TABLE 1.
Expanded roles and recommendations to better reintegrate modern warriors.
| Department of Defense | – Increase the prioritization of MW reintegration in its vision and strategy to successfully reintegrate MWs and to help create recruiting ambassadors in local communities |
| – Expand concept and resources for TAP to consist of ‘Phase One’ conducted within the DoD and ‘Phase Two’ conducted in MWs’ hometowns with DoD coordination | |
| – Similar to recruiters, position DoD resources within the local communities (like SFL Regional Outreach Teams) | |
| – Share local government best practices with other communities | |
| Local Government | – Play the leading role in filling the organizational gap regarding MW reintegration by implementing a strategy that synchronizes resources, creates a spirit of collaboration, and addresses MW unique needs |
| – Create a ‘no wrong door’ approach | |
| – Vet stakeholders that provide resources to MWs and hold them accountable for the quality of their services | |
| Department of Veterans Affairs | – Provide best possible, MW-centered health services and benefits; attract and retain eligible MWs |
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Attract and Enroll: – Increase VA involvement in DoD TAP programs; Provide liaisons to MWs to assist them in applying for VA benefits; Set up initial VA health appointment in their hometown |
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| – Play bigger role in MW reintegration by integrating VA reintegration efforts with local government strategies to support a ‘no wrong door’ approach | |
| – Evaluate the impact of the current VA motto upon enrolling women MWs | |
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Retain: – Standardize evaluation procedures for frontline staff regarding customer service |
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| – Provide local VA leadership authority over frontline staff and hold them accountable for customer service provided to MWs | |
| – Evaluate internal promotion policies, recruiting efforts, hiring initiatives, and scholarship programs to increase number of MW providers and leadership | |
| – Increase evidence-based Veteran culture competence training for all non-MW providers | |
| Veteran Service Organizations | – Increase interoperability and collaboration with other stakeholders by participation in community– based digital platforms |
| – Provide peer-to-peer support to MWs, such as Expiration Term of Service Sponsorship (Geraci et al., 2019) | |
| Employers | – Chief Executive Officer (CEO) or leader must see the importance of and be genuinely committed to recruiting, hiring, retaining and advancing MWs |
| – Develop a strategy that is resourced with a requisite team and funding | |
| – Create an energetic, employee-led affinity group that extends its hand to assimilate the newly hired MWs and spouses and can connect them to community resources | |
| – Expand evidence-based Veteran culture competence training | |
| Colleges | – Leadership must see the importance of and be genuinely committed to recruiting, enrolling and graduating MWs |
| – Develop a strategy that is resourced with a requisite team and funding | |
| – Create an energetic, student-led affinity group that extends its hand to assimilate the newly enrolled student MWs and can connect them to college and community resources | |
| – Expand evidence-based Veteran culture competence training | |
| – Expand MW-informed and led research that has the potential to mitigate MW suicide and facilitate successful reintegration |