United States Army

Family and
Morale, Welfare and Recreation

Fiscal Year 2006 Annual Report

 Family and Morale, Welfare, and Recreation

Contents
Year in Review 2

Executive Summary 4

Audit Summary 14

Financials 18

Workforce 26

Management Summaries 32
I am a Family man.
I believe the foundation of any community is Family.
And during my year here, my Family is the people who are wearing this uniform.
I will do anything in my power to see that they all get home safely.

Lt. Col. Jimmy Phillips

Commander
3rd Squadron, 61st Cavalry Regiment, 2nd Infantry Division

FY06 Army FMWR Annual Report | 1

Year In Review
Over the last few years, many senior leaders have noted the Army is passing through

2006 In Review
the “perfect storm.” The Army is at war while also undergoing signicant trans-
formation stresses. There are times, however, when the frenetic pace makes even
seasoned change agents pause to consider that the “perfect storm” might be an
understatement. The Army is evolving at a rate that demands our full focused at-
tention and dedication.
The Army’s Family and Morale, Welfare and Recreation programs are keeping pace
with our transforming Army. Commanders and civilian FMWR professionals continue
to meet the unique needs of Soldiers and their Families, making FMWR programs an
important combat multiplier.
The U.S. Army Community and Family Support Center was renamed the Family
and MWR Command on 16 October 2006 as a subordinate unit of the Installation
Management Command. The FMWRC has been the Army’s headquarters for Family
and Morale, Welfare and Recreation programs since November 1984, and we remain
focused on providing the highest quality Family and MWR programs possible to sup-
port a transforming Army in the defense of our Nation. Belinda Pinckney
Brigadier General, U.S. Army
Commanding General
Family and Morale, Welfare and Recreation Command

Army Family, Morale, Welfare and Recreation pro-
grams comprise a $2 billion annual business
with 31,000 employees who serve 3.9 million
authorized patrons. Activities are managed
by garrison commanders and funded by au-
thorized and available appropriated funds and
by locally generated nonappropriated funds.
From installation volunteers to headquarters’
directors, the FMWR workforce honors a com-
mitment to serve; our common goal is to ensure
that Soldiers and their Families enjoy a quality of
life equal to their service and sacrices.
Base Realignment and Closure 2005
The U.S. Army BRAC 2005 Implementation Plan Guidance and a
supplement to that guide, the MWR Guide for BRAC Installations,
contains information and guidance to assist installations and MWR
managers in closing or realigning activities to comply with BRAC
law. These guides were distributed to installations impacted by
BRAC 2005 decisions. The FMWRC is working with sister services
to identify future challenges posed by this initiative.
Support to Deployed Soldiers
MWR continues to support deployed Soldiers. Since 1995, more than
200 MWR personnel have voluntarily deployed to promote physical
tness and to provide recreation, social, and other support services
in the Balkans. Twelve 12 MWR civilians are currently supporting
operations in Kosovo, Bosnia, Hungary, and Macedonia. Since 9/11,
more than 50 MWR civilian professionals have deployed to support
Operations Iraqi Freedom and Enduring Freedom at 50 MWR facili-
ties. In addition, Army-operated Armed Forces Recreation Centers
continue to offer discounted Rest and Recuperation packages for
servicemembers serving in the Global War on Terrorism.
The www.MyArmyLifeToo.com website provides Family access to
information on Army customs, relocation tips, home and personal
safety, and nancial management—all in simple language rather
than Army acronyms. The portal has had 28 million “hits” since its
inception in 2005. We are also implementing a support network
serving Families regardless of component or location.
Initiatives include employment partnerships to help spouses main-
tain careers and contribute to Family nancial stability, and online
portals for spouses to develop resumes and apply for jobs with 26
corporate and military partners. In FY06, our partners hired 5,000
military spouses—16,000 since the program began in 2003.
We’ve aggressively campaigned to make counseling accessible and
reduce the stigma of seeking mental health services for Family rein-
tegration and post traumatic stress disorder. The Military OneSource
world-wide 24/7 toll-free information and referral service offers
personal counseling sessions to Soldiers, deployed civilians, and their
Families. Last year, 150,000 Soldiers and Family members attended
400 briengs and events conducted by Military OneSource.
Communication with Families is not a luxury. Virtual Family Readi-
ness Groups, a true success story, are quickly becoming the primary
communication links among deployed Soldiers, Families, FRG leaders,
unit commanders, rear detachment commanders, and other readi-
ness personnel. Implemented in February 2006, the vFRG website
now supports more than 750 Army battalions and brigades.
Child and Youth Services
Army child and youth programs are a force multiplier and reduce
the conict between parental responsibilities and unit mission re-
quirements. CYS programs allow Soldiers to focus on the mission,
knowing their children are thriving in our child care programs and
their teens are adjusting as they move from school to school.
Demand for services continues to increase.

Family Readiness With installation facilities already operating at or near capacity,

We’ve learned many valuable lessons about supporting Soldiers
and Families during separations, deployments, and deployment
extensions. When Families are self-reliant and can access support
systems, Soldiers are better able to concentrate on their missions
and more likely to remain in the Army. We must help Soldiers and
Families nd the resources they need when they need them. We
must ensure they have the tools to remain self-reliant, and we
must ensure strong communication bridges among Soldiers, units,
and Families. These efforts are crucial to maintaining ready Army
forces. We’ve worked hard to strengthen a support chain that
includes unit commanders, Army Community Service, volunteers,
and private agencies.
requirements are shifting as the Army repositions across the globe.
With interim, 100-child capacity facilities, the Army can meet im-
mediate needs until permanent facilities are built. In 2006, 18
interim facilities opened at Forts Carson, Campbell, Bliss, Riley,
Lewis, Hood, Drum, Stewart, and Hunter Army Aireld. Ten sites
will also receive permanent modular child care facilities, expand-
ing capacity in the U.S. to meet “baby booms” at installations that
experience large-scale redeployments.
CYS is also extending operating hours at child development centers
and Family child care homes, offering low or no cost respite care
to give parents time to attend to personal needs or take a break
from the stresses of parenting, and forming partnerships with or-
ganizations like the Boys & Girls Clubs of America and 4-H to offer
value-based programs that help youth deal with stress associated
with parental deployments. With many students connected to

2 | FY06 FMWR Annual Report

 Explore • Community • Life • Family
the military moving from overseas locations to U.S. schools, we
are working with national, state, and local education agencies to
coordinate the successful integration of students into local school
systems.
We increasingly nd that on-post, Army-operated child care programs
are insufcient to meet demand. Many Soldiers are geographically
dispersed or live in civilian communities around installations. Our
new initiatives, Military Child Care in Your Neighborhood and Army
Child Care in Your Neighborhood, target the needs of recruiters
and Soldiers with independent duty assignments and the needs of
Families living in catchments around large installations. Under both
programs, Families pay reduced fees for child care delivered through
state licensed/regulated and nationally accredited or credentialed
community child care programs. Reserve Component Soldiers in
all 50 states are participating in this centrally-funded initiative.
Community Recreation
Fitness centers continue to be the most used and highly rated MWR
program, but are only as good as the equipment on the oor. The
FMWRC and the U.S. Army Installation Management Command are
centrally procuring tness equipment in order to save money and
standardize staff training, equipment maintenance, and lifecycle
replacement.
Army libraries are plugging into a new library information system
that offers deployed Soldiers the same services they had at their
home libraries. Already elded at 51 libraries, ve more will be
added in 2007. For Soldiers deployed overseas, the library program
continues to ship thousands of free books to unit and installation
dayrooms, recreation centers, and FMWR facilities.
For the second year, the “Military Idol” competition increased installa-
tion club revenues and generated a great deal of patron excitement.
Including Camp Anaconda, Iraq, 29 installations hosted local “Idol”
competitions. A four-day nals competition was broadcast live to
world-wide audiences on Army Knowledge Online. We hope to
expand competition to 60 installations next year.
Armed Forces Recreation Centers
Army-operated Armed Forces Recreation Centers remain extremely
popular. Hosting 1,500 rooms, AFRC occupancy rates exceed 90
percent—unheard of in the hotel industry.
Business Programs
Income generated by installation business programs is vital to the
nancial support of all MWR programs. Business programs gener-
ated prots of $32M in FY06—money used to maintain facilities
and support other critical MWR programs not capable of generating
sufcient revenues to be self-sustaining.
The Army’s 57 golf courses recorded net income before depreciation
of $10.4M from 1.7 million rounds played by Soldiers, retirees, and
their Families. Many courses want to expand patronage to honor-
ably discharged veterans, and the program is also completing an
accessbility study for players with disabilities.
The Army’s 92 bowling centers recorded 8.1 million games bowled
and produced NIBD of $6.6M in FY06. Bowling centers are evolving
into Family Entertainment Centers with add-on amenities such as
glow-bowling, party rooms, video arcades, and billiards.
Army Club Food, Beverage, and Entertainment and MWR Branded
Restaurant Operations earned NIBD of $15.1M from 207 activities.
The program has expanded to include sister services who have
signed memorandums of agreement to operate our restaurants
and snack bars on their bases.
We are expanding promotions that generate new customers for
MWR. In addition to Military Idol, 12 food and beverage facilities
hosted fantasy football promotions, 74 bowling centers took part in
the 101 Days of Summer youth promotion, and major expansions
are planned for catering and theme operations in 2007.
Finances
Total appropriated fund and nonappropriated fund support to MWR
programs (excludes ACS and Army Lodging) for FY06 was $1.7B.
Of this, NAF revenue was $949M with NIBD of $32M. APF support,
including military construction, was $762M. Restationing will present
signicant requirements for NAF capital investments in the U.S. and
may also result in lower revenue. OCONUS Soldiers and Families
spend more per capita in post exchanges and MWR activities than
they do in the U.S. During the transition period, expenses may not
decrease as quickly as revenues drop. MWR will adjust operations
to weather this transition.
The Army is in the nal phase of implementing Uniform Funding
and Management. This major business reengineering initiative
merges APF and NAF funding for the purpose of providing MWR
services using NAF rules and procedures. UFM does not increase or
decrease the amount of APF supporting MWR, but it does eliminate
redundancy and improve business practices in procurement, nan-
cial management, and human resource management. Army-wide
implementation should be complete in FY07.
Conclusion
FMWR programs are essential to sustain the All-Volunteer Force
and maintain Army well-being. Providing “First Choice” programs
and services to Soldiers and Families world-wide is our top priority.
More than ever, these programs are demand-driven, quality-focused,
and service-based. We will continue to deliver these vital programs
and services to the best Soldiers and Families in the world.
FY06 FMWR Annual Report | 3
FMWR

Executive Summary

4 | FY06 Army FMWR Annual Report

FY06 Army FMWR Annual Report | 5
FMWR 101
Soldiers and their Families are entitled to the same quality of life
afforded the society they are pledged to defend.
Army Family, Morale, Welfare, and Recreation programs directly
support readiness by providing community, Soldier, and Family
support activities and services. FMWR’s “First Choice” programs
deliver social, tness, recreational, and educational activities that
enhance community life, foster Soldier and unit readiness, and
promote mental and physical tness. Army FMWR ensures a
working and living environment that attracts and retains quality
Soldiers.
The range of FMWR programs offered at a garrison is based on
the needs of the Soldiers and Families working and living there.
Army FMWR programs are managed by garrison commanders and
funded by authorized and available appropriated funds and by
nonappropriated funds generated locally by FMWR activities.
FMWR R oadm ap
Army Community Service
• ACS provides comprehensive assistance and support services to assist
Commanders in maintaining the readiness and unit cohesion of Soldiers,
their Families, and civilians.
• 100 percent of expenses are authorized APF; the use of NAF is prohibited
except for Army Family Action Plan, Army Family Team Building, and vol-
unteers which are authorized the use of NAF and corporate sponsorship.
Mission Sustaining Activities Category A
• Essential to sustaining readiness, these activities enhance and promote
Soldier physical and mental well-being.
• 100 percent of expenses are authorized APF; the use of NAF is limited to
instances where APF is prohibited by law or where the use of NAF is es-
sential to operate a facility or program.
Community Support Activities Category B
• These activities satisfy basic physiological and psychological needs of Sol-
diers and their Families by providing community support systems that
make military installations temporary hometowns for a mobile military
population.
• Authorized substantial amounts of APF support; programs have limited
ability to generate NAF revenues.
Business Activities Category C
• Activities that offer desirable social and recreation opportunities, but have
less direct impact on military readiness.
• Primarily NAF funded; activities have potential to generate NAF revenue
sufcient to cover operating expenses.
• APF support authorized for Executive Control and Essential Command Su-
pervision; utilities; sustainment, renovation, and modernization; and ser-
vices associated with protecting health and safety of employees.
Army Lodging
• Army Lodging provides temporary, short- or long-term accommodations
to authorized users.
• Although authorized APF funding, patron fees fund program operations and
recapitalization to supplement APF shortfalls.
6 | FY06 Army FMWR Annual Report
Most FMWR activities are classied into one of three Department
of Defense categories as dened by their effect on the military
mission and their ability to generate revenue. Categories also
dene the degree to which APF support is authorized for activi-
ties. FMWR activities are resourced from either APFs or NAFs or
a combination of both. Both Army Community Service and Army
Lodging operate under the FMWR management structure but are
not included in the DoD denition of MWR.
Common support functions such as headquarters policy and over-
sight, nancial management and accounting, procurement, civil-
ian personnel, and information technology are needed to oversee
FMWR programs. The professional FMWR employees who manage
these programs support Soldiers and Families every day of the
year and enable the Army to focus on its mission—people are our
most valuable asset.
Typical Programs / Activities
• Army Family Action Plan
• Army Family Team Building
• Consumer Affairs & Financial Assistance
• Exceptional Family Member Program
• Family Advocacy
• Family Member Employment Readiness/Assistance
• Family Support Groups
• Relocation Assistance
Typical Programs / Activities
• Fitness Centers, Gymnasiums, and Fieldhouses
• Pools for Aquatics Training
• Libraries
• Outdoor Recreation Parks, Picnic Areas, Fields, Playgrounds
• Recreation Centers
• Sports (Individual and Unit)
• Unit (or Company) Activities
Typical Programs / Activities
• Child Development Centers and Youth Services
• Better Opportunities for Single Soldiers
• Outdoor Recreation
• Automotive Skills
• Arts and Crafts, Entertainment, and Cable / Community TV
• Leisure Travel and Ticketing & Registration Services
• Archery, Beaches, Campgrounds, Hunting, Fishing
• Sports above Intramural (includes Courts and Fields)
• Swimming Pools
Typical Programs / Activities
• Resale Operations (incidental to and directly related to programs)
• Bowling Centers
• Clubs and Restaurants
• Golf Courses
• Armed Forces Recreation Centers
• Amusement Machines
• Aquatics Centers
• Food, Beverage, and Entertainment Operations
• Cabins, Cottages, Campgrounds, Marinas, Rod & Gun Clubs
• Ski Slopes, Skating Rinks, Stables
Typical Programs / Activities
• Army lodges at 79 garrison locations
• Serves temporary duty, permanent change of station, and recre-
ational lodging patrons
 The Basics of Family, Morale, Welfare, and Recreation

In FY06, Army FMWR received $956M in APF from Congress and Revenues received from Army Lodging room charges are used
$1B in NAF from primarily cash register sales of goods or services solely to sustain and recapitalize the Lodging program and its fa-
(Figure 1-1). cilities.

Our major business partner, the Army and Air Force Exchange
Service, provided a $108M dividend to Army FMWR based on two
distinct agreements. The Army shares 50 percent of AAFES net
income after expenses (primarily major construction) with the Air
Force based on the number of active duty Soldiers and Airmen in
each service—currently the Army receives 30 percent and the Air
Force 20 percent. Through the Army Simplied Dividend, gar-
risons also receive 100 percent of Class VI prots, 80 percent of
pay telephone revenue, and .4 percent of all local AAFES sales.
These disbursements are deducted from the Army share of total
AAFES prot with the remainder going to the Army Morale, Wel-
fare, and Recreation Fund.
Monies derived from user fees and sales, AAFES, and recreation
and amusement machine operations are invested and earn in-
terest to benet Army FMWR operations. When combined, NAF
represents 57 percent of all funding that allows Army FMWR pro-
grams to continue to serve more than 3.9 million patrons.
Most of this money goes to Army installations and is used to run
FMWR operations, programs, and services. What is left is focused
on Army-wide capital improvements and minor construction.

Global Army Progr am Overview

MWR, Lodging, and Army Community Service

Sources Uses
45% APF and 55% NAF 52% Personnel, 34% Other Expenses, 14% Capital Investment

GWOT Lodging (APF)

$32M $4 (0.2%)
OSD ACS
$48M Lodging (NAF) UFM/USA Personnel GS Personnel
$224 (11%) $295 (14%) $248 (12%)
Army/DLA MWR (APF)
AAFES Dividend $778 (38%)
$108 (5%) Capital Investment
$288 (14%) NAF Personnel
$515 (25%)
Other MWR NAF
$487 (24%)
ACS (APF)
Gross Sales $94 (5%) Other Expenses
ARMP $231 (11%) $698 (34%)
Revenue
All
$128 (6%) Appropriations

MPA
$10 (0.5%)

FY06 ($M) FY06 ($M)

Figure 1-1

The FY07 Army budget provides $973 per Soldier Army FMWR Serves 3.9 Million Customers
in APF for MWR and Family Programs compared to
$120,000 cost per Soldier for programs linked to Army Active Duty 486 K
retention and readiness. Army Families 713 K
Army Reserve Component 522 K
Army Reserve Component Families 702 K
Army Retirees 683 K
Army Retiree Families 865 K

FY06 Army FMWR Annual Report | 7

 MWR Board of Directors
(Top, Left to Right)
Honorable Ronald J. James
Assistant Secretary of the Army (Manpower and Reserve Affairs)
General Burwell B. Bell III
Commander, United Nations Command and Republic of Korea / U.S. Combined
Forces Command, and
Commander, U.S. Forces Korea
General Dan K. McNeill
Commanding General, U.S. Army Forces Command
General Benjamin S. Grifn
Commanding General, U.S. Army Materiel Command
(Bottom, Left to Right)
General William S. Wallace
Commanding General, U.S. Army Training and Doctrine Command
General David D. McKiernan
Commanding General, U.S. Army Europe & 7th Army
Sergeant Major Kenneth O. Preston
Sergeant Major of the Army
Lieutenant General John M. Brown III
Commanding General, U.S. Army Pacic

Congressional Support Policy Update

In a March 15, 2006 hearing on Military Resale and MWR programs
that marked the end of his tenure at the helm of the Personnel
Subcommittee, Chairman John McHugh noted that military resale
and MWR programs, “…comprise the bedrock of the military com-
munity that is so important to Family welfare, troop morale, and
ultimately, combat readiness.” In a recurring theme, Chairman
McHugh registered concern over “the poor track record” of some
Services “in allocating appropriated dollars to MWR programs.”
In FY06, Congress authorized $7M from Defense Operations and
Maintenance funds to reimburse Armed Forces Recreation Centers for
expenses related to ofcial Rest and Recuperation Leave programs.
Congress also required the Secretary of the Army to conduct a pilot
program on enhanced quality of life for Army Reserve Soldiers and
their Families.
One particularly benecial provision in 2006 provided temporary
authority to use minor construction procedures to build child de-
velopment centers. Congress again provided monetary assistance
to local educational agencies that benet dependents of members
of the armed forces and DoD civilian employees.
Congress raised concern for servicemembers’ scal well-being by
requiring that the Secretary of Defense report on predatory lend-
ing practices directed at members of the armed forces and their
dependents. Congress also directed that comprehensive consumer
education programs be provided to members of the armed forces
and their spouses on insurance and other nancial services.
Congress approved the Army’s FY07 military construction request that
included a tness center and child development center at Vicenza,
Italy ($26M) and child development centers at Fort Campbell, Ky.
($5M); Fort Drum, N.Y. ($7.4M); Fort Lewis, Wash. ($10.6M); Fort
Richardson, Alaska ($12.5M); Fort Riley, Kan. ($5.2M); Fort Stewart,
Ga. ($6.8M); Hunter Army Aireld, Ga. ($7.7M); and Schoeld
Barracks, Hawaii ($12.5M). Section 2810 of the FY06 National
Defense Authorization Act authorized the Services to use operations
and maintenance funding to construct child development centers
costing $5M or less. For FY06, Congress authorized the Army to
construct 10 permanent modular child care facilities using Section
2810 procedures. Those centers will be located at Fort Bragg, N.C.
($4.2M); Fort Lee, Va. ($3.8M); Fort Lewis, Wash. ($3.25M); Fort
Polk, La. ($4.95M); Fort Sill, Okla. ($4.2M); Anniston, Ala. ($4.5M);
Detroit Arsenal, Mich. ($5M); Picatinny, N.J. ($2M); Redstone, Ala.
($4.2M); and Tobyhanna, Pa. ($5M). Congress also authorized the
use of Base Realignment and Closure funds to construct three CDCs
and a youth center; the CDCs are programmed for Fort Benning, Ga.
($6.7M); Fort Bliss, Texas ($5.8M); and Fort Riley, Kan. ($5.7M),
with the youth center also at Fort Bliss ($4M). As of this writing
the BRAC projects have not been funded.
Army Regulation 215-1, Military MWR Programs and NAF Instrumen-
talities, was published on 24 October 2006. Among the changes,
this revision includes policy on the Uniform Funding and Manage-
ment practice; implements Department of Defense policy on the
six program groups of NAF instrumentalities, with military MWR
programs being Program Group I; authorizes the use of NAF for
professional accreditation; authorizes reduced price beverages at
bar and lounge activities under strict conditions; and includes new
appendices on FMWR awards and golf course insurance coverage.
This regulation can be accessed on the Army Publication Directorate
website at www.apd.army.mil.
Proponency and program management responsibility for AR 210-7,
Commercial Solicitation on Army Installations, was transferred from
the Adjutant General to the Assistant Chief of Staff for Installation
Management. Operational responsibility and functional execution
of the program was assigned to the FMWRC. A major revision to
this 1986 regulation is planned for 2007 to reect proponency and
program management changes and to incorporate new DoD policies
and procedures contained in the recently updated DoD Instruction
1334.07, Personal Commercial Solicitation on DoD Installations.
MWR Board of Directors
The MWR Board of Directors provides leadership in the management
and operation of Army FMWR programs. Signicant BOD decisions
in FY06 included the following:
• Approved region-specic FY07 Net Income Before Depreciation
standards for Category C programs (golf, bowling, and clubs).
• Approved one Korea project for the FY07 major construction pro-
gram (Camp Walker sports eld for $4.3M) and four Korea self-
funded project validation assessments for the FY08 program: an
upgraded multi-purpose eld at K-16; a community activity center
at Camp Henry; a multi-purpose sports eld at Camp George; and
indoor tennis courts at Camp Walker.
• Approved funding for Army Lodging NAF major construction projects
for the FY07 program at Ansbach, Germany ($6.6M) and Stuttgart
Panzer Kaserne, Germany ($38.2M).
• Approved an FY07 self-funded Northeast region major construction
project for a $4.2M Fort Belvoir Family travel camp.
• Approved a recommendation to allow the Army Banking and In-
vestment Fund to loan up to $15M to the Armed Forces Recreation
Centers Fund Group to fund Phases IV and V of the Hale Koa Hotel
Ilima Tower renovation plan.
• Approved a recommendation to continue Army MWR Fund resourc-
ing for Category C costs associated with implementation of a Leader
Development Program; costs are expected to be $1.8M annually
when the LDP is fully implemented in FY13.

8 | FY06 Army FMWR Annual Report

 Active Army Demographics
2002 2003 2004 2005
Active Duty 484,551 493,563 494,291 486,483
Ofcer 78,368 79,866 80,776 81,208
Enlisted 406,183 413,697 413,515 405,275

Family Units 284,774 282,251 279,715 260,227

Family Distribution
CONUS 89% 86% 87% 85%
OCONUS 11% 14% 13% 15%

% Married 53% 52% 51% 54%

Ofcer 72% 70% 69% 70%
Enlisted 49% 49% 48% 51%

Dual Military 27,577 26,836 24,573 23,920

Ofcer 5,039 4,977 5,097 5,138
Enlisted 22,538 21,859 19,476 18,782

Single Parents 36,531 38,013 37,930 33,512

Ofcer 2,936 3,693 4,075 3,479
Enlisted 33,595 34,320 33,855 30,033

Family Members 716,645 727,462 714,737 712,895

Spouses 252,193 254,739 251,420 251,318
Children/Youth 460,853 469,069 459,634 457,645
Parents/Other 3,599 3,654 3,683 3,932
Figure 1-2

Stationing Base Realignment and Closure / Joint Basing

Demographic patterns for the Active Army are displayed in Figure
1-2 (2006 data has not yet been released by the Deputy Chief of
Staff, Army G-1).
The most sweeping structural and basing changes in Army history
are outlined in Global Defense Posture Realignment, Base Realign-
ment and Closure, and Army Modular Force initiatives. By 2013
the Army expects to carry out over 1,800 individual moves needed
to consolidate major elements of the operating and generating
force. The Army is executing carefully crafted, tightly integrated
actions that meet the challenges of today and ready the force for
an uncertain future. The plan consists of four overarching, inter-
related strategies: a relevant and ready landpower, training and
equipping, sustaining the force, and providing infrastructure. Both
the sustaining and infrastructure strategies support quality of life
initiatives for Soldiers and Families.
In 2006, several initiatives helped mitigate any negative effects of
these changes: improved Family support programs at installations;
increased command support for Family Readiness Groups; expanded
community-based Child and Youth Services programs for child care,
youth outreach, and school transitions; and enhanced delivery of
key MWR programs. During the spring and summer of 2006 the
Army reviewed construction requirements to ensure that essential
quality of life projects will be available to support restationing
actions. MWR programs, as supported by military construction
of MWR facilities, help to ensure that quality of life is equal to the
quality of service Soldiers provide to the Nation.
Seven installations impacted by closure or realignment have an
undepreciated value in FMWR NAF real property that is subject
to reimbursement under BRAC law. A total of $26.4M has been
reported as eligible for reimbursement and deposit into a U.S.
Treasury account identied for this purpose. All BRAC 2005 actions
are expected to be completed by September 2011.
Recommendations from BRAC 2005 that became law in November
2006 included 12 joint basing initiatives (Figure 1-3) to be imple-
mented by September 2011. In FY06, FMWRC program managers
and subject matter experts participated in workgroups to develop
policy and guidance for a BRAC 2005 Joint Base Implementation
Guide that addresses the following functional areas:
• Morale, Welfare and Recreation
• Child and Youth Programs
• Warghting and Family Services
• Nonappropriated Fund Activities and Exchanges
In FY07, additional actions must be undertaken to expedite joint
basing initiatives: issue nal DoD guidance for joint base imple-
mentation; issue a template to assist in developing Memorandums
of Agreement; rene standards, measures, and metrics supporting
the effort; and develop cost modeling for FMWR services.
Joint Base Designation Base Owners Location

Strategic Planning Army Lead

JB Lewis-McChord Army/Air Force Washington
Soldier retention is directly linked to quality of life programs. The JB Myer-Henderson Hall Army/USMC Virginia
MWR Strategic Action Plan affords an avenue to capture measurable Navy Lead
results and to establish a continuous performance improvement JB Pearl Harbor-Hickam Navy/Air Force Hawaii
cycle, ensuring that we consistently provide Soldiers and Families JB Marianas-Andersen Navy/Air Force Guam
the best services possible while linking program performance to JB Anacostia-Bolling Navy/Air Force District of Columbia
the overall Army mission and expected outcomes. The MWR SAP JB Little Creek-Story Navy/Army Virginia
was updated to clearly reect ACSIM guidance in the 2006 Army Air Force Lead
Installation Management and the Army Campaign Plans. The FMWR JB Charleston-Naval Weapons Air Force/Navy South Carolina
community also continues to monitor actions across and outside JB McGuire-Dix-Lakehurst Air Force/Army/Navy New Jersey
DoD, and the potential effects on MWR. The SAP integrates numer- JB Andrews-Naval Air Facility Washington Air Force/Navy Maryland
ous quality of life functions and programs into a comprehensive JB Elmendorf-Richardson Air Force/Army Arkansas
framework that focuses resources, measures success, and addresses JB Lackland-Sam Houston-Randolph Air Force/Army Texas
the needs of an Army at war. JB Langley-Eustis Air Force/Army Virginia

The Defense Service Components are collaborating to dene the Figure 1-3

critical steps needed to implement Common Output Level Standards

and to develop metrics and measures for Joint Base implementation.
The Army’s objective is to sustain the ghting strength of the Army
while providing for the individual needs of Soldiers and Families.

FY06 Army FMWR Annual Report | 9

FMWR Baseline Standards Installation Status Report

The goal of baseline standards is to ensure efcient use of funding by
dening common installation resource requirements for key FMWR
programs funded by APF. Annual installation assessments focus on
stafng, programming, availability, accreditation, and equipment.
Installation assessment scores are derived by using C-ratings for
programs and identify funding needed to achieve a level of per-
formance (in addition to actual FY execution). Assessment results
are “toploaded” into the Installation Status Report (Services) on
behalf of garrisons. Garrison assessments are aggregated into an
Army-wide rating for each program (Figure 1-4).
The annual ISR assessments measure garrison services and facilities
against standardized performance indicators for quality and quantity.
Garrison scores for each service and facility are aggregated into
Army-wide scores with ratings reected as C1 (green), C2 (amber),
C3 (red), to C4 (black).
The 2006 ISR - Services aggregate Army-wide MWR rating was C3
for quality, which has remained unchanged since 2003. Quantity
measures are being developed for selected programs but have not
yet been fully universally implemented. Aggregate FMWR program
scores are at Figure 1-6.

2006 FMWR Baseline Standards 2006 ISR - Services

Rating Program Quality Program

C4 Child and Youth Services C3 Army Community Service
C4 Army Community Service C1 Child and Youth Services
C4 Community Recreation C4 Sports, Recreation, and Libraries
Sports, Fitness and Aquatics; Libraries; Arts and Crafts; Auto-
motive Skills; Outdoor Recreation; Entertainment; Recreation C4 Business Programs
Centers/Community Activity Centers; and Leisure Travel C2 Army Lodging
Figure 1-4 Figure 1-6

Assessments also reect a “shortage”—the amount of resources
needed to improve program elements (less facilities) rated red (C4)
or amber (C3) to a green (C1/C2). A summary of these shortages
from 2001 to 2006 is at Figure 1-5. The FY06 assessment identied
a $148.6M shortage requirement to improve C4 and C3 program
elements to C1/C2, a 33 percent decrease from FY05’s shortage of
$222.3M and additive to $586M executed by the eld.
The 2006 ISR - Infrastructure rating for “Housing and Community“
(includes most MWR/Family program facilities) was C2 for mission
support, Q2 for quality, and C2 for quantity. For FMWR facilities, the
assessment identied a cost of $541M (up from $520M in 2005) to
x the quality of existing facilities to C1 and a cost of $3.4B (down
from $3.8B in 2005) to x “quantity” to C1. Aggregate FMWR
infrastructure scores are at Figure 1-7.

“Shortages” by Fiscal Year

2006 ISR - Infrastructure
$M Shortage
$M Execution Mission Quality Quantity Program
C2 Q2 C3 Physical Fitness Centers
$149
C1 Q1 C4 Child Development Centers
$193 $586
$222 C1 Q1 C3 Youth Centers
$192
$204 $521 C2 Q2 C3 Recreation (libraries, auto skils, recreation centers)
$494 $503
$154
$459
C1 Q1 C3 Community Service (ACS)
$432 C2 Q2 C2 Outdoor Sports/Recreation (elds, courts, pools)
C1 Q1 C1 Army Lodging
Figure 1-7

2001 2002 2003 2004 2005 2006

Baseline Standards Assessment Figure 1-5

10 | FY06 Army FMWR Annual Report

 Sample Survey of Military Personnel (Spring 2006*)
Ofcer Personnel
Rank Most Satised
Order (% Satised/Very satised)
1 Job Security 92.4%
8 Quality of recreational services 78.6%
12 Availability of Army Family programs 78.3%
14 Availability of recreational services 78.1%
16 Availability of Army Youth Services 77.0%
17 Quality of Army Family programs 76.8%
17 Quality of Army Youth Services 76.8%
30 Quality of Army child care programs 71.7%
41 Availability of Army child care programs 62.9%
58 Availability of Government housing 42.2%
* The Spring 2006 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.
FMWR Research
The Army uses a variety of channels to obtain demographic, so-
cial-psychological, and community ndings that have FMWR policy
and program implications. Recent ndings are summarized below.
Sample Survey of Military Personnel
Overall satisfaction with FMWR programs is tracked through eight
items in each semi-annual Sample Survey of Military Personnel.
These items are included in a list of 58 “Quality of Life (well-being)
and Job Satisfaction” items. The most recent ofcer and enlisted
data from the Spring 2006 SSMP indicate high Soldier satisfaction
levels (62 percent to 78 percent) with FMWR areas. Except for
“availability and quality of Army child care programs” (ofcers)
and “availability of Army child care programs” (enlisted), all FMWR
items were ranked in the top half of all items. Enlisted Soldiers
ranked ve of FMWR’s eight items in the top quarter, and ofcers
ranked three of eight items in the top quarter (Figure 1-8).
For a ve-year period from Spring 2001 to Spring 2006, there
were signicant increases in ofcer and enlisted satisfaction with
“quality of Army Family programs” (72 to 77 percent, and 64 to
70 percent, respectively) and a signicant increase in enlisted
satisfaction with “availability of Army Family programs” (67 to 71
percent). From Spring 2005 to Spring 2006, satisfaction levels
for FMWR items remained stable with only slight (not statistically
signicant) variation.
An initial analysis of data from the Spring 2005 SSMP indicates that
the use of FMWR programs has a strong, positive effect on Soldier
emotional attachment to the Army; this attachment, in turn, has
a strong positive effect on both retention and satisfaction with the
quality of Army life. The use of FMWR programs has a medium
positive, direct effect on retention. Additional analysis scheduled
for 2007 seeks to determine the impact that MWR services (e.g.,
leisure activities, child and youth programs, ACS) have on readiness
and retention outcomes. This review will also determine if MWR
usage and effect size varies by rank and marital status of Soldier,
living on- or off-post, Soldier/spouse ethnicity, CONUS/OCONUS
stationing, Soldier deployment status, and gender of the Soldier
and spouse.
The “amount of time separated from Family” continues to be the
most important reason for ofcers and enlisted personnel for think-
ing about or planning to leave the Army’s active component before
retirement.
RAND Study on Marriage
Rand’s study of the impact of extended Soldier deployments on
military marriages will be published in 2007.
What We Know about Army Families
An update of What We Know about Army Families is near completion
and will be released in FY07. This is a user-friendly compendium
of research ndings, with recommendations for policies, programs,
and practices derived from those ndings. A video highlighting
important ndings from the report will also be released in FY07.
Enlisted Personnel
Rank Most Satised
Order (% Satised/Very satised)
1 Job Security 84.6%
5 Quality of Army Youth Services 73.8%
7 Availability of Army Youth Services 72.6%
10 Availability of Army Family programs 71.1%
11 Quality of Army Family programs 70.4%
13 Quality of recreational services 67.6%
15 Availability of recreational services 67.4%
21 Quality of Army child care programs 65.8%
31 Availability of Army child care programs 61.7%
58 Amount of time separated from Family 36.0%
Figure 1-8
Detailed ndings with analyses of respondent comments and in-depth
analyses into key survey areas are posted on the MWR research
website at www.research.armyMWR.org.
Survey of Army Families
Researchers conducted additional analysis of SAF V ndings by
interviewing the spouses of active duty Soldiers at Fort Lewis, Fort
Eustis, and Caserma Ederle. The goal was to explore and clarify
the benets of Family Readiness Groups, barriers to using FRGs,
child care, deployment expenses, and leadership issues.
Additional analyses were also conducted on the following areas:
• Social Support Adjustment Among Civilian Spouses.
-- More frequent use of MWR is related to higher levels of positive
spouse adjustment to Army life and to the demands of deploy-
ment and separation; four in ten spouses (42 percent) see their
installation community as supportive and helpful.
• Deployment and Separation Adjustment Among Civilian Spouses.
-- Successful adjustment is highly associated with perceived sup-
portiveness of Army leaders and the use of Army agencies.
• Adjustment of Army Children to Deployment Separations.
-- About half of Army children cope well with deployments; the
majority of parents do not consider the Army a good place to raise
children.
• Reunion Adjustment of Civilian Spouses and Returned Soldiers.
-- Support for Families from unit leaders and support programs
during deployment is rated as weak to poor.
• Support Programs and Civilian Spouse Deployment Adjustments.
-- Health care is the most widely used service during deployment
(79 percent) followed by recreation (42 percent), Child Develop-
ment Services (29 percent), Army Community Service (23 per-
cent), and Chaplains/Family Activity Center (17 percent).
Does Ethnicity Affect the Coping of Military Spouses?
An exploratory study of SAF IV data identied key predictors of
positive coping across all ethnic groups, namely keeping Soldiers’
spouses informed and trying to reduce problems and demands
on them. The study also identied less signicant, but ethni-
cally-specic, predictors of positive coping. For African American
spouses, their beliefs that the Soldiers’ spouse has a secure and
stable career and that the career makes a positive contribution to
society makes it easier for them to cope. For Hispanic spouses,
predicators of positive coping are associated more with the support
of Family and close friends. For Caucasians the predictors reect
opportunities to advance personal goals, the Soldier’s career goals,
and being informed about the Army. Recommendations for how best
to incorporate ethnically-specic predictors of coping into policies,
programs, and marketing are being explored.
Defense Manpower Data Center: Spouse Survey
The DMDC conducted a survey of the spouses of active duty Soldiers
in 2006; results will be available in 2007.
FY06 Army FMWR Annual Report | 11
 FY06 ($M)
Critical Financial Indicators
Sources Uses Army MWR Operating Funds
FY02 FY03 FY04 FY05 FY06
% AMWRF Loan to Field NAFI Deposits 43% 37% 18% 12% 9%
USA/UFM
NAF Personnel Field NAFI Cash to Debt Ratio 1.1:1 1.3:1 1.4:1 1.6:1 1.9:1
$954 Other $295 Total Army NAFI Cash to Debt Ratio 0.8:1 1.2:1 1.2:1 1.4:1 1.8:1
Expenses Figure 1-10
NAF
$597 Personnel
$418

APF
$778 $208 $204
DoD Fiscal Standards: Metrics APF as Percentage
Army MWR Operating Funds of Total Expenses
$10
Capital Army Actual DoD Metric
Military
Reinvestment GS Personnel FY02 FY03 FY04 FY05 FY06 Minimum
Personnel Category A 91% 92% 93% 89% 83% 85%
NOTES: Excludes ACS and Army Lodging; NAF is net of UFM/USA funding ($549M); Category B 67% 69% 71% 66% 67% 65%
Military Personnel, Army includes $3.4M for National Guard Personnel, Army
Figure 1-11

Army MWR Operating Funds

Figure 1-9

Financial Overview

All Army MWR Operating Funds DoD Funding Metrics

Field operating MWR programs and nonappropriated fund instru-
mentalities, the Army Recreation Machine Program, and the Army
MWR Fund comprise Army MWR operating funds. Collectively, $1.7B
in total APF and NAF funding supported FY06 operating and capital
requirements world-wide—a $199M increase from FY05. For APF, a
$162M increase was primarily due to Army reprogramming support
for MWR during the year of execution. The biggest increase was in
Operations and Maintenance, Army with $711.8M funded, an increase
of $172M from FY05. The positive change in OMA was offset by
fewer military personnel reported working in MWR for FY06.
For NAF, revenue increased $38M from FY05, with major increases
in operating income (user fees). Sales were relatively stable despite
deployments. The Army and Air Force Exchange Service payments
to the Army amounted to $108M, a $15M decrease from FY05.
Figure 1-9 shows total FY06 funding sources and uses. The ratio
of APF to NAF support was 45 percent to 55 percent, respectively.
The APF increased 5 percentage points from FY05, primarily due to
the Army support for MWR during the year of execution. The major
use of funds continues to be personnel, at 54 percent of the total,
down 3 percentage points from FY05. After operating costs, $208M
was available for capital requirements—$74M more than FY05.
Critical Indicators
The MWR BOD uses many tools to monitor MWR operating funds
and evaluate the program’s collective health. Two major “critical
indicators” are the cash-to-debt ratio of the collective funds and the
relationship of the outstanding AMWRF loan to the Army Banking
and Investment Fund with eld NAFI cash deposits. For the cash
to debt ratio, the BOD reviews the total cash in the ABIF, exclud-
ing the loan, versus liabilities due and payable at specic points in
time throughout the scal year. These actual indicators are then
compared with the plan to ensure the Army is on track.
As of 30 September 2006, the Army’s collective MWR operating cash
to current eld liabilities were 1.9:1 (Figure 1-10). The AMWRF
loan ratio to eld cash deposits was 9 percent, a decrease of 3
percentage points from 30 September 2005. This position change
is due to the AMWRF continuing to pay down the loan after hav-
ing received APF funding for authorized requirements through the
Uniform Funding and Management process.
In November 1995, the Department of Defense published scal
standards for MWR requiring that, regardless of category, 100 percent
of authorized costs are funded with APF. Metrics to measure these
standards allow for incidental program related resale operations that
are not authorized APF. The metrics focus on the relationship of
APF and NAF operating support for Category A (Mission Sustaining
Programs) and Category B (Basic Community Support), but exclude
costs of goods sold and depreciation. For Category A, the minimum
standard is 85 percent APF and 15 percent NAF. For Category B,
the minimum ratio is 65 percent APF and 35 percent NAF.
The Army supports these standards. MWR long-range scal plan-
ning is based on matching the right funding source with APF/NAF
requirements, and the MWR BOD established tracking mechanisms
to ensure proper execution.
MWR is now in its twelfth year of monitoring DoD standards. Fig-
ure 1-11 illustrates FY06 results. Army MWR reported Category
A APF falling from 89 percent in FY05 to 83 percent in FY06 while
Category B APF rose from 66 percent to 67 percent. The lower
ratio in Category A is primarily due to a new methodology for pro
rating overhead and common support services that considers to-
tal 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. Category A operating programs
obtained a 90 percent APF ratio before the addition of overhead.
The Category B ratio is equivalent to the FY05 ratio.
This is the rst time in our modern history that the Nation
has tested the concept of an All-Volunteer force during a
prolonged war....
Caring for Soldiers and Army Families through tangible quality
of life programs provides a sense of belonging and sustains
motivation for continued service.
Caring for Families plays a vital role in sustaining a national
commitment to serve and requires both the attention of leaders
and the application of resources.
- 2006 Army Posture Statement

12 | FY06 Army FMWR Annual Report

 FYs 2002-2006: 60 Projects / $336.5M Value

$126.4

# Projects $110.8
$M Value
$99.3

28
22
12

Category A Category B Category C

Mission Sustaining Activities Community Support Activities Business Activities

MWR Construction Program The Army’s rst Self-Storage Facility under construction at Fort Carson, Colo.
- Photo by Monica Collister (Grifth Blessings, Inc.)

Figure 1-12

Construction

In FY06, Army FMWR delivered nine NAF major construction projects Public-Private Ventures
valued at $65M and 30 Capital Purchase Minor Construction projects
The goal of the Army’s FMWR public-private venture program is to
valued at $4.16M. Twenty-seven major construction projects valued
secure private sector expertise to deliver facilities and services and
at $304M were underway at 19 locations in CONUS, Europe, Japan,
decrease the burden on Army funds. The Public Private-Venture
and Korea (including 18 CDCs). An additional 130 design/minor
Ofce is the sole Army agency authorized to facilitate the process
construction projects were ongoing at 54 locations. Congress ap-
and award PPV contracts for Category C FMWR facilities. The pro-
proved 18 NAF major construction projects valued at $151M for the
gram benets commanders who need an FMWR facility but lack the
FY06 program. Over a ve year period, the Army supported FMWR
funding to provide a needed service to Soldiers and Families.
with 60 NAFMC projects valued at $336.5M (Figure 1-12).
Garrison Commanders engage PPVs as a tool to marry installation
The FMWRC completed designs for Phases IV and V for the renova-
needs with private developer expertise to build a needed facility. With
tion of the Hale Koa Hotel’s Ilima Tower. Phase IV will renovate
the developer bearing responsibility for construction, maintenance
guestrooms and corridors, while Phase V will renovate public and
and repair, and facility management, commanders can focus on core
back-of-the-house areas. Construction begins in the summer of 2007.
mission requirements. Improvements in the PPV process from the
Phases I-III were completed in 2004, including repair-by-replace-
previous year continue to propel the program forward.
ment of the technical infrastructure, laundry, employee cafeteria,
engineering areas, and the renovation of the basement level. The success of partnering with private industry is evident by a
$34.4M construction savings for the eight facilities in operation by
The FMWRC and the Installation Management Command are partici-
the end of FY06. Total FY99-06 revenues of $1.3M received from
pating in bringing modular, relocatable Child Development Centers
these projects went directly to installations. The PPV program has
to nine Army installations, two Marine installations, and one Navy
16 more projects in varying stages of development worth $43M in
installation. This DoD initiative supports restationing and modu-
cost savings to the Army.
larization actions within the Armed Forces.
The Army awarded its rst contract for a self-storage facility—the
Army FMWR also supports other military services by executing
Mountain Self-Storage—at Fort Carson, Colo. Opening in 2007, this
construction projects on a reimbursable basis. In FY06, the Army
PPV project will save $4.4M in Army NAF construction funds. An
was reimbursed by $481K for project management support of 23
interest in casual dining restaurants resulted in the FMWRC award-
projects (including Child Development Centers for the Navy and Marine
ing two conditional awards to developers to pursue PPV projects on
Corps) valued at $90M built for the Navy, Navy Exchange, Marine
installations for an additional $1.5M of NAF construction savings.
Corps, AAFES, and the Open Geospatial Exchange Services.
Additionally, one conditional award for a pet kennel was issued.
The future of the program is limitless as the PPV process continues
to evolve to keep pace with privatization trends in the government.
Continual process reviews improve program efciency while also
making the PPV program more attractive to Garrison Commanders
and to potential private sector partners.

A modular Child Development Center completed at Fort Bliss, Texas, for children ages 6-10.
- Photo by John Findley (FMWRC Construction)

FY06 Army FMWR Annual Report | 13

FMWR

Audit Summary

14 | FY06 Army FMWR Annual Report

FY06 Army FMWR Annual Report | 15
Internal Review and Audit Compliance
Auditing standards issued by the Comptroller General of the United
States require that auditors plan and perform audits to obtain
reasonable assurance that nancial statements are free of material
misstatement. Audits include examining—on a test basis—evidence
that supports the amounts and disclosures in the nancial state-
ments. Audits also assess accounting principles used, signicant
estimates made by management, and the overall nancial statement
presentation. The auditors believe their audits provide a reasonable
basis for their unqualied opinion.
Annual audits of the Headquarters, Department of the Army nonap-
propriated funds are required by DoD Instruction 7600.6.
Independent Audits
Audits of Headquarters, Department of the Army nonappropriated
funds are conducted annually by independent commercial audi-
tors.
Independent commercial auditors audited balance sheets, state-
ments of operations, changes in fund balances, and cash ows for
the year ending 30 September 2005. An unqualied audit opinion
was rendered for each of the following funds with no material
weaknesses disclosed:
• Army Morale, Welfare, and Recreation Fund
• Army Central Insurance Fund
• Army Banking and Investment Fund
• Army Hospitality Cash Management 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 in Europe, Korea,
Orlando, and Hawaii
Financial audits of these funds for FY06 are in progress.
16 | FY06 Army FMWR Annual Report
Government Accountability Ofce
The following review performed by the U. S. Government Account-
ability Ofce was reported to the MWR Board of Directors’ Audit
Committee.
Defense Infrastructure:
Continuing Challenges in Managing DoD Lodging Programs
as Army Moves to Privatize Its Program
This review was conducted to address how the military services
and DoD manage, fund, and assess the performance of lodging
programs to meet short and long term needs, and the effect that
lodging privatization would have on the costs to the Army and the
ability to maintain and recapitalize facilities. The DoD transient
lodging programs were established to provide quality temporary
facilities for authorized personnel, and reduce travel costs through
lower rates than commercial hotels. DoD has approximately 82,000
temporary duty (TDY) and permanent-change-of-station (PCS) rooms
world-wide, and reported that it cost about $860M in appropriated
and nonappropriated funds to operate them in FY05.
The Army plans to privatize its lodging in the United States. GAO
has concerns as to whether these plans are cost-effective, and
how they relate to DOD-wide lodging efforts. The Army believes
privatization will provide for faster improvement and long-term
sustainment of lodging facilities and avoid costs. GAO’s analysis
shows privatization could increase costs through increased room
rates and create operating challenges that have implications beyond
the Army, such as uneven lodging occupancy and room rates where
joint basing is planned. GAO made recommendations to DoD to
improve their oversight of the lodging program with performance
standards and measures. GAO also pointed out that DoD guidance
does not address which ofce within the Ofce of the Secretary of
Defense is responsible for lodging policy and oversight of privatized
lodging facilities.
Army Audit Agency
The following U.S. Army Audit Agency audits were reported to the MWR Board of Directors’ Audit and Executive Committees.
Capital Purchase and Minor Construction
The USAAA audited the Capital Purchase and Minor Construction
program for MWR Category C activities at ve garrisons. Although
the garrisons USAAA visited had valid business plans, USAAA noted
that IMCOM needs to take a more proactive approach to ensure
that garrisons participate in strategic planning and are required to
include MWR ve-year plans in their annual budgets.
MWR Financial Statement Attestation Review
The USAAA evaluated accounting policies, procedures, standards,
transaction recording, and nancial reporting on 13 previous non-
appropriated fund audits conducted by independent commercial
auditors. The USAAA also reviewed oversight of the audits and
consistency with Generally Accepted Accounting Principles.
The FMWRC undertook corrective action on agreed-to recommen-
dations, but there were two areas of disagreement. A mediation
meeting was held on 24 August 2006 between the Deputy Assistant
Secretary of the Army (Financial Operations), USAAA, and FMWRC.
At the meeting the FMWRC agreed to USAAA’s recommendation on
nancial reporting of unrealized gains and losses for the Banking
and Investment Fund. On the issue of nancial reporting of capital
equity transfers between funds, the Deputy Assistant Secretary of
the Army (Financial Operations) agreed to refer this policy issue to
the Ofce of the Secretary of Defense for resolution. On 7 December
2006, the Ofce of the Under Secretary of Defense (Comptroller)
agreed that conict exsists between Department of Defense guid-
ance in DoD 1015.15 and DoD Financial Management Regulation
guidance. The FMWRC is awaiting revised guidance from OSD.
Army MWR Financial Management Structure
With the creation of the Installation Management Agency (now the
Installation Management Command), the MWR Board of Directors
approved the creation of regional MWR funds at the Northeast,
Southeast, Northwest, Southwest, Europe, Pacic, and Korea regions.
The MWR Board of Directors agreed that a review of the funds would
be needed within two years to explore other options.
In July 2004, the Assistant Secretary of the Army (Manpower and
Reserve Affairs) requested that Headquarters, IMA conduct a review
of the funds; in December, the IMA requested that USAAA perform
the review.
The USAAA’s review objectives were to determine an efcient and
effective nancial management structure for FMWR programs. The
options that USAAA explored were to continue with the status
quo (reducing seven funds to ve in accordance with 2005 BRAC
guidance to consolidate Northwest and Southwest regions into one
region); reduce the four CONUS funds to one, with three OCONUS
funds (Europe, Pacic and Korea); or establish an Army-wide One
Fund. USAAA concluded that an Army-wide One Fund was the most
cost effective and efcient option for managing FMWR resources.
Although Headquarters, IMA agreed with USAAA recommenda-
tions, establishment of a One Fund would require transition time
to consolidate funds. Nonappropriated fund accounting operations
in Korea, Europe, Japan, and FMWRC would need to be centralized,
and an enterprise management planning system would have to be
established prior to the creation of a One Fund. Current implemen-
tation date for the One Fund is projected for FY10. The Installation
Management Command is also considering the consolidation of
other NAF funds into the One Fund.
The MWR Board of Directors was informed of the results of the
USAAA review at the Board’s October 2006 meeting. The Board
took no action at that time, but indicated that fund consolidation
would not be done without Board approval.
FY06 Army FMWR Annual Report | 17
FMWR

Financials

18 | FY06 Army FMWR Annual Report

FY06 Army FMWR Annual Report | 19
 ...our Soldiers’ effectiveness depends upon a national com-
mitment to recruit, train, and support them properly.
We remain acutely aware of scal constraints; however,
our duty to do what is right for our Soldiers, their Families,
and the Nation remains rm and unwavering.
To sustain the current mission, posture for future com-
mitments, and maintain risk at acceptable wartime levels,
the Army needs…full funding and continued support for
Army installations and quality-of-life programs required
to sustain the All-Volunteer force…
- 2006 Army Posture Statement

Total MWR Operating Funds

Army MWR corporate nances are the combined total performance
from eld operating NAF Instrumentalities, the Army Recreation
Machine Program, and the Army Morale, Welfare, and Recreation
Fund. The Executive Summary of this report shows how these
elements, taken in the aggregate, performed from FY05 to FY06.
For the same period, this section presents eld operating results,
individual Headquarters, Department of the Army funds managed
at the FMWRC, a summarized balance sheet, and a summarized
statement of income and expense. These displays support the
analysis in the Executive Summary.
Direct Appropriated Fund Support
The Management Decision Execution Packages that directly support
MWR and Family programs reect execution at 116 percent of the
Army Budget Ofce’s initial FY06 funding, and 101 percent of that
funding when combined with IMA programming actions.
Figure 3-1 displays the individual MDEPs’ execution record for the
year. With the exception of Soldier MWR, all MDEPs reect obligations
less than the combined ABO/IMA funding—evidence of the Army
having to shift support within MDEPs to meet program priorities
at the Garrison levels.

Family and MWR Programs – As of September 2006

$ Millions
Annual Funding $ 504.1
As a percent of funding: Add’l IMA Funding $ 78.9
Regional funding represents 116.3%
Total Available $ 583.0
Additional funding represents 100.6%
Execution $ 586.3

MWR QMIS
Family
265.8 Funding 14.4M
Execution 18.4M

53.4

186.6

19.3

299.1

212.4
167.3 174.3
59.7
6.2
70.9 63.7
53.5 49.2

MWR (QDPC) Youth (QYDP) CDS (QCCS) ACS (QACS)

Regional 141% 92% 104% 90%
Additional 113% 82% 93% 90%

Execution by Management Decision Package

Figure 3-1

20 | FY06 FMWR Annual Report

 Army FMWR has exceeded MWR Board of Directors’ FMWR Income Generators and Income Users
NIBD standards for 11 consecutive years. by Program Category

MWR BOD Capital Cash Actual

Army Average Data
NIBD Actual % Net Reinvestment Generation Cash Functional NAF Operating Results Adjusted for Base Closure
FY Standard NIBD Total Revenue Assessment Standard Generated
As % of As % of
Total Revenue $M (Less USA) Total Revenue (NIBD+CRA) $M FY01 FY02 FY03 FY04 FY05 FY06
96 5% $ 65.1 7.8 % 2% 7% 9.8 % Income Generators
Category C Programs 55.0 51.1 45.9 53.1 59.4 74.4
97 5% $ 75.8 8.9 % 3% 8% 11.9 %
External Revenue 159.8 154.2 144.5 124.7 139.3 142.7
98 7% $ 66.9 8.8 % 2% 9% 8.8 % Subtotal 214.8 205.3 190.4 177.8 198.7 217.1
99 8% $ 88.6 11.4 % 2% 10 % 11.4 % Income Users
00 8% $ 116.7 14.3 % 2% 10 % 14.3 % Category A Programs - 4.2 - 3.9 - 3.2 - 4.7 - 5.3 - 5.5
Category B Programs 6.9 7.4 8.7 10.1 - 1.3 2.9
01 8% $ 117.1 14.7 % 2% 10 % 14.7 %
Overhead Expense - 85.2 - 89.1 - 88.7 - 80.1 - 82.9 - 77.3
02 8% $ 103.8 13.5 % *2% 10 % 13.5 % Capital Reinvestment - 15.2 - 15.9 - 15.6 - 3.7 - 4.7 0.0
03 8% $ 91.6 12.1 % 2% 10 % 12.1 % Assessment
04 8% $ 99.4 13.0 % 0% 8% 13.0 % Subtotal - 97.7 - 101.5 - 98.8 - 78.4 - 94.2 - 79.9

05 8% $ 104.5 12.7 % 0% 8% 12.7 %

NIBD $ 117.1 $ 103.8 $ 91.6 99.4 104.5 137.2
06 8% $ 137.2 16.3 % 0% 8% 16.3 % % of Net Revenue 14.7% 13.5% 12.1% 13.0% 12.7% 16.3%
* AFRCs pay 3% CRA beginning FY02; all CRA payments ceased in FY04 except for AFRCs. Figure 3-2 Figure 3-4
Note: all CRA payments ceased in FY04 except by AFRCs, which pay 3%.

Nonappropriated Funds
In FY06, Army-wide eld MWR Funds reported net income before Figure 3-4 depicts the eld’s NAF operating results by category.
depreciation of $137.2M (16.3 percent of net revenue) versus Category A reects an increased reliance on NAF support over the
$104.5M (12.7 percent of net revenue) for FY05. Net income after past three years. Category B reects a noticeable improvement
depreciation was $1.6M for FY06 versus a net loss after depreciation over FY05. Category C generated an increase of $15M more in
of ($33.8M) in FY05. FY06 compared to the previous year. The cost of NAF overhead
Figure 3-2 shows the Army exceeding MWR BOD NIBD standards declined $5.6M in FY06 versus the previous year.
for 11 consecutive years. Figure 3-3 reects the level of NIBD Figure 3-5 displays the sources of non-operating income for the
earned in FY06, which exceeds the MWR Board of Directors’ NIBD eld. All categories exceeded budget projections.
standard by 8 percentage points. Net revenues of $842M in FY06
was $21.4M more than that reported for FY05.

137 $ Millions
89.7
Budgeted
124
120 Actual 79.2 FY 05/06 Budget vs. Actual
76.1
105
$ Millions
FY 05 Actual
FY 06 Budget
FY 06 Actual
40.5 40.8
38.7

28
25
2
12.7

4.1 3.3 4.4 5.2

0.8
-34

AAFES ARM Interest Guest House

FY 05 NIBD FY 05 NIAD FY 06 NIBD FY 06 NIAD Payback

Total MWR NAFI Worldwide NIBD/NIAD Non-Operating Revenue

Figure 3-3 Figure 3-5

FY06 FMWR Annual Report | 21

 Depositors’ Balances – Net of AMWRF Loan

870 861
Field Services
and
680 Self-Sufficiency
$ Millions Exemptions
27%
Construction and
511

Projection
Program
409 432 Investment
382 45%
302
274 FMWRC
251 244
Operations
28%

'97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07

Army Banking and Investment Fund Uses of an AMWRF Dollar

Figure 3-6 Figure 3-7

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 Banking and Investment Fund Army Recreation Machine Trust Fund
The Army Banking and Investment Fund manages a pool of U.S. The Army Recreation Machine Trust Fund administers the Army
Government securities on behalf of participants and pays interest Recreation Machine Program operating prots. In FY06, the ARMTF
based on portfolio earnings. received $72.0M in prot distribution, a $0.7M increase from FY05.
Major uses of cash in FY06, on a cash ow basis (which includes
During FY06, the ABIF provided cash management and invest-
cash on hand at the beginning of the year) were $60M in shared
ment services to 400 Army and DoD entities. Participants earned
distributions and $12.1M for internal ARM operations capital ex-
a compounded rate of 4.05 percent on their average deposited
penditures.
balance. During the year, the ABIF distributed $35M as interest
income. Invested cash rose from $680M to $870M from FY05 to
the end of FY06 (Figure 3-6).

Army Morale, Welfare and Recreation Fund
This is the MWR Board of Directors’ thirteenth year of nancing
strategies to modernize the MWR NAF physical plant and nance
Army-wide program investment initiatives. This long-range plan
redirected eld NAFI revenue to the AMWRF for world-wide ap-
plication and authorized borrowing from the Army Banking and
Investment Fund. In FY06, the plan paid out $8.9M for regular
construction, $8.6M for management information system support,
and $13M for other program investments such as master training,
management trainees, patron surveys, and marketing research.
The next allocation is for eld exemptions and services, such as
self-sufciency exemption dividends, capital purchase and minor
construction grants, Army sports, and BOSS. The fund also supports
a portion of the NAF administration budget for FMWRC. Figure 3-7
shows how the AMWRF dollar was allocated for FY06.
Army Central Insurance Fund
The Army Central Insurance Fund provides comprehensive property
and casualty insurance through a self-insured program for all NAF
activities. The ACIF purchases commercial property insurance which
serves as re-insurance against catastrophic loss. During FY06, claim
payments for damage to NAF buildings and contents Army-wide
were $780K for the year. Accidents causing damage to NAF oper-
ated vehicles resulted in losses of $445K. Losses resulting from
the theft or robbery of NAF money and securities resulted in claim
payments of $113K. The cost of general and vehicle tort claims for
bodily injury and property damage due to negligence amounted to
$258K. The cost of unemployment compensation for FY06 resulted
in payments of $2.8M to former NAF employees. This increase in
the cost of workers’ compensation claims resulted in an increase
in the rate charged to CONUS installations for FY06. The ACIF had
a net operating gain of $6.5M for the year. This gain is directly
attributable to the decrease in self-insured claims expense.

22 | FY06 FMWR Annual Report

 US Army NAF US Army NAF Average Total Returns
Retirement Fund FY05 FY06
Employee 401(k) Fund Period Ending 30 Sep 06

Asset Class Amount $M Percent % Amount $M Percent % Investment Fund 1 Year 5 Years Life of Fund

Common Stock $ 486.8 69.9 % $ 548.0 70.5 % Retirement Money Market 4.47 % 2.11 % 4.57 %

U.S. Bond Index 3.82 % 4.91 % 7.43 %

Bonds and Debentures 150.4 21.6 % 117.5 15.1 %
Asset Manager 7.50 % 5.81 % 9.63 %
Cash and Equivalents 25.2 3.6 % 33.3 4.2 % Spartan Equity 10.74 % 6.86 % 11.46 %

Venture Capital -- -- 41.0 5.3 % Dodge and Cox 14.61 % 14.06 % 12.24 %

Growth and Income 5.51 % 3.95 % 12.91 %

U.S. Government Securities 11.5 1.7 % 15.7 2.0 %
Overseas 18.69 % 13.56 % 13.08 %
Insurance Contracts 22.9 3.3 % 21.8 2.8 %
T. Rowe Price 9.20 % 13.03 % 13.54 %
Total $ 696.8 100 % $ 777.3 100 % Growth Company 7.17 % 8.21 % 14.00 %
Figure 3-8 Figure 3-9

Army Central Retirement Fund Army Medical / Life Fund

The ACRF represents the total of employee and employer contribu-
tions and investment earnings on those contributions (plan assets)
for the U.S. Army NAF Employee Retirement Plan. The fund pays
accrued benets to participants and their survivors as determined
by a formula based on salary and years of service when they are
eligible for retirement. As of the end of FY06, there were 6,235
retirees and survivors receiving monthly annuities from the retire-
ment fund.
As of 1 October 2006, the date of the last actuarial valuation, the
value of benets that participants have earned to date (actuarial
present value of accumulated plan benets) was $649M. This is
the amount required to satisfy all the plan’s obligations if it were
terminated today. The market value of assets available on 1 October
2006 was $777.3M, compared to $696.8M on 1 October 2005.
A more important measure of the plan’s nancial health is its ability
to meet obligations for benets that will be earned in the future.
An enrolled actuary makes these computations annually. As of 1
October 2006, the total actuarial accrued liability was $749.0M
compared with $691.9M one year before, with the actuarial value
of assets at $757.9M. This represents the continued strength of the
fund and the generally favorable status of investment markets.
Retirement plan assets are in a trust fund that can only be used to
provide benets to participants as authorized by the plan. Five trustees
are responsible for investing assets in authorized investments such
as stocks, bonds, real estate, and government instruments. Assets
are invested so that, over time, the return on investment meets
the long-term assumptions on which the plan is based. The plan
paid NAF retirees and their beneciaries $33.9M in FY06 including
a 4.1 percent cost of living increase beginning 1 April 2006.
On 30 September 2006, the market value of the plan’s assets
totaled $777.3M. These assets were invested as shown in Figure
3-8. The return on investment earned by these assets for the year
ending 30 September 2006 was 10.5 percent.
The Army offers health, dental, and life insurance benets to its
regular NAF employees. The AMLF collects premiums from employ-
ers and employees based on participant enrollment in the health
benets options. Employees may elect health benets coverage in
either the DoD Health Benet Plan or through Health Maintenance
Organizations in some locations. Claim expenses for the DoDHBP
are satised by direct disbursements to afliated medical service
providers after the plan takes its discounts. When services are
provided from outside the network or for any dental claims, partici-
pating employees are reimbursed directly. In order to preserve the
tax-preferred status of life insurance benets, the AMLF reimburses
a contracted insurance carrier for benets paid to beneciaries of
deceased participants in the life insurance program.
401(k) Savings Plan
The US Army NAF 401(k) Savings Plan continues to be a valuable
benet for employees who are working to achieve nancial security.
The total individual 401(k) savings plan account balances in FY06
were $285M, an increase of $39M (13.6 percent) from the previous
year. This substantial increase was a result of increased contribu-
tions and a steady rebound of the stock market. Figure 3-9 shows
investment returns for the nine funds available to employees as
investment options.
Participation in the U.S. Army NAF Employee 401(k) Savings Plan
continues to grow. As of September 30, 2006, there were 12,003
active participants—64 percent of eligible employees.

FY06 FMWR Annual Report | 23

Summarized Balance Sheet

A summarized balance sheet is shown at Figure 3-10 for Army
MWR Operating Funds.
The collective nancial position, as of 30 September 2006, reected
a current ratio of 1.6:1 versus 2.2:1 attained at the end of FY05.
Cash to current liabilities was calculated at 1.2:1 compared with
1.3:1 as of 30 September 2005.
Major changes in current assets were reected in cash (increased
$132.5M) and receivables (increased $12.5M). These increases
were offset by accounts payable (increased $11.1M) and other
current liabilities (increased $150.6M).
Increases in cash and liabilities are largely attributed to the Uniform
Funding and Management process where Appropriated and Nonap-
propriated Funds are merged for the purpose of providing MWR
services using NAF rules and procedures. Also, other liabilities include
$85M in recognition of locally funded NAF major construction that
is due to be transferred from the headquarters to the eld upon
completion of the projects. This liability is offset by the establish-
ment of a construction-in-progress account under the AMWRF that
recognizes the total value of the ongoing construction.

Summarized Balance Sheet: Army MWR Operating Funds

30 Sep 05 30 Sep 06 Change

Assets Current Assets
Cash/Investments 258,258,606 390,765,813 132,507,207
Receivables 76,424,041 88,960,681 12,536,640
Inventories 22,659,831 22,527,055 - 132,776
Prepaid Items 8,967,159 9,792,744 825,585
Total Current Assets 366,309,637 512,046,293 145,736,656

Fixed Assets 2,490,134,368 2,750,221,394 260,087,026

(Less) Accumulated Depreciation 1,225,705,462 1,306,868,358 81,162,896
Book Value Fixed Assets 1,264,428,906 1,443,353,036 178,924,130

Other Assets
Capital Commitment/Sinking Funds 4,315,427 5,734,484 1,419,057
Separation Sinking Funds 1,480,207 1,540,598 60,391
Other 50,017,402 18,277,615 - 31,739,787

Total Assets $ 1,686,551,579 $ 1,980,952,026 $ 294,279,665

Liabilities

Current Liabilities
Accounts Payable 31,154,808 42,217,725 11,062,917
Other 134,539,525 285,142,794 150,603,269
Total Current Liabilities 165,694,333 327,360,519 161,666,186

Total Long Term Liabilities 167,994,209 167,245,091 - 749,118

Total Liabilities 333,688,542 494,605,610 160,917,068

Fund Equity 1,352,863,037 1,486,346,416 133,362,597

Figure 3-10

24 | FY06 FMWR Annual Report

Summarized Income and Expense Statement

A statement of FY06 APF and NAF operations compared with FY05 is
at Figure 3-11. The NAF revenue and expenses transacted through
UFM and MWR Utilization, Support, and Accountability have been
eliminated from this display in order to preclude overstatement of
combined APF and NAF support. In FY06, $548M was executed
through these processes, versus $226.2M in FY05.
Total APF support increased $161.5M compared with the previous
year. Major increases were reected in Operation and Maintenance,
Army (increased $172M), illustrating material effort by the Army to
support MWR priorities in the year of execution. Reported costs for
military personnel working in MWR was down $9.5M, reecting the
lowest levels of reported borrowed military in the recent history of
MWR. Other support was down $2.2M due to the Army no longer
reporting Operation and Maintenance, Defense support for MWR.
The Military Construction, Army level of $38M was consistent with
the value of projects reported for FY05.
The collective NAF revenue for the Army Operating Funds for FY06
was $953.8M, a $37.7M increase over FY05. The AAFES dividend
to the Army declined $5.4M, but was offset by an increase in gross
revenue from the Army Recreation Machine Program. While sales
remained relatively stable, there was a $38M increase in user fees
and charges and a $10.7M increase in interest income due to favor-
able market conditions.
On the expense side, labor continues to be the largest element of
operations for MWR. The FY06 labor costs overall reected a 5.7
percent increase over FY05. Other costs also rose compared with
the previous year by $78M, primarily due to increased contracts,
supplies, and equipment.
Net income before depreciation was recorded at $170M—a $73.9M
increase from FY05. Net income was $31.8M, or 3.3 percent of
NAF revenue. This is a material turn around from FY05 when
collective operations recorded a net loss of $33M. This improved
condition is attributed to increased operating revenue, increased
APF support, and lower extraordinary expenses incurred as a result
of BRAC actions.

Summarized Income and Expense Statement: Army MWR Operating Funds

FY05 FY06 Change

Revenue APF:
Military Personnel 19,441,181 9,965,224 - 9,475,957
OMA 539,758,802 711,829,400 172,070,598
Other Operating 7,975,713 5,808,237 - 2,167,476
DLA/DoD 11,569,821 12,292,424 722,603
MCA 38,000,000 38,351,000 351,000
Subtotal $ 616,745,517 $ 778,246,285 $ 161,500,768

NAF:
Sales 231,605,087 231,046,764 - 558,323
Gross ARM Revenue 123,016,594 128,307,957 5,291,363
Central Fund AAFES Dividend 33,810,812 28,389,314 - 5,421,498
ASD/Other AAFES 89,681,421 79,212,744 - 10,468,677
Other Revenue * 433,198,015 471,371,685 38,173,670
Interest Income 4,801,979 15,492,352 10,690,373
Subtotal * $ 916,113,908 $ 953,820,816 $ 37,706,908

Total Revenue and Appropriations $ 1,532,859,425 $ 1,732,067,101 $ 199,207,676

Expenses APF:
Operating Labor ** 182,316,802 155,797,726 - 26,519,076
Overhead Labor ** 52,315,249 48,401,459 - 3,913,790
APF Support for UFM/USA Labor 191,010,036 294,626,846 103,616,810
Other Operating Costs 153,103,430 241,069,254 87,965,824

Subtotal $ 578,745,517 $ 739,895,285 $ 161,149,768

NAF:
Cost of Goods Sold 97,473,392 95,118,937 - 2,354,455
Operating Labor * 351,021,534 348,513,265 - 2,508,269
Overhead Labor * 100,528,371 69,683,696 - 30,844,675
Other Operating Costs * 270,952,147 270,473,798 - 478,349

Subtotal * $ 819,975,444 $ 783,789,696 $ - 36,185,748

Total Operating Expenses 1,398,720,961 1,523,684,981 124,964,020

Military Construction Army 38,000,000 38,351,000 351,000

Net Income Before Depreciation 96,138,464 170,031,120 73,892,656

Depreciation 129,099,659 138,221,317 9,121,658

Net Income $ - 32,961,195 $ 31,809,803 $ 64,770,998

Figure 3-11
* Net of UFM/USA revenue (FY05 $226,226,618; FY06 $548,753,339) and BRAC (FY05 $3,982,900; FY06 $262,848)
** Includes General Schedule, Foreign Nationals, Wage Grade, and Military Personnel Army

FY06 FMWR Annual Report | 25

FMWR

Workforce

26 | FY06 Army FMWR Annual Report

FY06 Army FMWR Annual Report | 27
White Plume Award NAF Employee Benets

Established in 1982 by the Adjutant General of the Army, The Army provides an extensive menu of benets for the 18,600
the White Plume award recognizes outstanding service and eligible NAF employees that deliver MWR programs. Participation in
contribution to Family and Morale, Welfare, and Recreation the NAF Employee Benet Plans continued to show strong support
programs. The White Plume is the Army’s highest medal for among employees (Figure 4-1).
achievement in support of FMWR.
Direct support to employees was provided by Employee Benets
The following personnel were honored with the White Plume Online, which allows NAF employees to access benet records,
in FY06: instant benet summaries, or comprehensive benets statements.
The system also allows employees to submit a service request di-
rectly to their servicing Human Resource Ofce to update database
Paul J. Boltz Headquarters, FMWRC
information. The NAF benets website expanded with the addition
of links to other benet websites and services. A new section was
Shirley A. Brown Headquarters, FMWRC
added specically to provide useful information to retirees on their
Michael Cain IMCOM – Europe Region
ongoing retirement benets. The website is updated weekly to
Beverly M. Childs Fort Stewart, Ga.
ensure that information is current.
Keith D. Elder Headquarters, FMWRC
George A. Gallagher Headquarters, FMWRC The FMWRC Benets Ofce, in cooperation with Fidelity Investments,
Myra M. Garriott Redstone Arsenal, Ala. continued its extensive support to installations in FY06—especially
Alvin D. Gelineau Fort Benning, Ga.
those affected by BRAC and the Privatization of Army Lodging. The
ofce delivered benet presentations and one-day retirement semi-
Kathleen Gianetti Schoeld Barracks, Hawaii
nars to many installations. Benet plan booklets were rewritten in a
Anna M. Glasgow Headquarters, FMWRC
more easily understood style and distributed to the NAF workforce.
Brian J. Gormley Headquarters, FMWRC
Other promotional materials were issued to NAF Human Resource
Harold E. Greer, Jr. Fort Drum, N.Y.
Ofces for electronic or mail distribution to employees to increase
Kenneth R. Harris Headquarters, FMWRC understanding of and participation in benet programs.
Delores F. Johnson Headquarters, FMWRC
Gerald C. Jones Fort Carson, Colo.
The FMWRC Benets Ofce continued to train Civilian Human Resources
Agency personnel to improve knowledge of benet programs and
BG John A. Macdonald Headquarters, FMWRC
processing requirements as taught in the NAF Personnel Technicians
John C. McLaughlin Headquarters, FMWRC
Course. Training also increased APF personnel technician knowledge
John M. Molino Deputy Under Secretary of Defense for
Military Community and Family Policy of portability of benets processing requirements for those who
Claire S. Nicely Schoeld Barracks, Hawaii transfer between the APF and NAF personnel systems.
Paul Rohler Headquarters, IMCOM
401(k) Savings Plan
Steven J. Ryan Headquarters, IMCOM
Rafael Santaliz, Jr. Fort Detrick, Md. The 401(k) Savings Plan continues to be a popular benet program.
Frank Soares 26th Area Support Group, Germany
The plan allows employees to achieve their goals for nancial se-
Karen M. Strunk IMCOM - Southwest Region
curity in retirement through a tax deferred savings plan. Certied
nancial planners from Fidelity Investments presented briengs
Arthur G. Thompson Headquarters, FMWRC
at many installations to assist employees with investment deci-
Sharon Weinhold Deputy Assistant Secretary of the Army,
Resource Analysis and Business Practices sions. Ten life cycle funds were also added to the Savings Plan
(Financial Management and Comptroller) for those individuals who prefer that professional investors make
the investment decisions. Life cycle funds are numbered in ve
year increments, starting with 2005. Based on their anticipated
retirement year, participants choose a life cycle fund where funds
are invested to maximize return and minimize risk to the individual
based on retirement date. Just introduced in July 2006, by the end
of FY06 more than $6M had already been invested in these new
funds. Fidelity published and distributed a new participant invest-
ment guide in support of this latest addition to the 401(k) Plan and
to improve understanding of the various investment options.

28 | FY06 Army FMWR Annual Report

NAF

The Army provides an extensive menu of benets for the 18,600 eligible NAF employees that deliver MWR programs.

NAF Employee Retirement Plan Benefit Plan Participation

Participation in the NAF Employee Retirement Plan continued to 2005 Participants 2006 Participants
increase in FY06—a trend since the MWR Board of Director’s decision 2005 Eligible Employees 2006 Eligible Employees
in FY01 to require participation of new hires for their rst six months 20,000
of service. As of the end of FY06, 90 percent of the active eligible 18,638
workforce was enrolled in the retirement plan. The steady increase 90%
17,825
86%
has positively impacted the well-being of the NAF workforce. 15,000
The Portability Project Ofce, initially established in FY02 to audit 64%
63%
and correct service records of employees who transfer between the
APF and NAF personnel systems under portability legislation, made 10,000
16,264

47%
15,262

44% 51%
signicant progress in restoring retirement benets to employees 49%

12,003
who had been incorrectly processed. The Ofce also worked to 11,177

9,267
8,681

8,483
7,854
improve understanding of portability benets among the workforce 5,000
and the human resources ofces responsible for counseling employ-
ees on portability options. The Portability of Benets initiative has
become increasingly more important as the number of employees 0
with a portability election increased to more than 1,300 in FY06—a Retirement 401(k) Group Life Health Benefit
signicant portion of the MWR workforce. Plan Savings Plan Insurance Plans
DoD Health Benet Plan Figure 4-1

The self-insured DoD Health Benet Plan continues to provide the NAF Employee Group Life Insurance Plan
highest level of health benets for employees and their Families at
competitive premium rates. Benet levels continued to improve The NAF Employee Group Life Insurance Plan maintained its solid
while providing quality, affordable health care to plan participants. nancial status in FY06. Rates were maintained at 14 cents per
Aetna Global Benets were implemented for overseas participants. $1,000 of coverage for employees electing basic coverage.
Through this major Plan enhancement, Aetna coordinates agree-
NAF Employee Group Long Term Care Plan
ments with foreign hospitals for direct payment of charges in the
local currency, thereby eliminating the need for participants to pay During the 2005 open season, a special open enrollment was held
out of pocket in advance of their treatment and eliminating a po- for the NAF Employee Long Term Care Plan. Participation increased
tential loss of benets due to currency conversion. Aetna has made nearly 50 percent, from 696 to 1,035. Current participants were
agreements with foreign hospitals in nearly all locations where the offered an opportunity to upgrade or increase coverage under guar-
Army has NAF employees. Initial feedback reveals high satisfaction anteed issue, and one third accepted the offer. Participation in the
among overseas employees. long term care plan is now at 5.5 percent of eligible employees.
The Health Benet Plan remains nancially strong with a continued
trend of stable premium increases. Premiums in CY06 increased only
6 percent while projections for CY07 are for a 5 percent increase
in medical rates. These increases are well below industry trends,
reecting judicious use of the plan by participants and continuing
cooperation with Aetna to control health care costs. Aetna, the
third party administrator of the plan, continued to provide excel-
lent service to plan participants. Aetna Navigator, an interactive
web based system where participants can view claims processing
status, an explanation of benets, and health related information,
saw a substantial increase in use with more than 40 percent of
participants routinely accessing the service.

FY06 Army FMWR Annual Report | 29

ACTEDS
The Army Civilian Training, Education and Development System
documents a structured, progressive, and sequential approach to
employee development within Career Field 51 (MWR). The ACTEDS
plan is a competency-based, career progression “road map” that
blends training and self-development to enhance individual perfor-
mance and potential. ACTEDS was recently revised to integrate
the Army Leader-Development model for civilians, the Army FMWR
vision, the FMWR Strategic Plan, and 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 positions covered in Career Field 51. This
revision is hosted on the FMWRC server.
Leader Development Program
Development efforts continue on the MWR and Career Field 51
Leader Development Program. The LDP is a proactive, long-term
approach to developing depth and breadth in MWR and CF 51 em-
ployees for leadership positions. It institutionalizes a centralized
assignment system for NF-4 and NF-5 positions with responsibility
for MWR and CF 51 programs. The LDP is critical to successful
implementation of the Uniform Funding and Management system
that merges APF and NAF to provide MWR services under NAF rules
and procedures. The LDP will apply to all eligible regular full-time
positions in MWR and CF 51, including dual proponent librarians,
information technology, and NAF contracting. LDP positions are
grouped by career focus functional areas, as follows:
 Child and Youth Programs
 Business Programs
 Lodging Programs
 Recreation Programs
 Armed Forces Recreation Centers
 Armed Forces Recreation Program
 Director of Morale, Welfare, and Recreation
 Program Analysts
 Other management and non-program specic positions
 NAF Support Services
 Marketing
 Commercial Sponsorship
 Contracting
 Information Management
 Financial Management
30 | FY06 Army FMWR Annual Report
Career Development and Stafng
The FMWRC assists installation commanders in lling MWR vacan-
cies, both APF and NAF, at grades GS-09/NF 04 and above. On a
monthly basis, the FMWRC maintains a database of over 10,000
active applicants seeking employment with Army MWR programs,
Lodging, and Army Community Service. This is an increase of over
300 percent compared to last year with an average of 3,000 active
applicants. A total of 444 referral lists were issued in calendar
year 2006. To prepare and issue each list takes an average of
20 calendar days, compared to 29 days last year. Of all referral
lists in 2006, 33 percent were issued from the applicant inventory
in 8 calendar days and 67 percent were prepared within 26 days
after issuing special vacancy announcements. The average open
announcement period was 15 days.
NAF Management Trainees
The centrally funded NAF Management Trainee Program actively
recruits talented college graduates for opportunities in FMWR func-
tional areas, offering different career paths and roads to success
with assignments available Army-wide. Future FMWR leaders are
groomed through this 12 to 18 month training program to meet
future leadership demands. In FY06, eleven graduates completed
on-the-job training and were placed into permanent positions.
FY06 was the rst year that allowed for recruitment of up to 20
management trainees (from 10 per year) in order to meet the
evolving need for MWR professionals. Trainees were recruited for
the following functional areas:
# Trainees Program
2 Child & Youth Services
2 Food & Beverage
2 Marketing
2 Sports & Fitness
2 Community Recreation
2 Outdoor Recreation
2 Financial Management
1 Golf Superintendent
1 Human Resources
1 Business Management
1 NAF Contracting
In FY07, a professional golf management trainee will also be added.
Training sites for these positions are at Forts Carson, Riley, Knox,
Belvoir, Sam Houston, Sill, McCoy, Stewart, Campbell, and Bragg;
at regional IMCOM headquarters in the Southwest and Northwest;
and at the FMWRC headquarters.
The MWR Management Trainee program infuses “new blood” into
Army MWR that will sustain the organization in the years to come.
The retention rate for trainees who completed the program is 72
percent.
 Executive
&
Senior
Management

e
siv
es
Division /

r
og
Multi-Program Level

d Pr
an
ial
Program

nt
Management Level

ue
q
Se
S kill an d Professional,
T e ch n i c a l Basic Management
an d Le ad e rs h ip

Entry Level
MWR Orientation Operation Excellence

MWR Master Training

Figure 4-2

Master Training
2006 MWR Academy: Students by Course
Located in Alexandria, Va., the MWR Academy trains entry-level
employees through General Ofcers in courses that support the 2,564 Classroom
20 ACS Employment Readiness Program
Master Training Plan (Figure 4-2). These courses are also available 18 ACS Exceptional Family Member Program Mgmt
to personnel of the other Defense Services. 21 ACS Financial Readiness Program Management
23 ACS Leadership & Mgmt for ACS Directors
Web-based training remains at the forefront of planning and de- 17 ACS Mobilization and Deployment Program Mgmt
velopment efforts. In FY06, nine additional online courses were 36 AFRC Management and Leadership II
developed and implemented, bringing the total online courses 27 Business Program Managers’ Course
offered to fourteen. The ServSafe Sanitation and the ServSafe 20 Catering Culinary Skills
Alcohol courses are now offered in conjunction with the National 381 CFSC Acquisition Management I
373 CFSC Acquisition Management III
Restaurant Association. 20 Contract Law
In FY06, more than 5,000 MWR courses were completed, with an 18 Contract Negotiation
18 Contract Price Analysis
additional 900 course enrollments in progress, for a total of 5,940 34 Effective Organizational Ldrshp for Hospitality Mgrs
enrollments (Figure 4-3). The MWR Academy delivered 18 percent 43 Exec Ldrshp and Mgmt for MWR Division Chiefs
of its training at installations and conferences, 19 percent at the 30 EventMaster
Academy, 6 percent by off-site contract, and 57 percent through 19 FoodTrak
web-based instruction. This included Army, Marine, Navy, and Air 12 Full Service Culinary Skills
17 General Ofcer Installation Commander’s Course
Force MWR personnel. 16 Golf Superintendents’ Course
21 Hotel Operations
# Students % of Training Delivery Methodology 16 LEAD
388 6% Off-site contract 34 Lodging Customer Service
1,050 18 % Installations / conferences 42 Lodging Group Leader Program
24 Lodging Strategic Financial Management
1,126 19 % Academy classroom 30 Lodging Supervision Course
3,376 57 % Academy web-based instruction 26 Lodging Supply Chain Management
5,940 100 % 24 Marketing Managers’ Course
123 MCCS Applied Financial Planning
Due to the loss of data resulting from a September 2006 catastrophic 783 MWR Biannual Training Conference
failure of the Academy’s web-based system, web-based enrollments 32 NAF Acquisition Management
and completions may be understated. 23 Novell Network 6.5
18 Performance Analysis in Hospitality Operations
The MWR Academy also provides performance support to instal- 23 Process & Quality Leadership Tools for Hospitality
lations and programs through professional development and proj- 53 Program and Special Events Management Course
ect management. Joint command guidance from FMWRC and the 33 Recreation Program Management and Leadership
18 Strategic Communication for Hospitality Managers
Installation Management Command published in September 2006
22 Value Creation in Hospitality Organizations
set specic training completion targets for installations. Six instal- 56 WOW! Project Management
lations with the highest percentage of employees completing the
MWR Orientation Course were selected to receive “WOW! Project 2,448 On-Line Completed
Management” training which began in FY06. 362 Applied Financial Planning (4 Courses)
26 Army Catering Module
The American Council on Education evaluates MWR Academy courses 693 CFSC Acquisition Management (2 Parts)
and recommends college credit for many offerings. Neither the 150 IMETS
ACE nor the MWR Academy grants college credit, but ACE recom- 73 Marketing Plans—Short Version
136 MWR Basic Management Course
mendations encourage colleges and universities to award credits to 662 MWR Orientation Course
students participating in applicable degree programs. This recom- 96 NAF Contracting, Basic
mendation supports the strategic vision of the FMWRC; conrms the 58 ServSafe Alcohol
stature of the MWR Academy as a professional learning institution;
and provides added value to the FMWR workforce in their pursuit 928 Enrolled On-Line and In Progress
of formal education or certication requirements. Thirty courses
currently sponsored by the MWR Academy have received college 5,940 Total Enrollment
credit recommendations. Students also receive Continuing Educa- Figure 4-3
tion Units for completed Academy courses.

FY06 Army FMWR Annual Report | 31

FMWR

Management
Summaries

32 | FY06 Army FMWR Annual Report

FY06 Army FMWR Annual Report | 33
Army Community Service
The only thing harder than being a Soldier...
is loving one.
Capt. Alison L. Crane, RN, MS
Mental Health Nurse Observer-Trainer
7302nd Medical Training Support Battalion
34 | FY06 FMWR Annual Report
One of the many lessons of the all-Volunteer Force and our nation
at war is the importance of taking care of the military Family. We
know rst-hand that, at its core, the Army is people. The effective
care and management of those people is a top priority. The Army is
committed to its Family—Soldiers, retirees, civilian employees, and
their Family members.
As our Soldiers serve far away to protect freedom, they should never
have to choose between the profession they love and the well-being
of the Families they love.
Army Community Service offers programs and services that are syn-
chronized with deployment schedules and optimized to support deployed
and redeployed units. ACS has adapted and continues to tailor service
delivery and support to meet the needs of this long war.
 Army Community Service Operating Costs ($M)
FY05 FY06
28.1 13.7 (OMA) Base Operations
6.9 7.0 (OMA) Family Advocacy
41.5 43.5 (OSD) Family Advocacy
7.3 8.7 (OMA) Financial Readiness
4.5 4.2 (OMA) Relocation Readiness
4.7 4.8 (OSD) Relocation Readiness
1.6 1.0 (OMA) Outreach
3.3 3.1 (OMA) Employment Readiness
3.1 3.2 (OMA) Exceptional Family Member Program
2.4 16.1 (OMA) Information, Referral, and Follow-Up
0.1 0.2 (OMA) Foster Care
1.9 2.3 (OMA) Deployment/Mobilization
4.6 4.3 (OMA) Army Family Action Plan/Army Family Team Building
$110.1 $111.9 Total
Figure 5-1

Deployment Support Communicating with Families

Support and communication between Soldiers and Families dur-
ing deployments demonstrates to Soldiers and Families that Army
leadership cares. Rear detachments and Family Readiness Groups
provide Families with information and support while their spouse is
away. Family Readiness Group Support Assistants provide support
to units and volunteer FRG leaders by completing administrative
tasks, coordinating training for rear detachment commanders and
FRG leaders, and maintaining positive relationships with commu-
nity resources. The FRG Support Assistants are a vital asset to
deployable units, especially given a diminishing pool of volunteers,
an increase in rapid deployments and extensions, high levels of
casualties, information dissemination requirements to immediate
and extended Family members, and FRG compassion fatigue.
Operation READY materials were revised in 2006 consistent with
current lessons learned and provide useful and practical techniques
for handling deployment for commanders, Soldiers, spouses, and
children. The Family and Morale, Welfare, and Recreation community
continues to respond as unique needs arise. When the Stryker
Brigade stationed in Fort Wainwright, Alaska, had their deployment
extended, the FMWRC dispatched a mobile team to supplement ACS
with nancial support, counseling, and specialists to help resolve
issues created by the unexpected extension. The FMWRC also
welcomed the Soldiers home with world-class entertainment at
their redeployment ceremony.
Performance Awards
Outstanding Individuals
Barbara Trower-Simpkins (Fort Bragg, N.C.)
Shawn Williams (Fort Polk, La.)
R. Cynthia Jacobs (Camp Humphreys, Korea)
Sterling Performance
Pearl Speer (Fort Riley, Kan.)
Karen McComas (Fort Lee, Va.)
Becky Wapp Sawyer (Fort McCoy, Wis.)
Excellent Installations
Small Installation Tobyhanna Army Depot, Pa.
Medium Installation Fort Polk, La.
Large Installation Fort Carson, Colo.
Figure 5-2
ACS provides up-to-date information on many topics that sup-
port the Active Component, the Army National Guard, and the
Army Reserve. Maximizing available technology is vital to main-
taining communication for Soldiers and Families. The web portal
www.MyArmyLifeToo.com provides a single point for Family access
to information on Army customs, relocation tips, home and personal
safety, and nancial management--all in simple language rather
than Army acronyms. Through the website Soldiers and Families
can search topic areas and learn about Family support programs,
nd out how to get involved in the community, and discover how
to take advantage of all the services available to them. There have
been 28 million hits from the website’s ofcial launch in February
2005 through FY06. A monthly eNewsletter is distributed directly
to the website’s 55,000 subscribers containing summaries of longer
articles from other online publications, providing military Family
information in one location at their ngertips and linking them to
further information.
The virtual Family Readiness Group is the primary online link between
the deployed Soldier, Family, FRG leader, unit and rear detachment
commander, and other readiness personnel. The vFRG web access
portal is controlled by the unit and used to exchange information
and provide a sense of community. Currently supporting 650 Army
units, these “virtual communities” provide a secure network of
support for Soldiers and Families.
Army Families have proven the value of programs like Military
OneSource. Soldiers and Family members can easily access infor-
mation, counseling referrals, and answers to almost any question
concerning day to day life. In FY06, Army users called Military
OneSource 77,337 times and visited www.militaryonesource.com
254,696 times, resulting in 14,811 users being referred to face-to-
face non-medical counseling in their local neighborhoods. Military
OneSource handled 802 cases that involved issues related to domestic
violence, child abuse, elder abuse, and threats to self or others in
the Army (Active and Reserve components). Among these cases,
376 new domestic violence incidents and 105 new child abuse
incidents were reported to the proper authorities.
To directly reach junior spouses early in their Army “careers,” an
enlisted spouse outreach and training plan was developed. A New
Spouse page redesign was completed on the MyArmyLifeToo website
in FY06, and draft manuals and seminars were developed for Drill
Sergeant and 1st Sgt. spouses. Projects for the future include nal-
izing those courses and developing a recruiter spouse seminar.

FY06 FMWR Annual Report | 35

Financial Readiness
Using the resources of the Financial Readiness Program, Soldiers
and Families can learn how to make sound nancial decisions and
how to benet from nancial investment opportunities. The FRP
supports commanders by providing rst-termers’ classes and a variety
of nancial services. In FY06, FRP managers conducted 110,041
personal nancial readiness courses, serving 246,534 attendees.
The FRP program also provided 49,681 individuals with counsel-
ing and case management support ranging from debt liquidation,
nancial counseling, complaints, to income assistance.
Relocation Readiness
The Relocation Readiness Program provides comprehensive relocation
assistance, current information, guidance, counseling, education and
training to assist Soldiers and Families in managing the challenges
and maximizing the opportunities of the mobile military lifestyle
during all phases of the relocation process. The relocation program
helps Army Families use the Standard Installation Topic Exchange
Service to access on-line current information on world-wide military
installations and Family centers. During the year, the program
conducted 4,449 new arrival orientations, 137 sponsorship training
sessions, and 701 rst-term counseling sessions.
The www.MyArmyLifeToo.com website offers relocation tips on
special web pages designed to assist Family sponsorship during
unaccompanied tours. Relocation counseling (individual or group) is
available to both inbound and outbound transferees with extensive
preparation and planning before the move, during the transfer, and
while settling in to a new location. Specialized relocation services
include mandatory overseas orientations; re-entry workshops; pre-
arrival information; destination services; lending closet loans of
household items for a limited period; post-move newcomers’ orienta-
tions; liaison assistance for citizenship and immigration services and
for multicultural Families; outreach services such as identication,
counseling, and advocacy for waiting Families; and training of unit
and youth sponsorship. Hearts Apart, an outreach support service,
works with unit FRGs to link
waiting Family members and
children with other Families
left behind due to a sponsor’s
mission requirements.
Exceptional Family Mem-
ber Program
The Exceptional Family Mem-
ber Program offers support and
training services on a variety of
topics. In FY06, EFMP recorded
an enrollment of 50,794 sponsors
and 66,825 Family members.
Family member enrollment con-
sisted of 45,116 children and
21,709 adults.
36 | FY06 FMWR Annual Report
Employment Readiness
Employment Readiness program managers provide information,
resources, and career counseling to help Army spouses focus on their
strengths and nd the best employment and training opportunities.
In FY06, program managers assisted 61,325 spouses seeking job
skills training while also providing career and educational informa-
tion to more than 538,000 other users. The program referred
282,242 individuals for jobs and contributed to 8,000 individuals
gaining employment.
Across the nation and overseas the local and national relationships
between ERPMs and partner corporations are building the bridge
to increase Army spouse employment. In October 2003, the Army
formally signed a Statement of Support with 11 Fortune 100 and
Fortune 500 companies and two military agencies who pledged
their best efforts to increase employment and career opportuni-
ties for spouses. The Army has been conducting ongoing biannual
meetings chaired by the Deputy Assistant Secretary of the Army
for Manpower and Reserve Affairs (Human Resources) since the
program’s inception. Currently, there are 26 total partners from
the private sector, the military, and the Federal Government, with
others being considered through an intense application process.
In FY06, ASEP partners hired more than 5,000 military spouses,
bringing the grand total of spouses hired through ASEP to 16,000
since the program’s inception in 2003. Visit the www.MyArmyLifeToo.
com/WorkandCareers.com websute for a list of current partners.
Family Advocacy
When home and Family life become challenging and Families need
help, they can call on the Family Advocacy Program. Family Ad-
vocacy provides programs and training sessions designed to keep
Army Families healthy and strong. In FY06 the Army conducted a
multidisciplinary review of child and domestic violence fatalities. This
review, with follow-on recommendations, was forwarded in an annual
report to the Department of Defense. The FMWRC implemented
Army guidance that placed reporting restrictions on victim advocates
and sexual assault response coordinators at all military installations.
These victim advocates provide support, information, and referrals
to victims of both sexual assault and domestic violence.
The core of the FAP program is formed by classes and briengs
on topics such as anger and stress management, parenting skills,
emergency placement care, and programming support. In FY06,
the Family Advocacy Program delivered formal training to more
than 164,000 participants in the following focus areas:
 New Parenting 55,752 attendees
 Victim Advocacy 36,420 attendees
 Spouse Abuse 33,980 attendees
 Child Abuse 28,224 attendees
 Command Briengs 10,230 attendees
In 2006, the FAP placed 28 children into foster care programs,
provided respite care for 1,151 children, and disbursed $3.25M
through the Transitional Compensation program to 188 active cases,
of which 111 were new cases involving 199 children.
 “Very Important Patriot” Volunteer Awards
Very Important Patriots
Renee Stotz
Robin Crouse
VIP Award of Honor
Staff Sgt. Brent Cobb
Sharon Davenport
Maj. Doug Dillon
Patti Walker
VIP Award of Merit
Spec. Chelsey Beck
Sendry Pittman
Felicia Villarreal
2006 Emma Marie Baird Awards
Excellence in Army Community Service
Audrey Hargraves
Elsie Melms
Delma Morales
Max Ogas
Sharon Samuelson
Hanna Zitniak
Army Family Action Plan
Encouraging military Families to get involved in Army communi-
ties gets easier every year. The AFAP gives military communities
a dynamic “voice” that enables Families to share what’s on their
mind with leadership. As the Army operational tempo changes,
so too must AFAP change to meet the needs of Soldiers and their
Families. AFAP provides a year-round mechanism to identify, pri-
oritize, and resolve issues that improve Army standards of living.
At the annual HQDA AFAP conference, a new Wounded Warrior
workgroup was added to this vital and important process. The
AFAP is the force behind many improvements to programs and
services and many revisions to legislation, regulation, and policy.
Thanks to recognition and support from local commands and senior
leaders, the AFAP process has resulted in 164 improved programs
and services, 101 legislative changes, and 145 DoD/Army policy
changes. Issues and resolutions are monitored at the installation
and headquarters levels through regular guidance, direction, and
approval of the Army senior leadership. AFAP is the Soldiers’ and
spouses’ voice in the Army’s future.
2006 Top Five AFAP Issues
1. Traumatic Brain Injury Rehabilitation at Military Medical Centers of Excellence
2. Traumatic Service Members’ Group Life Insurance Annual Supplement
3. Co-Pay for Replacement Parts of Durable Medical Equipment and Prosthetics
4. Convicted Sex Offender Registry OCONUS
5. Retroactive Traumatic Service Members’ Group Life Insurance
Figure 5-3
Volunteers
Many ACS programs would not be as successful were it not for
dedicated and dependable volunteers. Volunteers contributed over
632,897 hours of service to ACS in FY06, but the contribution that
volunteers make to military communities is immeasurable.
Volunteers increased their hours of service in FY06 in support of
foster care, relocation readiness, Army Family Team Building, employ-
ment readiness, Army Family Action Plan, and nancial readiness.
To help manage and coordinate these efforts, a new web-based
Volunteer Management System assists organizations in managing
information, listing volunteer opportunities, maintaining records
(positions, awards, training, and hours), and communicating with
volunteer managers. Volunteers no longer have to carry personnel
records around the world—records are always available online and
can be accessed from any location.
Army volunteers are recognized for service to their communities.
The National Military Family Association honors Defense wide vol-
unteerism annually with the Very Important Patriot awards (Figure
5-4). In 2006, two of ve VIPs honored by the NMFA performed
service in Army communities, four of ve awards of honor went to
Army volunteers, and three of ve awards of merit went to Army
volunteers. The Army also honors exceptional volunteers through an
annual presentation of the Emma Marie Baird Award for Excellence
in ACS (Figure 5-4), with a citation signed by the Vice Chief of Staff,
Army. These volunteers demonstrated a pattern of excellence and
achievement during a sustained period.
Army spouse, Fort Lewis, Wash.
Air Force spouse, Fort Hood, Texas
South Carolina Army National Guard
Wiesbaden, Germany
Army Reserve, Va.
Fort Riley, Kan.
Republic of South Korea
Fort Eustis, Va.
Fort Hood, Texas
Fort Bliss, Texas
Selfridge ARNG Base, Mich.
Fort Buchanan, Puerto Rico
Fort Hood, Texas
Redstone Arsenal, Ala.
Republic of South Korea
Figure 5-4
Army Family Team Building
For new Army Families, adjusting to a military way of life is chal-
lenging. ACS recognizes the challenge and supports them at every
step of the way through the AFTB program. The primary objective
of this global program is to improve overall readiness of the force
by teaching and promoting personal and Family readiness through
a standardized, progressive, and sequential education process for
Family members. The AFTB program strengthens the “partnership”
between the Army and members of the Army Family, from Soldiers,
Family members, and civilians to Active Guard and Reserves. The
core elements of the AFTB program are Master Training curriculums
set at three distinct levels of complexity and knowledge. Other
AFTB offerings focus on core instructor training, a senior spouse
leadership seminar, Master Trainer professional development, and
a program manager course. With 153 Master Trainers and 63 Core
Instructors, AFTB has conducted the following training sessions
to date:
27,136 English level 1 sessions
19,434 English level 2 sessions
10,294 English level 3 sessions
1,627 Spanish level 1 sessions
217 Spanish level 2 sessions
452 Spanish level 3 sessions
The AFTB Net Trainer also provides access to an online training
component for Soldiers and Family members who do not have
access to, or wish to participate in, community based classroom
instruction. A total of four promotion points can be awarded for
40 accumulative hours of course instruction. Promotion points are
valid when DA form 87 has been signed by the ACS Director, and
submitted certifying course completion. The ACS courses for promo-
tion points include AFTB, New Parent Support Program, Operation
READY, and Financial Readiness training.
Integrated Multicomponent Family Support Network
Installations are updating transition plans to ensure that the ACS
strategic action plan addresses the needs of the future Army. The
cornerstone for future support is an Army-wide Integrated Multi-
component Family Support Network. Working in concert with other
military and civilian agencies, the IMFSN will establish a comprehen-
sive multi-agency approach for community support and services to
meet the diverse needs of Active and mobilized Guard and Reserve
Army Families. The IMFSN will provide a seamless customer-focused
network of services to Families--regardless of assigned component
or where they live. These interoperable networked systems will
provide quick access to online knowledge sources regardless of
time, location, or component.
Army Families are resilient, strong, and steadfastly support the
Soldier and the Army mission. The robust network of Family support
programs, from counseling to instruction to household nance, helps
Families adjust to transitions they routinely face. The quality of life
for Army Families is critical to the readiness of Soldiers and has a
profound effect on retention decisions. ACS knows how important
these programs and services are to the overall spouse satisfaction
and understand that Soldiers who know their Families are in good
hands while away, are better able to focus on their mission.
FY06 FMWR Annual Report | 37
Child and Youth Services

2006 marked the 11th anniversary of the 4-H/Army Youth Develop- CYS Facilities
ment Project (see the “CYS Enduring Garrison Support” section),
The goal of CYS construction in 2006 was to provide interim modular
commemorated by the Secretary of Agriculture with the USDA’s
facilities for Army Transformation emergency child care requirements,
prestigious Honor Award “...for collaboration of Federal agencies,
and to build permanent facilities for enduring child and youth program
using public resources wisely, and meeting critical challenges facing
requirements. With leadership support for additional facilities at
American children as their parents are deployed.” Those words
an all-time high, CYS opened 18 emergency intervention interim
describe the unique role of Army Child & Youth Services in helping
child care facilities to support Army Transformation shifts in troop
reduce the conict between parental responsibilities and the military
movements; programmed 27 Child Development Centers and two
workforce’s mission requirements.
Youth Centers in the FY07 President’s Budget to meet enduring
One of every four Active Army Soldiers uses CYS, as do many program needs; and funded 10 additional permanent modular Child
Reserve and National Guard Families. Customers are predomi- Development Centers utilizing FY06 NDAA authority.
nantly younger parents with infants and toddlers who often need
services 10 to 12 hours a day, including early mornings, evenings, Army-Afliated Child and Youth Services
and weekends. Programs must include a variety of short- and To supplement and complement on-post child care and youth su-
long-term options for Families that are geographically dispersed. pervision options in 2006, CYS established community coalitions
Children and teens change schools often. Within this environment, and capitalized on partnerships with local child care resource and
the Army operated CYS programs at 124 on-post locations in eight referral agencies, schools, and youth-serving organizations. The
countries and U.S. territories. All 50 States had Army-afliated resulting spaces meet strict military standards, are an integral part
and sponsored programs. of the CYS delivery system, and are included in the DoD child care
space and youth participation allocation assigned to garrisons.
CYS Enduring Garrison Support • Up and running at ten pilot sites and their adjacent communities in
2006, Army Child Care in Your Neighborhood identies, develops,
Accreditation and sustains Army-afliated, community-based child care spaces
comparable in quality and affordability to those on-post. With sup-
National accreditation status is an external benchmark, required by port from the National Association of Child Care Resource and Re-
law, to ensure that CYS programs meet high standards of quality. ferral Agencies, the Army subsidizes costs so that parents using
ACCYN spaces pay fees commensurate to on-post users.
• Child Development Centers (0-5 years) were 97 percent accredited
by the National Association for the Education of Young Children at • New in 2006, Army School-Age Programs in Your Neighborhood
the end of 2006, exceeding the OSD metric of 95 percent. provides after-school spaces in designated schools and youth-serv-
ing organizations within garrison catchment areas. As with ACCYN,
• School Age Centers/Sites (6-10 years) were also 97 percent ac-
the cost is subsidized. Nine local Boys & Girls Clubs in areas of high
credited by the National After School Association, again exceeding
need signed on as ASPYN participants during 2006, offering school-
the OSD metric.
age spaces that meet established DoD and Army standards.
• FCC providers accredited by the National Association for Family
• Military Child Care in Your Neighborhood is for Active Duty Families
Child Care increased 23 percent in the second half of 2006.
who have an enduring need for child care. Many Families live in
communities that are not within reasonable commuting distance
to a military installation or cannot access on-post programs due to
CYS Program Delivery Systems long waiting lists. As with ACCYN, the cost is subsidized.
• During 2006, 429 on-post 4-H Clubs received funding, programs,
Army-Operated (on-post) and services from National 4-H, its Army Youth Development Proj-
147 Child Development Center facilities
ect, and State 4-H military liaisons. Both youth and CYS staff ben-
2,690 Family Child Care homes eted from efforts to establish or enhance educational technology,
135 School Age Centers / Sites youth leadership opportunities, character education and accredita-
124 Youth Centers tion assistance, and support for each garrison’s CYS information
77 Sports and Fitness programs management system, security surveillance system, and Youth
189 Boys & Girls Clubs programs Technology Lab.
429 4-H Clubs
CYS School Transition Services
Army-Afliated (community-based)
254 School Districts supporting school transitions The goal of School Transition Services is to “level the playing eld
17 Boys & Girls Clubs for transitioning children” through reciprocal school policies and
90 4-H Clubs procedures. An STS Team composed of IMCOM and FMWRC staff,
9 Army School Age Programs in Your Neighborhood locations region school transition specialists, and region and installation School
Army-Sponsored (community-based) Liaison Ofcers gathered in July 2006 for training and professional
50 states Subsidized child care options
development in conjunction with the Military Child Education Coali-
34 states Youth outreach services tion National Conference.
50 states Boys & Girls Clubs open to military youth
50 states, 4-H Clubs open to military youth
District of Columbia,
three territories
Figure 5-5

38 | FY06 FMWR Annual Report

Army School Transition Plan
Collaboration between garrisons and communities is formalized through
the Army School Transition Plan. Authored by the STS Team and
updated for 2006-2013, the plan details how to address the effect
of deployment stress on military students and to assure Families
that their childrens academic well-being is an Army priority.
• The Army School Transition Plan species the role of garrison
School Liaison Ofcers and use of the Homework Center and Youth
Technology Lab.
• The Parent 2 Parent Cadre is also a key garrison-based component.
P2P Cadres of three to six members are being located at 22 gar-
risons impacted by rebasing and BRAC to conduct transition-related
workshops for parents, students, and school personnel.
• Student 2 Student parallels the P2P initiative with a student-led
transition training program that includes modules on academics,
relationships, and community and culture.
• Critical to development of local action plans is a school and educa-
tion transition support agreement. Each garrison SLO is respon-
sible for negotiating a memorandum of agreement with neighboring
school districts to formalize reciprocal practices. From nine signa-
tories in 2002, SETS agreements now total 254.
CYS Deployment Support to Active Component
Many responsive and robust CYS programs were implemented and
expanded in 2006 to help Families affected by the Global War on
Terrorism. By year’s end, garrisons had provided more than 450,000
hours of child care and supervised youth activities for children and
youth of deployed Soldiers. These services were “above and beyond”
those offered in normal program operations. For example, more
than 3,200 Short-Term Alternative Child Care sessions and special
openings of facility-based programs were conducted to support
unit, Family readiness, command, and chapel events.
CYS Deployment Support to Reserve Component
Operation: Military Child Care
OMCC supports the child care needs of National Guard and Army
Reserve Soldier parents who are mobilized or deployed in support of
GWOT. In partnership with NACCRRA, OMCC helps eligible Families
locate child care options at reduced rates in local communities.
The program also reduces child care fees for Families already using
licensed or legally-operating community child care programs and
providers. At the end of 2006, enrollment in OMCC had accelerated
to several hundred applications each week.
Operation: Military Kids
A collaborative effort with America’s communities to support “sud-
denly military” kids impacted by GWOT, OMK has networks of people,
organizations, and other resources operating in 34 states. Begun by
CYS and National 4-H, the roster of national partners also includes
Boys & Girls Clubs of America, the Military Child Education Coalition,
K-12 Public Schools, The American Legion and other veterans ser-
vice organizations, and NACCRRA. 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.
CYS Initiatives of Note
Parents as Teachers
The FY2006 Defense Appropriations Bill included $1M to fund Parents
as Teachers pilot programs at nine installations. Core services for
the program’s target population—prenatal to three years—include
child developmental and health screenings, home visits, parent
group meetings and playgroups, and resource networks. Army
training and curriculum specialists and outreach services directors
were certied as Parent Educators in November 2006.
Transition Mobile Team
The CYS Transition Mobile Team initiative is designed to meet gar-
rison child and youth stafng shortfalls created by deployment,
Army Modular Force, Global Defense Posture Realignment, BRAC,
and contingencies such as pandemics and natural disasters. This
centrally-managed cadre of qualied CYS employees volunteer in
advance to be assigned, on short notice, to installations lacking
staff to meet existing child care and youth demands. In 2006, more
than 30 professionals supported child and youth program needs at
Fort Wainwright for Families of Soldiers in the 172nd Stryker Brigade
Combat Team who were extended in their Iraq tour.
Youth Staff Training Modules
Over a three-year period, CYS professionals worked with staff from
Boys & Girls Clubs of America to develop and produce DoD-sponsored
youth staff training modules. Released at the end of 2006, these
include orientation and trainers’ guides plus materials tailored to 14
youth development and programming areas. All youth staff will use
these modules as part of their core training—another step forward
for consistency and predictability across DoD installations.
Army Teen Panel
The Army Teen Panel entered its second decade. With members
representing Army regions, Reserve, and National Guard, the panel
is increasingly effective at conveying youth issues to Army leadership
and connecting Army teens wherever they reside. At its biannual
meeting during the AFAP Conference, the group added a new bulletin
board to its Real Teens Connected website (accessible through Army
Knowledge Online), and produced a video program announcement,
second in a series of short productions that highlight the capabilities
of teens, youth staff members, and Youth Technology Labs.
Professional Website
The CYS electronic gateway for garrison and headquarters inter-
connectedness added new capabilities in 2006, offering a one-stop
site for regularly updated news and features, program directives
and guidance, staff jobs and directories, awards and recognitions,
training documents and tools. It also provides links to partner and
outside organization websites and resources.
eConnections
CYS Across the Army eConnections became a quarterly newsletter
in 2006, distributed via ofcial email to CYS senior leaders and
forwarded to the entire workforce. The newsletter is a forum for
shared ideas, professional recognition, program reminders and
training opportunities.
FY06 FMWR Annual Report | 39
 Community Recreation
During contingency operations and operations other than war, MWR
is a mission essential activity necessary to maintain physical tness
and to alleviate combat stress. Commanders must ensure that
MWR requirements are planned for in peacetime and included as
a priority in the mobilization and deployment process.
Soldiers identify their top MWR priorities as the ability to communi-
cate with Family and friends; visual entertainment such as books,
electronic games, live performances, and movies; and access to
physical tness equipment. An in-theater survey identied the
importance of recreation activities to Soldiers:
Top Impacts of Recreation Programming
97.7 % Helping You To Relax
97.3 % Providing Fun / Entertainment
96.5 % Improving Your Morale
The FMWRC coordinates with the Coalition Forces Land Component
Command and the Multi-National Force-Iraq for MWR requirements.
In FY06, FMWR support came in four forms. Recreation proponents
rst rened and updated Army regulations and publications, such
as Field Manual 12-6 (Personnel Doctrine) and Joint Publication
1-0 (Personnel Support to Joint Operations), to reect the chang-
ing deployment process. Secondly, FMWR continued to provide
40 | FY06 FMWR Annual Report
professional training and information to Army leaders through FA43
career seminars and Army Human Resources conferences. Thirdly,
the FMWRC directly supported deploying and deployed units by
providing recreation kits, video messenger kits, and book kits.
Lastly, the FMWRC purchased recreation equipment on behalf of the
Multi-National Force-Iraq and continued to execute blanket purchase
agreements in support of OEF/OIF for the direct procurement of
items through the Army and Air Force Exchange Service.
The FMWRC aggressively seeks Global War on Terrorism funding to
purchase recreation and tness equipment. Centrally purchased
equipment enables commands to establish tness and recreation
facilities at enduring sites as well as Forward Operating Bases in
Iraq and Afghanistan. In FY06, a direct funding agreement between
U.S. Army Europe and U.S. Army Central Command operational
command elements enabled 18 MWR professionals (12 in Iraq, 4
in Afghanistan, and 2 in Kuwait) to conduct MWR operations within
operating theaters. The most popular activities were tness facili-
ties, movie theaters with free popcorn, electronic game stations,
traditional board games, ping-pong, and paperback book libraries.
Fitness facilities are equipped with self-powered aerobic machines,
dumbbell sets, cardiovascular and strength training equipment, and
assorted free weight equipment.
Better Opportunities for Single Soldiers
The BOSS program supports both the chain of command and the
well-being of single and unaccompanied Soldiers. The program
identies single Soldier well-being 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. For Army
leadership, the enhancement of Soldier morale and welfare impacts
retention and combat readiness. As an integral part of the Army’s
recreation program, BOSS utilizes the recreation delivery system
to build demand-driven programs for its customer base.
In 2006 the BOSS program moved its annual Army-wide training
from the 4th quarter of 2006 to the 3rd quarter of 2007. Training
will now be conducted biennially. To ensure continuity, the seven
IMCOM regions conducted region-wide workshops with the DA BOSS
team, with 10 training modules at each workshop. The Army-wide
BOSS Forum will be conducted on odd years, with IMCOM region
workshops on even years.
A BOSS issue was presented and selected as one of the Army’s top
16 Army Family Action Plan issues for 2006. The issue proposes to
establish a Table of Distribution and Allowance position for a Soldier
at every garrison to function as BOSS president. This issue will
be developed and presented for consideration to the AFAP General
Ofcer Steering Committee in the summer of 2007.
Other BOSS program accomplishments for 2006 included:
 142 well-being issues were raised and resolved at unit, bat-
talion, brigade, or installation levels
 BOSS Soldiers completed 70,000 volunteer hours, saving the
Army $390K worth of services
 BOSS Soldiers performed 900 community service events
 BOSS programs planned and executed 750 recreation and
leisure activities
The DA BOSS team broke new ground by training new garrison
commanders attending the Garrison Course at Fort Belvoir, Va., and
new Command Sergeants Majors graduating from the Sergeants
Major Academy at Fort Bliss, Texas. The DA Team also addressed
the Sergeant Major of the Army’s Nominative Training session where
nominative Command Sergeants Major attend annual training.
Recreation Centers
Community Recreation Centers deliver to the military community a
full range of social, educational, cultural, and recreational opportuni-
ties to the military community that promotes mental and physical
tness. An installation Community Recreation Center provides
a single location for recreation and leisure activities such as arts
and crafts, wood crafts, special events, meeting rooms, Internet
cafes, Internet gaming (X-box or PlayStation), big screen TV/DVD
viewing, board games, chess, darts, billiards, and food and bever-
age operations.
The tradition of military chess dates back many years. The strategic
thinking required by chess hones Soldier skills while they think
ahead and plan towards a goal. The FMWRC hosted the 2006 All
Army Chess Championship at Fort Myer, Va., where 12 top players
from the United States, Europe, and Korea competed for six slots
that would advance them to interservice competition. The 2006
Interservice Chess Championship was hosted by the Naval Air Sta-
tion in Jacksonville, Fla., and consisted of 24 players—six from each
Service. Six players were selected to form the U.S. Military Chess
Team (one Marine, one Sailor, two Airmen, and two Soldiers) that
advanced to competition at Wellington College in the United Kingdom
to play against representatives of 14 other NATO countries.
Community Recreation Centers host efcient and effective program-
ming to meet customer needs. To support programming initiatives,
a course of instruction from the Learning Resource Network is
offered Army-wide to recreation personnel. This one week course
certies attendees as program planners and broadens their horizons
through training modules covering nance, budgeting, marketing,
promotion, needs assessment, program development, program
analysis, pricing, and program management. More than 100 rec-
reation professionals were trained in 2006 during six sessions (four
in CONUS, one in Europe, and one in Korea). An advanced Level
II class, introduced in 2005 to build on Level I skills, continued in
2006 and was very successful.
The FMWRC is coordinating with professors at Clemson University
and the University of Utah to study how recreation benets Soldiers,
Family members, and civilians. Benets-based Army Recreation
is an outcome-oriented programming process used to identify and
quantify participant outcomes related to the Army mission. In-
stallation recreation staff can use BAR to identify, document, and
articulate installation social problems, and then develop unique,
monitored programs and gather data to be analyzed later to show
if positive results were achieved. Through survey instruments that
participants ll out before and after the program, recreation staff
will be able to assess levels of Army core values among participants
of a softball league or tness class, or determine levels of resiliency
among participants in sewing and cake decorating classes. Results
from a recent study were published in Recreation and Parks Magazine
as well as in FMWRC’s Feedback Magazine.
The FMWRC enhanced BAR training by introducing “Strategic Tools
for Army Recreators” in 2006. The purpose of STAR is to foster
a holistic understanding of the links among BAR, RecTrac!, LERN,
the Recreation Delivery System, the Army Programming Tool, and
accreditation through the Commission for Accreditation of Park and
Recreation Agencies.
FY06 FMWR Annual Report | 41
World Class Athlete Program
The U.S. Army World Class Athlete Program enjoyed a
banner year. Capt. Dominic Black, a former world class
athlete himself, rejoined WCAP as its new commander after
a two-year assignment with the 10th Special Forces Group
(Airborne). During his athletic career, Capt. Black won
numerous international wrestling competitions.
The summer Soldier-athletes posted many victories in 2006,
proving themselves top contenders for the 2008 Olympic
Games. The athletes continued to work hard to meet WCAP
requirements and remain in the program for the 2008 Olympics.
Soldiers may be assigned to WCAP up to three years before each
Olympics; Soldiers training for the 2008 Olympics began entering
WCAP in the summer of 2005. By the end of 2006, 74 Soldiers
were training in boxing, wrestling, modern pentathlon, taekwondo,
shooting, team handball, fencing, gymnastics, triathlon, and track
and eld.
Pentathlon
WCAP Soldiers produced outstanding results after only a year of full-
time training. 1st Lt. Niul Manske competed in ten separate modern
pentathlon competitions all over the world. Known as “Mr. Busy”,
Lt. Manske won a Silver Medal at the U.S. Modern Pentathlon Team
Qualier. Pfc. Dennis Bowsher nished as the top American at the
Modern Pentathlon World Championships and established himself
as one of the front runners for the push to Beijing. 2nd Lt. Scott
Christie rejoined WCAP as head coach for Modern Pentathlon.
Boxing
The boxing team picked up where they left off in 2005, recording a
14th straight Armed Forces Championship and qualifying four athletes
for Conseil International du Sport Militaire competitions. Sgt. 1st
Class Downs won a second straight national championship with a
gold medal at the U.S. Championships, where Capt. Melson also
won silver—an improvement from bronze medal nishes in 2005.
Sgt. Franklin broke into the top 10 with a 5th place nish at the U.S.
Championships. Sgt. 1st Class Downs and Capt. Melson secured
positions on the U.S. National Boxing Team for a second straight
year. Sgt. Franklin earned his rst National medal with a bronze
nish at the National Golden Gloves Tournament and went on to
earn another bronze medal at the National Ringside Tournament,
where Sgt. Shepherd also earned a bronze medal.
The Armed Forces team competed in Conseil International du Sport
Militaire events and earned a bronze medal for Sgt. Shepherd—his
rst international competition and rst visit to CISM. Spc. Franklin,
Sgt. Bensinger, and Staff Sgt. Guzman competed in the National
Police Athletic League tournament—the rst Olympic Box-Off quali-
er—but none earned a berth to the Box-Offs. Sgt. 1st Class Downs
was invited to box in his rst World Cup in Azerbaijan, where he
recorded a win against Kazakhstan and two losses against Cuba and
Azerbaijan. Capt. Melson, in his rst competition in seven months
due to two shoulder surgeries, boxed for Team U.S.A against a
Canadian Olympian and performed well despite not getting the
42 | FY06 FMWR Annual Report
decision. Sgt. 1st Class Downs, Sgt. Franklin, and
Capt. Melson were all invited to box for Team U.S.A
in the Six Nations Cup hosted by Italy in Sardinia.
Sadly, Sgt. Franklin’s international passbook was left
at the National U.S.A Boxing ofce and he was not
allowed to compete. Capt. Melson lost his bout against
a French Olympian and nished with a bronze medal,
while Sgt. 1st Class Downs won his match against Italy
to earn a gold medal.
Outside of competition, the boxing team lost veteran Sgt. Aaron
Bensinger but added Pvt. Zacc Hardrick, Spc. Mahlon Kerwick, and
Spc. Joe Villa. The 2007 training season marks the beginning of
the drive to the 2008 Olympics.
Wrestling
WCAP wrestlers contributed to the Army winning the Armed Forces
Wrestling Championship for a fth straight year, where 12 WCAP
athletes earned gold medals and two earned silver. WCAP athletes
also won the team title and eight medals at the U.S. Wrestling
National Championship, six medals at World Team Trials, and four
gold medals at the Kit Carson Cup. Staff Sgt. Dremiel Byers won
silver in the Pan American Games and Spc. Brandon McNab took
home a bronze.
Taekwondo
Taekwondo athletes lost a coach during tournaments, but Staff Sgt.
Bartlett stepped up to serve double duty as Coach and participant,
where he posted victories by winning the U.S. Nationals and by
qualifying for the Pan American Games Trials.
Public Affairs
WCAP Soldiers excel in promoting the Army to the public and in
assisting the recruiting mission. More than 300 press articles were
written on WCAP athletes in 2006, and WCAP athletes appeared on
the Fox Sports network and the NBC Today show. WCAP Soldiers
participated in 50 Total Army Involvement in Recruiting missions,
where they prompted enlistments and promoted discipline, goal-set-
ting, and a healthy lifestyle to hundreds of youth and adults. WCAP
Soldiers also supported Fort Carson‘s youth mentorship program
and assisted with many local sports and youth programs.
Soldier Skills
WCAP Soldier-athletes must maintain military and professional skills.
Three WCAP Soldiers were promoted to Sergeant, two to Staff
Sergeant, and two to Sergeant First Class. Eight WCAP Soldiers
graduated from Primary Leadership Development Course/Warrior
Leader Course, one from Basic Non-Commissioned Ofcer’s Course,
and two from Advanced Non-Commissioned Ofcer’s Course. All
WCAP Soldiers took either collegiate or Army correspondence courses,
with several earning bachelors degrees and one a Masters of Busi-
ness Administration.
All-Army Sports
Soldier-athletes participating in the All-Army
Sports program dominated Armed Forces sports
competitions in 2006. For Soldiers seeking to join
the program, the application process was auto-
mated and brought online, providing an efcient
process to track the progress of Soldier applications and the
ability to archive historical data.
Boxing
The All-Army boxing team won their 19th consecutive Armed Forces
Championship. Team members won ve gold and three silver med-
als in the men’s division and took rst place, while Army women
earned two silver medals in demonstration bouts.
Cross-Country
The All-Army Cross Country Team dominated the Armed Forces-USA
National Cross Country Championship in New York. The women
swept their category to take 1st place overall with the top three
military nishers. The men took overall silver in the Armed Forces
Championships, placed in the men’s 4K nationals, and captured
second place in the men’s 12K. Capt. Ryan Kirkpatrick placed in
the top 10 amongst nationally ranked runners in the 12K.
Wrestling
The All-Army wrestling team easily defended its 2004 Armed Forces
title. Well-prepared All-Army wrestlers won 38 of 42 individual
matches, taking home ten gold and four silver medals and the
Greco-Roman and freestyle team titles in the 2006 Armed Forces
Wrestling Championship at the U.S. Olympic Training Center.
Taekwondo
Army taekwondo athletes lled seven of eight slots on an Armed
Forces taekwondo team—including head coach—that competed in
the 17th World Military CISM Championship in Korea. Staff Sgt.
Jonathan Fennell won bronze in the welterweight division, and Spc.
Jamie Toyota won bronze in the yweight division.
Track
The 2006 All-Army Marathon Team nished fourth at the “race
within a race” Marine Corps Marathon in Washington, DC. The
All-Army Ten Miler team took gold in the international division of
the race and had the best accumulated time of any team in the
Armed Forces.
Basketball
The All-Army women’s basketball team regained their gold medal
by going 6-0 in the Armed Forces Championship. Two Army women
were named to the All-Tourney Team and six players, plus the Army’s
head coach, were named to an Armed Forces All-Star Team that
competed at the Pro-Am National Championship. The men’s team
captured third place in the Armed Forces Championships, with ve
players named to the Armed Forces team that captured bronze at
international competition at SHAPE Belgium: Spc. Russell Queener;
2nd Lt. Joseph Payton; Spc. Vernando Harris; Capt. David Bass (team
captain); and Staff Sgt. Craig Marcelin (team captain).
Softball
The All-Army men’s softball team won silver at the
2006 Armed Forces Championships and the women’s
team recaptured a gold medal with an 8-1 competition
record. Five Army players were selected to the All-Tourney Team.
Six players from the women’s team and two Army coaches were
selected to the Armed Forces All-Star Team that won the Amateur
Softball Association’s West Open and a silver medal at the National
Championship. The following players were designated First Team
All-Americans: Sgt. Shannon Eichenseer (pitcher); Master Sgt.
Vivian Colbert (catcher/co-homerun champion); Staff Sgt. Heather
Carr (1st base/co-homerun champion); Staff Sgt. Tammy Baldwin
(shortstop); and Spc. Shannika Taylor (outeld).
Soccer
The All-Army women’s soccer team won a silver medal at the 2006
Armed Forces Championships.
Golf
The 2006 All-Army men’s and women’s golf teams both won silver
medals at the Armed Forces Championships in August at Vandenberg
Air Force Base, Calif. The Army placed two male golfers on the
CISM team that competed in Galway, Ireland.
Volleyball
The All-Army men’s volleyball team dominated the court in the 2006
Armed Forces Championship at Ft. Huachuca, Ariz., and won the
gold medal. The Army’s women’s team took third place.
Rugby
The All-Army men’s rugby team couldn’t nd the right combination
on the eld this year and came in fourth out of a eld of ve teams
at the Armed Forces Championship.
Army Athletes and Coach of the Year
Staff Sgt. Barry Brill, Army Male Athlete of the Year, is a military
policeman at USAG Ansbach, Germany. An endurance runner and
cyclist on the U.S. Army Europe team and All-Army cross country
team, Staff Sgt. Brill successfully competed in ten mile runs, cross
country events, and marathons.
Sgt. Shannon Eichenseer, Army Female Athlete of the Year, is NCOIC
of the Battle Command Training Program’s World Class Opposing
Force at Fort Leavenworth. An outstanding member of the All-Army
softball team, she was twice selected for the All-Armed Forces team
to play rst and second bases and as pitcher.
Staff Sgt. (Retired) Lonnie Meredith, Army Coach of the Year, coached
his Fort Lewis ag football team to victory over Navy in the Puget
Sound ag football showdown and defeated Air Force, Coast Guard,
and Navy teams to win the Seattle Seahawks’ Military Appreciation
Tournament. He was also offensive coach of a semi-pro South
Sound Shockers football team that included Soldiers and civilians
from Fort Lewis that enjoyed an undeated season.
FY06 FMWR Annual Report | 43
Sports, Fitness, and Aquatics Outdoor Recreation
The FMWRC sports, tness, and aquatics proponent offered an Outdoor recreation continues to be a highly desired activity as
intense, six-day training session for installation athletic directors in validated by increased participation by Soldiers and other autho-
2006. More than 115 MWR sports and tness personnel attended rized users in 2006. Participation in outdoor recreation activities
the training. A two-day Army training session included topics on contributes to physical tness and, for Soldiers, to military aptitude.
Common Levels of Service, facility design, MWR Baseline Standards, Installation outdoor recreation staffs provide a wide variety of high
Army civilian training, bulk buys, the All-Army sports program and quality instructional programs that range from introductory classes
its new on-line application process, and special programming initia- to specialized programs designed to meet ever increasing demands
tives. Training was held in conjunction with one of the top sports, for “high adventure” activities.
tness , and aquatics conferences in the world, the Athletic Business
“High adventure” activities such as rock climbing, kayaking, and
Conference, which offered a military track developed by ABC and
paintball are at the top of the list for Soldier interests. The trend
Service representatives. Participants focused on topics relevant to
toward “high adventure” activities continues to grow among young
day-to-day operations, such as risk assessments and sports injury,
Soldiers and among Soldiers returning from deployments who are
while also taking advantage of an excellent trade show that featured
looking for a high adrenaline “rush.” As installation ODR programs
current equipment, supplies, and architecture.
strive to meet these increasing demands, specialized skills training
The FMWRC renewed a contract with Summit Systems to train MWR for installation recreation staff is a top priority.
tness facility operators in basic kinesiology and in the safe and
Training for ODR professionals was conducted in October 2006
effective operation of equipment. Begun in 2004, training has so
in Boise, Idaho, in conjunction with the Association of Outdoor
far been conducted at nineteen Army installations with ve more
Recreation and Education Conference. Seventy ODR program-
scheduled for FY07. Formal written evaluations of this hands-on
mers from across the Army received hands-on training from the
training are conducted six months after training and used to analyze
National Outdoor Leadership School to assist them in developing
its effectiveness and use by participants; evaluations have been
risk management plans from start to nish. Training for ODR
very positive.
programmers culminated with sessions hosted by the Association
Guidance issued on 29 May 2002 from the Under Secretary of of Outdoor Recreation and Education that covered a wide variety
Defense requires development and implementation of Unied Fa- of job-specic topics, including networking with other outdoor rec-
cilities Criteria for all DoD facilities. The FMWRC completed and reation professionals outside of Army FMWR.
received approval of the DoD Unied Facilities Criteria for physical
Twenty recreation vehicle and campground managers attended 2006
tness centers, and nal revisions to the Army’s technical criteria
training hosted by the School of RV Park Campground Management.
are in-progress.
To date, 80 Army ODR managers have attended this training to
The Army spearheaded a centralized procurement initiative for t- help ensure that high-quality programs and services are provided
ness equipment. The FMWRC currently has several NAF contracts or to customers of Army recreation vehicle parks and campgrounds.
blanket purchase agreements through the General Services Admin-
Five marina managers attended an Intermediate Marina Manage-
istration with vendors of equipment and services. These centralized
ment Course provided by the Association of Marina Industries,
contracts provide additional volume price reductions and stipulated
a prerequisite for the Advanced Marina Management Course and
service delivery efciencies. In 2006, the Army standardized the
certication as a Certied Marina Manager. In support of the rec-
purchase of cardio equipment with a specic vendor for specic
reation baseline standards program, each installation that operates
cardio pieces and also implemented several bulk buys of cardio
an RV park and campground and/or marina is required to have at
equipment for installations.
least one certied manager.
The FMWRC program proponent is updating all standardized NAF
Recreational lodging and vehicle/campground programs continued
position descriptions to be utilized for hiring athletic, tness, and
to generate the highest revenue among ODR programs, followed
aquatic personnel. Standardized job descriptions will be placed
by equipment issue and boating activities.
into HQDA’s automated classication system in FY07 to provide
Army-wide access to active position descriptions and position re- The major challenge for the future of outdoor recreation will be
lated information. to sustain programs and services in a time when much needed
resources are limited or not available.
Program proponents at FMWRC continue to answer questions from
the eld conerning the direction of standards, regulatory guidance,
policies, and other technical issues related to sports, tness, and
aquatics. In FY06, new policies for automated external debrillators
and the aquatics program were also elded.

44 | FY06 Army FMWR Annual Report

Libraries
Army MWR libraries deliver a full range of services 24/7 to Soldiers The FY06 MWR Baseline Standards Assessment concluded that librar-
and Families. Up-to-date collections that include electronic resources ies have made some improvements but still remain red in stafng,
emphasize Soldier education, mission requisites (including the Army training, materials resources (library collections), and automation.
Chief of Staff’s reading list), general information needs, lifelong The FY06 DoD Standards Assessment noted deciencies in stafng
learning, and recreation. Computer equipment permits access to the and staff training. Army Program Objective Memorandum input has
Internet for research or personal use. Special events highlight the been prepared to position dollars in the out-years to bring libraries
collection, improve literacy and computer skills, enable collaboration up to core standards
with other MWR activities, and offer fun and diversion for Soldiers
The new Measurement, Tracking, Information, and Collection Sys-
and Family members. Hours of operation provide for the full use
tem, a web-based library statistics reporting system, is ready for
of libraries in the evenings and on weekends. Professional staffs
implementation. Participation in this reporting system is manda-
are available to facilitate research—both online and in-house—and
tory for Army libraries. The MTICS will collect and store data on
to excite a love of learning in young readers that will serve them
all Army libraries, to include their collections, resources, services,
a lifetime. Teen corners have been created to stimulate reading
automation architecture, and usage. The MWR library program
interests in one of society’s most vulnerable groups. The importance
will have access to reports by installation, regions, and total Army
of Army MWR libraries to the military community is validated in all
consolidation.
three major Army surveys: Leisure Needs Survey, Sample Survey
of Military Personnel, and the Survey of Army Families. MWR librarians competed successfully this year for developmental
assignments using Army Civilian Training, Education, and Develop-
Central purchases by the FMWRC of full-text online commercial
ment System funds. A successful Army Library Institute was also
databases, 3,045 eBooks, and 861 audio books saved the Army
held in April 2006 in St. Louis, Mo.
$6.5M in FY06. Partnership arrangements with Army Knowledge
Online extended these valuable resources to Soldiers in Iraq, Ku-
wait, and Afghanistan, and to Soldiers and Family members of the 2006 Army Recreation Awards
National Guard and Army Reserves. These services include access Outstanding Programs and Personnel
to practice tests for the SAT, ACT, CLEP, GRE, ASVAB, DSST, and the
Outstanding Small Library Garmisch, Germany
Military Flight Aptitude tests. Through the “Ask a Librarian” service
Outstanding Medium Library Bamberg, Germany
on the AKO portal, Soldiers can also post reference questions and
receive responses from libraries that have been proled to meet Outstanding Large Library Fort Benning, Ga.
Figure 5-6
specic subject and time zone requirements.
The library program supported 150 joint military missions through-
out the world in 2006 with book kits and magazine subscriptions.
Following Hurricane Katrina, 18,750 paperback books were sent
to evacuee centers on DoD installations and to troops supporting
clean-up efforts. Paperback book kits for military service members
in OIF/OEF were only available for the rst four months of FY06
(October 2005 to January 2006), and the Air Force supplied the
January distribution by pulling from their excess to assist the Army.
The Army’s distribution of paperback books to OIF/OEF theaters
resumed in September 2006. Copies of the White House Commis-
sion 2006 Calendar, signed by members of the commission, were
included in the December 2005 kits. DoD reimbursed the library
program for the cost and shipping expense of the paperbacks.
The General Library Information System was elded at Forts Drum,
Stewart, Carson, Sill, Riley, Hood, and McCoy in FY06, with eight
additional libraries planned to become operational in FY07. The
long-term goal for GLIS is to become a web based information system
for all Army MWR libraries. Through GLIS, deployed Soldiers will
be 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.

FY06 Army FMWR Annual Report | 45

Entertainment Entertainment By the Soldier, For the Soldier
The U.S. Army Entertainment Division continued to provide a high
level of support to installation entertainment programs and de-
ployed troops despite severe budget constraints throughout the MWR
system. Realigned priorities resulted in the closure of one active
installation entertainment program and a decrease in programming
at several other installations due primarily to troop deployments.
With support from IMA-E and USAED, Soldiers initiated programs
in both Turkey and Iraq that continue to ourish.
U.S. Army Soldier Show
The 2006 US Army Soldier Show production and tour celebrated
its 89th anniversary. With the theme of “Reveille: Answering the
Call,” the Soldier Show staged more than 100 performances at 54
locations in CONUS, Europe, and Alaska. Due to Soldier deploy-
ments, overall attendance was down to 20,000, but increased at
non-power projection platform locations. As a late addition to the
tour, the Soldier Show deployed to Alaska as part of a special MWR
support initiative in November. The USAED also provided techni-
cal, logistics, and performer support for multiple activities within
the Military District of Washington, ranging from the 2006 Army
Birthday Ball to special events at the Pentagon.
The Undergraduate Credit Program conducted in conjunction with
Rutgers University matured in 2006. Initiated in FY05, this pro-
gram awards 12 undergraduate credits to Soldiers participating
in the Soldier Show tour for successfully completing production
coursework.
USA Express
The USA Express is a variety band comprised of military perform-
ers who tour the world to entertain military members of all Servic-
es. The Express musicians (non-Military Occupational Specialty)
are men and women from the Army in the rank of Sergeant and
below. In September, Express elded one unit of military enter-
tainers to provide entertainment for the Fort Wainwright, Alaska,
community as part a special MWR support initiative. Although
budget constraints prevented other far-ranging deployments, the
USA Express program elded several groups for support of local
agency special events.
46 | FY06 Army FMWR Annual Report
Community Theater
Army Community Entertainment currently supports 27 full-time and
16 part-time theatre programs world-wide. The number of instal-
lations participating in the CONUS-based “Festival of the Perform-
ing Arts” and in the European region’s “Topper Awards” and “One
Act Play Festival” increased in 2006. The Soldiers’ Theatre from
Vicenza, Italy, presented “The Tolstoy Story Plays” at the American
Association of Community Theatre’s International Theatre Festival,
held in Midland, Texas in July 2006. The production won four
awards: an Excellence in Acting Ensemble Award; an Excellence
In Acting Award for Sgt. Michael Heyer; an Excellence in Youth
Acting Award for Jaimie Kamiya; and an Excellence in Directing
Award for Karen Ebert.
Copyrights and Royalties
The Copyrights and Royalties Program reported 134 produced shows
with 871 performances scheduled world-wide in 2006—a 26 percent
decrease from 2005. However, with paid audiences totalling 90,914
being reported, average attendance at performances increased by
5 percent. Ticket sales generated $1,089,925 for installations,
representing an average 3 percent increase in income per production
from 2005. For each $1 invested by FMWRC for royalties, rentals,
and materials, $5.53 was generated in installation income, an in-
crease of 4.1 percent on investment return. The program received
242,234 volunteer hours of support through the involvement of
3,930 cast and crew members representing active duty Soldiers,
Family members, and community and DoD civilians.
 Entertainment By the Soldier, For the Soldier

Concerts and Special Events Contests and Competitions

The AED continued to deliver quality entertainment to host instal- The AED competitions program conducted two major Army-wide
lations through both the Army Concert Tour and special events contests and provided direct support for ve IMCOM regional com-
programs. petitions in the performing arts.
The Army Concert Tour produced 14 concerts (10 outdoor, one The Margaret “Skippy” Lynn Stars of Tomorrow Entertainment Contest
indoor, and three support events) from April to September. The was held at Fort Belvoir, Va., in January 2006 and showcased 24 of
Tour successfully met nancial goals with best ever nancial results. the best amateur talent Soldiers in the Army. Category and overall
Positive results from 2005 included paid attendance of 71,312 (up winners received monetary awards for their installation BOSS and
18.9 percent) with 80 percent of all total available tickets sold; entertainment programs.
installation investment/production reimbursements of $470,150 (up
The Military Idol Competition continued to ourish in its second year.
136 percent); installation revenue of $898,428 (up 52 percent); and
Under license from Fremantle Media, this program is a cooperative
FMWRC revenue of $302,138 (up 19 percent). Forty-one talented
effort between the FMWRC’s Business Programs directorate and
artists were booked for the Tour, representing a diverse line-up
AED. While the number of participating installations declined from
from country, classic rock, alternative rock, rhythm and blues, and
36 to 29, overall audience participation increased and the quality
hip-hop. Notable performers included:
of Soldier contestants saw a notable upswing. The 29 installation
winners were submitted via video tape to the selection committee,
Big & Rich Cowboy Troy Carrie Underwood
Dierks Bentley Jason Aldean Miranda Lambert and 13 Soldiers were selected to proceed to the Military Idol Finals
Lynyrd Skynyrd Bo Bice Crossfade competition at Fort Belvoir in November.
3 Doors Down Staind Three 6 Maa
Omarion Marcus Houston Monica

The USAED special events staff produced four additional events.

These included two gospel shows at Forts Knox and Gordon featuring
Yolanda Adams, J. Moss, and Nuttin’ But Stringz, and two support
events at Andrews Air Force Base and Fort Benning. Attendance
for the four programs was estimated at 12,811.

FY06 Army FMWR Annual Report | 47

Arts & Crafts
The Army partnership with the National Endowment for the Arts
continued in 2006, bringing the “Great American Voices” program
of free opera and musical theater performances by regional opera
companies to 14 installations in the U.S. and Hawaii. The opera
companies also provided educational sessions to local schools in
conjunction with the Army performances.
The 2005 All-Army Photography Contest was judged in March 2006
with a record number of entries (1,098 prints and nine short lms)
judged by highly qualied photography professionals. Participants
included 102 military and 156 civilian personnel from installations
world-wide. The photo contest was the subject of a Lean Six Sigma
“Kaisen” event in June which transformed the contest from print to
digital image submissions. The 2006 contest was a transition year,
with both prints and digital entries accepted through an extended
deadline of 31 December. The contest will be totally digital in 2007
and participants must enter submissions by 31 October through a
web-based program.
The 2006 Army Arts and Crafts Contest was judged in October
2006 in Alexandria, Va., with 385 entries from active duty military,
Family members, and DA civilian artists. Participation increased
26 percent from the 2005 contest, with graphic arts and pottery
entries dominating the contest. The judges, highly qualied art
professionals from the civilian sector, were impressed by the artists’
skill and creativity, especially in the novice category. The contest
deadline submissions to the Arts and Crafts contest is 25 May.
The 2006 Army Recreation Awards recognized outstanding instal-
lation arts and crafts programs at Redstone Arsenal and Yongsan,
Korea. Jim Wilkie, Arts and Crafts Director at Selfridge ANGB, was
selected as Career Employee of the Year. Mr. Wilkie has delivered an
outstanding program at Selfridge for 24 years, and his photography
students have won more All-Army Photography Contest awards
than any other Army Installation.
48 | FY06 Army FMWR Annual Report
2006 Army Recreation Awards
Outstanding Programs and Personnel
Career Employee of the Year Jim Wilkie (Selfridge ANGB)
Outstanding Medium Program Redstone Arsenal, Ala.
Outstanding Large Program Yongsan, Korea
Figure 5-7
The FMWRC conducted training for Army arts and crafts managers
in January 2006 in conjunction with the Crafts and Hobby Asso-
ciation annual trade show. Managers participated in educational
workshop sessions provided by CHA, in addition to viewing 1,000
vendor exhibits displaying the latest products and trends in arts
and crafts. In Army training sessions, managers were instructed
in marketing, reviewed how to use the Army Program Tool, and
received a presentation by the manager of the Daugherty Art School
in Austin, Texas. The “Scrapbook Challenge,” a contest developed
for Arts and Crafts managers to stimulate interest in developing new
programs, was also introduced. Managers documented proposed
new programs in a scrapbook format, and entries were judged on
program content and the creativity of the scrapbook presentation.
Proposals from Yongsan, Stuttgart, Fort Riley, Fort Polk, and Fort
Dix were recognized for their merit, and the new programs were
incorporated into the Army Program Tool.
Participation in arts and crafts programming in 2006 continued
strong, with Soldiers as well as spouses and children participating
in a wide range of skill development activities. Arts and crafts
activities contribute to creative thinking, cultural awareness, and
problem-solving skills, as well as providing relief from stress related
to deployment issues. Funding for arts and crafts programs is a
current AFAP issue, and allthough the program ended FY06 with a
positive NIBD, the challenge in the future will be to sustain programs
in an environment of constrained resources.
Automotive Skills
The automotive skills program provides self-help repair facilities and
equipment for Soldiers’ privately operated vehicles. Facilities host
vehicle lifts, comprehensive tool sets, and state-of-the-art equip-
ment in clean, safe work spaces at Army installations around the
world. Collectively, facilities host 1,350 indoor and 1,400 outdoor
work bays available for vehicle repair and maintenance. Trained
staff provide safety orientation classes on the use of equipment and
assist and instruct less experienced patrons, while reference manuals
and computer data systems are available to help patrons access
vehicle-specic information or repair and troubleshooting tips.
Some installation programs operate car wash facilities, and larger
installations may also have spray paint booths, tow services, and
parts stores. Most shops offer free winter safety checks and on-post
jump starts. In the U.S., many facilities offer state vehicle inspec-
tions for moderate fees. Facilities also provide patrons with free oil
change stickers for their vehicles. Basic automotive classes develop
and broaden participant skills and enhance MOS-related Soldier
skills. By performing self-help repairs in automotive skills facilities,
Soldiers save an average of $46 an hour—$179M annually.
The FMWRC hosted world-wide training for program managers at
Fort Carson in September 2006, with training sessions on RecTrac,
the Army Program Tool, Baseline Standards, and Activity Report
tools. Pikes Peak Community College provided a presentation on
Automotive Service Excellence certication, and a representative
from Fort Carson’s Directorate of Environmental Compliance and
Management discussed the handling of hazardous waste and emis-
sions. The Automotive Training Group, an automotive educational
company, provided two days of technical instruction on advanced
engine diagnostics for U.S. and Asian vehicles—training greatly
needed to keep managers current on technological information; all
participants received a reference manual for their facilities. Instal-
lation mechanics are continuing certication through the National
Institute for Automotive Service Excellence, which broadens staff
expertise and increases value to our patrons.
Deployments have had an impact on the automotive skills program.
With the absence of many Soldiers deployed in the global war on
terrorism, automotive facilities have increased programming to
support Family members. The program achieved a positive NIBD
in 2006, with fees and service income within 1 percent of income
from 2005. The challenge for the future will be to sustain the
program in a constrained income environment.
2006 Army Recreation Awards
Outstanding Programs and Personnel
Outstanding Automotive Program Grafenwoehr, Germany
Figure 5-8
Information, Ticket, and Reservation Ofces
In 2006, most Army ITR operations posted net income, although
the on-going rotation of units to support OIF and OEF negatively
impacted the earnings potential of most on-base ofces. Leisure
travel income in 2006 was divided between Category B (program
code “KD”) and Category C (program code “LS”) operations. The
combined programs continue to earn sufcient income without
dependence on external sources. One weak-performing ITR ofce
was closed in 2006.
Army ITR ofces continued to increase revenues from new sources
in 2006, including growing sales from travel packages to Australia.
The program was helped greatly during a two month period when
an air and hotel inclusive 7-day package was offered for $834.00.
A similar program will be offered from April to August 2007 to
Sydney, Hobart, Melbourne, and Brisbane. ITT Australia has con-
rmed high use of the program by Soldiers taking advantage of
land packages for R&R leave from OIF and OEF. A joint promotion
conducted by the Army, Navy, and Marine Corps with Qantas and
ITT Australia offered two free trips for two to Australia. A drawing
from more than 40,000 entries was conducted in December 2006,
with winning entries from Fort Story, Va., and North Island Naval
Air Station, Calif.
The Joint Services Cruise Program enjoyed continued growth in
2006 and generated more than $250K in commissions paid to Army
NAF instrumentalities.
Concession fees paid to Army MWR funds by travel contractors in
2006 totaled $618.6K. After years of contributing millions of dollars,
concession fees now exist as a major revenue source only in Korea
and a very few CONUS locations where transaction fees directly
reect the higher cost of travel to Soldiers and their Families.
Revenues paid to Army NAF Instrumentalities from on-line travel
grew to more than $250K in 2006. These include the Armed Forces
Vacation Club, GovArm.com, and others.
For the fourth consecutive year, a request by Air Mobility Command
for industry waivers and special fares for the annual Holiday Exodus
Movement in 2006 received few concessions from the nancially
stressed airline industry. Only Fort Jackson realized signicant
revenue from Exodus air travel sales in 2006.
FY06 Army FMWR Annual Report | 49
 2006 Carroll Awards
Ofcers’ Clubs
Xenia Chapman Fort Belvoir, Va.
Community Clubs
David Ricks Camp Kure, Korea
Michael “Mike” Ross Camp Humphreys, Korea
Theme Concepts
Avelina Richardson Primo’s Express - Gateway Club, Camp Casey, Korea

2006 Excellence In Management Awards

Golf
John Delaney Seoul, Korea
Frank Jacobson Fort Carson, Colo.
Bowling
William Foster Carlisle Barracks, Pa.
James Barrett Schweinfurt, Germany
Don Diego Aguilar, II Fort Bliss, Texas
John Fryman Fort Sam Houston, Texas
Recycling
Thelma McCullough Anniston Army Depot, Ala.
Business Manager (Multi-Facility or Community Operations Division)
Richard Vaughn Camp Henry, Korea
Figure 5-9

Business Programs
The Carroll Award was established in 1976 as a tribute to James A. A more focused management effort is needed to enhance pro-
Carroll, Jr., a leader in the hospitality eld until his passing in 1975. gramming and FB&E offerings at Army CFBE facilities. Simply
In 1991, the Army also established an Excellence in Management closing facilities or curtailing programs does not necessarily meet
Awards program to recognize outstanding managers of golf, bowl- the needs of Soldiers and Families. The primary objectives of the
ing, leisure travel, and recycling operations. Honorees of these CFBE program must be to maximize the use of the Joint Service
presitigious awards for 2006 are shown at Figure 5-9. Prime Vendor Program, consistently apply sound nancial manage-
ment principles, enforce internal controls, exceed customer service
Clubs and Food, Beverage and Entertainment expectations, and present customer driven, quality entertainment
at affordable prices. Army corporate standards and benchmarks
Army CFBE operations are an increasing, integral part of installa- for food and beverage operations are also evolving, making them
tion business operations, contributing essential funding to support more realistic and applicable to everyday use. Strict adherence to
MWR programs. The Army operates 227 CFBE activities world-wide self-inspection checklists enables activity professionals to efciently
that host a wide variety of programs and services to enhance unit and effectively calibrate programs to both customers’ needs and
readiness and support community social needs. Overseas CFBE to prevailing corporate standards.
operations are distinctive platforms from which the Army Recreation
Machine Program harvests signicant contributions to the overall MWR Branded Restaurant Operations
support of Army FMWR programs.
In FY06, 64 FMWR branded restaurant operations were open around
The CFBE program includes some facilities that have Army-branded/
the world and generated total revenue in excess of $20M in FY06.
theme food and beverage operations within their facilities. For FY06,
Offering both full-service and quick-service, these restaurants meet
the program recorded NIBD of $15.1M on net revenue of $155.3M—a
customer demands for fast casual dining on military installations.
return of 9.7 percent compared to the MWR BOD standard of 8.0
There are nine projects currently in construction, 21 projects in
percent. Net revenue for CFBE decreased by $6.4M, or 3.9 percent,
design, and 19 projects in planning stages.
when compared to FY05. NIBD increased $4.1M, or 38 percent,
when compared to FY05. ARMP reimbursement increased slightly, The branded restaurant program has expanded to include other
by $74K. Uniform Funding and Management reimbursements in- Services. The Marine Corps, Air Force, and Coast Guard have adopted
creased $2.3M and was the largest factor in the increase of both the program by signing Memorandums of Agreement with FMWRC
net revenue and NIBD for the CFBE program in FY06. to operate restaurants and snack bars on their bases. Branded
restaurants are open on Marine Corps Air Station Beaufort, S.C.;
Bingo, a cornerstone of Army CFBE operations, continues to thrive.
Marine Corps Recruit Depot at Parris Island, S.C.; Marine Corps
The program generated FY06 NIBD of $8.8M on net revenue of
Base Quantico, Va.; and the Menwith Hill Station Air Force Base
$43.5M—a return of 20.3 percent, nearly identical to FY05.
in England.
The revitalization of catering is a focus area for the Business Pro-
Branded restaurant operations offer food, beverage, and entertain-
grams Steering Committee. A catering module was introduced
ment programs that give Soldiers and Families “what they want,”
in January 2006 at the Catersource 2006 Annual Conference and
and also successfully compete with popular off-post establishments
Tradeshow. Developed as a “how to” guide for catering manag-
around the world. Branded restaurant operations use quality prod-
ers, the module contributed to the $53M of reported revenues for
ucts, comprehensive product testing, standardization, centralized
CFBE catering in FY06. Proposed enhancements to the module
programming and promotions, and an understanding of guests’ quick
will be addressed at Catersource 2007 and include the following:
service dining needs in a commitment to be the “First Choice” food
 Caterer’s job description/responsibilities
and beverage choice for military servicemembers and Families.
 Core menus, recipes, cost cards
 Compensation and incentives
 Stafng standards
 How to determine room fees
 Training (culinary and programming)
 FF&E standards and banquet hardware maintenance
 Standardized contracts
 Uniform reporting/accounting procedures
 JSPVP modications
 Wedding planning guide

50 | FY06 Army FMWR Annual Report

Java Café is a quick-serve coffee concept offering a “We Proudly Brew”
Starbucks coffee service. Java Café’s menu includes pastries, bagels,
breakfast and deli sandwiches, salads, soups, and sweets. The Java
Café at Presidio of Monterey underwent an extensive renovation in
2005 that included the interior, wireless Internet, a sound system,
exterior landscaping, a new awning, outdoor patio furniture, and
outdoor heaters. Reopened in March 2006, the cafe accommodates
indoor seating for 75 and 50 seats on the patio area.
The Army completed a joint-service venture with the Marine Corps
on Marine Corps Air Station Beaufort, S.C. Pictured above, FMWRC’s
Food Services Division opened a dual store-front Reggie’s Express
and Primo’s Express at the new base exchange complex in 2004.
These are the rst design-build projects for the Army branded
restaurants program outside the Army. The menu features fresh,
high-quality, made-to-order burgers, Philly sandwiches, pizza, cal-
zones, and many side dishes.
The Name Brand Fast Food program enables installations to respond
to market demand by offering nationally recognized quick service
restaurants in FMWR facilities. Since 2001, 53 NBFF assessments
have been completed. The rst Army NBFF outlet, a Subway sand-
wich shop, opened in January 2003 at Walter Reed Army Medical
Center in Washington, D.C. In December 2004 a large, standalone
coffee shop named Mainstreet X-presso “proudly brewing Starbuck’s
Coffee” opened at Fort Bliss, Texas. Mainstreet X-presso offers
guests a selection of fresh pastries, pannini grilled sandwiches, or
Starbucks retail merchandise sale.
FMWR Branded Restaurants
In the European region, changes in the value of the dollar versus
the euro negatively impacted several of the original NBFF opera-
tions and they were forced to close. In CONUS, the continued
rotation of Soldiers and their Families to meet the GWOT demands,
along with force protection issues, had a negative impact on some
operations, resulting in the closure of two units. To date, 15 NBFF
units are in operation (two in Europe, eight in Korea, and ve in
CONUS). The FMWRC continues to explore ways to mitigate the
negative impacts of GWOT, deployments, and related actions on the
nancial success of NBFF units. Overall, the program has been a
success and the Army plans to continue reviewing 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. The Army’s rst casual dining restaurant was
TGI Friday’s in Patrick Henry Village, Heidelberg, Germany which
opened in January 2004. The operation closed in January 2007
due to economic issues surrounding dollar and euro valuations. In
CONUS, a Huddle House is currently open at Fort Gordon, Ga., with
another unit in construction at Fort Polk, La. Future plans include
a Chili’s at Fort Hood, Texas, and possibly a TGI Friday’s at Camp
Humphreys, Korea. The FMWRC is also reviewing a proposal for a
Chili’s and Macaroni Grill at Fort Bragg, N.C.
FY06 Army FMWR Annual Report | 51
Golf
For FY06, the Army’s 57 golf courses recorded NIBD of $10.4M on net
revenue of $70.4M, a return of 14.8 percent against an MWR BOD
standard of 21 percent. Compared to FY05, NIBD decreased 12.6
percent ($1.5M) while net revenue decreased 0.7 percent. These
decreases were primarily caused by foreign currency uctuations
in Korea (increased labor) and closure of three protable 18-hole
operations in the Southwest region for year-long renovations.
The Army elded nine Soldiers (six men and three women) to compete
in the Armed Forces Championship at Vandenberg Air Force Base,
Calif., in August 2006. The team nished second to the Air Force,
with Capt. Sunny Mitchell being the top Army female nisher. Capt.
Scott Johnson and Capt. Pete Mangold were selected to participate
in the World Military Golf Championship in Galway, Ireland, where
their team placed rst among nine participating nations. Capt.
Mitchell was selected to participate in the Funai Classic, a Profes-
sional Golf Association Tour event at Walt Disney World in October
2006. All three Soldier-golfers represented the Army well.
Training for managers and superintendents remains a priority. Texas
A&M University again hosted the Golf Course Superintendents’ Course
for FY06 from 28 November to 9 December. Core subjects included
agronomy, irrigation, and development of a course maintenance
plan. Some 56 Army golf managers and supervisors also attended
the PGA/Armed Forces Golf Managers’ Seminar in Orlando, Fla., in
January 2006, followed by the PGA Merchandise Show.
The IMCOM corporate strategy recommends that courses with ex-
cess capacity initiate requests to open for general public play or
for Veterans’ usage. To date, 10 OCONUS courses are open to the
public (in accordance 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. Fort Bliss, Texas was
approved to open for Veterans’ play in August 2006.
Construction projects ongoing in 2006 included clubhouse and course/
irrigation renovations at Camp Zama, Japan; course renovations at
Forts Sill, Bliss, and Sam Houston (self-funded); and design comple-
tion of a new clubhouse at Fort Eustis, Va. A $2.0M maintenance
facility was also approved for construction at Fort Knox, Ky.
To leverage purchasing power, a single-source contract to provide
Army golf cars was awarded to Club Car, Inc. Approximately 1,100
golf cars have been ordered and received as the rst year order.
A second year order of 800 cars is being prepared for early place-
ment to ensure delivery prior to the beginning of golf season. This
contract will provide 4,000 golf cars over a ve-year period, with an
anticipated “street savings” of $4.2M. A similar project was initiated
for a single source provider of course maintenance equipment.
The 2006 Excellence in Management Award winners for golf opera-
tions over $1M in annual revenue were John K. Delaney of Seoul,
Korea and Frank J. Jacobson of Fort Carson, Colo. These managers
excel in all aspects of golf operations.
52 | FY06 Army FMWR Annual Report
Bowling
The Army operated 93 bowling centers with 1,738 lanes in FY06.
Patrons bowled 8.1M lines, resulting in $45.1M in net revenue and
$6.6M in NIBD (14.7 percent of net revenue against an MWR BOD
standard of 21 percent). Performance increased from FY05 results
of $44.3M in net revenue and $3.9M in NIBD, or 8.8 percent of net
revenue. The program beneted from increased APF support that
contributed to nancial improvements in two areas: utility expenses
declined $969.6K, and UFM support increased to $3.6M. Bowling
centers continue to meet the challenges of increased troop deploy-
ments. Total lineage was 62 percent open, 23 percent league, 10
percent tournament, three percent promotional, and two percent
other.
A new IMCOM corporate strategy for bowling will be implemented
in the rst quarter of FY07 which provides a systematic approach
to ensure programs produce sufcient revenue to maintain and
improve operations in the future. Bowling centers will receive
detailed guidance on NIBD standards, benchmarks, business plans,
marketing, performance improvement plans, fee structures, snack
bar and pro shop performance, stafng, professional development,
and management incentive plans. Facility scorecards, checklists,
and scheduled reviews are also part of the corporate strategy.
A new state-of-the-art 16-lane Soldier and Family Entertainment
Center is being designed for Camp Ederle at 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.
New or renovated centers are planned for Wiesbaden, Germany;
Fort Bragg, N.C.; Fort Gordon, Ga.; and Fort Lewis, Wash.
The “101 Days of Summer” promotional events in August and Sep-
tember of 2006 targeted young bowlers. Children from K-12 at 74
garrisons enjoyed opportunities to bowl 101 free games and to win
prizes such as backstage passes to an Aly & AJ concert or a private
screening party for the winner and 100 friends to see the movie,
“How to Eat Fried Worms.” This special event gathered 10,000
entries and was the most successful bowling promotion to date.
Training for the bowling program was held at the MWR Training
Conference in Louisville, Ky., in August 2006. More than 200 MWR
directors, community and business chiefs, and center managers
were provided management tools to assist with day-to-day bowling
program management. A take-a-way CD included information on
the corporate strategy, management certication, major construction
development, benchmark improvements, and RecTrac. Training was
also provided to front-line staff by Internet training modules through
the Army bowling center memberships in the Bowling Proprietor’s
Association of America.
The 2006 Excellence in Management Award winners were William
Foster of Carlisle Barracks; James Barrett of Schweinfurt, Germany;
Don Diego Aguilar II of Fort Bliss; and John Fryman of Fort Sam
Houston. These managers excel in all aspects of operations.
Events
In FY06, Army-wide events focused on customer loyalty promo-
tions and promotions to generate new customers for clubs, bowling
centers, and golf courses. Several initiatives cross-promoted other
FMWRC programs. One event, The Games People Play, was held at
the MWR Expo in Louisville, Ky., to showcase new games available
from the Army Recreation Machine Program, musical entertainment
available from the Army Entertainment Division, the Java Café
concept from the branded theme restaurant program, and creative
décor and food presentation ideas for Army food and beverage
managers. The event was nominated by Special Event Magazine
for a Gala Award for Best Event at their Special Event Conference.
The events staff also assisted with MWR Academy courses, planned
events and conducted training at the 2006 BOSS Conference and
the MWR Theme Operations Unit Managers’ Conference, and are
working with the branded restaurant operations group to revamp
a grand opening package for future restaurant openings.
The 2nd annual Military Idol contest was held at 29 MWR facilities
Army-wide, incuding Balad, Iraq. Military Idol is a tie-in to the
popular American Idol franchise on the Fox Broadcasting Network.
The program showcased the musical talents of Soldiers while letting
the audience vote for their favorite performers. Food and bever-
age operations prospered with the promotion, with some locations
doubling nightly food sales. Spec. Vicky Golding from Fort Myer,
Va., was named the overall Military Idol winner.
The U.S. Army Race to the Rings promotion was held at 58 food
and beverage operations to cross-promote World Class Athletes
participating in the 2006 Winter Olympics. Patrons at participating
locations could upsize a soft drink to 36-ounces and receive a game
piece afxed to the cup. The collectable game pieces educated
customers on the competitions that Army athletes must survive to
make it to the Olympics. The food and beverage promotion allowed
installations to offer related programming in their facilities while the
Olympics were nationally televised. This promotion was nominated
for an award with the MarCom Communication Association for its
creative posters and printed materials.
The Fantasy Football 2006 promotion continued from 2005. MJM
Sports sponsored the program and provided fantasy sports kiosks
at 12 clubs in CONUS and Korea. Kiosks were equipped with a
plasma screen scoreboard that allowed managers to provide a fully
automated fantasy sport league without the hassles and headaches
of keeping up with weekly statistics and prizes. The FMWRC funded
local weekly prizes, Army network prizes, and grand prizes for
both the You Pick league and Quick Pick leagues. The promotion
proved a fun, competitive experience for Soldiers and other MWR
patrons while also providing unique programming opportunities
to installations that brought in repeat foot trafc week after week
at participating clubs. Participants submitted 22,786 rosters over
the course of the promotion. Fort Irwin Soldiers took top honors
in both the You Pick and Quick Pick categories.
Another promotion, Fantasy Racing - Chase for the Cash, was a tie-
in program to the fantasy sports kiosks sponsored by MJM Sports.
Twenty-one locations participated in this NASCAR-themed fantasy
league and promoted NASCAR programming in their facilities. The
FMWRC funded local weekly prizes and the grand prize of a $500
pre-paid credit card.
Events programming also “went Hollywood” in 2006 to eld the
rst Army Entertainment industry promotion. The successful 101
Days of Summer bowling promotion was held at 74 Army bowl-
ing centers, with 10,000 children bowling for local and national
prizes—including a trip to Hollywood to meet recording stars Aly
& AJ. Post-event reports showed increases in food and beverage
sales of $263K (6 percent) and lineage of $149K (18 percent) when
compared to the same three-month period in 2005. The increase
is especially notable given that a third of participating installations
reported heavy troop deployments, block leave, and re-stationing
issues that impacted bottom lines. Some facilities credited the
promotion for helping them overcome the loss of business they
might have faced. Several other promotions with the music, video
game, animated lm, and movie industries are planned for 2007,
including a cross-promotion theme with Army libraries, “Great books
made into great movies.”
One of the most highly awaited promotions of 2006 was a test of
an Army Texas Hold ‘Em Tournament. The 2006 tournament took
place in July and August at four locations: Camp Red Cloud, Korea;
Fort Carson, Colo.; Fort Leonard Wood, Mo.; and Fort McCoy, Wis.
Each site reported a resounding success, with NIBD increases rang-
ing from $1.4K to $6.3K compared to last year.
The events team provided 42” and 48” wheels of fortune for Strike
Zone snack bars and developed a series of three Spin-2-Win promo-
tions that managers could use to create buzz with bowlers. The
rst promotion, the Spin-2-Win Pizza League, began in the fall of
2006. Two other lineage promotions, Lucky Lanes and Give It A
Whirl, were available for use throughout 2006.
The 2006-2007 Business Managers’ Planning Calendar continues to
be popular among business and marketing personnel. The calendar
was rst distributed in August 2006, with additional copies distrib-
uted at MWR Academy courses. This popular 15-month planning
tool was designed for and distributed to revenue-generating club,
golf, bowling, and theme restaurant managers and the installation
marketing/sponsorship staff. In addition to hundreds of promotion
ideas, the calendar features customer service tips, industry events,
a month-at-a-glance, and daily calendars.
The FMWRC business programs staff is establishing a community site
on AKO to feature sections such as a “forum” where MWR person-
nel can pose questions or provide comments regarding business
programs. When completed, an ofcial message will be released
with details on how to access the site.
FY06 Army FMWR Annual Report | 53
Marketing Communications
MWR contributes to readiness through hundreds of pro-
grams and services that improve the quality of life for
Soldiers, their Families, retirees, and Army civilians.
Marketing support is integral to successfully operating
FMWR businesses, programs, and events, and is critical
for strategic planning and developing a cohesive identity
that reinforces the FMWR mission.
To help installation marketing professionals develop mar-
keting plans, the FMWRC distributed Marketing Plan Pro
software to automate and standardize marketing plans
across the Army. Software benets include step-by-step
creation of marketing plans from more than 70 sample
plans tailored for various activities, an embedded calcula-
tion methodology for budgeting, and help in identifying
marketing needs. Marketing Plan Pro aligns market
planning with industry standards through a single format
recognized by marketing experts. The software will as-
sist communities in improving operations and achieving
strategic goals while providing a competitive advantage in
one standardized planning tool. An upgraded version of
the software will be released to installations in FY07.
The Army MWR Leisure Needs Survey is a cost-effective
program and service triennial survey tool provided to
installations by the FMWRC. The LNS measures lei-
sure activity participation, patron preference, usage,
satisfaction levels, and perceived quality of installation
FMWR programs and facilities. Administered centrally
at signicant savings, the LNS provides data needed for
the ve-year program planning process, the Installation
Status Report, and needs assessment requirements in
AR 215-1. The LNS eliminates the need to conduct
local surveys but allows comparison of local programs
on an Army-wide scale. The latest LNS was elded in
2005 with 92 custom surveys developed for participating
installations. The survey collected data on four eligible
FMWR patron population segments: Soldiers, spouses of active
duty Soldiers, civilian employees, and military retirees. The 2005 Corporate Sponsorship and Advertising
LNS offered respondents an option to complete a rst-ever online
survey. Each installation received a comprehensive electronic report The mission of the FMWRC Corporate Partnership Branch is threefold:
that included patron data in a queriable database consisting of partner with corporate America to generate revenue for agship
installation and cumulative regional and Army-wide data. Analyses FMWR programs, develop national partnership programs which re-
of the 2005 LNS, the Survey of Army Families V, and the Sample sult in additional funding for installations, and provide training and
Survey of Military Personnel data sets are underway to link FMWR consulting to FMWR sponsorship and advertising professionals.
programs with Soldier retention. Overall Army-wide sponsorship and advertising income for FY06 was
The online course, “Marketing Plans for Activity Managers,” is a col- $12.5M, a 6.7 percent increase from FY05. Cash revenue in FY06
laborative project of FMWRC’s Marketing Communications Division totaled $6.2M, compared to $5.6M in FY05. In-kind sponsorship
and the MWR Academy. The course provides instructions on develop- remained steady at $6.3M in products and services. Corporate
ing activity marketing plans in accordance with Marketing Plan Pro partnership initiatives generated and transferred more than $700K
software. Scheduled to ‘go live’ at www.MWRAonline.com in early in sponsorship and advertising income to garrisons in FY06—an
2007, the course is recommended for anyone involved in program increase of $70K from FY05.
or event planning. When the course is completed, participants In FY06, the FMWRC Corporate Partnership Branch successfully
will have developed a marketing plan roadmap to build stronger negotiated several existing and new corporate sponsorship and
relationships with customers, established value for the FMWR brand, advertising agreements that directly beneted Army installations
and captured customer interest in products and services. with additional revenue and special event programming. Events such
The strategic communications plan also seeks to promote the FMWR as the U.S. Army Soldier Show and the Army Concert Tour continue
brand by engaging customers and employees in FMWR programs. to be agship programs for corporate sponsorship. A rst-time
To meet that objective, the FMWRC purchased branded items in sponsor was found for Military Idol, an Army Entertainment/Business
mass quantities at signicant savings and forwarded the items to Programs initiative. An AT&T Army-wide advertising program was
installation marketing departments world-wide. These items were renewed, with all funds generated through the program transferred
used to drive trafc into facilities, as purchase and participation to participating garrisons.
incentives, and as program enhancements to increase FMWR brand Sponsorship and advertising training opportunities are offered to
value. installation FMWR professionals. A training track at the 2006 MWR
The customer-focused website at www.ArmyMWR.com promotes Conference featured a one-day training session for 92 marketing
FMWR programs such as travel, recreation, and sports, and features personnel by IEG, the leading provider of sponsorship consulting
news and events relevant to Soldiers, spouses, Families, and civil- and training. In addition, the FMWRC again negotiated a special
ians. The website is viewed an average of 800,000 times a month, military rate at the sponsorship industry’s premiere marketing con-
and is supplemented by commercial advertising and sponsorship. ference, resulting in a fee reduction of 40 percent off the normal
As the face of the FMWR brand, the site delivers a consistent image attendee rate.
and message for customers, employees, and the American public. As part of an organizational transformation, the FMWRC Marketing
ArmyMWR.org features information for FMWR professionals; more Communications Division moved to the Business Programs Director-
than 600,000 documents were downloaded in 2006, including spe- ate in May 2006. The change at FMWRC will not impact installation
cialized information and policy guidance for FMWR programs. marketing departments in the Standard Garrison Organization.

54 | FY06 FMWR Annual Report

Prime Vendor
The Joint Services Prime Vendor Program began in 1991 as an initia-
tive to combine the purchasing power of Army, Navy, Marine Corps,
Coast Guard, and Navy Exchange Service Command food activities.
The program currently sends products to over 900 food activities
across the continental U.S. and into 12 overseas countries.
Current food activity participants include ofcer and noncommis-
sioned ofcer clubs, enlisted clubs, community clubs, bowling and
golf snack bars, military school systems, childcare, military ho-
tels, recreation centers, sports activities, Army lodging, Senate
restaurants, Pentagon private dining rooms, and OCONUS NAF
warehouses in Europe and the Far East. The program continues
to grow across all the services as installations become more aware
of the potential savings.
Contracts save in two signicant ways: by establishing a set markup
above supplier’s costs and by obtaining rebates and discounts from
manufacturers. The combined purchasing power of program par-
ticipants was $120M in FY06. The contract savings through lower
pricing amounted to $16M, and manufacturer rebates and off-invoice
pricing totaled $2.2M, for a total savings of $18.2M in FY06.
Recycling
In more than 25 years of direct MWR involvement in installation
Qualied Recycling Programs, the business of recycling has changed
substantially. The “easy to get” material has been collected, sorted,
sold, and recycled. With the day-to-day functions left, emphasis is
being placed on expanding into other “protable” items, re-energiz-
ing garrison activities to fully participate in contributing recyclable
items, and pulling items into the QRP that incur a disposal cost for
the garrison (which reduces disposal expenses while creating net
proceeds to the installation).
Almost all MWR-operated QRPs continue to report a positive bottom line.
Overall revenue in FY06 was $9.1M, with a $3.7M NIBD—consistent
with average annual numbers. Annual results reect variations in
marketability of products, the daily pricing of recyclable items, and
the timing of fund transfers by the garrison commander from the
installation recycling suspense account to the recycling program.
Demand for recycled content items continues to increase in the
private sector, and legislative initiatives should further increase
demand. This demand increase should stabilize or increase prices
received for recyclable materials until production again reaches parity
with demand. For example, if steel demand increased substantially
amid an insufcient world supply, prices for steel will rise, as will
prices for recyclable material containing steel. This cycle has been
seen for both cardboard and aluminum.
The federal government’s expanding list of products that require
recycled content materials should increase demand for Army prod-
ucts, at least in the short term, and allow for the removal of more
items from the solid waste stream. Installations should ensure
close coordination with the DPW, Environment, and other ofces,
to review continuing requirements (i.e, the DoD’s Pollution Preven-
tion Measure of Merits program requires systematic reporting of
recyclable and solid waste disposal quantities).
Installations with approved QRP’s may keep the net proceeds of
recycling sales (after expenses) for use by garrison commanders for
pollution abatement, energy conservation, and occupational safety
and health projects. Up to 50 percent of the net balance may be
used in these areas, and the balance (at least 50 percent and up
to 100 percent if the commander does not fund the rst group)
may be turned over to MWR. A balance in the suspense account
in excess of $2M at the end of a scal 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 ofces to ensure credit is
received to meet the Measure of Merits’ goals.
FY06 FMWR Annual Report | 55
Army Lodging continues to provide top notch lodging and hospitality
services tailored to the needs of the DoD ofcial traveler—Soldiers,
their Families, and DoD civilians. During FY06, Army Lodging op-
erations at 79 garrisons offered 19,557 rooms to 6.3M travelers,
91 percent of whom were on ofcial orders for Temporary Duty or
Permanent Change of Station.
With an Army-wide weighted average daily rate per room of $40.14,
Army Lodging saved the Army $180M in ofcial travel dollars and
saved space-available travelers $18M in comparison to local lodging
per diem rates. Occupied room nights numbered 5.1M, for a 71.4
percent overall occupancy rate and total lodging program operat-
ing revenues of $215M. Revenues supported $138M in operating
expenses, $13.3M in local capital purchase and minor construction,
and $48M to invest in facility renovation and new construction
through the Army Lodging Wellness Program.
The Army Lodging Wellness Program celebrated the grand opening
of three new facilities in FY06:
• Fort Eustis, Va. - 366-room hotel ($28.5M)
• Fort Hamilton, N.Y. - 46-room hotel ($8.3M)
• Camp Carroll, South Korea - 50-room hotel ($9.3M)
This is great news for Soldiers and Families. These new facilities
provide state of the art accommodations for short- and long-term
TDY travelers as well as PCS Families. Modern amenities include
high speed Internet access, kitchenettes, enhanced furniture pack-
ages that include computer workstations, additional storage, and
continental breakfast service.
The Standard Products Program and the Central Army Lodging
Contracting Ofce manage all Army Lodging procurement processes.
Program acquisition initiatives provide either direct savings or cost
offsets in the form of rebates or commissions. Procurement initia-
tives on items ranging from credit card processing to clock radios to
telecommunications realized a total FY06 program savings of $2.4M.
Army Lodging continues to minimize overhead costs by centralizing
program procurements at FMWRC, where in FY06 a 96 percent
execution rate was achieved on 629 eld purchase requests.
Professional development for Army Lodging focuses on Pennsylvania
State University’s Army Lodging curriculum and the Performance Plus
Program from the Educational Institute of the American Hotel and
Lodging Association. Penn State offers a well-rounded curriculum
of management and supervisory courses as well as certications in
Advanced Hospitality Management and Strategic Hospitality Leader-
ship. In FY06, Penn State conducted 13 classes for 312 participants.
After completing ve basic courses, six participants were awarded
certicates in Advanced Hospitality Management, and after completing
six advanced courses, 15 participants were awarded certicates in
Strategic Hospitality Management. Performance Plus curriculums
offer individual and group training opportunities for line staff as
well as supervisory and management staff.

Army Lodging 2006 Army Lodging Awards

Excellence in Operations
Occupancy and Room Rates

Available Room Night Occupancy (%)

Operations of the Year
90
Weighted Average Daily Rate ($)
Camp Darby Livorno, Italy (Small Category)
Weighted Per Diem rates ($) $80.40
$77.58 $78.93 Tower Inn Grafenwoehr, Germany (Medium Category)
80
Vicenza Italy (Large Category)
Fort Sill Oklahoma (Super Category)
70
$180M
Savings in Manager of the Year
60 Army
Travel Keith Hazelrigs Fort Gordon, Georgia
Dollars
50
Supervisor of the Year
$40.14
$38.77
40 $35.10
$37.34 Denise Sutton Fort Dix, New Jersey
$33.06

30 Employee of the Year

Debra Lucas Fort Bragg, North Carolina
20
Figure 5-11
10

0
FY02 FY03 FY04 FY05 FY06

Figure 5-10

56 | FY06 Army FMWR Annual Report


The Lodging Success Program continues to grow. Through September
2006 there were 66 commercial hotels under contract, versus 49
hotels in September of 2005.
Government travel accounts are the direct beneciary of the Lodg-
ing Success Program. The program provided more than 300,000
discounted room nights in FY06—a cost avoidance of $5.1M.
In addition to seven hotels added to the program in FY06 at Fort
Lee, Va., several new geographic areas were added to the Lodging
Success Program that includes hotels at:
• Fort Sill, Okla.
• Fort Rucker, Ala.
• Fort Leonard Wood, Mo.
• Fort Huachuca, Ariz.
• Fort Knox, Ky.
The Central Reservation Center supports ofcial travel reservations
at garrisons and LSP hotels. More than 79,000 calls were elded
in FY06. Although this represented a 20 percent decrease in call
volume from FY05, actual room nights booked increased to 438K—a
32 percent increase over the previous year. The center processes
100 percent of LSP reservations and is supported by an LSP cost
sharing fee paid by commercial hotel program partners. A new
reservation system installed at the center in FY06 enhances reporting
capabilities and management of available LSP rooms.
On behalf of the Army G-1 Rest and Recuperation Task Force, the
Army Lodging program administers contracted hotels participating
in the Rest and Recuperation program. Four commercial hotels in
the Atlanta airport area and two hotels in the Dallas-Fort Worth
area provided lodging and meals for 13,000 Soldiers at a cost of
$665K during FY06. Army Lodging’s involvement ensures that these
Soldiers are afforded high quality accommodations in a safe and
secure environment while traveling in an R&R status.
Army Recreation Machine Program
Revenues from Army Recreation Machine Program slot machines
increased to $120.4M in FY06, boosted by state-of-the-art ma-
chines, the popularity of coin-free systems, and by Naval installa-
tions newly participating in the program. Continued industry-wide
declines in product availability and consumer interest resulted in
slightly lower FY06 amusement machine revenues of $7.8M—a
decline mitigated by introducing new product lines in amusement
locations.
FY06 ARMP Financial Performance Results ($M)
Army Navy USMC USAF USCG AAFES Total
Revenue - Slots 93.7 8.3 18.4 - - - 120.4
Revenue - Amusements 4.2 0.2 0.5 0.4 0.0 2.5 7.8
$97.9 $8.5 $18.9 $0.4 $0.0 $2.5 $128.2
Figure 5-12
By the end of FY06, the ARMP completed the conversion of the
last coin-slot location to a coin-free, smart-card system. Now 100
percent coin-free, the ARMP supports 3,275 machines, cashout
devices, and card dispensers in 137 locations.
At FMWR locations, slot machine revenue per direct labor hour
increased from $3.2K in FY01 to $46.6K in FY06. This increase
in productivity reects signicant decreases in labor required to
support day-to-day slot operations in a coin-free environment,
coupled with increased revenues. Cumulative FMWR manpower
savings since FY01 total more than 55 man-years.
The ARMP established four new eld ofces to support Navy op-
erations in Italy, Iceland, Spain, and Greece, adding 19 locations
and 336 machines to the world-wide ARMP operational footprint
and increasing the Army-Navy partnership to 24 locations on eight
installations throughout Europe and the Far East. Although base
realignments forced the closure of a newly established Keavik of-
ce in July 2006, the ARMP recently coordinated an agreement to
support the Navy’s New Sanno Hotel in Japan. This mutually ben-
ecial partnership has resulted in additional funds for the AMWRF
while also providing coin-free games and turn-key operational
support to the Navy for their recreation machine requirements.
The ARMP continues to evaluate appropriate locations for new
digital technology products known as multi-player on-line games,
or MPOGs. MPOGs have proven promising during rst-generation
elding at Forts Benning and Gordon. Development of this new
product line reects current trends in demand for digital products
such as photo printing, ringtone and music downloads, telecom-
munication, Internet, and email services. ARMP continues to fo-
cus on “core” amusement machines while strategically deploying
digital products to select locations.
FY06 Army FMWR Annual Report | 57
 Armed Forces Recreation Centers
/
/
The Hale Koa Hotel began FY06 with a celebration—on the 25th of
/
October, 2006 the hotel celebrated its 30th birthday. Guests and staff
were presented with a 15 foot-high tiered birthday cake with a picture
of both Ilima and Maile towers. The hotel’s General Manager gave
special recognition to 15 employees who were present at the grand
/
opening of the hotel. A congratulatory message from Senator Dan
Inouye of Hawaii was read at the ceremony, and General (Retired)
Fred Weyand, who dedicated the construction of the original Hale
Koa ‘Ilima’ Tower, spoke of the standard of excellence and years of
exemplary service provided by the hotel and its staff.
The Hale Koa experienced budgetary challenges in FY06 that required
creative operational strategies. Manpower, scheduling, marketing,
and promotional partnering all came into play to meet budgetary
goals. Sponsors partnered with the hotel for a nationwide promotional
package, “Hale Koa Get-Away Vacation,” featuring a four night all
expenses paid vacation stay. Partnerships also allowed food and
beverage promotions at the Hale Koa Room, drawings for trips to
the outer islands, a vacation cruise on the west coast, and a Napa
Valley Weekend Get-Away. The beverage department increased
revenues by partnering with vendors to promote events such as
St. Patrick’s Day, Cinco de Mayo, and wine tastings. Promotional
partnerships helped increase sales, but nal success in meeting
budget goals was eventually achieved by operational scheduling
and scal responsibility in spending and savings.
Competition increased between the hotel’s restaurants/bars and
commercial establishments offering discount coupons and 2-for-1
promotions. This competition affected Koko’s Cafe, the hotel’s full
service dining restaurant, and to a lesser extent Biba’s and the
Hale Koa Room. The Barefoot Bar seating area will be expanded
by the end of the year to take advantage of the growing popularity
of this beach side venue.
Entertainment venues at the hotel such as the Luau, Magic in
Polynesia, and Tama’s Polynesian Revue, all remain popular. The
substitution of the indoor Polynesian Revue with another outdoor,
more spacious Luau during the summer provided three luaus per week
and increased entertainment revenue from the previous year.
Considerable effort was expended to complete renovation plans for
the original 30-year old Ilima tower. Two model rooms were tested
with different interior design elements and construction techniques.
Construction is schedueld to start in 2007 with guest room oors
and will impact up to 17 percent of room inventory at a time. Work
on the central kitchen, food and beverage outlets, and public spaces
will be accomplished after guest rooms are renovated.
58 | FY06 FMWR Annual Report
The Shades of Green© resort had another excellent year. More than
46,000 servicemembers and Families enjoyed some well-earned
fun and relaxation at the resort in FY06. Guests continue to ben-
et from the newly expanded resort’s 587 guest rooms, 7,500
square feet of versatile meeting space, lighted tennis courts, a
hot tub, heated swimming pools, children’s pool play area, a video
arcade, lounges, multiple restaurants, a new “America” ice cream
shop, and a new Java Café cart featuring Starbucks products.
The Shades of Green© enjoyed a nancially successful year. The
hotel achieved NIBD of $7.6M—an improvement of $4.1M from
FY05. Occupancy rose from 86.6 percent in FY05 to 90.1 percent
in FY06. Guests are guaranteed reservation availability in great-
er Orlando through referral hotels when occupancy at Shades of
Green© is higher than 100 percent. More than 10,000 room nights
were provided to military guests at high quality referral hotels at
discounted rates arranged by the Shades of Green©. Food and
beverage results achieved a milestone with $244K NIBD for the
year, a turnaround of $719K from the prior year primarily due to
management actions to streamline labor, improve efciency, and
implement value related programs.
Shades of Green© guests now enjoy added convenience and ac-
tivities through several new concessions added in FY06, including
KODAK, Hertz, and Radio-Controlled Trucks. Concessionaire busi-
ness arrangements are a dual benet, increasing guest satisfac-
tion while also generating additional income for the property.
The staff of the Shades of Green© are dedicated to service excel-
lence, and the quality of their efforts is fundamental to the overall
success of the resort. Each day the resort’s staff members deliver
a great guest experience and ensure that each Shades of Green©
visit is an exciting event for our military patrons. The staff focus-
es on helping guests in personalized and memorable ways. Staff
efforts are geared toward increasing new and repeat guest visits,
convincing guests to extend their stays, and ultimately ensuring
that guests have the best vacation they have ever experienced.
Successful nancial management of the Shades of Green© directly
supports long-term planning efforts and maintains the quality of
the property. The resort is well positioned to serve not only to-
day’s patrons but those of tomorrow as well.
 Armed Forces Recreation Centers
The Dragon Hill Lodge© offers affordable vacation opportunities
for Soldiers, Sailors, Airmen, and Marines who spend much of
their lives in remote and isolated duty stations or deployed at sea
while often separated from loved ones for weeks and months. The
Lodge provides an opportunity to share quality time with friends
and Family. This Asian resort, strategically located in Seoul, Korea,
offers 394 guestrooms, a premier health club, fabulous restaurants,
and spectacular special events for military patrons, their Families,
and authorized guests. Each of the hotel’s 467 personnel is truly
proud to “Serve Those Who Serve.”
The Dragon Hill Lodge© achieved a 93 percent occupancy rate in
FY06 from more than 133,000 occupied guest rooms. While this
was a slight reduction from FY05’s occupancy rate of 94 percent,
the total number of hotel guests was almost 4,000 higher in FY06 in
comparison to the prior period. Seven restaurants, in combination
with banquet facilities, served more than 807,000 meals, while the
POiNT Health Club provided quality tness facilities and programs
for over 1,800 members.
The resort achieved $43.8M in total revenue and $19.7M NIBD
for the year, impressive accomplishments in view of considerable
challenges posed by dollar devaluation, ination, and normal payroll
increases. To achieve budgeted objectives, the DHL management
team reduced manpower hours by 44,458 (5 percent) to yield a
total savings of $843K for the year—the major reason that total
labor costs came in under budget by $192K. The FY06 variance for
total cost of goods sold was equally impressive, with performance
improvements by food and beverage departments underscoring
the professionalism of the Dragon Hill Lodge© food and beverage
and warehouse teams.
Guests continue to enjoy the Dragon Hill Lodge© partnership with
the Army Recreation Machine Program. Improved multi-screen
“gaminator” machines and other games are in high demand by
today’s high-tech-savvy military personnel.
The Dragon Hill Lodge© provides high quality, affordable resort-style
facilities commensurate with the Army’s philosophy that service-
members are entitled to the same quality of life they are pledged
to defend. Room rates are substantially lower than comparable
resorts and are on a sliding scale that advantages junior enlisted
personnel. Numerous guestroom specials feature international
concerts and social opportunities. These “escapes to the Dragon”
add further value by including food and beverage programs with
guestroom packages. Guests can truly rest and recuperate from
the stress and fatigue of military duties and combat training and
return to duty refreshed and ready to support the mission.
As the Soldiers, Airmen, Sailors and Marines of the European and
Central Commands continue their heroic efforts to battle terrorism
and rebuild countries, far away in a tranquil Alpine setting more
than 350 employees at the Edelweiss Lodge and Resort continue
to support these brave servicemembers and their Families. In
the words of a recently visiting junior enlisted Soldier from the 1st
Armored Division’s 1st Brigade Combat Team, “We’re very appre-
ciative for what the Army has done here. This is a beautiful resort
and considering the circumstances the best vacation our Family
has ever had.”
Amidst unprecedented combat deployments and theater transi-
tion, supporting readiness and retention is the most important
mission of the Edelweiss Lodge and Resort. Since the start of the
war on terrorism, more than 39,000 servicemembers and their
Families have taken the opportunity to spend a portion of their
Rest and Recuperation leave at the Edelweiss Lodge and Resort
to enjoy important and relaxing Family time in the beauty of the
surrounding Alps.
The Edelweiss Lodge and Resort nished its second year of opera-
tion with FY06 occupancy at 92 percent and NIBD of $5.3M. Hotel
management focused on processes to reduce annual overhead
costs, and through various initiatives and operating efciencies,
FY06 support expenditures at the resort dropped by $2M com-
pared to FY05. Another lucrative area, commercial sponsorships,
provided $75K of revenue in FY06. With up to 1,000 guests pass-
ing through the facility on a daily basis, the resort is a prime real
estate market for commercial sponsors. The hotel will continue
to aggressively grow this important source of revenue into FY07
and beyond.
The resort must make wise resource investments so that the next
generation of servicemember will benet from the programs of-
fered by Armed Forces Recreation Centers. Amidst declining Eu-
ropean Command troop levels, maintaining high hotel occupancy
levels is critical. By utilizing innovative marketing technologies
such as the “Edelmail” electronic newsletter, the Edelweiss Lodge
and Resort is able to keep in touch with existing markets while
growing relationships with Central Command and the U.S. mar-
kets—at a fraction of the cost of traditional marketing media.
In a tranquil setting far removed from day-to-day stresses, the
management and staff of the Edelweiss Lodge and Resort stand
ready to welcome America’s servicemembers and their Families to
the best vacation they have ever experienced.
FY06 FMWR Annual Report | 59
NAF Contracting
The goal of NAF contracting services is to provide strategic com-
munications, resources, policy, guidance, and oversight to foster and
facilitate a cost-effective and efcient world-wide NAF acquisition
process. The FMWRC NAF Contracting Directorate, in partnership
with the IMCOM, supports DoD, Army FMWR, Army Lodging, and
Civilian/Post Restaurant Fund programs. Key initiatives in FY06
included continued success with consolidated contracts, renovation
contracts, major or minor construction projects, Army Lodging, and
public-private ventures at installations.
World-wide Army NAF contracting activities continue to expand
the usage and implementation of software features offered by the
Standard NAF Automated Contracting System/Purchase Request
Information System Management. Refresher training for users
continued at many locations.
Users of the Army NAF Government Purchase Card procured $152M
in goods and services in FY06, yielding $1M in NAF rebates—90
percent of all rebates available to Army NAF Instrumentalities.
The major projects division awarded and administered 22 Army
Lodging Wellness and 12 Army NAF major construction projects in
FY06, for a combined value exceeding $113.6M. Twelve Marine,
one AAFES, and two NEXCOM projects valued at more than $40.6M
were also in development, construction, or had been completed.
Figure 5-13
60 | FY06 FMWR Annual Report
In support of the Army’s most signicant shifts of military members
and their Families, the major projects division coordinated the ac-
quisition and contract management of 18 relocatable modular child
development centers valued at $30.7M for nine Army installations
in CONUS. The rst CDC was completed in February 2006. Con-
tract options included awards totaling $13.7M for four CDCs at two
Marine bases and four CDCs at two Navy bases. The program was
so successful that the Ofce of the Secretary of Defense provided
$21.2M in funding to procure the next generation of permanent
relocatable CDCs at ve Army installations in CONUS for FY07.
The Army Lodging contract cell awarded 690 contracts totaling
$17.1M in FY06. Government purchase card transactions for Army
Lodging totaled $12M, with total rebates of $103K (86 percent of
possible rebates) returned to Army Lodging.
Contract support to IMCOM regions and garrisons also realized
signicant savings to the Army in FY06. Two IMCOM consolidated
purchasing initiatives used centralized funding to leverage FMWR
buying power, realizing savings of $817K for cardio equipment and
$1M for golf cars. NAF contracting staff also supported procurement
initiatives for Stars and Stripes, the Pentagon Athletic Center, the
Army Civilian Welfare Fund, and MWR nancial audit contracts for
IMCOM Korea and Europe regions.
The Joint Services Prime Vendor Program continues to grow across
all of the military services as installations become more aware of
the potential savings that may be realized by participating in the
program. Contracts save in two signicant ways: by establishing
a set markup above supplier’s costs and by obtaining rebates and
discounts from manufacturers. The combined purchasing power
of program participants was $120M in FY06. Through contracted
lower pricing, manufacturer rebates, and discounts, the program
yielded a total savings of $17.4M in FY06.
The MWR electronic shopping mall (eMall) is now operational. The
eMall features one-stop Internet shopping capability and provides
opportunities for users to obtain signicant cost savings. More
information on eMall features, and guidance on how to utilize eMall,
can be found at www.mwremall.com.
Other initiatives in FY06 included administration of public-private
venture contracts that generated over $1M of income to installa-
tions since inception; administration of DoD Health Plan contracts;
and administration of contracts for the Hotel Thayer and the Inn
at Schoeld Barracks.
Information Management
Several signicant milestones were achieved in FY06 in support of
the Information Technology Strategic Plan for FMWR automated
information systems.
All FMWR information systems were recorded into the Army Portfolio
Management System. The APMS is used to proactively manage the
Army’s enterprise portfolio of information systems.
Fort Belvoir completed a successful test of a new version of Rec-
reational Tracking System (RecTrac!). Version 9.5a6 improves the
software’s internal controls. The test at Fort Belvoir allowed the
commencement of follow-on testing of customer payment solutions
and enables eventual Army-wide implementation.
A continuing test of WebTrac software was expanded to Korea.
Successful tests in Korea will pave the way for Army-wide imple-
mentation of software that will allow MWR customers to register
for activities and programs from their home computers.
The Standard Management Information Reports for Finance (SMIRF)
software was upgraded to a new database that will provide users
with a greater ad hoc reporting capability.
The Standard NAF Automated Contracting System (SNACS) software
received a major overhaul, and the latest version now features a
new operating system and a more powerful server. Together, these
upgrades signicantly improved the speed and reliability of the system.
The FMWRC’s NAF contracting directorate is evaluating additional
modules that, if successful, will be implemented in FY07.
The Requirements Analysis and Architecture Division assisted with
several system information assurance reaccreditations in FY06. Of
note is successful reaccreditation of the standard MWR Management
Information Systems.
The Enterprise Architecture Conguration Control Board and the MWR
Working Group reviewed and approved the Information Technology
Strategic Plan for FY07. The CCB process ensures that customer
requirements are validated and supported, that information systems
are reliable and secure, and that critical resources are maximized
by providing the right solution the rst time.
Public Affairs
The public affairs ofce promotes FMWR programs and activities
to world-wide NAF employees and volunteers; to our Army Family
“customers” that include dependents, retirees, and DoD civilians;
and to the rest of the world. One of our primary communication
tools to both employees and customers is Feedback, a 32-page
glossy magazine published six times a year.
The FMWRC public affairs ofce elded hundreds of queries in 2006
from news reporters at organizations as small as community- and
member-based newsletters to organizations as large as the Wash-
ington Post, ABC, CBS, Life Magazine, and other national networks
and publications. In addition to supporting these journalists as they
wrote and produced their stories, the public affairs ofce generated
79 news releases to local and national markets. These releases
were routinely included in the ARNEWS network (the Army equiva-
lent to a news wire service) and reprinted in scores of installation
newspapers each week.
The public affairs ofce created stronger working relationships at
the Department of the Army and Department of Defense in 2006
to ensure uniform dissemination of information to the entire Army
Family. The public affairs ofce was involved in the planning stages
of numerous public affairs and strategic communications efforts,
offering guidance on issues related to FMWRC and providing sub-
ject-matter experts when determining appropriate messages to the
Army and DoD audiences.
As Army Transformation and BRAC efforts progress, the public af-
fairs ofce will continue to work closely with higher headquarters,
installation MWR Directors, marketers, and public affairs ofces to
improve communication among FMWR staff, volunteers, customers,
and installation and war-ghting commanders.
FY06 FMWR Annual Report | 61
 MWR For All Of Your Life

tional website information:

Army MWR
www.armymwr.com

Army Community Service

www.myarmylifetoo.org

Better Opportunities for Single Soldiers

www.armymwr.com/BOSS/

Army Entertainment
www.armyentertainment.net

Army Libraries
www.libraries.army.mil

This report is published by the: For information or additional copies, contact the
U.S. Army Family and Morale, Welfare and Recreation Command Strategic Planning and Policy Directorate:
4700 King Street
Alexandria, Virginia 22302-4419 Mr. Everett Geno
Director, Strategic Planning & Policy
Archived Annual Reports are available online at: Phone 703.681.7432
http://www.armymwr.org/home/Show_le.asp?leID=181
Mr. Tim Whyte
This report uses the Associated Press Style for state Chief, Strategic Planning
abbreviations and for military titles and ranks. Phone 703.681.7425

Dollar gures used in the text and charts are rounded to the Mr. Joseph Trebing [Editor]
nearest $100 thousand; “$M” designates millions and “$K” Strategic Planning
designates thousands. Phone 703.681.7424

62 | FY06 FMWR Annual Report

Explore • Community • Life • Family

FY06 FMWR Annual Report | 63

 For All of Your Life

United States Army

Family and Morale, Welfare and Recreation

Fiscal Year 2006 Annual Report