3United States Army Community and Family Support Center
For many years, the Army leader-ship has worked to develop busi-ness-based economies and effi-ciencies for Morale, Welfare andRecreation programs. Fiscal year 1997 marks the realization of thoseefforts. In terms of fiscal perfor-mance, customer satisfaction, andoperational efficiency, Army MWR is
smokin the course!
This achievement is primarily due tosuccess on two critical fronts. First,the oversight provided by the MWRBoard of Directors clearly increasesthe visibility of financial performanceand accountability, and emphasizesquality programs and services ataffordable prices for soldiers andtheir families. Secondly, our installa-tions are executing MWR programsin a superb manner. As a result,nonappropriated operating perfor-mance reached an all-time high inFY97, with a net income beforedepreciation of $78.8M. This perfor-mance exceeds our FY99 goal twoyears early.Continued improvement guaranteesthe future viability of MWR. The Army is putting customer-desiredfacilities on the ground, maintainingan aggressive $49.5M NAF major construction program for FY98.Increased patron use demonstratesthat MWR is offering the program-ming that customers want. Newprogram standards and benchmarks,modified service delivery systems,and innovative operating methodolo-gies assist Commanders in providing
EVAN R. GADDISBrigadier General, U.S. ArmyCommander, Community andFamily Support Center
salutefiscal year 1997
for customer needs while makingsound business decisions. Collec-tively, these strategies are paying off,and allowed the MWR BOD to reducethe capital reinvestment assessmentfrom three to two percent of revenue.Increased operations and personneltempo served as additional catalystsfor change, driving program modifica-tions for both deployed soldiers andthe families they left behind. By theend of FY97, 87 MWR civilian special-ists had voluntarily deployed insupport of Operations
. The fitness,sports, recreation, and leisure pro-grams these dedicated professionalsprovided were the only diversionsavailable from the rigors of duty. Athome, an inclusive family supportsystem mobilized to prepare the familyfor deployment and to support themduring separation from their lovedones.The Army adopted an MWR vision of
. As we move intoFY98, leaders at every level mustoperationalize that vision with organi-zations that are open to change andcommitted to meeting the needs of Americas Army. We must remember that the Army is not
people. MWR andreadiness are in-separable.