fmwrc annual report 1999

8/9/2019 FMWRC Annual Report 1999

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19 99 MW R An nual Repor

Salute to FY99................................................................................. 3

Executive Summary ........................................................................ 4

Future Strategies........................................................................... 20

Workforce..................................................................................... 26

Finance.......................................................................................... 30

Programs....................................................................................... 36Army Community Service......................................................................................... 37Army Family Action Plan........................................................................................... 39Army Family Team Building....................................................................................... 40Better Opportunities for Single Soldiers................................................................... 40Armed Forces Recreation Centers ........................................................................... 41Army Recreation Machine Program .......................................................................... 41Child and Youth Services........................................................................................... 42Arts and Crafts .......................................................................................................... 44

Automotive Skills....................................................................................................... 45Entertainment (Music and Theater) .......................................................................... 46Fitness and Sports ..................................................................................................... 47Libraries..................................................................................................................... 48Outdoor Recreation .................................................................................................. 49Recreation Centers (Community Activity Centers) ................................................. 50World Class Athlete Program ................................................................................... 51Food and Beverage Operations ................................................................................ 52Bowling...................................................................................................................... 54Golf ............................................................................................................................ 55Leisure Travel ............................................................................................................ 56Recycling.................................................................................................................... 57Guest Houses............................................................................................................ 57

Audit .............................................................................................. 58

Notes ............................................................................................ 60

Contents

Section Page[ ]


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Salute to FY99

Last year, I established three strategic goals that Ibelieved were needed for Army MWR to establish andmaintain quality programs for soldiers and their families intothe next century.

First, exempt certain MWR and Family Programs from thesolicitation phase of the A76 Commercial Activities study.

Second, establish baseline operational standards for each programand determine the appropriate resources needed to reach andmaintain those standards.

Third, support funding for BASOPS to a level consistent with ourprogram standards, thereby ensuring soldier NAF dollars are used forsoldier programs.

Following a recommendation by the MWR Board of Direc-

tors in October 1998, the Assistant Secretary of the Army(Manpower and Reserve Affairs) exempted Sports andFitness, Child and Youth Services, ACS, all Category Cprograms, and Army lodging from A76. With this decision,we avoided the fragmentation of the Army MWR program,maintained the depth and flexibility of our professionalworkforce, and sustained the ability of the BoD and seniorleadership to manage the programs long-term goals. Wemust still continue to explore reengineering opportunitiesthat will streamline support services, but only after we havedetermined the resources needed to meet the front doorrequirements established in our standards.

Todays MWR management and practices bear little resem-blance to those of a decade ago. The senior leaders of theMWR BoD guide Army MWR by balancing their uniquecommand perspectives with Army-wide requirements. The

adoption of financial management standards in the early90s resulted in significantly improved financial performance,and we expect that the newly implemented programstandards will produce a similarly dramatic transformation inMWR programs and their delivery for the future.

Throughout FY99 we developed comprehensive baselineoperating standards for key soldier and family programs:Fitness and Sports, Installation AFAP conferences, Child andYouth Services, Army Community Service, Recreation, andLibraries. The February 2000 MWR BoD approved the useof these standards to define staffing, availability, facilities,and equipment for MWR programs that guarantee predict-ability across the Army. The standards also provide logicalmeans to articulate the cost to meet those requirements.

After reviewing the results of an initial Army assessment

against the standards, the BoD agreed that we mustcontinue to refine the standards, while also minimizing themigration of authorized appropriated funds from MWRprograms. We must crosswalk the assessment to futureprogram objective memorandums and introduce incrementalrequirements into the budget process if we are to resource tothe standards agreed upon.

As I reflect on last years goals, I think we have come a verylong way in a very short period. We have addressed the A76dilemma. We have developed MWR well-being standardsand will measure performance to those standards throughthe BoD process. These actions are on track. What is lesscertain is whether we, the Army, will have the ability to

resource those standards. The Chief of Staff, Army, supportsour initiatives to sustain MWR programs and indicates that theArmy strategy is to bring BASOPS funding to the proper level.

Resourcing to standards may prove particularly challenging,depending on how closely current and projected funding levelsmatch requirements. With stretched BASOPS maintenanceand repair accounts, commanders face difficult decisions onfunding priorities. Funding for soldier and family programscompetes with other areas as commanders make these choices.Any underexecution will generally place out-year funding atrisk.

These challenges force us to take a hard look at currentprograms and practices and to renew our focus on economy,efficiency, and effectiveness. They provide us the opportunityto confirm that we are doing right by our soldiers and theirfamilies and to make adjustments where necessary. The Armyleadership supports establishment of program standards andthe measurement of those standards through the BoD process.Our standards, coupled with your demonstrated commitmentto soldiers and their families, will move the MWR worldforward as we continue to serve Americas Army whereverAmericas Army serves.

When GEN (Retired) Bernard W. Rogers was awarded theGeorge C. Marshall Medal in late 1999, he provided a power-ful reminder of our responsibilities to those who wear theuniform: The greatest moral imperative for leaders is to takeproper care of their troops and their families.They mustbalance strict discipline, tough training and enforcement of theauthority-obedience hierarchy with preserving the dignity andworth of the individual soldiers. Compassion, respect, caring

and equality all play a role.I am proud of what our MWR programs do for soldiers andwhat we will continue to do, with your steadfast support.

Craig B. Whelden

Brigadier General, U.S. Army

Commander

U.S. Army Community and Family Support Center


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[ ]EXECUTIVE SUMMARY

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. . . fiscal year 1999 in review


Congressional SupportCongressional SupportCongressional SupportCongressional SupportCongressional Support

Congress continues its strict oversight and staunch support ofMorale, Welfare, and Recreation programs. During a March1999 MWR hearing, Congressman John M cHugh, Chairmanof the M WR Panel of the House Armed Services Committee,reminded attendees that the Panel remains solidly behindthe morale, welfare, and recreation system.... These pro-grams are essential elements to military readiness and themilitary community.... Its an integrated, interrelated packagethat begins to unravel if you remove any of the basicparts.

Concern for the long-term health and viability of MWRprograms was reflected by the HASC over a perceived failureby the services to demonstrate a commitment to fund MWRand over the inequity among services of APF expenditure perservice member. Stating that individual service membersdeserve to find an adequate quality of life infrastructurewherever they may be assigned, the HASC directed theSecretary of Defense to establish a plan for the services toachieve DOD funding goals and parity by individual servicemember and to report to Congress when all services achievethose objectives.

The Senate Armed Services Committee also retains an activeinterest in MWR programs. Demonstrating support forfamilies, the SASC proposed a legislative provision to addressdomestic violence in the Armed Forces. The FY00 National

Defense Authorization Act requires the Secretary of Defenseto establish a 3-year military-civilian defense task force ondomestic violence, improve responses to domestic violence,develop uniform policies on responding to domestic violence,and establish a central database to record such incidents.

Other FY99 Congressional highlights included:

! In a report accompanying the FY00 Military ConstructionAppropriations Bill, the Military Construction Subcommittee,House Appropriations Committee, encouraged DOD to maintainall efforts possible to meet 80 percent of the child care need by2005. The Army is analyzing funding required to meet this goal.The House also expressed concern over safety and health issues in

the child development center at Landstuhl Hospital, Germany, anddirected the Army to use design-build to program a replacementfacility in FY01.

! The Senate addressed a supplemental food benefitsprogram overseas. Previously authorized by Title 10, U.S. Code,section 1060a, to provide what is referred to as an OCONUSWIC program, the FY00 Defense Authorization mandates thatthe Secretary of Defense fund and implement such a program.

The Office of the Secretary of Defense plans to implement theprogram by FY01.

! In support of physical fitness programs, Congress appropri-ated funds beyond the Armys budget request for a $4.3Mphysical fitness training center at Camp Kyle, Korea.

! Congress continues to express concern over growingbacklogs of maintenance and repair and observed that in spite oftheir concern, the Real Property Maintenance Account continuesto be reduced. Congress has added funds for RPM every year,particularly by fencing funds in the Quality of Life Enhancements,Defense appropriation. House and Senate AppropriationsCommittees added $77 million for these programs in the FY99appropriation.

The USCorps of Cadets pass in reviewon The Plain at the USM ilit ary Academy, West Point , NY.

- Photo by SGT Christopher Land


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[ ]E xe cu t i ve S u mma r y

DOD and Army LDOD and Army LDOD and Army LDOD and Army LDOD and Army Leadershipeadershipeadershipeadershipeadership

In FY99, the Army conducted another evaluation of theInstallation Status Report Part III, Services (performancestandards for installation base operations support services).This is the second year that data was collected f rom allinstallations. Program managers and functional proponentsat all levels continue to refine the standards in order toaccurately portray the state of MWR services on our installa-tions.

In conjunction with ISR 3, the Army completed its secondyear of gathering Service Based Cost data. The SBC data

show what it costs to deliver an ISR 3 service on an installa-tion and what C-rating results. The Armys Cost andEconomic Analysis Center is using the SBC data to develop astandard service cost (what providing an ISR 3 service to acertain C-rating should cost). Development of a predictivemodel to assist in resource allocation is the desired outcome.

MWR Board of DirectorsMWR Board of DirectorsMWR Board of DirectorsMWR Board of DirectorsMWR Board of Directors

The MWR Board of Directors continued a strong leadershiprole in the management and operation of the Armys MWRprograms. The BoD is composed of the Assistant Secretary ofthe Army (Manpower and Reserve Affairs); the four-starcommanders of U.S. Forces Korea, U.S. Army Forces Com-

mand, U.S. Army Training and Doctrine Command, U.S.Army M ateriel Command, and U.S. Army Europe andSeventh Army; the U.S. Army Pacific commander; and theSergeant Major of the Army.

In FY99, the BoD approved the following managerial andoperating initiatives:

! Deleted the Category A APF mission box standard. Begin-ning in FY00, department code GN (APF shortfall) will trackunreimbursed NAF expended for APF authorized items.

! Revised the CDS standard to include all child developmentservices (not just centers) and to measure NIBD (breakeven) andbudget performance. Measurement by space ceases.

! Directed that MIS standards become effective in FY99 tomeasure fielding and utilization.

! Increased Golf and bowling NIBD standards to 15 percent inFY00, after which they increase one percentage point per year upto 21 percent by FY06; the food NIBD standard increases to 7percent in FY00.

! Withdrew child and youth services, Army Community

Service, fitness and sports, and Category C activities from A76studies. The BOD directed the USACFSC to develop templateinstallation M WR/ACS performance work statements and mostefficient organization models.

! Approved development of MWR/ACS quality of life baselinestandards in keeping with the CSAs goal of having predictablequality of life standards across the Army. After coordination withMACOMs and final BoD approval, a field assessment of thestandards will be conducted in FY00.

! Rescinded a test merger of TDY and guesthouse facilitiesunder one roof management and directed that MWR assumeoperational and financial management of all lodging at everyMACOM and installation. A capital reinvestment plan approvedby the October 1999 BoD will ensure minimum quality standardsin Army Lodging facilities.

!

Approved the FY00 NAF major construction program,consisting of an AMWRF expenditure of $41.2M and installationcontributions exceeding $15M.

! Abrogated an AMWRF loan of $15.9M made to the WalterReed Army Medical Center that funded construction of theMologne House.

! Approved an initiative to seek a private debt service to fundconstruction of a new AFRC-Europe and directed that thedevelopment plan be reviewed prior to contract award.

Soldiers of the 35th ADA on abrigade run at Fort Bliss, TX.

- Photo by SGT David E. Gillespie


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FFFFFinancial Overviewinancial Overviewinancial Overviewinancial Overviewinancial Overview

All Army MWR Operating Funds

Field operating MWR programs and NAFIs, the ArmyRecreation Machine Program, and the Army M WR Fundcomprise Army MWR operating funds.

Collectively, $1.4 billion in total APF and NAF fundingsupported FY99 operating and capital requirements world-wide. This represents a $66M increase over FY98. Increasesin APF support ($49M) were reflected in Military Construc-

tion, Army and Operation and Maintenance, Army.

For NAF, revenue was up $17M from FY98, primarily due toincreases in ARM revenue and other operating revenue. TheArmy and Air Force Exchange Service payments to the Armyin FY99 were slightly down from the FY98 distribution.

Figure 1-1 shows total funding support and uses for FY99.The ratio of APF to NAF support was 35 percent to 65percent, respectively, with APF shares rising 2 percentagepoints compared to previous fiscal years due to increasedFY99 MCA funding. Although personnel continues toconstitute the major use of funds, at 50 percent of the total,it is down 4 percentage points, from FY98 a positivechange. After operating costs, $168M was available forcapital requirements $42M more than last year primarily

due to $31.9M in MCA projects approved for FY99. Therewere no MCA projects for FY98.

DOD Funding Metrics

In November 1995, DOD published fiscal standards for MWRrequiring that, regardless of category, 100 percent of autho-rized costs are funded with APF. Metrics to measure thesestandards allow for incidental program related resale opera-tions that are not authorized APF. The metrics focus on therelationship of APF and NAF operating support for CategoryA (M ission Sustaining Programs) and Category B (Basic

Community Support). They exclude costs of goods sold anddepreciation. For Category A, the minimum standard is 85percent APF and 15 percent NAF. For Category B, theminimum ratio is 65 percent APF and 35 percent NAF.

The Army supports these standards. MWR long-range fiscalplanning is based on matching the right funding source withAPF/ NAF requirements, and the MWR BoD establishedtracking mechanisms to ensure proper execution. MWR isnow in its fif th year of monitoring these standards. Figure 1-2 illustrates the results for FY99. Army M WR reported steadyimprovement: Category A APF held at 88 percent whileCategory B reflected a strong increase from FY98.

Figure 1-2

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Figure 1-1


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Critical IndicatorsThe MWR BoD uses many tools to monitor M WR operatingfunds and evaluate the programs collective financial health.Two critical indicators are the cash-to-debt ratio of thecollective funds and the relationship of the outstandingAMWRF loan to the Army Banking and Investment Fund withfield NAFI cash. The BoD monitors Army performance toensure financial plans are on track.

As of 30 September 1999, the Armys collective MWRoperating cash to current field liabilities was 0.8:1, downfrom a 0.9:1 ratio reported in FY98 primarily due to largerpayouts in FY99 for capital requirements. The AMWRF loanratio to field cash deposits was 64 percent, up 4 points from30 September 1998. While these indicators reflect a less

healthy position, the BoD anticipated this condition and willclosely monitor the critical FY00-01 periods to allow theArmy to execute planned capital expenditures while main-taining solvent operations. Detailed financial information,including a summarized balance sheet and summarizedincome and expense report for the Army operating funds, ispresented in the Financesection of this report.

FFFFField Operating Field Operating Field Operating Field Operating Field Operating Fundsundsundsundsunds

Direct Appropriated Fund SupportFor FY99, the Army executed .L account and family programaccounts at $182.5M and $192.8M, or 99 and 95 percent ofallocations, respectively. Compared with FY98, theseamounts were $9M more in the .L account and $4M more inthe family program accounts. For the second year in a row,.L account execution was less than the funding levels. This isclear evidence of the difficult decisions local commandersfaced to match scarce resources with priority requirements.Army Community Service, for the first time in recent history,overexecuted at 101 percent, Figure 1-3.

Execu t ion by Management Dec is ion PackageCommun i t y /Mor a l e Suppor t Ac t i v it ies & Fami l y Pro g r ams$ M il l i on s

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Figure 1-3

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Figure 1-4

Boy Scout Jesse Rosenthal takes partin a retreat ceremony conducted bythe 377th Trans. Co. at Grafenwoehr,Germany.

- Photo by Paula J. Guzman


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Fiscal Year 1999 was the most successful financial year inrecent history for field operating NAFIs. Net income beforedepreciation was $89.6M, a $22.7M (34 percent) increaseover FY98. The financial results for individual MACOMswere uniformly solid. For the first time, every MACOM wasprofitable.

Figure 1-4 reflects FY99 field efforts to prevent de-capitali-zation of MWR programs. De-capitalization occurs whenNIBD is less than the depreciation for capital assets. ForFY99, net income after depreciation reflected a $10.4Mimprovement over FY98.

Figure 1-5 illustrates the Army s tremendous achievement in

exceeding fiscal standards established by the MWR BoD. Forthe fourth year in a row, NIBD exceeded the Boards stan-dard.

Figure 1-6 reflects NAF funct ional operating results. Cat-egory A programs continue to reduce their demand for aNAF subsidy, reflecting a $3M lower requirement thanneeded for FY98. Category B programs continue to reflectpositive cash generated from operations. Category Creflected a strong rebound from FY98, generating $65.4M, a14 percent increase.

The primary sources of nonoperating revenue for FY99collectively reflect an improvement over the previous year(Figure 1-7). Army and Air Force Exchange Service dividendsto local commanders and ARM profit distribut ions exceededFY98 results.

Figure 1-8 il lustrates the BoDs aggressive implementation offiscal standards. Remarkably, installations continue to exceedthese standards.

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InitiativesInitiativesInitiativesInitiativesInitiatives

Business Programs

The financial posture of business programs continues on apositive trend thanks to concerted efforts at facility andinstallation levels to meet financial and service objectives.The financial results at Figure 1.9 reflect positive NIBDperformance in each category of operations: foodprograms achieved a 7.9 percent NIBD, exceeding theMWR BoD standard of 6 percent; clubs maintained a 5.3percent NIBD; bowling achieved 13.8 percent NIBD; andgolf reported 15.5 percent. The FY00 NIBD standards, asset by the MWR BoD, are 7 percent for food and 15percent for bowling and golf, respectively.

The letter of instruction and nominations procedures forthe Excellence in Management Awards, including theJames A. Carroll, Jr. Award, were revised to encouragemore participation in this prestigious program. The

awards recognize outstanding managerial skills and leader-ship at the facility level. The 1999 winners (Figure 1-10)achieved the highest service and operations standards.

The MWR BoD approved central funding of site licenses forthe CIAO! Cache Box Point of Sales System for Army clubs,providing a significant incentive for installations to replaceaging systems.

A food, beverage, and entertainment site, Eagles Landing,was added to the web-based Fort Excellence to guidecommanders and managers through the process of develop-ing and implementing quality installation FB&E programs andactivit ies. The site contains information on the assessmentprocess, a complete facility business plan, and other valuablesections about FB&E operations.

A much needed interface between the RecTrac! point of salesystem and the Brunswick and AM F scoring system wasdeveloped, tested, and released for use at bowling centers.This interface will simplify management reports and provideconsolidated MIS information.

The first Army-wide golf special event, The Shot of theCentury, was held at 50 installations. Designed as acustomer appreciation day and to generate interest in golf,event participants vied for a once-in-a-lifetime 165-yard shotat a hole-in-one. A grand prize of $20,000 was available ateach site. One golfer, a retiree from Fort Gordon, GA, wasthe lucky winner.

The Armys branded theme restaurants changed the face offood and beverage service on installations and improved

program prof itability. The Army now has 32 theme restau-rants open around the world, f rom Reggies BeverageCompany at Camp Casey, Korea, to Reggies Express at theArmed Forces Recreation Centers Chiemsee Lake Hotel.Three quick-service restaurants opened at Fort Hood, WalterReed, and Fort Campbell under a partnering agreement withOrion Food Systems. The FY99 revenue for theme conceptswas $9.9M , with an NIBD of $293K. The NIBD was lowerthan in past years due to expenses associated with opening16 units in twelve months. Projections for FY00 show theprogram rebounding at an overall 8.5 percent NIBD.

The Joint Services Prime Vendor Program completed the thirdyear of second generation contracts. Program purchases forFY99 totaled $73.4M an increase of 12.4 percent overFY98. Installations saved $10.1M in FY99, or $52.3M over

the life of the program. The manufacturer allowance/ rebateprogram continued to expand, netting $418.7K in savings forparticipants in FY99 and $1.1M over the life of the program.A contract was awarded for Army, Navy, and Marine Corpscustomers in Hawaii, as well as for the Hale Koa Hotel.

Telephone service income was $14.0M in FY99, a signif icantincrease over FY98, indicating contractual changes early inthe year. The new contract with M CI pays a larger percent-age in key areas: pay phones, milit ary collect, residentialinternational, calling cards, voice mail, teleconferencing, andinternet access.

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Family Programs

The first major HQDA Army Family Action Plan Conferencein more than two years met in November 1999, marking thereturn to annual HQDA AFAP forums for this 16-year oldprogram. Major conferences wil l alternate with smaller, mini-conferences each autumn. This planning and trainingconference featured 125 MACOM delegates representing thedemographic components of the Army. They evaluated 126issues from installation forums, prioritized 27 for entry intothe AFAP, and voted on their top 5 new issues and their top 6active issues (Figure 1-11). Field issues focused on medical,dental and force support concerns, such as processing timefor financial documents, uniforms, and soldier education.

Army Community Service efforts focused on developingbaseline standards, an accreditation process for ACS centers,and a workload study. These initiatives will be the foundationfor consistent quality across the Army, while supportingcommand flexibility to meet local needs. The Army publishedthe long-awaited revision of AR 608-1, Army CommunityService, during FY99. The rewrite defines core services,service standards, oversight responsibilities, and managementand measurement strategies.

In FY99, 85 percent of Army installations operated in a Childand Youth Services configuration. Consolidating programsinto a single management structure creates a seamlessdelivery system for parents of children 4 weeks to 18 years ofage and provides cost and program efficiencies. By leverag-ing facility, staff, and funding resources, eliminating duplicateand competitive programs and services, and increasingchoices for parents and youth, Army CYS is becoming a most efficient organization. The Armys goal is to have100 percent of installations in a CYS configuration in FY00.

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Figure 1-11

SSG Tracy Vaulx and son at Fort Leonard Wood, MO.

- Photo by Michael N. Curtis

One hundred percent of Army Child Development ServicesPrograms are DOD cert if ied. The National Academy of EarlyChildhood Programs has accredited 93 percent of Army ChildDevelopment Centers. In the same way that military childcare has been recognized as a model for the Nation,programs aimed at our youth population have the sameobjective. The CSA directed expansion of middle school/ teenyouth programs in FY99 and the out-years and programmed$12.8M to meet the requirement. Installations used thefunds for NAF staff to supervise programs during parentalduty hours for 11-15 year olds who are too old for child careand too young to drive or have a job.

The April 1997 Presidents Summit for Americas Future,chaired by GEN Colin Powell (Retired), challenged Americansto increase commitments to cit izen service and volunteerism.The Armys Promise Passport program provides such oppor-

tunities for young people to serve the community anddevelop leadership skills. More than 25,000 youth partici-pated in FY99, contribut ing 219,659 volunteer hours. Suchpartnerships improve CYS programming. Installation affi liatememberships with the Boys and Girls Clubs of America andthe Armys agreement with the U.S. Department of Agricul-ture Extension Services (4-H) established a framework f orproviding positive youth development programs.

The development of baseline standards in FY99 will help CYSprogram operations focus on quality, availability, andaffordability. A more dynamic and eff icient level of child andyouth programming will result from implementation of thesestandards.


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installation personnel, prioritization of fitness centers in theMCA program, modernization of standardized fitness centerfacility designs, and establishment of a fit ness and sportssteering committee made up of MACOM and installationrepresentation. These initiatives increased interest andawareness of the fitness programs.

Several arts and crafts initiatives are underway across theArmy. Based on observation, focus group comments, and thespring 1999 Sample Survey of Military Personnel, theUSACFSC bulk-purchased manuals recommended by theProfessional Picture Framers Association for certification.During technical t raining held in conjunction with the annualPPFA trade show in Atlanta, attendees had the opportunity towork toward PPFA certif ication. Work began at Fort Riley todevelop a model site for a branded approach to pictureframing. The Army will use this location to conduct technical

training during the fourth quarter in FY00.Three new automotive skills centers opened at Fort Benning(42-bay shop), Vicenza, Italy (8-bay shop), and Mannheim,Germany (10-bay shop with car wash). New constructionbegan on a strip yard and car wash at Kitzingen, Germany, a6-bay shop with car wash at Dexhiem, Germany, and anupgrade to the 42-bay shop and car wash at Fort Riley,Kansas. Automotive training for 30 shop personnel atDarmstadt, Germany, covered how to use a CD-basedtechnical reference system and how to safely handle air bags.Each attendee was certified for the ALLDATA CD System,while Professional Automot ive Career Training of Cleveland,Ohio, certif ied attendees in proper handling of SRS (supple-mental restraint system) air bags.

The Better Opportunit ies for Single Soldiers program uses the

recreation delivery system to build programs in support ofoverall well-being for single and unaccompanied soldiers.Soldier morale and retent ion is higher at installations havingan active BOSS program. The 1999 Army-wide BOSSconference demonstrated how the program has evolved in 10years from a recreational activity to an all-encompassingsoldier program. In FY99, BOSS program improvementsincluded a revision of the BOSS News and Viewsnewsletterto better highlight installation BOSS programs, a successfulCommissary Awareness Program at 31 installations, and finaldrafting of a program desk reference.

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Figure 1-12

The Army MWR Fitness and SportsSteering Committee.

- Photo courtesy of a kind waitressat Fort Story

Recreation Programs

For the second consecutive year, installation recreation

professionals and programs were formally recognized foroutstanding service and support (Figure 1-12). The annualRecreation Awards recognize some of the most creative,innovative minds and programs in recreation. These individu-als and installations focus on finding what the market wants,planning quality programs and services to meet thoseinterests, and providing them in the most suitable place.

Implementation of the Recreation Delivery System began inearnest in FY99, with AM C and FORSCOM taking the lead.In conjunction with RDS implementation, Army communityrecreation personnel developed standards for accreditation ofall community recreation programs by the Commission forAccreditation of Park and Recreation Agencies. Additionalbaseline standards for personnel, t raining, programming,equipment, and facilit ies will ensure standard levels of service

throughout the Army.During 1999, fitness initiatives hit the radar screen of seniorleadership and installation program managers alike. Seniorleaders at DOD and DA led the way in establishing Armystandards in staffing, training, equipment, facilities, andprogramming. The MWR BoD will monitor these standardsfor the Army. Other initiatives include the establishment of acentralized equipment procurement program, centralizedfunding of fitness certif ication training for 100 MACOM and


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In February, DOD issued a policy memorandum with mini-mum standards for MWR libraries. These standards, devel-oped through a joint effort of the military services and withthe assistance of the American Library Association andacademia, describe a level of service and quality of programscomparable with those in civilian community libraries. The

DOD also issued an MWR library strategic plan to ensure thatthe program continues to meet the future needs of themilitary community. In addition to DOD standards, ArmyMWR developed baseline standards to determine require-ments for staffs, materials, and automation. A prototypelibrary performance work statement for potential A76 reviewswas prepared and posted on the MWR web site. Althoughcentral procurement funding for library materials decreased,paperback book support for isolated soldier units stationedaround the globe continued. Soldiers in the Balkans receivedmore than 45,100 paperback books in FY99. The 1999 ArmyLibrary Institute offered participants a variety of trainingopportunities, including strategic planning, copyright andelectronic issues, distance learning, and librarian competen-cies for the 21st century.

Newly developed program standards, partnering possibilit ies,and frontline training were important issues for outdoorrecreation programs in FY99. The USACFSC supplementedtraditional outdoor recreation programming with a separaterecreational lodging program, along with appropriatefinancial standards. Initial program successes included focusgroups in Alaska (to determine customer usage patterns,needs, and interests) and the development of RecTrac!transaction codes to improve f inancial management andreporting processes. An outdoor recreation working groupdeveloped an action plan for FY00 calling for the formationof an Outdoor Recreation Steering Committee and a data callto determine what exists within the program at installationand MACOM levels.

The United States sent 312 athletes and staff (123 US Army)

to the 2d Military World Games in Zagreb, Croatia. TheArmed Forces team finished seventh against 81 othercountries with a total medal count of 11 gold (3 Army), 10silver (4 Army) and 9 bronze (2 Army) medals. Individual USArmy gold medalists were: SFC Cheryl Stearns, US ArmyParachute Team, Fort Bragg, NC, who won gold medals inparachuting accuracy and individual overall; SGT TonyBassham, US Army Marksmanship Unit , Fort Benning, GA,who won a gold medal in the 300m standard rifle and 300mrapid fire rifle; 1LT Sabrina Cayton, World Class AthleteProgram, Fort Carson, CO, won a gold medal, along with 1LTAmy McCoy, US Air Force, in womens pair rowing.

Ten members of the World Class Athlete Program representedthe US in the Pan American Games in Winnipeg, Canada.The WCAP fielded 3 wrestlers, 1 boxer, 1 pentathlete, 2 in

team handball, and 3 in track and field. Medalists were: SPCDominic Black, gold medal in freestyle wrestling (97kg); SPCDremiel Byers, silver medal in Greco-Roman wrestling(130kg); SPC Dan Steele, silver medal in decathlon; SPC BrettWetherbee, silver medal in modern pentathlon; and SPCGlenn Nieradka, bronze medal in Greco-Roman wrestling(63kg).

Hospitality Programs

Negotiations to proceed with a new hotel at AFRC-Europewere a major focus in FY99. The full-service 340-guestroomconcept was downscaled from the original 450-room designterminated in 1990 due to rising construction costs and theuncertainty of U.S. Armed Forces end-strength in Europe. Anew hotel will increase AFRC-Europes operational eff iciencyby consolidating three existing hotels and restaurants intoone modern facility. The MWR BoD approved the explora-tion of a public/ private venture to fund and construct thehotel. The Assistant Secretary of the Army (Manpower andReserve Affairs) visited Garmisch in August and was briefedon the plan. Negotiations with local and Federal levels of theGerman government indicate support . The estimatedconstruction cost is $60M to $70M.

Soldier programs at AFRC-Europe receive high levels ofparticipation. For $169 per person, patrons receive luxurybus transportation from home stations to AFRC-Europe, threenights of lodging, meals, and two days of seasonal recreationactivities (such as skiing, windsurfing, and tours). Programsare available to soldiers and their family members and arevery popular among units returning from deployments. The15 new vacation cabins constructed at AFRC-EuropesGarmisch campground received outstanding comments fromvacationing service members. Cabins sleep up to six peopleand were constructed in deluxe and rustic versions; both areinsulated, heated, and rent throughout the year.

Training was a major focus at AFRC-Europe in FY99. Thestaffs of the General Patton, General Von Steuben, andChiemsee Hotels were awarded the Bronze Award fortraining excellence by the American Hotel and M otel Associa-tion. In FY99, 98 percent of guest comment cards stated thatservice provided by the AFRC-Europe staff met or exceededexpectations a 10 percent increase from FY98.

The Shades of Green celebrated its 5th year of operation inFebruary 1999, and continues to enjoy near 100 percentoccupancy. In addition to maintaining high occupancy, the287-room resort documented an unaccommodated demandof 140,000 room nights for approximately 400,000 guestssince opening. No other hotel property in the world hasbookings for 83 percent of available rooms one year in

Soldiers deployed to Bosnia can still have some downtime fun.

- Photo by M r. Michael Wolske


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advance. In June 1999, the Shades of Greenresort received its millionth guest. SGT LesChamness (Fort Gordon, GA), w ith his wife andtwo children, received a complimentary return visitto the resort for 4-night s accommodation and 3-day WALT DISNEY WORLD Resort passes.

Shades of Green capital improvements in FY99included the complete renovation of allguestrooms, hallways, and public areas as well asthe Garden Gallery restaurant, Back Porch Lounge,and Evergreens Sports Bar and Grill.

In FY99, the Shades of Green was awarded theReedy Creek Energy Services third-party WALTDISNEY WORLD resort Energy Efficiency Awardfor the second straight year. The facility had thelowest energy consumption for the entire year.

Hawaiis tourism industry faced its worst year inthe last decade, but the 817-guestroom Hale KoaHotel maintained an occupancy rate of 96.6 percent byemphasizing value, product quality, and superior guest

service. All ranks are served equally and with price sensitivity.Occupancy by rank shows that 24 percent of guests are E-1through E-5, and 30 percent are E-6 through E-9. A $3.5Mrenovation to the new M aile Tower was completed in FY99,fixing mildew problems caused by improperly constructedand designed air conditioning and ventilation systems. Theresponsible contractors have reimbursed the Army. Therenovation resulted in more than 15,000 out-of-service roomnights and a loss of $1.5M in potential room revenue. Aidedby a successful food and beverage program, the hotelmanaged to achieve a 1.6 percent increase in total revenuefrom FY98 and finish the year ahead of budget.

The 299-room Dragon Hill Lodge, with an occupancy rate of98.3 percent, celebrated its ninth year of operation byrecognizing its millionth guest. The Dragon Hill Lodge

enjoyed a successful recovery through the Asian economiccrisis primarily by reinvent ing the way it does business. Byreducing and managing operating costs, pinpointing andaddressing customer and employee needs, and reengineeringthe general workforce, management has created a healthier Dragon Hill Lodge for the 21st century.

The Army Recreation M achine Program ceased operations inPanama in FY99 (revenues of $1.3M) as the U.S. militaryreturned facilit ies to the host nation. The partnership withthe Marine Corps in Okinawa, however, was renewed, andrevenues increased to $13.4M (up 9.6 percent f rom FY98).Partnerships with the Navy and AAFES continue to increaserevenues. The decline of ARMP revenues in Germany slowedin FY99, and new initiatives to improve slot rooms showpromise for future revenues. A proposal to partner theme

food and beverage services with new gaming rooms and slotand amusement machines also shows great promise. Fleetenhancements to current machines, such as stepper motor(spinning reels) upgrades to new progressive and 10-coingames, also boosted play. New bar-top touch-screenmachines in some locations taps a new market. Centralizedamusement machine buys, increased game rotation rates,and better marketing strategies improved machine productiv-ity throughout operations. The ARMP added new AAFESpartner locations in Korea, Fort Stewart , and Vicenza, Italy,and expanded support to Fort Leonard Wood and the MarineCorps at Barstow, CA. The program also continues tosupport the Bosnian theater with amusement machines.

Guest Houses

In FY99, Army lodging initiatives aimed to improve opera-

tional efficiencies and customer satisfaction. The MWR BoDapproved an Army lodging wellness plan for implementa-tion in FY00. The plan ensures that Army lodging facilitieswill meet minimum quality standards as outlined in Armylodging standards for service, operations, and facilities. Amajor investment in acquisition and deployment of a com-mercial property management system in FY99 will improvethe efficiency of reservations, registration assistance, andmanagements access to statistical data. Another init iativeharnessed the combined volume of Army lodging purchasesas leverage in securing consolidated contracts for variousitems. In FY99, Army lodging secured consolidated contractsfor bed and bath linens and paper products. Other roomamenities, such as soap and shampoo, are being reviewed forpurchase options. Army lodging is also considering astandard in-room telephone system for all lodging activities.

Army Marksmanship Unit

The United States Army M arksmanship Unit, assigned to theUSACFSC since March 1995, was transferred in June 1999 tothe U.S. Army Recruiting Command. The AMU is located atFort Benning, Georgia.

Commercial Enterprises

The Asset Management/ Privatization Office merged with theCommercial Sponsorship Office into a Commercial EnterprisesOf fice. This combination will capitalize on the Armysrelations with private and public activit ies. The off ice willpartner with the commercial sector to augment the traditionaldelivery of morale, welfare, and recreation facilities andservices while generating income for installation MWR fundsfor soldiers and families.

Asset Management

The public-private ventures program is the Armys alternatemeans of delivering M WR facilities and services. Its hallmarkfeature is to secure private sector expertise to deliver soldierand family activities while decreasing the burden on Armyfunds.

Armed Forces Recreation Center - Europe.

- Photo by Michael Wolske


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The Armys first PPV project, a car wash at Fort Carson, CO,opened 18 August 1999. This successful project yielded acapital cost avoidance of $850K to the Army and contributed$3,200 to the IMWRF after the first forty-f ive days inoperation. The USACFSC PPV office awarded guest houseprojects for Fort Irwin, Fort Bragg, and Hunter Army Airfield

in FY99. Construction will begin in CY2000, representing acapital cost avoidance of $31M . The PPV off ice submittedthree additional projects for private industry comment via arequest for proposal, but the projects were not deemedviable based upon industry feedback. At the end of FY99, 26projects were in development with a potential NAF capitalcost avoidance of $138M. Eight lodging projects (represent-ing $55M in capital investment avoidance) were put on holdpending the outcome of the lodging PAT and an analysis ofArmy worldwide lodging.

Asset M anagement worked several init iatives in FY99.Congressional support letters are now required in a PPVsubmission packet. Installations must not ify their localcongressional delegate and obtain a letter ensuring that he/she is aware of and supports any project proposed in their

district. Such support w ill provide more favorable treatmentof projects by congress and prevent delays. Another effortreviewed the potent ial for developing PPV projects overseas.Due to SOFA restrictions and foreign government rules, theArmy is unable to lease property that isnt fully owned by theU.S. Government.

Corporate Sponsorship and Advert ising

The Corporate Sponsorship and Advert ising program gener-ated over $8.8M Army-wide in cash, goods, and services tohelp offset the cost of bringing well-being and moraleenhancing events and programs to soldiers and their families.Forts Jackson, Sill, and Hood were the top three revenuegenerating installations in FY99.

In FY99, the program generated $874,400 in cash, thehighest amount in the history of corporate sponsorship andadvertising. The program secured the support of manycorporate partners; in order of financial commitment, the top15 partners were: USPA & IRA, M iller Brewing Company,Chrysler, Gillet te, AT&T, Visa, Pepsi, Anheuser-Busch, PioneerLending, Coca-Cola, Jafra Cosmetics International, First Bank,Enterprise Rental, Shore Lines, and New Balance. Sponsor-ship supported many programs in FY99, including the DogDays of Summer concert series, the US Army Soldier Show, aBOSS conference and commissary awareness campaign,theme restaurant grand openings, the Battle of Bands, andthe World Class Athlete Program. Two new events, TheShot of the Century and The Dodge Neon Test Drive forYouth Sports, were huge successes in their inaugural year.

Program improvements focused on the development of aworldwide directory of sponsorship opportunities for distribu-tion to potential clients interested in local and regional events.This sourcebook wil l include each installations top threeevents and their respective contacts. Elsewhere, a processaction team composed of M ACOM representatives wasassembled to assess accounting procedures and makerecommendations on program improvements.

Construction

During FY99, 25 major construction projects valued at $93M

were delivered for the Armys MWR program. The Interiorand Food Service Design office completed 41 NAFMC andcapital purchase and minor construction design projectsvalued at $33.5M , and conducted 32 assessment visits todetermine preliminary costs for theme concepts. Projectscompleted in FY99 included Reggies at Fort Irwin and FortMcPherson, Stars Lounge at Fort Dix, Mulligans at Forts Dixand McPherson, Fisher House at Fort Sam Houston, andSports USA at Fort Bragg. In a joint service initiative, theArmy also executed 20 MWR projects for the Navy valued at$50M, two M WR projects for the Marine Corps valued at$12M, and two projects for the Navy Exchange and Commis-sary valued at $7M . The USACFSC supports the MarineCorps and Navy with their NAF construction needs on aspace available, reimbursable basis.

Congress approved 18 NAFMC projects with a total value of$60.6M for the FY00 program.

Contracting

Army NAF contracting cont inues to develop First Choicestandards of excellence for the acquisition process. In FY99,the Army:

! Awarded 15 NAFMC contracts valued at $26.3M and 22architect-engineering task orders valued at $2.1M for projectssuch as theme restaurants, lodges, travel camps, automotivecenters, and club and golf course renovations.

! Awarded $11.0M in major contracts, calls on blanketpurchase agreements, and purchasing card and small purchases,

and administered 64 major contracts, valued at over $65M, forsupplies, services, and information technology.

! Expanded the Lodging Success Program to 35 full-serviceand extended stay hotels. Contracts are in place for the nationalcapital region; San Antonio, TX; Atlanta, GA; Newport News/Hampton, VA; Miami, FL; San Juan, Puerto Rico; and Boston,MA. This program saves the Army more than $8M a year intravel expenses with rates below the Joint Federal Travel Regula-tion per diem rates.

! Administered the Army-wide International M erchantsPurchase Authorization Card program. More than 12,072I.M.P.A.C. cardholders purchased $74M in supplies and services inCY99.

The Armys f irst public-private venture, the M ountain Car Wash, at Fort Carson, CO.

- Photo by Charlie Schneider


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! Continued Army-wide f ielding of the Standard NAFAutomated Contracting System, an integrated system to auto-mate procurements from purchase request through contractaward and closeout. SNACS also collects trend data with which toproject future requirements. A module for I.M.P.A.C. purchases isincluded, as are plans for internet electronic commerce.

! Awarded a $40M contract to Aetna US Healthcare toprovide third party administrative services to the DOD UniformNAF Health Benefits Program for DOD NAF employees world-wide.

! Awarded a public-private venture car wash contract at FortCarson, the first contract awarded under the asset managementand privatization program, and three additional PPV contracts forguest houses at Forts Bragg, Irwin and Hunter Army Airfield.

Human ResourcesThe Human Resources Directorate continued to recruit , place,train, and maintain the Career Field 51 (MWR) workforce.Highlights for the year included the following:

! The USACFSC assists commanders in filling MWR positions,both APF and NAF, at grades GS-9 and above and NF-4 andabove. Referral lists are issued for MWR position vacancies inCONUS commands and, upon request, overseas commands. ForFY99, 485 referral lists were issued, a 15 percent increase inreferral activity from FY98. At years end, a new automatedreferral system was installed but it is not yet operational.

! Six trainees were recruited into the NAF managementtrainee program: three in outdoor recreation, one in child andyouth services, one in marketing, and one in personnel manage-ment.

! The MWR Academy trained 2,016 Army, Marine, Navy, AirForce, Army Reserve, Army National Guard, and Air Force Reservestudents in FY99.

! Development continued on the Career Management andStaff ing Program initiative. An independent consultant will reviewdetails of the proposed program before presentation to the MWRExecutive Committee.

Information Management

FY99 was a busy year in the implementation and fielding ofthe MWR Management Information System. By the close ofthe year, program professionals had:

! Developed version 2.0 of the Financial Management andBudget System.

! Fielded an enhanced Windows version of the Time LaborManagement System, including year 2000 compliancy.

! Released version V2 of the Recreational Tracking System,with installation completed at Forts Monmouth and Buchanan.More than 1500 RecTrac! users were trained in FY99.

! Fielded the Golf Tracking System to 62 worldwide locations,providing golf course program management and a point-of-salesystem for fees and retail operations.

! Continued improvement of the Child Development ServicesAutomated Management System. Version 2.4 will be upgradedto a Y2K compliant version in early FY00. Version 3.0 develop-ment was stopped. The Child and Youth Management System, aRecTrac! module, is scheduled for release in the spring of 2000.

! Enhanced the Standard Management Information Reportsfor Finance to a Windows version. Army-wide fielding of SMIRF iscomplete.

! Completed testing on the internet-based requisition moduleof the Standard NAF Automated Contracting System.

Strategic Planning and Policy

Army Regulation 215-1, Morale, Welfare, and RecreationActivities and Nonappropriated Fund Instrumentalities, dated25 October 1998, was distributed to the field. It is availablethrough normal publication channels, and an electronicversion can be accessed through the Army M WR web site orthrough the US Army Publishing Agency web site.

Assessments conducted on all MWR and ACS functionsdetermined the amount of risk imposed on these programsunder A76 study/ competition. Data collection and analysisshowed that CYS, ACS, Army TDY lodging, and sports andfitness were at the greatest risk if they were allowed tocontinue to be studied and competed under A76. There wasno requirement to study Category C activit ies. Results of thestudy were presented to the MWR BoD, which recom-mended that CYS, ACS, fitness and sports, Army TDYlodging, and all Category C programs be exempted from A76competit ion. This recommendation was endorsed by theChief of Staff, Army and approved by the Army Secretariat,after which implementing guidance was developed anddistributed to the field. For MWR programs stil l subject tocompetition under A76, comprehensive performance work

statements were developed and posted to the MWR webpage for installation use.

Consistent with the CSAs goal of establishing predictabilityacross the Army, BG(P) Whelden pledged at the February1999 MWR BoD to develop meaningful baseline operatingstandards and mission box standards for key Category A andB MWR/ ACS programs: Fitness and Sports, Installation AFAPConference, Child and Youth Services, Army CommunityService, Recreation, and Libraries. The USACFSC conducteda program by program review to develop the standards;multiple coordination sessions included two meetings atTRADOC and one at FORSCOM. After detailed review by

Soldiers of the 1st Bn., 29th Inf. Regt., in the 1999 Pioneer Challenge atFort Benning, GA.

- Photo by PFC Mitch Frazier


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the MWR Working Group and Executive Committee, the BoDapproved the standards and directed that the first Army-wideassessment be briefed to them in February 2000.

Baseline operating standards establish minimum levels ofsupport for MWR/ACS programs so that soldiers and familymembers can expect predictable services across the Army.Such standards will provide an effective, logical means toarticulate resource requirements by defining a level of sensible adequacy in staff ing, availability, facilities, andequipment, and identifying the cost to perform to that level.The development of baseline standards ran concurrently w ithsimilar initiatives for BASOPS at FORSCOM , TRADOC, andat HQDA ACSIM.

Mission box standards summarize critical elements withinbaseline operating standards for presentation to senior Armyleadership, providing at a glance measures of programperformance. Mission box standards are important manage-ment decision and planning tools and are consistent withInstallation Status Report III standards for M WR/ACS.

DOD approved expanded patronage of MWR activities to

exchange students, foster children, and au pairs. Thesepatrons must reside with authorized MWR beneficiaries whoare their sponsors. Access does not include child care centersor post exchanges. Identif ication of foster children, exchangestudents, and au pairsis by a locally developed card or by acommander-issued limited duration letter of access. The nextrevisions of AR 215-1 and DODI 1015.10 will reflect thesechanges.

The Department of Defense staffed Instruction 1010.15 withthe services in FY99. The Instruction implements the 1997Executive Order 13058, Protecting Federal Employees andthe Public from Exposure to Tobacco Smoke in the FederalWorkplace, and requires that where smoking is permit ted inthe workplace, it will be only in designated areas which areenclosed and exhausted directly to the outside, located away

from air intakes, and maintained under negative pressure.Under provisions of the DODI, empoyers will not requireemployees to enter such areas during normal business hourswhile tobacco smoke is present. Most defense agencies havealready complied with the Executive Order by requiringsmokers to leave the building to smoke. For M WR, however,the impact is much greater commanders and installationsmust determine the impact of the policy on their clubs,bowling centers, and other adult leisure activities. The Armyexpects policy and implementing timelines in early 2000.

The demographics of the Armys soldiers and family members

(Figure 1-13) cont inue to reflect an increasingly CONUS-based force.

Army-wide survey data from Sample Surveys of MilitaryPersonnel, and information from 1998 focus groups from fiveArmy installations present a positive picture of MWR pro-grams. Overall satisfaction with MWR programs remainshigh when compared to other well-being areas such as basicpay, job security, and retirement benefits. Enlisted satisfac-tion, however, declined significantly (four percentage pointsor more) from the spring to the fall of 1998, with availabilityand quality of recreation services and availability of Armyfamily and child care programs. For officers, availability ofArmy family programs was the only MWR item with a fourpercentage point decline. Downward trends from three ormore recent surveys were noted in several areas for enlisted

(youth services availability and recreation services quality)and off icers (youth services). Program proponents areattempting to determine what caused the downward trends.Sharp declines in soldier satisfaction with major well-beingareas such as pay and retirement benefits may have nega-tively influenced soldier satisfaction with MWR and with theoverall quality of Army life. Despite the declines, both off icerand enlisted satisfaction with all six items on M WR were inthe top half of the 56 measured (Figure 1-14).

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Fall 1998 SSMP data on AFRCs shows that 45 percent ofofficers and 29 percent of enlisted personnel visited AFRCs inthe last 36 months. When comparing the quality and price ofAFRC facilities to comparable commercial recreation centers,69 percent of officer and 61 percent of enlisted personnelregarded AFRCs as a better value. Also, 45 percent of allsoldiers reported using Army lodging facilities in the last year.When on leisure (vacation) travel, 80 percent of all soldiersreport they are likely to seek lodging in a hotel or motelinstead of alternatives (friends and family, camping, etc.), and52 percent of these respondents would more likely use Armylodging than civilian facilities due to cost (74 percent),location (44 percent), and facility conditions (39 percent).

Families of deployed soldiers rely on family assistance centersfor critical information and assistance during deployments orother contingency operations. The Army received $12M inFY99 to support well-being for soldiers in the field and familysupport groups, child and youth programs, and deploymenteducation. This funding helped establish site to site, real-t imecommunication between deployed personnel and their homeinstallations over personal computers.

Completed base realignment and closure disposal actionshave resulted in a transfer of $7.1M to the U.S. TreasuryAccount established to receive the proceeds for the reim-bursement of NAF investments in real property at affectedinstallations. This figure is unchanged from last year, but anew initiative will introduce a legislative change to expeditethe ability of the services to reinvest these funds in well-beinginitiatives by eliminating the requirement for an appropriationimposed by current legislative language.

MarketingThe Marketing Office executed a wide variety of majorinit iatives in FY99 and is also conducting in-depth looks atprogram opportunities five, 10, and even 20 years in thefuture. In FY99, the marketing off ice:

! Commenced development of an Army lodging and LodgingSuccess marketing plan.

! Devised a comprehensive marketing plan for Army recre-ation based on detailed focus group information. The planincludes arts and crafts, automotive skills, sports, recreationcenters, libraries, and the BOSS program.

! Developed a promotion plan to assist Army Communityservices reengineering efforts, including template press releases, a

media plan, and production outlines.! Awarded a contract for the 2000 Leisure Needs Survey.

! Designed a customer information center and an installationsupport center as web-based methods of rapidly deployinginformation and instruction to MWR customers and employees.

! Developed and executed the first online MWR town hallmeeting to facilitate interaction between MWR customers, fieldemployees, and internal USACFSC employees. The forum servesas a new method of furthering internal and external communica-tions.

! Assisted MWR advertising initiatives by developing amarketable package of advertising offerings, including sales kitmaterials, resulting in more than $200K in advertisement agree-ments being signed.

!

Completed preparations for the third Army-wide LeisureNeeds Survey to measure participation and customer-perceivedquality of MWR programs and facilit ies. Fielding will be in April2000 at 92 installations. A combined Army-wide report, as well asMACOM reports and installation-level reports, will be distributedin September 2000.

! Conducted Army-wide marketing training in September1999 in Milwaukee, Wisconsin. Private industry and in-houseprofessionals provided performance-oriented, graduate-levelmarketing instruction sessions on benchmarking, focus groups,customer service mapping, personnel issues, A76, the Armys Dog Days of Summer concert series, and millennium events.

! Provided program-specific qualitative and quantitativeresearch for art and crafts, automotive skills, library automation,public affairs, and outdoor recreation. In addition to a readershipsurvey conducted for Feedback, customer satisfaction research

efforts continue for lodging and NAF contracting.! Distributed marketing and industry information to

MACOMs, installations and other services via a monthly e-mailpublication, Tidbits, that includes research in main areas:families; child and youth; food, beverage and entertainment;leisure, hobbies and skill development; internet/ computers; sportsand fitness; and travel/ tourism. This publication is also availableon the MWR home page.

Soldiers in an Infantry Training Brigade at Fort Benning, GA.

- Photo by PFC Mitch Frazier


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Public Affairs

The mission of public affairs is to tell the story of ArmyMWR through print , broadcast, and electronic media and toserve as the command media consultant. During FY99,public affairs:

! Published six bimonthly issues of Feedback, the ArmysMWR corporate communication vehicle. A former newsletter, thepublication expanded to a 28-page magazine. Two issues were 32pages long, with a special four-page Army Fitness XXI section inthe April-May 1999 issue.

! Generated 61 news stories, features, and press releases withimages, a 37 percent increase over FY98.

! Submitted 41 hometown news forms to the Army/Air ForceHometown News Program, generating 200 news releases insoldiers hometown newspapers.

! Published a five-page feature story on MWR downrange(support operations in Bosnia and Hungary) in the December1998 issue of Parks & Recreation, the National Recreation andPark Associations monthly magazine with a circulation of 21,000

nationwide.! Produced 76 radio news stories, 48 MWR Break radio

features, 35 Army News Note segments, and 5 radio spots, atotal of 164 products aired. Products included two five-minutespecial reports, MWR 1998 Year in Review and ArmyResponds to CBS 60 Minutes Report on Domestic Violence in theMilitary.

! Produced 87 video products for television, includingsegments for Army Newswatch, a 30-minute Army PublicAffairs broadcast news magazinedistributed to 364 commercialcable outlets nationwide.

! Expanded the Soldier Showweb page on the MWR homepage to showcase all elements of

the Armys EntertainmentProgram: Soldier Show, commu-nity theater, soldier musicprograms (Battle of Bands, USAExpress), and the Summer ConcertSeries.

! Taught three sessions to over 40 students in two ArmyMWR Marketing Managers Courses at Texas A&M University inDecember 1998 and March 1999, and 60 participants at the 1999BOSS Conference, September 1999.

! Partnered with headquarters, Department of the Army tocover 11 Army WCAP athletes participating in the 1999 PanAmerican Games in Winnipeg, Canada. Obtained mediacredentials and funding for sportswriter Air Force Tech. Sgt.Garrett Reed and photographer Rolando Gomez, Army/ Air ForceHometown News, who relayed stories and images to Army PublicAffairs and the USACFSC for worldwide dissemination.

! Mitigated negative fallout resulting from a CBS 60 M inutessegment, The War at Home, about domestic violence in themilitary that aired in January 1999. The segment depicted anisolated case of severe domestic violence at one Army post.Within 12 days of segment airing, USACFSC coordinated withHQDA Public Affairs to distribute print and broadcast productstargeted at soldiers and families, including a five-minute televisioninterview with BG Craig B. Whelden, Commander of the

USACFSC. When CBS announced it would rebroadcast thesegment in August, the USACFSC launched a preemptive mediacampaign that included a radio special and three feature stories ininstallation newspapers about the Family Advocacy Program.

! Provided broadcast coverage of the Conseil International duSport Militaire 2nd Military World Games in Zagreb, Croatia.

! Provided advance publicity for the 120 performances of the1999 U.S. Army Soldier Show at 63 locations. Publicity consistedof a media day two weeks before opening night, press materials

on the MWR home page andthe HQDA public affairselectronic link, submissions forthe Army and Air ForceHometown News, radio andtelevision spot announcements,overnight mailings to installa-

tion public affairs offices andU.S. Army Recruit ing Com-mand officials in seven majorcities, and press kits for sevenlocations in Eighth U.S. Army.


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[ ]FUTURE STRATEGIES

2 0


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. . . fiscal year 2000 and beyond


Business PBusiness PBusiness PBusiness PBusiness Programsrogramsrogramsrogramsrograms

Food and beverage strategies focus on improving programsat all installations. Addit ional branded theme conceptrestaurants will open in FY00, including the first OrionMacGregors Market in Europe, opening in March in theHotel Maisieres in SHAPE, Belgium. The USACFSC isevaluating proposals from national brand chain restaurantswho have expressed interest in expanding their non-traditional market to military installations. Through in-house operations, theme concepts, the Orion partnership,and name brand full-service restaurants, M WR can keep pace

with increased Army-wide demands for quality food andbeverage programs.

A new theme concept, TURBOZ, will t arget young soldiers,families, and teens. The concept is to retrofit an existingfacility into an entertainment facility, with quick-service foodand beverage and an extensive amusement game programbased on motor sports. To improve other food and beveragefacilit ies, many installations need to f ocus on cateringprograms. A series of joint service professional developmentworkshops in FY00 will assist catering and business managerswho want to improve individual skills, client services, andfinancial performance.

Several Army bowling init iatives are underway. A DOD-recognized manager certification program is being developedto improve professionalism, promote continuing education,

and increase upward mobility, as well as improve bowlingcenter management. Eight bowling center projects wil lundergo project validation assessments in FY02. Investing inthe infrastructure of aging bowling centers is key to retainingbowling as a revenue source. Renovations should includestate-of-the-art bowling equipment, video games, and areasfor other activit ies, such as billiards and parties.

The strategic direction for the Army golf program is predi-cated on implementation of GolfTrac! and other programenhancements that lead to an efficiently run program. Abalance of clubhouse construction and course improvementsis key to continued success and ensuring that Army golf

remains competit ive with civilian golf courses. Efforts toupgrade aging infrastructure, such as irrigation systems andmaintenance facilities, will continue through utilization of acapital lease contract.

Leisure travel will move increasingly to the web and toll freenumbers as airlines and travel providers reduce commissionsto travel agents, requiring MWR to find other avenues toprovide service and earn revenue from travel sales. TheArmy traveler web site at www.offdutytravel.com featuresmajor air, cruise and rail toll f ree numbers and web site links;links to reservation booking engines; and research, planningand reservation tips. The USACFSC is developing preferred

provider agreements with airlines, cruise, rail, and car rentalcompanies for discounts, special rates, and where possible,concession fees to M WR. The first of these, an agreementwith SatoTravel, provides on-line bookings with no servicecharge and a two-percent commission on cruises and tourssold through their website. A virtual ticket off ice will becomea reality in early 2000, providing an electronic ticket kioskwith a wide variety of national and local entertainment andtravel services. With the advent of e-commerce, Army MWRmust leverage e-technology to support leisure travel andother business activities.

An educational needs assessment is being conducted for golf,bowling, and food and beverage programs to determinefuture training needs for managers and how current offeringsreflect management needs, Army policies and benchmarks,

and industry standards.The year 2000 will see several Army-wide millenniumspecial events designed to increase awareness and patronageof business programs. In June, installations will have anopportunity to augment local celebrations of the Armys225th birthday with web-based contests, an insignia memorygame, and video clips of common threads of Army life.Another event, Bowl 2000, will target youth and youngadults to promote bowling during the traditionally slowmonths of July and August. In the fall, the Second-Shot-of-the-Century golf hole-in-one contest w ill be held at golfcourses around the world and will include a program de-signed for soldiers serving in the Balkans.


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[ ]Fu t u r e S t r at eg ies

FFFFFamily Pamily Pamily Pamily Pamily Programsrogramsrogramsrogramsrograms

In November 2000, the Army will host a HQDA Army FamilyAction Plan Mini-Conference, marking the 17th year of theAFAP and bringing together 25 MACOM representatives toevaluate and prioritize issues from Army-wide forums.Delegates active duty and reserve soldiers, retirees, familymembers and DA civilians will determine what incomingissues are most critical to Army standards of living and wil lpresent recommended new issues to the General Off icerSteering Committee chaired by the Vice Chief of Staff , Army.The GOSC will also review the progress of active issues,provide direction on working issues, and determine the statusof issues recommended as complete or unattainable.

Focusing on the three vital CYS cornerstones of quality,availability, and affordability, full implementation of baselinestandards in FY00 will mark a new approach to measuringperformance against benchmarks. As part of this drivetoward operating CYS programs more efficiently and effec-tively, MACOM s and the USACFSC designated several FirstChoice installations as test beds for new init iatives anddemonstration of best practices. For child developmentspaces, the DOD goal is to meet 65 percent of need andexpand to 80 percent by FY05. The Army plans to sustaincurrent capacity but reconfigure the mix of spaces to servemore infants and toddlers. Out-year funding distribut ionswill be reallocated based on cost per child space and thenumber and type of spaces provided, versus manpowerauthorizations.

A major new CYS init iative is Partnership 2001 (and Beyond).This venture intends to have installations participate in localCombined Federal Campaigns after obtaining their ownagency fundraising codes for their CYS programs. Anindividual fundraising code provides for designated contribu-tions and a share of local campaign undesignated contribu-tions. The init ial focus of Partnership 2001 is to meet theunfunded CYS transportation mission with the acquisition ofvans, minibuses and bicycles.

Guest HousesGuest HousesGuest HousesGuest HousesGuest Houses

The Army can expect significant changes for Army guesthouses in FY00. Due to clarif ications in the Joint FederalTravel Regulation, and resultant changes in DOD policy, theArmy will redesignate guest houses as off icial travel govern-ment quarters and will t ransfer them from MWR to aseparate and distinct lodging fund. This change will have asignif icant impact on many MWR funds across the Army.

The Army will implement a comprehensive Wellness Planfor lodging in FY00. This capital reinvestment strategy alsoincludes an Army-wide facilities assessment and a prioritizedlist of requirements that would include renovation, minorconstruction, and major construction as necessary. It alsoincludes a market analysis at each installation to balancecurrent inventory against tot al market demand. Contractedmarketing and/or architectect/ engineer firms will conductfacility assessments, market analysis, and prioritization ofrequirements. The cost to implement the Wellness Plan willbe determined during the assessment phase but will mostcertainly require significant capital investment over the nextfew years.

RRRRRecreation Pecreation Pecreation Pecreation Pecreation Programsrogramsrogramsrogramsrograms

The arts and crafts program is planning several initiatives.The Fort Riley arts and crafts program will brand theirmodel f raming and retail sales center and publish an Opera-tions and Team Member Development M anual. Develop-ment of an arts and crafts electronic programming manual,and related publicity materials, commences in FY00. TheArmy Photography Contest and Army Designer CraftsmanContest will provide soldiers, their families, and authorizedcivilians an opportunity to showcase their talent and skills.

For the automotive skills program, a policy change will allowauthorized users to bring vehicles in for prepurchase inspec-tion and/or work needed to comply with state safety stan-dards before registering on post. Inspections may includeengine emission certif ication where states have authorizedshops to perform the inspection. In FY00, the AutomotiveTechnical Trainer Travels will reach down to staff members atmost CONUS sites. A master level mechanic instructor w illspend two days with the automotive shop staff on the sameequipment used daily by the staff. Training will focus onbrake systems, preparing the staff to take an AutomotiveService Excellence certif ication test in the Fall. The USACFSCwill fund training, but not certif ication. Over 200 people canbe trained with this process for the same cost as sending 50people TDY.

Library priorities will focus on updating baseline automationto ensure internet access is available in all libraries,transitioning to virtual library applications, and offeringdesktop access to Online Patron Access Catalogs and onlinecommercial database services. Virtual library applicationssupporting warfighter and family member informationrequirements will be available through the NIPRNet and willmeet Army security requirements. The USACFSC willcontinue to f ight for central procurement dollars to transitionto virtual library applications. Central procurement ensuresparity across the services and saves Army funds throughvolume discounts. The Army wi ll field MWR baselinestandards and DOD standards with status reports beginning

SPC Cesar Beltran of the 36th Engr. Group greets his wife and sonafter his return t o Fort Benning, GA., f rom duty in Nicaragua.

- Photo by PFC Amy Nyland


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19 99 MW R A nn ual Report

in FY00. Library services to personnel at cont ingencylocations will continue to receive priority with purchases ofcomputers, print materials, and online database services. TheArmy M WR library strategic plan, currently in draft formatand in concert with the DOD library strategic plan, will befinalized in the upcoming months to help move libraries into

the 21st century.During annual leadership training, Army community recre-ation programs introduced a benefits-based program modeldeveloped by a team from Clemson University and funded bythe National Recreation Foundation and the National Recre-ation and Park Association. This generic programmingphilosophy and strategy can be used by all recreationprograms to identify specific benefits resulting from participa-tion in recreation programs and measure the impact onsoldier readiness. The benefits based recreation programmodel will be piloted at four installations. After the pilotprojects are completed the data will be used to develop amanual with which to train all community recreation staff.Coordination also continues with the other services todevelop a military recreation intern program supported by

the Armed Forces Recreation Society.The fitness program will establish model sites and partnerwith the American College of Sports Medicine to develop anaccreditation program for Army f itness centers. Efforts toinstitutionalize fitness and sports administration training in theMWR academy are also underway, and partnerships withArmy health promotion programs at installations are underconsideration. Formal staff assistance visits will augment theprogram assessment process. The Cooper Institute ofAerobics will deliver fitness certification training to 100 Armysports and fitness personnel in early FY01. In FY99 andFY00, the Cooper Institute certified approximately 200individuals. The annual Athlet ic Business Conference willfeature expanded training on sports management andaquatics.

Hospitality PHospitality PHospitality PHospitality PHospitality Programsrogramsrogramsrogramsrograms

Negotiations continue for the construction of a new AFRC-Europe hotel in Garmisch, focusing on obtaining funding andconstruction approvals from the Army M WR BoD, Congress,and the German government. The target for opening thehotel is FY02. The AFRC-Europe also plans to convert 350U.S. workforce positions from tourist hires, to a Secre-tariat-approved resort hotel attendant program. Candidatesfor t his program will be recruited from the U.S. to work inGermany for 13 months, providing a more stable employeebase for customer service standards.

Preliminary negot iations and a feasibilit y study for an expan-

sion of the 287-guestroom Shades of Green resort areunderway. The proposed design calls for an additional 297guestrooms and an expansion of food and beverage capabili-ties. This expansion capitalizes on Orlando, Floridas uniqueplacement as a world favorite vacation destination. Adonation to Shades of Green from The Coca-Cola Com-pany will provide an all-expense-paid trip to the Shades ofGreen for a lucky service member and his family. Theservice member, on duty in Kosovo, will travel with his familyfrom Frankfurt, Germany, to Shades of Green for millen-nium celebrations at WALT DISNEY WORLD Resort .

Renovation of the Hale Koa Hotels original Ilima Towercontinues. Built in 1975, the renovation will cost $40M andwill take 4-5 years to complete. An earlier cosmetic renova-tion of the Ilima Tower made guestrooms comparable to thenew, 1995-constructed M aile Tower.

A $21.3M expansion of the Dragon Hill Lodge is underway,adding 95 additional guestrooms to the existing 299 andadding a 235-space, bi-level parkin

fmwrc annual report 1999

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