FMWRC Annual Report 2000

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MWR Fiscal Year 2000 Annual Report

Antonio M. TagubaBrigadier General, U.S. ArmyCommanderU.S. Army Community and Family Support Center

Salute to FY 2000

The year 2000 was a banner year for Army Morale,Welfare, and Recreation. Our successes were the direct

result of hard work and dedication to soldiers and theirfamilies by Commanders and MWR professionals Army-wide. A few of these accomplishments from FY00 include:

Ensured Y2K compliance of MWR automation systems

Consolidated guest houses into the Army Lodging Fund anddeveloped a comprehensive renovation strategy

Completed the Dragon Hill Lodge expansion on-time andon-budget

Hosted over 1,100 personnel at the 4th biennial GarrisonCommander/Director of Personnel and Community ActivitiesMWR Expo

Developed a fitness facil ity and staff improvement strategy

Qualified 75 percent of World Class Athlete Program athletesfor Olympic trials and sent 7 to the 2000 Summer Olympics

Commenced Army Community Service accreditation

Conducted the first ever Youth Education Summit

Validated Military Child Care as the Nations premiere modelfor child care

Received approval to acquire an Enterprise ManagementSystem

Awarded 3 new public-private venture (PPV) projects

Managed $48M worth of NAF major construction and capitalpurchases and minor construction projects

Awarded a Department of Defense health benefits contract

Implemented the RESUMIX system and a web-basedresume builder

Raised commercial sponsorship cash donations by 250 percent

Developed a strategy to integrate the MWR Board of Directorsprocess into the Army Well-Being Plan

Quite an impressive list, but only a small part of thecollective success of the MWR community in FY00.

Army-wide NAF operating activities enjoyed their aggregatebest financial performance in many years. Worldwide field

NAF instrumentalities ended the year reporting a netincome before depreciation of $117.3M or 13.7 percent ofrevenue, exceeding the MWR standard of 8 percent. Thisincome will be reinvested in installation MWR facilities innew and replacement furniture and fixtures, renovations,and other needed improvements. The level of NIBD inFY00 was the highest recorded since FY91 the last yearofficial lodging was included in installation MWR funds.That the field overcame such a huge financial impact istestament to hard work and business acumen at all levelsof leadership, management, and operations while main-taining first-class, quality services.

For the future, we will focus on the Army Vision of person-nel, readiness, and transformation to include the CSAs

well-being initiative. Well-being is a key component of theArmy Vision an overarching strategy to integrate allprograms and services that meet the well-being needs ofthe force, be they MWR, family programs, facilities,TRICARE or others. The goal is to improve the individualneeds and institutional strength of the Army the forcethat binds us together as the Army Team. As MWRtransforms with the Army, taking care of people will remainour primary focus.

Army MWR programs are an integral component of soldierand family well-being, and a primary enabler to readiness.During the past decade, a solid body of research hasrepeatedly linked MWR programs to individual and institu-tional needs. MWR programs are designed to promotemental and physical fitness, build morale, foster self-reliance, and enhance quality of life critical enablers toreadiness. In 2000, a new promotional effort, MWR is forall of your life, focused on pulling together and communi-cating the benefits that all of the more than 200 MWRprograms and services convey to soldiers, their families,retirees, and Army civilian employees.

More than ever before, developing and sustaining stan-dards in MWR programs are absolutely essential.Resourcing to baseline standards is particularly important,as well as measuring performance to those standards. TheArmy is already the Nations benchmark for childcare, andis breaking new ground in developing standards in youthservices programs. Similarly, we will set the standard forArmy Community Service, Army Family Action Plan, Army

Family Team Building, Recreation, Fitness and Sports, andother programs. Our focal point will be to balance thebusiness aspects of MWR with quality, first-class service toour soldiers, families, civilians, and retirees.

We are pledged to provide a measurable, minimum level ofsupport for MWR programs so that soldiers and familymembers will be able to expect predictable servicesthroughout the Army. Its about committing to excellencein providing top quality MWR facilities, programs andservices to the best soldiers and families in the world.Its about making life better for the Army.


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Contents

Section 1:

Executive Summary 4

Congressional Support ......................... ........................... .......................... .................. 4DOD and Army Leadership ......................... ............................ ........................... ........... 5Financial Overview .......................... ........................... ........................... ...................... 8Construction .......................... ........................... ............................ ........................... .. 9

Section 2:

Financials 10

Field Operating Funds ....................... ........................... ........................... .................. 10Army Operating Funds....................... ........................... ........................... .................. 12Balance Sheet .......................... .......................... .......................... .......................... .. 14Income and Expense Statement ............................ ............................. ........................ 15

Section 3:

Workforce 16

White Plume Awards ........................... ........................... ........................... ................ 16NAF Employee Benefits ........................ .......................... .......................... .................. 16Career Development Programs .......................... .......................... ........................... .... 17

Section 4:

Management Summaries 18

Child and Youth Services ............................ ............................ ............................ ....... 18Army Family Team Building ...................... .......................... .......................... .............. 19Army Family Action Plan .......................... ........................... ............................ ........... 19Army Community Service .......................... ........................... ........................... .......... 20

Sports and Fitness ......................... .......................... .......................... ....................... 22World Class Athlete Program ......................... ........................... ............................ ...... 23Entertainment .......................... .......................... .......................... .......................... .. 24Better Opportunities for Single Soldiers ....................... ........................... ..................... 25Community Recreation Centers .......................... .......................... ........................... .... 25Libraries........................... .......................... ........................... ........................... ....... 26Outdoor Recreation ........................... ............................ ............................ ................ 26Arts and Crafts ........................ ............................ ........................... .......................... 27Automotive Skills ........................ ........................... ........................... ........................ 27Leisure Travel .......................... ........................... .......................... .......................... .. 28Special Events ........................... ............................ ............................ ...................... 28Golf ....................... ........................... ........................... ........................... ................ 29Food and Beverage Operations .......................... .......................... ........................... .... 29Recycling..... ........................... .......................... ........................... .......................... .. 30Bowling .......................... ........................... ........................... ........................... ........ 30Armed Forces Recreation Centers ............................ ........................... ......................... 31Army Recreation Machine Program .......................... ............................ ........................ 31Army Lodging .......................... .......................... .......................... .......................... .. 32Corporate Sponsorship and Advertising ........................ ............................ .................... 32Public-Private Ventures .......................... ........................... ........................... .............. 33Marketing ......................... ........................... ........................... ........................... ...... 33

Information Management... ........................... ........................... ........................... ....... 34NAF Contracting ........................ ........................... ........................... ......................... 34Public Affairs ......................... ........................... ........................... ........................... .. 35

Section 5:

Audit 36

Process .......................... ........................... ........................... ........................... ........ 36Work Years ......................... ........................... ............................ ........................... ... 37


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1Executive Summary

Congress acknowledges the critical contribution thatMorale, Welfare, and Recreation make to readinessthrough its hands-on interest in MWR programs and thequality of life they support.

The House Armed Services Committee continues itsunwavering support for MWR. During March 2000 Con-gressional hearings, John McHugh, three-term Chairman ofthe HASC MWR panel, reminded attendees that the Panel

has sent a clear message we are solidly behind morale,welfare and recreation programs and the system that theyrepresent. Programs need continuous, publicly ex-pressed support from all concerned parties to survive the

very tough budget wars that we traditionally face.Chairman McHugh encouraged defense leaders, militaryfamilies, and industry to speak up in support of thisvery, very important system when those challengespresent themselves.

Noting that the military services appear to be moving inthe right direction regarding appropriated funds support ofMWR activities, Chairman McHugh congratulated themilitary services and urged them to keep it up. Heexpressed the hope that you will all have standards inplace to measure your progress against, like the approachthe Army is so diligently pursuing.

In a report to accompany the FY01 Military ConstructionAppropriations Bill, the Military Construction Subcommit-

tee, House Appropriations Committee, included languagedirecting the Secretary of Defense to provide a plan for thecreation of 25,000 child development spaces across DODthrough construction over the next five years, from whichthe Army will recieve 9,375 spaces.

First, The Army is people.We are a values-based organization, and our stock in trade is leadership.Thats what we do each and every day. We train soldiers and grow theminto leaders. Our soldiers and leaders learn and live our values, and it isthey who enable The Army to meet its leadership responsibilities at homeand abroad. Soldiers are an investment in America, and we mustcontinue to keep faith with them and their families....

- Gen. Eric K. Shinseki

Chief of Staff, U.S. Army

CONGRESSIONAL SUPPORT

Other Congressional highlights included:

Army Recreation Machine Program >The FY01 National Defense Authorization Act (P.L. 106-398)required the Secretary of Defense to submit a report toCongress evaluating the effect of the availability of slotmachines on overseas installations on members of the armedforces, their dependents, and others who use the slotmachines. The Services and OSD met and determined thatthe Army will take the lead for the report.

Benefits >Congress directed the Secretary of Defense to implement aprogram to assist those service members who qualify for foodstamps by providing additional special pay of up to $500 permonth.

MCA Construction >Authorized $1.9M ($1.9M above the budget request) for aChild Development Center (CDC) at Camp Carroll, Korea inFY00, and $9.5M ($6.1M above the budget request) for 3CDCs in FY01 at Landstuhl, Germany; Fort Huachuca,Arizona; and Pine Bluff, Arkansas.

Impact Aid >Authorized $35M to DOD for Impact Aid and made numerouschanges to existing law to include: doubling the weight ofmilitary children residing off base in calculations thatdetermine IA funding levels; speeding distribution of IA fundsto heavily impacted districts.

Commissaries >Required that various commissary operating costs be paidwith APF rather than with surcharge funds (as is currentpractice.) This action to protect the surcharge fund will freeapprox $80M annually for commissary renovation andconstruction. Congress also added magazines to the list ofauthorized commissary store merchandise.


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Policy Update

In December 1999, the Secretary of Defense directed thatmorale, welfare, and recreation programs have until7 December 2002 to implement requirements in ExecutiveOrder 13058, Protecting Federal Employees and the Publicfrom Exposure to Tobacco Smoke in the Federal Work-place. The implementing Department of Defense instruc-tion reiterates the Executive Order requirement thatagency officials shall not require workers to enter self-contained smoking rooms during normal business hourswhile environmental tobacco smoke is present.

Well-Being

Army well-being is the human dimension of the Armytransformation and is defined as the personal physical,material, mental, and spiritual state of soldiers (active,reserve, guard, retirees, and veterans), civilians, and theirfamilies that contributes to their preparedness to performthe Armys mission. As part of the Army Vision and thecomprehensive transformation of the Army set forth by theChief of Staff, U.S. Army, an Army Well-Being StrategicPlan was approved by the Vice Chief of Staff of the Armyintegrating and synchronizing well-being processes,programs, issues, and initiatives across the Army. Thisintegration will provide senior leaders a framework for

assisting in decision making on well-being priorities andfunding. The Army Well-Being Campaign Plan is beingdeveloped by the Deputy Chief of Staff for Personnel. Fullexecution of the Army well-being program is scheduled forSeptember 2001. Family programs and MWR are anintegral part of well-being, and the U.S. Army Communityand Family Support Center is working to support the CSAswell-being initiatives.

MWR Board of Directors

The MWR Board of Directors is composed of the AssistantSecretary of the Army (Manpower and Reserve Affairs);the four-star commanders of U.S. Forces Korea, U.S. ArmyForces Command, U.S. Army Training and DoctrineCommand, U.S. Army Europe and Seventh Army; U.S.Army Materiel Command; the U.S. Army Pacific com-mander; and the Sergeant Major of the Army. In FY00,the BOD approved the following initiatives:

Army Lodging >An Army Lodging Fund will manage TDY billeting and guest

house revenue from official travelers effective FY01. Torecapitalize lodging, a wellness plan will assess a patronsurcharge of $6.00 per occupied room night for TDY rooms(effective FY00) and guest house rooms (effective FY01).Current plans are to increase the surcharge to $9 in FY03 and$12 in FY05, contingent on approval of Military TrainingSpecial Allotment/Military Personnel Army increases. Theundepreciated value of guest house capital assets ($50M) willbe repaid to the MACOM/installation that originally funded thefacility. MACOM payments (excluding Eighth Army) will total$12M per year for FYs 01-03, with Eighth Army receiving$4.5M a year for FYs 04-06. These funds will be exempt fromthe capital reinvestment assessment and NIBD or CPMClimitations.

Smoking Policy >Smoking may be accommodated in FY00, 01, and outyearNAF major construction projects as long as the accommoda-

tion complies with the DODI requiring full implementation ofsmoking restrictions by December 2002.

Armed Forces Recreation Center Europe and Shades ofGreen on WALT DISNEY WORLD Resort >The BOD approved funding of designs to expand SOG andconstruct a new AFRC-E. The Hospitality Cash ManagementFund will negotiate a $135M mortgage loan to be drawn ondemand if the projects are approved. Approvals by the MWRBOD, the Chief of Staff Army, the Secretary of the Army, andCongress are required before proceeding with constructioncontracts.

DOD AND ARMY LEADERSHIP

Gen. Eric K. Shinseki, CSA, talking with an AFAP program managerat the AFAP Conference 2000, Fort Belvoir, Va.

- Photograph by Hank Babb


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MWR/ACS Baseline Standards >

The BOD approved baseline standards for Fitness and Sports,Army Family Action Plan, Child and Youth Services, ArmyCommunity Service, Recreation, and Libraries. Installationswill conduct annual assessments against these standards. TheBOD supports minimizing authorized funding migration fromMWR programs, crosswalking assessments to POM 02-07requests that support standards, and introducing incrementalrequirements in mini-POM 03-07 to address shortfalls.

FY01 NAFMC Funding Approval >The BOD approved an FY01 AMWRF-funded NAF majorconstruction program of $42.6M, including $3.1M in golfmaintenance upgrades and $2M in discretionary commitments(including 17 project validation assessments for FY02projects).

DOD NAF Health Benefits Program >After reviewing options to fund a congressionally mandated

increase to 70 percent minimum for employer funding, theBOD approved funding the increase from the AMWRF.

Management Information Systems >The BOD unanimously approved a $2.5M increase to the FY00MIS budget to fund new sustainment initiatives.

Fort Sam Houston Guest House >The BOD abrogated a $10.85M loan to construct the Fort SamHouston guest house, effective November 1999.

Enterprise Management System >The BOD approved the creation of a selection panel to reviewfour candidate EMS projects identified in a Grant Thorntonreport but deferred acquisition until the panels review iscompleted.

Recreation Lodging Financial Standards >The BOD approved FY01 NIBD standards for CAT C recreationlodging components; large travel camps and campgrounds,cabins, cottages, and recreation general housing.

Mr. Bingo Settlement >The BOD approved splitting any future settlement cost 50/50between the AMWRF and affected installations, with theinstallations share proportionate to total Bingo revenue.

NAF Post Retirement Medical Benefit >The BOD approved an Advance Funding methodology tofund post retirement benefits as a percent of total payroll.

Installation Status Report

The Installation Status Report 2000 data call ran fromJanuary - May 2000. The MWR services measured throughISR 3 (Services) are: Army Community Service; Child andYouth Services; Fitness, Recreation, and Libraries; andArmy Lodging. Performance measures for most of theMWR programs assess patronage statistics (percentage ofpopulation using the service) and overall patron satisfac-

tion with the service. Generally, MWR services wereassessed at C2 status (meets unit/activity needs and partlymeets Army standards; has minor deficiencies; supportsmajority of assigned missions). The FY2001 ISR data callwill run from January to May 2001.

In conjunction with ISR 3, the Army completed its thirdyear of gathering Service Based Cost data. The ArmysCost and Economic Analysis Center is using SBC data todevelop a standard service cost (what providing an ISR 3service to a certain C-rating should cost) that will be apredictive model to assist in resource allocation. Currentplans are to develop cost models by the FY06 POM for themajority of ISR 3 services. However, the InstallationManagement Steering Committee directed focus on five

most critical installation functions for cost modeling

within two years or less; Child and Youth Services isamong those programs slated for advanced modeling.

MWR Baseline Standards

Consistent with the CSAs goal of establishing predictabilityacross the Army, the October 1999 MWR BOD approvedbaseline and mission box standards for Fitness and Sports,the Army Family Action Plan, Child and Youth Services,Army Community Service, Recreation, and Libraries. TheBOD directed annual installation assessments against thesestandards. Baseline standards establish minimum levels ofsupport for MWR/Family programs, defining sensibleadequacy in staffing, availability, facilities, and equipment.

Mission box standards summarize critical elements withinbaseline standards for senior Army leaders, providing at aglance measures of program performance.

The BOD reviewed the results of the first installation/MACOM assessments (for FY99) in February 2000, whichidentified a $108M requirement to improve programelements (less facility requirements) rated red or amber toa green status. The updated FY00 assessment waspresented to the February 2001 BOD and identified a$120.3M requirement to bring program elements to green.The FY00 assessment excluded ACS staffing (to beassessed in FY01) and future DOD Child and YouthServices requirements. The USACFSC crosswalked fundingshortfalls to Program Objective Memorandum 03-07 andpresented unfunded requirements to the installation

program evaluation group (including ACS staffing).

Future funding for MWR programs is at risk unless MWRexecutes to Army funding levels. The USACFSC willcontinue to crosswalk assessments to future years defenseprograms to identify requirements that support baselinestandards, reconcile requirements to MACOM presenta-tions, determine funding needed to meet shortfalls, andprepare justifications for funding. Commanders cansupport MWR by referring to baseline standards in theirstatements accompanying POM submissions and byencouraging installations to execute MWR to Army fundedlevels.

Soldiers from the 501st Forward Support Battalion, 1st ArmoredDivision, distribute shoes and school supplies to Kosovar Albanian

children. Based in Germany, the 501st is deployed in OperationJoint Guardian.

- Photograph by Staff Sgt. James Downen Jr.


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MWR Research

In the spring 1999 Sample Survey of Military Personnel,58 percent of officers and 50 percent of enlisted personnelreported they have dependent children.

Child Care >For personnel with dependent children 12-years-old oryounger living with them and who use child care services, 20percent of officers and 23 percent of enlisted personnelreported lost time from military duties because they wereunable to find child care services. In addition, 39 percent ofofficers and 33 percent of enlisted personnel reported thattheir spouses lost time from paid or volunteer work becausethey were unable to find childcare.

Turbulence >For personnel with high school-age children and who made aPCS move in the last 3 years, 71 percent of officers and 78percent of enlisted personnel reported that their childexperienced problems changing schools as a result of a PCSmove.

In the fall 1999 SSMP, 55 percent of officers and 52percent of enlisted personnel reported that they had usedan Army post library in the previous year. For the sameperiod, 74 percent of officers and 53 percent of enlistedpersonnel reported that they or a family member had usedan installation club facility.

In the spring 2000 SSMP, 61 percent of officers and 56percent of enlisted personnel reported that they or a familymember had participated in an Army Community Service

program or service during the last year. Overall satisfac-tion with MWR programs remained high in comparison toother quality of life areas, such as basic pay, retirementbenefits, and availability of government housing.

The USACFSCs Survey of Army Families IV is scheduled forfielding in April 2001. The SAF is an Armywide survey ofspouses of active duty soldiers that focuses on key MWRand quality of life areas. In addition, the USACFSC willcontinue to insert questions into future SSMP instrumentsto explore MWR program use, satisfaction, expectations,and off-post alternatives.

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Capt. Joyce LuGrain, Commander of Charlie Company, 44thSignal Battalion, visits her soldiers at a check point. Capt.

LuGrains unit was deployed to Kosovo in Task Force Falcon.- Photograph by 1st Lt. Tony Vitello

Army Demographics

The demographics of the Armys soldiers and familymembers (Figure 1-1) continue to reflect an increasinglyCONUS-based force.

MWR Strategic Action Plan

In FY94, the MWR BOD approved and issued the ArmyMWR Strategic Vision for the 21st Century and the firstArmy MWR Strategic Action Plan. The vision articulatedthe mission, goals, and objectives to carry MWR into the21st century, while the action plan outlined specific initia-tives necessary to achieve those goals and objectives. Theplan addressed issues such as NAF professional careerdevelopment, financial management, information technol-ogy, construction, programs, and standards.

The Strategic Action Plan was updated through the years(Changes 1 through 4), and by the close of FY00 over 60percent of the plans original 127 actions had beencompleted. In October 2000, Change 5 was released as aninterim plan to bridge the Army to a future objective planthat will be developed in FY01. This objective plan willincorporate ongoing actions but will focus on reshaping theStrategic Action Plan to meet the future needs and desiresof customers while moving Army MWR into a globalposture to meet business, cultural and personnel chal-lenges into the 21st century. This major revision will bedriven by the CSAs vision statement, by transformation,

and by the Well-Being Strategic Plan.


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Sources Uses

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NOTE: NAF is net of URD/USA funding, $72.8M

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OtherExpenses

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FY00 ($M)

USA Personnel

All Army MWR Operating Funds

Field operating MWR programs and NAFIs, the ArmyRecreation Machine Program, and the Army MWR Fundcomprise Army MWR operating funds. Collectively, $1.5billion in total APF and NAF funding supported FY00operating and capital requirements worldwide a $50Mincrease over FY99. For APF, a $10M increase resultedfrom a $31M increase in Operation and Maintenance, Armyoffsetting declines in Military Construction, Army, and otheroperating accounts. For NAF, revenue was up $39M overFY99, primarily due to increases in sales, ARM revenue,and other operating revenue. The Army and Air Force

Exchange Service payments to the Army in FY00 were up$5M from the FY99 distribution.

Figure 1-2 shows total funding support and uses in FY00.The ratio of APF to NAF support was 34 percent to 66percent, respectively. The APF share fell one percentagepoint compared to FY99. The major use of funds continuesto be personnel; however, at 51 percent of the total,personnel expenses are down one percentage point fromFY99. After operating costs, $189M was available forcapital requirements $21M more than FY99 primarilydue to larger funds being generated from operations.

DOD Funding Metrics

In November 1995, the DOD published fiscal standards forMWR requiring that, regardless of category, 100 percent ofauthorized costs are to be funded with APF. Metrics tomeasure these standards allow for incidental program-related resale operations that are not authorized APF.These metrics focus on the relationship of APF and NAFoperating support for Category A (Mission SustainingPrograms) and Category B (Basic Community Support).They exclude the costs of goods sold and depreciation. ForCategory A, the minimum standard is 85 percent APF and15 percent NAF. For Category B, the minimum ratio is 65percent APF and 35 percent NAF.

The Army supports these standards. Army MWR long-range fiscal planning is based on matching the rightfunding source with APF/NAF requirements, and the MWRBOD established tracking mechanisms to ensure properexecution. Army MWR is now in its sixth year of monitor-ing these standards, and Figure 1-3 illustrates FY00results. Army MWR reported steady improvement, withCategory A APF rising 2 percentage points (a total of 90percent) and Category B rising from 64 percent in FY 99 to65 percent in FY00.

Critical Indicators

The MWR BOD uses many tools to monitor MWR operatingfunds and evaluate the programs collective health. Twomajor critical indicators are the cash-to-debt ratio of thecollective funds and the relationship of the outstandingAMWRF loan to the Army Banking and Investment Fundwith field NAFI cash deposits (Figure 1-4). For the cash todebt ratio, the BOD reviews the total Armys cash in theABIF, excluding the loan, versus liabilities due and payableat specific points in time throughout the fiscal year. Theseactual indicators are then compared with the plan toensure the Army is on track.

As of 30 September 2000, the Armys collective MWRoperating cash to current field liabilities was 0.9:1. This isup from the 0.8:1 ratio reported in FY99, primarily due tostronger results from operations. The AMWRF loan ratio tofield cash deposits was 55.7 percent, down 8.4 percentagepoints from 30 September 1999. A lower loan balancecoupled with higher field balances contributes to thispositive change. While these indicators still reflect a lesshealthy position than desired, the BOD anticipated thiscondition and will closely monitor the critical FY01-02periods to allow the Army to execute planned capitalexpenditures while maintaining solvent operations.Detailed financial information, including a SummarizedBalance Sheet and Summarized Income and ExpenseReport for the Army Operating Funds, is presented inSection 2 of this report.

FINANCIAL OVERVIEW

Figure 1-2

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CONSTRUCTION

In FY00, Army MWR delivered 15 NAF major constructionprojects valued at $43M and 31 Capital Purchase and MinorConstruction design and renovation projects valued at$4.6M to the MWR community. Army MWR has 57 majorconstruction projects ongoing at 41 installations in CONUS,Alaska, Hawaii, Europe, Japan, and Korea. Additionally, 51design/minor construction support projects are active at 30installations Armywide.

Three Public-Private Venture projects are already inoperation, and one is under construction. Eighteen moreprojects are in the approval stage. These projects repre-sent a total potential cost avoidance of $111M.

The new Fort Bragg, Sportsmans Lodge (McKellers Lodge).- Photograph by Mary Lee Byrd

Lodging facility in Stuttgart, Germany; scheduled completionSummer FY01.

- Photograph by Nate Rinehart

$94

19

$104

30

$183

48

0

20

40

60

80

100

120

140

160

180

200

Dollars ($M)

Number of Projects

MWR Construction Program

Category A Category B Category C

FY98 - FY02

Figure 1-5

The Army is in its fourth year of systematic upgrades tothe Armed Forces Recreation Centers.

Army MWR also supports other services for the executionof construction projects. On a reimbursable basis, Armysupport to the Navy, Navy Exchanges and Commissary,and Marine Corps was valued at $15.3M for FY00.

Congress approved 19 NAF major construction projectswith a total value of $99.7M for the FY01 program.


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Direct Appropriated Fund Support

The .L account and family program accounts obligated at94.7 percent of funding in FY00. The .L account executed$205.0M (90.6 percent of funding) in support of Commu-nity and Morale Support Activities (i.e., military MWRprograms). Family programs (Child Development, YouthPrograms and Army Community Service) executed$211.5M at 99.1 percent of funding. On a dollar basis,these amounts were $22.5M more than FY99 execution forthe .L account and $18.6M more for the family programaccounts. The FY00 approved level of total programfunding was $53.7M greater than FY99. Total execution

increased by $41.1M compared to FY99.

Financials

MWR 92% Youth 102% CDS 99% ACS 98%

226.3

205.0

43.944.8

127.4129.1

39.5 40.2

Funding

ExecutionFamily

$ Millions

Execution by Management Decision Package

MWR & Family Programs As of September 2000

Army MWR corporate financesare the combined total performance from field operatingNonappropriated Fund Instrumentalities, the Army RecreationMachine Program, and the Army Morale, Welfare, and Recreation Fund

Figure 2-1 displays FY00 execution by ManagementDecision Package. For the third year in a row, .L accountexecution (MWR) was less than the initial funding levels.This is clear evidence of the difficult decisions commandersface to match scarce resources with priority requirements.

2

Figure 2-1 Figure 2-2

FIELD OPERATING FUNDS

FY 99 NIBD FY 99 NIAD FY 00 NIBD FY 00 NIAD

68.4

89.6 89.6

-13.3-13.4-2.1

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100.8

-21.9

-34.4

-23.8

BudgetedActualActual (BRAC Adjusted)

Field Operating NAFIs: Worldwide NIBD/Net IncomeFY 99/00 Budget vs. Actual

$ Millions


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Figure 2-4 reflects NAF functional operating results.Category A programs continue to reduce demand for a NAFsubsidy, reflecting a $1.1M lower requirement than inFY99. Category B programs posted positive results for thefifth year in a row. Category C programs continuedpositive results at $71.7M, or $6.3M greater than FY99.

The primary sources of nonoperating revenue for FY00collectively reflect an increase over the previous year(Figure 2-5). Each source of revenue exceeded bothbudget and prior year results.

Figure 2-6 illustrates the BODs aggressive implementationof fiscal standards. Remarkably, installations continue toexceed this standard.

YF DOBRWMdradnatSDBIN

DBINlautcA$)detsujdACARB(

latoT%euneveR

3991 %0 M6.44$ %0.5

4991 %0 M9.24$ %1.5

5991 %0 M8.44$ %3.5

6991 %5 M1.56$ %8.7

7991 %5 M8.57$ %9.8

8991 %7 M9.66$ %3.8

9991 %8 M6.98$ %0.110002 %8 M3.711$ %7.31

Nonappropriated Funds

For the second year in a row, field-operating NAFIs postedrecord results from operations. For FY00, NIBD was$117.3M, a $27.7M or 31 percent increase over FY99.Figure 2-2 reflects FY00 field efforts to prevent

decapitalization of the MWR program. Decapitalizationoccurs when NIBD is less than the depreciation for capitalassets. For FY00, net income after depreciation reflected a$21M improvement from FY99.

Figure 2-3 shows the Armys achievement in exceedingfiscal standards established by the MWR BOD. For the fifthyear in a row, NIBD exceeded the standard.

stluseRgnitarepOFANlanoitcnuFataDegarevAymrA erusolCesaBrofdetsujdA

snoilliM$ 79YF 89YF 99YF 00YF

srotareneGemocnI

smargorPCyrogetaC 2.46$ 3.75$ 4.56$ 7.17$

euneveRlanretxE 3.041 0.421 9.031$ 6.741$

latotbuS 5.402 3.181 3.691$ 3.912$

sresUemocnIsmargorPAyrogetaC 4.9$- 2.8$- 2.5$- 1.4$-

smargorPByrogetaC 6.5 1.4 7.3$ 1.7$

esnepxEdaehrevO 7.001- 4.59- 0.09$- 1.98$-

tnemtsevnieRlatipaC

tnemssessA

0.42- 9.41- 2.51$- 9.51$-

latotbuS 5.821- 4.411- 7.601$- 0.201$-

*DBIN 0.67$ 9.66$ 6.98$ 3.711$

EUNEVERLATOTfo% %9.8 %3.8 %0.11 %7.31

stnemtsujdamargorpretnisedulcni*

AAFES ARM Interest

76.779.3

87.6

5.03.64.3

39.143.7

37.8

FY 99 Actual

FY 00 BudgetFY 00 Actual

Non-Operating Revenue

$ Millions

FY 99/00 Budget vs. Actual

YFDBINdradnatS

latipaC

tnemtsevnieRtnemssessA

hsaC

noitareneGdradnatS

hsaClautcAdetareneG

fo%sAeuneveRlatoT

fo%sAeuneveRlatoT

)ARC+DBIN( %

3991 - - - %0.5

4991 - - - %1.5

5991 - - %5 %3.5

6991 %5 %2 %7 %8.9

7991 %5 %3 %8 %9.11

8991 %7 %2 %9 %2.01

9991 %8 %2 %01 %0.11

0002 %8 %2 %01 %7.31

Figure 2-3

Figure 2-5

Figure 2-4

Figure 2-6

F


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12


Army Morale, Welfare, and Recreation Fund

This is the MWR BODs seventh year of financing strategiesto modernize the MWR NAF physical plant. The long-rangeplan redirects field NAFI revenue to the AMWRF forworldwide application and authorizes borrowing from theArmy Banking and Investment Fund. In FY00, thisextremely aggressive capitalization plan paid out $44M forregular construction. While the largest portion of the

AMWRFs cash finances capital requirements, the fund alsoinvests in other Armywide programs, such as mastertraining, interns, patron surveys, and marketing research.The next largest allocation is for field exemptions andservices, such as self-sufficiency exemption dividends,capital purchase and minor construction grants, Armysports, and BOSS. The fund also supports a portion of theNAF administration budget for the USACFSC. Figure 2-7shows how AMWRF dollars were allocated in FY00.

Army Banking and Investment FundDepositors Balances Net of AMWRF Loan

'92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03

634

529

456

351

268291288

263302

244251274

$ Millions

Projections

Figure 2-8

Uses of an AMWRF Dollar

Construction and ProgramInvestment

62%

Field Services andSelf-Sufficiency

Exemptions

26%

USACFSCOperations

12%

Figure 2-7

ARMY OPERATING FUNDS

This section addresses individual HQDA funds managed atthe USACFSC and presents a summarized balance sheetand statement of income and expense.

Army Banking And Investment Fund

The Army Banking and Investment Fund manages a pool ofU.S. Government securities on behalf of participants andpays interest based on portfolio earnings. In FY00, theABIF provided cash management and investment servicesto 400 Army and DOD entities. Participants earned acompounded rate of 5.56 percent on their average depos-ited balance. During the year, the ABIF distributed $14.5Mas interest income, up from $11.8M in FY99. Investedcash rose from $244M to $302M from FY99 to FY00 (Figure2-8).

Army Central Insurance Fund

The Army Central Insurance Fund is a self-insuredcomprehensive NAF property and casualty insuranceprogram. During FY00, catastrophic losses caused by fire,flood, and windstorms resulted in claim payments totaling$1.1M for damage to NAF buildings and contents. Asignificant portion of the losses was commercially insured,reducing the exposure of the ACIF. Losses of $362K were

due to accidental damage to NAF operated vehicles.Employee dishonesty claims rose to $143K. The cost ofgeneral and vehicle tort claims for bodily injury andproperty damage due to negligence was lower in FY00,with payments of $458K. Increased workers compensa-tion claims caused an increase to program rates chargedto installations in FY00. Decreased unemploymentcompensation claims caused reduced program rates forFY00. The ACIF had a net operating income of $4.6M forthe year. The program continues to emphasize safety andloss prevention to reduce losses and claim payments.

Army Recreation Machine Trust Fund

The Army Recreation Machine Trust Fund administersArmy Recreation Machine Program operating profits. In

FY00, the ARMTF received $73.5M in profit distribution a $7.9M increase from FY99. Major uses of cash in FY00,on a cash flow basis (which includes cash on hand at thebeginning of the year), were $74.7M in shared distribu-tions and $4.2M for internal ARM operations capitalexpenditures.


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13

Figure 2-9

Figure 2-10

Army Central Retirement Fund

The Army Central Retirement Fund represents the total ofemployee and employer contributions and investmentearnings on those contributions (plan assets) for the U.S.Army Nonappropriated Fund Employee Retirement Plan.The fund pays accrued benefits to participants and theirsurvivors as determined by a formula based on salary andyears of service.

As of 1 October 1999, the date of the last available planactuarial valuation, the value of benefits that participantshad earned to date (actuarial present value of accumulatedplan benefits) was $419.6M. This is the amount requiredto satisfy all the plans obligations if it were terminatedtoday. The market value of assets available on 1 October1999 was $531.9M, or a funded ratio of 127 percent.

A more important measure of the plans financial health isits ability to meet future benefit obligations. An enrolledactuary makes these computations annually. The totalactuarial accrued liability as of 1 October 1999 was$456.6M compared with $431.7M in 1998, with theactuarial value of assets at $531.9M. This surplus repre-sents continued fund strength and favorable investmentreturns.

Retirement plan assets are in a trust fund that can only beused to provide benefits to participants as authorized bythe plan. Five trustees control the Trust and are respon-sible for investing assets in authorized investments, suchas stocks, bonds, real estate, and government instru-ments. Assets are invested so that, over time, the returnon investment meets the long-term assumptions on whichthe plan is based. The plan paid NAF retirees and theirbeneficiaries $22.6M in FY00 including a 3.5 percent costof living increase on 1 April 2000.

On 30 September 2000, the market value of the plansassets totaled $631.9M. Figure 2-9 shows asset invest-ments. The return on investment earned by these assetsfor the year ending 30 September 2000 was 16.3 percent.

Army Medical/Life Fund

The Army offers health, dental, and life insurance benefitsto its regular NAF employees as a participant in the DODUniform Health Benefit Plan. The Army Medical/Life Fundcollects premiums from employers and employees (and theArmy MWR Fund for the Army portion of the self-insuredDODHBP) based on participant enrollment in health benefitoptions. Alternatively, employees may elect coveragethrough health maintenance organizations. Claim ex-penses for the DODHBP are satisfied by direct disburse-ments to affiliated medical service providers after the plantakes its discounts. When services are provided fromoutside the network or for dental claims, employees arereimbursed directly. To preserve the tax-preferred statusof life insurance benefits, the AMLF reimburses a con-tracted insurance carrier for benefits paid to beneficiaries

of deceased participants in the life insurance program.

As of 30 September 2000, fund assets totaled $9.3M andliabilities totaled $84.7M, for an equity reserve of($75.4M). This position reflects the actuarially derivedliabilities to fund post-retirement medical benefits. Inanticipation of the DODHBP, the MWR BOD had previouslyapproved post retirement medical benefits effectiveJanuary 1998 and directed a long term funding strategy tosatisfy the requirement. The actuarially derived value oflong term liabilities associated with funding those benefitswas assessed at $80M. The February 2000 MWR BODapproved an advanced funding methodology to amortizethe liability over 40 years and fund it as a percent of totalpayroll assessed against the employing instrumentality.

401(k) Savings Plan

The US Army NAF Employee 401(k) Savings Plan continuesto grow. As of September 30, 2000, total individualaccount balances were $140.6M, an increase of $31M from1999. Figure 2-10 shows investment returns for theinvestment fund options available to employees. Enroll-ment by actively contributing employees increased 8percent during FY00, reflecting the efforts of personnelmanagers to promote participation in the plan.

FANymrASUdnuFtnemeriteR

ssalCtessA M$tnuomA %tnecreP

:)seitiuqe(skcotS

citsemoD 6.972$ %2.44

lanoitanretnI 9.611 %5.81

)sdnob(emocnIdexiF 0.681 %4.92

latipaCerutneV 1.74 %5.7

stnelaviuqEdnahsaC 3.2 %4.

latoT 9.136$ %001

eeyolpmEFANymrASUdnuF)k(104

snruteRlatoTlaunnAegarevA

00peS03gnidnEdoireP

raeY1 sraeY5 dnuFfoefiL

dnuFtnemtsevnI

dnuFtekraMyenoMtnemeriteR %30.6 %84.5 %85.5

dnuFxednIdnoB.S.U %67.6 %83.6 %41.8

dnuFreganaMtessA %37.81 %49.41 %75.31

dnuFemocnI&htworG %10.31 %44.91 %86.81

dnuFynapmoChtworG %98.16 %99.82 %70.12

dnuFsaesrevO %50.01 %97.21 %37.61dnuFxednIytiuqE.S.U %61.31 %54.12 %81.91


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14


Summarized Balance Sheet

sdnuFgnitarepORWMymrA:teehSecnalaBdezirammuS

99YFpeS03 00YFpeS03 egnahCstessA

stessAtnerruC

stnemtsevnI/hsaC

selbavieceR

seirotnevnI

smetIdiaperP

stessAtnerruClatoT

201,917,632$

245,720,15

896,292,82

561,676,22

705,517,833$

816,378,462$

630,098,95

607,702,72

663,975,32

627,055,573$

615,451,82$

494,268,8

)299,480,1(

102,309

912,538,63$

stessAdexiF

noitaicerpeDdetalumuccA)sseL(

stessAdexiFeulaVkooB

727,703,939,1

278,569,848

558,143,090,1$

194,799,980,2

301,046,239

883,753,751,1$

467,986,051

132,476,38

335,510,76$

stessArehtO

sdnuFgnikniS/tnemtimmoClatipaC

sdnuFgnikniSnoitarapeSrehtO

028,966,11

163,063,2818,931,26

205,088,01

025,553,2676,897,96

)813,987(

)148,4(858,856,7

stessAlatoT 163,722,505,1$ 218,249,516,1$ 154,517,011$

seitilibaiLseitilibaiLtnerruC

elbayaPstnuoccA

rehtO

seitilibaiLtnerruClatoT

283,822,23$

936,650,241

120,582,471$

858,174,73$

111,077,231

969,142,071$

674,342,5$

)825,682,9(

)250,340,4($

seitilibaiLmreTgnoLlatoT 946,445,851$ 587,156,251$ )468,298,5($

seitilibaiLlatoT

ytiuqEdnuF

076,928,233

196,793,271,1

457,398,223

850,940,392,1

)619,539,9(

763,156,021

ytiuqEdnuFdnaseitilibaiL 163,722,505,1$ 218,249,516,1$ 154,517,011$

The overall financial position of the Armys MWR operatingfunds was sound as of 30 September 2000 (Figure 2-11).While current assets increased $36.8M compared with theprevious year, the fixed asset base increased over $151M

an example of the Armys aggressive effort to modernizeand maintain the MWR physical plant.

Current liabilities fell $4.0M. Long-term liabilities also fellby $5.9M due to a decrease in the outstanding balance ofthe AMWRF loan to the Army Banking and InvestmentFund.

The funds collective equity rose over $121M for FY00.

Figure 2-11


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15

* Net of URD/USA; FY99 USA revenue $35,334,104, FY00 USA revenue $72,831,792** Includes General Service, Foreign Nationals, Wage Grade, and Military Personnel, Army

Summarized Income and Expense Statement

Figure 2-12 illustrates the statement of FY00 APF and NAFoperations compared with FY99. The NAF revenue andexpenses have been reduced in this display due to theUtilization, Support and Accountability in order to preclude

overstatement of APF and NAF resources.

Total APF support increased $10.3M compared with lastyear. There was a $31M increase in Operation andMaintenance, Army, that offset decreases in other operat-ing accounts and Military Construction, Army. The amountof military personnel reported working in MWR alsodeclined from FY99.

NAF revenue increased by $39.5M from FY99. Higher salesrevenue and interest income, other operating revenue andArmy Recreation Machine revenue heightened the materialincreases. NAF expenses reflected a less than 2 percent

increase. While there was a slight decrease in NAFoverhead personnel dollars, excluding USA, there was aslight increase in NAF operating labor. As a percentage ofNAF revenue, operating labor declined 1 percentage point.

Cash generated from operations totaled $163.4M for FY00,an increase of $27.5M from FY99.

Figure 2-12

sdnuFgnitarepORWMymrA:tnemetatSesnepxEdnaemocnIdezirammuS

99YF 00YF egnahCeuneveR

:FPA

lennosrePyratiliM

AMO

gnitarepOrehtO

ALD

ACM

094,848,41

095,984,804

721,596,91

006,221,9

000,009,13

556,798,11

162,825,934

437,319,6

047,735,01

000,005,52

)538,059,2(

176,830,13

)393,187,21(

041,514,1

)000,004,6(

latotbuS 708,550,484$ 093,773,494$ 385,123,01$

:FAN

selaS

euneveRMRAssorG

viDSEFAAdnuFlartneC

SEFAArehtO/DSA

*euneveRrehtO emocnItseretnI

413,508,832

694,132,011

631,767,85

355,847,67

929,253,724461,268,4

393,095,442

769,055,121

267,193,35

011,785,78

465,022,344409,898,5

970,587,5

174,913,11

)473,573,5(

755,838,01

536,768,51047,630,1

*latotbuS 295,767,619$ 007,932,659$ 801,274,93$

snoitairporppA&euneveRlatoT 993,328,004,1$ 090,716,054,1$ 196,397,94$

sesnepxE :FPA**robaLgnitarepO

**robaLdaehrevO

robaLASUroftroppuSFPA

stsoCgnitarepOrehtO

944,245,391

294,979,25

025,805,32

643,521,281

002,967,281

650,538,94

084,381,35

456,980,381

)942,377,01(

)634,441,3(

069,476,92

803,469

latotbuS 708,551,254$ 093,778,864$ 385,127,61$

:FAN

dloSsdooGfotsoC

*robaLgnitarepO*robaLdaehrevO

*stsoCgnitarepOrehtO

507,167,301

595,122,843644,060,401

338,897,422

716,904,701

466,194,253707,869,301

548,869,822

219,746,3

960,072,4)937,19(

210,071,4

*latotbuS 975,248,087$ 338,838,297$ 452,699,11$

sesnepxEgnitarepOlatoT

ymrAnoitcurtsnoCyratiliM

683,899,232,1

000,009,13

322,617,162,1

000,005,52

738,717,82

)000,004,6(

noitaicerpeDerofeBemocnIteN

noitaicerpeD

310,529,531

033,109,911

768,004,361

324,531,431

458,574,72

390,432,41

)ssoL(emocnIteN 386,320,61$ 444,562,92$ 167,142,31$


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16


Workforce

The workforce is critical to accomplishing the MWR mission.The Army provides a menu of services for the 35,000 employees whodeliver worldwide MWR. These services include referral, training, benefitmanagement and administration, and career field management.

3

Benefit programs for NAF employees continue to improve.The new Department of Defense Uniform Health BenefitPlan was implemented in January 2000 with over 6,500participants. A new feature of the plan, a post-retirementmedical benefit, was approved for funding by the MWRBOD at a rate of 2.8 percent of total NAF payroll. Eligibleretirees will receive a health insurance premium subsidy atthe same rate as active employees.

Other amendments to the NAF employee retirement planincluded:

> Established a 100 percent continuation option for survivorsof active employees who were retirement-eligible

> Authorized the purchase of retroactive service credit undercertain criteria

> Made employee participation in the plan mandatory for thefirst six months of employment

NAF employee benefit files were converted to digitalimaging in FY00, and a state of the art data storage andretrieval system for the maintenance of real time benefitdata was installed. The USACFSC began work on a web-based benefits system that will allow civilian personnelunits to access the new data system through the internet.

NAF EMPLOYEE BENEFITS2000 WHITE PLUME AWARDS

The White Plume was established in 1982 by The AdjutantGeneral of the Army to recognize outstanding service andcontribution to MWR and family programs. It is the Armyshighest medal for achievement in support of Army MWR.The winners of the White Plume in FY00 (Figure 3-1)represent true service to the Army and the soldier.

sdrawAemulPetihWRWM0002

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dranieW-allepaCnaoJ CSFCASU

elasaC.JaicirtaP QHMOCSROF

uaemoC.JennaejeD QHCMA

yenooCEdloraH.loC CSFCASU

enarC.FmailliW .hsaW,siweLtF

rehctuD.BleahciM saxeT,dooHtroF

semreH-rehctelFenaJyraM .oloC,nosraCtroF

enocsoMhpesoJ saxeT,ssilBtroF

lluM.WsamohT .aG,gninneBtroF

eciR.EteirraH CSFCASU

nildnaS.RselrahC )suomuhtsoP(CSFCASU

etaTyelreV QHMOCSROF

hslaW.JenidaN CSFCASU

nedlehW.BgiarC)P(neG.girB CSFCASU

sedisetihW.VecallaW CSFCASU

trebliW.GsemaJ iiawaH,letoHaoKelaH

Figure 3-1


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17

Master Training

The MWR Academy, located in Falls Church, Virginia, offersFirst Choice courses for the Army and its sister services.Academy courses support the MWR Master Training Plan.

The MWR Academy trains entry-level managers throughgeneral officers serving as installation commanders.

Web-based training remains at the forefront of planningefforts. The USACFSC basic management and NAF basiccontracting courses will be web-based in 2001.

Since 1988, the MWR Academy has trained 14,612students (Figure 3-2). In FY00, the Academy trained2,053 Army, Marine, Navy, Army Reserve, Army NationalGuard, and Air Force Reserve students.

The MWR Academy delivers 11 percent of its training at theinstallation, 41 percent at the Academy, 36 percent bycorrespondence, 5 percent by contract off-site, and 7

percent at the MWR Culinary Academy in Fort Lee, Virginia.

The American Council on Education evaluates MWRAcademy courses and recommends college credit for manyofferings. Neither the ACE nor the MWR Academy grantscollege credit, but ACE recommendations encouragecolleges and universities to award credits to studentsparticipating in applicable degree programs.

Career Management and Staffing

The USACFSC assisted commanders in filling MWR vacan-cies, both APF and NAF, at grades GS-9/NF-4 and above.A total of 409 referral lists were issued in FY00, a slightdecrease from FY99. At years end, a new business

process was introduced that changes how job vacanciesare advertised, how applicants apply, and how referral listsare prepared and issued. A key element in this process issoftware that scans and stores applicant resumes and thenmatches applicant skills to job requirements. With just oneresume, applicants may apply for multiple positions atdifferent locations. Resumes may be submitted via theinternet, e-mail, or in hard copy.

Development efforts continued on the Career Managementand Staffing Program. The CMSP is a long-term strategy todevelop and institutionalize MWR manager successionplanning. This program is integral to the implementationof the Uniform Resources Enhanced Program. TheUSACFSC contracted with Logistics Management Instituteto perform an independent review of the proposed pro-

gram.

NAF Management Trainee

This centrally funded program places college graduateswith degrees in certain specialties into MWR positions.Four trainees were recruited in FY00: two trainees inoutdoor recreation, one in child and youth services, andone in marketing. They received training at Picatinny andRedstone Arsenals, Fort Lewis, and Fort Drum. Fourtrainees from the prior year completed on-the-job trainingand moved into permanent placement positions.

CAREER DEVELOPMENT PROGRAMS

Figure 3-2

ymedacARWMesruoCybdeniarTstnedutSlatoT

182 esruoCtnemeganaMSCA

145 tnemeganaMlaicnaniFdeilppA861 esruoCsreganaMgnilwoB

95 esruoCtsilaicepSnoitaerceRedagirB

91 sllikSgniretaC

92 slanoisseforPgniretaC

633 esruoCsrotceriDSDC

607,2 esruoCtnemeganaMSFC

053 esruoCtnemeganaMbulC

911 stcartnoCnoitcurtsnoC

161 noitartsinimdAtcartnoC

781 waLtcartnoC

551 noitaitogeNtcartnoC

951 sisylanAecirPdnatsoC

672 esruoCtsilaicepSmulucirruCdnagniniarTSYC

995 esruoCsfeihCnoisiviD802 esruoCACD/ACPD

86 eraCdlihCylimaF

11 tnemeganaMdooFtsaF

44 noitamotuAegareveBdnadooF

558 esruoCtnemeganaMegareveBdnadooF

8 sllikSecivreSdooF

82 karTdooF

073 dnammoC-erPnosirraG

411 esruoCs'rednammoCnoitallatsnIreciffOlareneG

833 esruoC'sreganaMfloG

313 tnemeganaMyrotnevnI

77 esruoCsrotceriDtroppuSylimaFtnioJ

12 esruoC'sreganaMeciffOtnorFsrosivrepuSgnigdoL

42 esruoCgnipeekesuoHsrosivrepuSgnigdoL22 esruoCsredliuBllikSgnigdoL

6 esruoCstsilaicepSRWM

24 esruoCsreganaMgnitekraM

687 esruoCgnitcartnoCdecnavdAFAN

745,1 esruoCgnitcartnoCcisaBFAN

392 yvaNcisaBFAN

107 ecnellecxEnoitarepO

93 esruoCsreganaMnoitaerceR

9 sllikSecivreSkciuQ

91 esruoCsredaeLroineS

2 noitatneirOsreganaMroineS

102 esruoCCCFSPS

732 esruoCsecivreShtuoY

825,21 latoT


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18


Management Summaries

Child and Youth Services

The first six recipients of the Child and Youth ServicesPioneer Award were recognized at the MWR CommandersConference in August 2000. The Pioneer Award wasestablished in honor of Ms. Marlene Scavo, former ChildDevelopment Services Coordinator at Fort Lewis. Theaward acknowledges contributions that make child andyouth programs a model for the nation.

The Army serves over 450,000 eligible child and youth(ages 4 weeks to 18 years old) at 127 locations in 29States, the District of Columbia, and nine different coun-tries and territories.

In May 2000, the National Womens Law Center, a non-

partisan advocacy group, released a report that noted:The best chance a family has to be guaranteed affordableand high-quality [child] care in this country is to join themilitary. This same demand for quality programs that areaffordable, available and predictable applies not only to theArmys child development services program, but also to itsschool-age services and youth programs.

During FY 2000, work began to integrate Liaison, Educa-tion, and Outreach Services into the CYS structure. TheCYS seamless delivery system relates directly to theexecution of youth education and school liaison officerfunctions, as well as to local community partnershipresponsibilities.

Program accomplishments for FY 2000 included:

> Certifying 100 percent of the Armys CDS programs by theDepartment of Defense.

> Achieving a 96 percent accreditation rate for Army ChildDevelopment Centers by the National Association for theEducation of Young Children (compared to a rate of 8 percentfor civilian centers).

> Funding $6.8M for the acquisition and installation of videosurveillance equipment at all Army CDCs to prevent childabuse.

> Connecting more than 76 percent (112 of the 147) ofyouth computer labs to the internet.

> Expanding volunteer participation in Promise Passport toinclude more than 26,000 Army youth the Armys contribu-tion to the community involvement goal of the AmericasPromise program.

> Conducting an Education Summit at the behest of the Chiefof Staff, Army to address education issues affecting soldiersand families Armywide.

> Establishing a Youth Education Action Working Group toaddress unique school transition issues, such as senior yearmoves, records transfers and graduation requirements.

4The focus has to be on the quality of life for the people.The people are the heart of the armed services.Without the men and women we are able to attract andretain to man the forces, then we really dont have a national defense.

- Defense Secretary Donald H. Rumsfeld

FAMILY PROGRAMS

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htimSnylodnewG CODART,QH


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The Army Family Team Building motto is EmpoweringFamilies for the Future. As a commanders readiness-training program, AFTB provides families with information,knowledge and skills they need to be self-reliant. AFTB is avolunteer program designed and written by and forvolunteer family members.

In FY00, AFTB trained more than 500 volunteer MasterTrainers from active and reserve components. Volunteersincur one-year commitments to return home and work with

local AFTB programs. In August, 85 master trainers werecertified as Core Volunteer instructors. Also, this year,sixty master trainers attended the first Master TrainerCourse taught in Spanish. Senior Spouse LeadershipSeminars at the Sergeants Major Academy and the ArmyWar College attracted 170 attendees.

On AFTB Day, 16 December 1999,AFTB Net-Trainerwentonline. This worldwide communications network for AFTBpersonnel offers interactive family member training (Level1) designed for reserve component and geographicallydispersed family members of the active component. Morethan 1500 students completed online training who couldnot previously attend training.

In November 2000, AFTB volunteers received internationalrecognition for community service, receiving the presti-gious Service Award from the Association of VolunteerAdministrators.

Future AFTB initiatives include:

> Review AFAP proposal for program standards and fundingof personnel to manage local AFTB and AFAP programs.

> Expand Net-Trainer to include Levels I and II in Spanish.

> Publish a DA Regulation.

> Train 750 volunteers in four Master Trainer and one MasterTrainer Professional Development courses and two SeniorSpouse Leadership Seminars.

> Conduct a new AFTB Program Managers Course.

> Refine the quarterly management report.

> Conduct 22 program assessment visits.

> Implement standards and program accreditation.

> Reactivate the AFTB official newsletter, The Teamplayer

Program updates can be found atwww.armyfamilyteambuilding.org.

Army Family Action Plan

On 17 November 2000, 26 delegates to the HQDA AFAPConference provided a well-being report and a call toaction to the AFAP General Officer Steering Committee andassembled constituents. Conference delegates added 13new issues and identified services and initiatives that theyconsider most critical.

The AFAPs first baseline program standard annualinstallation AFAP forums reaped positive results in FY00with 16 MACOMs (six more than in 1999) submitting 118issues to the HQDA AFAP Conference. Three additionalstandards were approved by the MWR BOD in FY00: adesignated AFAP program manager; an installation steeringcommittee (mirroring the AFAP GOSC); and an annualMACOM AFAP conference. Implementation of thesestandards will be measured in 2001, and MACOM scoreswill be reported to the MWR BOD.

As result of a 1999 AFAP issue, MACOMs and the USACFSCsubmitted a requirement through the FY03-07 POMprocess to support a joint AFAP/AFTB program manager atinstallations, regional locations and MACOMs. Implemen-tation is subject to funding and manpower from theorganization to which AFAP and AFTB are assigned usually ACS. Approval of the POM requirement willimprove program quality, promote consistent implementa-tion, and eliminate the need to use ACS resources.

AFAP contributes to Army well-being by empowering itsconstituents to have a say in Army standards of living. InFY00, program infrastructure improvements and seniorleadership support of critical issues underwrote AFAPs roleas a key change-management tool. Gen. John M. Keane,VCSA, said:

There are very few [conferences] that bring togetherthe collective judgment and wisdom that AFAP does. Ithink AFAP is clearly a call to action. This organizationhas a bias for action and things get done as a result ofthe input that we get from members out in the field. Iknow of no activity in the United States Army that hasas much tangible results as AFAP. I dont think there isany parallel for it in anything else that we do. Morelegislation, more policy and procedures have beenimplemented as a result of this organization than anyother activity that I am aware of in the United StatesArmy. It is absolutely extraordinary.

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instructor illustrates a point atMaster Trainer 3, Sedona, Ariz.

- Photograph by Hank Babb

Army Family Team Building


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Relocation Assistance Program

Relocation Assistance Program services most widely usedby soldiers, civilians and their families are the StandardInstallation Topic Exchange Service, lending closet,predeparture services, and newcomer orientation. Whensoldiers, civilian employees, and their families relocate,SITES provides information about the next duty station andnearby civilian communities. With real time capability,links within SITES access military and civilian web sitesthat address relocation issues related to moves. The RAPcontinues to emphasize service to first term soldiers andtheir spouses.

The Joint Services RAP Conference was held in Nashville,Tenn., in May 2000, attended by 86 Army RAP personnel.

Certification of relocation readiness services managers is ahigh priority, with 17 staff members certified as RelocationProfessionals by the Employee Relocation Council, anational association to oversee, manage, and support U.S.domestic and international employee transfers. The firstRelocation Assistance Managers Course was held at theMWR Academy in September 2000 with 25 students. Theprogram also provided 17 youth sponsorship grants inFY00, continuing a partnership with the Youth Servicesprogram.

New Parent Support Program

The Armys New Parent Support Program Plus is a preven-tion and education program aimed at child abuse andneglect. The program is mandated by Congress andfunded by OSD. Each NPSP+ site has a team of licensedsocial workers and nurses who focus on home visitation,which allows role modeling, mentoring and one-on-oneparent education for at-risk families.

Army Community Service

Army Community Service efforts focused on developingbaseline standards and an accreditation process for ACScenters in FY00. These initiatives provide the foundationfor consistent quality across the Army, yet allow command-ers flexibility in meeting local needs. An updated AR 608-1, Army Community Service, was also published in FY00.

The rewrite defined core services, service standards,oversight responsibilities, and management and measure-ment strategies.

ACS programs received intense public and Congressionalattention in FY00. A Congressionally-mandated DOD taskforce on domestic violence is expected to recommendimprovements to the Family Advocacy Program. Concernsabout the financial well-being of soldiers resulted inimprovements to education and training on financial

Family Advocacy Program

Family violence statistics in the Army continue to decline,with 2,213 substantiated cases of child abuse in FY00compared to 3,211 in FY96. Given child population forFY96 (451,667) and FY00 (438,803), the Army rate ofsubstantiated child abuse decreased from 7.1 /1,000 to5.0/1000 substantially less than the civilian rate of 14/1,000 reported by the National Committee for the Preven-tion of Child Abuse. There were 3,410 substantiatedspouse abuse cases in FY00, compared to 6,195 in FY96.Comparing the populations of married persons (soldiersand spouses) for FY96 (606,903) and FY00 (529,377), therate of substantiated spouse abuse declined from 10.2/1,000 in FY96 to 6.4/1,000 in FY00. Comparisons with thecivilian sector are not possible, as there is no central

database for spouse abuse.

Financial Readiness Program

In FY00, the Congress, DOD and CSA expressed concernfor the economic well being of soldiers and families withthe following initiatives: personal financial instructionduring basic combat training and advanced individualtraining; eight hours of mandatory personal financialreadiness instruction for first-term soldiers; life-cycleeducation program (entry to retirement); an OCONUSWomen, Infants and Children program; a supplementalfamily subsistence allowance; a thrift savings plan formilitary personnel; and expansion of the personal financialreadiness program to include the reserve component. In

response, the Financial Readiness Program educated354,112 soldiers in 15,858 classes. Attendees wereprimarily soldiers in the ranks of private through specialistand their family members. The program provided financialcounseling to 112,775 individuals, debt liquidation assis-tance to 18,327 personnel (for debts totaling $23.1M), andincome tax assistance that saved soldiers $1.2M in incometax filing fees.

management and implementation of the Womens, Infantsand Children program in overseas locations. Attention onspouse employment issues will generate new partnershipswith businesses to increase jobs and training opportunitiesfor spouses.

In FY00, $44.7M APF was programmed for ACS, a $4.3increase over FY99. Overall execution was $43.9M, a 98percent execution rate. In FY00, Family Advocacy andRelocation programs obligated $38.7M and $4.2M in OSDfunding, respectively. Total operating costs by programwere as follows: Exceptional Family Member - $1.8M;Family Advocacy - $5.3M; Employment Readiness - $2.3M;Foster Care - $.5M; Financial Readiness - $5.3M; Informa-tion, Referral & Follow-Up - $2.2M; Outreach - $2.2M;Relocation Readiness - $4.6M; and the ACS Base - $19.6M.


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Employment Readiness Program

In FY00, $2.34M in funding provided a broad range ofemployment services to more than 248,819 patrons at anaverage cost of only $9 per customer. The program madeover 56,985 job referrals and helped secure paid employ-ment for 9,109 family members, bringing in revenue ofover $182M to Army households a very high return onArmy dollars given the amount expended on this program.In addition, Employment Readiness provided counseling(job search and career assessment) to 66,875 clientsworldwide: 8,905 soldiers (13 percent); 24,258 familymembers (36 percent); 5,657 DOD civilians (8 percent);3,748 retirees (6 percent); and 24,307 other clients(36%). Job-skills training was provided to 19,923 clients.

In Aug 2000, a DOD Spouse Employment Summit helpedposition the military services to enhance military spousecareers and improve family income and retention of highquality military personnel. Participants identified over 30challenges facing military spouse employment profession-als and customers. These challenges fell into five broadcategories: standardized programs and services, dedicatedresources, career continuity for spouses, corporatepartnership to increase job opportunities and marketing.

Mobilization/Deployment Readiness Program

Efforts continued to field video-teleconferencing facilities,revise Operation READY deployment training materials, andprovide support to Family Readiness Groups.

Exceptional Family Member Program

The Exceptional Family Member Program works with othermilitary and civilian agencies to provide communitysupport and educational, medical, housing and personnelservices to families with special needs. In FY00, 41,686sponsors and 61,607 members were enrolled in theprogram. Program initiatives in FY00 included efforts toincrease execution of the QACS Management DevelopmentDecision Package; implement the ACS accreditationprogram (EFMP included); disseminate a new DODInstruction that will improve EFMP screening, enrollment,and assignment coordination; post a change to AR 608-75(EFMP); implement a DOD special-needs web site; anddisseminate two EFMP handbooks.

Transitional Compensation forAbused Dependents

In order to reduce disincentives to report abuse, Congressestablished the Transitional Compensation program forabused dependents of military personnel in FY94. Thislegislation authorizes temporary payments at the ratespecified for Dependency and Indemnity Compensation forfamilies in which the soldier is discharged administrativelyor by court-martial for a dependent abuse offense.Payments are for a minimum of 12 months or until thesoldiers ETS date, whichever is longer, but may not exceed36 months. Applications and documentation are completedthrough installation ACS Family Advocacy Program andStaff Judge Advocate staffs and forwarded to USACFSC forlegal review and approval prior to initiation of benefits. InFY00, 153 families received $2.4 million in benefits.

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Army Community Service provides many programs and services that directlycontribute to soldier and family well-being.- Photograph courtesy of Army Community Service, Fort Myer, Va.


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Sports and Fitness

Total sports and fitness program funding increased by$1.4M (2 percent) from FY99. Programmed APF supportincreased by 1 percent, or $2.7M during the period, stillbelow the 100 percent APF Category A goal. Net NAFoperating costs decreased by $1.3M. This decrease inoperating costs and an increase in revenue produced a$1.4M decrease in the FY00 NLBD to $.5M.

During 2000, Congress, the DOD, and Army seniorleadership responded to what soldiers and family membershave said in surveys: fitness facilities are number one inimportance. The Army has developed a centrally-managedArmy Facility Strategy that defines facility requirementsover a 30-year period. Fitness facilities are prioritized in

the first 10 year increment of this plan. This strategy, ifresourced, will take fitness facilities to C-1 level across theArmy starting in FY04. A standard construction design willmeet fitness trends, expectations, and new Army and DODstandards, and incorporate American College of SportsMedicine guidelines. New fitness modules can be added toexisting facilities instead of rebuilding from the ground up.

The MWR BOD approval of baseline fitness and sportsstandards for staffing, equipment, training, programmingand facilities resulted in a 12 percent increase in stafftraining and a 4 percent increase in equipment availabilityin fitness facilities. Efforts to increase APF staffing (cur-rently at the 50 percent level) remain a priority. Shortfallfunding requirements to meet baseline standards havebeen presented through the Armys planning, program-

ming, budgeting, and execution process.

Through centrally funded training, the Cooper Institute ofAerobic Research delivered fitness and/or biomechanicscertification training to more than 100 installation person-nel. An additional sports administration course focused onactivity-specific planning, organization and coordination.To meet CSA well-being objectives, the future of sports andfitness will focus on integrating and partnering with healthpromotion, injury prevention, and unit readiness andfitness initiatives.

In another successful year, the Army Sports Program won8 of the 16 contested Armed Forces Championships. Armyteams won gold in womens basketball, wrestling, boxing,men and womens taekwondo, men and womens golf,

womens soccer, men and womens triathlon and rugby.Second place finishes were in mens softball, womenssoftball, mens soccer, and men and womens cross-country. Third place finishes were in mens basketball,mens volleyball, womens volleyball, and men andwomens marathon.

In Conseil Internationale du Sport competitions, Armyathletes were part of Armed Forces teams that won goldmedals in men and womens golf, mens soccer andwomens standard rifle. Second place finishes were inmodern pentathlon, freestyle wrestling, Greco-romanwrestling, womens taekwondo, and womens formationsky diving. Third place finishes were in mens foil infencing, womens triathlon, and mens taekwondo.

During the 2000 Olympiad, 13 soldiers earned spaces onthe Olympic team in boxing, modern pentathlon, track andfield, and shooting. Nine soldiers earned alternate spaces,and one active duty and one retired soldier coached. Sgt.1st Class James T. Graves, U.S. Army Marksmanship Unit,Fort Benning, GA won a bronze medal in skeet shooting.

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RECREATION PROGRAMS

Spc. Ugo Uche lifts over 300 lbs. in StrongMan Competition during FortHoods Single Soldier's Day at Belton Lake Outdoor Recreation Area.

- Photograph by John Byerly


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World Class Athlete Program

The Army World Class Athlete Program focused on qualify-ing soldiers for the 2000 Summer Olympics in Sydney,Australia, with 77 soldier-athletes training for the XXVIIthOlympiad. In the competition to qualify for a space on theU.S. Olympic team in their sport, these soldier-athletescaptured 243 medals in National and International events.Fifty-six WCAP soldier-athletes qualified for U.S. OlympicTeam trials in boxing, cycling, judo, modern pentathlon,rowing, taekwondo, wrestling, and track/field. Foursoldiers won berths on the U.S. Olympic Team in boxing,modern pentathlon, track/field, and wrestling, and threewent on to competition in Sydney. Although none earned amedal, they all posted respectable finishes: Spc. ChadSenior finished in sixth place in Modern Pentathlon; Spc.Dawn Burrell finished the womens long jump in 11thplace; and Staff Sgt. Olanda Anderson was eliminated inpreliminary rounds in boxing (178 lbs).

Two soldiers also served on the 2000 U.S. Olympic Teamstaff: Staff Sgt. Basheer Abdullah, Boxing High Perfor-mance Coordinator, and Capt. Jim Gregory, ModernPentathlon Team Leader. Nine soldiers from WCAPcaptured spaces as alternates on the boxing, modernpentathlon, track and field, and wrestling teams.

In addition to the Summer Games, 12 soldier-athletesassigned to WCAP began training for the 2002 WinterOlympic Games in biathlon and bobsled.

Sgt. Keith Sieracki (right), Wrestling/Greco Roman/97 Kg, at the2000 U.S. Olympic Trials in Texas, June 2000.- Photograph by Tim Hipps

Staff Sgt. Olanda Anderson, Boxing/178 Lbs, at the 2000 U.S. OlympicBoxing Trials in Florida, February 2000.- Photograph by Tim Hipps

Spc. Dawn Burrell, Track and Field/Long Jump,at the 2000 Olympic Games in Australia,September 2000.- Photograph by Tim Hipps

Spc. Chad Senior at the World ModernPentathlon Championships in Italy,

June 2000.- Photograph by Robert Coley


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Entertainment

Sgt. Irving Berlin established the motto, mission andphilosophy of Army entertainment in 1918 as Entertain-ment for the Soldier by the Soldier. From that first showon Broadway 82 years ago, the 2000 U.S. Army SoldierShow completed the 17th year of its modern incarnation,entertaining an audience of over 140,000 during a six-month tour that included Europe and the Balkans. A totalof 125 performances at 62 locations included 4 specialshows sponsored in part by U.S. Army Reserve Center.Steady command interest in hosting the program speaks toits popularity at installations.

A new technical assistance team, when fully activated inFY02, will assist commanders in reestablishing installationentertainment programs and improving existing programs.A second new program, the BRAVO! Army Theatre TouringCompany, began in November 2000. BRAVO! will deliverheadquarters-produced programming to the field andestablish a recognition program for soldier participants intheatre equal to those for musicians and singers.

The Army Concert Series completed a successful seventhyear, presenting 12 big-name concerts at CONUSinstallations. With net income of $528K, a 20 percentincrease for the second year in a row, the series is consid-ering more A level talent. The series generated $462K inincome for 12 installations. Special events trainingconducted at San Antonio, Texas, by USACFSC staffcontributed to the growing success of the Army ConcertSeries and to an increase in special events at installations.

In other venues, the Stars of Tomorrow solo talentcompetition was reintroduced in conjunction with Battle ofBands at a gala two-day event in Washington, D.C. TheUSA Express, an all-Army touring show band, fielded threefull tour units and a special showband for Army birthdayevents. Each unit undertook a two-month tour to entertaindeployed military personnel worldwide.

The USACFSC increased direct technical support toinstallation community entertainment programs, andinstallation level activity grew for a third consecutive year.Programs showed a 10 percent increase in productionactivity from 1999. Direct support through the installationcopyrights and royalties program exceeded $160K.Despite increased operating expenses, overall cost ofgoods decreased. Levels of APF support remained stable at59 percent of total operations, and increased local rev-enues resulted in a slight reduction to installation NAFexpenses. In conjunction with the American Association ofCommunity Theatres, an entertainment training conference

for field specialists was held for the first time in nine yearsin June.

Scenes from the 2000 U.S. Army Soldier Show - Carpe Diem.- Photograph by USACFSC Public Affairs

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Better Opportunities for Single Soldiers

Better Opportunities for Single Soldiers supports the well-being of single and unaccompanied soldiers. An integral

part of the Armys recreation program, BOSS utilizes theRecreation Delivery System to build programs for itscustomer base.

The theme of the 2000 Armywide BOSS conference was,BOSS to the FutureBridging the Gap, Paving the Way.The conference saw many firsts in speakers and activi-ties. This was the first BOSS conference to receive aspeech by the Chief of Staff, Army. A fun-run and boxaerobics were scheduled in the morning, counteracting theall-you-can-eat buffet during the day. Attendees alsoattended a gong show, complete with clowns to escortperformers off stage. As the Army BOSS program alsoserves as a model for other military service programs,conference attendees included all 4 branches of the ArmedForces. Several MACOMs, such as EUSA, USAREUR and

USARPAC, held MACOM conferences to complement theArmywide conference.

The BOSS News & Views, with a distribution of 10,000, isnow published four times a year and is also available onthe BOSS web page. The newsletter continues to show-case installation BOSS programs and spark imaginativenew ideas for its readers. The BOSS Desk Reference is infinal draft and will be available soon for downloadingdirectly from the BOSS web page.

In the near future, the program will focus on BOSSpartnerships throughout MWR and DOD. The CommissaryAwareness Campaign, designed to educate single soldiersabout the benefits of using the commissary, will expand in01 to 33 Army installations and two Marine Corps bases.The program will also expand to OCONUS.

Community Recreation Centers

Based on results in the 2000 Sample Survey of MilitaryPersonnel, Community Recreation Center programs

continue to offer valuable programs and services thatbenefit soldiers and their families. Three-fifths (or 61percent) of officers and three-fifths (56 percent) of enlistedpersonnel surveyed reported that they or a family memberused some type of CRC program or service during the last12 months.

As the Army moves to outcome-oriented programming, itis important to document the benefits of the programs tosoldiers. Based on SSMP data, some benefits reportedwere that the soldier (or family member) benefited from

fun entertainment (63 percent), relaxed/lowered stresslevel (40 percent), or saved money (39 percent).According to SSMP findings, the most popular staff-directedprograms were pool and ping-pong tournaments, and themost popular self-directed activities were playing video

games, Sony Play Station, and watching DVD/videomovies. The two most popular services are snack bars andcomputer centers with access to the internet and e-mail.

A recent facility and program survey indicated that theaverage CRC is open 66 hours per week. However, SSMPdata shows that both officers (65 percent) a

FMWRC Annual Report 2000

Documents

Transcript of FMWRC Annual Report 2000