    [House Hearing, 112 Congress]
    [From the U.S. Government Publishing Office]

                    PUTTING AMERICA'S VETERANS BACK TO WORK

    =======================================================================

                                    HEARING

                                   before the

                         COMMITTEE ON VETERANS' AFFAIRS
                         U.S. HOUSE OF REPRESENTATIVES

                          ONE HUNDRED TWELFTH CONGRESS

                                 FIRST SESSION

                                   __________

                                  JUNE 1, 2011

                                   __________

                               Serial No. 112-14

                                   __________

           Printed for the use of the Committee on Veterans' Affairs

                                    _____

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                         COMMITTEE ON VETERANS' AFFAIRS

                         Jeff Miller, Florida, Chairman

    CLIFF STEARNS, Florida               BOB FILNER, California, Ranking
    DOUG LAMBORN, Colorado               CORRINE BROWN, Florida
    GUS M. BILIRAKIS, Florida            SILVESTRE REYES, Texas
    DAVID P. ROE, Tennessee              MICHAEL H. MICHAUD, Maine
    MARLIN A. STUTZMAN, Indiana          LINDA T. SANCHEZ, California
    BILL FLORES, Texas                   BRUCE L. BRALEY, Iowa
    BILL JOHNSON, Ohio                   JERRY McNERNEY, California
    JEFF DENHAM, California              JOE DONNELLY, Indiana
    JON RUNYAN, New Jersey               TIMOTHY J. WALZ, Minnesota
    DAN BENISHEK, Michigan               JOHN BARROW, Georgia
    ANN MARIE BUERKLE, New York          RUSS CARNAHAN, Missouri
    TIM HUELSKAMP, Kansas
    Vacancy
    Vacancy

                Helen W. Tolar, Staff Director and Chief Counsel

                                     ______

    Pursuant to clause 2(e)(4) of Rule XI of the Rules of the House, public
    hearing records of the Committee on Veterans' Affairs are also
    published in electronic form. The printed hearing record remains the
    official version. Because electronic submissions are used to prepare
    both printed and electronic versions of the hearing record, the process
    of converting between various electronic formats may introduce
    unintentional errors or omissions. Such occurrences are inherent in the
    current publication process and should diminish as the process is
    further refined.

                                C O N T E N T S

                                   __________

                                  June 1, 2011

                                                                       Page
    Putting America's Veterans Back to Work..........................     1
                                   __________

                               OPENING STATEMENTS

    Chairman Jeff Miller.............................................     1
        Prepared statement of Chairman Miller........................    50
    Hon. Bob Filner, Ranking Democratic Member.......................     3
        Prepared statement of Congressman Filner.....................    51
    Hon. Gus M. Bilirakis, prepared statement of.....................    51
    Hon. John Barrow, prepared statement of..........................    52
    Hon. Russ Carnahan, prepared statement of........................    52
                                   __________

                                   WITNESSES

    U.S. Department of Veterans, Ruth A. Fanning, Director,
      Vocational Rehabilitation and Employment Service, Veterans
      Benefits Administration........................................    34
        Prepared statement of Ms. Fanning............................    96
    U.S. Department of Labor, Hon. Raymond M. Jefferson, Assistant
      Secretary, Veterans' Employment and Training Service...........    37
        Prepared statement of Mr. Jefferson..........................   100
                                   __________

    American Veterans (AMVETS), George Ondick, Executive Director,
      Department of Ohio.............................................    25
        Prepared statement of Mr. Ondick.............................    76
    Consortium for Citizens with Disabilities, Heather L. Ansley,
      Esq., MSW, Co-Chair, Veterans Task Force.......................    28
        Prepared statement of Ms. Ansley.............................    86
    DirectEmployers Association, Jolene Jefferies, Vice President,
      Strategic Initiatives..........................................     6
        Prepared statement of Ms. Jefferies..........................    61
    Florida Army National Guard, Major General James D. Tyre, ARNG,
      Assistant Adjutant General.....................................    33
        Prepared statement of General Tyre...........................    93
    National Association of State Workforce Agencies, Richard A.
      Hobbie, Executive Director.....................................     4
        Prepared statement of Mr. Hobbie.............................    52
    Reserve Officers Association of the United States, Captain
      Marshall Hanson, USNR (Ret.), Director, Legislative and
      Military Policy, and also on behalf of Reserve Enlisted
      Association....................................................    26
        Prepared statement of Captain Hanson.........................    79
    Society for Human Resource Management, Henry Jackson, Interim
      President and Chief Executive Officer..........................     9
        Prepared statement of Mr. Jackson............................    71
    U.S. Chamber of Commerce, Kevin M. Schmiegel, Vice President,
      Veterans Employment Programs...................................     8
        Prepared statement of Mr. Schmiegel..........................    67
                                   __________

                       MATERIAL SUBMITTED FOR THE RECORD

    Post-Hearing Questions and Responses for the Record:

        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to Richard A. Hobbie, Executive Director,
          National Association of State Workforce Agencies, letter
          dated June 22, 2011, and response letter, dated August 3,
          2011.......................................................   103
        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to Jolene Jefferies, Vice President,
          Strategic Initiatives, DirectEmployers Association, letter
          dated June 22, 2011, and response, memorandum dated June
          29, 2011...................................................   105
        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to Kevin M. Schmiegel, Vice President,
          Veterans Employment Program, U.S. Chamber of Commerce,
          letter dated June 22, 2011, and Mr. Schmiegel's responses..   112
        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to George Ondick, Executive Director,
          Department of Ohio, AMVETS, letter dated June 22, 2011, and
          Mr. Ondick's responses.....................................   113
        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to Captain Marshall Hanson, USNR (Ret.),
          Director, Legislative and Military Policy, Reserve Officers
          Association, letter dated June 22, 2011, and Captain
          Hanson's responses.........................................   114
        Hon. Bob Filner, Ranking Democratic Member, Committee on
          Veterans' Affairs to Hon. Raymond M. Jefferson, Assistant
          Secretary, Veterans' Employment and Training Service, U.S.
          Department of Labor, letter dated June 22, 2011, and DoL's
          responses..................................................   115

                           PUTTING AMERICA'S VETERANS
                                  BACK TO WORK

                                  ----------

                            WEDNESDAY, JUNE 1, 2011

                 U.S. House of Representatives,
                        Committee on Veterans' Affairs,
                                                Washington, DC.

        The Committee met, pursuant to notice, at 10:02 a.m., in
    Room 334, Cannon House Office Building, Hon. Jeff Miller
    [Chairman of the Committee] presiding.
        Present: Representatives Miller, Stutzman, Benishek, Huelska
    mp, Filner, Michaud, Braley, McNerney, Donnelly, and Barrow.

                  OPENING STATEMENT OF CHAIRMAN MILLER

        The Chairman. Good morning, everybody. Welcome to our
    Committee meeting this morning: Putting America's Veterans Back
    to Work. I think we all can agree that this is one of the most
    important hearings that we will have in this Congress. That is
    why we have decided to proceed with this hearing even though
    many of the Members on the majority side are at a meeting at
    the invitation of the President at the White House.
        Just last week, I and other Committee Members met with
    dozens of veteran organizations who were nearly unanimous in
    making jobs for veterans their number one priority. I couldn't
    agree more.
        Lengthy unemployment can cause an unbelievable amount of
    strain. Bills don't get paid, savings can be exhausted, and
    family needs have to be put on hold. The financial strain of
    not having meaningful employment has a cascading effect for
    many: family problems, declining health, homelessness. We have
    just got to get the economy going again to put Americans back
    to work, especially those who have protected our freedom to
    work in the first place.
        Growing the economy starts with the fundamentals of keeping
    taxes on small businesses low, which necessarily means holding
    Federal spending down, reducing burdensome and unnecessary
    regulations, and ensuring that we have a trained, skilled
    workforce ready for the 21st Century jobs.
        It is this third area, ensuring a trained, skilled
    workforce, that the Veterans' Affairs Committee is primed to
    lead. There are a number of programs run by the U.S. Department
    of Veterans Affairs (VA) and the U.S. Department of Labor (DoL)
    that have the potential to help, but our task is to see if
    those programs, as designed, are doing the job as intended. Our
    responsibility is to modernize them to respond to the specific
    needs that exist for unemployed or under-employed veterans in
    our economy. So let me take a moment to highlight a few areas
    where I think we need improvement.
        First, the unemployment rate among all veterans of the
    Global War on Terror has been reported to be as high as 13.1
    percent. This high rate exists despite the fact that Transition
    Assistance Programs (TAPs) for separating servicemembers
    looking for work are available, as are federally funded
    veterans employment specialists within every State. We need to
    look at these programs anew to see how they can be improved.
        Second, training and the education benefits through the new
    Post-9/11 GI Bill and other programs are valuable tools, I
    think we will all agree, for our veterans. However, as
    currently designed, they do little good for middle-aged
    veterans far removed from military service who may need new
    skills to break out of unemployment.
        To highlight the point I am making, on the 2nd of May the
    Conference Board released its data showing there are nearly 4.5
    million jobs advertised on the Internet. The Board's data also
    show the top 10 career fields with a heavy presence of jobs
    requiring hard skills. To me, this shows that good jobs are out
    there. We just need to retool the programs we have to help our
    veterans compete for those very jobs.
        Finally, there are legal protections for Guardsmen and
    Reservists who left work to fight for our country. By law, they
    are entitled to have or go back to their jobs when they come
    home; and we need to be aggressive in enforcement of this law.
        Just one more thing. We need to have a better understanding
    of the demographics of unemployed veterans, things like
    education levels, lengths of unemployment, skills learned in
    the military, to name a few; and we will hear some of that from
    our witness from the Bureau of Labor Statistics (BLS). But I
    believe it is time to expand the facts that we know about
    unemployed veterans.
        As a beginning, I hope today's witnesses can provide some
    insight into what we can do to help veterans get the jobs they
    want and they deserve. I have some ideas of my own. So let's
    get the ball rolling.
        I will soon introduce a new jobs bill for veterans, and the
    principles of my bill are simple. We need to provide a
    meaningful retraining program for our older veterans, who make
    up two-thirds of all unemployed veterans. We need to ensure
    that the Transition Assistance Programs--TAP--for our younger
    veterans is effective and, just as important, utilized when
    they separate from the military. We need to add flexibility and
    accountability to federally-funded job training programs, and
    we need to ensure that we have updated legal protections for
    veterans who want their jobs back on their return from service
    active duty. And we must do a better job of enforcing these
    protections.
        I know Members will have other ideas as we go forward, but,
    keeping in line with the theme of this hearing, I am anxious to
    roll up my sleeves and get to work. As with any work, we need
    to set goals; and let me tell you what my goal is. I believe
    that an unemployment rate between 4 and 5 percent is generally
    accepted to be full employment in this country. So I want to
    begin today's hearing by setting a goal to reduce unemployment
    among veterans from its current level of 7.7 percent to about
    4.5 percent. That means, using the Bureau of Labor Statistics
    April data, we need to reduce the number of unemployed veterans
    from April's number of 873,000 to 470,000, or a reduction of
    about 400,000 veterans. I think we can do that, and I invite
    every Member of this Committee to join me in achieving this
    goal--not just overnight--but over the next year or 2, at the
    outside.
        I now recognize our Ranking Member, Mr. Filner, for his
    opening remarks.
        [The prepared statement of Chairman Miller appears on p.
    50.]

                  OPENING STATEMENT OF HON. BOB FILNER

        Mr. Filner. Thank you, Mr. Chairman. Thank you for having
    this hearing.
        I ask that my opening statement be made part of the record.
        The Chairman. Without objection.
        Mr. Filner. I would associate myself with your comments,
    except for one statement. You start off with the mantra that we
    have to reduce taxes on small business, which I would agree
    with, and cut spending. Then you go on to say how much we need
    more training. It seems to me we have to increase spending in
    these areas, and I am not afraid to come out and say it. We
    have to increase our spending in these areas. If we are going
    to put people back to work, it is going to take some
    investment; and maybe we can do another hearing on this, Mr.
    Chairman.
        The VA has hired thousands and thousands of employees to
    deal with disability payments and other issues. I suspect that
    they need to meet some percentage goals in terms of hiring
    veterans. But this is the VA. It ought to go much further. We
    could use those jobs as a training vehicle for people. Why
    aren't we hiring all veterans for these jobs? Veterans in
    charge of the disability payment situation would probably bring
    a whole new level of concern for those who are applying. But
    the VA ought to not just hire thousands of veterans. If it
    doesn't find qualified veterans then it should train them.
        Second, as you know, we have major construction projects in
    the VA and, of course, around this whole government. I would
    find it hard to believe--and I would like to have a hearing on
    it--that these construction projects meet some minimal
    guidelines for hiring veterans. It should be a requirement for
    our VA construction projects but also for construction projects
    across the government. We are spending billions and billions of
    dollars, not only in VA, but the DoD. If the agencies say they
    can't find qualified people, then let's train the veterans
    right on the job.
        It seems to me we can meet your goal. I thank you for
    setting it, not just in the public sector, but we should also
    be encouraging and having everybody understand what they should
    do for our Nation's veterans.
        I think we have to take what we have already and look at
    whether we are hiring and meeting goals in these areas. I don't
    know the statistics, but I bet we are not anywhere near what we
    ought to be if we are going to meet the goals that you properly
    set, Mr. Chairman. So I hope that we not only encourage the
    private sector by whatever we can do through the Congress and
    the White House to encourage that amongst our citizens, but we
    ought to have a hearing on what the public sector is doing in
    terms of meeting these goals.
        Again, everybody says, well, I wish I could find qualified
    people. If you really mean that, then you are obligated to
    train them and not just say they are not qualified. I think we
    can meet these goals, but I think we have to make sure our own
    hiring practices and our own contracting regulations are also
    in furtherance of that goal.
        I yield back, Mr. Chairman.
        [The prepared statement of Congressman Filner appears on
    p. 51.]
        The Chairman. I thank my colleague for his remarks.
        I would remind him, although there is a little bit of
    difference in the way we think we need to raise the money, what
    I will propose will be within current spending levels. We will
    have an offset that I believe he will probably most readily
    agree with, that we can do that. So it is not a matter of
    spending more. It is definitely spending it more efficiently.
        Mr. Filner. We're going to cut your staff?
        The Chairman. And title 38 of section 4212--I heard you--
    requires all Federal contractors to report jobs that are
    available and how many veterans that they employ. So I will be
    happy to help you get the information that is out there, and I
    appreciate your comments and your willingness to work together,
    as we have done so since the first of the year.
        I would like to ask the first panel, if they would, to come
    forward. As you come forward, I will go ahead and make the
    introductions.
        The first panel: Richard Hobbie, Executive Director of the
    National Association of State Workforce Agencies (NASWA);
    followed by Ms. Jolene Jefferies, Vice President of Strategic
    Initiatives of the DirectEmployers Association (DEA); and Kevin
    Schmiegel, who is the Vice President of Employment Programs for
    the United States Chamber of Commerce. And, finally, we have
    Henry Jackson, who is the Interim President and Chief Executive
    Officer of the Society for Human Resources Management (SHRM).
        Thank you for being here today. We appreciate your
    willingness to testify. We apologize for having to have already
    postponed this hearing once. Thank you for making adjustments
    to your schedule.
        We would like to begin with Mr. Hobbie. You are recognized.

     STATEMENTS OF RICHARD A. HOBBIE, EXECUTIVE DIRECTOR, NATIONAL
    ASSOCIATION OF STATE WORKFORCE AGENCIES; JOLENE JEFFERIES, VICE
    PRESIDENT, STRATEGIC INITIATIVES, DIRECTEMPLOYERS ASSOCIATION;
        KEVIN M. SCHMIEGEL, VICE PRESIDENT, VETERANS EMPLOYMENT
    PROGRAMS, U.S. CHAMBER OF COMMERCE; AND HENRY JACKSON, INTERIM
       PRESIDENT AND CHIEF EXECUTIVE OFFICER, SOCIETY FOR HUMAN
                          RESOURCE MANAGEMENT

                     STATEMENT OF RICHARD A. HOBBIE

        Mr. Hobbie. Chairman Miller, Ranking Member Filner, and
    Members of the Committee, on behalf of the National Association
    of State Workforce Agencies, or NASWA, thank you for the
    opportunity to discuss employment of veterans.
        I am Rich Hobbie, Executive Director of NASWA. The members
    of NASWA are State leaders of the publicly funded workforce
    system and are committed to providing the highest quality of
    service to our Nation's veterans, National Guard members, and
    Reservists.
        As unemployment remains high, helping veterans transition
    from their military to civilian careers remains a significant
    challenge. The Bureau of Labor Statistics, or BLS, reported in
    March 2011, the jobless rate among the Nation's 22 million
    veterans ages 18 and older was 8.7 percent in 2010, compared to
    9.4 percent for nonveterans. However, the 2.2 million veterans
    who served in the military since September, 2001, had an
    unemployment rate of 11.5 percent in 2010. For these same
    veterans ages 18 to 24, the unemployment rate was 21 percent,
    but this was not statistically different from nonveterans of
    the same age.
        NASWA members administer veterans programs funded through
    the U.S. Department of Labor, or DoL. These programs are
    offered to veterans through the Nation's nearly 3,000 One-Stop
    Career Centers. State workforce agencies provide a wide range
    of services for veterans, including the Disabled Veterans'
    Outreach program, or DVOP, and Local Veterans' Employment
    Representatives, or LVERs. However, veterans receive many more
    services through programs such as unemployment compensation for
    ex-servicemembers, the UCX program; labor market information;
    labor exchange services; assessment of skill levels; and job
    search assistance. All of these services are offered to
    veterans under priority of service authorized by the Jobs for
    Veterans Act, or JVA, enacted in 2002. It requires the
    workforce system to make veterans a priority. States
    implemented JVA under guidance from DoL.
        There are three fundamental challenges to employing
    veterans.
        First, the economy. There are not enough jobs available for
    all job seekers. Currently, the ratio of unemployed workers to
    job openings is about four to one.
        Second, funding. Funding for employment services is barely
    half of what it was 30 years ago; and other workforce program
    funding, excluding unemployment benefits, has remained
    relatively constant for the past 20 years.
        Third, difficulty connecting veterans to the workforce
    system. Because of funding cuts and efforts to improve, the
    workforce system has automated many of its services. While this
    allows States to serve workers and employers, it has reduced
    in-person consultation. While nearly all claimants, including
    veterans, file for unemployment insurance via telephone or
    Internet, there is often limited in-person contacts with One-
    Stop Career Centers. NASWA is working with DoL to improve this
    connection. With about 36,000 veterans collecting UCX per week,
    this should be a high priority for veterans on UCX.
        An additional way State workforce agencies have responded
    to these challenges was the creation of the National Labor
    Exchange, or NLX. The NLX aims to capture the greatest number
    of valid job openings. Some 49 States are participating in the
    NLX. Since 2007, the NLX has provided over 9 million jobs to
    State workforce agencies and is operated in partnership with
    DirectEmployers Association, a trade association of over 600
    Fortune 1,000 companies.
        More specific challenges unique to veterans include, first,
    veterans are often unable to obtain civilian credentials
    despite gaining related experience or training while in the
    military. Second, many veterans have difficulty translating
    military skills and experiences into civilian jobs. Third,
    employers have difficulty identifying the location of veterans
    with certain skills. And, fourth, the Office of Federal
    Contract Compliance, or OFCCP, has proposed regulations that
    would needlessly burden Federal contractors and State workforce
    agencies by imposing unrealistic recordkeeping and reporting
    requirements.
        Mr. Chairman, NASWA looks forward to working with you and
    the Committee on these challenges. Thank you.
        [The prepared statement of Mr. Hobbie appears on p. 52.]
        The Chairman. Thank you.
        Ms. Jefferies.

                     STATEMENT OF JOLENE JEFFERIES

        Ms. Jefferies. Chairman Miller, Ranking Member Filner, and
    Members of the Committee, on behalf of DirectEmployers
    Association thank you for the opportunity to discuss our
    Association's veteran outreach programs for employers.
        My name is Jolene Jefferies, and I am Vice President of
    Strategic Initiatives for DirectEmployers. Founded in 2001 and
    headquartered in Indianapolis, DirectEmployers is a 501(c)(6)
    trade association owned and managed by over 600 Fortune 1,000
    human resource or H.R. executives. Our mission is to provide
    employers an employment network that is cost-effective,
    improves labor market efficiency, and reaches an ethnically
    diverse national and international workforce.
        Consistent with our mission, DirectEmployers partnered with
    the National Association of State Workforce Agencies, or NASWA,
    in 2007 to create the JobCentral National Labor Exchange, or
    the NLX. The NLX replaced the previously federally funded
    America's Job Bank and is a free job search engine to all
    employers, regardless of size, in all industries. The NLX
    relies on no Federal funds but instead this unique public/
    private partnership leverages nonprofit-owned technology with
    existing State workforce agency resources to enhance offerings
    to veterans.
        Through VetCentral, a feature of the NLX, employers' job
    openings are automatically indexed or scraped directly from
    their corporate career sites. These job openings are then
    provided to the appropriate employment service delivery system
    nationwide via e-mails to the disabled veteran outreach program
    coordinators and local veteran employment representatives and
    in many cases are also electronically fed directly into the
    State job banks. DirectEmployers goes above and beyond minimum
    regulatory compliance mandates and also feeds members' job
    openings to many other related military related and government
    Web sites.
        Announced in April, the .Jobs universe military network is
    also free to all employers and provides military personnel and
    their dependents access to more than 880,000 employment
    opportunities per month from over 90,000 employers nationwide.
    Over 5,800 .Jobs domains serve all branches of the Armed Forces
    and utilize the military occupational classification, or MOC,
    to link military occupations to matching civilian occupations
    such as www.42F.jobs. The .Jobs military family feature helps
    military families and caregivers search for employment at their
    assigned base, such as www.CampPendleton.jobs.
        DirectEmployers also established a Recruitment Regulatory
    Compliance Committee, or RRCC, to provide consultation and
    guidance to employers on issues related to veterans employment.
        In a recent survey, employers identified five barriers in
    employing veterans.
        One, just-in-time hiring process. Because employers utilize
    a just-in-time time hiring process, employers would benefit
    from Federal and State employment services that support this
    model. Turnover in H.R. departments is dynamic, and utilization
    of the Internet, social media platforms, and related
    technologies are commonplace. Companies seek to leverage cost-
    and time-effective resources that provide more immediate
    recruiting solutions.
        Two, skills and education translation. The military
    workforce is challenged with the translation and transference
    of their education and skills.
        Three, military to civilian certification. Several
    professions require special licenses or accreditations.
    Transitioning military personnel are at a disadvantage without
    such credentials. All levels of government need to implement
    solutions that effectively balance current challenges with
    educational system gaps, the accreditation of job seekers, and
    the fiscal demands and resources of civilian employers.
        Four, lack of data. There is no reliable data source that
    takes into account the available pool of the military
    workforce, making it difficult for employers to find qualified
    veterans.
        Five, OFCCP consistency. Federal contractors have
    experienced challenges from the OFCCP, especially during
    compliance evaluations that hampers collaboration. First, their
    knowledge and appreciation of how State workforce agencies
    operate is outdated; and, second, their standards and
    procedures across national, regional, and district offices is
    inconsistent.
        To help all employers more effectively employ veterans,
    DirectEmployers continues to work with NASWA to offer an
    outstanding hiring and retaining veterans Webinar education and
    training series for both employers and State workforce
    agencies. This 16-module series and its resources help
    employers expedite the learning curve in developing, sharing,
    and implementing best practices and success strategies to
    attract military candidates.
        Mr. Chairman, we appreciate the opportunity to discuss the
    employers' perspective and our initiatives to improve the
    employment outcomes of veterans. We are happy to provide you
    with any additional information. Thank you.
        [The prepared statement of Ms. Jefferies appears on p. 61.]
        The Chairman. Thank you, Ms. Jefferies.
        Mr. Schmiegel.

                    STATEMENT OF KEVIN M. SCHMIEGEL

        Mr. Schmiegel. Chairman Miller, Ranking Member Filner, and
    Members of the Committee, my name is Kevin Schmiegel; and I am
    the Vice President of Veterans Employment Programs at the U.S.
    Chamber of Commerce. Thank you for the opportunity to appear as
    a witness before the Committee and to speak to you about what
    the Chamber is doing to help our Nation's heroes find
    meaningful employment in the private sector.
        The reason the Chamber is focused on this issue is simple.
    Many of our members want to hire veterans. Even with high
    unemployment, we have a huge skills gap in America that is
    hindering our recovery and undermining our global
    competitiveness. Veterans can help fill that gap. They have
    leadership experience and technical expertise. They are problem
    solvers. And they are extremely reliable. Ninety percent of
    military occupations are directly transferable to jobs in the
    private sector. The Chamber's veterans programs will help raise
    awareness across the business community of this great pool of
    talented workers.
        As a veteran myself, it is an honor and privilege to be
    here. Two years ago today, I retired from the United States
    Marine Corps as a lieutenant colonel after 20 years of service.
    My own transition from the military was full of good fortune. I
    was lucky to have a mentor like former National Security
    Advisor Jim Jones. I was lucky to be at the right place at the
    right time. And I was lucky to be hired by an organization like
    the Chamber that understands and appreciates the values of
    hiring a veteran.
        Not every veteran is that lucky. Of the 12 million veterans
    in the civilian workforce last year, over 1 million of them
    were unemployed. While the jobless rate for veterans in 2010
    was comparable to the national average, there are some alarming
    trends that may result in higher unemployment for veterans in
    the near term.
        For example, the average unemployment rate for Post-9/11-
    era veterans last year was 11.5 percent, and nearly 27 percent
    of veterans between the ages of 18 and 24 are currently without
    work. Members of the Guard and Reserve are experiencing
    significantly higher unemployment rates at 14 percent.
        With the potential drawdown of our Armed Forces and higher
    rates of unemployment for returning Iraq and Afghanistan
    veterans, the Chamber initiated several programs that will
    enhance private-sector job opportunities.
        In March, we started a year-long nationwide campaign called
    Hiring Our Heroes. This initiative was launched in partnership
    with Mr. Ray Jefferson, the Assistant Secretary for the
    Department of Labor VETS, and Mr. Ron Young, Executive Director
    of the Employer Support of the Guard and Reserve.
        There are four pillars to Hiring Our Heroes. While our main
    focus is on conducting 100 hiring fairs in local communities
    across America, we have also created strategic partnerships in
    three other areas to deal with specific populations of veterans
    and their unique challenges. They include wounded warriors,
    student veterans, and women veterans and military spouses.
        Our aggressive agenda focuses is on one measure of success:
    jobs for the 1 million unemployed veterans in America. In the
    post-training year, we will host 100 hiring fairs with the help
    of local Chambers of Commerce in all 50 States. The first of
    100 took place in Chicago on March 24, and it was a huge
    success, with 127 employers and 1,200 veterans and their
    spouses participating. Roughly 150 of them are likely to get
    jobs. Through this campaign we hope to connect 100,000 veterans
    and spouses with over 1,000 different employers over the next
    12 months.
        Our program for wounded warriors is tailored to meet their
    unique challenges and demands. In partnership with the USO and
    Hire Heroes USA, we are hosting quarterly transition workshops
    and career opportunity days in Fort Carson, Colorado, and Fort
    Belvoir, Virginia.
        The Chamber is working with student veterans of America on
    a jobs and internship program to help our Nation's youngest
    generation of veterans. It will be launched this month at over
    350 colleges and universities and will be available to over
    40,000 student veterans seeking internships and job
    opportunities across the
    Nation.
        Finally, we are partnering with Business and Professional
    Women's Foundation and the Department of Defense to help women
    veterans and military spouses find private-sector jobs at home
    and abroad. The goal of the program is to significantly
    decrease women veteran and military spouse unemployment by
    establishing a network of 10,000 women mentors in the business
    community by the end of 2012.
        There are four principles that are critical to success:
    First, local communities must be the cornerstone of any
    national program to reduce veterans' unemployment. Second, we
    must do a better job of coordinating public and private-sector
    efforts. Third, we must look for innovative ways to assist
    transitioning veterans. And, fourth, all programs, existing and
    new, should be measured against clear objectives and
    established metrics so we can focus on what is working and stop
    funding programs that are not producing results.
        Chairman Miller, Ranking Member Filner, and distinguished
    Members of the Committee, the Chamber is committed to helping
    veterans and their spouses find and keep good jobs. Thank you
    for this Committee's unwavering commitment and support of
    veterans and their families. I appreciate this opportunity.
        [The prepared statement of Mr. Schmiegel appears on p. 67.]
        The Chairman. Thank you very much.
        Mr. Jackson, thank you for being with us today. You are
    recognized.

                       STATEMENT OF HENRY JACKSON

        Mr. Jackson. Thank you. Chairman Miller, Ranking Member
    Filner, Members of the Committee, I am Henry Jackson, Interim
    President and Chief Executive Officer of the Society for Human
    Resource Management, or SHRM, as we are known. I thank you for
    the opportunity to address an issue of great importance to the
    human resource profession. We consider this one of our major
    focuses: easing the transition of military veterans into the
    civilian workforce.
        First, as the world's largest association dedicated to
    human resource management, our members appreciate that almost
    half of our Nation's military strength resides in the National
    Guard and Reserve. For this reason, SHRM formed a partnership
    with the Department of Defense's Employer Support of the Guard
    and Reserve (ESGR) early last year. Through this partnership,
    SHRM is linking all 600 SHRM State councils and chapters with
    their local ESGR offices. As of today, more than 300 SHRM
    chapters and 31 SHRM State councils have signed a statement of
    support for this program.
        Soon after forging our partnership with ESGR, we
    inaugurated a military hiring program as part of our 2010
    annual conference. Building on the enthusiastic response we
    received for last year's program, we are holding another
    veterans workshop at our conference next month, offering it at
    no charge to more than 12,000 H.R. professionals.
        SHRM has also developed a deeper relationship with the
    Department of Labor Veterans' Employment and Training Service,
    or VETS. The core of our work with VETS is in helping the
    agency to inform employers across the Nation about the
    resources that are available to them to hire and engage
    veterans.
        In a related effort, the White House invited SHRM to
    participate in Joining Forces, an initiative focused on the
    needs of military families. SHRM is developing resources on
    effective practices for recruiting and retaining military
    spouses, maximizing workplace flexibility, and other policies
    to support military families.
        Through these efforts we have identified opportunities to
    make these programs more effective for both the veterans and
    the employers alike.
        First, 71 percent of H.R. professionals are unaware of or
    somewhat unsatisfied with the programs to help them find and
    assimilate veterans into their workforces. Part of this problem
    may lie in the number of Federal, as well as State, programs
    devoted to veterans employment as well as the coordination of
    those programs.
        Second, it is clear that there are some misunderstandings
    about how to address the workplace needs of veterans with
    combat-related disabilities as well as the availability of
    assistance.
        Third, retention of veterans is also an issue. Last year,
    Mymilitarytransition.com surveyed veterans and H.R. managers on
    why job retention beyond 18 months is often difficult. Veterans
    cited lack of cultural fit as the leading reason, while H.R.
    managers described it as an inability to let go of the military
    way of doing things.
        Finally, many returning veterans face a unique challenge in
    translating their specialized skills into a civilian job. Last
    spring, a SHRM poll found that 60 percent of respondents said
    translating military skills was the biggest hurdle for veterans
    in the job search process.
        At SHRM, we are committed to facing these challenges head
    on to successfully bring together employers and veterans in a
    manner that truly serves our heroes as well as the business
    community. Mr. Chairman and Members of the Committee, SHRM and
    its members will continue efforts to assist employers in
    finding, recruiting, and retaining military veterans.
        As we work together to improve employment outcomes for
    transitioning servicemembers, we suggest the following to
    foster greater employment opportunities and more effective
    programs:

        First, encourage continued partnerships between the
    employer community and the relevant agencies.
        Second, clarify and educate employers about the role of the
    Federal agencies. Employers would greatly benefit from having a
    more streamlined set of resources that they can consult to find
    veteran talent, post their job openings, and find information
    about hiring veterans and other transitioning servicemembers.

        Finally, improve and increase uniformity in transition
    assistance for servicemembers. As noted in our testimony,
    guidance provided to individuals leaving the military should
    prepare them for what employers need to hire, including
    translation of military skills, interviewing techniques, and
    job search advice. Having a more uniform system understood by
    both employers and transitioning servicemembers would greatly
    benefit both.
        Thank you for this opportunity to come before you, and we
    look forward to partnering with you in achieving a smooth
    transition for every returning veteran. I welcome your
    questions.
        [The prepared statement of Mr. Jackson appears on p. 71.]
        The Chairman. Thank you very much, Mr. Jackson.
        Thanks to each of you for your testimony.
        I think we have heard a common thread among a lot of what
    you have had to say. There are a lot of programs out there and
    a lot of information out there, a lot of ways that people can
    get to it, but nobody knows it is there. How do we do it? We
    already have the programs in place. The Web sites are out
    there. VA has it. SHRM has it.
        Who wants to start? I would be glad to hear from any one of
    you on a simple way to fix the problem.
        Mr. Jackson. I will take that, simply because SHRM, as a
    human resource association, sort of takes this on as one of our
    responsibilities.
        I truly believe that education is what is sorely lacking.
    When we go to our members--we surveyed our members last year--
    53 percent of our members indicated that they were actually
    attempting to hire veterans but were not sure about how to go
    about it, how to target veterans.
        We believe that through the programs with the Department of
    Labor VETS that we are developing a toolkit for veterans and
    employers that we hope to roll out sometime before the end of
    the year in conjunction with the Department of Labor. We
    believe that our members are truly committed to this cause. It
    is a matter of giving them a succinct place to go to identify
    how to address this issue.
        Mr. Hobbie. Mr. Chairman, I agree that partnerships with
    employers and Federal and State and local agencies is extremely
    important. Of course, we have made great progress on that the
    last 4 years with our partnership with DirectEmployers
    Association, and we continue to make progress.
        Ms. Jefferies. I can just say I kicked off--we did a
    DirectEmployers Association hiring and retaining veterans
    Webinar education series, and it has been keeping me incredibly
    busy. There is definitely a strong interest in this.
        To Mr. Jackson's point, there is a lot of turnover in these
    human resource departments, and it does require continuous
    education and communication. And we just can't stop that
    effort. It has to be an ongoing initiative.
        And so, in that spirit, we are providing this education
    series, recording it, and it is open to the public, does not
    cost anything. We have had State workforce agencies, DVOPs,
    LVERs, the VA, the OFCCP, employers, all demanding this
    training. And so there is a huge need for that.
        The Chairman. Finally, Mr. Schmiegel.
        Mr. Schmiegel. Thank you, sir.
        I would like to make two points. The first point, which is
    one of the principles we talked about, is that the effort has
    to be focused on the local community.
        In my last assignment as a Marine, I was the head of
    enlisted assignment monitors. I managed 60 human resource
    specialists in the Marine Corps that assigned 170,000 Marines
    worldwide. One of our other primary responsibilities was to
    retain Marines. We only retain about one out of every four
    first-term Marines. So when we were doing our interviews to
    talk to those Marines about their decision to leave, we often
    asked them what they were going to do next. They never talked
    about what they were going to do next. They always talked about
    where they were going. The fact is veterans and their families
    are returning to local communities every day.
        So the second point, which talks to the local community, is
    efforts have to be better coordinated between the public and
    private sector in those local communities. Our approach is
    simple. We are going to do 100 events, 100 hiring fairs in
    those local communities, using the local Chambers of Commerce
    and the relationships that we have formed nationally with the
    Department of Labor VETS and with the Employer Support of the
    Guard and Reserve. And Ray Jefferson's State Directors and Ron
    Young's team of State Directors in the Guard and Reserve are
    going to get together in those local communities and execute
    events. If we focus on local communities and we better
    coordinate public and private-sector efforts, we will be more
    successful.
        The Chairman. I salute the Chamber on the 100 job fairs
    that you are talking about holding, but I think you just hit on
    part of your problem. If they are all returning to their home
    communities, you have tens of thousands of communities, which
    we need to be penetrating and be able to communicate with them.
    So how do we solve that problem? They all want to go home. I
    certainly understand that. We have small cities of several
    thousands to large cities of millions.
        Mr. Schmiegel. I think there has to be several different
    models, several different approaches to this. So we conducted
    what Ray and I refer to as mega hiring fairs in cities like
    Chicago, in cities like New York, in cities like Los Angeles.
    That model may have over 100, 150 employers and a couple
    thousand veterans and their spouses attend. We generally have
    high-level speakers. We have transitional workshops to offer in
    conjunction with that.
        When we go to small areas--we will be in Great Falls,
    Montana, on August 13--the model is different. You have to
    focus on fewer number of employees, and you have to also take
    into account that neighboring States from Montana may have
    significantly lower rates of unemployment than Great Falls. So
    you may ask a big employer like Halliburton, who has a
    significant number of jobs in the eastern portion of the State
    and in the neighboring State, to offer jobs to veterans and
    their families to relocate either in Montana or to a
    neighboring State.
        So I think the answer to the question is the model is
    different. You have to start somewhere. A hundred is a very
    aggressive number. The U.S. Chamber of Commerce has over 1,700
    local Chambers of Commerce affiliated with us. Next year, if
    this campaign is successful, we hope that the 100 becomes 500;
    and the year after that we hope the 500 becomes 1,000.
        Thank you.
        The Chairman. Thank you.
        Mr. Filner.
        Mr. Filner. Thank you, Mr. Chairman.
        I thank you all for your testimony and for your efforts.
        This is, obviously, a Congressional hearing and we have
    oversight of the VA. I haven't heard any suggestions on what we
    ought to be doing or what the VA ought to be doing. It looks
    like the only guy doing anything in government is Mr. Jefferson
    over here, from the testimony. I know you have false modesty.
        What are we all doing here? This ought to be a top priority
    for everybody. I can imagine--and you guys are the experts--but
    if I just thought about it for a few seconds I could think of
    what the VA could be doing.
        Why isn't every regional office, for example, putting out a
    list of veterans and their specialties and what jobs they are
    seeking? You guys all said that we have trouble linking up with
    the veterans. Well, the VA knows every veteran. Let's just put
    out a list of everybody who is looking for a job. It just
    doesn't seem difficult.
        We hear about the transition of skills in the military and
    how they are hard to translate. We could deem anybody who is in
    electronics or a medic or a truck driver and give them a
    certificate that says, for the purposes of hiring, this serves
    as qualifications for entry-level employment. People can then
    be trained further.
        These servicemembers have incredible skills. We have been
    working on this civilian certification for decades. Nobody can
    seem to solve it. We have guys driving trucks all over Iraq and
    Afghanistan. They come home and find out they have to take a 6-
    month course to get a commercial driver's license. What do they
    need that for? They get discouraged because they know how to do
    it. They do it under the most difficult conditions you can
    imagine. Let them have a certificate that starts with a job.
    The same idea for our electronics people or medics.
        I have watched these medics. They do things that no
    civilian would ever think of doing, and yet they have to go
    through some other certification, masters program and go to
    this college or that college. They have the training. We could
    just do it.
        I would like you to give us some suggestions either in law,
    or regulation, or Executive Order, that we can help you do the
    kind of things you are doing every day. You are out there. We
    ought to be helping you in every way we can. The VA's job is to
    do that. Give us one thing we can do, if each of you could do
    that?
        Ms. Jefferies. I think, for starters, what would really
    help employers--and we don't need a list of names necessarily--
    but even just a simple heat map, for instance, that shows what
    the talent pools of the veterans are, what their skills are,
    and where in terms of geography where can we find certain
    veterans with specific skills. That way we can at least hone
    down our recruiting strategy.
        Mr. Filner. Done. Let's do it.
        Anybody from the VA here? Where is Ms. Fanning?
        Heat map? Whatever a heat map is, let's do it. I can
    imagine what it is, but I am sure it is easy.
        Mr. Jackson. I would just like to follow on what Mr.
    Schmiegel said, is that it is getting into the individual
    communities. Although we have just started this project last
    March, we have 600 chapters around the country. We are in small
    towns, big towns. We are in towns where the veterans are going
    back to. But what we are trying to do is make sure that we
    connect all of the agencies, including the Labor Department,
    including the Veterans Department, with the individuals. And
    our members are the individuals that actually do the hiring.
        Mr. Filner. Mr. Jackson, I understand what you are saying.
    You gave us three very general ideas. Give me something
    specific to do. You are talking about connections but what do
    you need the VA to do, or DoL to do, or this Committee to do,
    to provide you with that? Do you want a list of names of people
    coming back to those communities? If so, let's just do it. Give
    us something that apparently all our bureaucrats, hundreds of
    thousands of them, aren't thinking of. Because this stuff isn't
    difficult. We have all the information and resources as a VA to
    do this. Just give us something specific.
        Mr. Jackson. I think the one specific thing that I think we
    are working on that I think will make a difference is bringing
    the agencies together and having a single portal for people to
    go through. Right now, it is up to an organization like SHRM to
    go to DoL, to go to VA, to go to ESGR. If we had some single
    point of contact--I think that is the biggest frustration with
    our members, is they do not have that single point of contact
    to go to. I think that would address 50 percent of it.
        Mr. Filner. Mr. Jefferson is going to turn around to Ms.
    Fanning, and we are going to do that tomorrow.
        See, we got it done.
        The Chairman. Mr. Schmiegel, real quickly.
        Mr. Schmiegel. Firstly, I think we are doing it already. I
    think if you look at this initiative to do the hundred hiring
    fairs--it is in its nascent stages--we will see progress over
    time.
        If you could help in one area, it would be to measure. I
    don't think we do a very good job of measuring whether or not
    the programs are working. I think we need to look--the Chamber
    is trying to do this, and it is extremely frustrating. After
    the hiring fair for Chicago, we set up a survey for employers
    and veterans, and you get a 20 percent reply rate. So if there
    is a way for the government to figure out how to measure
    whether or not the programs that we have in place are working,
    i.e., when a veteran is placed we know that it was the result
    of a specific program, that would be of the greatest benefit.
    And that is how we will make a difference.
        Mr. Filner. Thank you very much.
        Mr. Hobbie. Mr. Filner, one of the suggestions we have is
    to focus on the veterans that have recently left the military
    and are claiming unemployment compensation for ex-
    servicemembers. If we made a greater attempt to translate their
    military occupations into civilian occupations and then
    assessed their skills and determined whether they needed some
    additional training or certification, which the system could
    provide to them so that they can move from unemployment into a
    suitable job faster than they might otherwise, we think that
    would have a significant impact.
        Now it is a small portion of the total program. We only
    have about 36,000 veterans on unemployment compensation for ex-
    servicemembers now. But it could have a significant impact for
    those individuals.
        Mr. Filner. Thank you.
        The Chairman. Dr. Benishek.
        Mr. Benishek. Thank you, Mr. Chairman and Mr. Filner. I
    thank the panel.
        It seems interesting here to hear statements. Mr. Schmiegel
    said like 90 percent of military jobs are directly transferable
    to jobs in the private sector. Mr. Jackson didn't quite agree
    with that. There are some questions about how your military
    experience is translatable into a civilian job. That is
    something I noticed here in the testimony.
        The other thing I noticed is there seems to be a lack of a
    clearinghouse of veterans that are available for jobs. It seems
    to me to be something that the VA could provide, as Mr. Filner
    has suggested. Do you have any advice as to how we might do
    that or how that might work, Ms. Jefferies?
        Ms. Jefferies. Yes. We have an MOC translator with the
    .Jobs network that I mentioned as well as with the National
    Labor Exchange site so that a candidate, a military job seeker,
    can type in their MOC and it renders back matches to civilian
    occupations. So it does do that work.
        What we see, though, when we are reviewing resumes is the
    military candidates themselves are not doing a good job
    presenting their own skills and credentials. There is a big,
    big issue with this issue of accreditation and licenses. And
    that is an education issue in each of these States where there
    is variances in what qualifies an EMT to have a State license
    in State A versus State B. So there is inconsistencies across
    the States.
        So if we could at least have a consistent standard of a
    military occupation and apply that to all the States, a huge
    problem would be solved where we have that consistent standard
    for, say, the top 10 occupations, top 25 occupations. And that
    would be a really big start for employers in just cutting
    through that barrier, and it would get these veterans back to
    work much more quickly because they wouldn't be required to go
    get reeducated in some areas that they already know very well.
        Mr. Benishek. Well, it does seem surprising that the VA
    doesn't offer some sort of Web site to go to for veterans as
    sort of a clearinghouse so job seekers and potential employers
    could go to at least get acquainted on the Internet.
        Ms. Jefferies. There are several Web sites. You have
    VetSuccess, which primarily focuses through the VR&E, the
    vocational and rehabilitation needs of disabled veterans. And
    that is a very good service.
        And then you have services with all the States, for
    example.
        And to Mr. Schmiegel's point, doing this at the local level
    is really important because that is where the rubber hits the
    road. That is where the H.R. person is meeting with that
    candidate, is in that local area. So it is very important to
    establish partnerships locally, even when you have Web sites.
    Web sites are just one component of a recruiting strategy, but
    at some point you need that personal contact, and that comes
    through developing partnerships at the local level.
        Mr. Benishek. I agree. I applaud the Chamber's effort. It
    seems like you are really doing something. But to try to
    coordinate what you are doing with the population as a whole,
    it seems maybe that is something that the VA could do better.
        Is there any other advice you might want to give to me
    here?
        Ms. Jefferies. I do think those job fairs are especially
    helpful. But, again, it is touching just a fraction of the
    communities out there. So if you are hiring in Rawlins,
    Wyoming, in the middle of Timbuktu, some of that is not going
    to reach those pockets where a lot of employment happens in
    smaller communities.
        And so, again, that is one of the reasons why we have
    implemented veteran outreach education program for employers to
    bring them to those sources. There are some 8,000 Web sites
    alone that are used for veterans employment, and it is
    overwhelming for employers to sort through all of that. And so
    we are trying to provide resources to kind of cut through that
    and save them that research time. And that includes the NVTI
    directory of DVOPs and LVERs. It includes the VA directory of
    the regional managers, those kind of information.
        Because to sit down and do a Google search, you get
    overwhelmed; and right away it is just daunting to try to
    figure that out on your own. So I think the education and
    communication and training of employers is especially critical
    and would definitely be very helpful.
        Mr. Benishek. Mr. Schmiegel, did you have a comment?
        Mr. Schmiegel. I would just like to add, I think as someone
    who separated from the military 2 years ago and saw the vast
    resources that were out there in the public and private sector
    for veterans, I think it is a little bit confusing for them.
    There are hundreds and hundreds of programs. So I am a huge
    advocate of a single national portal that the public sector is
    working on right now.
        If you ask me as a veteran leaving the service if you could
    do one thing, it would be to cut down on duplicative efforts,
    to cut down on conflicting efforts, and to make things less
    confusing for veterans and their families. So the notion of a
    single national portal that all veterans and families can go to
    look for jobs, to look at what is going on in local communities
    to see what they have to do when they are reassimilating into
    their hometowns after service, that makes the greatest sense.
        We also have to focus on the issue of retention. I think
    that Mr. Jackson's comments were spot on. But the only way to
    keep veterans is for the business community to have more
    internship opportunities and more mentoring opportunities. So
    we have to build that network. Because, again--and it is not
    because I am a product of the military myself--it isn't a
    function of the inability of the servicemember to let go of the
    military way of doing things. It is clearly the lack of
    cultural fit that is affecting their transition. So the
    government and the private sector need to work together to
    improve internships, to improve apprenticeships, and to improve
    our mentoring network in the business community.
        Mr. Benishek. Yes, sir.
        Mr. Hobbie. I would just like to add that States are also
    innovating in this area. And the Chairman's own State of
    Florida, for example, implemented a veterans portal similar to
    what you are suggesting. I know the Federal Government is
    working on that, too. So there is a good example at the State
    level.
        And, in addition, the State of Texas has a College Credit
    for Heroes program which helps individuals who have left the
    military gain some credit for their military training and
    experience at the college level.
        Mr. Benishek. Thank you, gentlemen.
        I yield back.
        The Chairman. Thank you, Doctor.
        Mr. Michaud.
        Mr. Michaud. Thank you very much, Mr. Chairman, Mr. Ranking
    Member, for having this hearing. I just have a few questions.
        I listened to some of the answers. I think everyone pretty
    much agrees that you have to have a central focus. With all the
    different training programs out there, it is extremely
    difficult, number one.
        Number two, I think part of the problem, whether it is the
    Department of Labor VETS program, or the One-Stop Career
    Centers, they have been inadequately funded and the staff is
    not there to actually help out the veterans that need their
    jobs. So there is that issue that is problematic. Then it
    becomes a problem.
        If you look at our servicemembers, I heard several
    discussions about large metropolitan areas doing these
    programs. However, 40 percent of the servicemembers coming back
    live in rural areas; and there is no way I can see where,
    regardless of what effort might be out there, for the Chamber
    to get the Chambers to focus in real rural areas. It is just
    not going to happen.
        So the question is: How are you going to be able to do
    this? I am just wondering, for any of the panels, have you
    focused on--and I will give you an example. For instance, when
    they closed the mills down in my hometown, both Senator Snowe
    and I knew the big issue was going to be health care. We also
    knew the drug companies offer different programs for either
    low- or no-cost prescription drugs. What we didn't know is
    there are over 375 different programs. You have to fill out
    about 14 pages of paperwork. And if you are unemployed, you are
    not going to do it. I see the same problem with veterans.
        However, we were able to get them to actually narrow that
    down to four questions that they would answer and then that
    would actually let them know what was available as far as
    prescription drugs.
        And I don't see where this is any different, when you look
    at trying to find a program, if you can actually have a program
    that is very simplistic for them to answer that actually might
    pair them up--I would like to have you comment on that.
        The second issue I would like to have you comment on is, if
    you look at one of the problems with soldiers leaving the
    military, whether it is active duty or National Guard or
    Reserves, they are anxious to get home and they are not going
    to take time to look at a lot of different issues. Do you think
    it actually might be wise for the Department of Defense
    actually in preparing them while they are still in service to
    fill out these questionnaires as far as jobs so at least they
    will be able to have that ready so when they leave service they
    will actually have opportunities?
        Because once they leave, they are going to get into other
    issues, whether it is back in the community, whether it is
    family problems, or what have you. So I think the time to
    really focus on the bulk of it is while they are currently in
    the military.
        So I don't know if anyone wants to comment on those two
    different areas.
        Mr. Jackson. I would say that you have to have both. Our
    experience has been that it can't be a single contact, it can't
    be a 30-day contact, it has to be an ongoing contact with the
    veterans and with the Veterans Affairs and with the vets. And
    part of our program is to set up a facility for Veterans
    Affairs or the VETS program to have constant contact with the
    individuals, the 600 chapters that we have across the Nation in
    the U.S.
        The challenge I still think is that, and with my
    colleague's comments, is that there has to be some guidance,
    some more guidance. And I think a single toolkit, which is what
    we are working on, a single toolkit to say--to essentially say
    these are the options that you have, this is the information
    you need, we think that is a first step. We think the bigger
    step is for the private sector and the government to come
    together and have that single toolkit. But, right now, we
    believe that, as SHRM, we are going to develop that single
    toolkit for the individuals.
        Mr. Hobbie. The State workforce agencies are working
    closely with the Department of Labor on this particular issue
    in the area of attempting to help re-employ unemployment
    insurance claimants in particular. It is called the
    Connectivity Project, and one of the aspects of that project is
    to create an integrated application system that would be
    available on the Internet so that when an individual applies
    for programs the information would be entered once and then
    could be used for these other programs that might be available
    to the individual. Also in that effort are concerted attempts
    to try to assess the skills of the personnel leaving the
    military and to try to match them with jobs. And, also, we are
    looking at the various social media to try to facilitate
    communication among job seekers and also employers.
        Ms. Jefferies. The Marines is the only service branch that
    requires TAP, and I think that if all of the branches could
    require that at a minimum at least veterans transitioning out
    of the military would be aware of the employment services
    offered through the public workforce system and would have a
    better opportunity in establishing these linkages and learning
    what their local employment office can do to help them.
        The other thing is that employers more and more utilize the
    Just-in-Time Hiring process. When I was human resources
    director of employment for Union Pacific we often had
    candidates contact us ahead of time and apply for jobs as they
    were transitioning out. They are coached through TAP to do that
    about 3 to 6 months before they actually completed their
    service. And what we ran into were conflicts that we wanted to
    offer them a job but we needed them to start now, and so that
    they almost started too early in the process.
        So there is some education that is required with the
    veterans and job seekers coming out of the military regarding
    how employers hire and the fact that when we make that job
    offer it is immediate. And so we implemented a program that was
    a delayed entry program and extended job offers further out.
    But that is not always easy for employers to manage, either.
    But I really think that that education on the front end is very
    critical, and it is all about the timing.
        Mr. Schmiegel. Can I just add one comment?
        I think you have to look at this in phases. I think the
    whole notion of hiring fairs in every community across America
    is not realistic. I understand that. But, again, I think in
    order to create a movement across the United States that you
    have to start with something.
        When Ray Jefferson and I first started talking about this,
    we broke it down into phases. This is a high-touch approach.
    But as the high-tech approach comes online and you have a
    portal, the high touch does not go away. You still have to
    welcome veterans and their families home.
        So if you look at this in phases and you focus on creating
    this national portal, you continue to create this movement
    across America with these hiring fairs in local communities, I
    think you will have the infrastructure in place, you will also
    have the spirit and the momentum in place to really make a
    difference in this space.
        In regards to reaching out to rural areas, there is a focus
    on rural areas. It is just that when you look at 100 cities,
    you want to have the biggest impact in the first year so you
    can show other communities that you are having that impact.
        In Iowa, there are 3,200 Guard and Reservists coming back
    in September. We have nine local chambers of commerce in nine
    separate cities in Iowa ready to do hiring fairs a month after
    those Guard and Reservists get back. That is how you create a
    movement Statewide. And those are all rural cities right in the
    heart of
    America.
        Thanks.
        The Chairman. Thank you.
        Mr. Huelskamp.
        Mr. Huelskamp. Thank you, Mr. Chairman. I appreciate the
    comments and the folks appearing here before the Committee.
        I have a follow-up question for Mr. Schmiegel, if I might.
        You had mentioned the single national portal. Can you
    describe that in a little more detail what you are envisioning
    and where it is at in the process? Is that something being put
    in place now? If you could describe it a little further, I
    would appreciate it.
        Mr. Schmiegel. This is a public-sector initiative for all
    the government agencies. They are working together to create a
    national portal for veterans and their families to use as they
    are transitioning from the military to civilian workforce.
        Mr. Huelskamp. Any other folks here, can they describe that
    a little bit more?
        Mr. Jackson. We are participating in the development effort
    of that portal. And, again, it is mainly to have a one-stop
    shop for veterans and employers to come. And although every
    answer may not be at that portal, there will be links to other
    sites. For instance, there may be a job posting site at SHRM
    that links off of that portal that will help veterans find jobs
    as well as employers find veterans.
        Mr. Huelskamp. Mr. Schmiegel, you think this works for the
    employers as well as--I mean, we have talked a lot about,
    obviously, the potential employer-employees. My question is on
    the employer side. And you think this works in that the
    employers actually would use this particular system in a manner
    that would be helpful to them?
        Mr. Schmiegel. I have talked to several big companies in
    America. I think that Ray has also spoken to several big
    employers that are waiting for the portal to come online and
    they would use it.
        I mean, right now we have band-aid fixes throughout the
    private sector to do this. You have private-sector companies
    that do this. The private sector will continue to adapt and
    continue to come up with its own means to hire veterans. The
    fact is, if you talk to employers across the country, they want
    to hire veterans. So I think a national portal will be widely
    used by small business, by medium-size business and by big
    business.
        Mr. Huelskamp. I appreciate that.
        In visiting with employers in my district they have never
    mentioned a portal. What they have mentioned is we would like
    to hire more veterans; we would like to hire more folks. If we
    could actually just improve the job climate, it would solve a
    lot of our problems. And I am sure you hear that at Chamber.
        Would you have three top things you all would suggest
    broadly so we could just improve the job climate so there are
    actually jobs out there for veterans to apply for.
        Mr. Schmiegel. I think a reasonable tax structure would be
    one thing that needs to be addressed. I think the regulatory
    environment in terms of businesses being able to hire in an
    environment where it makes sense to hire. And then there is an
    overriding issue of uncertainty.
        So if you look at taxes and regulations, if business
    owners, small, medium, and large, have certainty in those two
    main areas, they will start to hire.
        Mr. Huelskamp. Thank you. I yield back the balance of my
    time, Mr. Chairman.
        The Chairman. Mr. McNerney.
        Mr. McNerney. Thank you, Mr. Chairman.
        We all want the same thing here. We want to figure out how
    to hook up the veterans that are out there with the jobs that
    are out there.
        Ms. Jefferies, I would like to ask you a little bit more on
    the other side of this, rather than encouraging all these
    agencies and all these contractors, have there been any
    penalties assessed lately against contractors that have not met
    Federal regulations in terms of hiring veterans?
        Ms. Jefferies. In our survey that we did, there were a
    handful of companies that did report they are under some
    conciliation agreements to improve the hiring of veterans in
    their organizations. So, yes, there have been some cases where
    employers could do a better job.
        And at the end of the day it boils down to those H.R.
    people being so new they are just not aware of many of the
    programs that exist and how to go about doing this. And so,
    again, this education is, to me, a number one priority. And
    employers are hungry for it. And I think if we can just keep in
    mind that companies have a lot of turnover, we can't just go
    once and be done, it is a constant effort that needs to be a
    constant initiative that will never, ever be done.
        Mr. McNerney. But, I mean, as long as they just get their
    little wrists slapped they are going to say, well, we will get
    to it when we get to it. If there are assessments made, then
    they will be more likely to think about that as a priority.
        Ms. Jefferies. Absolutely. I mean, when you are audited by
    the OFCCP that is always a very challenging process to get
    through. But if you end up with a conciliation agreement, that
    can be serious. And so if they want to maintain their Federal
    contracts they will respond to that. And I still say at the end
    of the day it all ties back to communication and education.
        Mr. McNerney. Thank you.
        Mr. Hobbie, one of the things you said kind of struck me in
    your testimony, is that there is one-half the funding for local
    and State employment agencies as there was 30 years ago, I
    think you said.
        Mr. Hobbie. Right.
        Mr. McNerney. What is the source of that funding that has
    been diminished by 50 percent?
        Mr. Hobbie. The source for appropriations for Wagner-Peyser
    Act labor exchange services is the Federal unemployment tax
    paid by employers into the Federal-State unemployment insurance

    system.
        Mr. McNerney. So what you are saying then is there is a 50
    percent reduction in Federal contribution to these agencies
    that could make a difference in terms of hiring veterans?
        Mr. Hobbie. That is right.
        Mr. McNerney. Okay. All right. Thank you.
        Mr. Schmiegel--and I am going to follow up on a comment
    from Mr. Benishek--you said that there were 90 percent skills
    that are transferrable from veterans to civilian employees. In
    an ideal world where the veterans had qualifications and the
    employers knew what those qualifications meant and so on, do
    you think that we could employ 90 percent? Could you explain
    that number a little bit better?
        Mr. Schmiegel. I don't think we could employ 90 percent.
    Maybe that is a little bit misleading, that figure, because
    some occupational specialties in the military have huge
    numbers.
        So let's just take infantrymen. Some would argue that that
    is not a skill set that is directly transferrable to the
    civilian workforce. If you look at the Army and the Marine
    Corps, there are a large number of infantrymen serving. So that
    90 percent does not directly translate into 90 percent of
    veterans being able to transition into the workforce.
        I think you need programs to help other occupational
    specialties in the military transfer to the civilian workforce.
    I mean, we are firm proponents of that. You can easily do that
    with better certification and licensing. You can do that with
    apprenticeship programs. You can do that with mentoring.
        I think some of these young men and women that don't have
    occupations in the military that are directly transferrable are
    good leaders and can easily transfer to the civilian workforce.
        Mr. McNerney. Does the VA have a Web site that veterans can
    go to and put their resumes on that are accessible? That sounds
    like something that is easy--would be easy to implement in the
    VA.
        Okay, I guess that is all I have, and I am just about out
    of time. I yield back.
        The Chairman. I think one of the things we probably also
    need to--while we are focusing on trying to make sure that
    whatever skill set that they have while they are in the
    military is important to bring it forward, but the other thing
    that we need to focus on as well is I was speaking with a home
    builder the other day. He said, I can teach somebody to frame a
    house, I can teach somebody to put a roof on, but these men and
    women that are coming out of the service have skill sets that
    other people don't have, honesty, integrity, the ability to get
    up and work many, many hours at a time. So let's not lose that
    focus as well.
        Mr. Schmiegel.
        Mr. Schmiegel. Just a little anecdote for that. When we
    were in Chicago the day of the hiring fair, a small local
    builder hired six veterans on the spot because he has seen that
    in practice. It is as simple as that.
        The Chairman. Mr. Barrow.
        Now Mr. Braley.
        Mr. Braley. Thank you, Mr. Chairman.
        And, Mr. Schmiegel, I understand before I was able to
    arrive you spoke about the Iowa National Guard, specifically
    the fact that 3,200 of them will be demobilizing soon and that
    that will create an enormous challenge in our State, given the
    size of our State and the fact that, even though we have been
    fortunate our unemployment rate State-wide has been below the
    national average, it is still a tight job market.
        When 60 Minutes featured Medal of Honor winner Sal Giunta
    Sunday night from Hiawatha, Iowa, you know, somebody like that
    has the type of notoriety that he is probably going to have a
    lot of potential job offers. But the sad reality for the 3,200
    members of the Iowa National Guard is they went, they did their
    job, and now they are coming home to a dramatically different
    workplace environment than when they left a year ago.
        One of the frustrating challenges often in dealing with the
    Guard and Reserve is they don't have some of the same
    institutional support that you get when you are on active-duty
    service and there are a lot of base-related assistance
    available to you. They go off into their home communities. Many
    of them are from smaller towns in rural areas, and the
    availability of assistance close at hand isn't what it is in a
    larger urban area.
        So could you just talk a little bit about what the game
    plan is at these different--I can't remember what specifically
    you describe them as--these nine centers that are going to be
    set up and how that is going to work.
        Mr. Schmiegel. Yes, sir. One of the strengths of the
    program that the Chamber is implementing is, again, at the
    local community level. Local Chambers of Commerce generally
    don't have big companies as members. They have small companies.
    So the strength of a program in Iowa specifically that we
    address in those nine communities, the local Chambers of
    Commerce will reach out to their individual business
    communities and ask them to support this demobilization.
        We are working with the employer support of the Guard and
    Reserve who also has a network of employers, medium--mostly
    medium and large businesses.
        So, again, if you look at the Chamber as a private-sector
    organization and the businesses affiliated with us, the 3
    million across America through our local chambers, and you look
    at the employer support of the Guard and Reserve and our access
    to National Guard and Reserve units, we can easily look at the
    Yellow Ribbon events that they have going on throughout the
    country in small communities across America and coordinate our
    efforts. It is as simple as that.
        If you have a unit coming back in September, you plan for a
    hiring fair with the local Chamber of Commerce in October or
    November. I guarantee you if you go back to some local
    communities, some cities across the country, you will see
    hiring fairs right now or events in August and you have a Guard
    and Reserve unit coming back in September.
        So the very essence of coordinating is looking at when you
    have those folks coming back and trying to do something that
    will help them find employment a month or two after they do get
    back.
        Mr. Braley. One of the big challenges and frustrations is
    the obstacles that the DoD sometimes presents in terms of
    making sure that these demobilizing soldiers are getting the
    type of benefits that they are entitled to under the GI Bill.
    We ran into this when the Iowa Guard came home from Iraq after
    the longest combat deployment of any unit several years ago and
    were denied additional GI Bill benefits, which many of them use
    in order to increase their employability by getting further
    education or job skills.
        So I would just encourage you to take that message back to
    the Chamber and encourage them to maintain open lines of
    communication at the DoD. Even though it is not directly
    related to what you are talking about, it can sometimes serve
    as an impediment to young people trying to restart their
    careers when they come home.
        But I do want to thank you for the Chamber's efforts, and I
    yield back.
        The Chairman. Mr. Filner.
        Mr. Filner. Just briefly.
        We have talked a lot about connections and communicating
    information. How about incentives? Have the tax credits worked?
    What if we paid a year's salary or 5 years' salary for
    businesses that hire veterans? We bailed out everybody in the
    country. Why don't we bail out our veterans? We talk about
    trying to hook up the veterans with employers. What if an
    employer knew that the salary was going to be paid? They would
    seek out the veterans. What is your sense of if that will work?
        Mr. Hobbie. Well, I am not an expert on the research
    evidence. But what I am aware of on employment tax credits is
    that they are not particularly effective. However, such
    programs, not only tax expenditures or tax credits or direct
    spending to subsidize employment, can work better if the
    programs are targeted on those who are unlikely to find jobs
    otherwise. Now, that is easy to say and hard to do.
        Mr. Filner. So like the 18- to 24-year-olds who came out of
    special--like infantry, you could target those, right?
        Mr. Hobbie. Correct.
        Mr. Filner. Any other comment?
        Yes, sir.
        Mr. Schmiegel. I think that if the tax credits are focused
    on skills training for individuals, I think it will be much
    more successful. And I think it goes to Ms. Jefferies' points
    about educating employers.
        I think if you look at what we are trying to do with the
    Chamber, with DoL VETS, with ESGR, part of this is education.
    So we are working on, prior to the hiring fairs, to talk to
    employers about why it makes sense for their business to hire a
    veteran.
        I think you need to go one step further and really have an
    education campaign for employers on the tax credits that are
    out there. But, again, they must be targeted, and I think they
    should be focused on individuals that may be lacking specific
    skill sets to make the transition to the civilian workforce.
        Mr. Jackson. And I would agree that tax credits would add
    some incentive. But I would caution that what is available now
    is not being used because people just are not aware of many of
    the benefits that are available for engaging in hiring
    veterans. So I think a tax credit would require an information
    project along with it to make sure that everyone is aware of it
    as well.
        The Chairman. Thank you very much for your comments today.
        If any other Members have comments, they can submit them
    for the record.
        I also ask unanimous consent that all Members would have 5
    legislative days to revise and extend their remarks.
        Thank you very much for being here.
        And while they are leaving the table I would ask the second
    panel to come forward.
        The panel consists of Mr. George Ondick, the Executive
    Director of AMVETS for the Department of Ohio; followed by
    Captain Marshall Hanson, the Director of Legislative and
    Military Policy at the Reserve Officers Association (ROA); and,
    finally, Ms. Heather Ansley, the Co-Chair, Veterans Task Force
    of the Consortium for Citizens with Disabilities (CCD).
        Thank you all for being here, and we will begin with Mr.
    Ondick. You are recognized.

    STATEMENTS OF GEORGE ONDICK, EXECUTIVE DIRECTOR, DEPARTMENT OF
    OHIO, AMERICAN VETERANS (AMVETS); CAPTAIN MARSHALL HANSON, USNR
      (RET.), DIRECTOR, LEGISLATIVE AND MILITARY POLICY, RESERVE
     OFFICERS ASSOCIATION OF THE UNITED STATES, AND ALSO ON BEHALF
     OF RESERVE ENLISTED ASSOCIATION; AND HEATHER L. ANSLEY, ESQ.,
      MSW, CO-CHAIR, VETERANS TASK FORCE, CONSORTIUM FOR CITIZENS
                           WITH DISABILITIES

                       STATEMENT OF GEORGE ONDICK

        Mr. Ondick. Chairman Miller, Ranking Member Filner, and
    distinguished Members of the Committee, on behalf of the AMVETS
    Department of Ohio I would like to thank you for inviting me
    here today to share with you our views and recommendations
    regarding employment within the veterans community.
        AMVETS was founded in order to enhance and safeguard the
    entitlements of all American veterans who have served
    honorably, as well as to improve their quality of life and that
    of their families and the communities in which they live in. We
    do this through leadership, advocacy, and service.
        Today, I will be discussing one of the services AMVETS has
    to offer, the AMVETS Career Center. The first AMVETS Career
    Center opened in 2000, and subsequently in 2003 AMVETS Career
    Centers became an IRS-approved 501(c)(3) nonprofit charitable
    corporation incorporated in Ohio to provide career training
    employment-related services to Ohio's veterans.
        AMVETS Career Center was initially funded by a $100,000
    grant from the State of Ohio. The grant was used to establish
    the first AMVETS Career Center at Department of Ohio AMVETS
    headquarters in Columbus. Further funding for the Ohio AMVETS
    Career Center has been provided through the sale of Charitable
    Instant Bingo. These tickets under State law requires that a
    portion of the sales be donated to a 501(c)(3) organization,
    and in this instance the AMVETS Career Center. So far, we have
    been self-sustaining and have not yet received any Federal
    funding to run our program.
        The initial concept for the AMVETS Career Center was to
    provide training and assistance to returning veterans as they
    applied for their license and/or certification for the training
    that they had received in the military. We soon discovered that
    our veterans also needed stopgap training, resume development,
    interviewing skills, basic computer skills, and assistance in
    other vital areas of the overall employment process.
        Moreover, the AMVETS Career Center originally provided this
    training through the use of CD-based programs which quickly
    proved to be cumbersome and inefficient. We then entered into
    an agreement with Mindleaders, then the largest provider of
    online courses in the United States, to provide AMVETS Career
    Center with the necessary courses to assist our veterans. The
    AMVETS Career Center paid Mindleaders for their online service
    platform, thus resulting in our veterans having offsite
    Internet access to their desired courses through a Web-based
    log-in and password to receive their desired course of study.
        Currently, the veterans utilizing the AMVETS Career Center
    have access to over 300 online Mindleaders courses. Once
    registered, students may study at a local career center or any
    other place that broadband Internet service is available,
    including the comfort of their own homes. Veterans pay no out-
    of-pocket expense for the courses we offer, since the AMVETS
    Career Centers feel
    that the veteran has already paid the price in service to his co
    untry.
        The AMVETS Career Center not only provides career services
    to veterans but also provides free services to the spouses and
    children of military personnel who are deployed outside of
    Ohio.
        We also recognize a very high unemployment rate among the
    National Guard and Reserve. So, in response, the AMVETS Career
    Center chose to initiate the Ohio Veterans Career Assistance
    Network, or Vets CAN.
        The Ohio Vets CAN is a partnership between the AMVETS
    Department of Ohio and the Ohio National Guard. Ohio Vets CAN
    was created as an online jobs bank where veterans and members
    of the National Guard and Reserve can link up with employers
    who value and support military service to America.
        The average cost to the State of Ohio to provide similar
    services through the DoL grant is about $1,500 per veteran.
    This is a sharp contrast to the cost of services AMVETS Career
    Centers can deliver for only $250. We believe this is due to
    the broad network of volunteers and the partnership and
    resources uniquely available to the veteran service community.
        And although we have been successful, we do not advertise
    our program. If we did, our current funding stream would end
    very quickly. It would be depleted.
        With all of the recent discussion of fiscal responsibility
    and the large success rate of our participating veterans, the
    AMVETS Career Center just makes sense.
        Chairman Miller, distinguished Members of the Committee,
    this concludes my testimony. I would like to again thank you
    for inviting me to participate in this very important hearing,
    and I stand ready to answer any questions you may have. Thank
    you.
        [The prepared statement of Mr. Ondick appears on p. 76.]
        The Chairman. Thank you, Mr. Ondick.
        Captain Hanson, you are next; and thank you very much for
    attending our roundtable discussion last week. We appreciate
    your comments.

           STATEMENT OF CAPTAIN MARSHALL HANSON, USNR (RET.)

        Captain Hanson. Mr. Chairman, Mr. Filner, Members of the
    Committee, thank you for the opportunity to testify on
    employment challenges facing today's veterans.
        While April brought improvement to veteran unemployment
    rates, the 18- to 24-year-old bracket remains high at 26.8
    percent, which is about 10 percent higher than that population
    as a whole. This group is first-tour veterans returning from
    active duty. Many remain in the Reserve components rather than
    leave the military. These are unique veterans who can be
    ordered back to active duty.
        Three surveys show that between 60 and 70 percent of
    employers won't hire new employees who are affiliated with the
    Guard and Reserve, which is an upward trend. The risk of a
    future 1-year call-up discourages many potential employers.
    This is a violation of the Uniformed Services Employment and
    Reemployment Rights Act, but it can be difficult to prove.
        Unemployment rates are even higher for returning units in
    the Army National Guard, with the Guard Bureau reporting rates
    as high as 35 to 45 percent. Florida is a case study of
    corrections taken by proactive leadership.
        The Guard numbers are high because many returning veterans
    don't want to go back to the type of work that they did prior
    to deployment. Newly acquired skills and combat experiences can
    change career ambitions. The Post-9/11 GI Bill provides an
    opportunity for veterans to seek new employment paths.
        Even though the United States will be winding down its
    overseas contingency operations, the Reserve Officers
    Association sees a trend of veteran unemployment as an ongoing
    problem. With plans to keep the Guard and Reserve as an
    operational force, employers will continue to be hesitant to
    lose key employees without positive incentives.
        Employers view USERRA as a negative incentive and would
    like to see positive encouragement to hire veterans. As
    employers look to the bottom line, tax credits or financial
    grants for hiring veterans are just examples of incentives.
    Small businesses are more likely to hire Guard and Reserve
    veterans if they can afford to hire temporary replacements
    during deployments.
        The Reserve Officers Association established the Service
    Members Law Center with Navy Captain Sam Wright as its
    Director. This service is provided to all members of the
    uniformed services, including active, Reserve, and separated
    veterans. Sam receives 500 calls a month from veterans facing
    legal problems, 80 percent of which are about employment or
    reemployment rights. This calculates to about 4,800 calls a
    year on USERRA issues.
        There is no fee service charged to the veteran and demand
    is growing, but Captain Wright has reached his personal
    capacity. ROA would like to expand the law center, but ROA can
    only do so much because self-funding is what is maintaining
    this endeavor.
        Even the Employer Support for the Guard and Reserve
    Committee and the Department of Labor can't handle the number
    of requests they receive as cases. So most reemployment cases
    are being handled by private lawsuit. ROA finds that many
    veteran employers do not know their rights of what the law is,
    as illustrated by the number of calls that ROA receives. Many
    veterans do not even know what resources are available through
    the ESGR or DoL. So they quietly surrender, simply seeking work
    elsewhere.
        ROA would like to thank the Committee and its staff for its
    attention to this critical issue and looks forward to working
    with this Committee on improving USERRA and helping veterans
    with employment challenges.
        I am ready for questions. Thank you.
        [The prepared statement of Captain Hanson appears on p.
    79.]
        The Chairman. Thank you.
        Ms. Ansley.

               STATEMENT OF HEATHER L. ANSLEY, ESQ., MSW

        Ms. Ansley. Chairman Miller, Ranking Member Filner, and
    distinguished Members of the Committee, thank you for inviting
    the Consortium for Citizens with Disabilities, or CCD, Veterans
    Task Force to share our views regarding ways to improve
    employment opportunities for veterans who are severely
    disabled.
        CCD is a coalition of over 100 national consumer service
    provider and professional organizations, which advocates on
    behalf of people with disabilities and chronic conditions and
    their families. The CCD Veterans Task Force works to bring
    together the disability and veterans' communities to address
    the issues that affect veterans with disabilities as people
    with disabilities.
        Because of the intersection of the disability and veterans'
    communities that occurs when a veteran acquires a significant
    disability, the CCD Veterans Task Force is uniquely suited to
    bring both perspectives to issues that cut across programmatic
    and policy lines.
        The CCD Veterans Task Force believes that meaningful
    employment represents one of the best opportunities for
    veterans with significant disabilities to reintegrate
    successfully into their communities. In the most recent study
    by the U.S. Bureau of Labor Statistics on employment for
    veterans with service-connected disabilities, 114,000 veterans
    of the wars in Iraq and Afghanistan reported having a service-
    connected disability rated at 60 percent or higher.
    Unfortunately, 41,000 of these veterans are not participating
    in the labor force. Among veterans of all eras with a service-
    connected disability rated at least 60 percent, workforce
    participation was 27.9 percent.
        Typically, discussions about veterans' employment center on
    veteran-specific programs operated by the Department of
    Veterans Affairs, Small Business Administration, or Department
    of Labor. Veterans with disabilities as people with
    disabilities who need employment assistance are also able to
    turn to programs authorized under the Workforce Investment Act
    or, in the case of veterans with significant disabilities,
    State vocational rehabilitation agencies and Ticket to Work
    under Social Security.
        Veterans with the highest service-connected disability
    ratings and veterans on VA disability pension will likely
    qualify for State vocational rehabilitation services.
    Strengthening the connection between VA's Vocational
    Rehabilitation and Employment (VR&E) program and State vocation
    rehabilitation services through the Department of Education's
    Rehabilitation Services Administration is critical to ensuring
    that veterans with disabilities receive the services that they
    need in order to remain in or return to the workforce.
        Veterans with significant disabilities are often
    beneficiaries of Social Security disability insurance. As
    Social Security disability beneficiaries, veterans are able to
    participate in Social Security employment programs such as
    Ticket to Work, which allows beneficiaries to purchase
    vocational rehabilitation services from an array of providers.
    Some veterans are dually eligible for Social Security
    disability benefits and VA pensions. If these individuals
    attempt to use Social Security's work incentives to increase
    their income, however, not only will their Social Security
    disability benefits be terminated but their VA pension benefits
    are reduced dollar for dollar.
        The CCD Veterans Task Force believes that work incentives
    for the VA pension program should be reexamined.
        The Workforce Investment Act covers most of the Nation's
    major employment and training programs operated through the
    Department of Labor. Several sections of the Workforce
    Investment Act incorporate veterans' employment into its
    overall mission. The Workforce Investment Act has been slated
    for reauthorization since 2003. While progress has been made,
    additional changes, as outlined in our written testimony, are
    needed to focus on the performance of the entire system.
        Although many veterans with disabilities have the skills
    needed to qualify for employment opportunities and advance in
    their careers, barriers to employment continue to prevent these
    veterans from receiving opportunities. Veterans with
    disabilities, like other people with disabilities, face
    barriers to employment that include misinformation about
    disability and misperceptions about required accommodations.
    These barriers must addressed. Otherwise, training
    opportunities alone will not address the needs of those
    veterans who have the most significant disabilities to allow
    them to reintegrate into the workforce and contribute to their
    communities.
        Again, thank you for the opportunity to share the CCD
    Veterans Task Force's views on improving employment
    opportunities for severely disabled veterans. This concludes my
    testimony, and I would be pleased to answer any questions you
    may have.
        [The prepared statement of Ms. Ansley appears on p. 86.]
        The Chairman. Thank you all for your testimony this
    morning.
        Mr. Hanson, you mentioned that the Reserve Officers
    Association established the Service Members Law Centers whose
    goals are generally to improve understanding of the law as it
    relates to veterans and USERRA and the Servicemembers Civil
    Relief Act. Would you agree that the need for a center is an
    indication of a shortage of attorneys qualified in veterans'
    law and the need for law schools to provide courses--more
    courses in veteran law?
        Captain Hanson. Most definitely, sir. What we are finding
    out there is the community as a whole is very hungry to learn
    more about the USERRA law and the Servicemembers Civil Relief
    Act. There is basically a lack of proper education out there.
        According to Captain Sam Wright, who has helped write some
    of this legislation, the demand is growing. He is actually
    going to seminars, oftentimes being sponsored by the American
    or State Bar Associations, and teaching more about this to the
    lawyers directly. And this is one of the purposes of the Law
    Center, is to help educate, as well as provide information to
    the servicemembers themselves.
        The Chairman. Mr. Ondick, you had said that the Career
    center system had expanded to several other States. I am
    interested in knowing what major impediments may be there to
    further expansion beyond those States that have already
    expanded.
        Mr. Ondick. Mr. Chairman, the AMVETS Career Centers, as you
    mentioned, are in New York, Tennessee, and Illinois at this
    time. Some of the impediments are dollars. We provide courses
    at no cost to our veterans. However, we have to pay for those
    courses. We set up a program through Mindleaders, and it can be
    quite expensive. So some of the determinants are the cost that
    is involved with providing the courses.
        The Chairman. Mr. Filner.
        Mr. Filner. Can I yield to Mr. McNerney?
        The Chairman. Mr. McNerney.
        Mr. McNerney. Thank you, Mr. Chairman.
        You know, first, I just want to make a plug for a bill that
    we dropped last week, Hire a Hero Act. I think Mr. Filner is a
    co-author. And it has several provisions. One of them is that
    it is a pilot project to help between the Veterans
    Administration, the DoD, and the Department of Labor to
    identify the barriers to veterans' employment. It does several
    other things as well. So I would ask the Chairman to consider
    becoming co-sponsor of that.
        Speaking of barriers to employment, Captain Hanson and Ms.
    Ansley, what do you think are the biggest barriers that our
    veterans are facing out there in terms of getting a job after
    they get released?
        Captain Hanson. Well, I think one thing that this hearing,
    Congressman, is demonstrating is the fact that there are a lot
    of people out there trying to help, which in the process I
    think is almost providing an overload of information. And I
    notice the Chamber of Commerce in the recommendation for job
    fairs said they wanted to do it 30 days after the individuals
    return from deployment. The challenge here is that a lot of
    Guard and Reserve members are not ready to think about future
    careers at 30 days after returning from overseas.
        Mr. McNerney. So even 30 days is not enough? I mean, he was
    saying 30 days after, as opposed to 30 days before they get
    back?
        Captain Hanson. Well, if you look at the Yellow Ribbon
    Reintegration Program that a lot of States have set up--and I
    give credit to the National Guard for starting the programs--
    they actually bring the people in on 30, 60, and 90-day
    schedules and also include the families to participate in these
    programs. And I think you can't afford the information
    overload.
        So if an individual is coming back, as was pointed out
    earlier, they want to get home quickly. So, oftentimes, they
    are fatigued, they are not perceptive to a lot of the
    information that is being provided. In fact, that is one of the
    complaints about TAPS, is that there is almost too much
    information in too short a time that is there.
        So I think partnering locally in groups is the advisable
    thing to do but to also do it at such a time when the member is
    more receptive to this information.
        Mr. McNerney. Would veteran service organizations (VSOs) be
    qualified or the right contact, do you think, for that?
        Captain Hanson. Well, I think you will find it varies from
    location to location. In Ohio, obviously, you see the advantage
    of AMVETS and what they are working on. If you go to
    California, you might find other groups that are the resources
    to go to. And it varies depending on membership and who the
    spark plugs are in informal leadership within those groups.
    Many States have an informal military veteran coalition that
    meets Statewide, and that is perhaps a level to work at.
        But I think it is a partnership between the Department of
    Veterans Affairs, the VSOs, the military service organizations,
    the local offices for Department of Labor that should all get
    together and kind of coordinate and optimize rather than
    duplicate the efforts.
        Ms. Ansley. Thank you for the question.
        I think one of the biggest barriers that we see
    specifically looking at veterans with significant disabilities
    is not only do they have everything that all other veterans are
    dealing with when they come back, but they have now acquired
    perhaps a significant disability, which is quite a paradigm
    shift as now you are beginning to learn what it is like to live
    with a disability and to look at yourself possibly as a person
    with a disability.
        People with disabilities in general have very low
    employment rates. And some of those barriers do relate to
    employers not knowing what type of accommodations they need to
    provide, would this person be gone a lot because of medical
    appointments. There is a whole new layer of issues that have to
    be dealt with.
        We also see the need for more connections between the
    programs within VA and making sure we are connecting to
    programs that are set up for people with disabilities to make
    those connections. Because a lot of people do want to reach out
    to the veteran who now has a disability, and we have to make
    that connection easy.
        Mr. McNerney. So it is probably a matter of education and
    training for the employers?
        Ms. Ansley. Right. That is always something that comes up
    with employers, is that?
        Mr. McNerney. That is the thing we are hearing a lot this
    morning.
        Ms. Ansley. Yes. Helping the veteran to know what his or
    her rights are now as a person with a disability. Because they
    also have the ADA, the Americans with Disabilities Act, they
    have other services that are available to them, and to making
    sure that they are able to benefit from all of those services
    and that people are working together.
        Mr. McNerney. Thank you.
        One more question. Captain Hanson, you mentioned that
    USERRA employers view USERRA as a negative incentive. How would
    we turn that around and make it into a positive incentive?
        Captain Hanson. Well, from our discussions with employers,
    I think it is a balancing act. The structure of USERRA
    basically says, if you fail to do this, you will be penalized.
    And, unfortunately, one thing we are also seeing with USERRA is
    the fact that in industry the violation of USERRA is most
    oftentimes not overt but more subtle, which is one of the
    things that through the Law Center we are trying to teach some
    of the differences to the people out there and advise the
    veterans themselves on when appropriate action can be taken and
    when something is perhaps not documented well enough on their
    side.
        But it should also be remembered that the employers have
    rights as well as the employee and that this can be one area
    you can work on and help educate. Because, as mentioned in our
    testimony, more times than not it is ignorance that we are
    facing on both the part of the employer and the employee,
    rather than intentional violation of it. But at the same time
    they would just like to see some type of incentives that can be
    put in place.
        I saw last night in your activities, for example, a bill
    was passed to present an award to employers who hire veterans.
    And I think this is a good move because, like the employers,
    the part of the Guard and Reserve that have similar awards for
    employers that support the Guard and Reserve if you do the
    positive for the behavior that is improving it as well as
    having that negative incentive.
        Mr. McNerney. Well, the bill that I was plugging earlier
    does that. So just thank you for the plug--additional plug on
    that.
        I am going to yield back.
        The Chairman. Mr. Filner.
        Mr. Filner. Thank you very much for being here today. We
    appreciate your testimony.
        Mr. Ondick, did you have a comment?
        Mr. Ondick. Yes, I do.
        One of the problems that we have is with the United States
    Department of Labor Veterans' Employment and Training, the
    DVOPs/LVER program, where they are tasked for intensive
    services only. And in Ohio that meant they serviced about 5,000
    veterans. Back in 2009--we have the figures from 2009--they
    serviced 5,000 veterans. What happened to the other 100,000
    veterans that were unemployed? So that is where we step in as
    veterans' organizations.
        And in an earlier comment by Ranking Member Filner when he
    talked about the truck driving, we can get an individual that
    comes out of the military, we can get him into--get a CD out
    and get him a job in 5 days. If we can do it, why can't others?
    Five days. We did it in 1 day for an individual, but Jupiter
    had to align with Mars for that to happen.
        There are avenues out there, and we can make things happen
    with the veterans organizations that are grassroots. In Ohio,
    in the AMVETS alone, we have 140 veterans, AMVETS post in that
    State.
        If you are looking for a network, I think that utilization
    of the veterans service organizations that are all over this
    country in every community, big and small, would probably be
    the best way to tackle something and to get to every part of a
    State across this country.
        The Chairman. Thank you very much. We appreciate your
    testimony. You are excused. Thank you.
        I want to welcome our third and final panel this morning to
    the table.
        Major General James Tyre is the Assistant Adjutant General
    for the Army National Guard in my home State of Florida.
    General Tyre has a long, distinguished career in the National
    Guard and served 10 years as a noncommissioned officer. Next,
    we have Ms. Ruth Fanning, the Director of the Vocational
    Rehabilitation and Employment Service of the Department of
    Veterans Affairs; and, finally, the Honorable Raymond
    Jefferson, the Assistant Secretary of the Veterans' Employment
    and Training Service of the U.S. Department of Labor.
        Thank you all for being here. Thank you for your patience.
        General Tyre, we will begin with you. You are recognized.

      STATEMENTS OF MAJOR GENERAL JAMES D. TYRE, ARNG, ASSISTANT
    ADJUTANT GENERAL, FLORIDA ARMY NATIONAL GUARD; RUTH A. FANNING,
      DIRECTOR, VOCATIONAL REHABILITATION AND EMPLOYMENT SERVICE,
    VETERANS BENEFITS ADMINISTRATION, U.S. DEPARTMENT OF VETERANS;
     AND HON. RAYMOND M. JEFFERSON, ASSISTANT SECRETARY, VETERANS'
       EMPLOYMENT AND TRAINING SERVICE, U.S. DEPARTMENT OF LABOR

             STATEMENT OF MAJOR GENERAL JAMES D. TYRE, ARNG

        General Tyre. Good morning, sir.
        Chairman Miller, Ranking Member Filner, distinguished
    Members of the Committee, I am honored to appear before you
    today on behalf of the Adjutant General of Florida, Major
    General Emmett Titshaw, and the 12,000 members of the Florida
    National Guard. I welcome the opportunity to illustrate through
    our story a picture that is common across most of our States
    and territories.
        Our units are continuing to return home after some of the
    largest mobilizations since World War II. These Guardsmen have
    proudly answered the call but have returned home to face a
    different threat, unemployment. Closing businesses, fewer jobs,
    and an overall economic decline have contributed to the
    struggles associated with redeployment of our forces.
        A number of great Federal, State, and private programs
    exist to assist Guardsmen transitioning back to civilian life.
    However, the challenge that remains is finding or creating a
    link that joins our unemployed Guardsmen with existing
    resources and programs that will result in a viable career.
        Unemployment in the Florida National Guard ranges from
    roughly 14 to 38 percent across redeploying units. Our surveys
    have identified over 1,700 soldiers who are unemployed. This
    represents 17 percent of the Army National Guard force which
    largely redeployed since July of 2010.
        One example is the 53rd Infantry Brigade Combat Team, our
    largest redeploying unit, with locations from Miami to
    Pensacola that redeployed from Iraq and from Kuwait this past
    December with more than 30 percent expressing civilian
    employment challenges.
        We have also learned that the greatest challenges to
    employment emerge months or years after the servicemember
    returns home. Currently, there is no enduring program at the
    local level to address this need.
        The Florida National Guard has partnered for many years
    with large corporations as well as public and private
    organizations and programs to address employment issues. In the
    fall of 2010, the Adjutant General established the Florida
    National Guard Family Career Connection, which joined with
    Employer Partnership for Armed Services and Florida's Agency
    for Workforce Innovation to assist our soldiers and our airmen.
    Together, we have registered over 450 redeploying soldiers with
    these agencies and provided classes on job search, techniques,
    resume development, and interview preparation. However, despite
    these efforts, our Guardsmen continue to experience employment
    challenges, and we anticipate more to materialize as we move
    into the 6- to 24-month post-deployment window.
        While we are proud of the progress that we have made in
    linking our soldiers and airmen to employers, there are still
    some measures that can be taken to improve our current
    programs. Developing incentives for employers to seek out and
    hire Guardsmen would be an effective enabler for business that
    currently support the National Guard as well as those that
    would like to support but cannot afford to during these tough
    economic times. Individual State programs in Texas and
    Washington State have demonstrated value but may be at risk for
    future funding and not available to all States, including
    Florida.
        We are doing everything we can with other online sources
    which are available to assist with translating military
    experience into civilian skills in connecting our soldiers and
    airmen to employers. However, without sustained resourcing,
    simple centralized planning, decentralized delivery, and an
    individually tailored plan, servicemembers may miss
    opportunities just for the lack of knowing where to go.
        In Florida, we believe a one-stop shop is needed for our
    soldiers and airmen, one that integrates these complementary
    systems and locally ties them to employers. This one-stop shop
    would offer transition services to Guardsmen in an environment
    that eases the navigation through the numerous resources that
    already exist. Our facilities are well suited to house this
    type of enterprise because of their local ties to the
    communities.
        Now what I have described all requires resourcing but in
    the end will pay dividends through other matrixes. Reserve
    component servicemembers who are employed are easier to retain
    in their respective units and services. We are at the peak of
    our readiness, and the cost to replace and train even one
    servicemember is immeasurable, particularly because of the
    institutional knowledge and the experience gained through a
    decade of conflict.
        As servicemembers redeploy and transition back to civilian
    life, we want to embrace them and provide support for full
    simulation. Addressing the issues of unemployment is just one
    means to tackle what has become an issue of resiliency not just
    for the National Guard but also for other components and
    services. A locally embedded resource that is postured to
    integrate employers, Guardsmen, and available resources to
    eliminate unemployment amongst the servicemembers is critical.
        Mr. Chairman, I appreciate the opportunity to be here today
    to tell our story; and I look forward to your questions.
        [The prepared statement of General Tyre appears on p. 93.]
        The Chairman. Thank you very much, General.
        Ms. Fanning, you are recognized.

                      STATEMENT OF RUTH A. FANNING

        Ms. Fanning. Thank you, Mr. Chairman.
        Chairman Miller, Ranking Member Filner, and distinguished
    Members of the Committee, thank you for inviting me here today
    to discuss the Department of Veterans Affairs Vocational
    Rehabilitation and Employment, or VetSuccess, program. I am
    pleased to appear before you to discuss the vitally important
    topic of veterans' employment.
        I also want to note that I appreciated the opportunity to
    hear the dialogue from the other panels with many of our
    partners. We are partnering with everyone who has spoken thus
    far, except for two associations; and I will be getting in
    touch with them right after this hearing.
        I wanted to give you an overview of the vocational
    rehabilitation and employment program. Over the past 2 years,
    we have worked to rebrand and market our services as VetSuccess
    and to stand up tools for veterans that lead to career success.
        The primary mission of our program is to assist veterans
    with service-connected disabilities to prepare for and obtain
    suitable and sustainable careers through the provision of
    services that are individually tailored to each veteran's
    needs. But, as you will hear throughout my testimony, we have
    greatly expanded our services; and we are now providing
    benefits to veterans who are not disabled who are utilizing
    Post-9/11 GI Bill benefits.
        The services that we provide are broad in range and include
    a comprehensive Web site designed to connect veterans with
    employers and to provide that one-stop Web site that everyone
    has been talking about this morning. This is a model that can
    either become or lead to the national portal, and we are
    working collaboratively with the Department of Labor and a
    number of Federal organizations to look at VetSuccess.gov and
    its success, if you will. Also,
    what else would we need to translate this or form a national por
    tal?
        On the Web site is a military skills translator that
    assists servicemembers and veterans to translate their military
    occupational specialties to civilian careers so that they can
    build on their transferrable skills for employment.
        We provide direct job placement assistance, short-term
    training to augment their skills to increase employability,
    long-term training including on-the-job training,
    apprenticeships, college training, or services that support
    self-employment; and for those veterans unable to work because
    of the severity of their disabilities, independent living
    services to maximize their independence in their communities.
        We provide ongoing case management assistance throughout
    the rehabilitation programs to assist with any needs that would
    interfere with retention and completion to the point of
    employment.
        Our program begins with a comprehensive evaluation to help
    veterans identify and understand their interests, aptitudes,
    and transferrable skills. Next, we move to focusing veterans on
    potential career goals in line with labor market demands, and
    we also provide extensive outreach and early intervention
    services through our Coming Home to Work Program.
        Recently, VR&E Service VetSuccess has launched a
    transformation project geared to make our program the premier
    21st Century vocational rehabilitation program. This effort
    focuses on modernizing and streamlining services using a
    veteran-centric approach. Transformation changes include
    allowing veterans more choice in their appointment scheduling
    through automated scheduling, expediting a veteran's entry into
    a rehabilitation program by streamlining the front-end process,
    reducing paperwork for our counselors so they can spend more
    one-on-one time with veterans, and we are also releasing a
    knowledge management portal which will be a one-stop tool for
    our staff around the country so that they have all the
    resources at their ready to do their jobs effectively.
        Working in collaboration with the VA Secretary's innovation
    initiative, called VAi2, Vet Success has engaged in innovative
    initiatives to build self-employment incubators and tools,
    leading to more veteran-owned businesses in a project of self-
    management that will allow the most seriously disabled veterans
    to work in the career of their choosing and live as
    independently as possible.
        We are also conducting a VA employee innovation competition
    to allow the staff working every day with our veterans to
    identify additional program enhancements. We have received 732
    ideas from a staff of voc rehab around the country of around
    1,100, and we are currently evaluating these to begin
    implementing the most promising in August.
        In addition to the employment initiatives I have just
    mentioned, I would like to highlight other initiatives that we
    have ongoing.
        Veteran employment is the fundamental mission of our
    program. In fiscal year 2010, we rehabilitated just over 8,000
    veterans in suitable employment and an additional approximately
    2,000 in independent living. Of these, 51 percent were hired in
    the private sector and 79 percent were hired in professional,
    managerial, and technical programs, earning, on average,
    $42,000 a year to begin.
        Specific initiatives focused on assisting veterans who
    obtain and maintain suitable employment consistent with their
    interests, including employer education, which has been
    mentioned and is so important to help the employment community
    understand this is a smart business decision; implementation of
    executive order 1351(a), which includes working with other
    government agencies to maximize veteran employment within
    government--and about a third of the veterans we place in jobs
    are in the Federal Government; and working with the public- and
    private-sector employers to assist them to have a better
    understanding of tax credits, special employer incentives, and
    on-the-job training programs available when hiring veterans.
        Of course, with the VetSuccess program, which is not only a
    job board in coordination with NASWA and DirectEmployers, we
    have incorporated not only the Job Central job-board of over 8
    million active jobs, but also a job board for employers who
    want to hire veterans. As of June, that will be linked with our
    e-portal, which means veterans, when they come into our program
    and are registered through e-portal, employers will know that
    they are hiring veterans. It will also allow veterans to have a
    lot more self-service options.
        Recently, we have ventured into the world of virtual career
    fairs in addition to brick-and-mortar career fairs. A partner
    advertised an upcoming veteran career fair on the Jumbotron in
    Times Square. We were really glad to see that kind of marketing
    for our program and for this very important career fair.
        We have developed the Troops to Counselors initiative, and
    we plan by 2014 that 60 percent of our counselors will be
    veteran hires. And we are using the Student Career Experience
    Program to bring veterans in and train them while they are in
    college toward VA careers.
        About 42 percent of our employees around the country are
    veterans. We are very committed to hiring veterans; and we are
    the largest employer of veterans, aside from DoD. So we are the
    largest nondefense organization employer of veterans, I should
    say.
        The VetSuccess.gov Web site has been completely redesigned.
    It is a one-step resource for both disabled and able-bodied
    veterans and family members. The Web site includes a job board
    for employers desiring to hire veterans, resume builders,
    upload tools that allow veterans to utilize resumes already
    developed, complete resources for transition, employer
    families, success in college, and drill-down maps so that a
    veteran can go in and click on his or her city and find the
    resources they need in their area.
        In conclusion, I would like to say that VA continues to
    seek new and innovative ways to assist veterans in achieving
    their goals for full, productive, and meaningful lives and
    careers. We will continue to work with all sectors of
    government and public and private employment communities to
    assist veterans in reaching their highest potential during this
    challenging economy.
        This concludes my remarks. I appreciate the opportunity to
    testify before you, and I thank you, Mr. Chairman. I would be
    happy to respond to any questions you may have.
        [The prepared statement of Ms. Fanning appears on p. 96.]
        The Chairman. Thank you very much.
        Mr. Jefferson, good to see you.

                 STATEMENT OF HON. RAYMOND M. JEFFERSON

        Mr. Jefferson. Chairman Miller, Ranking Member Filner,
    thank you very much for giving me this opportunity to be a part
    of this hearing. I ask my full written testimony be included as
    part of the record.
        The Chairman. Without objection.
        Mr. Jefferson. VETS has the privilege of being the
    Congressionally mandated lead agency for veterans' employment.
    But we can only accomplish this mission by working with our
    partners, our partners in government, like VA and Ruth Fanning,
    Defense, Office of Personnel Management, and the U.S.
    Department of Housing and Urban Development, our partners in
    the nonprofit sectors, many of whom are here today, the veteran
    services organizations, NASWA, the Society for Human Resources
    Management, and our partners in the private sector,
    specifically, the U.S. Chamber of Commerce, the Business
    Executives for National Security, and the relationship that we
    are developing with the Business Roundtable.
        We have three primary responsibilities: preparing
    servicemembers for meaningful and successful careers, providing
    access to them, and protecting their employment rights.
        We are going to have a major hearing on TAP tomorrow. Here
    is what I would like to leave the Committee with: We have
    identified the six major problems in TAP, developed solutions
    for those, and we are on track to implement the new, completely
    redesigned and transformed Transition Assistance Program
    Employment Workshop by Veterans Day of this year. That is my
    goal.
        We are also working to link with the Military Spouse
    Employment Program at DoD so spouses for the first time will
    greatly increase their participation in TAP and their
    preparedness. There is also going to be a significant element
    in there on entrepreneurship.
        Providing access, the second major responsibility to
    meaningful and successful careers. A lot is happening here. In
    partnership with the U.S. Chamber of Commerce and ESGR, we are
    rolling out 100 mega hiring fairs around the country.
        What is a mega hiring fair? It is a hiring fair where there
    is generally over 100 employers and over 1,000 veterans. We
    have worked with ESGR to identify where are those major
    demobilizations occurring and then doing hiring fairs after the
    units have returned. We are also developing a replica model so
    not only can we have the hundred mega hiring fairs, but it also
    can be cascaded into rural America.
        We are developing a partnership with SHRM, the Society for
    Human Resource Management, where for the first time we will be
    briefing rooms full of hundreds of H.R. executives on why to
    hire a veteran and how to hire a veteran. They have over
    250,000 members who are doing hiring around the country, and we
    are going to be getting in front of them for the first time.
        We have our State grants program. Let me acknowledge that
    we need to improve this program. So for the first time, I
    believe, in the last decade we have gone out to solicit
    feedback on how we can improve, and we are processing that
    feedback right now.
        This year, one of my goals is to implement a community of
    practice. This is one of the 10 leadership breakthrough ideas
    of 2006. Bottom line, it allows us to have best practices
    shared from Florida to California, all around the country.
    There is no way for us to do that right now.
        The Federal Hiring Initiative. From fiscal year 2009 to
    2010, Federal Government hiring went down by 11,000 people. In
    the same period of time, veterans hiring went up by 2,000, from
    70,000 to over 72,000. So the Federal Hiring Initiative, which
    we are working in partnership with VA, is working.
        For those young veterans 20- to 24-years-old, we have the
    Job Corps pilot. We are getting very good feedback on that from
    the young veterans. We have 300 slots. Once we do proof of
    concept, we can have more slots allocated; and we are going to
    be sending out videos that the young veterans and Job Corps
    have made talking about how this is a life-changer. It provides
    residential, all-expense paid training, housing, leading to a
    credential, a job, and 21 months of post-deployment support.
        We have our green jobs training through Veterans Workforce
    Investment Program where we serve 4,600 veterans; our Homeless
    Veterans Reintegration Program. We have over 14,000 veterans
    being served there, with over 8,000 being put into employment.
    And there is much more.
        In terms of protecting veterans' employment rights, I
    respectfully disagree with Captain Hanson. We actually feel
    that we have enough human capital resources on the ground to
    handle our load of investigations. We have also done a lean Six
    Sigma assessment of what are the best practices relating to
    timeliness and quality, and we are implementing those best
    practices. Basically, a major one is to eliminate the paper-
    centric process and automate it, going to electronic case
    management.
        Finally, I will say that none of the great, important
    things that we are doing will have the impact that it should
    unless we engage the media as partners. So, last year, we
    worked with Forbes and Fortune Magazine and had articles out on
    the value of hiring a veteran. This year, we are working with
    the entertainment industry, with the Bob Woodruff Foundation. I
    was recently told that Businessweek this week has an article
    called, ``Ready, Aim, Hire,'' talking about the value of hiring
    veterans and how to hire veterans.
        We stand enthusiastic to work with this Committee and our
    other partners to make progress on this very important, noble
    errand in getting veterans and servicemembers back into
    meaningful and successful careers.
        [The prepared statement of Mr. Jefferson appears on p.
    100.]
        The Chairman. Thank you very much for your testimony.
        Mr. Jefferson, you talked about requests for proposals to
    re-engineer TAP. You indicated that vendors--in your comments--
    must use certain books by certain authors; and if a vendor
    proposed to use an alternative, the explanation must be given
    as to why. What I would be interested in knowing is why or how
    did you select the books and did DoL's General Counsel approve
    of who implicitly, if not explicitly, endorses these books?
        Mr. Jefferson. Yes, sir.
        First, let me say the actual language I said is content-
    related to this--either these books or do a crosswalk to the
    content.
        Prior to being confirmed as an Assistant Secretary here, I
    have spent the majority of my life in the leadership
    development domain. And so what I am asking in the Request for
    Proposal (RFP) is we have identified the best practices related
    to career transition. That is not just my opinion. That is from
    identifying who is the best in the Nation, working with Harvard
    Business School's Office of Career Transition, working with
    West Point's leadership department, working with other key
    leaders in this area.
        So in the TAP RFP, we have identified what the best
    practices are, and we have made those the standard. For
    example, we have often heard in Congressional hearings that
    servicemembers don't know how to transition from the military
    to a civilian work environment. How are we going to solve that
    riddle once and for all? We have specified in very specific
    detail what are the elements of that cultural transition. And
    so that is an example of what is in the new TAP.
        Sir, we have made the standards high. We are hoping we will
    award that as soon as possible, and we are on track to have it
    done by Veterans Day.
        The Chairman. For you and VA both, DoD spends a tremendous
    amount of money in recruiting servicemembers. I would be
    interested in knowing how much money, if you know, VA and the
    Department of Labor spend on radio, TV ads to highlight the
    positive aspects of hiring veterans and the qualities that they
    bring to the Federal workforce or in the private sector.
        Ms. Fanning. I don't have the dollar amounts for you today,
    but I can get those for you.
        [The VA subsequently provided the following information:]

              During Fiscal Year (FY) 2010, Vocational Rehabilitation and
            Employment Service (VR&E) spent $533,672 on outreach,
            promotional materials, and to attend outreach events such as
            the Society of Human Resource Management Conference, American
            Legion Job Fair, and Congressional Black Caucus Foundation,
            Inc. In addition, VR&E Service spent $103,828 on branded
            promotional items to provide to veterans and servicemembers
            during outreach events (total: $637,500).
              In addition, VRE expended $495,000 for maintenance of, and
            enhancements to, the VetSuccess.gov Web site. VetSucess.gov is
            an important marketing tool that VR&E uses to target veterans
            seeking employment and provides resource information for
            servicemembers throughout their transition, preparation for
            employment, and post employment.
              So far in FY 2011, approximately $1.13 million has been
            expended for outreach materials, events, and the VetSuccess.gov
            Web site. These outreach and marketing tools assist veterans
            with entering programs or services leading to employment,
            developing employer relationships resulting in job
            opportunities for veterans, and assisting servicemembers and
            veterans with all services leading to career employment.
              Also, in FY 2011, VA's Office of Human Resources and
            Administration expended funds for marketing, outreach, and
            advertising to veterans that totaled $128,102 and included the
            following:
              Promotional Materials for Regional Recruiters for
            distribution: $22,774
              Veterans Acquisition Intern Program (Joint program with OPM
            to recruit veterans in the acquisition career field): $35,000
              OPM/VA Veterans Symposium to provide a learning forum to
            discuss strategies and issues concerning veterans employment:
            $50,000
              Advertising Materials: $1,015
              Outreach (Career Fairs): $19,313

        Ms. Fanning. But I can say that we have invested in
    marketing the program--the Vocational Rehabilitation and
    Employment Program--as VetSuccess through a grassroots campaign
    at job fairs, at Yellow Ribbon events, at welcome home events
    anywhere where veterans and servicemembers are.
        We have permanently stationed 13 full-time counselors at
    primary military treatment facilities. They are reaching out to
    these young men and women while they are still active duty on
    medical hold.
        We are doing everything that we can to get the word out. In
    our budget request next year, we have a full marketing package
    that we have requested to put into place.
        First of all, we needed to get VetSuccess.gov up to the
    point that it was viable across the security hurdles, across
    the e-portal hurdles. And we are there. We went from having
    66,000 hits in 2008 to 28 million hits last year and so far
    this year over 22 million hits to the site. So veterans
    recognize our brand. They are coming to the site.
        And we are standing it up and enhancing it as rapidly as we
    can. I think if you go to the site today, you will see a
    different site than was up there 2 weeks ago. We have uploaded
    a huge amount of content just in the last 2 weeks.
        Mr. Jefferson. Sir, I will take that question for the
    record.
        But our strategy has been primarily not to pay for
    advertising. We have been going out doing major public speaking
    engagements, one, for example, with 10,000 H.R. executives at
    the Society for Human Resource Management. That led to a
    conversation personally with Steve Forbes where he said he
    would like to do something in Forbes Magazine. And he did.
        We developed a relationship with the publisher of Fortune
    Magazine, who expressed their desire to promote veterans
    employment. They went ahead and also did coverage there.
        We did not pay for any of those coverages. But I will take
    it for the record so I can ensure that I am capturing anything
    else happening within the Department of Labor.
        But I will say there is tremendous goodwill and interest in
    the media right now, and so we are working to leverage that
    with stories on the value that veterans bring to the workforce
    and how employers can access this source of talent.
        [The DoL subsequently provided the following information:]

              DoL continues to highlight the positive aspects of hiring
            VETS through departmental news releases, speeches, testimony,
            appearances and other outreach efforts at the local and
            national level. However, at this time the agency does not have
            any direct budget line item for advertising to promote the
            hiring of veterans.

        The Chairman. How about national electronic media or the
    new social media that is available out there? Neither one of
    you even mentioned that.
        Mr. Jefferson. Sir, I would love to comment on that.
        We just brought in an expert for the summer who is working
    on how we can leverage new media and social media. We do have
    some constraints within the Department of Labor, but we are
    looking at how we can push this out as far as possible while
    staying within all appropriate guidelines.
        Ms. Fanning. VA is on Facebook. We are blogging. We are
    tweeting. I think that is the correct term. We are looking at
    maximizing social media.
        In addition, as we move forward with the e-portal and have
    the assurance of secure connections over the Internet, in
    Vocational Rehabilitation and Employment specifically, as well
    as in our work with the GI Bill through the VetSuccess on
    Campus program, we are looking at doing counseling over the
    Internet through secure methods using e-chat.
        We already are in the process of implementing a program
    across the country where we are using technology so that we can
    provide counseling to veterans using technology rather than
    having a veteran drive 100 miles to our office or having a
    counselor drive 100 miles to their home when maybe that day
    they could have seen five veterans instead of one during that
    travel time. We are maximizing the use of technology as much as
    possible.
        Mr. Jefferson. Mr. Chairman, I will also acknowledge we are
    getting tremendous assistance from NASWA's social media team
    and the Department of Defense's social media team. A specific
    example is we are pushing out videos we have created for young
    veterans on the value of our Job Corps pilot, and they are
    helping us to disseminate that as well.
        The Chairman. Thank you.
        Mr. Filner.
        Mr. Filner. Thank you.
        Do we now have any mandates for Federal hiring or Federal
    contracting of veterans?
        Mr. Jefferson. For Federal hiring, we have the Federal
    Hiring Initiative, where each agency has developed goals. As an
    initiative, it is succeeding, and we are achieving those goals,
    and we have hired more veterans than we have the previous year.
    So the Federal Hiring Initiative is very successful.
        Because the contracting comes under OFCCP, I would like to
    take that for the record and involve that agency in answering
    that question.
        Ms. Fanning. And I would just like to say that with the
    Presidential Executive Order 13-518, each agency and department
    has goals for increased veteran hiring.
        In regard to the use of contracting with small disabled
    veteran-owned businesses or veteran-owned businesses, I know
    that VA has goals. But I will take it for the record to
    determine what kind of laws are in place governing specific
    mandates.
        [The VA subsequently provided the following information:]

              There are no laws requiring the hiring of veterans for
            contracts. The existing laws (Veterans' Readjustment Assistance
            Act of 1972 (38 U.S.C. 4211 and 4212) and the Veterans
            Employment Opportunities Act of 1998, Public Law 105-339), as
            implemented by the Federal Acquisition Regulations in Subpart
            22.13, encourage the hiring of veterans and require contractors
            who are subject to the reporting requirements to file annual
            reports on the number of veterans employed.
              38 U.S.C. 8127(d) does require VA to set aside contracts for
            award to small businesses verified as owned and controlled by
            veterans if there is an expectation that at least two such
            offerors will submit offers and the award can be made at a
            reasonable price. However, those conditions must be met before
            a contract is required to be set-aside for a veteran-owned and
            controlled small business. See also 38 CFR 74.

        Mr. Filner. Everywhere I go--I go up to Camp Pendleton in
    San Diego, and they have a $6 billion construction program. You
    go downtown, there is a $250 million court project. You go down
    to the border, there is a $600 million building.
        I talk to the general contractors, and they don't seem to
    know about any of these goals to hire veterans. Oh, yes, we
    have outreach, but I don't see any number. I don't see any
    results. I don't see any tangible proof that they are doing
    anything. Yet here we have enormous power, the Federal
    Government, to do the hiring; and I am not sure we are doing
    what we can.
        I would like some suggestions on what we should do. I would
    mandate, rather than set goals.
        You talk to the agency and they say, well, the general
    contractor has it, and we have goals in our RFPs. But they are
    never translated into the actual contract, and the general
    contractors don't seem to have any sense--well, I retract that.
    It depends on the individuals and their own sensitivities and
    their own sensibilities and their own senses. But nothing
    mandated that they feel they have to respond to.
        Ms. Fanning. Well, having just participated in a large
    acquisition for the Vocational Rehabilitation and Employment
    program, I can say that I was witness to the Office of
    Acquisition, Logistics, and Construction in VA during the pre-
    proposal conference for all interested bidders. And there were
    a number of set-aside regions throughout the country for
    veteran-owned and small veteran-owned businesses. They also
    very thoroughly reviewed with the group partnering and
    subcontracting arrangements that could be made and encouraged
    interested vendors to work with small veteran-owned businesses.
        Are we completely there? I don't know.
        Mr. Filner. But they are all voluntary, aren't they? Is
    anybody ever penalized for not meeting them and not giving the
    next contract? I mean, I don't hear?
        Mr. Jefferson. First, there are two things which we are
    talking about.
        The first is the Federal Government hiring. On that, we are
    tracking for the people who are being brought in as civil
    servants. So we are tracking that. That one is succeeding, and
    all that information is available very transparently. We have a
    new director at the Department of Labor at OFCCP, Office of
    Federal Contract Compliance Policy, and she is doing a lot to
    bring a lot more teeth into this effort.
        So I would like to take that for the record, because I know
    she is taking a lot of actions to make this a much more
    effective and relevant policy.
        Mr. Filner. The last testimony I have seen said they
    haven't penalized anyone for the last 5 years.
        Mr. Jefferson. Sir, I would like to make sure that we have
    a fact basis for that. Her name is Pat Shiu. I have met with
    her.
        Mr. Filner. If they haven't done anything in terms of
    penalties, then nobody takes them seriously.
        Mr. Jefferson. I actually know that she is putting
    penalties out. But what I would like to do is give you the
    facts so----
        Mr. Filner. Again, penalties against--what are the laws
    that they are required to follow? Or what efforts? Again, it
    seems all voluntary. It seems it's just all goals to meet.
    There is a difference that's almost based on personality or the
    company itself in what they are really doing.
        Mr. Jefferson. Yes, sir.
        [The DoL subsequently provided the following information:]

                            QUESTIONS FOR THE RECORD

                           Patricia A. Shiu, Director

                 Office of Federal Contract Compliance Programs

                            U.S. Department of Labor

        Chairman Miller, Ranking Member Filner, and distinguished Members
    of the Committee, thank you for the opportunity to present additional
    information on behalf of the Department of Labor (DoL or Department).
        On June 1, 2011, U.S. Department of Labor, Veterans' Employment and
    Training Service (VETS) testified before the Committee on Veterans'
    Affairs. In the course of that hearing, Rep. Filner asked several
    questions about programs that were not within the purview of VETS, but
    of the Office of Federal Contract Compliance Programs (OFCCP), also in
    DoL. I am pleased to provide these responses to your questions
    pertaining to OFCCP.
        Rep. Filner: Do we now have any mandates for Federal hiring or
    Federal contracting of veterans?
        Response: Yes. Your question raises two issues: hiring by the
    Federal Government, and hiring by entities that have contracts with the
    Federal Government.
        With regard to hiring by the Federal Government, 5 U.S.C. Sec. 2108
    provides veterans who are disabled or who serve on active duty in the
    Armed Forces during certain specified time periods or in military
    campaigns a preference (10 points for disabled veterans, 5 points for
    non-disabled veterans) over non-veterans both in Federal hiring
    practices and in retention during reductions in force (RIF).
        The requirements for hiring of veterans by Federal contractors \1\
    (as opposed to by the Federal Government) are set forth in the Vietnam
    Era Veterans' Readjustment Assistance Act of 1974 (VEVRAA), 38 U.S.C.
    4212. OFCCP enforces Section 4212(a)(1) of VEVRAA, which prohibits
    Federal contractors and subcontractors (hereafter, ``contractors'')
    from discriminating against specified categories of veterans and
    requires contractors to take affirmative action to employ, and advance
    in employment, those veterans. Contractors must develop written
    programs detailing the actions that they are taking for this purpose
    and make the plans available when requested in a compliance evaluation
    or complaint investigation. OFCCP also enforces VEVRAA Section
    4212(a)(2)(A), which requires that contractors list their job openings
    with the appropriate employment service. Additionally, while VEVRAA
    does not include a hiring preference for veterans as there is in
    Federal Government hiring, VEVRAA does require that covered veterans
    receive priority in referral from the employment services to Federal
    contractors for the openings they list.
    ---------------------------------------------------------------------------
        \1\ Coverage of contractors and veterans varies according to when
    the contract was entered into. For contracts entered into before
    December 1, 2003, the contract dollar threshold is $25,000, and the
    veterans covered are: (1) special disabled veterans; (2) veterans of
    the Vietnam era; (3) veterans who served on active duty in the Armed
    Forces during a war or in a campaign or expedition for which a campaign
    badge has been authorized; and (4) veterans separated from the service
    within the previous year. For contracts entered into on or after
    December 1, 2003, the contract dollar threshold is $100,000, and the
    veterans covered are: (1) disabled veterans; (2) veterans who served on
    active duty in the Armed Forces during a war or in a campaign or
    expedition for which a campaign badge has been authorized; (3) veterans
    who, while serving on active duty in the Armed Forces, participated in
    a United States military operation for which an Armed Forces service
    medal was awarded pursuant to Executive Order No. 12985; and (4)
    veterans separated from the service within the previous 3 years.
    ---------------------------------------------------------------------------
        Rep. Filner: But, they are all voluntary, aren't they?
        Response: No, the VEVRAA requirements are not voluntary; they are
    required of covered Federal contractors.\2\
    ---------------------------------------------------------------------------
        \2\ Other VEVRAA provisions (not enforced by OFCCP) establish
    certain priority job referrals for veterans seeking employment and
    require Federal contractors to report the number of employees who are
    covered veterans on annual VETS-100 and VETS-100A reports. In addition,
    the Uniformed Services Employment and Reemployment Rights Act of 1994
    (USERRA) generally requires all covered employers, including Federal
    contractors and subcontractors, to reinstate veterans whose cumulative
    period of military service does not exceed 5 years, to the job that
    they would have attained had they not been absent for military service.
    ---------------------------------------------------------------------------
        Rep. Filner: Is anybody ever penalized for not meeting them and not
    giving the next contract?
        Response: Yes, contractors are penalized for not meeting VEVRAA
    requirements. VEVRAA provides a range of options for such situations,
    from remedying the violations all the way to debarring contractors from
    future contracts. At a minimum, when there is a finding of
    discrimination against a protected veteran, the contractor is required
    to provide back-pay and other make-whole remedies and to change its
    practices going forward. In the vast majority of cases, it is not
    necessary to take contractors to administrative enforcement
    proceedings; our efforts to conciliate the issues are generally
    sufficient.
        Rep. Filner: The last testimony I have said [OFCCP] hadn't
    penalized anyone for the last 5 years.
        Response: OFCCP conducts compliance evaluations of an average of
    approximately 4,000 neutrally selected contractors each year. Under the
    Obama administration so far, OFCCP has recovered $25 million in back
    wages and nearly 4,200 job opportunities on behalf of more than 42,000
    victims of discrimination. The agency has evaluated almost 12,000
    businesses that, collectively, employ over 4.2 million workers. We
    review VEVRAA compliance in every evaluation in which a contractor met
    the VEVRAA minimum coverage requirements.
        I was delighted that these reviews did not uncover many VEVRAA
    violations. In FY 2009, after OFCCP conducted on-site reviews of their
    establishments, 54 contractors were cited for recruitment violations
    impacting veterans, including failure to comply with mandatory
    obligations to post job listings, conduct outreach, and fulfill other
    requirements. In FY 2010, that number rose to 92 contractors that were
    cited for recruitment violations pertaining to protected veterans.
    OFCCP negotiated conciliation agreements in all these cases to correct
    the violations. Many, if not most, of these settlement agreements
    included linkage provisions in which contractors commit to partner with
    specified local job training programs, veterans' organizations, and
    other community groups, in order to identify and recruit covered
    veterans and people with disabilities better.
        OFCCP also investigates complaints of discrimination filed by
    veterans. In FY 2009 and FY 2010 (combined), OFCCP investigated 76
    veterans' complaints, which accounted for 50 percent of the 179
    complaints investigated in those years. VEVRAA violations were found in
    14 percent of these investigations.\3\ In all but one of those in which
    a violation was found, OFCCP reached a financial agreement with the
    contractor that resulted in compensation for the veterans involved.
    (The case in which no financial agreement was reached involved
    recordkeeping and recruitment violations that did not affect employees'
    compensation).
    ---------------------------------------------------------------------------
        \3\ Violations were not found for a number of reasons, including
    untimeliness of the complaint, lack of a Federal contract or
    subcontract that would confer jurisdiction on OFCCP, the fact that the
    complainant did not fall within the classes of veterans protected under
    VEVRAA, and a (not uncommon) misapprehension among veterans that the
    Federal Government's ``veterans' preference'' guarantees veterans jobs
    in private companies.
    ---------------------------------------------------------------------------
        Rather than simply accepting contractors' self-reporting (as has
    been done too often in the past), we are now requiring our compliance
    officers, when conducting an on-site review, to verify how contractors
    are treating protected veterans and people with disabilities and
    whether they are providing reasonable accommodations to their workers
    as required by law, as well as to confirm the existence and
    implementation of required affirmative action programs. Our
    investigative procedures during on-site investigations also include
    verification that the contractor is listing job openings with the
    appropriate employment service delivery system(s) so that veterans may
    be given priority in referral. I have made it very clear to our
    compliance officers that they must verify compliance with these posting
    requirements during their evaluations of contracting establishments.
        Rep. Filner: Again, penalties against--what are the laws that they
    are required followed, or what efforts? Again it seems all voluntary.
    It seems it's just all goals to meet. There is a difference that's
    almost based on personality or the company itself in what they are
    really doing.
        Response: This question appears directed at how contractors'
    efforts to employ more veterans are measured and enforced. As noted
    above, the primary OFCCP enforcement mechanisms are compliance
    evaluations and complaints. The framework articulating a contractor's
    responsibilities with respect to affirmative action, recruitment, and
    placement, and the measures by which its compliance will be assessed,
    are set forth in our regulations (41 CFR Parts 60-250 and 60-300).
        OFCCP's VEVRAA regulations have remained unchanged since the
    implementing rules were first published in 1976. Meanwhile, increasing
    numbers of veterans are returning from tours of duty in Iraq,
    Afghanistan, and other places around the world, and many are faced with
    substantial obstacles in finding employment upon leaving the service.
        To make our VEVRAA program more effective in increasing employment
    opportunities for returning veterans, in April of this year we
    published proposed revisions to the regulations that go directly to
    your concerns about measurement and accountability. The proposed rule
    would increase the responsibilities of Federal contractors and
    subcontractors by, inter alia:

          Requiring contractors to establish linkage agreements
    with at least three veterans employment service organizations, to
    bolster contractors' recruitment efforts and increase the number of
    veterans who are aware of, and subsequently apply for, openings with
    Federal contractors.
          Requiring contractors to conduct more substantive
    analyses of recruitment and placement actions taken under VEVRAA.
          Revising recordkeeping requirements to help contractors
    evaluate and tailor their recruitment and outreach efforts, and
    establish the hiring benchmarks proposed in the NPRM.
          Requiring contractors, for the first time, to establish
    annual hiring benchmarks. These benchmarks are expressed as the
    percentage of total hires who are protected veterans that a contractor
    will seek to hire the following year. By using benchmarks, contractors
    have a quantifiable measure for gauging their success in recruiting and
    employing protected veterans.
          Requiring contractors to invite applicants to self-
    identify at both the pre-offer and post-offer stages of the hiring
    process. As proposed, prior to an offer of employment, the contractor
    is required to invite all applicants for employment to self-identify as
    a ``protected veteran.'' This allows the contractor and OFCCP to
    identify and monitor the contractor's employment practices with respect
    to protected veterans.

        The comment period for this proposed regulation closed on July 11,
    2011, and we are in the process of reviewing the comments in
    preparation for issuing a final rule.

        Mr. Filner. It is very frustrating for a Marine base to
    have $6 billion worth of contracts and my veterans community
    goes up there and they don't find any of their comrades
    working. That is very frustrating when it is your own
    government that is doing this.
        Ms. Fanning. Mr. Filner, I will also take that back to our
    Office of Acquisition, Logistics, and Contracting.
        But I did want to mention, as I briefly did in my opening
    remarks, that Vocational Rehabilitation and Employment as well
    as the GI Bill, encourages entrepreneurship. And we are working
    to help more veterans start and own their own businesses. We
    know that small business is the backbone of our American
    economy. I was just in Chicago last week speaking to a group of
    small business owners, and I was inundated after my talk, which
    was about the benefits of hiring veterans and the incentives to
    hire veterans, with employers wanting to know more about how to
    advertise their jobs on VetSuccess.gov. One particular employer
    told me, give me 50 veterans with bachelors degrees, and I will
    train them to do the work that I need them to do.
        So we are working aggressively to get the word out. And I
    think that is one of our biggest challenges, as many have
    mentioned this morning--
        Mr. Filner. If I may ask the Adjutant General, we have
    heard testimony today--and, of course, we know about the
    reluctance of many employers to even follow the law in terms of
    your own men and women, so what do we do about that? It was
    suggested that we have some incentives there.
        General Tyre. Number one, we utilize ESGR to follow through
    with those complaints. I will tell you in Florida over the last
    year, we have been able to resolve 77 of those issues, and we
    still have three remaining. But utilize that.
        We also use other things to where we don't get into that
    issue. We will do boss lifts with these employers. We invite
    them to pre-deployment training right there at Camp Blanding or
    at one of the other power projection platforms.
        But just take a proactive approach with their employers and
    let them know right up front that our soldiers are going to be
    downrange for 12 months, 13 months before they get back to
    them. But, again, just taking a proactive approach seems to
    work for us.
        The Chairman. Mr. Stutzman.
        Mr. Stutzman. Thank you, Mr. Chairman.
        Thank you for being here today. It is good to see you. I
    appreciate what you are doing and trying to accomplish, and I
    know we all have our veterans at heart here and want to make
    sure that especially those that are unemployed and are wanting
    to find work can. We can be as helpful as we can.
        I guess my question would be to Secretary Jefferson. Are
    you happy with the level of performance for the Jobs for
    Veterans State Grant program? If you could comment about that
    and what you are seeing as far as the success and where we can
    do better.
        Mr. Jefferson. Sir, I think my staff would tell you I am
    rarely satisfied with the performance and always wanting to do
    better. Let me drill down specifically on the Jobs for Veterans
    State Grants (JVSG) program.
        Since being confirmed, one of the first questions I had is
    how can this program be improved. As I looked around, there was
    no real data, there was no real feedback in recent years that
    we can use to make evidence-based decisions. So at the last
    HVAC hearing that we had, I initiated a structured dialogue
    with all the veterans employment coordinators around the Nation
    to get feedback on what is working, what is not, what are the
    employment opportunities. We are going ahead and analyzing that
    feedback right now.
        Simultaneously, without waiting, we are implementing a best
    practice called the Community of Practice. This came out of
    Iraq and Afghanistan in the Army, something called
    CompanyCommand
    .com. We are using that model. Basically, it is for a community
    of practitioners to share best practices over large
    geographical areas. So we are working to implement that this
    year.
        On the so-what factor, it will make sure that a DVOP or
    LVER who is highly performing in one State can share those
    practices and approaches that he or she has all throughout the
    Nation. And then, once we get the feedback from the veterans'
    coordinators, I will be taking other actions to improve that
    program.
        It is very valuable to have 2,000 employment
    representatives around the Nation, but I want to make sure we
    are continuing to up-skill them and ensure that they have the
    latest approaches and techniques to be as effective as
    possibly.
        Mr. Stutzman. Could you share just some of the best
    practices that you are talking about, just to give us a better
    idea and a sense of what--
        Mr. Jefferson. I would say we take three major questions
    that you may ask a local veterans' employment representative:
    What are you doing to mobilize your local community of
    employers? What types of outreach are you engaging in? Or let's
    take a DVOP. You have a veteran who is very physically
    challenged, and you have some employers who are interested in
    giving that veteran an opportunity but he or she maybe has
    questions or concerns on traumatic brain injury (TBI), post-
    traumatic stress (PTS), post-traumatic stress disorder (PTSD).
    How do you deal with that?
        Well, one solution that we have is the American Heroes at
    Work program that educates employers on the accommodations that
    veterans with PTS, PTSD, or TBI have. A very highly regarded
    program. Are all employment representatives using it? Are they
    all aware of it? Also, mentoring and coaching. So a new DVOP or
    LVER in one part of the country can work with someone who may
    be in a different locale but who is known as being a thought
    leader, a very effective employment representative.
        So we want to get that community of practice, of mentoring,
    coaching, and sharing techniques. And the questions actually
    come from the participants. So they put up what they need help
    with and their peers provide answers. It was one of the top 10
    breakthrough ideas out of 2006 Harvard Business Review, came
    out of the Army and combat, and now they are using it for the
    four-star General officers. They are creating a community of
    practice for them, and that individual is going to be advising
    us on our community of practice--Nate Allen.
        Mr. Stutzman. General Tyre, do you have any comments
    regarding the programs?
        General Tyre. We have talked about leveraging technology
    and all the programs that are out there. It is difficult for a
    soldier, airman to look at all those programs and figure out
    which one is going to benefit him, which one is going to get
    him a job. They are all great programs, and they all add value
    to the issue. But unless we get someone to follow along with
    that soldier, to be there with him until he gets a job, that
    one-on-one personal contact until he gets a job, we are not
    following through with meeting the requirements of our
    soldiers. It takes that personal contact, that counseling, that
    is going to get a soldier to a job and to a career.
        Mr. Stutzman. Go ahead.
        Mr. Jefferson. So there is the high-touch approach for
    those veterans who are already out in the community. And then
    with the new transformed, redesigned TAP we have peer support
    techniques in there. We have entrepreneurship content in there.
    And we have connectivity to employer representatives in there
    as well. So we want to streamline that information flow.
        I know when I was coming out it was frustrating and
    annoying, frankly. But we are taking action, and my goal is to
    have a lot of these initiatives done by Veterans' Day this
    year.
        Mr. Stutzman. Thank you.
        The Chairman. Thank you very much.
        General, you had talked about a 30 percent unemployment
    rate among Guardsmen with the 53rd Infantry Brigade and 17
    percent, I think it was, among all members of the Florida
    National Guard. In your conversation with other leaders of
    other Guards from other States, do you think Florida's rates
    are unique or are they consistent with those other States?
        General Tyre. Sir, they are fairly consistent with other
    States. We will find some brigades like Iowa that are coming
    back and redeploying from downrange that might be a little bit
    higher. I know in Washington State when they brought the 81st
    back, they were a little bit higher than ours, but not much
    higher. The normal is somewhere between 30 and 35 percent from
    the BCTs, the brigade combat teams, that we have talked with.
        The Chairman. For the record, because I don't think you are
    going to be able to answer the question--you may be able to--
    but it is my understanding the Midwestern Governors Association
    gave a proposal for the Employment and Training Administration
    for $170,000 to work on the issue of licensing and
    credentialing that we have discussed here today, but Labor
    refused to fund it because they don't do sole source contracts.
    Are you aware of that? If not--
        Mr. Jefferson. Sir, I will take it for the record.
        Let me give the high-level overview. We have that
    unsolicited proposal. I know it is being reviewed. We care very
    deeply about making progress on the issue of credentialing and
    licensing. The American Legion is going to be having a summit
    later this year. We are going to be participating at that. I
    understand that that planning has just begun to get under way,
    and I am sure many partners who are in the room today will be
    associated with that. But I would take the actual details of
    your question for the record.
        [The DoL subsequently provided the following information:]

                                               U.S. Department of Labor
                                 Employment and Training Administration
                                                        Washington, DC.
                                                         March 21, 2011

    Mr. Jesse Heier
    Midwestern Governors Association
    2025 M Street, NW
    Suite 800
    Washington, DC 20036

    Dear Mr. Heier:

        Thank you for your proposal to the Employment and Training
    Administration (ETA), entitled Veterans Credentialing Initiative, which
    was forwarded to the Office of Policy Development and Research for
    review. ETA appreciates the importance of the transferability of
    training standards and credentials, and how it affects servicemembers
    as they transfer out of the military into the civilian workforce. We
    have carefully reviewed your proposal to increase the number of States
    in the Midwest that have reciprocity agreements for endorsing
    occupational licensing among States and with the military branches.
        The vast majority of grants for activities such as this one
    proposed by the Midwestern Governors Association, are awarded on a
    competitive basis in response to a solicitation for grant application.
    Since many aspects of the Midwestern Governors Association proposal are
    not unique and do not offer new and exceptional techniques, but rather
    propose to support discussions of interstate credentialing, there is no
    basis to support a non-competitive funding decision.
        Although ETA is not in a position to fund this proposal, we would
    invite you to closely monitor the ETA Web site (www.doleta.gov/grants)
    and www.grants.gov for future grant funding opportunities.
        While we receive many unsolicited proposals, very few obtain
    funding, Our budgetary resources are rather limited and are primarily
    used to support the competitive procurements mentioned above.
        Thank you for your interest in the public workforce system.

                Sincerely,
                                                       Michael S. Jones
                                                   Acting Administrator
                              Office of Policy Development and Research

                                   __________

        The Chairman. Very well.
        Any other comments?
        We thank you very much for your testimony and, again, your
    patience.
        Again, this Committee is fully committed to helping those
    veterans who want jobs, who need jobs, find jobs and have
    gainful employment. Because, after all, they have serviced and
    sacrificed for this country. Jobs is number one. This Committee
    is committed to working in that direction.
        All Members will have 5 legislative days to revise and
    extend their remarks and submit questions for the record.
        With no further comments, this hearing is adjourned.
        [Whereupon, at 12:31 p.m., the Committee was adjourned.]

                                A P P E N D I X

                                  ----------

                    Prepared Statement of Hon. Jeff Miller,
                 Chairman, Full Committee on Veterans' Affairs
        Good morning everyone. Thank you for being here. Our hearing today,
    ``Putting America's Veterans Back to Work,'' is one of the most
    important ones we'll have this Congress and that is why I have decided
    to proceed with this hearing even though many of the Members on our
    side of the aisle are meeting with President Obama this morning. Just
    last week I, and other Committee Members, met with dozens of veterans'
    organizations who were nearly unanimous in making jobs for veterans
    their number one priority. I couldn't agree more.
        Lengthy unemployment can cause an unbelievable amount of strain.
    Bills don't get paid, savings can be exhausted, and family needs have
    to be put on hold. The financial strain of not having meaningful
    employment has a cascading effect for many--family problems, declining
    mental health, homelessness--we've got to get the economy going again
    to put Americans back to work, especially those who have protected our
    freedom to work in the first place.
        Growing the economy starts with the fundamentals: keeping taxes on
    small businesses low, which necessarily means holding Federal spending
    down; reducing burdensome and unnecessary regulations that increase
    costs to small businesses; and ensuring we have a trained, skilled
    workforce ready for 21st Century jobs in a 21st Century economy.
        It is this third area--ensuring a trained, skilled workforce--that
    the Veterans' Affairs Committee is primed to lead. There are a number
    of programs run by VA and the Department of Labor that have the
    potential to help. Our task is to see if those programs, as designed,
    are effective.
        Our responsibility is to modernize them to respond to the specific
    needs that exist for unemployed or underemployed veterans in our
    economy.
        Let me highlight a few areas where I think we need improvement.
        First, the unemployment rate among all veterans of the Global War
    on Terror has been reported to be as high as 13.1 percent. This high
    rate exists despite the fact that Transition Assistance Programs for
    separating servicemembers looking for work are available, as are
    Federally-funded veterans employment specialists within every State. We
    need to look at these programs anew to see how they can be improved.
        Second, training and education benefits through the new Post-9/11
    GI Bill and other programs are valuable tools for veterans. However, as
    currently designed, they do little good for middle-aged veterans far
    removed from military service who may need new skills to break out of
    unemployment. To highlight the point I'm making, on May 2, the
    Conference Board released its data showing there are nearly 4.5 million
    jobs advertised on the Internet. The Board's data also show the top 10
    career fields with a heavy presence of jobs requiring hard skills.
        To me, this shows that good jobs are out there, we just need to
    retool the programs we have to help our veterans compete for them.
        Finally, there are legal protections for Guardsmen and Reservists
    who left work to fight for our country. By law, they are entitled to
    have or go back to their jobs when they come home. We need to be
    aggressive in enforcement of this law.
        And just one more thing, we need to have a better understanding of
    the demographics of unemployed veterans. Things like education levels,
    lengths of unemployment, skills learned in the military, just to name a
    few. We will hear some of that from our witness from BLS but I believe
    it is time to expand the facts we know about unemployed veterans.
        As a beginning, I hope that today's witnesses can provide some
    insight into what we can do to help veterans get the jobs they want and
    deserve.
        I have some ideas of my own, so, to get the ball rolling, I will
    soon introduce a new jobs bill for veterans. The principles of my bill
    are simple:

        1.  We need to provide a meaningful retraining program for our
    older veterans who make up two-thirds of all unemployed veterans;
        2.  We need to ensure Transition Assistance Programs for our
    younger veterans are effective and, just as important, utilized when
    they separate from the military;
        3.  We need to add flexibility and accountability to Federally-
    funded job training programs; and
        4.  We need to ensure we have updated legal protections for
    veterans who want their jobs back on their return from active duty, and
    we must do better enforcing those protections.

        I know Members will have other ideas as we go forward, but--keeping
    in line with the theme of this hearing--I'm anxious to roll up my
    sleeves and get to work. As with any work, we need to set goals and let
    me tell you what my goal is.
        I believe that an unemployment rate of between four and 5 percent
    is generally accepted to be full employment. So, I want to begin
    today's hearing by setting a goal to reduce unemployment among veterans
    from its current level of 7.7 percent down to about 4.5 percent. That
    means, using the Bureau of Labor Statistics' April data, we need to
    reduce the number of unemployed veterans from April's 873,000 down to
    around 470,000 or a reduction of about 400,000 veterans. I think we can
    do that and I invite every Member of the Committee to join me in
    achieving that goal; not overnight, but over the next year or 2 at the
    outside.
        I now recognize the Ranking Member for his opening remarks.

                     Prepared Statement of Hon. Bob Filner,
           Ranking Democratic Member, Committee on Veterans' Affairs
        Thank you, Mr. Chairman. The need to increase opportunities for
    veterans is now more important than ever. A growing number of
    servicemembers are returning home to find that securing and retaining
    their employment has become difficult.
        With their civilian counterparts facing the same struggles in
    today's economy, it can become difficult and frustrating for
    servicemembers who have been away for months to compete with their
    civilian counterparts.
        I remain concerned for our returning servicemembers that economic
    problems they face may lead to depression and other problems.
        For veterans 18-24 years old, this struggle is greater as many of
    them join the military right out of high school with little to no work
    experience.
        Since the 110th Congress we have reviewed barriers to employment,
    discussed hiring authorities, and learned about possible causes to high
    unemployment rates among younger veterans and female veterans.
        However, the common feedback that we get is that veterans lack
    transferable skills, employers violate the Uniformed Services
    Employment and Reemployment Rights Act (USERRA), and employer's
    misperceptions that returning servicemembers have mental health
    problems.
        Our veterans are the most loyal and dedicated individuals. They
    have leadership experience, and a track record of working well under
    pressure and punctuality. Any employer should be proud to have such
    hard working employees.
        In May 2010 I held an employment roundtable that included employers
    from the civilian sector, private sector, Federal agencies, and veteran
    service organizations. The roundtable helped us understand why
    potential employers were not hiring veterans. Some highlighted simple
    problems such as resume deficiencies, or in extreme cases--a lack of
    transferable skills. This was an invaluable roundtable in which I felt
    we made progress in better understanding the problem.
        I look forward to the testimony from all of our witnesses here
    today.
        Thank you Mr. Chairman, I yield back.

                  Prepared Statement of Hon. Gus M. Bilirakis
        Chairman Miller, Ranking Member Filner, thank you for calling this
    timely hearing on putting our veterans back to work. Our Nation's
    veterans have made great sacrifices to keep us safe. During their
    service in the military they have been trained with important skills.
    In addition to dedication, hard work, and loyalty, many have gained
    technical and leadership skills that are transferrable and beneficial
    to the civilian workforce. I am particularly concerned that a stigma
    exists in the private sector that is contrary to the qualities these
    men and women have to offer to the civilian workforce.
        The Federal Government has made significant investments in our
    servicemembers' training, and it is critical that these men and women
    have the resources they need to successfully transfer their skill sets
    and continue contributing to society. We must ensure that warriors are
    not discriminated upon because of the wounds they suffer--be they
    physical or psychological--as a result of our Nation's wars. I look
    forward to using this hearing as a building block to develop ways to
    break down barriers to veterans' employment and foster their
    opportunities.

                     Prepared Statement of Hon. John Barrow
        Thank you Chairman Miller and Ranking Member Filner for holding
    this hearing.
        The employment challenges facing veterans are very real. The call
    to service does not always fit into a convenient schedule of job
    training. Often our servicemembers halt education and training
    opportunities to serve in combat. Today, they return as veterans to a
    daunting job market. This can be especially difficult for wounded
    warriors, who have additional challenges in every aspect of life.
        During the last district work week I had the opportunity to tour a
    facility in Vidalia, GA called the HARP Foundation. The HARP Foundation
    offers transitional housing and resources for homeless veterans. In
    particular, they help veterans find sustainable employment
    opportunities. Their goal is to provide mental health counseling and
    job training to the veterans in their own area. When veterans do find
    jobs, the HARP Foundation tries to help them find adequate
    transportation so they can keep their jobs in their local community.
        I look forward to hearing about ways the Department of Veterans
    Affairs and the Department of Labor can work to make the systemic
    changes to lower unemployment for veterans across the country. But I
    also would like to hear practical ways the Federal Government can work
    with and help grass roots organizations, like the HARP Foundation, to
    help veterans find good jobs in our local communities.

                    Prepared Statement of Hon. Russ Carnahan
        Chairman Miller, Chairman Murray, Ranking Member Filner, thank you
    for hosting this hearing to discuss the important issue of putting
    America's veterans back to work.
        The Bureau of Labor and Statistics reports that in March and April
    of this year about 27 percent of veterans between 20 to 24 years of age
    were unemployed. Other sources show it to even be higher. These are
    truly disheartening numbers. After fighting to protect our country, we
    must make certain that our brave veterans are able to obtain a
    livelihood after returning from service.
        In this tough economy, jobs are hard to come by, particularly for
    newly returned veterans. Our young returning combat soldiers, and those
    severely injured during military service have the hardest time securing
    employment following military service.
        It is vitally important to ensure that our returning veterans are
    able to secure and maintain employment after returning to civilian
    life. Not only does employment offer salary and benefits, employment
    also provides an important sense of purpose and aides in the transition
    from military to civilian life. We in Congress must work with relevant
    stakeholders to guarantee that opportunities exist for our veterans to
    obtain gainful and meaningful employment.
        Today's hearing provides a dialogue between Congress and those with
    intimate knowledge of what needs to be done to get our veterans back to
    work upon their return from military service. Whether it is through job
    training or career counseling, we must allow access to services that
    prepare our veterans for careers outside of the military, and assist
    them as they transition to a world that is increasingly unfamiliar with
    the ways of the military. I look forward to hearing from our witnesses
    on ways we can begin to reduced unemployment and underemployment
    amongst our veterans.

                    Prepared Statement of Richard A. Hobbie,
      Executive Director, National Association of State Workforce Agencies
        NASWA is pleased to respond to the request for comments by the
    House Committee on Veterans' Affairs on the issue of ``Putting
    America's Veterans Back to Work.'' The members of our Association are
    State leaders of the publicly-funded workforce development system vital
    to meeting the employment needs of veterans. This is accomplished
    through the Disabled Veterans' Outreach Program and the Local Veterans'
    Employment Representatives programs, and other programs and initiatives
    offered through the broader workforce development system. Our testimony
    includes the following points:

          The workforce development system provides services to all
    unemployed workers and jobseekers and maintains a substantial focus on
    serving the needs of veterans. The system, because of limited funding,
    serves as many individuals as possible by providing tools for customers
    to help themselves without significant staff assistance.
          A vital component of our member's service to veterans is
    to ensure a viable labor exchange exists and is readily available to
    veterans, employers and those who will help them in their efforts.
    NASWA does this in partnership with DirectEmployers Association (DE)
    through the National Labor Exchange (NLX).
          The NLX is an automated initiative operating on the
    Internet. It aims to collect all verifiable job openings in the country
    and share those job openings at no cost with State workforce agencies
    and job seekers. The jobs are verified to help job seekers avoid scams,
    such as identify theft schemes or false promises of high earnings for
    working at home.
          Providing sufficient services to veterans, while a
    priority of our system, is a challenge. Unemployment remains high, and
    nominal resources available to our members have been reduced recently
    and in the case of the Employment Service (ES) have been unchanged for
    almost 30 years.
          Beyond decreasing real funding as an obstacle in serving
    veterans, there are many other critical obstacles affecting veterans'
    employment opportunities including: (1) Credentialing--the inability
    for veterans to provide formal civilian credentials and certifications,
    even though they might have received equivalent training while in the
    military; (2) Inability to identify where veterans with certain skills
    are located--there is no reliable nationwide information source
    identifying where employers with specific needs should focus veteran
    recruitment efforts; (3) Identifying the right online resource for
    veterans hiring--Employers say there is confusion over the
    proliferation of Web sites and services aiming to facilitate veterans'
    employment; (4) Translating Military Occupational Classification to
    civilian jobs--many veterans have difficulty ``translating'' military
    skills and experiences into the civilian world; (5) UI Reemployment and
    Connectivity--The advent of remote claims taking technology has enabled
    States to offer UI claims services either online or via telephone,
    disrupting the connection of the UI claimant from the workforce system;
    and, (6) USDoL Regulations--OFFCP has proposed regulations that will
    make Federal contractors' connection and recruitment of veterans erode
    further.

                                   __________
        Chairman Miller, Representative Filner and Members of the
    Committee, on behalf of the National Association of State Workforce
    Agencies (NASWA), I thank you for the opportunity to submit written
    testimony and to appear before you today to discuss the efforts of our
    members to promote and create jobs for veterans.
        The members of our Association are State leaders of the publicly-
    funded workforce development system vital to meeting the employment
    needs of veterans. This is accomplished through the Disabled Veterans'
    Outreach Program (DVOP) and the Local Veterans' Employment
    Representatives (LVER) programs, as well as other programs and
    initiatives offered through the publicly-funded workforce system.
        NASWA serves as an advocate for State workforce programs and
    policies, a liaison to Federal workforce system partners, and a forum
    for the exchange of information and practices. Our organization was
    founded in 1937. Since 1973, it has been a private, non-profit
    corporation, financed primarily by annual dues from member State
    agencies.
        Helping veterans make a successful transition from their service in
    the military to successful civilian careers remains a significant
    challenge. In March, the Bureau of Labor Statistics reported the
    jobless rate for veterans of all eras combined was 8.7 percent,
    compared with 9.4 percent for nonveterans. However, the unemployment
    rate for veterans who served in the military at any time since
    September 2001 --a group referred to as Gulf War-era II veterans -- was
    11.5 percent in 2010. Further, about 25 percent of Gulf War-era II
    veterans reported having a service-connected disability in July 2010,
    compared with about 13 percent of all veterans.
        I would like to emphasize NASWA and our members seek the same
    outcomes for veterans that the Committee does, to help our
    servicemembers quickly find meaningful employment opportunities that
    lead to successful careers when they leave the service of our country.
    A Snapshot of Today's Workforce Development System
        While the workforce development system provides services to all
    unemployed workers and jobseekers it maintains a substantial focus on
    serving the needs of veterans. Today's workforce system provides
    customers with assistance either to gain immediate entry to employment
    or to receive a range of services (including training) for successful
    entry into jobs and careers. The Unemployment Insurance (UI) program
    provides temporary wage replacement for individuals with a civilian or
    military work history. The Employment Service (ES) provides labor
    exchange services and information to help individuals find and compete
    for jobs, while services provided through the Workforce Investment Act
    (WIA) supports various activities through local One-Stop Career Centers
    including:

        1.  Core Services. These services include labor market information,
    initial assessment of skill levels, and job search and placement
    assistance. Most core services can be described as self-services and
    include: resource rooms, computers, internet access, job listings,
    resume writing, workshops on interviewing skills, etc. WIA core
    services are sometimes called labor exchange services.
        2.  Intensive Services. These services are for individuals needing
    more than core services to obtain or keep employment leading to self-
    sufficiency. These services are designed to prepare the individual for
    employment and include: comprehensive and specialized assessments of
    skill levels; development of individual employment plans; group
    counseling; individual counseling and career planning; case management;
    and, short-term prevocational services.
        3.  Training Services. Access to training programs may be available
    to individuals who have met the eligibility requirements for intensive
    services but are unable to obtain or retain employment. Through One-
    Stop Career Centers, individuals are evaluated to determine whether or
    not they are in need of training and if they possess the skills and
    qualifications needed to participate successfully in the training
    program in which they express an interest. Training services must be
    directly linked to occupations in demand.

        The workforce system is designed to help individuals assess their
    skills and interests and receive vital information about current labor
    market demands for new and existing employees. The system, because of
    limited funding has focused on serving as many individuals as possible
    and providing the tools for customers to help themselves as much as
    possible without significant staff assistance.
        The performance measures metrics for the system reflect this `self-
    help' approach, and include: (1) entered employment, (2) employment
    retention, and (3) average earnings in subsequent employment. While
    ``job placement'' might be a desired activity, the realities of a high
    volume of customers and limited funding force States to rely
    substantially on self-help approaches and the myriad of ways workers
    find jobs on their own besides placement by an employment agency or
    one-stop career center.
        The organizational structure of the workforce system varies across
    States. However, veterans may access all available workforce services
    under a Priority of Service (POS) mandate set forth by the U.S.
    Department of Labor (USDoL). So, while LVERs and DVOPs deal exclusively
    with job-seeking veterans, the entire workforce development system is
    geared to give priority of service to veterans.
        While the majority of individuals receiving WIA services receive
    lower-cost core and intensive services, these services have been found
    to be beneficial as well as highly cost-effective. For example, it is
    estimated by Louis Jacobson in a Brookings Institution paper through
    the Hamilton Project that job search assistance-related services
    provide $4.5 dollars of benefit for every $1 spent. This type of return
    on investment, coupled with the dire state of the economy and the need
    to support returning veterans and other Americans striving to get a
    foothold in the workplace brings to focus the value of the workforce
    system's services
        In terms of income support, veterans upon separation from the
    military are eligible for the Unemployment Compensation Program for Ex-
    Servicemembers (UCX) and are expected to be able to work, be available
    for work and to actively seek work with the help of reemployment
    services provided through the workforce system.
        My testimony will review the activities our members have underway
    to assist veterans and provide some illustrative information from three
    States: Minnesota, Florida and Texas. You also requested data on eight
    identified variables concerning veterans. I will provide some
    information from our existing reporting systems (Table 1), but some of
    the data requested are not available. NASWA will follow-up with your
    Committee to see if there might be other ways to capture the
    information.
    Special Workforce System Efforts to Serve Veterans: Examples from Three
            States
        Mr. Chairman, first I would like to describe two activities
    currently underway in my own State of Minnesota.

        1.  Our Featured Employer Pipeline/Qualified Applicant List.
    Because many Minnesota employers call us looking to hire veterans, we
    started a pilot project directing job-ready, highly-skilled veterans to
    jobs in these companies. Our LVERS and Business Services
    Representatives have established working relationships with key H.R.
    personnel and hiring managers to create a direct ``pipeline'' of
    veteran referrals to actual hiring managers within these ``featured
    employers.'' Short-term results are very positive, and we look forward
    to continued success.
        2.  Our Statewide Veterans ``Beyond the Yellow Ribbon'' Career
    Fair. This event attracts about 1,000 of ``Minnesota's Finest''
    veterans who are looking for career opportunities and educational
    options. Each year 80 to 90 of Minnesota's best employers register for
    this event aimed at putting job seeking veterans together with
    Minnesota business anxious to hire veterans. May 3, 2011 marked our 5th
    year for this event, which, according to businesses and veterans alike
    ``just keeps getting better.''

        In Florida the State's Office of Workforce Services has:

        1.  Created a Veteran's Portal which serves as a gateway to
    information and resource links that assist veterans, their families and
    employers help veterans achieve their employment goals. The portal has
    been accessed from virtually every theater of deployment where U.S.
    veterans are stationed.
        2.  Aggressively sought additional resources to assist the Homeless
    Veterans Reintegration Program receiving grants totaling $925,178, to
    assist Homeless Female Veteran and Veterans with Families grants
    receiving grants totaling $437,974: and
        3.  At the Regional workforce level has instituted a number of
    focused activities including:

              Providing direct employment services to local
    veterans;
              Working closely with the local Chambers of Commerce;
              Establishing direct contact with local employers;
              Working with related Federal programs administered by
    the Agency for Workforce Innovation (AWI), such as the Work Opportunity
    Tax Credit (WOTC) and Federal Bonding program; and
              Conducting a series of local Job fairs for veterans.

        In Texas, the Texas Workforce Commission (TWC) has:

        1.  Created special features to serve veterans on its free public
    labor exchange system, WorkInTexas.com, including:

              Flags to identify veterans to employers and staff;
              A two-day hold on all newly created job postings, to
    ensure veterans get first review;
              Ability for employers to designate job postings as
    ``Veteran Applicants Only'';
              Numerous job search options for veterans, including
    viewing ``Veteran Applicant Only'' and Federal Contractor job postings;
    and
              Notification of Priority of Service (and
    identification) to all veterans upon entry into the system and at
    certain subsequent reentry points.

        2.  The TWC also is developing a statewide comprehensive veteran's
    initiative (College Credit for Heroes) to maximize the military
    experience of veterans for college credit and employment. Last April,
    the Commission agreed to move forward on this $3 million statewide
    initiative that will award veterans college credit through testing and
    evaluation of prior learning. In addition, TWC will create a
    partnership between the State's community colleges and the Military
    Education Training Center (METC) in San Antonio to provide current
    active duty servicemembers with an accelerated degree plan to attain a
    associate's and bachelor's degrees in conjunction with military
    training.

    The National Labor Exchange
    Background
        A vital component of the process to help our servicemembers find
    meaningful employment opportunities when they leave the service of our
    country is to ensure a viable labor exchange exists and is readily
    available to veterans and those who will help them in their quest. To
    this end, NASWA in partnership with DirectEmployers Association (DE)
    has created a National Labor Exchange (NLX).
        The NLX allows NASWA and its State and business partners to have a
    direct involvement in making job connections for our Nation's veterans.
    Beginning in 2007, NASWA began offering the NLX to its State workforce
    agency members as a free electronic labor exchange service. The NLX is
    an automated initiative aiming to collect all verifiable job openings
    in the country and share those job openings with State workforce
    agencies and, ultimately, jobseekers.
        The NLX differs from other major internet job aggregators in that:
    (1) job postings are unduplicated and current, helping jobseekers
    connect to real openings, (2) employers are verified to avoid risky
    scams, such as identify theft or false promises of high earnings
    working from home; and (3) it is a unique public-private initiative
    offered at no cost to the Federal Government, to State workforce
    agencies, and to their employer and jobseeker customers.
        NLX's technical operations are led by DirectEmployers Association
    (DE). DE is a trade association of over 660 Fortune 1000 companies
    represented by their human resource directors. DE's mission is to
    provide a cost-effective national employment system that improves labor
    market efficiency and reflects our Nation's diverse workforce. Since
    2000, its flagship service has been running a sophisticated job search
    and ``spidering'' engine that captures employer job openings and
    provides the content to many Web sites and aggregators.
        In March 2007, NASWA endorsed JobCentral as the successor to
    America's Job Bank (AJB) that was funded by the U.S. Department of
    Labor (USDoL). AJB was a national public job-bank defunded and shut-
    down by the USDoL in June 2007. After an intensive evaluation process,
    NASWA and its members endorsed JobCentral as the means to create the
    NLX.
    Status and Benefits
        Since March 2007, the NLX has collected delivered over 9 million
    unique and verified job postings to State workforce agency staff and
    customers. Of the 9 million job postings, over 4 million came from
    Federal contractors--a group of employers that has special obligations
    to demonstrate it is recruiting and hiring veterans. Also, since 2007,
    over 150,000 employers of all sizes have used this system, entering the
    system either through the national site (www.jobcentral.org) or via
    State job banks. Today, 49 State workforce agencies, plus the District
    of Columbia, have signed participation agreements, sharing their own
    job posting content and transforming JobCentral into the NLX. Talks are
    underway with the remaining State and one territory to join the
    alliance.
        The NLX has allowed participating State job-banks to receive
    thousands of job postings via electronic download from: (1) employers
    typically not listing with the public workforce system, (2) the U.S.
    government (USAjobs.gov), and (3) from neighboring State workforce
    agencies. NLX job postings are updated daily, avoiding duplication and
    ensuring real job opportunities are made available, conditions key to
    offering jobseekers a better experience and making real job
    connections.
        In addition, the NLX has allowed State workforce agencies to
    transmit job postings--and links to other valuable services--to
    government sites such as the Employer Partnership of the Armed Forces
    involving all branches of the Reserves and the National Guard
    (www.employerpartnership.org), the Veterans Administration's (VA)
    www.Vetsuccess.org site (targeting disabled veterans), and DoL's
    mySkillsmyFuture.org site.
        The NLX also provides State workforce agencies and employers access
    to an online free tool called ``Analytics.'' This allows workforce
    agencies and employers to view traffic information about jobseekers'
    click-throughs from State job banks to employers' corporate job
    application systems. Since the rollout of Analytics, State job banks
    have consistently ranked among the top ten sites providing employers
    with traffic to their corporate job application systems. In addition,
    the analytics platform demonstrates the types of jobs of interest to
    jobseekers within specific geographic areas. This information, in
    combination with the list of NLX jobs existing within an area, can be
    powerful in determining future labor demand, available supply, and
    needed training programs, all of which help States offer better
    services to veterans and all citizens.
    Creating and Leveraging a Compliance Service for Employers
        The NLX offers a compliance mechanism for Federal contractors
    called VetCentral. The VetCentral service was designed to provide DE
    members compliance with the Vietnam Era Veterans' Readjustment
    Assistance Act (VEVRAA) as amended by the Jobs for Veterans Act (JVA).
    Beyond simply meeting the letter of the law, VetCentral strives to meet
    the spirit of the law, by bringing job openings directly to the hands
    of the State staff working with veterans.
        Per current regulations, VetCentral sends daily emails of Federal
    Contractor Job Listing (FCJL) jobs to the ``appropriate local
    employment service delivery system.'' The emails are directed to LVERs
    and DVOPs along with other staff as designated by the State workforce
    agencies. The user-friendly emails contain links to the FCJL job
    postings and a ``how to apply'' link. The NLX has received positive
    responses from field staff who use these emails every day in referring
    veterans. While State workforce agencies designate who receives emails,
    there is also a process to review and correct current email addresses
    used by VetCentral. All FCJL jobs, sent via email to produce a tangible
    audit trail, are also available for direct download into States' job
    banks through the broader NLX initiative.
        We believe current regulations published in Federal Register 41 CFR
    Part 60-300 have been vital in encouraging the creation of the NLX.
    While they have prompted the creation of a VetCentral process that
    delivers FCJL job postings, they also have created the opportunity for
    the NLX to flourish, bringing in a large number of other job
    opportunities to State job banks. Since the workforce development
    system offers many core self-services via priority of service to
    veterans, enhanced job bank content helps benefit veterans' employment.
    Expanding NLX Jobs Content
        This year, in an effort to increase the number of verified and
    unduplicated job postings, NLX partners are focusing on expanding the
    use of the NLX's free indexing (an automated, daily service that
    ``scrapes'' job postings from individual employer Web sites and other
    resources). State workforce agency staff is invited to make connections
    with employers who currently do not list with the public workforce
    system and offer to collect job openings residing on corporate Web
    sites through an indexing process. The NLX would then function as the
    free technology collecting job postings from such corporate Web sites
    via indexing and adding them to this national job exchange system.
        The successful continued operation of the NLX and improvements
    discussed above are extremely valuable in helping veterans navigate a
    diverse, complex labor market. NASWA asks for your support in raising
    awareness of this effort, which will increase the number of job
    postings and expand employers' awareness of the services available
    through the workforce development system.
    Challenges
        Providing sufficient services to veterans is a priority of our
    workforce system, yet presents several challenges. Unemployment remains
    high, the ratio of job seekers to available jobs is still much higher
    than we would like (reported in February of this year as 5.9 seekers
    for every job vacancy compared to a ratio of 1.7 in December 2007) and
    the skills required for the jobs that are available are different than
    those required even a few years ago. Nominal resources available to our
    members have been reduced recently, and in the case of the ES have been
    unchanged for almost 30 years.
        Beyond the system's concerns with ever decreasing real funding as
    an obstacle in serving veterans, there are many other critical areas
    affecting veterans' employment rates:

        1.  Credentialing. Through our NLX employer partners we learned one
    of the most critical obstacles to the employment of veterans is the
    inability to secure formal credentials and certifications, even though
    they have received equivalent training while in the military. Veterans
    must spend resources including valuable time to acquire formal civilian
    credentials when many already possess the skills.
        2.  Inability to identify where veterans with certain skills are
    located. Again through our NLX employer partners we learned there is no
    reliable nationwide information source identifying where employers with
    specific needs should be focusing their veteran recruitment efforts.
    The workforce system also has minimal access to this type of
    information.
        3.  Identifying the right online resources for veterans hiring:
    Employers have indicated there are many sites and services aiming to
    facilitate veterans' employment. Employers must dedicate resources and
    staff to wade through a great amount of well-meaning sites to identify
    qualified veteran talent. While this is a real concern, how today's
    jobseekers and younger veterans search for jobs will continue to be
    multi-faceted, from personal contacts to exploring and applying on many
    online sites.

              One solution is to create ``super'' employment portals
    seeking to channel jobseekers and veterans' behavior, and influence
    employers' recruitment strategies. However, this often results in Web
    sites with frustrating multiple links to other sites, duplicate jobs,
    closed jobs, and difficult navigation in finding pertinent information
    (such as assessments, where to go for in-person help, etc.). We believe
    jobseekers and employers will continue to use multiple approaches in
    searching for jobs and the fluid nature of the online world will
    continue to be a reality. Our focus, as a public workforce system, is
    to continue nurturing the NLX as the resource providing verified job
    postings to relevant outlets involved in connecting job-seeking
    veterans with either the State workforce agency or the recruiting
    employer.

        4.  Inability to translate Military Occupational Classification
    (MOC) to civilian jobs: A common issue identified by employers is
    veterans' inability to ``translate'' their skills and experiences into
    the civilian world. An MOC crosswalk to the Occupational Network
    (O*NET, the officially accepted ``language'' used to describe
    occupational skills) has been completed by USDoL and can be used quite
    successfully. Unfortunately, spreading the word of its existence and
    increasing its use are dependent on limited funding and an overburdened
    workforce development system staff. NASWA's NLX partner,
    DirectEmployers Association, has used this crosswalk, building the
    ability for veterans to enter MOCs online and receive back NLX jobs
    relevant to the entered MOC.
        5.  UI Reemployment and Connectivity: The recent recession has
    brought a renewed focus on connecting UI claimants with reemployment
    services. As I noted earlier, veterans upon separation from the
    military are eligible for the Unemployment Compensation Program for Ex-
    Servicemembers (UCX). The advent of remote claims-taking technology has
    enabled States to take UI claims online or via telephone. This has
    disrupted the connection of veterans and other UI claimants to
    workforce system services to differing degrees in the States.

              NASWA through its Information Technology Support Center
    (ITSC) has undertaken a project to support States in developing new
    strategies to connect unemployment insurance claimants to the workforce
    system. In partnership with USDoL, ITSC has developed a national vision
    and implementation plan for better connecting unemployment insurance
    claimants to the workforce system both electronically and in person.
    Currently we are working on the development of systems to implement the
    plan which include integrated UI-workforce customer registration,
    transferability of skills analysis, and use of social networking.

        6.  Obstacles Created by USDoL Regulations: Recently the Office of
    Federal Contract Compliance Program (OFCCP), USDoL, has released a
    Notice for Proposed Rulemaking (NPRM) to govern the procedures Federal
    contractors must follow to demonstrate their efforts to recruit and
    hire qualified veterans. While OFCCP said it consulted with State
    officials, the proposed regulations appear to have been developed
    without formal input from State workforce agencies' leadership.

              As a result, the proposed regulations make certain
    assumptions about the nature of the workforce development system
    activities which are inaccurate. For example, the proposed regulations
    assume the bulk of workforce system dollars are focused on out-dated
    referral or placement processes and reinterpret the system's mandate
    for ``priority of service'' to veterans as ``priority referrals.'' The
    reality is, declining funding and increasing demand, and a requirement
    to be a universal system, has led most State activities to focus on the
    provision of core self-services, not referrals or placements. While
    States continue to provide intensive and training services, the extent
    to which these can be provided has been curtailed substantially.
              Based on this unrealistic framework, OFCCP's new reporting
    requirements for Federal contractors asks employers to document job
    referrals of veterans that are received from State workforce agencies
    (outside the LVER and DVOP programs). The proposed regulations ask
    Federal contractors for a 5-year collection of data on direct
    ``referrals'' received from State workforce agencies (this does not
    include veterans applying for jobs on their own that they saw posted on
    the State job bank), applicant status (veteran and disability, and
    hires from ``referrals'' received from State workforce agencies.
              By programmatic design and fiscal necessity, the workforce
    system functions as a provider of information and tools for jobseekers
    and employers. Focusing on ``referrals'' is an out-dated approach in a
    system expected to meet entered employment, employment retention, and
    wage level goals. Some LVERs and DVOPs might still work on a limited
    number of referrals. However, the ES and WIA workforce development
    programs have the same three performance measures toward which ETA and
    VETS expects States to work. In fact, the notion of ``referrals'' has
    been abandoned by USDoL and the States consciously as it reflects an
    increasingly out-dated way of thinking about how jobseekers search for
    and find jobs.
              While Federal contractors will comment on the virtue and
    burden of those new requirements to the employer community and the
    resulting further obstacles in hiring veterans, NASWA also is concerned
    about the unfunded reporting burden these regulations will create for
    States workforce agencies, who will be asked to confirm information
    employers offer during OFCCP audits, further splintering dollars and
    resources meant to serve veterans.
              Finally, there is a concern the proposed regulations will
    have the unintended effect of decreasing the number of job openings
    currently found within State job banks. This stems from language in the
    NPRM eliminating the ability of Federal contractors to list
    simultaneously within multiple State job banks. Instead, the NPRM
    appears to require Federal contractors to provide jobs to States by
    manually posting them within each State job bank for the purposes of
    tracking limited referrals. This is an excessive burden on employers.
    It will lead to some employers posting jobs in fewer States. State
    workforce agencies who receive thousands of job listings on a daily
    basis via direct downloads will ultimately see their offerings to
    veterans reduced.
        NASWA and its members remain dedicated to improving the efficiency
    of the labor market and its labor exchange function, and improving the
    employment opportunities of our Nation's veterans. We are willing to
    assist the Committee and the U.S. Department of Labor in any way
    possible.
        Thank you for the opportunity to address these important issues.

                                   __________
                                 SELECTED DATA

                                             Level of education of Veterans
    ----------------------------------------------------------------------------------------------------------------
                              Educational Attainment by Veteran Status Percent distribution
    -----------------------------------------------------------------------------------------------------------------
                                                               Less than a   High school  Some college
                         Veteran status                        high school  graduate, no  or associate     College
                                                                 diploma       college       degree       graduate
    ----------------------------------------------------------------------------------------------------------------
    Nonveterans                                                       14.3          30.8          27.6          27.2
    ----------------------------------------------------------------------------------------------------------------
    Veterans                                                           7.4          32.7          32.8          27.1
    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era II veterans                                           1.5          29.2          45.9          23.4
    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era I veterans                                            1.5          28.0          41.4          29.1
    ----------------------------------------------------------------------------------------------------------------
    WWII, Korean War and Vietnam-era veterans                         10.2          32.3          28.9          28.6
    ----------------------------------------------------------------------------------------------------------------
    Source: Bureau of Labor Statistics, Current Population Survey, annual averages 2009, at: www.bls.gov/spotlight/
      2010/veterans.

                                      Length of Unemployment after leaving Service
    ----------------------------------------------------------------------------------------------------------------
                 Labor Market Activity of Young Veterans Percent of veterans ages 18 to 24 in 1998-2008
    -----------------------------------------------------------------------------------------------------------------
      Number of months since separation  from the                                                 Not in the labor
                     Armed Forces                         Employed             Unemployed               force
    ----------------------------------------------------------------------------------------------------------------
    1                                                               42.2                  23.8                  34.0
    ----------------------------------------------------------------------------------------------------------------
    2                                                               51.0                  21.6                  27.4
    ----------------------------------------------------------------------------------------------------------------
    3                                                               58.4                  18.6                  23.0
    ----------------------------------------------------------------------------------------------------------------
    4                                                               60.5                  15.9                  23.6
    ----------------------------------------------------------------------------------------------------------------
    5                                                               65.4                  14.9                  19.7
    ----------------------------------------------------------------------------------------------------------------
    6                                                               65.1                  12.5                  22.3
    ----------------------------------------------------------------------------------------------------------------
    7                                                               69.9                  11.2                  18.9
    ----------------------------------------------------------------------------------------------------------------
    8                                                               68.6                  11.3                  20.1
    ----------------------------------------------------------------------------------------------------------------
    9                                                               69.5                  11.9                  18.6
    ----------------------------------------------------------------------------------------------------------------
    10                                                              71.7                  11.2                  17.1
    ----------------------------------------------------------------------------------------------------------------
    11                                                              74.8                  10.0                  15.2
    ----------------------------------------------------------------------------------------------------------------
    12                                                              78.6                   8.7                  12.7
    ----------------------------------------------------------------------------------------------------------------
    13                                                              79.4                   7.5                  13.0
    ----------------------------------------------------------------------------------------------------------------
    14                                                              78.4                   7.5                  14.1
    ----------------------------------------------------------------------------------------------------------------
    15                                                              75.8                   7.2                  17.0
    ----------------------------------------------------------------------------------------------------------------
    16                                                              78.3                   7.6                  14.1
    ----------------------------------------------------------------------------------------------------------------
    17                                                              75.5                   8.1                  16.3
    ----------------------------------------------------------------------------------------------------------------
    18                                                              79.0                   6.0                  15.0
    ----------------------------------------------------------------------------------------------------------------
    19                                                              76.6                   9.9                  13.5
    ----------------------------------------------------------------------------------------------------------------
    20                                                              80.9                   6.4                  12.8
    ----------------------------------------------------------------------------------------------------------------
    21                                                              82.0                   7.1                  10.9
    ----------------------------------------------------------------------------------------------------------------
    22                                                              80.8                   7.0                  12.2
    ----------------------------------------------------------------------------------------------------------------
    23                                                              82.5                   4.9                  12.5
    ----------------------------------------------------------------------------------------------------------------
    24                                                              84.0                   5.6                  10.4
    ----------------------------------------------------------------------------------------------------------------
    Source: Bureau of Labor Statistics, National Longitudinal Survey of Youth 1998-2008 at: www.bls.gov/spotlight/
      2010/veterans.

            Age of Veterans Served by the Workforce Investment System
    ------------------------------------------------------------------------
         Age of veterans served in WIA Age at Participation (# in 000's)
    -------------------------------------------------------------------------
               18 to 21     22 to 29      30-44        45-54         55 +
    ------------------------------------------------------------------------
    Veteran          3.9          8.2          6.3          9.2          5.7
    ------------------------------------------------------------------------
    Disable          0.5          1.1          0.9          1.2          0.9
     d
    ------------------------------------------------------------------------
    Campaig          1.0          1.8          1.2          2.0          1.6
     n Vet
    ------------------------------------------------------------------------
    Recentl          0.8          0.9          0.7          1.0          1.1
     y
     separa
     ted
     vetera
     n
    ------------------------------------------------------------------------
    Other            0.1          0.2          0.1          0.2          0.2
     eligib
     le
     person
    ------------------------------------------------------------------------
    Source: DoL Employment and Training: PY 2009WIASRD Data Book.

                               Entered Employment Rate and Salary: 3rd Quarter after exit
    ----------------------------------------------------------------------------------------------------------------
                                                    Veterans Programs
    -----------------------------------------------------------------------------------------------------------------
                      Exiters from Oct 2008 to Sept 2009                      Exiters from April 2008 to March 2009
    ----------------------------------------------------------------------------------------------------------------
                                                Entered       Credential                    Retention
               Number of Exiters              Employment   Attainment Rate    Number of    2nd and 3rd     Average
                                               Rate (%)          (%)           Exiters    Quarters (%)  Earnings ($)
    ----------------------------------------------------------------------------------------------------------------
    26,469                                           54.7             42.8        24,434          76.4        14,932
    ----------------------------------------------------------------------------------------------------------------
    Source: DoL Employment and Training: PY 2009WIASRD Data Book.

                    Prepared Statement of Jolene Jefferies,
       Vice President, Strategic Initiatives, DirectEmployers Association
                               EXECUTIVE SUMMARY
        Founded in 2001 and headquartered in Indianapolis, Indiana,
    DirectEmployers Association (DirectEmployers.org) is owned and managed
    by over 600 leading U.S. corporations through a 501(c)(6) non-profit
    employer consortium. The Association's mission is to provide employers
    an employment network that is cost-effective, improves labor market
    efficiency and reaches an ethnically diverse national and international
    workforce.
        Primary issues and obstacles our member employers say they face in
    recruiting veterans are:

          Clarification--While a majority of employers believe
    VEVRAA regulations are effective, it was noted that further
    clarifications are needed (e.g., the OFCCP's standards to evaluate Good
    Faith Efforts (GFE) by Federal contractors is inconsistent between 60-
    2(AA for Women and Minorities) and 60-250 (AA for Veterans).
          Skills/Education Translation--The military workforce is
    challenged with the translation and transference of their education and
    skills to demonstrate their possession of the minimum and preferred job
    qualifications and/or requirements for which civilian employers seek.
          Military/Civilian Certification--Several professions
    require accredited specialization that involves learned knowledge,
    certification and/or testing by a job seeker. Transitioning military
    workforce may be at a disadvantage without such accreditations. All
    levels of government need to implement solutions that effectively
    balance current challenges with educational system gaps, the
    accreditation of job seekers, and the fiscal demands and resources of
    civilian employers.
          Lack of Data--There is no reliable data source that takes
    into account the available pool of the military workforce that
    demonstrates the correlation of standardized job, industry, and
    geographic classification codes that are consistent with other reported
    Federal labor, employment, economic, and census data.
          OFCCP Consistency--Federal contractors have experienced
    challenges from the OFCCP, especially during compliance evaluations,
    two concurrent phenomena that hampers collaboration: 1) their knowledge
    and appreciation of how State workforce agencies operate, and 2) their
    dissemination of communications, staff training, and application of
    standards and procedures across and between their national, regional
    and district offices consistently.

                                   __________
        Chairman Miller, Representative Filner, and Members of the
    Committee, on behalf of DirectEmployers Association, I thank you for
    the opportunity to submit written testimony addressing our
    Association's Veterans' education, employment, and job search programs
    for employers. DirectEmployers Association and its members are strong
    proponents of activities benefiting the employment of qualified
    veterans through programs such as those under the Committee's
    jurisdiction.
        Founded in 2001 and headquartered in Indianapolis, Indiana,
    DirectEmployers Association (DirectEmployers.org) is owned and managed
    by over 600 leading U.S. corporation executives through a 501(c)(6)
    non-profit employer consortium. The Association's mission is to provide
    employers an employment network that is cost-effective, improves labor
    market efficiency and reaches an ethnically diverse national and
    international workforce.
        Consistent with our mission, we partnered with The National
    Association of State Workforce Agencies (NASWA) in 2007 to create the
    JobCentral National Labor Exchange (NLX). The NLX replaced the
    previously federally-funded America's Job Bank and provides employers
    an OFCCP compliance vehicle for providing job listings to veterans as
    well as access to our Nation's State workforce system. It is available
    free-of-charge to all employers, regardless of size, in all industries.
        For most employers, OFCCP compliance is not the driving force. We
    are seeing more and more companies establishing programs to pro-
    actively recruit veterans because they provide such an outstanding
    talent-pool resource. The Association assists employers' efforts in
    many ways. We provide an outstanding Hiring & Retaining Veterans
    webinar education and training series, job search programs, and job
    distribution services to help member companies recruit our Nation's
    servicemembers and their dependents. The focus of these programs is on
    helping transitioning servicemembers, veterans and their families find
    and maintain meaningful employment.
        In a recent in-house survey, some of the issues and obstacles our
    member employers say they face in recruiting veterans are:

          While a majority of employers believe VEVRAA regulations
    are effective, it was noted that further clarifications are needed
    (e.g., the OFCCP's standards to evaluate Good Faith Efforts (GFE) by
    Federal contractors is inconsistent between 60-2(AA for Women and
    Minorities) and 60-250 (AA for Veterans).
          Because employers utilize a ``just-in-time'' hiring
    process, employers would benefit from learning about DoL, DoD, and
    related Federal and State employment services that support this model
    (e.g., recognizing that turnover in H.R./Recruiting departments is
    dynamic and sometimes involves knowledge transfer gaps; as well as
    utilizing the Internet, social media platforms and related technologies
    are becoming commonplace; the impact of this is that companies are
    seeking to leverage cost/time-effective resources that provide
    immediate recruiting solutions).
          The military workforce is challenged with the translation
    and transference of their education and skills to demonstrate their
    possession of the minimum and preferred job qualifications and/or
    requirements for which civilian employers seek.
          Several professions require accredited specialization
    that involves learned knowledge, certification and/or testing by a job
    seeker. Transitioning military workforce may be at a disadvantage
    without such accreditations. All levels of government need to implement
    solutions that effectively balance current challenges with educational
    system gaps, the accreditation of job seekers, and the fiscal demands
    and resources of civilian employers.
          There is no reliable data source that takes into account
    the available pool of the military workforce that demonstrates the
    correlation of standardized job, industry, and geographic
    classification codes that are consistent with other reported Federal
    labor, employment, economic, and census data.
          In order for civilian employers to improve the
    recruitment of the military workforce, such data sources are needed. To
    create a standardized data source/report will require data surveys,
    validation and analyses that may take several years to complete, akin
    to other Federal employment and labor-related data sets (e.g. census,
    EEO special file, et. al).
          Federal contractors have experienced challenges from the
    OFCCP, especially during compliance evaluations, two concurrent
    phenomena that hampers collaboration: 1) their knowledge and
    appreciation of how State workforce agencies operate, and 2) their
    dissemination of communications, staff training, and application of
    standards and procedures across and between their national, regional
    and district offices consistently.
          OFCCP should engage in town hall meetings, open forums,
    and other bridge-building dialogue with private-sector Federal
    contractors to demonstrate that the agency values the contributions of
    this subset, especially with regard to key agency developments that
    impact these relationships (e.g., regulatory changes, directives, and/
    or procedures).
          The pre-employment voluntary self-identification of
    disability status by job seekers (including disabled veterans) is
    prohibited by the ADA. Thus, there must exist between the OFCCP and
    EEOC mutually-agreed upon interagency standards, guidance, permission
    and employer indemnity permitting employers to collect, evaluate and
    make employment selection decisions based on these data.
          The letter and the spirit of key employment and Federal
    contractor regulations and laws require that employers make objective
    employment-related selection decisions. Enacting a mandatory procedure
    that mirrors the combination of the ``priority of service'' process and
    a ``veterans preference'' policy (akin to U.S. State One-Stop Centers)
    raises a regulatory tension with these laws, including rendering a
    result of unintentional adverse impact among other protected classes
    (i.e., E.O. 11246, Vietnam Era Veterans Readjustment and Assistance
    Act, Section 503 of the Rehabilitation Act as amended, Uniform
    Guidelines on Employment Selection Procedures, Title VII, et. al).

        DirectEmployers Association continues to work with NASWA in
    multiple ways, including veterans employment webinars for both
    employers and State workforce agencies, to help all employers
    effectively recruit veterans:

    JobCentral National Labor Exchange (NLX)
        A key service of the NLX is a comprehensive suite of programs and
    services to assist employers (e.g., Federal Government contractors) in
    complying with the Vietnam Era Veterans' Readjustment Assistance Act
    (VEVRAA) regulations, as amended by the Jobs for Veterans Act (JVA) and
    developing Affirmative Action Programs to attract veterans. Direct
    Compliance is the most comprehensive 4212 VEVRAA/JVA compliance
    assistance program and is offered to employers who are members of
    DirectEmployers Association. Members can have their job openings
    automatically indexed (scraped) directly from their corporate career
    sites and made available to veterans through the NLX and VetCentral,
    which assists participating members in complying with JVA regulations.
        VetCentral is a unique feature of the NLX which feeds job listings
    to State Employment Services offices nationwide. VetCentral is fully
    integrated into the NLX. Member's job openings are sent to the
    appropriate (Wagner-Peyser) employment service delivery system via
    email or, in many cases, entered into the State job bank and records
    are maintained for each transaction. In the event of an Office of
    Federal Contract Compliance Programs (OFCCP) audit, employers can
    easily show these records to the auditor to demonstrate compliance
    requirements.
        DirectEmployers Association surpasses the minimum requirements to
    distribute jobs to appropriate employment delivery systems in two ways:

          through the JobCentral National Labor Exchange (NLX) that
    provides an automated job listing feed to State job banks; and,
          through VetCentral--a unique service of the NLX which
    feeds jobs to State Employment Services offices nationwide.

        The comprehensive NLX program includes an automated, efficient and
    very cost-effective resource for employers to ensure their company's
    job openings are delivered accurately and reliably to the State
    workforce system--the appropriate (Wagner-Peyser) local employment
    service office(s)--including the Disabled Veterans' Outreach Program
    (DVOP) coordinators and Local Veterans' Employment Representatives
    (LVER) program. The DVOP/LVER staff is trained to meet the specific
    needs of veterans and they can be very instrumental in referring
    veteran applicants to an organization, so it's helpful for employers to
    develop local relationships with DVOPs and LVERs. Employers can locate
    the DVOPs and LVERs in the States they operate in by visiting the
    National Veterans' Training Institute's (NVTI's) DVOP/LVER Locator. The
    DVOP/LVER staff is also very familiar with the complete range of
    employment services and training programs available for veterans at the
    State Workforce Agency CareerOneStop Centers and the Department of
    Veterans' Affairs Vocational Rehabilitation and Employment Program
    locations.
        In addition to working with the CareerOneStops Centers and the
    Department of Veterans' Affairs, the DVOPs and LVERs also work closely
    with Veterans Service Organizations (VSOs). VSOs can also help
    employers get the word out to veterans about an organization's job
    opportunities. Through the NLX and its partnership with NASWA,
    DirectEmployers Association offers assistance to its members in
    reaching out to these State and local partners to establish their
    employer's own direct relationships and partnerships at the local
    level..
        NLX also receives a download of jobs from USAJOBS and distributing
    them to State job banks. Sponsored by the Federal Office of Personnel
    Management, USAJOBS is a job bank containing Federal Government
    positions. This download of Federal job openings is available to States
    for inclusion in their States job banks. To date, the following States
    have requested the USAJOBs be included in their State job bank:
    Alabama, Arkansas, Connecticut, Delaware, Delaware, Florida, Hawaii,
    Iowa, Kansas, Kentucky, Minnesota, Missouri, Nevada, New York,
    Oklahoma, South Carolina, Tennessee, Texas, Utah, Vermont, Washington,
    and Wisconsin.
        DirectEmployers Association is proud to be the provider of jobs
    data for ``MySkillsMyFuture'', a valuable U.S. Department of Labor's
    Employment and Training Administration Web site which was launched last
    September. It is designed to connect workers with high quality training
    and local employment opportunities. DirectEmployers Association's jobs,
    including job listings from State Workforce Agencies, are now included
    in the U.S. Department of Labor's MySkillsMyFuture, MyNextMove, and
    CareerOneStop employment sites.

    Military-specific organizations receiving NLX job listings include:

          JobCentral National Labor Exchange, or ``NLX''
            Disabled Veterans Outreach Program Coordinators (DVOPs)
            Local Veterans Employment Representatives (LVERs)
          The .Jobs Universe Military Network
          Armed Forces Employer Partnership (operated by the U.S.
    Army Reserve for all Reserve Components)
          HirePatriots.com
          Military Spouse Corporate Career Network (MSCCN)
          National Marine Corps Business Network (NMCBN)
          RecruitMilitary.com
          Save Our Veterans
          Veterans Enterprise
          VetSuccess.gov (operated by the Department of Veterans
    Affairs)

    The .Jobs Universe Military Network
        Earlier this year, DirectEmployers Association announced an
    extensive online program to assist transitioning military personnel in
    all branches of our armed forces, their spouses, dependents, and
    caregivers in quickly and efficiently finding employment. The program
    is available free-of-charge to all employers and will provide military
    personnel and their dependents access to more than 880,000 employment
    opportunities from over 90,000 employers nationwide.

        The Association announced that over 5,800 dot-jobs (.jobs) domains
    have been added to the .Jobs Universe (www.universe.jobs) to create
    employment services for returning veterans (www.veterans.jobs) and
    their families. The domains use the Military Occupational
    Classification (MOC) Crosswalk to assist military personnel in
    transitioning from active duty to employment opportunities in the
    civilian workforce. Transitioning military personnel can enter their
    MOC plus.jobs into their browser to locate civilian occupations
    requiring the same or similar skills as their previous military job
    (e.g.www.42F.jobs, www.25B.jobs, www.2891.jobs).

        The .Jobs Universe also provides a Military family
    (www.militaryfamily.jobs) feature. This is designed to help military
    spouses, dependents and caregivers quickly locate employment while
    their loved ones are serving our country. Military families can enter
    the name of their military installation plus the intuitive .jobs suffix
    into their browser and receive a list of employment opportunities on
    their assigned base or in
    surrounding cities (e.g. www.CampPendleton.jobs, www.NewportNewsShipyard
    . jobs, www.FtKnox.jobs).
        This new effort to assist our veterans and their families is
    further demonstration of the value and benefit of the .jobs platform.
    It is free for employers, veterans, and their families and it is
    organized to fit the way people use the Internet to search for jobs and
    the way companies go about attracting specific skills and experience
    with no artificial barriers in between. With the extra steps taken to
    ensure that only legitimate job listings from real companies are
    included, veterans and their families can have confidence in using this
    service to submit their background information over the Internet..
        ``This is a great program for the entire human resource community
    as well as our transitioning military and their families. I am very
    proud to be a part of this exciting initiative in support of those who
    have unselfishly given so much for our Nation,'' states Rhonda
    Stickley, a 6-year U.S. Army veteran and current human resource
    executive at Seattle-based Providence Health & Services.
        DirectEmployers' new military .jobs initiative expands the
    potential of an already established and robust partnership with the
    public sector, the National Labor Exchange (NLX). Offered in
    partnership with the National Association of State Workforce Agencies
    (NASWA), the NLX is a free, job-search engine feeding job openings into
    50 publicly-funded State job banks. This has substantially increased
    offerings to all jobseekers, and especially veterans. Since March 2007,
    the NLX has provided over 9 million, unduplicated, current jobs to
    State workforce agency staff dedicated to serving veterans. The NLX
    uses no Federal funds for operations, research, or development. Rather,
    this unique public-private partnership leverages private, non-profit-
    owned technology with existing State workforce agency resources to
    enhance offerings to veterans.
        The NLX partners are looking forward to continuing their work with
    the Obama Administration and the U.S. Department of Labor's Veterans
    Employment and Training Service (VETS) to offer comprehensive,
    coordinated services to returning servicemembers and military families.
    DirectEmployers shares VETS' vision and commitment to expand career
    opportunities for veterans, transitioning servicemembers, and their
    families.
        Alicia Wallace, EEO Program Consultant for WellPoint and a military
    veteran whose husband is a retired infantry officer says, ``I salute
    all companies supporting these outstanding military programs. As a
    Nation, we should do all we can for the gallant men and women who serve
    in our armed forces. These individuals and their families have made
    great sacrifices for our country and deserve all the gratitude and
    support we can provide.''

    Recruitment Regulatory Compliance Committee
        DirectEmployers Association has established a Recruitment
    Regulatory Compliance Committee (RRCC) to provide consultation and
    guidance for our Association and member companies on issues related to
    veterans' employment and all regulatory matters, especially those
    relating to the employment of veterans.
        The RRCC is chaired by Jason Capili, PriceWaterhouseCoopers, co-
    chaired by Jolene Jefferies, DirectEmployers Association, and consists
    of two National Industry Liaison Group (NILG) members, a NASWA
    representative and an external consultant in addition to twenty
    DirectEmployers Association member company representatives.
        The primary purpose of the RRCC is to assist the Board in
    overseeing DirectEmployers' recruitment compliance services and related
    programs as follows:

          The RRCC will help to educate, inform, and update
    employer members about government contracting compliance and
    employment-related laws and regulations affecting recruitment and
    sourcing practices.
          The RRCC will serve as the primary liaison to educate and
    communicate DirectEmployers' member companies' needs and perspectives
    to the various regulatory authorities.
          The RRCC will assist in tracking proposed changes in
    compliance legislation, and will alert and advise the Board concerning
    the possible effects of impending changes in government contract
    compliance laws and employment regulations and the potential impact on
    DirectEmployers' member companies to recruit and source effectively.
          The RRCC will make recommendations to the Board regarding
    the compliance services and related programs offered by DirectEmployers
    Association to help us remain on the cutting-edge as the leading
    provider of said services.
          The RRCC will research and share information about
    speaking opportunities at various conferences and events to further
    educate all employers, regulatory authorities, State workforce
    agencies, the military and other stakeholders about DirectEmployers'
    compliance services and related programs.

    Hiring & Retaining Veterans_a Webinar Education Series
        The intent of the veteran employment webinar education series,
    Hiring & Retaining Veterans, developed by Jolene Jefferies, SPHR and VP
    Strategic Initiatives of DirectEmployers Association, is to offer
    employers comprehensive training and resources to expedite the learning
    curve in developing, sharing and implementing best practices and
    success strategies to attract, select, onboard and retain America's
    military candidates.

        The Hiring & Retaining Veterans series was originally developed for
    employers so they could develop active, meaningful relationships with
    local referral sources that allowed regular communication and feedback.
    It was quickly determined that it could be utilized by a much broader
    community. Employers wanting to engage in a more robust veteran
    outreach effort were invited to join this series to:

          Map a strategy to expand your company's local veteran
    outreach activities.
          Learn how to leverage DirectEmployers Association's
    military partnerships as your own, at the local level.
          Receive tips, resources and contact information of
    various veteran organizations to target and identify local partnership
    opportunities.
          Discover ways to document veteran outreach and
    communications with veteran partners and referral sources.
          Use analytics to identify specific employment practices
    that are verifiably effective in the recruitment of veterans.
          Effectively demonstrate a history of compliant veteran
    outreach efforts.

        Worthwhile to note, there has been a very strong interest in the
    resources, templates and toolkits provided with the Veteran Outreach
    webinar. These resources are estimated to save employers well over 250
    hours of research and planning time.

          Veteran Outreach PowerPoint Slide Deck (includes step-by-
    step strategic implementation plan)
          Guide to Key Military Partnerships of DirectEmployers
    Association
          Labor Market Assessment Template
          Veteran Outreach and Partnership Sources for Employers
          State Veterans Program Coordinators
          Marines Wounded Warrior District Injured Support Cell
    (DISC) Coordinator Roster
          Veteran Partner Levels and Definitions
          Local Veteran Recruiting Action Plan (RAP) Template

        Attendees have included anyone interested in learning how to
    develop partnerships at the local level and to advance outreach efforts
    to help employers find, attract, hire and retain more veterans,
    including employers, recruiters, H.R. Compliance Experts, Hiring
    Managers, Human Resource Professionals, Workforce Development
    Professionals, Economic Developers, Community Representatives and
    Regulatory Agency Representatives.
        An outline of the webinar content is included as Table 1 to this
    testimony. DirectEmployers Association intends to continue offering
    these worthwhile sessions on a regular basis.
        Mr. Chairman, thank you for the opportunity to discuss the
    employers' perspective and our activities in this area. We are
    dedicated to doing our utmost toward the employment of our Nation's
    deserving veterans. We would be glad to provide you with any additional
    information. DirectEmployers Association stands ready to work with this
    Committee on the issues of veterans' employment.

    ------------------------------------------------------------------------

    ------------------------------------------------------------------------
    Hiring & Retaining Veterans
    Webinar Education Series for Employers
    Developed and Delivered by: Jolene Jefferies, SPHR,
    VP Strategic Initiatives, DirectEmployers Association

    The Hiring & Retaining Veterans webinar education series is designed to
     help employers explore how to create, develop and implement a
     successful award-winning military recruiting and retention program as
     part of their company's overall talent acquisition and employee
     retention strategy. The Hiring & Retaining Veterans series, consisting
     of 16 webinars, saves employers time and provides them with invaluable
     templates, tools and resources to target veteran and military
     candidates to the organization and retain them once they've been hired.

    ------------------------------------------------------------------------

    ------------------------------------------------------------------------

    ------------------------------------------------------------------------

    Strategic Planning, Development and Implementation----------------------
    ------------------------------------------------------------------------
     1                       Making the Case for Hiring Veterans: A Win-Win
                              Business Strategy
    ------------------------------------------------------------------------
    Hiring Veterans
    ------------------------------------------------------------------------
     2                       Veteran Outreach: Partnering at the Local Level
    ------------------------------------------------------------------------
     3                       Hiring Veterans: Important Laws & Military-
                              Friendly H.R. Policies
    ------------------------------------------------------------------------
     4                       Hiring Veterans: Creating Brand Awareness in
                              the Military Community
    ------------------------------------------------------------------------
     5                       Hiring Veterans: Sourcing Strategies to Attract
                              Military Talent--Part I
    ------------------------------------------------------------------------
     6                       Hiring Veterans: Sourcing Strategies to Attract
                              Military Talent--Part II
    ------------------------------------------------------------------------
     7                       Hiring and Accommodating Disabled Veterans:
                              Strategies for Success
    ------------------------------------------------------------------------
     8                       Hiring Veterans: Training Your Recruiters &
                              Hiring Managers
    ------------------------------------------------------------------------
     9                       Hiring Veterans: The DD-214 & Background
                              Investigations
    ------------------------------------------------------------------------
    10                       Hiring Veterans: Understanding the Military to
                              Improve Employment Practices & Outcomes
    ------------------------------------------------------------------------
    11                       Hiring Veterans: Recruitment Compliance
                              Strategies
    ------------------------------------------------------------------------
    12                       Onboarding New Veteran Employees: Strategies
                              for Success
    ------------------------------------------------------------------------
    13                       Hiring Veterans: Employer Best Practices
                              Showcase
    ------------------------------------------------------------------------
    Retaining Veterans
    ------------------------------------------------------------------------
    14                       Retaining Veterans and Disabled Veterans:
                              Strategies for Success
    ------------------------------------------------------------------------
    15                       Retaining Veterans: Training Your Recruiters,
                              Hiring Managers and Key Leaders
    ------------------------------------------------------------------------
    16                       Retaining Veterans: Employer Best Practices
                              Showcase
    ------------------------------------------------------------------------

                   Prepared Statement of Kevin M. Schmiegel,
     Vice President, Veterans Employment Program, U.S. Chamber of Commerce
        Chairman Miller, Ranking Member Filner, and Members of the
    Committee, my name is Kevin Schmiegel, and I am the vice president of
    veterans' employment programs at the United States Chamber of Commerce.
        Thank you for the opportunity to appear as a witness before the
    Committee and speak to you about veterans' employment and what the U.S.
    Chamber of Commerce is doing to help our Nation's heroes find
    meaningful employment in the private
    sector.
        As you know, the U.S. Chamber of Commerce is the world's largest
    business federation representing the interests of three million members
    and organizations of every size, sector, and region.
        The reason the Chamber is interested in our Nation's veterans is
    simply that many of our members, which include thousands of small,
    medium, and large businesses, want to hire veterans. Even with high
    unemployment, we have a huge skills gap in America that is hindering
    our recovery and undermining our global competitiveness. Veterans can
    help to fill that gap, because they have unique leadership experience
    and incredible technical expertise. They are excellent problem-solvers
    and they are extremely reliable, and let's not forget that 90 percent
    of military occupations are directly transferrable to jobs in the
    private sector. The Chamber's veterans programs will help raise
    awareness across the business community of this great pool of potential
    workers who can help fill our Nation's skills gap.
        As a veteran myself, it is an honor and a privilege to be here
    today. Two years ago, I retired from the United States Marine Corps as
    a lieutenant colonel after 20 years of active duty service.
        My own transition from the military to the civilian workforce was
    full of good fortune. I was lucky to have a mentor like former National
    Security Advisor, General Jim Jones, who took a very special interest
    in my search for a second career. I was lucky to be at the right place
    at the right time. And I was lucky to be hired by an organization like
    the U.S. Chamber of Commerce whose President and CEO Tom Donohue
    understands and appreciates the value of hiring a veteran. Not every
    veteran is that lucky.
        The Bureau of Labor Statistics report on the ``Employment Situation
    of Veterans in 2010'' shows that on average there were over one million
    unemployed veterans in America during 2010. With an overall population
    of 22 million veterans and a total of just over 12 million veterans in
    the civilian work-force, veterans had a jobless rate of 8.7 percent
    last year. While this was comparable to the national average
    unemployment rate of 9.4 percent, there are some alarming trends that
    may result in higher unemployment for veterans in the short term. For
    example, the unemployment rate for post 9-11 era veterans was 11.5
    percent with younger veterans (those ages 18 to 24) suffering from an
    average unemployment rate above 20 percent in 2010. For that age
    category, the unemployment rate among veterans currently stands at a
    staggering 26.9 percent. Additionally, current or past members of the
    Reserve or National Guard had an unemployment rate of 14.0 percent in
    July 2010.
        Data for these cohorts are even more concerning given all
    additional 155,000 veterans will be leaving active duty and 100,000
    guard and reservists will be demobilized and returning to the workforce
    in 2011.
        With the potential draw down of our armed forces and significantly
    higher rates of unemployment for Iraq and Afghanistan veterans and
    returning guard and reservists on the horizon, the Chamber has started
    several initiatives that will enhance private sector job opportunities
    for veterans and their spouses.
    The U.S. Chamber's Hiring our Heroes Program
        In March of 2011, the U.S. Chamber of Commerce launched its Hiring
    our Heroes program, a year-long nationwide effort to help veterans and
    their spouses find meaningful employment. The Chamber started the
    program in partnership with Mr. Ray Jefferson, the Assistant Secretary
    for the Department of Labor Veterans Employment and Training Service
    (DoL VETS) and Mr. Ron Young, Executive Director National Committee for
    Employer Support of the Guard and Reserve (ESGR), to improve public-
    private sector coordination in local communities, where veterans and
    their families are returning every day.
        With our federation of business leaders, State and local chambers,
    and industry associations spanning nearly every State and city, the
    Chamber has the infrastructure to lead a nationwide campaign to connect
    veterans and military spouses with employers. Working with our
    extensive network of State and local chambers, DoL VETS, ESGR,
    veterans' services organizations, and businesses of all sizes
    representing all sectors, we are coordinating public and private
    sectors to better match veteran talent with career opportunities in
    local communities across the country.
        There are four pillars of the Chamber's Hiring our Heroes program.
    While the main focus of effort is on connecting all veterans and
    military spouses with second careers in the private sector, we have
    also created strategic partnerships in three other areas to deal with
    specific populations of veterans and their unique challenges. They
    include: a Wounded Warrior Transition Assistance Program, a Student
    Veterans Internship and Employment Program, and a Women Veteran and
    Military Spouse Employment Program. Our aggressive agenda focuses on
    one measure of success-jobs for the one million unemployed veterans in
    America.
    100 Hiring Fairs for Veterans and Military Spouses
        In the coming year, the Chamber will host 100 hiring fairs with
    local chambers of commerce-across the country. The first of these
    hiring fairs took place in Chicago on March 24, 2011 and was a huge
    success with 127 employers and 1,200 veterans and their spouses
    participating. Initial feedback from the veterans and employers
    indicates that approximately 150 of the veterans and military spouses
    who attended are likely to get jobs.
        To make our hiring fairs more meaningful for veterans and military
    spouses and to gain traction in local communities, we have enlisted
    high level public and private sector speakers to keynote our hiring
    fair events and have employed an aggressive media and public relations
    campaign, which has earned the attention of news outlets across the
    country. The Chamber's Hiring our Heroes program was recently
    highlighted in several national media outlets as part of Joining
    Forces, a campaign backed by First Lady Michelle Obama, to educate,
    employ and mentor U.S. servicemembers and their families.
        We are also offering transitional workshops in conjunction with
    many of our hiring fairs and have created an information technology
    system to track a number of important metrics to include job placements
    for veterans and their spouses-an area where our Nation has fallen
    woefully short in the past. By hosting these 100 hiring fairs, we hope
    to connect 100,000 veterans and spouses with over 1,000 different
    employers over a 12-month period.
    Wounded Warrior Transition Assistance Program
        Our program for Wounded Warriors is tailored to meet the unique
    challenges and demands for wounded warriors, spouses and caregivers. In
    partnership with the USA, Hire Heroes USA, and wounded warrior
    transition units in Fort Carson, Colorado and Fort Belvoir, Virginia,
    we are hosting quarterly transition workshops and career opportunity
    days with the potential to scale to several additional locations in
    2012. Our goal is to build a wounded warrior pipeline that directly
    connects these talented young men and women who have honorably served
    our country with companies that are dedicated to their successful
    transition to the private sector.
        To prepare wounded warriors for career opportunities, wounded
    warrior transitional workshops teach participants necessary skills such
    as resume writing, interviewing, goal setting and basic financial
    planning for effective job searching. Career opportunity days provide
    wounded, ill, and injured troops and their spouses with an opportunity
    to conduct mock interviews and network with prospective employers in a
    more intimate environment than traditional career fairs. We have
    established this format because wounded, ill, and injured
    servicemembers are often overwhelmed by the magnitude of career fairs
    and choose not to participate, resulting in employers losing the
    opportunity to hire these high-potential employees.
        Career opportunity days are limited to no more than 20 dedicated
    employers and 100 wounded warriors who are making the transition to a
    civilian career. Employers are connected directly with 10 prospective
    employees based on a mutual interest in either the employer's industry
    or the wounded warrior's military background.
        We have also started discussions with Mr. John Campbell, the Deputy
    Assistant Secretary of Defense for Wounded Warrior Care and Transition
    Policy, to offer innovative private sector solutions to help wounded,
    ill, injured and transitioning servicemembers transition seamlessly to
    civilian life.
    Student Veterans Internship and Employment Program
        The U.S. Chamber is partnering with Student Veterans of America
    (SVA) on several new initiatives to enhance the ability of student
    veterans to find meaningful employment in the private sector upon
    graduation. Our jobs and internship program will be launched in early
    June 2011 at over 350 colleges and universities and will initially be
    available to over 40,000 student veterans seeking internships and job
    opportunities across the Nation. In addition to conducting tailored
    hiring fairs for student veterans at SVA's National Conference in
    December 2011 and their Annual Leadership Summit in 2012, we have
    elicited the support of several Fortune 100 companies to establish
    campus recruiting programs and to work with SVA chapters to develop a
    nationwide internship program for student veterans from campuses in all
    50 States.
    Women Veteran and Military Spouse Employment Program
        The Chamber is working with Business and Professional Women's (BPW)
    Foundation and have started discussions with Mr. Robert Gordon, Deputy
    Assistant Secretary of Defense for Military Community and Family
    Policy, in an effort to help women veterans and military spouses find
    meaningful employment in the private sector. In addition to
    collaborating with the White House on its Joining Forces initiative and
    connecting the business community with the Department of Defense on
    nationwide efforts to employ active duty spouses in the private sector,
    we will enlist the support of American Chambers of Commerce abroad and
    global companies to help place military spouses in jobs overseas.
        While women veterans and military spouses will be the beneficiaries
    of many of our other programs, we will also host tailored events and
    champion specific forums to address some of their unique challenges in
    finding employment. One of the primary goals of this program is to
    significantly decrease women veteran and military spouse unemployment
    by establishing a network of 10,000 women mentors in the business
    community to connect with women veterans and military wives by the end
    of 2012.
    Principles for Success
        Before closing I'd like to outline five fundamental principles that
    we believe are critically important to the success of our programs.
        First, local communities must be the cornerstone of any national
    program to reduce veterans' unemployment. I say this with confidence
    based on professional experience. In my final few years as a Marine, I
    served as the head of enlisted monitors managing 60 human resources
    specialists who were responsible for the assignment and retention of
    170,000 Marines worldwide. Over a 2-year period, our department
    interviewed tens of thousands of Marines about their decision to stay
    or leave active duty. Of those who were leaving the service, an
    overwhelming majority were more concerned about where they were going
    rather than what they were going to do for a second career.
    Additionally, exit surveys from all service components reinforce that
    geographic preference is an important consideration when veterans are
    entering the civilian workforce. While the U.S. Chamber can have some
    effect talking to public and private sector leaders in Washington DC,
    it pales in comparison to the impact we can have with the help of
    chambers of commerce, business leaders and government officials in
    local communities where veterans are returning every day.
        Second, we must do a better job of coordinating public and private
    sector efforts in local communities. While there are no shortages of
    hiring programs for veterans, it is clear those programs are not
    working well enough. The fact is there are hundreds and hundreds of
    private sector companies, non-profits, NGOs, veteran services
    organizations and government agencies that have individual programs to
    help veterans find jobs. However, most of these individual programs are
    not yielding results, and collectively, they are falling woefully
    short. Because they are duplicative, they compete with one another,
    they cause unnecessary confusion for veterans and their families, and
    they are not well coordinated. We believe that the U.S. and local
    chambers of commerce are uniquely positioned to better coordinate
    public and private sector efforts in hundreds of cities across America.
        Third, we must look for other innovative ways to help transitioning
    veterans, including helping them start or grow a small business;
    improving certification, licensing, and vocational education for
    veterans and their spouses; and enhancing the availability of
    internships and mentoring programs within the business community. With
    our strong federation of business leaders, State and local chambers,
    and industry associations spanning nearly every State and city, the
    Chamber can play a massive role in establishing private sector programs
    that assist military families in their transition to civilian life.
        Fourth, all programs-existing and new-should be measured against
    clear objectives and established metrics, so we can focus on what is
    working and stop funding programs that are not producing results. When
    the Chamber completes the last of our 100 hiring fairs we will host a
    summit with all of stakeholders to analyze outcomes and discuss best
    practices.
        And finally, we need to build on the incredible momentum that has
    brought veterans issues to the forefront of America's psyche and take
    advantage of what the Chairman of the Joint Chiefs of Staff, Admiral
    Mullen, has called a ``sea of goodwill.'' As Martin Luther King Jr.
    once said, ``The time is always right to do what is right.'' It is
    clear that now is the time to positively affect veterans unemployment
    and to do it right.
    Conclusion
        Chairman Miller, Ranking Member Filner, and distinguished Members
    of the Committee on Veterans Affairs, the U.S. Chamber of Commerce is
    committed to helping better coordinate public and private sector
    efforts to find meaningful employment for veterans and their spouses in
    local communities where they are returning every day. Our success will
    be measured by the impact our programs have on helping our veterans
    find and keep good jobs in the private sector.
        Thank you for this Committee's unwavering commitment and support of
    veterans and their families.
        I appreciate the opportunity to testify before you today and look
    forward to answering your questions.

       Prepared Statement of Henry Jackson, Interim President and Chief
            Executive Officer, Society for Human Resource Management
                               Executive Summary
        The Society for Human Resource Management (SHRM), with 260,000
    members, is the world's largest association devoted to serving the
    needs of human resource professionals and to advancing the H.R.
    profession.
        SHRM and its members have adopted the transition of military
    veterans into the civilian workforce as a key issue. With successful
    transitions, our heroes receive the welcome they deserve; employers
    gain workers legendary for their commitment to mission; and our
    Nation's productivity and status in the global marketplace is enhanced.
        Within the last 2 years, SHRM has forged partnerships with Employer
    Support for the Guard and Reserve (ESGR) and the Department of Labor's
    Veterans' Employment and Training Service (VETS). The organization is
    also about to enter a similar collaboration with the Department of
    Veterans Affairs. In all instances, the goal is to ensure that
    employers have what's needed to create a transition program, identify
    and hire veterans, and retain those veterans, including building a
    workplace supportive of our military forces.
        Ultimately, SHRM wants every one of its members--plus other H.R.
    professionals--to know who to call to find veteran talent, and who to
    call to get assistance in easing the transition of that veteran into
    the civilian workforce.
        Many of the hurdles facing employers and veterans alike can be
    described as culture clashes. Veterans need help translating their
    specialized skills, along with their respect for discipline and chain
    of command, into civilian vocabulary, and a job. They are not
    accustomed to self-promotion. Nor, given their combat experience, are
    they accustomed to a business concept of a ``life or death'' situation;
    or to ``seeking input'' from a team; or a managerial style that is not
    centered on command and control.
        On the employer side, more communication with H.R. professionals is
    needed. SHRM research (available to the Committee) found that most
    talent managers are unaware of the many resources available to them,
    from both government agencies and non-profit organizations, to assist
    them in finding, hiring, and retaining the right veterans for their
    jobs. SHRM pledges to help close that communication gap, and to help
    employers see veterans as loyal, dedicated, and highly trainable
    potential employees. Many local SHRM chapters and councils are already
    conducting employer-education programs focused on the benefits of
    hiring veterans, and on how to make their transition successful.
        The Society has dedicated a section of its Web site to the
    transition issue, and another on disability employment. It offered a
    military program at its annual conference last year and will do so
    again this month, making the educational event available to more than
    12,000 conference attendees. Similar programs are met by a receptive
    audience--SHRM describes its members as professionals who understand
    that it makes sense to hire veterans, and that it's a moral obligation
    to help those veterans after all they have sacrificed.

                                   __________
    Introduction
        Chairman Miller, Ranking Member Filner, and distinguished Members
    of the Committee, my name is Hank Jackson. I am the Interim President
    and Chief Executive Officer of the Society for Human Resource
    Management (SHRM). SHRM is the world's largest association devoted to
    human resource management. The Society serves the needs of H.R.
    professionals and advances the interests of the H.R. profession.
    Founded in 1948, SHRM has more than 575 affiliated chapters within the
    United States and subsidiary offices in China and India. On behalf of
    our approximately 260,000 members in over 140 countries, I thank you
    for this opportunity to appear before the Committee to discuss the
    transition of military veterans into the civilian workforce.
        Our members strongly believe that helping military servicemen and
    women transition back to the workforce benefits every party involved:
    our heroes receive the welcome they deserve through employment;
    employers gain employees who are committed to the mission; and our
    Nation's productivity and status in the global marketplace is enhanced.
        In my testimony, I will share SHRM's efforts to promote the
    recruitment and retention of veterans in the workplace, provide SHRM
    survey research on the state of veterans' employment, describe our
    concerns about why the promise of employment to many veterans remains
    unfulfilled, and offer proposals for eliminating these hurdles to
    veterans' employment.
    SHRM's Efforts to Promote Veterans' Employment
        The transition of veterans into the workplace has developed into a
    key concern for SHRM and for the H.R. profession. To assist employers
    in recruiting and retaining current and former members of the military,
    SHRM has collaborated with key Federal agencies.
        First, our members appreciate that almost half of our Nation's
    military strength resides in the National Guard and Reserve. They see
    men and women leave their workplaces to do their duty, and they see
    them return from combat, sometimes struggling to reintegrate into
    civilian life. In addition, some Guard and Reserve members joined the
    military as their first real ``job,'' and now they need our members'
    help. After all those warriors have sacrificed for us, H.R.
    professionals embrace a responsibility to help our heroes reclaim their
    civilian lives and return to meaningful and productive work.
        For this reason, SHRM formed a partnership with the Department of
    Defense's Employer Support of the Guard and Reserve (ESGR) by signing a
    Statement of Support in March 2010. As the principal advocate within
    the U.S. Department of Defense, ESGR's mission is to develop and
    promote employer support for Guard and Reserve service by recognizing
    employers that offer outstanding support, increasing awareness of
    applicable laws and resolving conflict between employers and
    servicemembers.
        Through this partnership, SHRM is working with ESGR to link all
    SHRM State councils and chapters with their local ESGR office and
    encourage SHRM members to sign their own Statement of Support. More
    than 300 SHRM chapters and 31 SHRM State Councils have signed a
    Statement of Support to date.
        SHRM also serves as a member of the Secretary of Defense Employer
    Support Freedom Award National Selection Board, which selects Freedom
    Award recipients on an annual basis. The Freedom Award is the
    Department of Defense's highest recognition given to employers for
    exceptional support of their employees serving in the Guard and
    Reserve. We are pleased that several employers of SHRM members have
    been presented with the Freedom Award.
        Soon after forging our partnership with ESGR, we inaugurated a
    military hiring event as part of our 2010 annual conference and
    exposition in San Diego, California. That event, called ``Military
    Veterans: Transitioning Skills to the New Economy,'' brought together
    H.R. professionals, business leaders, Federal agencies and hundreds of
    members of the military. We showed both employers and veterans how they
    could benefit each other, focusing on the skills they each need to
    succeed as partners. During the full conference, participants also were
    addressed by Ray Jefferson, Assistant Secretary of the Department of
    Labor's Veterans' Employment and Training Service (VETS). His riveting
    remarks reminded us that there are other heroes who need and deserve
    our attention. They are the people who volunteered for active duty,
    many of them right out of school, and who now return in search of their
    first civilian job. Building on the enthusiastic response we received
    for last year's program, we're holding another veterans' employment
    event at our conference in Las Vegas later this month, offering it at
    no charge to more than 12,000 H.R. professionals. The 6-hour program
    will focus on everything needed to recruit and accommodate veterans,
    wounded warriors, and spouses. Just as important, we'll talk about
    creating an inclusive workplace that encourages veterans to stay with
    their new organization.
        SHRM has also developed a deeper relationship with VETS, to
    complement our ongoing partnership with ESGR. The core of our work with
    VETS is in helping the agency to inform employers across the Nation
    about the resources that are available to them in finding, recruiting,
    and retaining military veterans. For instance, right now, we're
    identifying States that will be pilot sites for a more cooperative
    relationship between SHRM chapters and VETS. We want our members, at
    the State and regional levels, to get to know the VETS staff, and to
    rely on them for assistance. In addition, our two organizations are
    working together to create a toolkit for employers. It will be a
    collection of practical steps and tangible tools for creating a hiring
    program, identifying and hiring veterans, and doing what it takes to
    retain those veterans, including building a workplace that's supportive
    of our military forces.
        In a related effort, the White House invited SHRM to participate in
    ``Joining Forces,'' an initiative focused on the needs of military
    families led by First Lady Michelle Obama and Dr. Jill Biden.
    Addressing the goals of this effort, SHRM's educational materials will
    include resources and tips on effective practices for recruiting and
    retaining military spouses, maximizing workplace flexibility and other
    policies to support military families, and creating high-performing
    work environments for all service-connected employees.
        I'm also pleased to inform you that we're preparing to embark on a
    similar collaboration with the Department of Veterans Affairs.
        These partnerships have proved to be invaluable to SHRM and our
    members and hopefully to the agencies as well, and we are deeply
    grateful for them. Ultimately it is our hope that through all these
    efforts, we can help every SHRM member to know where to find qualified
    veteran job candidates, and where to get assistance in easing the
    transition of that veteran into the civilian workforce.
    SHRM Research on Employment of Military Veterans
        SHRM features a research department that has conducted several
    survey reports on employer recruitment, hiring and retention practices
    of military servicemembers. In June 2010, SHRM published its most
    recent report in this series, titled ``Employing Military Personnel and
    Recruiting Veterans--Attitudes and Practices.''

        The survey examined two areas:

        1.  Active Duty Service Employees. The poll looked at pay and
    benefits that organizations provide to employees who have been
    mobilized to serve on active duty for an extended period of time (more
    than 2 weeks), either as a reservist or as a member of the National
    Guard. The challenges organizations face when an employee has been
    mobilized to serve on active duty and the overall familiarity that H.R.
    professionals have with the Uniformed Services Employment and
    Reemployment Rights Act (USERRA) were also explored.
        2.  Recruiting and Hiring Veterans. The benefits and challenges of
    hiring military veterans were examined, as were the resources that
    could assist organizations in recruiting and hiring veterans.

        The survey's key findings include:

          The majority of employers are considering and hiring
    veterans. Fifty-three percent of respondents said that, within the
    previous 36 months, their organization had hired veterans as full-time,
    part-time or temporary/contract workers. Of those organizations that
    hired at least one veteran, 50 percent revealed that they had made a
    specific effort to recruit and hire veterans.
          Organizations are going beyond what is required by law to
    help employees who are returning to work after active duty service.
    Sixty-six percent provide returning employees an employee assistance
    program (EAP) to help with transitioning back to work, 58 percent
    provide catch-up skills training to help with transitioning back to
    work, and 48 percent provide flexible work arrangements during the
    transition.
          Organizations find that veterans make extremely positive
    contributions to the workplace. Of those organizations that had hired
    at least one veteran during those 36 months, more than 85 percent said
    the benefits of hiring employees with military experience include:

            ``Strong sense of responsibility''
            ``Ability to work under pressure''
            ``Ability to see a task through to completion''
            ``Strong leadership skills''
            ``High degree of professionalism''
            ``Strong problem-solving skills''
            ``Ability to multi-task''
            ``Ability to adapt to changing situations quickly''
            ``Positive impact on the image and/or credibility of
    the organization''

          Employers are providing generous benefits support (i.e.,
    non-direct compensation) to mobilized employees and their families.
    Sixty-three percent of respondents said their organizations provide an
    extension of health insurance for the employee's family and 47 percent
    provide an extension of health insurance for the employee.
          Employers are seeing fewer employees mobilize to serve on
    active duty. In 2004, 51 percent of employers said that in the previous
    36 months they had experienced employees being mobilized to serve on
    active duty, either as a reservist or as a member of the National
    Guard, for an extended period of time (more than 2 weeks). In 2010,
    that figure decreased to 34 percent of
    respondents.
          Importantly, H.R. professionals believe transition
    assistance programs can further facilitate the hiring of veterans. When
    asked ``What programs would help your organization in efforts to
    recruit and hire military veterans,'' 72 percent responded programs to
    train veterans with additional skills for the civilian workplace; 71
    percent said programs to help veterans transition their military skills
    to the civilian workplace; and 71 percent said assistance identifying
    and reaching out to qualified veterans.\1\
    ---------------------------------------------------------------------------
        \1\ Society for Human Resource Management Poll (2010): ``Employing
    Military Personnel and Recruiting Veterans--Attitudes and Practices.''
    ---------------------------------------------------------------------------
    Challenges Facing Veterans and Employers Alike
        There are a number of hurdles to be cleared in order for veterans
    and employers to achieve the goals they both seek--meaningful
    employment for the veteran and a highly skilled and engaged employee
    for the hiring organization. Some of the challenges may be more
    structural in nature; others attributable to the differences between
    military and civilian workplaces; while still others are attributable
    to a lack of access to training and education for veterans and
    employers.
        As noted above, 71 percent of H.R. professionals are unaware of, or
    unsatisfied with, programs to help them find and assimilate veterans
    into their workforces. In a separate poll, SHRM found that nearly seven
    out of 10 H.R. professionals were not at all aware of the U.S.
    Department of Labor's Local Veterans' Employment Representative
    Program, and the same numbers were completely unaware of DoL's Disabled
    Veterans' Outreach Program. As a result, SHRM sees their partnerships
    with agencies such as DoL-VETS and ESGR as extremely important in order
    to increase the awareness of available programs. Part of the confusion
    of many employers may lie in the number of Federal, as well as, State
    programs devoted to veterans' employment. While their missions may be
    distinct, it is not always clear to the employer the role each plays in
    the employment process.
        It is also clear that more communication is needed to advise H.R.
    professionals and employers of the help available to them from both
    government and non-profit organizations, largely at no cost. A follow-
    up poll last fall by SHRM and the Cornell University School of
    Industrial and Labor Relations and released in January found that 87
    percent of H.R. professionals were unaware of the Tip of the Arrow
    Foundation; 73 percent were unaware of the Department of Veterans
    Affairs' VetSuccess program; and 60 percent were not aware of such
    programs, services and organizations as Wounded Warrior, Job
    Opportunities for Disabled American Veterans, and the Paralyzed
    Veterans of America.
        There are also some misunderstandings about what to expect from
    veterans with combat-related disabilities, or what must be done to
    accommodate disabilities. According to the Paralyzed Veterans of
    America, the unemployment rate for veterans with severe disabilities is
    a stunning 85 percent. For veterans with any disabilities, the hiring
    challenge is greater than for the rest of their military colleagues--
    but the problem is largely one of perception. Again, better
    communications are needed to correct faulty assumptions.
        Some employers fear that making physical accommodations for a
    veteran with a disability will be expensive, but the average cost is
    $600 or less, according to the Job Accommodation Network within the
    Department of Labor's Office of Disability Employment Policy. And even
    that cost can be covered by Federal work opportunity tax credits.
        According to SHRM's own research of members, erroneous assumptions
    are also made about accommodating the nearly half of veterans who
    return to civilian life with post-traumatic stress disorder (PTSD) or
    traumatic brain injury (TBI). Lisa Rosser, author of The Value of a
    Veteran: The Guide for Human Resources Professionals in Regarding,
    Recruiting and Retaining Military Veterans, has told us that, despite
    employer fears that a veteran with PTSD will exhibit extreme behavior,
    by far the most common reaction of a PTSD sufferer to an intolerably
    stressful situation is to simply leave. And most accommodations for TBI
    are minor, plus veterans often recover completely from the injury. The
    benefit of hiring disabled veterans, she said, far outweighs the
    hassles.
        Once hired, retention of veterans is also an issue. This challenge
    may be described as a culture clash. Not many employers--or H.R.
    professionals--can identify with the experience of war, or the unique
    culture of the military.
        Adjusting to civilian workplace protocol also drives away some
    newly hired veterans. Last year, MyMilitaryTransition.com surveyed
    veterans and H.R. managers on why job retention beyond 18 months is
    often difficult. Veterans cited ``lack of cultural fit'' as the leading
    reason; H.R. managers described it as ``an inability to let go of the
    military way of doing things.''
        Finally, many returning veterans face a unique challenge in
    translating their specialized skills, along with their respect for
    discipline and chain of command, into a civilian vocabulary, and a
    civilian job. Last spring, a SHRM poll of its members found that 60
    percent of respondents said translating military skills was the biggest
    hurdle to veterans in writing resumes, interviewing, and other job-hunt
    communications. The systems used to identify specific job or job
    functions in the military--the Military Occupational Specialties (MOS)
    for the Army and Marine Corps or the Navy Enlisted Classification
    system for Navy personnel--does not easily translate veterans' skills
    to a potential civilian employer nor help the veteran clearly
    articulate what he or she did while in the service.
        The main vehicle for addressing skills translation and preparing
    transitioning servicemembers to civilian life is the Transition
    Assistance Program or TAP. TAP represents a partnership among the
    Departments of Defense, Veterans Affairs, and the U.S. Department of
    Transportation, plus VETS at Labor. As noted above, SHRM members have
    expressed a desire for improving the transition assistance provided to
    service-members, including translation of military skills, interviewing
    techniques, and job-search advice. It is our understanding that VETS is
    seeking to improve this transition assistance. SHRM believes this
    effort is a significant step in the right direction to achieve more
    uniformity and standardization in preparing transitioning
    servicemembers for employment in the civilian sector.
    Challenges Can Be Overcome
        There are challenges in bringing together employers and veterans
    successfully, but those challenges are not insurmountable. Success
    demands the best tools of H.R., a community of understanding, and a
    utilization of what, thankfully, is becoming a broad network of
    resources being made available to those who have served our Nation so
    selflessly and bravely.
        With success comes benefit to both the veteran and the employer. As
    Members of this Committee know, veterans make loyal, dedicated, and
    highly trainable employees.
        When I talk of challenges faced in this hiring equation, I must
    admit that one lies squarely on my own doorstep--the need to make H.R.
    professionals more aware of the many resources available to them in
    assisting the work transition of returning veterans. It's something
    that we recognize at SHRM, and we're doing something about it.
        Having said that, however, I want to assure the members of this
    Committee that the target audience for those efforts--HR
    professionals--is an eager and willing audience. They do not have to be
    sold on our national obligation to veterans, or the practical
    advantages of adding veterans to their workforces.
        These H.R. professionals are people who understand that it makes
    sense to hire veterans, and that it's a moral obligation to help those
    veterans after all they have sacrificed. Our members, and other
    professionals like them, just need assistance in finding the
    applicants, and in building a long-term relationship with them.
        In that same vein, I can assure you that members of our chapters
    and State councils, just like those of us on staff, are fully engaged
    and supportive of this effort. Many are educating local employers about
    existing laws and regulations, and giving them tips on how to find and
    hire the right veterans for their needs. Others are working directly
    with veterans, helping them find jobs and transition into the civilian
    workforce.
        Here are just two examples. When 1,500 Vermont National Guard and
    Reserve members were deployed to Afghanistan, one of our Vermont
    chapters hosted a community town hall meeting for employers from
    businesses of any size. In partnership with ESGR, our H.R.
    professionals taught those employers about the Uniformed Services
    Employment and Reemployment Rights Act, as well as the Family and
    Medical Leave Act. They also brought in experts to guide employers
    though the steps they should follow in reintegrating employees when
    they return from combat.
        Another example comes from Texas. As Representatives Bill Flores
    (R-TX) and Silvestre Reyes (D-TX) may be aware, our SHRM Texas State
    Council and some of our local chapters have hosted several full-day
    events focusing on veterans' employment. The most recent was May 20, in
    Austin. Business leaders and staffing and recruiting professionals
    gathered to learn best practices from an array of experts on how to
    build a strategy for recruiting a veteran, military spouse, wounded
    warrior or reservist.
        They showed employers how to build recruitment and retention
    strategies for veterans, for military spouses, and for wounded
    warriors. Essentially, they talked about effective practices to attract
    these skilled workers and keep them onboard.
        Afterward, here's what one of the employers said about the program:
    ``Although I've never hesitated to hire a veteran, I came away with a
    new understanding of how to proactively recruit veterans and fully
    integrate them into the workforce. I couldn't have found a better venue
    for honest and direct information on the struggles U.S. veterans face
    when entering the private sector.''
    Conclusion
        Mr. Chairman and Members of the Committee, SHRM and its members
    will continue our efforts to assist employers in finding, recruiting
    and retaining military veterans.
        We will keep reaching out to all H.R. professionals, whether
    members of SHRM or not, and make them aware of the programs and
    services available to employers.
        We will continue our ongoing programs with both ESGR and VETS, and
    we will hold another military employment program for H.R. professionals
    at our annual conference in Las Vegas later this month.
        Finally, we will continue working with our councils and chapters,
    engaging them on the military transition issue, and assisting them with
    their own community-based educational programs.
        As we work together to improve employment outcomes for
    transitioning servicemembers, we suggest the following to foster
    greater employment opportunities for transitioning servicemembers:

          Encourage continued partnerships between the employer
    community and the relevant agencies.
          Clarify and educate employers about the role of the
    Federal agencies. Employers would greatly benefit from having a more
    streamlined set of resources that they can consult to find veteran
    talent, post their open positions, and find information about hiring
    veterans and other transitioning servicemembers.
          Improve and increase uniformity in transition assistance
    for service-members. As noted in our testimony, guidance provided to
    individuals leaving the military should prepare them for what employers
    need to hire, including translation of military skills, interviewing
    techniques, and job-search advice. Having a more uniform system
    understood by both employers and transitioning servicemembers would
    benefit them both.

        Thank you for this opportunity to come before you and assure you
    that the human resource profession does appreciate the importance of
    the challenge before us, and we look forward to partnering with you in
    achieving a smooth transition for every returning veteran.
        I welcome your questions.

            Prepared Statement of George Ondick, Executive Director,
                 Department of Ohio, American Veterans (AMVETS)
        Chairman Miller, Ranking Member Filner and distinguished Members of
    the Committee, on behalf of the Department of Ohio AMVETS, I would like
    to extend our gratitude for being given the opportunity to share with
    you our views and recommendations regarding employment among the
    veteran population.
        AMVETS feels privileged in having been a leader, since 1944, in
    helping to preserve the freedoms secured by America's Armed Forces.
    Today our organization prides itself on the continuation of this
    tradition, as well as our undaunted dedication to ensuring that every
    past and present member of the Armed Forces receives all of their due
    entitlements. These individuals, who have devoted their entire lives to
    upholding our values and freedoms, deserve only the highest quality of
    care and programs we as a Nation can offer them.
        AMVETS was founded in order to enhance and safeguard the
    entitlements of all American veterans who have served honorably, as
    well as to improve their quality of life and that of their families and
    the communities where they live through leadership, advocacy and
    service. Today I will be discussing one of the services AMVETS has to
    offer, the AMVETS Career Center.
        The first AMVETS Career Center opened in December of 2000 and
    subsequently in 2003, AMVETS Career Centers became an IRS-approved
    501(c)(3) nonprofit charitable corporation, incorporated in Ohio to
    provide career, training and employment related services to Ohio's
    armed forces veterans.
        The AMVETS Career Center was initially funded through a $100,000
    grant from the State of Ohio. The grant was supported by the late Ohio
    State Senator Eugene Watts, a highly-decorated Vietnam veteran who saw
    the need for the program and was eager to provide this employment
    resource to Ohio veterans. The grant was used to establish the first
    AMVETS Career Center at the Department of Ohio AMVETS headquarters in
    Columbus. Further funding of the Ohio AMVETS Career Center has been
    provided through the sale of ``Charitable Instant Bingo'' tickets,
    which under State law specifies that a portion of the sales profit be
    donated to a 501(c)(3) organization, in this instance the AMVETS Career
    Center.
        The AMVETS Career Center provides free career services to men and
    women who have served their country honorably. This includes honorably
    discharged veterans, active duty military personnel and members of the
    National Guard and Reserve. No services can be provided without
    evidence of honorable military service.
        The initial concept for the AMVETS Career Center was to provide
    training and assistance to returning veterans, as they applied for
    their licenses and/or certifications for the training they had received
    in the military. We soon discovered that our veterans also needed stop
    gap training, resume development, interviewing skills, basic computer
    skills and assistance in other vital areas of the overall employment
    process.
        The AMVETS Career Center originally provided this training through
    the use of CD-based programs, which quickly proved to be cumbersome and
    inefficient. We then entered into an agreement with Mindleaders, then
    the largest provider of online courses in the United States, to provide
    the AMVETS Career Center with the necessary courses to assist our
    veterans. The AMVETS Career Center paid Mindleaders for their online
    services platform, thus resulting in our veterans having off site
    Internet access to their desired courses through the use of a Web log
    in and password to receive their desired course of study.
        Currently, the veterans utilizing the AMVETS Career Center have
    access to over 300 online Mindleaders courses. Once registered,
    students may study at a local career center or any other place that has
    broadband Internet service--including the comfort of their own homes.
    The veteran has no out-of-pocket expense for the courses we offer,
    since the AMVETS Career Center feels the veteran has already paid the
    price through service to our Nation.
        The AMVETS Career Center not only provides career services to
    veterans, but also provides free career services to the spouses and
    children of military personnel who are deployed outside of Ohio. These
    services may continue as long as the servicemember is stationed outside
    of Ohio, but must end when the servicemember returns to Ohio. Family
    members must provide evidence that the military member is currently on
    active duty outside of Ohio, which can be done through a number of
    ways.
        However, the AMVETS Career Center does not provide free career
    services to anyone who is not a veteran or is otherwise ineligible for
    services. Although some non-AMVETS, local career centers provide fee-
    based services to non-veterans and the general public, veterans and
    other eligible personnel always have priority of service at all career
    center locations.
        The AMVETS Career Center is not a government program. Local career
    centers are located in AMVETS posts. There currently are 60 local
    career centers, which can be found in AMVETS posts, VA facilities, Ohio
    Department Job and Family Services (ODJFS), One Stops and in the Summit
    County Veteran Service Commission. Originally piloted by AMVETS
    Department of Ohio, AMVETS Career Centers are now located throughout
    Ohio, Illinois, New York and Tennessee.
        Since receiving the 501(c)(3) tax exemption status from the IRS,
    the AMVETS Career Center has been prohibited, by current tax law, from
    doing any sort of job placement. We had initially provided job search
    and placement assistance through the ODJFS prior to our tax status.
    ODJFS has a U.S. Department of Labor (USDoL) grant to employ Veterans'
    Representatives (Vet Reps) in order to provide employment assistance.
    However, the grant mandates that Vet Reps are to only offer their
    services to veterans who have significant barriers to employment. In
    2009, ODJFS Vet Reps provided services to approximately 5,000 of Ohio's
    100,000 unemployed veterans. Veterans who do not qualify for intensive
    services may request assistance from non-veteran representatives, but
    they often are referred to the State's online job search site and for
    the most part, are on their own.
        Unfortunately, AMVETS Career Center record keeping for job
    placement is not available since we are not permitted to do any job
    placement. However, AMVETS Career Center has served over 5,500 veterans
    in Ohio alone since our inception in 2000 and has further provided
    veterans with over 25,000 hours of online employment training. After
    getting ``job ready'' at a Career Center, many of our veterans have
    found employment on their own by doing job searches at an AMVETS Career
    Center.
        The continued constraints and problems regarding job placement,
    combined with the Ohio National Guard having a large number of
    unemployed servicemembers, gave cause for the AMVETS Career Center to
    initiate the ``Ohio Veterans Career Assistance Network,'' or ``Vets
    CAN.''
        Ohio ``Vets CAN'' is a partnership between the AMVETS Department of
    Ohio and the Ohio National Guard. Ohio ``Vets CAN'' was created as an
    online meeting place where veterans and members of the National Guard
    and Reserve can link up with employers who value and support military
    service to America. The Web address is www.ohiovetscan.com.
        Questions I am often asked are, ``So why was another Web site
    created, and why do we need AMVETS, and why don't we use something that
    already exists?'' The answers to these questions are quite easy. First,
    Major General Wayt (at that time the Adjutant General for the State of
    Ohio) asked AMVETS to create a program that would address the
    employment needs of the Ohio National Guard. Second, AMVETS Career
    Centers already provide no cost training to veterans and members of the
    National Guard and Reserve, therefore making a perfect match of meeting
    these needs. Finally, there are no employment sites that exclusively
    address the needs of veterans and members of the National Guard and
    Reserve.
        At www.ohiovetscan.com, Ohio Guard members can identify resources
    and organizations that can help improve their civilian career
    opportunities or find employment.
        Ohio ``Vets CAN'' is similar to a mini ``Monster.com'' without the
    fees. Employers can register and post for free. In doing so they can
    access the cream of the crop, potential employees who are well trained,
    accustomed to long hours, show up on time, are loyal, and are
    patriotic. Guard members and our veterans know the meaning of `an
    honest day's work' and have a track record of integrity, sincerity,
    accountability, responsibility and trustworthiness.
        There are some limitations as to who we will allow to post on this
    site. We are limiting our services to veterans and members of the
    National Guard and Reserve and the active duty component.
        On the employer side, we limit services to military-friendly
    employers. Military friendly employers are defined as employers who
    understand the commitment to military service, practice flexibility,
    and unconditionally support Guard members in the performance of
    Federal, State and community missions. Military-friendly employers
    recognize in veterans a high level of personal maturity, and understand
    veterans are men and women who often have tested their mettle in
    mission-critical situations that demand endurance, stamina and
    flexibility.
        In October 2010, the Ohio unemployment rate was 9.6 percent. The
    unemployment rate for veterans was 11.1 percent, with the rate for
    women veterans even higher at 11.9 percent. This means nearly 100,000
    of Ohio's 900,000 veterans are unemployed. For recently-separated
    veterans, even after 2 years, their unemployment rate was 16 percent,
    far higher than the overall rate. For young (18-24-year-old) veterans,
    the news is particularly grim. The Bureau of Labor Statistics (BLS)
    reported in April 2010 that the unemployment rate for young veterans
    was 30.7 percent. This presents a large number of young unemployed
    veterans in Ohio, given that over 17,000 of Ohio's National Guard and
    Reserve troops, plus 15,000 active military troops from Ohio, are 24 or
    younger.
        For the National Guard, large numbers of unemployed troops present
    operational readiness and troop safety issues. Commanders speak of
    unemployment leading to housing problems, an inability to pay bills and
    stressed relationships--all impacting a soldier's mental health and
    ability to stay focused on military tasks. Since 2001, the Ohio
    National Guard has lost more troops to suicide than to combat. National
    statistics reflect this, with the American Association of Suicidiology
    reporting that the suicide rate for the unemployed is two to three
    times higher than the rate for the general population.
        To help us address the needs of our unemployed and underemployed
    veterans, we applied for and won a State AmeriCorps grant. The manpower
    provider in the grant will assist us in reducing unemployment for
    veterans, includes helping veterans better market themselves to
    employers and eliminating what employers see as barriers to hiring
    veterans. Assisted by AMVETS Career Center (ACC) staff, AmeriCorps
    members conduct outreach and recruitment activities to help veterans
    become aware of available services. This includes outreach to ODJFS
    one-stop centers, county veterans' service commissions, Department of
    Veterans Affairs Medical Centers and homeless veteran programs.
        Recruitment is followed by pre-enrollment assessments that enable
    AmeriCorps members to evaluate veterans' skills and barriers to
    employment and assess their employability needs. Results of the
    assessment allow members to enroll veterans in ACC services or refer
    them to supportive services from other organizations.
        For veterans receiving ACC services, the assessment is followed by
    the creation of a Career Development Plan (CDP). The CDP documents the
    skills and interests of the veteran, identifies skill deficiencies and
    other barriers that prevent them from achieving desired employment and
    income needs and describes activities and follow-up needed to ensure
    the veteran achieves his/her career goal. The AmeriCorps member may
    refer the veteran directly to job development and placement services,
    where the goal is to place the veteran into employment that allows him/
    her to become self-reliant. The services may involve job search
    assistance or individual job development that matches a veteran with a
    specific employer and/or job.
        The member also may encourage the veteran to participate in ACC
    core program services, such as:

          Formal career assessment and exploration assistance.
          Training that addresses vocational skills deficiencies,
    including classroom training, employer provided on the job training,
    vocational education services or apprenticeships.
          Credentialing assistance that helps a veteran obtain
    licenses or certifications that document work-related skills and
    abilities.
          Developing tools such as resumes, cover letters, job
    search techniques and interviewing skills that help veterans better
    market themselves to employers.
          To help overcome employer resistance to hiring veterans,
    AmeriCorps members participate in employer outreach such as workshops,
    career fairs and presentations to business groups. Information is
    provided about hiring incentives and tax credits, on-the-job training
    funding and veterans' training programs. Efforts are made to match
    veterans with specific employer needs, with particular attention paid
    to businesses that are legally required to show veterans' preference.

        Furthermore, during the first 6 months of the grant, the AMVETS
    Career Center achieved the following:

          Target of 250 veterans helped; actually helped 553
          Target of 85 veterans in case management; actually have
    115 veterans in case management
          Target of 25 veterans placed into employment; actually
    have placed 32 veterans
          Target of 50 veteran-friendly employers identified;
    actually have recruited 70 employers

        Moreover, in order to continue the work of the AMVETS Career
    Center, we have applied for a National AmeriCorps Grant that will
    provide us with additional manpower to further expand our program to
    veterans in need of our services. The grant is critical to the program,
    as this economy has caused a significant reduction in our primary
    source of funding, Charitable Instant Bingo. Also, recent changes to
    State regulations of Charitable Instant Bingo have caused a reduction
    in the available charitable dollars.
        The average cost to the State of Ohio to provide similar services
    through the USDoL grant is about $1,500 per veteran. This is in sharp
    contrast to the cost of services AMVETS Career Centers can deliver for
    only $250. We believe this is due to the broad network of volunteers
    and the partnerships and resources uniquely available to the veterans'
    service community. With all the recent discussion of fiscal
    responsibility, AMVETS Career Centers just make sense. With just a
    minimal investment, we can expand and advertise our program to help
    more veterans reenter the workforce and start to pay taxes again,
    rather than relying on government services.
        Chairman Miller and distinguished Members of the Committee, this
    concludes my testimony. I would like to again thank you for inviting me
    to participate in this very important hearing and I stand ready to
    answer any questions you may have for me.

          Prepared Statement of Captain Marshall Hanson, USNR (Ret.),
       Legislative Director, Reserve Officers Association of the United
           States, and also on behalf of Reserve Enlisted Association
                               EXECUTIVE SUMMARY
        Improvements to increase employment supported by ROA and REA
    follow:
    Education:

          Include Title 14 duty in eligibility for the Post-9/11 GI
    Bill.
          Exempt earned benefit from GI Bill from being consider
    income in need based aid calculations.
          Develop a standard nationwide payment system for private
    schools.
          Re-examine qualification basis for Yellow Ribbon program,
    rather than first come first served.
          Increase MGIB-Selected Reserve (MGIB-SR) to 47 percent of
    MGIB-Active.
          Enact Uniformed Services Employment and Reemployment
    Rights Act (USERRA) and Servicemembers Civil Relief Act (SCRA)
    protections for mobilized Guard-Reserve students to adjust interest
    rates on Federal student loans of mobilized Reservists when the market
    rate drops below 6 percent.

        Employer Support:

          Continue to enact tax credits for health care and
    differential pay expenses for deployed Reserve Component employees.
          Provide tax credits to offset costs for temporary
    replacements of deployed Reserve Component employees.
          Support tax credits to employers who hire servicemembers
    who supported contingency operations.

    Employee Support:

          Permit delays or exemptions while mobilized of regularly
    scheduled mandatory continuing education and licensing/certification/
    promotion exams.
          Continue to support a law center dedicated to USERRA/SCRA
    problems of deployed Active and Reserve servicemembers.
    Uniformed Services Employment and Reemployment Rights Act (USERRA)/
            Servicemembers Civil Relief Act (SCRA):
          Improve SCRA to protect deployed members from creditors
    that willfully violate SCRA.
          Fix USERRA/SCRA to protect health care coverage of
    returning servicemembers and family for pre-existing conditions, and
    continuation of prior group or individual insurance.
          Enact USERRA protections for employees who require
    regularly scheduled mandatory continuing education and licensing/
    certification and make necessary changes to USERRA to strengthen
    employment and reemployment protections.
          Exempt Reserve Component members from Federal law
    enforcement retirement application age restrictions when deployment
    interferes in completing the application to buy back retirement
    eligibility.
          Amend SCRA to prohibit courts from modifying previous
    judgments that change the custody arrangements for a child of a
    deployed servicemember.
          Encourage Federal agencies to abide by USERRA/SCRA
    standards.
          Ensure USERRA isn't superseded by binding arbitration
    agreements between employers and Reserve Component members.
          Make the States' employers waive 11th Amendment immunity
    with respect to USERRA claims, as a condition of receipt of Federal
    assistance.
          Make the award of attorney fees mandatory rather than
    discretionary.

    Veterans Affairs:

          Extend veterans preference to those Reserve Component
    members who have completed 20 years in good standing, or
          Permit any member who has served under honorable
    conditions and has received a DD-214 to qualify for veteran status.

                                   __________
    INTRODUCTION
        On behalf of our members, the Reserve Officers and the Reserve
    Enlisted Associations thank the Committee for the opportunity to submit
    testimony on veteran and National Guard and Reserve employment issues.
    ROA and REA applaud the ongoing efforts by Congress to address
    employment problems faced by so many veterans and servicemembers.
        As contingency operations continue with increased mobilizations and
    deployments, many of these outstanding citizen soldiers, sailors,
    airmen, Marines, and Coast Guardsmen have put their civilian careers on
    hold while they serve their country in harm's way. As we have learned,
    they share the same risks as their counterparts in the Active
    Components on the battlefield, but don't have a guarantee of a job when
    they return home. Just recently we passed the 800,000 mark for the
    number of Reserve and Guard servicemembers who have been activated
    since post-9/11. More than 275,000 have been mobilized two or more
    times. The United States is creating a new generation of combat
    veterans that come from its Reserve Components (RC). It is important,
    therefore, that we don't squander this valuable resource of experience,
    nor ignore the benefits that they are entitled to because of their
    selfless service to their country.
        The unemployment rates of veterans and Guard and Reserve have been
    increasing despite the national rate slightly declining. The Bureau of
    Labor Statistics reports that in March and April of this year about 27
    percent of veterans between 20 to 24 years of age were unemployed.
    Other sources show it to even be higher. The National Guard Bureau has
    reported numbers of unemployed returning Army National Guard units with
    unemployment rates as high as 45 percent. The significance of these
    numbers cannot go unnoticed or unanswered.
        ROA and REA would like to thank the Committee and staff for making
    improvements to the Post-9/11 GI Bill, enhancing benefits for
    caregivers, and much more.

    EDUCATION
    Post-9/11 GI Bill
    ROA and REA are grateful for passage of the Post-9/11 Veterans
    Educational Assistance Improvements Act of 2010.
        Education improves a veteran's chance for employment, and many
    returning combat veterans seek a change in the life paths. There is
    still room for more improvement in the Post-9/11 GI Bill that in the
    long run can make the program more effective and increase utilization.
    For example, while Title 32 AGR was included for eligibility while
    Title 14 Coast Guard Reserve was left out.
        Other issues that student veterans have raised to ROA in which we
    recommend include the following:

          Require timely application and submission of
    documentation by the institution to the Department of Veterans Affairs
    (VA) and vice versa.
          Establish dedicated and well-trained officers for student
    veterans to speak with via the call center.
          Better define the Yellow Ribbon Program to determine what
    `first come, first served' means in context of institutions (such as
    registration time, enrollment, and official enrollment).
          Allow institutions to give more funds to students with
    stronger merit and need-base under the Yellow Ribbon Program.
          Align the VA's work-study program for students to work as
    guidance officers at their institutions to aid other student veterans,
    to be matched up with institution's academic calendar.
          Safeguard and implement a long term plan for sustaining
    the Post-9/11 GI Bill.
                Ensure transferability benefits are protected.
                Guarantee that any future changes to the program
    that could have negative effects on benefits will grandfather in
    current beneficiaries.
          Pass legislation to disallow institutions including
    benefits in need-based aid formulations.
                Remove the requirement to have a parental
    signature.
                Establish parity between FAFSA disclosure exclusion
    over veterans' educational and non-educational benefits to CSS and all
    institutions of higher learning.

        Institutions of higher learning across the Nation that provide
    need-based aid often require students to file a Free Application for
    Federal Student Aid (FAFSA) form and a College Scholarship Service/
    Financial Aid Profile (CSS) form administered by the College Board.
        If an institution abides by the Federal methodology of determining
    aid levels it uses the FAFSA form and guidelines, but an institution
    may use an institution methodology (IM) formulated by CSS. By law under
    the Higher Education Opportunity Act of 1965 (HEA), FAFSA's current
    need analysis formula, while including some sources of untaxed income,
    excludes veterans' educational benefits and welfare benefits.
        On the other hand, CSS requires military servicemembers to disclose
    their earned educational benefits for the formulation of their need-
    based aid levels. That disclosure of veterans' educational benefits on
    the CSS is then often weighed by those institutions that use an IM in
    the same manner of other traditional untaxed income items such as child
    support or a contribution from a relative, in the formulation of their
    aid package.
        Disclosing these earned-benefits on the CSS profile serves to bring
    down servicemembers' financial need level, thus increasing the cost out
    of pocket, by improperly treating earned benefits as equivalent in
    nature and function as untaxed income items. Since CSS is not
    restricted from asking for disclosure of the benefits, institutions use
    the CSS to add these earned benefits into the aid formulation, shirking
    FAFSA's and the HEA's intentions.
     ROA and REA urge Congress to bar institutions of higher learning from
            considering veterans' educational benefits in need-based aid
            calculations and apply the Higher Education Opportunity Act to
            all financial aid practices of institutions of higher learning.
        Also ROA and REA support Chairman Jeff Miller's bill H.R. 1383 The
    Restoring the GI Bill Fairness Act of 2011 which would grandfather in
    current students who applied for benefits of the Post-9/11 GI Bill
    under a different set of rules. While many may gain advantages under
    the changes in law, others are actually negatively affected. For
    example ROA has received concerning calls and emails from members that
    feel forsaken, as such members signed commitments based on the benefits
    which they now feel are reduced.
        One of the most significant problems that link all issues
    pertaining to the Post-9/11 GI Bill is the lack of effectively trained
    customer service representatives. One of the many examples came from
    two of our members that are married, both serving in a Reserve
    Component. They wanted to transfer their benefits to their children,
    but were told that only one parent can register the children in the
    DEERS system and therefore only one of the parents could transfer the
    benefits. After going through a couple back channels ROA found out that
    the couple needed to go to a DEERS office and request an
    `administrative' account for the purposes of transferring benefits.
        There are many stories similar to this one which cause unnecessary
    stress on the families, some of whom give in to the system and give up
    the benefit because either they are given incorrect and/or incomplete
    information or the hassles involved are not deemed worthwhile.
        It is absolutely necessary that our servicemembers, veterans and
    families have the ability to access accurate and timely information.
    ROA and REA urge Congress to enforce the VA to properly and effectively
    train their personnel.
    Montgomery GI Bill
        To assist in recruiting efforts for the Marine Corps Reserve and
    the other uniformed services, ROA and REA urge Congress to reduce the
    obligation period to qualify for Montgomery ``GI'' Bill-Selected
    Reserve (MGIB-SR) (Section 1606) from 6 years in the Selected Reserve
    to 4 years in the Selected Reserve plus 4 years in the Individual Ready
    Reserve, thereby remaining a mobilization asset for 8 years.
        Because of funding constraints, no Reserve Component member will be
    guaranteed a full career without some period in a non-pay status. BRAC
    realignments are also restructuring the RC force and reducing available
    paid billets. Whether attached to a volunteer unit or as an individual
    mobilization augmentee, this status represents periods of drilling
    without pay. MGIB-SR eligibility should extend for 10 years beyond
    separation or transfer from a paid billet.

    EMPLOYMENT
    Employment Protections
        Veterans and servicemembers are provided protections through the
    National Committee for Employer Support of the Guard and Reserve
    (ESGR), the Uniformed Services Employment and Reemployment Rights Act
    (USERRA), and the Servicemembers' Civil Relief Act (SCRA).
        Notwithstanding the protections afforded veterans and
    servicemembers, and antidiscrimination laws, it is not unusual for
    members to lose their jobs due to time spent away while deployed.
    Sometimes this is by employers who go out of business, but more because
    it costs employers money, time, and effort to reintroduce the employee
    to the company.
        The most recent national example is the case of Straub vs. Proctor
    Hospital in which Army Reservist Vincent Straub was fired by Proctor
    Hospital of Peoria due to his service requirements. The Supreme Court
    upheld Straub's rights under USERRA.

        Employer Incentives

        Partnerships: The Army Reserve under Lieutenant General Jack Stultz
    initiated the Employer Partnership Program with civilian employers that
    is an initiative designed to formalize the relationship between the
    Reserve and the private sector, sharing common goals of strengthening
    the community, supporting RC servicemembers and families, and
    maintaining a strong economy. Over 1,000 companies are currently in
    various preliminary stages of implementing partnership programs. This
    sets a model for businesses to hire veterans. The program has its own
    Web site, http://www.employerpartnership.org/ and provides job search,
    a resume builder, professional staff support, a list of employer
    partners and career resources.
        Periodic and Predictable: Employers need increased notification
    time in order to better support their personnel. The military services
    and components should provide greater notice of deployments to RC
    members, so that they, as well as their families and their employers,
    can better prepare. Collaboration between industry and the military
    needs to occur as the military considers deployment cycle models so
    that the Nation's defense needs are met but its industrial base is not
    compromised.
        Employer care plans should be developed that will assist with
    mitigation strategies for dealing with the civilian workload during the
    absence of the servicemember employee and lay out how the employer and
    employee would remain in contact throughout the deployment.
        CNGR: The Commission on the National Guard and Reserve suggested
    key recommendations included expansion of the Employer Support of the
    Guard and Reserve (ESGR) committee to be able to work new employment as
    well as reemployment opportunities, the creation of an employer
    advisory council, and regular surveys to determine employer interests
    and concerns over reemployment of Guard and Reserve members.
    Unfortunately, the budget recommendation is to reduce ESGR's budget.
        TRICARE as an employee/employer benefit: An employer incentive is
    when an employee brings importable health care such as TRICARE,
    reducing the costs for the employer. Guard and Reserve members as well
    as military retirees should be permitted to tout the availability of
    TRICARE as an employee asset, and permit employers to provide
    alternative benefits in lieu of health care.
        Another option is to fully or partially offset employer costs for
    health care payments for Guard and Reserve members who are employed,
    especially when companies continue civilian health insurance for
    servicemembers and/or their families during a deployment. DoD should
    provide employers--especially small businesses--with incentives such as
    cash stipends to help offset the cost of health care for Reservists up
    to the amount DoD is paying for TRICARE, with the understanding that
    the stipend is tied to reemployment guarantees upon the serving
    member's return.
        Other incentives: Incentives of various types would serve to
    mitigate burdens and encourage business to both hire and retain
    Reservists and veterans. A variety of tax credits could be enacted
    providing such credit at the beginning of a period of mobilization or
    perhaps even a direct subsidy for costs related to a mobilization such
    as the hiring and training of new employees. Employers felt strongly
    that, especially for small businesses, incentives that arrive at the
    end of the tax year do not mitigate the costs incurred during the
    deployment period. Also, cross-licensing/credentialing would ease the
    burden of having to acquire new licenses/credentials in the private
    sector after having gained them during their military service, and vice
    versa.
     While not under this Committee's jurisdiction, we hope that the House
            Veterans' Affairs Committee can support specific tax incentives
            to hire returning veterans and Guard and Reserve members.
        ROA and REA support H.R. 743 Hire a Hero Act of 2011 introduced by
    Rep. Lynn Jenkins which would allow the work opportunity credit to
    small businesses which hire individuals who are members of the Ready
    Reserve or National Guard.
        ROA and REA support H.R. 865 Veterans Employment Transition Act of
    2011 introduced by Rep. Tim Walz that would extend work opportunity
    credit to certain recently discharged veterans.
        ROA and REA support the concept of H.R. 802 introduced by Ranking
    Member Bob Filner because it would recognize employers of veterans, but
    strongly believe that it should be amended to include employers of
    Guardsmen and Reservists.
        ROA and REA further recommend the following:
        ROA and REA encourage the implementation of certifications or a
    form that would inform employers of skills potential veteran and
    servicemember employees gained through their military service.
        ROA and REA support initiatives to provide small business owners
    with protections for their businesses to be sustained while on
    deployment, for example a potential program in which a trained
    substitute is made available to run the business while the member is
    out of country. Further SCRA protection on equipment leases should be
    included in the law.
    Draft Legislation
        ROA has submitted draft legislation entitled ``Equitable Justice
    for Terminated Veterans Act of 2011'' which would direct courts to
    award reasonable litigation expenses of USERRA cases to prevailing
    veterans.
        ROA also submitted draft legislation called ``Veterans Personnel
    Protection Enhancement Act of 2011'' that would amend Title 5, section
    2303 U.S.C., to include willful violation of USERRA as a prohibited
    personnel practice.
        Note: the draft legislative pieces are attached to the end of this
    testimony, and can be found on our Web site at http://www.roa.org/
    draft_legislation.
        Captain Sam Wright, JAGC, USN (Ret.), director for ROA's Service
    Members Law Center, has drafted 23 additional pages of legislative
    improvements to USERRA which will be posted in the near future. ROA is
    also available to work with individual offices.
    SERVICE MEMBERS LAW CENTER
        In the summer of 2009 ROA established the Service Members Law
    Center (SMLC) as a source of excellence in the areas of employment and
    consumer law for active, Guard and reserve personnel.
        The Law Center's goals include the following:

          Advise Active and Reserve members who have been subject
    to legal problems that relate to their military service.
          Develop a network of legal scholars, law school clinics
    and private practitioners interested in legal issues of direct
    importance to servicemembers.
          Advance world-class continuing legal education on issues
    relating to the Uniformed Services Employment and Reemployment Rights
    Act (USERRA) and the Servicemembers Civil Relief Act (SCRA).
          Broaden the existing database of USERRA and SCRA
    research.
          In conjunction with bar associations, develop standards
    that will help to ensure that lawyers to whom servicemembers are
    referred for legal services have the requisite expertise to represent
    them effectively.

        Recruiting and retaining members of the armed services, especially
    those in the National Guard and Reserves, depends in part on assuring
    current and future Citizen Warriors that laws and regulations are in
    place to protect them effectively from discriminatory practices.
        The Law Center is functioning at a modest but effective level. ROA
    is pursuing efforts to obtain private or public funding and to identify
    public and private entities willing to sustain this effort in order to
    expand this service to fuller capacity. This is especially needed
    following potential cuts to ESGR.
        As part of the SMLC and under director Captain Sam Wright, JAGC,
    USN (Ret.) the Law Center maintains the ``Law Review'' data base and
    indices which contain over 700 articles on USERRA and SCRA issues
    (available at www.roa.org/law_review_archive). On a monthly basis
    Captain Wright receives about 500 calls from concerned servicemembers,
    families and attorneys. In March 2011 about 80 percent of the calls
    were about USERRA.
        The Law Center's services include:

          Counseling: Review cases, and advise individuals and
    their lawyers as to lawfulness of actions taken against deployed active
    and reserve component members.
          Referral: Provide names of attorneys within a region that
    have successfully taken up USERRA, SCRA and other military-related
    issues.
          Promote: Publish articles encouraging law firms and
    lawyers to represent servicemembers in USERRA, SCRA and other military-
    related cases.
          Advise: File amicus curiae, ``friend of the court''
    briefs on servicemember protection cases.
          Educate: Quarterly seminars to provide attorneys a better
    understanding of USERRA, SCRA and other military-related issues.

        The Servicemembers Law Center is available at www.roa.org/
    ServiceMembers_
    Law_Center.
    DEFENSE EDUCATION FORUM
        ROA also maintains the Defense Education Forum (DEF). DEF produces
    and sponsors a wide variety of educational events that number more than
    30 per year. Some past programs comprise employment and transition
    issues. The DEF director is Lieutenant Colonel Bob Feidler, USAR
    (Ret.).
        In fact in 2008 ROA published a report on continuum of service
    entitled ``A New Employer-Reservist Compact: Initiatives for the
    Future'' that is available upon request.
        Others events have included continuing education on USERRA, a joint
    issue event on mental health care and the Army Reserve Employer
    Partnership Program, Commission on the National Guard and Reserve and
    others. The Defense Education Forum is available at www.roa.org/
    Educate.
                                   CONCLUSION
        ROA and REA appreciate the opportunity to submit testimony, and we
    reiterate our profound gratitude for the progress achieved by this
    committee such as providing a GI Bill for the 21st Century and advanced
    funding for the VA.
        ROA and REA look forward to working with the House Veterans'
    Affairs Committee, where we can present solutions to these and other
    issues, and offer our support, and hope in the future of an opportunity
    to discuss these issues in person.
        ROA and REA encourage this Committee to utilize the Service Members
    Law Center and the Defense Education Forum and reports, both valuable
    assets, and to share it with your constituents and other Congressional
    Members.

                                   __________
                                 112th Congress
                                 First Session
                             A (House/Senate) Bill
        To amend Title 38, section 4323(h)(2) United States Code, to direct
    courts to award reasonable litigation expenses in USERRA cases to
    prevailing veterans.
        Be it enacted by the Senate and House of Representatives of the
    United States of America in Congress assembled,
    SECTION 1. SHORT TITLE: This Act may be cited as ``Equitable Justice
            for Terminated Veterans Act of 2011.''
    SECTION 2. FINDINGS.
    Congress makes the following findings:
        (1)  Under USERRA, a person who leaves a civilian job for voluntary
    or involuntary service, in the Regular military or the National Guard
    or Reserve, is entitled to reemployment in the civilian job upon
    release from service.
        (2)  Currently under this section of U.S.C., a Federal court may
    award to a veteran who prevails reasonable attorney fees, expert
    witness fees, and other litigation expenses.
        (3)  U.S. Code 38 Sect. 4323(h)(2) applies to actions in Federal
    court against State and local governments, and private employers.
        (4)  Too often a veteran or reserve component member has to seek
    private sector litigation because the Department of Labor is too slow
    at processing cases and the Department of Justice can't handle all of
    the USERRA complaints that are received.
        (5)  By making the award of litigation expenses mandatory rather
    than discretionary, private sector attorneys will have increased
    incentive to undertake such cases.
    SECTION 3. AMEND THE LIST OF PROHIBITED PERSONNEL PRACTICES TO MAKE
            SPECIFIC REFERENCE TO USERRA.
            (a)  AUTHORITY--Section 4323(h)(2) of title 38, United States
            Code, is amended by striking ``may'' and inserting ``shall.''
    SECTION 4. EFFECTIVE DATE AND APPLICABILITY.
            (a)  The amendments made by this section shall take effect on
            the date of enactment of this Act.

                                   __________
                                 112th Congress
                                 First Session
                              A House/Senate Bill
        To amend Title 5, section 2303 United States Code, to include
    willful violation of USERRA as a prohibited personnel practice.
        Be it enacted by the Senate and House of Representatives of the
    United States of America in Congress assembled,
    SECTION 1. SHORT TITLE: This Act may be cited as ``Veterans Personnel
            Protection Enhancement Act of 2011.''
    SECTION 2. FINDINGS.
    Congress makes the following findings:
        (1)  There are 12 enumerated ``Prohibited Personnel Practices''
    included in Title 5, section 2303 of U.S. Code.
        (2)  A Federal employee can be disciplined by the Merit System
    Protection Board (MSPB) by committing a prohibited personnel practice.
        (3)  Number 11 on the prohibited personnel practices list is action
    that would violate a veterans' preference requirement. 5 U.S.C.
    2303(b)(11).
        (4)  The Department of Labor does not include a violation of the
    Uniform Services Employment Reemployment Rights Act (USERRA) as a
    veterans' preference issue.
        (5)  Violation of USERRA would include discharge of a veteran,
    National Guard or Reserve member because of prior or pending service. A
    denial of a promotion, bonus, or merit pay could be another violation.
    SECTION 3. AMEND THE LIST OF PROHIBITED PERSONNEL PRACTICES TO MAKE
            SPECIFIC REFERENCE TO USERRA.
            (a)  AUTHORITY--Section 2303(b)(11) of title 10, United States
            Code, is amended by inserting after ``a veterans' preference
            requirement'' the following:
        (1)  ``or the Uniformed Services Employment and Reemployment Act''
    to the end of this subsection.
    SECTION 4. EFFECTIVE DATE AND APPLICABILITY.
        The amendments made by this section shall--
        (1)  take effect on the date of enactment of this Act.

         Prepared Statement of Heather L. Ansley, Esq., MSW, Co-Chair,
         Veterans Task Force, Consortium for Citizens with Disabilities
        On behalf of: Brain Injury Association of America; Easter Seals;
    Goodwill Industries International, Inc.; Inter-National Association of
                     Business, Industry and Rehabilitation;
                Lutheran Services in America Disability Network;
    Mental Health America; National Association of County Behavioral Health
       and Developmental Disability Directors; National Disability Rights
      Network; National Industries for the Blind; National Rehabilitation
    Association; NISH; Paralyzed Veterans of America; VetsFirst, a Program
           of United Spinal Association; Vietnam Veterans of America
                               Executive Summary
        The Consortium for Citizens with Disabilities Veterans Task Force
    believes that meaningful employment represents one of the best
    opportunities for veterans with significant disabilities to reintegrate
    successfully into their communities. In the most recent survey by the
    U.S. Bureau of Labor Statistics on employment for veterans with
    service-connected disabilities, 114,000 veterans of the wars in Iraq
    and Afghanistan reported having a service-connected disability rated at
    60 percent or higher. Unfortunately, 41,000 of these veterans are not
    participating in the labor force. Among veterans of all eras with a
    service-connected disability rated at least 60 percent, workforce
    participation was 27.9 percent.
        Typically, discussions about veterans' employment center on
    veteran-specific programs operated by the Department of Veterans
    Affairs (VA), Small Business Administration, or Department of Labor
    (DoL). Veterans with disabilities, as people with disabilities, who
    need employment assistance, are also able to turn to programs
    authorized under the Workforce Investment Act (WIA), or, in the case of
    veterans with significant disabilities, State vocational rehabilitation
    agencies (VRAs) and Ticket to Work Employment Networks (ENs) under
    Social Security.
        Veterans with the highest service-connected ratings and veterans on
    VA disability pension will likely qualify for State vocational
    rehabilitation services. Strengthening the connection between VR&E and
    State VRAs through the Department of Education's Rehabilitation
    Services Administration is critical to ensuring that veterans with
    disabilities receive the services they need to help them return to or
    remain in the workforce.
        Veterans with significant disabilities are often beneficiaries of
    Social Security disability insurance (SSDI). As SSDI beneficiaries,
    veterans are able to participate in Social Security employment programs
    such as Ticket to Work, which allows beneficiaries to purchase
    vocational rehabilitation services from an array of providers called
    ENs. Some veterans are dually eligible for SSDI and VA pension. If
    these individuals attempt to use SSA's work incentives to increase
    their income, however, not only will their SSDI benefit be terminated
    but their VA pension benefits are reduced dollar for dollar.
        WIA covers most of the Nation's major employment and training
    programs operated through DoL. Several sections of WIA incorporate
    veterans' employment into its overall mission. WIA has been slated for
    reauthorization since 2003. While progress has been made, additional
    changes are needed to focus on the performance of the entire workforce
    system.
        Although many veterans with disabilities have the skills needed to
    qualify for employment opportunities and advance in their careers,
    barriers to employment continue to prevent these veterans from
    receiving opportunities. These barriers must be addressed. Otherwise,
    training opportunities alone will not address the needs of those
    veterans who have the most significant disabilities to allow them to
    reintegrate into the workforce and contribute to their communities.

                                   __________
        Chairman Miller, Ranking Member Filner, and other distinguished
    Members of the Committee, thank you for the opportunity to testify
    regarding how to improve employment opportunities for veterans who are
    severely disabled.
        I am Heather Ansley, Director of Veterans Policy for VetsFirst, a
    program of United Spinal Association. Today, I am here in my capacity
    as a Co-Chair of the Consortium for Citizens with Disabilities (CCD)
    Veterans Task Force.
        CCD is a coalition of over 100 national consumer, service provider,
    and professional organizations which advocates on behalf of people with
    disabilities and chronic conditions and their families. The CCD
    Veterans Task Force works to bring the disability and veterans
    communities together to address issues that affect veterans with
    disabilities as people with disabilities. Veterans Task Force members
    include veterans service organizations and broad based disability
    organizations, including organizations that represent consumers and
    service providers.
        Over the years, we have reached out to both veterans and military
    service organizations to allow for cross collaboration and the
    application of lessons learned to new populations of people with
    disabilities. Because of the intersection of the disability and
    veterans communities that occurs when a veteran acquires a significant
    disability, the CCD Veterans Task Force is uniquely suited to bring
    both perspectives to issues that cut across programmatic and policy
    lines.
        The CCD Veterans Task Force believes that meaningful employment
    represents one of the best opportunities for veterans with significant
    disabilities to reintegrate successfully into their communities.
    Unfortunately, for veterans with disabilities, like their civilian
    brothers and sisters with disabilities, the employment picture is not
    very positive.
        The most recent statistics available from the U.S. Bureau of Labor
    Statistics addressing the cross section of veterans with service-
    connected disabilities illustrate the connection between disability and
    veteran status on employment.\1\ In July 2010, approximately 13 percent
    of veterans reported having a service-connected disability. Of those
    veterans, 729,000 reported having a service-connected disability rating
    of 60 percent or greater. Workforce participation for these veterans
    was 27.9 percent compared to 53.2 percent for veterans with no
    disability.
    ---------------------------------------------------------------------------
        \1\ News Release, U.S. Bureau of Labor Statistics, Employment
    Situation of Veterans--2010 (Mar. 11, 2011) www.bls.gov/news.release/
    vet.nr0.htm.
    ---------------------------------------------------------------------------
        Among veterans of the wars in Iraq and Afghanistan, nearly 25
    percent reported having a disability related to their service. Of those
    veterans, 114,000 reported having a disability rated at 60 percent or
    greater. The workforce participation rate was 63.7 percent compared to
    86.2 percent for veterans without a service-connected disability. Thus,
    41,000 veterans of the current conflicts reporting a service-connected
    disability rated at 60 percent or higher are not even in the labor
    force.
    Veterans with Disabilities and Federal Employment Programs
        Typically, discussions about veterans' employment center on
    veteran-specific programs operated by the Department of Veterans
    Affairs (VA), Small Business Administration (SBA), or Department of
    Labor (DoL). The VA's Vocational Rehabilitation and Employment (VR&E)
    program is generally available to veterans with service-connected
    disabilities who have an employment handicap. DoL offers programs and
    services through its Veterans' Employment and Training Service (VETS)
    and SBA hosts a number of programs tailored to veteran small business
    owners and service-disabled veteran small business owners.
        Veterans with disabilities, as people with disabilities, who need
    employment assistance, are also able to turn to programs authorized
    under the Workforce Investment Act (WIA), or, in the case of veterans
    with significant disabilities, State vocational rehabilitation agencies
    (VRAs) and Ticket to Work Employment Networks (ENs) under Social
    Security. These programs are particularly critical for veterans who do
    not qualify for VA's VR&E program.
    State Vocational Rehabilitation Agencies and Veterans
        VRAs operate under the Rehabilitation Act to assist individuals
    with significant disabilities in obtaining or regaining employment.
    Data from the Department of Education's Rehabilitation Services
    Administration (RSA) indicate that State VRAs served over 63,000
    veterans from FY 2006 through FY 2010 with overall successful
    employment rates of approximately 50 percent.
        Many VRAs have memoranda of understanding with their State
    department of veterans affairs to coordinate services to veterans with
    disabilities. Some State agencies have identified counselors with
    military backgrounds to serve as liaisons with VA and veterans groups.
    In addition, VA is increasingly engaged with State VRAs in outreach to
    the business community to promote veterans with disabilities as a
    valuable talent pool. Indeed, VA's own Strategic Plan for FY 2006--2011
    indicated plans to use non-VA providers to supplement and complement
    services provided by VR&E staff.
        There are many more State vocational rehabilitation counselors than
    there are VR&E counselors around the Nation. These numbers of
    vocational experts can amplify the assistance available to veterans
    with disabilities if appropriate outreach and partnerships are
    established and training is provided to improve cross-agency
    coordination.
        Most veterans with ratings at 40 percent and below are unlikely to
    qualify for State vocational rehabilitation services. However, those
    with the highest service-connected ratings and veterans on VA
    disability pension will likely qualify for State vocational
    rehabilitation services. Veterans rated between 50 percent and 70
    percent might qualify depending on an appropriate evaluation of the
    veteran's functional capacity.\2\
    ---------------------------------------------------------------------------
        \2\ Proceedings of the 34th Institute on Rehabilitation Issues,
    U.S. Department of Education Rehabilitation Services Administration,
    May 5-6, 2008.
    ---------------------------------------------------------------------------
        Participants at a May 2008 Department of Education symposium on
    vocational rehabilitation and returning veterans suggested that the
    potential exists for veterans in some States to be bounced between
    State VRAs & VR&E. One way to address this concern would be for VA to
    work with RSA to ensure accuracy in VRAs' acceptance of veterans with
    service-connected disability ratings. It is our understanding that VR&E
    is finalizing a Memorandum of Understanding (MOU) with RSA. Formalizing
    the connection between VR&E and State VRAs through RSA is critical to
    ensuring that veterans with disabilities receive the services they need
    to help them return to or remain in the workforce.
    Veterans and AbilityOne
        The AbilityOne Program is a Federal initiative to help people who
    are blind or have significant disabilities, including wounded veterans,
    find employment by working for nonprofit agencies (NPAs) that provide
    products and/or services to the U.S. government. With a national
    network of 600 NPAs, which work through NISH and the National
    Industries for the Blind, and AbilityOne projects in every State of
    the Nation, the AbilityOne Program is the largest single source of
    employment for people who are blind or have other significant
    disabilities in the United States. The Committee for Purchase From
    People Who Are Blind or Severely Disabled is the Federal agency
    authorized to administer the AbilityOne Program.
        In 2010, the AbilityOne Program employed nearly 48,000 people who
    were blind or had significant disabilities, of which 1,700 were
    veterans with disabilities. National Industries for the Blind, NISH,
    and AbilityOne participating NPAs also employed thousands of veterans
    outside of their AbilityOne workforce. Through research and
    development activities, specific programs are in development to address
    veterans with traumatic brain injury, post-traumatic stress disorder,
    and major depression, as well as long-term employment support models.
    The AbilityOne Program offers career transition support, exploration,
    and development for veterans in transition along with grants to prepare
    these veterans for management opportunities. Additionally, the revenue
    raised through AbilityOne contracts and sales is reinvested in
    rehabilitation programs across the country, which help thousands more
    of individuals (including veterans) with disabilities find employment.
        The AbilityOne Program has partnered with the National
    Organization on Disability, which has extensive experience and access
    to wounded servicemembers in the Army Wounded Warrior Program to
    conduct employment based research with veterans with disabilities. This
    project includes collaboration with the Department of Defense to match
    employment requirements to the research-identified career interests and
    abilities of Operation Iraqi Freedom/Operation Enduring Freedom
    veterans with disabilities.
        In 2003, VA's Compensated Work Therapy Program (CWT) signed an MOU
    within the AbilityOneProgram as the referral conduit between VA CWT
    and the AbilityOneNPAs to collaborate with VA beneficiaries who have a
    disability. Approximately 2,100 veterans with disabilities have been
    employed since the partnership's inception. The partnership agreement
    promotes local relationships between NPAs and VA CWT offices. This
    allows VA to pre-screen veterans to match AbilityOne job requirements
    and to refer qualified veterans with significant disabilities to
    participate in AbilityOne job coaching programs.
        TheAbilityOneProgram represents one of many programs supporting
    veterans and is just one example of how the members of the CCD Veterans
    Task Force help to increase employment opportunities for veterans with
    significant disabilities.
    Veterans and Social Security Work Incentives Programs
        Veterans with significant disabilities are very often beneficiaries
    of Social Security disability insurance (SSDI). Veterans have earned
    the right to Social Security retirement, disability, and survivor's
    benefits since 1957 when military service was covered under Social
    Security.
        According to the March 2010 Current Population Survey, there were
    649,000 veterans under age 61 receiving Social Security benefits.
    Roughly 3 percent--about 19,000--of disabled veteran Social Security
    beneficiaries are younger than age 40 and 15.4 percent are younger than
    age 50. Older data from Social Security Administration's (SSA) 2007
    Annual Statistical Supplement indicated there were 434,000 Social
    Security beneficiaries who were service-connected disabled veterans
    rated 70-100 percent under age 65. Another 153,000 beneficiaries of
    Social Security were non-service-connected disabled veterans under age
    65.
        As SSDI beneficiaries, veterans are able to participate in Social
    Security employment programs such as Ticket to Work. Ticket to Work was
    created in 1999 by the Ticket to Work and Work Incentives Improvement
    Act. Under the Ticket program, SSDI recipients are able to purchase
    vocational rehabilitation services from an array of providers called
    Employment Networks (ENs). In return for assisting a beneficiary in
    going to work and off of SSDI benefits, ENs receive payment from Social
    Security for up to 60 months.
        Three years ago, the vocational rehabilitation program created by
    Paralyzed Veterans of America (PVA) became an employment network under
    the Social Security Ticket to Work program in recognition of the fact
    that most of the veterans PVA was serving are on SSDI. PVA's vocational
    rehabilitation program is predicated on assertive outreach to veterans
    with disabilities early in their medical rehabilitation process, rapid
    deployment of counseling and job search assistance, lengthy follow up
    services, and leveraging of existing public programs and private
    resources to support its efforts. Since starting its vocational
    rehabilitation program, PVA has served over 800 veterans, with over 126
    veterans returning to work at an average salary of $39,200.
        Among the veterans PVA has served as an EN is ``JM'', a 34-year old
    Gulf War I veteran who acquired a non-service-connected spinal cord
    injury after his discharge from the Army. On SSDI, he had been living
    with his father and had not worked in 2 years when a PVA vocational
    rehabilitation counselor met him at the San Diego VA Spinal Cord Injury
    Center during hospital rounds. Within 8 months of entering the program,
    ``JM'' was working for a technology company as a repair technician II
    at a salary of $41,600. Fifty veterans have been helped thus far using
    Ticket to Work and PVA has received $40,737 in outcome payments from
    Social Security.
    Social Security Work Incentives and VA Pension ``Cash Cliff''
        Some veterans and their spouses are dually eligible for SSDI and VA
    pension. These individuals may have had low paying jobs during their
    work life or not have had an extensive earnings history. As a result,
    they have a small SSDI benefit based on that work record. These
    benefits will offset any VA pension payments up to the allowed pension
    level. This dual eligibility can have ramifications for those who want
    to work.
        VA pension is often likened to Social Security's Supplemental
    Security Income (SSI) program, a means-tested income support program.
    SSI work incentives allow beneficiaries to work while gradually phasing
    out their benefits as their earnings rise. Unlike SSI, though, VA
    pensioners face a ``cash cliff'' similar to that experienced by
    beneficiaries on SSDI in which benefits are terminated once an
    individual crosses an established earnings limit. If these individuals
    attempt to use SSA's work incentives to increase their income, not only
    will their SSDI benefit be terminated but their VA pension benefits are
    reduced dollar for dollar by their earnings.
        Over 20 years ago, under P.L. 98-543, Congress authorized VA to
    undertake a 4 year pilot program of vocational training for veterans
    awarded VA pension. Modeled on SSA's trial work period, veterans in the
    pilot were allowed to retain eligibility for pension up to 12 months
    after obtaining employment. In addition, they remained eligible for VA
    health care up to 3 years after their pension terminated because of
    employment. Running from 1985 to 1989, this pilot program achieved some
    modest success. However, it was discontinued because, prior to VA
    eligibility reform, most catastrophically disabled veterans were
    reluctant to risk their access to VA health care by working.
        The VA Office of Policy, Planning and Preparedness examined the VA
    pension program in 2002 and, though small in number, 7 percent of
    unemployed veterans on pension and 9 percent of veteran spouses on
    pension cited the dollar-for-dollar reduction in VA pension benefits as
    a disincentive to work.\3\ Now that veterans with catastrophic non-
    service-connected disabilities retain access to VA health care, work
    incentives for the VA pension program should be re-examined and
    policies toward earnings should be changed to parallel those in the SSI
    program.
    ---------------------------------------------------------------------------
        \3\ ORC Macro, Economic Systems Inc., and Hay Group, Evaluation of
    VA Pension and Parents' DIC Programs: VA Pension Program Final Report
    (2004), http://www.va.gov/op3/docs/ProgramEvaluations/Pension.pdf.
    ---------------------------------------------------------------------------
    Workforce Investment Act
        The Workforce Investment Act (WIA) covers most of the Nation's
    major employment and training programs operated through DoL. DoL's VETS
    is known as the primary veterans program within the workforce system.
    Several sections of WIA seek to incorporate veterans' employment
    concerns into its overall mission as the engine for this Nation's
    workforce development system. VETS is a mandatory partner in State
    workforce systems under the Act and Section 168 of WIA established the
    Veterans' Workforce Investment Program (VWIP) which was intended to
    amplify workforce activities to veterans that were not adequately
    provided through public providers. Subtitle B--Linkages to Other
    Programs, Section 322, requires the Secretary of Veterans Affairs to
    coordinate with DoL in implementing various provisions of WIA. Numerous
    references to veterans throughout WIA indicate Congressional intent
    that the workforce system account for the employment success of
    veterans and veterans with disabilities.
        An MOU signed in 2005 by VA and DoL aimed to foster better
    coordination of services between the two agencies in serving veterans.
    At a hearing before the Economic Opportunity Subcommittee in 2009, John
    McWilliam, Deputy Assistant Secretary for VETS, outlined the work of a
    Joint Workgroup established after the 2005 MOU with VA. The objective
    of this workgroup was to develop performance measures for the VETS and
    VA partnership and to engage in joint data collection, analysis, and
    reports of progress. Statistics from 2008 highlighted in his testimony
    indicated that there were over 7,000 veterans referred from VR&E to
    State workforce agencies, a little over 6,000 were registered by the
    State workforce agency and some 3,500 entered employment at an average
    entry wage of $16 an hour.
        Such coordination between VA and DoL in addressing the employment
    needs of veterans with disabilities is commendable. However, further
    analysis should have been carried out to determine what happened to the
    1,000 veterans who dropped out somewhere between the VA and the State
    workforce system or why only a little over half of the veterans
    referred by VA to a State agency entered employment. Moreover, these
    figures only relate to veterans deemed eligible for VR&E. How many
    veterans with non-service-connected disabilities or those with service-
    connected disabilities ineligible for VR&E have been served by State
    workforce systems and placed into employment? These veterans have
    served their Nation honorably but their employment successes and
    challenges do not always receive as much attention.
        Another example of increased collaboration between DoL workforce
    programs for people with disabilities and those serving veterans
    involved the Disability Program Navigators (DPN) and local VETS staff
    in Idaho. This project was highlighted in a Promising Practices series
    published in 2009 by DoL's DPN initiative. DPNs are staff located in
    WIA One Stop Career Centers tasked with helping customers with
    disabilities traverse the array of job training and placement services
    available, evaluate Social Security benefits and work incentives
    programs, obtain assistive technology and workplace accommodations, and
    connect with private disability provider and advocacy groups.
        Effective January 19, 2009, VETS issued a final rule on priority of
    service for veterans in DoL job training programs. Priority of service
    was established in the 2002 Jobs for Veterans Act (JVA) and provides
    that veterans and eligible spouses are entitled to priority over non-
    covered persons for receipt of employment, training and placement
    services under new or existing qualified job training programs funded
    by DoL.
        To fully implement priority of service, DPNs in the Idaho One Stop
    Career Centers worked with their partner Disabled Veteran Outreach
    Program (DVOP) and Local Veterans Employment Representative (LVER)
    staff to meet with disabled veterans and their families to identify the
    array of benefits and services available to them and to support job
    seekers' employment goals. As a result of this partnership, DVOPs and
    LVERs added to their knowledge of public and private agency services
    for people with disabilities and the DPNs obtained valuable information
    about veterans' resources that could be used to assist future clients.
        Unfortunately, this example of a positive working relationship
    between components of the workforce system is at risk due to current
    budget dynamics. Because States have considerable flexibility in the
    implementation of DVOP and LVER services, these staff are often
    diverted to other duties unrelated to serving veterans and veterans
    with disabilities or may only be available at One Stops on certain days
    of the week. If veterans with disabilities are to be served by the
    workforce system as intended by law, then resources will be needed to
    make sure appropriate employment personnel are available whenever
    needed.
        Furthermore, according to figures compiled from the DoL participant
    reporting system, the numbers of veterans served under priority of
    service has actually declined since JVA passed. Statistics for
    individual States indicate low rates of exit from WIA intensive
    training services for veterans with service-connected disabilities. We
    are particularly concerned over what this decline may represent in
    numbers of non-service-connected disabled veterans going unserved by
    the workforce system. Veterans whose disabilities occurred outside of
    military service are among those who must rely on the WIA workforce
    system for assistance. Veterans priority of service appropriately
    applied would go a long way in assuring these veterans receive the help
    they deserve.
        WIA has been slated for reauthorization since 2003. Many proposals
    for improving workforce system services for people with disabilities
    have been made over the years. Relevant to this hearing is a document
    that explores some of the connections between VA's VR&E and State
    vocational rehabilitation systems.\4\ In its summary, the report
    outlines suggestions for improvements that could apply to all facets of
    the workforce development system including veterans, their family
    members, and businesses that recruit and hire veterans. Among their
    recommendations:
    ---------------------------------------------------------------------------
        \4\ 34th Institute on Rehabilitation Issues, When Johnny (or
    Jeannie) Comes Marching Home . . . and Back to Work: Linking Veterans
    Affairs and State Vocational Rehabilitation Services for Servicemen and
    Women (2009), http://iriforum.org/download/34IRI.pdf.

          Enhance outreach efforts to veterans with disabilities so
    that they are more aware of needed services and how to access them.
          Begin to retool existing Federal, State, and nonprofit
    systems or programs to better address the needs of veterans. Build and
    maintain a comprehensive national and State directory of these programs
    and identify their purpose, the service they offer, and how to find
    them.
          Create ``crosswalks'' for transferable skills from
    military occupational specialties to civilian jobs and create
    certifications of skills acquired in the military that can be
    transferred for college credit/certification.
          Recognize the important role families play in assisting
    veterans in activities such as accessing needed services for their
    disability, identifying symptoms of undiagnosed disabilities and
    coordinating needed services.
          Assist businesses with education about veterans, their
    disabilities, available resources, and points of contact when
    assistance is needed.
          Streamline services to veterans, reducing redundancy in
    areas such as plan development, implementation of planned services,
    contacts with potential employers, and linkages to needed resources and
    contacts while providing a more ``rapid response'' based on the needs
    of the veteran and minimizing the number of people and programs the
    veteran must deal with.
          Press service providers to become more knowledgeable
    about other programs and their services and points of contact at the
    local level to ensure more comprehensive access to needed services by
    veterans and their family members.
          Improve post-employment outreach to businesses that
    employ veterans or assist them in returning to work after becoming
    disabled, realizing that it is the business that may first notice
    undiagnosed conditions.
          For those who have not served in the military, expand an
    understanding of military culture.
          Create ``top-down'' support among State vocational
    rehabilitation programs, VA VR&E, and DoL VETS programs through
    collaborative meetings and more formal initiatives such as: national
    and State workgroups, national and State MOUs, interagency training and
    education, and ongoing program evaluation and improvement.

    An Example of a Disability Organization Expanding Its Mission To Serve
            Veterans
        Many general disability organizations have historically reached out
    to and served veterans with disabilities. For example, Easter Seals, a
    national service provider and advocate for people with disabilities,
    expanded its mission following World War II to include adults with
    disabilities specifically to assist servicemembers returning home with
    disabilities. Recently, Easter Seals was selected by VA to administer
    its new National Veteran Caregiver Training Program that provides
    training for family caregivers of seriously-injured Post 9/11 veterans
    who choose to receive care in their homes.
        Today, Easter Seals works with employers to help increase
    employment opportunities for veterans. Easter Seals developed an
    online, interactive training program for human resources and hiring
    personnel called Operation Employ Veterans that highlights the benefit
    of hiring veterans and strategies for successful integration.
        Easter Seals also works directly with veterans to provide them with
    the tools, resources and information they need to help find and
    maintain employment in their communities. Easter Seals' headquarters in
    Chicago helps veterans and their families connect to services and
    reintegration resources through its Community OneSource program. At the
    local level, Easter Seals affiliates provide job training, assistive
    technology assessment, job placement and follow-up employment supports
    to veterans and wounded warriors.
        The CCD Veterans Task Force commends VA's Non-Governmental
    Organization (NGO) Gateway Initiative aimed at helping qualified non-
    profits who are interested in assisting VA in employment and other
    service areas. Despite this NGO outreach effort, however, VA excludes
    NGOs and non-profits from competing for certain service opportunities
    and makes it difficult for other NGOs to serve veterans due to its
    overly bureaucratic National Acquisition Strategy. For example, several
    regional services areas within the recent VR&E VetSuccess Program
    competition were not open to non-profits. In order to benefit from the
    knowledge of other communities that serve veterans, VA should expand
    opportunities to NGOs as appropriate.
    Veterans With Disabilities as People With Disabilities
        Many veterans with disabilities have the skills needed to qualify
    for employment opportunities and advance in their careers. However,
    barriers continue to prevent these veterans from receiving employment
    opportunities. Unless these barriers are eliminated, training
    opportunities alone will not address the needs of those veterans who
    have the most significant disabilities to allow them to reintegrate
    into the workforce and contribute to their communities.
        Although veterans with disabilities are like their non-veteran
    counterparts in their employment disadvantages, there are differences
    as well. Barriers that prevent people with significant disabilities
    from being able to work include lack of access to Medicaid funded
    health care and long-term services and supports and loss of Social
    Security benefits. Although there are programs that allow people with
    disabilities to transition to employment, many are fearful of
    participating in these programs due to concerns about the loss of
    critical benefits or the inability to find employment providing
    sufficient resources to replace those provided under Medicaid.
        Veterans who have disabilities that allow them to receive health
    care and service-connected disability benefits through VA retain these
    benefits even if they return to work because eligibility is not income
    dependent. VA disability compensation is intended to do more than
    offset the economic loss created by a veteran's inability to obtain
    gainful employment. It also takes into consideration a lifetime of
    living with a disability and the everyday challenges associated with
    that disability. It reflects the fact that even if a veteran is
    employed, when he or she goes home at the end of the day, that veteran
    does not leave the disability at the office.
        Although ability to retain VA benefits may lessen the barriers to
    employment for some veterans who have significant disabilities, it is
    important to remember that many of these veterans may also be eligible
    for Social Security disability benefits. These benefits, which may
    include their own cash assistance plus family benefits, are lost if the
    veteran returns to work. Other veterans who acquire severe disabilities
    outside of military service may not be eligible for VA benefits and are
    thus subject to work disincentives in other Federal programs.
        Veterans with disabilities, like other people with disabilities,
    face other barriers to employment that include misinformation about
    disability and misperceptions about required accommodations. The
    Department of Labor's Office of Disability Employment Policy (ODEP) has
    developed a list of myths and facts that addresses some of the concerns
    that employers may have regarding hiring a person with a disability.
    Some of the most prominent myths include concerns that the Americans
    with Disabilities Act (ADA) requires employers to hire unqualified
    applicants with disabilities and prevents employers from firing
    employees with disabilities even if the reason for termination is not
    related to the disability. Both of these myths are false.
        Other myths that cause concern for employers relate to the
    provision of accommodation for employees with disabilities. Employers
    may believe that providing accommodations is costly and that this
    burden is particularly heavy for small businesses. However, many people
    with disabilities do not require accommodations to perform their jobs.
    The Job Accommodation Network, which is a program of ODEP, reports that
    of those individuals who require accommodations, two-thirds can be
    successfully accommodated at a cost of less than $500.
        Consequently, programs that assist veterans and people with
    disabilities must work together to ensure that all facets of the
    individual's disability are adequately addressed to allow the veteran
    to return to employment. Veterans not only need programs that provide
    them with the skills that allow them to succeed but they also need
    placement specialists who can help potential employers to overcome
    concerns about hiring a person with a disability.
        Thank you for the opportunity to testify regarding the views of the
    CCD Veterans Task Force concerning employment opportunities for
    severely disabled veterans. There are many other veterans employment
    programs and initiatives being undertaken by the public sector, private
    companies, and nonprofit organizations that we could have highlighted.
    Our aim today is to convey to the Committee a sense of the many
    employment programs that can assist veterans with disabilities beyond
    the traditional VA avenues.
        We encourage the Committee to continue its exploration of this
    topic and salute your leadership on behalf of our Nation's veterans
    with disabilities. The CCD Veterans Task Force is ready to work in
    partnership to ensure that all veterans are able to reintegrate into
    their communities and remain valued, contributing members of society.

            Prepared Statement of Major General James D. Tyre, ARNG
            Assistant Adjutant General, Florida Army National Guard,
                       United States Army National Guard
                               Executive Summary
        Overview: The Florida National Guard (FLNG) remains challenged with
    unemployment among its 12,000 servicemembers. Through the support of
    legislators, a number of programs have been made available to assist
    transitioning servicemembers find employment. While the FLNG has
    experienced some improvements, the need exists to explore options to
    enhance and expand current processes, with an emphasis on follow-up in
    the 6-24 months after separation.

          FLNG Employment. The 53rd Infantry Brigade Combat Team
    redeployed in December 2010 and reported a 30 percent unemployment rate
    among its members. A FLNG survey conducted in January 2011 indicated a
    17 percent rate among soldiers of the Florida Army National Guard. A
    decline in available jobs and a steadily growing population of veterans
    contributes to the unemployment issue.
          What We Are Doing Now. FLNG has long-standing
    partnerships with several State and Federal agencies, as well as a
    number of private and non-profit organizations. The FLNG Adjutant
    General established the Florida Guard Family Career Connection (FGFCC)
    in the fall of 2010 to link servicemembers with the Employer
    Partnership for Armed Services and Florida's Agency for Workforce
    Innovation. This program also assisted servicemembers with employment-
    seeking skills and job placement.
          What Else Can Be Done. Several agencies focus on
    assisting servicemembers with employment challenges, and most military
    installations provide transition services to separating servicemembers.
    Guardsmen lack the facility-based programs that are traditionally
    provided to the active component. The FLNG vision, properly resourced,
    is to establish a local, accessible source in our communities that
    integrates services and programs, and links Guardsmen to employers.
          Importance of Employing National Guard Soldiers.
    Employers who hire National Guard servicemembers enjoy economic and
    other intangible advantages. A Guardsman is a worker that is already
    trained at the journeyman-level, and who has access to medical benefits
    outside of the workplace. Further, a Guardsman is a disciplined, drug-
    free, physically-fit leader and role model for other employees.
          Building Resiliency. Service and family member well-being
    remains a top priority for the FLNG. Unemployment is just one factor of
    several that contributes to an elevated rate of divorce, suicide and
    other challenges for members of all military services and components.
    The FLNG is committed to mitigating these issues in order to maintain a
    ready and reliable force for the Nation.

                                   __________
    1. Opening Remarks
        Chairman Miller, Ranking Member Filner, distinguished Members of
    the Committee; I am honored to appear before you today, on behalf of
    the Adjutant General of Florida, Major General Emmett Titshaw and the
    12,000 members of the Florida National Guard.
        I welcome the opportunity to illustrate, through our story, a
    picture that is likely common across all of our States and territories.
    Over the last 6 months, our units have returned home after the largest
    mobilization of the Florida National Guard since World War II. We have
    served our Nation in Afghanistan, Iraq, Kuwait, Qatar, Saudi Arabia,
    and the Horn of Africa, as well as here in the National Capital Region
    and other regions of the globe. Guardsmen have proudly answered the
    call when needed but have returned home to face a different threat;
    unemployment. Closing businesses, fewer jobs and an overall economic
    decline have contributed to the struggle associated with redeployment
    of our forces. A number of great Federal, State and private programs
    exist to assist Guardsmen transitioning back to civilian life. The
    challenge that remains is finding or creating a link that joins our
    unemployed Guardsmen with existing resources or programs that result in
    a viable career. Through various testimonies over the past several
    months, the National Guard has presented evidence of our enduring value
    to the Nation, through our contributions to the Nation's defense at
    home and abroad, and by way of a ready and an accessible force. To
    maintain this cost-efficient resource, we must ensure our National
    Guard members are able to sustain and support their families with
    reliable, quality employment.
    2. FLNG Employment Circumstances
        Historically, unemployment ranges from roughly 14-38 percent across
    redeploying units of the Florida National Guard. In January 2011, the
    Florida National Guard initiated a statewide assessment of the
    unemployment rate among our units. To date, our surveys identified over
    1,700 soldiers who responded that they are unemployed. This represents
    17 percent of our Army National Guard force. The majority of these
    Guardsmen have been redeployed since July 2010. The 533rd Infantry
    Brigade Combat Team has been our largest redeploying unit with
    locations from Miami to Panama City. This unit returned this past
    December with more than 30 percent expressing civilian employment
    challenges.
        Though our detailed assessment of causes continues, the reasons are
    varied and include business closures, downsizing, and other economic
    factors that have impacted the entire Nation. Further, we have
    identified the greatest challenges to employment emerge months or years
    after the servicemember returns home. Currently there is no enduring
    program at the local level to address this need. During this economic
    downturn Florida has lost more than 900,000 nonagricultural jobs.
    According to the Office of Actuary, Department of the Veterans
    Administration, Florida has the fastest growing veterans' population in
    the Nation, with almost 1.7 million veterans. There are more than
    139,000 active, reserve and National Guard servicemembers who claim
    Florida as their home State of residence. The combination of decreasing
    jobs and a growing population of veterans contributes to the
    unemployment issue.
    3. What We Are Doing Now
        The Florida National Guard has successfully partnered on employment
    issues for many years with corporations such as Home Depot, CSX, and
    Lowes. Employer Support of the Guard and Reserve, Troops to Teachers,
    Helmets to Hard Hats and the Agency for Workforce Innovation, are some
    public and private organizations and programs that have also partnered
    with the Florida National Guard through our reintegration events which
    evolved into the Yellow Ribbon Program.
        In the fall of 2010, with the return of a large number of Florida
    National Guard units, the Adjutant General of Florida established the
    Florida Guard Family Career Connection (FGFCC), which joined with the
    Employer Partnership for Armed Services and Florida's Agency for
    Workforce Innovation, to assist our soldiers and Airmen. These
    organizations registered approximately 450 returning Infantry Brigade
    soldiers with their respective employment agencies and also provided
    resume and cover letter writing classes so soldiers could immediately
    post their resumes for any open position they found. The soldiers also
    had access to a consolidated employment Web site and were able to add
    their resumes to well known employment search engines. Despite these
    efforts, our Guardsmen continue to experience employment challenges,
    and we have discovered that many of these actually begin to materialize
    6-24 months after redeployment.
        The Florida National Guard is authorized one uniformed and two
    contract employees working in the capacity of Transition Assistance
    Advisors (TAA). These individuals have the responsibility to ensure the
    12,000 servicemembers are aware of the different benefits available
    after a deployment, and are challenged by these large numbers. In
    addition to the TAA, the Florida Employer Support of the Guard and
    Reserve Committee is responsible for gaining and maintaining employer
    support for Guard and Reserve. Through their Ombudsman, they work on
    the Uniformed Services Employment and Reemployment Rights Act (USERRA)
    issue resolution with Florida employers. Since October 2010 the ESGR
    has successfully resolved 77 USERRA cases. We currently have 3 cases
    pending resolution.
    4. What Else Can Be Done
        We're proud of the progress we have made in engaging our
    servicemembers and linking them to employers through the resources that
    I just highlighted. We believe, however, that there are still some
    measures that can be taken to enhance our ability to foster these
    relationships.
        Developing incentives for employers to seek out and hire National
    Guardsmen would begin to address the needs of the businesses that do
    support the National Guard, and encourage those that would like to
    support, but cannot afford to during these tough economic times. While
    a servicemember is deployed many businesses must hire a temporary
    employee to take the servicemember's civilian job. This creates a
    dilemma for the employer who must compensate for the loss of this
    highly skilled employee. Perhaps something can be done for these
    employers to reduce this burden. Due to recurring deployments this
    incentive should be perpetual.
        We are watching with interest several individual State programs
    that have already demonstrated value, but may be at risk of future
    funding. Identifying and adequately resourcing the successful ones is
    vital. One program, the Job Connection Education Program (JCEP) is
    funded through the Army National Guard, and piloted in the State of
    Texas. Since its establishment in March 2010, over 350 soldiers have
    been placed in jobs directly through the services of JCEP, and on
    average, are earning twice the wages of other veterans placed by the
    Texas Workforce Commission. Focusing on identifying and translating
    military experience into civilian job skills, many beneficiaries of
    this program have transitioned to careers as journeymen, rather than
    low-wage jobs as entry-level employees. This program is an adaptive
    process, continuously analyzing and discarding those activities that
    are ineffective, and enhancing those that work. It has progressed from
    placing just 4 veterans per month, to most recently over 50 per month
    into valuable careers.
        The Washington State National Guard instituted a similar full-time
    employment transition initiative to help link various programs for
    transitioning servicemembers. In 6 months, this program helped to
    employ 583 Guardsmen. Other examples of employment resources such as
    Direct Employers, the Employer Partnership of the Armed Forces and Save
    Our Veterans are available online and are tailored to assist veterans
    with translating military experience into civilian skill sets and
    connecting servicemembers to employers.
        However; without sustained resourcing, centralized planning,
    decentralized delivery and an individually-tailored plan,
    servicemembers may miss opportunities just for lack of knowing ``where
    to go.''
        For Florida National Guardsmen, we envision a one-stop shop that
    integrates complementary systems and locally ties them to employers.
    This program would provide an attractive menu of available skill sets
    to employers and convey the benefits of hiring Guardsmen. It would
    enable them to fill vacant positions and potentially create growth by
    presenting options to expand with more affordable costs. Additionally,
    this program would provide transition services to Guardsmen in an
    environment that eases the navigation through the numerous resources
    that are already available. Our armories and facilities, if properly
    resourced, are well-suited to house this type of enterprise because of
    their local ties to communities.
    5. Importance of Employing National Guard Soldiers
        The programs I've highlighted are just a few, and obviously require
    appropriate resourcing, but in the end, will pay dividends through
    other metrics.
        Reserve Component servicemembers who are employed are easier to
    retain in their respective services. We are at our peak of readiness,
    and the cost to replace and train even one servicemember is
    immeasurable. The institutional knowledge and experience that these
    combat-tested leaders possess cannot be learned overnight or even over
    several years. We cannot afford to lose this generation of soldiers and
    Airmen, as the negative consequences will impact the readiness that
    we've worked over a decade to achieve.
        Employers of National Guardsmen enjoy several economic benefits.
    Guardsmen arrive with trained skill sets, ranging from administrative,
    logistical, organizational, and maintenance to engineering, health
    services, and information technology. Often, their military-acquired
    skills exceed those of their civilian counterparts. Additionally, many
    transition with the Veterans' Administration or other military health
    entitlements that may reduce the cost of employer provided health
    insurance.
        In addition to the financial advantages of hiring Guardsmen,
    employers profit from the intangible qualities these employees bring to
    the workforce. They are disciplined, motivated, physically fit, and
    drug-free leaders. They are viewed as trusted role-models in their
    communities, and help bring credibility to any organization.
        Employed National Guardsmen are active in both their unit and their
    community. In this dual role they contribute to the economic growth of
    society. In Florida, more than $472 million is injected annually into
    the local communities by the presence of the National Guard.
    6. Building Resiliency
        Addressing issues of unemployment is just one means to tackle what
    has become an issue of resiliency, not just for the National Guard, but
    also for other components and services. Throughout the National Guard
    we have experienced elevated numbers of suicide, divorce and other
    issues associated with physical and mental health. Sadly, these
    problems have multiple components, become ``migratory,'' and ultimately
    affect whole families, schools, and communities. As servicemembers
    redeploy and transition to civilian life, hometown communities want to
    embrace them and provide a support network for full assimilation. A
    locally embedded resource that is postured to integrate employers,
    Guardsmen and other available resources to eliminate unemployment among
    our servicemembers is critical.
    7. Closing Remarks
        On behalf of Major General Emmett Titshaw and the 12,000 soldiers
    and Airmen of the Florida National Guard, the civilian workforce, and
    their families, I would like to thank you for your service to this
    great Nation. It has been an honor to be with you today and I am
    grateful that I have had the opportunity to speak on this important
    issue. I look forward to your questions.

                Prepared Statement of Ruth A. Fanning, Director,
      Vocational Rehabilitation and Employment Service, Veterans Benefits
              Administration, U.S. Department of Veterans Affairs
        Chairman Miller, Ranking Member Filner, and Members of the
    Committee, thank you for inviting me to appear before you today to
    discuss the Department of Veterans Affairs (VA) Vocational
    Rehabilitation and Employment (VR&E) program. I am pleased to appear
    before you to discuss the vitally important topic of veterans'
    employment. We look forward to continuing our strong collaboration with
    this Committee and the entire Congress as we work together to enhance
    the delivery of services and benefits for veterans with disabilities
    seeking to live independent and productive lives through successful
    careers.
    Overview of the VR&E Program
        The VR&E program is designed to assist disabled servicemembers in
    their transition to civilian life and suitable employment and careers.
    Our primary mission is to assist veterans with service-connected
    disabilities through our VetSuccess program to prepare for and obtain
    suitable and sustainable employment through the provision of services
    individually tailored to each veteran's needs.
        VetSuccess Program: VR&E VetSuccess services begin with a
    comprehensive evaluation to help veterans identify and understand their
    interests, aptitudes, and transferable skills. Next, vocational
    exploration focuses veterans' potential career goals in line with
    labor-market demands. This allows veterans to participate as partners
    with their counselors in the development of a rehabilitation plan that
    builds on their transferable skills and ultimately assists them in
    achieving their career goals. To help veterans accomplish their
    rehabilitation goals, VR&E provides a broad range of employment
    services including:

          Translation of military experience to civilian skill
    sets;
          Direct job-placement services;
          Short-term training to augment existing skills to
    increase employability (e.g., certification preparation tests and
    sponsorship of certification);
          Long-term training including on-the-job training,
    apprenticeships, college training, or services that support self-
    employment;
          Independent living services for those veterans so
    severely disabled they may not currently be able to work, with the goal
    of exploring vocational options when each individual is ready; and
          On-going case-management assistance throughout their
    rehabilitation programs to assist with any needs that would interfere
    with retention and completion to the point of employment.

        Coming Home to Work (CHTW) Program: To maximize early intervention
    to assist transitioning servicemembers to achieve suitable careers,
    prevent underemployment, and mitigate risks of homelessness, VR&E
    provides extensive outreach and early intervention services through our
    CHTW program. Under this program, full-time VR&E rehabilitation
    counselors are assigned to 13 military treatment facilities to assist
    disabled servicemembers in planning for their next careers. We also
    have CHTW coordinators in every regional office working with Department
    of Defense (DoD) Warrior Transition Units and programs, coming home
    events, Guard and Reserve Yellow Ribbon events, and Post Deployment
    Health Reassessments, with the goal of encouraging members and new
    veterans to enter programs of services that will assist them in
    achieving their individual career goals.
        The FY 2012 budget request includes an increase of 132 direct FTE
    to support additional outreach and early intervention programs,
    including:

          110 employees are requested to increase VR&E's early
    intervention and outreach program in the joint VA/DoD Integrated
    Disability Evaluation System (IDES). VR&E rehabilitation counselors at
    the selected IDES sites will provide separating servicemembers with a
    mandatory initial counseling session, followed by continued vocational
    services for eligible servicemembers who elect to participate in the
    VR&E program. Initial meetings will inform servicemembers of the
    availability of benefits and services through VR&E and other VA
    education programs. In many cases, this will allow training and
    preparatory services to begin while the servicemember is still in the
    IDES process.
          Nine additional FTE are requested to expand VA's
    VetSuccess on Campus initiative. This program, already in place at
    eight campuses, supports veteran-students in completing college
    educational benefits, such as the Post-9/11 GI Bill, to assist them to
    complete college and enter fulfilling careers. VR&E rehabilitation
    counselors and Vet Center counselors provide strong on-campus support
    systems that include counseling services, assistance in accessing VA
    benefits, help in overcoming barriers that may include physical or
    mental health issues, assistance in connecting with other veteran-
    students, and assistance with employment.

        In addition, VR&E is in the process of modernizing the Disabled
    Transition Assistance Program (DTAP). Program content will be
    specifically tailored to servicemember and veteran audiences, and DTAP
    will be deployed in multiple channels, including the traditional on-
    location base sessions, the web, and portable media. This new multi-
    media-channel approach will make DTAP available to veterans and family
    members on a ``just-in-time'' basis. In addition, enhanced content will
    make information comprehensive and more easily understood.
    Transforming VR&E to a 21st Century Program
        VR&E Service recently launched a transformation project geared to
    make our program the premier 21st century vocational rehabilitation and
    employment program. VR&E's transformation effort focuses on modernizing
    and streamlining services using a veteran-centric approach.
        VR&E's transformative changes include allowing veterans more choice
    in their appointment scheduling through automated scheduling, and
    expediting veterans' entry into a rehabilitation program by
    streamlining and expediting the evaluation and planning process through
    reduction of required processes and paperwork performed by VR&E
    counselors. The VR&E program plans to release a knowledge management
    portal to simplify counselors' access to regulations, guidance, and
    other policy information needed to perform their jobs. VR&E is also
    developing methods and business rules to move to a paperless processing
    model that incorporates self-service. All of these initiatives focus on
    simplifying processes and streamlining the program so that veterans may
    more quickly and easily access services resulting in employment.
        Working in collaboration with VA's Innovation Initiative (VAi2),
    VR&E Service is engaged in innovative initiatives to build self-
    employment incubators and tools, leading to more veteran-owned
    businesses and self-management that will allow the most seriously
    disabled veterans to work in the career of their choosing and live as
    independently as possible. We are also conducting a VA employee
    innovation competition to allow the staff working every day with our
    veterans to identify additional program enhancements. Important
    partners in the self-employment innovation have included the Small
    Business Administration and VA's Office of Small and Disadvantaged
    Business Utilization.
    Employment Initiatives
        As illustrated in my testimony thus far, veteran employment is the
    fundamental mission of the VR&E VetSuccess program. Success relies on
    early intervention, smart processes, productive partnerships, good
    rehabilitation planning, and retention to the point that each veteran
    is job-ready. Although all of these areas are vitally important, the
    most important are those services that assist job-ready veterans to
    cross the finish line and land the career that they have prepared for
    throughout their civilian and military experiences.
        In FY 2010, out of the 10,038 veterans that were successfully
    rehabilitated from the program, 51 percent were hired in the private
    sector, 33 percent were hired with the Federal Government, 12 percent
    were hired with State and local government, and 4 percent were hired
    with faith-based and community organizations. Of note, 79 percent of
    veterans were employed in professional, technical, or managerial
    careers, earning an average starting salary of $38,734 annually.
        I would like to highlight some specific VetSuccess initiatives
    focused on assisting veterans to obtain and maintain suitable
    employment consistent with their potential and interests.

          Employer Education: VR&E staff work with all employment
    sectors to help them understand the smart business decision that hiring
    a veteran represents. Veterans bring with them a high degree of
    discipline, an understanding of both leadership and teamwork, a drive
    to achieve the mission, and a work ethic and maturity that are
    difficult to rival.
          Executive Order 13518: VR&E is working aggressively with
    government agencies and departments to implement the Executive Order to
    hire veterans. VR&E is assisting these government employers in
    understanding special veteran and VR&E program hiring authorities and
    promoting their utilization of the VR&E Non-paid Work Experience (NPWE)
    Program--an internship program that allows a government entity to ``try
    out'' a veteran for a job at no cost. We are also encouraging them to
    take advantage of recruitment opportunities through VetSuccess.gov, a
    Web site designed by VR&E for veterans seeking employment and employers
    seeking veteran-employees.
          Private-Sector Employers: VR&E works with the private
    sector to understand tax credits, special employer incentives, and on-
    the-job training programs available when hiring veterans, as well as
    the VetSuccess.gov program.
          Career Fairs: VR&E participates in live and virtual
    career fairs. These fairs allow veterans to meet large numbers of
    employers in one location, whether in their community or via the
    internet; view and apply for jobs; chat live with recruiters; and
    participate in job interviews on the spot or via internet chat. VR&E is
    actively marketing these job fairs through multiple venues. VR&E
    partners are also linking to the VetSuccess Web site. Recently, on a
    Jumbo Tron in Times Square, New York, a partner advertised VetSuccess
    in conjunction with an upcoming career fair.
          Troops to Counselors: VR&E developed the Troops to
    Counselors Initiative to increase the number of veterans hired as
    Vocational Rehabilitation Counselors within VBA. This initiative
    introduces veterans with bachelors degrees in human services, and those
    interested in the human services field, to the field of rehabilitation
    counseling, one of the top 10 growth industries. It will also fast
    track employment since students may be hired as administrative staff
    using the Student Career Experience Program (SCEP) at any point during
    their bachelors and graduate programs, and hired as counselor interns
    once they enter the internship portion of their graduate programs.
    Participation in SCEP allows VBA to hire graduates noncompetitively.
    VR&E has set a goal that 60 percent of new vocational rehabilitation
    counselor hires in 2014 and beyond will be veterans.
          VetSuccess.gov: The VetSuccess.gov Web site has been
    enhanced to provide a one-stop resource for both disabled and able-
    bodied veterans and family members to access services during
    transition, campus life, job search, and career attainment. The program
    also assists veterans with disabilities to maximize independence in
    their homes and communities. The Web site includes a job board for
    employers desiring to hire veterans; resume builders and upload tools
    that allow veterans to utilize resumes already developed; a military-
    to-civilian jobs translator; aggregator tools for employers seeking
    certain skill sets and for veterans seeking specific jobs; and a
    feedback mechanism to self-report employment gained through the site.
    The job-board feature of VetSuccess.gov currently connects over 68,000
    veterans with over 1,500 employers. Veterans also have access through
    the Direct Employers Job Central career board to over 4 million jobs,
    with additional links to other popular and highly populated job boards.
    Other enhancements to the site include self-assessment tools and
    interactive maps that drill down to resources in the veteran's
    community. Future enhancements will include self-assessment tools, an
    enhanced military-to-civilian-jobs translator, and linkage to E-
    Benefits effective next month, allowing self-service features such as
    checking the status of a specific employment application.
          Stakeholder Relationships: Relationships with
    stakeholders including DoD, the Department of Labor (DoL), the
    Department of Education's Rehabilitation Services Administration (RSA),
    private and public sector employers, and non-profit organizations are
    vital to the success of the VR&E program. Key stakeholders such as RSA
    and DoL play significant roles in working with VR&E toward the ultimate
    goal of suitable employment of veterans.
                Rehabilitation Services Administration (RSA): VR&E
    has several MOAs in place with local State Vocational Rehabilitation
    programs and is in the process of finalizing a national MOA with RSA.
    Our Employment Coordinators join the Council of State Administrators of
    Vocational Rehabilitation ``NET'', or national employment team, opening
    up a larger number of employer contacts and employment opportunities
    for veterans. In addition, shared training has helped to build skill
    sets, share best practices, and build networks important to success in
    job placement.
                Department of Labor (DoL): DoL is a key partner in
    the placement of veterans with disabilities. DoL's grant-funded
    Disabled Veterans' Outreach Program (DVOP) specialists, and Local
    Veterans' Employment Representatives' (LVERs') primary roles are to
    assist job-ready veterans with disabilities to obtain and sustain
    employment. In addition, these staff members assist able-bodied
    veterans in their job searches. VA and DoL have an ongoing joint work
    group, along with State Workforce Agencies, which developed and rolled
    out a best-practice model and standard operating procedures, and
    provided training to staff from all organizations. In addition DoL
    worked with VR&E and the State Workforce Agencies to co-locate a DVOP
    specialist or LVER at each of the 57 VR&E regional office locations.
    The joint work group monitors and measures progress and successes and
    provides assistance to offices as needed.

    Conclusion
        VA continues to seek new and innovative ways to assist veterans in
    achieving their goals for full, productive, and meaningful lives and
    careers. Our focus is on helping veterans build upon the excellent
    skills gained through their military service, providing streamlined
    services resulting in career employment. VA will continue to work with
    all sectors of Government and private and public employment communities
    to assist veterans in reaching their highest potential in this
    challenging
    economy.

        Chairman Miller, Ranking Member Filner, and Members of the
    Committee, this concludes my statement. Thank you again for the
    opportunity to testify. I will be happy to respond to any questions.

                Prepared Statement of Hon. Raymond M. Jefferson,
        Assistant Secretary, Veterans' Employment and Training Service,
                            U.S. Department of Labor
        Chairman Miller, Ranking Member Filner, and Members of the
    Committee:

        Thank you for the opportunity to appear as a witness before the
    Committee and speak to you on Putting America's Veterans Back to Work.
        The Veterans' Employment and Training Service (VETS) proudly serves
    veterans and transitioning servicemembers by providing resources and
    expertise to assist and prepare them to obtain meaningful careers,
    maximize their employment opportunities and protect their employment
    rights. We do that through programs that are an integral part of
    Secretary Solis's vision of ``Good Jobs for Everyone.''
        For the purposes of this hearing today, I would like to elaborate
    on our programs and initiatives that assist America's Veterans in
    getting to or back to work.
    Putting Veterans Back to Work--the Jobs for Veterans State Grants
            Program
        The first program that I would like to highlight for you is the
    Department's Jobs for Veterans State Grants (JVSG) Program. Under this
    grant program, the Department offers employment and training services
    to eligible veterans by allocating funds to State Workforce Agencies in
    direct proportion to the number of veterans seeking employment within
    their State. The grants support two distinct JVSG programs: (1) the
    Disabled Veterans' Outreach Program (DVOP) and (2) the Local Veterans'
    Employment Representatives (LVER) program.
        I am pleased to see that the National Association of State
    Workforce Agencies is testifying today. Their members are core partners
    in the public workforce system that operates the One-Stop Career
    Centers where the DVOPs and LVERs provide services to veterans.
        In the Department's first JVSG program, DVOP specialists provide
    intensive employment services and assistance to meet the employment
    needs of eligible veterans. DVOPs do this primarily at the Nation's
    One-Stop Career Centers funded through the Workforce Investment Act.
    Our specialists also provide recovery and employment assistance to
    wounded and injured servicemembers receiving care at Department of
    Defense military treatment facilities, the Army's Warrior Transition
    Units, the Navy Safe Harbor Program, the Air Force Wounded Warrior
    Program and the Marine Corps Wounded Warrior Regiments through the
    Recovery & Employment Assistance Lifelines (REALifelines) program.
        In the Department's second JVSG program, LVER staff reach out to
    employers and engage in advocacy efforts with hiring executives to
    increase employment opportunities for veterans, encourage the hiring of
    disabled veterans, and generally assist veterans to gain and retain
    employment. They are often members of One-Stop Career Center business
    development teams. LVERs also conduct seminars for employers and job
    search workshops for veterans seeking employment, and facilitate the
    provision of employment, training, and placement services to veterans
    by all staff of the employment service delivery system.
        Last year, the JVSG provided services to nearly 589,000 veterans,
    and 201,000 veterans found jobs.
    Putting Disabled Veterans to Work--Vocational Rehabilitation
        VETS also collaborates with the Department of Veterans Affairs to
    support disabled veterans in the Vocational Rehabilitation and
    Employment (VR&E) program. DVOPs are outstationed at VR&E offices to
    provide employment information to VR&E participants during their
    rehabilitation program, and refer them at the end of the program to
    DVOPs at One-Stop Career Centers. The DVOPs at One-Stop Career Centers
    then provide intensive services to referred participants to assist them
    in obtaining employment.
        Besides working with job-ready veterans, the outstationed DVOP is
    involved at the front end of the VR&E process to help veterans
    determine local labor market information. This interaction facilitates
    the rehabilitation planning process by providing the veteran and the
    VR&E counselor with current data on salary and job outlook as well as
    increasing understanding of working conditions for specific
    occupations.
        There is currently either a DVOP specialist or LVER outstationed at
    least half-time in 48 of the VA Regional Offices and in 19 satellite
    offices. In FY 2010, 4,989 disabled veterans who completed VR&E were
    referred to the State Workforce Agencies for intensive employment
    services. Of these, 1,764 were placed into employment.
    Putting Homeless Veterans Back to Work--the Homeless Veterans'
            Reintegration Program
        The Homeless Veterans' Reintegration Program (HVRP) is another
    initiative to assist America's veterans in getting back to work.
    Through HVRP, the Department provides competitive grants to State and
    local workforce investment boards, State agencies, local public
    agencies, and private non-profit organizations, including faith-based
    organizations and neighborhood partnerships. HVRP grantees provide an
    array of services utilizing a holistic case management approach that
    directly assists homeless veterans and provides training services to
    help them to successfully transition into the labor force.
        In Program Year (PY) 2009, over 14,000 homeless veterans
    participated in this program through 96 grants, and 8,470 were placed
    into employment.
    Putting Veterans Back to Work--Training with the Job Corps
        In June of 2010, VETS and the Employment and Training
    Administration's (ETA's) Job Corps program developed a demonstration
    project to help younger veterans get back to work. Through this
    demonstration project, VETS and Job Corps offer additional educational
    and career technical training at one of three specific Job Corps
    centers to eligible veterans and transitioning servicemembers who are
    24 years old or younger. Participants will receive free transportation
    to and from the Job Corps center, housing, meals, basic medical
    services, and academic and career technical training. When veterans are
    ready to start looking for a job, staff will work with them to find job
    openings and submit resumes. Job Corps will help graduates for up to 21
    months after graduation to connect with housing, transportation, and
    other support services.
        We have worked with Job Corps to streamline the program so that it
    recognizes the maturity and life experience that our veterans have
    gained from their military experience. Job Corps employs a
    comprehensive career development training approach that teaches
    academic, career technical, employability skills, and social
    competencies in an integrated manner through a combination of
    classroom, practical and work-based learning experiences to prepare
    participants for stable, long-term employment in high-demand jobs. Job
    Corps graduates have the opportunity to earn an industry-recognized
    certification or credential that supports the skills and knowledge
    gained through career training.
    Putting Veterans Back to Work--the Veterans' Workforce Investment
            Program
        Yet another way the Department is working to help veterans get back
    to work is through the Veterans' Workforce Investment Program (VWIP).
    Through VWIP, the Department awards competitive grants geared toward
    focused training, re-training and employment opportunities for recently
    separated veterans, veterans with service-connected disabilities,
    veterans with significant barriers to employment and veterans who
    served on active duty during expeditions or campaigns for which
    specific badges were awarded. These grants are awarded to meet the
    needs of employers for qualified workers in high demand industries,
    particularly those occupations requiring a license or certification.
        In FY 2009, VWIP was refocused to provide training and employment
    services in green energy occupations as envisioned in the Green Jobs
    Act of 2007. There are currently 22 grants serving 4,600 veterans.
    Putting Transitioning Servicemembers to Work--the Transition Assistance
            Program
        Our primary program for assisting individuals with their transition
    from the military to the civilian workforce is the Transition
    Assistance Program (TAP). TAP is an interagency program delivered via a
    partnership involving the Department of Defense, DoL VETS, the
    Department of Veterans Affairs, and the Department of Homeland
    Security. VETS provides an employment workshop that is a comprehensive
    two-and-a-half-day program during which participants are provided
    relevant skills and information, such as job search techniques, career
    decision-making processes, and current labor market conditions.
        Currently, VETS uses a mix of contractors, VETS Federal staff,
    Disabled Veterans' Outreach Program specialists, and Local Veterans'
    Employment Representatives as TAP facilitators. In the future, however,
    VETS will transition to all skilled contract facilitators with DVOPs
    continuing their involvement in the workshops as subject matter
    advisors.
        VETS is taking the unprecedented step of completely redesigning and
    transforming the TAP employment workshop. We are creating experiential,
    effective, and enduring solutions for a successful transition from
    military to civilian life and employment. The new TAP will be based on
    established best practices in career transition. The request for
    proposals was issued on April 15, 2011. Our goal is to have the new
    workshop implemented by Veterans' Day 2011.
        Last year, nearly 130,000 transitioning servicemembers and spouses
    attended a TAP employment workshop given at one of 272 locations world-
    wide.
    Putting Veterans Back to Work--Employer Partnerships
        I am pleased to see that the U.S. Chamber of Commerce and the
    Society for Human Resource Management (SHRM) are testifying today. VETS
    created, and is implementing, a new approach to employer outreach that
    involves pilot programs and partnerships with both these organizations.
    These partnerships are giving us much broader access to employers so
    that we can communicate the value of hiring a veteran and how to access
    this extraordinary source of talent. It also allows us to educate
    employers about the unique skills veterans bring with them based on
    their military experience. Connecting the talent pool with the many
    companies looking to hire veterans allows for a more efficient hiring
    process for many veterans and employers.
        The Chamber is working to identify 100 hiring fairs exclusively for
    veterans, transitioning servicemembers and their spouses. In the
    partnership, the U.S. Chamber and its affiliates focus primarily on
    securing the participation of employers while the VETS team focuses on
    obtaining participation by veterans, transitioning servicemembers and
    their spouses. The larger hiring fairs are titled ``Mega-Hiring
    Fairs.'' An example was the hiring fair in Chicago on March 24, 2011
    that connected over 100 employers with over 1,000 veterans,
    transitioning servicemembers, and spouses.
        VETS is working with SHRM to identify opportunities for VETS State
    managers to meet with local SHRM chapters to connect veterans seeking
    employment with companies who are hiring. For VETS this is an effective
    and efficient way to connect employers and veterans. We are also
    working with SHRM in the development of an H.R. Toolkit that will
    provide employers with the methods and procedures to establish a
    veteran hiring program and to hire veterans.
    Demographics of Veterans Placed into Employment by VETS Programs
        In your letter of invitation, you requested specific demographic
    information. Unfortunately, our reporting systems do not provide much
    of the information that you requested. However, I am able to provide
    the following:

              In FY 2010, for the VETS' JVSG program, 13 percent of all
            participants were recently separated veterans, meaning they had
            left the service within 3 years.
              In PY2009 in the HVRP program, 6.1 percent of the veterans
            had been out of the service 3 years or less, 6.0 percent had
            been out 4-7 years, 4.9 percent were out of the service 8-11
            years, 5.6 percent had been out of the service 12-15 years,
            11.3 percent were out 16-19 years, and 66.1 percent were out 20
            or more years.
              In PY2009 under the VWIP program, 22.4 percent of the
            participants had been out of the service 3 years or less, 9.4
            percent had been out 4-7 years, 5.6 percent were out of the
            service 8-11 years, 6.0 percent had been out of the service 12-
            15 years, 9.3 percent were out 16-19 years, and 47.3 percent
            were out 20 or more years.
              The average salary 6 months after placement for veterans in
            the JVSG program (FY 2010) was $30,804. We do not collect
            information at other periods of time in the JVSG program.
              In the HVRP and VWIP programs we collect salary data at three
            intervals. All salaries provided are for PY2009.
              The average initial salary for veterans in the HVRP program
            was $21,133 and the average initial salary for veterans in the
            VWIP program was $31,533.
              The average salary between 6 months and a year after
            placement for those veterans in the HVRP program was $22,818
            and in the VWIP program it was $33,446.
              You also asked for the status of the contract for the
            National Veterans' Training Institute (NVTI). The request for
            proposals closed on April 21, 2011, and we are currently
            evaluating the submitted proposals. We plan to make an award by
            mid-June 2011.

        This concludes my statement and I would be happy to respond to any
    questions.
                       MATERIAL SUBMITTED FOR THE RECORD

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011

    Richard A. Hobbie
    Executive Director
    National Association of State Workforce Agencies
    444 North Capitol Street, NW, Suite 142
    Washington, DC 20001

    Dear Richard:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax your responses to Debbie at 202-225-2034. If you
    have any questions, please call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds

                                   __________

                       National Association of State Workforce Agencies
                                                        Washington, DC.
                                                         August 3, 2011
    Honorable Bob Filner
    Ranking Democratic Member
    Committee on Veterans' Affairs
    U.S. House of Representatives
    335 Cannon House Office Building
    Washington, DC 20515

    Attention Debbie Smith:
        I am pleased to submit responses to questions raised as a result of
    my testimony before the Committee at the hearing entitled, ``Putting
    America's Veterans Back to Work'' which took place on June 1, 2011.
        Please let me know if you would like further information.

                Sincerely,

                                                         Richard Hobbie
                                                     Executive Director
    Attachment

                                   __________

        Question 1: How can we help employers understand the qualifications
    veterans and servicemembers have to offer?

        Answer: With limited resources, State Workforce Agencies (SWA)
    attempt to make labor exchange services as efficient as possible. SWAs
    and local one-stop career centers work closely with unemployed veterans
    to gain a sense of their skills, and they assist them either to apply
    directly for available jobs, or if needed, they offer intensive
    services up to and including training.
        The SWAs have used web services, such as the National Labor
    Exchange (NLX) and the MOS crosswalk page at O*Net, where employers and
    veterans can relate the Military Occupational Classification with the
    private sector Occupations. Today much of the interaction between job
    seekers and employers occur thru Web sites.
        The Transition Assistance Program (TAP) can help veterans learn how
    to communicate with employers in ways employers understand, and make
    connections for potential employment. Requiring all of the armed
    services to mandate transitioning members to attend TAP would help
    prepare them for connecting with employers.
        Promotional efforts to demonstrate the value of hiring a veteran
    and to better define the qualifications of a veteran or servicemember
    need to be increased. Congressional support for such efforts would help
    to maintain this as a priority.
        The employer tool kit developed by the U.S. Department of Labor
    Veterans Employment and Training Service (VETS) is an excellent start,
    but may need to be marketed better to employers. The link is in a
    prominent spot on the VETS Web site, but could be identified better
    with an icon or something to attract attention. VETS could promote the
    tool kit more directly with employer groups and associations. The tool
    kit is available at: (http://www.americasheroesatwork.gov/forEmployers/
    HiringToolkit). Many other groups and agencies also have developed
    employer tool kits.

        Question 2: Do you think that employers are looking for a labor
    pool of applicants with marketable and transferable job skill that
    veteran's lack?

        Question 2(a): What types of jobs are most veterans likely to
    qualify for and do those jobs exist or are there enough of those jobs?

        Answer: To answer this question with any specificity we would need
    to discuss the skills of specific categories of veterans. For example,
    if we look at the education levels of veterans, we find veterans have a
    wide range of educational backgrounds. In the four categories shown in
    Appendix A, veterans have an education distribution equal to or better
    than the general population.
        We do not have data on unsuccessful matches between the veteran job
    seeker and available jobs; real-time labor market information and
    analysis may help, but the ability to do this is just now emerging
    among States.
        We have information on veterans who get training under the
    Workforce Investment Act. The data show more than 28,000 veterans
    received services in program year 2010, including training, to help
    them gain skills needed to obtain new jobs.

        Question 3: What grade would you give employers for understanding
    the Uniformed Services Employment and Reemployment Rights Act (USERRA)?

        Question 3(a): What grade would you give to employers for USERRA
    compliance?

        Answer: NASWA and the SWAs are not involved directly with USERRA.
    VETS, especially the State Directors for Veterans Employment and
    Training (DVETs), have the primary responsibility for the USERRA
    program. Also, representatives for the Employer Support for the Guard
    and Reserve (ESGR) assist in processing initial USERRA questions and
    complaints. Workforce system staff members, especially DVOPs and LVERs,
    are knowledgeable about the basic criteria under USERRA, and refer
    veterans to the DVET in their State, or to ESGR representatives.
        NASWA does not have specific data on program understanding by
    employers; anecdotal evidence would indicate a good deal of
    understanding. The Society of Human Resource Managers (SHRM) conducted
    a survey in 2010; the results are shown in Appendix B.
        Although the SHRM survey is based on a relatively small sample of
    employers, it demonstrates a need to improve education of employers
    about their responsibilities under USERRA. There is heavy employer
    involvement in membership in DirectEmployers, which partners with NASWA
    to run the National Labor Exchange and VetCentral.
        There is evidence from VETS that the number of official complaints
    filed against employers has remained relatively constant for the last 5
    years, which may indicate at least there is not a growing problem. In
    2010, there were 1,438 new USERRA cases, plus 244 carry over cases.
    This compares with the following caseloads:

        2005--1,252 cases
        2006--1,434 cases
        2007--1,365 cases
        2008--1,426 cases
        2009--1,431 cases

        According to VETS, approximately one third of the meritorious cases
    each year are resolved, one third of the cases are not supported by
    evidence, and one third of the cases are withdrawn or were not eligible
    under USERRA.
    Appendix A

                                        Educational Attainment by Veteran Status
    ----------------------------------------------------------------------------------------------------------------
                                                  Percent distribution
    -----------------------------------------------------------------------------------------------------------------
                                                                                                Some
                                                                  Less than a  High school   college or    College
                           Veteran status                         high school   graduate,    associate     graduate
                                                                    diploma     no college     degree
    ----------------------------------------------------------------------------------------------------------------
    Nonveterans                                                          14.3         30.8         27.6         27.2
    ----------------------------------------------------------------------------------------------------------------
    Veterans                                                              7.4         32.7         32.8         27.1
    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era II veterans                                              1.5         29.2         45.9         23.4
    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era I veterans                                               1.5         28.0         41.4         29.1
    ----------------------------------------------------------------------------------------------------------------
    WWII, Korean War and Vietnam-era veterans                            10.2         32.3         28.9         28.6
    ----------------------------------------------------------------------------------------------------------------
    Source: Bureau of Labor Statistics, Current Population Survey, annual averages 2009, at: www.bls.gov/spotlight/
      2010/veterans

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011

    Jolene Jefferies
    Vice President, Strategic Initiatives
    DirectEmployers Association
    9002 North Purdue Road
    Quad III; Suite 100
    Indianapolis, IN 46268

    Dear Jolene:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax your responses to Debbie at 202-225-2034. If you
    have any questions, please call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds

                                     ______

                                 June 29, 2011
    To:     The Honorable Bob Filner, Ranking Democratic Member House
            Committee on Veterans' Affairs
    From:  Jolene Jefferies, VP Strategic Initiatives DirectEmployers
            Association
    Re:     Response to Your Letter of June 22, 2011

    Mr. Filner, my answers to your questions are noted below:
       Committee on Veterans' Affairs U.S. House of Representatives Post-
       Hearing Questions for Ms. Jolene Jefferies From the Honorable Bob
                                     Filner
              Putting America's Veterans Back to Work June 1, 2011
        Question 1: Are contractors aware of Federal Contractor Job
    Listings?

        Response: Yes, employers who are Federal contractors are aware of
    Federal Contractor Job Listings requirements. The affirmative action
    provisions of VEVRAA require covered contractors and subcontractors to
    take affirmative action to employ and advance in employment qualified
    covered veterans (38 U.S.C. 4212(a)). To implement the affirmative
    action requirement, VEVRAA and its implementing regulations found at 41
    CFR Parts 60-250 and 60-300, require contractors and subcontractors to
    list most employment openings with an appropriate employment service
    delivery system and each such employment service delivery system is to
    provide protected veterans priority referrals to such openings.
        Positions that will be filled from within the contractor's
    organization and positions lasting 3 days or less are exempt from this
    mandatory job-listing requirement. Listing employment openings with the
    State workforce agency job bank or with the local employment service
    delivery system where the opening occurs will satisfy the requirement
    to list jobs with the local employment service delivery system. The
    Office of Federal Contract Compliance Programs (OFCCP) is responsible
    for ensuring compliance with requirements in VEVRAA that contractors
    list their employment openings with the appropriate employment service
    delivery system. Employers know they can find additional information
    regarding compliance with the job listing requirement on the OFCCP Web
    site in the form of FAQs http://www.dol.gov/ofccp/regs/compliance/faqs/
    jvafaqs.htm.
        DirectEmployers Association, in partnership with the National
    Association of State Workforce Agencies (NASWA), operates the
    JobCentral National Labor Exchange (NLX) (http://www.jobcentral.com/).
    The NLX (http://www.directemployers.org/about/national-labor-exchange/)
    was selected by NASWA in March, 2007, to provide job seekers, employers
    and State workforce agencies a cost-effective transition from America's
    Job Bank (AJB) when it was discontinued by the U.S. Department of Labor
    in June, 2007.
        The NLX provides a wide range of employment services to
    participating State workforce agencies, from job listing distribution
    to and from State employment Web sites, web traffic and search engine
    optimization (SEO) services and much more--all at no cost. The
    comprehensive NLX network of 50 individual State sites is powered by
    DirectEmployers' Employment Search Engine. The site uses advanced
    search technology to index (``spider'') jobs from thousands of
    individual employer sites. When job seekers click on a job title on the
    search results page they are linked directly to the job on the
    company's Web site or a State job bank's site, depending on the origin
    of the job posting.
        As a parallel service of the NLX, DirectEmployers also created
    VetCentral (www.jobcentral.com/vetcentral/). VetCentral is designed to
    assist our member companies, most of whom are Federal Government
    contractors, to comply with the mandatory job listing requirements of
    VEVRAA, amended by the Jobs for Veterans Act (JVA).
        VetCentral distributes the new job openings each day to some 3,000
    One-Stop Career Centers putting these jobs directly into the hands of
    staff (e.g., the Local Veteran Employment Representatives and the
    Disabled Veteran Outreach Program Coordinators) dedicated to helping
    veterans find jobs. The job listings are sent directly to the Center
    nearest the job location.
        While the member companies of DirectEmployers Association are large
    and often distribute hundreds of jobs each week, we have created a tool
    within VetCentral to allow small companies to post jobs one at a time
    and have them distributed directly to the nearest One Stop Center and
    veteran employment staff at the Center. The cost of this service is
    underwritten by our members so it is free to the small companies and
    costs the taxpayers nothing.
        For a more detailed description about the JobCentral National Labor
    Exchange (NLX) (http://www.directemployers.org/about/national-labor-
    exchange/) and the accomplishments of the NLX, please see Attachment 1.
        Question 2: Why is there no official list of Federal Contractors?
        Response: The OFCCP does not appear to have an effective way within
    their own organization to track Federal contractors and the contact
    names and information of each contractor's CEO, the company's chief
    hiring official, the company's Equal Employment/Affirmative Action
    compliance officer, and each State workforce agency's contact person
    for affirmative action compliance. The OFCCP needs this information for
    assessing contractor compliance with Section 4212 and their employment
    of veterans. To reduce administrative burden, employers prefer
    providing the OFCCP with the chief hiring official's contact
    information rather than each local hiring manager's name and/or a
    company contact name on each individual job posting. Similarly, State
    workforce agencies prefer that the OFCCP work through a single point of
    contact from each State agency, such as an administrator or State
    manager, rather than working with a local DVOP or LVER when a question
    about a Federal contractor's compliance audit regarding Federal
    contractor job listings may arise.
        The Office of Management and Budget (OMB) has a Web site to track
    and publish the names of Federal contractors (see Attachment 2 about
    USASpending.gov), but it doesn't appear that this Web site or database
    is adequately and appropriately utilized across Federal agencies, such
    as the OFCCP. Rather than creating their own separate system to track
    much of the same information that the OMB is currently tracking on
    Federal contractors, the OFCCP should leverage the use of OMB's
    database to track and access the contact names and contact information
    for each Federal contractor and each State workforce agency to ensure
    the right individuals from these organizations receive data and
    information from Federal agencies when communications deal with, or are
    about, the employment and retention of veterans or a compliance audit.
        Thank you for the opportunity to respond to these additional
    questions. Please let me know if I may be of further assistance.

                Respectfully submitted,

                                                       Jolene Jefferies
                                               VP Strategic Initiatives

    Attachments:
    1--Description of the NLX and its Accomplishments
    2--OMB Tracks Federal Contractors

                                     ______

          Attachment 1: Description of the NLX and its Accomplishments
                    JOBCENTRAL NATIONAL LABOR EXCHANGE (NLX)
    What is the NLX?
        The JobCentral National Labor Exchange (NLX) is a sophisticated
    electronic labor exchange solution. This online network connects
    businesses and State workforce agencies in their mission to create a
    cost-effective system that improves labor market efficiency and
    reflects our Nation's diverse workforce.
        The NLX network connects over 5,000 large employers and their job
    opportunities with the publicly operated State job banks--vastly
    expanding the number of searchable job opportunities for jobseekers and
    providing employers the ability to meet hiring goals. Further, NLX
    allows State operated job banks to seamlessly exchange job opportunity
    content collected through the activities of State workforce agencies
    business representatives.
    How does it work?
        In an automated and cost effective fashion, the NLX gathers
    currently available and unduplicated job opportunities from verified
    employers and pushes that content into State workforce agency sites to
    reach a maximum number of jobseekers. The NLX is not a destination
    point where you apply for a position, but rather a jobs content
    provider directing jobseekers back to the where the job opportunity
    originated (e.g., the job may have been originally posted on a State
    job bank or an employer's corporate Web site).

    Who are the NLX Principals?
        This unique public-private venture is the result of an alliance
    between NASWA, an association representing State workforce agencies,
    and DirectEmployers Association, an organization representing primarily
    Fortune 500 companies. NLX leverages private, non-profit-owned
    technology with existing State workforce agency resources and combines
    the agility and innovation of the private sector with the public
    sector's ability to offer information and services in a trusted
    environment.
    How does the NLX help employers?
        The NLX plays an important role in helping employers build their
    workforce and comply with State and Federal regulations by serving as
    our Nation's only online cross-state labor exchange and distributing
    job listings to the State and local level. It also helps employers meet
    Federal job posting requirements for Affirmative Action Plans, Vietnam
    Era Veterans' Readjustment Assistance Act (VEVRAA), and Jobs for
    Veterans Act (JVA) compliance.
        By making their jobs available on the NLX, employers increase their
    recruiting reach and extend diversity initiatives with a consistent and
    aggressive program to make employment opportunities available to
    individuals from all cultures and population segments.
                          NLX Accomplishments to Date
        Created in March 2007, the NLX has brought substantive value to
    jobseekers, employers and participating State workforce agencies.
        Jobseekers have access to a quick and easy platform that gives them
    free access to more, currently available jobs, from verified employers.
        Employers can reduce hiring and resource costs, meet and exceed
    affirmative action objectives, achieve JVA compliance, get free
    nationwide exposure, and have access to a much larger pool of job
    applicants.
        State Workforce Agencies have embraced the NLX with a total of
    forty-eight (48) States, plus the District of Columbia signing
    participation agreements. Under the oversight of the Operations
    Committee--a group comprised of State and employer representatives, the
    NLX partnership has embraced the principles of transparency and
    flexibility.
        Over the last 3 years the NLX has:

          1.  Delivered 8 million job openings into State job banks. State
    officials can access a Job Counter and view how many jobs the NLX
    contains in their State at any given day at http://
    stateadmin.jobcentral.org/statistics.aspx

                 This number reflects unduplicated and available
            jobs (not expired job orders).
                 This number does not include job orders
            originating from State workforce agency job banks.
                 This number includes 3 million Federal contractor
            jobs reportable under the Federal Contractor Job Listing (FCJL)
            program requirements.
                 These job orders are free of advertising of any
            kind.

          2.  Provided an electronic bridge for State job banks to share
    job orders with one another. State workforce agencies can take a feed
    of job orders from neighboring States and State workforce agencies' job
    banks.

          3.  Offered State job banks downloads of job orders coded by
    O*NET. This affords State workforce agencies greater ease in pursing
    future job-matching reemployment efforts.

          4.  Offered State job banks free job order indexing as a service
    States can offer to their business customers. As a true national labor
    exchange, the NLX indexes a total of 5,000 employers who are not DE
    members. State workforce agencies do not need to purchase costly
    spidering packages, but can identify ``indexable'' business, notify the
    NLX, and download that file.

          5.  Completed development of an Analytics dashboard tool enabling
    State workforce agencies to view transactional data about jobseeker
    searches. The tool captures: (1) the flow of jobseeker traffic into
    State job banks from the NLX, and the (2) flow of jobseekers from State
    job banks to jobs originating from employers' Web sites. O*NET coding
    of job orders allows for in-depth use of data and the production of
    different reports.

             Of critical importance is the ability for State workforce
    agencies to demonstrate to specific employers that a State job bank is
    sending traffic to an employers' Web site. Because DE can now show an
    employer the jobseeker traffic coming from a specific State job bank,
    the employer is able to better track applicant referral source
    information. This offers both employers and State workforce agencies
    tangible information about the value of the National Labor Exchange and
    its online self-services.

             The dashboard is now available to State workforce agencies at
    no cost.

          6.  Provided free hosting of State Job Banks. The NLX provides a
    free labor exchange solution, skinned to the preferences of a State
    workforce agency. The job bank available offers flexibility in look and
    feel and can be easily administered by State workforce agency staff. In
    addition to cost savings, this option offers hosted States the full
    breadth of JobCentral services, such as free integrated extended
    searches*. Currently, Connecticut, New Jersey, New York and Nevada are
    being fully hosted by the NLX.

             *Extended search--a jobseeker's search criteria on the NLX are
    run invisibly to him/her against other search engines. Results from
    those searches are offered in a sidebar option to the jobseeker and not
    comingled with the NLX results.

          7.  Built and Administered VetCentral Services: Under Federal
    law, contractors receiving over $100K of Federal funds, must list their
    positions with either the State workforce agency job bank or with the
    appropriate local employment service delivery office. Since not all
    States are in the position of taking an NLX electronic download and
    since even those that do download cannot keep an electronic copy of all
    job postings, the VetCentral service was designed to facilitate the
    situation.

             VetCentral is that part of the NLX that emails all Federal
    Contractor Job Listings (FCJL) jobs to the appropriate State staff at
    the appropriate local employment centers (where Wagner-Peyser funding
    exists). This functionality allows employers to generate a report they
    may provide to the Office of Federal Contractor Compliance. Most
    importantly, it allows States to put more jobs in the hands of local
    staff and provide greater opportunities to veterans, while at the same
    time helping the workforce system meets its own priority of service
    requirements.

             The NLX has maintained a robust list of the appropriate local
    One-Stop employment center addresses and contact information. In
    addition, the NLX partners provided countless educational discussions
    with interested stakeholders, many times conducting research on behalf
    of Federal employers and State workforce agencies engaged in an OFCCP
    audit. Finally, the NLX has provided thousands of copies of VetCentral
    materials to field staff.

          8.  Partnered with the U.S. Army Reserve and Army National Guard.
    Since October 2008, JobCentral, the job search platform powering the
    NLX, has also served as the job search engine powering the Armed Forces
    Employer Partnership initiative created and directed by Lieutenant
    General Jack C. Stultz of the U.S Army Reserve. The initiative, which
    is in the process of expanding to include all branches of the Guard and
    Reserve, aims at outreaching to employers and bringing employment
    opportunities to servicemembers before they separate from service. NLX
    has become the primary employment search engine for this initiative and
    is provided to at no cost to the Department of Defense or the U.S. Army
    Reserve.

             You may view the site at: http://www.employerpartnership.org.

             This partnership has allowed servicemembers to connect with
    the workforce system before separation, which can bring a potential
    applicant pool of over one million servicemembers to State job banks.

          9.  USAJOBs.gov: Since late September 2008, the JobCentral NLX is
    also receiving a download of jobs from USAJOBs. Sponsored by the
    Federal Office of Personnel Management, USAJOBs is a job bank
    containing Federal Government positions. This download of Federal job
    openings is available to States for inclusion in their own States job-
    banks. To date, the following States have requested the USAJOBs be fed
    into their own job bank: Alabama, Arkansas, Connecticut, Delaware,
    Delaware, Florida, Hawaii, Iowa, Kansas, Kentucky, Minnesota, Missouri,
    Nevada, New York, Oklahoma, South Carolina, Tennessee, Texas, Utah,
    Vermont, Washington, and Wisconsin. States interested in receiving this
    download may request it from NASWA.

        10.  MySkillsMyFuture.org DoL ETA Partnership. On September 7,
    2010, in a press release (http://www.dol.gov/opa/media/press/eta/
    eta20101216.htm) the Department of Labor announced the launch of a web
    portal to help job seekers called ``mySkills myFuture.''
    DirectEmployers Association is proud to be the provider of jobs data to
    this valuable tool from the U.S. Department of Labor's Employment and
    Training Administration. The new tool, www.MySkillsMyFuture.org, is
    designed to connect workers with high quality training and local
    employment opportunities. DirectEmployers Association's jobs are now in
    both the U.S. Department of Labor's www.MySkillsMyFuture.org and
    www.CareerOneStop.org career sites.
                  Attachment 2: OMB Tracks Federal Contractors
    Obama Administration begins publishing names of Federal subcontractors
            on Web
    By Carol D. Leonnig
    Washington Post Staff Writer
    Wednesday, December 1, 2010; 10:41 PM

        The U.S. government is giving the public new details about how it
    is spending taxpayer money on government business.
        Starting Wednesday, the Obama administration began publicizing the
    names of subcontractors--the companies that get the majority of Federal
    contracts--along with the dollar amounts they receive. For years, the
    government reported only the companies that won major, or prime,
    government contracts--even if those companies then hired subcontractors
    to do most of the job. Now taxpayers can follow more accurately where
    their dollars are going, tracing public money to the specific companies
    and communities that share in multimillion-and billion-dollar Federal
    work. The previous dearth of information about government subcontracts
    led to incomplete and sometimes misleading conclusions about Uncle
    Sam's impact on communities.
        For example, an agency may have boasted of awarding a $100 million
    prime contract for debris removal after Hurricane Katrina to a
    homegrown Louisiana company. But that company may have lacked the
    equipment to tackle the work, and then hired two hauling companies
    based in Virginia and Texas to do most of the job.
        The new subcontractor details are available on the Office of
    Management and Budget's Web site, USASpending.gov. Recipients of all
    Federal contracts and grants larger than $25,000 will be required to
    report the names of companies they hire.
        The subcontractors' names are being made public as required by the
    Federal Funding Accountability and Transparency Act, which became law
    in 2006 under President George W. Bush. The information's' release is 2
    years behind schedule. A smaller portion of subcontractor information--
    for contracts larger than $20 million--was made public in October. Both
    the Bush and Obama administrations faulted technical obstacles for
    preventing accurate reporting and Web site publication of subcontractor
    information. After the Obama administration spent tens of millions of
    dollars in 2009 to create a public Web site, FederalReporting.gov, to
    track money spent on stimulus projects--including subcontractor
    details--it cleared the way for the same information to be published on
    standard government contracts.
        Moira Mack, an OMB spokeswoman, said resources also factored into
    the delay. Contracting spending dramatically increased under the Bush
    administration but the number of contracting employees remained
    stagnant, Mack said.
        Because of the law, the public will now learn if a huge contract
    won by a fledgling minority-or female-owned company helped that firm or
    instead flowed to a well-heeled contracting firm founded and run by a
    white man. The records also would reveal whether defense work that was
    meant to help shore up an electronics company in recession-plagued
    rural Pennsylvania was instead largely being done by a powerful defense
    giant in Arlington County. Craig Jennings, director of Federal fiscal
    policy at OMB Watch, an advocate for government transparency, said the
    public may learn good and bad news about government spending with the
    new initiative.
        ''You really have to follow the chain [of a contract] to the end,
    or you just don't know where the dollars are going,'' Jennings said.
    ``Before this, sometimes a city is listed as the primary recipient of a
    grant or contract. We wouldn't know prior to this that the brother-in-
    law of the mayor is receiving those subcontracts.''
        In an April letter setting reporting deadlines for senior Federal
    managers, Jeffrey Zients, then the acting OMB director, stressed the
    importance of the transparency effort. ``Full and easy access to
    information on government spending promotes accountability by allowing
    . . . both the public and public officials to gauge the effectiveness
    of expenditures,'' he wrote. ``Transparency also gives the public
    confidence that we are properly managing its funds.'' One day after
    being sworn into office, President Obama pledged that his
    administration would be the most open in history--a vow made in the
    wake of steady complaints that the Bush administration was too
    secretive. Although the current administration has made significant
    progress in releasing public information, it has faced its share of
    criticism that--like the previous White House--it has been loath to
    release public information that may cast its team in an unflattering
    light or hamper its agenda.
        Jennings said taxpayers could end up feeling more comfortable about
    government contracts when they know the nitty-gritty details. Instead
    of reading on a government Web site about a vague $14 million
    transportation grant given to a State government, taxpayers now can see
    how the State split those funds among 20 different road and bridge
    projects in different locations, and which subcontractors did the jobs.
        ``All we hear about is stupid, wasteful government spending,'' he
    said. ``But this will likely show us how the money is actually coming
    to your city, even your neighborhood.''

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011

    Kevin M. Schmiegel
    Vice President
    Veterans Employment Program
    U.S. Chamber of Commerce
    1615 H Street, NW
    Washington, DC 20062-2000

    Dear Kevin:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax your responses to Debbie at 202-225-2034. If you
    have any questions, please call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds

                                   __________
                            U.S. Chamber of Commerce
              Responses to Questions for the June 1, 2011, hearing
        Question 1: You state that the U.S. Chamber and local chambers are
    uniquely positioned to coordinate public and private sector efforts
    across America. What is preventing you from starting the coordination.

        Response:: The Chamber has been coordinating public and private
    sector efforts across America since we launched the Hiring our Heroes
    program in March of 2011. Our coordination efforts include engagement
    with the White House, State and local chambers, the Departments of
    Defense, Labor and Veterans Affairs, State workforce agencies, veteran
    services organizations, and several non-profit organizations. Since the
    launch of Hiring our Heroes at end of March 2011, the Chamber has
    conducted 16 hiring fairs and connected over 16,000 veterans and
    military spouses with over 800 different employers in 13 States.
    Detailed coordination was required for all of those hiring fairs.
    Working with the local chambers, DoL VETS, and ESGR, the Chamber held
    its largest hiring fairs in Chicago on March 24, New York City in June,
    and Los Angeles in July. In Chicago, we connected 127 employers with
    1200 veterans and military spouses--over 200 of them got jobs. In New
    York City, there were 106 employers and over 1500 veterans and military
    spouses. And in Los Angeles, there were 160 employers and over 1600
    veterans and military spouses in attendance.

        Question 2: Since licensure and certification is more of a State
    issue how can the U.S. Chamber of Commerce help with this very
    difficult issue?

        Response: In addition to our substantive efforts to conduct hiring
    fairs for veterans and military spouses, the U.S. Chamber can call on
    its federation of 2,500 State and local chambers and industry
    associations and more than 3 million businesses to deal with issues
    that negatively affect employment of veterans to include licensing and
    certification.

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011

    George Ondick
    Executive Director, Department of Ohio
    AMVETS
    4647 Forbes Boulevard
    Lanham, MD 20607

    Dear George:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax your responses to Debbie at 202-225-2034. If you
    have any questions, please call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds

                                   __________
                                              AMVETS Department of Ohio
                                                          Columbus, OH.

    Bob Filner, Ranking Member
    Committee on Veterans Affairs
    U.S. House of Representatives

    Honorable Bob Filner:

    In response to your letter of June 22, 2011 whereas you asked if:

        1.  Do Federal employers know and understand hiring authorities?

        I am sure some do understand hiring authorities. However, in my
    opinion the majority of Federal Employers do not. That is why we the
    Ohio AMVETS are attempting to establish a Summit meeting. This day long
    Summit will address the problems related to complying with Federal
    requirement on hiring veterans. We wish to invite representatives from
    OFCCP, ESGR, ODJFS, ONG, Federal Contractors, and any other
    stakeholders who may wish to participate. At the Summit we will look at
    the barriers to compliance, how Federal contractors skirt the
    requirement, how to be in compliance and most importantly how to find
    veterans to fill the positions within the company.

        2.  In your opinion, do you think the current unemployment rate for
    younger veterans tends to be higher because they are taking time off
    after deployment(s) before obtaining employment or may be attending
    school?

        First of all I believe that veterans who are attending school are
    not considered in the ranks of the unemployed therefore those attending
    school would not skew the unemployment figures. That being said the
    members of the National Guard are also not considered in the ranks of
    the unemployed because they are in the Guard. This really skews the
    unemployment figures giving us a lower reading on the unemployment
    numbers for veterans than what is actually happening in the real world.
        Yes some returning veterans may take some well deserved time off,
    but it is not going to be an exorbitant amount of time that would
    impact unemployment stats. Most of our returning veterans, by necessity
    are eager to return to the workforce. However barriers to employment
    keep them in the ranks of the unemployed. One of the barriers is
    letting the unemployed veterans know about veteran friendly employers
    and visa versa. That is where the Ohio Veterans Career Assistance
    Network (Ohio Vets Can) is able to make the employer-employee link up.
    A product of the Ohio AMVETS Career Center this Web site makes the
    connection between the veteran and the employer. By making that
    connection it also aids in compliance with the Federal mandates to hire
    veterans and does so at no cost to either the veteran or the employer.
                                                          George Ondick
                                                     Executive Director

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011
    Cpt. Marshall Hanson, USNR (Ret.)
    Director, Legislative and Military Policy
    Reserve Officers Association
    One Constitution Ave., NE
    Washington, DC 20002

    Dear Captain Hanson:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax your responses to Debbie at 202-225-2034. If you
    have any questions, please call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds

                                   __________
                         Committee on Veterans' Affairs
                         U.S. House of Representatives
               Post-Hearing Questions for Captain Marshall Hanson
                         From the Honorable Bob Filner
                    Putting America's Veterans Back to Work
                                  June 1, 2011
        Question 1: What more can we do to help Reserve members with their
    employment needs?

        Response: Veterans are returning from war to an increasingly tough
    job market, with National Guard and Reserve members facing additional
    problems. The military paid $882 million in unemployment benefits in
    2010.
        We are now seeing unprecedented levels of returning servicemember
    unemployment and under-employment. Eventually, this trend in
    unemployment could have negative impacts on force readiness with
    National Guard and Reserve members leaving the military to stabilize
    their civilian employment.
        The relationship between civilian employers and their employees or
    potential employees that also serve in the Guard and Reserve is
    extremely important. Many employers view USERRA as a negative
    incentive, and ask the Reserve Officers Association for positive
    reinforcements.
        Improvements can be made to help veteran/Reserve Component hiring:

            Implement DoD documentation that would inform employers
    of skills potential veteran hirees gained through their military
    service.
            Support employer tax incentives specific to the hiring
    of returning veterans and reserve component members.
            Explore grants for related costs caused by mobilization
    such as the hiring and training of new temporary employees.
            Simplify cross-licensing/credentialing of military
    skills easing the burden of having to acquire new training and time
    with equipment to earn private sector licenses/credentials.
            Oversee implementation of OPM and VA veterans'
    recruitment and employment strategic plans.
            Improve communications to field on improvements in
    veteran preference hiring programs.
            Support incentives permitting deployed small business
    owners to keep their businesses.
            Better educate separating servicemembers on their
    employment and reemployment rights (USERRA) including corrective
    actions that can be taken.

        Employer care plans should be developed that will assist with
    mitigation strategies for dealing with the civilian workload during the
    absence of the servicemember employee and lay out how the employer and
    employee would remain in contact throughout the deployment. Employers
    need increased notification time in order to better support their
    personnel.

        Question 2: Do you think that some employers are concerned about
    hiring a veteran with mental health issues?

        Response: Yes. The impact of the publicity campaigns about Post-
    Traumatic Stress Disorder and Traumatic Brain Injury paint veterans in
    a negative light; affecting their ability to be hired.

        Published Department of Labor statements aren't helping:

            Nearly one in five veterans of the Iraq and Afghanistan
    wars is currently suffering from depression or stress disorder.
    Estimates range up to 300,000 with PTSD.
            PTSD among returning servicemembers will cost the
    Nation as much as $6.2 billion in the 2 years following deployment--an
    amount that includes both direct medical care and costs for lost
    productivity.
            When the Society for Human Resource Management surveyed
    its members (June 2010), 46 percent said they believed post-traumatic
    stress and other mental health issues posed a hiring challenge.
            Although media attention has helped make the diagnosis
    and treatment of PTSD and traumatic brain injury a government priority,
    veterans say it has also contributed to the stigma associated with
    these wounds.
            TBI/PTSD-related stigma exists among many employers--
    employers are unaware of the resources that exist to help them provide
    appropriate workplace accommodations.

        TBI/PTSD stigma exists in the very Federal agencies that are
    supposed to be assisting veterans, by portraying the returning veteran
    as disabled. The experiences taught by working with severely physically
    wounded warriors is that most don't feel themselves as handicapped, but
    want to be self-reliant.
        Every treatment should be made available and assistance should be
    provided, but the veteran shouldn't be labeled. The goal should be to
    help our veterans return to a normal life.

                                         Committee on Veterans' Affairs
                                                        Washington, DC.
                                                          June 22, 2011

    The Honorable Raymond M. Jefferson
    Assistant Secretary, Veterans' Employment and Training Service
    U.S. Department of Labor
    200 Constitution Avenue, NW
    Washington, DC 20210

    Dear Mr. Secretary:

        In reference to our Full Committee hearing entitled ``Putting
    America's Veterans Back to Work,'' that took place on June 1, 2011, I
    would appreciate it if you could answer the enclosed hearing questions
    by the close of business on August 5, 2011.
        In an effort to reduce printing costs, the Committee on Veterans'
    Affairs, in cooperation with the Joint Committee on Printing, is
    implementing some formatting changes for materials for all full
    Committee and Subcommittee hearings. Therefore, it would be appreciated
    if you could provide your answers consecutively and single-spaced. In
    addition, please restate the question in its entirety before the
    answer.
        Due to the delay in receiving mail, please provide your response to
    Debbie Smith by fax at 202-225-2034. If you have any questions, please
    call 202-225-9756.

                Sincerely,

                                                             BOB FILNER
                                              Ranking Democratic Member
    JL:ds
                                   __________
                         Committee on Veterans' Affairs
                         U.S. House of Representatives
              Post-Hearing Questions from the Honorable Bob Filner
                    Putting America's Veterans Back to Work
                                  June 1, 2011
        1.   Which groups of veterans are struggling the most with
    employment?

        Veterans of all ages and periods of service are struggling at this
    time and deserve the attention of the Veterans' Employment and Training
    Service (VETS). This fact is illustrated by the rise in the veteran
    unemployment rate from 3.2 percent in September 2007 to 8.1 percent as
    of September 2011. Currently, there are nearly one million unemployed
    veterans of all ages. Based on Bureau of Labor Statistics (BLS)
    measures of unemployment rates, younger veterans appear to experience
    the highest incidence of unemployment. Because of this, VETS conducts
    increased outreach to younger veterans to ensure that they are aware of
    the employment and training services that are available to them.
        VETS strives, consistent with its mission, to provide services to
    all veterans, based on individual need. Therefore, we have included
    employment data on both veterans and non-veterans. VETS believes this
    data should provide the Committee with some insight into the struggles
    facing the men and women who served this country.
        Below please find the September 2011 U.S. Bureau of Labor
    Statistics, Economic News Release, table ``A-5-Employment status of the
    civilian population 18 years and over by veteran status, period of
    service, and sex, not seasonally adjusted,'' which provides a snapshot
    of the employment status from the previous month. Updated information
    can be found on the VETS Web site http://www.dol.gov/vets/ under
    ``Veterans Employment--Current Monthly Data.''
        It is clear from table A-5 that veterans have much lower labor
    force participation rates than non-veterans, 52.5 percent vs. 67.1
    percent in September 2011. Female veterans have a higher labor force
    participation rate (61.5 percent) than do male veterans (51.7 percent),
    because female veterans as a group are younger on average than the male
    veteran group, on average. Similarly, employment-to-population ratios
    of male and female veterans were 47.6 and 55.5 compared to 70.2 and
    54.4 for male and female non-veterans in September 2011.
        On the other hand, overall unemployment rates are lower for
    veterans than non-veterans, in part due to the fact that veterans are
    concentrated in the 45-65 year old range, as pointed out below.
    However, recent veterans have unemployment in the double digits
    compared to non-veterans. The unemployment rates were 11.1 percent and
    14.7 percent for male and female Gulf War-era II veterans in September
    2011 compared to 8.7 percent for male non-veterans and 8.6 percent for
    female non-veterans. This may be partly due to the fact that Gulf War-
    era II veterans tend to be younger, and younger individuals, whether
    veteran or not, tend to have higher unemployment rates.

                                                     HOUSEHOLD DATA
     Table A-5. Employment status of the civilian population 18 years and over by veteran status, period of service,
                                            and sex, not seasonally adjusted
                                                 [Numbers in thousands]
    ----------------------------------------------------------------------------------------------------------------
                                                                 Total                Men                Women
      Employment status, veteran status, and period of   -----------------------------------------------------------
                           service                          Sept.     Sept.     Sept.     Sept.     Sept.     Sept.
                                                            2010      2011      2010      2011      2010      2011
    ----------------------------------------------------------------------------------------------------------------

    VETERANS, 18 years and over-------------------------------------------------------  ----------------------------
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                    21,933    21,528    20,142    19,724     1,791     1,804
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                    11,683    11,310    10,590    10,200     1,093     1,109
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        53.3      52.5      52.6      51.7      61.0      61.5
    ----------------------------------------------------------------------------------------------------------------
    Employed                                                10,746    10,394     9,743     9,393     1,003     1,002
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               49.0      48.3      48.4      47.6      56.0      55.5
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                                 937       916       847       808        90       108
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                          8.0       8.1       8.0       7.9       8.2       9.7
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                      10,250    10,218     9,552     9,524       698       695
    ----------------------------------------------------------------------------------------------------------------

    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era II veterans
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                     2,228     2,451     1,828     2,042       399       409
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                     1,857     2,017     1,575     1,712       282       305
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        83.3      82.3      86.1      83.8      70.6      74.7
    ----------------------------------------------------------------------------------------------------------------
    Employed                                                 1,666     1,781     1,411     1,521       256       260
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               74.8      72.7      77.1      74.5      64.1      63.7
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                                 190       235       164       191        26        45
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                         10.2      11.7      10.4      11.1       9.2      14.7
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                         371       434       254       330       117       104
    ----------------------------------------------------------------------------------------------------------------
     ...............................................................................................................
    ----------------------------------------------------------------------------------------------------------------
    Gulf War-era I veterans
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                     2,966     2,980     2,525     2,520       441       460
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                     2,515     2,474     2,199     2,147       316       327
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        84.8      83.0      87.1      85.2      71.7      71.1
    ----------------------------------------------------------------------------------------------------------------
    Employed                                                 2,347     2,295     2,057     1,987       289       308
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               79.1      77.0      81.5      78.9      65.6      67.0
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                                 169       179       142       160        27        19
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                          6.7       7.2       6.4       7.4       8.6       5.7
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                         451       506       326       373       125       133
    ----------------------------------------------------------------------------------------------------------------

    ----------------------------------------------------------------------------------------------------------------
    World War II, Korean War, and Vietnam-era veterans
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                    10,911    10,346    10,547    10,016       364       331
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                     3,984     3,491     3,870     3,405       115        86
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        36.5      33.7      36.7      34.0      31.5      26.0
    ----------------------------------------------------------------------------------------------------------------
    Employed                                                 3,649     3,256     3,545     3,177       104        79
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               33.4      31.5      33.6      31.7      28.6      23.9
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                                 336       235       325       229        10         7
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                          8.4       6.7       8.4       6.7       9.1       8.0
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                       6,927     6,855     6,677     6,610       250       245
    ----------------------------------------------------------------------------------------------------------------

    ----------------------------------------------------------------------------------------------------------------
    Veterans of other service periods
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                     5,828     5,751     5,241     5,146       587       605
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                     3,326     3,328     2,946     2,936       380       392
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        57.1      57.9      56.2      57.1      64.8      64.7
    ----------------------------------------------------------------------------------------------------------------
    Employed                                                 3,084     3,062     2,730     2,707       354       354
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               52.9      53.2      52.1      52.6      60.4      58.6
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                                 242       266       216       229        26        37
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                          7.3       8.0       7.3       7.8       6.9       9.5
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                       2,502     2,423     2,295     2,210       207       213
    ----------------------------------------------------------------------------------------------------------------

    ----------------------------------------------------------------------------------------------------------------
    NONVETERANS, 18 years and over
    ----------------------------------------------------------------------------------------------------------------
    Civilian noninstitutional population                   207,224   209,678    90,661    92,251   116,563   117,427
    ----------------------------------------------------------------------------------------------------------------
    Civilian labor force                                   140,190   140,784    70,272    70,876    69,918    69,908
    ----------------------------------------------------------------------------------------------------------------
    Participation rate                                        67.7      67.1      77.5      76.8      60.0      59.5
    ----------------------------------------------------------------------------------------------------------------
    Employed                                               127,552   128,657    63,543    64,737    64,009    63,920
    ----------------------------------------------------------------------------------------------------------------
    Employment-population ratio                               61.6      61.4      70.1      70.2      54.9      54.4
    ----------------------------------------------------------------------------------------------------------------
    Unemployed                                              12,638    12,127     6,728     6,139     5,909     5,988
    ----------------------------------------------------------------------------------------------------------------
    Unemployment rate                                          9.0       8.6       9.6       8.7       8.5       8.6
    ----------------------------------------------------------------------------------------------------------------
    Not in labor force                                      67,034    68,894    20,390    21,375    46,645    47,519
    ----------------------------------------------------------------------------------------------------------------
    NOTE: Veterans served on active duty in the U.S. Armed Forces and were not on active duty at the time of the
      survey. Nonveterans never served on active duty in the U.S. Armed Forces. Veterans could have served anywhere
      in the world during these periods of service: Gulf War era II (September 2001-present), Gulf War era I (August
      1990-August 2001), Vietnam era (August 1964-April 1975), Korean War (July 1950-January 1955), World War II
      (December 1941-December 1946), and other service periods (all other time periods). Veterans who served in more
      than one wartime period are classified only in the most recent one. Veterans who served during one of the
      selected wartime periods and another period are classified only in the wartime period. Updated population
      controls are introduced annually with the release of January data.

        Also, the Bureau of Labor Statistics (BLS) published a more
    detailed News Release in March 2011 summarizing the annual unemployment
    statistics for veterans in the same four categories of service, along
    with data from a July 2010 special supplement to the Current Population
    Survey on veterans with service-connected disabilities. A copy of the
    News Release is attached and can also be found at: http://www.bls.gov/
    news.release/pdf/vet.pdf.
        In addition, the three tables below present some aspects of the BLS
    data on veterans' and non-veterans' unemployment in 2010. The first
    table: (a) identifies the proportion of unemployed veterans in each of
    eleven specific age groups that BLS applies in tabulating veteran and
    non-veteran unemployment; and, (b) aggregates the proportions within
    those specific age groups into three more general age groups.

    ----------------------------------------------------------------------------------------------------------------
                                                Unemployed Veterans by Specific   Unemployed Veterans by General Age
                                                          Age Groups                            Groups
                    Age Group                -----------------------------------------------------------------------
                                                                  Proportion of
                                                   Number             Total            Number        Percentage Rate
    ----------------------------------------------------------------------------------------------------------------
    18-19                                               2,000              0.2%
    ------------------------------------------------------------------------------
    20-24                                              44,000              4.3%

                                                                                          215,000             21.1%
    ------------------------------------------------------------------------------
    25-29                                              92,000              9.0%
    ------------------------------------------------------------------------------
    30-34                                              77,000              7.5%
    ----------------------------------------------------------------------------------------------------------------
    35-39                                              73,000              7.2%
    ------------------------------------------------------------------------------
    40-44                                              86,000              8.4%
    ------------------------------------------------------------------------------
    45-49                                             127,000             12.5%           536,000             52.5%
    ------------------------------------------------------------------------------
    50-54                                             132,000             12.9%
    ------------------------------------------------------------------------------
    55-59                                             118,000             11.6%
    ----------------------------------------------------------------------------------------------------------------
    60-64                                             151,000             14.8%
    ------------------------------------------------------------------------------
                                                                                          270,000             26.5%
    65 +                                              119,000             11.7%
    ----------------------------------------------------------------------------------------------------------------
    Total                                          1,020,000*             100%*        1,020,000*              100%
    ----------------------------------------------------------------------------------------------------------------
     Group figures do not add to totals due to rounding.
     Source: Current Population Survey tables, available upon request from BLS.

        The second table presents the differences between the veteran and
    non-veteran unemployment rates within the eleven specific age groups.
    Note that when the veterans and non-veterans in the civilian labor
    force are standardized according to their specific age groups, the
    veteran unemployment rates are higher for nine of the eleven age
    groups.

    ----------------------------------------------------------------------------------------------------------------
                                                                               Unemployment Rate
                          Age Group                      -----------------------------------------------------------
                                                                Veteran           Non-Veteran         Difference
    ----------------------------------------------------------------------------------------------------------------
    18-19...............................................              29.4%               24.2%               +5.2%
    ----------------------------------------------------------------------------------------------------------------
    20-24...............................................              20.6%               15.4%               +5.2%
    ----------------------------------------------------------------------------------------------------------------
    25-29...............................................              14.9%               10.7%               +4.2%
    ----------------------------------------------------------------------------------------------------------------
    30-34...............................................              10.5%                9.1%               +1.4%
    ----------------------------------------------------------------------------------------------------------------
    35-39...............................................               8.0%                8.1%               -0.1%
    ----------------------------------------------------------------------------------------------------------------
    40-44...............................................               6.7%                8.2%               -1.5%
    ----------------------------------------------------------------------------------------------------------------
    45-49...............................................               8.3%                7.8%               +0.5%
    ----------------------------------------------------------------------------------------------------------------
    50-54...............................................               8.4%                7.5%               +0.9%
    ----------------------------------------------------------------------------------------------------------------
    55-59...............................................               8.5%                6.9%               +1.6%
    ----------------------------------------------------------------------------------------------------------------
    60-64...............................................               8.0%                7.1%               +0.9%
    ----------------------------------------------------------------------------------------------------------------
    65..................................................              +7.2%                6.5%               +0.7%
    ----------------------------------------------------------------------------------------------------------------

        The third table illustrates why the overall veteran unemployment
    rate is lower than the non-veteran rate, despite the higher veteran
    unemployment rates in nine of eleven age groups. Specifically, the
    veterans in the civilian labor force are concentrated in the 45-65 age
    range, with an average unemployment rate of 8.1 percent, while the non-
    veterans are concentrated in the 18-44 age range with an average
    unemployment rate of 10.9 percent. In light of the difference in the
    age structure of the veterans and non-veterans in the civilian labor
    force and the differences in unemployment rates by age, the overall
    lower average unemployment rate for veterans reflects a comparison
    between two groups that are not truly comparable. Therefore, the
    overall averages are somewhat deceptive.

    ----------------------------------------------------------------------------------------------------------------
                                                  Veteran (Ages 18 and over)        Non-Veteran (Ages 18 and over)
                                             -----------------------------------------------------------------------
                    Age Group                    Percent of                          Percent of
                                               Civilian Labor     Unemployment     Civilian Labor     Unemployment
                                                    Force             Rate              Force             Rate
    ----------------------------------------------------------------------------------------------------------------
    18-44                                                 32%             10.0%               59%             10.9%
    ----------------------------------------------------------------------------------------------------------------
    45-65                                                +68%              8.1%               41%              7.3%
    ----------------------------------------------------------------------------------------------------------------
    Total                                                100%              8.7%              100%              9.4%
    ----------------------------------------------------------------------------------------------------------------

        2.   What are some of the unique employment needs of homeless
    veterans?

        Among their other unique needs, many homeless veterans require
    stable housing and health care before they can be considered job-ready.
    Similar to veterans in other DoL grant programs, each homeless veteran
    needs to be assessed for transferable skills and skill development
    prior to seeking employment. These individual assessments are conducted
    by Homeless Veterans Reintegration Program (HVRP) grantees and form the
    basis of a veteran's Individual Employment Plan (IEP), which addresses
    his or her particularized employment needs, including:

        1.  job search workshops
        2.  job counseling
        3.  resume writing techniques
        4.  interviewing skills
        5.  on the job training
        6.  job development services
        7.  competitive job placement
        8.  job retention services
        9.  soft skills training, such as how to present oneself (i.e.,
    dress, network)

        Some homeless veterans may also have suffered an injury or illness
    while on active duty, which can result in a serious reduction in their
    employability. When this happens, the HVRP grantee must then secure
    appropriate services in the local community to help the veteran
    overcome the barriers incurred as a result of the injury or illness.
    For example, a veteran suffering from Post-Traumatic Stress Disorder
    (PTSD) may participate in prescribed therapy to stabilize his or her
    condition. After the treating physician determines that the veteran's
    condition is stable enough for him or her to seek employment, the
    service provider then works to place the veteran with an appropriate
    employer. As part of these placement efforts, the service provider
    typically follows up with the veteran and the employer frequently in
    the first weeks of employment, and gradually reduces assistance until
    the veteran is fully independent. Service providers refer to this type
    of assistance as ``supported employment.''
        Veterans who have suffered physical disabilities--such as
    amputations--need a rehabilitation technology assessment to determine
    if the physical disability can be overcome so that they can
    successfully enter the workforce. In this situation, service providers
    refer veterans to the Veteran Affairs (VA) Health Care system for these
    assessments, including training on needed technology to help veterans
    overcome the challenges presented by their physical difficulties in the
    workplace. When the assessment and training are complete, the service
    provider works to place the veteran with a suitable employer in a
    position that does not further aggravate the disability. Some service
    providers may also request reasonable accommodations on the job site.
    Skilled job placement specialists are able to properly educate
    employers on the need for reasonable accommodations while still being
    sensitive to imposing undue burdens on the employer.
        Another employment-related need common to the homeless veteran
    population is reliable transportation. Transportation is especially
    deficient in rural areas of the country where many homeless veterans
    live. Service providers are required to link with local resources to
    try and overcome transportation barriers to employment.
        Perhaps the most difficult barrier for the provider of employment
    services to homeless veterans to overcome is mental illness. In this
    situation, service providers refer veterans to the VA Compensated Work
    Therapy (CWT) program to help overcome this barrier. CWT is a VA
    vocational rehabilitation program that endeavors to match and support
    work ready veterans in competitive jobs, and to consult with business
    and industry regarding their specific employment needs. In addition,
    some service providers utilize on-the-job training as a trial work
    experience to determine whether the veteran's skills match the
    employer's needs. Other HVRP grantee service providers utilize the
    ``job carving'' technique, where job developers examine the employer's
    needs and carve out specific duties within a veteran's ability despite
    the presence of mental illness. The service provider then offers
    supported employment, as discussed above, to the employer and veteran
    as a means of ensuring job retention.
        Two other issues impacting a significant number of homeless
    veterans are substance abuse disorders and legal problems, such as
    child support delinquencies and ``failure to appear'' warrants for
    minor citations, which mostly result from their homelessness. These
    obstacles are most effectively addressed when the veteran participates
    in a transitional program that offers residential stability, employment
    support and legal assistance, with the provider serving as the
    veteran's advocate. Participation in a structured, supervised program
    demonstrates the veteran's commitment to correcting past indiscretions
    and opens up opportunities that might otherwise be denied.
        Homeless female veterans and homeless veterans with families also
    face unique challenges such as the need for reliable child care.
    Moreover, many of these veterans may not come forward and seek the help
    available to them for fear that their children may be placed into
    foster care if they disclose their status as a homeless individual to a
    service provider or other government entity. Unfortunately, this fear
    of coming forward only exacerbates an already precarious situation.

        3.   There is a need to ensure that veterans are getting trained
    and afforded ample opportunities to succeed. What kind of training
    should combat arms veterans receive versus a non-combat arms veteran to
    succeed in the job market?

        The reality is that when it comes to employment training, all
    veterans need a solid set of skills to be competitive. A veteran's
    military experience makes him or her competitive in the job market;
    each possesses critical ``soft skills'' such as leadership, strategic
    planning, risk assessment, and management. However, some employers may
    view PTSD or TBI as barriers for many young veterans being competitive.
    Additionally, VETS believes that younger veterans experience some
    difficulty translating their knowledge, skills, and abilities into
    compelling language that employers understand. For these reasons, it is
    important that every veteran be able to fully articulate his or her
    personal story, experiences, skills, and value that he or she can
    provide to a prospective employer. Thus, while the opportunity for
    Federally supported training, available resources, and course content
    should be uniform for both combat and non-combat veterans, their
    individual stories, experiences, and employment needs will necessarily
    differ.