The document discusses plans for marketing and communications regarding the transition of Walter Reed Army Medical Center. It provides details on the new logo being designed for system-wide implementation at both Bethesda and Fort Belvoir military medical facilities. The logo represents world-class medical care for all military branches through its use of purple. It also symbolizes innovation through an emerging cross, strength through the Capitol symbol, and service that is heroic and national through its shield design. The document provides an example of a motivational poster campaign that could utilize actual veterans to communicate simple yet direct messages about hiring veterans.

1. Marke&ng
&
Communica&ons
Plan
BRAC Office of Integration &Transition Volume 1, No. 3 FEB 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff
members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
The New Logo…
Walter Reed BRAC Office of Integration & Transition
Reference: Chuck Dasey, WRAMC/NRMC PAO, 10 FEB 2011
The new logo is designed for
system wide implementation.
Rather than a single iconic
logo for one facility, the new
brand has been designed to
represent the same state of the
art, next generation military
medical care, delivered at both
Bethesda and Fort Belvoir.
Purple:
World class medical
care regardless of
uniform color
Emerging cross:
Innovation
Capitol:
Heroic; National
Shield:
Strength
System Wide Implementation
Office
of
Strategic
Outreach

2. Hi
Brian,
I
hope
this
message
finds
you
well!
Based
on
our
conversa;ons
Tuesday
and
a
look
at
the
VETS
website/outreach
tools
you
have
in
place,
I
took
a
liCle
;me
to
put
together
some
ideas
that
I
think
might
be
effec;ve
in
jumpstar;ng
the
DOL
Outreach
program.
I
provided
samples
of
products/ideas
implemented
during
my
s;nt
at
Walter
Reed
and
thought
some
of
these
could
be
easily
used
as
a
baseline/founda;on
to
expand
upon
for
VETS.
Please
feel
free
to
take
anything
you
think
might
be
useful
under
considera;on.
Regards,
Dan
Henry

3. COMMUNICATING VETS:
An outline for effectively communicating VETS:
Assumptions for Planning Purposes:
§ VETS is not a universally known entity
§ Clear concise messaging has not been produced to educate stakeholder populations of existing tools to assist veterans
§ The organization has not been effective engaging/partnering with aforementioned stake holder populations to deliver on its
stated mission to provide resources and expertise to assist and prepare veterans to obtain meaningful careers, maximize their
employment opportunities, and protect their employment rights.
§ Strategic plan not currently in place to guide organization/office to achieve stated goals
§ Collaborative environment with VSOs, governmental organizations and corporations not currently maximized
§ Social/New Media platform and web usage as a method of outreach peripheral at best
Communications Goals:
• To develop a comprehensive series of communication tactics and strategies which will effectively deliver timely messaging and
content deemed important to the VETS audience on a national level
• To positively affect DOL policies and the implementation of VETS initiatives in order to achieve the most beneficial results for
our stakeholder populations including Veterans, VSOs, DOL staff, governmental organizations, corporations and small/medium
size businesses.
• Clearly define for stakeholder audiences who/what VETS is, what/how VETS delivers on its mission/vision and how partnering
with VETS is a win for veterans on the home front AND workforce /talent management within organizations
Audiences:
Veterans, Veterans Service Organizations. Human Resource/Hiring officials at businesses, corporations and
government organizations, Non-Profits devoted to workforce development, Active Duty military organizations, media
organizations, radio and print publications, congress
Key Messages:
§ VETS is here!!! Communicating the mission, vision and existence of VETS
§ Hire a Veteran!!!!
§ VETS cares about the well being of veterans
§ VETS is more than just an acronym and will play a significant role not merely in developing partnerships with stakeholder
communities but will facilitate access to tools training and job opportunities to impacted populations
§ Our Most Critical Asset is You! Stakeholders play a key part in achieving message saturation and we cannot accomplish our
mission without public engagement through our critical stakeholder communities

4. Effort Synopsis Result Implementation
Hire A Vet! Develop a series of 30 x60 Posters starring real veterans highlighting, in an
irreverent manner, the unique capabilities that veterans offer in the workplace
in environment. (Slogan Example: Punctual? If I’m not there 15 minutes early,
I’m already late, or; Leadership experience? Yeah, I think I’ve got that
covered)
Endear sense of pride and
personality to both veteran’s
and the civilian population
they will be transitioning too
alike; Capitalizes on the
patriotic spirit by highlighting
military service and the
intangible traits that come
with it.
Electronic e-mail blasts,
METRO ad-campaign;
partnering with
governmental
organizations and/or GSA
to place within buildings
VETS Success! 3 to 5 Minute film shorts or trailers that follow a veteran who has successfully
transitioned to the civilian workplace. Company executives will talk a bit about
the positive impact of the veteran/veterans on staff, peers highlight traits,
veteran talks about transition and how VETS programs helped
Illustrates in a visceral
manner the successes of
veterans in the workplace.
Inspiring, emotional pieces
that show stakeholders that
what we do is both real and
necessary
Through social media,
websites and YouTube.
Create a VETS channel
that focuses on VETS
success stories and
highlighting resources
available to veterans; live
on kiosks at events
VETS Focused Kiosk
and permanent display
Creation of 10 Foot informational displays and interactive kiosk (speaking)
referencing key initiatives, VETS Success videos and informational
presentations.
Visceral impact on visitors.
Constant ROI of advertising
dollars
Begin with DOL Lobby;
deploy through
partnerships to other
facilities (VA Hospitals,
government Agencies,
VSO facilities, MTFs)
Quarterly Partner
Meetings
Invite engagement partners to quarterly meet & greet/planning sessions where
we look at trends in veteran’s hiring and discuss ways to make our outreach
more effective.
Buy in with VSOs who feel
like they are less being
talked down to than being
made a true partner in
meeting VETS and Veterans
needs. True metric on
effectiveness.
Conducted at DOL or
sponsored by DOL at
various regional locations
VETS Blog Interactive/robust website for delivering messaging critical to VETS initiatives ;
place holder for VETS Success videos and articles; Links to and from social
media and primary VETS website
Dynamic home for VETS
online that makes people
WANT to find out more about
the programs
Several inexpensive
turnkey solutions available
(Zen folio,Word Press,
Joomla) Implementation
contingent upon DOL
Information management
rules

5. Product Synopsis Result Implementation
VETS/DOL Live A series of updates given by Senior VETS and DOL staff on any number of
topics of concerns to veterans, veterans organization or corporations looking
to hire veterans
Accountability and concern
to stakeholder populations;
leadership visibility in
potentially tough areas of
discussion; yields loyalty
and buy in
Through Blog and YOUTUBE
Channel
Annual Report Annual metric and showcase of VETS efforts. Delivered and distributed
electronically in PDF form
Reinforcement of
organization initiatives and
successes;
Produced in-house
The 20 Things You
Have Got To Know
About Veterans
Humorous illustrated briefer on cultural differences and things you must
know about the new environment and personnel that staff will be working in
and with (both veteran & civilian)
Stress free way to
approach hiring and team
building with staffers who
have different perspectives
and expectations
Presentation and through
kiosks/website
Revamped Logo/
Branding
Look at current logo and determine if it needs modernization and its
effectiveness in its current state. The VETS logo, while simple, is the single
most important piece of branding we have (think Apple’s Apple, or
McDonald’s Golden Arches). Is it memorable and does it instantly say who/
what/why we are…?
Better recognition; Change
is not necessarily
necessary…but we should
at least look at it’s
effectiveness
If necessary, will be on all
VETS related
communications
News Letter Monthly newsletter which highlights VETS Success stories, current and
future initiatives and partner efforts. Currently one in place but should be
revamped to draw considerably more interest than the current state
Like the logo and Blog
Site, it gives us better
recognition and people will
use it if they like the way it
looks
Delivered for download
through PDF
Brochures and Fliers Materials reinforcing the importance of VETS and our initiatives Buy in; Printed Materials
Magazine and Radio
Ads/Articles/Interviews
Pitch speaking and article opportunities to national radio shows (Tom Joyner
Morning Show, Opie and Anthony, NPR) focusing on VETS, our programs
and highlighting the value of hiring veterans
National exposure to a wide
range of potential
stakeholders
Pitch stories/inquire about
interest to various
organizations
Trade Shows and
Conferences
Attendance and participation in various Veterans and military affiliated
conferences highlighting VETS and veteran’s hiring opportunities. Partner
with various industries to take the podium at their trade shows and highlight
veterans as potential employees
Broad based awareness by
putting our face forward to
organizations and
associations that can help
veteran’s
Seek out opportunities
through VSOs and talking
with HR organizations in
corporations

6. • Mo&va&onal
Poster
&
Print/Electronic
Ad
Campaign
Sample
• U&lize
Actual
Veteran
• Incorporate
simple
yet
straight
forward
messages
• Deploy
to
Airports,
government
facili&es,
Metro,
buses,
etc

7. • Re-­‐Vamped
NewsleLer
• Incorporate
Important
informa&on
with
anecdotal
success
stories
and
lifestyle
pieces
on
VETS
Partnerships
and
Programs
• Produce
Monthly
in
PDF
form
for
downloads
4 11 18 25 1 8 15 22 6 13 20 27 3 10 17 24 8 15 22 29 5 12 19 26
March
April
May
June
July
August
4 11 18 25 1 8 15 22 6 13 20 27 3 10 17 24 8 15 22 29 5 12 19 26
14 & 28 JULY:
Day-In-The-Life
Exercises
(Fort Belvoir)
BRAC Office of Integration &Transition
Volume 1, No. 9
MARCH 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff
members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
Walter Reed BRAC Office of Integration & Transition
Transition Training Timeline
31 MARCH:
Workspace
Trainers
Identified
17 MAY:
Transitional
Orientation
sessions and
facility tours
begin
(Bethesda)
28 APRIL:
Workspace
Trainers &
Training
Managers
Workshop
12 & 26 JULY:
Day-In-The-Life
Exercises
(Bethesda)
22 JUNE:
Transitional
Orientation
sessions and
facility tours
begin
(Fort Belvoir)
1 JUNE:
Workspace
Orientation
Training begins
(Bethesda &
Fort Belvoir)
23 JUNE:
Training Stand
Down Day
WRAMC Staff Education & Training has developed a schedule for
necessary BRAC-related training events. The training timeline will
help ensure that staff and supervisors complete all assigned
education and training activities before the transition to our new
hospital facilities in Bethesda and Fort Belvoir.
All WRAMC personnel are required to participate in two training
sessions--Transitional Orientation and Workspace Orientation--
designed to prepare them for their new workspace and facility. The
Transitional Orientation workshop will focus on the general facility and
the Workspace Orientation session will familiarize staff with their
immediate work area. Staff members who are moving from one
specialty area or department to another, or whose specific job function
will change, will require additional specialized clinical orientation after
transitioning to their new work area.
The training will culminate in a series of Day-in-the-Life exercises
designed to ensure that staff members are familiar with their new work
area and know how to operate within it safely.
In addition to the orientation trainings mentioned above, there will be
an advanced “Super User” training available for staff members
responsible for operating complex and specialized equipment and
systems.
Workspace Trainers and Training Managers Workshop, 28 April
(Delano Hall): Half-day workshop designed to familiarize key
personnel with roles and responsibilities in preparing staff members
for transition orientation.
Transitional Orientation Sessions Begin, 17 May (Bethesda), 22
June (Fort Belvoir): Weeklong series of half-day training sessions
and facility tours
Workspace Orientation Training Begins, 1 June (Bethesda & Fort
Belvoir): Orientation to space and patient/customer flow as well as
pertinent equipment training
Day-in-the-Life-Training, 12 & 26 July (Bethesda) and 14 & 28
July (Fort Belvoir): Simulation exercise of hospital operations
intended to assure that staff members are trained in new systems,
processes and equipment and know how to safely operate in their
environment.
Super User Training (As Needed): Sessions designed to provide
advanced training to key personnel who operate complex, often high-
value or high-risk equipment and/or systems.
For additional information on training dates and schedules,
please contact Ms. Victoria Ransom at 202.782.4388
or Ms. Ladonna Howell at 202.782.8402.
Reference: Victoria Ransom & Ladonna Howell, WRAMC BRAC Team, Staff Education & Training, 17 MAR 2011
Walter Reed BRAC Office of Integration & Transition
–Practice your new route to work
–Find nearby places to eat, get coffee & run
errands after work
–Tour your new work “home”
–Name at least two new people on your work team–Take part in Transitional Orientation in May or
June
–Work with your team to practice new & changing
processes
–Practice using the crash cart in your new work
area, including the Zoll defibrillator
–Review the “code colors” and plan your response
to patient emergencies
–Think of the top 3 ways staff could be injured in
your new work area and then prevent them!
On 24 March 2011 WRAMC Hospital Security will begin processing
information and taking photographs to create badges for staff
members scheduled to transition to Fort Belvoir Community Hospital.
Photo and information collection sessions will be held in the WRAMC
photo studio, located in BLDG 1, Room D-108, near the patient and
employee library.
Personnel who work at night may have their photos taken on a first
come/first serve basis on Thursdays between 0800 and 0900 and all
other staff members on Fridays between 1300 and 1400.The photo lab estimates that they will be able to process
approximately 70-80 persons per session. The process is scheduled
to be completed in early June.
It is important for all staff members assigned to FBCH to complete
this process as early as possible to help ensure a seamless
transition to their new facility.
For additional information, please contact Mr Kenneth Neuville,
WRAMC Security at 202.713.0905 orkenneth.neuville@us.army.mil.
Security Badging Information for Staff Transitioning to Fort Belvoir
Staff Education & Training’s Tips for Transition Success:
BRAC Office of Integration &Transition Volume 1, No. 2 Jan 2011
The BRAC VIBE (Vacancy Information Brief Exsum) serves as a regular source of information on key details of importance to staff
members in preparation for the upcoming transition and vacancy of the Walter Reed Army Medical Center campus.
Full Speed Ahead!: What you need to do to ensure a smooth move!
With September 2011 fast approaching, Walter Reed Army
Medical Center and Garrison staff are in full transition
mode - preparing for all aspects of the complex but
necessary move to the new facilities in Fort Belvoir and
Bethesda.
Pertinent to the transition will be the actual physical
movement of all things WRAMC. This includes not only
patients and staff, but medical and office equipment,
historical pieces and fixtures, artwork and any and all items
deemed necessary for transferring staff to function
seamlessly in their new locations.
This portion of the process, like all others to date, has
taken a great deal of planning and thought. Adhering to
proper procedures will guarantee a successful transfer of
functions while ensuring no change in the level of care and
safety afforded both patients and staff as we move forward.
The Overall Move Plan
As of today, WRAMC is programmed to move over a 17
day window. The moves out of WRAMC will start in mid-
August of 2011 with the In-Patient move occurring over a
weekend at the end. There are currently no “early” moves
programmed for WRAMC in the relocation schedule; so
nothing is scheduled to move prior to the mid-August 2011
move sequence.
All government equipment will be moved by government
vehicles or by a government contractor. It is imperative for
staff members to note that it is illegal to move any
government equipment in their personal vehicles (POVs).
Additionally, you may be requested, by the receiving sites
(Integrated Department and/or Service Chiefs), to
participate in end-state planning sessions. These planning
sessions would involve the development of future
operational plans.
Patient Care Impact
It is expected that patients will be provided the same level
of care that they have always received. There will be no
decrement in patient or family care.
Walter Reed BRAC Office of Integration & Transition
Staff Member Responsibilities
As WRAMC operates as a tenant organization to the WR
Garrison there are several steps that must be followed in
order to properly vacate the premises so that the building
may be turned over.
This Vacancy plan and process works hand in hand with
the Garrison Closure process. There will be multiple
responsibilities that will come through departmental Chiefs,
NCOICs and Departmental Transition Coordinators
(DTCs).
Employees will be briefed on their departmental relocation
process regarding any and all other items that will be
relocated to the new locations. These departmental
relocation briefs/directions will occur in early 2011.
Employees, in general, should be focused on taking
personal items home (Plants, pictures, certificates, etc…).
Reference: Analiese Kunert, Lead Transition Coordinator, GDIT, 24 January 2011 & http://hcr-moves.com/ 24 January 2011

8. High
Quality
Brochures
and
Marke&ng
Communica&ons
Materials

9. Annual
Report
Sample