Military Veterans Services Center

1. Military Veterans Services Center A True Example of a Learning Organization By Sean R. McCollum

2. Definition of a Learning Organization • Organization that acquires knowledge and innovates fast enough to survive and thrive in a rapidly changing environment. Learningorganizations(1) create a culture that encourages and supports continuous employee learning, critical thinking, and risk taking with new ideas, (2) allow mistakes, and value employee contributions, (3) learn from experience and experiment, and (4) disseminate the new knowledge throughout the organization for incorporation into day-to-day activities.

3. Characteristics of a Learning Organization • Values both individual and organizational learning as the leading source of mission accomplishment • Includes all members through continuous reflection in a process of continual review and improvement • Structures work task so they become a source of continuous learning

4. History of Bellevue University • Bellevue University was founded in 1965 by Bill Brooks, known then as Bellevue College • Has grown to over 11,000 students, 40 percent of whom have military ties • Maintained a strong commitment to assisting veterans with their education • May 31st, 2013-grand opening for the Military Veterans Services Center • Named the fourth most military friendly school in the United States by Allmilitary.com

5. Military Veterans Services Center Mission Statement Since our very beginning, Bellevue University has recognized that the dedication and experiences of our citizen-soldier make them a national asset uniquely qualified to help shape the future of our country. In keeping with our values, the mission of the Bellevue University Services Center (MVSC) is to serve those who serve us all and meet the needs of our increasing military and veteran student population. The MVSC will focus on creating an educational environment that provides the resources and services needed to foster a smooth transition from the demands of military service, to the challenges faced with the veterans new mission; the pursuit of their educational goals.

6. MVSC changes to Meet the Needs of its Customers • Every veteran has specific individual needs • A veterans needs now will not be the same in ten years • Government benefits may be reduced creating a wider range of needs • Reduced bureaucracy making it easier for veterans to get assistance

7. Key Factors for Success for the Military Veterans Services Center • Inspiration and Empowerment of veterans • Veterans know what veterans need(vets helping vets) • Veterans are more comfortable seeking help from other veterans • Giving veterans the tools to be successful • Flexibility • Adapting to a changing military • Reduction of government benefits is increasing needs of veterans

8. Leadership Style at the Military Veterans Services Center • Democratic (laissez faire) • Allows employees, volunteers, and work studies to participate in the decision making process • Generalized guidelines and procedures allowing for flexibility • Directors maintain the final say in the decision but take on board ideas and suggestions • Participation gives everyone at the center a sense of ownership and pride • A sincere desire to help veterans in need • The ability to use a democratic style but also the ability to adapt in different situations

9. Problems Facing the Center/Plan to Overcome Problems • Underutilization of the center • Veterans are leery of many veteran programs due to programs that take advantage of veterans • Veterans need to see the value in the center • Must be able to seek out veterans that need assistance and show them how the center can benefit them • The solution to the problem • Quality service • Word of mouth from veterans that have received quality assistance and have been treated as an individual not a number • Reaching out through social media, classroom presentations, and phone calls • The biggest key is providing each individual veteran with services specific to their needs and giving them the time and attention they require

10. Future of the Military Veterans Services Center • Continue to adapt to the needs of military service members and veterans • Build strong ties with outside agencies, business, and not for profit organizations • This will ensure the best service to veterans • Will contribute to long term sustainability of the MVSC • Will be a driving force for other organizations and make Bellevue University a front runner in veteran services

11. Conclusion • Overall the veteran center is a learning organization, not only out of necessity but because it also cares for the veterans that it serves; to provide the individualized assistance veterans require, the Military Veterans Services Center must continuously adapt and change to the changing needs of it environment and customers.

12. References Businessdictionary.com. (2013, June 28). Definition of Learning organization. Retrieved June 2013, from Businessdictionary.com: http://www.businessdictionary.com/definition/learning-organization.html Daniels, S. (1994, December). The Learning Organization. Work Study, p. 5. James R. Biernesser, C. U. (2013, June 20). Director, Military Programs for Bellevue University. (S. R. McCollum, Interviewer) University, B. (2013, June 28). Bellevue University. Retrieved June 28, 2013, from A Bellevue University web site: http://www.bellevue.edu/