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Seeking Solutions for Our Most Vulnerable

Seeking Solutions for Our Most Vulnerable

The last three months of the year brings the population opportunities and challenges. In a normal year, families will travel to join and gather in thanks for all they have and to reflect on the past and revel in the hopes of the future. This year is far from normal.

Families are putting off planned gatherings, communities are creating workarounds to make sure no one is left behind, and some of our nation’s most vulnerable, suffering from staggering loneliness, find themselves facing a period of gut-wrenching isolation.

In their study Veterans and COVID-19 MARCH 2020, the Bob Woodruff Foundation noted: “Loneliness and social isolation, which were serious problems for many veterans before the current COVID-19 pandemic, may be exacerbated in light of public health measures designed to contain the spread of the disease. Mental health symptoms may be exacerbated among those with pre-existing conditions, possibly leading to fatal consequences.”

The economic impacts of the pandemic also multiply the wellness challenges facing veterans. A report published recently by the Meadows Mental Health Policy Institute projects that for every 5 percent increase in the unemployment rate, our country will lose an additional 550 veterans to death by suicide annually. Additionally, according to their projections, up to 20,000 more veterans may be susceptible to substance abuse as a result of the crisis. The isolation caused by the pandemic has made a lot of already-lonely people even lonelier, further amplifying the risk of veteran death by suicide.

Where We Are

Our Operation Suicide Elimination program is achieving a dramatic social benefit by assisting organizations who, with our help, are focusing on supporting veterans and their families. They are eliminating the effects of isolation and creating networks of support that reduce isolation that leads to death by suicide. The program is delivering outreach via direct service providers to treat veterans living with war trauma, as well as numerous non-traditional modalities that lead to direct support.

Dixon Center, through our partner organizations, make treatments accessible. These address all types of problems that result from the damaging impacts of loneliness.

The Way Ahead

At Dixon Center for Military and Veterans Services, we believe our veterans and military families can succeed where they live. We also believe that every organization and individual can effectively integrate veterans and their families into their existing community-based programs. Our mission is to ensure both values are possible in every community.

Make it your mission to integrate veterans and their families, who you know, into your holiday reflections and remembrances. The holiday season should be one of joy, family and social gatherings, and anticipation of all that a new year can bring. Let us rededicate ourselves to ensuring our most vulnerable populations have the support they need to make it through this time that, even on a good year, can be a harrowing experience for the lonely. Pay particular attention to those facing the holidays alone, be proactive and check on you buddy, and defeat the despair that leads to death by suicide. 

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Basic Needs

Basic Needs

Basic needs are generally defined in terms of a minimal list of elements that human beings need to fulfill basic requirements and achieve a decent life. Typically, the list includes basic commodities, such as food, clothing, and shelter, as well as essential services, as access to drinking water, to sanitation, to education, to healthcare facilities, and to public transportation. Broader definitions of basic needs may include those items needed for self-reliance, autonomy, and self-expression.

There are approximately 183,000 service members that will transition out of the military every year. According to the National Coalition for Homeless Veterans, there are about 1.4 million veterans considered at risk of homelessness due to poverty, lack of support networks, and dismal living conditions in overcrowded or substandard housing.

Although flawless counts are impossible to come by – the transient nature of homeless populations presents a major difficulty – the U.S. Department of Housing and Urban Development (HUD) estimates that 40,056 veterans are homeless on any given night.

Where We Are

Through our Basic Needs program, we help organizations that fund efforts and direct service programs that aid veterans and their families who are in need of food, clothing, or shelter as well as essential services.

Many of these organizations recognize the variety of Basic Needs “safety net” efforts in local communities or across the nation however they struggle to find the veterans in need. That’s where Dixon Center comes in by maintaining a continual learning posture and monitoring trends to help assess and adjust as needs and efforts evolve.

Dixon Center has assisted a wide range of organizations that meet varied needs. For example, funds were supplied to purchase new warm winter coats for disadvantaged veterans in Chicagoland. The cost of building materials and supplies to repair the homes of low-income families and the elderly living in substandard housing in Florida was covered. Gift Cards were provided to veterans in the Utility Workers Union of America Military Assistance Program training and apprenticeship. Working with other organizations we were able to provide access to public transportation to get to work and school.

The Way Ahead

In March 2020, the coronavirus outbreak forced an abrupt shift in the economy’s trajectory as state and local governments instituted bans on large public gatherings, closures of schools and non-essential businesses, and stay-at-home orders. Now we are finding more veterans struggling to cover essential expenses such as food and housing and worried about how they will cope.

Working with organizations like the building trades, affordable housing organizations, direct-service providers and others we provide technical assistance/training, resource sharing, and strong leadership to our partners, who, with our ongoing support provide basic needs assistance.

Dixon Center works with organizations across the country that can walk the vet through both systems, piecing together funds to build a personal balance sheet tailored to the veteran’s specific needs. The program works with financial services partners to provide additional financial aid, if necessary.

Further, we work to leverage complementary partner organization programs to provide even more support to get their veterans securely on the path to financial stability. Key assists will be help navigating the job market and improving their financial literacy.

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A Veterans Day Message: Wired to Serve

A Veterans Day Message: Wired to Serve

By Retired Army Colonel David W. Sutherland, Chairman, Dixon Center for Military and Veterans Services – a member organization of The Fedcap Group

Serving in the military was one of the highlights of my life. I say this, because many of those service members I served with and many of those veterans I now advocate for, are wired to serve.

I was the Commander of 3rd Brigade, 1st Cavalry Division in Iraq during “surge” operations in the volatile Diyala Province. My formation consisted of more than 5,000 of our nation’s finest men and women in uniform. For 15-months, they poured their hearts and souls into the mission; a mission that many deemed impossible.

They were determined to accomplish what they were sent to Iraq to do. And they did. Their experiences were indescribable. Their sacrifices were great. It was my honor to lead these amazing Americans and witness their heroism and courage first-hand.

Through the spirit of these brave men and women, and over my near 30-year military career, my view of leadership evolved. Our veterans are phenomenal — natural leaders who did not just learn military values but live them. These men and women have returned home and are contributing to their communities. I love telling their stories of valor, courage, and commitment. Here are just a few:

  • Jennifer Grubb was a specialist in the Army who deployed to Afghanistan as a teenager. When she returned, this high performer fought a long journey with unemployment and homelessness to achieve independence and self-reliance. Jenn bought her first home in 2014, earned her degree as a licensed practical nurse, and is the recipient of the Chester County Empowered Woman Award. She has made a name for herself in local and national media, advocating for veterans struggling with substance abuse and mental illness. She is now serving as a psychiatric nurse specializing in drug and alcohol rehabilitation at a Veterans Administration hospital in Pennsylvania.
  • Kim Elvin enlisted in the United States Navy in 1986 and served four years in the Aviation Administration. After being honorably discharged, Kim found her calling in social services and caring for others. She has continued her journey of service, working for Family and Children’s Services and eventually as Director of Workforce Development/Veterans Services for Easterseals New York. Kim oversaw daily operations and the training/employment programs for mature workers and veterans. Kim is now working for Goodwill Industries of Greater New York and Northern New Jersey, as the Workforce Director of Jobs Plus and the Senior Community Service Employment Program.
  • Colonel Duncan S. Milne is the President of Dixon Center for Military and Veterans Services. He served 25 years in active duty combat and non-combat experience in the United States Marine Corps, as an AH-1W attack helicopter pilot. Colonel Milne’s career after active duty, has been dedicated in service to those who have had the honor and courage to wear our nation’s military uniform. He brought his knowledge of interagency coordination and executive-level private sector interaction to Dixon Center. Colonel Milne also continued his journey of service in the state of Maine as a candidate for the Maine State Senate in the recent election. While not elected, Colonel Milne advanced the state’s discussion around veterans and legal services, innovation, business development, and economic empowerment.

These three veterans are just a few who I describe as wired to serve and passionate about giving back to their community and neighbors. We live in the age of distraction. Our veterans and their courage remind me that our brightest future hinges on our ability to pay attention to the present. Join us this Veterans Day and Remembrance Day by reflecting on the service, and celebrating the achievements, of our nation’s veterans and what they are doing to contribute today.

If you know a veteran, reach out and have a real conversation with him or her. Veterans Day and Remembrance Day is an opportunity to get to know a remarkable group of people.

No matter what you do this Veterans Day and Remembrance Day, it is a day of celebration – enjoy it.

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Veterans Day

Veterans Day

Join us this Veterans Day by reflecting on the service, and celebrating the achievements, of our Nation’s veterans. At Dixon Center for Military and Veterans Services we recognize that many of the freedoms and values we may take for granted come from the service and commitment of our veterans and military families.

We believe our veterans and military families can succeed where they live. We also believe that every organization and individual can effectively integrate veterans and their families into their existing community-based programs. Our mission is to ensure both values are possible in every community.

This Veterans Day here are three things you can do:

– If you know of a local organization employing, training or providing direct services in your community, encourage them to include veterans and their families

– Follow us on Twitter, LinkedIn, Facebook, and Instagram

– Visit our website at www.DixonCenter.org and learn more about our work.

Here is an even better idea. If you know a veteran, reach out and have a real conversation with him or her. Veterans Day is an opportunity to get to know a remarkable group of people.

No matter what you do this Veterans Day it is a day of celebration and reflection so enjoy it.

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Housing Solutions

Housing Solutions

National Coalition of Homeless Veterans (NCHV): Drawing upon our advocacy and outreach, Dixon Center supported the National Coalition for Homeless Veterans in the Grants Pass v. Johnson Supreme Court Case, which challenged bans on outdoor sleeping for homeless individuals. This ruling will impact veterans by potentially criminalizing homelessness rather than addressing its root causes. Even though the decision was unfavorable to veterans who are in the most need of assistance, Dixon Center will continue to advocate for nationwide “Housing First” policies that prioritize permanent housing as the foundation for recovery and reintegration services.

United Methodist Communities (UMC): In wanting to improve its inclusion of veterans into its organization, UMC turned to Dixon Center for expertise on how to engage with aging veterans in need of long-term care services and how to leverage residents at its various communities to enhance a culture more favorable to veterans. Dixon Center provided strategic recommendations and connected them to Soldier On to collaborate on care coordination for older veterans requiring independent and assisted living.

Freddie Mac: Dixon Center continues to assist in the strategic development of the relationship between Freddie Mac, a leader in the U.S. housing market in making homeownership and rentals accessible and affordable, and Soldier On. This collaboration has resulted in increased access to mortgage counseling and home ownership for thousands of veterans and military families from the end of 2018 through 2024.

Soldier On: During speaking opportunities, and events, Dixon Center has provided funding, built awareness, encouraged community involvement and support, and promoted the services of Soldier On, a private nonprofit organization committed to ending veteran homelessness. Dixon Center has also shared resources with Soldier On to support their programs as well as to their partners who are addressing basic needs of hundreds of their residents and communities across five states.

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Operation Workforce Development

Operation Workforce Development

Dixon Center for Military and Veterans Services weekly ‘Bugler’ has recently been the forum to share and discuss our business goals. This week we begin a new series. We will be sharing our 15 programs, as a Center of Excellence, used to help achieve those goals.

Operation Workforce Development
Operation Workforce Development is a program where Dixon Center partners with organizations including trade unions, civic organizations, business and industry, service providers, and training institutions by leveraging existing training and career placement opportunities. Our goal is not to create new programs. Rather, the goal is to enable the integration of military and veteran services into existing programs to increase impact.

Working nationally and locally we have been collaborating to create a pathway to family-wage careers with full benefits for veterans and their families.

As a Center of Excellence, we provide and coordinate technical assistance/training, resource sharing, and strong leadership to our partners, who, with our ongoing support, operate pre-apprenticeship and apprenticeship programs resulting in career opportunities in skilled labor across myriad of industries.

Over the past four years, Operation Workforce Development has resulted in our partners training and employing over 4,800 transitioning service members and veterans who have been out of service for years.

For example, with an investment from corporate donors, Dixon Center has a unique collaboration with the Teamsters Military Assistance Program (TMAP) and ABF Freight. For the past several years TMAP has been expanding programming to multiple military installations across the nation, impacting thousands of veterans and their families participating in employment training and credentialing, as well as information regarding community resources.

Similarly, with funding from Prudential and private foundations, Dixon Center has been expanding our partnerships with other organizations as well as employers and training facilities. Case in point is Dixon Center’s unique partnership with the Utility Workers Military Assistance Program(UWUA). The UMAP program provides hundreds of veterans access to employment training and credentialing in the gas and electric industry, as well as information regarding community resources. Specifically, UWUA and Power for America have created a training program, guaranteeing employment after successful completion of six months of classroom study and paid hands-on internship experience.

The Way Ahead
Since the beginning of the pandemic, Dixon Center, along with our partners from the Trade Unions, have been considering the role of workforce development for veterans and their families during these times and when the pandemic begins to diminish. Despite our success leveraging organizations to include veterans and their families into their existing programs, we’ve found that workforce development operators will have to recreate opportunities. These are a few actions Dixon Center is taking to keep Operation Workforce Development impactful. 

  1. Looking beyond training and creating emergency support the veterans need: Our workforce development partners typically focus on assisting with employment and removing barriers to that goal. During the pandemic, our partners have used Dixon Center as their go to resource in coordinating basic needs and emergency assistance for veterans in training programs delayed by current social conditions.
  2. Building opportunities for re-employment whenever possible: Though our veterans are losing jobs, there are jobs going unfilled, and it is possible to start training and creating access to paid apprenticeships now. Of course, effective re-employment may require remote credentialing and licensing, it also requires flexibility, as veterans’ lives are complicated by health and safety, childcare, and other challenges. We are looking to expand opportunities by building partnerships with more local building trade councils.
  3. Virtual learning is a consideration for the future: What we have learned over the past several years of war and related deployments is that high-quality certifications and training programs can be delivered remotely, and that service members and veterans can participate. Even before veterans and their families are able to fully return to in-person training, we are collaborating with partners to create training models that incorporate virtual learning and individual coaching to enhance in-person classes. We are also seeking solutions for remote service delivery identified by our partner SingleStop to achieve our goal to remove the barriers of travel time, inaccessible public transportation, affordable housing and the financial challenges of paying for childcare and transportation to attend classes.


One of the most critical times for military service members is the reintegration from active service to veteran status. The transition from the military to a civilian career can be particularly challenging. The same can be said for transitioning from any employment for veterans. That is why Dixon Center puts an emphasis on Workforce Development. Dixon Center’s unique partnership with the building trades, training institutions, and employers is one example in a series of connections forged to eliminate major barriers for our veterans and their families.

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Grow Contributed Income

Grow Contributed Income

Dixon Center for Military and Veterans Services is a member of The Fedcap Group, a global network of top-tier nonprofit agencies. The Fedcap Group serves as the fiscal agent for Dixon Center and as a 501(c)3 nonprofit organization and provides our back-office support. This includes human resources, finance and accounting, legal services, information technology and many other functions.

The Fedcap Group is committed to promoting transparency and integrity in its fiscal practice and we are proud of its GuideStar recognition with the 2019 Silver Seal of Transparency. Dixon Center’s operating highlights are part of The Fedcap Group’s comprehensive financial statement package. Based on audited financial statements ending September 30, 2019, 86% of Fedcap’s total expenditures went directly toward programming. This demonstrates that The Fedcap Group is an effective steward of its resources.

In 2012, when Dixon Center was founded, we tried to do everything ourselves: generate funds, build programs, monitor results, capture lessons learned, etc. Our Center was doing, doing, doing.

Today, because of the many lessons learned, we no longer create our own programs but partner with business and industry, service providers, and training institutions to assist them in developing and operating direct service programs for veterans and their families.

We have extensive knowledge of the veteran and military family landscape, across all sectors of society. These include nonprofits, private, public and civic sectors. Therefore, we leverage existing community-based organizations to implement our plans. This understanding allows for the creation and rapid use of a networked service distribution model to stand up to external scrutiny and immediately remove barriers for potential program sponsors and underwriters to fund this important initiative.

In other word we ‘delegate to innovate’.

In our current reality the needs of our veterans and their families are evolving, not disappearing. Dixon Center, as a centralized source of advocacy and fund raising for veterans and their families, directs funds to the right organizations, ensuring optimal impact. We provide and coordinate technical assistance/training, resource sharing, and strong leadership to our partners, who, with our ongoing support, operate direct service programs.

To be successful we need to grow our contributed income. Contributed income are gifts made freely without receiving anything in exchange. Every year, since our founding, we have seen steady growth in contributed income. This allows us to:

  • Increase our reach and successful planning for long term impact.
  • Increase our agility and responsiveness to change.
  • Attract new donors who seek efficient use of dollars for shorter periods of giving, rather than the never ending, ongoing giving cycle.

A strong base of contributed income strengthens our response and builds for the future with resource solutions that can fundamentally change the outcome for veterans and their families.

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Diversify Operations and Revenue Streams

Diversify Operations and Revenue Streams

Since 2012, Dixon Center for Military and Veterans Services has had the goal to diversify operations and revenue streams as part of our business strategy.

As a Center of Excellence, diversification allows the Center to remain relevant and current on the needs of veterans and their families. It also causes us to look for new business opportunities. This strategy allows the Center to seek new market segments to expand our reach and impact. We have found that diversifying can prove to be a challenging decision as it can lead to extraordinary rewards but still has possible risks.

Specifically, operations are inextricably linked to diversified fundraising revenue. In other words, getting money from more than once source. We have found over the past eight years, and learning from our parent organization, The Fedcap Group, that having diversified fundraising revenue creates stability and keeps Dixon Center from being overly dependent on one source of funding, which can endanger our work.

The three reasons that Dixon Center opts for diversification is for:

  • Growing business operations,
  • Ensuring maximum utilization of community and partner resources and capabilities, and,
  • Getting away from solutions that are no longer relevant due to changing social conditions where veterans needs no longer exist.

Dixon Center subscribes to the 1-10-1000 Rule of fundraising activities. We do 1 event a year with a return on our investment, we seek 10 grants, and we have built a donor base of more than 1,000.

In Fiscal Year 2020, and despite the pandemic, our strategy to diversify resources provided depth, and versatility in revenue streams with no budget requirement shortfall.

Our FY 2020 revenue came from multiple reliable sources: 58% corporate giving; 15% major gifts; 3% individual giving; and 24% from foundations. We did experience a decrease in individual giving that we attribute to the pandemic. Fortunately, we were able to anticipate the pattern change and compensated with direct appeals.

Key to our flexibility is that our President ensures everyone on the staff participates in seeking funding opportunities and supports the efforts of our command council leadership who serves as our chief fundraiser. Our pipeline is formally reviewed every month. This way, if we have a shortfall in one funding source, we can adjust our asks before it is too little, too late.

In 2020 by diversifying operations and revenue streams we captured some lessons that Dixon Center will carry into the future:

  • As the economy changed, the giving patterns of the people change. Diversification into several partnerships and approaches helped create a balance for Dixon Center during financial ups and downs.
  • There are always unpleasant surprises with a single approach to problems. Being diversified allows the Center to anticipate these surprises and address them before they become a crisis.
  • Diversification allows the Center to maximize the use of partnerships and potentially underutilized resources.
  • Due to economic factors, certain social sector organizations may struggle for a period. Diversification allowed the Center the opportunity to move away from activities where there may not be a need and use resources in a more efficient manner.

Achieving our goal of diversification of operations and revenue streams has allowed Dixon Center to operate with autonomy and take advantage of all that come with that.

The Fedcap Group has always embraced our Center of Excellence approach and encourages freedom of action. The ability to call our own shots is essential to our mission accomplishment, meeting our command councils’ guidance and more important, enabling veterans and their families so they can succeed where they live. 

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Leveraging and Strengthening Program Networks

Leveraging and Strengthening Program Networks

In 2012, the Office of the Chairman of the Joint Chiefs of Staff Warrior and Family Support published a White Paper, Channeling the “Sea of Goodwill” to Sustain the “Groundswell of Support” Transitioning from Concept to Application written by Captain Chris Manglicmot, Major Ed Kennedy and Colonel David W. Sutherland, now Chairman of Dixon Center for Military and Veterans Services. The concepts discussed in this white paper, in part, created the concepts, ideas and thoughts enabling the goals and objectives of the Center for Military and Veterans Services (Dixon Center).

One of our goals at Dixon Center is to leverage and strengthen program networks. This concept came from pages 3 in the aforementioned white paper.

“American business, education, healthcare, and community leaders can be better informed of the needs and innovative examples that produce solutions for veteran reintegration and transition. Within communities, connecting ideas and tasks that will have a meaningful impact requires the following: Building public awareness Encouraging community involvement and promoting community-based services.”

This idea resulted in the concept of a Community Action Team (CAT), an organization, that pulls in the various community services to discuss and assess the needs of veterans, families, and families of the fallen, and then develops a plan to meet those needs. The CAT identifies gaps and aligns existing services and programs to increase their impact.

At the Center we have taken this from being geographic to functional. In other words we are focusing on networks that have national reach but local impact reinforcing Dixon Center’s five focus areas: workforce development and career placement; housing solutions; wellness research and development; expanding funding streams for veteran entrepreneurs; and, advancing impact via service networks.

Dixon Center relies upon local, regional, state and national contacts to grow solutions from within communities and through organizations—a must for creating sustained impact and for replicating solutions.

Dixon Center maintains a robust network of diverse players, each of whom helps us achieve our mission in a unique way through their networks. Here are some key findings during the past 12 months, despite the pandemic, we are using to leverage networks to create greater impact in 2021:

  • Prioritizing work with networks and building a collaboration model of new solutions, into our strategy for achieving impact
  • Building a diverse network with a wide array of expertise, and we are frequently canvassing our network to tap experts who can fill gaps in knowledge, capacity, or resources.
  • Nurturing both ground-level partnerships, as well as larger strategic partnerships. The deep knowledge for successful solution implementation can be coupled with extended access to resources.
  • Seeking frequent feedback from our networks to gain valuable insight from diverse vantage points. We will be hosting peer shares to drive discussion relating to evolving veteran and military families needs. Then we will act on the results.
  • Networks aren’t a panacea, context matters. Just as Government is not a panacea when it comes to veterans and their families, networks help bring diverse groups to the table. Networks need to adapt and find innovative ways to move beyond their silos and involve stakeholders without overtaxing them. This includes constantly asking, “Who else should be included?”

As we move into 2021, we are looking closer at the systemic impacts of COVID-19 which are widespread when considering veterans and their families. Here are just a few…

  • As evictions rise, the homelessness rate is expected to rise dramatically while shelters are full.
  • Mental health experts are concerned about the long-term impacts from isolation, for example increasing loneliness and death by suicide.
  • As voluntary extensions of service members staying in the military through the duration of the pandemic come to an end there could be a surge of transitioning service members who might be entering a rough economy.

2020 has challenged us all to rethink systems and how every organization can integrate veterans into their organization, direct-services, and programs. Dixon Center will continue to leverage and strengthen program networks. In the coming months we will continue our collaborative innovation. We will double down on this process in which multiple players (within and outside our existing national network of community-based programs) contribute towards creating and developing new products, services, policies, processes, or business solutions leading to veterans and their succeeding where they live.

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Stronger Together

Stronger Together

As a Center of Excellence, Dixon Center for Military and Veterans Services provides and coordinates technical assistance/training, resource sharing, and strong leadership to our partners, who, with our ongoing support, operate direct service programs. We work at local and national levels in five focus areas:

Workforce development and career placement: Helping organizations and institutions with programs that recruit, integrate, train, and retain transitioning service members, veterans and military families.

Housing solutions: Collaborating and building partnerships with national partners to expand affordable housing opportunities and services for veterans.

Wellness research and development: Assessing, advising, and assisting organizations as they create, or expand, products and services across the eight dimensions of wellness: emotional, spiritual, intellectual, physical, environmental, occupational, financial, and social.

Expanding funding streams for veteran entrepreneurs: Partnering with financial institutions on reaching veterans with small business funding, planning, and mentorship programs.

Advancing impact via service networks: Facilitating the integration of military and veteran services into existing organizational programs in order to increase impact.

One of Dixon Center’s seven goals is to Strengthen the capacity of our partners who deliver services in focus areas like ours. Our strategy is to partner with business and industry, service providers, and training institutions to develop and operate direct service programs for veterans and their families in our five focus areas. Our goal is not to create new programs. Rather, the goal is to enable the integration of military and veteran services into existing programs to increase impact.

Within the framework of the five focus areas, our approach with each partner is different based upon their specific goals and desired outcomes. A common objective in our work with all of our partners is to increase their visibility and impact by assisting them in being able to rapidly respond to the emerging needs of veterans and their families.

Despite the pandemic, we have helped increase impact in the five focus areas by collaborating with strong partners such as CONSENSYS Health, Hope for The Warriors, Angel Force USA, Burn Pits 360, Soldier On, Opportunity Finance Network, University of Chicago, Single Stop, Teamsters Military Assistance Program, the Utility Workers Military Assistance Program, and the AFL-CIO, to name just a few.

Given all our work with these partners with shared interests and focus areas we have identified these lessons during 2020:

  • During the challenging times of Covid-19, some of the focus areas have moved to a higher priority than others. For example, there are less organizations wanting assistance in providing capital to veteran entrepreneurs. Yet, we have seen an increased demand for assistance by organizations with goals relating to veterans financial, emotional, and social well-being.
  • Dixon Center for Military and Veterans Services must remain agile with a versatile staff. We have a keener sense of what is important. Sacred cows have been killed off. Conferences, collaboratives, logos and egos, have to a large degree faded to the background and organizations are again focused more on impact…not on brand.
  • While the national sense of community is under pressure; local sense of community has never meant more. Neighbors are engaging with ‘their’ at risk populations more than they ever have. There is more awareness of the challenges impacting quality of life for veterans and their families now because most people are feeling the same kinds of pressures: isolation, financial challenges, disconnection from family members, almost random impacts to health and death that civilians never have to contemplate regularly.


We are excited about continuing to create real change. As we look to the future, we will continue to collect data and apply lessons learned. Our collaboration and capacity building with our national network of community-based partners is making an impact for veterans and their families.

For more information about Dixon Center and our outreach and awareness efforts, please contact Duncan Milne, President, dmilne@dixoncenter.org.