Equipping Community Action Agencies to Better
Serve Veterans: The Case for our Communities
and AmericaServes
A Local, Impact-Focused, Coordinated Partnership, Providing Services, Resources
and Care to Servicemembers, Veterans and Military Families
2015 Community Action Partnership Meeting, San Francisco, August 2015
Agenda
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Barriers to Better Outcomes
The Opportunity
The Community Response - AmericaServes
The Value Proposition
AmericaServes: Equipping CAAs to Better Serve
Veterans
• Opportunity in Practice: NYCServes
• Future State
• Appendix
2
Barriers to Better Outcomes
BARRIERS TO ACCESS
$156B
Annually, nearly
is spent to
For Veterans, Servicemembers, Military Families
support veterans, yet many needs go unmet due to
Am I eligible?
fragmented and complex service delivery models
Where do I go?
The market desperately
needs coordination to
holistically serve the nation’s
veterans, spouses and dependents
53M
What is available to me?
Can I self-triage my needs?
UNIQUE CHALLENGES BY PROVIDER TYPE
COMMUNITY AND
PRIVATE SECTOR
I need to invest my
resources in way that
ensures a ROI
GOVERNMENT
BARRIERS TO ACCESS
For Public, Private Nonprofit Providers
Lack trust and confidence in other
providers
Work outside their scope
Minimal understanding of other
provider capabilities
UNIQUE CHALLENGE IN COMMUNITIES
NONPROFITS AND
VETERAN SERVING
ORGANIZATIONS
I cannot move quick
I don’t trust another
enough to implement organization to adequately serve
my veteran’s needs… I’ll just do it
new initiatives
myself
Hundreds of
public, private,
and nonprofit
organizations
serving veterans
and their families
With >$100M in
available public and
private benefits and
resources
Communities lack
sufficient
coordination to
bridge the gap
among providers
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The Opportunity
THE PROBLEM
There is a persisting gap in services
for veterans, and military families
Not from lack of resources,
THE NEED
THE SOLUTION
Develop a Collective Impact model – an
innovate and proven approach to crosssector collaboration
Maximize and sustain positive impacts
on veterans and military families…
… a fundamental paradigm shift for how
organizations can partner to tackle complex
social problems
through improved evidence-based
programmatic and functional effort…
But rather, a lack of collaboration,
coordination and collective purpose
coordination of resources, services,
and care
CALL TO ACTION
FROM DOD
“One size does not fit all and the initiatives
that have worked well so far… can’t just be
imposed on every community…The best ideas I
see as I go around the country generally
happen from the bottom up, not the top
down.”
-General Martin Dempsey, Chairman of the
Joint Chiefs of Staff
FROM NONPROFIT SECTOR
FROM VA
“Collective impact starts with collective purpose,
"Despite what you may have heard, we're
and the nonprofit sector always has to remind itself
that we’re a means to an end, we’re not an end in and
of ourselves; that may mean that we’re often
referring a client or a funder to someone else.”
very much in favor of community
care. We think the system of the future will
-Jacob Harold, President and CEO, GuideStar USA
be a VA system with a VA nucleus and a
community care system that surrounds it."
-Bob McDonald, Secretary of the US Department
of Veterans Affairs
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The Community Response
AMERICASERVES
Our work in a growing number of communities –
including NYC, Charlotte, and Pittsburgh – gains
commitment from key public, private, and
nonprofit stakeholders
AMERICASERVES OBJECTIVES
Improved individual
outcomes for veterans
and their families
Generate greater
Stakeholders jointly endorse and support a common
agenda that improves resource and service delivery for
veterans and their families
We approach these communities with
resources to see the work implemented and remain
engaged through governance, oversight, and measurement
Develop trusted public,
network sustainment
private partnerships
between local communities
and government
organizational impact
OUR SOLUTION
We offer communities tailored networks of public, private,
and nonprofit resource providers who are committed
to coordinating service delivery to veterans and
their families
Produce sufficient ROI for
OUR VALUE PROPOSITION
By coordinating access to providers offering supportive services we are able to
monitor and achieve the following outcomes:
More veterans obtain
and utilize
Enables each
organization to do
more resources
what they do
best
Consistent
referral
enablement
Quality
Providers gain a
better
understanding of
across the
veteran needs
continuum
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The Value Proposition
FOR: VETERANS, SERVICEMEMBERS, MILITARY FAMILIES
Reduce time to identify appropriate
providers; simplified navigation
Accommodate for provider
preference and location
Referred only Network Providers
for which they are eligible
Ability to provide feedback
on experience. Outcomes
inform practice and procedure
Monitor to verify spectrum of services
Multiple entry points into
network: In person, online, and
are addressed
via toll-free
FOR: FUNDERS
FOR: PROVIDERS
Capacity to track and
measure outcomes
Analyze provider
offering, eligibility,
capacity
Capture critical
Brand value
client information
enhancement
Referral management
platform; reduced
Data collection; real-
Framework is grounded in
evidence based research
Invest in network
of vetted
Providers adhere to
quality standards
Capacity to scale in
providers
of service
communities
time trend analysis
redundancy
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AmericaServes:
Equipping CAAs to Better Serve Veterans
Conditions
AmericaServes Builds Upon the Success of CAAs By:
Business Case
I
IVMF brings the capital to each of these
communities to seed AmericaServes
• Meeting the specific needs of the community, adapting requirements and
strategy to both rural and metro locations
• Integrating public private partnerships that support veterans and military
families facing poverty and economic uncertainty while also equipping
them with the tools to work further upstream
• Providing the resources, tools and strategies to coordinate services at the
local level
II
IVMF has garnered support from DoD, allowing
providers to work further upstream from the
point of separation
III
• Identifying and vetting a network of providers that offer a range of
resources, care, and wraparound services
• Enabling public, private and nonprofit providers to focus on their individual
mission areas
• Leveraging the AmericaServes framework as a collective impact strategy
that can be applied to all disadvantaged populations
IV
The VA has established a partnership with
IVMF to stand up MyVA Communities in each
AmericaServes market; providing approval for
local VHA/VBA to participate in AmericaServes
In July, congress introduced the Veterans
Benefits Network Act to authorize the VA to
establish a discretionary grant program to
subsidize AmericaServes
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Opportunity in Practice: NYCServes
NYCServes launched in December 2014, including 40+ public and private providers who are committed
to transforming how military families connect to care, services and resources.
Highlights from NYCServes’ First Two Quarters:
[Data as of 1 June 2015]
712
Unique veterans, service members,
and military families
980 Discrete requests for services, resources,
and care
435:43 Referral Acceptance to Rejection
Based on the success of
NYCServes, the team has
expanded AmericaServes into 3
communities in 2014, with 4
additional communities currently
being planned for 2015
522 Referrals In Process
Deploying a clear strategy to build and scale
the AmericaServes brand
Ability to track in real time the most indemand service domains
+
= 34% of requests
+
= 24% of requests
+
+
= 23% of requests
= 21% of requests
Analyzing recurring correlations in data
requests to inform process
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Future State
In the next year, IVMF will expand AmericaServes into 10 communities and set the conditions for more than 50 by the end of 2018.
Reduces
time to
identify
appropriate
providers;
simplifies
navigation
Develop provider networks that serve disadvantaged
populations while also providing resources and care that focus
on prevention
Redistribute funding to localized human capital Coordination
Center and resources in the form of sub awards
Supplement with the process and protocol to enable
communities to coordinate services, resources, and care for
veterans, transitioning service members and military families
Ensure both sustainability and scalability of public-private
partnership models; using measurement and evaluation to
transfer the responsibility to the public sector
AmericaServes Networks focus on providing resources that
enable individuals to work further up the health continuum
Integrate AmericaServes into 10 communities by the end of
2016, 30 by the end of 2017 and >50 by the end of 2018
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AmericaServes: Historical Overview
09/13*
01/14
05/14
9/14
1/15
5/15
9/15
1/16
5/16
NYCServes
Planning Grant
Strategy Development & Implementation
NYCServes Go-Live (Through 4/2016)
NCServes - Metrolina
Planning Grant
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The Opportunity
Seeded by a planning investment from Robin Hood Foundation to
coordinate services in NYC’s 5 boroughs
In under 2 years, AmericaServes will be live in 3 markets with funding to
expand into an additional 4 markets before the end of 2016
By identifying efficiencies and streamlining strategy and implementation,
AmericaServes markets are able to scale more quickly and effectively
Through the leading investment of nationally recognized investors, IVMF is
able to introduce this innovative concept to local philanthropy
Challenged to get to scale more quickly, IVMF will travel to 9 target markets
to socialize AmericaServes and set conditions for expansion
Strategy Development &
Implementation
NCServes Metrolina Go-Live (Through 7/2017)
PAServes - Metrolina
Planning Grant
Strategy Development &
Implementation
PAServes Go-Live (Through 9/2017)
NCServes – Raleigh/Durham
Planning Grant
SCServes
Planning Grant
AmericaServes Tour
Nationwide Socialization
Network Go-Live
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CONTACT:
Colonel Jim McDonough
(U.S. Army, Ret.)
Managing Director for Community
Engagement and Innovation
Institute for Veterans and Military Families
Syracuse University
p 315.415.4050
e [email protected]