Corporate Social Responsibility Portfolio Project

By

Managerial Impact Consulting Team

(MAGIC Team)

Prepared for:

With Partners:

The Firestarter Group | AM Management Co.

Authors:

Eric Pan | Lucille Tang | Qianru Xiong |Vicky Yang

February 1st - May 1st, 2016

Table of Contents

List of Exhibits …………………………………………………………………………... 1

Preface …………………………………………………………………………………… 2

Executive Summary ……………………………………………………………………... 3

Introduction …………………………………………………………………………….... 4

Discussion ……………………………………………………………………………….. 5

Deliverable I: Demographics and Social Issues Research

Methodology …………………………………………………………….. 6

Findings (including Demographics and Major Issues) …………………... 6

Deliverable II: Program Desirability Ranking Matrix

Survey I (including Methodology, Analytical Approach, and Findings .... 9

Survey II (including Methodology, Analytical Approach, and Findings) .. 10

Deliverable III: Past Program Evaluations

Methodology …………………………………………………………….. 15

Findings ………………………………………………………………….. 15

Deliverable IV: Performance Tracking System

Methodology …………………………………………………………….. 16

Analysis ………………………………………………………………….. 17

Recommendation For Next Steps ………………………………………... 17

Conclusion ……………………………………………………………………………….. 18

Back Matter ……………………………………………………………………………… 19

Qualifications of Team Members ………………………………………………... 19

Appendix ………………………………………………………………………… 20

Bibliography ……………………………………………………………………... 35

List of Exhibits

Figure 1. Key steps of producing a CSR portfolio ………………………………………. 5

Figure 2. Percentage of Houston veterans by age ……………………………………...... 6

Figure 3. Houston veterans education level …………………………………………….... 7

Figure 4. Identified social issues in the veteran and military family community ………... 7

Figure 5. (Left) Current health care providers;; (right) TRICARE enrollment options ….. 9

Figure 6. Condensed multiple choice question topics …………………...………………. 11

Figure 7. Free response questions keyword frequency analysis ……………………….... 11

Figure 8. Ranking of keyword topics based on frequency …………………....…………. 12

Figure 9. Comparison of multiple choice and free response question topics…………….. 13

Figure 10. Weighted importance of initiatives that address social issues ………...……... 14

Figure 11. Selection guideline criteria and weight ………………..……………………... 14

Figure 12. Key steps of producing a CSR portfolio ……....……………………………... 18

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Preface Over this past semester, the MAGIC Team has been in close contact with CHRISTUS

Health and AM Management to conduct significant research and create guidelines for a

Corporate Social Responsibility (CSR) portfolio. In order to provide the most relevant data, we

have analyzed a wide range of data and produced four distinct deliverables.

The purpose of this report is to highlight the background project research, demonstrate

our methodology, and present our analysis of the data. We aim to promote transparency through

an open discussion of our methods and a thorough review of our work. Our end goal is to

develop a system that CHRISTUS Health can use to adopt CSR.

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Executive Summary (To be submitted individually)

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Introduction CHRISTUS Health is a Catholic Health Ministry that promotes health initiatives and

wellness solutions for all. It also administers health care plans including the Uniformed Services Family Health Plan (USFHP), a health care plan designed specifically for veterans and military families who meet its enrollment requirements. A founder of the Firestarter Group and a representative of AM Management, respectively Mr. Yan Digilov and Mr. Anthony Math, believe that through having a Corporate Social Responsibility (CSR) portfolio, CHRISTUS Health can build a socially responsible brand image and connect with the greater community.

CSR is a concept with many definitions and practices. The way it is understood and implemented differs greatly for each company and country. However, a generally agreed upon definition is that CSR is a business approach that contributes to sustainable development by delivering economic, social and environmental benefits for all stakeholders. A CSR portfolio, by 1

extension, is a portfolio of initiatives, programs, and events that will help an organization achieve its relevant goals.

The MAGIC Team is requested by their clients Yan Digilov and Anthony Mathis to construct a CSR portfolio for CHRISTUS Health to improve its social impact on veterans and military families in the Houston area. The project has two main goals. First, the MAGIC Team will help identify the social issues that veterans and military families care about the most or those that have the greatest influence on the community. Second, the team will design a system for working with non-­profit programs and events (referred to as programs henceforth) to help CHRISTUS Health better select partners who address the most relevant concerns of veterans and military families. In the end, the team wants to help CHRISTUS Health and USFHP develop a stronger, social brand image that more people are aware of.

Raw data includes literature research and two community surveys. The MAGIC Team will use its analysis to produce 1) a ranking of social issues that veterans and military families care the most about, 2) guidelines for CHRISTUS Health to rank programs that align with its mission and have ongoing, positive impacts on veterans and military families, 3) evaluations of past partners of CHRISTUS Health and USFHP based on the aforementioned guidelines, and 4) a system of data gathering for selecting prospective programs and for quantitatively measuring the outcomes of ongoing programs.

The project provides value to veterans and military families by helping CHRISTUS Health identify and partner with programs that will improve the quality of life for veterans and military families. In the meantime, this project can potentially enhance the brand identity of CHRISTUS Health if the following recommendations are implemented.

1 "Lexicon." Corporate Social Responsibility (Csr) Definition from Financial Times Lexicon. Financial Times, n.d. Web. 30 Feb. 2016.

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Discussion An outline of the steps that the MAGIC Team took to complete this project is shown in

the following figure.

Figure 1. Key steps of producing a CSR portfolio

In order to construct a CSR portfolio, one must first identify an area of interest or a

demographic of focus. Due to the fact that CHRISTUS Health administers USFHP in the Houston area, the first step of this project is to identify the specific demographics-­-­veterans and military families-­-­and the social issues that they want to address the most. The research result is compiled in Deliverable I.

After the identification of relevant social issues, the next step involves program selection. Assuming there is enough information available on the programs that apply to partner with CHRISTUS Health, the MAGIC Team developed Deliverable II, a ranking matrix that can help CHRISTUS Health rank the desirability of each program based on feedback from administered community surveys.

To test out this evaluation tool, the MAGIC Team produced Deliverable III, a past program evaluation, by conducting research on a list of past programs that CHRISTUS Health has worked with and calculating their relative contribution to issues that the veterans and military families care about.

As the final part of the CSR portfolio, the MAGIC Team developed Deliverable IV, a system of data gathering tools that will help inform the program ranking guidelines in the future as well as will assist in tracking program performance on a per event basis. While conducting research on past partner programs, the team realized that information available online and through the current event proposal and recap forms is somewhat lacking. Therefore, the team developed a more comprehensive system based on the current process and expanded the list of current questions to extract more data.

Deliverable I: Demographics and Social Issues Research To create its own CSR portfolio, it is crucial for CHRISTUS Health to understand the

community that it intends to serve. Therefore, the team conducted a background research to gain a comprehensive understanding of the veteran community.

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Methodology The research questions were: 1. What is the demographic outlook of Houston veterans? 2. What are the issues of Houston veteran community and military family members?

To answer the research questions, the MAGIC Team utilized data, research analysis, and reports from United States Census Bureau, Department of Veterans Affairs, Pew Research Center and other credible sources. The team extracted data from 2010-­2014 American Community Survey 5-­Year Estimates and used Excel to produce the graphic presentation of veteran demographics of Texas state and also specifically Houston area (Appendix I).

Findings Demographics

The veterans community has a larger percentage of the older age groups (Figure 2). There are 63% of veterans that are 55 to 75 years old and over. Another prominent feature of the veterans community is that this group has a higher percentage (25.4%) of people having physical disability (11.4%). In terms of the socio-­economic status of veterans. The labor force participation rate and unemployment rate of veterans are close to those of the non-­veterans. Veterans also have a higher education level than the non-­veteran population. About 71% of veterans some college or higher level of education, which is a much higher percentage than that of non-­ veterans (Figure 3). The above demographic information provides the characteristics of Houston veterans, which will help CHRISTUS Health focus on programs that address the need of the veteran community . 2

Figure 2. Percentage of Houston veterans by age

2 2010-­2014 American Community Survey 5-­Year Estimates”. United States Census Bureau.

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Figure 3. Houston veterans education level

Major Issues

The MAGIC Team investigated the issues relating to veterans and identified five major categories: physical health, mental health, economic well-­being, economic well-­being and access to resources (Figure 4). These issues are not independent of each other and they impact the community in a complex way.

Figure 4. Identified social issues in the veteran and military family community

Veterans have a higher chance of having physical disability. Survey has shown that about

half of the veterans badly injured reported that the government has not provided sufficient help. Young adult veterans are particularly likely to have substance use. A quarter of 18-­ to 25-­year-­old veterans met criteria for a substance use disorder. Mental health problems hinder veterans from leading a normal civilian life and also become the cause of other issues of the veteran community. Approximately 18.5% of service members returning from Iraq or Afghanistan have post-­traumatic stress disorder (PTSD) or depression, and 19.5% report experiencing a traumatic brain injury (TBI) during deployment.

Since veterans have a higher chance of having physical and mental health problems, they need more support than civilians in sustaining economic well-­being. The major issues regarding economic well-­being are veteran homelessness, unemployment and stagnant career mobility. In 2014, communities across America identified 49,933 homeless veterans, which is 8.6% of the

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total homeless population. In a survey on post-­911 veterans, only 20% of the veteran respondents are satisfied with their personal financial situation. Government and organizations have made efforts to create employment opportunities for veterans and the overall unemployment rate has gone down from 9.4% in 2010 to 4.9% in 2016 . However, to understand the economic status 3 4

of veterans, we need to understand there is also nuance between different genders, the unemployment rate for male veterans overall was lower than the rate for female veterans. In March 2015, the unemployment rate for male veterans is 4.8% while rate for female veterans is 5.7% . The unemployment rate is also higher among veterans with service connected disability . 5 6

Veterans with service-­connected disability had an unemployment rate of 5.4% in 2015, comparing to 4.3% of veterans without service-­connected disability. Also unemployment rate is only one indicator of economic well-­being and there are other issues such as stagnant career mobility and transition to work environment.

Veterans have lived through very different experiences than normal civilians. The lack of understanding of their experiences build a wall between them and other civilians. In the Pew Research surveys, some 84% of post-­9/11 veterans say the public does not understand the problems faced by those in the military or their families. And 71% of the public agrees with this statement. About 48% of all post-­9/11 veterans say they have experienced strains in family relations since leaving the military. One-­third (32%) of veterans says there have been times where they felt they didn’t care about anything . 7

There are two major issues in terms of access to resources for veterans: the current resources do not satisfy the need of veterans and many veterans are not well informed about the resources available for them. Veterans in rural areas are generally older than the overall veteran population and they are less likely to have easy access to a variety of resources such as federal health care and employment opportunities . While there are many different parties serving the 8

need of veteran community, veterans might not have the knowledge about the existent programs and the process of obtaining benefits. Additionally, while there are about 2 million veterans nationwide who qualified for veterans’ benefits, approximately 14 million veterans did not receive care from VA facilities because they did not know they could . 9

3 “2010 Employment Situation of Veterans-­2010” U.S. Bureau of Labor Statistics. 4 “Table A-­5. Employment Status of the Civilian Population 18 Years and over by Veteran Status, Period of Service, and Sex, Not Seasonally Adjusted.” U.S. Bureau of Labor Statistics. 5 Ibid. 6 “Table 7. Employment Status of Veterans 18 Years and over by Presence of Service-­connected Disability, Reported Disability Rating, Period of Service, and Sex, August 2015, Not Seasonally Adjusted.” U.S. Bureau of Labor Statistics. 7 "War and Sacrifice in the Post-­9/11 Era." Pew Research Center Social Demographic Trends Project RSS. N.p., 05 Oct. 2011. Web. 29 Apr. 2016. 8 "Despite Numbers, Rural Vets Lack Attention, Resources." Military Times. N.p., n.d. Web. 29 Apr. 2016. 9 "DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14." DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14. N.p., n.d. Web. 29 Apr. 2016.

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Deliverable II: Program Desirability Ranking Matrix

Survey I: The team conducted the first survey at Houston Rodeo to take a closer look at Houston

veterans and military families.

Methodology The survey includes eight questions on demographic information and previous experience

with veteran-­focus programs (Appendix II). The team distributed the paper survey at the booth of United Service Organization at Houston Rodeo on February 27th, 2016.

Analytical Approach The team obtained 89 responses and input all the responses into an Excel Spreadsheet.

For multiple choice questions, the team counted the frequency of each category and obtain summary of descriptive statistics of the data. For free response questions, the team analyzed each response and found out the programs and events that respondents reported to be helpful.

Findings The survey results show that about 66% of respondents are male and 34% are female.

The median age is 34 years old and the largest age group is from 26 to 32 years old. The age distribution is skewed to the right because participants of Houston Rodeo are generally younger. Most respondents are Iraq War veterans. The team was also interested in the popularity of TRICARE and USFHP: About 32% of respondents are enrolled in TRICARE and among the 29 TRICARE users only one is USFHP user (Figure 5). Three organizations are identified as serving the need of veterans in a meaningful and effective way: United Service Organization, L.I.N.K.S class for spouses and Irreverent Warrior.

Figure 5. (Left) Current health care providers;; (right) TRICARE enrollment options

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Survey II: From the first deliverable, the team has identified that the most important social issues

that veterans and military families care about are physical health, mental health, economic well-­being, emotional well-­being, and access to resources. Survey II is aimed at claiming primary data to confirm the team’s identified social issues and generating a ranking of importance of the different social issues concerning veterans and military families. With this information, the team can help its USFHP and CHRISTUS Health better pick programs that address veterans and military families’ most important needs.

Methodology

Research Methods-­-­Survey Design

The team designed Survey II with 2 different components-­-­a multiple choice section with 22 questions and a free response sections with 3 questions. For a typical multiple choice question, a respondent is asked to disagree or agree with a strong statement the team has formulated, with 1 being strongly disagree, 2 being disagree, 3 being neutral, 4 being agree, and 5 being strongly agree. The free response questions are designed mainly to confirm with the rankings the team gets from multiple choice questions and to make sure that the team covers every aspects veterans and military families care about. Please refer to Appendix III for examples of multiple choice and free response questions.

Research Methods-­-­Survey Distribution

To ensure more comprehensive and unbiased results, the team distributed Survey II through 2 channels. The first channel is various USFHP Partners (Appendix IV). City of Houston Office of Veterans Affairs, Combined Arms, and Gulf Coast Veterans are some example organizations. The second channel is University Veteran Affairs Offices in the greater Houston areas (Appendix V). Some examples are Rice in Business Veterans Association and Sam Houston State University Veterans Association.

Overview of Primary Data

For Survey II, the team received 83 response in total. Everyone answered all multiple choice questions. 42 out of 83 responded to the first free response question. 49 out of 83 to the second question, and 38 out of 83 to the third question.

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Analytical Approach

Multiple Choice Questions

In order to analyze the multiple choice questions, the team grouped 1 (i.e. strongly disagree) and 2 (i.e. disagree) into “disagree” and grouped 4 (i.e. agree) and 5 (i.e. strongly agree) into “agree.” For each of the 22 multiple choice questions, the team calculated the percentage of people who responded “agree” and “disagree”, and then the team ranked the questions based on the “agree” percentage from high to low.

The team then looked at the percentages of the disagreements. With the highest of the disagreement percentages not exceeding 40, the team decided to focus analysis on the agreement percentages, and set the cutoff point at 50%. The team condensed the question statements into their core social issues and converted them into action items (Figure 6).

Figure 6. Condensed multiple choice question topics

Free Response Questions

To analyze the response questions, the team extracted key concepts out of every question, and then group them into categories such as “community,” “economic well-­being,” “mental health,” “education,” “physical health,” and “resources access” (Figure 7).

Figure 7. Free response questions keyword frequency analysis

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For each free response question, the team then rank the counts of keyword appearances

(Figure 8).

Figure 8. Ranking of keyword topics based on frequency

It is clear that the first top social issue for all three questions is “connecting with

community”;; the second top issue is “economic well-­being,” such as financial condition, career preparation, and employment;; the third is “mental health.” For the social issues not in red, the team looked to see if the issues are already covered with one of the three broad categories. If not, the team counted the frequency that the social issue came up across all three questions and gave them a likewise ranking. For example, for the first free response, suicide would go into mental health. Then for physical health, the team’s count is 7 ( = 6 + 1 from free response question 1 and 2);; for education, the team’s count is 6 (= 3 + 3 from free response question 2 and 3);; for resources, the team’s count is 6 (= 3 + 3 from free response question 1 and 3)

Findings

Findings-­-­Multiple Choice

The team grouped the core issues into broader categories and arrived at the following categorized rankings for multiple choice questions: #1: Community (Supported by previous ranking 1) #2: Mental Health (Supported by previous ranking 3-­5 & 9-­10 & 12-­13) #3: Financial Condition and Resource Access (Supported by previous ranking 2 & 11 & 14) #4: Physical Health (Supported by previous ranking 7) #5: Education and Social Programming for Children (Supported by previous ranking 8)

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Findings-­-­Free Response

Based on the methodology mentioned, the team concluded the categorized rankings for free response as: #1: Community #2: Economic Well-­being: Financial Condition, Career Preparation, Employment #3: Mental Health #4: Physical Health #5: Education, Resources Access

Interpretation of Findings-­-­Multiple Choice and Free Response

A comparison between the rankings produced from both multiple choice and free response questions is shown below (Figure 9).

Figure 9. Comparison of multiple choice and free response question topics

The team concluded from the analysis of free response questions that the rankings

obtained in our multiple choice questions were consistent. To maximize the efficiency of numerical data, the team uses the rankings from multiple choice section to construct Program Selection Guidelines.

Relevance of Survey II Analysis with the Project

Based on the ranking of multiple choice questions, the team was able to assign weights and importance to different social issues (Figure 10) and thus be able to design a selection guideline for CHRISTUS Health (Figure 11) to select programs and events that best solve veterans and military families’ cared social issues.

The team assigned weights to each social issue based on the percentage of responses that agreed with each statement. Taking the lowest percent point below (61% as our reference point), the team then calculated the relative weight of each question in comparison with the lowest

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agreeable percentage question. For example, “PTSD is a serious challenge in the veteran community” has a 86.4% agreement level (Figure 10).

Relative weight: 86.4% / 61% = 1.416 Final weight: 1.416 * 10⁴ ≈ 14.2

Figure 10. Weighted importance of initiatives that address social issues

Since the survey asked some questions twice in different wording to test consistency, to

minimize ambiguity, the team combined the categories with the same focus and obtained the following 12 criteria for program selection. The team’s proposed selection guideline with these 12 criteria is shown below (Figure 11).

Figure 11. Selection guideline criteria and relative weights

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Deliverable III: Past Program Evaluations

Methodology The MAGIC Team took each of the 29 programs that CHRISTUS Health has partnered

with in the past and calculated individual scores on how they addressed each social issue, from community interaction to veteran homelessness, as identified in the selection guideline in Deliverable II. Each of these social issues criteria was given a score from zero to two. A score of zero indicates that the issue is not addressed at all. A score of one indicates that the issue is somewhat being addressed, but perhaps not sufficiently so. A score of two indicates that the social issue is fully addressed by the partner organization.

The MAGIC Team compiled a spreadsheet comparing CHRISTUS Health’s past 29 programs with the list of weighted social issues (Appendix VI). To provide an example of how the evaluation system would work, refer to the number one ranked program, Banded Brigade Outdoors (Program 19). This program is a non-­profit organization dedicated to providing a veteran community through outdoor activities such as hunting, fishing, and target shooting events. Banded Brigade Outdoors has a weighted score, or potential impact value, of 70.4 total. Analyzing this particular result, we put a full score of two for the criteria of “facilitating interaction between veterans and community” and the other category that addresses aspects of attendance, cost, and engagement level. The MAGIC Team also assigned the program a score of one for somewhat addressing the criteria of “increasing access to mental health resources or minimizing consequences of mental health challenges.”

Findings In order to analyze the final results, the MAGIC Team added up the weighted scores for

each program to compare the programs with one another. The analysis of the methodology gives insight into the costs and benefits of each program or event and compared the desirability between past programs and investments. For instance, our top five programs include Banded Brigade Outdoors, CHAMP-­Changing Hearts and Minds Program, The Veteran Golf Classic-­Folds of Honor, Gulf Coast Veterans Fair & Family Fun Day, and Veterans Day Celebration event. These programs usually address the highest weighted criteria of community interaction, undeniably an important issue, fully with scores of two, and perhaps a couple of other social issues as well. Whereas, the bottom five programs tend to neglect the community interaction or other important social issue criterias, and may only address a single social issue but simply not sufficiently enough. However, there are limitations with this methodology as well. For instance, for the presentation dinners and the Catholic Charities Lotus Project, the MAGIC Team was not able to find sufficient information from websites or media reports for the programs.

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The MAGIC Team’s proposed spreadsheet analysis can therefore be continuously used for CHRISTUS Health’s future endeavors in program investment. For example, many survey respondents have identified Silkies Hike as a great program of future investment. Already, it is apparent that this would be a great potential program, as it addresses the social issues of community interaction, minimizing the consequences of PTSD and mental health challenges, and addressing the challenges of physical relocation through a type of support group. Any future decisions for veteran-­related sponsorships or investments can also be assessed by this evaluation sheet.

Deliverable IV: Performance Tracking System

Methodology In order to obtain data for program performance tracking, the team isolated three reliable

sources for data: program self-­evaluation, program participant evaluation, and first party evaluation. First party evaluation, defined as having CHRISTUS Health employees who participate for the entire length of a partner program before producing an evaluation, was ruled out first due to feasibility. Both program self-­evaluation(PSE) and program participant evaluation(PPE) were selected as the only two sources of data for the performance tracking system.

Within the PSE feedback loop, a pre-­event questionnaire will be required of each potential partner program that seeks funding from CHRISTUS Health. Appendix VII is a sample pre-­event questionnaire produced by the MAGIC Team. In this questionnaire, which is based on the current marketing event proposal form, basic information such as expected attendance number and target demographic is required. Additionally, questions regarding program outcomes and indicators of success are also included to help inform the program selection process.

At the end of each event, the partner program is also required to complete a post-­event questionnaire, where the program director has to judge how successful the program was. This completes the second half of the PSE feedback loop, where CHRISTUS Health will have enough information to compare actual outcomes to promised outcomes from the perspective of a partner program. Please see Appendix VIII for all the recommended questions.

On the other hand, a pre-­ and a post-­event survey given to all program participants at the beginning and the end of each engagement will make up the feedback loop for PPE. Three reasons necessitate the administration of these surveys: first, participant feedback will help calibrate and eliminate the varying level of bias that may exist in the post-­event questionnaires;; second, CHRISTUS Health can be active in the survey design process, such that it will be able to access the VaMF community in a way it could not before;; and third, as outlined in the Effectiveness of Permanent Housing Program FY 2012 Report and Veteran Health 10

10 "Effectiveness of Permanent Housing Program FY 2012 Report." (2012): n. pag. Www.va.gov. Veterans Affairs. Web. 30 Feb. 2016.

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Administration Mental Health Program Evaluation , direct survey is one of the most accurate 11

form of data gathering for program evaluations.

Analysis With the two aforementioned sources of data and four data channels, the following data

items can be extracted: Program cost Program duration Program attendance Program geographical reach Program effectiveness in achieving outcomes Program relevance to the CSR goals of CHRISTUS Health Participant demographic Participant identification (name and contact information) Participant satisfaction level

In order to evaluate the performance of certain programs using what is now available, either in comparison with their peers or to their historical record, the following general metrics are developed:

Cost / Duration ($ per hour) Cost / Participant ($ per person) Cost / # of Geographical Regions ($ per region) Effectiveness (scale of 1 to 5) 12

Relevance (scale of 1 to 5) Satisfaction Level (scale of 1 to 5) Percentage of Returning Customer (%) Overall Satisfaction Contribution ((1 to 5) * Sponsorship %)

However, it is likely there will exist other more specific indicators for different social causes beyond what is listed here. It is recommended that CHRISTUS Health consider adding additional questions to the existing questionnaires and surveys to extract program-­specific data.

Recommendation For Next Steps In order to proceed with the current tool set, the MAGIC Team recommends CHRISTUS

Health to 1) digitize the pre-­event questionnaire into an online application portal, 2) select social

11 Watkins, Katherine E., Harold Alan Pincus, Brad Smith, Susan M. Paddock, Thomas E. Mannle, Abigail Woodroffe, Jake Solomon, Melony E. Sorbero, Carrie M. Farmer, Kimberly A. Hepner, David M. Adamson, Lanna Forrest, and Catherine Call. "Veterans Health Administration Mental Health Program Evaluation: Capstone Report." PsycEXTRA Dataset (n.d.): n. pag. Mental Health Home. US Department of Veterans Affairs, 2011. Web. 30 Feb. 2016. 12 Note: the scale of 1 to 5 is arbitrarily chosen based on the usual five levels of agreement (strongly disagree, disagree, neutral, agree, and strongly agree)

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issues and choose appropriate programs to partner with, and 3) develop appropriate pre-­ and post-­event surveys for each program or social issue.

Conclusion With a complete CSR portfolio, CHRISTUS Health will be able to make valuable

contributions to veterans and military families and establish a sustainable relationship with the community. To help CHRISTUS Health explore its CSR for veterans and military families, the MAGIC Team has worked with Firestarter and AM Managment to produce research data and practical guidelines for a CSR portfolio. The MAGIC Team conducted background research and two surveys to gather information for the construction of program selection, evaluation guidelines, and program performance tracker. Based on research and analysis, the MAGIC Team has developed the following next step recommendations for CHRISTUS Health.

Figure 12. Key steps of producing a CSR portfolio

1. Focus on issues regarding community recognition and support for veterans, mental

health, and economic well-­being. 2. Evaluate potential programs based on the twelve identified and weighted categories of

target issues and make decisions based on the final score of each program. 3. Keep track of program performance by collecting data from program self-­evaluations and

program participant evaluations. 4. Assess program effectiveness by analyzing aforementioned program performance data

with above listed indicators. If CHRISTUS Health were to construct its CSR portfolio using the tools that the MAGIC

Team has provided for program selection and evaluation, it will very likely partner with a variety of effective social programs that address social issues relevant to all veterans and military families in the greater Houston area. In the meantime, CHRISTUS Health should also expect a sizable increase in its current sponsorship spending, as it will need to hire at least three dedicated staff members (portfolio director, data analyst, and communications officer for example) and provide sponsorship funds. If CHRISTUS Health should find the need for an additional source of data for performance evaluation, it may explore the option of hiring dedicated program evaluators or researchers who will produce program evaluations through first hand experience and offer professional insights

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Back Matter

Qualifications of Team Members

Eric Pan As a sophomore studying Materials Science and Nanoengineering, Eric developed and refined his analytical and quantitative skills through technically demanding course work and competitive team projects requiring strong interpersonal skills. Eric aspires to become a professional consultant after graduation and eagerly applies his organization and leadership skills.

Lucille Tang Lucille is a freshman Cognitive Science major interested in consulting and entrepreneurial initiatives. Her past research experience includes being an intern for the Baker Institute of Public Policy, assistant researcher for a neuroscience lab at the University of North Texas, and team member on the Brown Tower Renovation Project last semester with ENST 302. Lucille contributes her skills to provide novel and innovative approaches to the consulting project.

Qianru Xiong Studying sociology and managerial studies, with strong interests in accounting, marketing, entrepreneurship and business strategy, Qianru aspires to bring a business perspective into this project. Qianru has been looking into start-­up strategies and worked on a fictional marketing plan with five other people to develop a new product line for Oreo. Qianru’s social science research background provides her with strong qualitative analytic skills, and she has refined her interpersonal skills as sector leader through her participation in several university clubs and as representative of a number of university administrative offices.

Vicky Yang As a junior majoring in sociology and statistics, Vicky’s sociology background allowed her to analyze problems through a holistic perspective and her statistical knowledge provided her the tools to understand quantitative research and topics related to demographics and data analysis. Vicky’s diverse work experience in companies and student organizations provided her with excellent skills in communication, leadership and problem solving. As the project strategist, Vicky will add value to the team with her careful understanding of the main issues and creativity in problem solving.

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Appendix

Appendix I: Demographics and Social Issues Research

Demographics The MAGIC Team conducted the demographics and social issues research on both Texas and the city of Houston. The following tables and charts are made with information provided by the U.S. Census Bureau . 13

Texas Veterans Demographics Summary

Age

AGE Percentage

18 to 34 years 11.5% 35 to 54 years 27.9% 55 to 64 years 21.7% 65 to 74 years 20.6%

75 over 18.3%

13 2010-­2014 American Community Survey 5-­Year Estimates”. United States Census Bureau.

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Disability Status

DISABILITY STATUS Veterans Non-­Veterans With any disability 27% 13%

Education

EDUCATIONAL LEVEL Veterans Non-­veterans

Less than high school graduate 7% 20% High school graduate 24% 25%

Some college/associate's degree 40% 28%

Bachelor's degree/ higher 29% 27%

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Employment EMPLOYMENT STATUS Veterans Non-­Veterans

Labor force participation rate 77.2% 74.9%

Unemployment rate 6.8% 7.6%

Houston Veterans Demographics Summary

Age AGE Veterans Nonveterans

18 to 34 years 13% 39% 35 to 54 years 25% 36% 55 to 64 years 19% 13% 65 to 74 years 22% 7%

75 years and over 22% 5%

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Disability Status Disability Status Veterans Non-­veterans With any disability 25.40% 11.40%

Education

EDUCATIONAL LEVEL Veterans Non-­veterans

Less than high school graduate 7.60% 25.10% High school graduate 21.30% 22.50%

Some college/associate's degree 36.00% 22.90%

Bachelor's degree/ higher 35.20% 29.50%

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Employment EMPLOYMENT STATUS Veterans Non-­Veterans

Labor force participation rate 78.60% 76.80%

Unemployment rate 9.10% 8.80%

Social Issues

Physical Health

General Consensus Towards Governmental Aids

Half (52%) of all veterans badly injured while serving say the government has not given them, as a veteran, “all the help you think it should.” In contrast, of other veterans, only 32% are as critical of the government, while 63% say it has done enough to assist them. 14

Substance Abuse (e.g. Alcohol, Smoking, Illicit and Prescription Drugs)

A quarter of 18-­ to 25-­year-­old veterans meet criteria for a substance use disorder. Young adult veterans are particularly likely to abuse substance. A quarter of 18-­ to 25-­year-­old veterans meet criteria for a substance use disorder, which is more than double the rate of veterans aged 26-­54 and five times the rate of veterans 55 or older . 15

Mental Health

About 18.5% of Iraq or Afghanistan veterans have post-­traumatic stress disorder (PTSD) or depression. About 19.5% of veterans report experiencing a traumatic brain injury (TBI) during deployment . 16

14 Morin, Rich. "For Many Injured Veterans, A Lifetime of Consequences." Pew Research Centers Social Demographic Trends Project RSS. N.p., 08 Nov. 2011. Web. 01 May 2016. 15 Substance Abuse in the Military." Dr ugFacts:. N.p., 01 Mar. 2013. Web. 01 May 2016. 16 "Veterans and Military Families." Ann.lynsen. N.p., n.d. Web. 01 May 2016.

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Economic Well-­being

In January 2014, communities across America identified 49,933 homeless veterans (8.6% of the total homeless population) . The major causes of homelessness among veterans are low 17

socioeconomic status, mental health disorders and substance abuse . Veterans have a much 18

higher chance of experiencing traumatic brain injuries, post-­traumatic stress disorder (PTSD), physical disability and mental illness, which are substantial obstruction to a normal, stable life. Additionally, veterans find it difficult to transition to civilian life due to lack of social support and job skills, which leads to a higher chance of having low socioeconomic status.

Currently, there are many governmental initiatives and partnerships that strive to eliminate veteran homelessness. For example, Mayors Challenge to End Veteran Homelessness announced by First Lady Michelle Obama is a part of Obama Administration’s Joining Forces initiative , which had the goal to eliminate Veteran homelessness in the U.S. before the end of 19

2015. In fact, Houston was one of the 21 cities that participated in the challenge and publicly committed to the cause. Other partnerships, such as one with VA in late 2009, take place on the 20

local level to leverage specific expertise of regional organizations. 21

Reported in a 2011 study by the Pew Research Center, the unemployment rate of veterans with service-­connected disability was 9.5% in July 2010, compared to 8.6% for veterans with no disability, and 9.7% for non-­veterans. However, it is noteworthy about 14% of all disabled veterans are classified as too disabled to work and thus excluded from the calculation, and 29% who are classified as full-­time retirees were also excluded. 22

Emotional Well-­being

In the Pew Research done in 2011, some 84% of post-­9/11 veterans say the public does not understand the problems faced by those in the military or their families. The public agrees, though by a less lopsided majority—71%. About 48% of all post-­9/11 veterans say they have experienced strains in family relations since leaving the military. One-­third (32%) says there have been times where they felt they didn’t care about anything . 23

Access to Resources

There are two major issues in terms of access to resources for veterans: the current resources do not satisfy the need of veterans and many veterans are not well informed about the resources available for them.

Veterans can be disconnected from healthcare service if they live in the rural areas. Veterans in rural areas are generally older than the overall veteran population and they are less likely to have easy access to a variety of resources such as federal health care and employment

17 "Fact Sheet: Veteran Homeles sness." National Alliance to End Homelessness :. N.p., n.d. Web. 01 May 2016. 18 "Goal Achieved." Mayors Challenge. N.p., n.d. Web. 01 May 2016. 19 Flanagan, Alice K. Mayors . Minneapolis, MN: Compass Point, 2001. Web. 20 Mayors Challenge: Mayors and Staff." Mayors Challenge: Mayors and Staff. N.p., n.d. Web. 01 May 2016. 21 "Homeless Veterans." About the Initiative -­. N.p., n.d. Web. 01 May 2016. 22 Morin, Rich. "Section 3: The Disabled Veteran." Pew Research Centers Social Demographic Trends Project RSS. N.p., 08 Nov. 2011. Web. 01 May 2016. 23 "War and Sacrifice in the Post-­9/11 Era." Pew Research Centers Social Demographic Trends Project RSS. N.p., 05 Oct. 2011. Web. 01 May 2016.

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opportunities . There have been numerous reports by Government Accountability Office, VA’s 24

Office of the Inspector General, and other organization of VA facilities failing to provide timely health care. In some cases, the delays in care or VA’s failure to provide care at all have reportedly resulted in harm to veterans. VA patients have also reported that they are less likely than private-­sector patients to get appointments as soon as needed . 25

Second, many veterans are not well informed about the benefits and resources available for them. While there are many different parties serving the need of veteran community, veterans might not have the knowledge about the existent programs and the process of obtaining benefits. While there are about 2 million veterans nationwide who qualified for veterans’ benefits, approximately 14 million veterans did not receive care from VA facilities because they did not know they could . 26

Transition to post-­military, civilian life requires navigating a new health care system, an experience that leaves many individuals resigned to not seeking care. The failure to continue mental health care in the VA was confirmed by the only study that examined the flow of mental health patients from DoD to VA systems of care. The study found that only 52 percent of discharged veterans with schizophrenia, bipolar, or major affective disorders made contact with the VA health care system (Mojtabi et al., 2003). The Mental Health Task Force recommended provider-­to-­provider handoffs to guide transition to civilian care (Department of Defense Task Force on Mental Health, 2007b). May 2008 is the target date for DoD to draft guidelines for transferring mental health patients to VA, TRICARE, and other postDoD providers. The VA has undertaken a number of community-­outreach efforts to ensure that servicemembers with mental health problems or other Service-­connected ailments resume or initiate treatment in the VA health care system. From October 1, 2000, through May 31, 2006, the VA provided approximately 36,000 briefings on available health care services to nearly 1.4 million active duty and Reserve Component service members and their families. A VA-­sponsored Web site (Department of Veterans Affairs, 2007l) provides information on VA health services aimed specifically at OEF/ OIF veterans. Other promotional programs include wallet-­sized cards with VA telephone numbers and a monthly video magazine called the American Veteran (GAO, 2006c).

24 "Despite Numbers, Rural Vets Lack Attention, Resources." MilitaryTimes . N.p., n.d. Web. 01 May 2016. 25"High Risk: Managing Risks and Improving VA Health Care." U.S. GAO -­ . N.p., n.d. Web. 01 May 2016. 26 "DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14." DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14. N.p., n.d. Web. 01 May 2016.

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Appendix II: Houston Veterans and Military Families Survey

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Appendix III: Veteran Social Concern Survey (Survey II) We are interested in the issues that most impact veterans, their families, and the

community in which they reside. Please help us gauge which issues deserve additional coordinated focus to help improve the circumstances of your community.

Multiple Choice Questions 1. I believe there is immense value in building channels to communicate veteran

experiences to other members of my community. 2. I believe that the issue of veteran homelessness is an issue that deserves more attention

by local social service organizations and community groups. 3. Post Traumatic Stress Disorder remains an issue that creates serious challenges to the

health and wellness of my community. 4. I believe that increasing access to mental health support resources is a vital step towards

improving the circumstances of my community. 5. I feel strongly that additional resources to address the issue of suicide can make a

profound impact on my community. 6. I feel strongly that additional resources to address the issue of PTSD can make a

profound impact on my community. 7. An increased focus on providing individuals with physical disabilities with tools to adjust

to daily life would significantly benefit all members of my community. 8. I believe that a greater focus on providing children with educational and social

programming would make a noticeable change in my community. 9. I see that my community frequently struggles to deal with the consequence of mental

health challenges. 10. I frequently see the negative effects that suicide has on my community. 11. Members of my community face unique financial circumstances, which are rarely

addressed through existing financial management tools or organizational structures. 12. I believe additional support resources committed to the issue of substance abuse could

lead to significant change in my community. 13. Substance abuse is a challenge that I frequently see making a harmful impact on my

community. 14. I find that the challenges of physical relocation hamper the success of many individuals

and families that I know. 15. Members of my community face additional challenges when it comes to providing

children with equal educational and extracurricular opportunities. 16. There is a lack of public resources that members of my community rely on to easily

obtain information about access to healthcare service and information. 17. I observe that members of my community who live with physical disabilities have access

to opportunities for overcoming physical barriers in their daily lives.

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18. There is a lack of public resources that members of my community rely on to easily obtain information about access to employment support.

19. There exist public resources that members of my community rely on to easily obtain information about access to adult education.

20. There exist public resources that members of my community rely on to easily obtain information about access to educational support for youth.

21. I feel strongly that foreigners who obtained special immigrant visas by supporting the work of our troops abroad are being given unfair treatment upon arrival in the U.S.

22. There exist public resources that members of my community rely on to easily obtain information about access to a variety of social support services.

Free Response Questions We are curious to know more about your perspective on the social issues impacting your

community. The following questions leave you room to express yourself in more detail. Any additional information you'd like to give is immensely valuable.

1. What social challenges do you think are impacting members of your community without the attention of mainstream social support organizations?

2. What programs, events, or resources play an important role in supporting the transition to civilian life?

3. What programs, events, or resources play an important role in supporting the transition to civilian life?

4. Please leave us with your full name and a method of contacting you if you would like to be a part of the raffle.

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Appendix IV: Various CHRISTUS Health Partners through which MAGIC Team Distributed Survey II City of Houston Office of Veterans Affairs Combined Arms USO Houston The Scuttlebutt Grace After Fire Career Gear Houston Gulf Coast Veterans Catholic Charities’ Lotus Project for Women Veterans Wreaths Across America Houston Give An Hour Banded Brigade Outdoors Folds of Honor Houston Military Armed Forces CHAMP-­ Changing Hearts and Minds Program

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Appendix V: University Veteran Affairs Offices in the Greater Houston Areas through which MAGIC Team Distributed Survey II HCC Vets Rice in Business Vets UT Vets Texas A&M (College Station) Vets Texas A&M (Galveston) Vets University of North Texas Vets Baylor Vets UT Dallas Vets Texas Tech Vets Sam Houston State Vets

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Appendix VI: Criteria Evaluation of Past Programs

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Appendix VII:

Pre-­Event-­Questionnaire

Condensed Event Proposal Form Questions

1. Event name

2. Date

3. Location

4. Attendance number

5. Previous year highlights (if applicable)

6. Target demographic

7. Sponsorship cost

8. Event execution cost

Proposed Additional Questions

Which of the following VaMF social issues do you seek to address? Please check all

that applies.

How do you plan to address each issue. Please list your execution steps in bullet

points and include a duration breakdown of your event.

What are some outcomes of your event or program that can indicate your level of

success. Examples include: number of attendance, efficient use of budget, and level

of engagement (presentation, discussion, physically activity, individual project, etc.)

How will CHRISTUS Health’s sponsorship help you improve your event?

How do you plan to include USFHP or CH in your event set up and process.

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Appendix VIII:

Post-­Event-­Questionnaire

Condensed Event Recap Questions

1. Event name

2. Date and time of event

3. Brand engagement and impressions

Proposed Additional Questions

Which of the following VaMF social issues did you address at your event?

How did you address each issue?

Who attended your event? Give an occupation and geographic breakdown to the

best of your ability.

Were the activities planned effective with your audience? Please justify your answer

with examples. Pictures are welcome.

How successful was your program/event. Address each of the outcomes you listed in

the Pre-­Event-­Questionnaire individually.

How did you include USFHP or CH in your event/set up/process?

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Lexicon. Financial Times, n.d. Web. 30 Feb. 2016. 2. 2010-­2014 American Community Survey 5-­Year Estimates”. United States Census

Bureau. 3. “2010 Employment Situation of Veterans-­2010” U.S. Bureau of Labor Statistics. 4. “Table A-­5. Employment Status of the Civilian Population 18 Years and over by Veteran

Status, Period of Service, and Sex, Not Seasonally Adjusted.” U.S. Bureau of Labor Statistics.

5. “Table A-­5. Employment Status of the Civilian Population 18 Years and over by Veteran Status, Period of Service, and Sex, Not Seasonally Adjusted.” U.S. Bureau of Labor Statistics.

6. “Table 7. Employment Status of Veterans 18 Years and over by Presence of Service-­connected Disability, Reported Disability Rating, Period of Service, and Sex, August 2015, Not Seasonally Adjusted.” U.S. Bureau of Labor Statistics.

7. "War and Sacrifice in the Post-­9/11 Era." Pew Research Centers Social Demographic Trends Project RSS. N.p., 05 Oct. 2011. Web. 29 Apr. 2016.

8. "Despite Numbers, Rural Vets Lack Attention, Resources." Military Times. N.p., n.d. Web. 29 Apr. 2016.

9. "DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14." DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14. N.p., n.d. Web. 29 Apr. 2016.

10. "Effectiveness of Permanent Housing Program FY 2012 Report." (2012): n. pag. Www.va.gov. Veterans Affairs. Web. 30 Feb. 2016.

11. Watkins, Katherine E., Harold Alan Pincus, Brad Smith, Susan M. Paddock, Thomas E. Mannle, Abigail Woodroffe, Jake Solomon, Melony E. Sorbero, Carrie M. Farmer, Kimberly A. Hepner, David M. Adamson, Lanna Forrest, and Catherine Call. "Veterans Health Administration Mental Health Program Evaluation: Capstone Report." PsycEXTRA Dataset (n.d.): n. pag. Mental Health Home. US Department of Veterans Affairs, 2011. Web. 30 Feb. 2016.

12. Footnote: the scale of 1 to 5 is arbitrarily chosen based on the usual five levels of agreement (strongly disagree, disagree, neutral, agree, and strongly agree)

13. "American FactFinder." American FactFinder. N.p., n.d. Web. 01 May 2016. 14. Morin, Rich. "For Many Injured Veterans, A Lifetime of Consequences." Pew Research

Center Social Demographic Trends Project RSS. N.p., 08 Nov. 2011. Web. 01 May 2016. 15. Substance Abuse in the Military." DrugFacts :. N.p., 01 Mar. 2013. Web. 01 May 2016. 16. "Veterans and Military Families." Ann.lynsen. N.p., n.d. Web. 01 May 2016.

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17. "Fact Sheet: Veteran Homeles sness." National Alliance to End Homelessness :. N.p., n.d. Web. 01 May 2016.

18. "Goal Achieved." Mayors Challenge. N.p., n.d. Web. 01 May 2016. 19. Flanagan, Alice K. Mayors . Minneapolis, MN: Compass Point, 2001. Web. 20. Mayors Challenge: Mayors and Staff." Mayors Challenge: Mayors and Staff. N.p., n.d.

Web. 01 May 2016. 21. "Homeless Veterans." About the Initiative -­. N.p., n.d. Web. 01 May 2016. 22. Morin, Rich. "Section 3: The Disabled Veteran." Pew Research Centers Social

Demographic Trends Project RSS. N.p., 08 Nov. 2011. Web. 01 May 2016. 23. "War and Sacrifice in the Post-­9/11 Era." Pew Research Centers Social Demographic

Trends Project RSS. N.p., 05 Oct. 2011. Web. 01 May 2016. 24. "Despite Numbers, Rural Vets Lack Attention, Resources." MilitaryTimes . N.p., n.d.

Web. 01 May 2016. 25. "High Risk: Managing Risks and Improving VA Health Care." U.S. GAO -­ . N.p., n.d.

Web. 01 May 2016. 26. "DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14."

DiNapoli Finds Veterans Are Not Informed of Health Benefits Options, 3/19/14. N.p., n.d. Web. 01 May 2016.

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