new hampshire governor’s interagency planning sessionneeds of nh smvf, including the state...

New Hampshire Governor’s Interagency Planning Session

For Meeting the Needs of Service Members, Veterans and their Families

June 19, 2017

Presented by: NH Military Leadership Team

Sponsored by: NH Charitable Foundation

Governor’s Interagency Planning Session


Table of Contents

Executive Summary …………………………………………………………………………………….1-2 Agenda ………………………………………………………………………………………………….3-4 Military Leadership Team ………………………………………………………………………………..5 Becky Searles’ Script …………………………………………………………………………………..6-7 Leadership Options ……………………………………………………………………………………8-11 Governor Chris Sununu’s Comments ...…………………………………………………………………12 Table Top Leadership Discussions …………………………………………………………………..13-16 Attendee List …………………………………………………………………………………………17-18 Statement of Commitment – Signed by Governor Governor’s Interagency Planning Session to Meet the Needs of NH Service Members, Veterans and their Families Powerpoint for Meeting



Executive Summary

Over the past decade, NH stakeholders have implemented an array of interagency projects, programs, commissions, and initiatives to strengthen the system’s capacity to meet the needs of SMVF. These projects have yielded impactful outcomes, and many veterans have shared that the landscape of culturally-competent, accessible services across the State has improved considerably. While the availability and accessibility of services and supports has improved, system gaps and barriers remain, and key characteristics of NH’s SMVF population are ever changing. The sustainability of existing efforts and the implementation of effective new programs and system improvements depend upon the extent to which this collaborative progress can be harnessed and built upon through systemic planning, interagency development, legislative changes and top-down leadership. To address these challenges and opportunities, NH implemented a collaborative planning process over the last 16 months - focusing on interagency development, access to services, workforce capacity, sustainability, leadership and infrastructure. In September of 2016, a two-day Interagency Strategic Planning Session was held in Concord that included over 50 military-civilian leaders. One of the most significant outcomes from that meeting was an agreed upon goal to establish a “leadership entity or structure” to better meet the needs of NH SMVF. Please see following link for Governor’s Interagency Planning Session documents from September, 2016: https://www.dhhs.nh.gov/veterans/documents/interagency-plan-smvf.pdf . This year, under the guidance of Governor Chris Sununu, the NH Military Leadership Team organized a series of meetings and discussions to address the need for a “leadership entity or structure”. These meetings culminated in a second Governor’s Interagency Planning Session held on June 19, 2017 in Concord. Attendees included over 50 leaders from State, VA, military, nonprofit, private sector, advocacy, philanthropic and community service providers. Highlights from this work are included below: Governor’s Attention Governor Sununu participated in numerous military-civilian meetings with NH stakeholders to discuss the needs of NH SMVF, including the State Veterans Advisory Committee meeting on February 21, 2017, the NH Military Leadership Team meeting on March 27, 2017, and the Governor’s Interagency Planning Session on June 19, 2017. Leadership Participation In the past 16 months, over 100 NH stakeholders participated in various planning meetings to improve interagency collaboration, systemic planning and access to services. This work has included the development of NH’s 1st Statement of Commitment (SOC). The SOC includes guiding principles and broad goals to help meet the ongoing needs of NH’s SVMF. It has been signed by over 35 military-civilian leaders, with the final signature coming from Governor Sununu on June 19th. The signed SOC can be found following the attendee list.

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Leadership Entity or Structure – Options for Consideration On behalf of the NH Military Leadership Team, Warren Perry (Deputy Adjutant General of the NH National Guard) presented four “leadership options” to Governor Sununu and 50 NH stakeholders on June 19, 2017. Please see attached leadership options on pages 8-11 of this packet. As a result of the June 19th discussions, as well as continued discussions between Governor Sununu and General Reddel, three options are moving forward for consideration:

Enhancement of the NH State Office of Veterans Services Policy direction of veterans’ services and benefits shall be under a permanent commission made up of 11 members, and the administrative and executive direction would be under an Executive Director. The commission’s primary mission would be to set policy for the NH State Office of Veterans Services. The composition of the commission will include members who have a variety of policy experience in areas of benefits, healthcare, employment, nonprofits, education, homelessness and more.

Director in an Existing Department Administrative and executive direction of the Office of Military and Veterans’ Services shall be under the direction of a Director in an existing department. In this option, the NH State Office of Veterans Services would move under the control of the Adjutant’s General’s Department, and the need for the Veterans Council would be significantly changed.

Commissioner Administration and executive direction of the Department of Military and Veterans’ Services shall be under the direction of a Commissioner of Military and Veterans’ Services. The department would include the following internal organizational units:

o The Division of Veterans Services, under the supervision of a Director of Veterans Services (currently called the NH State Office of Veterans Services)

o The Director of the Division of Community Military Programs, under the supervision of a Director of Community Military Programs (currently called the Bureau of Community Based Military Programs, NH Department of Health and Human Services)

o The NH Military Leadership Team consisting of the following members: The Director of the Division of Veterans Services The Director of the Division of Community Military Programs Representatives of organizations which provide services to veterans and military service members

in New Hampshire, appointed by the Commissioner. The Chair of the State Veterans Advisory Committee

o The NH Veterans Home and The NH Veterans Cemetery administratively attached under RSA 21-G:10.

Table Top Priority Discussions Six leaders from the U.S. Department of Veterans Affairs and the NH Military Leadership Team facilitated table top priority discussions at the June 19, 2017 session. These discussions focused on the leadership entity or structure. They also discussed possible scenarios to simplify access and consider one phone number. Next Steps…. Per guidance from the Governor’s Office, the Military Leadership Team (MLT) will continue their work on developing specific language for some of the leadership options, as well as developing proposed budget materials. The MLT will then convene a meeting, review these materials and vote on the options. The MLT will present their recommendations to the Governor later this summer. This is only the beginning of the process. As the Governor considers the options, there will be ample opportunity for public comments. Comments can be shared through the MLT, members of the New Hampshire State Legislature or to the Governor and his staff directly.

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Governor’s Interagency Planning Session for Meeting the Needs of Service Members, Veterans and their Families

Presented by: NH Military Leadership Team Sponsored by: NH Charitable Foundation

“What is the State of New Hampshire doing for Veterans? And is it enough?” Governor Chris Sununu, February 21, 2017

AGENDA Monday, June 19, 8:00am – 12:00pm Concord Holiday Inn, Capital Room 172 North Main Street, Concord, NH

8:00 – 8:45am Registration, Networking & Breakfast 8:45 – 8:50am Welcome & Introductions Jo Moncher, Bureau Chief Military Programs, NH DHHS

Welcome to Governor Chris Sununu! 8:50 – 9:00am Serving NH’s Military Families Rebecca Searles

Military Spouse of NH Army Veteran 9:00 – 9:05am Fort New Hampshire: Creating a Major General William Reddel Coordinated Delivery of Services Adjutant General, NH National Guard 9:05 – 9:15am Leadership, Infrastructure & Sustainability Jo Moncher

Background, Process & Plan 9:15 – 9:30am Options for Moving Forward Warren Perry

Deputy Adjutant General NH National Guard

9:30 – 10:00am The Governor’s Response and Group The Honorable Chris Sununu Discussion Governor, State of New Hampshire Governor Signing of the Statement of Commitment! 10:15 – 10:30am BREAK

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10:30 – 11:15am Table Top Leadership Discussions Department of Veterans Affairs &

NH Military Leadership Team

*Suellen Griffin, President, NH Community Behavioral Health Association * Ben Kaler, Field Consultant, Veterans Experience Office, U.S. Dept of VA * Commandant Peggy LaBrecque, NH Veterans Home * Colleen Moriarty, Director, Manchester Vet Center * Dr. Brett Rusch, Chief of Staff, White River Junction VA Medical Center * Jay Sprinkle, Director, Berlin Vet Center

Leadership from the U.S. Department of Veterans Affairs and the NH Military Leadership Team will facilitate “table top” priority discussions based on the morning’s leadership discussion. Table Top Reports will then be

shared with the entire group. 11:15 – 11:45pm Table Top Reports Department of Veterans Affairs &

NH Military Leadership Team 11:45 – 12:00pm Close & Thank You!

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For Meeting the Needs of Service Members, Veterans, and their Families

New Hampshire Military Leadership Team

The Military Leadership Team (MLT) was established in 2009 and meets quarterly. The primary goal of MLT is to build partnerships & improve services for New Hampshire’s Veterans, Service Members and their Families.

_____________________________________ Jim Adams NH State Office of Veterans Services (Chair, Veterans Council)

Steve Ahnen President, NH Hospital Association Pete Burdett Civilian Aide to the Secretary of the Army Suellen Griffin President, NH Community Behavioral Health Association Dave Kenney Chair, State Veterans Advisory Committee Peggy LaBrecque Commandant, NH Veterans Home James Margeson Administrator, Division of Higher Education

NH Department of Education Bradley Mayes Director, Veteran Benefits Administration Jo Moncher Bureau Chief, Community Based Military Programs

NH Department of Health and Human Services Al Montoya Director, WRJ VA Medical Center Colleen Moriarty Director, Manchester Vet Center Kathryn “Joey” Nichol SIG Director, Title One Education Consultant and SWIFT Lead

NH Department of Education Danielle Ocker Director, Manchester VA Medical Center COL (Ret) Warren Perry Deputy Adjutant General, NH National Guard Jay Sprinkle Director, Berlin Vet Center Pam Szacik Employment Service Bureau Director, NH Employment Security

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Becky Searles, Spouse of Army Veteran David Searles

My name is Rebecca Searles and I am the wife of combat veteran David Searles. We are also the proud

parents of a four-year-old little boy named Daniel who was born with special medical needs. My husband was a

corporal in the United States Army with the 3rd Armored Cavalry Regiment stationed out of Fort Hood, TX

from 2008 to 2012. My husband and I got married on August 7, 2010 and five days later he deployed to Iraq

for more than a year. I naively thought that if we could make it through this that everything else would be easy.

I can tell you now that I have never been more wrong in my life. It is not deployments that destroy soldiers,

marriages and families…it’s the process of reintegration.

My husband completed his enlistment in the Army in 2012. And that was the year our world began to

fall apart. We moved from Ft. Hood, the largest military installation in the country to Manchester, NH. It was

the epitome of isolation. Life had continued for those we had left behind and now my husband could no longer

relate to anyone. He felt alone even around family. He didn’t talk much about his experiences in Iraq. In total

his regiment lost 13 men during that deployment, two of which were close friends. Survivor’s guilt was eating

him away, flashbacks, nightmares, hypervigilance, paranoia…it was all hitting him at once. And me.

During this same time my husband, for the first time in his life, was fired from two different jobs. The life he

knew was gone and the one he was trying to build for his family was falling apart in front of him...in his eyes,

he was a failure.

My husband’s PTSD symptoms continued to worsen. Although I did the best I could to support him I

was also trying to take care of our medically frail son, our dogs and our home all while working full time. I felt

like I was carrying the world on my shoulders and there was no one to share the weight. I needed someone to

stop and ask me, “Have you or anyone in your family ever served in the military?” But no one did. We

continued to struggle as a family until one night I realized that part of my husband was still living in Iraq and

that he needed more help than I could give him. You see, our black lab who was very playful did the one thing

I knew never to do…he jumped on my husband’s back. My husband’s state of mind was not that of an

“everyday” person; it was that of a combat soldier. He turned around and punched our dog in the face. That

was the first time I’ve ever been scared of my husband. I will never forget that day or that feeling. The next

day my son and I moved out of our home until he agreed to get help. Thankfully, my husband chose to fight his

demons to keep his family. As a social worker, I researched facilities and helped him to navigate the system so

that he was able to participate in a 3-month intensive PTSD in-patient rehab program at the West Haven VA in

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Connecticut. This program not only saved our family but it helped my husband to start living again rather than

just surviving.

Not every veteran has the ability to access VA services or has a family member that can navigate a

complex system when others don’t step to the plate. My family was fortunate enough to have both. By asking

someone, “Have you or someone in your family ever served in the military?” you are starting a conversation

that can save families, marriages and lives. Every provider in this state has the responsibility to provide service

members, veterans and their families the support that they need and deserve. This includes mental health

centers, medical facilities, schools, state agencies and private practitioners. Due to my son’s medical

complications I was at Dartmouth Hitchcock on a regular basis but no one knew my family was unraveling

because no one asked the question. I have recently spoken with members of Dartmouth Hitchcock about ways

to integrate the Ask the Question campaign into their organization. These conversations have been incredibly

positive and I am hopeful that other hospitals will begin similar dialogues. This question goes beyond just

providing care to those who have felt the effects of war. When we know who our veterans are we can support

them in going back to school; we can help them overcome homelessness and find permanent/stable housing; we

can even help them apply for the NH Veteran’s Cemetery so that they know their service will continue to be

honored even after they are gone. This question carries so much power because it starts the conversation!

The time for change is now. For some veterans, there may not be a tomorrow without help today! Last

week my family worked with local law enforcement to ensure that a NH veteran who was threatening suicide

was found and is safe. These people aren’t just statistics…they are our friends and our family and they need our

support. No veteran should survive war only to die at home. My husband’s regiment has lost an additional 13

men post deployment between medical complications and suicide. THIRTEEN! This is our reality. This is the

world that we are living in right now and the reason that we are reaching out for your help.

The State of NH failed my husband and my family in 2012 but standing here today I am proud of the

progress that has been made in this state to support military, veterans and their families and I am excited for

what the future holds. But we have to engage the community. Right now, there are over 100,000 veterans in

this state and we take care of each other. Why, because this is the greatest family I have ever had the privilege

of being a part of. And we take care of our own. But we can’t do it alone any more. We need your help. We

want you to ask us the question, we need you to ask us, “Have you or anyone in your family ever served in

the military?” You might be surprised by what you learn…

Thank you.

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Leadership, Structure and Sustainability – Options for Governor’s Consideration * In No Particular Order *

Challenge #1: To establish a well-defined, well-coordinated government leadership structure for coordinating, defining, and funding effective programs and services for NH Service

Members, Veterans and their Families (SMVF).

Challenge #2: To improve access to needed services and supports through greater sharing of resources, communication and service coordination. Key considerations:

- There are several categories of services, including federal, state, local, private, philanthropic and advisory. Our possible solutions are focused on state controlled resources and how they can better partner with other resources.

- Solutions must provide adequate resources and the authority to affect operations within state government, and authority to coordinate with non-state government organizations.

- Agencies and resources controlled by the state include: o NH State Office of Veterans Services o NH Veterans Home o NH National Guard o NH State Veterans Cemetery o NH Department of Health and Human Services o NH Employment Security o NH Department of Education

- Need for a comprehensive state plan that includes coordination of service delivery - A coordinated effort from state government by an entity with resources and authority - Existing RSA’s can provide possible solutions with modification, enforcement or support

There are several options to address these challenges. They should be evaluated based on the following criteria:

- Provide the appropriate authority to affect service delivery using state of NH resources - Provide the appropriate authority to coordinate services and resources with organizations outside of state

government - Facilitates the development and execution of a comprehensive and coordinated state plan - Maximizes efficiency of existing service delivery while minimizing disruptive impact of change - Is cost effective

Options

1. Align responsibility of the Veterans Council/NH State Office of Veterans Services (VC/OVS) with the current RSA.

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a. In this option we place the responsibility for coordinating services and insuring user friendly access and navigation of services on the VC/OVS. This requires a review and modification of the existing RSA to insure the director of OVS has appropriate authority and resources. The current authority of the VC and director of OVS are limited.

b. The existing RSA governing the VC/OVS mandates the following: i. Supervision of the activities of a statewide service delivery structure which assists

veterans and family members in identifying eligibility for veterans' benefits, filing claims, coordinating benefits with other state and federal agencies.

ii. Identification and development of legislative proposals to improve delivery of services, review and monitor legislation introduced by others, testify at hearings, and prepare legislative fiscal note work sheets.

iii. Develop and coordinate agency programs in conjunction with the United States Department of Veterans Affairs as well as other federal, state, local, and private organizations.

iv. Represent the veteran’s council at various state and national conventions, conferences, and public functions and provide supervision to the office of veteran’s services' public relations program.

v. Biennially publish a state veteran’s handbook that includes points of contact for all federal, state, local, and nonprofit veterans agencies, departments, councils, hospitals, clinics, and other organizations offering services, benefits, and programs to New Hampshire veterans, including addresses, telephone numbers, and e-mail addresses.

c. Advantages

i. Provides a singular leadership entity with the appropriate authority to affect service delivery using state of NH resources.

ii. Facilitates the development and execution of a comprehensive and coordinated state plan. iii. Will take advantage of existing service delivery structure. No new organization to call. iv. Startup and sustainment costs are manageable. Can use existing facilities.

d. Disadvantages

i. Will require some potentially significant changes to existing statute in order to insure the appropriate authority to coordinate services and resources with organizations outside of state government.

ii. Director of OVS may not have the “political capital” to affect change. iii. Will require additional staff hires. iv. Recent turnover in OVS leadership and VC membership has impacted the quality of

service delivery.

2. Create a Director of Veteran services under an existing Department

a. In this option we would create a director of veteran’s affairs to coordinate service delivery, develop and manage the state plan, and coordinate with agencies and organizations external to state government. The director might reside in the Adjutant Generals department, DHHS or any other agency. The director would also control OVS. This option would significantly impact the role of the Veteran’s Council and potentially eliminate its need.

b. This option:

i. Establishes leadership entity with authority and resources ii. Provides an existing budget structure and fiscal oversight

iii. Provides a central place for coordination of services and oversight of supports for SMVF

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c. Advantages

i. Provides a singular leadership entity with the appropriate authority to affect service delivery using state of NH resources

ii. Provides the appropriate authority to coordinate for services and resources with organizations outside of state government

iii. Facilitates the development and execution of a comprehensive and coordinated state plan iv. Is cost effective

d. Disadvantages

i. Has the potential to disrupt the efficiency of existing service delivery as it changes the organization of state services

ii. Reshuffling of responsibility and authority in certain service delivery sectors could be disruptive

iii. Director may not have “political capital” to affect change iv. May not provide level of leadership that is needed

3. Establish Commissioner and Department of Military and Veterans Services

a. HB 636 is pending legislation that seeks to improve the administration of military and veterans service by establishing a department of military and veterans services to promote the welfare of military service members, veterans and their families, to enhance, coordinate and oversee the benefits and services offered by organizations within the State of New Hampshire, and to direct veterans to appropriate benefits and services offered by such organizations, to serve as a clearinghouse for research, data, and analysis, to initiate and support public education and awareness campaigns and to provide guidance and training regarding military and veterans issues to civilian organizations.

b. This option: i. Elevates statewide attention on SMVF

ii. Establishes leadership entity with authority and resources iii. Provides central place for funding iv. Provides central place for coordination of services and oversight of supports for SMVF

c. Advantages

i. Provides a singular leadership entity with the appropriate authority to affect service delivery using state of NH resources

ii. Provides the appropriate authority to coordinate for services and resources with organizations outside of state government

iii. Facilitates the development and execution of a comprehensive and coordinated state plan iv. Will promote additional federal funding opportunities for the State

d. Disadvantages

i. Has the potential to disrupt the efficiency of existing service delivery ii. Reshuffling of responsibility and authority in certain service delivery sectors could be

disruptive (cemetery, OVS, Veterans Home, non-governmental organizations) iii. Has the potential to add layers of bureaucracy in government iv. Startup and sustainment costs are significant. Salary, benefits, facilities, IT resources

range from $750, 000 to $1M.

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4. Establish a Permanent Advisory Committee

a. This option would establish a permanent committee that would coordinate, oversee the implementation of, and evaluate the effectiveness of service delivery. The committee chair would be appointed. Committee members would represent executive level stakeholders and military-civilian service providers. Representation from private and governmental health care providers, the U.S. Department of Veterans Administration, State Veterans Advisory Committee, the NH Veterans Home, Commission on PTSD and TBI, Department of Education, NH Employment Security, OVS, the Adjutant General’s Department and others as appropriate.

b. Advantages

i. Establishes an entity to coordinate service delivery ii. Facilitates the development and execution of a comprehensive (beyond health care) and

coordinated state plan iii. Will take advantage of existing service delivery structure iv. Costs nothing

c. Disadvantages

i. Does not have the appropriate authority to affect service delivery using state of NH resources

ii. Does not move all veteran service agencies under a single structure iii. Manages by committee

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Governor’s Interagency Planning Session For Meeting the Needs of Service Members, Veterans, and their Families

Governor Chris Sununu’s Comments (In response to the “Leadership Options” Presentation)

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Governor Chris Sununu started out his presentation by sharing a message that came from his dad.

“Make a Decision.”

Governor Sununu’s message continued….

What is the problem? I can tell you the problem. When a Vet calls the Governor’s Office, WHO do we send the veteran to? We need one number.

This is our timeline. We need to file bills by early September. We have 60 days to put something down. Not everyone will agree. Whatever we do will not be 100% correct. Let not good be the enemy of great. Let’s get our foot in the door with some type of structure.

What is the management structure? Fish and Game is one model we can look at. It’s not the best model, but it’s an idea. They have about 10 Commissioners who set policy. They combine advisory with action. We need accountability. We need action. A flat structure will not work. We need a pyramid. Don’t throw 20 people on this structure. 10-12 are best. Always have an odd number. Keep it manageable.

We need to spell out the language in 45 days. Have the costs on paper; we need a ballpark figure.

Our State has a great partnership with our current administration – especially Secretary Schulkin (United States Secretary of Veterans Affairs). Let’s partner with the VA. Maybe there are funding opportunities. How do we align our federal and community partners to our State work?

Keep it nimble. Keep it small….accountable and responsible. Not a massive government structure. Keep it small and nimble because the community likes that. It’s more doable that way.

We need metrics. 3 month, 6 month, 12 month goals. If we don’t reach those metrics, then what do we do?

What do you do with the NH Veterans Cemetery? What do you do with the NH Veterans Home? Do not put them under the TAG’s Office. I do not think they should go under a new Commissioner either.

Let’s look at the opioid crisis. There are so many numbers. Who do you call? The same challenge exists for our military community. We need 1 phone number to streamline this process. Make it simple. One website. One phone number. Little government. Little budget.

Let’s look at Veteran Friendly Employment. Let’s include incentives….recognition.

I have concerns with the cost of HB 636. We have 45 days to put something on paper. Keep it small and nimble.

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Table Top Leadership Discussions

Overview Members of the Military Leadership Team identified several predetermined questions (in advance of the meeting) for “table top leadership discussions”. Based on the Governor’s message and audience response, please see below information on: facilitators, confirmed questions for discussion and table top discussion outcomes. Table Top Facilitators

• Suellen Griffin, President, NH Community Behavioral Health Association • Ben Kaler, Field Consultant, Veterans Experience Office, U.S. Department of Veterans Affairs • Commandant Peggy LaBrecque, NH Veterans Home • Colleen Moriarty, Director, Manchester Vet Center • Dr. Brett Rusch, Chief of Staff, White River Junction VA Medical Center • Jay Sprinkle, Director, Berlin Vet Center

Table Top Questions for Discussion

What “leadership options” – if any - do you support? How can we improve, simplify and coordinate ACCESS TO CARE for NH service members, veterans

and their families? What are some specific steps we can take? Let’s start tackling the State Plan! How do we do that? And who or what entity can start the

development of this work? Table Top Discussion Outcomes Table #1 - Commandant Peggy LaBrecque (Facilitator)

Vision: Create a Policy Commission with 10-13 people over an executive director of the NH State Office of Veterans Services (OVS).

Be clear that there is executive level authority Improve, simplify, and coordinate access to services (NOT just care) Maintain the current list of resources that the RSA demands. Hold OVS accountable – but only if they have the resources ($$) necessary to do the job

1 phone number (211?) - Staffed 24/7 to connect in any emergency 1 website 1 office

Location is important! Move executive director to Concord with direct access to state leadership. Other staff can stay in Manchester with access to federal staff/resources.

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Executive Director: Budget management – accountability Coordinate with current resources/groups and identify the need for more. 3-4 staff to carry out the tasks. Hire or change role of director of OVS.

Table #2 - Suellen Griffin (Facilitator)

1. What leadership option do we support? 2. Do we agree with the challenge statements? 3. How can we improve access to care? 4. How do we coordinate service delivery? 5. How do we develop and implement the state plan?

1. TAG – Access to Federal partners – Fort New Hampshire

Add to existing resources (What current infrastructure has best support structure?) Possibility to use military division, combined/tied to commissioners

2. Yes 3. NH 211 working with leadership – protocols, expansion, care coordination, regionally 4. Affect change by addressing change in circumstances.

Table #3 - Dr. Brett Rusch (Facilitator)

How can we simplify and coordinate access to care for NH? Education – all Single point contact – all Training – all

This team supports a single phone number to call. For the number to be effective, it needs to be staffed with people who would truly own and manage the calls and cases through completion rather than giving veterans and family members the resources and phone numbers. We need facilitators/managers – not just phone operators.

Identify “navigators” (military uses this term) for a 1-800#. Need to include: training, identification of veteran eligibility, and veterans’ choice for veterans. Need to incorporate “ask the question” and ensure that education reaches veterans, families and providers. 211? Need additional resources to support this. Train all levels of service providers Question to Answer: What “leadership options” – if any – do you support? Commissioner position Needs to include: State Veterans Advisory Committee and Commission on PTSD & TBI. Needs to include: NH Veteran Cemetery and NH Veterans Home. Table #4 - Colleen Moriarty (Facilitator)

Leadership entity:

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Need an “Executive Director” (Our team is split as to whether or not this should be part of the NH State Office of Veterans Services, or not)

Our team supports an Advisory Commission broken out by geographic region. (Possibly north, seacoast, rest of state or 4 to 5 regions. * Personal relationships are key.

Possibly retool the Military Leadership Team to formally advise the Regional Commissioners (who report to the single Executive Director)

Regarding putting it under OVS, there is some concern that OVS needs to FOCUS on the complex task of VA claims.

Question to Answer: How can we simplify and coordinate access to care for NH?

Need: Easy Access to Care, Sustainable Funding, and an Enduring Program Improving/coordinating access to care

Care coordination programs ? other options

Regardless: Funding is needed to sustain effective, enduring structure for system navigation. Table #5 - Jay Sprinkle (Facilitator) Question to Answer: How can we simplify and coordinate access to care in NH?

1. Need Single Access: Go to website Face to Face Phone to Call/24/7

(211 & ServiceLink, website)

2. Build on Existing Structures

3. Need small, but governing, accountable structure What are some specific steps we can take? Consider important areas: Employment, transportation, veterans and family Cabinet level position “Commissioner” (Needs clout) Accountability – Need follow up to verify that person was helped. Need governance, but not over regulation. Need accountability of navigator. Need website with all information. Need website portal – Follow up is important.

4. Strengthen NH State Office of Veterans Services Concern pinning responsibilities could impede the small agency. Matrix – did they take care of person? How does central entity perform its’ responsibilities?

Table #6 - Ben Kaler (Facilitator) Question to Answer: How can we simplify and coordinate access to care in NH?

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1. Access – State brings all resources together: Manages, updates, includes authority and coordination.

Comprehensive list that gets to soldiers. All vets in state. Need a veteran family benefit coordinator. Veteran’s issues are important. Director of veteran’s services has a narrow focus. Need reps to help prosecute federal claims. Statutory responsibility gives them authority but not same

level of commissioner authority. State Plan - No matter what option we choose, we need a state plan

Place of access should also have authority to make things happen Outreach person would be the access person under whatever entity would be created. Bring in all resources under one leader. State of NH should run and also have a coordinator.

2. Empower Towns – A vet friendly town/program run by state.

State certifies “Vet Friendly Towns”. Includes military culture training. Establishes criteria provided and endorsed by State that says TOWN ABC is a vet friendly town.

Massachusetts has a Veteran Service Officer in every town….has a State law. Maine Military Community Network (MMCN). Assess New England state structures. State provides guidelines for states to self-certify.

3. State could benefit from “311”…844 MyVA (federal #) would then refer to 211 and state resources.

VA will also be engaging families. Some vets go off radar. Why are we the only state without 24 hour VA care…congressional issue. Find a way to reach out to vets. Not coming to us. UI so low not coming in doors. Every job has a veterans hold for 48 hours. Issues with veteran preference, no one enforcing. Just navigating VA alone is complicated . Most people don’t know the difference between organizations

and community resources. The structure has to own integration piece and plan. How will they do this is not resourced. Need a state

plan. This entity that is empowered can reach out to federal resources to partners, state, legislature. Networks are out there, how to connect theses resources.

4. Expand NH VSO and elevate position, authority, and expansion of roles.

(Education, Outreach, State Plan). Beef up Veteran Service Organization to have someone who knows these services, knows what networks are. Making connection and getting to resources.

Digital Internet Has to be interactive Maine is good example/through Maine Military Community Network Massachusetts also has an interactive website. How do we welcome veterans home? Is there a way to identify and send letter? NHES gets list from

DOD and sends letters. DOD is not updating addresses. Department of Education…. some letters come back. NH Department of Education: Veterans didn’t know they existed and what they could do for them.

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Attendee List – June 19, 2017 Jim Adams Chair, Veterans Council

Steve Ahnen President, NH Hospital Association

Matthew Albuquerque President, Next Step Bionics & Prosthetics, Inc.

Wendi Aultman Administrator, Information & Referral Network NH Department of Health and Human Services

Alfred Baldasaro Vice Chair, State-Federal Relations and Veterans Affairs Committee State Representative, NH House of Representatives

D.C. Bates Committee Researcher, NH House of Representatives

The Honorable Gerard Boyle Circuit Court Judge (retired)

Harry Brogdon Chair, Veterans Count

Susan Brown Statewide Military Liaison, Community Mental Health Center Military Liaison Initiative

Pete Burdett Civilian Aide to Secretary of the Army

George Copadis Commissioner, NH Employment Security

Jess Edwards Co-Chair, Veterans Caucus State Representative, NH House of Representatives

Mark Frank Chair, State Committee on Aging; Veteran Liaison to AARP

Trooper Seth Gahr PEER Coordinator, NH State Police

William Gaudreau Acting Director, NH State Office of Veterans Services

Corey Garry Deputy District Director, Congresswoman Ann McLane Kuster

Suellen Griffin President, NH Community Behavioral Health Association

Jane Hirsch Veterans Liaison/Director of Scheduling, State of NH Office of the Governor

Benjamin Kaler Field Consultant, Veterans Experience Office U.S. Department of Veterans Affairs

Dave Kenney Chair, State Veterans Advisory Committee

Margaret LaBrecque Commandant, NH Veterans Home

Paul Lloyd Adjutant, NH Veterans of Foreign Wars

James Margeson Administrator, NH Department of Education

Bradley Mayes Director, VA Regional Benefits Offices in MA, NH, & VT

Ana McKenna Project Lead Coordinator, Care Coordination Program NH

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Kenneth Merrifield Commissioner, NH Department of Labor Jo Moncher Bureau Chief, Community Based Military Programs, NH DHHS

Colleen Moriarty Director, Manchester Vet Center

Sean Morrison Co-Chair, Veterans Caucus State Representative, NH House of Representatives

Donna Nobrega NH Director/Investigator, Veterans Employment & Training Service U.S. Department of Labor

Kenneth Norton Executive Director, National Alliance on Mental Illness NH

Russell Ober Chair, State-Federal Relations and Veterans Affairs Committee State Representative, NH House of Representatives

Richard Oberman Chair, NH Commission on PTSD and TBI Deputy State Surgeon, NH Army National Guard

Warren Perry Deputy Adjutant General, NH National Guard

Mike Pacheco Employment Support Specialist, Employer Support of the Guard & Reserve

Major General Bill Reddel Adjutant General, NH National Guard

Sheriff Eli Rivera President, NH Sheriff’s Association

Dr. Brett Rusch Chief of Staff, White River Junction VA Medical Center Dr. Nicole Sawyer Vice Chair, NH Commission on PTSD & TBI

Rebecca Searles Military Spouse of NH Army Veteran

Jennifer Smith Director of Citizens Services, State of New Hampshire Office of the Governor

Slavko Miling Relationship Manager, Veterans Experience, New England North North Atlantic District, Department of Veterans Affairs

Jay Sprinkle Director, Berlin Vet Center

The Honorable Christopher Sununu Governor, State of New Hampshire

Pamela Szacik Bureau Director, NH Employment Security

Bruce Thompson Incoming State Chair, Employer Support of the Guard & Reserve

Nick Tolentino Member of DAV; NH Commission on PTSD and TBI

Larry Vogelman, Esq. Legal Director, Veterans Law Project/Legal Boots on the Ground

Daisy Wojewoda Regional Director, Military and Veterans Services, Easterseals NH, ME, VT

Ron White Executive Director, NH Association of Counties

Peter Wright President & CEO, Valley Regional Healthcare

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new hampshire governor’s interagency planning sessionneeds of nh smvf, including the state...

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