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Prepping Vets for Jobs – Before They Leave the Military

Prepping Vets for Jobs – Before They Leave the Military

Even with record-low unemployment, it’s a myth that service members who get out of the military will find employment right away.

That’s where the Teamsters Military Assistance Program (TMAP) comes in. TMAP has been engaged in the transition of military soldiers into civilian sector careers since 2008.

What differentiates this program from others is its close cooperation with the Armed Forces, particularly the Army’s Soldier for Life Program, to develop a defined pathway toward employment in advance of a service member leaving the military. This allows a newly-minted veteran and successful TMAP program graduate the opportunity to secure a private sector job before he/she leaves the military.

The Teamsters, who represent hundreds of professions and thousands of contracted employers requiring state credentials, are also working with state lawmakers to recognize the certifications and credentials those transitioning into the civilian sector have earned while on active-duty.

Michael “Mick” Yauger, National Director of TMAP, is a passionate advocate for veterans and military families. He recently sat down to talk about TMAP and how other organizations might expand this model.

What do you see as the biggest impediments to employment when a service member gets out?

Employers recognize a college degree as verifiable proof of knowledge. But they don’t recognize a DD214 [military discharge papers specifying experience] as proof that you know what you’re doing. This is especially important with credentialing. Think about all the professions that require a credential – truck drivers, fire fighters, pilots, auto mechanics. So many of those in these industries get their experience in the military.

I’m not saying that because you drove a truck for the military it should automatically qualify you for certification, but it should count for something and it shouldn’t be an impediment to successfully transitioning from the military to the civilian workforce.

Since the inception of TMAP, and due to partnering efforts specific to CDL licensure, the nation now recognizes transitioning service men and women who hold a military CDL license. Some states offer an even exchange of the license; in others, it is a waiver. We hope to soon see more credentials recognized by state regulators and credentialing entities. For example, we are now exploring an even exchange for pilots and licensed mechanics as well as reciprocity for nurses and teachers.

What differentiates TMAP from similar programs?

First off, this is a program that starts before the service member exits the military. We provide We recruit and train right where they’re stationed. Next, if candidates pass our program – and it’s not automatic, you have to work for it – they are now extremely competitive for a job at the location of their choosing. Now they have a defined pathway to more than just a job, but to a meaningful career.We’ve also updated our program to add military spouses.

Why does this program work?

This program specifically works with companies that not only provide good wages and great benefits, they go beyond by offering a career ladder – promoting from within.

There are certain companies that truly understand what service members bring to the table.For instance, Tim Thorne, CEO of ABF Freight, who served as an infantry officer started his career out on the docks with ABF. His understanding of vets goes beyond what they did in combat. In fact, that’s just a small part of their career skills. For Tim, it’s about what military members are taught: Work as a team. Never leave a buddy behind. Stay drug- and crime-free. That’s the kind of employee that every employer wants but is increasingly impossible to find, and Tim puts them on the front-line, working face-to-face with his clients.

Last thoughts…any anecdotes that made you sit up and think, “This is working, we are doing a good job.”?

As a Vietnam veteran, I am proud to sit at the table and offer resources to our younger service members as they return home. I’ve never slept better than the time I had a young kid come up, tell me I recruited him for TMAP and now he just got his first home. That’s what I’m most proud of. Less than one percent of the population has the smarts, desire, sense of honor, strength and responsibility to wear the uniform. And I intend to do my best until my last breath to make sure that these folks succeed.

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Three Ideas to Advance in 2019

Three Ideas to Advance in 2019

This column original ran on InsideSources.com on December 26, 2018.  

I disagree with the statement that our country has never been more divided.

The United States has weathered serious divisions previously, the Civil War and the challenges of the 1960’s being just two. President George Washington was actively undermined by his Secretary of State, Thomas Jefferson, because of ongoing disputes with Treasury Secretary Alexander Hamilton.

Differences aren’t new. But today, it appears that people take disagreement as disrespect. The instantaneous response cycle both amplifies and stifles discussion in a way we may not have seen before. With a new year upon us, how do we look ahead when there is so much bitterness looking back?

First, both personally and within our organizations, we can commit to moving forward, embracing change, and unshackling innovation. Institutions tend to squash things that are good for them. “We’ve always done it this way” is not the answer. When leadership gets bogged down, esprit de corps and morale are jeopardized. When leadership fails, and managers take over, followers hunker down and wait for better days. That’s why I admire Mary Barra at General Motors. Her recent tough decisions are a bet to keep the company a global contender in the years ahead.

Second, this is the time for us to show courage and be bold. Having courage does not mean avoiding fear; rather, it is about managing fear. Brave leaders go to uncomfortable places, particularly in the pursuit of purpose. As leaders, we should be mindful of the adage widely credited to Dean Martin: “Good judgment comes from experience. And experience? Well that comes from poor judgement.” Not everything will be a success. When we learn from our experiences and try even harder the second time around, we illustrate courage and boldness.

Finally, it’s time to build relationships and trust. I say this not because of politics, but because opportunity exists. Our economy is strong. Technology makes our lives easier and more efficient. New employees from different generations are joining the workforce. Let’s be opportunists taking advantage of these factors. It’s time to take risks – and who better to collaborate with than those with whom one already has a relationship and trust.

I suggest that 2019 is the time to be disruptive by rejecting a paradigm of negativity. We can and should embrace discourse and discussion, recognizing that organizations thrive when new ideas and conflict are embraced. Rather than being a personal attack, divergence and origination make us better.

Thirty-five years after it debuted, I still find relevance in the very untraditional Christmas movie Trading Places. Like Eddie Murphy’s character Billy Ray Valentine, we all have the opportunity to make ourselves over. And, similar to Dan Akeroyd’s Louis WInthorpe III, we get myriad chances throughout our lives to change and better ourselves.

If we don’t like what we’re doing, what better time is there to take advantage than a new year? We don’t have to accept where we are right now. We can trade places with the person or organization we aspire to be. This is the time to embrace new ideas, step out, take a risk, and lead the way through an environment of trust.

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Living a Life of Service

Living a Life of Service

Last night Dixon Center was honored to recognize two people pivotal to our organization’s success through the presentation of the first annual Herbert Metzger Service Award, named for Herbert R. (Herb) Metzger (June 9, 1923 -October 7, 2013).


Herb was drafted into the U.S. Army Air Corps, where he trained on and flew a PT22 Steerman biplane during World War II. He followed his Air Corps service by enlisting in the Naval Reserves and attending college on the GI Bill.

His style was to touch numerous organizations and projects without a lot of fanfare, helping them achieve their goals and expand their minds.

We value the contributions of the Freedman family, who exemplify service and a purpose-driven life. From left to right: COL David Sutherland, US Army (ret.), Rick Freedman, Nancy (Freedman) Remak, Col. Duncan Milne.

 

Generous with his time, talent, and treasures, Herb served on the boards and foundations of multiple community-based organizations and was devoted to community service. One of the many organizations he and his family have touched is Dixon Center.


It is this same spirit that we found in Rick Freeman. From Day One, Dixon Center has benefitted from Rick’s encouragement and support. He’s gone above and beyond to build awareness of our work and to integrate his family and the communities with whom his family foundation’s collaborates.

 

That’s why, in front of families and friends, we are so proud to present Rick with the Herbert Metzger Service Award.

An active member of Dixon Center’s Command Council, Rick is also involved in many organizations and activities that focus on making people’s lives better. Amongst these is the Boys and Girls Club of America, where Rick is a vocal advocate for inclusion of the children of our service members and veterans.​


The first annual Herbert Metzger Service Award is named for Herbert R. (Herb) Metzger (June 9, 1923 – October 7, 2013).

Rick and his family recognize that the needs of our veterans and their families are evolving, not disappearing. Medical needs haven’t gone away, but they’ve evolved from Agent Orange, environmental, burn pit issues, and cancer to diabetes and healthy lifestyles. In this economy, veterans’ employment and homelessness transitions to underemployment and affordable housing for the 3.9 million veterans living paycheck-to-paycheck at family incomes less than twice the federal poverty level.

The Sea of Goodwill, first identified in 2010 by the Office of the Joint Chiefs of Staff, still exists. It exists in the hearts of people like the Metzger’s and the Freedman’s – friends of Dixon Center who want to effect the lives of others.

In the movie It’s A Wonderful Life, the guardian angel Clarence leaves a message for the businessman he’s been shadowing. It reads, in part, “Remember, no man is a failure who has friends.” It’s a gentle reminder to all of us that every life has purpose, and small acts of kindness to friends and strangers alike make a difference.

To Rick and Herb, good friends of Dixon Center, thank you. We value you and your many contributions to us, your communities, and, importantly, your friends.

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Making Connections From the Front Lines to the Front Office

Making Connections From the Front Lines to the Front Office

Thanksgiving is a very meaningful day for the Dixon Center for Military and Veterans Services family. Having spent several Thanksgivings in a combat zone in Iraq, I am grateful for every day I have with my family, both at home and at work. It’s also important for me to thank my fellow veterans, nearly 20 million strong, who have proudly served our country.

It’s one thing, though, to thank. I’d encourage us to also take action. You’ve probably seen our posts urging you to donate to Dixon Center on #GivingTuesday. While Dixon Center’s programs and partners depend on the generosity of our donors all year long, it is at this special time of year that we reflect and focus renewed efforts on how that support can grow.

There’s also another very meaningful path to consider.

Five years ago, I wrote a blog encouraging all American businesses to hire veterans and military spouses. At the time, companies like Prudential, ABF Freight, PwC and many others had committed to hire or train nearly a million veterans and military spouses by this year. They’re either on track or have already exceeded their initial commitment. And they’ve been joined by others like Home Depot, Amazon, Comcast, AT&T, to name a few.

Just over 200,000 service members are projected to leave the military annually. But even with a humming economy and a veterans’ unemployment rate below the national average, the unfortunate reality is that many of them may be underemployed. This means that their skills exceed the position in which they are currently working.

According to a ZipRecruiter report, “Underemployment affects more veteran job seekers than non-veteran job seekers. Nearly one-third of veteran job seekers are underemployed — a rate 15.6 percent higher than non-veteran job seekers.”

That’s where organizations like Dixon Center step in.

Companies that are successful at recruiting veterans get out from behind the desk and take the time to work contacts in the community. At Dixon Center, we’ll network with them and connect them with other organizations such as The Fedcap Group that are themselves networking with the veterans.

We also provide practical solutions for recruiters so they understand the unique skill, knowledge, attributes and “in-field” expertise. Our veterans and their families are phenomenal. Veterans know how to problem-solve, operate under deadlines, and manage large teams of varying ages and skills.

By making a donation to Dixon Center on #GivingTuesday, you will not only be making an investment, you’ll be making an impact as we leverage more existing community programs that connect veterans to education, fulfilling careers, wellness resources, and housing so they may succeed in the communities, like yours, where they live. 

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Thought Leadership: A Legacy of Service

Thought Leadership: A Legacy of Service

With an estimated 240,000 service members separating from military service each year, according to the Department of Defense1, American employers are faced with the challenge and desire to cultivate the talents of these capable men and women. Now is a critical time for American collaboration in reintegration programming like workforce development.

As a thought leader, Dixon Center is a trusted source of information, motivation, and inspiration. We inspire people with innovative ideas, turn ideas into reality, and teach others to replicate practical solutions. Over time, we have created a dedicated group of friends, fans, and followers. We help them produce and scale their ideas into sustainable change – not just in one company but in an industry, niche, or across an entire ecosystem.

We’re working with partners who understand hiring individuals with military experience is smart business. One of our legacy supporters, Prudential Financial, understands this mission.

“Dixon Center’s resources and counsel are fostering and strengthening thought leadership, through ideas in workforce development, housing, and female veterans assistance programs,” Jim Beamesderfer, Prudential’s Vice President of the Veterans Initiatives Office explained. “It is now that corporate America’s commitment to follow suit is more important than ever.”

Prudential’s Veterans Initiatives Office established a robust training and education platform for veterans. Their hope is that the Veterans Initiatives Office becomes a model for successful programs at companies across the United States.

With two former Army officers at its helm, Prudential’s Veterans Initiatives Office understands the challenges separating military members, veterans, and their spouses face.

“Less than 1% of Americans have direct contact with [a military service member or veteran],” Beamesderfer noted. “This creates a sharp civilian/military divide.”

At Prudential they have successfully recruited, hired, and promoted veterans and military spouses. Now they are leveraging their insights with other corporate employers to shift the environment and American attitude surrounding military service. They are encouraging others to dispel misinformation and create outlets for these veterans and their families to share their talents and strengths in the workforce.

Chuck Sevola, Vice President and Head of the Veterans Initiatives Office, Prudential

“It is our imperative to share what we have learned with others because together we can make a greater impact nationwide,” said Chuck Sevola, Vice President and Head of the Veterans Initiatives Office.

Dixon Center is assisting corporations and working with businesses nationwide, providing unique solutions to find and focus on veterans and their families. We have worked with thousands of organizations, like Prudential, that seek to connect solutions and tools in education, employment, wellness, and housing. Later this year, Dixon Center will recognize the efforts of Prudential by awarding them the 2018 Eugene and Ruth Freedman Leadership Award. This distinction was created to recognize outstanding organizations committed to addressing the economic well-being of veterans and military families. With Prudential and advocates like Chuck and Jim, Dixon Center aims to continue to maximize our efforts and engage others in programming to directly serve our returning veterans and their families.

Are you an employer seeking information on how to reach veterans? Learn more at DixonCenter.org and contact us today!

The Eugene and Ruth Freedman Leadership Award is a distinction created to recognize outstanding organizations committed to addressing the economic well-being of veterans and military families. The award is named in tribute to the Freedman couple’s lifetime of philanthropy, including supporting military and veterans’ services through their family foundation. Previous recipients of the Eugene and Ruth Freedman Leadership Award include PwC Charitable Foundation in 2017.

Embedded Image: Chuck Sevola, Vice President and Head of the Veterans Initiatives Office, Prudential

  • 1.Source: US Department of Defense. (2003-2014). Demographics Reports
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Moving Past The Thanks

Moving Past The Thanks

Veterans Day is a very special day in my family. We take time to remember the men and women with whom I have served, many of whom have eaten dinner with us, played with the kids and crashed on our couch. In the military, everyone is family.

My military family now numbers 21 million — the number of veterans we commemorate today. These heroes deserve to be thanked for their tremendous service to their country. But, like many civilians, often veterans are uncomfortable being singled out. So what to do?

Here’s one idea. Thank their family. Thank the spouse who serves as a single parent for six, even 12 months at a time while her service member is deployed. Of course, times have changed for the better and nowadays, you may actually be thanking a stay-at-home dad who is juggling the kids while his wife carries out her country’s duties on a ship thousands of miles away in the Pacific.

For a family whose deployed service member has recently come home, lend a hand. Offer to babysit the kids so that the parents can have some much-needed alone time. Be a real neighbor. Instead of waving from your front door and then disappearing back into your world, take the time to rake leaves or mow the lawn.

Here’s an even better idea. Instead of casual thanks, why not sit down and have a real conversation with a veteran? Ask if he/she is experiencing any challenges with reintegration. All reintegration means is that the veterans’ needs are evolving, not disappearing.

In her book When Johnny and Jane Came Marching Home, Paula Caplan writes that helping may be as simple (and as difficult) as not turning away when vets speak of their experiences, but rather listening attentively and non-judgmentally. In other words, show some empathy.

Americans love to talk. I’m guilty of it myself. But today, might I suggest a different approach? Sit down with a vet and simply listen, one-on-one. You’ll be surprised at what you hear, at what you’ll learn.

If you’re one of the 99 percent of our country who has not served in the military or have close family ties to someone in service, make a resolution today to get to know us. We are your neighbors, the person you stand behind in the supermarket cashier line and the family sitting next to you in the church pew. We like hot coffee and can be good listeners, too, if you need it.

It’s less about “help” or “thanks” than an opportunity to get to know a remarkable group of people. There’s no better day than today to start.

Originally published November 12, 2014, Huffington Post 

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Meet Colonel Duncan S. Milne, USMC (Ret.): Five Questions for Dixon Center’s President

Meet Colonel Duncan S. Milne, USMC (Ret.): Five Questions for Dixon Center’s President

Why Dixon Center?

I joined Dixon Center in June 2015 because of a shared belief with Colonel David Sutherland that the answer to veteran and military family struggles are really in the communities. Community-based solutions are the way this nation can address the shortfalls and gaps that often occur after government and state organizations do their bit. Philosophically, I was in line with what Dixon Center was doing.

I went through my own trial and error post-transition. I did what most aviation folks do – I joined some defense contractors to help in business development. That wasn’t really my cup of tea. You don’t just turn off the switch to serve just because you hang up the uniform. So, through my long association with Dave we found a way I could work with him and combine our efforts. We wanted to continue the journey of service that we’re all engaged in, one way or another. It gives us a reason to get up in the morning. Every day is different. Because the needs of our military veterans are evolving, the solutions we had yesterday don’t necessarily stand up today. We must be very agile and innovative. That was appealing.

Do you think your military service has helped you in responding to those needs and changes in this landscape?

Of course it has – being a United States Marine and a leader of Marines for over 25 years. One of the unique things about the Marine Corps is that we have to interact on a grand level with the other services in order to be successful. I think that’s how I learned early on that partnerships matter, leadership matters, and being able to leverage each other’s strengths and help to avert each other’s weaknesses all works for the other’s betterment. It’s those same ideas that work for the betterment of veterans and their families.

What does your role entail?

As the President of the organization, I am responsible for everything that’s done and that isn’t done to further the execution of our mission. My focus is on not only Dixon Center activities, but how we interact with our parent organization, Fedcap and all its subsidiaries.

I am focused on our neighborhood, so to speak. I’m focused on making sure we’re doing the things that we see as necessary throughout the country, but also enabling our partners and The Fedcap Group to expand or improve their service for veterans and military families.

What is the biggest challenge today?

People don’t know who we are. Not Dixon Center, but veterans and military families. When I spoke at an event recently in Texas, I mentioned how everyone uses the phrase “Thank you for your service,” when what they really need to do is dig a little deeper, peel another layer of the onion off. I had this one veteran come up to me after saying that and he said how true it rang for him. He had been sitting in the back, isolating himself from the crowd, and he told me he had been suicidal. Somebody had gone over to him, noticing he was sitting alone and isolated, and took that step to have a conversation, to try to understand what this service member, this veteran was going through. He told me flat out, “if someone had not done that, taken that extra step, asked me what I did over there,” he was convinced he wouldn’t have made it. That’s a message that can’t be shared too many times.

Our population is more and more disconnected with military service every day. Anything you can do to assimilate veterans back into our communities by shared knowledge or at least acknowledging what they’ve been through and what they’re going through might just be enough to pull somebody out of a dark place.

Do you have a proudest moment with Dixon Center?

There’s been a lot of them, but I don’t really like to single out proudest moments because they are just that, points in time. I am most proud of our flexibility and our agility.

And perhaps this – the key ingredient that really makes it possible to do what we do is our opportunity to interact with veterans every day. If I had to choose a proudest moment, I’d say that. As a center with national reach and thousands of partners and individuals across the country that support and help us, it’s easy to focus on work of organizations. But at our foundation we still get on the phone every day with veterans from every demographic and in every type of circumstance we could imagine. We’re ingrained with individuals all over the country and it gives us a unique ability to really understand what’s going on outside the Beltway, outside major metropolitan areas. It allows us to look in on those communities that have good services, but also find those that maybe don’t have resources or are underserved by veteran services organizations and government services.

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Workforce Development: Partnership and Pathways to Civilian Careers

Workforce Development: Partnership and Pathways to Civilian Careers

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. That’s why Dixon Center puts an emphasis on Workforce Development for these transitioning veterans, as well as their spouses struggling to find stable employment through deployments and changes of station.

Dixon Center has fostered a series of connections to eliminate major barriers in this transition. Partnerships with Utility Workers Military Assistance Program (UMAP), the Teamsters Military Assistance Program (TMAP), US Army Soldier for Life, and others provide veterans and their families access to employment training, credentialing, and connections to community resources. To date the UMAP/TMAP programs have provided training to over 2,700 service members, veterans, and family members with an employment success rate of 98%.

Army Staff Sergeant Michael leveraged the chance to participate in industry training in the final months of his military service. He started his civilian career with ABF Freight after receiving his commercial driver’s license through TMAP at Fort Riley, Kansas six weeks before his military separation.

TMAP’s joint venture with the U.S. Army’s Soldier for Life program offers veterans classroom and hands-on training in the transportation industry and employment opportunities upon successful completion of the program. Additionally, Dixon Center connects these veterans and their families to wrap-around family services through its network of partners and community-based organizations across the country. These services include non-work-related assistance such as childcare, transportation, housing, and more that are necessary for a veteran or spouse to hold down a job. Michael’s participation in these programs meant that his family of four wouldn’t worry about finances, medical benefits, or family services. Today, he is using the skills he developed as a non-commissioned officer – coaching, teaching, and mentoring soldiers – to drive his new team at ABF Freight. Knowing his family is secure and healthy means he can focus on the job at hand and enjoy a high level of job satisfaction.

Four months into his first post-military job, ABF Freight offered Michael a chance to return to TMAP as an instructor to teach other service members, like himself, looking to transition successfully to civilian life.

Up to 250,000 service members depart the military every year with high-level skills that make them perfect to fill our nation’s workforce. At Dixon Center, we work with together with our partners to seamlessly address the needs and recognize the value of these transitioning service members. Our partners in Workforce Development are leveraging professional operations to achieve real impact for our nation’s veterans and their families.

You can learn more about our Workforce Development program here. Be sure to also visit our partners working to build pathways for veterans and their families to civilian employment in their communities. 

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A New Normal: Workforce Development Transitions in Action

A New Normal: Workforce Development Transitions in Action

Army Sergeant Tiffany, Chicago

When it comes time to hang up one’s uniform, the transition to civilian life can be difficult. For Army Sergeant Tiffany, finding stability and fulfillment in her new roles was challenging and exhausting. Sometimes working four jobs at a time while trying to attend school to further her education, Tiffany sought help through Dixon Center’s Workforce Development and partnerships with the Utility Workers Military Assistance Program and Peoples Gas of Chicago. It was then that her outlook as a veteran changed and her life “got back to normal.”

When Tiffany joined the military in January 2008, she envisioned opportunity and held tight to her future dreams. After being deployed twice in two years to Afghanistan and Iraq, Tiffany began her separation process in order to start school to further her education and technical training.


“I joined the Army in 2008, January. I went first to my Basic Training in Fort Jackson, then to AIT in Fort Lee to be a Supply Specialist. After that I was sent to Fort Bragg as my first duty station. I was there for a couple months before my first deployment. They wanted more field artillery, so we were only there for maybe three months.

“When I reenlisted, I went to Fort Hood, Texas. Immediately we were training for deployment. And the next thing you know, we deployed. When we came back from deployment, they were training us again to go and be deployed the next year. That’s when I made my decision to get out of active duty. I saw others who were able to take classes and be hands on, but because I was always either in brigade or battalion, I couldn’t make progress in the areas I wanted.

“For me, I had to take different steps than the military. I got out of the military, out of active duty. I got into school. I’ve had a couple of jobs here and there, but [it wasn’t until Peoples Gas and the UMAP training that] it finally felt in tune.”

Even before joining the military in 2008, Tiffany dreamed of finishing her education.

“My mom is a teacher, so school is big in my family. Everybody on my mom’s side has graduated from college. They’re either teachers, accountants, doctors, or school counselors. I just felt that because I went into the Army, I might have a little setback transitioning to a student. But the military helped too, because a lot of opportunities I was given, I wouldn’t have had without serving.

“I had tried to enroll in courses with each different unit I was in with the Army, but because of my position as a Brigade Supply Specialist, the demand of the job made it impossible to complete any classes. I would go through the whole chain of command to sign off on paperwork, go to class, and the first week they’d need me back in the office and I needed to drop all my classes.”

For so many veterans, finding meaningful, stable employment is the most daunting challenge of re-entry to civilian life. So when Tiffany heard from former colleagues in her unit about UMAP and the Peoples Gas training program, she thought it “sounded like a winner.”

“The only jobs that have been working for me…well, I wouldn’t really even say that. I’ve just been trying to keep my head above water.

“When I first got out, the first job I got was with the post office. They wanted all your time and it was difficult to be turned over to full-time employment with benefits. There was no way to see where the rainbow ended. I made the decision to leave and find a career that would lead to more upward mobility.

“In the reserves, I had a few soldiers that had the opportunity to work for Peoples Gas. It put them in a good position for support themselves and their families. They spoke highly about the program and it piqued my interest. I will forever be grateful to these soldiers for networking with me to help me better myself.

“I am a hands-on type of person. I am good with people. I like the fact that [this program] gives you the training to safely complete each job. Our instructors take pride in helping you understand the work, the tools. You’ve got the hands-on training, you’ve got a lot of instruction from ‘Dino’. I think I’m going to like this job. I actually think I’m going to love it.”

Dixon Center’s unique partnership with the Utility Workers Military Assistance Program assists in eliminating major barriers in transition and aims to ultimately increase quality of life for veterans and their families. The UMAP program provides thousands of veterans access to employment training and credentialing in gas sector utility jobs, as well as information regarding community resources. The Peoples Gas affiliate of Chicago has become a trusted and vetted training program, guaranteeing employment after successful completion of six months of classroom study and paid hands-on internship experience. According to the UWUA website, “more than 100 graduates have become Local 18007 members working at Peoples Gas.”

“I was going to school and I had a bunch of jobs, but it’s kind of hard maintaining or managing that money when it’s coming from so many different places at so many different times. So for me, I was looking for something that’s more stable and structured. I mean, I made it work, but it can get tiring trying to juggle everything.

“When I first got back, it was a shock. I was so used to somebody telling me what I had to do. It took me the better part of a year to snap out of that. Now I’m back into my own mode of making things happen. But it was difficult. And I know it’s not just me going through it. I see other people, other veterans struggling.”

While there are 40,000 veterans support organizations lining up to assist, veterans can get lost in the sea of well-meaning organizations. Tiffany describes Dixon Center and the UMAP Workforce Development as unique from the others.

“This program is just so different. I don’t know how, but even my mom has seen a change. Here, I pull up to the school and see my classmates and, I’m not going to lie, I smile. It’s just a different environment. Maybe it’s because these are vets and we share similar experiences, or we just have that battle buddy type of mode. This program is just more in tune, making sure you understand this work and are prepared for your future.”

Like Tiffany, thousands of veterans continue to find a pathway to better overall health and wellness, employment, and financial stability through Dixon Center programs and partnerships. Tiffany dreams of one day going into business for herself, “something like construction or flipping homes or rehabbing buildings.” Because of her dedication to the UMAP course work, she will matriculate from her classroom study on November 15th and will begin a stable position with Peoples Gas. Good luck in all your future endeavors, Tiffany!

_______________________________________________________________________________________________________

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. That’s why Dixon Center puts an emphasis on Workforce Development for these transitioning veterans and their spouses struggling to find stable employment through deployments and changes of station. Dixon Center’s unique partnership with the Utility Workers Military Assistance Program (UMAP) is just one in a series of connections forged to eliminate major barriers in this transition. Partnerships with UMAP, the Teamsters Military Assistance Program (TMAP), US Army Soldier for Life, and others provide veterans and their families access to employment training, credentialing, and connections to community resources. To date the UMAP/TMAP programs have provided training to over 2,700 service members, veterans, and family members with an employment success rate of 98%.

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Meet Sara Heidenheimer: Five Questions for Dixon Center’s Administrative and Program Manager

Meet Sara Heidenheimer: Five Questions for Dixon Center’s Administrative and Program Manager

How long have you been with Dixon Center?

I have been with Dixon Center about five years as Administrative and Program Manager. We had just moved to Maryland from Hawaii [where my husband had been stationed with the Navy], and I was trying to find a job. I had been out of work for three years while we were in in Hawaii;, I stayed with the kids. Because of that time, I was having a very hard time finding a job when we [moved to our new station].

I was on LinkedIn and someone had shared a post for the Katie Couric show. She was looking for three women who were trying to get back into the workforce; a stay-at-home-mom, a recent college graduate, and someone who had been laid off. That’s actually how I got in touch with Dixon Center, through the show.

Someone at the show had passed my information on to Dave. They told him they were looking for a job for a military spouse. They mentioned I was interested in working for military nonprofits, and asked Dave if he knew anyone they could set up an interview with. Dave said, “Wait a minute, we need someone at Dixon Center.” So he came out to New York, I had a breakfast interview with them. On the last day of the show, they did a “You’re hired” segment. Dave was in the audience. JG and the kids were there, and that’s when I was hired. I got hired on TV!

And I’ve been with Dixon Center ever since.

 

What does it mean to you to be a military spouse and family?

JG’s service is definitely his service. I do not take credit. I’ve never really worn my husband’s rank. I have my own job, I have my own career. But I am extremely proud of my husband for doing what he believes in. He’s doing it because he truly wants to serve his country. He believes in what he’s doing. He believes in supporting his junior sailors and helping them to succeed. If I’ve had any small part in making that possible for him, that makes me extremely proud.

It doesn’t come without sacrifice. He’s not home a lot of the time. He’s missed out on a lot of things with the kids, and it’s hard sometimes to try to cover for Mom and Dad. But they’re pretty tough kids. They’re resilient. I think for spouses and kids, you have to go with the flow and not make a big deal out of things that aren’t in the scheme of things.

Being part of the military community through my husband is part of what has made me so passionate about working with military nonprofits like Dixon Center. I see from the inside how awesome the military community is and how awesome the families and service members are. I think that’s what led me to realize what my passion was.

What does your job entail?

As Administrative and Program Manager, the administrative part is really what any admin does; letters, and booking travel, expense reports, scheduling meetings, all of that. Then the program manager part right now is focused mostly on our Women Veterans Program.

My husband is Navy. We were engaged before he went to boot camp. So I’ve been through the whole process with him. We lived in Pensacola, FL when he was in A school then his first ship was in San Diego, CA. I started working for the Army Services YMCA. I was an admin there. I also ran some other programs for single sailors. From there, my boss moved to Lincoln Military Housing as their Community Services Director, and she soon brought me over as the Community Services Coordinator. We planned free events for the families that lived in military housing.

After four or five years of working for military families and military nonprofits, I discovered my real passion was in working with those folks in whatever capacity. Whether it was in planning or administrative, I just wanted to continue working with military families and organizations that supported them.

What was the genesis of the Women Veterans Program?

The program started early on in our planning. We had an anonymous donor whose passion was helping women veterans. There are all these resources for post-9/11 veterans, a lot of it going to mostly male veterans. There’s just not a lot of help going to specifically female veterans. We wanted something that focused solely on female veterans and that crossed all generations; it wasn’t just post-9/11, it wasn’t just WWII.

We helped so many women early on that the donor just renewed our funds for another couple years. We have been able to continue the program through other donors that believe in the program and want to see it keep going.

In my involvement with the program, I’ve become perhaps too passionate about it. When you’re talking to these women and hearing their stories, you get attached and protective. I guess that’s not a bad thing after all. It’s a very rewarding part of my job.

Would you say that’s been your proudest project at Dixon Center?

The Women Veterans Program, that’s definitely up there. Being able to make such a difference in the lives of these women veterans. But also, providing assistance any way we can. Even when it’s helping other organizations work together and make a bigger difference together than they can on their own.

I’ve been blessed to work with some amazing organizations and some great people. Dixon Center is more than just a work team; it feels more like a family. We’re all extremely passionate about the military and the people we serve and making changes for them for the better. If we can’t help every person that comes to us, we do our best to connect them with someone who can.