For students in universal pre-kindergarten through grade 5, the lunch price will be $3.75. For those in grades six through 12, it will be $4. Breakfast for all grades will be $2.25.

Families who qualify for free meals based on federal guidelines receive lunch and breakfast at no cost. Children of families who qualify for reduced-price meals will still pay 40 cents for lunch and 30 cents for breakfast.

The DOD school meal programs are operated by the Army and Air Force Exchange Service, the Navy Exchange Service Command and the Marine Corps Community Service. The programs are subsidized by the U.S. Department of Agriculture.

According to AAFES officials, their lunches are priced, on average, about $2 below the actual cost of $5.50 per plate. The Department of Defense Education Activity and USDA reimburse the exchanges for the direct costs not covered by sales.

By law, DoDEA schools, as participants in the U. S. Department of Agriculture meal program, must raise paid student lunch prices to a level comparable to the rates used for USDA reimbursement.

The DoDEA Student Meal Program meets the same USDA guidelines as schools in the continental United States, providing nutritional meals that contain whole grains, fresh fruits and vegetables, lean proteins and milk to students.

In 2025, AAFES provided 3.6 million meals at more than 70 schools in Europe and the Pacific.

For two years during the pandemic, parents didn’t have to pay for the meals, which were provided at grab-and-go locations.

Emails obtained by The Associated Press reveal mounting warnings about the asylum-seeker whose erratic conduct raised alarms long before the attack that jolted the nation’s capital on Wednesday, the eve of Thanksgiving. The previously unreported concerns offer the clearest picture yet of how he was struggling in his new life in the United States.

Even so, when the community member who works with Afghan families in Washington state saw on the news that Lakanwal was named as the suspect in the attack, they said they were stunned, unable to square the violence with the memory of seeing Lakanwal play with his young sons. The person spoke on the condition of anonymity to share undisclosed details while cooperating with the FBI in its investigation.

West Virginia National Guard Specialist Sarah Beckstrom, 20, was killed in the shooting, and Staff Sgt. Andrew Wolfe, 24, was critically wounded. Lakanwal, 29, has been charged with first-degree murder.

In Afghanistan, Lakanwal worked in a special Afghan Army unit known as a Zero Unit. The units were backed by the CIA. He entered the United States in 2021 through Operation Allies Welcome, a program that evacuated and resettled tens of thousands of Afghans after the American withdrawal. Many had worked alongside U.S. troops and diplomats.

As investigators work to determine a motive, Homeland Security Secretary Kristi Noem said Sunday on NBC’s “Meet the Press” that officials “believe he was radicalized since he’s been here in this country. We do believe it was through connections in his home community and state and we’re going to continue to talk to those who interacted with him, who were his family members.” She offered no additional information to support her statement.

Lakanwal resettled with his wife and their five sons, all under the age of 12, in Bellingham, Washington, but struggled, according to the community member, who shared emails that had been sent to the U.S. Committee for Refugees and Immigrants, a nonprofit group that provides services to refugees.

“Rahmanullah has not been functional as a person, father and provider since March of last year, 03/2023. He quit his job that month, and his behavior has changed greatly,” the person wrote in a January 2024 email.

The emails described a man who was struggling to assimilate, unable to hold a steady job or commit to his English courses while he alternated between “periods of dark isolation and reckless travel.” Sometimes, he spent weeks in his “darkened room, not speaking to anyone, not even his wife or older kids.” At one point in 2023, the family faced eviction after months of not paying rent.

The community member, in an interview, spoke of becoming worried that Lakanwal was so depressed that he would end up harming himself. But the community member did not see any indication that Lakanwal would commit violence against another person.

Lakanwal’s family members often resorted to sending his toddler sons into his room to bring him the phone or messages because he would not respond to anyone else, one email stated. A couple of times, when his wife left him with the kids for a week to travel to visit relatives, the children would not be bathed, their clothes would not be changed, and they would not eat well. Their school raised concerns about the situation.

But then, there were “interim” weeks where Lakanwal would try to make amends and “do the right things,” according to the email, reengaging with the Washington State Department of Social and Health Services as was mandated by the terms of his entry into the U.S.

“But that has quickly evolved into ‘manic’ episodes for one or two weeks at a time, where he will take off in the family car, and drive nonstop,” the email outlined. Once, he went to Chicago, and another time, to Arizona.

Jeanine Pirro, the U.S. attorney in the District of Columbia, said this past week that Lakanwal drove across the country from Bellingham, which is about 80 miles north of Seattle, to the nation’s capital.

In response to the two emails, the U.S. Committee for Refugees and Immigrants or USCRI, visited Bellingham a few weeks later in March 2024 and attempted to make contact with Lakanwal and his family, according to the community member, who, after not receiving any updates, was left with the impression that Lakanwal refused their assistance.

A request for comment and clarification from USCRI was not immediately returned.

Supporting military nonprofits requires more than just donations or sponsorships; it demands strategic, genuine partnerships that create tangible impacts. For military nonprofits, finding the right corporate partner begins with a thorough understanding of alignment. As Laura Schmiegel, Senior Vice President of Strategic Partnerships at Orion Talent, shared, “It’s about the company’s mission aligning with the nonprofit’s goals. It’s not effective to approach a large national brand without a clear connection or realistic expectation.” Schmiegel advised military nonprofits to start local, targeting companies that have a direct interest in their community impact and values. This alignment builds a foundation where both the nonprofit and business can thrive, each contributing to a shared mission rather than a short-term transaction.

Partnerships also benefit from a genuine commitment to measurable, sustainable outcomes. Robert Yarnall, Vice President of Development and Impact at the Robert Irvine Foundation, noted that the trend is moving away from event sponsorships or one-time gestures. Instead, companies want involvement that allows their employees to engage directly, from volunteering to ongoing support roles that make a difference. “They want to be a true partner with your organization, not just a name on something,” Yarnall explained, underscoring that companies seek partnerships that foster hands-on contributions to veterans’ causes.

Military nonprofits also need to communicate with transparency and honesty to gain and keep corporate trust. Michael “Rob” Rodriguez, CEO of the Global War on Terrorism Memorial Foundation and former Army Green Beret, shared that authenticity is essential, saying, “If you approach your mission in a wholesome manner, being honest and vulnerable…then people resonate with that.” For Rodriguez, this means staying true to the organization’s purpose without compromising values, even in the face of potential funding. Companies, too, respond to genuine missions, as they look for organizations that align with their employees’ values and are invested in the community’s well-being.

Rodriguez added a perspective that has resonated with many veterans: “We’re creating a warrior caste. It’s not about sugarcoating the realities veterans face but about supporting them in ways that actually help.” For corporate partners, this means engaging in programs that tackle real issues, like employment, mental health, and long-term recovery, rather than token gestures.

In essence, the most effective partnerships are those where both sides recognize their roles in serving a higher purpose. “It’s not a one-size-fits-all model. What truly matters is finding that alignment and growing it into something meaningful,” said Schmiegel. For corporations, the partnership provides a pathway to real impact; for military nonprofits, it represents a chance to build stronger, lasting support for those who have served.

At MCON, veterans-turned-corporate-leaders Joel Martycz, Kevin Schmiegel, and Chris Skahill converged to discuss the deeper significance of corporate partnerships in veterans’ lives. The insights they shared reveal a new approach to veteran support—one that fosters a culture of ongoing service, camaraderie, and purpose, creating lasting impacts for both veterans and their communities.

Building Purpose and Connection Through Corporate Activations

Corporate brand activations that focus on veteran support do more than generate goodwill; they create a space for veterans to reconnect with a sense of purpose. Many veterans leave service looking for the same values that defined their military lives—service, teamwork, and resilience. Through intentional partnerships, companies are providing veterans with the tools and communities they need to thrive in civilian life.

Programs like those at UnitedHealth Group, for instance, focus on building “connected communities” within the workplace. By encouraging mentorship, training, and resource groups for veterans, companies can create a support network that resonates with veterans’ core values. As Joel Martycz from UnitedHealth Group explained, “We have to educate before we can advocate.” This approach fosters an inclusive environment where veterans feel valued and understood and where they are empowered to lead. Martycz added, “If you’re in a leadership position within your community, you owe it to the community that you support to teach and broaden the circle of people that you advocate within.”

These brand activations go beyond hiring practices. Companies are empowering veterans to lead and find renewed purpose within the corporate setting, seeing them not just as employees but as integral members of the organizational culture.

Community-Centered Brand Activations

Localized engagement is becoming a cornerstone of corporate support for veterans. Brands are realizing the power of community-based actions that allow veterans to serve, connect, and make a tangible impact. Apparel brand 5.11, for example, has turned its retail locations into hubs for community engagement. These stores serve as “outposts” for local outreach, partnering with law enforcement, fire departments, and veteran charities to address immediate needs and foster connections at the grassroots level.

“It’s about cutting out red tape and meeting communities where they are,” shared Chris Skahill of 5.11. Through this approach, veterans can continue their mission-driven lifestyle by making a direct impact in their communities. Whether through coordinating local disaster relief efforts or supporting regional non-profits, these companies are building environments where veterans feel they’re part of something meaningful and valued. “Living a life bigger than yourself,” Skahill said, “is what we encourage at 5.11. And it’s a message that resonates strongly with the veteran community.”

Empowering Veteran Entrepreneurship and Small Businesses

An often-overlooked aspect of corporate veteran support lies in fostering entrepreneurship and small business ownership. Veterans own around 2.5 million small businesses in the United States, which employ millions, underscoring the importance of corporate programs that enable veteran entrepreneurs. Companies are increasingly recognizing the unique leadership skills veterans bring and offering partnerships, funding, and mentorship to help these businesses thrive.

Veterans aren’t simply consumers; they are collaborators in building communities and economies. This collaborative approach underscores a mindset shift, as Kevin Schmiegel of ZeroMils pointed out: “When I ran a nonprofit, I would go into a company and say, ‘My number one goal is to help you make money, to help you drive talent solutions, to help you publicly face in a way where the consumer says, ‘Wow, you’re really altruistic.’” By supporting veteran-owned businesses and providing them with resources to succeed, companies are investing in sustainable support that goes beyond any single campaign or initiative.

The Future of Corporate Veteran Support

The conversation at MCON emphasized that genuine corporate brand activations do more than offer token support. They enable veterans to thrive as individuals and members of a connected community. Through local engagements, holistic corporate programs, and entrepreneurial empowerment, companies are transforming how they support veterans.

This is a new chapter in veteran-corporate relationships—one where veterans are not just recipients but active participants in creating value. As Schmiegel stated, “Veterans aren’t looking for handouts or free parking spots at Walmart. They want the chance to make a meaningful difference, to earn their title every day.” As this approach takes root, the message is clear: corporate support for veterans means creating opportunities for them to continue serving, growing, and thriving in civilian life. And in doing so, these companies are not only building brand loyalty but fostering a culture of resilience and service that benefits everyone.

Recently at MCON, a veteran event in Las Vegas, Brandon Nivens, Navy veteran and Vetforce leader at Salesforce, opened up about his experience. Despite his strong military background, he faced significant mental health challenges when entering the financial world post-service. “I had two nervous breakdowns… I just didn’t think being a credit analyst was for me,” he reflected, highlighting the need for resources and tailored support. Nivens, who ultimately found his calling in a role advocating for veterans, is now using his position to push for better education and resources for veterans transitioning into civilian life. His story resonates with countless veterans who feel unprepared for the stark differences between military and civilian work environments.

Wesley DeMauro, Army veteran and leader at JP Morgan, shared similar insights. His early days in finance came with bouts of imposter syndrome, compounded by a lack of supportive networks. But through a grassroots effort, Wesley and his colleagues created a veterans’ resource group, transforming from a small group in Manhattan to an established organization with over 20,000 members nationwide. “The military does a lot of things well, but the transition… that’s where they struggle,” he admitted, underscoring the need for structured support systems as veterans navigate this challenging time.

The veterans’ stories shared at MCON offered compelling anecdotes about resilience and empowerment. Roger “Doc” Loesch, an Air Force veteran and Emergency Management Specialist with the USDA, pointed out a recurring issue: veterans often give up on their disability claims after a few setbacks. “Most veterans try… but once you hit a brick wall, you throw your hands up and say, ‘Screw it, it’s not worth it,’” he explained. This sentiment is widespread, driven by a combination of bureaucracy and emotional hurdles that prevent veterans from persisting in their pursuit of benefits.

The discussion also highlighted a central theme: the role of family and spouses in the disability benefits journey. Many veterans noted that without their spouses’ encouragement, they might not have followed through with their applications. Nivens credited his spouse’s persistence in pushing him to reapply for benefits, demonstrating the often-unsung role that family members play. Similarly, Loesch discussed the importance of creating inclusive resource groups that extend beyond veterans to include spouses and families, ensuring they also receive the education needed to navigate these systems.

The pride, fear, and guilt that accompany the pursuit of disability benefits are significant barriers. Veterans often fear stigma or feel guilty, believing their issues aren’t “bad enough” to warrant taking resources from others. Breaking down these barriers is crucial, as Wes explained, adding that “connecting veterans with VSOs [Veterans Service Organizations] and educating them on their entitlements are necessary steps for improving accessibility.”

This conversation underscored a hopeful message: educating veterans is key, but ensuring that support systems evolve alongside the needs of new veterans is just as critical. As DeMauro aptly summarized, the “needs of today’s veterans differ from previous generations,” reminding us all that addressing these needs is the collective responsibility of organizations, communities, and policymakers alike. Through shared experiences, unwavering advocacy, and accessible resources, veterans and their families can move closer to a future where the journey toward disability benefits is neither isolating nor insurmountable.

At MCON, a recent gathering of veterans and business leaders, David Reid, a former Army Ranger shared his personal story of resilience and reinvention. Injured on his third deployment, he faced the unexpected challenge of finding new direction outside the military. This led him first to medical school and eventually to launching Terra Arma, a company specializing in compliant uniforms for government contracts. For him, the discipline and mission-focused skills he gained in the military became central to his business. “It’s not just about selling uniforms,” he said. “It’s about building a community and lifting others up.” This value-driven culture is something veteran-owned businesses offer—a focus on the people behind the work as much as the work itself.

Veteran-owned businesses bring a unique ethos to the marketplace, prioritizing collaboration over competition. Veterans are naturally inclined to share best practices, foster strong teams, and support their peers. Reflecting on this, one business owner emphasized at MCON, “If you want to drive diversity, you want to drive inclusion, you want to drive culture in an organization—surround that organization with military personnel.” This deep-seated collaborative spirit brings a refreshing alternative to the traditional corporate culture, which can sometimes feel siloed or self-serving.

Hiring veterans or working with veteran-owned businesses also means a commitment to integrity and accountability. Veterans are trained to give their all and hold themselves to the highest standards. “Our retention rate with veterans is through the roof,” said one executive with years of experience in corporate veteran outreach. “They come in and put in the work—you’ve got to practically kick them out at the end of the day.” This dedication is deeply embedded in veteran-owned businesses, where the drive to meet commitments and uphold a mission-driven work ethic is paramount.

Veteran entrepreneurs also bring with them the military’s “after-action review” mindset—a dedication to improvement, learning, and adaptability. One speaker noted, “Even after a successful project, veterans look at what went well and what could have been done better. It’s about constantly improving, and that resilience is ingrained in them.” This approach, common in veteran-owned companies, ensures that each effort is a step toward excellence.

For companies looking to bridge the gap and support veterans, it’s essential to recognize the adaptability and proactive mindset veterans bring. Veterans are quick learners, trained to solve problems under high-pressure conditions. As one veteran entrepreneur described, “You tell me how to color inside the lines, and I’ll exceed your expectations.” Their solution-oriented approach benefits not only the veteran-owned businesses themselves but also any organization that partners with or hires veterans.

Beyond the individual qualities veterans bring, supporting veteran-owned businesses means investing in a community dedicated to lifting others up. Veteran entrepreneurs view others in their industry as allies rather than competitors, often prioritizing collaborative efforts that drive broader community impact. As one attendee at MCON put it, “In the veteran community, we’re always asking, ‘How can we work together to move that needle a little bit?’” For companies, partnering with veteran-owned businesses brings a wealth of values, teamwork, and fresh perspectives that can create long-lasting impacts on organizational culture.

As awareness of veterans in business grows, so does the understanding that they bring something unique—qualities that many companies invest years and significant resources in cultivating. Supporting veteran-owned businesses isn’t simply about charity; it’s about enriching brands and communities with a sense of mission and resilience that veterans bring naturally. In the end, buying from veteran-owned businesses is a commitment to values that strengthen everyone involved.