2009 Annu

Table of ConTenTs
Commander’s message ______________________________________ 4 army family CovenanT _____________________________________ 5 exeCuTive summaries ______________________________________ 10
The basiCs of family and morale, Welfare and reCreaTion __________________________ 12 finanCial overvieW _____________________________________ 13 inTernal revieW and audiT ComplianCe _____________________ 22

finanCials _______________________________________________ 14 family and morale, Welfare & reCreaTion Command direCToraTes business iniTiaTives group Clubs and food, beverage and enTerTainmenT __________ 24 boWling ____________________________________________ 24 golf _______________________________________________ 26 JoinT serviCes prime vendor program __________________ 27 reCyCling __________________________________________ 27 reCreaTional lodging _______________________________ 28 armed forCes reCreaTion CenTers ______________________ 32

uAl

RepoRt
family and morale, Welfare and reCreaTion Command
hospiTaliTy programs __________________________________ 29 Child,youTh & sChool serviCes _________________________ 38 naf ConsTruCTion/publiC-privaTe venTures _____________ 44 naf ConTraCTing ____________________________________ 45 family programs ______________________________________ 49 human resourCes _____________________________________ 58 markeTing ____________________________________________ 59 mWr aCademy ________________________________________ 63 operaTions ___________________________________________ 66 publiC affairs offiCe __________________________________ 67 soldier and CommuniTy reCreaTion all-army sporTs ____________________________________ 69 arTs and CrafTs ____________________________________ 72 auTomoTive skills ___________________________________ 73 beTTer opporTuniTies for single soldiers ______________ 73 CommuniTy reCreaTion CenTers _______________________ 75 enTerTainmenT ______________________________________ 75 leisure Travel serviCes/informaTion, TiCkeT and reservaTion offiCe________________________ 78 libraries ____________________________________________ 79 ouTdoor reCreaTion ________________________________ 80 sporTs, fiTness and aquaTiCs _________________________ 82 World Class aThleTe program _______________________ 83

Family and Morale, Welfare and Recreation Command

Commander’s Message

Maj. Gen. Reuben D. Jones

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Welcome to the Family and Morale, Welfare & Recreation Command’s Fiscal Year 2009 Annual Report. The AR09 highlights the continuing efforts of FMWRC to provide exemplary programs that fulfill and support the Army Family Covenant. Our Soldiers and their Families sacrifice each and every day to serve and protect our nation and it is our mission to give back to those who give so much. While recognizing the commitment our Soldiers make, FMWRC also recognizes that Army Families make increasing sacrifices while providing the strength Soldiers use every day. This makes our mission vital to the successful service of each and every Soldier. I, and the entire worldwide FMWR workforce, pledge to continue to provide quality programs and services for Soldiers and their Families as we execute this Command’s role in the Army Family Covenant

Reuben D. Jones Major General, US Army Commanding

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Fiscal Year 2009

Army Family Covenant: Keeping the Promise

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Never before in the history of our Army have we asked so much of Families. They serve side-by-side with Soldiers, endure their hardships and provide the unconditional love and support that truly make our Army strong. Unveiled on October 8, 2007, the Army Family Covenant institutionalizes our pledge to support Soldiers and their Families — Active, Guard and Reserve — with resourced programs that deliver a quality of life commensurate with their service and sacrifice to the Nation. It commits the Army to enhance Soldier and Family readiness by:
 Standardizing Family programs and services  Increasing accessibility to health care  Improving Soldier and Family housing  Ensuring excellence in Child, Youth & School Services  Expanding education and employment opportunities for Family members

The commitment expressed in the Army Family Covenant has strengthened over two years. The Army has made significant progress in fulfilling its promises, but there is more work to be done to build an environment where Army Families can prosper and realize their full potential. The promises of the Army Family Covenant endure.

Army Family Covenant:
2.1 Family Programs and Services 2.2 Health Care 2.3 Soldier and Family Housing 2.4 Child, Youth & School Services 2.5 Education, Careers and Libraries 2.6 Recreation, Travel and BOSS 2.7 Communities and Marketplace

Annual Report

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Family and Morale, Welfare and Recreation Command

2.1 Family Programs and Services
The Army is committed to standardizing Family programs and services.  Standardized Army Community Service staffing and programs at the garrisons and created 477 ACS staff positions to meet operational and staffing shortfalls.  Added 1,079 Family Readiness Support Assistant positions to provide administrative and logistical support to the Commander, Rear Detachment Commander, and the Family Readiness Group Leader.  Increased number of Military Family Life Consultants from 144 to 212.  Increased staff for the New Parent Support Home Visit Program to reach high risk Families. The program operates in 33 U.S. and 29 overseas garrisons.  Established Army Survivor Outreach Services, a standardized, multi-agency, decentralized approach to improving support for survivors of fallen Soldiers. SOS recognized the need and developed Survivor Support Coordinators and

Financial Counselors to improve outreach, referrals, life skills and investment education, and estate planning.  Provided single portal access, via ARMYOneSource. com, to standardized programs and services, information and connectivity services at garrisons, Army National Guard Family Assistance Centers, and Army Reserve Centers for the geographically dispersed. As an Army asset integrator, it ensures access to support before, during and after a deployment.  Supported 249 Army National Guard Family Assistance Centers which provide Soldiers and their Families support services, regardless of their geographic location.  Funded approximately $8 million for Exceptional Family Member respite care providing up to 40 hours of program care per month for Families with Exceptional Family members.  Developed Soldier and Family Assistance Centers at garrisons with Warrior Transition Units. Centers provide a safe haven where Wounded Warriors and DoD Civilians and their Families can gather for mutual support and camaraderie to aid physical, spiritual and mental healing. Services include transition support, financial counseling, child care and education counseling. Centers serve as a conduit for other federal, state, local, and non-governmental agencies.  Conducted more than 1600 chaplain-led “Strong Bonds” marriage and Family enhancement retreats for 62,000 attendees to increase marital satisfaction, enhance readiness and reduce potential for divorce.  Added 33 Family Life Chaplain positions to deliver effective Family ministry and training. Provided approximately $35 million for marriage and relationship enhancement programs.  Conducted more than 100,000 religious services around the world, including at home stations and on the battlefield. Ensured better access to religious support at the battalion level by adding 21 Chaplains and Chaplain Assistants.

2.2 Health Care
The Army is committed to increasing accessibility and quality of health care.  Created 36 Warrior Transition Units to support more than 7,700 Soldiers. An additional nine community-based WTUs are now serving more than 1,450 Warriors in Transi-

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Fiscal Year 2009

Army Family Covenant: Keeping the Promise
tion residing at home.  Increased primary care visits to more than seven million in FY08, meeting access standards for 90 percent of patient acute, routine, and specialty appointments.  Hired 189 of 259 new contract Behavioral Health providers (does not include providers who converted from contract to government employment) and launched an intensive marketing campaign to hire more BH providers.  Funded 46 Marriage and Family Therapist positions.  Filled 72 percent of the Army Substance Abuse Program counselor positions, an increase of 2 percent from last year.  Provided Traumatic Brain Injury and Post Traumatic Stress Disorder chain teaching to more than 900,000 Soldiers and conducted neurocognitive testing on more than 240,000 Soldiers prior to deployment. Educated 750 providers on TBI care and programs and provided advanced PTSD training to 950 BH providers (600 received Web-based training). FY09 improvements included increasing the PTSD Training program from 12 to 24 courses and training 720 additional BH providers.  Committed to providing depression and PTSD training to all Primary Care providers ensuring they have the skills and tools needed to treat patients.  Created 200,000 training products for military children and Families to strengthen their resilience and ease the effects of deployments on children, spouses, and dual-military Families.  Established a Center of Excellence for Children and Adolescents at Madigan Army Medical Center to develop appropriate prevention and resiliency-based psycho-educational support products.  Strengthened partnership efforts with the Department of Veterans Affairs to improve the transition process for Soldiers.  Authorized TRICARE Standard coverage for more than 500,000 eligible members of the Selected Reserve and their Family members and lowered the co-payment by 44 percent for individuals and 29 percent for Family members.  Augmented Family Life Centers with U.S. Army Reserve Chaplains to increase access to supportive Family counseling and education as part of comprehensive counseling initiatives.  Conducted regular suicide awareness, prevention and intervention training for Soldiers at their home station and while deployed.

2.3 Soldier and Family Housing
The Army is committed to improving Soldier and Family housing.  Automated and enhanced housing services by offering the Automated Housing Referral Network, a home buying service, and Army Housing OneStop, a garrisons and community information source.  Continued the Residential Communities Initiative that provided the Army with the ability to leverage private sector capital and best business practices, ensuring quality facilities and communities will be sustained through the next 50 years. Through April 2009, RCI has privatized 43 of 45 planned garrisons, built more than 19,000 homes and renovated another 14,000. The planned goal calls for 87,747 homes or 98 percent of all Army Family Housing in the United States.  Expanded the RCI model to include Unaccompanied Senior Enlisted/Officer Quarters at five garrisons (Forts Irwin, Drum, Bragg, Stewart, and Bliss) to address the shortage of adequate/affordable off-post rentals. The plan is to construct 1,396 one and two bedroom apartments.

Annual Report

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Family and Morale, Welfare and Recreation Command

 Received the 2008 President’s Quality Award from the U.S. Office of Personnel Management for the RCI program. RCI also won the Urban Land Institute’s Award for Excellence in 2008.  Funded the Training Barracks Modernization Program at $930 million to allow 11,306 Soldiers to move into newly designed or renovated barracks in FY09. New construction or modernization of 19,746 barracks spaces is scheduled for completion by end of FY09.  Introduced the First Sergeant’s Barracks Initiative to enhance: single Soldier quality of life; reduce overall unprogrammed single Soldier basic allowance for housing; maximize barracks utilization while reducing the number of certificates of non-availability; and reallocate Soldier time from non-war fighting tasks.  The Army approved $500 million (FY08 GWOT supplemental) and $100 million (American Recovery and Reinvestment Act of 2009) for Warrior Transition Barracks.

 Delivered community-based outreach services (including 60,000 Hero Packs) in 49 states and the District of Columbia to geographically dispersed children of deployed Active, National Guard, and Army Reserve Soldiers through Operation: Military Kids.  Adopted the DoD Interstate Compact on Education Opportunity for Military Children in 20 states to date. Addressed four categories — eligibility, enrollment, placement and graduation — the compact removes “barriers to educational success” imposed on children of military Families due to frequent moves and deployment of parents.  Collaborated with more than 373 school districts to support military-connected students transferring to new school systems. Obtained National Ac creditation of 103 eligible Child Development Centers and 96 eligible School Age Programs.

2.5 Education, Careers and Libraries
The Army is committed to expanding education and employment opportunities for Family members.  Placed more than 41,000 military spouses through The Army Spouse Employment Program, a partnership with Fortune 500 companies and government agencies to provide employment opportunities. An updated Web site (www.msjs.org) serves as a portal for military spouses to post resumes providing them the opportunity to achieve employment goals through career mobility and enhanced employment options.  Partnered with The National Endowment of the Arts Partnerships for Arts and Humanities bringing classic literature, teacher, and reader’s guides to more than 2,900 students in 30 Army communities.  Launched the Military Spouse Career Advancement Initiative with the Department of Defense and Labor to provide spouses with up to $3,000 annually for education, training and certification.

2.4 Child,Youth & School Services
The Army is committed to ensuring excellence in child, youth, and school services.  Ensured all garrison-level CYSS Programs are certified by the Department of Defense (equivalent of state licensing requirements).  Reduced the financial burden on Army Families by eliminating CYSS registration fees and reducing program fees.  Increased support to Warriors in Transition Families by providing child care during medical appointments, reducing child care fees, and eliminating fees for children of Wounded Warriors to participate in four CYSS instructional classes and two individual sports.  Funded 72 FY08 Child Development Center construction projects, programmed 29 additional Centers FY09-14, approved 18 new Youth Centers in FY08 and programmed seven additional Youth Centers FY09-14.

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Fiscal Year 2009

Army Family Covenant: Keeping the Promise
 Offered 39 library reference databases through ARMY OneSource and Army Knowledge Online to support education and life-long learning pursuits. This centralized purchase saved $7.1 million.  Purchased enterprise-wide DoD funded library databases through the Army Library Program. The databases support Family educational needs such as improving literacy among children.  Developed a 24/7 General Library Information System which offers library services to Soldiers and Family members including the National Guard and Reserves, anytime, anywhere.  Initiated the Army Library Program “Reach Out and Read” that provides pediatric literacy training to hospital personnel at 20 locations. Children at well-baby/child appointments receive a free book and parents receive instructional tips on teaching reading.  Provided a database of reading and audio materials, available upon request, to Family members of the deployed. Subjects include self-help, educational, literary classics, and best sellers.

2.6 Recreation,Travel and BOSS

The Army is committed to providing Soldiers and Families a quality of life that is commensurate with their service through quality Recreation, Travel and Better Opportunities for Single Soldiers (BOSS) programs and services.  Developed Warrior Adventure Quest, a Soldier program supporting reset and re-integration that combines high adventure outdoor recreation activities with Battlemind training to help develop Soldier coping skills. Comprised of Army medical, psychology, behavioral health, and safety professionals, WAQ targets units during the first 90 days of home-station return.  Coordinated a four-day training course with Pennsylvania State University that trains recreation professionals on how to integrate Wounded Warriors into existing programs.  Teamed with the National Amputee Golf Association and the United States Golf Association to provide Warrior Transition Units with golf instructional clinics. These clinics enable Soldiers to use golf as part of a total transition back to an active lifestyle.  Created the Wounded Warrior Sports Program to provide a goal-oriented sports program for physically disabled Soldiers remaining on active duty.  Partnered with a bowling industry coach to incor-

porate adaptive bowling education into the Army Bowling Manager certification program, ensuring high quality support to Wounded Warriors and Army Family members with special needs.  Approved requirements for 48 full-time BOSS positions to enhance quality of life and morale for single Soldiers.  Developed a bowling promotion that brands bowling centers as Family-friendly environments, while teaching children about the centers and the game.  Increased recreation facility operating hours and programming, and provided on-site child care at locations with deployed Soldiers.  Deployed Morale, Welfare and Recreation professionals into Iraq, Kuwait and Afghanistan to provide quality of life, entertainment and recreation support.  Developed the Web-based Army Arts and Crafts Contest to allow geographically dispersed Soldiers and Family members to participate in the program.  Standardized and increased the quality of fitness center exercise equipment across the Army.  Provided Soldier entertainment including the U.S. Army Soldier Show and USA Express Band.  Provided multiple money-saving travel opportunities to popular domestic destinations through the Information, Tickets and Reservation Office and online at www.Offdutytravel.com.  Planned renovations are underway at three lodging locations: Fort Stewart, Ga., Fort Lewis, Wash. and Camp Zama, Japan. New lodging hotels have opened at Camp Humphreys, South Korea, Dugway Proving Ground, Utah, Fort Knox, Ky., Fort Lewis, Wash. and Hohenfels, Germany.

Annual Report

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Family and Morale, Welfare and Recreation Command

New lodging hotels are under construction at Chievres, Army and Air Force and completed 17 long-range capital Belgium, Fort Jackson, S.C., Grafenwoehr, Wiesbaden, and projects at a cost of $159 million. Stuttgart, Germany and Vicenza, Italy.  In FY08, 423 AAFES associates volunteered and deployed in support of OEF/OIF operations. Additionally, the 2.7 Communities and Marketplace number of AAFES Impress Fund Activities, serving remote sites downrange numbered 16 in Iraq and 25 in Afghanistan. The Army is committed to providing Families a strong,  AAFES leveraged a variety of communication avenues supportive environment where they can thrive. in support of Military and ARMY OneSource. AAFES placed  Provided military Families in 35 states with continued commercials on the BX’s and PX’s in-store television and in-state college tuition benefits after the military sponsor radio networks, advertised through e-newsletters and the leaves the state. Exchange Online Store, and also provided content regard  Conducted 86 Community Covenant signing ceremo- ing exchange benefits to Military and ARMY OneSource. nies in 2008 and more than 60 signing ceremonies in 2009 with dozens more in various planning stages. Leveraged public and private support for Soldiers and Families through the Community Covenant, and more than 1,500 best community support practices on the Covenant Web site.  Supported more than 30 bills enacted by states in 2007 to address flexible and expedited processes to aid military-connected voters in deployed areas.  Integrated resources in 38 states through Inter-Service Family Assistance Forums to assist military Families with child care, resources for schools, teachers and youth, and to facilitate easy access to information, services, and support. The Department of Defense is continuing to increase utilization and coordination with high-level state officials and agencies.  Programmed ten new commissary projects with a $210 million investment over the next three years.  Provided the Commissary benefit that saved an average of more than 30 percent on purchases by Soldiers and Families compared to commercial prices. Savings totaled $3,400 annually for a Family of four.  Conducted Commissary on-site sales at 104 locations for Guard and Reserve Soldiers and their Families. Guard and Reserve Families purchased $14 million worth of commissary products.  Army and Air Force Exchange Service is a major source of employment; approximately 25 percent of the more than 43,000 AAFES associates are military Family members. Another 1.1 percent of associates are military members who work part-time in exchanges during their off-duty hours.  In FY08, AAFES provided $589 million in direct support via MWR dividends and capital investment to the

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Fiscal Year 2009

Family and Morale, Welfare and Recreation Command

Executive Summary
The Basics of Family and Morale, Welfare & Recreation

I

In FY09, Army Family and Morale, Welfare & Recreation received $1.9 billion in appropriated funds from Congress and $1.3 billion in nonappropriated funds primarily from cash register sales of goods and services.
Our major business partner, the Army and Air Force Exchange Service, provided a $148 million dividend to Army FMWR based on two distinct agreements. In the first, the Army shares 50 percent of AAFES net income after depreciation 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. And second, through the Army Simplified Dividend, garrisons receive 100 percent of Class VI profits, 80 percent of pay telephone revenue, and 0.4 percent of all local AAFES sales. The latter component is deducted from the Army share of total AAFES profit with the remainder going to the Army Morale, Welfare, and Recreation Fund. Revenues received from Army Lodging room charges are used solely to sustain and recapitalize the Lodging program and its facilities. Monies derived from user fees and sales, AAFES, and recreation and amusement machine operations are invested and earn interest to benefit Army FMWR operations. When combined, NAF represents 42 percent of all funding that allows Army FMWR programs to continue to serve more than 3.9 million patrons. Most of this money goes to Army installations and is used to run FMWR operations, programs, and services. What is left is focused on Army-wide capital improvements and minor construction and capital purchases.

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Fiscal Year 2009

Executive Summaries Financials

Financial Overview
All Army Morale, Welfare and Recreation Funds
Field operating MWR programs and nonappropriated fund instrumentalities, the Army Recreation Machine Program, and the Army MWR Fund comprise Army MWR operating funds. Collectively, $2.7 billion in total APF and NAF funding supported FY09 operating and capital requirements worldwide—a $209 million increase from FY08. For APF, a $181 million increase was primarily due to the Army support for the Soldier Family Action Plan of the Army Family Covenant. The biggest increase was in Operations Maintenance Army with $1.206 billion funded, an increase of $76 million from FY08. The positive change in OMA was primarily due to the continuation of the Child/ Youth capitalization initiative. For NAF, revenue increased $28 million over FY08. Major increases were seen in operating income (user fees). Sales were relatively stable despite deployment. The Army and Air Force Exchange payments to the Army amounted to $148 million, a $1 million decrease from FY08. Figure 1 shows total FY09 funding support and uses including Lodging and Army Community Services. The ratio of APF to NAF support was 58 percent to 42 percent, respectively. The APF increased 13 percentage points from FY08, primarily due to the increased support for construction. The major use of funds continues to be personnel, at 44 percent of the total, up four percentage points from FY08. After operating costs, $792 million was available for capital requirements—$201 million more than FY07.

Global Army Program Overview
MWR, Lodging and Army Community Service
FY09 ($ in millions)

des Inclu RRA /A OCO 0M $55
Other MWR NAF $602 (19%) Gross ARMP Revenue $103 (3%) Sales $229 (7%) Lodging $269 (8%)

Sources
AAFES Dividend $148 (5%) Other Expenses $1,053 (32%)

Uses
Capital Investment $792 (24%)

Military Personnel Account $16 (1%)

Appropriated Funds $1,899 (58%)

NAF Personnel $508 (16%)

GS Personnel $388 (12%)

Figure 1

The Global Army Program is $3.2 billion

Uniform Funding and Management/U.S. Army Personnel $492 (15%)

 Addresses  

total universe of all resources and uses Sources: 58 percent APF and 42 percent NAF Uses: 44 percent personnel; 24 percent capital investment; and 32 percent other expenses

Annual Report

13

Family and Morale, Welfare and Recreation Command

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 leadership established tracking mechanisms to ensure proper execution. MWR is now in its 14th year of monitoring these standards. Figure 2 illustrates FY09 results. Army MWR reported Category A APF rising from 84 percent in FY08 to 89 percent in FY09, and Category B rose from 77 percent in FY08 to 79 percent in FY09.

Army MWR Operating Funds
APF as Percentage of Total Expenses FY02 Category A Category B
Figure 2

FY03 92% 69%

FY04 93% 71%

FY05 89% 66%

FY06 83% 67%

FY07 83% 65%

FY08 84% 77%

FY09 89% 79%

Minimum 85% 65%

91% 67%

Critical Indicators
The MWR Army Leadership 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 Army MWR Fund loan to the Army Banking and Investment Fund with field Nonappropriated Fund Instrumentality cash deposits. For the cash to debt ratio, the Army Leadership reviews the total Army’s cash in the Army Banking and Investment Fund, 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 Sept. 30, 2009, the Army’s collective MWR operating cash to current field liabilities was 2.8:1 (Figure 3). The AMWRF loan ratio to field cash deposits continues at zero percent. This position is due to the AMWRF having paid off in FY07 without any subsequent loan requirements in FY09.

Critical Financial Indicators
FY05 Percent Army MWR Loan to Field NAFI Deposits Total Cash to Field Current Debt Ratio Total Cash to Army Current Debt Ratio
Figure 3

FY06 9% 1.9:1 1.8:1

FY07 0% 2.5:1 1.2:1

FY08 0% 2.1:1 0.8:1

FY09 0% 2.8:1 1.2:1

12% 1.6:1 1.4:1

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Fiscal Year 2009

Executive Summaries Financials

Total MWR Operating Funds
Direct Appropriated Fund Support
The Management Decision Execution Packages that directly support MWR and Family programs in the Soldier Family Action Plan reflected execution at 100 percent of the Army’s total base and supplemental funding.
The Family (i.e., Army Community Service) and MWR (i.e., Soldier Recreation and Child and Youth Services) MDEPS execution versus targets and funding resulted in the following: all base funding was executed at 100 percent; and supplemental targets and funding were executed at 100 percent.

T

Nonappropriated Funds
For FY09, Army-wide field MWR Funds reported net income before depreciation of $200.4 million (22.7 percent of net revenue) versus FY08 NIBD of $160.1 million (18.1 percent of net revenue). Net income after depreciation was $57 million for FY09 versus $16 million in FY08. Figure 4 reflects the level of NIBD earned in FY09 which exceeds the Army’s NIBD standard by 14.7 percentage points. Figure 5 shows the Army exceeding MWR standards for 13 consecutive years. Figure 6 depicts the field’s NAF operating results by category. Category A reflects a slight decreased reliance on NAF support over the past year. Category B reflects increased earnings of $2.4 million over FY08. Category C also reported an increase in earnings of $6.8 million in FY09 compared to the previous year. The cost of NAF overhead declined in FY09 by $24.5 million as compared to FY08. Figure 7 displays the sources of non-operating income for the field. With the exception of Army and Air Force Exchange Service dividend revenue, all categories were less than budget projections.
Total MWR NAFI Worldwide NIBD/NIAD
201
$ in millions  Budgeted  Actual

156 140

160

57 36 35 18
FY09 NIBD
Figure 4

FY09 NIAD

FY08 NIBD

FY08 NIAD

Annual Report

15

Family and Morale, Welfare and Recreation Command

FY 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Figure 5

MWR BoD NIBD Standard 5% 5% 7% 8% 8% 8% 8% 8% 8% 8% 8% 8% 8%

Actual NIBD
$ (in millions)

% Total Revenue 7.8 8.9 8.8 11.4 14.3 14.7 13.5 12.1 13.0 12.7 16.3 18.9 18.1 22.7

65.1 75.8 66.9 88.6 116.7 117.1 103.8 91.6 99.4 104.5 137.2 169.3 160.1 200.4

MWR Program Functional NAF Operating Results
$ Millions
Income Generators Category C Programs External Revenue Subtotal Income Users Category A Programs Category B Programs Overhead Expense Capital Reinvestment Asmt Subtotal NIBD* %of Net Revenue
Figure 6 Note: FY06-FY09 percentage based on UFM/USA for MWR – Adjusted revenue.

FY06
$74.4 142.7 217.1 -5.5 2.9 -77.3 0.0 79.9 $137.2 16.3%

FY07
$91.6 167.5 259.1 -4.9 6.2 -91.1 0.0 89.8 $169.3 18.9%

FY08
$89.9 144.5 234.4 -5.3 5.8 -74.8 0.0 -74.3 $160.1 18.1%

FY09
$96.7 129.2 225.9 -5.0 30.0 -50.3 0.0 -25.3 $200.4 22.7%

8%

Non-Operating Revenue
85.5 87.3

81.7

$ in millions  FY08 Actual  FY09 Budget  FY09 Actual

32.4 24.3 20.7 32.4

17.5 10.2 4.4 0 0

AAFES

ARM

Interest

Guest House Payback

Figure 7

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Fiscal Year 2009

Executive Summaries Financials

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

Army Morale, Welfare and Recreation Fund
The long-range Morale, Welfare and Recreation financial plan redirected field Nonappropriated Fund Instrumentality-revenue to the Army Morale, Welfare and Recreation Fund for worldwide application to modernize MWR NAF facilities and program investments. The plan also authorizes borrowing from the Army Banking and Investment Fund. In FY09, this plan paid out $17.4 million for regular construction, $10.8 million for management information system support, and $12.7 million 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 Better Opportunities for Single Soldiers. The fund also supports a portion of the NAF administration budget for FMWRC. Figure 8 shows the AMWRF FY09 allocation.

Uses of an AMWRF Dollar

Construction and Program Investment 51%

Field Services and Self-Sufficiency Exemptions 26%

USACFSC Operations 23%

Figure 8

Army Recreation Machine Trust Fund
The Army Recreation Machine Trust Fund administers the Army Recreation Machine Program operating profits. In FY09, the ARMTF received $30.6 million in profit distribution, a $20.8 million decrease from FY08. Major uses of cash in FY09, on a cash flow basis (which includes cash on hand at the beginning of the year) were $30.1 million in shared distributions to Regions and payouts to the AMWRF and $2.2 million for internal Army Recreation Machine operations capital expenditures.

mercial property insurance which serves as re-insurance against catastrophic loss. During FY09 claim payments for The Army Central Insurance Fund provides comprehensive property and casualty insurance through a self-insured damage to NAF buildings and contents Army-wide were program for all NAF activities. The ACIF purchases com- $1.3 million for the year. Accidents causing damage to

Army Central Insurance Fund

Annual Report

17

Family and Morale, Welfare and Recreation Command

NAF-operated vehicles resulted in losses of $300 thousand. Losses resulting from the theft or robbery of NAF money and securities resulted in claim payments of $28 thousand. The cost of general and vehicle tort claims for bodily injury and property damage due to negligence amounted to $927 thousand. Although there was an increase in workers’ com-

pensation costs rates were reduced in FY09. The cost of unemployment compensation for FY09 resulted in payments of $3.4 million to former NAF employees. The ACIF had a net operating loss of $1.8 million for the year. This loss is attributable to the increase in self-insured claims expense and a reduction in some rates.

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 FY09, the ABIF provided cash management and investment services to 400 Army and DoD entities. Participants earned a compounded rate of 2.29 percent on their average deposited balance. During the year, the ABIF distributed $30 million as interest income. Invested cash rose from $1.337 billion in FY08 to $1.596 billion in FY09 (Figure 9).

Army Banking and Investment Fund
Depositors’ Balances — Net of AMWRF Loan $ millions
1337 1141 1596

870 680 511 382 244 302 409 432

’99
Figure 9

’00

’01

’02

’03

’04

’05

’06

’07

’08

’09

18 

Fiscal Year 2009

Executive Summaries Financials

Army Central Retirement Fund
This report can be found on page 23.

Army MWR corporate finances are the combined total performance from field operating NAFIs, the ARMP and the AMWRF. The Financial Overview section (page 3) of this report shows how these elements, taken in the aggregate, performed from FY08 to FY09. In addition, The Financial Overview section reviews field operating results for the same period. Below are the Summarized Balance Sheet (Figure 10) and the Summarized Statement of Income and Expense (Figure 11), which support the analysis in the Executive Summary.

Financial Report: Army MWR

Summarized Balance Sheet/Income and Expense Statement
Summarized Balance Sheet: Army MWR Operating Funds
The collective financial position (see Figure 10, as of Sept. 30, 2009, reflected a current ratio of 0.7:1 versus 0.9:1 attained at the end of FY08. Cash to current liabilities was calculated at 0.6:1 compared with 0.7:1 as of Sept. 30, 2008. The ratios are in line with the strategy to reinvest maximum cash in capital requirements while sustaining appropriate levels of operating cash to meet daily recurring needs. Major changes in current assets were reflected in Cash, +$73 million and receivables, +$7.5 million. This net increase was offset by accounts payable, -$2.1 million and an increase in other current liabilities, $306 million. Major increases in cash (sinking funds) and liabilities is largely attributed to the Uniform Funding and Management process where Appropriated and Nonappropriated Funds are merged for the purposes of providing MWR services using NAF rules and procedures. A large portion of the Other Assets is under NAF certification awaiting execution of Child Care construction being accomplished under UFM.

Summarized Income and Expense Statement
Figure 11 illustrates the statement of FY09 APF and NAF operations compared with FY08. The NAF revenue and expenses transacted through UFM and MWR Utilization, Support and Accountability have been eliminated from this display in order to preclude overstatement of combined APF and NAF support. In FY09, $909 million was executed through these processes, versus $737 million in FY08. Total APF support increased $181 million compared with the previous year. Major increases were reflected in Operation and Maintenance, Army, +$76 million, illustrating the material effort on the part of the Army to support MWR priorities in the Soldier Family Action Plan. The reported costs for military personnel working in MWR was up $11.2 million, reflecting an increased effort in the field to capture and report these indirect costs more accurately than in the past. The Military Construction, Army level of $314 million was the highest ever reported for MWR, due to the increased number of approved CDC projects and overseas contingency operations funding. The collective NAF revenue for the Army Operating Funds for FY09 was $1,081.2 million, a $27.5 million increase over FY08. The AAFES dividend to the Army decreased $1 million; and the gross Army Machine Recreation Program revenue decreased $26.6 million. While sales remained relatively stable, there was a $77.1 million increase in other operating revenue due to an extraordinary income APF payment for prior year APF authorized costs. On the expense side, labor continues to be the largest element of operations for MWR. The FY09 labor costs overall reflected a 4.8 percent increase over FY08. Other costs declined however compared with the previous year by $173.3 million. This was primarily due to increased emphasis on construction requirements versus recurring operating costs.

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Family and Morale, Welfare and Recreation Command

The NIBD was recorded at $316.3 million, a $118.8 million increase from FY08. Net income was $164.9 million, or 15.3 percent of NAF revenue. This is an increase from FY08 when NIAD was reported at $47.7 million, 4.5 percent of

NAF revenue. Major reasons for the positive condition are attributed to decreased operating costs, increased appropriated fund support, increased NAF revenues and extraordinary income for prior year APF authorized costs.

Summarized Balance Sheet: Army MWR Operating Funds
Sept. 30 FY09 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 Liabilities Current Liabilities Accounts Payable Other Total Current Liabilities Total Long Term Liabilities Total Liabilities Fund Equity Liabilities and Fund Equity $57,522,135 836,618,816 $894,140,951 129,916,888 1,024,057,839 1,703,296,108 $2,727,353,947 $59,577,778 530,418,856 $589,996,634 134,919,558 724,916,192 1,542,732,175 $2,267,648,367 ($2,055,643) $306,199,960 $304,144,317 ($5,002,670) $299,141,647 $160,563,933 $459,705,580 702,451,792 1,349,410 46,708,265 $2,727,353,947 408,430,000 1,445,000 802,840 $2,267,648,367 $294,021,792 ($95,590) $45,905,425 $459,705,580 $496,864,731 97,009,118 21,902,623 15,585,219 631,361,691 2,920,048,521 1,574,566,732 1,345,482,789 $423,869,798 89,508,433 22,693,035 10,804,866 546,876,132 2,802,516,794 1,492,422,399 1,310,094,395 $72,994,933 $7,500,685 ($790,412) $4,780,353 $84,485,559 $117,531,727 $82,143,333 $35,388,394 Sept. 30 FY08 Change

Figure 10

20 

Fiscal Year 2009

Executive Summaries Financials

Summarized Income and Expense Statement: Army MWR Operating Funds
FY09
Revenue APF: Military Personnel OMA Other Operating DLA/DoD MCA Sub-total NAF: Sales Gross ARM Revenue
Central Fund AAFES Dividend

FY08
$5,182,242 1,130,120,495 16,707,621 13,090,000 248,167,000 $1,594,196,685 $1,413,267,358

Change
$11,227,363 75,816,050 15,813,391 12,339,523 65,733,000 $180,929,327

$16,409,605 1,205,936,545 32,521,012 25,429,523 313,900,900

229,057,988 101,761,221 60,979,062 86,695,268 583,389,420 19,330,426 $1,081,213,385 $2,675,410,070

232,343,918 128,400,000 67,344,700 81,749,294 506,292,377 37,501,141 $1,053,631,430 $2,466,898,788
Figure 9

(3,285,930) (26,638,779) (6,365,638) 4,945,974 77,097,043 (18,170,715) $27,581,955 $208,511,282

ASD/Other AAFES Other Revenue* Interest Income Sub-total* Total Revenue and Appropriations Revenue APF: Operating Labor** Overhead Labor** APF Support for UFM Labor Other Operating Costs Sub-total NAF: Cost of Goods Sold Operating Labor* Overhead Labor* Other Operating Costs* Sub-total* Total Operating Expenses Military Construction Army
Net Income Before Depreciation

$121,229,560 27,105,060 492,401,484 490,027,349 $1,130,763,453

$128,607,950 29,152,123 366,806,454 640,533,831 $1,165,100,358

($7,378,390) (2,047,063) 125,595,030 (150,506,482) ($34,336,905)

96,963,696 347,473,834 49,217,827 271,273,210 $764,928,567 1,895,692,020 463,433,232 316,284,818 151,422,886 $164,861,932

96,446,675 361,974,165 103,705,800 294,049,195 $856,175,835 2,021,276,193 248,167,000 197,455,595 149,731,798 $47,723,797

517,021 (14,500,331) (54,487,973) (22,775,985) ($91,247,268) ($125,584,173) $215,266,232 $118,829,223 ($733,405) $117,138,135

Depreciation Net Income (Loss)

* Net of UFM/U: SA/MWR Revenue: FY09 $909,233,517; FY08 $737,181,354 ** Includes General Schedule, Foreign Nationals, Wage Grade and Military Personnel Army
Figure 11

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Family and Morale, Welfare and Recreation Command

Internal Review
Nonappropriated Funds Audit

D

DoD policy requires annual financial statement audits of the Army nonappropriated funds by independent commercial auditors.

For FY08, an unqualified audit opinion was rendered for the NAFs below except for the Army Morale, Welfare, and Recreation Fund and the Army Lodging Fund. These two Funds each received qualified opinions. The AMWRF and ALF accounting documentation did not support the account balance for Construction-In-Progress. The accounting documentation is being corrected. Financial statement audits for these funds for FY 2009 are in progress.  Army Morale, Welfare, and Recreation Fund  Army Central Insurance Fund  Army Banking and Investment Fund  Army NAF Employee Retirement Plan  Army Medical Life Fund  Army NAF Employee 401(k) Savings Plan  Army Lodging Fund  IMCOM MWR NAF Major Construction Fund  Army Recreation Machine Trust and Operations Fund  Korea Region MWR Single Fund  Armed Forces Recreation Centers Funds Group, which include the AFRC hotels in Europe, Korea, Florida, Virginia and Hawaii. The following NAFs are being audited for FY08 and FY09:  Northeast Region MWR Single Fund  Southeast Region MWR Single Fund  West Region MWR Single Fund  Pacific Region MWR Single Fund  IMCOM HQ MWR Fund  Europe Region MWR Single Fund (FY09 only)

These audits have been delayed since consolidated Regional MWR Funds financial statements are not produced by Defense Finance and Accounting Service NAF Financial Services, the accounting office. Financial statement audit reports will be issued for both years. DFAS NAF Financial Services does not produce an auditable financial statement combining the Region and Garrison MWR Funds. Consolidation only occurs at the cash level via the daily cash sweep, and in the Standard Management Information Reports for Finance reports library. Consequently, extensive data collection by the commercial auditors is required to perform the audits for a certified financial audit of the consolidated region’s statement. The Army’s nonappropriated audit committee is monitoring these audits being performed by independent auditors.

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Fiscal Year 2009

Executive Summaries Financials

Army Central Retirement Fund
The Army Central Retirement Fund 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 the end of FY09, there were 5,873 retirees and survivors receiving monthly annuities from the NAF Retirement Fund and 1,464 deferred vested members. As of Oct. 1, 2009, the date of the last actuarial valuation, the value of benefits participants have earned (actuarial present value of accumulated plan benefits) was $883 million. This is the amount required to satisfy all the plan’s obligations if it were terminated today. The market value of assets available on Oct. 1, 2009 was $769 million, compared to $785M on Oct. 1, 2008. 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 Oct. 1, 2009, the total actuarial accrued liability was $1.003 billion compared with $910 million one year before, with the actuarial value of assets at $923 million, for a funded status of 92 percent. This represents the continued strength of the fund in spite of the generally poor performance of the financial markets. In response to the decline in the markets, the 2009 COLA was limited to 4 percent, as opposed to the 5.8 percent increase in the Consumer Price Index. Additionally, the employer contribution rate was increased from 6.5 percent to 7.0 percent, effective Oct. 1, 2009. Retirement plan assets are in a trust fund that can only be used to provide benefits to participants as authorized by the plan. Five trustees are responsible for investing assets in authorized investments. Assets are invested so that, over time, the return on investment meets the long-term assumpArmy NAF Retirement Fund Asset Allocation
Asset Class Amount ($M) Percent

tions on which the plan is based. The plan paid NAF retirees and their beneficiaries $39.8 million in FY09 including a 4 percent cost of living increase beginning April 1, 2009. On Sept. 30, 2009, the market value of the plan’s assets totaled $769 million (see Figure 1). The return on investment earned by these assets for the year ending Sept. 30, 2009 was -3.3 percent. 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.

Army Medical/Life Fund

401(k) Savings Plan

The U.S. Army NAF 401(k) Savings Plan continues to be a valuable benefit for employees. The total individual 401(k) Savings Plan account balances were $321 million at the end of FY09, an increase of $32 million from FY08 (see Figure 2). This increase was a result of participant contributions and some improvement in the performance of the stock market. As of Sept. 30, 2009, there were 13,827 active participants, which was 70 percent of the eligible employees.
(Average Total Returns, Period Ending Sept. 30, 2009, in percent)

U.S. Army NAF 401(k) Savings Plan
1 Year 5 Years

Investment Fund

Life of Fund

Retirement Money Market U.S. Bond Index Balanced Fund Davis New York Venture Fund Growth Company Overseas Spartan Equity Dodge and Cox T. Rowe Price
Figure 2

1.27 10.02 3.73 -6.56 0.70 -2.43 -6.86 -3.69 0.48

3.35 4.60 4.36 1.57 5.65 5.64 0.98 0.81 3.52

4.38 7.13 8.98 11.79 12.38 10.87 8.95 10.75 12.56

Common Stock Bonds and Debentures Cash and Equivalents Venture Capital U.S. Government Securities Insurance Contracts Total
Figure 1

542.6 125.7 24.9 38.8 11.9 25.1 769.0

70.2 16.9 2.7 5.4 1.9 2.9 100.0

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Family and Morale, Welfare and Recreation Command

Business Initiatives Group
Clubs and Food, Beverage and Entertainment
Army Club and Food, Beverage and Entertainment activities are an increasing and integral part of installation business operations; contributing essential funding to support MWR programs. The Army operates 173 CFBE activities (Officers’ and Community Clubs, Catering Centers, Stand Alone Branded Restaurants, Food, Beverage and Entertainment activities, and Snack Bars) worldwide. They offer a wide variety of programs and services to enhance unit readiness and support community social needs. architectural design, menus, recipes, training, in-house marketing promotions and much more. There are currently 92 total MWR Branded Restaurants in operation under the eight brands in the portfolio. Seven of these are located on and managed by Air Force and Marine Corps bases. The Army’s Name Brand Fast Food program further expands the quality of food services to the total Army community, and generates reasonable earnings for the Installation Morale, Welfare and Recreation Fund. There are currently 12 NBFF operations in MWR facilities. In FY09, these produced $600 thousand in NIBD for the IMWRF. Bingo is one of the most profitable Army MWR programs in the CFBE portfolio–producing $8.9 million in NIBD on $45.3 million of revenue. It is important to note that 95 percent of bingo revenue and 92 percent of the NIBD comes from the top 10 programs. Bingo programs afford our patrons fun and excitement in a social setting and are projected for expansion at several garrisons in FY10. FY10 bingo program expansion will include introduction of 24-Number Bingo (Quick Shot) at selected Bowling Centers. In 2009, the revitalization of Army MWR catering continued to move forward. Aggressive development of the “Army Catering Program” began with the goal of providing a comprehensive set of tools designed exclusively for MWR managers and catering personnel. The new Army Catering concept was introduced at Fort Riley, Kan. and Fort Lewis, Wash. The program is being enhanced based on lessons learned from these implementations.

“MWR Branded Restaurants are comprehensive packages that can be customized to fit the needs of the installation...”
For FY09, CFBE recorded net income before depreciation of $14.5 million on total revenue of $149 million, a return of 9.9 percent compared to the IMCOM standard of 8 percent. Total revenue for CFBE decreased by $5.4 million compared to FY08; while NIBD decreased by $1.9 million. Appropriated funding reimbursements increased to $3.0 million for FY09 versus $2.8 million for FY08. The Army’s MWR Branded Restaurant Operations compete with popular off-post establishments to achieve business success and give Soldiers what they want. MWR Branded Restaurants are comprehensive packages that can be customized to fit the needs of the installation; whether it’s a retrofit of an existing facility, in-line service counter or brand new construction. FMWRC offers market assessment,

Bowling
The Army operated 86 Bowling Centers with 1,650 lanes during FY09. These Family-oriented entertainment centers hosted 6.9 million patron games bowled and offered — in addition to open, league, and tournament bowling — a wide array of amenities such as Strike Zone snack bars, video and internet gaming machines, meeting and party rooms, rec-

24 

Fiscal Year 2009

Business Initiatives Group

reational machines and bingo. A few centers have expanded into laser games, miniature golf, and soft play areas for children. Extended deployments and back-to-back troop rotations made traditional league bowling difficult and resulted in predominately open play. Both category B (41 locations) and C (45 locations) centers performed well financially in FY09, exceeding Installation Management Command standards. Collectively, Category B bowling activity net revenue was $7.3 million, with $1.1 million in NIBD or 15 percent NIBD as a percent of net revenue. The standard for Category B Centers was breakeven. Category C bowling activity total net revenue was $45.8 million, with $7.4 million NIBD or 16 percent NIBD as a percent of net revenue. The IMCOM standard for Category C Centers was 15 percent. FY09 bowling program investment saw design start for a new state-of-the-art 16-lane Soldier and Family Entertainment Center at Wiesbaden, Germany. Project validation assessments for proposed projects were completed for a new 32-lane center at Fort Gordon, Ga. for $15 million, and for a new 32-lane center at Fort Lee, Va. for $15.6 million. These proposed centers are envisioned to include lounges, Strike Zone snack bars, meeting and party rooms, game rooms, and pro shops. To assist garrisons with the Army Family Covenant and to provide quality Family programming, FMWRC Bowling partnered with the Bowling Proprietor’s Association of America and Strike Ten Entertainment on a new children’s program called Bowlopolis. The program-themed Army centers are child and Family friendly. Children were attracted to Army centers through the periodic release of DVDs — only available at the local bowling centers. The DVDs contained an ongoing serial cartoon story of a little boy who must learn to bowl. Army Bowling Center membership in the BPAA and Strike Ten Entertainment enables garrisons to join nationally-spon-

sored promotions and events of this type. To date, 28 centers signed up for the program. To enhance Bowlopolis and provide a turn-key educational program, a children’s training kit and lessons manual were sent to participating garrisons. Child, Youth & School Services, as well as schools, churches, and other organizations, partnered with local participating bowling centers to bring Bowlopolis to Army youth. Managers submitted quarterly after-action reports to measure the return-on-investment for the program. After a successful launch in FY09, the program is planned to continue in FY10. Bowling Center Manager certification training was provided in June 2009 as part of a Joint Services training venture. Managers received instruction in facility and equipment management, coaching, pro shop operations, lane inspection and certification, and new IMCOM initiatives. One of the country’s top bowling coaches, Dick Ritger, provided an Adaptive Needs bowling coaching program, developed for Wounded Warriors and other Family members with special needs. Bob Rea, a leader in children’s bowling instruction, provided a class for managers wanting to learn more about children’s coaching under the Bowlopolis umbrella. Both new coaching programs were incorporated into the bowling management certification training requirements. A new FMWRC, Business Initiatives Group training program was implemented in FY09 whereby 18 bowling center managers were centrally funded to attend the training. Attendance was funded locally for another 40 Army Managers and 140 Managers from other Services. The FY09 bowling Excellence in Management award nominees were: Teresa Day, Coyote Bowling Center, Yuma Proving Ground, Yuma, Ariz.; Frank Jacobson, Thunder Alley Lanes, Fort Carson, Colo.; Barbara Cox, Phantom Warrior Lanes, Fort Hood, Texas; Diane Clark, Strike Zone

Annual Report

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Family and Morale, Welfare and Recreation Command

Bowling Center, Fort Polk, La.; John Howard, Redstone tant $10. On average, installations collected $362 in entry Lanes, Redstone Arsenal, Ala.; Abdul Qayyum, Fort Myer fees from contestants resulting in 720 attempts to qualify to win the $10,000 grand prize. Ensign Ryan Hixson of the Bowling Center, Fort Myer, Va. Coast Guard defended his 2007 and 2008 titles by pulling off the three-peat, and once again taking home the $10,000 grand prize. Army Golf has set up Professional Golf Association For FY09, the Army’s 53 golf courses recorded NIBD of Certification Training to provide “affiliated” memberships $7.7 million on net revenue of $69 million, a return of 11.2 to properly certify Army Golf Course Managers that are not percent versus the IMCOM standard for installations of 15 PGA Class “A” Professionals. Level I of the training is schedpercent. FY08 NIBD was $9.6 million on net revenue of $73 uled in January 2010, in conjunction with the PGA Merchandise Show in Orlando, Fla. Level II will be conducted in million, a return of 13 percent. During this period of high operational tempo and nec- August 2010 in Las Vegas, Nev., prior to the PGA Fall Expo. essary changes to operational approach, Army Golf focused The golf managers will earn their Army Golf Certification on programs supporting authorized users in special circum- upon successful completion of Level II. stances. A discount program reducing golf green fees and Training for managers and superintendents remains lessons was offered to Family members of deployed Brigade a priority. The Army was represented at the Golf Course Combat Team Soldiers. Army Golf, in conjunction with Superintendents’ Course held at Texas A&M in FY09; 55 the National Amputee Golf Association, sponsored “First Army Golf course managers and supervisors attended the Swing” learn to golf seminars under a grant from the Unit- PGA/Armed Forces Golf Managers’ Seminar in Orlando, ed States Golf Association. This partnership supports in- Fla. which was followed by the PGA Merchandise Show in troduction of Warriors in Transition to the enjoyment and January 2009. benefits of golf as a leisure activity. The program is offered The IMCOM corporate strategy recommends courses as an on-site train-the-trainer model teaching military golf with excess capacity initiate requests to open for general professionals adaptive golf techniques suitable for players public play or for Veterans’ usage. To date 26 courses are with disabilities. Hands-on instruction to our Warriors in open to public play and 12 are approved to allow access by Transition is provided during these golf clinics. The “First honorably discharged Veterans. Swing” instructors relate to participants as they are all am- Enterprise golf cart acquisition continues to provide putees who have served in the military. From this regard benefits with approximately 3,300 golf cars having been it becomes a peer-to-peer environment creating a dynamic purchased from Club Car through FY09 with realized savings of approximately $3.1 million. FMWRC initiated training opportunity. FMWRC organized “2009 The a bulk purchase request for golf course First Swing Tour” offering instruction at Forts maintenance equipment encompassing Sam Houston, Belvoir, Campbell, Jackson, all 53 golf facilities worldwide. This and Stewart, as well as the Navy Depot contract covers 14 individual comin San Diego. mercial products configured to the The 2009 Military Long Drive Army’s specifications, along with adChampionship sponsored by Snapditional accessories. This contract was ple was held at 20 military instalawarded in March, in time for the spring lations around the world. This in2009 golf season. To date, a total of 54 separate cluded 19 Army Golf Courses, and pieces of equipment have been purchased, repone Navy Golf Course. Golf managresenting a savings of $121 thousand. ers reported that over 300 contestants competed FMWRC purchased 26 Specialty (adaptive) in the events, averaging 17 contestants per site. Golf Carts this past year designed for Wounded Warriors. Entry fees for each six-ball attempt cost a contes-

Golf

26 

Fiscal Year 2009

Business Initiatives Group

Delivery of these carts was targeted to 13 garrisons with Warriors in Transition populations of six or more. The purchase brought availability of the adaptive carts to a total of 64 carts at 31 Army Garrisons. Adaptive carts assist players with their swing as well as facilitate course navigation. The 2009 Excellence in Management Award nominees for golf operations were Song Yong Pak, Camp Casey, Korea; Gary Groff, Stuttgart, Germany; Mark Smith, Wiesbaden, Germany; Michael McDonald, Fort Lewis, Wash. and Robert Taylor, Fort Bragg, N.C. The Excellence in Management Award was Mr. Pak.

Joint Services Prime Vendor Program
The Joint Services Prime Vendor Program continued to provide all Service participants savings in time, labor and money in FY09 through new contracts, increased program awareness, and effective contract management. FY09, JSPVP purchases totaled $140.2 million, a two percent increase from $137.5 million in FY08. Added to the program were 19 Navy lodges resulting in additional $600 thousand in purchase volume. Contract price and rebate savings in FY09 totaled $17.5 million, an increase of two percent over FY08. Cost savings included savings over street costs and rebates, which are estimated at 12-15 percent. Additionally, the customer transaction audits captured over $75 thousand in contractor overcharges that were subsequently paid back to the ordering activities. Product rebates increased 21 percent from $1.15 million to $1.4 million. This was primarily due to a reduced withhold cost for rebate program management, new rebate programs with Clement Pappas, Burry Foodservice, Lactalis Foodservice, Sterno Group, and Ralcorp, and enhanced rebate programs with McCain, McCormick, Ventura, and Advanced Foods. Army participation in the JSPVP program increased 2.9 percent from FY08. Garrisons in all Regions increased par-

ticipation except the Southeast and Pacific Regions. Major improvements in participation occurred at several garrisons. Fort Belvoir, Va. improved by 19 percent compared to FY08 and improved 34 percent over the last two quarters of FY09. Fort Myer, Va. improved 2 percent compared to FY08 and improved 31 percent over the last two quarters of FY09. Fort Lee, Va. improved 30 percent compared to FY08. Research on opportunity buys of food inventory surpluses and promotional programs continues to identify greater opportunities for cost savings. Such buys, can provide up to a 50 percent cost savings for products already in use. A logistics/warehouse optimization initiative is presently underway in Korea in order to reduce overall costs and streamline operations.

Recycling
Installations with approved Qualified Recycling Programs, deposit the proceeds from recyclable item sales into a special Suspense Account, as required by law. After reimbursing QRP expenses, Commanders may use up to 50 percent of account balances for pollution abatement, energy conservation, and occupational safety and health projects. Commanders should monitor the special Suspense Account balance, as at the end of a fiscal year any funds not used for those areas (up to 100 percent of the account), with a balance in excess of $2 million, must be returned to the U.S. Treasury. Commanders need to ensure that funds are distributed from the Suspense Account in a timely manner, and that items recycled through the QRP have a positive or a breakeven return. The other contributor to the Suspense Account is the Defense Reutilization & Marketing Office as their sales of qualified recycling material are also deposited there. The proceeds from certain materials, such as precious metals and metals from military hardware may not be credited to the Suspense Account. In the 25 years of direct MWR involvement in installation QRP, the business of recycling has changed substantially. The “easy to get” materials, such as from accumulated metal piles, junk yard storage holdings, base clean-ups, and initial firing range clean-up drives, have already been collected, sorted, and recycled. This leaves daily recycling from solid waste as the normal routine for recycling programs,

Annual Report

27

Family and Morale, Welfare and Recreation Command

including household recyclables, office paper and cardboard, small arms brass, and the usual turn-ins to Defense Reutilization Management Office. All MWR operated QRP’s in FY09 reported a positive NIBD. Total revenue was $18.3 million with a $10.2 million NIBD. Revenue remained consistent compared to the previous year and NIBD dropped $0.7 million. This drop in NIBD was expected, as in FY08 there was a higher than usual transfer of funds by commanders from the Suspense Account to MWR. Additionally, recyclable material prices have dropped in the last year, some substantially, and until the overall economy recovers, a downward trend in revenue and net earnings is likely in FY10. QRP results are dependent on the 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.

Recreational Lodging
Category C Recreational Lodging is receiving new focus within Business Operations. Working with Soldier and Community Recreation, clear definitions were developed to distinguish Category B and Category C operations. The Category C Recreational Lodging program mission to provide quality Recreational Lodging accommodations to Soldiers and their Families seeks a high quality environment providing guests with a temporary living environment that enhances rest and relaxation. Customer service is our number one priority. A field data call commenced pursuit of actions targeting development of operating and services standards; consistent organizational structures; and standard position

descriptions. The ultimate objective is to provide customers a consistent expectation for Recreational Lodging quality and services and easy access to reservations information through a centralized reservations process. There are 29 garrisons offering Category C Recreational Lodging activities with various levels of products and services categorized as two major types: Stand-Alone Lodging (cabins, cabanas, cottages and manufactured/modular homes); and Multiple-Unit Lodging (lodges, hotels and apartments). For FY09, Recreational Lodging program activities recorded a NIBD of $4.3 million on total revenue of $11.6 million. Utilizing the Army Lodging model, new Standards for Service and Operations have been drafted. Recognizing the need to enhance the facilities, the garrisons/regions in coordination with Headquarters will facilitate training of the garrison employees in Rectrac (property management system) and Customer Service Training beginning in FY10. In FY09, the Recreational Lodging potential was examined at Fort Hamilton, N.Y. and Fort Benning, Ga. using Project Validation Assessments. Demand was substantially quantified at each location but, to date, funding for these projects has not been identified. Additional program emphasis for FY10 will be utilization of the cost-saving benefits of the Enterprise Buy Program and developing a comprehensive program to solidify Category C Recreational Lodging as a professionally operated chain of leisure opportunities for authorized users.

28 

Fiscal Year 2009

Business Initiatives Group

Hospitality Programs
Army Lodging’s mission is to provide customer-focused lodging services supporting the readiness of the Total Defense mission. Accommodations in Army Lodging facilities are available to all official travelers: Temporary Duty; Permanent Change of Station; and other Department of Defense travelers. The mission also supports wounded warriors, emergency lodging during natural disasters, and support for anti-terrorism missions. In addition, military members, retirees, and their Families may stay in Army Lodging hotels while on leisure travel, when rooms are available. In FY09 Army Lodging provided over 4.54 million room nights to over 5.6 million guests at 72 Garrisons worldwide with average occupancy rate of 74.8 percent. Occupancy included 4.4 million room nights associated with guests on Temporary Duty and 0.5 million room nights for travelers on PCS status. Army Lodging hotels provide a range of facilities from standard rooms designed for short term business travelers to larger accommodations complete with kitchenettes designed to meet the needs of Families and/or long term TDY travelers. Army Lodging’s accommodations are complete with standard amenities and services comparable to mid-priced commercial hotels. Army Lodging transitioned 10 hotels to Privatization for a total of 3645 rooms, on Aug. 15, 2009. These hotels are now operated by Intercontinental Hotel Group and are no longer official lodging.

to training and Reserve personnel traveling in a TCS status, who are on orders for more than 180 days. In FY09 the TCS program saved $44 million. These savings continue to grow as the program grows with national contracts. Potential annual savings could be as high as $236 million if we assume the difference between placing Soldiers on the economy at 100 percent per diem versus leveraging contract lodging and 55 percent per diem. Both programs are supported by a Central Reservation Center located on Redstone Arsenal, Ala. The CRC booked 12,029 reservations during FY09, resulting in 468 thousand booked room nights for LSP and 873 thousand booked room nights for TCS. Army Lodging’s Wellness Program opened a 95 room hotel at Chievres Air Base, Belgium and added 58 Family suites to the Ederle Inn in Vicenza, Italy in FY09. The hotel provides extended stay rooms, Family suites and accessible rooms, featuring high speed internet access, kitchenettes, enhanced furniture packages, guest laundry, and continental breakfast service. These hotels provide quality, affordable lodging services and accommodations contributing to mission accomplishment and quality of life for short- and long-term Temporary Duty travelers as well as PCS Families. One of the major benefits of on base Lodging is the reduction of stress on Families, as they become familiar with their host nation. Army Lodging has projects under construction in: Wiesbaden, Stuttgart, Grafenwoher, and Ansbach, Germany; and Fort Jackson, S.C. Renovations are under way at Fort Stewart, Ga., Fort Lewis, Wash., and Camp Zama, Japan. The Lodging Operation of the Year Award (see 2009 winners on next page) competition assesses financial management and operating performance against Army Lodging Standards for Service, Operations, and Facilities. All Army Lodging activities complete the Garrison Lodging Operation Self Assessment. These assessments are forwarded to FMWRC Hospitality Programs for review and selection. Three Garrison lodging activities are selected from each region. On-site visits are conducted by teams from FMWRC and prior year winners. The LOYA competition categories are: Small (1-49 rooms); Medium (50-99 rooms); Large (100-499 rooms); and Super (500 + rooms).

Army Lodging Wellness Program

When on-post lodging is unavailable, the Lodging Success Program, in partnership with private industry, is a special benefit for official business travelers to key DoD business travel destinations. The LSP allows traveler and conference attendee access to quality name brand hotels at or below lodging per diem rates in major metropolitan areas. The LSP has 19 locations and provides overflow accommodations at 56 contracted hotels. The program provided cost avoidance to the Army travel budgets of $3.4 million or 11 percent in comparison to local lodging per diem rates. Army Lodging supports Installation Management Command and Temporary Change of Station requirements by contracting for commercial apartments to meet long term requirements exceeding on-post capabilities. Overflow accommodations primarily support Soldiers traveling

Army Lodging Success Program and Temporary Change of Station Program

Army Lodging Award Program

Annual Report

29

Family and Morale, Welfare and Recreation Command

The LOYA nominees receiving the highest scores will be recognized on Jan. 27, 2010 during the FMWRC Symposium in Louisville, Ky. LOYA winners receive an operational cash award to be used for lodging activity improvements and a cash award for each employee. Manager, Supervisor and Employee of the Year are also selected annually. Each Region may submit two nominees per award category. Nominations are evaluated by a panel comprised of a prior winner, Region Army Lodging Program manager, and FMWRC staff. The winner in each category receives a Commander’s Award For Civilian Service and a cash award. Army Lodging provides centrally funded Professional Development programs to Army Lodging employees. Professional Development for Army Lodging focuses on the Pennsylvania State University’s Army Lodging curriculum. Penn State offers a well-rounded curriculum of management and supervisory courses including two certification programs that include 12 hospitality-related courses. By completing the first five basic courses attendees will earn a Certificate in Advanced Hospitality Management and upon completion of an additional six courses the attendees will receive a Certificate in Strategic Hospitality Leadership.

Standard Product Program The Central Army Lodging Contracting Office manages all Army Lodging procurement processes. Standard Product Program acquisition initiatives provide either direct savings or cost offsets in the form of rebates. Army Lodging continues to minimize overhead costs by consolidating capital purchases and participating in the Enterprise Buy Program. A market analysis study indicated the need for a 1,000 room Army Lodging facility at Fort Lee, Va. The new lodge will be adjacent to the new Army Logistics University and the Fort Lee Military Entrance Processing Station. It will have 900 extended stay rooms and 100 Family suites with separate bedroom and sitting/living area. Each guest room will include private bath/shower facilities, and a kitchenette (extended stay/Family suites), telephones and data ports (Internet access). Planning is also in process at Fort Benning, Ga. for an 860 room Army Lodging facility adjacent to on-post housing and community facilities. The hotel will consisting of 60 standard rooms, 740 extended Family rooms and 60 Family suites with separate bedroom and sitting/living area. Each guest room will include private bath/shower facilities, microwave oven/refrigerator (standard rooms) or kitchenette (extended stay/Family suites), telephones and data ports (Internet access).

Future Army Lodging Demand

Professional Development Program

2009 Lodging Operation of the Year Award Winners
Small Large

2009 Army Lodging Employee Awards for Excellence Winners
Employee of the Year Fort McCoy, Wisconsin Supervisor of the Year Fort Bragg, North Carolina

Fort Monroe
Virginia Medium

Vicenza
Italy Small

Paula Skinner

Freeman Tyler

Camp Walker
Korea

Fort Leonard Wood
Missouri

Manager of the Year Stuttgart, Germany

David Roach

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Fiscal Year 2009

Business Initiatives Group

Soldiers arriving or departing the United States on Rest and Recuperation from Operation Iraqi Freedom or Operation Enduring Freedom are supported by commercial contract hotels administered by Army Lodging on behalf of the Army G1. There are a total of six contracts; three in the Atlanta airport area and three in the Dallas/Fort Worth area. A fourth hotel for the Atlanta area will be added in FY10. Combined, these contracted properties provided lodging and meals for over 15,000 Soldiers, during FY09 for a total cost of $1.1 million.

Rest and Recuperation Program

are now operated by InterContinental Hotel Group: Fort Riley, Kan.; Fort Sill, Okla.; Fort Rucker, Ala.; Fort Sam Houston, Texas; Yuma Proving Ground, Ariz.; Tripler AMC/Fort Shafter, Hawaii; Fort Hood, Texas; Fort Leavenworth, Kan.; Fort Polk, La.; and Fort Myer/McNair, Va. The PAL initiative is developed and implemented by the Deputy Assistant Secretary of the Army, Privatization and Partnerships. Privatization of Army Lodging will take place in CONUS only. Overseas privatization is complicated by various land and building ownership scenarios. The Wellness Plan will continue to revitalize transient lodging in overseas areas. A schedule for Privatization for remaining Army lodges Privatization of Army Lodging Privatization of 10 Army Lodging operations took place has not been published. on Aug. 15 2009. The following lodges were privatized and

Annual Report

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Family and Morale, Welfare and Recreation Command

Armed Forces Recreation Centers
Overlooking the dunes and beaches of historic Fort Story, Va., where the Chesapeake Bay meets the Atlantic, The Cape Henry Inn and Beach Club is the latest addition to the Armed Forces Recreation Centers organization. Located on the Eastern Seaboard, The Cape Henry Inn is the second AFRC leisure destination in CONUS to serve military personnel. With the Virginia Beach oceanfront as the backdrop and many other entertainment and historic points of interests, all within a 30 minutes drive, The Cape Henry Inn and Beach Club offers a wide range of affordable room types and accommodations, and rates starting as low as $40 a night. The private boardwalk allows easy access to the beach for both wheelchairs and strollers and cycling along the uncongested roadways makes for an enjoyable Family activity. From private decks, most rooms at the main hotel and cottages offer scenic views of the Chesapeake Bay. Outdoor grills, located near the rooms, are also available for Family cookouts. Occupancy year round has historically been around 60 percent, with a high seasonal demand from May through September, averaging close to 100 percent. To improve occupancy during the off-season months, there are extensive expansion plans on the horizon for FY10. The plans outline an addition to the 150 hotel room Conference and Catering Facility, complete with dining, lounge and spa facilities. The existing 50 room Inn, 45 cottage units 17 log cabins and 10 bungalow units will also be receive renovations in FY10. These improvements and the expansion will enhance guest facilities and improve service for local military community conference needs, and offer additional options to Washington, D.C. meeting planners as well. In FY09, The Cape Henry Inn was visited by 78,015 Service members and their Families, who stayed on average three days. Revenues for The Cape Henry Inn and Beach Club for FY09 were over $3.4 million, meeting the key financial objectives with an NIBD of $1.75 million exceeding budget expectation by $321 thousand. Until becoming an AFRC, The Cape Henry Inn and Beach Club had been a well kept secret of many as a year round getaway destination, offering hospitality and a great place to build lasting memories away from life’s daily stresses! Here Service members can enjoy fun in the sun, leisure recreational activities, dolphin watching, strolling on the beach, or just relaxing on the private deck to watch the sunset.

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Fiscal Year 2009

Armed Forces Recreation Centers

Resting in the heart of Seoul, Korea, the Dragon Hill Lodge reflects its elegant style and Asian décor in its 394 spacious guest rooms, premier health club with indoor pool, and four unique restaurants to serve military personnel, Department of Defense Civilian employees, and their Family members. With a 91 percent annual occupancy rate, $36.7 million in total revenue and $17.4 million in NIBD, the Dragon Hill Lodge met all of its key financial objectives for 2009. The resort prides itself on high quality coupled with affordability. With room rates starting at $59, Soldiers, Sailors, Airmen and Marines from throughout South Korea and Asia can experience a multitude of cultural venues along with a plenitude of shopping nestled inside one of Asia’s most important and modern capital cities. A total of 178,544 Service and Family members visited the Dragon Hill Lodge this past year with an average length of stay of 3.2 days. Thousands of miles from home, in downtown Seoul, the Dragon Hill offers our Service members all of the culinary comforts of home at one of several restaurants and retail food outlets. During FY09, a total of 570,978 guests visited the Dragon Hill Restaurants to enjoy home-style menus such as Tex-Mex, Barbecue, Steaks and Fish along with the Dragon Deli which offers grab and go meals, sandwiches and baked goods made fresh daily. As the ongoing drawdown and relocation of U.S. Forces in Korea progresses, the Dragon Hill is actively engaged with long term planning for support to USFK after end state. In the interim, operational adjustments for near term impacts of declining USFK troop strength continue to be a top focus. Recognizing the commitment and increasing sacrifice that the military and their Families continue to make every day, it is the Dragon Hill’s philosophy that service members and their Families are entitled to the utmost quality in service and commitment from our staff and facility. It is our charge to “Serve Those Who Serve,” which makes the Dragon Hill Lodge one of the best places to stay in Asia.

Annual Report

33

Family and Morale, Welfare and Recreation Command

As the Soldiers, Airmen, Sailors and Marines of the European and Central Commands continue their heroic efforts to battle terrorism and rebuild countries in the middle east, far away in a tranquil Alpine setting more than 350 employees at the Edelweiss Lodge and Resort continue to support and care for these brave Service members and their Families by providing a world class destination resort experience. Amidst unprecedented combat deployments and theater transition, supporting readiness and retention is the most important mission of the Edelweiss Lodge and Resort. Since the start of the war on terrorism, more than 54,000 Service members and their Families have taken the opportunity to spend a portion of their Rest and Recuperation leave at Edelweiss Lodge and Resort to enjoy important and relaxing Family time in the beauty of the surrounding Alps. The Edelweiss Lodge and Resort finished its fifth year of operation with FY09 occupancy at 91.1 percent and NIBD of $7.0 million. Resort management focused on evaluating each process and system to identify avenues to reduce annual overhead costs, as well as through various initiatives and operating efficiencies to increase revenue and decrease costs; always with the focus on adding value to the guest experience. The resort must make wise resource investments so that the next generation of Service members will benefit from the programs offered by AFRCs. In an environment of shifting European Command troop positions and heavy deployment rotations, maintaining high hotel occupancy levels is critical. By utilizing innovative marketing technologies such as the “Edelmail” electronic newsletter, and exploiting cross-brand promotional events with American Forces Network radio and other service providers, the Edelweiss Lodge and Resort is able to keep in touch with existing markets while growing relationships across geographic boundaries both in the European theater, and in the United States, at a fraction of the cost of traditional marketing media. In a tranquil setting far removed from day-to-day stresses of military life, the management and staff of the Edelweiss Lodge and Resort stands ready to welcome America’s Service members and their Families to a vacation experience that will create memories that last a lifetime.

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Fiscal Year 2009

Armed Forces Recreation Centers

The Hale Koa began the fiscal year in the midst of the renovation of its original 33 year-old Ilima Tower. The renovations continued into early 2009 for guest rooms and the Main Kitchen. Renovations of Happy’s Snack Bar, Warriors’ Lounge, and DeRussy Hall were also completed. With the completion of the Main Kitchen, was the return of the Sunday Champagne Brunch in late April. The hotel continued to show strong occupancy through mid August 2009 with the effects of the recession felt mostly by the Food and Beverage Facilities. The Hale Koa still managed to obtain an average occupancy of 91.1 percent through implementation of innovative marketing promotions. The Hale Koa Hotel had $72.1 million in revenue and a net income before depreciation of $18.7 million in FY09. Since May 2004, the AFRC has supported more than 4,308 Service members on R&R and Block Leave along with 6,430 of their Family members and guests since the program’s inception in May 2004. The period of renovation followed by the impact of recession were reflected in lower room occupancy. Hale Koa Hotel used advanced marketing techniques such as updating the Web site and servers to provide for e-blasts to recipients to increase occupancy. Subscribers increased from 20,000 e-mail addresses to more than 180,000, in addition to implementing survey and statistical reports to assist in recording data and to better explain what our guests are thinking. Social networking, including a profile and friend page on Facebook, a Twitter Account, and placement of the property video on You Tube, was also implemented, along with a promotional video produced with the assistance of the Navy that is currently on the Military OneSource Web site. The Hale Koa Hotel also established a partnership with a Hawaiian country radio station, whose listenership is more than 70 percent military, for several events throughout the year, from a new spin on our Super Bowl party to two Motorcycle Madness events in our Barefoot Bar and Warriors Lounge. We partnered with Na Leo, a premier local recording group, to provide a wonderful Mother’s Day Concert for our guests in the Luau Garden. In addition, the hotel completed a full year of partnership with ITT offices selling Hale Koa Hotel evening show tickets. The Hale Koa staff is committed to “Serving Those Who Serve” through customer service training with the commitment to outstanding guest services which reflect the Aloha Spirit.

Annual Report

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Family and Morale, Welfare and Recreation Command

The Shades of Green is located in a serene setting with oversized guest rooms, and spectacular views from private patios and balconies. With diverse dining options, plenty of kids activities and a premier location on Walt Disney World Resort, Shades of Green is a great vacation destination. While local area hotels were affected by the declining economy and the changes in travel and spending habits, the Shades of Green was experiencing normal occupancy percentages of 90 percent with the help of the great value of the 2009 Disney Military Discount, which will be amended, but continued in 2010. In FY09, the Shades of Green sold 216,520 local area attraction tickets, compared to 176,595 in FY08. Since May 2004, the AFRC has supported more than 2,940 Service members on R&R and Block Leave along with 7,545 of their Family members and guests since the program’s inception in May 2004. The Shades of Green had $35.8 million in revenue and a net income before depreciation of $11.6 million in FY09. The year ended with the renovation of 285 guest rooms in the original wing that was completed in six weeks. As a small token of appreciation for their past, present and continued service, the Shades of Green celebrated the birthday for each branch of service, Memorial Day and Veterans Day. Each event included a small gathering of guests and employees in the Resort Lobby with cake, cupcakes and a reminder of our mission to “Serve Those Who Serve.” The AFRC also hosted two Town Hall Meetings for the local area Wounded Warriors Program, helping support the mission of Hope for the Warriors™ who have been adversely affected by injuries or death in the line of duty. The holiday season began with a new tradition; our official Tree Lighting Ceremony. We had the great fortune of having a Soldier who had just returned the day before from serving in Afghanistan and his Family, who officially started the holiday season by turning on the lights to our Christmas tree. Guests were entertained with a reading of a Christmas Story, and enjoyed hot cocoa, apple cider, eggnog and cookies. Our holiday celebration continued on Christmas Eve with a visit from Santa Claus and Carolers. Staff and guests said goodbye to 2008 and hello to 2009 with our 5th Annual New Years Eve Party that celebrated the disco era. In addition, Raytheon sponsored a second Disney Character Breakfast for our guests, which was a huge success, serving 1,300 guests. Our Eleventh Annual Shades Oktoberfest was a success due to the authentic German Buffet, and featured the Stratton Mountain Boys. Oktoberfest was quickly followed by the Children’s Miracle Network Walt Disney World Golf Classic event. Shades of Green management and staff had the pleasure of being a “home away from home” to our very deserving guests. We are honored to serve all branches of Department of Defense, including Active Duty, Ready Reserves, National Guard, Retired Military and DoD Civilians. It is our promise to continue to provide the best possible service at the most affordable prices.

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Fiscal Year 2009

Annual Report

37

Family and Morale, Welfare and Recreation Command

SFAP is the practical implementation tool for the Army Family Covenant, which specifies the Army’s commitment to providing Soldiers and Families a quality of life commensurate with their voluntary service and daily sacrifices. CYS Services serves almost 500,000 children and youth from the Families of Active Duty, Reserve and National Guard. Of the Active Duty Families, one in every four utilizes CYS Services. CYS Services continues to meet its SFAP commitment to:  Provide quality programs for a larger number of children and youth  Expand its child and youth construction program  Increase garrison mission support  Boost respite care  Offer more care options and reduce fees  Fully utilize video security systems and Youth Technology Labs to keep Soldier parents in touch

F

For Families with children, programs offered by CYS Services are among the most critical factors in reducing the conflict between mission requirements and parental responsibilities. To fulfill its responsibility, CYS Services has focused on the Soldier Family Action Plan.

Nearly half of deployed Soldiers have children under two years old. CYS Services customers are pre ominantly youngd er parents with infants and toddlers who often need services 10-to-12 hours a day, includ ng early mornings, evenings, i and weekends. Pro rams must include a variety of short- and long-term options for Families that are geograph cally dispersed. These g i separations cause increased stress. Another source of stress for children and teens is changing schools often. The CYS Services workforce itself is heavily weighted with spouses and Family members of deployed Soldiers. Within this environment, CYS Services were offered in 2009 at 115 on-post locations in eight countries and U.S. territories. All 50 States had Army-Affiliated and Sponsored Programs. Child, Youth & School Services supports Army and civilian DoD Families where they reside, on- and off-post, with consistently high-quality programs:  Child Development, including full- and part-day care; hourly, respite, and on-site care; shift care; care during special openings; and extended hours or “round the clock” care.  School-Age, including before- and after-school options; summer care and camps; and weekend activities.  Middle School and Teen, including after-school options; summer supervision and camps; evening and weekend activities; and school transition services. Children and youth with special needs are included in all options.

CYS Services Demographics

CYS Services Programs

38 

Fiscal Year 2009

Child,Youth & School Services

Program Delivery Systems

In 2009, CYS Services were delivered through an integrated system of services and program options as follows: Army-Operated (on-post):  Child Development Center Facilities .........................147 .  Family Child Care Homes........................................ 2,690  School Age Centers / Sites ..........................................135  Youth Centers ..............................................................124  Sports & Fitness programs ...........................................77  Boys & Girls Clubs programs ......................................189  4-H Clubs .....................................................................329 Army-Affiliated (community-based):  School Districts supporting school transitions .........369  Boys & Girls Clubs .........................................................17  4-H Clubs .......................................................................90  Army Child Care in Your Neighborhood locations* .........................................................................14  Army School Age Programs in Your Neighborhood locations* .................................................................................9  Army Youth Programs in Your Neighborhood locations* ...........................................................................5

Photos in this section courtesy of CYSS

Army-Sponsored (community-based):  Subsidized child care options .............................................................50 states  Youth outreach services......................................................................34 states  Boys & Girls Clubs open to military youth ........................................50 states  4-H Clubs open to military youth ......................................................50 states, D.C., & 3 territories

*See more about ACCYN, ASPYN, and AYPYN under “CYS Enduring Garrison Support”.

The Army-parent partnership has a vested interest in the well-being of every child. And because parents are the most important people in their children’s lives, their support of and involvement with CYS Services is crucial to those children’s success. That’s why the Army contributes funds to substantially reduce child care fees — and why parents paying their own fair share make a huge difference. Every penny is invested in CYS programs. Neither CYS nor MWR makes any profit from those dollars. Families in the deployment cycle during 2009 also paid reduced program fees and were exempt from registration fees.

Program Fees

DoD Certification

The Department of Defense certified all Army Child, Youth & School Services programs in 2009. DoD Certification is the military version of state licensing and is awarded to Garrison CYS Services programs that meet DoD and Service standards. Region and Army multi-disciplinary teams conduct annual inspections in the areas of fire, safety, facility, health and sanitation, program content, and program administration, and determine compliance with established standards.

Annual Report

39

Family and Morale, Welfare and Recreation Command

The Child & Youth Management System is a dynamic and proprietary information management tool that has evolved into a core element of CYS Services program management and reporting. In 2009, significant progress was made in improving and expanding CYMS technology to streamline processes, particularly online registration and records transfer. Three major installation pilot sites proved the efficacy of the concept, setting the stage for what will become a “one stop shop” that handles intake of child records, enrollment placements, transfer of records, waiting list management, and Parent Information services. Parents will be able to register online and update their own records from home. This interactive content will provide a heightened degree of customer service. Administratively, records transfer will be Web-based, eliminating time-consuming The year 2009 saw the continuation of an accelerated manual data entry. Child Development Center and Youth Center construction program. These new on-post facilities will assist in the effort to accommodate a higher percentage of demand. Ongoing facility construction represents the reality of the CYS Services commitment to the Army Family Covenant pledge To supplement and complement on-post child care and of “ensuring excellence in schools, youth programs and youth supervision options, CYS Services has established community coalitions with local Child Care Resource and child care.” Referral Agencies, schools, and youth-serving organizations Child Development Center construction projects: and capitalized on its partnerships. The resulting spaces  Approved/funded 55 centers in FY09 meet strict military standards and are an integral part of  Programmed four additional centers through FY13 the CYS Services delivery system, included in the DoD child Youth Center construction projects care space and youth participation allocation assigned to  Approved/funded five centers in FY09 participating garrisons.  Programmed two additional centers through FY12

By the end of 2009, nearly every eligible Army Child Development Center and School-Age Program became nationally accredited, exceeding the DoD metric of 95 percent. National Accreditation is an external benchmark, required by law, which ensures that CYS Services programs meet high standards of quality. Results are tracked by the Army Senior Leadership and are included in the DoD Status of the Force Briefing to Service and DoD Senior Leaders.  Child Development Centers (0-5 years) were 99 percent accredited by the National Association for the Education of Young Children.  School Age Centers/Sites (6-10 years) were 100 percent accredited by the National AfterSchool Association.

National Accreditation

CYS Services Technology

CYS Services Facilities

CYS Services Enduring Garrison Support

Army Child Care in Your Neighborhood helps Families find affordable, high-quality care wherever they live. In 2009, two new ACCYN sites were opened in the catchment areas of garrisons highly impacted by deployments, for a total of 14 locations with an enrollment of 1,892 children. The ACCYN program supports Active Duty Soldiers who are single or have working or student spouses, as well as Army civilians. Eligible Families receive assistance in locating and enrolling in quality child care and pay reduced fees, comparable to those charged on-post. Participating civilian Child Care Centers and Family Child Care Homes must meet stan-

Army Child Care in Your Neighborhood

40 

Fiscal Year 2009

Child,Youth & School Services

dards equivalent to those required in the Army CYS Services system. Like Centers and Homes on-post, these off-post Centers and Homes receive ongoing training and oversight while serving both Army Families and other Families living in the community.

enhance educational technology, youth leadership opportunities, character education and accreditation assistance, and support for each garrison’s Child & Youth Information Management System, security surveillance system, and Youth Technology Lab.

With application and organizational support from the National Association of Child Care Resource and Referral Agencies, Army School Age Programs in Your Neighborhood provides subsidized after-school care in schools and youth-serving organizations within garrison catchment areas. In 2009, nine ASPYN programs were fully operational, a 50 percent increase over the previous year, with an average enrollment of nearly 1,075.

Army School Age Programs In Your Neighborhood

Army Youth Programs in Your Neighborhood, also with support from the National Association of Child Care Resource and Referral Agencies, provides subsidized programs for youth ages 13-18 years within garrison catchment areas. In 2009, the AYPYN program was fully operational with an enrollment of 450 youth. AYPYN Boys & Girls Clubs of America providers must participate in the Army technical assistance In 2009, the Boys & Girls Clubs of America continued program to become accredited. Eligible Families pay re- its partnership with Army CYS Services in a relationship duced fees comparable to those charged on-post. that benefits both organizations. Two particularly noteworthy events marking this relationship involved ‘awardees.’ A Military Child Care in Your Neighborhood youth from the Fort Monroe, Va. BGCA club was selected Military Child Care in Your Neighborhood is for Active as the Youth of the Year for the Commonwealth of Virginia Duty Families who have an enduring need for child care. — the first military club winner in the state. The Jeremiah Many either live in communities that are not within rea- Milbank National Gold Medallion — a prestigious BGCA sonable commuting distance to a military installation, or award given to individuals for ‘outstanding service to boys they cannot access on-post child care programs due to long and girls’ – was presented to Ms. Ingrid Osewalt, Chief of waiting lists. As with ACCYN, the cost is subsidized. Enroll- Army CYS Services Center of Expertise for Youth Programs, to honor her for her “visionary role” in the Army-BGCA ments at the end of 2009 were 1,751 children. partnership.

Army Youth Programs In Your Neighborhood

4-H/Army Youth Development Project

During 2009, nearly 10,000 youth participated in onpost 4-H Clubs that received funding, programs and services from National 4-H, its Army Youth Development Proj- Army School Transition Plan ect, and State 4-H Military Liaisons. Young people, as well Collaboration between garrisons and communities is as CYS Services staff, benefited from efforts to establish or formalized through the Army School Transition Plan. Au-

CYS School Support Services

Annual Report

41

Family and Morale, Welfare and Recreation Command

A key element covered by the Army School Transition Plan, and critical to development of Local Action Plans, is School Transition and Deployment Support. Each garrison SLO is responsible for negotiating a Secondary Education Garrison-Based Support Transition Study Memoran The Army School Transition Plan dum of Agreement with every specifies the role of the garrison School neighboring school district that Liaison Officer. In 2009, funding was formalizes reciprocal practices. provided for an additional 40 SLOs, Beginning in 2002 with nine increasing the total to 140 Army-wide. signatories, SETS MOAs totaled Also during the year, 72 DoD Child Be385 in 2009. Army Families can havioral Consultants were assigned to be confident that their school44 garrisons with high OPTEMPO and high transition locations; and 67 DoD Military Family Life age children will relocate with smooth transfer of records, Consultants at 40 garrisons were assigned to Summer En- correct course sequencing, and no surprises about graduation requirements. richment Programs, both internal and school-based. At 22 garrisons highly impacted by rebasing and BRAC, Parent2Parent Cadres also play key support roles. Composed of three to five members, they conduct transition-related workshops for parents, students, and school personnel. For 2009, another 112 Military Family Life Consultants joined school staffs on and off post in both the CONUS and OCONUS. The P2P initiative is paralleled in high schools by Student2Student, and in middle schools by Junior Student2Student. These are student-led transition training programs that include modules on academics, relationships, and community and culture. Also covered in the Army School Transition Plan is professional development for school staff, addressing children’s needs during deploy-

thored by the School Support Team and updated through 2013, it details ways to address the effect of deployment stress on military students and to assure Families that their children’s academic well-being is an Army priority. In fact, Families with graduating seniors are encouraged to apply for Senior Move Stabilization, keeping them in place until the end of the school year; by 2009, over 5,000 waivers had been granted, with a 97 percent approval rate. Also covered under the program is coordination of exit testing so that nothing is omitted or missed, consistent transitions from kindergarten to first grade, and attention to the needs of non-deployed custodial parents.

ment. Two key continuing programs are Transition Counselor Institutes, which prepare educators to address school transition concerns of mobile students; and Living in the New Normal Institutes, which teach educators, community professionals, and Family members how to support military children during times of uncertainty, trauma, and grief.

Community-Based Support

School-Based Support

CYS Deployment and Transition Support to Active Component
Expanded Program Services

Going above and beyond services offered in normal operations, CYS lengthened operating hours for many child and youth programs well past the normal duty day; the Extended Duty Day program served 94,824 children. Another 59,535 children received Kids On Site care during Family Readiness Group meetings, Strong Bonds and unit-sponsored events. By the end of 2009, the amount of no-cost Respite Child Care provided totaled 685,875 hours.

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Fiscal Year 2009

Child,Youth and School Services

The American Legion and other Veterans service organizations, and National Association of Child Care Resource and Special considerations to ease Soldiers’ recovery and Referral Agencies. Core program elements include training for state teams and community partners, Mobile Technoltransitions included: ogy Labs for youth, and “Speak out for Military Kids” Am  Bereavement and follow-on care for surviving Families.  Caregivers made available during medical treatment bassadors. Through OMK, more than 18,000 Hero Packs have been distributed to youth with deployed parents. As a appointments.  Child care offered at the lowest fee category, regard- new initiative in 2009, OMK distributed more than 93,000 “Give A Hug” dolls with clear plastic face pockets. Young less of Family pay status.  Fees waived entirely for children and youth to partici- children can put a picture of their deployed Soldier-parpate in four CYS Services instructional classes and two CYS ents, then ‘talk and play’ with the representation of their deployed parents. Garrison CYS Services Programs in OMK Services individual sports. states are encouraged to have staff members on their state teams participate in OMK activities.

Wounded Warriors and Warriors in Transition

CYS Deployment Support to Reserve Component
Operation: Military Child Care

CYS Services is #1

Operation: Military Child Care supports the child care needs of Active Duty, National Guard and Reserve Soldier parents who are mobilized or deployed. In partnership with National Association of Child Care Resource and Referral Agencies, OMCC helps eligible Families locate child care options at reduced rates in local communities. It also reduces child care fees of Families who are already using licensed or legally-operating community child care programs and providers. Additional assistance is available for up to 90 days while the non-military spouse is looking for work. Enrollments were 5,334 children at the end of 2009.

Perhaps the most gratifying cap to 2009 was provided by NACCRRA which, with more than 800 state and local child care resource and referral agencies nationwide, has become DoD’s major partner in helping military Families find and afford care that suits their unique needs. A 2007 National Association of Child Care Resource and Referral Agencies “report card” on the quality of nationwide child care, including the Department of Defense, found that the DoD child care system “stands alone as a model for states.” Military child care ranked first among the 50 states and the District of Columbia, and was the only entity to score in the Top Ten for both Standards and Oversight Criteria. In a 2009 update report, DoD again ranks #1 and continues to be a national model for a coherent child care system. Army Child, Youth & School Services, having been at the forefront of this effort, is individually cited as “the first to support initiatives to help military Families find child care in civilian communities if those Families couldn’t be Operation: Military Kids served on a military installation.” A collaborative effort with America’s communities to support “suddenly military” kids impacted by deployments, Operation: Military Kids expanded its 2009 network of organizations and resources from 41 to 49 states and the District of Columbia, reaching more than 83,000 youth. Begun by CYS Services and National 4-H, the roster of national partners now includes Boys & Girls Clubs of America, the Military Child Education Coalition and K-12 Public Schools,

Annual Report

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Family and Morale, Welfare and Recreation Command

NAF Construction

In FY09, Army FMWR delivered $172 million in NAF facilities to garrisons. There are 124 NAF major construction projects in process and the Interior and Foodservice Design Office is currently working 215 projects for a total value of $1.2 billion in facility construction and renovation. In addition, the FY10 Installation Management Commandapproved NAF Major Construction program (valued at $80.67 million) is currently awaiting Congressional approval. Construction was completed on the $65 million renovation of the Ilima Tower, Hale Koa Hotel which included a total renovation of guest rooms, corridors, kitchen, and other public and back-of-the-house areas. Newly renovated guest floors were back on-line beginning third quarter FY08 Courtesy photo, Camp Carroll, Korea and were completed second quarter FY09. Concept development for Warrior Zone, a new gaming, Internet, and video entertainment facility for Soldiers began and currently there are projects in design for Warrior Zones at Fort Riley, Kan. and Fort Lewis, Wash. FMWRC and IMCOM continue to deliver permanent modular Child Development Centers to Army installations supporting the Army Family Covenant and restationing and modularization actions within the Armed Forces. Currently in design/construction — to be completed FY10-11 — are 75 child care and 16 youth center facilities. The FMWRC also provides professional interior design services as referenced in the “Commander’s Guide: Army Installation Standards,” at no cost to garrisons. Products which meet environmental and energy savings goals and are durable and aesthetically pleasing provide a long-term cost-effective solution to MWR activities. Selection of these products save on frequent maintenance and replacement costs. Army FMWR supports other military services by executing construction projects on a reimbursable basis. In FY09, the Army was reimbursed $500 thousand for project management, contracting, and legal support of projects valued at $205 million in construction for the Marine Corps.

C

Centralized management of the Nonappropriated Fund Major Construction Program enables the Army to pool community-generated resources, meet critical construction priorities, and reinvest Soldiers dollars to improve existing facilities and build new, high-quality facilities.

Public-Private Ventures
The goal of the Army’s MWR Public-Private Ventures program is to secure private sector expertise to deliver facilities and services and decrease the burden on Army construction funds. The program also provides support to commanders with MWR facility requirements, but lack the funding to provide the needed service to Soldiers and Families. The FMWRC PPV office is the sole Army agency given responsibility to facilitate the process and award PPV contracts for Category C MWR facilities. FMWRC initiated a Name Brand Casual Dining Request for Proposals producing possibilities for approximately 16 public-private venture projects for consideration. Two developers were selected to build 16 projects (Huddle House, Chili’s, and Old Chicago) at 14 installations. As part of the FY10 program, five of these projects have been submitted to Congress in order to satisfy the notification requirement.

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Fiscal Year 2009

NAF Contracting

NAF Contracting
Executive Summary

T

The stand-up of a unified Army Nonappropriated Fund Contracting activity in July 2007 began the transformation to Family and Morale, Welfare & Recreation Command responsibility for all NAF acquisitions to include service, supply, and construction in support of Army MWR, worldwide.
Through this period of transformation, Army NAF Contracting continued to support Soldiers and their Families through the development and execution of contracts which reflected sound business practices. Our efforts included minor and major construction; service and supply contracts; consolidated/enterprise buy contracts; public/private ventures; information technology; the use of an automated procurement system; and policy. Continuous improvement remained a primary function of our organization and was achieved through Performance Management Reviews, leadership development, and through the standardization of NAF contracting processes. The goals established for Army NAF Contracting continue to include timely and responsive support to the MWR community, establishment and support of strategic sourcing initiatives, and preserving the integrity of the acquisition process. Army NAF Contracting will continue to align with the MWR mission to better serve the Army Family by continually asking whether we are we doing the right things, doing things right, and what we are missing.

Goals Four Pillars

• Regulatory Adherence • Standardized Procedures • Setting & Enforcing High Standards • Fraud Prevention

• Localized Responsive Support to the Regions & Garrisons • Fair Treatment • Clarity

• Performance Metrics • Enterprise Buys • Innovation & Creative Approach

• Career Development • Training & Certification Program • Leadership Development

Corporate Stewardship

Customer Service

Achieve Economies

Workforce Development

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Family and Morale, Welfare and Recreation Command

Army NAF Contracting worldwide consists of 199 U.S. employees, and eight local national contracting professionals. The NAF Contracting Directorate, consisting of 53 employees, is located at FMWRC , and includes three operational divisions and one division responsible for program compliance and analysis. These divisions support the mission of FMWRC, the Armed Forces Recreation Centers, the Army Recreation Machine Program, Army Lodging, garrison MWR Programs, and other Department of Defense NAF agencies. In compliance with Base Realignment and Closure requirements, the FMWRC NAF Contracting Directorate began its transition to Fort Sam Houston, Texas, in the summer of 2009. By September 2011, all positions affected by the law will be transitioned to Fort Sam Houston. NAF contracting support to the regions consists of five regional NAF contracting offices. There are three in CONUS (Northeast, Southeast, and West), and two in OCONUS (Europe and Korea). Additionally, the Pacific region has three branch offices aligned to its three geographic areas: Hawaii, Alaska and Japan. Army NAF Contracting provides NAF acquisition services to FMWRC business units, Army garrisons, and other DoD Nonappropriated Fund Instrumentalities. Our goal is to provide our customers with a return on investment that presents them better ways of getting what they need — where and when they need it — with the lowest possible price. Army NAF contracting is embracing industry best practices to improve its business processes using programs such as consolidated/enterprise buy initiatives to provide contracting support that positions the Army NAF Contracting Staffing garrisons for success. FMWRC/Regions/AFRC’s (as of Sept. 2009) Newly implemented Army NAF Contracting Training, Ceritive pet F tification and Career ManageComth AP 14 uit wi Field ecr ment Program is similar to the R eer and LN established Defense Acquisition Car ain (8 Positions) Tr Workforce Improvement Act with minor changes to incorpoNF03 = Apprentice Level NF-03 & NF-02 (58 Positions) NF04 = Journeyman Level rate the distinct requirements Contract Specialist NF05 = Leadership/Technical Expert Procurement Clerk of Army NAF Contracting. There Purchasing Agent Administrative Assistant are three levels of certification in within the program. Attaining Tra re NF-04 tu s certification at a specific level re(104 Positions) Fu er d Chief/Lead Contract Specialist Lea quires completion of core coursContract Specialist Program Analyst es, educational requirements, Procurement Analyst Level I (a) = 14 employees Administrative Assistant specialized experience, and conLevel I (b) = 17 employees tinuous learning requirements. Level I = 44 employees NF-05 (33 Positions) Level II = 75 employees Level I is the basic or entry level; Region Chief Level III = 6 employees Division Chief within Level I there are two sub Senior Program Analyst Senior Contract Specialist levels. Level II is the intermediSupervisory Contract Specialist ate level, and the Level III is the senior or executive level.
Total Army NAF Contracting Employee Staffing: 199 U.S. Employees; 8 Local Nationals (includes vacancies)

The Army NAF Contracting Family

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Fiscal Year 2009

NAF Contracting

In FY09, Army NAF Contracting processed 19,696 contract actions with a total value of worldwide executed and managed contracts in excess of $700 million. The NAF purchase card program had 436,450 in transactions. Users’ prompt approval of their billing statements earned the Army $2,519,952 in NAF purchase card rebates during FY09. During FY09, Army NAF Contracting also awarded and administered major construction contracts exceeding $880.1 million in value, to include more than $278.1 million in contracts awarded and managed for the Marine Corps, Navy and Defense Logistics Agency.

Program Highlights FY09

Army NAF Contracting continued in FY09 to achieve efficiencies through leveraging buying power and realizing economies of scale through consolidated and enterprise buys. These contracts included commodities such as lodging; golf carts; bed, bath and linen needs; defibrillators; multi-activity buses; child care furniture, strength equipment; cardiovascular equipment; Army NAF vehicles, and ice machines. Total value of purchases in FY09 for these contracts amounted to approximately $119 million. Army NAF Contracting continued to build and strengthen partnerships to optimize cost efficiencies. A new initiative in FY09 resulted in a Memorandum of Agreement between FMWRC and the Army and Air Force

Army NAF Contracting Directorate
Fiscal Year 2009 Award Dollars: $761,448,911 Total # of Awards: 19,696
Europe Contracting Office $19,708,355 3% West Region $36,317,453 5% Korea Contracting Office $42,718,600 6% FMWRC $406,229,673 53% Various Contracting Offices $19,320,203 3% ARMP $18,864,430 2%

Pacific Contracting Office $18,496,187 2% DLA $145,563 0%

Northeast Region $22,595,509 3%

Stars & Stripes $52,298,751 7%

AFRC $54,525,539 7%

Southeast Region $70,228,650 9%

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Family and Morale, Welfare and Recreation Command

Exchange Service. Under this MOA, AAFES will provide supply chain analysis and support to the FMWRC for the potential transportation and storage of equipment and merchandise. In addition, Army NAF Contracting continues to build and strengthen established partnerships with other entities, including Navy MWR, U.S. Senate Dining Room, Walter Reed Army Medical Center, Army Post Restaurant and Civilian Welfare Funds, Navy Exchange Service Command , Marine Corps, and with the other Services and Exchanges for operation of the DoD NAF Health Benefits Program.

Army NAF Contracting will continue to align with the MWR mission, hone performance metrics, emphasize procurement integrity, develop and retain talented contracting professionals, and identify and implement best practices. We will continue to ask, and answer, those three questions that will ensure we remain focused and on course:  Are we doing the right things?  Doing things right?  What are we missing?

Army NAF Contracting – The Way Ahead

Activities Using Army NAF Contracting
Garrisons & Regions Installation Management Command (IMCOM)

U.S. Naval Academy Stars & Stripes Marine Corps NEXCOM
DoD NAF Health Benefits Program Civilian Welfare Fund Post Restaurant Fund

AAFES

Navy MWR

Fisher Houses
Army Lodging Success Program

Customers

Coast Guard
Air Force
Army Centralized Lodging Procurement

DLA

FMWRC
Walter Reed Medical U.S. Senate Dining Room

AFRCs & ARMP

MWR Training Academy Pentagon Athletic Center (PAC)

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Fiscal Year 2009

Family Programs

From the Director, Family Programs
According to the Army Posture Statement, the Secretary of the Army established 2009 as The Year of the Noncommissioned Officer in recognition of commitment to service and willingness to make great sacrifices on behalf of our Nation.
Our combat-seasoned Army, supported by strong and resilient Families, although stressed by seven years of war and the longest ever fought by our all-volunteer force, remains steadfast and professional. Our Army – Active, National Guard, and Reserve — continues their committed response to domestic emergencies while restoring global peace. The concerns faced today by our Army Family are challenging as Families strive for balance in their home, work and community. Research on Army Families suggest that most Families are resilient, despite the fact that many are experiencing challenges balancing work and Family as a result of on-going operations. To sustain excellence in our all-volunteer Army and to ensure balance, Family Programs is focused on delivering high quality, consistent, reliable, programs and services. To restore balance, Family Programs stands shoulder-to-shoulder alongside the mission Commander working in partnership with the Army Family Covenant to support the Army Force Generation process by providing a constructive Family Readiness Support System. Family Programs has expanded several initiatives to include: Survivor Outreach Services, a multi-agency effort to provide care and advocacy for the Families of our Soldiers who made the ultimate sacrifice; institutionalized Army OneSource; increased the number of Military Family Life Consultants; expanded the Army Spouse Employment Partnership Program; and increased the number of home visits under the New Parent Support Program. President Barack Obama in his Inaugural Address, January 2009 stated, “As we consider the road that unfolds before us, we remember with humble gratitude those brave Americans who, at this very hour patrol far-off deserts and distant mountains. They have something to tell us, just as the fallen heroes who lie in Arlington whisper through the ages. We honor them not only because they are guardians of our liberty, but because they embody the spirit of service; a willingness to find meaning in something greater than themselves.” We at Family Programs remain committed to our Nation, the Army Family and to the challenge of maintaining balance. We remember that our most precious resources are our dedicated Soldiers, Army civilians, veterans, retirees, and their Families who support them. From Family Programs to you; for all you have done, for all you do now, and for all you will continue to do, we pledge our support and extend our gratitude.

A

Annual Report

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Family and Morale, Welfare and Recreation Command

Army Community Service
Army Community Service facilitates the commander’s ability to provide comprehensive, coordinated, and responsive services that support readiness of Soldiers, civilian employees, Families, and authorized patrons. ACS Centers:  Serve as the principal readiness resource assisting commanders in meeting the needs of Soldiers, civilians, retirees and their Families.  Support the Army Force Generation process and unit commanders by providing comprehensive, coordinated and responsive services.  Directly influence the Army’s ability to sustain mission readiness.

Mission Statement

Enterprise Approach to Family Programs
Army OneSource standardizes Soldier and Family support programs and service delivery regardless of component or geographical location. The AOS portal (www. armyonesource.com) compiles important, credible, up-todate information in a single location for Army Soldiers and Family members to access at any time of day, regardless of component or physical location. AOS maintains alignment with the Soldier and Family Action Plan by organizing articles, videos and resources in the following major categories: Family Programs and Services; Healthcare; Soldier and Family Housing; Child, Youth & School Services; Education, Careers and Libraries; Recreation, Travel and Better Opportunities for Single Soldiers; and Communities and Marketplace. Content management of all functional areas is owned and maintained by the Installation Management Command functional point-of-contact. New technologies introduced during 2009 include:  Site personalization, social networking tools, site translations available in eight different languages including English, online gaming, and virtual environments.  There are 355,755 registered users on the Army OneSource Web Portal as of Oct. 1, 2009.  There were in excess of 212 million site hits to AOS during 2009.

Army OneSource

 The average amount of time each user spent on AOS during 2009 was approximately 28.5 minutes.  Online training opportunities are a single click away and allow the user to participate in Rear Detachment Commander Training, Family Readiness Group Leader Training, Battlemind Training, Financial Readiness Training and all three levels of Army Family Team Building.  Utilization of the Volunteer Management Information System searching for volunteer opportunities and tracking volunteer hours have been made easier with the

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Fiscal Year 2009

Family Programs
Army Community Service Facilities  Updated the ACS Facility Standard Design in support of IMCOM Soldier and Family Support Center Sept. 30, 2009.  Integrated ACS Facility Spacing Designs into IMCOM task initiative for Campus Strategy Area Design Guide Oct. 9, 2009.  Fully funded the 77 worldwide ACS Centers based on the ACS U.S. Army Manpower Analysis Agency requirements.

addition of new Web gadgets accessible on the registered users “My AOS Page.”  Registered users are afforded the opportunity to personalize their own “My AOS Page” by adding content of their interest, local Weather Watch, Really Simple Syndication Feeds, forums, and blogs.  Registered users can join ARMYBook, a social networking community. ARMYBook allows registered users to create their own profile page; find others who share their interests, make themselves a resource for others to utilize, and keep in touch with friends using messages and updates to their profile.  Technical support representatives are available Monday through Friday from 8 a.m. EST to 8 p.m. EST via a Live Chat service.  Community Support Coordinators identify and assess potential gaps in services for the geographically dispersed and populate the service locator tool accessible on the portal. The service locator tool provides the ability to search for services by zip code, city/state, or military community. It is a critical tool for those geographically dispersed, i.e., those not near an installation.  Initial CSCs were hired in February 2008. There are currently 61 CSCs who are responsible for CONUS, Hawaii, Alaska, Japan, Guam and American Samoa with 43 additional locations identified for placement.  CSCs have made 4,054 contacts to date resulting in several Community Covenant partnerships. They connect and partner with community leaders to invite them to host Community Covenant signing ceremonies.  CSCs partner with National Guard and Army Reserve Family Programs in support of Yellow Ribbon Event and build on partnerships with community organizations to provide an extension of services traditionally offered by garrison programs. For Service members and their Families who do not live near an installation, these partnerships create the ability to access services wherever they reside.

The Relocation Program helps reduce or eliminate problems arising due to frequent moves. Specialized programs and services include: individual or group counseling; sponsorship and pre-arrival information; mandatory overseas briefings and post-move orientations; lending closet services; Military Homefront Web pages on DoD Web sites; Citizenship Immigration Services; multi-cultural programs and Hearts Apart activities for waiting Families. Program successes include:  In 2009, over 827,800 Soldiers and Family members accessed the Military Installation Web site.  Relocation Program Managers contacted over 837,150 individuals to provide Citizen and Immigration Services for 27,014 clients and offered Immigration and Multi-Cultural Services to 27,014 participants.  Provided education and training classes to 346,277 individuals; command awareness services to 34,705 clients; cultural adaptation classes to 19,045 clients; Hearts Apart (waiting Families) to 13,717 Family members; overseas orientation to 21,936 clients; and relocation planning to 33,067 Soldiers and Families.  135,418 first-term Soldiers or their spouses attended education and training classes.  Established the Relocation Manager/Global Mobility Specialist credentialing program; certified 23 Relocation Assistance Program Managers.  Launched the George Mason University Graduate Student Survey of German Spouses of Soldiers.  Initiated the DoD Joint Services Initiatives-Virtual Sponsorship Program for all services. Program Highlights 2008–2009  Completed the update package for the DoD Military Homefront Installation file. ACS Accreditation Program  In 2008 – 2009, accreditation teams recommended 27  Citizenship and Immigration Services changed their policy to accept the Army’s physical exams and fingerprints ACS Centers for full accreditation.  96 percent of ACS Centers worldwide are fully accredited. for Soldiers to obtain citizenship.

Relocation Program

Annual Report

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Family and Morale, Welfare and Recreation Command

The EFMP works with other military and civilian agencies to provide a comprehensive, coordinated, multi-agency approach for community support, housing, medical, educational, and personnel services to Families with special needs. New strategies in this area have included:  Convened an EFMP Summit to develop a Strategic Action Plan to improve services for exceptional Family members in the following areas: management information systems; policy; training and education; strategic communication; and case management.  Obtained $8.2 million to support EFMP respite care.  Published revised respite care guidance. The Family Services Needs Matrix determines allowable respite care hours and cost per month.  Conducted annual worldwide EFMP training in coordination with the Military Child Education Coalition and Army Child, Youth & School Services.  Conducted regional respite care training at 11 garrisons.  Provided respite care training in conjunction with the Defense Finance and Accounting Service to facilitate payment of providers.  Awarded a central contract for a network of respite care providers to improve consistency in respite care delivery across state garrisons.  Launched an EFMP respite care web site on Army OneSource.

Exceptional Family Member Program

Family Advocacy Program

The Family Advocacy Program provides a holistic approach to address child abuse and neglect and spouse abuse to include prevention, identification, reporting, investigation, and treatment. Initiatives include:  Published and forwarded to Office of the Secretary of Defense the HQDA Annual Domestic Violence and Child Abuse Fatality Review Report (Fifth Update).  Revised the Operational Guidance for conducting installation Fatality Reviews.  Obtained approval from OSD for 15 ACS Military Family Life Consultants and two Personal Financial Counselors to provide baseline support to rotating Brigade Combat Teams.

This number can be adjusted up or down based on specific requirements of the installation. In addition, provided off-post MFLC support (12 MFLCs) at six Army garrisons (Forts Hood, Bragg, Campbell, Carson, Riley and Lewis) for afternoon and evening hours. These efforts are designed to strengthen the RESET and ARFORGEN support to Soldiers and Families.  More than 35 Family Advocacy Program Managers from across the Army attended the first FAPM course held at the AMEDD Center and School.  During FY09, the Military OneSource and MFLC program increased the number of non-medical counseling sessions from six to 12 per person/per issue.  Provided 62 clinical social workers to 30 military installation medical treatment facilities through a central contract.  The 2009 FAP Worldwide Training was held August 914, 2009 at the Hyatt Regency in Louisville, Ky. The theme was “Family Advocacy Prevention and Treatment within an Expeditionary Army.” Approximately 170 installation and Region FAP Managers, Chiefs of Social Work Service and other approved FAP providers attended.  Assisted victims of domestic violence with processing more than 4,558 domestic abuse unrestricted reports and over 297 restricted reports.  Assisted victims with processing more than 1,192 unrestricted reports of sexual assault and over 266 restricted reports.  Assisted with the development of more than 5,000 risk assessments and safety plans for victims of domestic violence and sexual assault.  Provided services during after hours to over 4,060 victims of domestic violence and sexual assault.  Conducted Domestic Abuse Victim Advocate Lethality Assessment and Safety Planning Training during December 2008. A total of 130

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Fiscal Year 2009

Family Programs

FAP Managers, FAP Social Workers and Victim Advocates participated in the training. The training was developed, modified and finalized based upon feedback from the 30 FAP Managers, FAP Social Workers and VAs at Fort Bragg, Fort Hood and the North East Region Office who participated in pilot trainings during September 2008.  Developed a non-clinical Domestic Abuse Lethality Assessment Checklist to assist VAs and First Responders in the identification of risk factors associated with domestic abuse.  Created and disseminated a VA Self Inspection Checklist as a tool for FAPMs/VAs to prepare for Army Community Service Accreditation and to ensure compliance with policies directed by the Department of Army and Department of Defense.  Developed and disseminated Victim Advocacy Domestic Abuse Records Management and Maintenance Standard Operating Procedure.  Facilitated Virtual Victim Advocacy Training for over 77 FAP Managers, VAs and FAP Social Workers during July 2009. This scenario-based training included a review of the new Victim Advocacy Competency Course CD-ROM.  Revised the Victim Advocacy Competency Course CDROM to incorporate information on the Domestic Abuse/ Sexual Assault Restricted Reporting policies. Converted the CD-ROM format to meet Section 508 of the Americans with Disabilities Act requirement, which extends access to visual and hearing impaired users.  Conducted quality surveillance spot checks to ensure 27/7 response standards were met.  Launched Victim Advocacy Domestic Abuse/Sexual Assault Tracking System designed for ACS staff to track workload, case load levels, Sexual Assault Prevention and Response trainings and compliance with Family Advocacy and Sexual Assault Prevention and response requirements for Army Community Service. This program provides professional social workers and nurses who offer supportive and caring services to military Families with children from birth to six years of age. Through a variety of programs including home visits and parenting classes the NPSP provides opportunities to learn to cope with stress, isolation, post-deployment, reunions, and the everyday demands of parenthood. Progress in the program has resulted in:

 Increased staff for NPSP Home Visitor initiative to reach Families at risk in order to mitigate child and domestic abuse. Reach Out and Read partnered with the NPSP at Fort Hood, Texas; Fort Bragg, N.C.; and Walter Reed Army Medical Center to train Home Visitors on the ROR Model. The training provides instruction to Home Visitors in the developmental strategies of early literacy. As a result, they can encourage parents to read to their young children and offer age-appropriate tips. The ROR and NPSP partnership allows the message of early literacy to be delivered to Families in their homes and provides parents with additional tools to bond and communicate with their young children.  Fort Hood NPSP-HV implemented the Fort Hood Pregnancy and Postpartum Training Program. This program is applicable to all Fort Hood active-duty pregnant and postpartum Soldiers. The FHPPPT consist of 32 classes, 16 on topic areas around pregnancy and 16 on topic areas around the postpartum period. The intent is to reduce child abuse and is centered on the challenges new Soldier-mothers face during and after pregnancy. Issues addressed may include depressions, sudden infant death syndrome, shaken baby syndrome, nutrition, infant health and stress management.

New Parent Support Program

The primary function of the Sexual Assault Prevention and Response program is to ensure that victims of sexual assault are treated with dignity and respect and not be re-victimized for disclosing an assault. A Sexual Assault Response Coordinator is designated at each installation. The Family Advocacy Program Manager provides oversight for the SAPR Program within the Army Community Service Center and the SARC ensures that Victim Advocates, Unit Victim Advocates and deployable SARCs are trained prior to providing services to victims. The UVAs and deployable SARCs are Soldiers who are trained to provide advocacy services to victims while in theater. The program expanded to include:  Conducted five IMCOM Regional Focus Groups to receive ideas from the Installation SARCs on updating and improving the FMWRC Training Support Packages for the SAPR Program.  Collaborated with the FMWRC Marketing Office and the BOSS Program to have Army SARCs assist the BOSS Soldiers in the Army I. A.M. STRONG Campaign Booth to promote the SAPR Program during Army Soldier Shows

Sexual Assault Prevention and Response Program

Annual Report

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Family and Morale, Welfare and Recreation Command

and major celebrity concerts.  Facilitated an 8-hour deployable Sexual Assault Response Coordinator training for 30 newly appointed DSARCs with the U.S. Army Reserve Command in Atlanta, Ga.  Facilitated 19 virtual SARC Trainings for 46 newly hired/appointed SARCs during FY09. Evaluations reflect that 100 percent of participants rated the training as “excellent” or “good.”  Facilitated and coordinated with Army G1, four trainings on the Sexual Assault Data Management System , for 46 SAPR personnel.  Participated on the 2009 Sexual Assault Awareness Month Committee to develop materials for Installation Army SARCs and SAPR Program Managers to use for promotion of SAAM.

Advocate General co-facilitated seven teleconference trainings on the Army’s Transitional Compensation Program that provides benefits to eligible abused Family members. A total of 131 FAP Managers, VAs, and Victim Witness Liaisons participated in the training.

The Deployment and Mobilization Program encompasses assistance and support services provided to Soldiers and Families of Active and Reserve Component forces and to emergency-essential civilians in support of military operations, deployment or mobilization to include mass casualties, evacuation, natural disasters, and acts of terror. Program accomplishments include:  Conducted Family Readiness Symposium, Sept. 29Oct. 1, 2009, to determine the evolving needs of Soldiers and Families in the 21st century resulting in the formation Transitional Compensation for Abused of a process action team to address the way ahead. Dependents Transitional Compensation is provided to dependents  1,099 Family Readiness Support Assistants authoof Soldiers who are separated from active duty under a rized positions have been added to Unit Augmented Table court-martial sentence resulting from a dependent-abuse of Distribution and Allowances and funded as permanent offense, administratively separated if the basis for separa- positions to include conversion efforts for current employees from temp/term to permanent employees in FY10. tion includes a dependent-abuse offense, or  Published ALARACT sentenced to forfeiture of all pay and allow120/2009, HQDA EXORD ances by a court-martial that has convicted 183-09 Family Readiness Supthe Soldier of a dependent-abuse offense. port Assistants , May 2009, to Program actions include: establish roles and responsi  Processed 96 new Transitional Combilities, standardized position pensation cases and obtained approval for descriptions and standardized three Exceptional Eligibility Cases. On April training for FRSAs. 14, 2008, a memorandum was released to the  Supported the FORSCOM Military Service Branches which authorized RESET Rehearsal of Concept the Secretary of the Army to review and apDrill as part of the Service Inprove cases in which a Soldier was separated frastructure Core Enterprise. from the Army for a non-dependent-abuse  Opened online store to offense, even though the Soldier committed expedite ordering OP READY such an offense. materials.  TC Program Manager conducted TC  Increased virtual Famtraining for 45 Victim Witness Liaisons at ily Readiness Groups to 1,909 the Office of the Judge Advocate General. The with 245,822 users on the systraining covered TC policy, eligibility, benefits tem. and procedures for submitting an Application  Published NETCALL for Transitional Compensation to FMWRC. to provide clarifying Family  FMWRC and the Office of the Judge

Mobilization and Deployment

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Fiscal Year 2009

Family Programs

Readiness Group funding guidance to the garrisons.  Provided $1 million to garrisons to provide child care in support of Family Readiness activities and the Army Family Covenant. The Army Spouse Employment Partnership is a selfsustaining and expanding partnership between the U.S. Army and corporate America. Working in liaison with the Employment Readiness Program, the partnership provides Army spouses the opportunity to attain financial security and achieve employment/career goals through mobility and enhanced employment options. The program:  Hosted two partnership meetings; recruited and signed eight new partners in 2009 increasing the number of partners to 39.  Since its inception ASEP partners have hired 57,000 Army spouses.  In 2009 ASEP partners hired over 15,000 Army spouses.  Introduced the International Account Manager position to expand the program overseas.  Conducted a joint training for ERP Managers and ASEP partners to enhance employment and career opportunities for spouses.

Army Spouse Employment Partnership

The Financial Readiness Program provides comprehensive educational and counseling programs in personal financial matters. The program educates Soldiers and Family members on self-sufficiency; reduction of indebtedness; and reduction of high demand for emergency financial assistance through classes on money management, credit, predatory lending, financial planning, and insurance and consumer issues. Program accomplishments for FY09:  Conducted 17,472 classes with 285,593 participants (61 percent E-1 thru E-4); 15,452 clients were provided financial counseling and assistance (59 percent E-1 thru E-4).  Launched the Interactive Financial Readiness program located on Army OneSource.  Requested and received funding for 70 Association for

Financial Readiness

tion of National Workforce Development to certify Employment Program Managers as Workforce Development Professionals.

Employment Readiness Program

The Employment Readiness Program provides comprehensive educational and counseling programs for clients seeking employment. ERP serves to assist Soldiers, Families, and DoD civilian employees in acquiring skills, networks, and resources that will allow them to participate in the work force and to develop a career/work plan. Developments in FY09 included:  Conducted 2,452 Employment Readiness classes with 77,600 participants (8.9 percent E-1 thru E-4); 79,618 clients were provided employment counseling (4.2 percent E-1 thru E-4); and more than 173,000 clients obtained employment from local employers.  33,000 Army spouses have enrolled in the Military Spouse Career Advancement Account Program affording each spouse up to $6,000 for their secondary education.  1,500 spouses completed the Army Career Assessment Tool.  Launched the Employment Readiness Managers certification plan in cooperation with the National Associa-

Financial Counseling and Planning Education certifications.  Sponsored the Army Emergency Relief Conference with 101 attendees. In 2009, the Financial Readiness Program established a partnership with OSD, sister services, and more than 35 non-profit organizations to operationalize the Financial Roadshow. Financial Roadshow events are designed to augment the efforts of commanders in equipping service members with the necessary tools and skills to reduce debt, build wealth, and attain financial freedom. DoD coordinated a plan for each event, leveraging existing installation programs and partnerships with trusted governmental and

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Family and Morale, Welfare and Recreation Command

non-governmental organizations. After events, “leave be- site to be able to accept monetary donations to support hind” teams of financial counselors can remain to provide their Warriors in Transition. face-to-face counseling as needed. Command support is Survivor Outreach Services crucial in order for these events to be successful. Survivor Outreach Services seeks to improve and expand Survivor assistance programs and services through a holistic, multi-agency and multi-component approach. The SOS Soldier Family Assistance Centers The Soldier Family Assistance Center provides tailored framework addresses issues regarding staffing; standardized integrated support services in a centralized one-stop loca- training; long term support; benefits and entitlements and tion for support to Warriors in Transition and their Families a single portal for information. Milestones include: at installations with Warrior Transition Units. The centers  The SOS Working Group developed a Strategic Acare located near Warrior Transition Units in a campus set- tion Plan. ting which provide specific support services and informa-  Developed the technical guidance manual providing tion. Services are to equip and aid Warriors in Transition for full funding for SOS in the POM 10-15. and their Families in making life changing decisions as they  SOS Summit convened in October 2009 to conduct transition back to duty or to a new life in the private sector. assessment of the casualty assistance process and SOS.  SOS Web site developed and operational. Program initiatives include:  The SFAC NCOIC conducted 18 staff assistance visits  Concept Plan developed to make Support Coordinator and Financial Counselor positions permanent authorito discuss and evaluate programs, services and personnel.  In close coordination with the Warrior Transition zations on the garrison TDAs. Command , completed four development workshops to re-  Marketing Kits developed for Active and Reserve view, expand and refine services to the Warriors in Transi- components.  Began development of Virtual World social networktion and their Family members. Opened and have operational at most SFAC locations ing site. a full functioning ID processing section under the Human Army Family Action Plan Resources personnel.  Awarded two contracts which will support future SFAC The Army Family Action Plan identifies the most critical well-being issues facing the Army today and presents those conference/workshops and resource training materials.  Implemented the donations guidance for each SFAC issues to Army leadership. Issues of concern are brought to the attention of the Army leadership, starting at the lowest level and raised as appropriate to HQ Department of the Army level. During 2009, AFAP:  Celebrated its 25th Anniversary as 117 delegates from all Army demographics met to discuss 64 issues elevated from AFAP conferences across the Army and from the Army Wounded Warrior Symposium. The delegates identified 16 issues for adoption into the AFAP. The five top conference issues as voted on by the delegates:  Bereavement permissive TDY.  Official and semi-official photographs for Soldiers.  Secure accessible storage for Soldiers residing in barracks.  Shortages of medical providers in military treatment facilities.  Availability of standardized respite care for Wounded Warrior caregivers.

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Fiscal Year 2009

Family Programs
 The General Officers Steering Committee closed 25 is- Course to local staff. Consolidated evaluations to update sues resulting in 110 changes to legislation, 155 revisions the training curriculum. to policy and 177 improvements to programs or services.  Enlisted Spouse Outreach and Training: Piloted First A global educational program with the primary objec- Sergeant Spouse Seminar. Finalized Drill Sergeant Spouse, tive to improve the overall readiness of the force by teach- Recruiter Spouse and First Sergeant Spouse Seminars for ing and promoting personal and Family readiness through fielding in 2009/2010. standardized, progressive, and sequential education of Family members. AFTB assists members of the Army to Army Volunteer Corps Army life, manage change, and accept challenge. Significant There are several types of volunteers: statutory; individuals providing gratuitous service; volunteers for private advances include:  Conducted an AFTB Program Managers’ Course for organizations; and student interns. Volunteers are recruited and trained to provide voluntary services in areas such as: U.S. Army Recruiting Command. medical, dental, nursing or other health-care related servic  Provided AFTB training to 20,781 Family members,  During 2009, 16,509 Family members completed on- es; museums or natural resources; or in programs providing services to members of the Armed Forces and their Families line AFTB training. to include but not limited to Family support; Child, Youth, and School Services; library and education; religious activiACS Training Standardization The purpose of the ACS Training Standardization Program ties, and other services. Developments include: is to provide a standardized, structured, integrated train-  Conducted first Army Volunteer Corps Coordinator ing program for ACS clients; to standardize lesson plans for Program Managers’ Course at the Academy. all required ACS classes at ACS programs Army wide; and  On June 24, 2009, the Office of the Chief Information increase proficiency of ACS Program Managers, staff mem- Officer/G6 released the Army Implementation of Logical bers, and volunteers in briefing, facilitation, and instruc- Access Credentials for DoD Volunteers providing general guidance for the Army’s pilot providing some volunteers tional skills. Accomplishments include:  Conducted Senior Spouse Leadership Seminars at the access to DoD networks. Sergeants Major Academy, Fort Bliss, Texas and the Army  On July 7, 2009, the Army Human Resources Command released the Volunteer Logical Access Credentials for War College, Carlisle Barracks, Pa.  Updated and revised the curriculum for the ACS Mas- Department of Defense Volunteers (Pilot Program) to proter Trainer Course and the Instructor Training Course, Fa- vide initial implementation guidance for this pilot program.  The Family and Morale, Welfare, and Recreation Comcilitator Training Course and Briefer Training Course.  Conducted three ACS Master Trainer Courses in Or- mand identified initial installations to implement the VOLAC, lando, Fla. certifying 399 Master Trainers to teach the three identified points of contact, and began training staff. local training courses: Instructor Training Course, Facilitator Training Course and Briefer Training Course at their FY09 Execution QACS home stations. CLS Service #10 Execution  Conducted the bi-annual ACS Core Trainer Training AFTB/AFAP $10,610,462 Course certifying 86 ACS Core Trainers to teach the ACS Community Information Services (includes 77 ,756 ,667 Master Trainer Course. Outreach and Information & Referral)  Conducted an ACS Standardization Work Group conDeployment and Mobilization 8,654,879 sisting of current Program Managers and developed the Employment Readiness 20,143,284 content for 27 standardized classes/briefings and 10 proExceptional Family Member 10,152,173 gram orientations.  Finalized the results of the Pilot Programs from six Family Advocacy (includes Emergency Placement) 13,740,263 ACS/Family Programs sites teaching Instructor Training Financial Readiness 13,810,627 Course, Briefer Training Course and Facilitator Training Relocation 9,097 ,901

Army Family Team Building

Enlisted Spouse Initiatives

Annual Report

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Family and Morale, Welfare and Recreation Command

Human Resources

T

The Human Resources Directorate recruits, trains, and retains professional leaders who accomplish Army goals and foster a corporate culture of excellence. This mission is accomplished through the NAF Human Resources Office, the MWR Career Referral Program, the NAF Management Trainee Program, and the Leader Development Assignment Program.
this 36-month training program, future MWR leaders are groomed. During the first 24 months, trainees’ primary focus revolves around on-the-job training and professional development opportunities. During the last 12 months, trainees implement the knowledge, skills and abilities developed in an NF-4 position. The NAF Management Trainee Program provides for the development of highly trained MWR professionals to meet future leadership demands. During FY09, 16 graduates from the FY09 program completed their on-the-job training and were placed into permanent positions. In FY09, 20 trainees were recruited for the following functional areas: Child Youth and School Services, 4; Food and Beverage, 3; Marketing, 2; Sports & Fitness, 1; Community Recreation, 2; Outdoor Recreation, 2; Financial Management, 2; Professional Golf Management, 1; and Human Resources, 2. In addition to the 20 trainees, FMWRC hired four Developmental Chefs as part of the Developmental Chef Program. Two of the developmental chefs received on-site training at Edelweiss Lodge and Resort, Germany and two chefs received on-site training at Dragon Hill Lodge, Korea. In FY09, the program placed five Management Trainees at training locations in Europe (Ansbach, Grafenwoehr, Heidelberg, Kaiserslautern and Stuttgart).

To assist garrisons in selecting and providing upward mobility to the best qualified candidates, the Family and Morale, Welfare & Recreation Command centrally funds NF-5 FMWR and designated senior NF-4 FMWR positions in Career Field 51 Leader Development Assignment Program positions. Central funding of Permanent Duty Travel moves are limited to those candidates selected from a referral list issued by the Army NAF Career Referral Program Office or a non-competitive reassignment approved by the FMWRC Commanding General or designee.

Leader Development/Assignment Program

The Army Civilian Training, Education and Development System Plan documents a structured, progressive and sequential approach to employee development within Career Field 51 (Family and Morale, Welfare & Recreation, Army Community Service and Army Lodging). The FMWRC ACTEDS Plan is a competency-based, career progressive “road map” that blends training and self-development to systematically enhance individual performance and potential. ACTEDS fully integrates the Army Leader Development model for civilians, embraces the Army FMWRC vision, and incorporates the Civilian Education Sys- Career Referral Program tem into a continuous, dynamic system of learning and The FMWRC continued to assist installation commandgrowth. The current version is Web-based and is hosted on ers in filling Morale, Welfare and Recreation NAF vacancies in grades NF-4 and above. During calendar year 2009, a the FMWRC server. total of 31,778 active applicant resumes were received for applicants seeking employment opportunities in MWR NAF Management Trainee Program The centrally funded NAF Management Trainee Pro- programs, Army Lodging and Army Community Service. A gram actively recruits college graduates, Wounded Warriors, total of 767 requests for referral lists were received in caland current or former NAF employees for opportunities in endar year 2009 for positions worldwide. These requests Morale, Welfare and Recreation functional areas. Through were filled in an average of 30 days. For NAF Employee Benefits information, see page 89.

Army Civilian Training, Education and Development System Plan

58 

Fiscal Year 2009

Marketing Directorate

Marketing

During FY09, the Family and MWR Command realized the power of a fully operational Marketing Directorate attaining full capability, while delivering assistance, guidance and coordinated marketing efforts across directorates and to the field. While program managers are ultimately responsible for programming decisions and operating efficiency, marketing provides support resources to assist program managers in identifying unmet demand and unfulfilled customer wants. Customer feedback and assessment as well as comprehensive, consistent and expanded marketing outreach play a critical role in identifying and fulfilling the needs of Family and MWR customers. During its first year of operation, the Directorate’s top priorities included:  Research and analysis capabilities to provide timely and actionable data to better understand customer priorities  Communication initiatives critical for brand and message standardization  Account management support across program functional areas to improve coordination across the enterprise  Delivery of “turnkey” marketing materials to the field promoting the Army Family Covenant and Soldier Family Action Plan messages  Consolidated customer-facing activities into the organization

T

The Marketing Directorate completed its initial year of operations in 2009 realizing full and operational capability delivering enterprise support to the field as well as internal and external customers located worldwide. Created following recognition by senior leadership that an enterprise approach to marketing would contribute to Family and MWR Command’s success, the Directorate comprises five divisions: Marketing Research and Analysis; Creative Services; Marketing Communications and Account Management; Events and Promotions; and Corporate Partnerships.

Army Family Covenant Outreach Remains Top Priority

In October 2007, the Army unveiled the Army Family Covenant, institutionalizing the Army’s commitment to providing Soldiers and Families — Active, Guard, and Reserve — a quality of life commensurate with their service. In support of the AFC, Family
Photos courtesy of Marketing

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Family and Morale, Welfare and Recreation Command

and MWR continues its efforts with a marketing campaign composed of a series of strategic initiatives focused on informing, educating and acknowledging the Army’s commitment to Soldiers and Families. The campaign highlighted the Army’s commitment with testimonial messaging from Soldiers and Family members and serves to speak also to parents, friends, community members and employers in conjunction with ARMY STRONG.® As part of numerous outreach marketing efforts, each garrison marketing office received a toolkit and standardized messaging tools to ensure all AFC messages speak in one voice to all audiences on all Army installations. Toolkits also promoted key messages in surrounding civilian communities. “Army Family Covenant: Keeping the Promise” messaging was also integrated into Army and Air Force Exchange marketing efforts, Defense Commissary Agency facilities, Soldiers Magazine, and Guard and Reserve Magazine throughout 2009. The Marketing Research and Analysis Division regularly utilizes research instruments to measure the level of all MWR efforts and their impact on Soldiers and Families. This year marked the commencement of three major research projects on Soldier and Family quality of life that will continue into 2010 and directly impact Family and MWR programs. The research team executed a tremendous effort throughout the year in developing both the 2010 Survey of Army Families VI and the 2010 Leisure Market Survey. Deploying in January 2010, the Survey of Army Families VI will collect Army Family data including levels of satisfaction with lifestyle and issues affecting military life. The Leisure Market Survey, designed to gather garrison-level data and information about satisfaction with MWR and issues affecting military life, will deploy in April 2010. A third instrument planned throughout 2009 for execution in 2010, will provide an online database of garrison Soldier information to garrison marketing offices and program managers supplying valuable insight into select target market segments. FY09 also saw the creation and execution of a Venue Database for Army Entertainment Division which increased efficiency of the entertainment booking process

Marketing Research and Analysis Division

for the Family and MWR Command. The database saved numerous labor hours for AED and compiled all garrison entertainment venue capabilities into one easily searchable and accessible application. Additionally, the division provided surveys and data instruments for Warrior Adventure Quest and Soldier Show efforts that helped provide important customer impact results and feedback. When Army Leadership wanted to evaluate knowledge and awareness of the Army Family Covenant, the Research and Analysis Division designed and conducted an online survey to gather baseline data. The Army Family Covenant Survey, fielded from Aug. 15 through Sept. 15, produced 16,716 unique surveys and valuable data to help guide future initiatives. In addition to Soldiers and Families, employees and managers were also in the spotlight as the division conducted two key instruments – a Family and MWR NAF Employee Survey and a Manager Satisfaction Survey designed to measure both MWR employee and manager job satisfaction. Data from this project provided baseline information for employee satisfaction prior to the rollout of a new MWR Customer Service Excellence Program.

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Fiscal Year 2009

Marketing Directorate

The mission of the Family and MWR Corporate Partnerships Division is to partner with corporate America to enhance vital Family and MWR programs by obtaining private sector funding, services or supplies in exchange for promotional and advertising opportunities within the Army community. The division also develops national partnership programs to create additional funding for garrisons and provides training, consultation and policy overview to Family and MWR sponsorship and advertising professionals. Army-wide sponsorship and advertising income for FY09 was $13.4 million with cash revenue totaling $6.8 million and in-kind sponsorship totaling $6.6 million. Overall, corporate partnership initiatives generated and transferred more than $916 thousand, in sponsorship and advertising income directly to garrisons in FY09 resulting in a 14.5 percent increase over FY08. In FY09, the Family and MWR Corporate Partnership Division successfully negotiated new and renewed several existing corporate sponsorship and advertising agreements directly benefitting Army installations with additional revenue and special event programming.

Corporate Partnerships Division

to enable effective communication among sports professionals and serve as a venue for Army Olympians from the World Class Athlete Program and athletes from the AllArmy Sports Program to share accomplishments. The division delivered enterprise-wide tools and templates to numerous customers and programs throughout the Army and held its 2009 Marketing, Sponsorship and Advertising Symposium in June in Indianapolis, Ind. This key training effort was designed to (1) provide insight into what civilian programs do to retain their sponsors and gain new ones; (2) provide branding updates in conjunction with the establishment of the Marketing Directorate; and (3) encourage collaboration between marketing and public affairs. The marketing function played a key role throughout the event as speakers and participants learned how to further support the AFC and Soldier Family Action Plan efforts throughout all missions. The Events and Promotions Division continues to focus on programming support and turnkey event development

Events and Promotions Division

The Marketing Communications and Account Management Division is a key component to strategically planning the success of Family and MWR marketing efforts worldwide. The MarCom and Account Management team provides strategy and marketing planning guidance to internal and external customers with the use of consistent key messaging, a strong, cohesive MWR brand and Web tools as well as other initiatives. In 2009, the division led numerous initiatives and campaigns incorporating both print and digital media that enhanced an enterprise-wide communication strategy. Key accomplishments included: the creation of an AFC marketing toolkit provided to all garrisons; enhanced AAFES/ DeCA partnerships; and an Army Knowledge Online portal to house standardized marketing materials for access and use by all garrisons. Additionally, Web sites developed for Better Opportunities for Single Soldiers, Warrior Adventure Quest and All-Army Sports provided central resources for communication and programming needs. The MarCom team also helped increase public awareness of the Army Athlete program through the Army Athlete Twitter feed

Marketing Communications and Account Management Division

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Family and Morale, Welfare and Recreation Command

for revenue generating programs. In addition to a change in venue, the division streamlined its operating procedures with standardized promotion kits and an online after-action reporting process. Highlighting promotions that offered exciting opportunities to current participants while generating new patrons for Army clubs, bowling centers, libraries, golf courses and other MWR programs, many promotions were youth-oriented while several were cross-promoted with other elements of the Family and MWR Command. Outreach to Youth and Child, Youth & School Services patrons continued with Bowlopolis and a new youth “learn to bowl” program. Spouses of deployed Soldiers were offered support and networking opportunities with a Bunco promotion held in clubs and marketed through the Army Community Service Family Readiness Groups. Life-changing experiences were also provided to the winners of Operation Rising Star and Military Long Drive programs. Another successful and highly anticipated promotion at participating Army garrisons was the Texas Hold ’em tournament now in its third year. After-action reports reveal this promotion averaged sales of $968 per location totaling a 115 percent increase in sales and a 259 percent increase in foot traffic compared to an average night of operations. The Army Golf Program, the Warrior Transition Command and the Events Division partnered to bring professional golf training to select Army garrisons and local communities in FY09. Garrisons with a need for ongoing adaptive golf programs were identified and provided with professional trainers, a day of teaching instruction and a free clinic. Clinics were open to golf professionals, therapists, physical education coaches, recreational instructors, and other industry professionals. The result was a first-hand experience that illustrated both the rehabilitative qualities of golf and how it can be taught and played by anyone, regardless of their disability. The 2009 Military Long Drive promotion not only increased awareness of Army Golf programs through outreach to National Guard and Reservists, but also increased driving range sales. Offering a professional long drive event

at 19 Army locations in a turnkey promotion, the promotion culminated in the Military Long Drive Championship aired on ESPN television. The event offered another great opportunity for military members with 21 top military long drivers featured at the World Long Drive Championship in Mesquite, Nev. The winner took home a cash prize and was featured on the ESPN broadcast of the RE/Max World Long Drive competition in December 2009. Army bowling centers partnered with the Bowling Proprietors Association of America Bowlopolis program at 28 Army bowling centers in 2009. Bowlopolis, a cartoon DVD series and an online interactive Web site created by BPAA, have generated significant interest in youth bowling programs. A Youth Bowling Education Program, written by FMWRC staff and a well-known bowling coach, was introduced along with the Bowlopolis package. The Youth Bowling Education program included a series of lessons targeted at age-specific groups of children, complete with tools to make teaching successful. Another favorite, the 2009-2010 Business Managers’ Planning Calendar was distributed to all garrisons in August, with additional copies distributed at MWR Academy courses. This popular 15-month planning tool was designed to provide hundreds of promotional ideas, customer service tips, industry events, a month-at-a-glance view and daily calendars. As the directorate looks ahead, it continues to forge new bonds with garrisons as well as internal and external customers, while working to provide consistent and comprehensive tools and templates for use throughout the Army. Leveraging the experience of numerous professionals from military and private sector backgrounds, the team looks forward to a strong second year of operation. Research continues to be a top priority as the directorate and command work to make data-driven decisions and learn more about their customers. Communication, continued transformation and professional development of the staff round out the key priorities for the coming year.

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Fiscal Year 2009

FMWR Academy

FMWR Academy

T
Se qu en

Training and Performance Support
The Family and Morale, Welfare & Recreation Academy, a workforce success multiplier, offers training and performance support for the Army and its sister services. Located in Alexandria, Va., the Academy supports the FMWR Master Training Plan and trains entry-level employees through general officers. Providing results-driven support, the FMWR Academy strives to embed learning in the workflow and is a critical organizational change agent.
and materials continues to decline, and more staff skills have been developed to provide a more cost effective and quality product. The FMWR Academy provided performance support to installations and programs through professional development and project management. Six installations (Fort Hood, Texas; Fort Knox, Ky.; Fort Sill, Okla.; USAG Stuttgart, Germany; USAG Schinnen, The Netherlands; and Camp Casey, Korea) received Exemplary Employee Development awards consisting of training, recognition, and tuition support for garrison excellence in workforce development and frontline training. Performance management support for Fort Bragg, N.C. and Fort Myer, Va. was provided through focused training. The American Council on Education evaluates FMWR Academy courses and recommends college credit for many offerings. ACE recommendations encourage colleges and universities to award credits to students participating in applicable degree programs. This recommendation supports the strategic vision of FMWRC; confirms the stature of the FMWR Academy as a professional learning institution; and provides added value to our FMWR workforce in their pursuit of formal education or certification requirements. Currently, a total of 39 courses sponsored by the FMWR Academy have received college credit recommendations. In addition, students receive Continuing Education Units for Academy courses. Support to broader Installation Management Command training efforts was provided as the Academy facilitated the FMWR portion of the Garrison Pre-Command Course, the Garrison Sergeants Major Course, the Region Installation Support Team Course, and the Director of Public Works

Web-based learning remains a critical component of bringing skill and technical training to the FMWR workforce. In FY09 development and implementation of courses continued, bringing to 35 the total online courses offered. In FY09, 10,713 courses were completed, an additional 4,179 course enrollments were in progress of completion

ss

ive

tia

la

nd

Pr

og

re

Program Management Level Professional, Basic Management and Leadership

Skill and Technical

MWR Orientation

MWR Master Training Plan

Exec & Senior Management

Division/ Multi-Program Level

ENTRY LEVEL
Operation Excellence

for a total of 14,892 enrollments. This included personnel from other services. In course completions, 19.5 percent was delivered at the installation or Armed Forces Recreation Center (2,083 students), 3.5 percent was at the Academy (372 students), 0.5 percent was by contractor off-site (57 students), and 75.1 percent was through Web-based and blended instruction (8,192 students). If one includes the total number of online course enrollments (including those in progress), 76.5 percent of learning was through online instruction. Reliance on contractors for delivery of classroom training and development of online courses

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Family and Morale, Welfare and Recreation Command

FMWR Academy FY2009 Student Totals by Course
Classroom: 20 15 24 24 24 13 32 23 11 43 44 22 45 17 41 80 22 32 21 25 28 39 1,662 95 22 ACS Relocation Readiness Program Management ACS Exceptional Family Member Program Management ACS Mobilization and Deployment Program Management ACS Army Volunteer Core Program Management ACS Soldier Family Assistance Center Course Army Recreation Machine Program Management Army Five Star Catering Fundamentals Business Program Management & Leadership Effective Writing for Contracting Officers Executive Leadership & Management for Division Chiefs Exemplary Employee Development Award Training – Camp Casey Exemplary Employee Development Award Training – Fort Hood Exemplary Employee Development Award Training – Fort Knox Exemplary Employee Development Award Training – Fort Sill Exemplary Employee Development Award Training – Schinnen Exemplary Employee Development Award Training – Stuttgart FMWRC Team Member Orientation Internal Controls – Fort Bragg MIS Functional Administrator Part I Management for Golf Course Superintendents NAF Acquisition Management High Performing Teams Professional Development Program Training On-site Programming and Special Events Management Recreation Division Chiefs Leadership and Management 40 21 11 2,512 Blended: 9 9 1,145 452 91 742 260 53 101 127 38 363 64 139 43 765 2,636 213 331 135 494 8,192 4,179 14,883

FMWR Academy FY2009 Student Totals by Course
Recreation Program Management and Leadership Results Achieving Teams STA/LMS for Timekeepers – Fort Myer TOTAL Marketing Plans for Activity Managers TOTAL Applied Financial Planning (4 Courses) BOSS (3 Courses) Bowling Basics Child and Youth Management System Commercial Sponsorship CYS Mobilization and Contingency FMWR Budgeting and APF Support FMWR Budgeting in the NAF System Food Sanitation Refresher FCC On-line (3 Courses: Directors, Providers, CER) IMETS Marketing Plans – Short Version MCCS Applied Financial Planning (4 Courses) MWR Basic Management Course MWR Orientation Course NAF Contracting Basic ServSafe Sanitation/Alcohol Space Census (4 Courses: FCC, CDC, CYS Coord, SSA/MS/T) Sports (4 Courses: Events, History/Theory, RecTrac, Tournaments) TOTAL Enrolled in Progress TOTAL FY09 Enrollment

Online Completed

Online in Progress

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Fiscal Year 2009

FMWR Academy

Course. Development and piloting a Garrison Command Spouse Course was also completed. Support to external organizations included facility use of 160 requests totaling 265 days of usage for meetings, training and conferences not directly related to Academy training. Academy staff served as facilitators or trainers for six program proponents, and served on two special Headquarters projects. The FMWR Academy registration system provided support was provided to the European Training Center and to program manager training, as reflected below.

Army Lodging Training: 11 27 24 21 25 23 15 16 23 22 207 239 414 137 3 793 1,000 Army Lodging Training Seminar Hotel Operations Lodging Group Leader Program Lodging Strategic Financial Management Lodging Supervision Lodging Supply Chain Management Effective Organizational Leadership Strategic Communication for Lodging Managers Strategic Leadership for Hospitality Managers Value Creation in Hospitality Organizations TOTAL BOSS Forum European Training Center Inclusive Recreation Training SLO Orientation Course TOTAL TOTAL FY09 Other Training Supported

Other Training Support

gaps as well as tracking individual performance development. Aggressive deployment of the system began in July 2009 with garrison level training in the Pacific, followed by training at garrisons in the Southeast and West Regions. The purpose is to train supervisors in the use of the system. Training on this system will be completed for the rest of the garrisons in FY10. The FMWRC Commanding General and Executive Director/Chief Operating Officer directed the Academy to develop a comprehensive, holistic Customer Service Program for Army Family and MWR that creates and sustains a customer service culture. Paramount to creating and sustaining a customer service culture is leadership’s commitment to providing employees a strong, supportive environment where they can thrive. The FMWR Customer Service program calls for establishing Customer Service Training Coordinators that are strategically placed across garrisons to support all of FMWR and to support all the elements of an employee- and customer-centered culture. The expected outcomes of the FMWR Customer Service Program are increased customer participation and satisfaction, higher employee job satisfaction, retention of high-performing employees, and continued employee engagement and commitment. Full implementation of this program and facilitation of the culture change will be a cornerstone of the FMWR Academy effort in the coming years.

A major initiative of the FMWR Academy was the FY09 deployment of the Professional Development Program. The PDP is a tool to improve the professional performance of FMWR employees. The PDP is a comprehensive development plan that addresses competency, knowledge, skill, and ability development, in addition to identifying training or learning elements designed to help improve performance. The system can auto-generate employee training plans, and supervisors can analyze organizational training

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Family and Morale, Welfare and Recreation Command

Operations

T

The Family and Morale, Welfare & Recreation Command Operations Directorate manages strategic and current initiatives and is the facilitator and integrator of actions that span the organization. Some actions include, but are not limited to, coordination of Common Levels of Support, Installation Status Report, Key Garrison Measures, and the Organizational Inspection Program.

In March 2009, the Operations Directorate facilitated the establishment of the FMWRC Working Group to guide the way ahead for Family and MWR programming and services. The FMWRC WG enables FMWRC and the Region FMWR leadership to transform FMWR programs in support of the Army Family Covenant from the enterprise approach. The FMWRC WG meets quarterly to define the roles and responsibilities of the teams and develop a Strategic Action Plan that applies a cost culture approach to FMWR operations. The Operations Directorate provides oversight of the Army’s Gift and Donations Program. In FY09, monetary and non-monetary gifts valued at $4.8 million were donated to Soldiers and Families. Examples of donations received in FY09 include: popcorn; live Christmas trees; an exercise room for an Army lodging facility; a Family Technology Center for an Armed Forces Recreation Center; coffee; and many items to Soldier and Family Assistance Centers. Many generous donors used the “Gifts to Army” Web site with its capability to accept on-line donations to show their support to Soldier and Family Programs. In compliance with 2005 Base Realignment and Closure Law, the Operations Directorate helped to

shape the future of FMWRC, and the employees that make up the workforce, by ensuring that FMWRC is positioned to meet full operational capability in support of HQ, IMCOM’s transformation. In 2009, Directorate staff worked diligently to facilitate the relocation of 65 FMWRC personnel from the National Capital Region to Fort Sam Houston, Texas. There, FMWRC established command and control and a split base operation in order to facilitate the remainder of FMWRC’s relocation currently scheduled for FY10 and FY11. This Directorate organized and coordinated an Army Family Covenant Team comprised of several FMWRC functional subject matter experts to work Joint Base initiatives and actions as a result of BRAC 2005. The team participated in numerous Memorandums of Agreement development workshops affecting the Army installations involved in Joint Base transformation. As a result of the team’s involvement, the Services were able to craft 12 effective MOAs, allowing the Joint Bases to proceed toward reaching their full operational capability. Currently the Operations Directorate assists ACSIM, IMCOM and OSD in their efforts to resolve issues and concerns that relate to delivering the Army Family Covenant on Joint Bases.

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Fiscal Year 2009

Public Affairs

Public Affairs Office

I

It was a year of change for the Family and Morale, Welfare & Recreation Command’s Public Affairs Office in FY09.
version three of ArmyMWR.com, the main Web site of FMWRC with the capability of handling up to one million page views per month and features a Content Management System for ease of input from FMWRC Directorates; development and implementation of the FMWRC Strategic Planning Integrated Resource Information Tool, which organizes FMWRC programs, schedules, and processes into a visible and actionable system to which the Command Group, Directors, and other managers have 24/7 access; and establishment of a FMWRC social media presence, using Twitter, Facebook, and YouTube. The Army Family Covenant was a key focus topic for many of the FMWRC PAO products. In order to get the Army Family Covenant message out to a wide audience of Soldiers, Family members, and senior Army leaders, many of the 107 office-generated articles included how the Army Family Covenant played a significant role or effect in the news event. FMWRC Public Affairs ventured into the social media venue in March 2009, by establishing the Family MWR sites on Twitter and YouTube. Activation of the Family MWR Facebook site occurred in June and, at the end of FY09, had more than 650 fans. FMWRC posts news articles and short messages to this site. Fans can, and do, interact by posting personal comments. The FMWRC Commanding General, Brigadier General Reuben D. Jones (now Major General), established his own social media site on Twitter upon his arrival to the organization in July 2009. Social media enables two-way or multi communications with and between our customers and provides an excellent feedback mechanism.

As a result of the Installation Management Command’s Transformation Plan to streamline like-services and functions and eliminate redundancies within IMCOM and its sub-commands, PAO prepared to become an IMCOM Shared Service. This transition took the PAO from a Special Staff section of the FMWRC Commanding General to the MWR Branch of the IMCOM Public Affairs Office, effective October 1, 2009. The mission of the FMWRC PAO, and the future mission of the MWR Branch, is to provide communications support to FMWRC through the use of internal and external communications products, a media relations program, and an Internet and social media presence. The FMWRC PAO completed FY09 with an operating budget of $922.6 thousand. The FMWRC Public Affairs Office created a historical collection/preservation office and hired a Command Historian to document and archive FMWRC and MWR historical information and artifacts. This function and position was transferred to the FMWRC Command Group, effective October 1, 2009. During FY09, the FMWRC Command Group directed the reestablishment of an FMWRC magazine, which had last been published in December 2007, and was temporarily discontinued due to manpower shortfalls and overriding mission requirements. The Public Affairs Office added two personnel in the third quarter of the Fiscal Year to accomplish the development and publication of the quarterly magazine. The FMWRC PAO accomplishments during FY09 included 107 news releases; 210 media queries; launching

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Soldier and Community Recreation

S

Soldier and Community Recreation supports the Army Force Generation Model by providing the resources and services that enhance region and garrison capabilities to support the expeditionary Army and deliver a quality of life for Soldiers and Families commensurate with their service.

The Family and Morale, Welfare & Recreation Command Soldier and Community Recreation Directorate support deployment for Soldiers both at home station or deployed. This support is provided in three ways: regulatory oversight; procurement of kits designed to provide off-duty entertainment in the form of sports; fitness, and recreation; and managing the MWR professionals that deploy to Iraq to provide hands on recreation and entertainment opportunities for US and Coalition Soldiers. In 2009 Soldier and Community Recreation contributed to the Field Manual 1-0 which defines Army guidance and operational procedures used to provide guidance during current and future deployment contingencies. This guidance specifically identifies the processes and procedures that the Army will use to deploy MWR personnel and equipment into any theater. It contains timelines necessary for the timely arrival and set up of MWR programs and services that provide Soldiers an outlet during operations. Community Recreation procures three types of kits for deployed Soldiers. The first is the Unit Recreation Kit, designed to support a company sized element for 60-90 days after arriving in theater. The Kit contains sports and fitness equipment, and recreational equipment in the form of board games and cards. The second kit, the Electronic Games Kit, comes with a popular home video game unit, games, and TV, along with all necessary cables and power converters. The last Kit, the Theater in a Box Kit, contains an LCD projector, DVD player, movies, a sound system, and a 10 foot x 10 foot screen, to provide a theater that can be set up in 20 minutes. This year — for the first time — 833 Unit Recreation Kits were sent to home stations, enabling the deploying companies to send the kits at the same time as their equipment. In addition, 36 Theater in a Box Kits and 47 electronic games kits were sent directly into Theater to support existing brigade-sized units. Community Recreation deployed 22 MWR professionals into theater in direct support of theater requirements. Three personnel provide guidance and oversight of MWR and entertainment programs at the headquarters level, while seven professionals worked at the division level scheduling and escorting professional entertainers to over 175 locations in Iraq. Teams of 11 MWR professionals are phased in every six months.

All photos in this section courtesy of Soldier and Community Recreation

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All-Army Sports
Boxing
Army entered boxers in nine of the 11 weight classes at Armed Forces Boxing conducted at Fort Huachuca, Ariz. They took seven Gold Medals and one Silver Medal out of the nine weight classes. Army’s medalists include: Gold:  1st Lt. Michael Benedosso, Fort Carson, Colo.  Spc. Adrian Ghisiou, Fort Hood, Texas  Sgt. John Franklin, Fort Carson, Colo.  Spc. Alexis Ramos, Fort Carson, Colo.  Pfc. Connor Johnson, Fort Carson, Colo.  Pfc. Sidney Williams, USAR, Ky.  Spc. Jeffery Spencer, Fort Carson, Colo. Silver:  Sgt. Reyes Marquez, Fort Myer, Va.

The All-Army Men’s and Women’s Bowling Teams both captured first place in the Armed Forces Championship in Fort Bliss, Texas. Both the men and women had two bowlers who were recognized and selected to the Armed Forces Team. The Soldier-athletes selected for the men’s team were: Sgt. 1st Class. Thomas Wynne, Fort Hood, Texas; and Capt. Vincent Gothard, Fort Bragg, N.C.. The women selected were: Sgt. 1st Class. Karen Brown, Fort Sill, Okla.; and Lt. Col. Celethia Abner, Fort Gordon, Ga.

Bowling

Men’s and Women’s Basketball

The Men’s and Women’s All-Army basketball teams were

2009 Recreation Award Winners — Outstanding Programs and Personnel
MWR Employee of the Year USAG Bamberg, Germany

Karen Lazzeri

Career Employee

Hermann Edd Ellis
Fort Rucker, Ala.

Garrison Awards
Small Garrison

Automotive Skills Medium Garrison

Medium Garrison

Large Garrison

USAG Livorno, Italy
Medium Garrison

Bamberg, Germany
Large Garrison

USAG Hawaii
Sports, Fitness & Aquatics Small Garrison

USAG Benelux, Belgium USAG Kaiserslautern, Germany USAG Kaiserslautern, Germany USAG Kaiserslautern, Germany

Jerry Racz

Vicenza, Italy
Large Garrison

Leo Kosley

USAG Camp Red Cloud, Korea
Large Garrison

Fort Carson, Colo.
Outdoor Recreation Medium Garrison

Schweinfurt, Germany
Entertainment Medium Garrison

Livorno, Italy
Medium Garrison

Kerri Pangmann David Schwab

USAG Hawaii Program Awards
Arts & Crafts Medium Garrison

Vicenza, Italy
Large Garrison

Vicenza, Italy
Large Garrison

Bamberg, Germany
Large Garrison

Mary Hirsch-Justice
Fort McCoy, Wisc.

Fort Carson, Colo.
Recreation Centers Medium Garrison

Fort Bliss, Texas
Friends of Recreation USAG Heidelberg, Germany

Fort Lewis, Wash.
Library Small Garrison

Col. Laura Richardson
Fort Myer/McNair,Va.

Vicenza, Italy
Large Garrison

Bamberg, Germany

Micheil Devito

Grace Kilburn

Fort Bragg, N.C.

Stuttgart, Germany

Livorno, Italy

Command Sgt. Maj. Robert J. Felder
Fort Rucker, Ala.

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rebuilding with many new squads. The All-Army Women’s Basketball team went 3-3 in the Armed Forces Basketball Championship and the men were 1-5. All-Navy won the tournament on the women’s side, and All-Air Force took the gold on the men’s side. The All-Army Women’s Basketball team had one player, Spc. Aquanita Burras, Fort Bragg, N.C. named to the “All Tournament” team at the Armed Forces Basketball Championshipn. She, along with Sgt. Shamyra Daigle, also from Fort Bragg, and Capt. Caitlin Chiaramonte, Fort Benning, Ga. participated in the Tournament of Stars in Lake Charles, La. as part of the Women’s Armed Forces All Star team. Four Army men were named to the Armed Forces All Star team that competed to a Third Place finish in the Consiel International du Sport Militaire (World Military) Basketball Championship in Lithuania in June. The All Star selectees included: Sgt. Ron Bartley, Fort Lee, Va.; Sgt. Brett Thomas, Camp Stanley, Korea; Sgt. Russell Queener Fort Huachuca, Ariz.; and Sgt. Vernardo Harris, U.S. Army Reserve. Army Coach Capt. David Smith, Los Alamitos, Calif. was selected as the assistant coach for the team.

The All-Army Ironman team made up of Maj. Christopher Bachl, Presidio of Monterey, Calif. and Staff Sgt. Tina Eakin, Redstone Arsenal, Ala. took first place honors in the Military Division of the Ford Ironman World Championship conducted in Kailua Kona, Hawaii. Eakin overcame a flat tire in the bike portion of the race and was the Women’s Military leader. She finished 10th in her age group with an overall time of 10:51:20. The All-Army Marathon Team ran against the other services at the Marine Corp Marathon held in Washington, D.C. The All-Army Women’s Team placed fourth and the All-Army Men’s Team placed third. 2nd Lt. Kenneth Foster, Fort Bliss, Texas was selected to compete in the World Military CISM Marathon Championship and placed 34th overall and 27th in the CISM division. He was the third finisher for Team USA.

Ironman

Marathon

The All-Army Rugby team took fourth place with a 1-3 record at the Armed Forces Rugby Championship held at Fort Benning, Ga. Two outstanding Soldier-athletes were Cross Country named to the All Tournament Team: Sgt. 1st Class Noah The All-Army Cross Country team competed in the Tupea, Fort Sill, Okla. and Capt. Nathaniel Conkey, West Armed Forces Championship in conjunction with the USA Point, N.Y. Track & Field Winter National Cross Country Championship. Soccer The All-Army Women’s Team The All-Army Men’s Soccer Team placed first at the placed third amongst all servic- Armed Forces Championship in an overtime shoot-out tiees and the All-Army Men’s Team breaker. The Army finished the tournament with a 3-2-1 replaced fourth. Capt. Michelle cord with Pfc. Jason Van Broekhuizen, Schofield Barracks, Kelly, Fort Carson, Colo., was Hawaii named to the All-Tournament team. the Army’s top woman finisher The following Soldier-athletes were selected to the Allcoming in fifth place overall in Armed Forces Team to compete in the CISM Military Conthe competition. She was fol- tinental Soccer Championship hosted by the U.S. at Dyess lowed by 1st Lt. Kelly Calway, Air Force Base in Abilene, Texas: Schofield Barracks, Hawaii, who  Capt. Andrew Filauro, Fort Carson, Colo. came in ninth place. The Men’s  Staff Sgt. Jose Alfarohernandez, Schofield Barracks, top finisher was Capt. Matt CaHawaii vanaugh, Fort Huachuca, Ariz.,  1st Lt. Kurt Hunt, Fort Rucker, Ala. placing in the top 15 of the  Spc. Tyler Stratford, Fort Myer, Va. Armed Forces Championship.  Staff Sgt. Titus Kamau, Walter Reed Army Medical

Rugby

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Eichenseer and Gerheim played as part of the Armed Forces Center, Washington, D.C. All-Star team that took second place at the ASA National  Sgt. Barry Batiste-Swift, Schofield Barracks, Hawaii  Sgt. 1st Class Agustin Mendez, U.S. Army, Korea Championships in Oklahoma City, Okla. (Head Coach) The All-Army Men’s and Women’s Softball Teams both took the Silver medal as a result of tiebreaker situations at the Armed Forces Softball Championship at Naval Air Station, Pensacola, Fla. The Army men had a 7-2 record and the women were 6-3. Four All-Army men were selected to the All-Tournament team: Sgt. 1st Class Ralph Hodgdon, Fort Benning, Ga.; Chief Warrant Officer 2 Elmer Mason, Yongsan, Korea; Sgt. 1st Class Dexter Avery, Fort Huachuca, Ariz.; and Sgt. 1st Class Clayton Shaw, Fort Campbell, Ky.; Capt. Gabe Beltran, Fort Bliss, Texas; Sgt. 1st Class Michael Dochwat, Fort Campbell, Ky. and Assistant Coach Sgt. 1st Class Scott Feterl, Fort Bragg, N.C. joined Hodgdon, Mason, and Avery on the Armed Forces All-Star team that participated in the American Softball Association National Championships in Oklahoma City, Okla. At that tournament, Sgt. 1st Class Ralph Hodgdon was named All-American as a utility player, and finished the tournament in a four-way tie for the batting title. He batted .800 for that tournament. Three All-Army Women were selected to the All-Tournament Team: Staff Sgt. Shannon Eichenseer, Fort Eustis, Va.; Staff Sgt. Kathleen Hedges, Fort Drum, N.Y. and 1st Lt. Lindsey Gerheim, Fort Campbell, Ky.

Men’s and Women’s Softball

Three All-Army Taekwondo athletes achieved national success at the USA Taekwondo National Championships conducted in Austin, Texas. Army World Class Athlete Program athlete 2nd Lt. Steven Ostrander from Fort Carson, Colo. defended his National title from 2008 and was crowned the National Champion in the Heavyweight Division, defeating his opponent in the finals 14-1. This marks the third time that Ostrander has been national champion – 2002, 2008, and 2009. Sgt. Louis Davis from Fort Lewis, Wash. and Sgt. Donovan Rider from WCAP at Fort Carson, Colo. both took Silver medals in the Middleweight and Featherweight Division, respectively, with 3-1 records. The Men’s and Women’s All-Army teams both placed second in the Armed Forces Championship held at Naval Base Ventura County, Point Mugu, Calif. There was no CISM Championship for the triathlon in 2009. However, Lt. Col. Heidi Grimm, now retired, Fort Carson, Colo., won first place by nearly a minute over the next finisher and Staff Sgt. Tina Eakin, Redstone Arsenal, Ala. finished fifth place overall. For the men, 2nd Lt. Nicholas Vandam, West Point, N.Y. placed third overall.

Taekwondo

Triathlon

Volleyball

The All-Army Men and Women’s volleyball teams both took third place in the Armed Forces Championship. 1st Lt. Amanda Psiaki, Fort Stewart, Ga. and Capt. Rachel Travis, Fort Carson, Colo. were selected for the Women’s AllTournament Team. Sgt. Valiente Henry, Santa Ana, Calif. and Capt. Todd Allison, Fort Carson, Colo. were selected to the Men’s All-Tournament Team. Both the men’s and women’s team had four people named to the Armed Forces Team which competed in the CISM World Military Volleyball Championship held in Rio de Janeiro, Brazil. The following Soldier-athletes were the

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lective empowerment. Arts and Crafts program activities provided deployment stress relief to Family members and Soldiers returning from deployment. Soldiers from Warrior Transition Units who utilized Arts and Crafts facilities in 2009 showed improvement in their recovery and rehabilitation process. Soldiers from Warrior Transition Units at Schofield Barracks had the opportunity to attend a seven week session of Art Therapy at Schofield Arts and Crafts Center. A different creative medium was presented each week focusing on emotions through color, clay, drawing and painting. After completion of the seven week program, Soldiers have the opportunity to continue with advanced programs. Wrestling The Army Arts and Crafts contests (All-Army Pho The All-Army Wrestling team won the overall competi- tography and Army Arts and Crafts) are now digital with tion in the Armed Forces Championship. In the Greco-Ro- both using a dedicated Web site for participants to submit man and Freestyle categories wrestling, the Army won a contest entries online. Entering online reduces paperwork total of 11 gold medals and two silver medals in seven dif- and enables a garrison and/or region to easily track enferent weight classes. The Army medalists are: tries and their status. Participants can enter at any time Freestyle Category (all from Fort Carson, Colo.) or place where Internet access is available. This facilitates  Spc. Jermain Hodge – Gold participation by deployed Soldiers, as well as Guard and  Spc. Alfredo Varela -- Silver Reserve Soldiers. After the Department of the Army level  Staff Sgt. Glenn Garrison -- Gold judging, digital images of the winning entries are posted  Staff Sgt. Gordon Wood -- Gold on the contest Web site, which gives winners local recogni  Staff Sgt. Kevin Ahearn -- Gold tion and stimulates interest in arts and crafts programs.  Spc. Timothy Taylor -- Gold Photographers submitted more than 3,000 entries by photographers at the local level of the contest. The 2009 Army Greco-Roman Category (all from Fort Carson, Colo.) Arts and Crafts Contest DA level had 496 submissions  Spc. Jermaine Hodge – Gold from deployed Soldiers, as well as Guard and Reserve Sol  Spc. Jeremiah Davis – Gold  Spc. Faruk Sahin – Gold  Sgt. Jess Hargrave – Silver  Spc. Aaron Sieracki – Gold  Sgt. Kevin Ahearn – Gold  Staff Sgt. Dremiel Byers – Gold

players selected for the team: Women:  2nd Lt. Nicole Lopez, Guantanamo Bay,  1st Lt. Amanda Psiaki, Fort Stewart, Ga.  Capt. Rachel Travis, Fort Carson, Colo.  Capt. Lora Burris, Kaiserslautern, Germany Men:  Sgt. Valiente Henry, Santa Ana, Calif.  Capt. Todd Allison, Fort Carson, Colo. 1st Lt. Brent Johnson, Kaiserslautern, Ger- many  Staff Sgt. John Ribar, Stuttgart, Germany

Arts and Crafts
The Arts and Crafts program in FY09 provided Soldiers, retirees, DA civilians and Family members a wide range of skill development activities to promote personal creativity, cultural awareness and both personal and col-

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diers and Family members. Contest judges, professionals in the arts and crafts fields, commented on the high degree of talent and inspiration in the contest entries. The FMWRC Arts and Craft Program Manager and one newly hired garrison Arts and Crafts Manager attended the Craft and Hobby Association Trade Show and Consumer Crafts Show Jul. 27 – Aug. 1, 2009 in Orlando, Fla. Attendees participated in educational workshops and seminars and viewed products and demos at vendor booths. Managers made contacts for support of Garrison Arts and Crafts programs, viewed new industry trends and observed consumer interests at the first ever CHA Consumer Craft Show. The combined trip report was distributed to crafts managers and posted on the Army Knowledge Online manager page. In response to the FMWR/Child, Youth & School Services Space Partnership Program now called “VENTUREPOINT,” Arts and Crafts Managers have partnered with CYSS to provide out-of-school program activities for children and youth. Fort Drum Arts and Crafts held a pottery class with the EDGE! Program, two days a week for four weeks. Children painted ornaments and learned painting techniques from a professional instructor. Youth are working in the Arts and Craft facilities as teen apprentices in the HIRED! Program, working in paid positions to meet the employment and career-exploration needs of Army teens, 15-18 years of age. provement in their recovery and rehabilitation process. Automotive Skills facilities at Army Garrisons worldwide are equipped with vehicle lifts and a comprehensive selection of tools and state-of-the-art equipment for selfhelp vehicle repair. Participants have a clean, safe environment in which to work. Facilities collectively have 1,320 indoor work bays and 1,400 outdoor work bays available for vehicle repair and maintenance. Basic Tune-Up classes were offered at most facilities along with specialty classes in welding and diagnostics. Most facilities use computer data base reference systems (e.g., ALLDATA and Mitchell on Demand) which provide patrons quick access to vehiclespecific diagrams and how-to information, as well as troubleshooting tips for auto repair. Auto Training Instructors assist and instruct less experienced patrons and provide safety orientation classes on use of equipment. These instructors continue to gain certification through the National Institute for Automotive Service Excellence. Certification is encouraged to broaden the expertise of the staff and increase value to Automotive Skills facility patrons. FMWRC provided study guides to auto personnel preparing for ASE certification testing. In addition to self-help auto repair facilities, many Automotive Skills facilities offered spray paint booths, car washes, tow services, used car sales, parts stores, car clubs, car shows, rallies, and youth apprenticeships in conjunction with school vocational programs. FMWRC conducted training for Army Auto Skills Managers March 25-28, 2009. For the first time this was in conjunction with the annual Showpower Transmission and Undercar Expo. Managers had the opportunity to attend many interesting management and technical seminars Managers The Automotive Skills program provides skill develop- received additional instruction on CYSS Partnerships, AKO ment activities in a recreational setting to the military com- Library Data Bases and Army and Air Force Exchange Sermunity. The program provides an opportunity for Soldiers, vices Partnerships. The Expo training kept personnel up-todate with current industry trends retirees, DA civilians and Family and technological changes. members to reduce maintenance Supporting Soldier and costs through self-help vehicle Family well-being, the Automorepair. This expertise has a direct tive Skills increased programcorrelation with military occupaming for Family members and tion specialties, adding another worked with Family Readiness dimension to mission support. Groups to offer organized classes A significant impact of this proto spouses. gram is that Soldiers from War Youth are working in the rior Transition Units who utiAutomotive Skills facilities as lized Automotive Skills facilities teen apprentices in the HIRED! in 2009 showed considerable im-

Automotive Skills

Photo courtesy of army.mil

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Program, working in paid positions to meet the employ- posture by supporting the various pillars of BOSS which ment and career-exploration needs of Army teens, 15-18 are the very foundation: quality of life; community service; years of age. and recreation and leisure. Within these three pillars, BOSS programs Army-wide volunteered 134,960 hours, saving more than $153 thousand by performing these duties. In addition, BOSS programs performed 568 community service events and 472 recreation and leisure activities. The BOSS program has been described as: “the Soldier’s voice;” “the vehicle of choice for obtaining the single Sol The Department of the Army Better Opportunities for dier perspective, ideas, or feedback;” “supports the Army Single Soldiers program continues to play an integral role Family Action Plan;” and “serves as a targeted telescope for within our Army. This essential program has a presence the Commander.” BOSS is all of these depictions and more. not only within the single Soldier community, but in the Indicative of recognizing the importance of BOSS, many single parent and geographical bachelor demographics, as partnerships have been formed, making the Army a safer well. The mission of BOSS is to enhance the quality of life environment and invoking a sense of harmony. Significant and morale of single Soldiers, increase retention, sustain collaborations have been established with Department of readiness and maintain the all-volunteer force supporting the Army G1, I.A.M. STRONG, and the Combat Readiness/ an expeditionary force. The BOSS programs achieve this Safety Center.

Better Opportunities for Single Soldiers

2009 Department of the Army BOSS Award Winners
Best Event X-Small 1st Place: Schweinfurt, Germany 2nd Place: Camp Darby, Italy Small 1st Place: Fort Rucker, Ala. 2nd Place: Fort Hamilton, N.Y. Medium 1st Place: Fort Lee,Va. 2nd Place: Camp Red Cloud, Korea Large 1st Place: Grafenwoehr, Germany 2nd Place: Fort Stewart, Ga. X-Large 1st Place: Fort Campbell, Ky. 2nd Place: USAG Hawaii Best Installation X-Small 1st Place: Schinnen, The Netherlands 2nd Place: West Point, N.Y. Small 1st Place: Fort Rucker, Ala. 2nd Place: Camp Stanley, Korea Medium 1st Place: Camp Red Cloud, Korea 2nd Place:Yongsan, Korea Large 1st Place: Fort Steward, Ga. 2nd Place: Grafenwoehr, Germany X-Large 1st Place: Fort Campbell, Ky. 2nd Place: USAG Hawaii Julius Gates Senior Military Advisor of the Year Command Sgt. Maj. Donald R. Felt, Fort Hood, Texas President of the Year Sgt. Edmond Perez, Fort Sam Houston, Texas Individual Awards Feltus Edwards Award for MWR Excellence Silvia Joiner: Schweinfurt, Germany Photo Contest 1st Place: Presidio of Monterey, Calif. 2nd Place: Fort Knox, Ky.

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Community Recreation Centers
Community Recreation Centers deliver a full range of social, educational, cultural and recreational opportunities to the military community which promotes mental and physical fitness. Installation Community Recreation Centers provide a single location or a hub for recreation and leisure activities that include, but are not limited to: special events; meeting rooms; internet cafes; music rooms; internet on-line gaming (X-Box or Play Station, MPOGS); flat screen TV/DVD viewing for sports, movies and news, board games; chess; darts; billiards; and a snack bar food and beverage operation. Partnering with the local economy and other Community Recreation Programs enables the Recreation Centers to offer diversified recreation programs that meet the needs of all community members. Through education and program training, the Installation Recreation Center programmers initiate and create a variety of programmed events. In FY09, FMWRC hosted the 2009 All Army Chess Championships. The top 12 Army chess players traveled from all over the U.S., Europe and Korea to play at Fort Myer, Va., with the top six players advancing to the Interservice Chess Championships, also hosted by the FMWRC, at Fort Benning, Ga. The tournament consisted of six players from each service. The top six players were selected to form the 2009 U.S. Military Chess Team. These six players participated in Hammelburg, Germany against 17 other NATO countries. The U.S. Team placed ninth. The tradition of military chess dates back many years. The strategic thinking of chess enables the Soldier to hone their military skills while working towards a goal, planning a strategy and thinking ahead. Completed during FY09 was year two of a three-year contract with Penn State to train garrison recreation programmers in “Inclusive Recreation for Wounded Warriors.” The course was developed as a result of the long war that increased the demand for installation Morale Welfare and Recreation staff to understand how recreation can help wounded troops and their Family members cope following

This year was noteworthy as the Army celebrated the 20th Anniversary of the Army BOSS Program. In conjunction with the anniversary, BOSS program representatives made a request for change in the BOSS logo. While the logo that has been utilized for the proceeding 20 years possessed merit in its own right and represented a different time and generation, Soldiers wanted a new design that shows a depiction of a new generation in the Army. On April 7, 2009, the DA BOSS Program solicited Soldiers across the Army to submit designs that truly portrayed the commitment of today’s single Soldier, while illustrating the strength and drive to make a difference by the same. A new logo was unveiled at the Annual DA BOSS Forum in August 2009. At the end of FY08, FMWRC BOSS staff made a formal request for 49 permanent BOSS President authorizations for specific garrison’s Table of Distribution and Allowance. In the beginning of FY09, DA G3/5/7 approved 47 requirements for BOSS Presidents at various garrisons throughout the Army. At the end of FY09, the FMWRC BOSS staff authored and administered a survey (to the Senior Enlisted Advisor, MWR Advisor and BOSS President from each garrison) to solicit ways to improve existing programs. All indications support the necessity of permanent authorizations for BOSS Presidents on individual Garrison Tables of Distribution and Allowance. Equipped with supporting documentation and matrices, the FMWRC BOSS staff will prepare a second business case requesting the permanency of BOSS President authorizations at the identified garrisons.

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long deployments and often lengthy hospital stays. Appropriate inclusive recreation programming is recognized as beneficial in helping the injured, the spouse, and the children adjust to and thrive in their new found situation. The 12 classes through 2011 consist of detailed segments discussing Traumatic Brain Injury, Limb Amputations, Post Traumatic Stress Disorder and Spinal Cord injuries. The course includes guest Subject Matter Expert speakers, video examples on each disorder and hands-on equipment brought in by the speakers for each topic. A new concept called Warrior Zones is underway with several focus groups and design charrettes completed. A Warrior Zone is a Category B high energy entertainment/ recreation venue for Soldiers. Activities include multiplayer computer gaming, on-line gaming, facility Wi-Fi, movies, sports programming and food and beverage. Charrettes include designs for small, medium and large facilities depending on installation Soldier strength. Kick-off construction meetings convened for Fort Lewis, Wash. and Fort Riley, Kan. and Project Validation Assessments were approved for Fort Bliss, Texas, Baumholder, Germany and Fort Hood, Texas.

programs and deployed troops despite a decrease in budgets. Soldier initiated Theatre programs (with support from IMCOM-E and USAED) in both Turkey and Iraq continued to be active. The Army Community Theatre Program achieved major successes in National competition; the USA Express Program was re-activated with an extensive tour; and Operation Rising Star, The Festival of Arts and Recreation Program Events Competition, U.S. Army Soldier Show and Army Concert Tour expanded their scope. Building on the popularity of the free concerts presented in FY08, in FY09 FMWRC chose to support a similar program through the USAED Special Events Program The U.S. Army Entertainment Division continued to pro- with expansion to OCONUS, resulting in the presentation of vide a high level of direct support to installation entertainment 11 free indoor events in IMCOM-E in a strategic partnership with the Navy, and the Region. However, budget shortfalls necessitated the cancellation of USAED’s BRAVO! Program, Battle of Bands, and Stars of Tomorrow Programs in FY09, and the continued suspension. In FY09, USAED programs maintained a healthy return on NAF monies spent. Installation income, directly attributable to USAED programs, achieved a very slight increase of 0.01 percent to $2.92 million. Direct ticket share income to FMWRC saw a 1.15 percent decrease, counteracted by an increase in cash sponsorship of 0.97 percent. In total USAED Program Activities returned $4.03 million against a Program operating cost of $3.55 million, approximately a 9 percent return on direct program investment. USAED directly supported 804 performances, a 0.9 percent increase in activity (192 at no cost to patrons) of 132 productions during the year entertaining well over

Entertainment

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450,800 members of the Army Community at an overall net cost of $943,449: a divisional average program delivery cost of $2.09 per patron. The Division also provided technical, logistical and performer support for multiple activities within the Metropolitan District of Washington area, ranging from the 2009 Army Birthday Ball to Pentagon special events. Army Entertainment Detachment maintained a 100 percent fill of the Table of Distribution and Allowances positions. Soldiers were successfully recruited and attached from the Reserve Components. Improvements in operations were instituted by increased training of all Soldiers within their respective programs, and new and expanded recruiting measures have been implemented. The US Army Soldier Show celebrated its 92nd anniversary since its WWI initiation. With the production of “Lights, Camera, Action,” the Soldier Show staged 113 performances at 52 locations in CONUS, Hawaii and the Republic of Korea. Overall attendance was to more than 100,000 persons. Operation Rising Star enjoyed a highly successful 2009 Season. ORS local competitions were held, August - September 2009, at 35 installations worldwide. Each installation generated three to eight nights of ORS events culminating in the selection of their local winner. Each participating installation submitted packets on their winner to USAED, and, on October 16, the ORS Selection Team chose 12 Semi-finalists to compete in the 2009 Operation Rising Star Live Finals. The Semi-finalists then traveled to Fort Belvoir, Va. for the live competition held at the Wallace Theatre, Nov. 14-20, 2009. Four full-scale television shows were produced, rehearsed, taped and broadcast on the Pentagon Channel around the world, as well as web-cast on www. oprisingstar.com. Viewers then had a two-hour window to vote for their favorite contestant at each level. Over the course of the week’s four shows, 196,307 votes were received and 429,682 unique page views to the ORS Web site were logged from over 50 countries. Returning Judges, Sergeant Major of the Army (Ret.) Jack Tilley, Debra Byrd of American Idol and Country recording artist Michael Peterson were joined by ‘Idol’ alumni, recording star and MTV host Kimberly Caldwell for the top three Finals show. Other special guest appearances included the Washington Wizard Cheerleaders, Sweethearts for Soldiers, artists from “To the Fallen Records” and 2008 ORS winner Joyce Dodson. The 2009 winner, Ms. Lisa Pratt, a Family member from Fort Carson, Colo., received the grand prize of an all-expense paid recording package at DMI Music’s Firehouse Recording Studios in Pasadena, Calif., to record a three-song CD in February 2010. At a total cost of just under $200 thousand, of which $68 thousand was provided by sponsorship, ORS ’09 Finals events cost the Fund less than $.30 per viewer and provided a unique and enriching experience for the participants. Army Community Entertainment saw continued Soldier-driven activity in Iraq and an increase in activity at several locations. ACE supported 26 full-time theatre programs and 17 part-time programs worldwide. There was an increase of installations participating in the IMA-Europe “Topper Awards” and “One Act Play Festival,” and the previously CONUS-based “Festival of the Performing Arts” expanded into a worldwide activity for 2009 (see Competitions Program report below). The Army was, once again, well represented on the national stage by SHAPE Players production of “Hold Me” in the American Association of Community Theatre National OneAct Play Festival, Tacoma, Wash., held in June 2009. The Army Team garnered six Award Nominations and the Outstanding Performance by an Actor in a Featured Role Award was presented to SHAPE’s David Nixon. The AACT National Awards for 2009 continued to recognize the Army Community Theatre contribution to the National Community Theatre movement. The David C. Bryant Outstanding Service Award was presented to Dane Winters, Entertainment Director at the Roadside Theatre in Heidelberg. The Distinguished Merit

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Award was given to Bonnie Daniels, who has led Army Theatres in Yongsan, Korea; Fort Knox, Ky.; and Vicenza, Italy as well as directing the Bravo! Army Touring Theatre Company’s inaugural production in 2000. USAED’s Irving Berlin Award for 2009 was presented to SHAPE Army Community Theatre, and the James T. Martin Lifetime Service Award was presented to Heidelberg’s Dane Winters. The Copyrights and Royalties Program for FY09 reported 116 produced shows, with 696 performances scheduled worldwide. The figures represent a slight increase in activity over FY08. We had a 35 percent increase over FY08 in reported paid audience from 56,673 to 76,530, ticket sales generated $907,022, a one percent increase from FY08. For each $1 invested by FMWRC for Royalties, rentals and materials, $3.69 was generated in installation income. The involvement of 3,593 cast and crew members, representing active duty, Family, community and DoD civilians, represented a 34 percent decrease in active — as opposed to audience — participation; however, the reduced numbers still provided 222,016 volunteer hours of support for the programs. The USA EXPRESS Program in 2009 fielded one unit of seven military entertainers for an extended tour that included Guantanamo Bay, Cuba, Puerto Rico, Korea, Hawaii, Alaska, Japan and installations in CONUS. USA EXPRESS performed at 65 locations. The 2009 UE tour

entertained more than 10,000 Soldiers and their Family members. The program cost $159,700, equating to $15.97 per audience participant; however the professional experience gained by the participating Soldiers, and the outstanding reception for the program at the installation level held the promise that future tours will gain significant audience momentum. Festival of the Arts & Recreation Program Events Competition. In 2009, the program expanded to a worldwide competitive event, with participation from each Region. A total of 29 Garrisons entered 52 events for adjudication by a team of traveling Judges. More than 2,000 program participants impacted an audience of more than 50,000 with programming in six event categories: Recreation Program events; Youth Theatre; Youth Talent Shows; BOSS Variety Shows; Theatre Musicals; and Theatre Plays (non-musical). Joining the Performing Arts basis of the Festival were 17 BOSS-sponsored events and 12 Recreation Program Events. First, second and third place awards were given in all six event categories. Also awarded were: Best of Festival, Garrison: 1st, Fort Gordon, Ga.; 2nd, Fort Leonard Wood, Mo.; and 3rd, Fort Campbell, Ky.; Best Event Scrapbook, winner Fort Leonard Wood, Mo.; and a Newcomer Award for the best program from a newly participating Garrison, USAG Camp Zama, Japan. At a budgeted cost of $200 thousand, the Festival generated a major increase in local garrison programming at a cost of $3.85 per participant both active and audience. The Army Concert and Special Events Program continued to deliver quality entertainment to host garrisons. The USAED Special Events program produced, promoted, co-promoted, funded and supported 26 major events in CONUS and OCONUS locations. The Army Concert Tour produced eight outdoor concerts and five indoor concerts from May – December 2009, at a cost of $3.54 million. Paid attendance for the tour was 59,250, which generated $570 thousand in net income for host garrisons. The USAED Special Events Program also produced 11 free OCONUS indoor concerts from January – September 2009 that entertained 7,500 Soldiers and Family mem-

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bers, at a cost of $242.3 thousand. These free shows were a result of strategic partnerships with Navy Entertainment, and IMCOM-E. The diverse talent line-up included the following genres: country, classic rock, alternative rock, R&B, gospel and hip-hop. Notable performers included: Tim McGraw, Brooks & Dunn, Sugarland, Billy Currington, Lynyrd Skynyrd, Bowling For Soup, Everclear, Hinder, Deitrick and Damita Haddon, Trin-I-Tee 5:7, Spensha, Soul Ja Boy, Bow Wow and Jasmine Sullivan.

Leisure Travel Services/ Information,Ticket & Reservation Offices
In FY09, all but seven Army ITR operations posted positive Net Income despite significant drops in the volume and costs of tickets sold. Lower ticket revenues were influenced by free admission and substantially reduced price promotions at Disney, Universal Studios, Anheuser-Busch and other attraction operators. This impact was off-set by a major rise in lodging sales through the Army’s Military Travel Voucher program. Total net income before depreciation in 2009 under Program Code KD (ITR) was $1.8 million; NIBD under Program Code LS (Commercial Travel) was $932.2 thousand. UFM payments to NAFIs in 2009 totaled $1.6 million. Earnings were far better than financial performance in the private/ commercial travel sector where earnings fell precipitously in all sectors, throughout the year, as reflected by radically lower prices, staff reductions, and closures of many hotels and attractions. Base Realignment and Closure dates are approaching for the ITR Offices at Fort McPherson, Ga. and Fort Monmouth, N.J. One office, Fort Story, Virginia Beach, Va. transferred to the Navy

under Joint Basing. Others will follow in 2010 and 2011 (Fort Sam Houston, Texas and Fort Eustis, Newport News, Va. The loss of those two locations coupled with acquisition of McChord AFB and Pope AFB by the Army under Joint Basing, is not projected to have a material impact on overall Leisure Travel earnings. In 2009, cruise revenues paid to ITR Offices were $237.5 thousand. Although this is a nine percent decline from 2008 revenues, in fact, it represents a net increase of individual customers served. During the first half of the year, as a result of the H1N1 flu concerns and the economic crisis, all cruise lines reduced prices substantially in many cases, — from one-third to one-half. Lower customer costs resulted in comparably reduced commissions. In 2009, commissions received from the Armed Forces Vacation Club totaled $345.1 thousand, which was a 27 percent increase from 2008. Total payments to Army NAFIs since the program began in 2000, now total $2.1 million. Involvement by MWR in logistical support for the annual Exodus Travel Movement at installations with Basic Training and Advanced Individual Training missions continued to change. At some locations (Fort Eustis, Fort Jackson, Fort Knox, and Fort Lee) the ITR offices are directly involved with air ticketing. At other sites, MWR appears to have much less involvement in support for the Exodus movement, relying instead on Internet and off-post travel agencies to provide support. In 2010, Army Leisure Travel Services anticipates its first significant effort to promote on-line sales. This will include contracted web-based programs such as Government Vacation Rewards, and core MWR services such as WebTrac. We expect “learning opportunities” to occur as a by-product of the transition, but hopefully the future will bring enhanced service opportunities for all authorized patrons.

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Libraries
Army MWR Libraries provide knowledge services and support expeditionary forces, military readiness, educational requirements, and leisure needs of Soldiers and their Families 24/7. Their importance is validated in all three major Army surveys: Leisure Needs, Sample Survey of Military Personnel, and the Army Family Survey. The 2009 DoD MWR Customer Service Index survey also ranked MWR libraries at the top of the scale. Collections emphasize military art and science including the Army’s Chief of Staff Reading List, both professional and off-duty Soldier education, military Family specific information, lifelong learning and recreational use of leisure time. Use of current technology facilitates remote access to installation libraries, providing virtual library services to expeditionary forces and improving morale communications between geographically dispersed Family members. Technology has also improved business based operations in libraries with the ability to better assess the quality of collections, to improve circulation operations including automated checkouts, and to facilitate personal computer management operations. Events-type programs highlighted library collections, enabled collaboration between other MWR activities, improved literacy and computer skills, and offered fun and diversion for Soldiers and Families. Professional staffs were available to assist in reference/research and to offer insights into the hidden Web. Additional reference support was available 24/7 through the Army librarian managed service “Ask a Librarian” on the Army Knowledge Online portal. Available teen corners, which included gaming resources, are popular and

have reintroduced reading to a vulnerable age group. Electronic databases purchased centrally at FMWRC in FY09 saved the government $6.2 million. These purchases, combined with titles funded by the Office of the Secretary of Defense and purchased enterprisewide across the four services provided over 40 fulltext online commercial databases including 10,010 magazines and newspapers, 15,000 e-books, and 5,958 audio books. Additional enterprise-wide purchases using OSD supplemental dollars included a service-wide summer reading program for FY10 and an online tutoring service, Tutor. com. Tutor.com provides one-on-one, realtime, online tutoring services for all grades including junior college level support. Partnership arrangements with Army Knowledge Online, Army OneSource and Military OneSource extended all databases resources to Army personnel in Iraq, Kuwait, Afghanistan, and members of the National Guard and Reserves and their Families. War-time operations in Operation Iraqi Freedom and Operation Enduring Freedom during FY09 were supported with 157,047 paperback books and 175,980 Playaways, of which the majority were funded with OSD supplemental dollars. These dollars also supported paperback book and audio book purchases for Military OneSource Call Centers. The Call Centers provide supplemental reading/audio material for remote Families in need of MWR support while their spouses were deployed. In addition to supporting Army deployments, war-time operations and the Call Centers, the Army MWR Library Program manages the Navy and the Marine Corps Paperback Book Kit Programs through support agreements, providing kits for ship and shore libraries, and to Marine Corps Security Guards at US Embassies. Additionally, the Army supports more than 140 military missions with paperback books and magazines. The military mission support is directed by Department of

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awards in FY09 were: small garrison, Garmisch Library, Germany; medium garrison, Bamberg Library, Germany; large garrison, Schofield Library, Hawaii. Libraries are annually assessed using Army MWR Baseline Standards and DoD MWR Core Library Standards. Both assessments in FY09 highlighted deficiencies in the areas of staff, training, library collections and technology. The Program Budget Review 12-17, identified and validated requirements to correct deficiencies. Funding will be distributed through the Common Levels of Support model to meet requirements. Defense policy. FMWRC replaced outmoded software managing the webbased General Library Information System in September 2009 with a new user-friendly system offering Soldiers the ability to borrow materials downrange and Families more options in library account management. Both Soldiers and Families can set up online library accounts that allows them to request books, place items on hold that are currently checked out, view their lending history, create reading lists, write reviews of books they’ve read, and rate books on a one to five scale. No additional libraries were brought into GLIS in FY09 due to the changeover in systems. Approximately 24 MWR libraries remain to be added to the GLIS inventory and will be phased in over the next two to three years. A congressionally-funded pilot pediatric literacy program, “Reach Out and Read,” was concluded successfully in FY09 with 20 military hospitals and their health professionals promoting literacy in well-child medical appointments. The program will continue with hospital staffs providing self-sustainment through use of volunteers and donations. Phase one of Joint Basing has affected two Army installations in FY09, Fort Story, Virginia Beach, Va. and Fort Dix N.J. The Army Library at Fort Story became a Navy asset October 1, 2009 and joined Naval Station Norfolk (Little Creek) for provision of library services to both Army and Navy personnel. Although Fort Dix closed their MWR Library several years ago, a Memorandum of Agreement between Fort Dix and McGuire AFB identifies joint support for Army and Air Force personnel using the McGuire AFB Library. These libraries will advertise their program as jointbased libraries and equally welcome both services. Library Recreation Award winners for the program

Outdoor Recreation
The mission of Outdoor Recreation is to teach outdoororiented Lifetime Leisure Skills through programs (e.g., skill instruction courses, activities, and trips), facilities (e.g., equipment checkout centers, parks and picnic areas, campgrounds, stables, marinas, recreation areas, paintball fields, shooting sports centers, etc.) and services (e.g., equipment maintenance, repair, and sales; trip and activity information referral, etc.). ODR operations are the most diverse in military MWR with 16 separate program areas, primarily designated as Category B operations but also involving elements of Categories A and C. FY09 began with a strong emphasis on the new mission priority for ODR, to develop and implement the Warrior Adventure Quest program, and ended with a unique and classic outdoor recreation training experience that demonstrated the principles of the ODR and WAQ missions. Warrior Adventure Quest is a reset training tool designed to introduce Soldiers to activities that serve as alternatives to aberrant behaviors often associated with accidents involving recently re-deployed Soldiers. This reset tool bolsters Soldier resiliency and unit team cohesion as it

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presents coping outlets to help Soldiers realize their own new level of normal and “move on” with their lives. The WAQ program combines existing high adventure outdoor recreation activities (e.g. rock climbing, mountain biking, paintball, scuba, ropes courses, skiing, and others) with a leader-led after action debriefing, or L-LAAD, tool developed by Battlemind. The first quarter of FY09 was spent developing WAQ program improvements in format, training curriculum, and measurement methodologies, while establishing partnerships to help process these strategies. The program revisions were outlined in the official Execution Order signed by Lt. Gen. Wilson, the Assistant Chief of Staff for Installation Management. The WAQ program is now segmented into five phases: Phase I Leader Training, is for all E-6 and above participants and teaches them how to facilitate a Battlemind L-LAAD in response to a significant event in an operational environment. Phase II Teaches these unit leaders how to utilize the same L-LAAD technique when facilitation surrounds an outdoor adventure activity. Phase III Soldier Training, presents to all program Soldier participants concepts such as Comprehensive Soldier Fitness, Combat Operational Stress Control and Post Traumatic Growth, coping skills, and how it all relates to the WAQ program. Phase IV is the outdoor adventure activity (e.g., rafting) where team building is combined with challenging activity skills. Phase V is the actual facilitation of the L-LAAD by the unit leaders with their unit members to realize connections between the activity they have just experienced and the challenges they may be experiencing in their daily lives.

WAQ activities are conducted for Platoon-level groups within the first 120 days after return to home station garrison. The program began in earnest in late-January 2009. As of Sept. 30, 2009, five garrisons had completed their WAQ programs, 10 garrisons were actively providing the program, and 18 garrisons were in planning stages preparing to implement within the first quarter of FY10. In FY09, the program served 526 Platoon or 13,490 Soldiers. Those participation numbers are expected to quadruple in growth throughout FY10. A series of measurements are in place to test effectiveness of the program. WAQ program Soldier participants complete pre-event and post-event (scan-able) surveys. These are analyzed to measure perception and attitude changes regarding unit cohesion, unit leadership, use of recreation and adventure activities as stress outlets. Results of analysis for this short-term data relationship has shown significant positive indicators attributed to WAQ program participation. Medium-term measurements involve online survey of participant Soldiers at both three-months and six-months after completing the program. Results indicate a lasting impact of the program regarding perception of importance of the WAQ program and continued use of outdoor recreation and other MWR programs as outlets for stress. Long-term measurements concerning potential program impacts on accidents or behavioral incidences will be analyzed (comparing WAQ participants to Army norm statistics) beginning the second quarter of FY10. Partnerships established with the Combat Readiness & Safety Center, and the Defense Manpower Data Center will help in reporting of this longitudinal data. WAQ is the epitome of the Army ODR program mission

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and is expected to remain the highest priority for near future ODR operations. In support of all aspects of the Outdoor Recreation mission, a unique training opportunity was presented to all Army ODR programmers, the 2009 Outdoor Recreation Programmer’s Training. FMWRC program staff developed and executed this training in Charlotte, NC. Participants were introduced to the U.S. National White Water Center and Olympic training site, which has the largest man-made whitewater course in the nation. USNWC also has rock climbing, mountain biking, and ropes course facilities. All training programmers were committed to participating in hands-on skill training exercises in each of those mentioned disciplines. ODR staff were also introduced to technical and operational aspects of paintball programming and they engaged in hands-on game strategy activities at a nearby worldclass paintball tournament facility. As a condition of participation in the training sessions, all staff agreed, in writing, to utilize the skills learned by planning, implementing, and evaluating three outdoor recreation program activities in at least one of the presented disciplines — at their garrison — within the next nine months (by or before June 15, 2010) and enter all related activity data into the new Recreation Program Share Web site. Although 2009 proved to be a very active and innovative year for Army Outdoor Recreation, much remains to be addressed regarding future operations. WAQ programming will soon be activated at many new Army garrison locations. WAQ program processes and procedures are expected to solidify while strategies for providing the program to more Soldiers including Army Reserve and Army National Guard units are in development. Additional Outdoor Recreation initiatives that need attention include revision of ODR baseline standards (including program standard metrics), development of ODR facility standards, and standardized position descriptions that will ensure a qualified workforce with programming and skill instruction capabilities and utilization of college interns to support and enhance ODR programs will be explored. aquatics programs offer self-directed and instructional activities which contribute to combat readiness, general physical fitness and overall wellness. In FY09, Army Sports Directors attended the Leadership Training and Athletic Business Conference in Orlando, Fla. Sports Directors and FMWRC staff were centrally funded to participate in the training. FMWRC added two days of Army-specific Sports Directors Leadership training to the conference. Major topics included: updated information on Army policies and procedures including the Baseline Standards, Physical Fitness Facilities Design Standards, Common Levels of Support, Aquatic Risk Management Overview, Fitness Equipment Bulk Buy Program and current Army sports programs. Participants received professional development training credits toward their Individual Development Plan through the MWR Academy. Participants who attended the Athletic Business Conference could choose from a variety of tracks that focused on leadership, facility management, aquatics, military fitness and sports. Also included for the participants was the trade show that featured state of the art current equipment, supplies, and architecture. Attending the Athlete Business Conference enables Sports Directors to keep pace with the commercial industry of leisure Sports and trends in fitness exercise equipment. Sports, Fitness and Aquatics The Army Aquatics program includes 60 indoor pools Sports programs and fitness facilities continue to rank and 100 outdoor pools located at 110 Garrisons worldwide. number one in importance and use for Soldiers and Fam- The Aquatics program includes swim lessons, aquatic leadily members. Soldier and Unit intramural and varsity sports ership training, competitive swimming and many other fun continue to enhance Unit pride and camaraderie. Fitness and and therapeutic programs, are equalivent to off-post com-

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merical or public offerings. Army Aquatics Category A activities consist of physical training, combat survival training, Soldier rehabilitation and other mission-directed programs. Many Army pools have added features of the “Aquatic Leisure Pool” concept, including slides, floats, splash pads and interactive water play features. Six garrisons feature water parks to enhance recreation for Soldiers and their Family members. As of June 22, 2009, all Army pools completed the coordinated effort to comply with the safety provisions of the Virginia Graeme Baker Pool and Spa Safety law. The compliance rate for indoor and outdoor pools is 95 and 90 percent, respectively. The remaining pools are those under renovation and will meet VGB Act requirements prior to opening. Sports, Fitness and Aquatics renewed a contract to train MWR fitness facility operators in basic and advanced fitness training. Begun in 2004, training has been conducted at 25 Army installations, providing training to 445 MWR employees. The basic objective of this course is to educate staff on fitness principles, safe use of equipment and proper spotting techniques. FMWRC spearheaded the Army MWR bulk buy procurement program, a centralized procurement initiative, that provides cardiovascular and strength training fitness equipment at garrison fitness facilities. The program supports the Soldier Family Action Plan by providing predictable levels of service, quality, training, preventive maintenance, and lifecycle replacement of fitness equipment within IMCOM garrisons. FMWRC leveraged the Army’s buying power through the bulk buy program which resulted in a 1315 percent discount off standard Government Services Administration pricing. To date, cost avoidance exceed $2.2 million. As a result of the Overseas Contingency Operations funding, FMWRC established programs and initiatives were developed to meet the needs of deployed Soldiers. FMWRC Community Recreation established the Deployment Unit which delivers a full range of social, educational, cultural and recreational programs that are necessary to maintain physical fitness and alleviate combat stress by temporar-

ily diverting Soldier’s focus from combat situations during deployments. In 2009, Community Recreation piloted fitness programs under OCO funding: Army Fitness Deployed Guides and Exercise Bands, Fitness Anywhere Training Resistance Exercise Force Systems as well as programs to reduce trauma and enhance fitness and aquatics activities. FMWRC Sports, Fitness and Aquatics continue to answer questions for the field on standards, regulatory guidance, policies and other technical sports, fitness and aquatic questions.

World Class Athlete Program
The Army World Class Athlete Program had an outstanding year in FY09. There were seven Soldiers in the World Class Athlete Program who actively competed for spots on the 2010 U.S. Olympic Team in the sports of Biathlon and Bobsled during FY09. Biathlon Sgt. Jeremy Teela, a member of the U.S. National Team, continued his quest to make his third Olympic Team while competing at the World Cup and World Championship level. Teela finished in third place in the 20K Individual event at the Whistler World Cup, the same venue as the 2010 Winter Olympics. This was Teela’s first podium finish ever at a world cup and the first for the United States at a world cup competition since 1992. Teela also competed at the Biathlon World Championship in Pyeong Chang, South Korea. Sgt. Jesse Downs, a member of the U.S. National B Team, competed on the national level at several North American Cup competitions. He finished the season as the overall point winner in the North American Cup series of races. Downs rep-

2010 Winter Olympics

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resented the United States Army at the Italian Military Championships finishing in ninth place in the 15K Mass Start Cross Country event. At the U.S. National Championships held at Fort Kent, ME, he finished third in the 10K Sprint and sixth in the 12.5K Pursuit events. 1st Lt. Jennifer Wygant, a member of the U.S. National Developmental Team, also competed on the national level at several North American Cup competitions. She finished the season ranked ninth overall in the North American Cup point standings. At the U.S. National Championships held at Fort Kent, Maine, she finished eighth in the 7.5K Sprint and seventh in the 10K Pursuit events. Bobsled Sgt. William Tavares, an Assistant Coach for the Men’s U.S. National Team, helped lead the U.S. Bobsled Team to one of their most successful seasons ever. The U.S. team ended their season by winning Gold in the 4-Man Bobsled World Championship and bronze in the 2-Man Bobsled World Championship. Tavares has already been selected as an Assistant Coach for the 2010 Men’s Olympic Bobsled Team. Sgt. John Napier, a member of the U.S. National Team, had a very successful first season as a representative of the U.S. Army and WCAP. At the 2009 World Championship held at Lake Placid, N.Y., he finished in 11th place in the 4-Man Bobsled event and 17th place in the 2-Man Bobsled event. Napier was the 2009 America’s Cup Champion in the 2-Man Bobsled event and finished third in the 4-Man Bobsled event. 1st Lt. Christopher Fogt, a member of the U.S. National Team, was assigned to WCAP in the spring of 2009. Fogt has made an immediate impression by finishing second overall out of 25 competitors at the 2009 U.S. Bobsled Push Championships. His finish qualified him to compete for the U.S at the World Cup competitions held in November 2009.

Capt. Garrett Hines was assigned to the WCAP in the summer of 2009. Hines is a former Army Olympian and won a Silver Medal at the 2002 Winter Olympic Games in Salt Lake City, Utah. Wrestling The Wrestling Team started out FY09 by sending several of their wrestlers to tournaments in Finland and Sweden. Sgt. 1st Class Dremiel Byers, 2008 Olympian, led the way with a first place finish at the Haparanda Cup in Sweden and Sgt. Aaron Sieracki with a third place finish at the Vantaa Cup in Finland. The next big competition for the team was the Dave Schultz Memorial Tournament in Colorado Springs, Colo. This tournament brings together some of the best wrestlers from around the world. Sgt. Kevin Ahearn finished in first place in the 96Kg weight class, Sgt. 1st Class Dremiel Byers finished first in the 120Kg weight class, Pfc. Jeremiah Davis finished second in the 60Kg weight class, and Spc. Justin Millard finished third in the 96Kg weight class. WCAP Wrestlers were huge contributors to the AllArmy Team at the 2009 Armed Forces Wrestling Championships held at Mountain Home AFB, Idaho. After two days of Olympic-style wrestling, the Army team won 12 Gold and two Silver Medals out of 14 possible medals. The WCAP Wrestling Team won the Division 1 Greco-Roman Team Title at the U.S. National Championships on April, 2009, in Las Vegas, Nev., for the second consecutive year. Leading the way was Sgt. Kevin Ahearn, Sgt. 1st Class Dremiel Byers, Spc. Jermaine Hodge, and Spc. Faruk Sahin all finishing first in their respective weight classes. Also winning medals were Sgt. Aaron Sieracki, finishing second and Spc. Justin Millard, finishing third. Sgt. Iris Smith finished third in the 72Kg weight class of Women’s Freestyle Wrestling. Hoping to build upon their success at the National Championships, the team departed for the 2009 World Team Trials held in Council Bluffs, Iowa on May 30-31, 2009. Pfc. Jeremiah Davis at 60Kg, Spc. Faruk Sahin at 66Kg, and Sgt. 1st Class Dremiel Byers at 120Kg all qualified to represent the United States at the 2009 Wrestling World Championships. Finishing second and just missing qualifying was Staff Sgt. Glenn Garrison at 60Kg. Staff Sgt. Shon Lewis, the WCAP Head Wrestling Coach, was named to the World Championship Coaching Staff upon completion of the tournament. The Wrestling World Championship was held at Herning, Denmark from Sept. 22-27, 2009.

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City, Utah from May 4-10, 2009. The three Soldiers who qualified were 1st Lt. Michael Benedosso (106 lbs), Sgt. John Franklin (119 lbs), and Spc. Jeffery Spencer (178 lbs). The Soldiers qualified for this tournament by winning the Colorado State and the Colorado/New Mexico Regional Golden Gloves Tournaments. Franklin and Spencer both advanced to the finals of the National Championship, and won Silver Medals. Benedosso lost his first match and ended the tournament in fifth place. At the 2009 U.S. National Championship, held in Denver, Colo. from Jun. 8-13, 2009, the boxers did not medal with the highest place finisher being Benedosso in fourth place in the 106 lbs. weight diviBoxing sion. The final competition of the season was a dual meet The Boxing Team started out FY09 by sending four Sol- in Cincinnati, Ohio, Aug. 14, 2009 dual meet with hopes of diers to the Military World Championships in Baku, Azerbai- finishing the season on a high note. Benedosso (106 lbs.) jan from November 21-30, 2008. Representing the United and Spencer (178 lbs.) won their matches. States Army and WCAP was Sgt. John Franklin (119 lbs), Staff Sgt. Joe Guzman (201 lbs), Spc. Nathaniel Hicks (152 Taekwondo lbs), and Staff Sgt. The Taekwondo team started out FY09 by Andrew Shepherd competing at the Rocky Mountain Open held in (201+ lbs). ShepColorado Springs, Colo. on December 7, 2009. Sgt. herd won a Silver William Rider won a bronze medal in the BantamMedal in the 201+ weight Division while Sgt. Brandon Shaffer finished weight division. fourth in the Welterweight Division. The National Franklin, GuzTeam Trials were the man, and Hicks next major event. This were all eliminatcompetition was held ed after their first in Colorado Springs, match. Colo., January 11, The Armed 2009. Rider and Shaffer Forces Champiwere eliminated from onships, held at Fort Huachuca, Ariz., from the team trials with a 1April 28 –May 1, 2009, was a successful 1 match record and did tournament for the WCAP boxers. Reprenot qualify for the Nasenting the All-Army team from WCAP was tional Team. However, 1st Lt. Michael Benedosso (106 lbs), Sgt. the team qualified all Photo by Tim Hipps John Franklin (119 lbs), Spc. Connor Johnthree of its Soldiers for son (132 lbs), Spc. Dustin Lara (141 lbs), the 2009 U.S. National Spc. Alexis Ramos (125 lbs), and Spc. Jeffery Spencer (178 Championship, held in Austin, Texas Jul. 3-6, 2009. 1st Lt. lbs). All WCAP boxers won their respective weight class, Steven Ostrander won his second straight Heavyweight Diwith the exception being Spc. Dustin Lara who finished in vision National Championship with a 3-0 match record dursecond place. ing the tournament. Rider won a silver medal in the Feath The team qualified three Soldiers to compete at the erweight Division; Shaffer did not place after losing his first Golden Gloves National Championship held at Salt Lake match.

Sgt. 1st Class Dremiel Byers won the Silver Medal in the 120Kg weight class losing a close match in the finals to the wrestler from Cuba (Olympic Gold Medalist). Sgt. 1st Class Byers was the only American Greco-Roman wrestler to medal at the World Championships. Spc. Faruk Sahin in the 66Kg weight class was eliminated from the competition with a 1-1 match record. Pfc. Jeremiah Davis in the 60Kg weight class was eliminated from the competition with a 0-1 match record. This tournament concluded one of the most successful seasons ever for the WCAP Wrestling program.

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Soldier and Community Recreation
Track and Field WCAP had Soldiers competing in several different track and field events. Maj. Daniel Browne, 2004 Army Olympian, competed in the Marathon event. Browne started out the year by representing the United States at the International Chiba Ekiden, in Chiba, Japan. Team USA finished in eighth place out of the 13 countries that competed in the event. Browne won the 25K U.S. National Championship, finished fourth in the 15K National Championship, and finished in eighth place at the 7-Mile National Championship. Browne represented the United States in the Marathon event at the 2009 Track & Field World Championship held at Berlin, Germany. He finished in 24th place overall with a time of 2:16:49. Sgt. Golden Coachman competed in the 800 Meter event. Coachman represented the United States Army at the World Military Track & Field Championship held at Sofia, Bulgaria. He finished in fourth place with a time of 1:48.20. He also qualified for the U.S. Outdoor National Championship held at Eugene, Ore. He ended up 10th place with a time of 1:48.74. 1st Lt. Nathaniel Garcia competed in the 400 Meter Hurdle event at the World Military Track & Field Championship. He finished in third place with a time of 51.82. Sgt. Troy Harrison competed in the Marathon event at the World Military Track & Field Championship finishing in 13th place in the 10K event with a time of 33:34.99. 2nd Lt. John Mickowski competed in the 1,500 Meter event at the World Military Track & Field Championship. He finished in eighth place in the semifinals with a time of 3:55.32 and did not qualify for the finals. Mickowski also competed in the Flanders Cup Series of races in Belgium. His best time in the 1,500 Meters was 3:43.11. Capt. Matt Petrocci competed in the 800 Meter event at the World Military Track & Field Championship. He finished in fifth place in the semifinals with a time of 1:56.06 and did not qualify for the finals. Petrocci also competed in the Flanders Cup Series of races in Belgium. He set a new personal record in the 800 Meters with a time of 1:49.06. Fencing Spc. Cody Nagengast competed in the sport of Epee Fencing. He finished FY09 ranked second overall in the United States and was selected to the U.S. National Team. He competed in several World Cup and Grand Prix events with his best result coming at the Grand Prix in Berne, Switzerland. He finished in 10th place overall out of 141 competitors. He also competed at the Continental Championship at San Salvador, El Salvador in July 2009. He finished second out of 41 competitors which qualified him to compete at the 2009 World Championship in Antalya, Turkey in October 2009. Modern Pentathlon Spc. Dennis Bowsher competed in the sport of Modern Pentathlon. He finished the fiscal year ranked third overall in the United States and was selected to the U.S. National Team. He started out the new fiscal year with a fourth place finish at the 2008 World Cup Finals held at Lisbon, Portugal, October 3, 2008. He competed at the U.S. National Championship at Palm Springs, Calif., June 5, 2009, and finished in first place with a season high score of 5,888 points. He competed at the 2009 World Championship held at London, England, August 13, 2009, and finished in 61st place. Team Handball 2nd Lt. Keith Fine, 2nd Lt. Jonathan Harmeling, and 2nd Lt. Paul Key were selected as members of the 2009 U.S. Team Handball National Team and were assigned to the World Class Athlete Program. Shooting Maj. David Johnson was the Head Coach for the U.S. National Rifle Team. He led the U.S. Team to one Gold, three Silver, and three Bronze Medals at World Cup competitions. Lt. Col. Rhonda Bright competed in the Women’s 3Position and Prone Rifle. She represented the United States Army in the 2009 World Military Championship held at Zagreb, Croatia. She finished in 46th place overall in both the

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Women’s 50M 3-Position and 50M Prone events. Paralympic Athletes Sgt. Jerrod Fields competed in the sport of Track & Field in the 100 and 200 Meter Sprint events. He is a member of the U.S. Paralympic National Team and trains at Chula Vista, Calif. Fields complied best times of 12.08 in the 100 Meter Sprint and 25.56 in the 200 Meter Sprint. Fields won the 100 Meter Sprint event at the 2009 Endeavor Games at Edmond, Okla. The Endeavor Games are a nationally sponsored and recognized event that allows many athletes with physical disabilities to attend clinics and compete in various events. Staff Sgt. Joshua Olson competed in the sport of International Rifle. He is a member of the U.S. Paralympic National Team and trains at Fort Benning, Ga. Olson competed at the 2009 Rocky Mountain Rifle competition and finished first in the Paralympic Men’s Prone Division with a total score of 1272.8 points. He also competed at several over-

seas competitions, winning a Gold Medal in the Paralympic Division at the Grand Prix de France and a Silver Medal at the Hessenpokal Cup in Bad Orb, Germany. Staff Sgt. Steve Bosson competed in the sport of Archery. He was assigned to WCAP in May 2009. He was selected to represent the United States at the European Grand Prix held in England. He finished in 10th place in the Paralympic Recurve Division. He also won a Gold Medal in the Paralympic Division in the Recurve event at both the 2009 Endeavor Games and the 2009 U.S. Target National Championship.

Non-Athletic Achievements/News

The World Class Athlete Program supported a total of 62 Total Army Involvement in Recruiting missions throughout the United States. In addition to the TAIR missions, WCAP Soldiers went on several publicity tours across the nation in support of spreading the Army message.

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Fiscal Year 2009

Human Resources NAF Employee Benefits

NAF Employee Benefits

T

The Army provides an extensive menu of benefits for the nearly 20,000 eligible NAF employees that deliver MWR programs. FY09 highlights included:

Participation in the NAF Employee Retirement Plan remained at 94 percent of the eligible workforce. This reflects the positive influence of the mandatory participation requirement, which was implemented for new hires in FY01. More than 99 percent of new hires continued participation after the mandatory six month participation period. The 2005 Base Realignment and Closure Act continues to require increased field assistance in the form of Retirement Seminars and Benefits Transition Briefings, as large numbers of the workforce are impacted by the disruption of base closures, realignment and Joint Basing. This in turn has resulted in a significant policy change which allows former Army NAF employees, who are involuntarily transferred to other Service NAF personnel systems, to remain eligible to continue their participation in the Army NAF Retirement Plan. This new NAF-to-NAF Portability of Benefits Policy adds protections for DoD NAF employees as their mobility among components becomes more frequent. During the fiscal year, Fort Story, Va. NAF personnel transferred to the Navy and Fort Dix, N.J. NAF personnel transferred to the Air Force under Joint Basing. In both cases, 99 percent of the Army NAF employees exercised their option to remain in the Army NAF Retirement Plans. Additionally, more than 600 employees were provided retirement benefits, as they separated from Army NAF employment in August 2009, as a result of the implementation of the first phase of privatization of Army Lodging. Nearly one third of those employees were eligible for some type of retirement. The 401(k) Savings Plan continues to be a popular Benefit Program. The Plan provides individual employees the opportunity to achieve their goals for financial security in retirement through this tax deferred savings plan. Efforts continued to assist employees with their investment decisions through briefings and presentations at numerous installations. During this fiscal year, participants experienced

the worst drop in the value of their 401(k) Savings accounts since inception of the Plan. The dramatic drop in the stock markets have been cause for some concern among participants, but few have moved their assets from equity funds to interest based income funds. Although the current economic situation has resulted in some increase in loan and hardship withdrawal activity, there has been no decrease in deferral amounts among participants. The participation rate remained steady at 70 percent in FY09. These factors appear to reflect the faith of the workforce in their long term investment opportunity in the 401(k) Savings Plan. Toward the end of the fiscal year, the equity markets began to show signs of recovery, and this appears to be restoring confidence in the 401(k) Savings Plan as a vehicle for retirement income. 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 in the DoD HBP continued to improve, meeting the challenge of providing quality, affordable health care to Plan participants. Benefits under the Dental Plan were increased to include additional preventive care and increased orthodontia benefits. Plan provisions were implemented to encourage use of generic and formulary medications to reduce ever escalating pharmacy claim costs, and coverage was added to include Applied Behavioral Analysis to assist parents of autistic children in meeting the challenges of providing that type of care. The Joint Service Committee that manages the HBP continued to focus their efforts on preventive care and promotion of healthy lifestyles. The HBP remained financially strong, and the trend toward stability of premium increases, compared to other government and private plans, continued in FY09. Premiums in CY09 increased only 6.5 percent; compared to a national trend of more than 10 percent. Aetna, the third party administrator

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of the plan, continued to provide excellent service to plan participants and was awarded a second 10-year contract after an extensive competitive bidding process. The Aetna Global Benefits program continued to provide exceptional service to our OCONUS employees who have special challenges obtaining health care in foreign countries. The NAF Employee Group Life Insurance Plan maintained its solid financial status and rates were maintained at 14 cents per $1,000 of coverage for employees electing basic coverage. The cost ratio remained low for the fifth consecutive year, strengthening the claim reserves and stabilizing premiums and benefits. The NAF employee Group Long Term Care Plan continued its popularity with nearly 6 percent of the eligible employees enrolled. Arrangements were made toward the end of the fiscal year to offer a special open enrollment period and additional benefit options. During open season, eligible employees would be provided the opportunity to enroll in the LTC Plan without evidence of insurability. During FY09, the Army NAF Employee Benefits Program entered into a Joint Service Contract with USMC, AAFES and NEXCOM to offer Flexible Spending Accounts during the upcoming open season, starting in CY10. The FSA Plan is contracted to Aetna, as the third party administrator. Flexible Spending Accounts make it possible for employees to set aside a portion of their salary on a pre-tax basis to be used for health care expenses, not covered by their medical insurance, and for day care for their children or adult dependents. Additionally, the Benefits Office entered into a contract with SBC Systems to implement the next generation of

the Benefits Workstation System during the coming year. This upgrade of the Benefits System will provide greatly enhanced capabilities to manage the Benefit Program, provide additional capabilities to field Human Resources Offices and provide employees with self-service capability for some benefit actions. Participation in the NAF Employee Benefit Plans continued to show strong support among employees, as show in the chart below. The Benefits Office continued support to installations, with delivery of benefit presentations, retirement seminars, and special presentations on Transition of Benefits for those affected by BRAC, Joint Basing and Privatization of Army Lodging. The office provided Benefit Plan Booklets and other promotional and informational benefit materials to installations for distribution to NAF employees, and the Benefits web site continues to expanded to provide timely benefits information to the workforce and enhance understanding of benefit programs. The NAF Employee Benefits Office continued to provide training support to the Civilian Human Resources Agency to improve personnel technician knowledge of benefits program administration and processing requirements. Employee Benefits On-Line provided direct support to employees and allows NAF employees the ability to access their benefit records and obtain instant benefit summaries or comprehensive benefits statements. The system also allows employees to submit a service request directly to their servicing Human Resource Office to update information in the database.

Benefit Plan Participation
FY08 Eligible Employees Retirement Plan 401(k) Savings Plan Health Benefits Plan Group Life Insurance 19,662 17,688 13,367 10,027 10,164 Percent 100 94 71 51 52 FY09 19,826 18,715 13,827 10,337 10,304 Percent 100 94 70 52 52

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