0512Final White Oak III_Summary Report

Compiled by Blue Star Families’ Department of Research and Pol icy

America Joins Forces with Military Families:

WHITE OAK III SUMMARY REPORT

Bolger Conference Center February 7-9, 2014

America Joins Forces With Military Families | White Oak III

Table of Contents

Purpose, Background, and Context .......................................................................................... 1 White Oak I ............................................................................................................................................. 1 White Oak II ............................................................................................................................................ 2 Executive Summary of White Oak III ................................................................................................. 2

Report Overview ....................................................................................................................... 3

Opening Plenary Session ........................................................................................................... 4

Future Trends ............................................................................................................................ 5 Plenary Session I: Future Trends ......................................................................................................... 5 Breakout Session I: Future Trends ....................................................................................................... 5

Group 1: ............................................................................................................................................... 6 Group 2: ............................................................................................................................................... 6 Group 3: ............................................................................................................................................... 7

Supporting National Efforts ...................................................................................................... 8 Plenary Session II: Supporting National Efforts ................................................................................ 8 Breakout Session II: Supporting National Efforts.............................................................................. 8

Group 1: ............................................................................................................................................... 8 Group 2: ............................................................................................................................................... 9 Group 3: ............................................................................................................................................... 9 Group 4: ............................................................................................................................................. 10

State Level Collaborative Priorities ......................................................................................... 11 Plenary Session III: State Level Collaborative Priorities ................................................................. 11 Breakout Session III: State Level Collaborative Priorities .............................................................. 12

Group 1: ............................................................................................................................................. 12 Group 2: ............................................................................................................................................. 12 Group 3: ............................................................................................................................................. 13

Open Forum: Summary of Major Themes ............................................................................... 14

Next Steps ................................................................................................................................ 16

Conclusions .............................................................................................................................. 18

Appendices .............................................................................................................................. 19 Appendix A: Facilitators, Speakers, and Panelists for White Oak III........................................... 19

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“Having access to smart passionate

people, having time to talk personally one

on one with key players is of high value

to me.” 1

PURPOSE, BACKGROUND, AND CONTEXT

“America Joins Forces with Military Families,” held at the Bolger Center in Potomac, Maryland on February 7-9, 2014, was the third in a series of White Oak retreats that brought together thought leaders including senior government officials and influential non-governmental (NGO) leaders. As with the previous two White Oak retreats, the goals were to (1) provide an opportunity that promoted forward and collaborative thinking and (2) to engage participants in candid, constructive, and confidential discussions on how to most effectively work together to remove barriers while harnessing available resources to support service members, veterans, and military families.

The goals of White Oak III were to promote three primary objectives:

Sharing knowledge, perspectives, needs, and opportunities in working for the benefit of military families.

Founding and building upon trusted relationships between participants to support operational and intellectual partnerships.

Achieving consensus to identify new, scalable “big ideas” that can serve as galvanizing action items moving forward.

The retreats, regardless of location, have now come to be known by participants as simply “White Oak” because the first two retreats were held at the White Oak Plantation in Jacksonville, Florida. Previous retreats allowed participants to identify inefficiencies, gaps, and redundancies in the military community support services and provided a platform for collaboration, innovative, and constructive recommendations, harnessing the collective resources and thought leadership across military-connected agencies, non-profits, and within government. For reference, a brief historical overview of previous retreats is provided below. 1

WHITE OAK I

Blue Star Families, American Red Cross, United Service Organizations, Service-Nation, Armed Forces Services Corporation, and the Office of the Chairman of the Joint Chiefs of Staff partnered with the Howard Gilman Foundation which hosted this inaugural meeting, White Oak I, in January 2010 and included 55 participants from key military family and government organizations. Attendees included participants from the Office of the Secretary of Defense, the National Security Council, and the Senate Armed Services Committee. The White Oak participants met to build partnerships and discuss innovative public–private strategies to meet the needs of military families. Together these diverse entities discussed opportunities for joint initiatives and a common approach going forward.

White Oak participants were briefed on and strongly supported the development of the President's directive PSD-9: Strengthening Our Military Families: Meeting America’s Commitment, compelling government agencies to assist military families through a variety of means and approaches. Post

1 All quotes are taken from the online evaluation survey sent to participants following the retreat. Quotes are unattributed as they survey was conducted anonymously

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“The White Oak III weekend was a treasured opportunity

to be with peers who understand the unique

challenges of supporting our community and share the passion of honoring those who serve and sacrifice.” 1

White-Oak, a subgroup of participants worked together to develop the “Military Community Blueprint,” which was eventually adopted by the Points of Light and supported by 40 non-profits. White Oak participants also sought to be supportive of the First Lady’s development of the “Joining Forces” initiative, which we saw as being a key effort for the future well-being of our community. “Joining Forces” works to inform and inspire the American public to support veterans and military families through employment, education, and wellness.

WHITE OAK II

The White Oak II retreat took place in February 2012 and was convened by Blue Star Families, The U.S. Chamber of Commerce Foundation’s Hiring Our Heroes Initiative, Points of Light, Armed Forces Services Corporation, and included senior advisors from the White House and the Department of Defense. The objectives of White Oak II included: (1) continuing to address gaps in military family and veteran support; (2) highlighting areas where the private sector could be more effectively engaged; and (3) ways to reduce competition and overlap and promote joint efforts toward realizing common goals. Toward this end, participants reviewed ongoing initiatives and determined areas where new initiatives were needed.

Initiatives that resulted from White Oak II included a working group investigating the possibility of creating an ongoing, collaborative effort among non-profit and government organizations to support the military family community. The Principal Deputy Under-Secretary of Defense (Personnel and Readiness) hosted a briefing at the Pentagon with this working group to learn more about the British collaborative model, COBSEO. Also, encouraged by the calls for greater public–private engagement, the Secretary of Defense began convening regular meetings with non-profits. Finally, White Oak steering committee members convened post-retreat gatherings with three key sectors to further develop collaboration in the field. A philanthropy meeting was convened with the Council on Foundations, a briefing for interested corporations was convened at the Chamber of Commerce, and a briefing for interested corporations was convened in partnership with TechNet. Philanthropy participants in the White Oak retreats began developing the idea of creating a “community of practice” around veteran and military family grant-making.

EXECUTIVE SUMMARY OF WHITE OAK III

White Oak III was convened by Blue Star Families, Hiring our Heroes Initiative of the U.S. Chamber of Commerce Foundation, Points of Light, and Armed Forces Services Corporation. A steering committee included representatives from the Military Child Education Coalition, Military Officers Association of America, American Red Cross, the Truman National Security Project, and the USO. After participating in large group plenary sessions that provided a context for smaller group discussions, participants were strategically placed into specific groups to encourage diverse perspectives, to maximize the number of ideas generated, and to ensure diverse (e.g., government, university, advocacy, policy, non-profit groups,

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“It was inspiring to see so many amazing leaders and

organizations together in the same workspace working

towards the same goals. It was proactive, productive, and

most of all POSITIVE. Enthusiasm was palpable. I really

appreciated the professional and personal respect for all.” 1

veterans, families, and service member) perspectives were equitably represented. Plenary sessions and follow-up breakout sessions focused on three broad topics: future trends, supporting national efforts, and state-local initiatives.

The following overarching themes were conveyed throughout this White Oak convening:

Communities, federal agencies, non-profits, and the private sector can all assist in the transition from active duty to the civilian sector. Finding ways for these organizations to work effectively with the DoD and meeting the needs of the community was a key recommendation from White Oak II.

Mental health and wellness issues for service members, veterans, and military families continue to be a high priority within the military community (e.g., continuity of care when moving and/or transitioning from service, gaps in health and mental health care, access to care issues for special needs families and for caregivers).

Messaging related to the military community is too frequently negative, portraying service members and their families as victims rather than showcasing strengths (e.g., the skills or attributes they bring to the private sector as a result of their service). The community should develop consistent, positive messaging that we all can reinforce.

Messaging focused on helping the civilian community better understand the challenges faced by veterans and the military should be broadened to include active duty service members, spouses, children, family members, survivors, caregivers, female veterans, National Guard and Reserve members, teachers and health care providers of military families, and veterans. This same messaging should include a focus on integrating veterans and families into the civilian community before, during, and after transition from active duty.

More effective efforts on the state and the local levels are needed to address one of the critical overall problems facing veterans and their families: how to return to “normalcy” while effectively reintegrating into the American communities. These efforts must involve more than those who specialize in veterans issues. They also must involve citizens from all walks of life who seek to do more than say “thank you for your service” but may not know how to “do more” to help.

Consistent emphasis on data-driven solutions and identification of gaps where data is lacking; emphasis on more consistent evaluation of programs and replication of successful programs.

REPORT OVERVIEW

To document the format as well as the content of the retreat, this report provides: (1) a description of the themes that were discussed in the plenary sessions and breakout groups during the retreat; and (2) an

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overview of the next steps determined by the participants to define the path forward in serving the community.

OPENING PLENARY SESSION

Conference organizers, on behalf of the White Oak steering committee, opened the retreat by reviewing the goals and the accomplishments of previous White Oak retreats.

General George Casey (Ret.) posed a series of questions for the participants to consider, prodding service organizations to think about how they and the communities they serve will be impacted by the changing dynamics in military-veteran-family support.

How do services need to change to better meet the needs of the military-connected community?

Where should we draw the line between transitioning service member and veteran?

How can we best support families during the transition from active service to veteran?

How do the services and organizations survive the "inter-war" years? Or not?

How can we leverage and codify our collective knowledge gained over the past 12 years?

How can the DoD make it easier to accept support from the private sector?

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“In a weekend, I was advanced to a point that may have taken months

of meetings to achieve.” 1

FUTURE TRENDS

PLENARY SESSION I: FUTURE TRENDS

The session reflected on anticipated changes as the military experiences a force that is downsizing, following 12 years of military conflict. Within the non-profit sectors, efforts to keep the public aware of the service of

military families and veterans are increasingly important as large numbers of military members transition to civilian communities from active service. Military budget constriction will result in both voluntary and involuntary separations of service members, as well as changes to services and benefits. Evaluation of existing program effectiveness is needed to best understand the ongoing needs of the community as well as determine how to allocate diminishing resources.

Proactive dissemination of information about the resources and services available to the military community can support military readiness, a sustainable all-volunteer force, as well as promote understanding of the importance of family health and wellness issues.

BREAKOUT SESSION I: FUTURE TRENDS

The breakout session participants were divided into three groups comprised of a combination of individuals associated with government agencies and programs, non-profit organizations, and the senior military leadership. Each group focused on how the impending drawdown of troop levels will impact the current needs among service members, veterans, and their families. The impacts identified by the groups in this session are summarized below:

Page 5


GRO

UP 1

: The demographics of veterans will be increasingly younger. Highly skilled service members will be transitioning to the civilian sector, and will need to translate their military skills and experience so that they are understandable to those with limited knowledge of the military.

Current negative messaging associated with veterans, works against both individuals and the organizations representing them, inadvertently projecting an image of the population primarily as needy or deserving of pity or charity.

Positive aspects of military service included within messaging could more effectively promote veterans and families as assets to civilian communities.

Health and wellness issues (e.g., such as those impacting caregivers, mental health issues, etc.) are important for military families and also are a vital issue for service members and families transitioning to civilian life.

The lack of current data on the scope and depth of the needs of transitioning and veteran service members and families reduces the amount of effective programming available to them. For example, additional data, including the geographic locations of military families, successes and challenges of finding employment, difficulty in locating health care for needs specific to military service, educational success and challenges of military children and spouses, etc., would help to target resources and better define the ongoing and future needs of the military community.

GRO

UP 2

: Public fatigue related to war and the military in general impacts how service members, veterans, and their families are perceived by the civilian public. The narrative promoted by VSO, MSO, and government partners should change to focus on the positive aspects of service, particularly leadership, with service members and civilian communities. Emphasizing continued service with veterans and their families, as well as the public, will help both sides perceive the value of military service in terms of leadership.

As resources supporting military families decrease at the federal level and families are reintegrating into civilian communities, local resources will become increasingly important in meeting the needs of military families and veterans.

As compared to federal resources, local resources and organizations in both rural and urban areas may be better able to adapt effectively to the differing needs of service members, veterans and families; federal resources may be evolving into a more decentralized role.

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GRO

UP 3

: The American public is war-weary and may be hesitant to increase expenditures on issues (e.g., health care) for the military population.

There is a need for further data to understand and substantiate the exact needs of the changing veteran and military family demographic.

There are significant barriers to public–private partnerships that decrease the effectiveness in providing services to the military family and veteran populations. Removing these barriers will increase effective support of the military community.

Declining resources have led to adversarial relationships amongst groups and organizations working with the military. Groups or organizations are becoming negative with each other, sometimes leading to messages or rhetoric of betrayal within the community. Organizations are portraying veterans and families more negatively in terms of need in order to compete for donations.

Focus of outreach to the community should change to: (1) helping the estimated 2% of military population to integrate into civilian community, and (2) demonstrating how the military’s civic-oriented contributions benefits communities.

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SUPPORTING NATIONAL EFFORTS

PLENARY SESSION II: SUPPORTING NATIONAL EFFORTS

This session reflected on the ways in which national efforts regarding military families and veterans can be supported by the participants. Major themes introduced by the panelists included:

Bridging the gap between military families and the civilian community improves the readiness of active duty service members.

The military community needs a clear and consistent response to civilian community offers of assistance. Community engagement in supportive programs is critical to the success of these efforts.

Existing successful models for these efforts should be shared widely and as much as possible (e.g., with Joining Forces, Military Community Blueprint, and other efforts), increasing communication and coordination among the participants to encourage replication.

Greater communication about the positive aspects of military families and veterans (particularly leadership) can lead to greater success and cohesion in partnerships and integration in communities.

BREAKOUT SESSION II: SUPPORTING NATIONAL EFFORTS

GRO

UP 1

: Effective messaging from national organizations should be consistent, focusing around the “Joining Forces” themes of wellness, employment, and education.

Messaging should involve both veterans and families prior to separation and include continued service to the community.

Tailoring the messaging surrounding veterans and families to various audiences within the community can help to expand outreach and ensure engagement with the community both during and after transition.

Messaging should reflect sustainable strategies and non-partisan viewpoints.

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GRO

UP 2

: Identifying commonalities among the participating groups and organizations helps to clarify common goals.

Competition among the organizations for funding or public presence on an issue can harm the overall goals, minimizes collaboration, and the ability and/or effectiveness to fill in gaps in services.

Nuanced and coordinated public messaging about the positive impact of military families and veterans in the community and in enterprise can advance the common goals.

More information about how the reductions in active duty troop levels, budget reductions, and changes to available military services specifically impact the military population would help to clarify messaging and identify targets for support.

GRO

UP 3

: Expanding or augmenting representation within the “Joining Forces” initiatives to include a wider array of stakeholders: military children, teachers of military children, survivors, caregivers and exceptional family members, female veterans, guard and reserve, wounded warriors, etc. will promote a better representation of the military community.

Identifying redundancies and prioritizing issues among and across the services provided to the military population is important to being more effective in delivering services to the military community.

Increasing collaboration and minimizing detrimental competition regarding services for specific issues across the organizations will increase the effectiveness of service delivery.

Maintaining the “sea of goodwill” that is currently among the civilian population is a major challenge; aligning messages among the participating organizations can reduce confusion across both the military and civilian populations regarding the range of issues facing the military community.

Understanding and sharing sustainable models for establishing and developing infrastructure among the participants will help to promote collaboration.

Program goals should be based on data regarding the various needs of particular populations.

What was most valuable about the summit?

• “The opportunity to work collaboratively on macro issues related to future trends in this field of work.” 1

• “Connecting informally with participants across sectors.” 1

• “Networking with and learning from my colleagues working for veterans and families.” 1

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GRO

UP 4

: Support efforts by participating organizations need to be sustainable to provide effective services to the military community.

Outreach efforts need to be coordinated between organizations to produce meaningful collaborations.

Identifying gaps in existing services is critical to providing support to the military and separating populations as their needs continue to change.

Messaging and the narratives involving the military community should be consistent among participating organizations.

The participating White Oak III organizations should identify several common points of agreement and develop collaboration based on those commonalities.

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STATE LEVEL COLLABORATIVE PRIORITIES

PLENARY SESSION III: STATE LEVEL COLLABORATIVE PRIORITIES

Increasing connection and communication between participating organizations and with the civilian community should start before the service members and their families leave active duty.

Public–private partnerships can help to leverage government resources in a responsible, community-focused way. One example of a federal public–private partnership that funds local initiatives and locally defined interventions is AmeriCorps and AmeriCorps VISTA, administered by the Corporation for National and Community Service; this model has helped to expand the capacity-building capabilities of many newer and emerging veteran and military family serving organizations (e.g., CNCS currently supports over 200 organizations. This investment includes 2,500 mission driven members, many of whom are veterans and military family members themselves).

Veterans and their families transitioning to civilian life are interested in fitting into communities and finding ways to continue to contribute.

Working models such as one developed in San Diego, can demonstrate viable collaboration between local military commands, local governments, non-profits, and foundations.

Proposed new models provide a single entry point for specific questions and needs of returning veterans and their families.

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BREAKOUT SESSION III: STATE LEVEL COLLABORATIVE PRIORITIES

GRO

UP 1

: More information is needed on where veterans and families are located and the challenges they face to more effectively focus service support and other resources.

Integrating social services and veterans services such as child care, licensing, and education can lead to more seamless, effective, and efficient service delivery.

Transitioning families and veterans have a wide range of needs (survivors, wounded warriors, military spouse’ employment, retirees, etc.) and coordinating information to be made available as a continuum of services can help those services be more effective.

Expectation management on both the part of the transitioning families and veterans as well as the civilian community is important to the success of the integration. More clarity on the variety and availability of services allows for better planning and preparation on the part of transitioning families. Understanding the skills and contributions of transitioning families can assist the communities to which they transition with successful integration.

GRO

UP 2

: Crucial needs include: > Locating veterans and families within communities to identify needs and

disseminate information about resources. > State and government incentives to promote education; leaders in

government to champion the cause. > Changing the negative narrative and messaging surrounding veterans

and families.

Action plans include: > Creating a database of information available from the VA, made

available to non-profit organizations to better identify veterans and military families in local communities.

> Asset mapping of resources and organizations to identify and use existing infrastructure.

> Better understanding for both the public and private sector organizations and individuals of the implementation of state legislation such as the Military Interstate Children’s Compact and Military Spouse Residency Relief Act would help the beneficiaries of these legislative efforts to effectively use them.

“Our Association sees so much yet to do to support the military

families we serve, so I was energized by the dedication of others to collaborate as we

move forward.” 1

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GRO

UP 3

: Participating organizations and non-profits need to communicate more effectively to identify and avoid duplication of efforts.

Methods of strengthening communication should employ a variety of mediums (telephone, virtual, etc.) to provide additional consistency in communication.

A better understanding of the range of geographic locations and variety of needs of veterans and families is needed to better coordinate and disseminate resources.

The variety of business models for delivering services that are currently being used by service organizations can contribute to inefficiency and lack of collaboration between organizations, and between local and state levels of government. Sharing and implementation of business models and best practices for service delivery can improve efficiency and promote collaboration among the participants.

Understanding the impacts of resources and changes in resources can make it easier to identify the needs of the military and veteran community. Identifying successful programs and practices will improve program impact on the community. Identifying and prioritizing metrics of success can help to drive the direction of next steps in addressing the needs of the military community.

“I felt fortunate to experience some very profound moments, a

lot of new learning, and delighted to meet new colleagues who see the

importance of collaborating and

working together.” 1

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“It enabled me to better understand the

possibilities of a private–public partnership to

provide ongoing services for this community.” 1

OPEN FORUM: SUMMARY OF MAJOR THEMES

The narratives surrounding service members, military service, families, and veterans need to be more positive and proactive, focusing on the value that these populations and individuals bring to the community. Nuanced, consistent, and positive messages from participating organizations specifically focusing on the leadership skills and service-oriented community contributions of military populations should be targeted at both military and civilian populations. Such messages could assist in the process of integration into the community.

> Organizations supporting military populations need to have a targeted, nuanced approach for outreach and public messages to maximize support at a time when the public is weary of military conflict.

Messaging needs to continue to accurately reflect the ongoing situation for military and their families (troops are still deployed world-wide, deployments and conflicts are still occurring, etc.). Definitive terminology about particular military action (e.g., “the war is over” or “now that the troops are coming home”) can inadvertently reinforce an inaccurate perception that the support of the military and their families is no longer needed.

More data is needed to help understand the specific locations of veterans and families; their unique and evolving needs; and the specific impacts of dynamic political, environmental, and social changes.

Strategically collecting data as well as using existing data (e.g., open source data available from the VA) will help the participating organizations target resources and goals more effectively.

The diversity of the military community should be accurately represented. Additional populations include female veterans, older generations of veterans (e.g., World War II, Korea, Vietnam) military spouses, military children, special needs family members, survivors and caregivers, military spouses, National Guard and Reserve troops, etc.

Reduce bureaucratic barriers and identify specific examples of barriers to better maximize public–private partnerships to support more effective collaboration in providing services.

Trends in service delivery are shifting away from reliance on federal resources to reliance on local, community-based resources. Participating organizations should strengthen relationships and communicate consistently to share information and program goals to minimize the redundancy of services and the ability to fill in existing gaps in the services provided to better meet the needs of the military populations being served.

As resources become scarcer, tension builds between organizations competing for the same audiences. Communication and cooperation can help to reduce redundancy and maximize effectiveness.

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Renewed and new focus on the local level, in cities and towns across the country, is critical if reintegration efforts and community support for returning veterans and military families are to succeed.

A portfolio of flexible mechanisms for successful public–private partnerships would model and assist communities with demonstrable ways of productively bridging the divide between governmental agencies and private sector organizations.

Efforts to collaborate among organizations to provide a continuum of resources to the military population across the entire life cycle of service can serve to boost effectiveness and address the wide range of needs present in the population.

Further develop structures and systems that both encourage and support existing and emerging collective impact efforts; participants expressed a willingness to identify, explore, and develop metrics which capture the impact of the collaborative work already being done. Many White Oak participants believe that the only way that we will ensure that those coming home receive the support and opportunities that they need and deserve is if we create a comprehensive system of care and engagement. A collective impact model enables the development and replication of an integrated system of care.

Linking similar programs (e.g., caregiver support, military spouse hiring, or career transition) can maximize the effectiveness and reduce unnecessary redundancies of these programs, rather than result in competition for resources.

Extraordinary progress has been made in the development of trusted relationships among White Oak participants and across a number of areas including veteran and military spouse employment, military child education, access to educational benefits, and identifying the needs of military families within communities. While more work remains in this area, significant improvements in collaborative relationships are evident since the White Oak II Retreat in 2012. Participants agreed there was cause for optimism.

> A recent example took place in Ft. Bliss, TX, where non-profits and government agencies across departments collaborated on a job summit, sharing resources and space to communicate a unified message to the military community and employers about opportunities and earned benefits of military service.

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“It broadened my outlook to consider all military families and not just those

of the wounded.” 1

NEXT STEPS

Organizers brought the remaining group of participants together to achieve consensus on tasks that the group could agree to work on following the end of the retreat. The final session focused the remaining group of participants on forming a consensus on several items to focus the group toward specific action and “next steps.” Please note that the voluntary leads are not listed; all volunteer commitments will be confirmed before they are finalized.

The key results of this discussion include:

Identifying working groups of White Oak III participants to lead efforts in the major areas of consensus.

Identifying specific examples of regulation or legal policy barriers to public–private collaboration and clarifying the needed changes as well as the negative impact on the military-connected community so that changes can be addressed.

Developing specific questions related to access and utilization of VA and DoD data regarding veterans and families to understand and target needs more effectively.

> Coordinating the specific requests for information and determining available data to inform White Oak III participants about military community demographics, changing needs, and gaps in services.

> Making this information available to all White Oak III participants.

Developing collective language to be used in messaging regarding the points of agreement among White Oak III participants. Progress has been made in serving the military community as a result of the White Oak retreats. Developing a combined mission statement for the White Oak III participants will help unify messaging to the public regarding community needs and services. Some of the suggested messaging discussed included:

> The military community includes service members, veterans, families and children, and the needs among these groups are both increasing and changing.

> Creating a common “call to action” of continued service among transitioning military families and veterans that can cultivate trust within the communities they join.

> Conveying the idea that transitioning military community is the next group of civilian community leaders.

> Using sustainable business models for effective and efficient collaboration.

Identifying messaging subject matter experts to assist with message development for the various points of agreement among White Oak participants.

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The participants of the White Oak summits will benefit from knowing more about one another’s services and missions to collaborate effectively and close gaps in the range of services provided to the community.

> Sharing information regarding participant mission, objectives, services, and challenges with other White Oak participants.

Determining the appropriateness and possibility of incentivizing collaboration among participants.

Determining metrics to evaluate impact on military service members, veterans, and families of the changes in the military community so that services can be effectively disseminated and service gaps identified and targeted for future action.

American Legion Auxiliary offered to allocate AmeriCorps VISTA members from its “Call to Service Corps AmeriCorps Project” to facilitate collaboration among participating organizations to implement recommendations from the White Oak convenings.

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CONCLUSIONS

Summit participants expressed a sense of concern focusing on several consistent themes: military downsizing, dwindling budgets, and the waning support of the civilian public for the military community. On the other hand, the White Oak III participants emerged from the retreat with a sense of optimism, recognition of both the strengths and challenges that are a part of the military-connected community, and an ongoing commitment to understanding and meeting the needs of the diverse people within it.

One dominant theme in most sessions of the retreat focused on changing the collective messaging and narratives to more accurately and consistently portray the positive traits and abilities of service members, veterans, and military families. A second key theme is the need to establish a strong and effective continuum of support and services for all members of the military community across the diverse range of roles–active duty, spouses, children, family members, retirees, National Guard and Reserve troops, veterans, etc. to help address a wider range of needs within the community. Likewise, the retreat focused on the need to work effectively at the community level as opposed to relying primarily on federal level resources and programs.

Retreat participants agreed there is a need for more data regarding the ongoing needs of service members, veterans, and military families; collecting and accessing critical data was identified as a key component of effectively adapting services and supports the military-connected community’s changing situation particularly in light of the current austere fiscal environment and overall diminishing resources. Because some of that data already exists, within the VA and DoD, working groups will help to identify key information identified by the group by identifying barriers to accessing that data. Additionally, White Oak III participants called for sustained and targeted efforts to reduce the barriers between public and private organizations to improve collaboration and minimize competitiveness to result in more effective, sustainable programming and services. Finally, participants called for continued efforts to build trust and collaboration across the public, private, and non-profit sectors to help provide more adaptable, effective resources to the military and civilian communities they serve.

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APPENDICES

APPENDIX A: FACILITATORS, SPEAKERS, AND PANELISTS FOR WHITE OAK III

The following participants have agreed to have their names included in this report:

Name Affiliation

Lynly Boor ......................................................................... United Service Organizations (USO)

Sherri Brown .......................................................................................... American Red Cross

GEN George Casey, Jr., USA (Ret.) .................................................................. U.S. Army (Ret.)

Ross Cohen .................................................................... U.S. Chamber of Commerce Foundation

Sue Freeth .............................................................................................. Royal British Legion

Dr. Vivian Greentree ................................................................................... Blue Star Families

Mike Haynie ............................................................... Institute for Veterans and Military Families

COL Miguel Howe, USA (Ret.) ............................................................. George W. Bush Institute

COL Jim Isenhower, USA ...................................... Office of the Chairman of the Joint Chiefs of Staff

Nancy Jamison ..................................................................................... San Diego Grantmakers

Mary Keller ........................................................................... Military Child Education Coalition

Keith Kelly ............................. U.S. Department of Labor, Veteran’s Employment and Training Service

Dr. Peter Long ..................................................................... Blue Shield of California Foundation

Shelley MacDermid Wadsworth .................................................. Military Family Research Institute

Mike Monroe ................................................................................................. Points of Light

Craig Newmark ................................................................................................ craigconnects

Stephanie Powers ................................................................................. Council on Foundations

Joyce Raezer ....................................................................... National Military Family Association

Robert Reeg ................................................................................... American Legion Auxiliary

Wayne Robinson ............................................................................ Student Veterans of America

Kathy Roth-Douquet .................................................................................... Blue Star Families

VADM Norb Ryan, USN (Ret.) ................................................................................... MOAA

Dr. Jon Sherin ...................................................................................... Volunteers of America

Tom Tarantino .............................................................. Iraq and Afghanistan Veterans of America

Dr. Barbara Van Dahlen ...................................................................................... Give an Hour

Doug Wilson .......................................................................... Truman National Security Project

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0512Final White Oak III_Summary Report

Documents

Transcript of 0512Final White Oak III_Summary Report