; success stories, spread the word; tie it to a felt need; follow-up with calls, surveys, etc. Solution: Don t oversell program Constantly publish good news at military events, etc.

20 Making Our Case to Private Funders (Foundations, Corporations) For the breakout session on the topic of Making Our Case to Private Funders (Foundations, Corporations), the focus was on communication with private foundation funders and corporate funders. Questions for this session were as follows: In 12 months, if we were successful communicating to our funders, what we would have changed? What are the key deliverables that we would have put in place or finalized? What are the keys to success? What barriers exist with our current funders or prospective funders and what are the solutions? Key Deliverables Long-term partnership Pipeline(of reliable candidates for employment based on a proven method of measurement of candidate s skills and job requirements) Keys to Success Understanding art in communicating Have clear broad categories of support Establishing MOUs Clear detailed plan Modify 501c3 bylaws

21 Barriers & Solutions Cannot legally solicit funds Proper use of language Negative intent of organization

22 Making Our Case to the Fed and Congress/Senate For the breakout session on the topic of Making Our Case to the Fed and Congress/Senate, the focus was on communication with Congress and the Federal Government that funds our work. Questions for this session were as follows: In 12 months, if we were successful communicating our impact and return on investment to the Feds and Congress what would we have done to achieve that success? What are the keys to success? What barriers exist with our employer partners or prospective partners and what are the solutions? What are the key deliverables that we would have put in +10.7 Key Deliverables Need define it (Your mission) Summarize demographic Community Standardize/universal metrics Sales

23 Keys to Success Return on investment monthly / quarterly reporting Unified message Leverage lobby organizations e.g. ENGAUS/NGAUS resolution Document/annual report ( through pictures, stories and measurable data) unified message and included by State Ease of Access Barriers & Solutions Time Money Personnel (continuity) Regulations, rules, laws

24 The Way ahead Key points established at the Invitational Summit in Carson City 1 There is a clear need for these programs to continue, not just for the thirteen states that currently receive the funding but also for the remaining forty-one States and Territories that do not.. 2 There should be an annual meeting of States to share best practices and keys to success. This may or may not necessarily be an add-on to the Joining Community Forces conference/movement. 3 Establish a shared portal for States to find PWS, SOPs and other key documents 4 States need to secure permanent funding for the programs

25 Considerations Consider working with the Department of Labor s Apprenticeship Program to register our Service Members (E1 - E6) with their specific Military Occupational Skill (MOS) with the Department of Labor. This is a best practice in NC and IN- and NGB has approved that program. Each State should work with their local chapters of NGAUS and EANGUS to lobby their local Congressmen and Senators for supporting the BYR program. Representatives from the National Guard Bureau (G1 and J1) and several key States established a working group that meets monthly to push our agenda forward and on to the national stage. States Representatives that agreed to be key leaders for the movement based on their successful established methods are: Employment Issues: South Carolina, California, Indiana and Nevada Behavioral Health and Suicide Prevention Issues: Oregon, North Carolina and Vermont The National Level Summit will include representatives from states that are running programs aligned with BYR funding that have not yet been funded. At the NV Summit we had representation from the States of VA, KS, GA, AZ and AL as well as the State representatives (DOL US Vets, Director Nevada Division Veterans Services, Director Department Education Training Rehabilitation, NV Governor s Military and Veteran s Policy Analyst) as active participants. Our group also consisted of Generals and Command Sergeant Majors that provided input to this well rounded event.

26 States Represented at the Summit South Carolina California Colorado New Hampshire Oregon Nevada

27 Ohio North Carolina Indiana Washington Tennessee Vermont Florida

About the Author The Veterans Policy Leadership Institute (VPLI) prepared this report for the Nevada National Guard. The VPLI is a research and policy institute located in Reno, NV and Las Vegas, NV that partners with private researchers and higher education to advance veteran outcomes through research, policy change and a focus on state and local systems change in Nevada and across the country. www.vpliresearch.org Creative by Emire Stitt, DP Video Productions. Online Email 1: Email 2: Website: info@.design-inc.com custom@.design-inc.com www.design-inc.com Phone & Fax Free Toll: + 1 020 7800 800 Phone: + 1 0800 123 123 Fax: + 1 0800 123 123