1. Driving Impact: The Case for Local, Evidence Based Coordination in Veteran and Military Family Services and the AmericaServes Initiative
A Local, Impact-Focused, Coordinated Partnership, Providing Services, Resources
and Care to Servicemembers, Veterans and Military Families

2. Agenda Executive Summary Barriers to Better Outcomes The Opportunity
The Value Proposition
AmericaServes: Getting to Scale More Effectively and Efficiently
Opportunity in Practice: NYCServes
Future State
Appendix
Agenda

3. AMERICASERVES OBJECTIVES
Executive Summary
OUR VALUE PROPOSITION
AMERICASERVES
AMERICASERVES OBJECTIVES
Our work in a growing number of communities – including NYC, Charlotte, and Pittsburgh – gains commitment from key public, private, and nonprofit stakeholders
Stakeholders jointly endorse and support a common agenda that improves resource and service delivery for veterans and their families
Generate greater organizational impact
Improved individual outcomes for veterans and their families
Produce sufficient ROI for network sustainment
Develop trusted public, private partnerships between local communities and government
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
We approach these communities with resources to see the work implemented and remain engaged through governance, oversight, and measurement
By coordinating access to providers offering supportive services we are able to monitor and achieve the following outcomes:
More veterans obtain and utilize
more resources
Consistent referral enablement
Enables each organization to do what they do best
Quality across the continuum
Providers gain a better understanding of veteran needs

4. Barriers to Better Outcomes
BARRIERS TO ACCESS
Annually, nearly is spent to support veterans, yet many needs go unmet due to fragmented and complex service delivery models
$156B
53M
For Veterans, Servicemembers, Military Families
For Public, Private Nonprofit Providers
Am I eligible?
Where do I go?
What is available to me?
Can I self-triage my needs?
Lack trust and confidence in other providers
Work outside their scope
Minimal understanding of other provider capabilities
The market desperately needs coordination to holistically serve the nation’s
veterans, spouses and dependents
UNIQUE CHALLENGES BY PROVIDER TYPE
UNIQUE CHALLENGE IN COMMUNITIES
COMMUNITY AND
PRIVATE SECTOR
I need to invest my resources in way that ensures a ROI
GOVERNMENT
I cannot move quick enough to implement new initiatives
I don’t trust another organization to adequately serve my veteran’s needs… I’ll just do it myself
NONPROFITS AND VETERAN SERVING ORGANIZATIONS
Hundreds of public, private, and nonprofit organizations serving veterans and their families
Communities lack sufficient coordination to bridge the gap among providers
With >$100M in available public and private benefits and resources

5. The Opportunity THE SOLUTION THE NEED THE PROBLEM CALL TO ACTION
But rather, a lack of collaboration, coordination and collective purpose
THE SOLUTION
Maximize and sustain positive impacts on veterans and military families…
through improved evidence-based coordination of resources, services, and care
THE NEED
Develop a Collective Impact model – an innovate and proven approach to cross-sector collaboration
… a fundamental paradigm shift for how organizations can partner to tackle complex social problems
THE PROBLEM
There is a persisting gap in services for veterans, and military families
Not from lack of resources, programmatic and functional effort…
CALL TO ACTION
"Despite what you may have heard, we're very much in favor of community care. We think the system of the future will be a VA system with a VA nucleus and a community care system that surrounds it."
“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 DOD
FROM NONPROFIT SECTOR
“Collective impact starts with collective purpose, 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.”
-Jacob Harold, President and CEO, GuideStar USA
FROM VA
-Bob McDonald, Secretary of the US Department of Veterans Affairs

6. The Value Proposition FOR: VETERANS, SERVICEMEMBERS, MILITARY FAMILIES
Referred only Network Providers for which they are eligible
Monitor to verify spectrum of services are addressed
Multiple entry points into network: In person, online, and via toll-free
Reduce time to identify appropriate providers; simplified navigation
Accommodate for provider preference and location
Ability to provide feedback on experience. Outcomes inform practice and procedure
Referral management platform; reduced redundancy
Analyze provider offering, eligibility, capacity
FOR: PROVIDERS
FOR: FUNDERS
Data collection; real-time trend analysis
Brand value enhancement
Capture critical client information
Invest in network of vetted providers
Capacity to track and measure outcomes
Providers adhere to quality standards of service
Framework is grounded in evidence based research
Capacity to scale in communities

7. AmericaServes: Getting to Scale More Effectively and Efficiently
Business Case:
IVMF brings the capital to each of these communities to seed AmericaServes
IVMF has garnered support from DoD, allowing providers to work further upstream from the point of separation
The VA has established a partnership with IVMF to stand up MyVA Communities in each AmericaServes market and has provided VACO 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
IVMF has worked ‘boots on the ground’ in communities across the country to help seed, develop, and prepare communities for coordination.
We’re at a point in our evolution where we can bring markets to scale more quickly, providing governance, oversight and by relying on the leadership of existing markets
Our success has been in customizing the solution for the local community and not being prescriptive in the application of collective impact
Starting in September, IVMF will travel to nine cities to socialize AmericaServes
AmericaServes Socialization Tour Sept ’15 – Feb ’16
Boston, Massachusetts
Chicago, Illinois
Jacksonville, Florida
Orlando, Florida
San Antonio, Texas
Dallas, Texas
San Diego, California
Los Angeles, California
Seattle, Washington

8. 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
980 Discrete requests for services, resources, and care
435:43 Referral Acceptance to Rejection
522 Referrals In Process
Unique veterans, service members, and military families
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 +
= 34% of requests
= 23% of requests
= 24% of requests
= 21% of requests
Deploying a clear strategy to build and scale the AmericaServes brand
Ability to track in real time the most in-demand service domains
Analyzing recurring correlations in data requests to inform process

9. 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
Supplement with the process and protocol to enable communities to coordinate services, resources, and care for veterans, transitioning service members and military families
Integrate AmericaServes into 10 communities by the end of 2016, 30 by the end of 2017 and >50 by the end of 2018
Ensure both sustainability and scalability of public-private partnership models; using measurement and evaluation to transfer the responsibility to the public sector
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
AmericaServes Networks focus on providing resources that enable individuals to work further up the health continuum

10. AmericaServes: Historical Overview
01/14
05/14
9/14
1/15
5/15
09/13*
Strategy Development & Implementation
NYCServes
Planning Grant
NYCServes Go-Live (Through 4/2016)
NCServes - Metrolina
9/15
1/16
5/16
Strategy Development &
Implementation
PAServes Go-Live (Through 9/2017)
PAServes - Metrolina
NCServes Metrolina Go-Live (Through 7/2017)
The Opportunity
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
NCServes – Raleigh/Durham
Planning Grant
SCServes
Planning Grant
AmericaServes Tour
Nationwide Socialization
Network Go-Live

11. Care Coordination Platform Screenshots

12. Consumer Facing Ability to filter by service type
Download Network Provider qualifications
Request services directly from Network Provider
Easy access and entrance into the Network for veterans, servicemembers and military families

13. Accountable Reporting
Track referrals by Network Provider
Service type Utilization
Consumer demographics (era served, discharge, branch of service)
Total Vetfiles
Additional detail available for Vetfiles assigned to specific Network Providers
Coordination Center captures key data to determine eligibility and preferences
Coordination Center tracks status as consumer navigates through the spectrum of services

14. CONTACT:
Colonel Jim McDonough
(U.S. Army, Ret.)
Managing Director for Community Engagement and Innovation Institute for Veterans and Military Families Syracuse University p e