Table of Contents:

Introduction..................................................................... 4
Financials...................................................................... 12
Workforce. ................................................................... 16
Management Summaries.................................................. 20

Photo by Pfc. Kuhn

 Family and Morale, Welfare and Recreation Command

Annual Report  Fiscal Year 2007 
 Introduction

Morale, Welfare and Recreation Objectives:

 Support combat readiness and effectiveness
 Support recruitment and retention of quality personnel
 Provide leisure activities to support a quality of life commensurate with American values
 Promote and maintain behavioral and physical well-being
 Foster community pride, Soldier morale, and Family wellness
 Promote unit esprit de corps
 Ease the impact of unique aspects of military life, such as frequent relocations and deployment

Family and Morale, Welfare and Recreation 101

T he Army’s Family and Morale, Welfare and Recreation pro-

grams directly support readiness by providing a variety of
community, Soldier, and Family support activities and servic-
es. From social, fitness, recreational, and educational activities
to programs that enhance community life, foster Soldier and
unit readiness, and promote mental and physical fitness, Army
FMWR provides a working and living environment that attracts
and retains quality Soldiers. From installation volunteers to head-
quarters’ directors, the FMWR workforce honors a commitment
to serve; our common goal is to ensure that Soldiers and their
Families enjoy a quality
“The range of
ability to generate revenue. Categories also define the degree to
which APF support is authorized for activities. FMWR activi-
ties are resourced from either APFs or NAFs or a combination
of both. Army Community Service is not included in the DoD
definition of FMWR but is considered a “Family Program.”
Common support functions are also needed to oversee all
programs, such as headquarters policy and oversight, financial
management and accounting, procurement, civilian personnel,
and information technology. The professional FMWR employ-
ees who manage these invaluable programs support Soldiers
and Families every day of the year to enable the Army to focus

•
of life equal to their ser- on its mission — people are our most valuable asset.
vice and sacrifices.
The range of MWR activities
FMWR activities of-
fered at a garrison is offered at a Morale, Welfare and Recreation
based on the needs of garrison is based Categories
authorized patrons who
work and reside there. on the needs Category A: Mission Sustaining Activities
Army FMWR is a $1.9
of authorized
billion annual business
with more than 36,000
employees serving more
patrons...” C
onsidered essential to sustaining readiness, these activities
generally enhance and promote the physical and mental
well-being of Soldiers. Expenses for these activities are 100 per-
than five million autho- cent authorized APF, with the use of NAF limited to specific
rized patrons. Activities are managed by garrison command- instances where APF are prohibited by law or where the use of
ers and funded by authorized and available appropriated funds NAF is essential for the operation of a facility or program.
and by non-appropriated funds generated locally by FMWR
activities. Typical Programs/Activities:
Each FMWR activity is classified into one of three DoD cat- • Fitness Centers, Gymnasiums, and Fieldhouses
egories defined by their effect on the military mission and their • Pools for Aquatics Training

 Family and Morale, Welfare and Recreation Command

 • Libraries • Clubs and Restaurants
• Outdoor Recreation • Golf Courses
• Parks, Picnic Areas, Fields, Playgrounds • Armed Forces Recreation Centers
• Recreation Centers • Amusement Machines
• Sports (Individual and Unit) • Aquatics Center
• Unit (or Company) Activities • Food, Beverage, and Entertainment Operations
• Movies • Outdoor Recreation Cabins and Cottages, Campgrounds
(100 or more sites), Marinas, Rod and Gun Clubs
Category B: Community Support Activities
In fiscal year 2007, Army Family and Morale, Welfare,
Activities that support the Army mission by satisfying ba- and Recreation Command received $972 million in appropri-
sic physiological and psychological needs of Soldiers and their ated funds from Congress and $1.3 billion in nonappropriated
Families and provide the community support systems that funds from primarily cash register sales of goods and services.
make military installations temporary hometowns for a mobile Our major business partner, the Army and Air Force Ex-
military population. Activities that are authorized substantial change Service, provided a $137 million dividend to Army
amounts of APF support, but differs from Category A, in part, FMWR based on two distinct agreements. The Army shares 50
because of the ability to generate limited NAF revenues. percent of AAFES net income after depreciation with the Air
Force based on the number of active duty Soldiers and Airmen
Typical Programs/Activities: in each service — currently the Army receives 30 percent and
• Child Development Centers the Air Force 20 percent.
• Youth Services Through the Army Simplified Dividend, garrisons also re-
• Outdoor Recreation ceive 100 percent of Class VI profits, 80 percent of pay tele-
• Automotive Skills phone revenue, and .4 percent of all local AAFES sales. The
• Arts and Crafts latter component is deducted from the Army share of total
• Entertainment AAFES profit with the remainder going to the Army Morale,
• Leisure Travel Welfare, and Recreation Fund.
• Cable / Community TV Revenues received from Army Lodging room charges are
• Entertainment, Ticketing, and Registration Services used solely to sustain and recapitalize the Lodging program and
• Outdoor Recreation Archery, Beaches, Campgrounds its facilities.
(under 100 sites), Hunting, Fishing Monies derived from user fees and sales, AAFES, and recre-
• Sports above Intramural (includes Courts and Fields) ation and amusement machine operations are invested and earn in-
• Swimming Pools terest to benefit Army FMWR operations. When combined, NAF
represents 56 percent of all funding that allows Army FMWR pro-
Category C: Business Activities grams to continue to serve more than 3.9 million patrons.
Most of this money goes to Army installations and is used
Activities that offer desirable social and recreation op- to run FMWR operations, programs, and services. The remain-
portunities but have less direct impact on military readiness. der is focused on Army-wide capital improvements and minor
Primarily funded with NAF, these activities generally have the construction and capital purchases.
potential to generate NAF revenue sufficient to cover operat- FMWR programs are essential to sustain the all-volunteer
ing expenses. APF support is authorized for: Executive Con- force and maintain Army well-being. Providing First Choice
trol and Essential Command Supervision functions; utilities; programs and services to Soldiers and Families worldwide is
sustainment, renovation, and modernization; and services as- our top priority.
sociated with protecting health and safety of employees and More than ever, these programs are demand-driven, qual-
organizations. ity-focused, and service-based. FMWRC will continue to de-
liver these vital programs and services to the best Soldiers and
Typical Programs/Activities: Families in the world.
• Resale Operations
• Bowling Centers

Annual Report  Fiscal Year 2007 

Base Realignment and Closure
W ith the enactment of the Base Realignment and Clo-
sure 2005 Commission’s recommendations into law,
12 Joint Base installation management support initiatives will
be implemented at seven Army installations. Fort Lewis will
become the Supporting Component for McChord Air Force
Base; Fort Myer will become the Supporting Component for
Henderson Hall; Fort Dix will become a Supported Compo-
nent of McGuire Air Force Base; Fort Richardson will become
a Supported Component of Elmendorf Air Force Base; Fort
Sam Houston will become a Supported Component of Lack-
land Air Force Base; Fort Eustis will become a Supported Com-
ponent of Langley Air Force Base; Fort Story will become a
Supported Component of Naval Station Norfolk.
Seven installations that are impacted by a closure or re-
alignment have been identified as having an underpriced value
in nonappropriated funds investment in real property that is
subject to reimbursement under BRAC law. A total of $26.4
million has been identified for deposit into the special U.S.
Treasury account identified for this purpose.
The Family and Morale, Welfare and Recreation Com-
mand will relocate to Fort Sam Houston under the 2005
BRAC Implementation Plan. FMWRC will begin relocation
of personnel beginning in the 3rd quarter 2009 and will con-
tinue until the 4th quarter 2011. This complies with BRAC
Law to not extend completion of all BRAC actions, beyond
•
Sept. 15, 2011.
Policy Update
A rmy Regulation 215-1, Military Morale, Welfare, and
Recreation Programs and Nonappropriated Fund Instru-
mentalities, was published Oct. 24, 2006. An administrative
change was made July 31, 2007, reflecting organization name
changes to Commander, Family and Morale, Welfare and Rec-
reation Command (from U.S. Army Community and Family
Support Center) and Commander, Installation Management
Command (from Director, Installation Management Agency).
Other future changes to be issued as a “rapid action revision”
are pending Office of the Judge Advocate General legal review.
These revisions will include Office of the Secretary of De-
fense policy authorizing available APFs to support category C
 Family and Morale, Welfare and Recreation Command
– or self-sustaining – MWR programs at overseas installations
scheduled for closure, similar to that authorized for BRAC
installations in CONUS. Some of the other revisions are: rec-
ognize a stand-alone non-appropriated fund instrumentality
to account for monetary gifts and donations in support of
Soldier and Family Assistance Centers; restructure the Army
Recreation Machine Program policy to include unofficial
Internet services per an Assistant Chief of Staff for Installa-
tion Management memorandum of March 28, 2007; include
meeting rooms/conference-type operations as an associated
activity of the Food, Beverage & Entertainment program; rec-
ognize the Customer Payment Solutions Program to extend
credit to MWR program patrons; raise the dollar thresholds
for acceptance of gifts and donations to MWR programs and
other NAFIs; reissue new funding tables related to funding
various elements of expense and construction funding, con-
sistent with DoD policy published in Oct. 2007. The current
version of this regulation can be accessed electronically on the
Army Publishing Directorate Web site at www.apd.army.mil.
The current version will be replaced with the rapid-action revi-
sion when it is published.
With the transfer of proponency and program manage-
ment responsibility for Army Regulation 210-7, Commercial
Solicitation on Army Installations, a major revision to the pre-
vious 1986 regulation was published during FY07 to reflect
proponency and program management changes as well as in-
corporate the new DoD policies and procedures contained in
updated DoDI 1334.07, Personal Commercial Solicitation on
DoD Installations. AR 210-7 can also be accessed electroni-
cally on the Army Publishing Directorate Web site.
A new joint Army and Air Force regulation on Army and
Air Force Exchange Operations will be published in FY08. The
new regulation is numbered AR 215-8 and consolidates four
outdated AAFES regulations into one regulation. It updates
AAFES policy to include current patronage authorizations,
authorized resale services, and funding, consistent with DoD
Instructions 1015.15 and 1330.21. When published, the new
regulation can be accessed electronically on the Army Publish-
ing Directorate.
Three Army Regulations dealing with Family and MWR
Programs were changed or updated since 2006 to comply with
organizational name changes and changes to Federal Law or
OSD policy:
• AR 210-7, Personal Commercial Solicitation on Army
Installations, 10/18/2007
• AR 215-1, Military Morale, Welfare, and Recreation
 Programs and Nonappropriated Fund Instrumentali-
ties, 7/31/2007
• AR 608-1, Army Community Service Center,
9/19/2007
Three Army Regulations will be rewritten in early 2008:
• AR 60 Series, Army and Air Force Exchange Services A. Well-Being/Quality of Life: FMWRC tracks overall
(AAFES) General, Operating and Personnel Policies satisfaction with our program areas through eight items in-
and Equipment and Facilities, will be published as cluded in each semi-annual Sample Survey of Military Person-
one regulation, AR 215-8
• AR 215-3, Non-appropriated Fund Contracting
• AR 215- xx, Better Opportunities for Single Soldiers
Army regulations can be found at: http://www.army.mil/
•
usapa/epubs/index.html#Miscellaneous.
Army Banking
T he Army Banking and Investment Fund manages a pool
of U.S. Government securities on behalf of participants
and pays interest based on portfolio earnings. During FY07, the
Army Banking and Investment Fund provided cash manage-
ment to more than 400 Army and DoD entities. Participants
earned a compounded rate of 4.96 percent on their average de-
posited balance. During the year, the Army Banking and Invest-
ment Fund distributed $54 million as interest income. Invested
cash rose from $870 million to $1.141 million during FY07.
Annual Report  Fiscal Year 2007
MWR Research 2007
F MWRC uses a variety of channels to obtain demographic, so-
cial-psychological, and community findings with policy and
program implications. Recent findings are summarized below.
nel (SSMP). The items are included in a list of 58 “Quality of
Life (Well-being) and Job Satisfaction” items.
MWR. Officer and enlisted data from the spring 2007
SSMP indicate high Soldier satisfaction levels (62.4 percent to
78.4 percent) with items in FMWRC areas.
Except for “availability of Army child care programs” (of-
ficers and enlisted), all of FMWRC’s items were ranked within
the top half of all the items.
Trend Data. Satisfaction levels for FMWRC items have
remained relatively stable with slight (not statistically signifi-
cant) variation.
Marriage. The percent of married officers has remained
relatively steady since 1986 at about 74 percent-77 percent
(76.5 percent in 2007). The percent of married enlisted Sol-
diers has declined from 63.2 percent in 1996, and since 2000
has remained relatively steady at about 57 percent-61 percent
(60.4 percent in 2007).
Working Spouses. In spring 2007, almost one-half (48
percent) of the non-military spouses of Active Army Soldiers
were working full-time (33 percent) or part-time (15 percent).
The percent of non-military spouses working full-time has re-
mained relatively steady in the last 16 years.
Leaving the Army before Retirement. The “amount of
time separated from family” continues to be the most impor-
tant reason officers and enlisted personnel think about or plan
to leave the active component Army before retirement.
B. MWR and Readiness: An exploratory analysis of Army-
wide Soldier data from the Spring 2005 SSMP indicated that
use of MWR programs has a strong positive effect on Soldier
emotional attachment to the Army which, in turn, has a strong
positive effect on both retention and satisfaction with the qual-
ity of Army life.
Use of MWR was also found to have a medium positive,
direct effect on retention. For detailed study findings, see Rich-
ard Fafara & David Westhuis, “Morale, Welfare and Recreation
Programs and Their Effect on Readiness and Retention,” U.S.

Army Journal of Installation Management, Volume 2, 2007, C. What We Know about Army Families: 2007 Up-
pages 10-14. date. An update of What We Know about Army Families, a
A follow-on user-friendly compendium of research
analysis, scheduled findings with recommendations for
to be completed in policies, programs, and practices de-
FY08, will deter- rived directly from these findings, was
mine the strength widely distributed and is available on-
of the effect on line at the MWR Research Web site:
readiness and re- http://www.armymwr.biz/research.
tention outcomes htm.
that subgroups The report distills what we have
of MWR services discovered about
such as leisure time Army Families dur-
activities, child and ing the last decade.
youth programs, New Fort Eustis Golf Club, viewed from the ninth Areas addressed in
and Army Com- green. the report include:
munity Service, deployments, sep-
might have. The analysis also will determine whether MWR arations, and re-
usage and effect size varies based upon the rank and marital sta- unions; issues con-
Fort Drum Child Development Center and
tus of Soldier, living on- or off-post, Soldier/spouse ethnicity, playground. fronting Reserve
CONUS/OCONUS, Soldier deployment status, and gender Component Sol-
of the Soldier and spouse. diers and Families; well-being within Army Families; children;
informal and formal support for Families; and a 21st century
model of Army Family Support.

Rank Rank
Order
Officer (spring 2007) Percent Order Enlisted (spring 2007) Percent

1 Job Security 93.2 1 Job Security 84.6

Availablilty of Recreational 78.4 Quality of Army Youth Services 75.2
7 4
Services
Quality of Recreational Services 78.2 Availability of Army Youth 74.2
9 7
Services
Quality of Army Youth Services 78.0 Availability of Army Family 72.7
11 8
Programs
Availability of Army Youth 77.7 Quality of Army Family Programs 71.6
13 9
Services
Availability of Army Family 75.8 Availability of Recreational 70.6
17 14
Programs Services
18 Quality of Army Family Programs 75.6 15 Quality of Army Family Programs 70.0
Quality of Army Child Care 71.6 Quality of Army Child Care 68.1
27 19
Programs Programs
Availability of Army Child Care 62.4 Availability of Army Child Care 62.4
41 37
Programs Programs
Amount of Time Separated from 39.9 Amount of Time Separated from 35.1
58 58
Family Family
The Spring 2007 SSMP did not include Soldiers deployed to war theaters, Soldiers who recently returned from a
war theater or Soldiers who were preparing to be deployed soon to a war theater.

 Family and Morale, Welfare and Recreation Command

Construction
I n FY07, Army FMWR delivered eight NAF major construc-
tion projects valued at $60 million and 66 Capital Purchase
Minor Construction Projects valued at $6.9 million. Twenty-
three major construction projects were in progress at 15 lo-
cations in CONUS, Europe, Japan and Korea (including 14
Child Development Centers). An additional 120 design/minor
construction projects are ongoing at 56 locations. Congress ap-
proved four major construction projects valued at $58.5 mil-
lion for the FY07 program. Over a five-year period, the Army
has supported FMWR with 55 NAFMC projects valued at
$321.5 million.
Construction began on the renovation of the Ilima Tower,
Hale Koa Hotel and includes a total renovation of guestrooms,
corridors, kitchen, and other public areas. The renovation is
phased to allow for occupancy during construction. Com-
pleted guest floors are scheduled to be available for occupancy
beginning third quarter FY08.
The FMWRC and the Installation Management Com-
mand brought 18 modular, movable Child Development
Centers (CDC) to nine Army installations, two Navy instal-
lations and two Marine installations in FY07. Additionally,
construction began on 11 permanent modular CDCs. Pending
congressional approval, 44 CDCs and 15 Youth Centers are
planned for fiscal years 2008 and 2009. This DoD initiative
supports restationing and modularization actions within the
Armed Forces.
Army FMWR supports other military services by execut-
ing construction projects on a reimbursable basis. In FY07, the
Army was reimbursed $513 thousand for project management
support of 13 projects (including CDCs for the Navy and Ma-
rine Corps) valued at $83 million built for the Navy, Navy
Exchange, Marine Corps, AAFES and the Open Geospatial
Exchange Services.
Category Listing: 2003-2007
Category A: 14 Projects; Value $177.5 million
Category B: 21 Projects; Value $62.4 million
Category C: 20 Projects; Value $81.6 million
Total: 55 Projects; Value $321.5 million
Annual Report  Fiscal Year 2007
Public-Private Ventures
T he goal of the Army’s MWR Public Private Venture pro-
gram is to secure private sector expertise to deliver facili-
ties and services and decrease the burden on Army funds. The
FMWRC PPV office is the sole Army agency given the respon-
sibility to facilitate the process and award PPV contracts for
Category C MWR facilities. The program benefits command-
ers who need an MWR facility but lack the funding to provide
a needed service to Soldiers and Families.
The Army awarded its first contract for a Pet Kennel facil-
ity, the Pet Brigade, Dog & Cat Barracks at Fort Lewis, Wash-
ington. The project will bring an additional $500 thousand in
NAF construction savings with estimated completion date of
April 2008. Another Casual Dining facility opened its doors at
Fort Polk, Louisiana. The interest in the casual dining restau-
rant resulted in FMWRC
awarding two condition-
al awards to developers “The success
to pursue PPV projects
on the installations for
of seeking
an additional $2.9 mil- commerical
lion in NAF construc-
tion cost savings. partners is
The success of seek-
ing commercial partners
evident...”
is evident in the $39.4
million construction cost savings for the ten facilities in opera-
tion at the end of FY07. The total revenue from these projects
during FY99-07, and returned to Army installations, is just
over $1.6 million. The PPV program has 14 more projects in
varying stages of development valued at $38.8 million in cost
savings for the government.
The future of the program is limitless as the MWR PPV
process continues to evolve in an effort to keep pace with the
trends in privatization efforts within the government. Contin-
ual reviews in the process and changes to improve the program
will aid in making the program more attractive to Garrison
Commanders and enhance the private sector interest in part-
nering with the Army.

FMWRC Internal Review and • 2 Black Belts trained

•
•FY07 closed with $35 million in cost efficiencies
Audit Compliance

A udits of headquarters Department of the Army nonapro-

priated funds are conducted annually by independent
commercial auditors. They audit balance sheets, statements of
operations, changes in fund balances, and cash flows for the
year ending September 30, 2006 for the following:
• Army Morale, Welfare, and Recreation Fund
• Army Central Insurance Fund
• Army Banking and Investment Fund
• Army NAF Employee Retirement Plan
• Army Medical Life Fund
• Army NAF Employee 401(k) Savings Plan
• Army Lodging Fund
• Army Recreation Machine Trust and Operations Fund
• Armed Forces Recreation Centers (AFRC) Funds Group
which include the AFRC hotels in Europe, Korea,
Orlando, and Hawaii
An unqualified audit opinion was rendered for each fund
Financial Overview: All Army
MWR Operating Funds
F ield operating MWR programs and NAFI, the ARMP, and
the Army MWR Fund comprise Army MWR operating
funds. Collectively, $1.9 billion in total APF and NAF funding
supported FY07 operating and capital requirements worldwide
— a $134 million increase from FY06. For APF, a $53 million
increase was primarily due to the increased support for ma-
jor construction of Child Development Centers. The positive
change was offset by a $27 million decrease in Operations and
Maintenance of the Army.
For NAF, revenue increased $81 million from FY06. Ma-
jor increases were seen in operating income (user fees). Sales

•
with no material weakness disclosed. were relatively stable despite large-scale deployment. The Army
and Air Force Exchange payments to the Army amounted to
$137 million, a $30 million increase from FY06.
The “Global Army Program Overview” chart shows total
FY07 funding support and uses. The ratio of APF to NAF sup-
FMWRC Lean Six Sigma Program port was 45 percent to 55 percent, respectively. The major use
of funds continues to be personnel, at 51 percent of the to-

T he FMWRC Lean Six Sigma Program is based on success-

ful wide-scale private Industry practices, as well as recent
deployments within the Department of Defense. The FMWRC
tal, down three percentage points from FY06. After operating
costs, $346 million was available for capital requirements $138
million more than in FY06.
LSS Program adheres to the Army’s guidance to analyze and
improve business programs using one common methodology.
FMWRC experienced its most productive year to date dur- des
FY07 ($ in millions)

inclu T
ing FY07 by achieving the Command goals for training Project GWO
$158
M Sources Uses

Sponsors, Black Belts, and Green Belts. As stewards of public Other MWR NAF
$523 (23%) AAFES Dividend
Other Expenses
$658 (29%)
Capital Investment
$427 (19%)

and Soldier dollars, we must continuously improve the quality

$137 (6%)
Gross ARMP
Revenue

of our programs and services by using best business practices. $144 (7%) Military Personnel
Account
$11 (<1%) Uniform Funding

The FMWRC LSS Program provides a methodology to mea- Sales

$231 (10%)
and Management
USA Personnel
$329 (15%)

sure our current processes and design cost-effective customer- Lodging

Appropriated Funds
$972 (44%)
NAF Personnel
$569 (19%)
GS Personnel
$279 (13%)

focused improvements to ensure that we consistently deliver to

$231 (10%)

The Global Army Program is $2.2 billion

Soldiers and Families the best programs and services possible.  Address total universe of all resources and uses.
 Sources: 44 percent APF and 56 percent NAF
 Uses: 52 percent personnel; 19 percent capital

FY07 FMWRC LSS program achievements: investment; and 29 percent other expenses

• FMWRC LSS Deployment Plan signed on May 4, 2007 Global Army Program Overview

• 29 Green Belts trained MWR, Loding and Army Community Service

10 Family and Morale, Welfare and Recreation Command

 Sources
FY07 ($M)
Uses
Critical Indicators
USA/UFM
Personnel

NAF $329 The MWR BoD uses many tools to monitor MWR operating
Other Expenses
$1,035
$577 funds and evaluate the program’s collective health. Two major
NAF Personnel
“critical indicators” are the cash-to-debt ratio of the collective
APF $434 funds and the relationship of the outstanding Army Morale,
$778 $346
$172 Welfare, and Recreation Fund loan to the Army Banking and
Capital Investment Fund with field NAFI cash deposits. For the cash to
Reinvestment
GS $8 debt ratio, the BoD reviews the total Army’s cash in the Army
Personnel
NOTE: NAF is net of UFM/USA funding: $673M
Military
Personnel Banking and Investment Fund, excluding the loan, versus li-
abilities due and payable at specific points in time throughout
MWR is Big Business — $1.9 Billion

•
the fiscal year. These actual indicators are then compared with
the plan to ensure the Army is on track.
As of September 30, 2007, the Army’s collective MWR op-
erating cash to current field liabilities was 2.5:1. The AMWRF
had a zero loan to field cash deposits ratio, a decrease of nine
DoD Funding Metrics percentage points from September 30, 2006. This position
change is due to the AMWRF paying off the loan after hav-

I n November 1995, the DoD published fiscal standards for

MWR requiring that, regardless of category, 100 percent of
authorized costs are funded with APF. Metrics to measure these
ing received APF funding for authorized requirements through
Uniform Funding Management.

standards allow for incidental program related resale operations

that are not authorized APF. The metrics focus on the relation-
ship of APF and NAF operating support for Category A (Mis-
sion Sustaining Programs) and Category B (Basic Community
Support). They exclude costs of goods sold and depreciation. Field Services
For Category A, the minimum standard is 85 percent APF and and
15 percent NAF. For Category B, the minimum ratio is 65 Construction and Self-Sufficiency
Program Investment Exemptions
percent APF and 35 percent NAF. The Army supports these 52% 23%
standards. MWR long-range fiscal planning is based on match-
ing the right funding source with APF/NAF requirements, and USACFSC
Operations
the MWR Board of Directors established tracking mechanisms 25%
to ensure proper execution. MWR is now in its twelfth year of
monitoring these standards.
Army MWR reported Category A APF holding at a ratio
of 83 percent from FY06 to FY07, and Category B declining Uses of an AMWRF Dollar
to 65 percent from 67 percent. The lower ratio in Category A
is primarily due to a new methodology for pro rating overhead
and common support services. The new formula considers total
APF/NAF expenses. The old formula allocated overhead using
separate percentages for APF costs and NAF expenses. The new
methodology is believed to result in a more accurate portrayal
of where support is provided.
The Category A operating programs obtained a 90 percent
APF ratio before the addition of overhead.

Annual Report  Fiscal Year 2007 11

 Financials

Nonappropriated Funds

F or FY07, Army-wide field MWR Funds reported net income before depreciation of $169.3 million (18.9 percent of net
revenue) versus $137.2 million (16.3 percent of net revenue) for FY06. Net income after depreciation was $27 million for
FY07 versus $7 million in FY06.
The chart below displays the sources of non-operating income for the field. All categories exceeded the budget projections.

Army Operating Funds

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

Army Morale, Welfare and Recreation Fund

T his is the Army’s 14th year of financing strategies to

modernize the Morale, Welfare and Recreation nonap-
propriated fund (NAF) physical plant and finance Army-wide
program investment initiatives. The long-range plan redirect-
ed field nonapproriated fund instrumentality revenue to the
Army Morale, Welfare, and Recreation fund for worldwide
application and authorizes borrowing from the Army Banking
and Investment fund. In FY07, this plan paid out $16.4 mil-
lion for regular construction, $9.8 million for management
information system support, and $11.3 million for other pro-
gram investments such as master training, interns, patron sur-
veys, and marketing research. The next allocation is for field
exemptions and services, such as self-sufficiency exemption
dividends, capital purchase and minor construction grants,
Army sports, and Better Opportunities for Single Soldiers.
The fund also supports a portion of the NAF administration
budget for FMWRC. The chart on page 11 shows how the
AMWRF dollar was allocated for FY07.

12 Family and Morale, Welfare and Recreation Command

Army Recreation Machine Trust
Fund
T he Army Recreation Machine Trust Fund administers the
Army Recreation Machine Program operating profits. In
FY07, this Fund received $84.0 million in profit distribution,
a $12 million increase from FY06. Major uses of cash in FY07,
on a cash flow basis (which includes cash on hand at the begin-
ning of the year) were $81.3 million in shared distributions
to Regions and payouts to the AMWRF and $3.9 million for
•
internal ARM operations capital expenditures.
Army Central Insurance Fund
T he Army Central Insurance Fund provides comprehensive
property and casualty insurance through a self-insured
program for all NAF activities. The Army Central Insurance
Fund purchases commercial property insurance which protects
against catastrophic loss.
During FY06, claim payments for damage to NAF build-
ings and contents Army-wide were $780 thousand. Accidents
causing damage to NAF operated vehicles resulted in losses of
$445 thousand.
Losses resulting from the theft or robbery of NAF money
and securities resulted in claim payments of $113 thousand.
The cost of general and vehicle tort claims for bodily injury and
property damage due to negligence amounted to $258 thou-
sand. The increased cost of workers’ compensation claims re-
sulted in an increase in the rate charged to CONUS installa-
tions for FY06. The cost of unemployment compensation for
FY06 resulted in payments of $2.8 million to former NAF em-
ployees. The Army Central Insurance Fund had a net operating
gain of $6.5 million for the year. This gain is directly attribut-
•
able to the decrease in self-insured claims expense.
Army Banking and Investment
Fund
T he Army Banking and Investment Fund manages a pool
of U.S. Government securities on behalf of participants
Annual Report  Fiscal Year 2007
and pays interest based on portfolio earnings. During FY06,
the Army Banking and Investment Fund provided cash man-
agement and investment services to 400 Army and DoD enti-
ties. Participants earned a compounded rate of 4.05 percent
on their average deposited balance. During the year, the Army
Banking and Investment Fund distributed $35 million as in-
terest income. Invested cash rose from $680 million to $870
•
million from FY05 to the end of FY06.
Financial Report: Army MWR
A rmy MWR corporate finances are the combined total per-
formance from field operating nonapproriated fund in-
strumentalities, the Army Recreation Machine Program and
the AMWRF. Page 12 of this report shows how these elements,
taken in the aggregate, performed from FY06 to FY07; in ad-
dition, field operating results are reviewed for the same period.
Below are the summarized balance sheet and the summarized
statement of income and expense, which support the analy-
sis in the executive summary. The remainder of this section
addresses individual Headquarters, Department of the Army
funds managed at the FMWRC.
•
Summarized Balance Sheet &
Income and Expense Statement
T he collective financial position, as of September 30, 2007
reflected a current ratio of 1.7:1 versus 1.6:1 attained at
the end of FY06. Cash to current liabilities was calculated at
1.5:1 compared with 1.2:1, as of September 30, 2006. Major
changes in current assets were reflected in Cash, +$225.4 mil-
lion, and sinking funds, +$59.1 million. These increases were
offset by accounts payable, +$7.0 million and an increase in
other current liabilities, $74.8 million. The increases in cash
and liabilities is largely attributed to the Uniform Funding and
Management process where appropriated and nonappropriated
funds are merged for the purposes of providing MWR services
using NAF rules and procedures.
13
 Income was $83 million, or eight percent of NAF Revenue.
This is a material improvement from FY06 when the collec-
tive operations recorded a net income of $32 million. Major
reasons for the improved condition are attributed to increased
operating revenue, increased APF support, and lower extraor-

•
dinary expenses incurred as a result of BRAC actions.

Army Central Retirement Fund

T he Army Central Retirement Fund represents the total

of employee and employer contributions and investment
earnings on those contributions (plan assets) for the U.S. Army
NAF Employee Retirement Plan. The fund pays accrued ben-
efits to participants and their survivors as determined by a for-
The chart above illustrates the statement of FY07 APF and mula based on salary and years of service when they are eligible
NAF operations compared with FY06. The NAF revenue and for retirement. As of the end of FY07, there were 5,112 retirees
expenses transacted through Uniform Funding and Manage- and survivors receiving monthly annuities from the NAF Re-
ment and MWR Utilization, Support and Accountability have tirement Fund and 1,051 deferred vested members.
been eliminated from this display in order to preclude over- As of October 1, 2007, the date of the last actuarial valu-
statement of combined APF and NAF support. In FY 07, $673 ation, the value of benefits that participants have earned to
million was executed through these processes, versus $548.8 date (actuarial present value of accumulated plan benefits) was
million in FY06. Total APF support increased $52.9 million $813.6 million. This is the amount required to satisfy all the
compared with the previous year. Major increases were reflect- plan’s obligations if it were terminated today. The market value
ed in Major Construction, Army, +$75 million, illustrating the of assets available on October 1, 2007 was $906.2 million.
material effort on the part of the Army to support MWR APF A more important measure of the plan’s financial health is
construction priorities. its ability to meet obligations for benefits that will be earned
The reported costs for military personnel working in MWR in the future. An enrolled actuary makes these computations
was down $2.2 million, reflecting the lowest levels of borrowed annually. As of October 1, 2007, the total actuarial accrued
military being reported in recent history of MWR. Other sup- liability was $813.6 million compared with $749 million one
port was up $8 million. The Operations Maintenance, Army year before, with the actuarial value of assets at $838.8 million.
support was down $27.7 million due to relatively flat Manage- This represents the continued strength of the fund and the gen-
ment Decision Evaluation Package execution and a decline in erally favorable status of investment markets.
reported indirect support such as repair and maintenance.
The collective NAF revenue for the Army Operating
Funds for FY07 was $1,035 million, a $81 million increase US Army NAF Retirement Fund Asset Allocation
over FY06. The AAFES dividend to the Army increased $30 Asset Class Amount $M Percent
million. Gross Army Recreation Machine Program Revenue Common Stock 658.5 72.7
increased $15 million. While sales remained relatively stable, Bonds and Debentures 135.4 14.9
there was a $21 million increase in user fees and charges and a Cash and Equivalents 17.2 1.9
$14 million increase in interest income. Venture Capital 46.1 5.1
On the expense side, labor continues to be the largest ele- U.S. Government Securities 24.3 2.7
ment of operations for MWR. The FY07 labor costs overall re-
Insurance Contracts 24.7 2.7
flected a 5.7 percent increase over FY06. Other costs decreased
Total 906.2 100.0
$29.4 million. The net income before depreciation was record-
ed at $233.5 million, a $63.5 million increase over FY 06. Net

14 Family and Morale, Welfare and Recreation Command

Retirement plan assets are in a trust fund that can only be used US Army NAF 401(k) Savings Plan
to provide benefits to participants as authorized by the plan. Avg Total Returns Period Ending Sept. 30, 2007
Five trustees are responsible for investing assets in authorized 1 Year 5 Years Life of
Investment Fund
investments such as stocks, bonds, real estate, and government (%) (%) Fund (%)
instruments. Assets are invested so that, over time, the return Retirement Money Market 5.16 2.77 4.60
on investment meets the long-term assumptions on which the US Bond Index 4.25 4.21 7.24
plan is based. The plan paid NAF retirees and their beneficia- Balanced Fund 16.40 15.82 10.83
ries $36.6 million in FY07 including a 3.3 percent cost of liv- Davis New York Venture Fund 15.36 16.80 13.37
ing increase beginning April 1, 2007.
Growth Company 28.96 21.24 14.57
On September 30, 2007, the market value of the plan’s
Overseas 34.31 24.28 13.93
assets totaled $906.2 million. These assets were invested as
shown in the table on page 14. The return on investment Spartan Equity 16.37 15.35 11.71
earned by these assets for the year ending September 30, 2007 Dodge and Cox 12.04 18.37 12.29

•
was 16.1 percent. T. Rowe Price 11.59 16.60 13.50

Army Medical Life Fund

T he Army offers health, dental, and life insurance benefits
to its regular NAF employees. The Army Medical Life
Fund collects premiums from employers and employees based
on participant enrollment in the health benefits options. Em-
ployees may elect health benefits coverage in either the DoD
Health Benefit Plan or through Health Maintenance Organiza-
tions in some locations. Claim expenses for the DoD Health
Benefit Plan are satisfied by direct disbursements to affiliated
medical service providers after the plan takes its discounts.
When services are provided from outside the network or for
any dental claims, participating employees are reimbursed di-
rectly. In order to preserve the tax-preferred status of life in-
surance benefits, the Fund reimburses a contracted insurance
carrier for benefits paid to beneficiaries of deceased participants
in the life insurance program.
401(k) Savings Plan
T he U.S. Army NAF 401(k) Savings Plan continues to be a
valuable benefit for employees who are working to achieve
financial security. The total individual 401(k) Savings Plan ac-
count balances were $320M at the end of FY07, an increase of
$35 million (12.3 percent) from the previous year. This sub-
stantial increase was a result of increased contributions and the
strength of the stock market. The table above shows investment
returns for the nine funds available to employees as investment
options. Participation in the U.S. Army NAF Employee 401(k)
Savings Plan continues to grow. As of September 30, 2007,
there were 12,616 active participants, equating to 69 percent
of the eligible employees.

Annual Report  Fiscal Year 2007 15

 Workforce
White Plume Award
E stablished in 1982 by the Adjutant General of the Army,
the White Plume Award recognizes outstanding services
and contribution to FMWR programs. The White Plume is the
Army’s highest medal for achievement in support of FMWR.
The following personnel were honored with the White
Plume in FY07:
Dec. 2006 Terrance L. Siegrist Presidio of Monterey
Dec. 2006 Michael D. DeRose IMCOM – SE Region
Dec. 2006 John D. Downie IMCOM – Korea
Jan. 2007 Joseph W. Whitaker Deputy Assistant tunity to achieve their goals for financial security in retirement
Secretary of the Army through this tax-deferred savings plan. Efforts continued to as-
(Installations and sist employees with their investment decisions through brief-
Housing)
May 2007 Bonnita L. Gaddis HQ, FMWRC
May 2007 Daniel J. Ahern IMCOM – Korea
Aug. 2007 Harlan B. Knox IMCOM – West Region
Aug. 2007 Robert L. Jarvis Fort Knox, Ky.
Aug. 2007 Joseph R. Hartmann HQ, ARMP
•
Sep. 2007 Willie J. Wilson HQ, FMWRC
NAF Employee Benefits
T he Army provides an extensive menu of benefits for the
nearly 20,000 eligible NAF employees that deliver MWR
programs. Below are the FY07 highlights.
Participation in the NAF Employee Retirement Plan in-
creased to 93 percent during FY 07. The Board of Directors
decision in FY01 to require participation of new hires for their
first six months of service has had a positive impact on the well-
being of the NAF workforce, and 99.6 percent of new hires
maintain their enrollment in the Retirement Plan after their
mandatory six months participation.
The Portability Project Office, initially established in FY02
16 Family and Morale, Welfare and Recreation Command
to audit and correct service records of employees who transfer
between the APF and NAF personnel systems under the por-
tability legislation, has continued to make significant progress
in restoring retirement benefits to employees who had been in-
correctly processed. We continue to emphasize improving the
understanding of Portability of Benefits among the workforce
and among the Human Resources Offices which are respon-
sible for counseling employees on their Portability options. The
Portability of Benefits initiative has become increasingly more
important because the number of employees with a Portability
election increased to nearly 1,500 in FY07.
The 401(k) Savings Plan continues to be a popular benefit
program. The Plan provides individual employees the oppor-
ings and presentations at numerous installations in cooperation
with Fidelity Investments, which provided certified financial
planners for these presentations. To increase the opportunities
of the Plan participants for increased growth of their invest-
ments, the Trustees replaced two fund options with better per-
forming funds and changed the default investment fund from
the Fidelity Retirement Money Market Fund to the Fidelity
Balanced Fund.
In support of these new investment options and to improve
understanding of the various investment options, Fidelity pub-
lished and distributed a new Participant Investment Guide to
all Plan participants.
The self-insured DoD Health Benefit Plan continues to
provide the highest level of health benefits for employees and
their families at a competitive premium rate. Benefit levels in
the DoD Health Benefit Plan continued to improve, meet-
ing the challenge of providing quality, affordable health care
to Plan participants. The Joint Service Committee that man-
ages the Health Benefit Plan continued to focus their efforts
on preventive care and promotion of healthy lifestyles with
the implementation of the Disease Management Program,
distribution of Preventive Care Reminder Birthday Cards and
Wellness Planner Calendars, as well as implementation of the
HealthOne Program, a Web-based preventive care program
that encourages healthy lifestyles. The Health Benefit Plan
remained financially strong, and the trend toward stability of
premium increases continued in FY07. Premiums in CY07 in-
creased only five percent; far below the national trend of nearly
15 percent. Aetna, the third party administrator of the plan,
continued to provide excellent service to plan participants, and
Aetna Navigator, the interactive Web-based system that allows
participants to view claims processing status, explanation of
benefits, and information about plan benefits and health re-
lated information, saw a substantial increase in use, with nearly
50 percent of participants now routinely using the service.
The NAF Employee Group Life Insurance Plan maintained
its solid financial status and rates were maintained at 14 cents
per $1,000 of coverage for employees electing basic coverage.
FY06 FY07
Army Civilian Training, Education
and Development System Plan
A rmy Civilian Training, Education and Development Sys-
tem documents a structured, progressive and sequential
approach to employee development within Career Field 51.
The ACTEDS Plan is a competency-based, career progression
“road map” that blends training and self-development to en-
hance individual performance and potential. ACTEDS under-
went a revision to fully integrate the Army Leader-Develop-
ment model for civilians; embrace the Army FMWR vision;
incorporate the FMWR Strategic Plan; and incorporate the
Civilian Education System into a continuous, dynamic system
of learning and growth. Each functional area represented in
ACTEDS has career ladders and curriculum listed for all posi-

•
tions covered in CF 51. This revision is Web-based and is hosted
Eligible on the FMWRC server.
18,638 100% 19,209 100%
Employees

Retirement
16,264 90% 17,333 93%
Plan
401 (k)
NAF Management Trainee Program
Savings Plan 12,003 64% 12,616 69%

Health
Benefits Plans 8,483 47% 8,553 46% T he centrally funded NAF Management Trainee Program
actively recruits college graduates for opportunities in
MWR functional areas to participate in 12- to 18-month train-
Participation in the NAF Employee Benefit Plans continued to show strong ing program. The NAF Management Trainee Program provides

•
support among employees, as shown above.
for the development of highly trained MWR professionals to
meet future leadership demands.
During FY07, 18 graduates from the FY06 program com-
pleted their on-the-job training and were placed into perma-
nent positions. FY06 was the first year that allowed for recruit-
Leader Development/Assignment ment of up to 20 Management Trainees (increased from 10 per
year in August 2005 by the MWR EXCOM) in order to meet
Program the evolving need for MWR professionals. In FY07, 17 recruits
trained in for the following functional areas:

T o assist garrisons in selecting the best-qualified candidates,

the MWR Board of Directors approved centralized fund-
ing of Permanent Duty Travel. Beginning January 28, 2008, in


2-Child & Youth Services
1-Food & Beverage
addition to centrally funding PDT moves for NF-5 MWR and 1-Marketing
Career Field 51 Leader Development/Assignment Program 4-Sports & Fitness
positions, the FMWRC began funding PDT moves for desig- 3-Community Recreation
nated senior NF-4 positions. Central funding of PDT moves is 3-Outdoor Recreation
limited to those candidates selected from a referral list issued by 2-Financial Management
the Army NAF Career Referral Program Office or a non-com- 1-Human Resources
petitive reassignment approved by the FMWRC Commander
or designee. In FY08 the program will include placing five Manage-

Annual Report  Fiscal Year 2007 17

ment Trainees at training locations in Europe. Three installa- In FY 07, a total of 9,009 students were enrolled in the
tions are scheduled to host trainees for Food & Beverage, Rec- MWR Academy; 7,076 students completed courses and 1,933
reation, Child & Youth Services, and Financial Management. students are in the process of course completion. This included
These trainees will be recruited during the spring of 2008 and Army, Marine, Navy, and Air Force MWR personnel. This year

•
will be brought onboard as a part of the July 2008 class. saw a phenomenal growth in the use of Web-based learning.
Of all MWR Academy courses offered, 5.1 percent were com-
pleted at the installation or AFRC (359 students), 5.3 percent
were completed at the Academy (377 students), 8.3 percent
were completed at a contract off-site (587 students), and 81.3
Career Referral Program percent were completed through Web-based and blended, i.e.,
classroom instruction and Web-based instruction (5,753 stu-

T he FMWRC continued to assist installation commanders in

filling MWR vacancies, both APF and NAF, in grades GS-
09/NF 04 and above. A database containing more than 10,000
active applicant resumes of applicants seeking employment op-
portunities in Morale, Welfare and Recreation programs, Army
Lodging and Army Community Service. FMWRC Human Re-
sources received 630 requests for referral lists in calendar year
2007 for positions, worldwide. These requests were filled in an
dents). If one includes the total number of online course en-
rollments (including those in progress), 85 percent of learning
was through online instruction.
The MWR Academy provided performance support to in-
stallations and programs through professional development and
project management. The joint Command Guidance from FM-
WRC/IMCOM set specific targets for training completion. Four
installations (Fort Hood, Fort Riley, USAG Stuttgart, and USAG

•
average of 25 days. Benelux) received Exemplary Employee Development awards
consisting of training, recognition, and tuition support for garri-
son excellence in workforce development and front line training.
The American Council on Education evaluates MWR
Academy courses and recommends college credit for many of-
Training and Performance Support ferings. Neither the ACE nor the MWR Academy grants col-
lege credits, but ACE recommendations and encourages colleg-

T he MWR Academy offers training and performance sup-

port for the Army and its sister services. Located in Alex-
andria, VA, the Academy supports the MWR Master Training
es and universities to award credits to students participating in
applicable degree programs. This recommendation supports the
strategic vision of FMWRC; confirms the stature of the MWR
Plan and trains employees from entry-level through senior ex- Academy as a profes-
ecutives. Providing results-driven support, the MWR Academy sional learning institu-
strives to embed learning in the work flow. Web-based learning tion; and provides add-
remains at the forefront of planning and development efforts. ed value to our MWR
In FY07, the MWR Academy developed and implemented workforce in their
nine additional online courses, bringing the total to 23 courses pursuit of formal edu-
offered online. cation or certification
requirements. Current-
MWR Master ly, a total of 30 MWR
Training Exec &
Academy courses have


Programs Senior
Management received college credit
ive

recommendations. In
ss

Division/
re
og

Multi-Program Level
Pr

addition, students re-

d
an
ial

ceive Continuing Edu-

t

Program Management Level

en
qu
Se

Professional, Basic
cation Units or CEUs
Skill and Technical Management and Leadership for completed Acad-
ENTRY LEVEL emy courses.
MWR Orientation Operation Excellence

18 Family and Morale, Welfare and Recreation Command

 MWR Academy MWR Academy
FY07 Student Totals by Course FY07 Student Totals by Course
Classroom: Classroom:
19 ACS Family Action Plan Management 50 Performance Analysis in Hospitality Operations
18 ACS Leadership & Management for ACS Directors 20 Process & Quality Leadership Tools for Hospitality
20 ACS Mobilization and Deployment Program Management 90 Programming and Special Events Management
18 ACS Relocation Readiness 18 Recreation Program Management and Leadership
15 Advanced Culinary Skills 20 Strategic Communications for Lodging Managers
15 AFRC/ARMP Management 27 Strategic Leadership for Hospitality Managers
26 AFRC Management & Leadership II 22 Value Creation in Hospitality Organizations
19 Business Program Managers Course 78 WOW! Project Management
30 Catering Culinary Skills 1,323 TOTAL
28 Contract Administration Blended:
24 Contract Act Overview & Performance Evaluation 59 Marketing Plans for Activity Managers
23 Construction Contracting 59 TOTAL
15 Effective Organizational Leadership for Hospitality Managers On-Line Completed:
62 Executive Development for Directors of MWR 862 Applied Financial Planning (4 Courses)
21 Executive Leadership & Management for Recreation Division Chiefs 71 Army Catering Module
14 Food and Beverage Management 118 BOSS (3 courses)
35 Galaxy Refresher Training 938 FCC Online ( 3 Courses: Directors, Providers, CER)
8 General Officer Installation Commanders Course 97 IMETS
17 Golf Superintendents Course 41 Marketing Plans—Short Version
30 Hotel Operations 610 MWR Basic Management Course
26 Installation Training Coordinators Seminar 2,139 MWR Orientation Course
60 Lodging Customer Service 231 NAF Contracting, Basic
40 Lodging Group Leader Program 153 ServSafe Alcohol
25 Lodging Strategic Financial Management 136 ServSafe Sanitation
60 Lodging Supervision Course 159 Space Census (3 Courses: FCC, CDC, SSA/MS/T
28 Lodging Supply Chain Management 139 Sports (2 Courses: History/Theory, Tournaments)
76 Lodging Training Seminar 5,694 TOTAL
17 Marketing Managers Course Online in Progress
142 MCCS Applied Financial Planning 1,933 Enrolled in Progress
20 NAF Acquisition Management
23 Novell 9,009 TOTAL FY07 Enrollment
24 Operation Excellence Train-the-Trainer

Annual Report  Fiscal Year 2007 19

 Management Summaries
Child And Youth Services
I n 2007, the Soldier Family Action Plan became the Army’s
roadmap for commitment to Soldiers and Families. Its com-
panion was an Army Family Covenant, which defined essential
Quality of Life commensurate with voluntary service and daily
sacrifice.
As part of the Soldier Family Action Plan, Army senior
leaders approved $100 million in FY07 for more than 50 exist-
ing FMWRC programs and services provided to Soldiers and
Families affected by deployment cycles.
Child and Youth Services funds were allocated to expand
child care programs, reduce child care fees, increase respite care
for Families, extend child care hours to accommodate work-
ing spouses, train school guidance personnel to understand and
recognize stresses students of military Families experience, and
expand Army-sponsored off-post child care programs for geo-
graphically dispersed Families.
The Army Chief of Staff directed that, by FY09, Army
Child Care Program capacity would expand from 65 percent
to 80 percent of demand, and that Youth Participation spaces
would increase from 15 percent to 35 percent of demand.
These accelerated challenges and opportunities were the focus
•
of CYS planning and execution during the year, particularly
concentrating on highly impacted garrisons.
CYS Demographics
I n serving nearly 500,000 children and youth, the greatest
CYS child care gap is for children under two years of age.
Almost half of deployed Soldiers have a child within that age
group. Army-wide, the total population of children six weeks
to five years has increased more than 10 percent.
One of every four Active Army Soldiers uses CYS, as do
large numbers of Reserve and National Guard Families. Cus-
tomers are predominantly younger parents with infants and
toddlers who often need services 10 to 12 hours a day, includ-
ing early mornings, evenings, and weekends. Programs must
include a variety of short and long-term options for geographi-
20 Family and Morale, Welfare and Recreation Command
cally dispersed Families. Children and teens frequently change
schools. Separations cause increased stress. The CYS workforce
is heavily populated with spouses and Family members of de-
ployed Soldiers.
Within this environment, the Army operated CYS Programs
at 124 on-post locations in eight countries and U.S. territories.
•
All 50 states had Army-Affiliated and Sponsored Programs.
CYS Programs
C hild and Youth Services supports Army and civilian DoD
Families where they reside, on- and off-post, with consis-
tently high-quality:
Child Development Programs — including full and part
day care; hourly, respite, and on site care; shift care; care dur-
ing special openings; and extended hours or “round the clock”
care.
School-Age Programs — including before and after school
options; summer care and camps; and weekend activities.
Middle School and Teen Programs — including after-
school options; summer supervision and camps; evening and
weekend activities; and school transition services.
Children and youth with special needs are included in all
options.
Program Delivery Systems
In 2007, CYS Programs were delivered through an inte-
grated system of services and program options.
Army-Operated (on-post)
Child Development Center Facilities 147
Family Child Care Homes 2,690
School Age Centers/Sites 135
Youth Centers 124
Sports & Fitness programs 77
Boys & Girls Clubs programs 189
4-H Clubs 429
Army-Affiliated (community-based)
School Districts supporting school transitions 254
Boys & Girls Clubs 17
4-H Clubs 90
Army Child Care in Your Neighborhood
locations* 10
School Age Programs in Your Neighborhood
locations* 9
Army-Sponsored (community-based)
Subsidized child care options
Youth outreach services
50 states
34 states
Boys & Girls Clubs open to military youth 50 states
4-H Clubs open to military youth 50 states,
DC, & 3 territories
*See more about Army Child Care in Your Neighborhood and
Army School Age Program in Your Neighborhood under CYS
•
Enduring Garrison Support.
DoD Certification
T he DoD certified all Army CYS programs in 2007. DoD
Certification is the military version of state licensing and
is awarded to garrison CYS programs that meet DoD and Ser-
vice standards. Compliance is determined by Region/Army
multi-disciplinary teams, who conduct annual inspections in
the areas of fire, safety, facility, health and sanitation, program
content, and program administration.
•
National Accreditation
N ational Accreditation status is an external benchmark, re-
quired by law, which ensures that CYS Programs meet
high standards of quality.
Child Development Centers, 0-5 years. The National As-
sociation for the Education of Young Children accredited 95
percent of CDCs, meeting the OSD metric.
School Age Centers/Sites (6-10 years) the National After
Annual Report  Fiscal Year 2007
School Association accredited 98 percent of the School Age
•
Centers, exceeding the 95 percent metric.
CYS Army Family Covenant Support
A t the end of FY07, all Garrisons with CYS programs re-
ceived “seed money” and reimbursement authorization to
implement programs and services supporting the Army Family
Covenant. Principal assistance went to 24 of the most highly-
impacted garrisons, in the form of:
Extended operating hours
Expanded hourly and respite care for custodial parents and
guardians
Reduced or eliminated fees
Child care to support Wounded Warriors
Saturday Youth Services at Training & Doctrine
installations
Additional programs and services were provided with cen-
tral contracts and bulk purchases:
Security systems that allow remote parental viewing
Transportation to and from activity locations
Army-sponsored off-post community child and youth
programs
After-school programs at schools that signed School and
Education Transition Services
Memorandums of Agreement
Youth Technology Labs to communicate with deployed
parents
Deployment stress mitigation
Transition counseling and deployment support
workshops
Updated materials for School Liaison Officers
Pre-K school readiness programs
Homework and tutoring support
Deployment of CYS Transition Mobile Teams to
garrisons with significant facility openings or closures
“Mission fatigue” incentives for the CYS workforce
21
CYS Facilities
A n accelerated Child Development Center and Youth Cen-
ter construction program began the intensive three-year
effort to accommodate significantly higher percentages of de-
mand. Ongoing results are a visible CYS commitment to the
Army Family Covenant, “ensuring excellence in schools, youth
and child care.”
Army School Age Programs in Your
Neighborhood
A rmy School-Age Programs in Your Neighborhood pro-
vides after-school spaces in designated schools and youth-
serving organizations within garrison catchment areas. As with
ACCYN, the cost is subsidized.

Major Construction Army projects programmed for FY08-13
29 for children six weeks to five years
18 for school-age children six to 10 years
4 for youth 11 to 18 years
Army Family Covenant construction initiatives (FY07-09)
18 interim child care facilities
three standard CDC designs (small, medium and large)
59 accelerated permanent O&M-funded projects and services.
– 44 CDCs and 15 youth centers
Standard furniture, fixtures and equipment packages
Standard Protocol Guide for opening of facilities
CYS Enduring Garrison Support
Boys & Girls Clubs of America
N ine local Boys & Girls Clubs in areas of high need signed
on as Army School-Age Programs in Your Neighbor-
hood participants during 2007, offering school-age spaces that
meet established DoD and Army standards. For on-post Army
Youth Centers and School-Age programs with BGCA affilia-
tion, more than $587,000 was gained in grants, scholarships,
Military Child Care in Your
Neighborhood

T o supplement and complement on-post child care and

youth supervision options, CYS continued to establish
community coalitions with local Child Care Resource and Re-
ferral Agencies, schools, and youth-serving organizations and
capitalize on its partnerships. The resulting spaces meet strict
military standards and are an integral part of the CYS delivery
system, included in the DoD child care space and youth par-
ticipation allocation assigned to participating garrisons.
Army Child Care in Your Neighborhood
M ilitary Child Care in Your Neighborhood is for Active
Duty Families who have an enduring need for child
care. Many Active Duty Families live in communities that are
not within reasonable commuting distance to a military instal-
lation or cannot access on-post child care programs due to long
waiting lists. As with ACCYN, the cost is subsidized.
4-H/US Department of Agriculture
Youth Development Project

O riginally initiated at ten pilot sites, Army Child Care in

Your Neighborhood identifies, develops and sustains
D uring 2007, 326 on-post
4-H Clubs received fund-
ing, programs and
Army-affiliated, community-based child care spaces that are services from Na-
comparable in quality and affordability to those on post. With tional 4-H, its Army
organizational support from the National Association of Child Youth Development
Care Resource and Referral Agencies the Army subsidizes care Project, and State 4-
costs so that parents using ACCYN spaces pay fees commen- H Military Liaisons.
surate to on-post users. ACCYN will expand to meet the pro- Both youth and CYS
jected increase in child care requirements in the outyears. staff benefited from

22 Family and Morale, Welfare and Recreation Command

efforts to establish or enhance educational technology, youth
leadership opportunities, character education and accredita-
tion assistance, and support for each garrison’s CYS Informa-
tion Management System, security surveillance system, and
Youth Technology Lab.
CYS School Transition Services
T he School Transition Services Team is composed of IM-
COM and FMWRC staff, Region School Transition Spe-
cialists, and Region and installation School Liaison Officers. To
help “level the playing field for transitioning children” through
reciprocal school policies and procedures, the Army School
Transition Team continued to meet for training and profes-
sional development in conjunction with the Military Child
Education Coalition National Conference.
Army School Transition Plan
C ollaboration between garrisons and communities is for-
malized through the Army School Transition Plan. Au-
thored by the School Transition Services Team and updated to
incorporate actions out to 2013, it details ways to address the
effect of deployment stress on military students and to assure
Families that their children’s academic well being is an Army
priority.
Garrison-Based Support
T he Army School Transition Plan specifies the role of the
garrison School Liaison Officer and use of the Homework
Center and Youth Technology Lab. The Parent 2 Parent Cadre
is also a key garrison-based component. Parent 2 Parent Cad-
res are being located at 22 Army garrisons highly impacted by
rebasing and BRAC. Composed of three to six members, they
conduct transition-related workshops for parents, students,
and school personnel.
School-Based Support
S tudent 2 Student parallels the Parent 2 Parent initiative
with a student-led transition training program that in-
cludes modules on academics, relationships, and community
Annual Report  Fiscal Year 2007
and culture. Also covered in the Army School Transition Plan is
professional development for school staff, addressing children’s
needs during deployment, and the formation of Training &
Counselor and Special Education Leadership Institutes.
Community-Based Support
A key element covered by the Army School Transition Plan,
and critical to development of Local Action Plans, is the
School & Education Transition Support agreement. Each gar-
rison School Liaison Officer is responsible for negotiating a
Memorandum of Agreement with every neighboring school
district that formalizes reciprocal practices. Beginning in 2002
with nine signatories, School and Education Transition Services
agreements for 2007 totaled 317, exceeding the projected goal.
CYS Deployment Support to Active
Component
M any responsive and robust CYS Programs were imple-
mented and expanded during 2007 to help Families af-
fected by the Global War on Terrorism. By year’s end, garrisons
continued to provide child care and supervised youth activities
to Families of deployed Soldiers. These services were “above and
beyond” those offered in normal program operations. These in-
cluded Short-Term Alternative Child Care sessions and Special
Openings of facility-based programs that were conducted to
support unit, Family readiness, command and chapel events.
CYS Deployment Support to
Reserve Component
O peration Military Child Care: A program to support the
child care needs of National Guard and Army Reserve
Soldier parents who are mobilized or deployed in support of
the Global War on Terrorism. In partnership with National
Association of Child Care Resource & Referral Agencies, Op-
eration Military Child Care helps eligible Families locate child
care options at reduced rates in local communities. It also re-
duces child care fees of Families who are already using licensed
or legally-operating community child care programs and pro-
viders. Additional assistance is available for 60 days while the
non-military spouse is looking for work.
23
 Operation Military Kids: A collaborative effort with Amer-
ica’s communities to support “suddenly military” kids impacted
by the Global War on Terrorism, Operation Military Kids has
networks of people, organizations, and other resources oper-
ating in 36 states. Begun by CYS and the National 4 H, the
roster of national partners also includes Boys & Girls Clubs
of America, the Military Child Education Coalition and K-
12 Public Schools, The American Legion and other Veterans
service organizations, and National Association of Child Care
Resource & Referral Agencies. Core program elements include
training for state teams and community partners, Youth to
Youth “Hero Packs,” Mobile Technology Labs for youth, and
“Speak Out for Military Kids” Ambassadors. Garrison CYS
Programs in Operation Military Kids states are encouraged to
have staff members on their state teams and participate in Op-
eration Military Kids activities.
CYS Initiatives of Note
Parents as Teachers
The Parents as Teachers, Heroes at Home program has
expanded to twelve installations, with that number to triple
in FY08. The goal is to support Families who frequently do
not have close connections near the post. Core services for the
program’s target population – prenatal to three years – include
child developmental and health screenings, home visits, par-
ent group meetings and playgroups, and resource networks.
Army Training and Curriculum Specialists and Outreach Ser-
vices Directors have been certified as Parent Educators, and
Army follow on training during 2007 focused on delivering
Parents as Teachers services as an integral component of CYS
Outreach Services.
Transition Mobile Team
T he CYS Transition Mobile Team initiative is designed to
meet garrison child and youth staffing shortfalls created
by deployment, Army Modular Force, Installation Global Po-
sition Base Stationing, BRAC, and contingencies such as pan-
demics and natural disasters. The TMT is a centrally managed
cadre of qualified CYS employees who volunteer in advance to
be assigned, with relatively short notice, to an installation lack-
ing staff to meet existing child care and youth demands. Duty
assignments can vary from one week to six months.
24 Family and Morale, Welfare and Recreation Command
Babysitting and Service-Learning
Curriculums
T he new standard for
babysitter training is a
curriculum designed to cre-
ate consistent and predictable
babysitting and respite care
services for families impacted
by deployment. Materials in-
clude an Instructor Guide,
Student Guide with inter-
active CD ROM, Student
Worksheets and Info Card.
A new Service-Learning
Manual for use in School-Age
and Middle School/Teen pro-
grams, is a step-by-step “how
to” guide. This supports requirements for youth volunteer work
in schools and for Promise Passport. Service-Learning projects
are conducted year-round and used as components of Youth
Leadership Forums.
Army Teen Panel
T he Army Teen Panel (ATP) represents nearly 110,000 youth
across IMCOM Regions, Accessions Command, National
Guard and Reserves. Members speak directly to Army senior
leaders about issues such as out-of-school youth programs, sepa-
rate facilities for teens, difficulties in school transfers, relocation
hardships, and transportation to youth activities.
During its summer 2007 gathering, the ATP met with the
Army Chief of Staff, the Assistant Chief of Staff for Installation
Management, and their spouses. The teens gave a briefing fol-
lowed by open discussion, and enjoyed social time during an
informal barbeque. Expressing a variety of concerns associated
with multiple deployments of parents, ATP members made
specific recommendations for additional support. Among these
were training, event planning, and communication services
which will be addressed through the FMWRC Quick Win ini-
tiative. Other needs, such as staffing, mentorship, and trans-
portation, will be covered with Global War on Terror and Base
Management Decision Package QYDP Funding.
 Army Family
From the Director
Covenant
A rmy Community Service is the Army’s principal readi-
ness resource and helps thousands of Soldiers, civilian and
Family members prepare for deployments, reunions and the
challenges of the military lifestyle. Through the development W e recognize the commitment and
increasing sacrifices that our Families
are making every day.
of integrated systems of support, ACS has created an environ-
ment where Soldiers know that their Families are cared for, and
that they can rely on the systems we have developed to provide
needed support. ACS is committed to our Army Families. W e recognize the strength of our Soldiers
comes from the strength of their
Families.
At a time when the challenges we face as a nation are for-
midable and complex, it is extremely important we acknowl-
edge the strength of our military Families. ACS recognizes their
support and many sacrifices. We all know our military Families W e are committed to providing Soldiers
and Families a Quality of Life that is
commensurate with their service.
are the heart of our armed forces and their support is critical
to the morale and readiness of our forces. It is true that when
we send one of our very best to serve our country, particularly
when they go to war, their Families serve as well. We are a W e are committed to providing our
Families a strong, supportive
environment where they can thrive.
strong military and we are strong Families.
We recognize, now more than ever, that our Families are
being asked to be more resilient, flexible and patient. The Army
Family will continue to prevail as the Army transitions to an W e are committed to building a
partnership with Army Families that
enhances their strength and resilience.
expeditionary force with an operational tempo at least as chal-
lenging as it has been through the last several years. Our com-
mitment to Families is our investment in the future. That in-
vestment was sealed by the Army Family Covenant. W e are committed to improving Family
readiness by:

Operating Costs — Standardizing and funding existing Family

Total Operating Expense FY06 ($ in thousands) programs and services.

OMA Base Operations...........................................13,685.1 — Increasing accessibility and quality of

OMA Family Advocacy (FAP)..................................6,952.6 health care
OMA Financial Readiness.......................................8,698.7
OMA Relocation (RAP)............................................4,213.9 — Improving Soldier and Family housing
OMA Outreach............................................................952.5
OMA Employment...................................................3,053.1
OMA Exceptional Family Member Program............3,148.3
— Ensuring excellence in schools, youth
OMA Information, Referral & Follow-up.................16,139.3 services and child care
OMA Foster Care.......................................................207.1
OMA Deployment/Mobilization................................2,291.1 — Expanding education and employment
OMA Army Family Action Plan/Army opportunities for Family members
Family Team Building........................................4,262.7
OSD FAP...............................................................43,500.0
OSD RAP................................................................4,787.7
TOTAL............................................................... $111,892.1

Annual Report  Fiscal Year 2007 25

Army Basics
Nov 2006: Launched the Volunteer Management Information
System, an online system to recruit volunteers and main-
tain volunteer personnel records.
Aug 2007: FMWRC conducted the first Army Volunteer Corps
Coordinator Program Manager Course for the Active and
Reserve Components.
Created the Enlisted Spouse Outreach and Training Plan de-
veloping the Drill Sergeant Spouse Seminar; and develop-
ment of the 1st Sgt. Spouse Seminar, the Recruiter Spouse
Seminar and the New Spouse Orientation Seminar.
Obtained three Army Quality of Life Liaisons (funded by OSD)
who represent the Army in the Fort Bliss, Fort Riley, and
Military District of Washington (Stafford) communities.
Issues worked by the Liaisons include Pay Day Lending,
Military Saves Campaign, and In-state Tuition.
Developed the Victim Advocate Sexual Assault Tracking System
to track domestic violence and sexual assault instances.
Enhanced virtual Family Readiness Group to include: auto-
approval; easy home page set-up; Family member pre-ap-
•
proval; and search by map function.
Money Matters
Transitional Compensation
T he Transitional Compensation Program is designed to
encourage Family members to report domestic abuse
so that either treatment or administrative action can occur.
Family members receive transitional compensation benefits
when Soldiers either receive a court martial or are adminis-
tratively separated for dependent abuse. Family members are
able to retain their military ID cards and access to medical
services at the Military Treatment Facility, dental, the com-
missary, and the exchange. Benefits ensure affected Families
have resources to effectively transition from a military life-
style to the civilian sector.
Payments are for a minimum of 12 months or until the
Soldier’s ETS date, whichever is longer, but may not exceed
36 months. Applications and documentation are completed
through installation ACS Family Advocacy Program and Staff
Judge Advocate staffs and forwarded to FMWRC for legal re-
view and approval prior to initiation of benefits. In FY07, there
was $3.7 million in disbursements to 200 Families.
26 Family and Morale, Welfare and Recreation Command
Military SAVES Campaign
F MWRC participated in the Military “SAVES” campaign.
This campaign encourages Soldiers and Families to save,
invest and reduce their personal debts. FMWRC participated
by sending messages Army-wide through the Army Knowledge
Online senior leaders page, highlighting Military SAVES Pro-
gram, and outright messages into public communications by
Senior Army Leaders. FMWRC also published SAVES cam-
paign information through ARNEWs and SRTV channels.
Sgt. Maj. of the Army Kenneth Preston and Ms. Suze Orman
provided public services for military SAVES campaign. More
than 80,000 military personnel and their Families participated
•
in the military SAVES campaign.
Home and Family Life
Sexual Assault Prevention and Response Program
T he Sexual Assault Prevention and Response Program’s pri-
mary purpose is to prevent sexual assault through ongo-
ing prevention and awareness training, first responder train-
ing, and ensuring that victims of sexual assault are treated with
dignity and respect.
Sexual Assault Response Coordinators are housed within
ACS and are responsible for ensuring Victim Advocates are
available 24/7 to provide advocacy, support, and referrals to
victims of sexual assault. Training is an integral part of the pro-
gram and ties closely to the programs success.
The SARC is responsible for training Victim Advocates,
Deployable SARCs and Unit Victim Advocates to provide ad-
vocacy services in a deployed environment. The Army Com-
munity Service’s Victim Advocacy Program has the primary
purpose to provide critical, non-clinical support to victims of
both sexual assault and domestic violence.
Victim advocates are on call 24/7 to respond to crisis and
provide on going assistance that includes safety planning,
emergency transportation, home visits, and information and
referral to victims that will empower them to navigate through
the legal and medical system.
The Family Advocacy Program is the commander’s re-
source to address the issues of child and spouse abuse within
the Army.
The Army rate of substantiated child abuse decreased from
6.6/1,000 in FY98 to 4.9/1,000 in FY07 — substantially less
than the civilian rate of 12.4/1,000 reported by the Adminis-
tration for Children and Families. Family Assistance Centers
The Army rate of substantiated spouse abuse declined from
8.9/1,000 in FY98 to 4.4/1,000 in FY07. Comparisons with
the civilian sector are not possible, as there is no central data-
T he garrison commander authorizes ACS to shift to a Family
Assistance Center operation when needed to support de-
ployment, mobilization, or stability and support operations. The
base for spouse abuse. State Adjutant General or Na-
tional Guard Bureau authoriz-
FY07 Total Caseload (Army Central Registry): es the National Guard to open
Reported cases of Child Abuse 7,727 a Family Assistance Center
Substantiated cases of Child Abuse 2,561 depending upon resources re-
Reported cases of Spouse Abuse 7,038 quired/available. The primary
Substantiated cases of Spouse Abuse 2,747 purpose is to provide a one-
stop location for Families to
receive needed assistance. As
a partner with the Army, the
New Parent Support Program-Home Visitor Veterans of Foreign Wars has

T he New Parent Support Program-Home Visitor is a key

secondary prevention program within the Family Advoca-
cy Program which utilizes an intensive voluntary home visita-
established military Family
Assistance Centers throughout
the U.S. and Germany. The
tion model developed specifically for fist time expectant parents local VFW posts establish cen-
and parents with children from birth to three years of age who ters near military installations
have been assessed to be at risk for child maltreatment and/or and in civilian communities,
domestic violence. The Army finalized and disseminated a New using existing support service
Parent Support Program Manual in FY06. networks to provide emergency assistance and information for
In FY07, the Army finalized new Army Community Service Families of deployed military personnel.
New Parent Support Accreditation Standards. These standards
will ensure standardization and consistency across programs. Exceptional Family Member Program
To minimize impact of deployments and in an effort to The Exceptional Family Member Program’s staff members
decrease incidences of child neglect, the Army has increased worked in conjunction with Child and Youth Services on con-
home visitor staffing levels. There are two contracts which will ducting the first centrally funded joint worldwide School Tran-
place approximately 130 Home Visitors at both CONUS and sition Services/Army Exceptional Family Member Program,
OCONUS installations. Seven OCONUS locations will re- training in conjunction with the Military Child Education

•
ceive additional staff and 33 CONUS installations will receive Coalition Conference.
additional home visitors.

•
Making a Move — Your Buddy CJ

CJ is a CD-ROM that targets military Families, with

children three to eight years old, who are facing an
Managing Deployments
Military Family Life Consultants

T he Military Family Life Consultants provide reunion and

increased sense of vulnerability and heightened stress due to
separation from a deployed parent. Your Buddy CJ II, targets
six- to twelve-year-olds and provides short stories and interac-
tive games intended to help children and Families cope with
issues associated with a parent or loved one’s separation from as
well as constructive ways to help with reintegration.
reintegration support to Soldiers and their Families in a
variety of formats to reduce Family stress affecting Families.
The goal is to prevent Family distress by providing education
and information on Family dynamics, parenting, available
support services, and the effects of stress and positive coping
mechanisms. The MFLCs work within ACS on an active duty
installation and work with the Army Reserve and National

Annual Report  Fiscal Year 2007 27

Guard for state and readiness region coverage. The flexibility
of the program allows for the Army to deploy and redeploy
MFLCs where and when needed to meet surges throughout
the deployment cycle and other emergent needs.
The MFLCs were dispatched within 48 hours to Fort Polk,
La. Army Reserve and National Guard sites in response to Hur-
ricane Katrina and Hurricane Rita. When the 172nd Striker
Brigade was unexpectedly extended, MFLCs were deployed
within 28 hours to assist Family members.
The MFLCs supplemented resident helped agencies by
providing additional grief and emotional trauma support,
education and information, and referrals to available support
services. There are 118 MFLCs providing services at Army in-
stallations. There are 78 consultants providing services at 24
installations throughout the continental U.S., Hawaii, Alaska
and Puerto Rico. There are 40 consultants providing services to
24 installations throughout Germany, Italy, Belgium and the
Netherlands. Based on the needs of commanders, the Army
funded 36 additional MFLCs.
These MFLCs meet a critical shortfall that supports in-
stallation Family readiness requirements and are located at 13
CONUS and six OCONUS locations throughout the Army.
Military Life Family Consultant
Assistance Provided in FY07
Family Readiness Group Deployment/Support Assistants
T he Family Readiness Support Assistants provide adminis-
trative support for the volunteer Family Readiness Group
leaders. The primary functions are coordination of training for
rear detachment commanders and FRG Leaders, maintenance
of critical communication links between RDCs and FRG Lead-
ers, and insurance of the responsiveness of established commu-
nity resources.
28 Family and Morale, Welfare and Recreation Command
Soldier Readiness Processing
S oldier and Readiness Processing is a highly synchronized
process where mobilized Soldiers prepare for deployment.
ACS staff Soldiers to complete a Family Assistance Sheet to
identify geographically separated Families or Families at risk
for the Waiting Families program.
Army Commander’s Guide
F MWRC issued the Army Commander’s Guide to FRGs to
help unit commanders and FRG leaders understand the
legal and ethical considerations of FRG operations. The Com-
mander’s Guide provides easy to understand guidelines and ex-
amples for: FRG roles and functions, authorized support; FRG
informal funds; FRG fundraising; solicitations and donations;
and commercial sponsorship.
Rear Detachment Commander/Family Readiness Group
Leader Online Training Courses
T hese online courses will ensure that the RDC and FRG
leaders have the guidance and support needed to be effec-
tive in their positions by providing them with the most relevant
information and training. Both courses will provide content
that is consistent and will allow installations to customize man-
uals.
Operation READY Resources
T his training program is designed to prepare Soldiers and
Families for the personal and Family demands of the
deployment cycle. Currently, OPREADY is being revised to
include Global War on Terrorism lessons learned and require-
ments. OPREADY has been incorporated into the Army’s
Deployment Contingency Support plan as required training
modules. OPREADY resources are developed for Soldiers and
Families, Unit Leadership and ACS/Family Programs staff. The
new OPREADY materials will include FRG Leader Hand-
books, RDC Guides, materials on Trauma in the Unit, Chil-
dren and Deployment, Family Assistance Centers, Reunion
and Reintegration and Soldier and Family Deployment Sur-
vival Guides. OPREADY reference and training materials are
available through ACS, National Guard, and Army Reserve
Family program staff. OPREADY modules can be viewed on-
line at: www.MyArmyLifeToo.com
Work and Careers
Army Spouse Employment Program and Community
Partnerships

T he concept of partnerships between the Army and the

civilian sector to create a sense of community has taken
hold in several initiatives including partnerships with corporate
America, the Council of Better Business Bureaus, and the Vet-
erans of Foreign Wars. The Army Spouse Employment Partner-
ship supports Soldier retention by helping spouses locate jobs,
maintain a career, and contribute to Family financial stability.
Currently 31 corporate partners are using innovative methods
to provide job and career opportunities to military spouses.
The Council of Better Business Bureaus is working with
military installations and local Better Business Bureaus to es-
tablish partnerships to resolve consumer issues affecting mili-
tary personnel and their Families. The VFW and FMWRC
established an alliance to assist geographically isolated Families
Getting Involved
and deployed Reserve Component Soldiers and their Families. The Army Family Action Plan
The VFW currently has military Family Assistance Centers op-
erating throughout the U.S. and Germany. Local VFW posts T he Army Family Action Plan conference resolved 12 Army
Family Action Plan issues. This resulted in one legislative
change, three DoD policy changes, five Army policy or regula-
tory changes, and three improved programs and services.
Significant results include: surveillance equipment in
Child Development and Youth Services Centers; Tuition-
free status for nonappropriated fund employees in DoDDS
schools overseas; Funding for Family Readiness Support
Assistants; Improved dental readiness for mobilized reserve
component Soldiers and toll-free number for Families of
wounded Soldiers.

establish centers near military installations and in civilian com-

munities and use existing support service networks to provide
emergency assistance and information for Families of deployed
military personnel. The VFW has established more than 53
Military Family Assistance Centers.

Annual Report  Fiscal Year 2007 29


Army Volunteer Corps
T he Volunteer Management System, an online volunteer
recruitment and personnel management tool, was imple-
mented in November 2006. In conjunction with Volunteer
Week in April 2007, FMWRC offered Volunteer Management
Information System computer-based training, provided a
VMIS video marketing tool, offered the ability to enter volun-
teer historical records in VMIS, and distributed volunteer post-
ers throughout the Active Army, National Guard, and Army
Reserve. The Army Community Service Curriculum Develop-
ment Team composed entirely of volunteers created the Basic
Army Volunteer Corps Coordinators Course which was taught
for the first time in August 2007 in Orlando, Fla. The Army
Volunteer Corps Coordinators Course had 112 graduates in-
cluding 58 from the Active Army, 41 from the National Guard,
and 13 from the Army Reserve.
Army ACS Awards
National Volunteer Awards include:
2007 Emma Marie Baird Award for Outstanding Volun-
teer Service to ACS Recipients:
Tammie Cox — Fort Lewis, Wash.
Wendy Dopp — Fort Lewis, Wash.
Kim Schoffner — Giessen, Germany
Christina Seabrook — Fort Lewis, Wash.
Bethy Vallejo — Korea
Mary Ward — Korea
Make A Difference Day National Honorees:
2007: Defense Language Institute Soldiers (Presidio of
Monterey, CA) provide handyman services to retirees, veterans,
and widows.
2007: Soldiers in Iraq volunteered to clean up neighbor-
hood streets.
National Military Family Association’s Family of the Year 2007:
The Hammond Family — Staff Sgt. Thomas Hammond
and Family, Fort Drum, N.Y.
Newman’s Own Award 2007:
Operation VALOUR IT Soldiers’ Angels, San Antonio
Texas and Pasadena, Calif.
Operation VALOUR IT is the national program operated
by Soldier’s Angels. Soldier’s Angels works with the Department
30 Family and Morale, Welfare and Recreation Command
of Defense Computer Assistance Program to provide special-
ized wireless laptops and training to the severely injured service
•
members at Walter Reed Army Medical Center, Brooke Army
Medical Center, and other major military medical centers.
Reaching Families Where They Live
Army Integrated Family Support Network
A rmy Integrated Family Support Network establishes a com-
prehensive multi-component approach for community
support and services to meet the diverse needs of Active Army,
Army National Guard, and Army Reserve Soldiers, Families
and Employers throughout the entire deployment cycle.
With the expeditionary Army missions involving all com-
ponents (Active, Guard and Reserve), Soldiers and Families
need to be prepared to know what to do and where to go for
help. Reaching Soldiers and Families at specific times through-
out the Soldier’s career and especially during mobilization and
deployment, is key to providing “ready and relevant” services.
Soldiers and Families can rely on the Web of support services
and resources at different “touch” points.
These “touch” points:
• Begin at the time Soldiers and Families are new to the
military
• Continue when the Soldier and Family are in the Army
community
• Provide additional support during mobilization/de-
ployments
• Follows them up to and through the retain or release
transition phase.
Since communication plays a vital role in keeping Sol-
Photo by Martin Greeson
diers and Families connected, FMWRC uses modern media
to strengthen the link to Families by creating specific resources
and services in and around geographical locations that can be
accessed by Soldiers and Families.
Military One Source
S upplementing existing Family programs, Military One
Source provides a 24-hour, seven-day-
a-week toll-free information and referral
telephone service and internet access.
Military One Source provides a com-
prehensive array of prepaid educational
materials, Web links and information on
installation programs available in 140+
languages. By the end of FY07, 165,891
telephone calls and 30,900 referrals for
counselling were made. Seventy percent
of the calls were from active Army, 14.9 percent Guard, 7.6
percent Reserve, and 7.5 percent other.
Virtual Family Readiness Group
T he Virtual Family Readiness Group (vFRG) supports the
creation of online FRGs at the brigade, battalion, and com-
pany levels across all components of the Army. The vFRG links
the deployed Soldier, Families, FRG leaders, unit command-
ers, the rear detachments, and other Family readiness person-
nel on their own controlled-access Web portal to facilitate the
exchange of information and provide a sense of community for
the geographically dispersed Families. The vFRG saves time for
both the RDC and the FRG Leader and substantially increases
the accuracy of the information transmitted.
Army Community Service Facilities
I n face of the Army’s Transformation efforts to provide stan-
dard Family program services through new efficient cost
saving facilities, ACS has aggressively pursued Army facility
standardization.
In fall 2007, ACS rolled out its first facility standard design
layout for installation usage across the Army.
ACS Mobile Assistance Team
T he ACS Mobile Assistance Team is an ACS tool available to
the garrison commander during deployments, mass emer-
gencies, extraordinary contingency events, and ACS centers ex-
periencing staffing shortfalls due to deployments. On order of
the Director, Family Programs, the team will assemble to deploy
Annual Report  Fiscal Year 2007
to CONUS/OCONUS locations as required via commercial
transportation to provide short term assessment and assistance
to garrison installations impacted by simultaneous Army initia-
tives, deployments, and extra ordinary contingency events.
Soldier Family Assistance Centers
O n June 15, 2007, the Installation Management Com-
mand established Soldier and Family Assistance Centers.
The SFAC will provide tailored integrated support services and
act as a one-stop location for support to Warriors in Transi-
tion and their Families at installations with Warrior Transition
Units. The centers are located near Warrior Transition Units in
a campus setting near the Medical Treatment Facility. SFAC
services equip and aid WT’s and their Families in making de-
cisions as they transition back to duty or to a new life in the
private sector. SFAC services include:
• Transition/employment
• Education counseling
Photo by Casey Nelsen, Paraglide
Sgt. Felix Viruet, right, Headquarters Support Command, 3rd Battalion, 3rd
Special Forces Group (Airborne), sits with his wife Carly as they accept a
gift basket from Diana McNamara, far left, and Cali Harper, second from
left, Army Community Services New Parent Support Program Oct. 30 at
Fort Bragg’s Airborne Attic. Carly recently gave birth to Fort Bragg’s first set
of quadruplets.
• Military Personnel services
- ID cards
- Assistance with orders, etc.
• Financial counseling
• Child and Youth Services
• Substance abuse information and referral for Family members
• Coordination with local, state, federal and non-govern-
mental support agencies
• Donations management
31
ACS Operations Support resources, are not fa-

A rmy Families are resilient, strong, and steadfastly support

their Soldier and the Army mission. The robust network of
Family support programs help Families cope through a range
cility-bound, are mar-
ket-driven, and focus
on Soldier readiness
of services from counseling to legal assistance; instruction in at home and during
Army basics, lifestyle and culture; household finance; and Fam- deployment. Com-
ily readiness support groups. munity recreation
The quality of life for Army Families is critical to the readi- offers programs and
ness of our Soldiers and has a profound effect on retention activities to Soldiers
decision. Army leaders realize the importance support services and their Families to
have on overall spouse satisfaction and the effect that has on provide skills develop-
Soldier readiness and retention. We’ve learned that commu- ment, physical fitness,
nication between a well-trained rear detachment commander, and mental well-be-
the Family Readiness Group, and community resources are key ing. This leads to re-
to successful Family adaptations during deployments. Soldiers tention, readiness,
who know their Families are well cared for are better able to and recruitment and
concentrate on the mission at hand. helps to build better
To support today’s Soldiers and their Families, ACS con- Soldiers and well-bal-
tinues its mainstream programs and is developing new ways to anced family lives.

•
reach out to all our Soldiers, civilians, and Families. Commanders must ensure that FMWRC requirements are
planned for in peacetime and included as priority in the mobi-
lization/deployment process. FMWRC is available to support
mission commanders by providing technical guidance and
Community Recreation contracting support, and on-site program development and
implementation.

C ommunity Recreation strengthens the military com-

munity through recreation programs that efficiently use
FMWRC recreation staff coordinated with the Coalition
Forces Land Component Command and the Multi-National
Force-Iraq for MWR requirements. In FY07, FMWRC sup-
port came in four forms. First, the Community Recreation Di-
vision refined Army regulations and publications updating the
existing document, Army Mobilization and Operations Plan-
ning and Execution System, to reflect the changing deployment
process. Second, FMWRC staff provided professional training
and information to Army leaders during the Army Human Re-
sources Conference. Third, provide direct support to deploying
units by providing Recreation Kits, Video Messenger Kits, and
Book Kits. Lastly, FMWRC executed the purchase of recre-
ation equipment on behalf of Multi-National Force-Iraq and
continued to execute Blanket Purchase Agreements for OEF/
OIF for the direct purchase of items through the AAFES.
Personnel from FMWRC have traveled to Kuwait and Iraq
to assist commanders in identifying MWR requirements and to
develop and implement an action plan. Soldiers identified their
top MWR priorities as the ability to communicate with fam-
ily and friends, visual entertainment (books, electronic games,
live performances, and movies), and access to physical fitness
equipment. FMWRC aggressively sought Global War On Ter-

32 Family and Morale, Welfare and Recreation Command

rorism funding to purchase recreation and fitness equipment.
This centrally purchased equipment enabled the command to
establish fitness and recreation facilities at enduring sites as well
as Forward Operating Bases in Iraq and Afghanistan.
Through a direct funding agreement between U.S. Army
Europe and the Central Command operational command el-
ement, 14 MWR professionals conducted MWR operations
within OEF/OIF (13 in Iraq, one in Afghanistan). Recreation
facilities include movie theaters with free popcorn, electronic
games stations, traditional board games, table tennis, paper-
back book libraries, fitness facilities equipped with self-powered
aerobic machines, dumbbell sets, cardiovascular and strength
training equipment, and assorted free weight equipment.
Arts and Crafts
Skills development/Lifetime skills

Provide creative opportunities

 Develop self-reliance and self-expression
Automotive Skills
Do-It-Yourself automotive repair
 Award. Mr. Goodman distinguished himself by being a vision-
 3,000 bays Army-wide
 Cost savings and Skills development
Entertainment
 Self-expression  Lifetime skills
 Self-confidence
Leisure Travel
 Family cohesion  Leisure activities  Self-confidence
Libraries
 Education Recreation  Self-reliance
 Automotive Skills
Outdoor Recreation
 High adventure  Wilderness activities  Lifetime skills
 Physical fitness
Recreation Centers
 Social recreation
 Activities during peacetime, mobilization and wartime
Sports and Fitness
 Physical fitness  Lifetime skills
Annual Report  Fiscal Year 2007
Recreation Awards Program
T he FMWRC Recreation Awards Program provides annual
recognition for superior achievement by Army Recre-
ation programs and personnel and recognizes individuals who
make significant contributions to enhancing community rec-
reation programs.
Mr. James How-
ell, Community
Recreation Officer
at Camp Hum-
phreys Korea, and
Mr. Leslie Walt-
man, Supervisory
Librarian at Fort
Rucker, Alabama,
were co-recipients of the 2007 Career Award. Mr. Howell is
an outstanding leader and mentor with a career spanning 43
years in Army Recreation. Mr. Waltman’s distinguished career
covers 31 years developing and executing a wide variety of Li-
brary programs which enhance community quality of life. Mr.
Aaron Goodman, Outdoor Recreation Program Director at
Fort Campbell, Kentucky, received the Employee of the Year
ary and architect in the delivery of quality Outdoor Recreation
programs at Fort Campbell. The Friend of Recreation Award
is given to individuals who have volunteered their time and ef-
forts in recreation programs.
Program Award Winners:
Arts & Crafts
Small Garrison: Garmisch, Germany
Medium Garrison: Fort Rucker, Ala.
Large Garrison: Stuttgart, Germany
Medium Garrison: Schweinfurt, Germany
Entertainment
Small Garrison: Benelux, Belgium
Medium Garrison: Vicenza, Italy
Large Garrison: Stuttgart, Germany
Library
Small Garrison: Garmisch, Germany
Medium Garrison: Bamberg, Germany
Large Garrison: Grafenwoehr, Germany
Outdoor Recreation
Small Garrison: Redstone Arsenal, Ala.
Medium Garrison: Wiesbaden, Germany
33
 Large Garrison: Fort Campbell, Ky.
Recreation Center
Small Garrison: Garmisch, Germany
Large Garrison: Fort Campbell, Ky.
Sports & Fitness
Small Garrison: Garmisch, Germany
Medium Garrison: Fort Rucker, Ala.
Large Garrison: Fort Campbell, Ky.
Garrison Award Winners:
Small Garrison: Torii Station, Okinawa
Medium Garrison: Ft. Monroe, Va.
Large Garrison: Camp Casey, Korea
Individual Award Winners:
Recreation Employee of the Year:
Aaron Goodman, Fort Campbell, Ky.
Career Employees:
James Howell, Camp Humphreys, Korea
Leslie Waltman, Fort Rucker, Ala.
Friend of Recreation Award Winners:
James DiCrocco: Grafenwoehr Germany
Hank Garza: Garmisch, Germany
Mary Ann La Lave: Ansbach, Germany
Dena Taylor: Stuttgart, Germany
Ellen Bentley: Kaiserslautern, Germany
Robert Tatinger: Fort McCoy, Wis.
Robert Frace: Camp Humphreys, Korea
Robert Rosenthal: Fort Leonard Wood, Mo.
34 Family and Morale, Welfare and Recreation Command
Better Opportunities for Single Soldiers
T he Better Opportunities for Single Soldiers (BOSS) pro-
gram supports both the chain of command and the qual-
ity of life for single and unaccompanied Soldiers. The program
identifies single Soldier issues to improve their quality of life
and encourages and assists them to identify and plan whole-
some recreational and leisure activities for off-duty hours. The
enhancement of Soldier morale and welfare impacts retention
and combat readiness. As an integral part of the Army’s recre-
ation program, BOSS utilizes the recreation delivery system to
build demand-driven programs for its customer base.
Based on
guidance from
the Sergeant
Major of the
Army, the Army
BOSS program
provided more
focus on de-
ployment and
its affect on the
single Soldier.
The annual
Army-wide
BOSS Train-
ing Forum in May 2007 provided 240 members of the gar-
rison BOSS teams the opportunity to work in focus groups
designed to develop action plans to assist their garrison BOSS
team in dealing with deployment. The Forum also saw the
selection of the BOSS President of the Year, Staff Sgt. Syl-
via Rosas-Casiano (Fort Hood, Texas), MWR Advisor of the
Year, Ms. Mary-Beth Turner (Darmstadt, Germany), and Se-
nior Military Advisor of the Year, Command Sgt. Maj. Arthur
Washington (Fort Gordon, Ga.).
In the fourth Quarter of 2007, the Army BOSS program
received Global War on Terrorism funds to support deployed
single Soldiers. Another BOSS program accomplishment for
2007 included 142 quality of life issues raised and resolved at
unit, battalion, brigade, or installation levels.
BOSS Soldiers logged more than 100,000 volunteer hours.
Garrison BOSS programs at 22 locations were awarded the Pres-
idents Volunteer Service Awards for their contributions in com-
munity service. In total, BOSS Soldiers performed more than
1,000 community service events and BOSS programs planned
and executed more than 800 recreation and leisure activities.
Community Recreation Centers
C ommunity Recreation Centers deliver a full range of so-
cial, educational, cultural and recreational opportunities
to the military community that promotes mental and physi-
cal fitness. Installation Community Activity Centers, provide a
single location for recreation and leisure activities such as arts
and crafts, wood crafts, travel services, special events, meeting
rooms, internet cafes, internet gaming (X-Box or Playstation),
large screen TV/DVD viewing, board games, chess, darts, bil-
liards and food and beverage operations. Partnering with the
local economy and other community recreation programs
enables the Recreation Center to offer diversified recreation
programs that meet the needs of all community members.
Through education and program training, the installation rec-
reation programmers initiate and create a variety of events.
Community Recreation Centers provide efficient and ef-
fective programming that meets customer needs. To support
this effort, a Learning Resource Network course of instruc-
tion, the Program Management Institute, is now available
for Army recreation personnel. Attendees become Certified
Program Planners, after completing a one week course. The
course curriculum includes finance and budgeting, market-
ing, promotion, needs assessment, program development,
program analysis, pricing and program management. More
than 100 recreation professionals were trained last year in six
different classes.
In 2007, The U.S. Army FMWRC hosted the 2007 All Army Chess
Championships. Twelve top chess players traveled from all over
the U.S., Europe and Korea to play at Fort Myer for the top six
places advancing them to the Interservice Chess Championships.
The 2007 Interservice Chess Championships was hosted by the
U.S. Marine Corps Miramar, San Diego, Calif.
Annual Report  Fiscal Year 2007
World Class Athlete Program
T he U.S. Army World Class Athlete Program (WCAP) cel-
ebrated another outstanding year. Soldiers training for the
2008 Olympics began entering WCAP in the summer of 2005.
By the end of 2007, 48 Soldiers were training in boxing, wres-
tling, modern pentathlon, taekwondo, shooting, team hand-
ball, fencing, gymnastics, triathlon, and track and field.
Pentathlon
W CAP Soldiers produced laudable results after the second
year of full-time training. Spc. Dennis Bowsher was the
first ever male WCAP athlete to take a silver medal at a World
Cup event and position himself as the top U.S. contender for
the 2008 Olympics. 1st Lt. Michelle Kelly was the first ever
WCAP female to win a bronze medal at a World Cup event.
Kelly also captured a bronze medal at the 2007 Pan American
Games, securing a spot on the 2008 Olympic Team.
Boxing
T he boxing team picked up
where they left off in 2006, re-
cording their 15th straight Armed
Forces Championship and qualify-
ing five athletes for the 2007 World
Military Games. Staff Sgt. Andrew
Shepherd was the first WCAP
athlete to win a gold medal at the
World Military Games. Staff Sgt.
Joe Guzman and Sgt. John Frank-
lin won both. Sgt. 1st Class Chris-
topher Downs celebrated a ban-
ner performance at the 2007 Pan American winning a bronze
medal. Downs continued his warrior spirit as he won a third
straight gold medal at the 2007 U.S. National Championships,
Spc. Mahlon Kerwick won a silver medal and Franklin won a
bronze. Nine WCAP boxers qualified for the Olympic Trials in
2007 with Downs securing a spot on the 2008 Olympic Team.
Mr. Basheer Abdullah, Head Boxing Coach for the WCAP,
earned his third selection as an Olympic Coach.
Wrestling
W
CAP wrestlers dominated the Armed Forces Wres-
tling Championship for the sixth straight year, where
10 WCAP athletes earned gold medals and one earned silver.
35
Nine WCAP wrestlers secured selection to the World Military
Games with Capt. Phil Johnston taking fifth place as the high-
est finisher.
WCAP also won the team title and seven medals at the U.S.
Wrestling National Championships and six medals at World
Team Trials. Staff Sgt. Dremiel Byers enjoyed success as he
won silver in the Pan American Games and bronze at the 2007
World Champion-
ships.
Byers’ bronze
medal performance
at the 2007 World
Championships se-
cured USA Wres-
tling its first ever
World Champion-
ship Team Title.
Staff Sgt. Shon Lewis was named USA Wrestling Coach of the
Year for the second consecutive year.
Taekwondo
T aekwondo athletes overcame much adversity dealing with
coaching changes leading into the Olympic Trials. Staff
Sgt. David Bartlett, the lone qualifier, earned a spot as an alter-
nate on the 2008 Olympic Team.
Track and Field
T he WCAP Track and Field athletes proudly represented
the Army this year with three athletes qualifying in their
respected events for the 2008 Olympic Team Trials. Capt. Em-
ily Brzozowski qualified in the women’s marathon, Capt. Mi-
chael Mai qualifyed in the Hammer throw and Sgt. John Nunn
qualified in race walking.
Shooting
M
coach.
aj. David Johnson will be representing the WCAP and
the Army in the 2008 Olympic Games as the shooting
Public Affairs/Total Army Involvement in Recruiting Missions
W CAP Soldiers excelled in promoting the Army to the
public and in assisting the recruiting mission. Sgt. 1st
Class Christopher Downs appeared on NBC’s “The Today
Show.” WCAP Soldiers participated in dozens of Total Army
Involvement in Recruiting missions, where they encouraged
high school and college students to join the Army. WCAP
36 Family and Morale, Welfare and Recreation Command
Soldiers shared personal suc-
cess stories. WCAP Soldiers also
supported Fort Carson‘s youth
mentorship program and assisted
with many local sports and youth
programs.
While assigned to WCAP,
Soldier-athletes must maintain
military and professional skills.
All WCAP Soldiers enrolled in
either collegiate or Army corre-
spondence courses. Two Soldiers
•
completed their Masters Degree’s
and two began doctoral studies.
Sports, Fitness And Aquatics
I n FY07, fitness facilities and programs continued to rank
number one in importance for Soldiers and Family members
and are viewed as a vital part of quality of life and readiness.
There are currently 26 fitness and aquatics military construction
projects valued at $454 million in the Army’s construction pro-
gram. In FY07, a new $19 million fitness facility (Sgt. 1st Class
Paul R. Smith Fitness Center) opened at Fort Benning, Ga.
All Army Sports provided Soldier-athletes the opportunity
to compete at a high level. Twenty-three team and/or individ-
ual sports were offered. Soldier-athletes progressed from intra-
mural to All Army to Armed Forces to Nationals/Olympic/
Conseil International du Sport Militaire level events. Soldier-
athletes participating in the 2007 All Army Sports program
had a strong showing in the Armed Forces
team and individual sports championships.
All Army teams participated in 23 different
sports (total of 10 Gold, 17 Silver, and four
Bronze medals). In total, 1,035 Soldier-
athletes competed.
In FY07, several initiatives were created
through the use of Global War on Terror-
ism funding:
• Army Fitness Deployed Guides and
Exercise Bands. More than 500,000 bands and guides were dis-
tributed to deployed Soldiers. These portable pocket fitness kits
can be used at any time and any place.
• Fitness Anywhere TRX Force Systems. This intensive full
body workout is accompanied by an on-line state of the art
Web site.
• Programs to Reduce Trauma and Enhance Fitness and
Aquatics Activities. Provides addition-
al cardiovascular fitness and aquat-
ics equipment at installations where
Soldiers are returning from deployed
locations and for family members of
deployed units.
Army Sports conducted centrally
funded training to more than 140
MWR employees in FY07. The train-
ing was designed to assist installations
to obtain the most up-to-date infor-
mation on Army policy and guidance
for sports, fitness, and aquatics. Fitness training is also provided
at the installation level each year. In FY07, 120 employees were
who seek the levels of adrenaline they had grown accustomed
to in the combat environment. Accordingly, in April 2007, the
existence of the Warrior Adventure Quest program was an-
nounced.
During FY07, installations provided high-adventure recre-
ation programs such as rock and ice climbing, boating and sail-
ing, caving, fishing, hang-gliding, hiking, whitewater rafting,
kayaking, mountain biking, paintball, skiing, snowboarding,
surfing, and more. In the next year, skill instruction in these
types of programs will continue to be offered for authorized
patrons in normal outdoor recreation program operations, and
additionally, several will be offered in a special format under
the Warrior Adventure Quest program aimed at returning Sol-
diers and their Families to support their reintegration into a
non-combative setting.
The purpose of the Army outdoor recreation program is
to conserve, develop, and use outdoor recreation resources for

•
trained in basic fitness principles and in the safe use of fitness the benefit and enjoyment of the military community. This
equipment. helps commanders promote fitness and improve morale for
their community members through participation in healthy
outdoor recreation activities.

Outdoor Recreation

T he MWR outdoor recreation mission is to provide autho-

rized personnel opportunities to learn new lifetime out-
door leisure skills, develop existing outdoor skills, and progress
to advanced levels in outdoor activity pursuits. This mission is
accomplished through a program that includes activity instruc-
tion where skills are learned or enhanced; trips, activities, and
special events that provide opportunities to utilize the skills;
and facilities such as equipment checkout centers, paintball
fields, recreation areas, stables, marinas, campgrounds, etc. that
allow affordable support for self-directed activity participation,
and services (e.g., equipment repair, retail, information refer-
ral, etc.) to enhance that support.
Outdoor Recreation is recognized as a contributing factor
to military mission readiness through these leisure skill pro-
grams. As Soldiers become more familiar and skilled with their
outdoor recreation skill pursuits, they consequently experience
practical know-how in natural environments similar to those
where their military mission may take them.
High-adventure outdoor recreation pursuits, presented in
an organized and structured lesson environment, are also rec-
ognized tools to mediate certain dangerous behaviors, particu-
larly those displayed by Soldiers returning from deployments

Annual Report  Fiscal Year 2007 37

Libraries
Army MWR libraries provide knowledge services and
support leisure and educational needs of Soldiers and their
Families 24/7. Their use and importance to the community is
validated through various surveys, including the latest Leisure
Needs Survey, Survey of Army Families and the Sample Survey
of Military Personnel, which rank libraries in the top three of
most used MWR activities.
Collections emphasize military art and science, mission
requisites including the Army’s Chief of Staff Reading List,
both professional and off-duty Soldier education, general infor-
mation needs, lifelong learning and recreation. Use of current
technology facilitates access to online information resources,
documents on demand, educational classes, communication
with overseas Family members and the management of many
daily business processes in libraries including collection assess-
ment, circulation processes including automated checkouts
and personal computer management operations.
Event-type programs highlight the collection, improve lit-
eracy and computer skills, enable collaboration between other
MWR activities and offer fun and diversion for Soldiers and
Family members. Professional staffs are available to assist in ref-
erence/research. Additional reference support is available 24/7
through the Army librarian managed service, Ask a Librarian,
on the Army Knowledge Online portal. Available teen corners,
which include gaming resources, are popular and have reintro-
duced reading to a vulnerable age group.
Central library buys at FMWRC saved the Army $8.6 mil-
lion in FY07 while purchasing more than 29 full-text online
commercial databases including magazines and newspapers,
7657 e-books and 346 audio books. Partnership arrangements
with Army Knowledge Online extend these resources to Soldiers
in Iraq, Kuwait and Afghanistan, and to Soldiers and Family
38 Family and Morale, Welfare and Recreation Command
members of the National Guard and Reserves 24/7. Subject ac-
cess to these databases include business, science, military, per-
sonal finance, careers, car repair, health, literature, homework
help and practice tests for CLEP, ASVAB and the SAT, ACT,
GRE and Military Flight Aptitude tests.
The FMWRC staff provided deployed Soldiers more
than120,225 paperback books and 23,544 self-contained audio
books called Playaways. The Air Force and the Navy followed
the Army’s lead
in purchasing
these extremely
popular Play-
aways for their
service mem-
bers. In addition
to supporting
Army deploy-
ments, the Army
MWR Library
Program manag-
es the Navy and
the Marine Corps Paperback Book Kit Program through a sup-
port agreement, providing kits for ship and shore libraries, and
to Marine Corps Security Guards at US Embassies. Addition-
ally, the Army supports more than 140 military missions with
paperback books and magazines. The military mission support
is directed by Department of Defense policy.
The General Library Information System was fielded at Fort
Wainwright, Fort Gordon, Fort Knox, Yuma Proving Ground,
Fort Richardson, Fort McPherson, and Fort Irwin libraries in
FY07. Nineteen additional libraries will field GLIS in FY08. The
long term goal for GLIS continues to be the Web-based informa-
tion system for all Army MWR libraries. Through GLIS, deployed
Soldiers are offered the same library and information services as if
they were actually visiting their home base library. GLIS is easily
accessed under “My Library” in the self-service section of AKO.
Libraries are annually assessed using Army MWR Baseline
Standards and DoD MWR Core Library Standards. The assess-
ments in FY07 highlighted deficiencies in number of staff, staff
training, and in resources for collections. In the Program Ob-
jective Memorandum 10-15, requirements were identified and
validated to correct deficiencies. Full funding is being pursued
for these requirements.
The FMWRC staff conducted an Army Library Training
Institute in April 2007 in Alexandria, Va. Training topics in-
cluded digital resources, marketing, standards and operating
under GLIS. The next Army Library Training Institute will be
in 2009. Recreation awards for the best MWR libraries were
given to Garmisch Library (small library), Bamberg Library
(medium library) and Grafenwoehr Library (large library).
The National Defense Authorization Act for FY05 ap-
proved a pilot program for the Army which permitted procure-
ment of municipal services at two installations. As a result of
the pilot, the Army closed the Fort Huachuca Library in March
2007 and established a partnership with the Sierra Vista mu-
nicipal library to provide library services. Other than the use
of the National Defense Authorization Act municipal services
pilot, the OSD moratorium on closure of libraries still exists.
Carla Pomager, FMWRC Systems and Acquisitions Li-
brarian, was awarded the Federal Librarian of the Year award in
a ceremony at the Library of Congress, 12 October 2007. The
award was presented for her achievement in the development
of GLIS which assures that Soldiers deployed far from home
have library services similar to what is offered in their home
•
base library.
The US Army Entertainment Division
T he U.S. Army Entertainment Division programs provided
technical, logistics and performer support for multiple
activities within the Washington, D.C. area, ranging from the
2007 Army Birthday Ball to Pentagon special events and the
9/11 Memorial Events.
The 2007 “U.S. Army Soldier Show” production and tour
celebrated its 90th anniversary. With the theme of “America’s
Soldiers, Serving Proud”, the Soldier Show staged more than
100 performances at 52 locations in CONUS and Korea.
Overall attendance was 120 thousand.
Army Community Entertainment Program saw new activ-
ity initiated in Iraq and an increase in activity at several loca-
tions. ACE currently supports 26 full-time theatre programs
and 17 part-time programs worldwide.
There was an increase of installations participating in the
IMCOM-Europe Topper Awards and One Act Play Festival as
well as the CONUS Festival of the Performing Arts.
In July, ACE, for the first time in history, had two rep-
resentative companies at the American One-Act Play Festival
in Charlotte, N.C. SHAPE Entertainment Center represent-
ed Region 10 of the American Association of Community
Annual Report  Fiscal Year 2007
Theatre (Military Theatre Overseas) with a production of
“Wings” and Army Community Theatre, Fort Shafter, Ha-
waii represented the American Association of Community
Theatre Region 8 with their production of “If We are Wom-
en”. “Wings” received nominations for Best Actor in a minor
Role — Male (Colin Gerdling), Best Set Design/Set Dressing
(Thomas Reich) and Best Sound Design (Squadron Leader
Richard Burn). “Wings” Andrea Clark won Best Actor in a
Minor Role — Female and Dan LaMorte and Oliver Galloo
won for Best Lighting Design. Sylvia Hormann-Alper of “If
We Are Women” received a nomination for Best Supporting
Actor — Female.
The Army Entertainment Competitions Program. The
Military Idol Program was re-named Operation Rising Star
upon withdrawal of the Fremantle Media license. However,
the program continued to flourish in its third year of opera-
tion. Winners were selected from videos submitted to USAED
following installation level competitions. Congratulations to
first place winner Spc. Richard Sianoya of Fort Irwin, Calif.;
second place winner Joel Tahimik of Fort Hood, Texas; and,
third place winner SFC Dendre Wright of Fort Bliss, Texas.
The Army Concert and Special Events Program contin-
ued to deliver quality entertainment to host installations. The
USAED Special Events program produced, co-promoted or
supported 15 major events during FY07 including a mid-win-
ter event in support of redeployment activities at Fort Wain-
wright, Alaska.
Photo by Tim Hipps
Spc. Richard Sianoya of Fort Irwin, Calif., seen here dancing in the middle
of a gospel section of the 2006 U.S. Army Soldier Show, is the winner of
the Army Family and Morale, Welfare and Recreation Command-sponsored
2007 Operation Rising Star singing contest.
39
 The Army Concert Tour produced 11 outdoor concerts
from May - Sept. 2007, at a cost of $2.34 million. USAED
booked a total of 49 artists. The diverse talent line-up included
the following genres: country, classic rock, alternative rock, R&B
and hip-hop. Notable performers included: Orange Country
Choppers, Dierks Bentley, Lynyrd Skynyrd, Steve Miller, Mont-
gomery Gentry, Pretty Ricky, Eve, and Vince Neil.
The ’07 Army Concert Tour achieved paid attendance of
48,401 patrons, generating net income to installations of $239
thousand; AMWRF reimbursement was $158 thousand and
•
FMWRC received sponsorship revenue of $277 thousand.
Automotive Skills
T he Automotive Skills program not only provides skill de-
velopment activities in a recreational setting, it offers a
means for Soldiers, Retirees, Department of the Army civil-
ians and family members to save thousands of dollars annually
through self help vehicle repair.
Automotive Skills facilities at Army installations around
the world are equipped with vehicle lifts and a comprehensive
selection of tools and state of the art equipment for self help
vehicle repair, which allow participants to work in a clean, safe
environment. Facilities collectively have 1,320 indoor work
bays and 1,400 outdoor work bays available for vehicle repair
and maintenance. Basic Tune-Up classes are offered at most
facilities along with specialty classes in areas such as welding,
diagnostics, etc. Automotive facilities are transitioning from
hard bound reference manuals to computer data base reference
systems, which provide patrons quick access to vehicle specific
diagrams and how-to information, as well as offer trouble-
shooting tips for auto repair.
Trained staff members are available to assist and instruct less
experienced patrons
and provide safety
orientation classes on
use of equipment. In-
stallations continue
to achieve mechanic
certification for auto-
motive staff through
the National Insti-
tute for Automotive
Service Excellence
40 Family and Morale, Welfare and Recreation Command
exams. Certifica-
tion is encouraged to
broaden the expertise
of the staff and in-
crease perceived value
to our patrons.
In addition to
self-help auto repair,
Automotive Skills
facilities on many in-
stallations offer spray
paint booths, car washes, tow services, car clubs, lemon lot sales
and parts stores. Most facilities offer free winter safety checks
and free jump starts on post. In the U.S., facilities also offer
state vehicle inspections for moderate fees.
There was increased use by participants changing out
OEM air intake systems to more efficient K&N filter systems
to increase fuel economy. Use of diagnostic equipment also
increased in 2007. FMWRC provides windshield oil change
stickers to Automotive Skills facilities for complimentary issue
to participants doing oil changes.
The continuing deployments have had a large impact on
the Automotive Skills program. With the absence of Soldiers,
Automotive Skills facilities have increased programs to sup-
port Family members. Automotive Skills facilities worked with
Family Readiness Groups to offer organized classes to spouses,
and spouse use of auto crafts facilities increased in 2007. The
Automotive Skills program received Uniform Funding Man-
agement funds and ended FY07 with a positive net income
before depreciation. Without Uniform Funding Management
funds, the Automotive Skills program would have suffered a
net loss. Authorized Category B support with appropriated
•
funds is essential to program operation.
Information, Ticket & Reservation
Offices
I n 2007, most Army Information, Ticket & Reservation Of-
fices operations posted net income; however, on-going rota-
tion of units to support Operation Iraqi Freedom and Opera-
tion Enduring Freedom continued to seriously impact earnings
at most on-base offices. Total Leisure Travel net income before
depreciation in 2007 was $1,749,334. Total Uniform Fund-
ing Management provided in support of ITR operations was
$1,329,932. This was an overall positive net income, but none-
theless, a decline from earnings posted in 2006.
The Armed Forces Vacation Club was used by 8,850 Army
patrons in 2007. This resulted in commission payments to
Army ITRs of almost $300 thousand. In eight years, the pro-
gram has generated $1.5 million in commissions to installa-
tions’ MWR Funds.
The annual exodus travel movement at installations with
Basic Training and Advanced Individual Training missions
continued to evolve with progressively less reliance on tradi-
tional on-base travel agencies for support.
In some instances this was due to expiration of leisure trav-
el contracts and the difficulty of attracting commercial agencies
to bid on new contracts, while at other locations it was because
of a deliberate decision to close contracted on-base commercial
travel offices. The need for intervention by professional travel
agencies/agents is
also diminished by
the fact that the air-
lines have substan-
tially reduced the
benefits and waiv-
ers that were once
routinely granted
by major carriers in
support of the an-
nual Exodus Move-
ment in which more
than 30,000 Soldiers
depart from their re-
spective installations
within a one day
time frame.
Under Common Levels of Support, the ITR program is
the 11th of 12 programs to receive future appropriated fund
support. This low priority is predicated on assumptions that
ITR offices can achieve self-sufficiency based on revenue and
profit. This view is certainly true for well-managed offices at
locations with large populations; however, stand-alone offices
may not prove practical at garrisons where services are provided
to a small population.
•
Annual Report  Fiscal Year 2007
Clubs and Food, Beverage and
Entertainment
A rmy Clubs and Food, Beverage and Entertainment op-
erations are an increasing, integral part of installations
business operations, contributing essential funding to sup-
port MWR programs. The Army operates 173 CFBE activities
worldwide that host a wide variety of programs and services to
enhance unit readiness and support community social needs.
Overseas CFBE operations provide platforms from which the
Army Recreation Machine Program contributes to the overall
support of Army FMWR Programs.
The CFBE program includes Army-branded food and
beverage operations within garrison facilities. For FY07, the
program recorded net income before depreciation of $15.3
million on net revenue of $151.1 million — a return of 10.1
percent compared to the MWR Board of Directors standard
of 8.0 percent. Net revenue for CFBE decreased $4.2 million,
or 2.7 percent, when compared to FY06. Net income before
depreciation increased $202 thousand or .13 percent, when
compared to FY06. The Army Recreation Machine Program
reimbursement increased slightly, by $413.7 thousand over
FY06. Uniform Funding and Management reimbursements
remained stable at $3.1 million for FY07.
Bingo, a cornerstone of most CFBE operations, contin-
ues to thrive. The program generated FY07 net income before
depreciation of $8.7 million on net revenue
of $43.2 million - a return of 20.1 percent, a
decrease of $245 thousand compared to FY06.
Today, Bingo still remains a program that af-
fords our patrons both fun and excitement in a
social setting.
In 2007 the revitalization of catering
was a focus area for FMWRC Business
Programs. The initial development of the
“Army Five Star Catering Program” began
with the goal of providing a comprehen-
sive set of tools designed exclusively for
MWR managers and catering person-
nel. The program will offer managers
and catering personnel a Web-based
resource of special menus and tested
recipes for all occasions. A detailed
Catering Guide will also provide ca-
tering personnel with information,
instructions, solutions and ideas for
41
successful event planning and execution. Professionally-de-
signed graphics, print collaterals and promotional support will
be available and can be downloaded from the Web site on de-
mand. Other features will include: core menus, recipes, cost
cards, staffing standards, how to determine room fees, training
(culinary and programming) and a comprehensive wedding
fast and deli sandwiches, salads, soups, and sweets. Java Café
is currently on 10 Army installations worldwide. In FY08, the
first Java Café trailer will open at Fort Hood providing coffee
and pastries via a drive-thru and walk-up venue. There are 10
more Java Cafés scheduled to open in FY08.
The Name Brand Fast Food program enables installations

•
planning guide. to respond to market demand by offering nationally recognized
quick service restaurants in FMWR facilities. Since 2001, 53
NBFF assessments have been completed. To date, 14 NBFF
units are in operation (one in Europe, eight in Korea, and five
in CONUS). The FMWRC continues to explore ways to in-
MWR Branded Restaurant Operations crease MWR revenue generated by NBFF units. Overall, the
program has been a success and the Army plans to continue re-

I n FY07, FMWRC opened eight branded restaurant opera-

tions to bring current operations to 66 worldwide and gen-
erating annual revenue in excess of $22 million. Offering both
full-service and quick-service, these restaurants meet customer
demands for fast casual dining on military installations. There
viewing locations where additional operations can be placed.
The Name Brand Casual Dining initiative was developed
to meet a demand for casual sit-down dining and generate
maximum revenue for Army installations. There is a Huddle
House open at Fort Gordon, Ga. and Fort Polk, La. Future

•
are six projects currently in construction, five projects in con- plans include a Chili’s at Fort Hood, Texas.
tracting, nine projects in design, and 32 projects in planning
stages.
The branded res-
“...these taurant program con-
restaurants tinues to support other Golf
Services to include the
meet customer
demands for fast
Marine Corps and Air
Force. Branded restau-
rants are open on Ma-
F or FY07, the Army’s 57 golf courses recorded net income
before depreciation of $10.2 million on net revenue of $73
million, a return of 14 percent. The IMCOM standard for CO-
casual dining rine Corps Air Station NUS installations was 18 percent for “Sunbelt” garrisons and
Beaufort, S.C., Marine 15 percent for “Frostbelt” garrisons. OCONUS standards range
on military Corps Recruit Depot from 22-30 percent based on local national play and higher ap-
installations.” at Parris Island, S.C.,
Marine Corps Base
propriated fund support. Regional NIBD standards better re-
flect geographic differences and industry trends. Compared to
Quantico, Va., and the FY06, NIBD remained stable while net revenue increased ap-
Menwith Hill Station Air Base in England. proximately $2.6 million. The courses provided more than 1.9
Branded restaurant operations offer food, beverage, and million rounds of golf for Army patrons and guests.
entertainment programs that provide Soldiers and Families During this period of high operational tempo, Army Golf
quality, value, and convenience while also successfully com- participated in supporting Family members of deployed Sol-
peting with popular off-post establishments around the world. diers by offering discounted golf green fees and lessons at garri-
Branded restaurant operations use quality products, compre- sons with deployed Brigade Combat Teams. Additionally, Army
hensive product testing, standardization, centralized program- Golf staff are exploring acquisition of single-rider golf cars for
ming and promotions, and an understanding of guests’ quick garrisons with large numbers of assigned Warriors in Transition
service dining needs in a commitment to be the “First Choice” Battalion members. Funding considerations are Congressional
food and beverage choice for military service members and funding (APF), the Family Soldier Action Plan, and the Army
their Families. Medical Action Plan.
Our newest brand, Java Café, offers pastries, bagels, break- Training for managers and superintendents remains a pri-

42 Family and Morale, Welfare and Recreation Command

 ority. Fifty-six Army golf
course managers and
supervisors attended
the PGA/Armed Forces
Golf Managers’ Semi-
nar in Orlando, Fla.
followed by the PGA
Merchandise Show in
January 2007.
The IMCOM cor-
porate strategy recom-
mends that courses
with excess capacity
initiate requests to open
for general public play
or for Veterans’ usage.
To date, 10 OCONUS courses are open to the public (in ac-
cordance with Status of Forces Agreements); in CONUS, 27
courses are open to public play and 10 are approved to allow
access by honorably discharged veterans. Nine courses current-
ly remain closed to public/veteran play.
Construction projects ongoing in 2007 included club-
house and course/irrigation renovations at Fort Sill, Okla. and
completion of a new golf clubhouse at Fort Eustis, Va. Golf
course maintenance facilities were under construction at Carl-
isle Barracks, Camp Walker and Fort Knox. Of the original list
of 44 projects, 18 remain.
To leverage purchasing power, a single-source contract to
provide Army golf cars was awarded to Club Car, Inc. Approxi-
mately 1,100 golf cars were ordered for second-year delivery
and brings a total of 2,200 cars ordered to date. A third-year
order of 800 cars is being prepared for early placement to en-
sure delivery prior to the beginning of the 2008 golf season.
This contract will provide 3,800 golf cars over a five-year pe-
riod, with an anticipated cost savings of $4.2 million. A simi-
lar project was initiated for a single source provider of course
maintenance equipment for May 2008 award with anticipated
deliver prior to golf season in May 2009.
The 2007 Excellence in Management Award nominees for
golf operations include Marco Spellacy, Fort Huachuca, Ariz.;
William Fumai, Fort Gordon, Ga.; Rik Bond, Selfridge, Mich.;
Song Yong Pak, Camp Casey, Korea; Dan Brown, Bamberg, Ger-
many; Dale Jorgenson, Camp Zama, Japan, Terry Myers, Carlisle
Barracks, Pa.; and Matt Mugavero, Picatinny Arsenal, Pa.
Annual Report  Fiscal Year 2007
Bowling
T he Army operated 91 bowling centers with 1,724 lanes in
FY07. Patrons bowled eight million games consisting of
75 percent open play and 25 percent league play. Extended de-
ployments made traditional league bowling difficult and result-
ed in predominately open play. Net revenue was $49.3 million
with an NIBD of $8.5 million (17.3 percent of net revenue).
The FY06 IMCOM standard was 15 percent CONUS and 18
percent OCONUS. Performance increased from FY06 results
of $45.1 million net revenue and $6.6 million NIBD, or 14.7
percent of net revenue. The program benefited from increased
APF support that contributed to financial improvements in
two areas, utility expenses and UFM support.
To support the Army Family Covenant, FMWRC sent
funding to the garrisons to provide discounted bowling to
the Families of Soldiers on extended deployments. Soldiers
returning from extended deployments joined the Families in
the discounted program. Twelve garrisons participated in the
program in FY07.
Design was completed and construction began on a new
state-of-the-art 16-lane Soldier and Family Entertainment
Center for Camp Ederle, Vicenza, Italy. The two-story facility
will host party and meeting rooms, video arcades, recreation
machines, a full-service lounge with billiards, a Strike Zone
snack bar, and an expansive sound and light system for glow
bowling. Designs are in progress for the Wiesbaden, Germany
and Fort Lewis, Wash. bowling centers. New Family-oriented
bowling entertainment centers are planned at Fort Bragg, N.C.
and Fort Gordon, Ga.
To kick-off league season, Army Bowling partnered with
the Bowling Proprietor’s Association of America for Nation-
al Bowling Week. Army bowling centers are members of the
BPAA and can join
nationally sponsored
events. Each day of
the week, participat-
ing centers offered a
promotion targeting
a different customer
segment. Instant win
prizes such as game
tokens for free games
or shoes, bowling par-
ties, music downloads,
43
movie tickets, iPods, MP3 players, and wristband USB drives
were given away.
Pabst Blue Ribbon joined in the fun and sponsored a bowl-
ing team in each participating Army center. Pabst provided
bowling shirts for the teams and prizes to give away to bowlers
during league season. The BPAA held a separate contest for the
most creative promotion during National Bowling Week and
the manager of the Camp Casey, Korea Bowling Center, Mr.
Gerald Keener, was the first place winner. Pabst presented a
$1,000 check to the Camp Casey bowling center.
Bowling center
management train-
ing was provided in
conjunction with
the BPAA confer-
ence and tradeshow.
Managers received
required training for
the Army’s Bowling
Center Manage-
ment Certification
Program in facil-
ity and equipment
management, coach-
ing, pro shop operations, lane inspection and certification, and
new IMCOM initiatives. Managers also received training from
BPAA seminars that provided the latest in center management
techniques and customer trends.
The Excellence in Management Award nominees in bowl-
ing for FY07 were: medium centers, Mr. Gerald Keener, Camp
Red Cloud, Korea and Mr. Abdul Quyyam, Fort Myer, Va.;
large centers, Ms. Barbara Cox, Fort Hood, Texas; and Mr.
Robert Victorine, Yongsan, Korea.
A new IMCOM corporate strategy for bowling was imple-
mented in FY07 which provided a systematic approach to en-
sure programs produce sufficient revenue to maintain and im-
prove operations. Bowling centers received detailed guidance
on NIBD standards, benchmarks, business plans, marketing,
performance improvement plans, fee structures, snack bar and
pro shop operations, staffing, professional development, and
management incentive plans. Facility scorecards, checklists,
and scheduled reviews are also part of the corporate strategy.
•
44 Family and Morale, Welfare and Recreation Command
Events
I n FY07, Army-wide events focused on customer loyalty
promotions and promotions to generate new customers and
business for clubs, bowling centers, and golf courses. Several
were cross-promotions with other FMWRC programs — ex-
panding our support beyond the world of business programs.
The events staff assisted with MWR Academy courses,
planned events and conducted training at the 2007 BOSS
Conference, at Bowl Expo and at the PGA Show; and contin-
ues to work with the branded restaurant operations group to
assist with restaurant grand openings.
Twelve MWR clubs and bowling centers participated in
the 2007 Fantasy Football event. The promotion featured a
fantasy sports kiosk that allowed managers to run automated
fantasy sports leagues via a walk-up kiosk in MWR clubs. In
addition, to the kiosk, clubs have a 42-inch plasma screen
scoreboard that rolls current standings and ads about upcom-
ing fantasy sports events. FMWRC Business Programs funded
weekly prizes at each installation and funded weekly Army net-
work-wide prizes for top scorers in the “Free Pick the Winners”
game and “Free Football Challenge” game. Rosters were sub-
mitted over the course of the 17-week season. The cumulative
season wide winners of each contest were playing for a Nin-
tendo Wii system. The “Free Pick the Winners” season winner
was team Dazenman owned by Specialist Anthony Owens. The
“Free Football Challenge” winner was won by Army civilian
Paul Zimarowski, Sr.
The first Best Catered Event/Best Special Event competi-
tion ran from Dec. 2006 through Nov. 2007. The purpose of
the competition was to have installations share their good ideas
and successes with other installations. The winner in the Best
Catered Event category was Fort Bliss, Texas and the AFRC
Edelweiss Lodge and Resort® won in the Best Special Event
category. Winning installations received funding for two in-
dividuals to attend professional industry training. Catersource
sponsored the winners with complimentary registration to
their 2008 conference.
In another cross-promotion, the Event Division partnered
with Army Recreation Machine Program, Corporate Sponsor-
ship and Better Opportunities for Single Soldiers to host an
eight week speed-pool tournament at six installations in March
and April. Individuals paid $25 to play and received a limited
edition customized cue stick with the installation insignia and
carrying case as part of their registration fee.
 Dave Pearson, the Guinness Book world record holder in
speed pool kicked-off each tournament by teaching, entertain-
ing and wowing the spectators and participants. The winner
from each installation, along with their guest, traveled to Los
Vegas for a three night inclusive trip where they attended the
World Champion Pool Tournament.
The Events Division worked with the Army golf program
to enroll military golf courses in the 2007 Military Long Drive
Championship. Twenty-five Army golf courses hosted the
event. The promotion was open to all active duty, reserve and
National Guard, and was sponsored by Cadbury Schweppes.
Installations were grouped into five zones. The winner with the
longest drive (as determined by the Long Drivers of America)
received an all inclusive trip to participate in the military di-
vision of the RE/MAX World Long Drive Championship in
Mesquite, Nev. This year’s military winner was Airman Ryan
Hixson from the U.S. Coast Guard,
with a winning drive of 367 yards.
The military division of the World
Long Drive Championship was fea-
tured on an ESPN broadcast.
Event programming with Hol-
lywood partners continued in 2007
with several on-going partnerships.
The Event Division, along with
Corporate Sponsorship, was instru-
mental in developing and facilitat-
ing a partnership and promotion
for Army libraries and the motion
picture industry. Disney and Walden Media sponsored a “Great
Books Made into Great Movies” promotion to introduce their
new film “The Bridge to Terabithia.”
As this type of partnership was a new endeavor for the li-
braries, the Event Division served as the liaison between the
library staff, the Corporate Partnership team and the spon-
sors. The program targeted 10- to 15-year-olds and encouraged
them to read the book, “The Bridge to Terabithia,” as well as
other books in the same genre. Participating libraries displayed
books such as “The Chronicles of Narnia,” “The Bridge to Tera-
bithia,” and others. Each book checked out and read during
a four-week promotion period earned an entry into a weekly
local drawing for a book/movie package. Prizes and artwork
for the promotion were supplied by the sponsors, Disney and
Walden Media.
Another entertainment industry partnership in 2007 was
Annual Report  Fiscal Year 2007
the “Robotech” movie premiere promotion. Thirty-five bowl-
ing centers, restaurants and recreation centers participated in
the “Robotech” film premiere party in March of 2007. Funi-
mation Entertainment provided DVDs for viewing nights and
to use as prizes. They developed a comprehensive handbook
with menu and party ideas and provided all the graphics for
posters and other marketing materials. Most facility managers
noted an increase in arcade game revenue and food and bever-
age sales the nights of their parties.
One of the most highly awaited promotions for 2007 was
the Texas Hold ’em Tournament. During March and April,
44 facilities hosted installation tournaments. Installation kits
included custom chips, cards, templates for point-of-sale ma-
terials, official rules, and local prizes. Coca-Cola and Coors
sponsored the tournament. The winners from each location
advanced to compete in an online final tournament. The “final
table” or last eight players from the
online competition won prizes, the
first place was a home theater sys-
tem won by Staff Sgt. James Mor-
ris at Fort Lee. Business Programs
partnered with Army Recreation
Machine Program and the Infor-
mation Management Directorate
for technical support to run the
online final.
The summer of 2007 fea-
tured the Hebrew National Hot
Dog “Dress the Dog” promotion.
FMWRC worked with corporate sponsor, Hebrew National,
to offer a four month summer promotion from 1 June through
30 September at 100 military installations. The promotion was
our first Joint Service promotion and included facilities from
the Coast Guard, Marine Corps and Air Force. The promotion
also included a cross promotion with the Defense Commis-
sary Agency. The MWR portion of the promotion featured a
frequency card, sweepstakes and facility incentive program. As
patrons redeemed their frequency cards, they completed the
back of the card for entry into a sweepstakes drawing for a car,
laptop computers, mountain bikes, gift cards, trips, etc. Zach-
ary Leighton, a high school student whose father recently re-
tired from the Marine Corps at Camp Lejeune, won the grand
prize. In lieu of the car, Zachary received $30 thousand which
he plans to use toward his college education.
The Army MWR Leisure Needs Survey measures leisure
45
activity participation, patron preference, usage, satisfaction lev-
els and perceived quality of installation MWR programs and
facilities. Some findings from the 2005 Leisure Needs Survey
are as follows:
 Soldiers and spouses agree that providing Army Child
and Youth Services and MWR Programs and Services “generate
the feeling that the Army cares about its people.”
 For all participants, the top three sources of information
on MWR programs and Services are:
1) Post newspaper
2) Flyers
3) Bulletin boards on post
 Spouses get their information about MWR Programs
and Services through the following:
1) Post newspaper
2) Family Readiness Groups
3) Flyers
4) Bulletin boards on post
5) MWR publications
 According to 83 percent of Soldiers and 81 percent of
spouses, the elimination of Recreation programs would de-
crease their Army Quality of Life.
 The top seven MWR activities/programs for the Army
to provide regardless of use remained consistent over time. Pro-
grams are ranked by importance:
1) Fitness Center/Gymnasium
2) Library
3) Child Development Center
4) Youth Center
5) Swimming Pool
6) Athletic Fields
7) ITR/Commercial Travel
During 2007, the Marketing Communications team start-
ed the process for redesigning the Marketing Curriculum with
the MWR Academy. Several new training initiatives are being
developed to reach all functions of a marketing department to
include the marketing research professionals and visual infor-
mation designers. Additionally, the online course “Marketing
Plans for Activity Managers” continues to be a success among
program and event managers.
The online course, which was a collaborative project be-
tween FMWRC marketing communications and the MWR
Academy, simultaneously enhances marketing results within
MWR. The course provides instructions for developing an ac-
tivity marketing plan that follows the framework established
in the “Marketing Plan Pro” software. The course is recom-
46 Family and Morale, Welfare and Recreation Command
mended for anyone involved in program or event planning.
Once completed, programmers will have developed a market-
ing plan that serves as a roadmap for identifying how to build
stronger relationships with MWR customers, establish value
for the MWR brand, and capture customer interest in MWR
products and services.
Promoting the MWR brand by engaging customers and
employees in MWR programs is part of FMWRC’s strategic
communications plan. To meet those objectives, two new cam-
paigns were launched, “Life in Full Circle” and “Life isn’t Al-
•
ways Uniform.”
Corporate Sponsorship and
Advertising
T he mission of the FMWRC Corporate Partnership Branch
is threefold: partner with corporate America to generate
revenue for flagship FMWR programs; develop national part-
nership programs which result in additional funding for instal-
lations; and provide training, consulting and policy overview
to FMWR sponsorship and advertising professionals.
Overall Army-wide sponsorship and advertising income
for FY07 was $14.1 million, a 12.8 percent increase from
FY06. Cash revenue in FY07 totaled $7.4 million, compared
to $6.2 million in FY06. In-kind sponsorship increased to $6.7
million in products and services and cost avoidance items. Cor-
porate partnership initiatives generated and transferred more
than $800 thousand in sponsorship and advertising income to
garrisons in FY07, an increase of $100 thousand over FY06.
In FY07, the FMWRC Corporate Partnership Branch suc-
cessfully negotiated several existing and new corporate spon-
sorship and advertising agreements that directly benefitted
Army installations with additional revenue and special event
programming. Events such as the U.S. Army Soldier Show and
the Army Concert Tour continue to be flagship programs for
corporate sponsorship.
For the third consecutive year, FMWRC Corporate Part-
nerships obtained sponsorship from Scion of Toyota Mo-
tor Sales, U.S.A. and presented a turn-key 3-on-3 basketball
tournament (titled Scion Slam). This event was a collaborative
effort between FMWRC Corporate Partnerships, BOSS and
Community Recreation/Sports. FMWRC Corporate Partner-
ships secured sponsorship for Armed Forces Sports, of which
the Army is the lead agent, from Nestle/Powerbar for the 2007
Military World Games. An AT&T Army-wide advertising pro-
gram was renewed, with all funds generated through the pro-
•
gram transferred to participating garrisons.
Joint Services Prime Vendor Program
T he Joint Services Prime Vendor Program continued to save
participants time, labor and money in FY07 through new
contracts, increased program awareness, and effective contract
management at FMWRC.
In FY07, JSPVP purchases totaled $125.7 million, a 4.7
percent increase from FY06 when purchases were $120.1 mil-
lion. Contract price and rebate savings in FY07 totaled $19.1
million, an increase of $748 thousand or 4.1 percent over
FY06. In addition the customer transaction audits captured
over $35 thousand in contractor overcharges that were subse-
quently paid back to the ordering activities.
In January 2007, 16 new Prime Vendor contracts were
awarded for services areas throughout CONUS. Implemen-
tation meetings were conducted in every service area before
the contract start date of April 1. The implementation meet-
ings are an excellent opportunity to brief the benefits of the
program and provide updates to customers about changes at
FMWRC within the JSPVP. In addition to the 16 contracts
awarded in January, another contract was awarded in March
for the Baltimore Washington Metro area with a start date
of June 1. Overall, the pricing in the new contracts will save
customers an additional 1.5 percent compared to the previ-
ous contracts.
Beginning in June 2007, all Army MWR and supplemen-
Annual Report  Fiscal Year 2007
tal NAFI activities are required to purchase food and supply
items from JSPVP contracted distributors. FMWRC is track-
ing the purchases each month for compliance.
A new JSPVP Web site was developed in an effort to raise
awareness about the benefits of the program and provide sup-
port. The Web site design work was contracted to Integrated
Media Works in January and the site was online in July. The
Web site provides customers access to the items on the rebate
program, updated information and an opportunity to contact
JSPVP personnel at FMWRC with questions or issues.
Toward the end of FY07 a contract was awarded to
Pepsi to provide fountain syrup for all Army MWR facili-
ties with fountain soda equipment. All of the equipment
installs were completed by December 14, 2007. The com-
bined cost savings in the first year of the contract is esti-
mated at $383 thousand.
Recycling
I n the 25 years of direct MWR involvement in installation
Qualified Recycling Programs, the business of recycling is
becoming profitable.
Almost all MWR operated QRP’s continue to report a
positive bottom line. In FY 07 overall revenue was $18.8 mil-
lion with a $12.3 million net income before depreciation.
This is higher than usual, due to increased depositing of re-
cycling funds into the MWR fund, and may be a one-time
increase. Annual results also reflect the variations in market-
ability of products, the daily pricing of recyclables items, and
the timing of transfers by the garrison commander of funds
from the installation recycling suspense account to the recy-
cling program.
Demand for recycled content
items continues to increase in the
private sector and various legisla-
tive initiatives should further in-
crease that demand. This demand
increase should stabilize or in-
crease prices received for recycla-
ble materials until production again
reaches parity with demand. This cycle
has been seen for both cardboard and aluminum. The federal
government’s expanding list of products that require recycled
content materials should increase demand for Army products,
at least in the short term, and allows the removal of more items
47
from the solid waste stream. Installations should ensure close
coordination with their Department of Public Works, Envi-
ronmental, and other offices, as there are continuing require-
ments (i.e., the DoD’s Pollution Prevention Measure of Merits
program requires systematic reporting of recyclable and solid
waste disposal quantities).
FY07 was also a good year for selling recyclables, partic-
ularly metals, as the price of many metals rose significantly.
This increased demand for recycled material, which can be less
costly to obtain than from mining, provided financial rewards
to increase the quantity being recycled.
Installations with approved QRP’s may keep the net pro-
ceeds of recycling sales (after expenses) for use by command-
ers for pollution abatement, energy conservation, and occupa-
tional safety and health projects. Up to 50 percent of the net
balance may be used in these areas, and the balance (at least
50 percent and up to 100 percent if the commander does not
fund the first group) may be turned over to MWR. A balance
in the suspense account in excess of $2 million at the end of
a fiscal year must be returned to the U.S. Treasury. Prudent
commanders will ensure that funds are distributed from the
suspense account in a timely manner, and that items recycled
through the QRP have a positive or a breakeven return. To
maximize installation recycling while not acting as a detriment
to the QRP, items that do not qualify for the QRP should be
recycled by other means and other offices to ensure credit is
•
received to meet the Measure of Merits’ goals.
Hospitality Programs
D uring FY07, Army lodging operated on 78 garrisons
worldwide and provided five million room nights to more
than six million guests, 91 percent of whom were on official
travel. Occupancy included 3.9 million room nights associated
with guests on Temporary Duty and half a million room nights
for travelers in a Permanent Change of Station status. Overall
occupancy for FY07 was 78.2 percent representing an increase
of 6.8 percent over FY06.
The Army saved more than $204 million in the Training
and Travel budget based on a comparison of individual gar-
rison Average Daily Rates to the local lodging per diem rates.
The Army Lodging FY07 weighted Average Daily Rates world-
wide was $41.79.
48 Family and Morale, Welfare and Recreation Command
Total revenues of $221 million, less expenses of $199 mil-
lion, resulted in $22 million in net income before depreciation.
Army Lodging applied $12 million of this income to current
year local capital purchase minor construction projects with
the remaining $10M generated in support of programmed fu-
ture capital investment requirements.
Army Lodging’s Wellness Program opened two more state-
of-the-art hotels in FY07. Travelers will benefit from a new $8
million, 60 room facility at Dugway Proving Grounds, Utah,
and a new $18 million, 185 room facility at Fort Lewis, Wash.
Both hotels provide extended stay rooms, family suites and
American Disabilities Act accessible rooms, feature high speed
internet access, kitchenettes, enhanced furniture packages,
guest laundry, and continental breakfast service. These hotels
provide quality, affordable lodging services and accommoda-
tions contributing to mission accomplishment and quality of
life for short- and long-term temporary duty travelers as well as
permanent change of station families.
Soldiers arriving or departing the United States on Rest
and Recuperation from OIF or OEF are supported by com-
mercial contract hotels administered by Army Lodging on be-
half of the Army G1. There are a total of seven contracts; four
in the Atlanta airport area and three in the Dallas/Fort Worth
area. Combined, these contracted properties provided lodg-
ing and meals for more than 16 thousand Soldiers on official
travel during FY07.
 Professional Development for Army Lodging focuses on $102 thousand annually.
the Pennsylvania State University’s Army Lodging curriculum. In FY07, Army Recreation Machine Program generated
Penn State offers a well-rounded curriculum of management total revenue in excess of $143 million, the highest revenue
and supervisory courses including two certification programs. in the history of the program, and an increase of $15 million
The Advanced Hospitality Management Certificate requires over FY06 operating results. These earnings were achieved in
completion of five basic courses. A certificate in Strategic Hos- spite of BRAC, Global War on Terror and other operating
pitality Leadership may be earned by those students who have challenges, and were a direct result of using new technology
completed the Advanced Hospitality Management curriculum to virtually eliminate machine down time and reduce operat-
plus an additional six advanced level courses. In FY07, Penn ing expenses.
State conducted 15 classes with 365 participants; 21 partici- Due to continued attention to controlling costs, ARMP
pants were awarded two certificates in Advanced Hospitality was able to return $114.9 million of its earnings to ARMP
Management, and 18 participants were awarded certificates in customers, either through direct payment to locations or to the
Strategic Hospitality Management. ARM Trust Fund for further distributions.
The Standard Products Program and the Central Army The conversion to coin-free electronically-linked gaming
Lodging Contracting Office manage all Army Lodging pro- propelled ARMP forward in the development of a core techni-
curement processes. Program acquisition initiatives provide cal expertise in new technology and unofficial internet com-
either direct savings or cost offsets in the form of rebates or munications. To offset the continuing decline of the video ar-
commissions. Procurement initiatives on items ranging from cade industry, ARMP used this expertise to aggressively search
credit card processing to towels to coffee realized a total FY07 for new digital technology products to meet the demands of
program savings of $1 million. Army Lodging continues to today’s service members and their Families.
minimize overhead costs by consolidating capital purchases. In During FY07 ARMP continued expansion of its multi-
FY07, Army Lodging achieved a 16 percent savings on $2.2 player online gaming fleet, generating revenue of $1.8 million.
million in consolidated purchases, to meet garrison lodging ac- Increased revenue is anticipated for locations which have not
tivity requirements. experienced a full year of operations. ARMP also expanded
Another centralized Army Lodging effort, the Lodging Suc- wireless hotspots and began to provide unofficial internet ser-
cess Program, provides official lodging accomodations for Mili- vices to IMCOM barracks and other facilities.
tary and DoD Civilians at contracted commercial off-post hotels ACSIM policy guidance provided FMWRC with the right
when lodging is not on post. Program presence in 20 locations of first refusal for providing unofficial internet services to in-
provided overflow accommodations at 68 contract hotels to more stallations. Results are very encouraging and requests for unof-
than 320 thousand travelers. The program provided cost avoid- ficial internet services are accelerating. Internet service revenue
ance to the Army travel budgets of $4.5 million, or 16 percent in was $400 thousand in FY07, and installation into the barracks
comparision to local lodging per diem rates. Army Lodging staff began only in the latter part of the year. Total internet revenue
recognized the potential of Lodging Success Program to support will continue trending upward with continued expansion of
temporary duty/temporary change-of-station requirements in these services that provide funding to MWR programs as well
FY07 and efforts commenced to modify the program to meet as a highly desired product to MWR customers.
these requirements.
The Lodging Success Program is support-
FY07 ARMP Financial Performance Results ($M)
ed by a central call center located on Redstone
Arsenal, Ala. The Central Reservation Center Army Navy USMC USAF USCG AAFES Total

fielded 74 thousand callers during FY07, re-

sulting in 460 thousand reserved room nights. Slot Revenue 104.6 11.3 18.2 0.6 — — 134.7
An efficiency review of Central Reservation
Center operations resulted in modified oper- Amusement/
Digital 5.2 0.3 0.5 0.5 0.0 2.2 8.7
ating hours better matched to customer call Revenue
volume. The outcome of these operating ad-
109.8 11.6 18.7 1.1 0.0 2.2 143.4
justments was a projected annual savings of

Annual Report  Fiscal Year 2007 49

 The Hale Koa Hotel began FY07 with a continuation of
fiscal challenges seen at the end of FY06, including rising fuel
costs, increased troop deployments, higher airfares, and a pro-
jected 20 percent decrease in inbound travelers to Hawaii (as
forecasted by the Hawaii Convention and Visitors Bureau). To
deal with these issues efforts continue in manpower manage-
ment, scheduling, purchasing, and operational efficiency.
Redevelopment of Waikiki’s Lewers Street with several new
name-brand restaurants posed another real challenge to the
Hale Koa Food and Beverage operations. In response to this
challenge the Hale Koa expanded the Barefoot Bar (doubling
the seating area), continued collaborative promotional partner-
ships with purveyors, and increased business in areas of exper-
tise — primarily catering weddings and other special events
(outdoor park functions). The success of catering promotions
and park events to offset lower restaurant and entertainment
revenues helped to show a positive year-end budget.
The Hale Koa continued to enjoy rooms occupancy in
the high ninety percentile (98 percent plus). Preparation be-
gan for the renovation of the Ilima Tower rooms, kitchen,
lobby and showrooms began at the end of FY07, with the
bulk of the renovation to occur in FY08 and into early FY09.
Although anticipated hotel operations closures will create
challenges in generation and maintenance of revenue flow,
updates/upgrades of the halekoa.com Web site will enhance
the ability of guests to interact and keep current with changes
and products/activities available and will enable us to better
serve our customers.
The management and staff of the Hale Koa continues to
50 Family and Morale, Welfare and Recreation Command
pursue the goal of providing eligible guests and military com-
munity with the finest affordable vacation and entertainment
experience in Hawaii.
Shades of Green Resort had another excellent year. Occu-
pancy rose and guests comments were positive while they con-
tinued to enjoy our 587 guest room resort with 7,500 square
feet of versatile meeting space, two lighted tennis courts, a hot
tub, two heated swimming pools, a children’s pool play area,
video arcade, lounges, four restaurants, America Ice Cream
Shoppe and Starbucks Coffee Kiosk.
The Shades of Green occupancy rose for the third straight
year from 90.1 percent in FY06 to 93.0 percent for FY07. In-
creases in productivity have allowed Shades of Green to become
more efficient. This is reflected in payroll also decreasing for
the third straight year from 41 percent in FY06 to 39 percent
for FY07. The Shades of Green is now grossing $34 million
per year with a net income before depreciation of $9 million,
a $2.5 million increase from FY06. Continued emphasis on
quality and service in Food and Beverage have raised profits
from $244,000 in FY06 to $613,000 in FY07.
Shades of Green has completed additional new meeting
spaces; boardrooms one through five will enhance meeting ca-
pabilities. Each meeting room has phone service, Internet ac-
cess and a projection screen for presentations.
Another great enhancement to the property was the addi-
tion of six new Multi-Player Online Gaming Systems. These
are computer systems that allow guests to surf the Web, send
emails and video emails. Guests also have access to video
games, and printing capabilities. in net income before depreciation,
Guests pay for the time that they the Dragon Hill Lodge met all key
need and any unused time can financial objectives for 2007.
be saved for future use. These The resort prides itself on
have been so successful that in high quality coupled with afford-
February 2008, we will be open- ability. This past year 179,360 mil-
ing a new business center to be itary and Family members visited
located next to our America’s Ice the Dragon Hill Lodge, with an
Cream Shoppe. average length of stay of 3.1 days.
The Edelweiss Lodge and The Dragon Hill offers our
Resort finished its third year of service members all of the culi-
operation with FY07 occupancy nary comforts of home at one of
at 91 percent and net income be- several restaurants and retail food
fore depreciation of $5.7 million. outlets. During FY07, a total of
Resort management focused on 708,682 guests visited the Drag-
evaluating each process and system to reduce annual overhead on Hill restaurants. As the ongoing restationing of U.S. Forces
costs and increase revenue. In FY07 overhead support depart- in Korea progresses, the Dragon Hill is actively engaged with
ment expenditures at the resort dropped by $540 thousand
compared to FY06. Additionally, in an effort to identify new
sources of revenue, the commercial sponsorship program has
crafted sponsorship bundles with options, allowing for a more
dynamic and effective relationship with our partners. The pro-
gram continues to be lucrative generating $140 thousand of
revenue in FY07.
Amidst shifting European Command troop positions and
deployment rotations, maintaining high hotel occupancy levels
is critical. By utilizing innovative marketing technologies such
as the “Edelmail” electronic newsletter, and exploiting cross-
brand promotional events with AFN radio and other service long term planning for support to U.S. Forces in Korea. In
providers, the Edelweiss Lodge and Resort is able to keep in the interim, operational adjustments for near term impacts of
touch with existing markets while growing relationships across declining U.S. Forces in Korea troop strength continue to be
geographic boundaries both in the European theater and in a top focus.
the United States, at a fraction of the cost of traditional mar-
keting media.
Since the 2004 grand opening more than 45,000 service
members and their Families have taken the opportunity to
spend a portion of their Rest and Recuperation leave at Edel-
weiss Lodge and Resort to enjoy important and relaxing Family
time in the beauty of the surrounding Alps.
Resting in the heart of Seoul, Korea, the Dragon Hill Lodge
reflects its elegant style and Asian décor in its 394 spacious
guestrooms, premier health club with indoor pool, and four
unique restaurants to serve military personnel, DoD Civilian
employees, and their Family members. With a 92 percent oc-
cupancy rate, $45.9 million in total revenue and $21.9 million

Annual Report  Fiscal Year 2007 51

NAF Contracting

I n July 2007, Army NAF Contracting stood up as a single

unified activity within IMCOM. The Commander, FMWRC,
has oversight responsibility for all Army NAF Contracting activi-
ties. The Chief Acquisition Officer, is responsible for providing
MWR with business-oriented solutions and sound acquisition
practices. The goals established for Army NAF Contracting in-
clude timely and responsive support to the MWR communi-
ty, establishment and support of strategic sourcing initiatives,
preserving the integrity of the acquisition processes, oversight
and management, establishing common performance met-
rics, and devising career development for NAF Contracting
professionals.
In FY07, Army NAF Contracting worldwide executed and
managed contracts valued in excess of $1 billion. The NAF
purchase card program had over $175 million in transactions.
Users’ prompt approval of their billing statements in FY07 re-
sulted in NAF purchase card rebates exceeding $1.5 million.
During FY07, Army NAF Contracting awarded and man-
aged consolidated and enterprise contracts for commodities
such as cardiovascular and strength equipment, golf cars, de-
fibrillators, beverage syrup, bed, bath and linen needs, and the
lodging success program. The total value of purchases in FY07
for these contracts is more than $31 million with a cost savings
of approximately $6.2 million for all consolidated and man-
aged contracts. The average percentage cost savings for all con-
tract activities in FY07 was approximately 20 percent.
NAF major construction contracts for FY07 exceeded
$313 million in value. In 2007, the AFRC Funds Group
awarded a $53 million contract for the renovation of the Ilima
Tower of the Hale Koa Hotel. Contracts valued at more than
$91 million were awarded and managed for AAFES, Navy,
and Marine Corps.

52 Family and Morale, Welfare and Recreation Command

Annual Report  Fiscal Year 2007 53