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www.LatinoVeteran.org

This issue is very important to us; We are deeply, personally, and professionally invested in
improving the resources and opportunities available to Latino military members, veterans,
servicemembers, and their families, as well as all the people that support them.
We have had multiple discussions over the years on the changing the future narrative for Latino
Veterans and their families, and have agreed that it is vital to the success of Illinois that we
change the narrative from what has been accepted in the past. Latino Veterans and their families
are strategic assets to their community, state, and country. Our Latino Veterans and their families
deserve to be recognized for their above and beyond contributions throughout this great nations
history.
The newly formed Latino Veteran Committee of the Illinois Latino Family Commission can
strengthen the ties that binds us together. LVC is the greater good its the purpose above the
individual agendas of each of the members and their agencies, departments, organizations that
comprise its membership, because its goal is to harness all of those resources in such a way that
the Latino Veteran and their families can be cared for holistically, completely. By coordinating
all those services on both a web platform and in real-world application, we can assist and support
through the subcommittees and local collaboratives, governmental and non-governmental
organizations serving Latino Veterans and their families.
The foundation has been laid, and its a strong enduring foundation, based in law, legislation,
statutes, and policies that strengthen the ILFC and the LVC indefinitely. The success of the LVC
is in our hands. We are only lacking your participation.
Without the proper Latino veteran leadership at the table, all the work we have put into this
country goes unnoticed, and lessening our individual efforts to support the goal and create a
better future for all Latino veterans and their families. This will require our LVC members to
participate on committees task forces, roundtables, and provide substantive communication
between us and their area of expertise in government, companies, or organizations. Every day
that goes by without a Latino Veteran leader at the table is another thread in this tapestry
unraveling. You have been selected because, as a leader in your area, you are comprised of the
right character and vision to be a proper custodian of this crucial responsibility.
I made some notes regarding my vision for the Chair and Co-Chair initiating this great body of
leadership, and then how each of us can accept responsibilities in our area of comfort and
excellence to add value to the LVC as acting members.
The Chair and Co-Chair (and any member that volunteers) will be many things: a representative,
an outreach coordinator, a social worker, an organizer, a fundraiser, and a relationship builder.
Because of this, the individual must possess skills that enable them to communicate the vision of
LVC to a wide array of people, from service providers, to bureaucrats, to elected officials, to
business leaders. They must possess a clear understanding of the Latino Veteran and their family
resource topography and how service silos and inter-organization competition is an enemy to
the greater good of serving Latino Veterans and their families holistically.
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As a representative, the LVC members should be one who intimately understands the struggle of
transitioning from the military world to the civilian sector. Being a Veteran immediately gives
the LVC legitimacy among fellow Latino Veteran and their families, who are often suspicious of
vested interests and ulterior motives. As long as the Latino Veteran is honest of the nature of
their service, it should not matter whether they are a combat Veteran or not simply that they
understand the nature of military service and how its benefits and effects are lifelong.
As an outreach coordinator, the LVC members are also in the role of continually promoting LVC
and its role of coordinating services, policy and legislative recommendations, etc.. on
a statewide level. It is imperative that we do not look at Illinois as having only two cities,
Chicago and Springfield. The LVC members must understand that Illinois is a state of service
and that there are Latino Veterans and their families in every county. In fact, Latino Veteran and
their families that are not close to metropolitan areas are in desperate need of community-based
services in the absence of VA care. The Chair and Co-Chair must also grasp how Veterans
Choice and the Patient Protection and Affordable Care Act can be coordinated with LVC.
As a social worker, the LVC members must understand the social service realm, and have an
altruistic and compassionate attitude towards those that are struggling to meet basic needs of
food, housing, shelter, employment, and medical and mental healthcare. The LVC looks to
leadership from a Latino Veteran who has worked in social services, and/or as a case manager
would be ideal, as case managers have to coordinate every aspect of a clients life to ensure each
basic need is being met. Its not that the LVC members will be doing this hands on; rather, its
their understanding of struggling persons and social systems that will guide the Chair and CoChair in their greater role.
As an organizer, the LVC members must be a liaison, bringing together government, companies,
and community-based agencies towards a common goal. This is no easy task in the social
service world, as organizations compete over finite resources and duplicative services. Through
their ability to organize, the Chair and Co-Chair must be able to provide a clear vision of what
LVC can be, and communicate service gaps and service opportunities to organizations to help
dismantle this competition between organizations.
As a fundraiser, the LVC members must understand why the LVC was established. They must
have a grasp of the social economic climate of social service agencies post-2008, and how
private funding has to be leveraged in the steady decline of state funds. There is money out there
for this cause. The ability to communicate the need for LVC to funders through relationships and
grant applications is imperative.
The LVC members are relationship builders, and tie all of these roles together, for it is
unrealistic to expect the Chair and Co-Chair to deliver on all of these aspects, all of the time. It
will be imperative for this this Committees members and the Illinois Latino Family Commission
to be able build relationships and leverage them to get LVC closer to its intended vision. There
is a wealth of social capital available to help this mission there are Latino Veterans and their
family members in many city, county, state, federal government departments, agencies, private
companies, foundations, and community-based organizations that will get it, and if the LVC is

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able to inspire these individuals to help in the greater goal, then our service will be infinitely
easier and the ability to achieve the mission that much more secure.

Who
When

What
How

Where
Why

Who it begins with you joining us as a member of the LVC

What The Latino Veterans Committee of the ILFC is committed to promoting the health,
wealth, opportunity, and equity for Latino veterans and their families throughout the State of
Illinois.
The purpose of the Illinois Latino Family Commissions Latino Veterans Committee is to advise
the Governor and General Assembly, as well as work directly with State agencies to improve and
expand existing policies, services, programs, and opportunities for Latino Veterans and their
families.
Based on the solid foundation created by Chairman Henry Hank Martinez and Executive
Director Layla Suleiman Gonzalez in the formation and strengthening of the Illinois Latino
Family Commission.

ILLINOIS LATINO FAMILY COMMISSION ACT

Source: Illinois General Assembly
EXECUTIVE BRANCH
(20 ILCS 3983/) Illinois Latino Family Commission Act.
Sec. 1. Short title. This Act may be cited as the Illinois Latino Family Commission Act.
(Source: P.A. 95-619, eff. 9-14-07) (20 ILCS 3983/5)
Sec. 5. Legislative Findings. It is the policy of this State to promote family preservation and to
strengthen families.
(Source: P.A. 95-619, eff. 9-14-07.)

(20 ILCS 3983/15)

Sec. 15. Purpose and objectives. The purpose of the Illinois Latino Family Commission is to
advise the Governor and General Assembly, as well as work directly with State agencies to
improve and expand existing policies, services, programs, and opportunities for Latino families.
Subject to appropriation, the Illinois Latino Family Commission shall guide the efforts of and
collaborate with State agencies, including: the Department on Aging, the Department of Children
and Family Services, the Department of Commerce and Economic Opportunity, the Department
of Corrections, the Department of Human Services, the Department of Public Aid, the
Department of Public Health, the Department of Transportation, the Department of Employment
Security, and others. This shall be achieved primarily by:
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(1) monitoring and commenting on existing and proposed legislation and programs
designed to address the needs of Latinos in Illinois;
(2) assisting State agencies in developing programs, services, public policies, and research
strategies that will expand and enhance the social and economic well-being of Latino children
and families;
(3) facilitating the participation and representation of Latinos in the development,
implementation, and planning of policies, programs, and services; and
(4) promoting research efforts to document the impact of policies and programs on Latino
families.
The work of the Illinois Latino Family Commission shall include the use of existing reports,
research, and planning efforts, procedures, and programs.

Where statewide, wherever you are located, and whatever job, activities, community you
belong to, thats where the LVC will be too.

When Now email me back saying that we can count on you as a member of the LVC
How 1) email me a confirmation that you agree to be a member of the LVC
2) Come to our first mega meeting as the Latino Veterans Committee on June 5th, 2015. One day
of unity, fellowship, planning our first statewide Latino veterans and families Resource Summit
and Conferences (over 1000 participants).

Why each of us has our why, and as a member, we would like you participate with us in
making your why video (to be posted on the website) of why the LVC is long overdue.
Dolores Huerta recently said its a shame that in 2015 we still have so many firsts, as a Latino
Community. Its a shame that these things havent been created and continued since long ago,
well, the LVC is a first in many ways, but we can help to change the future for all Latino
Veterans and their families so that through policies, legislation, programs, and inclusion of our
Latino Veterans at the decision making tables, together we can change our future.
Henry Hank Martinez and Christopher LaFayelle
Chair and Co-chair of the Latino Veterans Committee of the ILFC

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Mission: effectively inspire veteran advocates, organizers, and leaders to

advocate for, educate their perspective communities on the opportunity for,
and the value of culturally competent, bilingual, community based affordable
veterans housing and supportive services, and inspire into action.
Communities that have achieved significant reductions in veteran
homelessness generally have a few things in common: a sense of urgency,
strong leadership and key stakeholders who meet on a very regular basis.
The neighborhoods surrounding the Borinqueneers facility is poised and
organized to tackle this momentous task.
VetComm (Vet, short for Veterans, and Comm, the active military term for
communications), the advocacy group charged with leading this effort is
spearheading this Statewide program for the benefit of Veterans living in
Humboldt Park and the Northwest Side of Chicago. More information can be
accessed via the Internet at VetComm.org and LatinoVeteran.org
Short-term goals:

House all Veterans who qualify in Borinqueneers housing.

Find additional support and services for local Veterans.

Create awareness of the lack of housing support for homeless

Veterans.
Long-term purpose:

Create additional resources for veterans and their families.

Create recommendations based on local needs assessments that

later will become improved policies and legislation.

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Guide to Creating VetCommsVeterans Advisory Committees

Prepared for: Each separate entitity.
8th District
Address???
phone???
Prepared by:
Latino Resource Institute of Illinois
www.lrii.org
Office (773) 356-5923
Fax (773) 356-5925

Acknowledgements
We are in the midst of an exciting national movement, endorsed by Veteran
and family services entities and Veterans alike, to engage Veterans and
families as partners with their access to veterans services and support.
Including Veterans in the implementation of initiatives to improve Veteran
programs has given new meaning to Veteran-centered services.
We are proud of the time, talent, and wisdom shared in order to make this
dream a reality. Henry Hank Martnez, Christopher LaFayelle, Rodrigo
Garca, Gilbert Villegas, Luis Arroyo Jr., Roberto Maldonado, Hipolito Roldan,
Layla Suleiman Gonzlez,
We hope this guide will inspire people to action.

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Guide Structure
The Guide to Creating a VetComm Advisory Committee includes the following
sections:
Chapter 1. Introduction. Chapter 1 serves to provide relevant background
information to the reader and source of inspiration for the creation of the
committees.
Chapter 2. Veteran Advisory Committees. This portion serves as an
introduction to how and why Veteran Advisory Committees have become part
of the Veteran movement. This portion of the guide will be most useful to
individuals who are considering whether they want to develop a Committee.
It includes a description of the benefits of creating a community-based
Veteran Advisory Committee, access to veterans services and support, and
the community at large. The information in this section could be used as
justification and validation to gain support for developing a Committee from
leadership and governing bodies.
Chapter 3. Steps to Creating a Veterans Advisory Committee. This
portion outlines 10 specific steps for those who are ready to launch a
community-based advisory committee. This is the nuts and bolts section
that will be useful to advocates who are responsible for committee
development, implementation, and evaluation. Detailed descriptions are
provided for the user to adopt or adapt to their specific community.
Appendixes. This section provides examples of documents and forms that
were create specifically for this project. In most cases, these documents can
be adopted and adapted to meet the specific needs of the setting in which
they will be used.

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Table of Contents
Chapter 1. Introduction........................................6
Chapter 2. Veterans Advisory Committees............8
Chapter 3. Steps for Creating a Veterans Advisory
Committee..........................................................9
Step 1Determine the Scope of the Committee.....................................................9
Step 2Select the Team....................................................................................... 11
Step 3Determine a Budget.................................................................................14
Step 4Confirm Team Members...........................................................................14
Step 5Conduct the Orientation Meeting.............................................................15
Step 6Conduct Regular Committee Meetings.....................................................17
Step 7Elicit Public Relations Support and Community Engagement...................18
Step 8Conclude with a Meeting..........................................................................19
Step 9 Measure Success..................................................................................... 20
Step 10Sustain the Partnership Model...............................................................20

Appendixes.......................................................22
Appendix A. Project Goals and Objectives.............................................................22
Appendix B. Committee Information Sheet and Application..................................23
Appendix C. Confidentiality Statement.................................................................25
Appendix D. Vision and Mission Statements..........................................................26
Appendix E. Meeting Ground Rules.......................................................................27
Appendix F. Meeting Evaluation.............................................................................28
Appendix G. Brochure............................................................................................ 30
Appendix H. Advertisement................................................................................... 31
Appendix I. Process Objectives, Measurements, and Evaluation Strategies..........32
Appendix J. Approvals............................................................................................ 34

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Chapter 1. Introduction
This Guide for Developing VetComm, which is a Community-Based Veterans
Advisory Committee is being made available to readers with the intent that it
will provide information and guidance to empower individuals and
organizations to develop community-based Veterans advisory committees.
The information in this guide can help those who seek to convene advisory
committees that involve Veterans, consumers, practitioners, and veterans
service, family services and community organizations for the purpose of
bettering the lives of veterans and their families, and driving change in
Veterans affairs through advocating, educating, and inspiring into action.
Veterans in the Hispanic community have been excluded in Chicagos
veterans housing. There are currently 1.2 million Latino Veterans, and in ten
years Hispanics will compose two in every ten American Veterans. Yet our
city has not built enough affordable supportive veterans housing to serve
these men and women, up until now. The Hispanic Housing Development
Corporation has built a four-story, 49-unit facility of supportive homes in the
Chicago neighborhood of Humboldt Park, that serves the unique needs of
bilingual veterans.
The facility carries the name of the 65th Infantry Borinqueneers- a highly
decorated Puerto Rican Army regiment that fought in World War I, World War
II, and Korea, and was honored with the Congressional Gold Medal in 2014.
The importance of ensuring this projects success, not only for neighborhood
veterans but also for all following veterans housing projects, cannot be
overstated.
A solution to our Veteran programs issues, including the plan to develop 20
VetComms- Veterans Advisory Committees derives from a Veteran peer-topeer perspective starting with the points of light in each neighborhood. A
point of light is an individual within their community who is above and
beyond, that can help us outreach, educate and inspire seniors to help
elevate their issues. Once their issues are identified, they are then
introduced to the Circle of Care. The Circles of Care assist individuals to
efficiently access supportive services by seamlessly defining who, what,
when, and where the client is and the best fit to provide services nearby
while adhering to the no wrong door policy. Circles of Care encourages
every not for profit, community based organizations, veteran service
organizations, public offices, and government agencies, etc., to use this tool
and be part of the circles which fit within the services they provide. The
Circles of Care provide high quality, secure, comprehensive, and easily
accessible location-based information and efficient access to services that
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support all veterans/seniors and their families that are in need, as well as the
organizations, its partners, the local community, and the general public.
Circles of Care is designed with a true, Veteran-Centric approach where
veterans and their families are at the epicenter of all Circles of Care. The
Circle of Care will strengthen the veterans community with best practices
and pertinent information in English and Spanish. This will ensure consistent
direction of local, state, and Federal support by identifying the exact need
and providing direct access to services. It will also strengthen our Veteran
leadership as Peer-to-Peer support specialists that live within each
community. These specialists have a true boots on the ground mentality to
pinpoint the local issues helping to better prepare readiness by acting on
present or future situations, initiatives, and guarantee social impact for
veterans. We understand what it takes to put together a supportive services
program, as well as culturally competent services, that truly serve the needs
of veterans and their families whether it be employment, volunteerism, or
homelessness, mental health needs, re-entry, or substance abuse issues.

June 2015
ILLINOIS LATINO FAMILY COMMISSION ACT
Source: Illinois General Assembly

EXECUTIVE BRANCH
(20 ILCS 3983/) Illinois Latino Family Commission Act.
Sec. 1. Short title. This Act may be cited as the Illinois Latino Family Commission
Act.
(Source: P.A. 95-619, eff. 9-14-07.) (20 ILCS 3983/5)
Sec. 5. Legislative Findings. It is the policy of this State to promote family
preservation and to strengthen families.
(Source: P.A. 95-619, eff. 9-14-07.) (20 ILCS 3983/15)
Sec. 15. Purpose and objectives. The purpose of the Illinois Latino Family
Commission is to advise the Governor and General Assembly, as well as work
directly with State agencies to improve and expand existing policies, services,
programs, and opportunities for Latino families. Subject to appropriation, the
Illinois Latino Family Commission shall guide the efforts of and collaborate with
State agencies, including: The Department on Aging, the Department of Children
and Family Services, the Department of Commerce and Economic Opportunity, the
Department of Corrections, the Department of Human Services, the Department
of Public Aid, the Department of Public Health, the Department of Transportation,
the Department of Employment Security, and others. This shall be achieved
primarily by:
(1) monitoring and commenting on existing and proposed legislation and
programs designed to address the needs of Latinos in Illinois;

11 | P a g e

(2) assisting State agencies in developing programs, services, public policies,

and research strategies that will expand and enhance the social and economic
well-being of Latino children and families;
(3) facilitating the participation and representation of Latinos in the
development, implementation, and planning of policies, programs, and services;
and
(4) promoting research efforts to document the impact of policies and
programs on Latino families.

This document is in the public domain and may be used and reprinted
without special permission.

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Chapter 2. Veterans Advisory

Committees
The success of any team requires active participation from every member.
The approach taken neglects the most critical member of the teamthe
Veteran. Programs and policies are developed without Veteran input. Policy
and legislation is created around the Veterans. Schedules and processes are
created to meet the needs of veterans services and support. The politicalcentric approach does not view the Veteran as an engaged team
member.
We are effectively creating a Call to Action to form these Veterans Advisory
Committees, meet monthly, to involve all veterans and their Aldermen, State
Representatives, Senators, Congressmen, and police, schools, library, and
other community leaders.
The formal approach to engaging Veterans in programs and processes is
through Veteran Advisory Committees. Several Veteran organizations are
leading this effort, including but not limited to VetComm.org,
LatinoVeteran.org, and the Latino Resource Institute of Illinois (LRII).
This guide provides the tools needed to create a VetComm -Veteran Advisory
Committee in your community. Using these resources, you will have all the
components to build a successful team.
Benefits for Veterans include:
Becoming more aware and better educated on housing, employment, and
health services available to them.
Gaining a better understanding of the Veteran services system, including
their organization.
Appreciating being part of the program, listened to, and having their
opinions valued.
Becoming advocates for their organization.
Understanding how to be an active participant in their own care systems.
Recognizing that collaboration with their service providers leads to better
self-management.
Learning to be advocates for their family, and fellow Veterans.
Benefits for community and Veterans care providers include:
Learning what the priority concerns are for Veterans.
Hearing directly from their Veterans.
Transforming their culture toward Veteran-centered care.
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 Developing programs and policies that are relevant to their Veterans

needs.
Strengthening their community relations.

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Chapter 3. Steps for Creating a

Veterans Advisory Committee
Step 1Determine the Scope of the Committee
The first steps in creating a Veteran Advisory Committee are often the
toughest. The concept of bringing Veterans to the table as part of the team
can be intimidating, and Veterans feel the same way. Organizing projects
according to the steps identified in this guide will help the process go
smoothly. However, dont let the planning prevent you from moving forward.
At some point, you need to take that first step, and soon after you will see
the benefits of partnering with your Veterans.

What: Define the Committees Goals and Objectives

Organizations that are just beginning to bring Veterans to the table should
start with small, narrowly focused projects. This gives both providers and
Veterans a chance to become familiar with a partnership collaboration, work
out logistics, and introduce the concept to organizational leaders. Small,
successful projects create the confidence to move toward a larger
Committee with broader goals.
Even with larger Committees, it is important to continually reinforce the
focus on the goals and objectives established at the beginning of projects. To
do that, organizations should:
Select a specific process or aspect of care that is focused and clear.
Conduct a Veteran focus group to identify the primary concerns of the
organizations target audience.
Identify a concern from available, established data and metrics.
Define objectives that are achievable and measurable with parameters.
Focus on a particular process or aspect
Select a specific target population to be the focus of the project goals.
Select specific goals and objectives for the Committee to address.
See Appendix A for an example of project goals and objectives.

How: Define the Committees Parameters

The Committees limitations and restrictions should be clearly established
and defined for its members. Parameters that should be defined include:
Timeframe. A specific timeframe should be developed and followed to keep
the Committee moving forward. For teams that are just beginning to initiate
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Veteran involvement, the project timeframe should be kept very short, e.g.,
less than 6 months.
Budget. Financial resources available for the Committee and its project
should be clear. In addition to the sponsors providing financial support for
the project, other organizations, including vendors and product
manufacturers may wish to lend support as well. However, these other
sources of support may have restrictions or associated requirements. For
example, if a vendor or manufacturer is willing to provide financial support or
contribute products, it may control the rights for advertising or insist that its
logo be displayed on the final products. The committee should decide initially
from what sources they are willing or legally able to accept support, either
financial or otherwise.
Organizational support. In addition to financial support, the organization
may provide other resources, including staff time, meeting rooms, and office
supplies.
Technology. The availability and capability of technology support for the
Committee, as well as the project, should be defined.
Meeting logistics. The monthly meeting time, place, and length of
meetings, and total duration of each committee project period should be
established.
Roles and responsibilities of team members.
Evaluation and outcome measurements. Data collection methods and the
analysis plan should be included.
Scope of project. Clarify what the Committee will not be addressing.

Who: Define Committee Membership

A Veteran Advisory Committee should be a multidisciplinary team and
include representation from the targeted Veteran population and the
providers who care for these Veterans. Overall elements to keep in mind
include:
Committee size. Start small. If this is the first project that includes
Veterans, consider including just a few (e.g., less than five) Veterans on the
team. A larger Committee may be established after staff members are
comfortable with the process of working collaboratively with Veterans on a
project team. Veteran advisory Committees should be kept to 20 total
members. This size allows for diverse representation but is small enough for
effective communication and consensus development.

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Committee membership. At least half of the Committees members should

be Veterans. This allows for equal representation of Veteran and provider
perspective. Veterans feel more comfortable sharing when there are other
Veterans present and when they are not outnumbered. To create a diverse
Veteran membership for the Committee, consider Veterans ages, genders,
and cultural or racial backgrounds.
Veteran Care Providers comprise the remaining membership of the
Committee. Representatives from the following groups may be considered:
Caregivers who provide assistance to Veterans.
Community activists.
Clergy.
Political leaders.

Step 2Select the Team

The membership of the Committee is critical to successfully building a
partnership between the community and Veterans. Roles of the Committee
members in this project should be explicit. Recommended members, their
key characteristics, and their specific roles and responsibilities follow.
Veterans
Veteran members on the Committee provide the primary perspective to each
project goal. They do this through sharing their own opinions and expertise
as well as experiential knowledge from family members, or friends
encounters with the Veterans services. Key characteristics of the Veteran
representative should include:
Good communication skills.
The ability to collaborate with diverse individuals in a group setting.
Representation of the community in which the Committee exists, including
cultural, racial, or ethnic communities.
Firsthand knowledge of the topic at hand. For example, if the Committee is
focused is on a specific medical issue, Veteran representatives should either
have experienced the condition, or have a family member that has.
Roles and responsibilities of the Veteran representative include:
A focus on the specific project goals and objectives.
Commitment to improving care related to the project goals.
The ability to maintain confidentiality.
A willingness to communicate relevant information with family, friends, and
the community to contribute to the successful achievement of the project
goals and objectives.
Recruiting Veterans can be the most intimidating step of establishing a
Veterans Advisory Committee. Remembering that Veterans are friends,
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neighbors, Veteran Care Providers, and sometimes family keeps this in

perspective. To successfully recruit potential consumer Committee members:
Obtain referrals from access to Veterans services and support. The
committee coordinator should talk about the Committee goals, describe the
eligibility criteria, and ask the community to make recommendations from
their Veteran population.
Establish initial contact with the Veteran. A direct request from the
coordinator shows the Veteran that his or her participation and opinion is
valued.
Provide follow-up by having the project coordinator call Veterans who agree
to learn more about the project. This interview should provide specifics about
the committee, including roles and responsibilities of the Veteran
representatives on the Committee. Sufficient time, up to a week, should be
allowed for Veterans to consider the opportunity to participate.
A broad range of members should participate to represent the complete
Veteran and Veteran family experience. A key component of a committee
member is willingness to work collaboratively with Veterans and other
members. Veteran and other representatives on the Committee should be
accepting of collaboration in a Veteran-centered care model.
Team Leader
The Team Leader is the coach of the team. He or she develops the project
concept, acquires the necessary funding and organizational support, selects
the project coordinator, and manages the entire project. Key characteristics
for a Team Leader include:
Leadership position experience.
Expertise with the content of the project goal and objectives.
Time available to devote to the project.
Communication skills to work comfortably with a diverse group of
organizational leaders, professionals, Veterans, and Veteran Care Providers.
Knowledge of project evaluation and data analysis.
Team Leader roles and responsibilities include:
Developing project goals and objectives.
Defining the Committees role in the project goals.
Obtaining organizational support for the Committee and project.
Acquiring financial support for the Committee and project.
Being a member of the Committee and participating in meetings.
Overseeing project evaluation and data analysis.
Ensuring the project is completed on time.
Committing the necessary time, depending on the scope of the project.
Committee Coordinator
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A critical person for successful implementation of a Veteran Advisory

Committee is the committee coordinator is responsible for the day-to-day
management of the Committee and its activities. The coordinator should be
the first staff member identified and engaged in the project. A committee
coordinator should be:
A personable individual with excellent communication skills who is
sensitive to individual Committee member needs; respects diversity; is able
to interact with different personalities and professions; and is able to build a
team based on trust, honesty, and respect.
Connected to the community. For a Veteran-based Committee, the project
coordinator must have relations with Veterans organizations. This helps build
trust with Committee members and facilitates the introduction of the project
into other Veterans groups.
Committed to the Committee projects. The coordinator needs to have
sufficient time devoted to the project.
Committee coordinator roles and responsibilities include:
Working directly with the Team Leader.
Informing/updating other Committee members.
Serving as the primary liaison to the Committee members; providing
communication with Committee members via individual communications,
meeting agendas and minutes; and addressing individual concerns or needs.
Chairing all Committee meetings.
Working with external community organizations through communications,
meetings, and presentations.
Coordinating and participating in public relations and media activities,
including press releases, media presentations, and public events.
Developing and implementing project strategies and interventions in
conjunction with other team members.
Monitoring project budgets.
Committing the necessary time, depending on the size of the project.
Community Representatives
Veteran Care Providers should be included in a community-based
organization. Including community representatives broadens the scope of
perspectives beyond that of the Veteran or other agency representative. The
inclusion of other Veteran Care Providers recognizes the role a community
plays in Veterans affairs as well as the community itself. Community
representatives may not be always necessary for a small project or an
organizations initial startup. Examples of community organizations to
consider for representation include:
Community-based organizations, such as Kiwanis, Rotary Club, Lions, Elks.
Churches.
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 Local government health and social service program, police, fire

department, schools.
Social service agencies.
Community meal sites.
Senior apartments.
Social clubs.
Public libraries.
Community representatives should:
Represent the local community that is a stakeholder in the project goal or
represent a community organization that has significant membership from
Veterans and providers who are affected by the project goals and objectives.
Be willing to exchange information between Committee and their
community organization.
Accept the concept of collaboration among diverse participants.
Roles and responsibilities for a community representative include:
Focusing the work on the specific project goals and objectives.
Committing to improving Veterans programs within the community.
Maintaining confidentiality.
Communicating and sharing relevant information between the Committee
and the community.
Committing necessary time throughout projects.

Step 3Determine a Budget

Establishing a Veteran Advisory Committee does not require significant funds
or immediate source of funding. Many small projects can be completed with
minimal staff time, volunteers, and use of existing facilities. However, an
organization that wants to establish a larger committee, both in members
and role, may need to commit resources to ensure its success. See Table 1
for suggested budgetary items.
Table 1
Category
Guest speakers

Staff

Meetings

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Item

Est. Cost per Item

Quantity/Frequency

Stipend per meeting

$25-100

Team specific

Team Leader

Hourly salary

1-5 hrs./week

Project coordinator

Hourly salary

5-20 hrs./week

On-site lead

Hourly salary

1-2 hrs./week

Room rental fee

Site specific

Food

Site specific

Supplies (binders, paper,

Site specific
pens)

Community Awareness

Printed brochures and

pamphlets

$.10

Print advertisements

$5,000

Press releases

Free

Quantity of 12,000

Step 4Confirm Team Members

Each person who agrees to participate on the Veterans Committee should
complete an application form and sign a confidentiality statement. The
application should provide eligibility criteria for and details on Committee
membership. See Appendix B for a sample application form. The form should
include at a minimum:
A description of the committee, goals, and objectives.
The criteria for membership.
The responsibilities and roles of members, including time commitment.
See Appendix C for a sample confidentiality statement.

Step 5Conduct the Orientation Meeting

Because of the sensitivity of both Veterans and providers in participating in
this new model, all Committee members should receive orientation. For a
small project that includes few Veterans on a team, the orientation can occur
with one-on-one discussions at the first meeting. For larger Committees with
broader goals and objectives, up to several days can be devoted to
orientation.
The focus of the orientation for small or large projects is to ensure that both
Veterans and the community understand the process of collaboration as well
as the specific project goals. Potential barriers for a successful collaboration
between Veterans and Veteran Care Providers should be addressed at the
initial meeting. See Tables 2 and 3 for barriers that meeting planners should
consider and actions that can be taken to remedy the barriers.
Holding the meeting in a special location, such as a hotel meeting room or
conference center rather than a small ward office, provides an atmosphere of
excitement and attention to the importance of the Committee. A facilitator or
outside speaker may help lead the Committee, especially if no one has
previously participated in a collaboration with Veterans and providers. An
outside speaker who has experience in consumer advocacy can relate the
importance of this initiative.
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The orientation meeting can also be a forum to build rapport and trust
among Committee members. Sharing personal experiences related to the
project goal helps create an environment of trust, and ice-breaker exercises
that have Veterans and providers working together can initiate relationship
building.
For a long-term Committee with a broad assignment, developing vision and
mission statements as a team can be a constructive process of team
building. The vision statement describes how the Committee views the ideal
future for the Veteran and Veteran family services. The mission statement
describes the primary objective of what the Committee is trying to achieve.
See Appendix D for a sample mission and vision statement document.
Table 2 Veteran Barriers to Successful Collaborative Meetings
Potential Veteran Barrier
Concerns about damaging their relationships support
providers if their comments are negative.

Concerns that their opinion may not be valued or

respected

Unfamiliarity with Veterans benefits systems; belief that

they do not have enough knowledge to participate
constructively.

Logistical complications limiting their availability to

participate in meetings.

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Recommended Action

Select representatives who have trusting

relationships with provider representatives.

Use first names and no titles during council

meetings.

Ensure ground rules define respectful

listening.

Clearly identify and provide access to the

project coordinator.

Select representatives who have trusting

relationships with provider representatives.

Use first names and no titles during meetings.

Ensure ground rules define respectful

listening.

Clearly identify and provide access to the

project coordinator.

Provide educational materials, such as articles

and presentations, on relevant information for
the project.

Conduct all council meetings using

understandable terminology and jargon.

Select a meeting time and location to meet the

needs of the Veteran representatives.

Concerns about being valued active participants and

contributors.

Provide support, such as childcare and

translator services, if necessary and possible.

Provide a financial stipend to cover personal

costs, and reimburse them for their time
commitment.

Define initial project goals and objectives and

allow flexibility to accommodate council input
and direction.

Assign homework and responsibilities to

members to actively engage them.

Table 3 Veteran Care Providers Barriers to Successful Collaborative

Meetings
Potential Veteran Care Provider Barrier
Concerns about revealing problems and mistakes in the
system.

Concerns that Veterans will use the council as an

opportunity to vent complaints.

Concerns that a small number of members will not be

representative of all residents of the community.

Recommended Action

Review literature and examples from other

organizations that undertook similar councils.

Obtain confidentiality statements from council

members.

Limit the scope of the project.

Select appropriate community representatives.

Limit the scope, focus, and duration of project.

Select a project coordinator with meeting

facilitation skills to keep the council on track.

Recognize the limitations of representatives.

Highlight the current lack of any community

perspective without their involvement.

Propose to expand number of community reps

if initial project is beneficial.

Start with a small project.

Cost of project.

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Inexperience with community projects or Veterans

projects.

Explain the limited funding needs.

Explain that many patient representatives do

not expect payment or costly services for
participating.

Provide one-on-one education and a project

description by Team Leader.

Select project coordinators who are familiar

with and trusted by providers.

Select a small, short-term project for initial

member involvement.

Select representatives who are not resistant to

innovative ideas.

Step 6Conduct Regular Committee Meetings

Organization, planning, and preparation are key elements of an effective
VetComm meeting.
Ground Rules
Define the ground rules, which should include respect and honesty, to set
the tone for all meetings. See Appendix E for sample ground rules.
Honor the ground rules, using the facilitator to ensure they are followed.
Speak in non-military terminology.
Agree to address all VetComm members in the same manner (i.e., by their
first names) to avoid an authority gradient.
Logistics
Meeting times. Set meeting times so they are convenient for members.
Consider any special needs committee members have. For example, some
older Veteran representatives may prefer meetings to be held during
daytime.
Location. Set a meeting location that is centrally located for all VetComm
members. If there are political or community issues that could influence the
committee, consider a neutral location where all members are comfortable.
This may be in a location that is not owned by the sponsoring Veteran and
family services organization. Meeting in a community-based organizations
site may demonstrate community involvement in the project.

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 Project commitment. Define the time commitment of the project, such as

number, frequency, and duration of meetings, and the duration of project
period. Meetings that are too long may not be productive. A specific project
period keeps the committee committed to completing its objectives within a
defined timeframe. Meetings that are held less often than every month may
lead to a loss of enthusiasm for the project. Months with multiple holidays
may cause scheduling conflicts for Committee participants; consider not
holding meetings during those months.
Stipends. A stipend may be offered to VetComm members for their time
and effort. Veterans often do not accept the stipend, but the offer of one
reflects the value that an organization puts on their contributions to the
project. A stipend may range up to $100, depending on available resources,
duration of meetings, and length of the project.
Support services. Detail the services that will be offered during meetings
for VetComm members, such as food, childcare, transportation, parking, etc.
Room setup. Arranging tables and chairs in a circle is most conducive to
discussion and visually associated with no hierarchical relationship among
the team members.
Binders. Provide each committee member a binder to maintain their
materials. Include a list of members names and contact information (after
getting approval from the members to share this information); the team
leaders contact information; a description of the project mission, including
the vision, goals, and objectives; and the minutes from the last meeting.
Regular agenda items that facilitate an organized project completion and
build trust among the members include:
Check in. At the beginning of every meeting, ask VetComm members if
they have a story to share that is related to the project goal. This may
include a demonstration of the problem being addressed, a suggested
intervention, or a celebration of a success that is attributed to the
Committees efforts.
Check out. At the close of every meeting, ask each VetComm member
how he or she felt about the meeting. Did they learn something? What was
most interesting? What could have been done differently? How do they feel
the committee is doing toward meeting its goals and objectives?
Meeting evaluations. Each member should be asked to complete an
evaluation after each meeting. Share the results of these evaluations at
every meeting. If evaluations address specific concerns or recommendations,
take action to incorporate changes at the subsequent meetings. See
Appendix F for a sample meeting evaluation.
Assignments and Homework

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Committee members should receive assignments when appropriate.

Assignments help to get tasks done in a timely manner by spreading the
work, and they also give members a sense of participation in and ownership
of the project.
Use the expertise and connections of the members. For example, if one of
the VetComm members belongs to another Veteran or community
organization, ask him or her to introduce the project to fellow members or to
invite the project coordinator to the organizations next meeting.
Educational Presentations
Continuing education is especially important at the beginning of VetComm
development. This may include sharing written materials, articles, and
professional literature. Presentations by experts from within and outside the
organization provide diverse perspectives on the project goals.

Step 7Elicit Public Relations Support and Community Engagement

Public relations and marketing may be beneficial, especially for projects that
involve Veteran Care Providers and organizations beyond the Veteran and
family services system. Raising awareness in the community that the
VetComm exists highlights the organizations commitment to Veterancentered care. Community engagement may be a powerful mechanism for
promoting and efficiently achieving successful outcomes. By collaborating
with community-based organizations, consistent education and best
practices can be shared with those who provide Veteran care. Although the
primary objective for a VetComm may be to take care of their own Veterans,
the impact from a project may reach beyond those individuals and positively
affect the larger community.

Recommended public relations and community engagement strategies

include:
Creating a brochure that explains the Committees role and goals. A
sample brochure can be found at Appendix G.
Using advertisements to promote a project or intervention. A sample of an
advertisement can be found at Appendix H.
Media reports through newspapers, radio programs, and television spots to
spread the word to and beyond the community. Holding a media event, at
which reporters are invited to attend part of a Committee meeting and
interview Veteran and provider representatives, can further enhance
community awareness and engagement.
Engaging a photographer to document the workand the funthe group
had.
26 | P a g e

 Communicating with the internal organization through newsletters, e-mail,

and presentations at committee and staff meetings.
Keeping the board of directors aware of the project by addressing some of
the barriers and concerns as well as opportunities for the organization.
Engaging local government to heighten awareness among Veteran Care
Providers. A presentation to the local board of supervisors can be made.
Participating in annual Veteran Awareness Week activities connects the
Committees efforts to national programs.
Accessing community groups and social service agencies through
Committee members who are active in these organizations. These groups
may provide perspective on the project goals and assist in dissemination of
the interventions.

Step 8Conclude with a Meeting

At the conclusion of the project time period, the Committee should evaluate
its progress on the project and reflect on the Committee itself. A final
meeting should be devoted to evaluation, reflection, conclusions, and
recommendations for the future role of the Committee. Components of the
final meeting may include:
Review of the Committees history from initial planning through
implementation.
Report to the Committee on project goals, measured outcomes, and
evaluation metrics.
Reiteration of the Committees purpose: Bringing Veterans into the
organizations infrastructure and moving toward a more Veteran centered
approach to health care.
Identification of barriers and opportunities for continuation and replication
of the Committee.
Celebration of successes, even if project goals were not entirely met.
Recognition of Committee members and their efforts from organizational
and community leadership.
Completion of the final report for organizational leadership with
recommendations for continuation or replication.

Step 9 Measure Success

Several evaluation methods can be used to quantify the success of the
committee. Both process and outcome measures can demonstrate how the
organization has met its goals for involving Veterans.
Suggested process measures include:
Number of project teams that include Veterans as team members.
Number of Veterans that have been included on project teams.
Number of meetings in which Veterans participated.
Number of VetComms an organization established.
27 | P a g e

 Number of Veterans on the VetComm.

Number of meetings of the VetComm in which Veterans have participated.
Number of focus groups conducted.
Number of Veteran and provider interviews completed.
Number of interventions, tools, and materials created by the Committee to
meet the project goals and objectives.
Number of interventions, tools, and materials disseminated to Veterans and
the community to meet the project goals and objectives.
Suggested outcome measures include:
Evaluation scores from each VetComm meeting that meet or exceed the
target.
Meeting or exceeding specific project goals and objectives.
Impact of project on Veteran behaviors and practices, measured through
surveys (mail, phone, or e-mail), observational studies (at clinics,
pharmacies, or hospitals), and chart reviews.
Penetration of project impact beyond targeted population (community
penetration beyond the organizations Veteran population), measured
through surveys (mail, phone, or e-mail).
Veteran satisfaction survey results meet or exceed target.
Employee satisfaction survey results meet or exceed target.
See Appendix I for measurement examples.

Step 10Sustain the Partnership Model

The initial excitement and passion generated by the collaboration between
Veterans and providers can dissipate over time and with the practicality of
completing a project. Although Committee members often feel changed by
working in a partnership model, others in the organization may not
experience an emotional response. Therefore, both the Committee members
and the organization may lose the enthusiasm needed to continue and
promote replication after a project has been completed.
Steps to continue cultural transformation toward Veteran involvement
include:
Inviting key organizational leaders to a VetComm meeting.
Including one or more of the Veterans from the committee on a different
project. With their experience and comfort, these Veterans can demonstrate
to other staff how effective their involvement can be.
Sharing the experience with other providers and staff at meetings and
conferences. Committee members, with a Veteran representative, if possible,
should make the presentations.
Obtaining funding from nontraditional sources, such as grants,
foundations, and affiliated groups of the Veteran and family services
organization.
28 | P a g e

 Replicating Veteran involvement in small projects throughout the

organization, allowing other staff to experience the benefits of working
collaboratively with Veterans.
Reporting on the successes of the Committees efforts to organizational
leadership.

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Appendixes
Appendix A. Project Goals and Objectives
Before their monthly meetings, VetComms to establish project goals.
Examples of project goals and objectives for small and large committees
follow.
A. Scope for a small project that involves Veterans on the project team
Goal: Revise Veteran education materials that are provided to Veterans when
they are discharged from the hospital.
Objectives:
Obtain Veteran input on and recommendations for the Veteran education
materials.
Conduct three meetings with at least five Veterans participating.
Revise current materials by incorporating the Veterans recommendations.
Prepare and print materials.
Timeframe: 4 months
Budget: $10,000 to include cost of meetings, Veteran support, and printing
costs.
Funding provided by Department of Veteran Education.
B. Scope for a larger project that includes the establishment of a Veterans
Advisory Committee
Goal: Establish a Veteran-provider partnership in a community setting that
will develop interventions to improve medication.
Objectives:
Create a VetComm with Veteran and provider representatives within a
community.
Develop strategies to improve medication list accuracy in medical records
at the clinics.
Implement medication strategies that could be used by Veterans in the
community and by providers in the clinics.
Measure medication list accuracy in Veteran medical records in the clinics.
Measure the impact of the project on the satisfaction and engagement of
Veterans, providers, and the community.
Disseminate information on the VetComm and their activities.
Timeframe: 2 years

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Budget: $500,000. Funding provided by several small grants, combined with

organizational support.

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Appendix B. Committee Information Sheet and Application

A sample of the member information sheet and application for membership
follows. With minor edits, the information and application can be adapted for
use by most VetComms.

Information Sheet
What is a VetComm?
The Veteran Advisory Committee is a group of committed Veterans, Veterans
Care Providers, Political and Community leaders who work together to
improve access to Veteran programs for their local Veterans.
What are the criteria for being Committee members?
Must be a Veteran and be able to attend monthly meetings (date, time, and
location to be determined).
Must maintain appropriate and confidential handling of personal
information.
Able to listen to differing opinions and share different points of view.
Be positive and supportive of the VetComms mission.
Comfortable speaking candidly in a group.
Able to use experience constructively.
Able to work productively and collaboratively with committee members
whose background, experience, and style may be different than their own.
Able to reflect on issues and priorities that are different than their own.
What are the responsibilities of Committee members?
Be accountable to those whom they represent.
Reach out broadly and listen to other Veterans, families, and Veterans
Support Services.
Be committed to improve care for all Veterans and family members.
Maintain confidentiality at the Committee meetings and outside the
meetings.
Respect the collaborative process and the Committee as the forum to
discuss issues.
Be willing to listen to differing views.
Encourage all Committee members to share ideas and viewpoints.
What is the time commitment for VetComm members?
Members will make a 2-year commitment. The Committee will meet monthly
at a date, time and location to be determined by the members. Members
may be asked to participate in activities, such as educational workshops and
community outreach.
What kind of support will the VetComm members receive?
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 Recognition. With permission, the members of the VetComm will be

recognized through the media and other organizations.
Support in formalizing their needs and observances in a professionally
published petition and recommendations to city, county, state, and federal
leadership.

Application for Veterans Advisory Committee Membership

Date: _________________
Name: ________________________________________________________________
Street: ________________________________________________________________
City: ______________________________ State: ________ ZIP Code: ___________
Preferred Phone: __________________

E-mail Address: ______________________

1. What is your preferred way of receiving communication about the committee?

___ E-mail ___ Regular Mail
2. Is it okay to share your contact information (address, phone number, and email
address) with other members of the committee?
___ Yes ___ No
3. Are you a Veteran of the US Armed Forces?
___ Army ___ Navy_____Air Force____Marines____Coast Guard
4. Do you currently reside within the ___Ward and ____District?
___ Yes ___ No

5. What issues would you like to see the committee address?

______________________________________________________________________

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______________________________________________________________________
______________________________________________________________________
6. What special interest or experiences would you like to offer to the committee?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
C. Confidentiality Statement
VetComm members must sign confidentiality statements as part of their
membership processing. A sample follows.

Confidentiality Statement

(location) Veterans Advisory Committee

As a VetComm Member, I understand that in the course of my work, I may have access
to confidential, proprietary or personal information, and such confidential information
may be verbal, on paper, contained in software, visible on screen displays, in computer
readable form, or otherwise, and may include, but is not limited to, medical/health,
financial, employment, contractual, or institutional data.
I hereby affirm that I will not in any way access, use, remove, disclose, copy, release,
sell, loan, alter or destroy any confidential information except as authorized within the
scope of my duties with the committee. As a Committee Member, I must comply with
applicable local, state and federal laws and policies. I have a duty to safeguard and
retain the confidentiality of all confidential information. Upon termination of my affiliation
with the Committee, or earlier as instructed by the Committee, I will return to the
Committee all copies of all materials containing confidential information.
I understand that I will be held responsible for my misuse or unauthorized disclosure of
confidential information, including the failure to safeguard my information. My
obligations under this Agreement are effective as of this day and will continue after my
affiliation with the Committee concludes. Violation of these rules will result in discipline,
which may include, but is not limited to, discharge from the Committee, and or criminal
prosecution under appropriate city, state, and federal laws.

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____________________________________
Signature
____________________________________
Printed Name
_____________________________________
Date
Various State laws protect the privacy of Veteran information.
Protected information includes any information that includes, but is not
limited to, name, address, phone number, date of birth, financial information,
diagnosis, and treatment information.
In addition to defining protected information, the law requires that we must
define the minimum necessary information which employees, volunteers,
contracted agencies, and other individuals can have access to. As a
committee member, you may have access to protected information. It is
important that you recognize that any protected information can only be
used and disclosed as permitted by law. For example, this information cannot
be shared by written, verbal, or e-mail communication at school or home;
with friends or family; or outside the Veterans care facility, housing, or other
Veteran and family services facility unless specifically permitted by law.
The easiest way to remember how to implement this law is the saying, What
you see or hear here, must remain here. We require your cooperation in
following these rules.
Please sign below that you have reviewed this information, understand it,
and agree to it.
Thank you.
I have reviewed the information above, understand it, and agree to abide by
it.
Name (please print) ________________________________________________
Signature ________________________________________________________
Date ____________________________________________________________

Appendix D. Vision and Mission Statements

Sample vision and mission statements and objectives for VetComm follows.

35 | P a g e

Vision
A safe, compassionate, innovative Veteran and family services community
that listens, learns, and responds collaboratively with Veterans.
Mission
The Veteran Committee will implement a community partnership model for
the purpose of developing innovative methods to improve Veterans services.
Objectives
1. Develop tools for identification and dispensing of medications.
2. Develop community awareness of the VetComm through training and
engaging the community.
3. Improve Veterans resources.
4. Assemble data to help identify problems.
5. Develop Veteran and Veterans family services community awareness.
6. Create a consent form identifying partners.
7. Identify barriers preventing Veterans from accessing services and
programs.
8. Conduct a survey of Veterans.
9. Distribute focus group findings.
10.
Educate physicians, staff, and all access to Veterans services and
support.
11.
Research what material is currently available on this topic.
12.
Maintain credible means of measuring outcomes.

Appendix E. Meeting Ground Rules

To set the tone for the meetings and ensure all participants are comfortable,
the meeting planner creates ground rules for VetComm meetings.
Sample ground rules for VetComm meetings include:
Meetings will start and end on time.
Everyone participates. Every members opinion is valuable.
Maintain confidentiality at the meeting and outside the meeting.
Avoid sidebar conversations.
Focus on the meeting. Avoid nonemergency interruptions.
Voice your concerns at the meeting.
Decisions will be criteria-based, and the Committee will strive for
consensus.
All members will support the decisions outside the meeting.
All assignments will be completed on time.
Members will think of the big picture.

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Appendix F. Meeting Evaluation

Each VetComm member should be asked to complete an evaluation after
each meeting, and meeting leaders should share the results of these
evaluations at every meeting. A sample evaluation form follows.
Committee Meeting Evaluation
Date: __ __ -__ __ -__ __
Scale: 1 = Strongly Disagree

3 = Agree

5 = Strongly Agree

Your input about what worked for you and what didnt is truly important to us. Please give us
your feedback.

1. I was comfortable expressing my ideas and opinions.

1

Strongly Disagree

Agree Strongly Agree

2. I feel the Committee will be effective in improving communication between Veterans and
access to veterans services and support.
1

Strongly Disagree

Agree Strongly Agree

3. I feel the Committee identified problems and barriers to Veterans benefits management.
1

Strongly Disagree

Agree Strongly Agree

4. I feel my participation on the Committee will improve my benefits management or the

benefits management of my Veterans.
1

Strongly Disagree

Agree Strongly Agree

5. I feel the ideas generated today will develop into interventions to successfully improve
awareness.
1

Strongly Disagree

37 | P a g e

Agree Strongly Agree

6. The facilitator(s) honored everyones contribution and ensured we stayed on focus.

1

Strongly Disagree

Agree Strongly Agree

7. The meetings desired outcomes were achieved.

1

Strongly Disagree

Agree Strongly Agree

8. I felt my time today was well spent.

1

Strongly Disagree

Agree Strongly Agree

If Disagree, why? ______________________________________________________

______________________________________________________________________
______________________________________________________________________
9. The following individual(s) or community group(s) should be part of the Committee:
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
10.To improve future meetings, we should do the following: __________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
My thoughts or comments: ________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
If you would like to be contacted about any of your thoughts or comments, please note your
name. ________________________________________________________

38 | P a g e

Appendix G. Brochure
Part of marketing the Veteran Advisory Committee includes developing
brochures that explain the Committees roles and goals. A photo of a sample
brochure follows.

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Appendix H. Advertisement
Part of spreading the word about the Veteran Advisory Committees project
includes advertising in local media. A photo of an advertisement follows.

41 | P a g e

Appendix I. Process Objectives, Measurements, and Evaluation

Strategies
The tables below provide examples of objectives that can be adapted for
VetComms and ways to measure its success.
A. Create a Veterans Advisory Committee
Process Objectives
Measurement and Evaluation
Strategies
1. One and 1/2-day retreat with
persons recruited from focus groups
and interviews.
2. Monthly meetings will be held during
the remaining project cycle.
3. Obtain evaluation from members on
group process and progress at each
meeting to be used to improve
committee processes.

B. Select a Project
Process Objectives
1. Conduct 2 focus groups of Veterans,
providers, and community
stakeholder representatives.
2. Conduct 10-15 key interviews with
providers and VetComm staff.
3. Conduct 10 go-and-see interviews
of Veterans in their homes.
4. Conduct meetings to define the
scope of projects, identify specific
objectives, select strategies for
achieving project goals, establish
evaluation measures.

Number of participants in retreat.

Number of productive meetings.
Number of participants at monthly
meetings (attendance rate = # invited/#
attended).
Evaluation forms completed by VetComm
members after each meeting.

Measurement and Evaluation

Strategies
Number of focus groups.
Number of attendees at focus groups
(response rate = # invited/# attended).
Number of key interviews.
Number of go-and-sees.
Analysis of focus group transcripts,
interview notes, and go-and-see records
to determine most important barriers and
strategies identified.
Number of strategies and tools selected
by Committee.

C. Implement Veteran and Provider Initiatives

Process Objectives
Measurement and Evaluation
Strategies
1. Develop, reproduce, and distribute
tools directed at Veteran and
members.
2. Develop, reproduce, and distribute
tools directed at other members.
3. Provide education and training to
Veteran and other members on the
use of tools.
4. Provide education and training to
providers on the use of provider
tools.

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Number of Veteran and community

tools distributed.
Number of provider tools distributed.
Number of community-based
VetComm educational programs
conducted.
Number of attendees participating in
community-based VetComm
educational programs.
Number of training sessions offered

5. Increase the level of awareness,

availability, and acceptance of the
tools through a public awareness
campaign.

to providers and staff.

Number of providers attending
training sessions.
Number and type of public
awareness programs.

D. Measure the Impact of Initiatives

Process Objectives
Measurement and Evaluation
Strategies
1. Baseline and post-initiative
measurements.
2. Identification of correlations
between initiative strategies and
outcome measurements.

Data collection:
a. Baselineat project initiation.
b. Two post-initiative measures at 6
and 12 months following the
implementation of specific
strategies.
Analysis of data to identify change
between baseline to post-initiative
results.
Analysis of data to identify
correlation between Veteran and
provider participation on strategies
to post-initiative results.

E. Measure Impact of the Project on Satisfaction of Veterans,

Veteran Services Providers, and Committee Members
Process Objectives
Measurement and Evaluation
Strategies
1. Veterans: Measure overall satisfaction of
Veterans during the course of the project.

2. Providers
a. Measure overall staff satisfaction at
the project sites during the course of
the project.
b. Measure perceived value of the
committee and project strategies.

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Data collection, patient satisfaction

survey:
a. Baselineat project initiation.
b. Post-initiative measure: At 12
months following the
implementation of project.
Analysis of data to identify change
between baseline to post-initiative
results.
Data collection, employee
satisfaction survey:
a. Baselineat project initiation.
b. Post-initiative measure: At 12
months following the
implementation of project.
Analysis of data to identify change
between baseline to post-initiative
results.
Develop and conduct survey of

3. VetComm Members
a. Measure members satisfaction with
the project.
b. Measure members perception of
effectiveness of the project to
improve Veterans program
awareness.

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providers evaluating the committee

and specific project strategies.
Evaluation forms completed by
VetComm members after each
meeting.
Overall evaluation of project
completed by VetComm members.

Appendix J. Approvals

Organizational

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

Printed Name

Signature

Date

City of Chicago

State of Illinois

Federal

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