United States Army MWR Fiscal Year 2005 Annual Report

MWR For All of Your Life


his is the first time in our history in which the Nation has tested the All-Volunteer Force during a prolonged war.

The quality-of-life programs that support our Soldiers and their families, as well as our civilian workforce, will play a major role in maintaining the overall viability of this concept. Determining what kind of All-Volunteer Army we need and developing the environment, compensation, education and other incentives to keep it manned may well be the greatest strategic challenge we face.

- Posture of the United States Army 2005 The Honorable Francis J. Harvey and General Peter J. Schoomaker

Morale, Welfare, and Recreation Fiscal Year 2005 Annual Report

Contents Year in Review . . . . . . . . . . . . . . . . 2 Executive Summary . . . . . . . . . . . . 4 Audit . . . . . . . . . . . . . . . . . . . . . 14 Financials . . . . . . . . . . . . . . . . . . 18 Workforce . . . . . . . . . . . . . . . . . . 26 Management Summaries . . . . . . . 32 Notes . . . . . . . . . . . . . . . . . . . . . 62


Army MWR FY 2004 Annual Report

Army MWR FY 2005 Annual Report


Year In Review
“MWR for all of your life”
As the Army is transforming so are Morale, Welfare, and Recreation programs. Commanders and civilian professionals are reshaping Army MWR programs to ensure they meet the challenges and needs of our Soldiers and their families in the future. We continue to deliver predictable “First Choice” MWR programs and services that enhance the well-being of Soldiers and their families and make the U.S. Army a better place to serve and work. An Annual Report can never hope to capture the full breath and measure of everything MWR does, but we hope to capture the essence of our efforts and summarize the most important contributions. Many things are happening within the MWR community, but here are some that we feel may be of interest to you. We’ll look back, and then we’ll look forward to 2006.

John A. Macdonald Brigadier General, U.S. Army Commanding U.S. Army Community and Family Support Center

MWR Support to Deployed Soldiers MWR provides recreation, physical fitness, social, and other support services to deployed Soldiers. MWR facilities are operating at 25 large and 22 small sites in Iraq, four major and five remote locations in Afghanistan, and one major and five small sites in Kuwait. At any given time, four MWR Emergency Essential Civilians are deployed to Afghanistan, Qatar, and Kuwait to meet U.S. Central Command’s MWR support requirements. Since 9/11, 62 MWR professionals have deployed in support of Operation Iraqi Freedom, Operation Enduring Freedom, and operations in the Balkans. In addition, our Army-operated Armed Forces Recreation Centers continue to offer discounted Rest and Recuperation packages for service members serving in the Global War on Terrorism. Survey of Army Families We’ve long known that the Army recruits Soldiers and retains families. Every four to five years, the CFSC and the U.S. Army Research Institute for the Behavioral and Social Sciences conducts the Survey of Army Families to assess attitudes and behaviors of civilian spouses of active duty Soldiers about the Army way of life and the quality of life for Army families. The 2004-2005 SAF reports that:
• 57 percent of spouses are satisfied with the Army as a way of life • 63 percent of spouses would be satisfied if their Soldier spouse made the Army a career • 70 percent of spouses believe their families adjusted well to the demands of being an “Army family.”

Rear detachments, family readiness groups, deployment support assistants, and virtual Family Readiness Groups all have crucial roles in unit preparedness. We’ve worked hard to strengthen a vital support chain that includes unit commanders, Army Community Service, volunteers, and private agencies to prepare Soldiers and families for all deployment phases. We’re also testing different strategies for a multi-component family support network to serve families regardless of component or location. Communication with families is not a luxury. The CFSC created www. MyArmyLifeToo.com to provide family access to information on Army customs, relocation tips, home and personal safety, and financial management—in simple language rather than Army acronyms. Other family initiatives include installation sponsorship programs to reach Army junior spouses directly and early in their Army “careers”; employment partnerships to help spouses maintain careers and contribute to family financial stability; on-line portals for spouses to develop resumes and apply for jobs with 21 corporate partners; an aggressive campaign to make counseling accessible and reduce the stigma of seeking mental health services for family reintegration and post traumatic stress disorder; and a worldwide 24/7 toll-free information and referral service for face-to-face counseling sessions for Soldiers, deployed civilians, and their families. Child and Youth Services Army child and youth programs are a quantifiable force multiplier. When military duties require childcare and youth supervision 10 to 14 hours a day, including early morning, evenings, and weekends, childcare is mission essential to reduce the conflict between parental responsibilities and unit mission requirements. These responsibilities are complicated by a lack of care options at remote sites and overseas, by the many “geographically single” parents whose spouses are deployed, and by younger Soldiers and spouses separated from their extended families and former neighborhoods. Quality, available, affordable, and predictable child and youth programs allow Soldiers to focus on their missions. Child development centers and family child care homes have extended operating hours to help Soldiers meet critical mission requirements. Respite care is provided at little or no cost, giving parents time to attend to personal needs or take a break from the stresses of parenting. Partnerships with organizations like the Boys & Girls Clubs of America and 4-H offer value-based programs to help youth deal with the stress associated with parental deployments.

The SAF proved that Army MWR and family programs made a difference to spouses when Soldiers deploy. Family Readiness We’ve learned many valuable lessons about how to support Soldiers and families during separations and deployments. When families are self-reliant and have access to appropriate support systems, Soldiers are better able to concentrate on their missions and are more likely to remain in the Army. We must be there to help Soldiers and their families find the resources they need when they need them, we must ensure they have the tools to remain self-reliant, and we must ensure the best communication possible from the Soldier, the unit, and the family. These efforts are vital to the welfare of Soldiers and their families and to maintaining ready, responsive Army forces.
2 Army MWR FY 2005 Annual Report

As Army forces reposition across the globe we must also plan for shifting child care requirements. Facilities on installations are already operating at or near capacity. With interim, 100-child capacity facilities, the Army can meet immediate needs until permanent facilities are built. In 2006, 16 facilities will open at Forts Carson, Campbell, Bliss, Riley, Lewis, Hood, Stewart, and Hunter Army Airfield. With many students connected to the military moving from overseas locations to U.S. schools, the Army’s School Transition Plan contains strategies to ensure successful transition. The Army is working with national, state, and local education agencies to coordinate the integration of students into local school systems. Recreation Fitness centers continue to be our most used and highly rated MWR program, but a fitness center is only as good as the equipment on the floor. CFSC and the Installation Management Agency are collaborating to centrally purchase fitness equipment. This initiative will save money and standardize staff training, equipment maintenance, and lifecycle replacement. CFSC and IMA will continue to identify common items for future centralized purchases. Army-operated AFRCs serve America’s Defense Force. With 1,500 rooms, all of the AFRCs remain extremely popular with occupancy ratings exceeding 90 percent—unheard of in the hotel industry. Army libraries are bringing online a new General Library Information System to offer deployed Soldiers the same services as if they were actually visiting their home libraries. Already fielded at six CONUS installations and in Europe, GLIS will soon become operational for all Army MWR libraries. A “Military Idol” competition in 2005 increased club revenues at 36 installations and generated a great deal of excitement from patrons. Army Entertainment negotiated a licensing agreement to use the Idol name, logo, program format, and promotional resources, and furnished everything needed to run the competition. Business Programs Business programs generated combined revenues in excess of $276M and a profit of $26.6M—money used to maintain facilities and to support other critical MWR programs not capable of generating sufficient revenues to be self-sustaining. Soldiers, retirees, and their families played 1.8 million rounds of golf in 2005 on the Army’s 57 golf courses, and many courses are seeking to expand patronage to honorably discharged veterans. Bowling patrons logged 7.4 million “lines bowled” in the Army’s 97 bowling centers in 2005, enjoying new glow-bowling, party rooms, video arcades, billiards, and Strike Zone food operations. We’re reinvigorating promotions that generate new customers for MWR. In addition to Military Idol, 21 food and beverage facilities hosted fantasy football promotions. Golfers at 30 courses participated in a “Putt-4-Dough” competition for a $10,000 prize. A “Lighten Up-Tighten Up” sports and fitness promotion helped customers shed pounds and commit to getting fit. Finances Total appropriated fund and nonappropriated fund support to Army MWR programs (fitness, sports, recreation, library, and youth programs, and child development services) for FY05 was $1.52B. NAF revenue was $910.6M, and field activities’ net income before depreciation was $104.5M. APF support—including military construction—was $605M. Restationing will present significant requirements for NAF capital investments in the U.S, but may also depress revenue—overseas Soldiers and families spend more per capita in post exchanges and MWR activities than they do in the U.S. During the transition period, expenses may not decrease as quickly as revenues drop. MWR will adjust its operations to successfully weather the transition. The Army is implementing Uniform Funding and Management to streamline the flow of resources to MWR program components. This major business re-engineering initiative merges APF and NAF to provide MWR services under NAF rules and procedures. The U.S., Korea, Japan, and U.S. Army Garrison-Grafenwoehr implemented UFM in FY06, and the rest of OCONUS will follow in FY07. UFM does not increase or decrease APF support for MWR, but it does improve procurement, financial, and human resource management.

On The Horizon for 2006 Below are some of the initiatives working for 2006 and beyond:
• “101 Days of Summer” -» from Memorial Day to Labor Day, youth in grades K-12 will have a chance to bowl for great prizes at 74 Army installations in this promotion designed to introduce children to MWR bowling centers and the fun of youth bowling leagues. • Java Cafes -» look for new Java Cafés to open at the Presidio of Monterey, bringing to 59 the number of theme operations across the Army.

• 2006 US Army Soldier Show -» 18 Soldier performers and five technicians open the 2006 Soldier Show Tour in May 2006, which for the first time will include a Korean augmentee to the U.S. Army. You won’t want to miss this exciting showcase when it comes to your installation. • Child & Youth Services -» the CYS staff will continue Lean Six Sigma training that focuses on practical ways to streamline operations. Also look for new youth sports and fitness skill building programs for preschoolers and Kindergarten children, a streamlined protocol for annual inspections required by the Military Child Care Act, and a Transition Mobile Team Handbook. • Education and Schools -» we’re continuing VTCs with 30 garrisons on important school issues associated with arriving military spouses and school-age children. These sessions are a great opportunity for garrisons and school systems to connect and learn from one another. • Army Family Action Plan -» the next AFAP General Officer Steering Committee is planned for May 2006 to review 25 issues forwarded from garrisons through a formal review process. • Partnerships with Better Business Bureaus -» we will continue efforts to help installation partner with community BBBs to better protect Soldier and family consumers. • Virtual Family Readiness Groups -» a vFRG contract was awarded in early 2006 with an initial 220 battalion and brigade vFRB sites to be developed; an additional 130 commands have since asked to be included. vFRG registration is on our home page at www.armyfrg.org. • Rear Detachment Commander Online Training -» newly assigned RDCs can now access online training on www.MyArmyLifetoo.com through the “e-Learning Center.” • The Army Family Readiness Advisory Council -» focusing on school transition issues and strategies, a biannual meeting of the AFRAC is planned for March 2006. • RecTrac Training -» RecTrac training for 2006 is planned at 11 CONUS installations, and each training session ranges from four to 15 days. • NAF Major Construction -» NAFMC and capital purchases/minor construction projects are ongoing at 26 locations for aquatic parks and pools, multi-purpose fields, bowling centers, community centers, golf courses and golf clubhouses, ski lodges, theme restaurants, teen centers, outdoor recreation facilities, clubs, temporary child development centers, and lodges. Something new is likely opening near you.

Conclusion We’ve accomplished great things throughout the Army on behalf of Soldiers and their families. In my travels to installations to learn, discuss, share ideas, and plan with Army and MWR leaders and professionals, it’s clear we all have the same goal to support those who serve our Nation so honorably. At every stop, I’m floored by the dedication and professionalism exhibited by outstanding leaders and the staffs that support them. Retaining highly trained, motivated Soldiers and their families is key to a ready Army. We know readiness and MWR are inextricably linked. At a time of tremendous turbulence, MWR and family programs are there to support Soldiers and to support their families while they are deployed. We are orchestrating services to the deployed force. We are focusing on the “re-creation” of Soldiers as they re-integrate with families and train for future missions. With your continued steadfast help we will continue to deliver first-class MWR programs that support Soldiers and their families.

Army MWR FY 2005 Annual Report


Executive Summary


wish that people could see what we’re doing — not just the shooting at bad guys, but also the distribution of humanitarian aid,

having tea at endless meetings with elders, or trying to save a six-year-old girl. If we were in this for the money we’d all quit. And we’re not in it for the recognition either, but I wish people could look through my eyes and see my soldiers the same way, and have the pride in them that I do.” - Capt. Chris Nunn, Alpha Company Commander, 2nd Battalion, 87th Infantry, 10th Mountain Division (at Forward Operating Base Tillman, Afghanistan)

MWR 101
The Army’s Morale, Welfare, and Recreation programs directly support readiness by providing a variety of community, Soldier, and family support activities and services. From social, fitness, recreational, and educational activities to programs that enhance community life, foster Soldier and unit readiness, and promote mental and physical fitness, Army MWR provides a working and living environment that attracts and retains quality Soldiers. The range of MWR activities offered at a garrison is based on the needs of authorized patrons who work and reside there. Army MWR is a $1.5B dollar annual business with 36,000 employees serving 4.8 million authorized patrons. Activities are managed by garrison commanders and funded by authorized and available APFs and by NAFs generated locally by MWR activities. Each MWR activity is classified into one of three DoD categories (Figure 1-1) defined by their effect on the military mission and their ability to generate revenue. Categories also define the degree to which APF support is authorized for activities. MWR activities are resourced from either APFs or NAFs or a combination of both. Army Community Service is not included in the DoD definition of MWR but is considered a “Family Program.” Common support functions are also needed to oversee all programs, such as headquarters policy and oversight, financial management and accounting, procurement, civilian personnel, and information technology. The professional MWR employees who manage these invaluable programs support Soldiers and families every day of the year to enable the Army to focus on its mission—people are our most valuable asset.


Mission Sustaining Activities • Considered essential to sustaining readiness, these activities generally enhance and promote the physical and mental well-being of Soldiers. • 100 percent of expenses are authorized APF, with the use of NAF limited to specific instances where APF are prohibited by law or where the use of NAF is essential for the operation of a facility or program.

Typical Programs / Activities
Fitness Centers, Gymnasiums, and Fieldhouses Pools for Aquatics Training Libraries Outdoor Recreation Parks, Picnic Areas, Fields, Playgrounds Recreation Centers Sports (Individual and Unit) Unit (or Company) Activities Movies


Community Support Activities • Activities that support the Army mission by satisfying basic physiological and psychological needs of Soldiers and their families and provide the community support systems that make military installations temporary hometowns for a mobile military population. • Authorized substantial amounts of APF support, but differs from Category A in part because of ability to generate limited NAF revenues.

Typical Programs / Activities
Child Development Centers Youth Services Outdoor Recreation Automotive Skills Arts and Crafts Entertainment Leisure Travel Cable / Community TV Entertainment, Ticketing, and Registration Services Outdoor Recreation Archery, Beaches, Campgrounds, Hunting, Fishing Sports above Intramural (includes Courts and Fields) Swimming Pools


Business Activities • Activities that offer desirable social and recreation opportunities, but have less direct impact on military readiness. • Primarily funded with NAF, these activities generally have the potential to generate NAF revenue sufficient to cover operating expenses. • APF support authorized for Executive Control and Essential Command Supervision functions; utilities; sustainment, renovation, and modernization; and services associated with protecting health and safety of employees and organizations.

Typical Programs / Activities
Resale Operations Bowling Centers Clubs and Restaurants Golf Courses Armed Forces Recreation Centers Amusement Machines Aquatics Center Food, Beverage, and Entertainment Operations Outdoor Recreation Cabins and Cottages, Campgrounds, Marinas, Rod and Gun Clubs, Ski Slopes, Stables - Skating Rinks


Army MWR FY 2005 Annual Report

In FY05, Army MWR received $617M in APF from Congress and $916M in NAF from primarily cash register sales of goods or services (Figure 1-1). Our major business partner, the Army and Air Force Exchange Service, provided a $124M dividend to Army MWR based on two distinct agreements. The Army shares 50 percent of AAFES net income after expenses—primarily major construction—with the Air Force based on the number of active duty Soldiers and Airmen in each service (currently the Army receives 30 percent and the Air Force 20 percent). Through the Army Simplified Dividend, garrisons also receive 100 percent of Class VI profits, 80 percent of pay telephone revenue, and .4 percent of all local AAFES sales; these disbursements are deducted from the Army share of total AAFES profit with the remainder going to the Army Morale, Welfare, and Recreation Fund.

Army MWR also operates recreation and amusement game machines which contributed $124M. Monies received from user fees and sales, from AAFES, and from recreation machines are invested and earn interest—$5M in FY05. When combined, NAF represents two-thirds of all funding that allows Army MWR programs to serve more than 4.8 million patrons. Most of this money goes to Army installations and is used to run MWR operations, programs, and services. What is left is focused on capital improvements and minor construction.

$617M in Appropriated Funds
Operation & Maintenance, Army Military Construction, Army Military Personnel, Army Defense Logistics Agency / DoD Other $M 540 38 16 12 11

$916M in Nonappropriated Funds
User Fees / Sales AAFES Dividend Army Recreation Machines Interest $M 667 123 123 3

$1.5B to Army Installations in FY05

Salaries Cost of Goods Sold Supplies Equipment

3.9 Million Customers

Capital Improvements
Major/Minor Construction Renovations Capital Purchases

Army Army Army Army Army Army

Active Duty 486 K Families 713 K Reserve Component 522 K Reserve Component Families 702 K Retirees 683 K Retiree Families 865 K

Figure 1-1

MWR Objectives: • • • • • • • Support combat readiness and effectiveness Support recruitment and retention of quality personnel Provide leisure activities to support a quality of life commensurate with American values Promote and maintain mental and physical well-being Foster community pride, Soldier morale, and family wellness Promote unit esprit de corps Ease the impact of unique aspects of military life, such as frequent relocations and deployment
Army MWR FY 2005 Annual Report 7

MWR Board of Directors
(Top, Left to Right)

General Leon J. LaPorte

Commander, United Nations Command and Republic of Korea / U.S. Combined Forces Command, and Commander, U.S. Forces Korea

General Burwell B. Bell III

Commanding General, United States Army Europe & 7th Army

General Dan K. McNeill
Commanding General, U.S. Army Forces Command

General Benjamin S. Griffin
(Bottom, Left to Right)

Commanding General, U.S. Army Materiel Command

Lieutenant General Anthony R. Jones

Acting Commanding General, U.S. Army Training and Doctrine Command

Lieutenant General John M. Brown III
Commanding General, U.S. Army Pacific

Kenneth O. Preston

Sergeant Major of the Army

Honorable John McLaurin

[for] Assistant Secretary of the Army (Manpower and Reserve Affairs)

Congressional Support
Congressman John McHugh continued his stewardship of MWR as Chairman of the Military Personnel Subcommittee of the House Armed Services Committee. His steadfast support for Soldiers and their families was unmistakable at the April 7, 2005 subcommittee hearing on Military Resale and MWR programs:
“There are a great many stories in the military resale and MWR community. Obviously, war time brings out the best in people, certainly in our people, and the support that these programs provide to our war fighters is truly remarkable. It’s a great testament to the dedication and the professionalism of the people in the MWR and the exchanges…who have led the effort on the ground in both Iraq and Afghanistan. “But all the news from this community is not good, is not positive. War time budgets are growing tighter and funding for MWR programs has either already been cut or is in jeopardy….And let me be clear, though I understand that the demands of budgeting often require very difficult choices, I believe that cuts to MWR appropriated funding that results in programs that are unresponsive to the needs of the military community will yield a harvest of discontent within the force that we shall regret for many years to come. It’s a classic example of eating your own seed corn, and we must turn the budget process around immediately.”

MWR Board of Directors
The MWR Board of Directors continued to define its strong leadership role in the management and operation of the Army’s MWR and Family programs by making several significant decisions during FY05:
• Outbrief to the Executive Office of the Headquarters > The BOD agreed to provide the EOH with an outbrief of BOD concerns and serve as advocate for MWR and Family programs. In the first memorandum, the BOD recommended increasing APF funding to meet authorized funding levels; terminating a Technical Guidance Memorandum study of child care resourcing; funding child care programs in FY06 to sustain 65 percent of demand; increasing child care APF funding 3-4 percent annually in the FY07-11 POM to meet a DoD goal of meeting 80 percent of demand for care; and to establish a policy to severely restrict the use of NAF for APF requirements. • FY05 Nonappropriated Fund Major Construction > The BOD approved four AMWRF-funded projects valued at $9.4M: Fort Eustis golf clubhouse ($4.2M); Carlisle Barracks golf maintenance facility ($1.7M); Fort Shafter golf maintenance facility ($1.8M); Camp Walker golf maintenance facility ($1.7M). The BOD also approved four FY06 self-funded projects valued at $19.3M: Camp Henry multi-purpose field ($3.1M); K-16 Airfield swimming pool ($3.4M); Camp Carroll community center ($10.8M); Camp Zama golf clubhouse renovation ($2.0M). • Army Lodging > The BOD approved execution of a $96.1M FY05 construction program at Fort Jackson, USA Garrison Selfridge, Fort Knox, Chievres, and Camp Humphreys. The following FY06/07 projects were approved for Congressional approval: Grafenwohr, Vicenza, Wiesbaden, Tripler, and Camp Zama. High speed internet access was approved as the long-term standard for all lodging rooms and will also be required in privatized facilities. The CFSC was directed to proceed with NAFMC projects for Wiesbaden, Grafenwohr, Vicenza, and Tripler Army Medical Center. The Tripler project is subject to scope validation, and was briefed to the BOD for consideration of Army Lodging Fund execution in light of a MILCON barracks project that requires demolition of the current Tripler Lodge. The MWR BOD will review Army Lodging Wellness projects at its February 2006 meeting to determine project viability in light of Army initiatives such as the Integrated Global Presence and Basing Strategy, Base Realignment and Closure, and Privatization of Army Lodging status; this review will include an analysis of OCONUS requirements to include the impact of increases to OCONUS room rates given a projection of 75 percent of lodging portion of per diem. • Changes to MWR BOD Membership and Enterprise Architecture Configuration Control Board > The BOD approved the DCS, G8 to participate in the BOD meetings as an attendee and approved an Executive Committee recommendation to amend Configuration Control Board membership to include the Director of Network Enterprise Technology Command/Enterprise Systems Technology Activity as a voting member. • Armed Forces Recreation Centers > The BOD deferred the capital reinvestment assessment for Armed Forces Recreation Centers until renovation of the Hale Koa Hotel Ilima Tower is complete.

Congress approved the Army’s FY06 military construction request which included $6.8M for a physical fitness facility at Fort Drum, N.Y. and $15.2M for a child development center at Fort Myer, Va. Congress added two additional projects: a school age services facility ($5.1M) at Redstone Arsenal, Ala., and a physical fitness facility ($6.8M) at Fort Hood, Texas.

Policy Update
One rapid action revision to AR 215-1, MWR Activities and NAF Instrumentalities, was published 15 August 2005 to implement Congressional authorization (10 USC 2494) and DOD Instruction 1015.15, Procedures for Establishing, Managing, and Control of NAF Instrumentalities and Financial Management of Supporting Resources, authorizing APF support of utilities for buildings on military installations authorized to be used for MWR purposes. Generally this expanded APF support for utilities to category C revenue-generating MWR programs, with the exception of golf courses within the 50 United States unless the courses are located at isolated and remote sites. This revision also changed the mission statement for Armed Forces Recreation Centers, resulting from The Inspector General’s findings. Revision to AR 15-110/AFI 34-203(I), Board of Directors, Army and Air Force Exchange Service, was published 18 November 2005, to reflect the current composition of the Board and committees of the Board as a result of reorganizations of both the Army and the Air Force.
8 Army MWR FY 2005 Annual Report

• Privatization of Army Lodging > The BOD reviewed the PAL plan to privatize 11 installations in FY08 and the remainder of CONUS installations in FY09.

Active Army Demographics
2002 Active Duty
Officer Enlisted

2003 493,563
79,866 413,697

2004 494,291
80,776 413,515

2005 486,483
81,208 405,275

78,368 406,183

Family Units Family Distribution CONUS OCONUS % Married
Officer Enlisted

284,774 89% 11% 53%
72% 49%

282,251 86% 14% 52%
70% 49%

279,715 87% 13% 51%
69% 48%

260,227 85% 15% 54%
70% 51%

Dual Military
Officer Enlisted

5,039 22,538

4,977 21,859

5,097 19,476

5,138 18,782

Single Parents
Officer Enlisted

2,936 33,595

3,693 34,320

4,075 33,855

3,479 30,033

Family Members
Spouses Children/Youth Parents/Other

252,193 460,853 3,599

254,739 469,069 3,654

251,420 459,634 3,683

251,318 457,645 3,932 Figure 1-2

Fifty-four percent of the Army’s Soldiers are married. On average, every Soldier has 1.5 family members in the household (spouse, child, parent, or other).

MWR Strategic Action Plan
Transformation initiatives continue to impact our Soldiers and their families, and the programs and services we provide to them. Five technical teams met first quarter of FY06 to develop the measures and action plans. Though the MWR working group and Executive Committee approved the revised Strategic Action Plan developed in FY04, the vision and mission were improved to better reflect the recent transformation initiatives of Base Realignment and Closure and the FY06 guidance from ACSIM for the Army Installation Management Team. Objectives were also streamlined. Actionable measures were developed, along with 47 action plans to support the objectives. Tasks and timelines will be developed and implemented and reviewed quarterly to track progress.

Integrated Global Presence & Basing Strategy
IGPBS is the most comprehensive shift in its global military presence in the last fifty years. Driven by a need to develop an integrated global presence that meets the security challenges of the twentyfirst century, the U.S. military is revamping its forward basing strategies in key regions throughout the world. Quality of life issues are complex but are also a primary concern of the global positioning strategy. In order to sustain the military force (both in numbers and in strength), we will address the expectations of Soldiers and their families concerning active and reserve duty as well as deployments and relocation. In August and September the ACSIM senior leadership, accompanied by members of the CFSC Command Group visited the installations most affected by IGPBS. Leaders saw first hand the potential effects on schools, libraries, family support, child and youth services, recreation, and fitness. The Army and Department of Defense have begun to address the issues identified by garrisons and by the senior leadership visits. The Department of Defense provided funding for interim child development centers at eight installations. CFSC initiated contacts through Installation Management Agency regions and garrisons to local school districts to begin to determine the effect of restationing on student populations. Fitness and sports programmers from IMA and CFSC reevaluated the priorities for fitness centers in the Army’s Focused Facility Strategy to account for IGPBS and BRAC changes. MWR will constantly evaluate the needs of our Soldiers and their families at both gaining and losing locations as the Army implements IGPBS. We have a moral obligation to our men and

Base Realignment and Closure
In May 2005 the Secretary of Defense published in the Federal Register a list of all installations recommended for closure or realignment. The BRAC 2005 Commission conducted an objective independent review of all installations that were on the recommended list. After a careful review the Commission forwarded their recommendations to the President on September 8, 2005. The President accepted the recommendations as written and forwarded the list to Congress where BRAC 2005 became law. Under the BRAC law all closures or realignments must be initiated within two years of the date the President transmitted the Commission’s recommendations to Congress, and all action must be completed within six years of that same date. The U.S. Army Base Realignment and Closure 2005 Implementation Plan Guidance and a supplement to that guide, the MWR Guide for BRAC Installations, containing all the information and guidance necessary to assist installations and MWR managers in closing or realigning their activities to comply with BRAC law, were made available to all installations impacted by the BRAC 2005 decisions.

Army MWR FY 2005 Annual Report


Soldiers enjoying some downtime with a movie. - Photo courtesy of CFSC Community Recreation

Soldiers at Bagram Air Base, Afghanistan enjoy a concert by alternative rock band Pomeroy who broke from their U.S. tour to entertain the troops in southwest Asia. - U.S. Army photo by Sgt. Frank Magni

women in uniform and to their families to provide the quality of life support they deserve.

MWR Research
The CFSC uses a variety of channels to obtain demographic, socialpsychological, and community findings with policy and program implications. Recent findings are summarized below, with details available on the MWR website at www.Research.ArmyMWR.org.

MWR Baseline Standards
The goal of baseline standards is to ensure efficient use of funding by defining common installation resource requirements for key MWR/Family programs funded with APF. Annual installation assessments focus on staffing, availability, accreditation, and equipment. Standards employ a C-rating for programs and identify funding needed to achieve a level of performance (in addition to actual FY execution). Assessments reflect the “shortage”—the amount of resources required to improve program elements (less facility requirements) rated red (C4) or amber (C3) to a green (C1/C2). Assessment data is also “toploaded” into the Installation Status Report (Services). The FY05 assessment identified a $222.5M requirement to improve C4 and C3 program elements to C1/C2, a 15 percent increase from FY04 and additive to $503M executed by the field in FY05. Garrisons reported the following aggregate program ratings:
C4 C3 C3 C4 C4 Child and Youth Services Army Community Service Sports and Fitness Libraries Community Recreation

Use and Perceived Importance of MWR Programs
The most recent Army-wide survey findings indicate a high level of agreement among the surveys on perceived importance of MWR programs (Figure 1-3). Trend data on use and importance within each survey instrument has remained relatively steady.

What We Know about Army Families
An update of What We Know about Army Families, a user-friendly compendium of research findings with recommendations for policies, programs, and practices derived directly from these findings, should be completed in early FY07. A conference sponsored by CFSC will highlight the findings.

Spouse Employment
RAND’s study, Working Around the Military: Challenges of Military Spouse Employment, found that: • Military wives are on average employed at lower rates and earn less than civilian wives. • Military wives with the same characteristics as civilian wives often lag behind their civilian counterparts in finding jobs and receiving comparable pay. • The majority of military spouses believe that the military lifestyle has negatively affected their employment opportunities; half believe that their educational opportunities have suffered. • Military spouses work for different reasons, based on their education level, their service member’s pay grade, and their financial situation. Recommendations for DoD to consider in addressing and improving military spouse employment include: • Design employment programs or policies that recognize that different groups of spouses work for different reasons. • Continue to address military child care availability and affordability, including extended-hours and part-time child care. • Pursue relationships with local employers and large, nationally prevalent employers to improve hiring conditions for military spouses. • Consider incentives or requirements for military contractors to prioritize hiring military spouses.

Installation Status Report
The annual ISR assesses garrison base operations programs and facilities against quality and quantity standards. Ratings generally are reflected as C1 (green), C2 (amber), C3 (red), to C4 (black) and are reported for programs and facilities as “Quality/Quantity” (e.g., C1/C1). The 2005 ISR Infrastructure rating for “Community Support” (includes most MWR/Family program facilities) was C2 for mission support, Q1 for quality, and C3 for quantity. The aggregate assessment identified a cost of $520M to fix the quality of existing facilities to C1 and a cost of $3.8B to fix “quantity” to C1. Garrisons reported the following aggregate ratings:
C2/Q2/C2 C1/Q1/C4 C1/Q1/C3 C2/Q1/C3 C2/Q2/C3 C1/Q1/C1 Physical Fitness Centers Child Development Centers Youth Centers Recreation (libraries, auto centers, recreation centers) Outdoor Sports/Recreation (courts, fields, outdoor pools) Army Lodging

The 2005 ISR Services aggregate MWR rating was C3 for quality—unchanged from 2003 and 2004. Garrisons reported the following aggregate scores for quality (quantity is not assessed):
C3 C2 C4 Army Community Service Child and Youth Services Sports, Recreation, and Libraries programs

10 Army MWR FY 2005 Annual Report

Perceived Importance and Use of MWR Programs
2005 Sample Survey of Military Personnel
(Active Duty Soldiers)

2005 Survey of Army Families V
(Civilian Spouses of Active Duty Soldiers)

2005 Leisure Needs Survey *
(Active Duty Soldiers, Spouses, Civilians, and Retirees)

Importance Rank and Use Fitness Facilities Gymnasiums, Playing Courts, Fields Library and Information Services Child and Youth Services Child Development Services Swimming Pools Automotive Shop Outdoor Recreation Areas Travel Agency Services Information, Ticketing and Registration

Rank 1 2 3 4 5 6 7 8 9 10

Use 79% 70% 57% 20% 17% 47% 34% 31% 38% 44%

Importance Rank and Use Fitness Facilities Library and Information Services CYS Liaison, Education, and Outreach Child Development Services Swimming Pools Youth Services School-Age Services Gymnasiums, Playing Courts, Fields Information, Ticketing, and Registration Outdoor Recreation Areas

Rank 1 2 3 4 5 6 7 8 9 10

Use 58% 55% 23% 19% 46% 17% 9% 39% 46% 30%

Importance Rank and Use Fitness Center / Gymnasium Army Lodging Child Development Center Library Youth Center Swimming Pool Athletic Fields School Age Services Information, Ticketing, and Registration Outdoor Recreation Center Bowling Center

Rank 1 2 3 4 5 6 7 8 9 10 10

Use 51% 16% 9% 37% 9% 27% 25% 6% 24% 19% 34%

Figure 1-3 * Because of methodological differences, the Leisure Needs Results are not directly comparable with those of the Sample Survey of Military Personnel or the Survey of Army Families.

Well-being (Quality of Life) Issues
The most recent SSMP findings (Figure 1-4) on MWR program use and perceived importance indicate little change over time. Overall Soldier satisfaction levels for almost all MWR items are high (60 percent to 78 percent). With the exception of “Availability and Quality of Army child care programs,” six of eight MWR items are in the top quarter for officers. Satisfaction levels from the fall 2004 to spring 2005 increased a statistically significant four or more percentage points for enlisted Soldier satisfaction with the “Quality of Army Child Care Programs” (up 4.5 percent, from 62.6 percent to 67.1 percent). The Spring 2005 SSMP did not include Soldiers deployed to war theaters, Soldiers who recently returned from a war theater or Soldiers who were preparing to be deployed soon to a war theater. The 2005 Survey of Army Families V, an Army-wide survey of civilian spouses of active duty Soldiers, was fielded August 2004 to January 2005. Three sub-samples of spouses, each with its own tailored survey, were selected based on Soldier rank and deployment status (currently deployed, deployed and returned, or not deployed). The survey attained a 43 percent response rate. High percentages of spouses of active duty Soldiers (60 percent or more) were satisfied with their marriage; the Army as a way of life and their Soldier making the Army a career; thought their family has adjusted well to the demands of being an “Army family”; managed family/personal daily tasks and child-related tasks well; and adjusted easily to reunion with their Soldier. Less positive findings and comments from survey respondents indicated a number of challenges and recommended actions to improve deployment/separation adjustments: emphasizing family readiness in leadership development courses; maximizing Soldier and family predictability; increasing child care support; increasing awareness, accessibility, and helpfulness of Army support agencies and programs; and strengthening marriages and networks of spouses for support and combating loneliness/isolation. Findings, an analysis of comments provided by respondents, and in-depth analyses of key areas are posted on the MWR research website.

Future Studies and Surveys
Focus groups will be conducted with spouses at three sites to explore SAF V findings further.

Officers Spring 2005*
Rank Order 1 11 11 12 13 14 16 27 35 58
(% Satisfied/Very satisfied)

Enlisted Personnel Spring 2005*
Rank Order 1 6 7 9 10 14 15 17 36 58
(% Satisfied/Very satisfied)

Most Satisfied

Most Satisfied

Commissary Availability of Army family programs Availability of Army Youth Services Quality of recreational Services Availability of recreational Services Quality of Army family programs Quality of Army Youth Services Quality of Army child care programs Availability of Army child care programs Availability of Government Housing

90.4% 77.9% 77.9% 77.8% 77.4% 77.2% 76.7% 70.6% 62.1% 37.0%

Commissary Quality of Army Youth Services Availability of Army Youth Services Availability of Army family programs Quality of Army family programs Availability of recreational Services Quality of Army child care programs Quality of recreational Services Availability of Army child care programs Amount of Time Separated from Family

84.4% 72.4% 71.7% 70.2% 70.1% 67.2% 67.1% 66.7% 59.9% 37.5%
Figure 1-4

Army MWR FY 2005 Annual Report 11

FY05 ($M)


USA/UFM Personnel

DoD Fiscal Standards: Metrics
Army MWR Operating Funds FY01 90% 66% Army Actual Category A Category B FY02 91% 67% FY03 92% 69% FY04 93% 71% FY05 89% 66%

APF as Percentage of Total Expenses DoD Metric Minimum 85% 65%
Figure 1-6

NAF $916

O the r Ex pe ns es


NAF Personnel $452 APF $617

Capital Reinvestme nt

Critical Financial Indicators
Army MWR Operating Funds FY01 % AMWRF Loan to Field NAFI Deposits Field NAFI Cash to Debt Ratio Total Army NAFI Cash to Debt Ratio 50% 1.1:1 0.8:1 FY02 43% 1.1:1 0.8:1 FY03 37% 1.3:1 1.2:1
Figure 1-6 Figure 1-5

$19 Military GS Personnel Personnel

FY04 18% 1.4:1 1.2:1

FY05 19% 1.3:1 1.2:1
Figure 1-7

NOTE: NAF is net of USA funding: $226M; Military Personnel, Army includes $3.1M for NG Personnel, Army

MWR Sources and Uses

Financial Overview All-Army MWR Operating Funds
Field operating MWR programs and NAF instrumentalities, the Army Recreation Machine Program, and the Army MWR Fund comprise Army MWR operating funds. Collectively, $1.5B in total APF and NAF funding supported FY05 operating and capital requirements worldwide—a $37M decrease from FY04. For APF, a $66M decrease was primarily due to the Army supporting other higher priorities in FY05. The biggest decrease was in OMA with only $540M funded, a decrease of $72M from FY04. The Army did, however, receive $38M in MCA—an increase of $22M from FY04. For NAF, revenue increased $29M from FY04. Major increases were seen in operating income (user fees). Sales were relatively stable despite deployment, showing a $5.1M increase. Payments from AAFES to the Army amounted to $123M, a $4M decrease from FY04. Figure 1-5 shows total FY05 funding support and uses. The ratio of APF to NAF support was 40 percent to 60 percent, respectively. The APF declined 4 percentage points from FY04, primarily due to no funding for MWR support for GWOT and the Army supporting higher mission priorities. The major use of funds continues to be personnel at 57 percent of the total, up 4 percentage points from FY04. After operating costs, $134M was available for capital requirements—$21M less than FY04 due primarily to the field reporting $16M in extraordinary expenses due to AFRC assets transferred to the German Government and restationing.

DoD Funding Metrics
In November 1995, the DoD published fiscal standards for MWR requiring that, regardless of category, 100 percent of authorized costs are funded with APF. Metrics to measure these standards allow for incidental program related resale operations that are not authorized APF. The metrics focus on the relationship of APF and NAF operating support for Category A (Mission Sustaining Programs) and Category B (Basic Community Support). They exclude costs of goods sold and depreciation. For Category A, the minimum standard is 85 percent APF and 15 percent NAF. For Category B, the minimum ratio is 65 percent APF and 35 percent NAF. The Army supports these standards. MWR long-range fiscal planning is based on matching the right funding source with APF/NAF requirements, and the MWR BOD established tracking mechanisms to ensure proper execution. MWR is now in its eleventh year of monitoring these standards. Figure 1-6 illustrates FY05 results. Army MWR reported Category A APF falling from 93 percent in FY04 to 89 percent in FY05, and Category B falling to from 71 percent in FY04 to 66 percent in FY05. The decrease can largely be attributed to Army supporting other higher priorities with no GWOT funding in FY05 for MWR programs.

Critical Indicators
The MWR BOD uses many tools to monitor MWR operating funds and evaluate the program’s collective health. Two major “critical indicators” are the cash-to-debt ratio of the collective funds and the relationship of the outstanding AMWRF loan to the Army Banking and Investment Fund with field NAFI cash deposits. For the cash to debt ratio, the BOD reviews the total Army’s cash in the ABIF, excluding the loan, versus liabilities due and payable at specific points in time throughout the fiscal year. These actual indicators are then compared with the plan to ensure the Army is on track. As of 30 September 2005, the Army’s collective MWR operating cash to current field liabilities was 1.3:1 (Figure 1-7). The AMWRF loan ratio to field cash deposits was 12.4 percent, a decrease of 5.7 percentage points from 30 September 2004. This change is due to the AMWRF continuing to pay down the loan after having received prior year APF funding for MWR/USA requirements.

Wearing a newly pinned Bronze Star, Spc. Rebecca Finnick hugs her son Scott after a welcome home ceremony for the 3rd Brigade at Fort Lewis,Wash. Finnick was one of three decorated soldiers honored for heroism in Iraq. - Photo by Steve Bloom/The Olympian 12 Army MWR FY 2005 Annual Report

The Army’s first modular Child Development Center under construction at Ft Carson. - Photo courtesy of Fort Carson MWR

The “shur-kleen” car wash, an Army public-private venture at Fort Lewis, Wash. - Photo courtesy of Fort Lewis MWR

In FY05, Army MWR delivered four NAF Major Construction projects valued at $20.4M and 29 Capital Purchase Minor Construction projects valued at $3.76M. Forty-three major construction projects are underway at 15 installations in CONUS, Europe, Japan, and Korea with a combined value of $228.3.M. An additional 118 design/minor construction support projects are ongoing at 55 locations. Congress approved 18 NAFMC projects valued at $151.1M for the FY06 program. Over a five year period the Army has supported MWR with 62 NAFMC projects valued at $434.3M (Figure x-x). Design began on Phases IV and V of the renovation of the Ilima Tower, Hale Koa Hotel. Phase IV includes a total renovation of guestrooms and corridors; Phase V renovates several public and back-of-the-house areas. Design will be completed in June 2006 and construction is projected to begin in April 2007. Phases I-III were completed in 2004, including repair-by-replacement of the technical infrastructure, laundry, employee cafeteria, and engineering area, and renovation of other areas in the basement level. Army MWR supports other military services by executing construction projects on a reimbursable basis. In FY05 the Army received $610K of reimbursable expenses for support to the Navy, the Navy Exchange, and the Marine Corps. The CFSC and the Installation Management Agency are participating in bringing modular relocatable Child Development Centers to nine Army installations, two Marine installations, and one Navy installation. This is a Department of Defense initiative to support restationing and modularization actions within the Armed Forces.

Public-Private Ventures
The success of the Army’s MWR public-private venture program is evident by the $34.4M in construction dollar savings for the eight facilities in operation at the end of FY05. Total revenue received for these projects from FY99-05 is more than $991K. Two new projects opened in FY05, representing a $1.4M cost savings to the Army. The PPV program continues to grow with 19 more projects in varying stages of development worth approximately $41.3M in cost savings for the government. The goal of the Army’s MWR PPV program is to secure private sector expertise to deliver facilities and services and decrease the burden on Army funds. The CFSC’s Asset Management/Privatization Office is the sole Army agency given the responsibility to facilitate the process and award PPV contracts for Category C MWR facilities. The program benefits commanders who need an MWR facility but lack the funding to provide a needed service to Soldiers and families. Garrison Commanders engage PPVs as a tool to marry installation needs with private developer expertise to build a needed MWR facility. With the developer bearing the responsibility for construction, maintenance and repair, as well as management of the facility, commanders are able to focus on core mission requirements. Improvements in the PPV process continue to propel the program forward. Developers may now provide ‘in-kind’ consideration for services in lieu of a Fair Market Value rental payment they would pay for a land lease, providing substantial savings that may interest developers in pursuing Army partnerships. Benefits to both partners can improve profit margins and reduce prices to MWR patrons. Over the last year, garrisons have increased requests for casual dining restaurants and animal kennels. Three installations requested kennel operations and four installations requested restaurants. The CFSC is coordinating with the casual dining industry and will soon know the feasibility of using the PPV concept to offer name brand casual dining on installations. We’ve also had good responses to an article in the ‘Pet Services Journal” published by the American Boarding Kennel Association concerning partnerships with the Army. The future of the program is limitless as the MWR PPV process continues to evolve and change in its attempt to keep pace with the trends in privatization efforts within the government. Continual reviews in the process and changes to improve the program will aid in making the program more attractive to Garrison Commanders and enhance private sector interest in partnering with the Army.

FYs 2001-2005: Number of Projects / $M Value
# Projects

$M Value


Category A
Mission Sustaining Activities

Category B
Community Support Activities

Category C
Business Activities

MWR Co n st r u ct i o n P ro gr am

Figure 1-8

Army MWR FY 2005 Annual Report 13



ven inside the walls of their base, life can be difficult. Conditions are primitive…the men sleep in buildings made from poured concrete. They have showers and even a few washing machines, but still use outhouse toilets. There is a recreation room with a large screen television, Internet access, two computers and two drop lines for laptops. But perhaps the most surprising feature in this remote place is a fully stocked— although very dusty—fitness center with benches, free weights, exercise machines and even a treadmill. “It’s where our guys spend most of their free time. There’s really not much else to do when they’re not on duty.” Inside their “hooches,” other soldiers read paperback novels, watch movies on personal DVD players or just talk. They are enjoying the chance to be out of their body armor and Kevlar helmets, but know that it will be just a matter of time before they are back on the front line.
- The Last Outpost, by Kevin Sites

Off-duty Soldiers of C-Company, 319th Signal Battalion enjoying a game of football. - Photo by Spc. Pascual, courtesy of Sgt. Chris Missick (www.missick.com)

Auditing standards issued by the Comptroller General of the United States require that the auditors plan and perform these audits to obtain reasonable assurance that the financial statements are free of material misstatement. Audits include examining—on a test basis—evidence that supports the amounts and disclosures in the financial statements. Audits also assess accounting principles used, significant estimates made by management, and the overall financial statement presentation. The auditors believe their audits provide a reasonable basis for their unqualified opinion. Annual audits of the Headquarters, Department of the Army nonappropriated funds are required by DoD Instruction 7600.6. Audits of the HQDA nonappropriated funds are conducted annually by independent commercial auditors. Independent commercial auditors audited balance sheets, statements of operations, changes in fund balances, and cash flows for the year ending 30 September 2004. An unqualified audit opinion was rendered for the following funds: • Army Morale, Welfare, and Recreation Fund • Central Insurance Fund • Banking and Investment Fund • Hospitality Cash Management Fund • NAF Employee Retirement Plan • Medical Life Fund • NAF Employee 401(k) Savings Plan • Army Lodging Fund • Recreation Machine Trust and Operations Fund • Armed Forces Recreation Centers in Europe, Korea, Orlando, and Hawaii Financial audits of these funds for FY05 are in progress. The following US Army Audit Agency (USAAA) audit were reported to the MWR BoD’S Audit and Executive Committees: Army Golf Operations in Europe USAAA found that “the Army’s golf courses in Germany continuity of operations depends on significant amounts of additional funding from the CFSC and the MWR One Fund to maintain and improve the golf courses.” USAAA made recommendations to improve the management of operational costs and to increase revenue: • Set fees to recoup the cost of capital purchases and minor construction and support for other MWR programs. • Require German golf clubs to pay their full share of the operating expenses of the golf courses. • Establish a consolidated buying plan for Army golf courses in Germany. The Army concurred with USAAA findings and recommendations contained in the report. CFSC Internal Review Procurement fraud investigation involving the Edelweiss Lodge and Resort’s Director of Contracting and U.S. and European firms is ongoing by the CFSC, Army Criminal Investigation Command, and the Department of Justice. Preliminary information includes: • Routine internal controls identified questionable procurement actions. • Investigation identified multiple fraudulent actions. • Financial restitution of NAFs and actions against those involved is on-going.

16 Army MWR FY 2005 Annual Report

Maj. Brad Gavle, from Decorah, Iowa of the 3rd Squadron, 7th Cavalry Regiment takes a moment to practice his golf swing on an impromptu sand bunker by the Euphrates River 20km south of Baghdad, Iraq. - Photo by Warren Zinn, Army Times

Work Years
Time spent by USAAA and Army Internal Review offices auditing NAF decreased from FY04 to FY05 from 46 to 45 work-years. Internal Review audit time decreased from 29 to 25 work-years and USAAA time increased from 17 to 20 work-years.

NAF Audit Work Years
Fiscal Years 2004-2005
Internal Review

Army Audit







Figure 2-1

Army MWR FY 2005 Annual Report 17



merican citizens must remain convinced that the Army is a great place to serve.

While Soldiers perform their duties to meet Army expectations, the Army, in turn, must provide an environment in which individual aspirations can be met. Likewise, they must believe that their families will be provided for in their absence. Providing for the well-being of Soldiers’ families is a fundamental leadership imperative that requires adequate support and resources.
- Posture of the United States Army 2005 The Honorable Francis J. Harvey and General Peter J. Schoomaker

A Soldier takes a quiet moment at the end of the day to exercise as the sun sets on Falcon Forward at the edge of Baghdad. - Photo courtesy of Jim Veneman and the Baptist Press

90 80 70 60 50 40 30 20 10 0

Total MWR Operating Funds
Army MWR corporate finances are the combined total performance from field operating NAFIs, the ARMP, and the AMWRF. The Executive Summary of this report shows how these elements, taken in the aggregate, performed from FY04 to FY05. This section presents field operating results for the same period, individual Headquarters Department of the Army funds managed at the CFSC, a summarized balance sheet, and a summarized statement of income and expense which support the analysis in the Executive Summary.

Direct Appropriated Fund Support
The Management Decision Execution Packages that directly support MWR and Family programs reflect execution at 110 percent of the Army Budget Office’s initial FY05 funding, and 100 percent of that funding when combined with IMA programming actions. Figure 3-1 displays the individual MDEP’s execution record for the year. With the exception of Soldier MWR, all MDEPs reflect obligations less than the combined ABO/IMA funding – evidence of the Army having to support other higher mission priorities and no GWOT Supplemental Funding available for MWR/Family programs.

Community/Morale Support Activities & Family Programs – As of September 2005
As a percent of funding: I M A / A B O E x e c u ti o n r ep r e se n t s 1 0 0 . 0 % AB O onl y Exec ution r ep resen t s 11 0.3%

Annu al Funding Add’l IMA Funding Total Available Execution

$ Millions $464.0 $48.1 $512.1 $511.9













56.1 50.8



58.6 64.6


Additional execution represents $29M in EOY funding action from a source other than these MDEPs. Of this amount, $18M restored the de-obligation that occurred.

ACS 97% ACS 95%

IM A/ AB O AB O On ly

M W R 1 0 7% MWR 133%

Youth 93% Youth 93%

C DS 93 % C DS 96%

Ex e c u ti on b y Ma na g e me n t De ci s io n P a c k a ge
Figure 3-1

20 Army MWR FY 2005 Annual Report

FY 96 97 98 99 00 01 02 03 04 05

As % of Total Revenue

Actual NIBD

Capital Cash Actual % Net Reinvestment Generation Cash Total Revenue Assessment Standard Generated
(Less USA) As % of Total Revenue (NIBD+CRA)

Functional NAF Operating Results $M FY00 71.8 146.4 218.2 - 4.1 6.9 - 88.5 - 15.8 Subtotal NIBD % of Net Revenue

Army Average Data Adjusted for Base Closure

FY01 55.0 159.8 214.8 - 4.2 6.9 - 85.2 - 15.2

FY02 51.1 154.2 205.3 - 3.9 7.4 - 89.1 - 15.9

FY03 45.9 144.5 190.4 - 3.2 8.7 - 88.7 - 15.6 - 98.8 $ 91.6 12.1%

FY04 53.1 124.7 177.8 - 4.7 10.1 - 80.1 - 3.7 - 78.4 99.4 13.0%

FY05 59.4 139.3 198.7 - 5.3 - 1.3 - 82.9 - 4.7 - 94.2 104.5 12.7%

5% 5% 7% 8% 8% 8% 8% 8% 8% 8%

$ 65.1 $ 75.8 $ 66.9 $ 88.6 $ 116.7 $ 117.1 $ 103.8 $ 91.6 $ 99.4 $ 104.5

7.8 % 8.9 % 8.8 % 11.4 % 14.3 % 14.7 % 13.5 % 12.1 % 13.0 % 12.7 %

2% 3% 2% 2% 2% 2% *2% 2% 0% 0%

7% 8% 9% 10 % 10 % 10 % 10 % 10 % 8% 8%

9.8 % 11.9 % 8.8 % 11.4 % 14.3 % 14.7 % 13.5 % 12.1 % 13.0 % 12.7 %
Figure 3-3

Income Generators Category C Programs External Revenue Subtotal Income Users Category A Programs Category B Programs Overhead Expense Capital Reinvestment Assessment

- 101.5 - 97.7 - 101.5 $ 116.7 $ 117.1 $ 103.8 14.3% 14.7% 13.5%

* AFRCs pay 3% CRA beginning FY02; all CRA payments ceased in FY04 except for AFRCs.

FiguFigure 3-4

Nonappropriated Funds
For FY05, Army-wide field MWR Funds reported net income before depreciation of $104.5M (12.7 percent of net revenue) versus $99.4M (13.0 percent of net revenue) for FY04. Figure 3-2 reflects the level of NIBD earned in FY05, which exceeds the MWR Board of Directors’ NIBD standard by 5 percentage points. Net income after depreciation continues to decline (-$34M in FY05 and -$20M in FY04), seriously impeding the field’s ability to meet capitalization demands. Net revenue of $821M in FY05 was $56M more than that reported for FY04. Figure 3-3 shows the Army exceeding MWR BOD standards for 10 consecutive years. Figure 3-4 depicts the field’s NAF operating results by category. Both Category A and Category B fell off positive trends generated from FY01 to FY03. Major causes of this negative indicator were a greater use of NAF for APF authorized costs and lower OMA funding. Category C, however, showed an improvement in profitability. The cost of NAF overhead increased $2.8M in FY05 versus the previous year. Figure 3-5 displays the sources of non-operating income for the field. With the exception of the Guest House payback, all categories executed last year’s payments.

120 105

$ Millions
79.3 79.9




FY 04/05 Budget vs. Actual

$ Millions
FY 04 Actual FY 05 Budget FY 05 Actual
38.4 38.3 40.5









5.3 0.8




Guest House Payback

T ot a l M W R N A FI W or l d w id e N IB D / N I A D
Figure 3-2

Non-Operating Revenue
Figure 3-5

Army MWR FY 2005 Annual Report 21

Depositors’ Balances – Net of AMWRF Loan

Field Services and Self-Sufficiency Exemptions 37%

$ Millions





C o n s t r u c ti o n a n d Program Investment 46% USACFSC Operations 17%

















Uses of an AMWRF Dollar
Figure 3-6

A r m y B an k i n g a n d I n v e s t m e n t F u n d
Figure 3-7

Army Operating Funds
This section addresses individual Headquarters, Department of the Army funds managed at the CFSC and presents a summarized balance sheet and statement of income and expense.

Army Morale, Welfare, and Recreation Fund
This is the MWR Board of Directors’ twelfth year of financing strategies to modernize the MWR NAF physical plant and finance Army-wide program investment initiatives. The long-range plan redirected field NAFI revenue to the AMWRF for worldwide application and authorizes borrowing from the Army Banking and Investment Fund. In FY05, this plan paid out $18.6M for regular construction, $7.8M for management information system support, and $11M for other program investments such as master training, interns, patron surveys, and marketing research. The next allocation is for field exemptions and services, such as self-sufficiency exemption dividends, capital purchase and minor construction grants, Army sports, and BOSS. The fund also supports a portion of the NAF administration budget for USACFSC. Figure 3-6 shows how the AMWRF dollar was allocated for FY05.

Army Banking and Investment Fund
The Army Banking and Investment Fund manages a pool of U.S. Government securities on behalf of participants and pays interest based on portfolio earnings. During FY05, the ABIF provided cash management and investment services to 400 Army and DOD entities. Participants earned a compounded rate of 2.43 percent on their average deposited balance. During the year, the ABIF distributed $14M as interest income. Invested cash rose from $511M to $680M from FY04 to the end of FY05 (Figure 3-7).

Army Central Insurance Fund
The Army Central Insurance Fund provides comprehensive property and casualty insurance through a self-insured program for all NAF activities. The ACIF purchases commercial property insurance which serves as re-insurance against catastrophic loss. During FY05, the recent trend of catastrophic losses caused by flood and windstorm subsided. Hurricanes that struck the gulf coast caused minimal damage to NAF facilities in the area. Army-wide claim payments for damage to NAF buildings and contents were reduced to $1.4M for the year. Accidents causing damage to NAF-operated vehicles resulted in losses of $372K. Losses resulting from the theft or robbery of NAF money and securities resulted in claim payments of $104K. The cost of general and vehicle tort claims for bodily injury and property damage due to negligence amounted to $655K. The increased cost of workers’ compensation claims resulted in an increase in the rate charged to CONUS installations for FY05. The decreased cost of unemployment compensation for FY05 resulted in payments of $2.5M to former NAF employees. In the aggregate, the ACIF had a net operating gain of $10.3M for the year. This gain is directly attributable to the decrease in self-insured claims expense and the increase to the rate charged to CONUS installations for workers’ compensation coverage.

Army Recreation Machine Trust Fund
The Army Recreation Machine Trust Fund administers the Army Recreation Machine Program operating profits. In FY05, the fund received $67.9M in profit distribution, a $3.1 increase from FY04. Major uses of cash in FY05, on a cash flow basis (which includes cash on hand at the beginning of the year) were $62M in shared distributions and $13.6M for internal ARM operations capital expenditures.

22 Army MWR FY 2005 Annual Report


US Army NAF Retirement Fund
Asset Class Common Stock Bonds and Debentures Cash and Equivalents U.S. Government Securities Insurance Contracts Total

FY04 Amount $M $ 435.2 136.6 17.6 9.4 13.8 $ 612.6 Percent % 71.0 % 22.3 % 2.9 % 1. 5 % 2.3 % 100 %

FY05 Amount $M $ 486.8 150.4 25.2 11.5 22.9 $ 696.8 Percent % 69.9 % 21.6 % 3.6 % 1.7 % 3.3 % 100 %
Figure 3-8

US Army NAF Employee 401(k) Fund
Investment Fund Retirement Money Market U.S. Bond Index Asset Manager Spartan Equity Dodge and Cox Overseas Growth and Income T. Rowe Price Growth Company 1 Year 2.40 % 2.68 % 7.15 % 12.19 % 19.59 % 25.01 % 9.02 % 18.16 % 21.47 %

Avg Total Returns Period Ending 30 Sep 05

5 Years 2.24 % 6.68 % 1.27 % -1.62 % 12.83 % 1.27 % -1.21 % 8.72 % -6.76 %

Life of Fund 4.57 % 7.66 % 9.76 % 11.51 % 12.18 % 12.81 % 13.30 % 13.63 % 14.31 %
Figure 3-9

Army Central Retirement Fund
The ACRF represents the total of employee and employer contributions and investment earnings on those contributions (plan assets) for the U.S. Army NAF Employee Retirement Plan. The fund pays accrued benefits to participants and their survivors as determined by a formula based on salary and years of service when they are eligible for retirement. As of 1 October 2005, the date of the last actuarial valuation, the value of benefits that participants have earned to date (actuarial present value of accumulated plan benefits) was $611M. This is the amount required to satisfy all the plan’s obligations if it were terminated today. The market value of assets available on 1 October 2005 was $696.8M, compared to $612.6M on 1 October 2004. A more important measure of the plan’s financial health is its ability to meet obligations for benefits that will be earned in the future. An enrolled actuary makes these computations annually. As of 1 October 2005, the total actuarial accrued liability was $691.9M compared with $652.6M one year before, with the actuarial value of assets at $693.2M. This represents the continued strength of the fund, notwithstanding the generally unfavorable status of investment markets. Retirement plan assets are in a trust fund that can only be used to provide benefits to participants as authorized by the plan. Five trustees are responsible for investing assets in authorized investments such as stocks, bonds, real estate, and government instruments. Assets are invested so that, over time, the return on investment meets the long-term assumptions on which the plan is based. The plan paid NAF retirees and their beneficiaries $30.3M in FY05 including a 2.7 percent cost of living increase beginning 1 April 2005. On 30 September 2005, the market value of the plan’s assets totaled $696.8M. These assets were invested as shown in Figure 3-8. The return on investment earned by these assets for the year ending 30 September 2005 was 12.6 percent.

Army Medical / Life Fund
The Army offers health, dental, and life insurance benefits to its regular NAF employees. The AMLF collects premiums from employers and employees based on participant enrollment in the health benefits options. Employees may elect health benefits coverage in either the DOD Health Benefit Plan or through health maintenance organizations in some locations. Claim expenses for the DoDHBP are satisfied by direct disbursements to affiliated medical service providers after the plan takes its discounts. When services are provided from outside the network or for any dental claims, participating employees are reimbursed directly. In order to preserve the tax-preferred status of life insurance benefits, the Fund reimburses a contracted insurance carrier for benefits paid to beneficiaries of deceased participants in the life insurance program.

401(k) Savings Plan
The US Army NAF 401(k) Savings Plan continues to be a valuable benefit for employees who are working to achieve financial security. The total individual 401(k) Savings Plan account balances were $246M, an increase of $36.7M (17.5%) from the previous year. This substantial increase was a result of increased contributions and a steady rebound of the stock market. Figure 3-9 shows investment returns for the nine funds available to employees as investment options. Participation in the US Army NAF Employee 401(k) Savings Plan continues to grow. As of September 30, 2005, there were 10,658 active participants, which was 63 percent of the eligible employees. This 4 percent enrollment increase reflects the continuing efforts of personnel managers in promoting participation in the plan.

Army MWR FY 2005 Annual Report 23

Summarized Balance Sheet
Below is the summarized balance sheet (Figure 3-10) for the Army MWR Operating Funds. The collective financial position, as of 30 September 2005, reflected a current ratio of 2.2:1 versus 1.9:1 attained at the end of FY04. Total ABIF cash to current liabilities was calculated at 1.3:1 compared with 1.2:1 as of 30 September 2004. Major changes were reflected in Cash, +$70.3M, and Receivables, -$17.4M. The increase in cash is illustrative of field managers’ reluctance to commit to capital expenditure projects in a volatile funding environment. With no FY05 GWOT supplemental funding available for MWR, and the Army supporting other higher mission priorities, managers tend to be less aggressive in executing planned capital expenditures until a more reliable funding posture is established.

Summarized Balance Sheet: Army MWR Operating Funds
30 Sep 04 Assets Current Assets Cash/Investments Receivables Inventories Prepaid Items Total Current Assets Fixed Assets (Less) Accumulated Depreciation Book Value Fixed Assets Other Assets Capital Commitment/Sinking Funds Separation Sinking Funds Other Total Assets 2,898,584 1,665,171 54,405,546 $ 1,686,783,573 4,315,427 1,480,207 50,017,402 $ 1,686,551,579 1,416,843 - 184,964 - 4,388,144 $ 137,934 188,001,912 93,279,129 24,592,503 9,043,383 314,916,927 2,481,021,397 1,168,124,052 1,312,897,345 258,258,606 76,424,041 22,659,831 8,967,159 366,309,637 2,490,134,368 1,225,705,462 1,264,428,906 70,256,694 - 16,855,088 - 1,932,672 - 76,224 51,392,710 9,112,971 57,581,410 - 48,468,439 30 Sep 05 Change


Current Liabilities Accounts Payable Other Total Current Liabilities Total Long Term Liabilities 38,562,021 124,742,822 163,304,843 170,140,168 31,154,808 134,539,525 165,694,333 167,994,209 - 7,407,213 9,796,703 2,389,490 - 2,145,959

Total Liabilities Fund Equity

333,445,011 1,353,338,562

333,688,542 1,352,863,037

243,531 - 105,597

Liabilities and Fund Equity

$ 1,686,783,573

$ 1,686,551,579

$ 137,934
Figure 3-10

FY04 balance sheet figures may differ from that published in the FY04 Annual Report due to adjustments for Base Realignment and Closure.

24 Army MWR FY 2005 Annual Report

Summarized Income and Expense Statement
Figure 3-11 illustrates the statement of FY05 APF and NAF operations compared with FY04. The NAF revenue and expenses transacted through MWR Utilization, Support and Accountability have been eliminated from this display in order to preclude overstatement of combined APF and NAF support. In FY05, $226.2M was executed using MWR/USA, versus $193.8M in FY04. Total APF support declined $66.7M compared with last year. Major declines were reflected in Operation and Maintenance, Army (-$71.7M) and other operating appropriations (-$25.4M). In FY04 the Army MWR received $54.2M OMA and $21.6M OSD in supplemental funding. None was received in FY05 for MWR requirements. Other APF operating support remained stable when compared to FY04. Military Construction, Army increased $22.5M from FY04. The collective NAF revenue for the Army Operating Funds was $916M, a $29M increase from FY04. With the exception of AAFES dividends to the Army Central Fund, all categories of revenue increased from FY04. On the APF expense side of the ledger, support for personnel costs continued to be the major use of funds—74 percent of funding. While direct support for GS employees working in operating positions declined $19M, support for NAF employees performing APF authorized functions increased $20M, indicating the gradual shift to an all NAF workforce. Other operating costs declined $91M primarily due to no GWOT supplemental funding and less OMA support available for regular operations. For the NAF component of MWR expenses, labor, other operating costs, and extraordinary costs consumed any gains made in revenue. The use of NAF for APF authorized requirements continues to be a factor in the increased NAF operations. In FY05, the APF shortfall rose to $107.2M, a $26.6M increase over FY04. NAF operational labor was 38 percent of revenue. In FY04, it was 35 percent. There was also a $7.7M increase in other expenses due to the AFRC properties commercial loan interest expense. Extraordinary items saw a $13.9M increase in expenses related to transfer of certain AFRC costs to the German Government and restationing costs. There factors contributed heavily to a lower net income before depreciation for FY05 and ultimately a net loss for the year.

Summarized Income and Expense Statement: Army MWR Operating Funds
FY04 Revenue
APF: Military Personnel OMA Other Operating DLA/DoD MCA Subtotal NAF: Sales Gross ARM Revenue Central Fund AAFES Dividend ASD/Other AAFES Other Revenue * Interest Income Subtotal * 226,450,455 115,941,115 48,905,648 79,262,517 408,106,029 2,978,355 $ 881,644,119 $ 1,565,018,931 231,605,087 123,016,594 33,810,812 89,681,421 433,198,015 4,801,979 $ 916,113,908 $ 1,532,859,425 5,154,632 7,075,479 - 15,094,836 10,418,904 25,091,986 1,823,624 $ 34,469,789 $ - 32,159,506 11,714,065 611,481,683 33,424,692 11,254,372 15,500,000 $ 683,374,812 19,441,181 539,758,802 7,975,713 11,569,821 38,000,000 $ 616,745,517 7,727,116 - 71,722,881 - 25,448,979 315,449 22,500,000 $ - 66,629,295



Total Revenue and Appropriations


APF: Operating Labor ** Overhead Labor ** APF Support for USA Labor Other Operating Costs Subtotal NAF: Cost of Goods Sold Operating Labor * Overhead Labor * Other Operating Costs * Subtotal * Total Operating Expenses Military Construction Army Net Income Before Depreciation Depreciation 96,766,075 317,032,983 97,062,303 236,138,722 $ 747,000,083 1,414,874,895 15,500,000 134,644,036 123,978,591 $ 10,665,445 97,473,392 351,021,534 100,528,371 270,952,147 $ 819,975,444 1,398,720,961 38,000,000 96,138,464 129,099,659 $ - 32,961,195 707,317 33,988,551 3,466,068 34,813,425 $ 72,975,361 - 16,153,934 22,500,000 - 38,505,572 5,121,068 $ - 43,626,640
Figure 3-11

201,448,517 50,189,358 171,946,785 244,290,152 $ 667,874,812

182,316,802 52,315,249 191,010,036 153,103,430 $ 578,745,517

- 19,131,715 2,125,891 19,063,251 - 91,186,722 $ - 89,129,295

Net Income

* Net of USA revenue (FY04 $193,821,294; FY05 $226,226,618) and BRAC (FY04 $5,143,552; FY05 $3,982,900) ** Includes General Schedule, Foreign Nationals, Wage Grade, and Military Personnel Army

Army MWR FY 2005 Annual Report 25



he challenge of serving a nation at war highlights the importance of providing for the physical, material and spiritual wellbeing of Soldiers, Army civilians and their family members. Their welfare is linked to readiness and the Army’s sustained viability as an all volunteer force.
- Soldiers Almanac 2006

The Fort Lewis library staff. - Photo courtesy of Fort Lewis MWR

(Left) Attendees of IMA Europe’s Arts and Crafts Training in March 2005 [photo courtesy of CFSC Community Recreation Directorate; (Middle) Paul Heilman, Director of MWR at Fort Monroe, Va., deployed to Kuwait in support of OIF/OEF [photo courtesy of Feedback magazine]; (Right) A CYS employee welcomes a family [photo courtesy of CFSC CYS].

White Plume Award

Established in 1982 by the Adjutant General of the Army, the White Plume award recognizes outstanding service and contribution to MWR and family programs. The White Plume is the Army’s highest medal for achievement in support of MWR. The following personnel were honored with the White Plume in FY05:

Charles S. Abell
Office of the Secretary of Defense (Principle Deputy Secretary for Personnel and Readiness)

Richard A. Combs
Installation Management Agency, Southeast Region Headquarters

John C. Dykema
Installation Management Agency, Europe Region Headquarters

Sarah G. (Sally) Entlich
U.S. Army Community and Family Support Center, Headquarters

Julian Garmendia
U.S. Army Community and Family Support Center, Recreation Machine Program

Ronald A. Hames
Installation Management Agency, Headquarters

Richard D. Hanusey
Installation Management Agency, Europe Region Headquarters

James C. Hill
Installation Management Agency, Southwest Region Headquarters

Mary Beth Reinhart
White Sands Missile Range, Ariz.

Linda C. Sims
Office of the Assistant Secretary of the Army (Human Resources)

Van H. Stokes, III
Fort Campbell, Ky.

Susan J. Unruh
U.S. Army Community and Family Support Center, Headquarters

28 Army MWR FY 2005 Annual Report




The Army provides an extensive menu of benefits for the 18,000 eligible NAF employees that deliver MWR programs.

NAF Employee Benefits
Participation in NAF Employee Benefit Plans continued to show strong support among employees, as shown in Figure 3-1. Initially introduced late in FY04, Employee Benefits Online continued as a much used tool for NAF employees to review benefit records online. Employees can access benefit records, obtain instant benefit summaries or comprehensive benefits statements, or submit a service request directly to their servicing Human Resource Office to update database information. The NAF benefits web site continues to expand, most recently with the addition of links to other benefit web sites and services. The web site is updated weekly to ensure that information is current and up-to-date. Participation in the NAF Employee Retirement Plan continued to increase in FY05—a trend since the MWR Board of Directors’ decision in FY01 to require new hire participation in the plan for the first six months of service. As of the end of FY05, 86 percent of the active eligible workforce was enrolled, and this steady increase has had a positive impact on the well-being of the NAF workforce. The Portability Project Office was initially established in FY02 to audit and correct service records of employees who transfer between APF and NAF personnel systems under portability legislation. The Office has made significant progress in restoring retirement benefits to employees who had been incorrectly processed. A “Portability Decision Guide“ was distributed Army-wide to assist employees with decisions about portability of benefits as they move between personnel systems. This publication was timely given implementation of the Uniform Funding and Management program this year. The 401(k) Savings Plan continues to be popular. The Plan enables employees to achieve financial security retirement goals through tax deferred savings. Efforts to assist employees with investment decisions continue through installation briefings and presentations in cooperation with Fidelity Investments, which provided certified financial planners for these presentations. Fidelity Investments administers the NAF 401(k) Savings Plan and provides enhanced web-based services to participants that include Retirement Income Planning, Portfolio Planning, and Retirement Income Advantage Program—an interactive program for participants over age 55 who seek personalized assistance in preparing for retirement. The self-insured DOD Health Benefit Plan continues to provide the highest level of health benefits for employees and their families at a competitive premium rate. Benefit levels continued to improve, meeting the challenge of providing quality, affordable health care to Plan participants. A disease management program was introduced to enhance care for those with diabetes and heart disease and result in significant cost savings to the Plan for the long term. Plan administrators placed special emphasis on preparations for the introduction of the Medicare Part D Pharmacy Program, which will affect prescription drug benefits for retired Plan participants in the coming year. The Plan remained financially strong in FY05. Annual premium increases remained stable, increasing only 4.5 percent in calendar year 2005 with projections of a 6 percent increase in
Benefit Plan Participation
2004 Participants

2005 Participants

2004 Eligible Employees

2005 Eligible Employees
17,825 17,209







Retirement Plan

401(k) Savings Plan

Group Life Insurance

Health Benefit Plans



Figure 3-1

medical rates for 2006. Dental rates have not increased in three years. These increases are well below industry trends and those of the Federal Employee Health Benefit Plans, and reflect the judicious use of the plan by participants and Army efforts in cooperation with Aetna to control upwardly spiraling health care costs. Aetna, the third party administrator of the plan, continued to provide excellent service to plan participants. Aetna Navigator, an interactive webbased system that allows participants to view claims processing status, explanation of benefits, and information about plan benefits and health related information, saw a substantial increase in use with over 35 percent of participants routinely using the service. The NAF Employee Group Life Insurance Plan maintained its solid financial status and maintained rates at fourteen cents per thousand dollars of coverage for employees electing basic coverage. New, more user-friendly Plan booklets were provided to HR Offices for distribution to NAF employees. The USACFSC Benefits Office increased support to installations, especially those affected by BRAC, with delivery of benefit presentations and one-day retirement seminars in cooperation with Fidelity Investments. Promotional materials were distributed electronically and via mail to eligible employees and NAF Human Resource Offices to enhance understanding of benefit programs and to increase participation in the programs. The NAF Employee Benefits Office continued to provide training support to the Civilian Human Resources Agency to improve personnel technician knowledge of benefit programs and processing requirements taught in the NAF Personnel Technicians Course, as well as APF personnel technician knowledge of portability of benefits processing requirements.
Army MWR FY 2005 Annual Report 29

Career Development Programs

Career Development Programs
Career Development and Staffing
The CFSC continues to assist installation commanders in filling MWR vacancies, both APF and NAF, at grades GS-09/NF-04 and above. A total of 614 referral lists were issued in calendar year 2005 compared to 527 in 2004. To prepare and issue each list takes an average of 29 calendar days. Of all referral lists during the year, 36 percent were issued from the standing applicant inventory within 21 calendar days and 64 percent were prepared within 34 days after issuing special vacancy announcements, with an average open announcement period of 14 days.

NAF Management Trainees
The centrally-funded NAF Management Trainee Program actively recruits talented college graduates for opportunities in MWR functional areas. MWR offers different career paths and roads to success with assignments available Army-wide. Future MWR leaders are born through this 12- to 18-month training program that develops highly trained MWR professionals to meet future leadership demands. In 2005, seven graduates from the FY04 program completed onthe-job training and were placed into permanent positions. New training functional areas were expanded to meet evolving needs for MWR professionals. In FY05, 11 trainees were recruited for the following functional areas
# of Trainees 2 2 1 2 2 1 1 Functional Area NAF Contracting Child and Youth Services Outdoor Recreation Food and Beverage Marketing Sports and Fitness Bowling Management

Leader Development Program
Development efforts continue on the MWR Leader Development Program. The LDP is a proactive, long-term approach to developing depth and breadth in MWR and lodging employees needed for leadership positions. The LDP institutionalizes an effective centralized assignment system for NF-4 and NF-5 positions with responsibility for MWR and lodging programs. The LDP is critical to the successful implementation of the Uniform Funding and Management program, which will merge APF and NAF in order to provide MWR services under NAF rules and procedures. Positions in the following functional areas will be managed in the LDP once the program is implemented: • • • • • • • Child and Youth Services Business Programs Recreation Programs Lodging Programs Armed Forces Recreation Centers Army Recreation Machine Program Multidisciplinary Management - Director, MWR - Program Analysts - Other management and non-program specific positions • NAF Support Services - Marketing/Commercial Sponsorship - Contracting - Information Technology - Financial Management

The training sites for these positions in FY05 are located at CFSC HQ, Va.; Fort Jackson, S.C.; Fort Hood, Texas; Fort Carson, Colo.; Shades of Green, Fla.; Fort Meyer, Va.; Fort Lewis, Wash.; Fort Benning, Ga.; Fort Bliss, Texas; and Fort Meade, Md. Two more functional areas will be added in FY06 for golf superintendent and MWR theme operations. In August 2005, the MWR Board of Directors’ Executive Committee approved increasing the number of annual trainees from 10 to 20 commencing FY06. This program has been lauded as a vehicle to infuse “new blood” into Army MWR to sustain the organization in the years to come. The retention rate for those that complete training is 72 percent.

Army Civilian Training, Education, and Development System Plan
ACTEDS documents a structured, progressive, and sequential approach to employee development within Career Field 51 (MWR). The MWR ACTEDS Plan is a competency-based, career progression “road map” that blends training and self-development to enhance individual performance and potential. Currently ACTEDS is being revised to integrate the Army Leader-Development model for civilians, to embrace the Army MWR vision, and to incorporate the Strategic Plan into a continuous, dynamic system of learning and growth. This revision will be web-based and hosted on the CFSC server.

30 Army MWR FY 2005 Annual Report

es siv e

Executive & Senior Management

Se qu en tia l

an d

Pr og r

Division / Multi-Program Level

Program Management Level

Skill and Tech nical

Professional, Basic Management and Leadership

MWR Orientation

Entry Level

Operation Excellence

MWR Master Training

Master Training
The MWR Academy supports Army entry-level employees through general officers, and the Army’s sister services, with training and performance support as reflected in the Master Training Plan. In 2005 the Academy relocated from its previous Falls Church location—and the Culinary Academy moved from Fort Lee—to a co-located facility in Alexandria, Va. Web-based training remains at the forefront of planning and development efforts. In FY05 the NAF Basic Contracting Course became web-based. At the end of the year, the Academy developed and fielded the Installation Management Enterprise Tracking System course and the ServSafe Sanitation course (implemented in conjunction with the National Restaurant Association). By the close of FY05, 3,223 MWR employees from the Army, Marine Corps, Navy, and Air Force had completed training courses, and an additional 1,229 course enrollments were in progress. The MWR Academy provided performance support to installations and programs through professional development, strategy planning sessions, and by assisting teams with focusing on results. Joint command guidance from the CFSC and IMA set specific targets for training completion. To encourage compliance with this guidance, an installation competition was conducted to support completion of the MWR Orientation Course. The top five installations in that competition will receive award training in FY06. The MWR Academy delivered 13 percent of its training at the installation (418 students), 12 percent at the Academy (375 students), 10 percent through off-site contract (336 students), and 65 percent through web-based instruction (2,094 students). The American Council on Education evaluates MWR Academy courses and recommends college credit for many offerings. Neither the ACE nor the MWR Academy grants college credit, but ACE recommendations encourage colleges and universities to award credits to students participating in applicable degree programs. A recommendation by the ACE supports the strategic vision of CFSC, confirms the status of the MWR Academy as a professional learning institution, and provides added value to the MWR workforce as they pursue formal education or certification requirements. Currently a total of 27 courses sponsored by the MWR Academy have received college credit recommendations. In addition, students receive Continuing Education Units for most Academy courses.

2005 MWR Academy: Students by Course
24 20 24 20 20 42 13 67 14 16 12 12 16 77 20 21 37 4 24 22 28 14 28 26 19 29 29 19 94 22 26 20 90 13 22 65 14 31 21 14 1,129 3 230 1,995 95 1 2,324 5 683 374 110 57 1,229 4,682 Classroom ACS Army Family Action Plan Program Management ACS Exceptional Family Member Program Management ACS Financial Readiness Program Management ACS Leadership and Management for ACS Directors ACS Mobilization and Deployment Program Management ARMP Management II AFRC Management and Leadership II AFRC/ARMP Management Business Program Managers’ Course Contract Administration Contract Negotiation Contract Source Selection Contract Performance Based CYS Army FCC.com Effective Organizational Leadership for Hospitality Managers Executive Leadership and Management for MWR Division Chiefs Food and Beverage Automation Courses Galaxy Refresher Training General Officer Installation Commander’s Course Golf Superintendents’ Course Hotel Operations ISO Training Courses Lodging Customer Service Lodging Group Leader Program Lodging Strategic Financial Management Lodging Supervision Course Lodging Supply Chain Management Marketing Managers’ Course MCCS Applied Financial Planning NAF Acquisition Management Performance Analysis in Hospitality Operations Process and Quality Leadership Tools for Hospitality Professional Development, Club Led! Professional Development, Results Achieving Teams Professional Development, Strategy Development Program and Special Events Management Course RecTrac Application Administrators’ Course Strategic Communication for Hospitality Managers Strategic Leadership for Hospitality Managers Value Creation in Hospitality Organizations On-Line Completed IMETS MWR Basic Management Course MWR Orientation Course NAF Contracting, Basic ServSafe Sanitation On-Line In Progress IMETS MWR Basic Management Course MWR Orientation Course NAF Contracting, Basic ServSafe Sanitation Total

Army MWR FY 2005 Annual Report 31

Management Summaries


You can ask people to leave their personal lives at the factory fence— in the old days, that was the culture of most corporations, but you’re just kidding yourself if you think they can comply. You can’t hire part of a person. You get the sore back along with the skillful hands, and the anxious heart along with the educated brain.



Your policies and programs will only be effective if they bow to this reality and address the whole human being. The bottom line is that our efforts to support employees’ work-family priorities are good business. These are neither ‘perks’ nor ‘giveaways.’ These tools help us attract, motivate, and retain people likely to be more dedicated, more focused, more innovative, and more productive.


- Randall Tobias, Chairman and Chief Executive of Eli Lilly and Company from 1993-1999 during one of the comapany’s most successful periods in its history

Soldiers of the 82nd Airborne Division huddle up for football game. - Photo courtesy of Jim Veneman and the Baptist Press

Army Community Service
Army Community Service Operating Costs ($M)
FY04 28.1 6.1 43.2 6.7 4.6 4.5 2.0 3.1 3.3 2.7 0.2 0.5 2.8 $107.8 FY05 28.1 6.9 41.5 7.3 4.5 4.7 1.6 3.3 3.1 2.4 0.1 1.9 4.6 $110.1 ACS Base Operations Family Advocacy (OSD) Family Advocacy (OMA) Financial Readiness (OMA) Relocation Readiness (OSD) Relocation Readiness (OMA) Outreach (OMA) Employment Readiness (OMA) Exceptional Family Member Program (OMA) Information, Referral, and Follow-Up (OMA) Foster Care (OMA) Deployment / Mobilization (OMA) Army Family Action Plan/Army Family Team Building Total
(OMA) (OMA) Figure 5-1

Army Community Service provides a support network for Soldiers and their families to ensure they have the tools they need to build strong resilient families. Additionally, ACS provides the best communication possible between the Soldier, the unit, and the family members. The quality of our system is vital to enhancing the welfare of Soldiers and their families and enabling the Army to provide ready, responsive forces. Our vision is to place stability in today’s turbulent environment and to be there for Soldiers and families when they need assistance.

Army Basics
Army Family Team Building
To ensure the successful integration of geographically separated units’ programs into the AFTB program, CFSC coordinates with the Army National Guard, Army Reserve, and Army Accessions Command to eliminate duplicative reporting processes and to support the efforts of geographically separated unit programs. A mobile training team will support the training needs of the Army Reserve by the end of FY06. Every two years the AFTB program conducts core instructor training for new instructors. This training is also an opportunity for instructors who have taught the past two or more years to benefit from professional development. Core instructors must commit to volunteer a minimum of two years in the program after receiving training. The AFTB curriculum team completed initial revisions of Levels II and III training with final distribution planned for FY06. The curriculum team is also revising and standardizing the U.S. Army Training and Doctrine Command’s current program of instruction for family readiness group training. Standardized POIs are being written for FRG training throughout a Soldier’s career, beginning with basic training and continuing through the Noncommissioned Officers’ Education System, Officers’ Education System, and other leadership courses. AFTB is partnering with Child and Youth Services to develop an AFTB curriculum for Army teens to use as an online training program. The Latin American Master Trainer Course was held in San Antonio, Texas, with 17 student attendees: six from Colombia, five from Honduras, and six from El Salvador. At the graduation luncheon, representatives from each country gave a briefing on the implementation of the AFTB program in their respective countries.

Military OneSource
Military OneSource supplements existing family programs by providing a 24-hour, seven-day-a-week, toll free information and referral telephone line and internet/web-based service available to active duty, National Guard, Reserve Soldiers, deployed civilians, and their families worldwide. If there is a need for face-to-face counseling, MOS will provide referrals to professional civilian counselors for assistance in CONUS, Alaska, Hawaii, Puerto Rico, and Guam. In OCONUS locations, face-to-face counseling is provided via existing military treatment facility services. As of 30 December 2005, MOS had responded to 49,773 telephone calls, received 58,998 on-line visits, and made 11,012 referrals for counseling (62 percent from active Army, 18 percent from the Guard, 8 percent from the Reserve, less than two percent from DA civilians, and 10 percent from unidentified sources).

Log into: User ID: Password: Or Call:
Army Vice Chief of Staff, Gen. Richard Cody, meets with the Army Teen Panel at the Army Family Action Plan Conference. - Photo courtesy of CFSC Family Programs 34 Army MWR FY 2005 Annual Report

www.militaryonesource.com military onesource 1-800-342-9647 or 1-800-464-8107

ACS Performance Awards
Outstanding Individuals Bobbi Burke (Fort McPherson, Ga.) Shawn Williams (Fort Fort Rucker, Ala.) Peggy Brown (Fort Bliss, Texas) Sterling Performance Pat Long (Fort Bragg, N.C.) Cynthia Rome (Walter Reed Army Medical Center, D.C.) Excellent Installations Picatinny Arsenal, N.J. Fort Gordon, Ga. Fort Bragg, N.C.
Figure 5-2

Small Installation Medium Installation Large Installation

Getting Involved
Volunteers continued to play a significant role in supporting ACS programs in FY05, with 7,140 volunteers contributing 257,230 hours. The greatest number of volunteer hours were devoted to community outreach, but hours also increased in the Foster Care, Exceptional Family Member, Employment Readiness, and Financial Readiness programs. Each year ACS honors exceptional volunteers through the presentation of the Emma Marie Baird Award for outstanding service to ACS. These extraordinary volunteers demonstrated a pattern of excellence and achievement during a sustained period. In FY05, the following volunteers were recognized:
• • • • • • Mrs. Kyu H. Reisch (Fort Knox, Ky.) Mrs. Judith S. McKnight (Fort Detrick, Md.) Mr. Mack V. Worley (Fort Bragg, N.C.) Mrs. Lorraine M. Kraus (Redstone Arsenal, Ala.) Ms. Velia Gail Fitzpatrick (Fort Gordon, Ga.) Mrs. Kelly L. Gemin (221st BSB, Wiesbaden, Germany)

Army Family Action Plan
The AFAP is an Army-wide grassroots program that gives leaders real-time information on the concerns and satisfaction of Soldiers, retirees, civilians, and their families. Through AFAP, issues of concern come to the attention of commanders and reap results locally and Army wide and in the Department of Defense. At the local level, AFAP improves communities, with fast action to fix problems and implement good ideas. At the national level, AFAP improves standards of living, by pursuing program, policy, regulatory or legislative changes to resolve the issues. The AFAP program at installation and headquarters level monitors issue resolution and implementation through a formal protocol that involves regular leadership guidance, direction, and approval. The AFAP connects people to the Army by giving them a chance to influence Army standards of living. The 2005 HQDA conference was postponed from November until January 2006. Complete results from this conference are located in the “Getting Involved” section of the www.MyArmyLifeToo.com web site.

The Volunteer Management Information System is a web-based management tool which will assist in online recruitment, storage of volunteer records, roll-up of volunteer hours, and easy and efficient communication between the Army Volunteer Corps Coordinator, volunteer managers, and volunteers. A volunteer staff development system was also deployed on www.MyArmyLifetoo.com to train volunteer coordinators and to provide tools to educate other volunteer managers through self-instruction guides and web-based training. This year’s Army recipients of the Very Important Patriot volunteerism award, sponsored by the National Military Family Association, were Michele Canchola and Brandi Shannon, both ARNG family members. The VIP Award of Honor recognized Frankie Mayo, an Army family member. The Newman’s Own Award, given to volunteer organizations for innovative programs that improve military quality of life, was given to the 3-320th Field Artillery Battalion Family Readiness Group of Fort Campbell, Ky., and to the 1-115th Maryland Army National Guard of Gaithersburg, Md. In FY06 AFTB will institute the following awards:
• AFTB Volunteer Instructor of the Year - named in honor of Rusty Alexander, a former AFTB Core Volunteer Instructor, who died in 1999. • AFTB Program of the Year - named in honor of Renee Hilman, a former Program Manager for AFTB at Fort Carson, who died in 1998. • The AFTB Core Volunteer Instructor TASK Award – named after Mrs. Gordon Sullivan (former Chief of Staff of the Army) and Mrs. Richard Kidd (former Sergeant Major of the Army).

Top Five AFAP Issues
from the January 2006 Conference 1. Wounded Soldier Update Appoint a trained rear detachment point of contact for families of wounded Soldiers; create a staffed toll-free number for information on the Soldiers’ statuses from war zone to CONUS. Activate Army National Guard/US Army Reserve Soldiers to serve as Casualty Assistance Officers for families of ARNG/USAR Soldiers who die in an inactive status. Mandate that all CONUS installations, to include Alaska and Hawaii, provide advanced life support services on or near the installation in accordance with National Fire Protection Association standards. Require all Federal agencies to use Military Spouse Preference in their hiring practices.

2. Casualty Assistance for Families of RC Soldiers in Inactive Status 3. Advanced Life Support Services on CONUS Installations 4. Military Spouse Preference Program Across All Federal Agencies 5. Health Processing of Demobilizing Army RC Soldiers

Mandate comprehensive physical and psychological examination of demobilizing RC Soldiers at the power projection platform accompanied by appropriate follow-up care.
Figure 5-3

Army MWR FY 2005 Annual Report 35

Army Community Service
Getting Involved
The CFSC family program’s ListServe is a monthly eNewsletter addressing topics of interest to Soldiers’ families, other recipients of military benefits, and those who provide support to military families. Brief articles in the newsletter summarize longer articles from several online publications. The ListServe is distributed monthly to 36,000 subscribers and is posted on the www.MyArmyLifeToo. com website. The Army Family Readiness Advisory Council focuses on reaching out to junior enlisted spouses. The Enlisted Spouses Working Group, composed of 15 Command Sergeants Major spouses and enlisted spouse volunteers, met in May to develop recommendations for training and outreach plans for enlisted spouses. The training plan consists of 15 topic areas and 15 key actions organized into three areas: junior level (E1–E4) “Learning About the Army”; midlevel (E5–E7) “Preparing for Leadership Roles”; and senior level (E8-E9) “Being an Effective Command Team.” Design criteria for both training and outreach plans include how to engage enlisted spouses by using the Ten Touch model; appropriate training and outreach strategies/methods required to engage spouses; and the role of mid-and senior-level spouses. Team members of the Enlisted Spouse Work Group are working with the Sergeants Major Academy, Accessions Command, Recruiting Command, Cadet Command, and MEPCOM to collectively work issues outlined in the plan. To further connect families and increase accessibility to Army services, ACS conducted five Multi-Component Family Support Network pilot tests employing a multiagency approach to community support and services to meet the diverse needs of active and mobilized Guard and Reserve families. The MCFSN provides a seamless network of services to families regardless of the assigned component or location.

Home and Family Life
Family Advocacy Program
The primary goal of the Family Advocacy Program is to prevent spouse and child abuse and neglect by providing a variety of services to strengthen Army families. The FAP is divided into two major programs: prevention and treatment. Prevention education is always a FAP priority, especially for high-risk populations. Single parents, new parents, and first-term families are a prime target for FAP primary and secondary prevention services. Prevention education provides family violence prevention briefings, stress/anger management classes, parent support and skills classes, emergency placement care, and victim advocacy. Treatment is provided at local medical facilities through Social Work Service, and CFSC continues efforts to hire licensed staff to reduce caseloads in accordance with DOD standards. Training needed to implement a fatality review process for child abuse and domestic violence was initiated in FY03. A DOD task force on domestic violence provided a strategic plan to address domestic violence within the Army and the DOD. Accomplishments to date include the implementation of fatality review teams, military protective orders, and victim advocates; access to DOD shelters; training curricula for healthcare providers and chaplains; publication of revised FAP regulation, AR 608-18; fielding of a FAP guide for commanders and noncommissioned officers; and implementation of installation-level mobile training teams where first responders receive training in how to effectively respond to domestic violence incidents. In FY05, the Acting Secretary of the Army’s task force on sexual assault policies directed implementation of a sexual assault prevention and response program. The CFSC is implementing Army guidance by staffing and training victim advocates, unit victim advocates, and sexual assault response coordinators at all military installations. Victim advocates provide support, information, and referral to victims of both sexual assault and domestic violence. In FY05, the FAP provided direct service to:
72,054 60,711 55,384 36,248 10,199 1,804 126 New Parenting Training attendees Child Abuse Training attendees Spouse Abuse Training attendees Victim Advocacy Training attendees Command Briefings attendees Placements in respite care Children placed in foster care program

Military Spouse Mentorship Program
The G-1 and CFSC are partnering to promote the Army Mentorship Program for spouses. The partnership provides online resources and tools to help facilitate the mentorship process and expand the pool of mentors in the Army—specifically military spouses.

The CFSC is working with United Way of America to develop a formal partnership to improve Soldier and family member access to local United Way service providers. The partnership is a win-win situation for both organizations, giving Soldiers and family members access to services not available on Army installations and introducing United Way services to a new client population. In addition, the partnership will introduce family members to a host of community volunteer service opportunities through MyArmyLifetoo.com.

The Transitional Compensation for Abused Dependents program distributed $3.3M in FY05 to 208 families, including 498 children. There were 49,594 sponsors and 64,896 family members enrolled in the Exceptional Family Member Program in FY05 (20,448 adults and 44,448 family members).

Soldier and Family Life Consultants
Soldier and Family Life Consultants provide reunion and reintegration support to Soldiers and their families in a variety of formats to reduce the stress affecting families. Consultants work within ACS on an active duty installation and work with the ARNG and USAR for state and readiness region coverage. Interaction between consultants and Soldiers and families is private unless the consultant believes that there may be a mental health issue, if information reveals spouse, child or elder abuse, or there is a threat of self-harm or harm to others. These cases are referred to the appropriate agency in accordance with AR 608-18 and local policies and protocols.

Relocation Readiness
ACS provides pre-move briefings and counseling covering all aspects of relocation, and post-move newcomer orientations with local community information, cultural adaptation information, and tours. Specialized services include assistance to waiting and multicultural families, support of family and youth sponsorship, and citizen immigration services referrals. In FY05 there were 260,953 hits on the Standard Installation Topic Exchange Service website.
36 Army MWR FY 2005 Annual Report

Money Matters
Financial Readiness
The CFSC conducted a test to assess the outcomes and impacts of financial readiness programs at six installations: Fort Carson, Fort Rucker, Redstone Arsenal, U.S. Army Garrison Selfridge, 6th Area Support Group (Stuttgart), and U.S. Army Garrison Yongsan. The test measures were: “Does participation in mandatory financial readiness training for first-term Soldiers and/or financial counseling reduce financial problems and result in increased knowledge, greater savings, and decreased overall indebtedness? Does that ultimately increase financial stability and long-term financial wellbeing?” Survey respondents were 85 percent E1-E4, 14 percent E5-E8, and one percent all other grades. Results showed that respondents who had completed a first-term course were significantly less likely to return for financial counseling due to problems. On average, those who returned to counseling increased their savings and experienced a reduction in overall indebtedness. There is a positive correlation between how much a Soldier learns in the first-term course and how much the Soldier’s financial management behavior improves. Earlier is better when it comes to providing Soldiers this training—E1’s show the greatest improvement in financial management practices. Married Soldiers show significantly more improvement in reducing indebtedness and in the use of Army Emergency Relief.

Managing Deployment
Family Readiness Group Deployment/ Support Assistants
Family Readiness Group Deployment/Support Assistants provide administrative support to volunteer FRG leaders. Army Commands and Army Service Component Commands use temporary general schedule civilian positions or a central contract to hire assistants at the deployed brigade level. These assistants coordinate training for rear detachment commanders and family readiness group leaders, maintain critical communication links between RDCs and FRG Leaders, and insure the responsiveness of established community resources. In FY05 most commands continued support of FRGDSAs by using mission funds.

Operation READY Resources
Operation READY is a comprehensive training program that assists commanders in meeting family readiness objectives and preparing Soldiers, their families, and key unit personnel (RDC and FRG leaders) for deployments and reunions. OP READY reference and training materials are available through ACS, Guard, and Reserve family program staff, and most modules can be viewed online at www.MyArmyLifeToo.com.

Family Assistance Centers
When needed to support deployment, mobilization, or stability and support operations, garrison commanders may authorize ACS to shift to a family assistance center operation as a one-stop location for family assistance. The State Adjutant General or National Guard Bureau authorizes the ARNG to open a FAC depending on resources required/available. Veterans of Foreign Wars posts have established military FACs throughout the U.S. and Germany near military installations and in civilian communities, using existing support service networks to provide emergency assistance and to provide emergency assistance and information for familes of deployed military personnel.

Work and Career
Employment Readiness
The Employment Readiness Program assists military personnel and their family members in developing the skills to find a job, plan a career, and find employment opportunities. In October 2003 the Army signed a statement of support with 13 corporate partners and two military agencies. In 2004 and 2005 the Army Spouse Employment Program added more members to a partnership that currently stands at 21: Army and Air Force Exchange Service, Adecco USA, Army Career and Alumni Program, BellSouth, Boys and Girls Clubs of America, Concentra Inc., Department of the Army Civilian Personnel, Computer Sciences Corp., CVS Pharmacy, Defense Commissary Agency, Dell Inc., EURPAC Service Inc., Hospital Corporation of America, Home Depot, Lockheed Martin, Manpower Inc., Sabre Holdings/Travelocity, Sears Holdings, Sprint, Sun Trust Bank, and United Services Automobile Association. In July 2005 the military spouse job search web site (www.msjs. org) was launched to provide military spouses a portal on which to develop résumés and look for jobs. For ASEP partners the web site provides a place to search for qualified employees among military spouses to fill their employment needs. In FY05 the ERP assisted more than 740,000 individuals with job skills training. Of those individuals, 5,893 received job search counseling, career assessments, and individual counseling; 12,092 attended classes for skills training, career, and educational information; 17,467 spouses came to ACS-sponsored job fairs; and 10,435 sought resume assistance and assistance with job application forms. There were 5,319 patrons placed in jobs.

Virtual Family Readiness Groups
For units with geographically dispersed families, the vFRG web system provides the same opportunities as a traditional FRG. The vFRG links deployed Soldiers, their families, FRG leaders, unit commanders, rear detachments, and other family readiness personnel on their own controlled-access web portal to exchange information and provide a sense of community.

Army MWR FY 2005 Annual Report 37

Child and Youth Services
As an employer, the Army believes parents “soldier” better if they know that their children are well cared for while they’re on duty and their spouses are at work or in school full-time. Care during duty hours is work-related, so fees are based on each family’s ability to pay a fair share. Most youth programs and all school transition services are provided at no cost to parents. In 2005, Child and Youth Services began communicating the value of its programs and services as an investment... • For the Army, to reduce the conflict between mission requirements and parental responsibilities. • For families, to enhance children’s growth and development, establish foundations for school readiness, and promote school success.

Worldwide Services
Nearly 440,000 children and youth, ages four weeks to eighteen years, were eligible for Army Child and Youth Services in 2005. A variety of CYS systems were available at 126 locations in 28 states, the District of Columbia, and eight different countries and territories.
Child Development Centers .................. 154 School-Age Centers and School Sites .... 135 Family Child Care Homes ...................2,680 Youth Centers and Teen Centers ........... 124 Sports Programs .................................. 77 Instructional Programs ........................ 103 Outreach Services ................................ 87 School Liaison Programs ........................ 93

Rebecca Winter tries her hand at bubble making during an outing for child-care providers organized by the Fort Meade Family Child Care Program. - Photo by Jason Lee

Army FCC Online Army FCC Online is a “state of the art” web based service providing a virtual tour (six pictures plus extensive text per home) of garrison family child care homes for parents seeking home-based child care. It also serves as a “business tool” allowing FCC providers to showcase and improve their homes/services, invites “healthy competition” among providers to increase program quality, and serves as a “management tool “for CYS staff to help monitor and fill child vacancies. Most installations have completed the implementation process and the remainder will finish in early FY06. Information about individual garrison FCC programs is available on the public section of Army FCC Online: http://www.ArmyFCC.army. mil. Information and a tour of individual FCC provider programs is available on a secure section which can be viewed at a CYS central enrollment registry office.

Special Initiatives
Interim Child Care Facilities In one of the most significant actions undertaken by CFSC in many years, a project team composed of NAF contracting, construction, and CYS representatives pioneered the development and contract award of 16 temporary, relocatable Child Development Centers for children ages 0-5 and 6-10 years. Existing child care facilities at installations affected by Army Modular Force and IGPBS decisions are operating at or near capacity and cannot handle the increased demand for child care. As an “emergency child care intervention” and a business transformation initiative using the Unified Funding and Management process, the Office of the Secretary of Defense provided funding to procure interim child care facilities at impacted installations: Forts Carson, Riley, Campbell, Bliss, Drum, Lewis, Hood, Stewart, and Hunter Army Airfield. This precedent-setting project affords the Army an opportunity to meet the immediate needs of child care for Soldiers and families impacted by AMF and IGPBS decisions. 2005 Army Education Summit The Army School Transition Action Plan helped assimilate 35,000 military-affiliated students into CONUS communities impacted by AMF, IGPBS, and BRAC rebasing decisions. A 2005 Army Education Summit in the Washington, D.C. area presented the plan to 150 state education policy leaders, school superintendents and school board presidents, installation commanders and Army staff. Meanwhile, 184 school systems signed a School and Education Transition Support agreement to “even the playing field” for military-connected youth transitioning to new schools. This was an increase of 28 signatory members from 2004. The agreement connects school systems for timely transfer of records, access to extracurricular programs, uniform graduation requirements, and strong child-centered partnerships with Army installations. From another perspective, Student to Student© is a student-led, school based “youth sponsorship” program designed to smooth school transitions for both entering and exiting students. In 2005 the DoD Education Activity partnered with the Military Child Education Coalition to commit S2S to six sites in Europe that will lose the majority of students.

Program Highlights
CYS National Accreditation Every one of the 154 Army Child Development Centers received initial accreditation by the National Association for the Education of Young Children in 2005. Over ninety percent of eligible CDCs were also reaccredited, with the remainder awaiting reaccreditation visits or decisions. Accreditation is valid for five years. Nearly ninety percent of 135 school-age sites were accredited by the National After School Association—a remarkable achievement during a time of war and considerable troop movement with the Army‘s rebasing strategy. Accreditation is valid for four years. Youth Technology Labs Joint CYS and U.S. Department of Agriculture tech teams fielded almost 200 touth technology labs in garrison school age and youth centers by the end of 2005. Part of a deployment support initiative to increase youth communications with deployed parents, each lab contains 15 computer work stations, a color printer, digital camcorder, and software to support both recreational and educational program objectives. To be eligible, a garrison must provide a functional technology specialist, a program lead, and internet connectivity. 4-H military liaisons in 12 states (California, Hawaii, Idaho, Indiana, Iowa, Missouri, New Hampshire, New York, Ohio, South Carolina, Texas, and Washington) received mobile technology labs to help geographically-dispersed military children and youth connect with their mobilized or deployed parents. In addition, containerized labs were transported throughout the U.S. for use in Operation Military Kids activities and during Operation Purple camps.

38 Army MWR FY 2005 Annual Report

A group of Fort Monroe preschoolers occupy themselves with PLAY-DOH® on a morning in mid-March. - Photo by Belinda Baker

Brig. Gen. John Macdonald meets the Army Teen Panel. - Photo courtesy of CFSC Child and Youth Services

Army Teen Panel Celebrating a decade of accomplishments, the Army Teen Panel published its 1995-2005 Anniversary Report. The Report highlighted a new website—Real Teens Connected—hosted within the Boys and Girls Clubs of America YouthNet site. The Teen Panel conveys youth issues to Army leaders and connects Army youth regardless of where they reside. Representives from Army Regions, Reserve, and National Guard serve two-year terms, participate in biannual meetings, monthly teleconference calls, and a web-based forum.

Deployment Support for Garrisons
Army CYS programs offered 501,764 hours of deployment support child care in 2005. Priority deployment support child care services included extended duty care at no cost beyond the normal duty day; extended hours of operation for special openings and events; on-site group care for command/unit functions; camps and outings to reduce stress on school-age children; up to ten free hours per child for reintegration/reunion hourly care; additional non-reimbursed meals; classes and lessons in instructional programs; and transportation to facilitate access to CYS programs. Optional deployment support child care services included up to five free hours per child each month for respite hourly care; up to 16 free hours with 45 days of return for reintegration/reunion hourly care; program fee discounts up to 15 percent while a parent was deployed; and weekend drill care for Reserve Component units. Operation Military Child Care Under the National Association of Child Care Resource and Referral Agencies umbrella, designated civilian programs in 2005 offered short-term Army-sponsored child care space. For this continuing program, arrangements are made through Child Care Aware, a NACCRRA subsidiary that locates care and handles enrollment. Fee reductions vary depending on total family income, geographic location, and available funding. 2005 was also the first full year of Operation Child Care, a voluntary patriotic service led by the NACCRRA. Local civilian programs and providers offer a few free hours of child care for Soldiers on R&R from Operation Iraqi Freedom and Operation Enduring Freedom. Operation Military Kids In states where deployment rates are high, an Army/USDA youth development project initiative builds local support networks for geographically dispersed youth whose parents are deployed. Operation Military Kids teams, coordinated by state 4-H military liaisons, are comprised of 4-H professionals and volunteers, youth, National Guard and Reserve Family program staff, Boys & Girls Club program staff, American Legion representatives, school personnel, and representatives of state and community organizations. The teams educate citizens in affected communities about the facts and challenges of military life, and involve both military and civilian youth in implementing fun, social, recreational, and educational programs. By the end of 2005, 29,000 youth had participated in OMK activities and 12,000 community members had received training.

Outreach Initiatives
Army Child Care In Your Neighborhood Army rebasing will soon send large numbers of troops into ten communities near major installations. A collaborative effort mounted in 2005 with the National Association of Child Care Resource and Referral Agencies and ten of the agencies themselves will offer Army-affiliated community-based care to supplement on-post CYS operated programs. There will be emergency intervention child spaces for immediate use, as well as certified and accredited spaces for long-term needs. Fees charged to Soldiers will be the same as those paid on post. Communities to be served are Colorado Springs, Colo.; greater Washington, D.C.; Manhattan, Kan.; Madisonville, Ky.; Baltimore, Md.; Watertown, N.Y.; Fayetteville, N.C.; El Paso, Texas; San Antonio, Texas; and Tacoma, Wash. Boys & Girls Clubs of America Partnership Nearly $1M in grants, scholarships, and services were awarded to 189 Army youth centers and school-age programs with BGCA affiliation. New policies now enable CONUS school-age or youth programs affiliated with BGCA to join state alliances and share in state funding distributed through the alliance. 4-H/Army Youth Development Project In addition to youth technology labs, a partnership with USDA and 14 land-grant universities gave garrisons a wide range of support:
• 435 4-H Clubs were maintained on Army installations. • CYS staffs were helped to integrate technology, youth development practices, and leadership opportunities into predictable programming. • Assistance was provided to Army School-Age programs seeking national accreditation. • Training materials were developed to support CYS staff development and youth programming. • A new newsletter began publication to highlight programs, projects, and activities from Army 4-H Clubs around the world.

Army MWR FY 2005 Annual Report 39

Community Recreation


ecreation programs provide a diversion from the rigors of military service, reduce the stress of daily living, and enhance mental and physical fitness. Recreation programs offer opportunities for life skills development, self-expression, leisure and social activities, and mental and physical fitness while in garrison or during contingency and mobilization operations. Recreation programs support mission accomplishment, and they are an integral part of non-pay compensation for Soldiers and their family members that contribute to the overall well-being of the Army family. During 2005 recreation programming at CFSC continued to forge ahead with providing installations “canned” recreation programs via the Army Program Tool. This web based program, developed by the Learning Resources Network, was fielded in May 2005 as a source of recreation programs developed by CFSC and Army installations. During FY05 more than 125 recreation employees were trained to implement the APT at their installations. As follow on to the Recreation Delivery System the Army began to accredit community recreation programs. The CFSC coordinated with the Commission for Accreditation of Park and Recreation Agencies and the National Recreation and Park Association to adapt CAPRA standards to Army requirements. Accreditation allows military recreation programs to benchmark operations against national standards used by municipal recreation programs and subsequently against other Services’ recreation programs—establishing DoD-wide equity in program quality. Accreditation is an indicator of quality services and programs, allows installations to document the variety and depth of program and facility offerings; and allows the command to conduct a thorough review of community recreation programs.

The MWR Baseline Standards provide measurements for consistent, quality recreation services across the Army. The FY05 assessment against standards shows that recreation programs (Arts and Crafts, Automotive Skills, Outdoor Recreation, Recreation Centers, Leisure Travel, Entertainment, Libraries, and Sports and Fitness), fall well below standards for staffing, training, and equipment due to inadequate funding. Requirements to meet the standards have been validated in the POM. During FY05 plans were under way to web-base the recreation standards’ assessment process, and in FY06 information will be collected via the web. During Contingencies and wartime operations, MWR is a mission essential activity necessary to maintain physical fitness and to alleviate combat stress. MWR requirements are planned for in peacetime and included as priority mission in the mobilization/deployment process. The CFSC Community Recreation directorate coordinated with the Coalition Forces Land Component Command to develop theater-wide standards for recreation and fitness. The CFSC stands ready to support theater operations based on the request and funding provided by the theater. CFSC developed distinct MWR kits to support deployed Soldiers, such as the Theater in a Box (Movie Theater), the Electronic Games Kit (video games and general viewing), and the Video Messenger Kit (record a DVD/VHS message home). CFSC also coordinates the purchase of MWR components within the Force Provider System and coordinates Internet cafes established through a deployment theater.

2005 Army Recreation Awards
Outstanding Programs Arts and Crafts Automotive Skills Entertainment Library Outdoor Recreation Sports and Fitness Recreation Delivery System Team Overall Installation Program Outstanding Personnel Army Recreation Career Award Employee of the Year Friend of Recreation Friend of Recreation Friend of Recreation Friend of Recreation Small -Camp Zama, Japan -Garmisch, Germany Fort Monroe, Va. Fort Monroe, Va. -Fort McCoy, Wis. Marian Nance Cory Doubek James Turner Janet Nallinger Sam Cassou Kurt Loh Medium Fort Dix, N.J. Vicenza, Italy Vicenza, Italy Redstone Arsenal, Ala. Aberdeen PG, Md. Stuttgart, Germany USAG Miami, Fla. Darmstadt, Germany Fort Drum, N.Y. Stuttgart, Germany Fort Rucker, Ala. Fort Dix, N.J. Hanau, Germany Grafenwoehr, Germany Large Fort Rucker, Ala. Fort Rucker, Ala. -Grafenwoehr, Germany Grafenwoehr, Germany Fort Knox, Ky. USAG Hawaii Fort Rucker, Ala.

Regional recreation professionals being introduced to MWR program managers at an Army Leadership Day activity during the 2005 National Recreation and Park Association conference. - Photo courtesy of CFSC Community Recreation

Figure 5-4

40 Army MWR FY 2005 Annual Report

Better Opportunities for Single Soldiers
The BOSS program supports both the chain of command and the well-being of single and unaccompanied Soldiers. For Army leadership, BOSS identifies well-being issues and concerns and provides recommendations for improvement. For Soldiers, the program encourages and assists them in identifying and planning recreational and leisure activities. BOSS provides an opportunity for single Soldiers to participate in a variety of community services on the installation. As an integral part of the Army’s recreation program, BOSS utilizes the recreation delivery system to build demand-driven programs for its customer base. Much of 2005 was spent revising and conducting training workshops for installation BOSS programs in need of rejuvenation at Forts Bragg, Story, Belvoir, and at Walter Reed Army Medical Center. With diminished funding, workshops focused on establishing and maintaining partnerships with MWR programs and other installation divisions. Training was also used to educate single Soldiers and give them a tangible avenue to have their voices heard. BOSS councils that are the most successful are at installations where key personnel (Senior NCOs, MWR Advisors, and the BOSS Council) work as a team. Successful teams are never more evident than at the annual conference, where installation BOSS teams have three minutes to tout best events and best installation BOSS programs. The theme of the 2005 Army wide BOSS conference was, “Envisioning the Future Through Your Actions Today”. Working groups covered such topics as personnel changes and the effect on single Soldiers, event planning, MWR partnerships, effective communications, the AFAP process, how to sell the BOSS program, and recreation on the horizon. Friendly rivalry and competition took the form of frisbee football, and conference attendees performed a community service project by visiting the Armed Forces Retirement Home in Washington, D.C. for lunch and an afternoon of camaraderie and swapping war stories. SMA Kenneth O. Preston spoke to the conference and fielded questions before braving a long line of Soldiers waiting for photo opportunities with the Army’s top NCO. Former CFSC Assistant BOSS Program Manager, John Register, closed conference training with a presentation on “Inspired Communications”. The annual banquet and awards ceremony presented the following awards: BOSS President of the Year - Spc. Max Levasseur (Fort Myer); Felteus Edwards Award for MWR Excellence - Mrs. Denise Thomas (Hawaii); Best Forum Theme Contest - Fort Bragg; Best Continuity Book - Fort Benning; Best BOSS Webpage - Fort Campbell; and Presidential Volunteer Service Award - Forts Richardson, Lewis, and Hawaii, Torii Station, and Camp Zama.

The Best of BOSS in 2005
BOSS Event Extra-Small Small Medium Large Extra-Large Installation BOSS Program Extra-Small Small Medium Large Extra-Large 1st Place Winners Essayons, Korea Darmstadt, Germany Fort Gordon, Ga. USAG Hawaii Fort Campbell, Ky. 1st Place Winners Fort Leavenworth, Kan. Yongsan, Korea Hohenfels, Germany Fort Lewis, Wash. Fort Bragg, N.C.

Figure 5-5

Army MWR FY 2005 Annual Report 41

Community Recreation

Sgt. Iris Smith (top) defeats Ali Bernard at the 2005 U.S. National Wrestling Championships. - Photo by Tim Hipps/USACFSC Public Affairs

Staff Sgt. Dremiel Byers became the first wrestler to win both military and openworld championships when he claimed gold in the 2005 Conseil International du Sport Militaire World Wrestling Championships. - Photo by Tim Hipps/USACFSC Public Affairs

Second Lt. Michelle “Mickey” Kelly, Army World Class Athlete, won gold at the 2005 U.S. National Modern Pentathlon Championships. - Photo by Tim Hipps/USACFSC Public Affairs

World Class Athlete Program
The U.S. Army World Class Athlete Program experienced a tale of two seasons in 2005. “Summer athletes” entered the program just as “winter athletes” completed preparations for the Olympics. Since Soldiers may be assigned to WCAP for up to three years before an Olympics, Soldiers training for the 2008 Olympics in Beijing began entering WCAP in the summer of 2005. By the end of the year, 38 Soldiers were training in boxing, wrestling, modern pentathlon, taekwondo, shooting, team handball, triathlon, track and field, and—for the first time in WCAP history—gymnastics and fencing. Despite the fact that relatively few “summer” Soldiers were assigned to WCAP in 2005, Soldier-athletes produced outstanding results. The highlight was Sgt. Iris Smith’s gold medal at the 2005 Women’s Wrestling World Championship in Budapest, Hungary—the first American female to ever win a gold medal in an Olympic weight class at a World Championship. Sgt. Smith’s was the fourth medal earned since 2002 at a World Championship by WCAP wrestlers. WCAP wrestlers also helped the Army win the Armed Forces Wrestling Championship for the fourth straight year. Ten WCAP wrestlers earned Armed Forces Championship gold medals and four earned silver. WCAP wrestlers won six medals at the USA Wrestling National Championship, seven medals at World Team Trials, and two medals at the World Military Championship. Staff Sgt. Dremiel Byers became the first person in American history to win both military and civilian world championships when he captured the 2005 gold medal at the World Military Championship (Conseil International du Sport Militaire) in Vilnius, Lithuania—he won his first World title in 2002 in Moscow, Russia. Sgt. Glenn Garrison captured a bronze medal at the 2005 World Military Championship, and two-time World silver medalist Sgt. Tina George also made the 2005 World Team. With only three boxers returning from 2004, the WCAP boxing team rebuilt in 2005. Veteran 1st Lt. Boyd Melson qualified for the USA Boxing Team at the 2005 World Championship and placed fifth in his first world championship after a fourth place finish at nationals. Other returning veterans were Staff Sgt. Marshall Christmas, silver medalist at the National Police Athletic League championship, and Sgt. Aaron Bensinger. Staff Sgt. Christopher Downs, a WCAP rookie, placed 4th at the 2005 National Championship, won bronze at the CISM World Championship, and won gold at the National Police Athletic League championship. WCAP boxers contributed to the Army winning a 14th straight Armed Forces Boxing Championship. In Modern Pentathlon, 1st Lt. Niul Manske won a gold medal at the Pan-American Championship and 2nd Lt. Michelle Kellyell won gold at the U.S. National Championship. Three WCAP athletes qualified to represent the USA on the World Cup circuit. Taekwondo athletes captured three gold medals at the Mexico Open, two of them by Staff Sgt. Alena Pisarenko who competed in two different weight classes. Staff Sgt. Pisarenko also won a Silver Medal at the U.S. Open.
42 Army MWR FY 2005 Annual Report

For WCAP Winter Olympics Soldiers, 2005 was a crucial year of Olympic qualification events for the 2006 Torino Olympics. Bobsledder Spc. Steven Holcomb (driver) won the 4-man and placed 3rd in the 2-man National Championships, and Spc. Michael Kohn (driver) placed 3rd in the 4-man and 2nd in the 2-man. Spc. Kohn won his first World Cup medal—a silver—at the Lake Placid World Cup, but a hamstring injury at the second Olympic qualification race ended his chance of qualifying for the Olympic team. Spc. Holcomb raced well at all five Olympic qualification races to earn a spot as driver on both 2- and 4-man teams. Capt. Lorenzo Smith was selected by Spc. Holcomb as brakeman for the Olympics. Ultimately, Spc. Holcomb, Capt. Smith, and their two civilian teammates finished 6th at the Olympics in the 4-man, the first U.S. sled and an outstanding result for the relatively inexperienced Holcomb and Smith. Five WCAP Soldiers competed in four qualification races for the Olympic biathlon. Spc. Denise Teela and Sgt. Jacob Beste won the first races but unfortunately struggled with shooting in later races and did not qualify for the Olympic team. In all, only Olympic veteran Spc. Jeremy Teela qualified for the Torino Olympics. Parallel giant slalom snowboarder Pfc. Ryan McDonald won a silver medal at the Continental Cup in Okemo, Vt., and bronze at the Nor-Am Cup at Loon Mountain, N.H. Equipment failures and a decision to take only one slalom snowboarder to the Games ended his Olympic quest. WCAP Soldiers excel in promoting the Army to the general public, aiding retention and assisting the recruiting mission. More than 400 press articles were written on WCAP athletes in 2005, and WCAP Soldiers appeared on the Fox Sports network and the NBC Today show. WCAP Soldiers participated in 40 Total Army Involvement in Recruiting missions, where in addition to prompting many enlistments they also promoted the value of discipline, goal-setting and a fit, healthy lifestyle to hundreds of youths and adults. WCAP Soldiers also supported the Fort Carson youth mentorship program and assisted with numerous local sports and youth programs. WCAP Soldiers also excel in their military and professional skills. Two WCAP Sooldiers were promoted to Sergeant, one to Staff Sergeant, and one to Sergeant First Class. Eleven WCAP Soldiers graduated from the Primary Leadership Development Course/Warrior Leader Course and two from the Basic Noncommissioned Officer Course. All WCAP Soldiers took collegiate or Army correspondence courses, with several Soldiers earning bachelor’s or masters degrees. In all, 2005 was a great finish to the 2006 Winter Olympic cycle. In addition to the three WCAP Soldiers who made Olympic teams, two WCAP Soldiers were selected as Olympic coaches: Staff Sgt. Tuffy Latour as the men’s bobsled coach and Spc. William Tavares as women’s bobsled coach. Soldier-athletes made an outstanding start toward the 2008 Olympics where WCAP hopes to improve its record of seven Olympians and a silver medal at the 2004 Olympics.

Soldier-atheletes (left to right): Spc. Steven Holcomb, bobsled; Capt. Ryan Kirkpatrick, track and field; Staff Sgt. Christopher Downs, boxing; Staff Sgt. Michael Gallagher, cycling; Sgt. Glenn Garrison, wrestling. - Photos by Tim Hipps/USACFSC Public Affairs except for photo of Staff Sgt. Downs by Brian Zeck

All-Army Sports Program
The 2005 Army Athletes of the Year and Coach of the Year (Figure 5-6) were honored by Secretary of the Army Francis Harvey and retired Chief of Staff of the Army General Gordon Sullivan at the AUSA Winter Symposium in Fort Lauderdale, Fla. This was the first year that the Army Sports program recognized non-WCAP athletes and coaches. Selection was based on athletic abilities and military and community service. Awardees represent the “best you can be” as Army Soldier-athletes. Soldier-athletes in the 2005 All-Army Sports program continued to dominate Armed Forces team and individual sports competitions. The All-Army boxing team earned five gold and two silver medals on their way to capturing a 19th consecutive Armed Forces Championship for the Army. A winter blizzard the week before in the Bronx, N.Y., did not slow down the All-Army cross country team as they dominated the field at the Armed Forces-USA National Cross Country Championship. The men’s team took overall silver in the Armed Forces Championship; the women’s team ran to 1st place overall and had the top three finishers in the military category. The men placed in the 4K nationals and took second place in the 12k. Ryan Kirkpatrick placed in the top ten amongst national ranked runners in the 12K. The All-Army bowling team took second place at the 2005 Armed Forces Bowling Championship in Las Vegas, Nev. The All-Army wrestling team defended its 2004 Armed Forces title. Army wrestlers won 38 of 42 matches and captured the Greco-Roman and freestyle team titles in the 2005 Armed Forces Wrestling Championship at the U.S. Olympic Training Center in Colorado Springs, Colo. Soldiers won a total of 10 gold and four silver medals. The All-Army women’s basketball team took second place in the Armed Forces Championship, missing first by only a point, and looks forward to taking the title back from the Air Force in 2006. The US Armed Forces taekwondo team captured three silver medals and one bronze at the CISM Championship. Most team members have been on the team for three to four years. The women’s team placed 5th overall. Individual medalists were:
• • • • Staff Sgt. Yelena Pisarenko - silver in the Women’s Light Division Sgt. Petra Kaui - silver in the Women’s Heavy Division Sgt. David Bartlett - silver in the Men’s Light Division Sgt. Louis Torres - bronze in the Men’s Middle Division

2005 Army Athletes & Coach of the Year
Male Athelete of the Year Command Sgt. Maj. William Wade Gunter Female Athelete of the Year Sgt. Tamara Baldwin Coach of the Year Staff Sgt. Robert Bailey III Fort Richardson, Alaska Fort Riley, Kan. Fort Leonard Wood, Mo.
Figure 5-6

awarded, the All-Army team had the best accumulated time of any Armed Forces team. In cycling, Army Reservist Staff Sgt. Michael Gallagher was named one of eight Americans to represent the US in the World Cyclocross championships, eventually finishing 11th in the Championship. The 2005 Armed Forces Women’s Softball Championship in Colorado Springs drew a cheering capacity crowd from first pitch to last. The Army won a silver medal, and looks forward to reclaiming gold at the 2006 Championship. The All-Army men’s soccer team, in a hard fought match on the fifth day of competition, defeated a tough Air Force team 2-0 to clinch the 2005 Armed Forces Men’s Soccer Championship. The All-Army women’s soccer team did not compete due to lack of teams for the Armed Forces Championship. The Armed Forces triathlon team competed in the 2005 World Military Triathlon at Naval Base Ventura County, Calif. The highest ranking U.S. female, Capt. Jessica Jones, timed in at 2:02:03. The U.S. women’s team received a bronze medal in the overall women’s team category. Army Maj. Mike Hagen secured a silver medal in the Senior Elite Division Men’s category with a time of 1:52:47. The U.S team also won silver in the Senior Elite Team competition, bronze in the Open Female Combined Team Competition, and a Combined Team Trophy, also called the Challenge Trophy. In 2005 the Army Sports & Fitness program initiated an automated application process for All-Army Sports, bringing the application process into the 21st century. Not only has it allowed Soldier-athletes to track the progress of their applications, but also provides a more efficient way of processing applications and doing business.
Army MWR FY 2005 Annual Report 43

The All-Army Marathon Team captured gold in the 2005 Armed Forces Championship in Washington D.C. Capt. Emily Brozowski had a 1st place finish among military women and 3rd place among overall women. Due to a bomb threat, the All-Army Ten Miler course was lengthened and position medals were eliminated. Although no medals were

Community Recreation

Master Sgt. David Strong and Sgt. 1st Class Jason Sherer do the reverse fly exercise with the Thera-Band© system of resistance found in Army Fitness Deployed, a pocketsized exercise kit. - Photo by Twylla Stewart

Staff Sgt. Adrian Woodson of the 644th Transportation Company leads an aerobics class of more than 60 participants three times a week at the Logistics Support Area Anaconda in Balad, Iraq. - Photo by Spc. Steven J. Schneider

Fitness and Aquatics
Deployed Soldiers continued to benefit from MWR fitness kits in 2005 containing the popular “Strength Training Guide” and Thera-Band© kits. With these kits, deployed Soldiers are able to maintain their muscular strength and resistance levels regardless of location or condition of employment. The guide can fit into a Soldier’s BDU pocket and the Thera-Band© elastic resistance tubing is portable, versatile, and easy to use. The guide provides programs and education for the body’s major muscle groups, focusing on progression, rest, recovery, and muscle balance. Fitness kits were initially sent to 25 power projection and support platform installations, but the popularity of the kits grew and resulted in requests from deployment locations such as Qatar, Bagdad, Kandahar, and agencies not usually associated with Army MWR such as the Army Surgeon General’s Office and U.S. Southern Command. More than 80 installation aquatic managers attended an intense nineday training session hosted by the CFSC aquatics staff. Attendees were also able to participating in the Athletic Business Conference, which offered a separate aquatics track jointly developed by ABC and CFSC staff to cover topics relevant to day to day operations, such as risk assessments and facility maintenance.Attendees spent two and a half days in an Aquatic Facility Operators course—a requirement for certification of installation MWR aquatic managers. The Army breakout session covered Common Levels of Support; water survival training for deployed Soldiers; facility design; MWR baseline standards; standardized job descriptions; and Army Civilian Training, Education and Development. Attendees were able to experience the latest in equipment, supplies, and architecture at one of the best trade shows in the field. The CFSC renewed a contract with Functional Fitness to train MWR fitness facility operators to safely and effectively use fitness equipment. Begun in 2004, training in 2005 was conducted at six installations: Forts Stewart, Sill, Bliss, Polk, Drum, Riley, and Benning. Functional Fitness has conducted training at 16 Army installations to date. Initial evaluations are very positive thanks to an emphasis in hands-on training, and formal written evaluations (post 6 months) are also being conducted to analyze effectiveness and use. Guidance issued in May 2002 from the Under Secretary of Defense requires Unified Facilities Criteria for all DOD facilities. The CFSC has met with the other Services to develop and complete a draft matrix comparison of the initial criteria for physical fitness centers. The CFSC is coordinating with ACSIM to analyze and crosswalk the real property on-hand inventory of fitness facilities against Installation Status Report ratings and MWR baseline standards (staffing, training, programming, and equipment). The outcome of this analysis will provide Commanders and other decision makers with an integrated snapshot of the status of fitness facilities and programs. Army installations have been asked to validate the ownership of fitness facilities against official HQDA records. Consolidation and analysis of the data should be completed by the end of FY06. The sports, fitness, and aquatics office is coordinating revisions to the Army Civilian Training, Education, and Development System. New policy guidance requires that all ACTEDS elements be standardized, which includes identifying job competencies in order to develop career ladders, training plans, and job descriptions. Industry, Department of the Army, and DoD benchmarks for staffing and training have been used to revise the system. Updated, standardized NAF position descriptions will be utilized by all installations to hire MWR athletic, fitness and aquatic personnel. A new sports, fitness, and aquatics organization chart now recommends training and career ladders for professional staff. These initiatives have been reviewed by IMA Regional and installation sports and fitness representatives. The CFSC sports, fitness and aquatics staff are available to answer questions from the field regarding standards, regulatory guidance, policies, or technical questions.

Spc. Eric Sellers looks on as 1st Lt. Henry Moltz tries out new equipment at the gym at Bagram Air Base. Both Sellers and Moltz serve with Company B, 3-504th Parachute Infantry Regiment. - Photo by Sgt. Stephanie Hall

44 Army MWR FY 2005 Annual Report


Outdoor Recreation
Outdoor recreation continues to be a popular outlet for Soldiers, family members, and civilians, and program participation continued to increase in FY05. The correlation between outdoor recreation and the military mission is based on elements of adventure, wellness, and fitness. Installation outdoor recreation staffs provide a wide variety of high-quality equipment, introductory classes, and specialized programs to meet customer needs and interests. High adventure and wilderness activities continue to top the list of patron interests, especially for programs such as geocaching, rock climbing, and white-water rafting. The trend toward high adventure activities continues to draw young Soldiers and youths faster than any other user group. Installation ODR programs continued to support families of deployed Soldiers by providing programs that met their varied needs and schedules.

Army MWR libraries provide knowledge services and support the leisure needs of Soldiers and their families 24/7. Library use and importance to the community is validated through many surveys, including the Leisure Needs Survey, Survey of Army Families, and the Sample Survey of Military Personnel. Up-to-date collections and electronic resources emphasize Soldier professional and offduty education, mission requisites to include the Army’s Chief of Staff Reading List, general information needs, lifelong learning, and recreation. Professional staffs manage libraries and their collection organization, and are also available to facilitate online and in-house research and to excite a love of learning in young readers to serve them over a lifetime. Library programs highlight the collections, improve literacy and computer skills, enable collaboration between MWR activities, and offer fun and diversion for family members. Central purchases by CFSC saved the Army $4.1M in FY05 for full-text online commercial databases and 2.600 e-books. These titles and more are accessible through the Army Knowledge Online portal. Soldiers and family members can at any time and anyplace access information that includes practice versions of the SAT Reasoning Test, the American College Test, the College Level Examination Program, the Graduate Record Examination, the Armed Services Vocational Aptitude Battery, Dantes Subject Standardized Tests, and Military Flight Aptitude test. The AKO portal extends the service to Soldiers in Iraq, Kuwait and Afghanistan, and to Soldiers and family members of the Guard and Reserves. Additional reference support to Soldiers is available 24/7 through the Armywide “Ask a Librarian” program on the AKO Army Library Service website. Soldiers around the world can post reference questions and receive responses from libraries.

The Next Generation of Army Intelligence
Free electronic resources for Army members and their families

The best soldiers are prepared for any challenge, whether physical or mental. The U.S Army Community & Family Support Center helps make the mental preparation easier by giving you free unlimited access to online resources through Army Knowledge Online (AKO).

If you want help studying for an Officer’s exam, checking up on your portfolio or even reading your home city’s newspaper, Army Knowledge Online is your source for the superior information solutions you need.

When you’re ready, Army Knowledge Online is waiting. Access is quick and available 24 hours a day, seven days a week from the base or home. From home, visit www.us.army.mil

Photo Courtesy of U.S. Army

Professional staff training in FY05 Colonies Campground. was conducted at Fort Carson, Colo. - Photo by Belinda Baker Drawing 85 programmers from 76 installations, 36 hours of hands-on training and interactive discussion covered experiential programming, current and future construction, and specific guidance on offering programming to home installation patrons. Hands–on training sessions focused on GeoCaching and providing adaptive outdoor recreation. A fifth group of 11 recreational vehicle and campground managers completed training in 2005 that contributes to certification as park operators. This brings the Army to 60 managers that have so far completed such training, helping to ensure consistant high-quality programs and services for customer’s of Army Recreational Vehicle Parks and Campgrounds. Every Army recreation vehicle park and and campground currently has a certified manager. The Recreation Lodging and Recreational Vehicle/Campgrounds programs continued to generate the highest revenue among ODR offerings, followed by Equipment/Sales Centers and marinas. The major challenge for the future of Outdoor Recreation will be to sustain programs and services at a time when much needed resources are limited or not available.

Jennifer Pilkinton, ODR manager at Fort Monroe, helps customers at the

Deployments are supported with music CD’s, talking books, magazines and recreational reading material. Over a 12 month period, 202,975 books were shipped to OIF/OEF deployment sites. A “Read to the Kids” program was also developed and shipped to power projection platform installations and to deployed sites in Iraq and Afghanistan. During pre-deployment or while deployed, Soldiers can video themselves reading a children’s book and mail the resulting video or DVD home to their children. The General Library Information System was fielded to Forts Campbell, Benning, Bliss, Polk, Bragg, Dix, and to Europe, and eight additional libraries will be on board by the end of FY06. This web-based information system provides library services for deployed Soldiers and the power projection platform libraries that support them. The GLIS goal is to become a web based information system for all Army MWR libraries. With GLIS, an automated operating system can manage patron computers and printers, filter out inappropriate internet sites for children under 17, and provide deployed Soldiers the same services as if they were visiting their home library:
• • • • • • Check the status of library accounts Request books from within the system Search online catalogs and electronic resources with one “mouse click” Ask a librarian for help locating information Read newspapers, magazines, and e-books online Find materials in other military libraries through the Military Education Research Library Network.

Competitive developmental assignments are available year-round for librarians using Army Civilian, Training, Education, and Development System funds. A successful Army Library Institute was held April 2005 in Monterey, CA.

Jim Eskridge, ODR manager at Fort McCoy, helps secure a grill for Pine View guests. - Photo by Rob Schuette Army MWR FY 2005 Annual Report 45

The 2005 Army Concert Tour; highlights included (bottom left to right) Ted Nugent, The Donnas, Montgomery Gentry, and Lynyrd Skynyrd.

The U.S. Army Entertainment Division continued to increase direct support to installation entertainment programs and deployed troops. Support activity grew for the eighth consecutive year with the addition of three new installation-level theatre programs. Deployed Soldiers initiatied the programs, and with the support of IMA-Europe and the USAED two new activities were stood up in Iraq and one in Turkey. Other initiatives in FY05 included the deployment of the BRAVO! theater troupe and the USA Express bands to support Solders in OIF/OEF, the distribution of recreation kits and “theaters-in-a-box” to the Southwest Aisa theater of operations, and the initiation of a new program of instruction for Soldier Show participants, resulting in the award of 12 undergraduate credits for the successful completion of production coursework and participation in the Soldier Show tour. The credit program is established through Rutgers University and will be expanded to include other USAED programs in FY06. The USAED detachment maintained 100 percent fill of its Table of Distribution and Allowances positions but maintained less than 60 percent of its Memorandum of Agreement positions due to issues related to the Army’s high operational tempo. Soldiers were recruited and attached to fill MOA positions. Despite a shortage of key personnel, all missions were accomplished all standards were met. Operational improvements instituted by USAED increased training of all Soldiers within their respective programs and compensated for the shortage of personnel/positions during FY06 with new and expanded recruiting measures. The 2005 U.S. Army Soldier Show celebrated its 88th anniversary. With the theme, “Operation America Cares,” the Soldier Show staged 100 performances for well over 113,000 patrons at 50 locations in CONUS, Alaska, Korea, and Japan. The BRAVO! Army Theatre Touring Company fielded two touring units in FY05. The first unit performed The Complete History of America (Abridged), a wild romp through America’s history. Deployed from January to Feburary 2005 to support OIF/OEF Soldiers, the troupe also toured in the CONUS Northeast and Southeast regions for two months before entertainment the troops in Honduras, Guantanamo Bay, and Puerto Rico. The five-member Soldier unit traveled 27,000 miles through 10 countries and four continents, staging 40 performances for 4,440 attendees. From June through September 2005, a second BRAVO! Production, Private Wars, toured through the Southeast region and the European region, to include Hungary, Bosnia, and Kosovo. This five-members Soldier unit traveled 12,000 miles and staged 40 performances to entertain 4,000 attendees. Army Community Entertainment expanded with new theatre programs in Ankara, Turkey; Baghdad, Iraq; and Tillil, Iraq. Fort Campbell, Ky. continued to expand its existing program, and a new activity was initiated at Fort Lewis, Wash. The ACE currently supports 28 full-time theatre programs and 16 part-time programs worldwide. An increased number of installations participated in the IMA-Europe “Topper” and One Act Play Festival, as well as the CONUS Festival of the Performing Arts. In June, ACE and IMA-Europe represented Military Theatre Overseas (Region 10 of the American Association of Community Theatre) at the National One-Act Festival in Kalamazoo, Mich., with a production of Suberb by Heidelberg’s Roadside Theater (next page, bottom left). The play won third place in the National standings and an Outstanding Achievement in Acting award for Debbie Baur. The Copyrights and Royalties Program reported 174 produced shows with 1,214 performances worldwide—a 20 percent increase in activity from FY04. Installations reported audiences totaling 84,407 and $911,517 in ticket sale income. For every $1 invested by the Army in royalties, rentals, and materials, $5.31 was generated for installations. With the involvement of 4,526 cast and crew members representing Soldiers, families, community and DOD civilians, the program received 313,903 hours of volunteer support.

46 Army MWR FY 2005 Annual Report

(Top left) The BRAVO! Army Theatre Touring Company; (bottom left) the Best of Battle of Bands, La Orquesta Esencia; (right) highlights from the 2005 U.S. Army Soldier Show.

The Soldier-entertainers of USA Express toured in July and August to support Soldiers deployed to OIF/OEF and Djibouti and those stationed in the CONUS Southeast region. Receiving an enthusiastic response at 30 locations, the tour performed for more than 5,500 Army, Navy, Marine Corps, and Air Force personnel, with the largest single audience of 800 active duty at Camp Arifjan, Kuwait. The “The Margaret “Skippy” Lynn “Stars of Tomorrow” Entertainment Contest was held at Fort Belvoir, Va., in January 2005 and showcased 24 Soldiers representing the best amateur talent in the Army. Category and overall winners in both competitions received monetary awards for their installation BOSS and entertainment programs. An all-new Military Idol program began as a cooperative effort between CFSC’s Business Programs Directorate and the USAED under license from Fremantle Media. From August to September, 36 installations (20 CONUS and 16 OCONUS) participated in Military Idol, attracting 30,000 installation patrons and significant income for participating facilities. Thirty-three installation winners advanced to a Military Idol final competition at Ft Gordon, Ga., in October 2005.

The 2005 Army Concert Tour produced 11 outdoor and two indoor concerts from May to September 2005 and achieved its best financial results ever. Talent bookings ranged from country, classic rock, alternative rock, hip-hop, and comedy genres. Notable performers included Jo Dee Messina, Montgomery Gentry, Gary Allen, Pat Green, Terry Clark, Miranda Lambert, Lynyrd Skynyrd, Ted Nugent, Lover Boy, 38 Special, the Donnas, Crossfade, 112 Juvenile, MC Lyte, Keysha Cole, Trey Songz, and Carrot Top. Paid attendance hit 56,959—a 34 percent increase from FY04—and generated installation revenue of $590K. Combined with sponsorship revenue of $305K and other sources, program revenues covered 94 percent of expenses, the highest percentage to date. The USAED Special Events program supported and produced five additional events in 2005. The USAED and Al Wash Entertainment co-promoted a “Sisters in the Spirit” (below middle) tour stop in Columbus, Ga., with Yolanda Adams, Juanita Bynum, Martha Munnizi, Kelly Price, Rizen, and band leader Sheila E. The USAED partnered with Al Wash Entertainment and a Hampton, Va., radio station to produce “A Picnic in the Park” gospel festival on Fort Monroe. The USAED also provided production support to the Soldier Show at Ft Benning, the Military Idol competition at Fort Gordon, and produced a Latin concert at Fort Benning featuring the legendary salsa artist, Tito Nieves (below right).

Sisters in the Spirit!

Army MWR FY 2005 Annual Report 47

Community Recreaton Centers
Community recreation centers (or community activity centers) deliver a full range of social, educational, cultural and recreational opportunities to the military community that promotes mental and physical fitness. Installation CACs provide a single location for recreation and leisure activities, such as arts and crafts, wood crafts, special events, meeting rooms, internet cafes, big screen TV/DVD viewing, board games, chess, darts, billiards and food and beverage operations. The 2005 All-Army Chess Championship brought 12 top Soldier chess players from the U.S., Europe, and Korea to compete at Fort Myer, Va. The top six players advanced to the Interservice Chess Championships, also hosted by the CFSC and played at Fort Myer. The tournament consisted of six players from each Service competing for the six slots that form the U.S. Military Chess Team. The winners—a Marine, a Soldier, two Airmen, and two Seabees—traveled to Kolobrzeg, Poland to compete against 13 other NATO military chess teams. The strategic thinking of chess hones Soldier military skills while working towards a goal, planning a strategy, and thinking ahead. Community recreation centers provide a variety of programs to meet customer needs. To support this effort, The Learning Resources Network offers an Army-wide Program Management Institute for Army recreation personnel. The course broadens student horizons by offering instruction in finance and budgeting, marketing, promotion, needs assessment, program development, program analysis, pricing, and program management. More than 120 recreation professionals were trained last year on the way to becoming Certified Program Planners. In 2005, a more advanced level II class was offered for recreation professionals using what was learned in the first class. The CFSC is coordinating with Stevens and Associates and professors at Clemson University and the University of Utah to study how recreation benefits Soldiers, family members, and civilians. The study assesses participants’ feelings toward Army Core Values, resiliency factors, and if recreation programs directly affect his or her retention. A benefits-based recreation programming model can help installation recreation staffs to identify, document, and articulate installation social problems and offer unique, monitored programs that gather data for performance analysis. Outcomes can be measured prior to and following the implementation of a planned program. Results from the most recent study have been published in Recreation and Parks Magazine as well as CFSC’s Feedback magazine.

Automotive Skills

The Automotive Skills program continues to provide auto crafts facilities with vehicle lifts, tools, and equipment in clean, safe work spaces for self-help privately owned vehicle repair at Army installations around the world. Collectively, facilities have 1,350 indoor work bays and 1,400 outdoor work bays available for vehicle repair and maintenance. Trained staff is available to assist and instruct less experienced patrons. Basic automotive classes are offered which develop and broaden skills of participants and enhance MOS-related Soldier skills. By taking advantage of self-help repair in Auto Crafts facilities, Soldiers save an average of $40 per hour—totaling $156M in annual savings. Many automotive skills programs also operate car wash facilities, and some OCONUS locations provide stripping and parts yards. Several shops also offer free winter safety checks, and in the U.S. shops also provide state vehicle inspections for moderate fees. Some programs offer towing services and parts stores. Despite continued GWOT deployments which heavily impacted operations, the Army automotive skills program achieved an NIBD which was only 3.8 percent below that achieved in FY04. Most facilities offered increased programming to support family members during the deployments. The CFSC will host bi-annual training for automotive skills program managers in July 2006. Program staff at installations continue to achieve mechanic certification through the National Institute for Automotive Service Excellence, which broadens their expertise and increases value to customers.

The 2005 Interservice Chess Championship. - Photo by Kris D’Alessandro 48 Army MWR FY 2005 Annual Report

(Above and below) The Fort Knox Auto Crafts Shop. - Photo by Laura Sanders

Information, Ticket & Reservation Offices
In 2005, Army ITR office operations again suffered from rotation of military units to OCONUS deployment areas. The program reflected uneven financial performance from location to location, depending on the deployment phase that the particular installation experienced. In general, 2005 operating results were well below five-year averages as measured by financial performance. After an adjustment for commercial travel concession fees erroneously attributed to the ITR office, NIBD was $1.2M compared to comparable adjusted earnings in FY 04 of $1.5M, a drop of 20 percent. The ITR program achieved its Army-wide breakeven status for Category B program in FY 05. This result was achieved despite several locations operating without benefit of authorized appropriated fund support.

Arts and Crafts
The partnership agreement between the Army and the National Endowment for the Arts brought a creative writing workshop to Fort Bragg in March 2005. The partnership also brought writing workshops to military installations in Europe, Korea and Hawaii in June and July in conjunction with performances of Stephen Lang’s “Beyond Glory”. A new NEA initiative, “Great American Voices”, will bring free opera and musical theatre performances to 15 Army installations from October 2005 through May 2006.

2005 All-Army Photography Contest: Sgt. Nicholas Sendelbach’s “Jovial Peek” (left) at Iraqi schoolchildren was taken from afar with a 200-millimeter lens; in “Past Time” Sgt Sendelbach captuerd a Soldier reading a book aboard a C-17 aircraft. - Photos by Sgt. Nicholas Sendelbach

ITR continued to increase revenues from new sources in 2005. These new-to-program services included commercial travel packages to Australia via CFSC agreements with Military Tours Australia and a Marine Corps agreement with Qantas Airlines. While this has achieved positive response at some CONUS installations, the greatest interest and participation has been by Soldiers deployed to OIF and OEF who used the program to arrange their Rest and Recuperation Leave. The Joint Services Cruise Program enjoyed continued growth. As a result of increased sales volume, participating ITR offices now qualify to offer lower prices to customers while generating higher commissions to NAF Instrumentalities. The Joint Services Cruise Program enjoys benefits from a most favored vendor relationship with Carnival Cruise Lines, Holland American Line, and most recently Royal Caribbean Lines. In less than four years, the Joint Services Cruise Program has achieved competitive parity with much larger travel agencies in the private sector. Concession fees paid to Army MWR Funds by travel contractors in 2005 totaled $599.6K. Of this amount, the largest source was Korea which generated nearly $280K. Europe, previously the Army’s largest generator of Commercial Travel Office income, saw its fees fall 98 percent to just $7,651 compared to 2004 income of $395K. Overall, Army income from commercial travel contracts fell 42 percent; CONUS installation revenues fell 12 percent compared to FY 04, generating $252.7K.

The 2004 Army Photography Contest was conducted in March 2005 at the NEA in Washington, DC. A record number of entries—861 prints and seven short films—were judged by professionals from the photography field and the NEA. There were 81 military personnel and 123 military civilians participating from installations around the world. The 2005 Army Arts and Crafts Contest was judged in September 2005 in Alexandria, Va. The 306 entries from military, family member, and DA civilian artists represented a 55 percent increase from the 2004 contest. The judges, art professionals from the civilian sector, commented favorably on the high quality of entries. The pottery, wood, and glass categories were very strong in 2005. DA level competitions will be conducted 31 October for the photography contest and 25 May for the arts and crafts contest. Training programs delivered by CFSC in FY05 included educational sessions at February 2005 Crafts and Hobby Association trade show in Atlanta. Army arts and crafts personnel brought scrapbooks and program publicity to evening meetings where they shared information on arts and crafts programs being offered at their installation. The CFSC staff presented a slide show of entries in the 2004 Army Arts and Crafts Contest followed by a discussion of contest guidelines. Attendees also shared information about products and crafts techniques seen at the trade show. Usage in arts and crafts facilities in 2005 continued strong with less than a 1 percent variance in gross sales and fees income. The program is a well-used activity that supports family members and creates a nurturing and supportive environment during continued troop deployments in the global war on terrorism. Funding for Arts and Crafts programs is a current AFAP issue.

Blake Harrup and other ITR staff members give away prizes during a Travel Expo at the Fort Hood Community Events Center. - Photo by Spc. Nicole Poppe

2005 Arts and Crafts Contest (left to right): “’Beauty” by Maj. Leon Pennington won 2nd place in Accomplished Ceramics and 1st place in Mixed Media 3-D categories; “Hawaiian Quilt” by Yuko Westover won 1st place in Novice Fibers; “4AESO/5” vase by Master Sgt. David Strong won 2nd place in Accomplished Ceramics. - Photos courtesy of CFSC Community Recreation Directorate

Army MWR FY 2005 Annual Report 49

Business Programs
2005 James A. Carroll, Jr., Awards
Officers’ Club Under $1M Annual Revenue Tianna Marie Bowden Fort Bliss, Texas Officers’ Club Over $1M Annual Revenue Azeb Aweke Fort Myer, Va. Food, Beverage & Entertainment Activity Over $750K Annual Revenue Gabriele McCollum Fort Lee, Va.

2005 Excellence in Management Awards
Golf Mark S. Smith Wiesbaden, Germany Bobby N. Kaerwer Fort Bliss, Texas Bowling Cho, Benedict Chihwan Camp Red Cloud, Korea Paul Mitchell Fort Knox, Ky. Barbara Cox Fort Hood, Texas Recycling Center Donnie L. Hutchenson Fort Campbell, Ky. Richard L. Lucas, Sr. Fort Jackson, S.C. Most Improved Facility Abdul Qayyum Fort Myer, Va. Business Manager (Multi-Facility or Community Operations Division) Ronald Telles Fort Bliss, Texas

Figure 5-7

The new Java Café represents a quick-serve coffee concept offering “We Proudly Brew” Starbucks Coffee program and a menu including pastries, bagels, breakfast and deli sandwiches, salads, soups and sweets. Pictured is a coffee kiosk version of Java Café. - Photo courtesy of CFSC Business Programs

Themed Food and Beverage Operations
In FY05, 56 MWR theme operations and 20 Hot Stuff Foods restaurants were open around the world. These restaurants, both full-service and quick-service, meet customer demand for fast casual dining on military installations and generated total revenue in excess of $21M. There are currently seven projects in construction, 13 in design, and 28 in planning stages. The MWR theme operations program also expanded to include the other Services. The Marine Corps, Air Force, and Coast Guard adopted the program by signing Memorandums of Agreement with CFSC to operate MWR theme operations restaurants/snack bars on their bases. Currently, theme restaurants are open on Marine Corps Air Station Beaufort, S.C.; Marine Corps Base Quantico, Va.; and Menwith Hill Station Air Force Base, England. The newest brand to join the Army’s restaurant portfolio is Java Café. Development of the brand is almost complete and the concept will be unveiled in FY06. The new Java Café brand represents a quickserve coffee concept offering “We Proudly Brew” Starbucks coffee program. Starbuck’s coffee, syrups, equipment, paper products, and distinctive merchandise are all present in Java Café. Java Café’s menu will include pastries, bagels, breakfast and deli sandwiches, salads, soups, and sweets. Java Café’s focus is on freshness and guest value for meals and snacks served throughout the day. The Name Brand Fast Food program enables installations to offer nationally recognized quick-service restaurants in MWR Facilities. Since 2001, 53 assessments have been completed, with 30 recommendations for implementation. The first Army NBFF outlet, a Subway sandwich shop, opened in 2003 at Walter Reed Army Medical Center. Since then, 18 additional NBFF outlets have opened, including a Dunkin’ Donuts shop in the lobby of the Walter Reed Hospital and a large, standalone coffee shop named Mainstreet X-presso “proudly brewing Starbuck’s Coffee” at Fort Bliss, Texas in 2004. Mainstreet X-presso offers fresh pastries, pannini-grilled sandwiches, and Starbucks retail merchandise. Due to exchange rate fluctuations with the EURO, several NBFF operations in Europe were negatively impacted and are being reviewed; one operation has already closed. In CONUS, force protection issues and continuing rotation of Soldiers and families have negatively impacted several operations; CFSC and AAFES are exploring ways to mitigate these impacts. Overall, the program has been a success and the Army plans to continue reviewing locations to place additional operations. The name brand casual dining initiative meets a demand for casual sit-down dining and generates maximum revenue for installations. The first unit to open was a T.G.I. Friday’s restaurant at Patrick Henry Village in Heidelberg, Germany in 2004. In 2005, nine additional assessments were completed with positive results. CFSC is soliciting the NBCD industry for brand partners at four installations in CONUS and is positioned to open an additional T.G.I. Friday’s in Korea.

Clubs and Food, Beverage, and Entertainment
Army CFBE operations are an integral part of business operations in Army communities and contribute essential funding to support MWR programs. The Army operates 213 CFBE facilities worldwide with a wide variety of programs and services, enhancing unit readiness and supporting community social needs. More and more management effort is directed at reducing and eliminating losing operations. Army benchmarks for food and beverage operation are also evolving, making them more applicable to everyday use and a very useful tool to evaluate and compare programs. For FY05, the Army’s CFBE program (which includes some club facilities that have Army-branded/theme food and beverage operations located within their facilities) recorded NIBD of $10.8M on net revenue of $160.8M, for a return of 6.7 percent. The MWR BOD standard for FY05 was a positive 8.0 percent NIBD. Net revenue for CFBE decreased $7.9M, or 4.7 percent, when compared to FY04. Army Recreation Machine Program reimbursement, down $131K or 3.3 percent, was the largest factor in the decline of both net revenue and NIBD for the CFBE program for FY05. Bingo, a cornerstone of most CFBE operations, continues to thrive throughout the Army. For FY05, the Army’s bingo program generated NIBD of $8.4M on net revenue of $44.6M, for a return of 19 percent. A Catering Module was introduced in January 2006, at the Catersource’s 14th Annual Conference and Tradeshow. The module was developed as a tool for all catering managers to use as a “how to” guide. The module includes suggestions on how to set up a catering office for optimal operations; samples of brochures, menus, follow-up letters, and proposals; hundreds of resources; the latest trends; ideas for “themed” events; customer handouts to assist in wedding planning; and much more. Over 200 copies of the catering module have been mailed out to the field.

50 Army MWR FY 2005 Annual Report

Fort Belvoir, Va. - Photo courtesy of CFSC Marketing

Taylor Gilbert, 4, rests between games at the Fort Meade Bowling Center. Taylor bowls during junior league activities on Saturday mornings. - Photo by Jeff Leard

The Army’s 57 golf courses recorded NIBD of $11.9M on net revenue of $70.9M in FY05, a return of 16.8 percent compared to the MWR BOD standard of 20 percent. This is an 8.2 percent improvement in NIBD from FY04 while net revenue increased 3.5 percent, attesting to more efficient operations. The Korean Region had the largest positive NIBD variance, exceeding FY04 results by $1.1M. Fort Jackson hosted the All-Army Golf Trials 12-16 September 2005, and the Marine Corps hosted the Armed Forces Championship the following week at Parris Island, S.C. The Fort Jackson Golf Course management and staff are commended for their superb efforts and results. Although the Army took third place at the Armed Forces Championship, several newcomers played exceptionally well. Manager and superintendent training a paramount priority for the golf program. Texas A&M University again hosted the Golf Course Superintendents’ Course from 28 November to 9 December 2004 with 30 superintendents representing all four services. With less funding for course improvements, Army Day presentations focused on low-cost improvements to courses. Core subjects provided by Texas A&M included agronomy, irrigation, and developing a maintenance plan. Fifty-five managers and supervisors also attended the PGA/Armed Forces Golf Managers’ Seminar in Orlando, Fla. in January 2005, immediately followed by the PGA Merchandise Show. Fort Campbell and Redstone Arsenal requested approval to open their courses to general public play, bringing the total to 27. Seven courses are open to veterans in addition to those open to the general public. This initiative recognizes honorably discharged veterans for contributions to the country and provides them a highly desired “perk”. White Sands Missile Range and DSCC (Columbus) received approval to open courses to surrounding communities. Construction projects for FY05 include clubhouse and irrigation system renovations at Camp Zama, Japan, and a new golf clubhouse at Fort Eustis, Va., as well as golf course maintenance facilities at Carlisle Barracks, Pa; Fort Shafter, Hawaii; and Camp Walker, Korea. Total construction costs for the projects are $14.6M. Club Car, Inc. was awarded single-source provider of golf cars for Army courses. Where feasible, the Army will transition to an allelectric fleet. The program calls for a five-year transition to a single provider with an additional five-years to “enjoy” the standardization. Golf car fleets will be replaced at 20 percent of Army garrisons per year, or approximately 4,000 golf cars over a 5-year period. Fort Bragg’s Ryder Golf Course was recognized in April 2005 by Audubon International as a certified Audubon Cooperative Sanctuary. Audubon International, a leading environmental organization, provides environmental education and conservation assistance to U.S. and Canadian golf courses. Ryder Course is one of 2,300 certified golf courses and the first in the Army to receive this designation.

In FY05, the Army operated 97 bowling centers with 1,780 lanes. Patrons bowled 7.4M lines producing $44.3M net revenue and $3.9M NIBD, 8.8 percent of net revenue. NIBD performance was down from FY04 which had $42.3M in net revenue and $4.2M in NIBD or 9.9 percent of net revenue. The decline in bowling center usage from force protection and combat operations began in FY02. Total lineage consisted of 50 percent – open, 26 percent – league, 20 percent – tournament and other types of bowling, and four percent promotional. The BOD’s FY05 “green” standards were “break even” for Category B centers and 20 percent NIBD for Category C centers. For FY06, Category B standards remain the same and Category C standards increase to 21 percent. The All-Army Bowling Team of six men and six women was chosen at a combined Army/Air Force trial camp held at the Don Carter Bowling Center in Dallas, TX, Jan 06. Seventeen men and seven women competed for the Army Team. The Army served as host to the trial camp and the Armed Forces Bowling Championship. The Service teams competed for the Armed Forces Championship while simultaneously competing in the United States Bowling Congress’ National Amateur Championships. By combining resources and holding the events in conjunction with industry competition, more Soldiers are afforded the opportunity to compete at the top levels in the sport. In construction, a new 32-lane, $7.9M, center was opened at Redstone Arsenal, AL in Jun 05. The state-of-the-art center contained multiple party rooms, video arcade, full-service lounge, Strike Zone snack bar, and an expansive sound and light system for glow bowling. A new 16-lane, $9.9M, Soldier and Family Entertainment Center was in design in Vicenza, IT. Funding is on hold for new or renovated centers at Wiesbaden, GE; Fort Bragg, NC; Fort Gordon, GA; and Fort Lewis, WA. Seven new Strike Zones opened at Fort Knox, KY; Stuttgart, GE; Fort McPherson, GA; Yongsan, Korea; Fort Stewart, GA; Redstone Arsenal, AL; and Fort Story, VA. To express appreciation to those who serve in the Military, the Bowling Proprietors Association of America (BPAA) worked with the Army’s Bowling Program to donate and send 200 bowling lane kits to troops in Afghanistan, Iraq, Kuwait, and Qatar. The kits consisted of a heavy duty carpet the size of, and marked like, a regular bowling lane, 10 plastic pins, and a rubber ball. The kits are lightweight, portable, and can be used for recreation inside and out. The Army’s Bowling Center Management Certification Program continues to certify managers and provides a measurable and recognizable degree of professionalism.

Army MWR FY 2005 Annual Report 51

Business Programs

ZFinal Cover 04-05 7/20/05 10:21 AM Page 1

Events initiatives in FY05 focused on customer loyalty promotions and generating new customers for Army clubs, bowling centers, and golf courses. Several initiatives were cross-promotions with other elements of the MWR family—the most successful being the Military Idol promotion. Events personnel assisted with MWR Academy courses and planned events for and conducting training at the BOSS conference and the MWR Theme Operations Unit Managers’ Conference. Events personnel conducted a series of focus groups around the Army for the Branded Theme Restaurant group to determine solicit MWR customer preferences on promotions and prizes. The successful Military Idol Competition, a spin-off of the wildly popular American Idol television franchise, ended in October with the finals being web-cast from Fort Gordon, Ga. on Army Knowledge Online. Thirty-six installations held competitions at food and beverage activities and sent contestants to the week-long finals. In a 14-day period before, during, and after the finals, AKO recorded 85,000 visits to the Military Idol webpage. Participating installations considered the program a success, and virtually all would participate again in 2006. Installation competitions held according to guidelines reported a significant increase in sales and attendance. Final winners were: First Place - Sgt. William Glenn of Darmstadt, Germany; Second Place - Spc. Richard Sianoya of Wuerzburg, German; Third Place - Capt. Ron Carden of Fort Knox, Ky. The “Spin-2-Win” initiative was designed for MWR theme operations. Centered around 42” and 48” wheels of fortune delivered to 25 Strike Zone bowling center snack bars, three promotions were used by managers in 2005 to create buzz with bowlers. A “Spin-2-Win Pizza League” promotion began in October 2005—before league play began every night, the wheel was spun and the team bowling on that lane received a free pizza. Two other promotions, “Lucky Lanes” and “Give It A Whirl–Lineage”, were used during open bowling. All point-of-sale and promotion components were included in packages sent to installations in September 2005. The “Bite Me Combo Craze” promotion was also targeted at increase combo meal sales at Army theme operations. Launched at 36 quick service theme operations, the promotion featured a pull tab game where participants won instant prizes awarded at the cash register. Over 1,500 patrons participated in the on-line portion of this promotion to win an iPOD mini. Twenty-one locations hosted a fantasy football promotion in their MWR food and beverage facilities. The fantasy league was supported by a fantasy sports kiosk and plasmas screen that allowed patrons to log in weekly to select their team. Each week top installation winners received prizes funded by CFSC. Weekly prizes were awarded to 714 local winners throughout the 17-week promotion. Top Army-wide winners each week were awarded prizes, and the cumulative high point winners for the season each won a $10,000
52 Army MWR FY 2005 Annual Report

check funded by promotion sponsors Coors Brewing and MJM Sports. The fantasy sports machine proved a great tool for managers, with automated features for couponing, an e-mail database, and a platform for other fantasy games. The interactive promotion continues to drive repeat customers into MWR facilities. The Grand Prize winners of two $10,000 cash prizes were Sgt. 1st Class Colin McKiel of Fort Dix (the “You Pick” winner), and Spc. Tyrone Caldwell of Fort Carson (the “Quick Pick” winner). Golfers at 30 Army golf courses celebrated the Army’s 230th Birthday in the summer of 2005 by picking up their putters to try for $10,000. The “Putt for Dough” promotion was intended to both outreach into local communities where reciprocal agreements allow the use of Army golf courses and to promote veteran play at Army golf courses. CFSC also launched www.ArmyMWRGolf.com to help golfers find out more information about Army golf courses. MWR food and beverage facilities teamed up with sports and fitness to help customers shed holiday pounds and commit to getting fit in the winter of 2005. A “Lighten Up! Tighten Up!” promotion was offered by 74 clubs, snack bars and quick-service theme restaurants at 44 installations, featuring fitness opportunities and prizes. Four grand prize winners were drawn from redeemed frequent diner cards. Grand prizes were a BowFlex by Nautilus, two gas grills from Gardenburger, and a spa vacation sponsored by www.GovArm. com that included $1500 to off-set travel or spa treatments and amenities. The 2005-2006 Business Managers’ Planning Calendar is a continuing favorite of business and marketing personnel. Published in August 2005, additional copies were distributed at the October 2005 MWR Expo in Heidelberg, where managers were trained on how to use it to brainstorm new installation promotions. This popular 15-month planning tool was designed for and distributed to revenue-generating club, golf, bowling and theme restaurant managers and the installation marketing/sponsorship staff. In addition to hundreds of promotion ideas, this year’s calendar featured customer service tips, industry events, a month-at-a-glance, and daily calendars. To enhance current promotions and determine what prizes and promotional materials entice MWR patrons to visit MWR food and beverage activities, the Events Division conducted focus groups with MWR market segments at Forts Myer, Belvoir, Hood, Leonard Wood, McCoy, Bragg, Knox, and at Stuttgart-Friedberg, Germany. Focus group responses were consistent with industry findings—speed of service, value and price, decent food, and friendly customer service topped the list of what lures patrons into facilities. According to feedback, promotions and opportunities to win prizes such as gas cards, electronics, or cash are “icing on the cake,” but patrons look for all-around quality service.

Joint Services Prime Vendor
The Joint Services Prime Vendor Program began in 1991 as an initiative to combine the purchasing power of Army, Navy, Marine Corps, Coast Guard and Navy Exchange food activities. The program currently sends products to 800 food activities across the continental U.S. and into 14 overseas countries. Current food activity participants include officer and noncommissioned officer clubs, enlisted clubs, community clubs, bowling and golf snack bars, military school systems, childcare, military hotels, recreation centers, sports activities, Army lodging, Senate restaurants, Pentagon private dining rooms, and OCONUS NAF warehouses in Europe and the Far East. The participant list continues to grow as more Coast Guard activities and Navy Lodges join. Contracts save in two significant ways: by establishing a set markup above supplier’s costs and by obtaining rebates and discounts from manufacturers. The combined purchasing power of program participants totaled $117.3M in FY05, an increase of $1.7M from FY04. Contract savings through lower pricing amounted to $15M. Manufacturer rebates and discounts totaled $2M, an increase of 25 percent from FY04. Total savings was $17M for FY05.

In the 25 years of direct MWR involvement in installation Qualified Recycling Programs, the business of recycling has changed substantially. The “easy to get” material has been collected, sorted, sold, and recycled. With only day-to-day functions left, greater emphasis is being put on expanding into other “profitable” items, re-energizing garrison activities to fully participate in contributing recyclable items; and pulling items into the QRP that currently cost the garrison funds to dispose of (which reduces disposal expenses while creating net proceeds to the installation). Almost all MWR-operated QRP’s continue to report a positive bottom line. In FY05 overall revenue was $9.6M with a $4.5M NIBD—an increase from FY04 mostly due to timing of payments received and additional items being eligible for a QRP at bases with industrial activities. As always, annual results will reflect variations in marketability of products, the daily pricing of recyclables items, and the timing of transfers by the garrison commander of funds from the installation recycling suspense account to the recycling program. Demand for recycled content items continues to increase in the private sector and legislative initiatives should further increase that demand. This demand increase should stabilize or increase prices received for recyclable materials until production again reaches parity with demand. For example, if steel demand increased substantially amid an insufficient world supply, prices for steel will rise, as will prices for recyclable material containing steel. This cycle has been seen for both cardboard and aluminum. The federal government’s expanding list of products that require recycled content materials should increase demand for Army products, at least in the short term, and allow the removal of more items from the solid waste stream. Installations should coordinate with the DPW, Environment, and other offices to monitor continuing requirements (i.e, the DoD’s Pollution Prevention Measure of Merits program requires systematic reporting of recyclable and solid waste disposal quantities). Installations with approved QRP’s may keep the net proceeds of recycling sales (after expenses) for use by commanders for pollution abatement, energy conservation, and occupational safety and health projects. Up to 50 percent of the net balance may be used in these areas, and the balance (at least 50 percent and up to 100 percent if the commander does not fund the first group) may be turned over to MWR. A balance in the suspense account in excess of $2M at the end of a fiscal year must be returned to the U.S. Treasury. Prudent commanders will ensure that funds are distributed from the suspense account in a timely manner, and that items recycled through the QRP have a positive or breakeven return. To maximize installation recycling while not acting as a detriment to the QRP, items that do not qualify for the QRP should be recycled by other means and other offices to ensure credit is received to meet the Measure of Merits’ goals.

Army MWR FY 2005 Annual Report 53

Army Lodging

Fort Stewart Lodging, Ga. - Photo courtesy of CFSC Business Programs

Camp Casey Lodging in Korea. - Photo courtesy of CFSC Business Programs

The Army Lodging Program continued to make great strides throughout FY05 by focusing on Wellness Plan implementation, customer service, and enhancing corporate structure through standardization initiatives. Army Lodging operations at 89 garrison locations provide customer focused, mission-driven lodging and hospitality services to support readiness of the worldwide total defense force. In FY05, 91 percent of the 5.5M occupied room nights directly supported Temporary Duty or Permanent Change of Station travelers. With an average cost of $38.77 per occupied room night, the use of Army Lodging saved $199M in official travel costs compared to lodging per diem and $19.7M in savings to space available travelers. With a 77.9 percent occupancy rate of available room nights for 19,488 guest rooms, Army Lodging provided $215.6M in total NAF revenues. Charged with operating on a breakeven basis, Army Lodging revenues supported $185M in operating expenses, $30.6M in local repair, maintenance, and capital purchases, and $48.8M towards the central Army Lodging new construction and renovation program. The Army Lodging Wellness program is well underway with 10 new construction and 12 renovation projects in various stages of design and construction. When completed, buildings will be configured for hotel use with guest convenience features to ensure a quality hotel experience for Soldiers, civilians and family travelers. Construction groundbreakings were celebrated in 2005 for a 60-room hotel at Dugway Proving Ground, Utah, a 50-room hotel at Camp Carroll, Korea, and a 185-room hotel at Fort Lewis, Wash. Each of these facilities will have varied room configurations to meet the specific needs of short- and long-term business/student temporary duty travelers and suites for permanent change of station families. Design is nearing completion for additional or replacement facilities to upgrade lodging accommodations in Germany, Italy, and Belgium, as well as initial renovation work at Aberdeen Proving Grounds, Md., and Yuma Proving Grounds, Ariz. Each of these projects incorporate standard finish and furniture specifications to ensure a standard guest experience among garrisons as well as to ensure requirements are consolidated for current and future savings.

Product standardization and consolidated purchasing initiatives continue to provide consistent products and financial benefits through centralized contracts and consolidated buys. Thirty-two installations participated in the November 2005 Annual Consolidated Buy. Where possible, Army Lodging purchasing requirements were consolidated with the Air Force NAF Fund Purchasing Office in order to maximize total volume discounts for both Services. Purchases were consolidated for items ranging from total guest room furniture packages to televisions and coffee pots, resulting in total discounts estimated at seven percent in comparison to normally available government pricing. Central contracts for standard hotel linen, amenities, registration supplies, and other consumable items resulted in estimated savings of more than $432K. The partnership between Army Lodging, AAFES, and Sprint telecommunications brought hospitality telecommunications systems to 28 Army Lodging sites and $601K in service commissions to the Army Lodging program in FY05. As directed by the February 2005 MWR Board of Directors, telecommunications will be expanded to include in-room high speed internet access; installation has been completed for all guest rooms at 28 CONUS and 19 OCONUS locations and will be completed at all operations by the end of FY06. By the end of FY05 36 lodging operations had completed the transition to a central CB&T CONUS credit card processing contract. This agreement has reduced the average processing fee to 2.2 percent of total transactions compared to a historical average of 3 percent, resulting in a savings of $411K for FY05 alone. Eleven of the 19 remaining CONUS garrisons are preparing to convert services under the central contract. OCONUS operations continue to benefit from credit card processing services through AAFES, with fees of 1.65 percent of total transactions. Army Lodging professional development focuses on the Army Lodging Penn State University curriculum and the Performance Plus Program from the Educational Institute of the Amercian Hotel and Lodging Association. Penn State offers a well-rounded curriculum of management and supervisory courses, as well as certifications in Advanced Hospitality Management and Strategic Hospitality Leadership. On-site line level curriculums, certifications, and organizational training Performance Plus curriculums offer individual and group training opportunities for line, supervisory, and management staff.

54 Army MWR FY 2005 Annual Report

2005 Army Lodging Awards
Operations of the Year Small Category: Medium Category: Large Category: Super Category: Employees of the Year Manager of the Year: Supervisor of the Year: Employee of the Year: David S. Sherrick, Vicenza, Italy Robert Portillo, Vicenza, Italy Georgette Lopez, Fort Rucker, Ala.
Figure 5-8

Hunter Army Airfield, Ga. Kelly Hotel, Stuttgart, Germany Fort Wainwright, Alaska Fort McCoy, Wis.

Groundbreaking at Fort Lewis, Wash., in November 2004. - Photo courtesy of CFSC Business Programs

The growth of the Lodging Success Program continues. With 49 commercial hotels under contract through September 2005, the LSP resulted in 248,544 discounted room nights in FY05 and a cost avoidance to government travel accounts of $5.2M. New LSP areas added in FY05 are:
• Fort Bliss, Texas • Fort Belvoir, Hampton, and Charlottesville, Va. (Langley Air Force Base; Fort Monroe; and The Judge Advocate General’s Legal Center and School) • Carlisle Barracks, Pa. • Fort Meade, Md. • Redstone Arsenal, Ala. • Oceanside, Calif. (Camp Pendleton USMC)

In FY06, LSP expansion is planned for Fort Sill, Okla.; Fort Huachuca, Ariz.; Fort Leonard Wood, Mo.; Fort Knox, Ky.; Fort Rucker, Ala.; and Fort Lewis, Wash.; as well as additional hotels to support demand at Aberdeen Proving Grounds, Md., and Fort Lee, Va. Responding to commercial lodging management recommendations made by the DoD Business Iniative Council, the LSP was expanded to the Air Force at Langley Air Force Base, Va., and the Marine Corps at Camp Pendleton, Calif. Expansion is planned in FY06 to Quantico, Va., and MacDill Air Force Base, Fla. The Central Reservation Center fielded 98,000 calls in FY05, a decrease of 10 percent in volume from FY04. Room nights booked for the fiscal year were 331,000, a seven percent increase from FY04. The CRC processes 100 percent of LSP reservations and is supported by a program surcharge allowing breakeven operations. Installation managers identified a need for a comprehensive directory listing all of the Army’s facilities. As part of lodging’s commitment to provide quality service, a pocket directory was developed to assist guests in making lodging reservations. The credit card-sized foldout pocket directory contains phone and fax numbers, website listings, and other information for worldwide lodging operations. Pocket directories were distributed to lodging operations in May 2005 and are available to guests at check-in. A printable version of the directory is available at http://www.army.mil/cfsc/documents/lodging/worldwidedirectory.pdf.

Groundbreaking at Camp Carroll, Korea, in November 2004. - Photo courtesy of CFSC Business Programs

Groundbreaking at Dugway Proving Ground, Utah, in June 2005. - Photo courtesy of CFSC Business Programs Army MWR FY 2005 Annual Report 55

Armed Forces Recreation Centers
The Army serves as the DoD executive agent for Armed Forces Recreation Center joint-service facilities. AFRCs provide quality, wholesome, affordable, family-oriented vacation recreation opportunities to servicemembers, their families, and other authorized patrons (including official travelers) of the Total Defense Force. AFRCs consist of full-service resort hotel properties at the Hale Koa Hotel® (Honolulu, Hawaii), the Shades of Green® (Orlando, Florida), the Dragon Hill Lodge® (Seoul, Korea), and the Edelweiss Lodge and Resort (Garmisch-Partenkirchen, Germany). With construction of a new 330-room Edelweiss Lodge and Resort in Germany, expansion and renovation of the Shades of Green® in Florida from 287 to 586 rooms, expansion and renovation of the Dragon Hill Lodge®, and ongoing renovation of the Hale Koa Hotel®’s original 30-year-old Ilima Tower, the AFRC fleet is optimally configured to meet the needs of today’s military market.

Hale Koa Hotel©

Shades of Green©
The Shades of Green® was approved as a “secure site” this year, allowing the resort to host classified DoD meetings up to and including Secret. Shades of Green® is now “one of a kind” as the only “off-post” resort able to host such meetings. Increasing numbers of Soldiers returning from Iraq and Afghanistan took advantage of Shades of Green®’s programs in FY05. More than 2,000 sponsors stayed at the resort with their family members for an average four days, enjoying resort amenities for the reunification with families. In addition to offering swimming pools and tennis courts, the resort negotiated a “Space-A” golf program with Disney’s pristine Pro Golf Association Championship courses at a discounted rate of $45.00. By comparison, resort and day guests to Walt Disney World® Resort pay $129-$155 plus tax. As Disney golf cancellations occur or tee-times become available, Shades of Green® guests can reserve tee-times and play the “Pro” courses. This year guests enjoyed more than 700 rounds of golf, ensuring that many tall tales were overheard in the “Eagles Lounge”. The most important guest enhancement, however, was the introduction of “Extra Magic Hour” at Walt Disney World® Parks. When guests purchase Disney tickets at the Shades of Green® Attraction Ticket Sales Office, they’re allowed early access to a different park each day and can stay at the park after normal crowds have departed. The first “Summer Fun in the Sun” package specials were offered from August to September. Packages ranged from a basic fivenight stay and complimentary breakfast to the popular first-class customer service offered in a six-day “Ultimate Access” VIP package. Some packages included an up close and personal Backstage Safari experience with exotic animals at Disney’s Animal Kingdom Park, but the most exciting adventure for many guests was a private cooking demonstration of Tuscan cuisine as served in the resort’s specialty restaurant, Mangino’s. Package specials may continue to be offered on a seasonal basis. The Shades of Green® launched an improved website at www. shadesofgreen.org.

The Hale Koa Hotel® started off FY05 with state-wide recognition for its commitment to preserving and complimenting “green space” on the grounds of Fort DeRussy and the Hale Koa Hotel® by being presented the 2004 Betty Crocker Landscaping Award in the Xeriscape Garden Category by the environmental group Scenic Hawaii. The resort was also honored with the prestigious Green Award by Hawaii’s Governor, the Honorable Linda Lingle. The Green Award is presented annually to the top six businesses in Hawaii to recognize energy efficiency, water conservation, recycling, and environmentallyfriendly landscaping. Receiving this award on behalf of the Hale Koa Hotel® was John Jefferis, General Manager; Mark Rugenstein, Chief Engineer; and Heidi Bornhorst, Landscape Director. The Hale Koa Hotel® continued its landscaping progress with the completion of the Maile Garden, the resort’s newest outdoor venue for catered events and functions. Longtime Hale Koa Hotel® Executive Chef Rolf Walter was honored as an elite member of the Society of Chefs in the American Culinary Federation. This elite status was bestowed by the American Culinary Federation Chefs de Cuisine Association of Hawaii. Executive Chef Walter is not only one of the original employees of the Hale Koa Hotel®, but is also the resort’s original Executive Chef since opening to guests in 1975. FY05 was a banner year for the the resort’s performance—by year-end the resort’s NIBD was twenty percent above its projected budget. Effective manpower management, increases in food and beverage bottom-line through innovative new promotions, and continued excellence of products/events all contributed to this success. The Hale Koa Hotel® continues to excel at catered events such as weddings, birthdays, celebrations, and special events, and the catering business receives outstanding guest compliments and results.

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AFRCs achieved a combined net revenue of $155.9M and NIBD of $30.2M in FY05 compared with revenue of $123.4M and NIBD of $19.4M in FY04 when both the Shades of Green® and the Edelweiss Lodge and Resort were either closed or at reduced operations. AFRC occupancy remained stable at 94 percent of available room nights. Effective in FY05, a new USACFSC Director of Hospitality Management now provides direct, day-to-day oversight and management of AFRC and Army Recreation Machine Program operations.

The AFRCs are a force multiplier for military readiness, retention, and well-being objectives. AFRCs directly support rest and recuperation of servicemembers on R&R and Block Leave from Operations Iraqi Freedom and Enduring Freedom. R&R programs are deeply discounted with reduced rate packages for accommodations, food and beverage, tours, and entertainment.

Dragon Hill Lodge©
The management and staff of the 394-guestroom Dragon Hill Lodge® are proud to be “serving those who serve.” Dragon Hill Lodge® extended its “Warrior Express” program to all military units, offering a one-night stay, discounted meals, and a choice of activities in the Seoul area for $59 per person and an activity fee. This program offers military units a valuable tool for their incentive programs while also introducing wholesome Korean entertainment to military personnel. The combination of assignment incentive pay and troop relocations on the Korean peninsula have shifted the hotel’s focus from the leave/pass business to providing enhanced guestroom packages for those who want a great Dragon Hill Lodge® experience. The “Romantic Getaway” package offers an elegant night’s stay dessigned for romance with champagne, chocolate-covered strawberries preplaced in the room, rose petals, bubble bath, and a gift certificate to Sables, the hotel’s elegant but affordable restaurant. Other packages include various Korean tours and sport activities such as skiing, shopping, health fitness, beauty packages, and more. The latest offering is the “Family Package”, containing a family suite, restaurant coupons, and admittance to two famous Korean amusement parks, Lotte World and Seoul Land. In FY05, the 480 dedicated employees of the Dragon Hill Lodge® produced 135,696 occupied guestrooms—a 95.7 percent occupancy rate; served 831,898 meals; monitored 1,958 POiNT fitness center visits; and managed 746 Hartell House memberships. The resort achieved $40.7M in total revenue and $16.5M NIBD for the year.

Edelweiss Lodge and Resort
The Army’s newest and largest MWR facility in Europe, The Edelweiss Lodge and Resort, opened it’s doors for U.S. Servicemembers and their families on 15 September 2004. The rustic mountain lodge is located in the heart of the German Alps with 330 guest rooms, three themed restaurants, a wellness center, and a 17,000 square foot state-of-the-art conference center, and proved an instant hit throughout the European Command. Located in the 1936 Winter Olympic town of Garmisch-Partenkirchen, the Edelweiss Lodge and Resort offers visiting Servicemembers a large selection of programs and activities. The Edelweiss is only a short traveling distance from famous Bavarian castles, popular tourist cities of Munich, Innsbruckm, and Salzburg, and breathtaking day trips through Austria, Switzerland, and Italy. The Edelweiss Lodge and Resort is unlike the former AFRC-Europe resort facilities which were mainly constructed prior to the start of World War II for purposes other than hotel accommodation. “For those Servicemembers and families who just want to relax and recover, they can experience a wonderful family vacation without ever leaving the building,” said Richard E. LeBrun, General Manager of the Edelweiss Lodge and Resort. In its first year of operation the Edelweiss achieved an occupancy rate of 93 percent, with 276,963 Service and family members vacationing at the resort. Included in these numbers were 12,300 Servicemembers and their families on R&R and Block leave from serving in Iraq and Afghanistan who were taking advantage of the Army’s special Edelweiss Lodge and Resort “Operation R&R” program.

Army MWR FY 2005 Annual Report 57

Army Recreation Machine Program

Information Management
FY05 was a significant year for the sustainment of MWR Management Information Systems. Specific accomplishments include: • Time Labor Management System (TLMS): updated the Tips and Gratuities module and commenced movement of the application to a web-based system. • Financial Management and Budget System (FMBS): version 2.0 focused on changes to better support the Installation Management Agency. • Recreational Tracking System (Rectrac!): version V2 focused on bringing fielded systems into compliance with the approved Systems Security Authorization Agreement; 2,500 users were trained in the use of Rectrac version 9.5. • Standard Management Information Reports for Finance (SMIRF): SMIRF was upgraded to a newer database version of ZIM; the O3 product (allows user defined views of financial data in graphical and spreadsheet format) was implemented on the primary CONUS Application Service Provider server at CFSC. • Standard NAF Automated Contracting System (SNACS): all five SNACS’ sites were operational in FY05; the Contingency of Operations Plan site at Rock Island Arsenal was exercised in FY05—modifications will be implemented in FY06 to prevent future data corruption. • Child and Youth Management System (CYMS): fielding efforts focused on compliance with the Systems Security Authorization Agreement and implementing version 9.5.

New ARMP prototype of the multi-player on-line games (MPOGs) at Fort Gordon’s Soldier Recreation Center. - Photo courtesy of CFSC-Business Programs

Army Recreation Machine Program FY05 slot machine revenues, boosted by the popularity of coin-free systems and state-of-the-art machines, increased to $115.1M. Faced with industry-wide declines in product availability and consumer interest, FY05 amusement machine revenues were down slightly to $7.9M from FY04. The overall total program benefit distributed to installations, Commands, and the ARMP Trust Fund was $97.6M (Figure 5-9). In FY05, ARMP converted an additional 39 locations and 769 machines to coin-free. Slot machine revenue earned per direct labor hour expended in MWR locations in support of slot operations has increased from $3,216 in FY01 to $21,640 in FY05. This increase in productivity is a result of increased revenues and significant decreases in labor required to support day-to-day slot operations in the coin free environment. Cumulative life-to-date manpower savings by MWR since FY01 total more than 38.4 man-years. ARMP completed coordination for the Army’s new partnership with the U.S. Navy in the Far East and Europe. ARMP installed 103 machines in four Navy locations in Okinawa and Chin Hae, Korea in June 2005. Installation of machines and establishment of ARMP field offices in support of Navy Operations in Italy, Iceland, Spain, and Greece is planned for early FY06. These European installations will add an additional 308 machines in 23 locations to the ARMP operational footprint. This mutually beneficial partnership will result in additional funds for the AMWRF and provide the Navy with coin-free games and turn-key operation support. New joint amusement machine partnerships with other Services in FY05 included Tyndall AFB and Garmisch AAFES. Additionally, ARMP also began operations to support Fort McPherson MWR. In an effort to mitigate losses in revenue from amusement machines, ARMP began testing and evaluation of digital technology products that have proven promising in first-generation fielding of multiplayer on-line games in locations at Fort Benning and Fort Gordon. The development of this new business opportunity reflects current trends in demand for digital products such as photo printing, ring tones and music downloads, and telecommunication, internet and e-mail services. Army Recreation Machine Program
FY05 Financial Performance Results ($M) Army Revenue - Slots Revenue - Amusements 93.33 6.36 99.69 Total Program Benefit $ 78.94 Navy 3.09 0.20 3.29 $ 2.64 USMC 18.64 0.58 19.22 $ 15.83 USAF -0.73 0.73 $ 0.18 USCG -0.01 0.01 $ -0.02 Total 115.06 7.88 122.94 $ 97.57
Figure 5-9

The Enterprise Architecture Configuration Control Board and the MWR Working Group approved the IT Strategic Plan, ensuring that customer requirements are validated and supported, that critical resources are maximized by providing the right solution the first time, and that information systems are reliable and secure. The Requirements Analysis and Architecture Division focused on implementing the Army Portfolio Management System for Domain Governance. Work continued on enterprise architecture development, configuration management, information system certification and accreditation, and validation of customer requirements. The following progress on enterprise architectures development was made in FY05: • • • • Completed the Information Technology Procurement Process Completed the CFSC Headquarters Network Completed the Information Management Tracking System Advanced the MWR EA “As Is” from version from 1.5 to 1.75 and released the MWR EA “To Be” version 2006

The EA Maturity Assessment and Reporting Tool advanced from version 2.2.1 to 2.2.3. The EA Development Plan was updated and the EA Program Management Plan was developed and implemented. Army MWR was awarded the E-Gov “Excellence in EA” for 2005 from the E-Gov Institute and the Federal Enterprise Architecture Consortium in September of 2005. This award signifies and validates the great work Army MWR has been doing in EA development. Overall, systems identified as “Red” (deficient) in the Army Information Technology Registry were reduced by 92 percent.

58 Army MWR FY 2005 Annual Report

NAF Contracting

The goal of NAF contracting is to provide strategic communication, resources, policy, guidance, and oversight to foster and facilitate a cost effective and efficient worldwide NAF acquisition process. The CFSC NAF Contracting Directorate, in partnership with IMA, continued to support DoD and Army MWR, Army Lodging, and Civilian/Post Restaurant Fund programs in FY05. Key initiatives for the year included test and deployment of enterprise information technology solutions at Army locations, continued success with consolidated contracts, and contracts for renovation, major, or minor construction projects and public private ventures at installations. The major revision to AR 215-4, NAF Contracting Regulation was implemented in March 2005 which included new NAF contracting forms, contract clauses and provisions. The Standard NAF Automated Contracting System is used as the only source for contracting professionals to use forms, clauses and provisions prescribed by the regulation. This provides users of SNACS better tools to issue uniform contract documents for NAFIs For the year, approximately 3,000 NAF purchase card holders worldwide completed over 300,000 transactions purchasing $125M in goods and services, yielding in excess of $1M in NAF rebates. In FY05, construction projects valued at over $337.1 M were processed through acquisition development, through the construction completion and warranty phases. The construction program, in support of Army Lodging, had $78.2M in new lodges awarded or under construction while $55M in new lodges were under development. A large maintenance and repair program for 10 Army Lodges, totaling $29.4M, was under development, or construction. Additionally, 29 Marine, Navy, NEXCOM and AAFES projects, totaling $102.4M, were in development, construction or had been completed and were in warranty. The Army Lodging Success Program continues to expand. There are currently 60 contracts with partner hotels for 20 geographical locations. Contracts supporting DoD travelers, military training, and student services are averaging negotiated room night rates of 20 percent below per diem showing a savings in FY05 of $5.2M. The Lodging Centralized Procurement Support cell processed purchase requests in excess of $19M in support of Army Lodging locations worldwide. Consolidated purchases made during the Army Lodging annual “show-buy” program were $2.5M with additional discounts up to 10 percent. With the sustained growth of Army Lodging programs, further program savings resulted from continuing centralized contract support. Centralized contract initiatives for lodging resulted in a total purchase volume of $1.4M and $278K in savings. In support of the Armed Forces Recreation Centers, Shades of Green and Edelweiss Lodge and Resort, seven service contracts were awarded for a total of $20M with an anticipated savings of $5M in personnel costs. Contract support to IMA regions and installations also realized significant savings to the Army in FY05. Two IMA consolidation

initiatives using centralized funding and purchasing were executed in FY05. Two centralized contracts for cardio equipment achieved a combined savings of $269K. One centralized contract for golf cars leveraged the Army’s buying power, achieving an average savings of $1,122 per car. Orders were also awarded to support Stars and Stripes, “America Supports You,” purchases for USAG Heidelberg, the Pentagon Athletic Center and the Civilian Welfare Fund. Contracts were also awarded for a financial audit for IMA-Europe and North West Region. The Joint Services Prime Vendor Program began in 1991 as an initiative to combine the purchasing power of Army, Navy, Marine Corps, Coast Guard and Navy Exchange food activities. The program currently sends products to 800 food activities across the continental U.S. and into 14 overseas countries. Current food activity participants include officer and noncommissioned officer clubs, enlisted clubs, community clubs, bowling and golf snack bars, military school systems, childcare, military hotels, recreation centers, sports activities, Army lodging, Senate restaurants, Pentagon private dining rooms, and OCONUS NAF warehouses in Europe and the Far East. The participant list continues to grow as more Coast Guard activities and Navy Lodges join. Contracts save in two significant ways: by establishing a set markup above supplier’s costs and by obtaining rebates and discounts from manufacturers. The combined purchasing power of program participants was $117.3M in FY 2005 an increase of $1.7M over FY 04. The contract savings through lower pricing amounted to $15M. Manufacturer rebates and discounts totaled $2M which is an increase of 25% from FY 04. Total savings was $17M for FY 05. Other contract initiatives in FY 05 included: • PPV contract administration that generated approximately $1M income to their respective installations since inception. • Administration of contract for the Hotel Thayer and the Inn at Schofield Barracks. • Food concession contract in support of Qatar ASG. • Service contract for club operations in support of OIF and OEF troops on 3-4 day passes at Qatar ASG. • Implementation of a MWR electronic shopping mall (eMall) to provide one-stop shopping capability via the Internet for NAF purchase card holders to use to compare pricing, make purchases, and obtain cost savings. To utilize the eMall and for more Information visit www.mwremall.com.

Army MWR FY 2005 Annual Report 59

Marketing Communications
Army MWR contributes to Soldier readiness and retention through many programs and services designed to enhance quality of life and well-being for active duty and retired Soldiers, their families, and Army civilians. The CFSC’s marketing communications efforts to develop a cohesive and strategic MWR identity reinforces this mission and is an integral part of CFSC operations. One element of the MWR strategic communications plan is to engage both customers and employees and educate them about the scope and relevance of MWR programs and services through promotion of the MWR brand. To further strengthen the brand, Marketing Communications developed a six-month image campaign to boost customer recognition and continue momentum for the MWR branding initiative among MWR employees. More than 180,000 branded promotional items were sent to installation and region marketing departments to be utilized at local MWR events and programs to drive participation, build awareness, and increase recognition. Marketing is an integral part of strategic planning and business operations. To assist Army garrisons with developing MWR marketing plans, the Marketing Communications Division distributed a software package, Marketing Plan Pro, which automates the planning process and enables installation marketing professionals to work with program managers to develop effective, actionable marketing plans. The software standardizes the marketing plan platform for Army MWR, manages the step-by-step process of creating a marketing plan, provides embedded calculations for budgeting, and facilitates identification of marketing needs. Marketing Plan Pro aligns MWR marketing planning with industry standards and establishes a single Army-wide format recognized by marketing experts. The marketing plan software will assist garrisons in achieving strategic goals, improving operations, and give MWR marketing offices the advantage of having a standardized planning tool. The “Marketing Plans for Activity Managers” online course, a collaborative project between CFSC marketing communications and the MWR Academy, is designed to further enhance marketing results within MWR. The online course provides instructions for developing an activity marketing plan that follows the framework established in the Marketing Plan Pro software. The course is scheduled to ‘go live’ at www.mwraonline.com in 2006, and is recommended for anyone involved in program or event planning. Upon completing the course, activity managers will have developed an actual marketing plan for their activity that will serve as a roadmap for building stronger relationships with customers, establishing increased value for their MWR activity, capturing customer interest in their products and services, and ultimately driving increased participation.

The CFSC websites provide information to eligible MWR patrons and professionals, as well as the general public. ArmyMWR.com promotes MWR programs to our patrons and the public at large, and serves as a customer-focused information center for MWR activities such as travel, recreation, family programs, and features news and events relevant to the Soldier, family member, retiree, and civilian. The website delivers an average of 800,000 webpage views monthly and is supplemented by commercial advertising and sponsorship. As the face of the MWR brand, this site delivers a consistent image and message for customers, employees, and the American public. ArmyMWR.org features information for the MWR professional at all levels and functional areas. More than 540,000 documents were downloaded in 2005, featuring specialized information and policy guidance for MWR programs. The Army MWR Leisure Needs Survey measures leisure activity participation, patron preference, usage, satisfaction levels, and perceived quality of installation MWR programs and facilities. The LNS is a cost-effective MWR program and service survey tool provided to installations triennially by CFSC. Administered centrally at significant savings, the survey provides data for the five-year program planning process and meets Installation Status Report requirements as well as the needs assessments requirements in chapters two, five and ten of AR 215-1. The LNS eliminates the need to conduct local surveys to meet these requirements while gaining the ability to compare MWR programs Army-wide. The latest LNS was fielded in 2005. Ninety-two custom surveys were developed for installations participating in the 2005 LNS. The survey included four population segments of eligible MWR patrons—Soldiers, spouses of Active Duty Soldiers, civilian employees, and military retirees—and, for the first time offered respondents the option to complete the survey online. A comprehensive installation report will be provided to each installation in electronic format in 2006. Each report will provide patron data in the form of a complete, queriable database consisting of both installation specific and cumulative regional and Army-wide data.

60 Army MWR FY 2005 Annual Report

Public Affairs
In 2005, the CFSC Public Affairs Office continued to tell the CFSC and Family Programs story through civilian and military media outlets. Thanks to the office’s award-winning broadcast journalist, more than 800 civilian cable broadcast media outlets showed stories of Soldiers and families being supported by the over 50 programs and services CFSC provides. The Public Affairs Office also forged a stronger relationship with Department of the Army Public Affairs to leverage the resources of both organizations to ensure our stories are told to the widest possible audience. This partnership was especially important in the run up to the 2006 Winter Olympics in Torino, Italy. Throughout 2005 Soldier-athlete participants were featured in a variety of media as they strived to make the U.S. Olympic team. The CFSC Public Affairs Office generated 69 press releases in 2005. More than 121 video and radio news releases and 22 special video projects were produced for Soldiers Radio and Television, including special video releases for the U.S. Army Soldier Show and the Soldier-athletes vying for a slot on the U.S. Winter Olympic Team. These video releases were included in a biweekly 30-minute Soldiers Radio and Television news magazine “Army Newswatch,” which is distributed to more than 800 civilian cable stations nationwide, reaching millions of households.

Fort Bragg’s 1st place winners in the 2005 Scion Slam “3-on-3” tournament. - Photo courtesy of CFSC Corporate Sponsorship and Advertising

Corporate Sponsorship and Advertising
The mission of the CFSC Corporate Partnership Branch is threefold: partner with Corporate America to generate revenue for flagship MWR programs, develop national partnership programs which result in additional funding for installations, and provide training and consulting to MWR sponsorship and advertising professionals. The Army-wide sponsorship and advertising program revenue remained steady in FY05 at $5.6M in cash. In-kind sponsorship increased to $6.3M in products and services compared to $5.8M in FY04. The CFSC Corporate Partnership Branch generated and transferred more than $629K in sponsorship and advertising revenue to installation MWR funds in FY05. The CFSC Corporate Partnership Branch successfully negotiated package sponsorship and advertising agreements that directly benefited Army installations. In FY05, Army MWR negotiated new partnership opportunities and maintained several existing corporate relationships that generated additional revenue and special event programming for Army installations. A new addition to Army MWR’s sponsorship portfolio was the “2005 Scion Slam 3 on 3” military basketball tour. CFSC partnered with installation BOSS, recreation, and business programs, and an event marketing agency representing Scion, to provide a fun, interactive event for Soldiers to enjoy. CFSC-hosted MWR events, such as the U.S. Army Soldier Show and the Army Concert Tour, continue to be flagship programs for corporate partners to sponsor. The CFSC Corporate Partnership Branch continues to negotiate Army-wide advertising programs with clients such as AT&T that result in installation revenue. All funds generated through the program are transferred in their entirety to participating installations. In FY05 several Army sponsorship and advertising training opportunities were offered to installation MWR professionals, including a special negotiated military rate at the sponsorship industry’s premiere event marketing conference.

Army MWR FY 2005 Annual Report 61


Dollar figures used in the text and charts are rounded to the nearest $100 thousand. Throughout this report, “$M” designates millions, and “$K” designates thousands. Publication of the: U.S. Army Community and Family Support Center 4700 King Street Alexandria, Virginia 22302-4419 For information or additional copies, contact the Strategic Planning and Policy Directorate: Mr. George A. Gallagher Director Phone 703.681.7432 Mr. Tim Whyte Chief, Strategic Planning Division Phone 703.681.7425 Mr. Joseph Trebing [Editor] Strategic Planning Division Phone 703. 681.7424 Additional website information: Army MWR www.armymwr.com Army Community Service www.myarmylifetoo.org Better Opportunities for Single Soldiers www.armymwr.com/BOSS/ Army Entertainment www.armyentertainment.net Army Libraries www.libraries.army.mil

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