United States Army MWR

Fiscal Year 2005 Annual Report

MWR For All of Your Life

T his is the first time in our history in which the Nation has tested the
All-Volunteer Force during a prolonged war.

The quality-of-life programs that support our Soldiers and their families,
as well as our civilian workforce, will play a major role in maintaining the
overall viability of this concept.

Determining what kind of All-Volunteer Army we need and developing the

environment, compensation, education and other incentives to keep it manned
may well be the greatest strategic challenge we face.

- Posture of the United States Army 2005

The Honorable Francis J. Harvey and General Peter J. Schoomaker
 Morale, Welfare, and Recreation
Fiscal Year 2005 Annual Report Contents

Year in Review . . . . . . . . . . . . . . . . 2

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

Audit . . . . . . . . . . . . . . . . . . . . . 14

Financials . . . . . . . . . . . . . . . . . . 18

Workforce . . . . . . . . . . . . . . . . . . 26
Management Summaries . . . . . . . 32

Notes . . . . . . . . . . . . . . . . . . . . . 62

1 Army MWR FY 2004 Annual Report Army MWR FY 2005 Annual Report 1
 Year In Review
“MWR for all of your life”
As the Army is transforming so are Morale, Welfare, and Rec-
reation programs. Commanders and civilian professionals
are reshaping Army MWR programs to ensure they meet the
challenges and needs of our Soldiers and their families in the
future. We continue to deliver predictable “First Choice” MWR
programs and services that enhance the well-being of Soldiers
and their families and make the U.S. Army a better place to
serve and work.
An Annual Report can never hope to capture the full breath
and measure of everything MWR does, but we hope to capture
the essence of our efforts and summarize the most important
contributions. Many things are happening within the MWR
community, but here are some that we feel may be of interest
to you. We’ll look back, and then we’ll look forward to 2006.
MWR Support to Deployed Soldiers
MWR provides recreation, physical fitness, social, and other support
services to deployed Soldiers. MWR facilities are operating at 25
large and 22 small sites in Iraq, four major and five remote locations
in Afghanistan, and one major and five small sites in Kuwait. At any
given time, four MWR Emergency Essential Civilians are deployed
to Afghanistan, Qatar, and Kuwait to meet U.S. Central Command’s
MWR support requirements. Since 9/11, 62 MWR professionals
have deployed in support of Operation Iraqi Freedom, Operation
Enduring Freedom, and operations in the Balkans. In addition, our
Army-operated Armed Forces Recreation Centers continue to offer
discounted Rest and Recuperation packages for service members
serving in the Global War on Terrorism.
Survey of Army Families
We’ve long known that the Army recruits Soldiers and retains fami-
lies. Every four to five years, the CFSC and the U.S. Army Research
Institute for the Behavioral and Social Sciences conducts the Survey
of Army Families to assess attitudes and behaviors of civilian spouses
of active duty Soldiers about the Army way of life and the quality
of life for Army families. The 2004-2005 SAF reports that:
• 57 percent of spouses are satisfied with the Army as a way of life
• 63 percent of spouses would be satisfied if their Soldier spouse made
the Army a career
• 70 percent of spouses believe their families adjusted well to the demands
of being an “Army family.”
The SAF proved that Army MWR and family programs made a dif-
ference to spouses when Soldiers deploy.
Family Readiness
We’ve learned many valuable lessons about how to support Sol-
diers and families during separations and deployments. When
families are self-reliant and have access to appropriate support
systems, Soldiers are better able to concentrate on their missions
and are more likely to remain in the Army. We must be there to
help Soldiers and their families find the resources they need when
they need them, we must ensure they have the tools to remain
self-reliant, and we must ensure the best communication possible
from the Soldier, the unit, and the family. These efforts are vital to
the welfare of Soldiers and their families and to maintaining ready,
responsive Army forces.
2 Army MWR FY 2005 Annual Report
John A. Macdonald
Brigadier General, U.S. Army
Commanding
U.S. Army Community and Family Support Center
Rear detachments, family readiness groups, deployment support
assistants, and virtual Family Readiness Groups all have crucial
roles in unit preparedness. We’ve worked hard to strengthen a vital
support chain that includes unit commanders, Army Community
Service, volunteers, and private agencies to prepare Soldiers and
families for all deployment phases. We’re also testing different
strategies for a multi-component family support network to serve
families regardless of component or location.
Communication with families is not a luxury. The CFSC created www.
MyArmyLifeToo.com to provide family access to information on Army
customs, relocation tips, home and personal safety, and financial
management—in simple language rather than Army acronyms.
Other family initiatives include installation sponsorship programs to
reach Army junior spouses directly and early in their Army “careers”;
employment partnerships to help spouses maintain careers and
contribute to family financial stability; on-line portals for spouses
to develop resumes and apply for jobs with 21 corporate partners;
an aggressive campaign to make counseling accessible and reduce
the stigma of seeking mental health services for family reintegration
and post traumatic stress disorder; and a worldwide 24/7 toll-free
information and referral service for face-to-face counseling sessions
for Soldiers, deployed civilians, and their families.
Child and Youth Services
Army child and youth programs are a quantifiable force multiplier.
When military duties require childcare and youth supervision 10
to 14 hours a day, including early morning, evenings, and week-
ends, childcare is mission essential to reduce the conflict between
parental responsibilities and unit mission requirements. These
responsibilities are complicated by a lack of care options at remote
sites and overseas, by the many “geographically single” parents
whose spouses are deployed, and by younger Soldiers and spouses
separated from their extended families and former neighborhoods.
Quality, available, affordable, and predictable child and youth pro-
grams allow Soldiers to focus on their missions.
Child development centers and family child care homes have extended
operating hours to help Soldiers meet critical mission requirements.
Respite care is provided at little or no cost, giving parents time
to attend to personal needs or take a break from the stresses of
parenting. Partnerships with organizations like the Boys & Girls
Clubs of America and 4-H offer value-based programs to help youth
deal with the stress associated with parental deployments.
As Army forces reposition across the globe we must also plan for
shifting child care requirements. Facilities on installations are already
operating at or near capacity. With interim, 100-child capacity facili-
ties, the Army can meet immediate needs until permanent facilities
are built. In 2006, 16 facilities will open at Forts Carson, Campbell,
Bliss, Riley, Lewis, Hood, Stewart, and Hunter Army Airfield.
With many students connected to the military moving from overseas
locations to U.S. schools, the Army’s School Transition Plan contains
strategies to ensure successful transition. The Army is working
with national, state, and local education agencies to coordinate the
integration of students into local school systems.
Recreation
Fitness centers continue to be our most used and highly rated MWR
program, but a fitness center is only as good as the equipment on
the floor. CFSC and the Installation Management Agency are col-
laborating to centrally purchase fitness equipment. This initiative will
save money and standardize staff training, equipment maintenance,
and lifecycle replacement. CFSC and IMA will continue to identify
common items for future centralized purchases.
Army-operated AFRCs serve America’s Defense Force. With 1,500
rooms, all of the AFRCs remain extremely popular with occupancy
ratings exceeding 90 percent—unheard of in the hotel industry.
Army libraries are bringing online a new General Library Information
System to offer deployed Soldiers the same services as if they were
actually visiting their home libraries. Already fielded at six CONUS
installations and in Europe, GLIS will soon become operational for
all Army MWR libraries.
A “Military Idol” competition in 2005 increased club revenues at 36
installations and generated a great deal of excitement from patrons.
Army Entertainment negotiated a licensing agreement to use the
Idol name, logo, program format, and promotional resources, and
furnished everything needed to run the competition.
Business Programs
Business programs generated combined revenues in excess of $276M
and a profit of $26.6M—money used to maintain facilities and to
support other critical MWR programs not capable of generating
sufficient revenues to be self-sustaining.
Soldiers, retirees, and their families played 1.8 million rounds of
golf in 2005 on the Army’s 57 golf courses, and many courses are
seeking to expand patronage to honorably discharged veterans.
Bowling patrons logged 7.4 million “lines bowled” in the Army’s 97
bowling centers in 2005, enjoying new glow-bowling, party rooms,
video arcades, billiards, and Strike Zone food operations.
We’re reinvigorating promotions that generate new customers for
MWR. In addition to Military Idol, 21 food and beverage facilities
hosted fantasy football promotions. Golfers at 30 courses participated
in a “Putt-4-Dough” competition for a $10,000 prize. A “Lighten
Up-Tighten Up” sports and fitness promotion helped customers
shed pounds and commit to getting fit.
Finances
Total appropriated fund and nonappropriated fund support to Army
MWR programs (fitness, sports, recreation, library, and youth pro-
grams, and child development services) for FY05 was $1.52B.
NAF revenue was $910.6M, and field activities’ net income before
depreciation was $104.5M. APF support—including military con-
struction—was $605M.
Restationing will present significant requirements for NAF capital
investments in the U.S, but may also depress revenue—overseas
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 its operations to successfully weather the transition.
The Army is implementing Uniform Funding and Management to
streamline the flow of resources to MWR program components. This
major business re-engineering initiative merges APF and NAF to
provide MWR services under NAF rules and procedures. The U.S.,
Korea, Japan, and U.S. Army Garrison-Grafenwoehr implemented
UFM in FY06, and the rest of OCONUS will follow in FY07. UFM does
not increase or decrease APF support for MWR, but it does improve
procurement, financial, and human resource management.
On The Horizon for 2006
Below are some of the initiatives working for 2006 and beyond:
• “101 Days of Summer” -» from Memorial Day to Labor Day, youth in
grades K-12 will have a chance to bowl for great prizes at 74 Army
installations in this promotion designed to introduce children to MWR
bowling centers and the fun of youth bowling leagues.
• Java Cafes -» look for new Java Cafés to open at the Presidio of Monterey,
bringing to 59 the number of theme operations across the Army.
• 2006 US Army Soldier Show -» 18 Soldier performers and five technicians
open the 2006 Soldier Show Tour in May 2006, which for the first time
will include a Korean augmentee to the U.S. Army. You won’t want to
miss this exciting showcase when it comes to your installation.
• Child & Youth Services -» the CYS staff will continue Lean Six Sigma
training that focuses on practical ways to streamline operations. Also
look for new youth sports and fitness skill building programs for pre-
schoolers and Kindergarten children, a streamlined protocol for annual
inspections required by the Military Child Care Act, and a Transition
Mobile Team Handbook.
• Education and Schools -» we’re continuing VTCs with 30 garrisons on
important school issues associated with arriving military spouses and
school-age children. These sessions are a great opportunity for gar-
risons and school systems to connect and learn from one another.
• Army Family Action Plan -» the next AFAP General Officer Steering
Committee is planned for May 2006 to review 25 issues forwarded from
garrisons through a formal review process.
• Partnerships with Better Business Bureaus -» we will continue efforts to
help installation partner with community BBBs to better protect Soldier
and family consumers.
• Virtual Family Readiness Groups -» a vFRG contract was awarded in
early 2006 with an initial 220 battalion and brigade vFRB sites to be
developed; an additional 130 commands have since asked to be included.
vFRG registration is on our home page at www.armyfrg.org.
• Rear Detachment Commander Online Training -» newly assigned RDCs
can now access online training on www.MyArmyLifetoo.com through the
“e-Learning Center.”
• The Army Family Readiness Advisory Council -» focusing on school
transition issues and strategies, a biannual meeting of the AFRAC is
planned for March 2006.
• RecTrac Training -» RecTrac training for 2006 is planned at 11 CONUS
installations, and each training session ranges from four to 15 days.
• NAF Major Construction -» NAFMC and capital purchases/minor construc-
tion projects are ongoing at 26 locations for aquatic parks and pools,
multi-purpose fields, bowling centers, community centers, golf courses
and golf clubhouses, ski lodges, theme restaurants, teen centers, outdoor
recreation facilities, clubs, temporary child development centers, and
lodges. Something new is likely opening near you.
Conclusion
We’ve accomplished great things throughout the Army on behalf of
Soldiers and their families. In my travels to installations to learn,
discuss, share ideas, and plan with Army and MWR leaders and
professionals, it’s clear we all have the same goal to support those
who serve our Nation so honorably. At every stop, I’m floored by
the dedication and professionalism exhibited by outstanding leaders
and the staffs that support them.
Retaining highly trained, motivated Soldiers and their families is
key to a ready Army. We know readiness and MWR are inextrica-
bly linked. At a time of tremendous turbulence, MWR and family
programs are there to support Soldiers and to support their families
while they are deployed. We are orchestrating services to the
deployed force. We are focusing on the “re-creation” of Soldiers as
they re-integrate with families and train for future missions. With
your continued steadfast help we will continue to deliver first-class
MWR programs that support Soldiers and their families.
Army MWR FY 2005 Annual Report 3
Executive
Summary
I wish that people could see what we’re doing —
not just the shooting at bad guys, but also the distribution of humanitarian aid,
having tea at endless meetings with elders, or trying to save a six-year-old girl.

If we were in this for the money we’d all quit.

And we’re not in it for the recognition either,
but I wish people could look through my eyes
and see my soldiers the same way,

and have the pride in them that I do.”

- Capt. Chris Nunn, Alpha Company Commander, 2nd Battalion, 87th Infantry,

10th Mountain Division (at Forward Operating Base Tillman, Afghanistan)

MWR 101
The Army’s Morale, Welfare, and Recreation programs directly support
readiness by providing a variety of community, Soldier, and family
support activities and services. From social, fitness, recreational,
and educational activities to programs that enhance community life,
foster Soldier and unit readiness, and promote mental and physical
fitness, Army MWR provides a working and living environment that
attracts and retains quality Soldiers.
The range of MWR activities offered at a garrison is based on the
needs of authorized patrons who work and reside there. Army MWR
is a $1.5B dollar annual business with 36,000 employees serving
4.8 million authorized patrons. Activities are managed by garrison
commanders and funded by authorized and available APFs and by
NAFs generated locally by MWR activities.
Each MWR activity is classified into one of three DoD categories
(Figure 1-1) defined by their effect on the military mission and their
A Mission Sustaining Activities
• Considered essential to sustaining readiness, these
activities generally enhance and promote the physical
and mental well-being of Soldiers.
• 100 percent of expenses are authorized APF, with the
use of NAF limited to specific instances where APF are
prohibited by law or where the use of NAF is essential
for the operation of a facility or program.
B Community Support Activities
• Activities that support the Army mission by satisfying
basic physiological and psychological needs of Soldiers
and their families and provide the community support
systems that make military installations temporary
hometowns for a mobile military population.
• Authorized substantial amounts of APF support, but
differs from Category A in part because of ability to
generate limited NAF revenues.
C Business Activities
• Activities that offer desirable social and recreation
opportunities, but have less direct impact on military
readiness.
• Primarily funded with NAF, these activities generally
have the potential to generate NAF revenue sufficient
to cover operating expenses.
• APF support authorized for Executive Control and
Essential Command Supervision functions; utilities;
sustainment, renovation, and modernization; and
services associated with protecting health and safety
of employees and organizations.
6 Army MWR FY 2005 Annual Report
ability to generate revenue. Categories also define the degree to
which APF support is authorized for activities. MWR activities are
resourced from either APFs or NAFs or a combination of both. Army
Community Service is not included in the DoD definition of MWR
but is considered a “Family Program.”
Common support functions are also needed to oversee all programs,
such as headquarters policy and oversight, financial management
and accounting, procurement, civilian personnel, and information
technology. The professional MWR employees who manage these
invaluable programs support Soldiers and families every day of the
year to enable the Army to focus on its mission—people are our
most valuable asset.
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
- Movies
Typical Programs / Activities
- Child Development Centers
- Youth Services
- Outdoor Recreation
- Automotive Skills
- Arts and Crafts
- Entertainment
- Leisure Travel
- Cable / Community TV
- Entertainment, Ticketing, and Registration Services
- Outdoor Recreation Archery, Beaches, Campgrounds, Hunting, Fishing
- Sports above Intramural (includes Courts and Fields)
- Swimming Pools
Typical Programs / Activities
- Resale Operations
- Bowling Centers
- Clubs and Restaurants
- Golf Courses
- Armed Forces Recreation Centers
- Amusement Machines
- Aquatics Center
- Food, Beverage, and Entertainment Operations
- Outdoor Recreation Cabins and Cottages, Campgrounds, Marinas, Rod
and Gun Clubs, Ski Slopes, Stables
- Skating Rinks
In FY05, Army MWR received $617M in APF from Congress and Army MWR also operates recreation and amusement game machines
$916M in NAF from primarily cash register sales of goods or services which contributed $124M.
(Figure 1-1).
Monies received from user fees and sales, from AAFES, and from
Our major business partner, the Army and Air Force Exchange recreation machines are invested and earn interest—$5M in FY05.
Service, provided a $124M dividend to Army MWR based on two When combined, NAF represents two-thirds of all funding that allows
distinct agreements. The Army shares 50 percent of AAFES net Army MWR programs to serve more than 4.8 million patrons.
income after expenses—primarily major construction—with the Air
Force based on the number of active duty Soldiers and Airmen in Most of this money goes to Army installations and is used to run
each service (currently the Army receives 30 percent and the Air MWR operations, programs, and services. What is left is focused
Force 20 percent). Through the Army Simplified Dividend, gar- on capital improvements and minor construction.
risons also receive 100 percent of Class VI profits, 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 profit with the remainder going to the Army Morale, Welfare,
and Recreation Fund.

$617M in Appropriated Funds $916M in Nonappropriated Funds

$M $M
Operation & Maintenance, Army 540 User Fees / Sales 667
Military Construction, Army 38 AAFES Dividend 123
Military Personnel, Army 16 $1.5B to Army Recreation Machines 123
Defense Logistics Agency / DoD 12
Army Installations Interest 3
Other 11
in FY05

Operations 3.9 Million Customers Capital Improvements

Salaries Major/Minor Construction

Army Active Duty 486 K
Cost of Goods Sold Renovations
Army Families 713 K
Supplies Capital Purchases
Army Reserve Component 522 K
Equipment
Army Reserve Component Families 702 K
Army Retirees 683 K
Army Retiree Families 865 K

Figure 1-1

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

Army MWR FY 2005 Annual Report 7

MWR Board of Directors
(Top, Left to Right)
General Leon J. LaPorte
Commander, United Nations Command and Republic of
Korea / U.S. Combined Forces Command, and
Commander, U.S. Forces Korea
General Burwell B. Bell III
Commanding General, United States Army Europe &
7th Army
General Dan K. McNeill
Commanding General, U.S. Army Forces Command
General Benjamin S. Griffin
Commanding General, U.S. Army Materiel Command
(Bottom, Left to Right)
Lieutenant General Anthony R. Jones
Acting Commanding General, U.S. Army Training and
Doctrine Command
Lieutenant General John M. Brown III
Commanding General, U.S. Army Pacific
Kenneth O. Preston
Sergeant Major of the Army
Honorable John McLaurin
[for] Assistant Secretary of the Army (Manpower and
Reserve Affairs)
Congressional Support
Congressman John McHugh continued his stewardship of MWR as
Chairman of the Military Personnel Subcommittee of the House
Armed Services Committee. His steadfast support for Soldiers and
their families was unmistakable at the April 7, 2005 subcommittee
hearing on Military Resale and MWR programs:
“There are a great many stories in the military resale and MWR com-
munity. Obviously, war time brings out the best in people, certainly in
our people, and the support that these programs provide to our war
fighters is truly remarkable.
It’s a great testament to the dedication and the professionalism of the
people in the MWR and the exchanges…who have led the effort on the
ground in both Iraq and Afghanistan.
“But all the news from this community is not good, is not positive. War
time budgets are growing tighter and funding for MWR programs has
either already been cut or is in jeopardy….And let me be clear, though
I understand that the demands of budgeting often require very difficult
choices, I believe that cuts to MWR appropriated funding that results in
programs that are unresponsive to the needs of the military community
will yield a harvest of discontent within the force that we shall regret
for many years to come. It’s a classic example of eating your own seed
corn, and we must turn the budget process around immediately.”
Congress approved the Army’s FY06 military construction request
which included $6.8M for a physical fitness facility at Fort Drum,
N.Y. and $15.2M for a child development center at Fort Myer, Va.
Congress added two additional projects: a school age services
facility ($5.1M) at Redstone Arsenal, Ala., and a physical fitness
facility ($6.8M) at Fort Hood, Texas.
Policy Update
One rapid action revision to AR 215-1, MWR Activities and NAF
Instrumentalities, was published 15 August 2005 to implement
Congressional authorization (10 USC 2494) and DOD Instruction
1015.15, Procedures for Establishing, Managing, and Control of
NAF Instrumentalities and Financial Management of Supporting
Resources, authorizing APF support of utilities for buildings on military
installations authorized to be used for MWR purposes. Generally
this expanded APF support for utilities to category C revenue-gen-
erating MWR programs, with the exception of golf courses within
the 50 United States unless the courses are located at isolated and
remote sites. This revision also changed the mission statement
for Armed Forces Recreation Centers, resulting from The Inspector
General’s findings.
Revision to AR 15-110/AFI 34-203(I), Board of Directors, Army and
Air Force Exchange Service, was published 18 November 2005, to
reflect the current composition of the Board and committees of
the Board as a result of reorganizations of both the Army and the
Air Force.
8 Army MWR FY 2005 Annual Report
MWR Board of Directors
The MWR Board of Directors continued to define its strong leadership
role in the management and operation of the Army’s MWR and Family
programs by making several significant decisions during FY05:
• Outbrief to the Executive Office of the Headquarters > The BOD
agreed to provide the EOH with an outbrief of BOD concerns and
serve as advocate for MWR and Family programs. In the first
memorandum, the BOD recommended increasing APF funding to
meet authorized funding levels; terminating a Technical Guidance
Memorandum study of child care resourcing; funding child care
programs in FY06 to sustain 65 percent of demand; increasing child
care APF funding 3-4 percent annually in the FY07-11 POM to meet a
DoD goal of meeting 80 percent of demand for care; and to establish
a policy to severely restrict the use of NAF for APF requirements.
• FY05 Nonappropriated Fund Major Construction > The BOD approved
four AMWRF-funded projects valued at $9.4M: Fort Eustis golf club-
house ($4.2M); Carlisle Barracks golf maintenance facility ($1.7M);
Fort Shafter golf maintenance facility ($1.8M); Camp Walker golf
maintenance facility ($1.7M). The BOD also approved four FY06
self-funded projects valued at $19.3M: Camp Henry multi-purpose
field ($3.1M); K-16 Airfield swimming pool ($3.4M); Camp Carroll
community center ($10.8M); Camp Zama golf clubhouse renovation
($2.0M).
• Army Lodging > The BOD approved execution of a $96.1M FY05 con-
struction program at Fort Jackson, USA Garrison Selfridge, Fort Knox,
Chievres, and Camp Humphreys. The following FY06/07 projects were
approved for Congressional approval: Grafenwohr, Vicenza, Wiesbaden,
Tripler, and Camp Zama. High speed internet access was approved as
the long-term standard for all lodging rooms and will also be required
in privatized facilities. The CFSC was directed to proceed with NAFMC
projects for Wiesbaden, Grafenwohr, Vicenza, and Tripler Army Medi-
cal Center. The Tripler project is subject to scope validation, and was
briefed to the BOD for consideration of Army Lodging Fund execution
in light of a MILCON barracks project that requires demolition of the
current Tripler Lodge. The MWR BOD will review Army Lodging Wellness
projects at its February 2006 meeting to determine project viability in
light of Army initiatives such as the Integrated Global Presence and
Basing Strategy, Base Realignment and Closure, and Privatization of
Army Lodging status; this review will include an analysis of OCONUS
requirements to include the impact of increases to OCONUS room rates
given a projection of 75 percent of lodging portion of per diem.
• Changes to MWR BOD Membership and Enterprise Architecture Configu-
ration Control Board > The BOD approved the DCS, G8 to participate in
the BOD meetings as an attendee and approved an Executive Committee
recommendation to amend Configuration Control Board membership to
include the Director of Network Enterprise Technology Command/En-
terprise Systems Technology Activity as a voting member.
• Armed Forces Recreation Centers > The BOD deferred the capital reinvest-
ment assessment for Armed Forces Recreation Centers until renovation
of the Hale Koa Hotel Ilima Tower is complete.
• Privatization of Army Lodging > The BOD reviewed the PAL plan to
privatize 11 installations in FY08 and the remainder of CONUS instal-
lations in FY09.
 Active Army Demographics
2002 2003 2004 2005

Active Duty 484,551 493,563 494,291 486,483

Officer 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%

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

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

Officer 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

Officer 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
Fifty-four percent of the Army’s Soldiers are married. On average, every Soldier has
Figure 1-2 1.5 family members in the household (spouse, child, parent, or other).

MWR Strategic Action Plan
Transformation initiatives continue to impact our Soldiers and their
families, and the programs and services we provide to them. Five
technical teams met first quarter of FY06 to develop the measures
and action plans. Though the MWR working group and Executive
Committee approved the revised Strategic Action Plan developed
in FY04, the vision and mission were improved to better reflect
the recent transformation initiatives of Base Realignment and Clo-
sure and the FY06 guidance from ACSIM for the Army Installation
Management Team. Objectives were also streamlined. Actionable
measures were developed, along with 47 action plans to support the
objectives. Tasks and timelines will be developed and implemented
and reviewed quarterly to track progress.
Base Realignment and Closure
In May 2005 the Secretary of Defense published in the Federal
Register a list of all installations recommended for closure or re-
alignment. The BRAC 2005 Commission conducted an objective
independent review of all installations that were on the recommended
list. After a careful review the Commission forwarded their recom-
mendations to the President on September 8, 2005. The President
accepted the recommendations as written and forwarded the list
to Congress where BRAC 2005 became law. Under the BRAC law
all closures or realignments must be initiated within two years of
the date the President transmitted the Commission’s recommen-
dations to Congress, and all action must be completed within six
years of that same date. The U.S. Army Base Realignment and
Closure 2005 Implementation Plan Guidance and a supplement to
that guide, the MWR Guide for BRAC Installations, containing all
the information and guidance necessary to assist installations and
MWR managers in closing or realigning their activities to comply
with BRAC law, were made available to all installations impacted
by the BRAC 2005 decisions.
Integrated Global Presence & Basing Strategy
IGPBS is the most comprehensive shift in its global military presence
in the last fifty years. Driven by a need to develop an integrated
global presence that meets the security challenges of the twenty-
first century, the U.S. military is revamping its forward basing
strategies in key regions throughout the world. Quality of life
issues are complex but are also a primary concern of the global
positioning strategy. In order to sustain the military force (both
in numbers and in strength), we will address the expectations of
Soldiers and their families concerning active and reserve duty as
well as deployments and relocation. In August and September the
ACSIM senior leadership, accompanied by members of the CFSC
Command Group visited the installations most affected by IGPBS.
Leaders saw first hand the potential effects on schools, libraries,
family support, child and youth services, recreation, and fitness.
The Army and Department of Defense have begun to address the
issues identified by garrisons and by the senior leadership visits.
The Department of Defense provided funding for interim child de-
velopment centers at eight installations. CFSC initiated contacts
through Installation Management Agency regions and garrisons to
local school districts to begin to determine the effect of restation-
ing on student populations. Fitness and sports programmers from
IMA and CFSC reevaluated the priorities for fitness centers in the
Army’s Focused Facility Strategy to account for IGPBS and BRAC
changes. MWR will constantly evaluate the needs of our Soldiers
and their families at both gaining and losing locations as the Army
implements IGPBS. We have a moral obligation to our men and

Army MWR FY 2005 Annual Report 9

Soldiers enjoying some downtime with a movie. Soldiers at Bagram Air Base, Afghanistan enjoy a concert by alternative rock band
- Photo courtesy of CFSC Community Recreation Pomeroy who broke from their U.S. tour to entertain the troops in southwest Asia.
- U.S. Army photo by Sgt. Frank Magni

women in uniform and to their families to provide the quality of MWR Research
life support they deserve.

The CFSC uses a variety of channels to obtain demographic, social-

MWR Baseline Standards psychological, and community findings with policy and program
implications. Recent findings are summarized below, with details
The goal of baseline standards is to ensure efficient use of funding available on the MWR website at www.Research.ArmyMWR.org.
by defining common installation resource requirements for key
MWR/Family programs funded with APF. Annual installation assess-
ments focus on staffing, availability, accreditation, and equipment. Use and Perceived Importance of MWR Programs
Standards employ a C-rating for programs and identify funding
needed to achieve a level of performance (in addition to actual The most recent Army-wide survey findings indicate a high level of
FY execution). Assessments reflect the “shortage”—the amount agreement among the surveys on perceived importance of MWR
of resources required to improve program elements (less facility programs (Figure 1-3). Trend data on use and importance within
requirements) rated red (C4) or amber (C3) to a green (C1/C2). each survey instrument has remained relatively steady.
Assessment data is also “toploaded” into the Installation Status
Report (Services). The FY05 assessment identified a $222.5M What We Know about Army Families
requirement to improve C4 and C3 program elements to C1/C2,
a 15 percent increase from FY04 and additive to $503M executed An update of What We Know about Army Families, a user-friendly
by the field in FY05. Garrisons reported the following aggregate compendium of research findings with recommendations for poli-
program ratings: cies, programs, and practices derived directly from these findings,
C4 Child and Youth Services
should be completed in early FY07. A conference sponsored by
CFSC will highlight the findings.
C3 Army Community Service
C3 Sports and Fitness
C4 Libraries Spouse Employment
C4 Community Recreation
RAND’s study, Working Around the Military: Challenges of Military
Spouse Employment, found that:
Installation Status Report • Military wives are on average employed at lower rates and earn
less than civilian wives.
The annual ISR assesses garrison base operations programs and
facilities against quality and quantity standards. Ratings generally • Military wives with the same characteristics as civilian wives
are reflected as C1 (green), C2 (amber), C3 (red), to C4 (black) often lag behind their civilian counterparts in finding jobs and
and are reported for programs and facilities as “Quality/Quantity” receiving comparable pay.
(e.g., C1/C1). • The majority of military spouses believe that the military lifestyle
has negatively affected their employment opportunities; half
The 2005 ISR Infrastructure rating for “Community Support” (includes believe that their educational opportunities have suffered.
most MWR/Family program facilities) was C2 for mission support, • Military spouses work for different reasons, based on their
Q1 for quality, and C3 for quantity. The aggregate assessment education level, their service member’s pay grade, and their
identified a cost of $520M to fix the quality of existing facilities to financial situation.
C1 and a cost of $3.8B to fix “quantity” to C1. Garrisons reported
the following aggregate ratings: Recommendations for DoD to consider in addressing and improving
military spouse employment include:
C2/Q2/C2 Physical Fitness Centers
C1/Q1/C4 Child Development Centers • Design employment programs or policies that recognize that
C1/Q1/C3 Youth Centers different groups of spouses work for different reasons.
C2/Q1/C3 Recreation (libraries, auto centers, recreation centers) • Continue to address military child care availability and afford-
C2/Q2/C3 Outdoor Sports/Recreation (courts, fields, outdoor pools) ability, including extended-hours and part-time child care.
C1/Q1/C1 Army Lodging • Pursue relationships with local employers and large, nationally
prevalent employers to improve hiring conditions for military
The 2005 ISR Services aggregate MWR rating was C3 for quality—un-
spouses.
changed from 2003 and 2004. Garrisons reported the following
aggregate scores for quality (quantity is not assessed): • Consider incentives or requirements for military contractors to
prioritize hiring military spouses.
C3 Army Community Service
C2 Child and Youth Services
C4 Sports, Recreation, and Libraries programs

10 Army MWR FY 2005 Annual Report

 Perceived Importance and Use of MWR Programs
2005 2005 2005
Sample Survey of Military Personnel Survey of Army Families V Leisure Needs Survey *
(Active Duty Soldiers) (Civilian Spouses of Active Duty Soldiers) (Active Duty Soldiers, Spouses, Civilians, and Retirees)

Importance Rank and Use Rank Use Importance Rank and Use Rank Use Importance Rank and Use Rank Use
Fitness Facilities 1 79% Fitness Facilities 1 58% Fitness Center / Gymnasium 1 51%
Gymnasiums, Playing Courts, Fields 2 70% Library and Information Services 2 55% Army Lodging 2 16%
Library and Information Services 3 57% CYS Liaison, Education, and Outreach 3 23% Child Development Center 3 9%
Child and Youth Services 4 20% Child Development Services 4 19% Library 4 37%
Child Development Services 5 17% Swimming Pools 5 46% Youth Center 5 9%
Swimming Pools 6 47% Youth Services 6 17% Swimming Pool 6 27%
Automotive Shop 7 34% School-Age Services 7 9% Athletic Fields 7 25%
Outdoor Recreation Areas 8 31% Gymnasiums, Playing Courts, Fields 8 39% School Age Services 8 6%
Travel Agency Services 9 38% Information, Ticketing, and Registration 9 46% Information, Ticketing, and Registration 9 24%
Information, Ticketing and Registration 10 44% Outdoor Recreation Areas 10 30% Outdoor Recreation Center 10 19%
Bowling Center 10 34%
Figure 1-3
* Because of methodological differences, the Leisure Needs Results
are not directly comparable with those of the Sample Survey of
Military Personnel or the Survey of Army Families.

Well-being (Quality of Life) Issues

The most recent SSMP findings (Figure 1-4) on MWR program use of life and their Soldier making the Army a career; thought their
and perceived importance indicate little change over time. Overall family has adjusted well to the demands of being an “Army family”;
Soldier satisfaction levels for almost all MWR items are high (60 managed family/personal daily tasks and child-related tasks well;
percent to 78 percent). With the exception of “Availability and and adjusted easily to reunion with their Soldier.
Quality of Army child care programs,” six of eight MWR items are
Less positive findings and comments from survey respondents
in the top quarter for officers. Satisfaction levels from the fall
indicated a number of challenges and recommended actions to
2004 to spring 2005 increased a statistically significant four or
improve deployment/separation adjustments: emphasizing family
more percentage points for enlisted Soldier satisfaction with the
readiness in leadership development courses; maximizing Soldier
“Quality of Army Child Care Programs” (up 4.5 percent, from 62.6
and family predictability; increasing child care support; increasing
percent to 67.1 percent). The Spring 2005 SSMP did not include
awareness, accessibility, and helpfulness of Army support agen-
Soldiers deployed to war theaters, Soldiers who recently returned
cies and programs; and strengthening marriages and networks of
from a war theater or Soldiers who were preparing to be deployed
spouses for support and combating loneliness/isolation.
soon to a war theater.
Findings, an analysis of comments provided by respondents, and
The 2005 Survey of Army Families V, an Army-wide survey of civilian
in-depth analyses of key areas are posted on the MWR research
spouses of active duty Soldiers, was fielded August 2004 to January
website.
2005. Three sub-samples of spouses, each with its own tailored
survey, were selected based on Soldier rank and deployment status
(currently deployed, deployed and returned, or not deployed). The Future Studies and Surveys
survey attained a 43 percent response rate.
Focus groups will be conducted with spouses at three sites to explore
High percentages of spouses of active duty Soldiers (60 percent SAF V findings further.
or more) were satisfied with their marriage; the Army as a way

Officers Spring 2005* Enlisted Personnel Spring 2005*

Rank Most Satisfied Rank Most Satisfied
Order (% Satisfied/Very satisfied) Order (% Satisfied/Very satisfied)

1 Commissary 90.4% 1 Commissary 84.4%

11 Availability of Army family programs 77.9% 6 Quality of Army Youth Services 72.4%
11 Availability of Army Youth Services 77.9% 7 Availability of Army Youth Services 71.7%
12 Quality of recreational Services 77.8% 9 Availability of Army family programs 70.2%
13 Availability of recreational Services 77.4% 10 Quality of Army family programs 70.1%
14 Quality of Army family programs 77.2% 14 Availability of recreational Services 67.2%
16 Quality of Army Youth Services 76.7% 15 Quality of Army child care programs 67.1%
27 Quality of Army child care programs 70.6% 17 Quality of recreational Services 66.7%
35 Availability of Army child care programs 62.1% 36 Availability of Army child care programs 59.9%
58 Availability of Government Housing 37.0% 58 Amount of Time Separated from Family 37.5%
Figure 1-4

Army MWR FY 2005 Annual Report 11

 FY05 ($M)
DoD Fiscal Standards: Metrics APF as Percentage
Sources Uses Army MWR Operating Funds of Total Expenses
Army Actual DoD Metric
USA/UFM
Personnel FY01 FY02 FY03 FY04 FY05 Minimum
Category A 90% 91% 92% 93% 89% 85%
NAF O the r $191 Category B 66% 67% 69% 71% 66% 65%
$916 Ex pe ns es Figure 1-6
$522
NAF
Personnel
$452

APF $134
$617 $215
Critical Financial Indicators
Capital Army MWR Operating Funds
Reinvestme nt
$19 FY01 FY02 FY03 FY04 FY05
GS Military % AMWRF Loan to Field NAFI Deposits 50% 43% 37% 18% 19%
Personnel Personnel
Field NAFI Cash to Debt Ratio 1.1:1 1.1:1 1.3:1 1.4:1 1.3:1
NOTE: NAF is net of USA funding: $226M; Military Personnel, Army includes $3.1M for NG Personnel, Army Total Army NAFI Cash to Debt Ratio 0.8:1 0.8:1 1.2:1 1.2:1 1.2:1
Figure 1-6 Figure 1-7
MWR Sources and Uses Figure 1-5

Financial Overview

All-Army MWR Operating Funds DoD Funding Metrics

Field operating MWR programs and NAF instrumentalities, the Army
Recreation Machine Program, and the Army MWR Fund comprise
Army MWR operating funds. Collectively, $1.5B in total APF and
NAF funding supported FY05 operating and capital requirements
worldwide—a $37M decrease from FY04. For APF, a $66M decrease
was primarily due to the Army supporting other higher priorities in
FY05. The biggest decrease was in OMA with only $540M funded,
a decrease of $72M from FY04. The Army did, however, receive
$38M in MCA—an increase of $22M from FY04. For NAF, revenue
increased $29M from FY04. Major increases were seen in operating
income (user fees). Sales were relatively stable despite deploy-
ment, showing a $5.1M increase. Payments from AAFES to the
Army amounted to $123M, a $4M decrease from FY04.
Figure 1-5 shows total FY05 funding support and uses. The ratio
of APF to NAF support was 40 percent to 60 percent, respectively.
The APF declined 4 percentage points from FY04, primarily due to
no funding for MWR support for GWOT and the Army supporting
higher mission priorities. The major use of funds continues to be
personnel at 57 percent of the total, up 4 percentage points from
FY04. After operating costs, $134M was available for capital require-
ments—$21M less than FY04 due primarily to the field reporting
$16M in extraordinary expenses due to AFRC assets transferred to
the German Government and restationing.
In November 1995, the DoD published fiscal standards for MWR
requiring that, regardless of category, 100 percent of authorized
costs are funded with APF. Metrics to measure these standards
allow for incidental program related resale operations that are not
authorized APF. The metrics focus on the relationship of APF and
NAF operating support for Category A (Mission Sustaining Programs)
and Category B (Basic Community Support). They exclude costs
of goods sold and depreciation. For Category A, the minimum
standard is 85 percent APF and 15 percent NAF. For Category B,
the minimum ratio is 65 percent APF and 35 percent NAF.
The Army supports these standards. MWR long-range fiscal 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 eleventh year of
monitoring these standards. Figure 1-6 illustrates FY05 results.
Army MWR reported Category A APF falling from 93 percent in FY04
to 89 percent in FY05, and Category B falling to from 71 percent in
FY04 to 66 percent in FY05. The decrease can largely be attributed
to Army supporting other higher priorities with no GWOT funding
in FY05 for MWR programs.
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 field NAFI cash deposits. For the cash
to debt ratio, the BOD reviews the total Army’s cash in the ABIF,
excluding the loan, versus liabilities due and payable at specific
points in time throughout the fiscal year. These actual indicators
are then compared with the plan to ensure the Army is on track.
As of 30 September 2005, the Army’s collective MWR operating
cash to current field liabilities was 1.3:1 (Figure 1-7). The AMWRF
loan ratio to field cash deposits was 12.4 percent, a decrease of 5.7
percentage points from 30 September 2004. This change is due to
the AMWRF continuing to pay down the loan after having received
prior year APF funding for MWR/USA requirements.

Wearing a newly pinned Bronze Star, Spc. Rebecca Finnick hugs her
son Scott after a welcome home ceremony for the 3rd Brigade at Fort
Lewis,Wash. Finnick was one of three decorated soldiers honored for
heroism in Iraq.
- Photo by Steve Bloom/The Olympian

12 Army MWR FY 2005 Annual Report

The Army’s first modular Child Development Center under construction at Ft Carson.
- Photo courtesy of Fort Carson MWR
Construction
In FY05, Army MWR delivered four NAF Major Construction projects
valued at $20.4M and 29 Capital Purchase Minor Construction proj-
ects valued at $3.76M. Forty-three major construction projects are
underway at 15 installations in CONUS, Europe, Japan, and Korea
with a combined value of $228.3.M. An additional 118 design/minor
construction support projects are ongoing at 55 locations. Congress
approved 18 NAFMC projects valued at $151.1M for the FY06 pro-
gram. Over a five year period the Army has supported MWR with
62 NAFMC projects valued at $434.3M (Figure x-x).
Design began on Phases IV and V of the renovation of the Ilima
Tower, Hale Koa Hotel. Phase IV includes a total renovation of
guestrooms and corridors; Phase V renovates several public and
back-of-the-house areas. Design will be completed in June 2006 and
construction is projected to begin in April 2007. Phases I-III were
completed in 2004, including repair-by-replacement of the technical
infrastructure, laundry, employee cafeteria, and engineering area,
and renovation of other areas in the basement level.
Army MWR supports other military services by executing construc-
tion projects on a reimbursable basis. In FY05 the Army received
$610K of reimbursable expenses for support to the Navy, the Navy
Exchange, and the Marine Corps.
The CFSC and the Installation Management Agency are participating
in bringing modular relocatable Child Development Centers to nine
Army installations, two Marine installations, and one Navy installation.
This is a Department of Defense initiative to support restationing
and modularization actions within the Armed Forces.
FYs 2001-2005: Number of Projects / $M Value
# Projects $M Value
$219.8
$93.6
23
12
Category A Category B
Mission Sustaining Activities Community Support Activities
MWR Co n st r u ct i o n P ro gr am
The “shur-kleen” car wash, an Army public-private venture at Fort Lewis, Wash.
- Photo courtesy of Fort Lewis MWR
Public-Private Ventures
The success of the Army’s MWR public-private venture program is
evident by the $34.4M in construction dollar savings for the eight
facilities in operation at the end of FY05. Total revenue received
for these projects from FY99-05 is more than $991K. Two new
projects opened in FY05, representing a $1.4M cost savings to the
Army. The PPV program continues to grow with 19 more projects
in varying stages of development worth approximately $41.3M in
cost savings for the government.
The goal of the Army’s MWR PPV program is to secure private sector
expertise to deliver facilities and services and decrease the burden
on Army funds. The CFSC’s Asset Management/Privatization Office
is the sole Army agency given the responsibility to facilitate the
process and award PPV contracts for Category C MWR facilities. The
program benefits commanders who need an MWR facility but lack
the funding to provide a needed service to Soldiers and families.
Garrison Commanders engage PPVs as a tool to marry installation
needs with private developer expertise to build a needed MWR
facility. With the developer bearing the responsibility for construc-
tion, maintenance and repair, as well as management of the facil-
ity, commanders are able to focus on core mission requirements.
Improvements in the PPV process continue to propel the program
forward. Developers may now provide ‘in-kind’ consideration for
services in lieu of a Fair Market Value rental payment they would
pay for a land lease, providing substantial savings that may interest
developers in pursuing Army partnerships. Benefits to both partners
can improve profit margins and reduce prices to MWR patrons.
Over the last year, garrisons have increased requests for casual dining
restaurants and animal kennels. Three installations requested kennel
operations and four installations requested restaurants. The CFSC
is coordinating with the casual dining industry and will soon know
the feasibility of using the PPV concept to offer name brand casual
dining on installations. We’ve also had good responses to an article
in the ‘Pet Services Journal” published by the American Boarding
Kennel Association concerning partnerships with the Army.
The future of the program is limitless as the MWR PPV process
continues to evolve and change in its attempt to keep pace with
$121.9 the trends in privatization efforts within the government. Continual
reviews in the process and changes to improve the program will aid
in making the program more attractive to Garrison Commanders
and enhance private sector interest in partnering with the Army.
32
Category C
Business Activities
Figure 1-8
Army MWR FY 2005 Annual Report 13
Audit
E ven inside the walls of their base, life can be difficult. Conditions are
primitive…the men sleep in buildings made from poured concrete.
They have showers and even a few washing machines, but still use outhouse
toilets.
There is a recreation room with a large screen television, Internet access,
two computers and two drop lines for laptops.
But perhaps the most surprising feature in this remote place is a fully stocked—
although very dusty—fitness center with benches, free weights, exercise
machines and even a treadmill.
“It’s where our guys spend most of their free time.
There’s really not much else to do when they’re not on duty.”
Inside their “hooches,” other soldiers read paperback novels, watch movies on
personal DVD players or just talk. They are enjoying the chance to be out of
their body armor and Kevlar helmets, but know that it will be just a matter of
time before they are back on the front line.
- The Last Outpost, by Kevin Sites
 Off-duty Soldiers of C-Company, 319th Signal Battalion enjoying a game of
football.
- Photo by Spc. Pascual, courtesy of Sgt. Chris Missick (www.missick.com)
Process
Auditing standards issued by the Comptroller General of the United
States require that the auditors plan and perform these audits to
obtain reasonable assurance that the financial statements are free
of material misstatement. Audits include examining—on a test
basis—evidence that supports the amounts and disclosures in the
financial statements. Audits also assess accounting principles used,
significant estimates made by management, and the overall financial
statement presentation. The auditors believe their audits provide
a reasonable basis for their unqualified opinion. Annual audits of
the Headquarters, Department of the Army nonappropriated funds
are required by DoD Instruction 7600.6.
Audits of the HQDA nonappropriated funds are conducted annually
by independent commercial auditors. Independent commercial
auditors audited balance sheets, statements of operations, changes
in fund balances, and cash flows for the year ending 30 September
2004. An unqualified audit opinion was rendered for the following
funds:
• Army Morale, Welfare, and Recreation Fund
• Central Insurance Fund
• Banking and Investment Fund
• Hospitality Cash Management Fund
• NAF Employee Retirement Plan
• Medical Life Fund
• NAF Employee 401(k) Savings Plan
• Army Lodging Fund
• Recreation Machine Trust and Operations Fund
• Armed Forces Recreation Centers in Europe, Korea,
Orlando, and Hawaii
Financial audits of these funds for FY05 are in progress.
16 Army MWR FY 2005 Annual Report
The following US Army Audit Agency (USAAA) audit were reported
to the MWR BoD’S Audit and Executive Committees:
Army Golf Operations in Europe
USAAA found that “the Army’s golf courses in Germany continuity
of operations depends on significant amounts of additional funding
from the CFSC and the MWR One Fund to maintain and improve
the golf courses.”
USAAA made recommendations to improve the management of
operational costs and to increase revenue:
• Set fees to recoup the cost of capital purchases and minor
construction and support for other MWR programs.
• Require German golf clubs to pay their full share of the operat-
ing expenses of the golf courses.
• Establish a consolidated buying plan for Army golf courses in
Germany.
The Army concurred with USAAA findings and recommendations
contained in the report.
CFSC Internal Review
Procurement fraud investigation involving the Edelweiss Lodge and
Resort’s Director of Contracting and U.S. and European firms is on-
going by the CFSC, Army Criminal Investigation Command, and the
Department of Justice. Preliminary information includes:
• Routine internal controls identified questionable procurement
actions.
• Investigation identified multiple fraudulent actions.
• Financial restitution of NAFs and actions against those involved
is on-going.
 Maj. Brad Gavle, from Decorah, Iowa of the 3rd Squadron, 7th Cavalry Regi-
ment takes a moment to practice his golf swing on an impromptu sand bunker
by the Euphrates River 20km south of Baghdad, Iraq.
- Photo by Warren Zinn, Army Times

Work Years
Time spent by USAAA and Army Internal Review offices auditing
NAF decreased from FY04 to FY05 from 46 to 45 work-years.
Internal Review audit time decreased from 29 to 25 work-years
and USAAA time increased from 17 to 20 work-years.

NAF Audit Work Years

Fiscal Years 2004-2005

Internal Review Army Audit Total

46
45

29

25

20

17

FY04 FY05

Figure 2-1

Army MWR FY 2005 Annual Report 17

Financials
 A merican citizens must remain convinced
that the Army is a great place to serve.
While Soldiers perform their duties to meet Army
expectations, the Army, in turn, must provide an
environment in which individual aspirations can be met.
Likewise, they must believe that their families
will be provided for in their absence.
Providing for the well-being of Soldiers’ families
is a fundamental leadership imperative
that requires adequate support and resources.

- Posture of the United States Army 2005

The Honorable Francis J. Harvey and General Peter J. Schoomaker

A Soldier takes a quiet moment at the end of the day to

exercise as the sun sets on Falcon Forward at the edge
of Baghdad.
- Photo courtesy of Jim Veneman and the Baptist Press
 90

80

70

60

50

40

30

20

10

Total MWR Operating Funds

Army MWR corporate finances are the combined total performance
from field operating NAFIs, the ARMP, and the AMWRF. The Execu-
tive Summary of this report shows how these elements, taken in
the aggregate, performed from FY04 to FY05.
This section presents field operating results for the same period,
individual Headquarters Department of the Army funds managed at
the CFSC, a summarized balance sheet, and a summarized state-
ment of income and expense which support the analysis in the
Executive Summary.
Direct Appropriated Fund Support
The Management Decision Execution Packages that directly support
MWR and Family programs reflect execution at 110 percent of the
Army Budget Office’s initial FY05 funding, and 100 percent of that
funding when combined with IMA programming actions.
Figure 3-1 displays the individual MDEP’s execution record for the
year. With the exception of Soldier MWR, all MDEPs reflect obliga-
tions less than the combined ABO/IMA funding – evidence of the
Army having to support other higher mission priorities and no GWOT
Supplemental Funding available for MWR/Family programs.

Community/Morale Support Activities & Family Programs – As of September 2005

$ Millions
Annu al Funding $464.0
As a percent of funding: Add’l IMA Funding $48.1
I M A / A B O E x e c u ti o n r ep r e se n t s 1 0 0 . 0 %
Total Available $512.1
AB O onl y Exec ution r ep resen t s 11 0.3%
Execution $511.9
247.0
230.5 Family
15.9

45.1
167.7 156.6
4.5
10.1

231.1
185.4 62.9
163.2 61.1
51.0 47.2 146.5
0.2 3.0
56.1 58.6
50.8 64.6 61.1
44.2

Additional execution represents $29M in EOY funding action from a source other than these MDEPs. -1.7
Of this amount, $18M restored the de-obligation that occurred.

IM A/ AB O M W R 1 0 7% Youth 93% C DS 93 % ACS 97%

AB O On ly MWR 133% Youth 93% C DS 96% ACS 95%

Ex e c u ti on b y Ma na g e me n t De ci s io n P a c k a ge
Figure 3-1

20 Army MWR FY 2005 Annual Report

 MWR BOD Capital Cash Actual
Functional NAF
NIBD Actual % Net Reinvestment Generation Cash Army Average Data Adjusted for Base Closure
Operating Results
FY Standard NIBD Total Revenue Assessment Standard Generated
As % of As % of
Total Revenue $M (Less USA) Total Revenue (NIBD+CRA) $M FY00 FY01 FY02 FY03 FY04 FY05
96 5% $ 65.1 7.8 % 2% 7% 9.8 % Income Generators
Category C Programs 71.8 55.0 51.1 45.9 53.1 59.4
97 5% $ 75.8 8.9 % 3% 8% 11.9 %
External Revenue 146.4 159.8 154.2 144.5 124.7 139.3
98 7% $ 66.9 8.8 % 2% 9% 8.8 % Subtotal 218.2 214.8 205.3 190.4 177.8 198.7
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 - 4.1 - 4.2 - 3.9 - 3.2 - 4.7 - 5.3
Category B Programs 6.9 6.9 7.4 8.7 10.1 - 1.3
01 8% $ 117.1 14.7 % 2% 10 % 14.7 %
Overhead Expense - 88.5 - 85.2 - 89.1 - 88.7 - 80.1 - 82.9
02 8% $ 103.8 13.5 % *2% 10 % 13.5 % Capital Reinvestment - 15.8 - 15.2 - 15.9 - 15.6 - 3.7 - 4.7
03 8% $ 91.6 12.1 % 2% 10 % 12.1 % Assessment
Subtotal - 101.5 - 97.7 - 101.5 - 98.8 - 78.4 - 94.2
04 8% $ 99.4 13.0 % 0% 8% 13.0 %
NIBD $ 116.7 $ 117.1 $ 103.8 $ 91.6 99.4 104.5
05 8% $ 104.5 12.7 % 0% 8% 12.7 % % of Net Revenue 14.3% 14.7% 13.5% 12.1% 13.0% 12.7%
* AFRCs pay 3% CRA beginning FY02; all CRA payments ceased in FY04 except for AFRCs. Figure 3-3 FiguFigure 3-4

Nonappropriated Funds
For FY05, Army-wide field MWR Funds reported net income before
depreciation of $104.5M (12.7 percent of net revenue) versus $99.4M
(13.0 percent of net revenue) for FY04.
Figure 3-2 reflects the level of NIBD earned in FY05, which exceeds
the MWR Board of Directors’ NIBD standard by 5 percentage points.
Net income after depreciation continues to decline (-$34M in FY05
and -$20M in FY04), seriously impeding the field’s ability to meet
capitalization demands. Net revenue of $821M in FY05 was $56M
more than that reported for FY04.
Figure 3-3 shows the Army exceeding MWR BOD standards for 10
consecutive years.
Figure 3-4 depicts the field’s NAF operating results by category.
Both Category A and Category B fell off positive trends generated
from FY01 to FY03. Major causes of this negative indicator were
a greater use of NAF for APF authorized costs and lower OMA
funding. Category C, however, showed an improvement in profit-
ability. The cost of NAF overhead increased $2.8M in FY05 versus
the previous year.
Figure 3-5 displays the sources of non-operating income for the
field. With the exception of the Guest House payback, all categories
executed last year’s payments.

120 $ Millions
89.7
Budgeted
105
Actual 79.3 79.9 FY 04/05 Budget vs. Actual
99
92
$ Millions
FY 04 Actual
FY 05 Budget
FY 05 Actual
40.5
38.4 38.3

25

-5
-20 2.5 4.1 5.3
2.0 1.3 0.8
-34
AAFES ARM Interest Guest House
FY 04 NIBD FY 04 NIAD FY 05 NIBD FY 05 NIAD Payback

T ot a l M W R N A FI W or l d w id e N IB D / N I A D Non-Operating Revenue
Figure 3-2 Figure 3-5

Army MWR FY 2005 Annual Report 21

 Depositors’ Balances – Net of AMWRF Loan
680
655
$ Millions
Field Services and
Self-Sufficiency
Exemptions
511
37%

Projection
432
409
382
C o n s t r u c ti o n a n d 302
Program Investment 268 274
251 244
46% USACFSC
Operations
17%

'96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06

Uses of an AMWRF Dollar A r m y B an k i n g a n d I n v e s t m e n t F u n d

Figure 3-6 Figure 3-7

Army Operating Funds

This section addresses individual Headquarters, Department of the
Army funds managed at the CFSC and presents a summarized bal-
ance sheet and statement of income and expense.

Army Morale, Welfare, and Recreation Fund
This is the MWR Board of Directors’ twelfth year of financing strategies
to modernize the MWR NAF physical plant and finance Army-wide
program investment initiatives. The long-range plan redirected
field NAFI revenue to the AMWRF for worldwide application and
authorizes borrowing from the Army Banking and Investment Fund.
In FY05, this plan paid out $18.6M for regular construction, $7.8M
for management information system support, and $11M for other
program investments such as master training, interns, patron surveys,
and marketing research. The next allocation is for field exemp-
tions and services, such as self-sufficiency exemption dividends,
capital purchase and minor construction grants, Army sports, and
BOSS. The fund also supports a portion of the NAF administration
budget for USACFSC. Figure 3-6 shows how the AMWRF dollar
was allocated for FY05.
Army Banking and Investment Fund
The Army Banking and Investment Fund manages a pool of U.S.
Government securities on behalf of participants and pays interest
based on portfolio earnings. During FY05, the ABIF provided cash
management and investment services to 400 Army and DOD entities.
Participants earned a compounded rate of 2.43 percent on their
average deposited balance. During the year, the ABIF distributed
$14M as interest income. Invested cash rose from $511M to $680M
from FY04 to the end of FY05 (Figure 3-7).

Army Central Insurance Fund Army Recreation Machine Trust Fund

The Army Central Insurance Fund provides comprehensive property The Army Recreation Machine Trust Fund administers the Army
and casualty insurance through a self-insured program for all NAF Recreation Machine Program operating profits. In FY05, the fund
activities. The ACIF purchases commercial property insurance which received $67.9M in profit distribution, a $3.1 increase from FY04.
serves as re-insurance against catastrophic loss. During FY05, the Major uses of cash in FY05, on a cash flow basis (which includes
recent trend of catastrophic losses caused by flood and windstorm cash on hand at the beginning of the year) were $62M in shared
subsided. Hurricanes that struck the gulf coast caused minimal distributions and $13.6M for internal ARM operations capital ex-
damage to NAF facilities in the area. Army-wide claim payments penditures.
for damage to NAF buildings and contents were reduced to $1.4M
for the year. Accidents causing damage to NAF-operated vehicles
resulted in losses of $372K. Losses resulting from the theft or
robbery of NAF money and securities resulted in claim payments
of $104K. The cost of general and vehicle tort claims for bodily
injury and property damage due to negligence amounted to $655K.
The increased cost of workers’ compensation claims resulted in an
increase in the rate charged to CONUS installations for FY05. The
decreased cost of unemployment compensation for FY05 resulted
in payments of $2.5M to former NAF employees. In the aggregate,
the ACIF had a net operating gain of $10.3M for the year. This
gain is directly attributable to the decrease in self-insured claims
expense and the increase to the rate charged to CONUS installations
for workers’ compensation coverage.

22 Army MWR FY 2005 Annual Report

 US Army NAF US Army NAF Avg Total Returns
Retirement Fund FY04 FY05
Employee 401(k) Fund Period Ending 30 Sep 05

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

Retirement Money Market 2.40 % 2.24 % 4.57 %

Common Stock $ 435.2 71.0 % $ 486.8 69.9 %
U.S. Bond Index 2.68 % 6.68 % 7.66 %
Bonds and Debentures 136.6 22.3 % 150.4 21.6 % Asset Manager 7.15 % 1.27 % 9.76 %

Spartan Equity 12.19 % -1.62 % 11.51 %

Cash and Equivalents 17.6 2.9 % 25.2 3.6 %
Dodge and Cox 19.59 % 12.83 % 12.18 %
U.S. Government Securities 9.4 1. 5 % 11.5 1.7 % Overseas 25.01 % 1.27 % 12.81 %

Growth and Income 9.02 % -1.21 % 13.30 %

Insurance Contracts 13.8 2.3 % 22.9 3.3 %
T. Rowe Price 18.16 % 8.72 % 13.63 %
Total $ 612.6 100 % $ 696.8 100 % Growth Company 21.47 % -6.76 % 14.31 %
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 benefits to participants and their survivors as determined
by a formula based on salary and years of service when they are
eligible for retirement.
As of 1 October 2005, the date of the last actuarial valuation, the
value of benefits that participants have earned to date (actuarial
present value of accumulated plan benefits) was $611M. 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
2005 was $696.8M, compared to $612.6M on 1 October 2004.
A more important measure of the plan’s financial health is its ability
to meet obligations for benefits that will be earned in the future.
An enrolled actuary makes these computations annually. As of 1
October 2005, the total actuarial accrued liability was $691.9M
compared with $652.6M one year before, with the actuarial value
of assets at $693.2M. This represents the continued strength
of the fund, notwithstanding the generally unfavorable status of
investment markets.
Retirement plan assets are in a trust fund that can only be used to
provide benefits to participants as authorized by the plan. Five trustees
are responsible for investing assets in authorized investments 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 beneficiaries $30.3M in FY05 including
a 2.7 percent cost of living increase beginning 1 April 2005.
On 30 September 2005, the market value of the plan’s assets
totaled $696.8M. These assets were invested as shown in Figure
3-8. The return on investment earned by these assets for the year
ending 30 September 2005 was 12.6 percent.
The Army offers health, dental, and life insurance benefits to its
regular NAF employees. The AMLF collects premiums from employ-
ers and employees based on participant enrollment in the health
benefits options. Employees may elect health benefits coverage in
either the DOD Health Benefit Plan or through health maintenance
organizations in some locations. Claim expenses for the DoDHBP
are satisfied by direct disbursements to affiliated medical service
providers after the plan takes its discounts. When services are
provided from outside the network or for any dental claims, partici-
pating employees are reimbursed directly. In order to preserve the
tax-preferred status of life insurance benefits, the Fund reimburses
a contracted insurance carrier for benefits paid to beneficiaries of
deceased participants in the life insurance program.
401(k) Savings Plan
The US Army NAF 401(k) Savings Plan continues to be a valuable
benefit for employees who are working to achieve financial security.
The total individual 401(k) Savings Plan account balances were
$246M, an increase of $36.7M (17.5%) from the previous year.
This substantial increase was a result of increased contributions
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 US Army NAF Employee
401(k) Savings Plan continues to grow. As of September 30, 2005,
there were 10,658 active participants, which was 63 percent of the
eligible employees. This 4 percent enrollment increase reflects the
continuing efforts of personnel managers in promoting participation
in the plan.

Army MWR FY 2005 Annual Report 23

Summarized Balance Sheet

Below is the summarized balance sheet (Figure 3-10) for the Army
MWR Operating Funds.
The collective financial position, as of 30 September 2005, reflected
a current ratio of 2.2:1 versus 1.9:1 attained at the end of FY04.
Total ABIF cash to current liabilities was calculated at 1.3:1 compared
with 1.2:1 as of 30 September 2004.
Major changes were reflected in Cash, +$70.3M, and Receivables,
-$17.4M. The increase in cash is illustrative of field managers’
reluctance to commit to capital expenditure projects in a volatile
funding environment. With no FY05 GWOT supplemental funding
available for MWR, and the Army supporting other higher mis-
sion priorities, managers tend to be less aggressive in executing
planned capital expenditures until a more reliable funding posture
is established.

Summarized Balance Sheet: Army MWR Operating Funds

30 Sep 04 30 Sep 05 Change

Assets Current Assets
Cash/Investments 188,001,912 258,258,606 70,256,694
Receivables 93,279,129 76,424,041 - 16,855,088
Inventories 24,592,503 22,659,831 - 1,932,672
Prepaid Items 9,043,383 8,967,159 - 76,224
Total Current Assets 314,916,927 366,309,637 51,392,710

Fixed Assets 2,481,021,397 2,490,134,368 9,112,971

(Less) Accumulated Depreciation 1,168,124,052 1,225,705,462 57,581,410
Book Value Fixed Assets 1,312,897,345 1,264,428,906 - 48,468,439

Other Assets
Capital Commitment/Sinking Funds 2,898,584 4,315,427 1,416,843
Separation Sinking Funds 1,665,171 1,480,207 - 184,964
Other 54,405,546 50,017,402 - 4,388,144

Total Assets $ 1,686,783,573 $ 1,686,551,579 $ 137,934

Liabilities

Current Liabilities
Accounts Payable 38,562,021 31,154,808 - 7,407,213
Other 124,742,822 134,539,525 9,796,703
Total Current Liabilities 163,304,843 165,694,333 2,389,490

Total Long Term Liabilities 170,140,168 167,994,209 - 2,145,959

Total Liabilities 333,445,011 333,688,542 243,531

Fund Equity 1,353,338,562 1,352,863,037 - 105,597

Liabilities and Fund Equity $ 1,686,783,573 $ 1,686,551,579 $ 137,934

Figure 3-10
FY04 balance sheet figures may differ from that published in the FY04 Annual Report due to adjustments for Base Realignment and Closure.

24 Army MWR FY 2005 Annual Report

Summarized Income and Expense Statement

Figure 3-11 illustrates the statement of FY05 APF and NAF operations
compared with FY04. The NAF revenue and expenses transacted
through MWR Utilization, Support and Accountability have been
eliminated from this display in order to preclude overstatement of
combined APF and NAF support. In FY05, $226.2M was executed
using MWR/USA, versus $193.8M in FY04.
Total APF support declined $66.7M compared with last year. Ma-
jor declines were reflected in Operation and Maintenance, Army
(-$71.7M) and other operating appropriations (-$25.4M). In FY04 the
Army MWR received $54.2M OMA and $21.6M OSD in supplemental
funding. None was received in FY05 for MWR requirements. Other
APF operating support remained stable when compared to FY04.
Military Construction, Army increased $22.5M from FY04.
The collective NAF revenue for the Army Operating Funds was
$916M, a $29M increase from FY04. With the exception of AAFES
dividends to the Army Central Fund, all categories of revenue in-
creased from FY04.
On the APF expense side of the ledger, support for personnel costs
continued to be the major use of funds—74 percent of funding.
While direct support for GS employees working in operating posi-
tions declined $19M, support for NAF employees performing APF
authorized functions increased $20M, indicating the gradual shift
to an all NAF workforce. Other operating costs declined $91M
primarily due to no GWOT supplemental funding and less OMA
support available for regular operations.
For the NAF component of MWR expenses, labor, other operat-
ing costs, and extraordinary costs consumed any gains made in
revenue.
The use of NAF for APF authorized requirements continues to be a
factor in the increased NAF operations. In FY05, the APF shortfall
rose to $107.2M, a $26.6M increase over FY04. NAF operational
labor was 38 percent of revenue. In FY04, it was 35 percent.
There was also a $7.7M increase in other expenses due to the AFRC
properties commercial loan interest expense. Extraordinary items
saw a $13.9M increase in expenses related to transfer of certain
AFRC costs to the German Government and restationing costs.
There factors contributed heavily to a lower net income before
depreciation for FY05 and ultimately a net loss for the year.

Summarized Income and Expense Statement: Army MWR Operating Funds

FY04 FY05 Change

Revenue APF:
Military Personnel 11,714,065 19,441,181 7,727,116
OMA 611,481,683 539,758,802 - 71,722,881
Other Operating 33,424,692 7,975,713 - 25,448,979
DLA/DoD 11,254,372 11,569,821 315,449
MCA 15,500,000 38,000,000 22,500,000
Subtotal $ 683,374,812 $ 616,745,517 $ - 66,629,295

NAF:
Sales 226,450,455 231,605,087 5,154,632
Gross ARM Revenue 115,941,115 123,016,594 7,075,479
Central Fund AAFES Dividend 48,905,648 33,810,812 - 15,094,836
ASD/Other AAFES 79,262,517 89,681,421 10,418,904
Other Revenue * 408,106,029 433,198,015 25,091,986
Interest Income 2,978,355 4,801,979 1,823,624
Subtotal * $ 881,644,119 $ 916,113,908 $ 34,469,789

Total Revenue and Appropriations $ 1,565,018,931 $ 1,532,859,425 $ - 32,159,506

Expenses APF:
Operating Labor ** 201,448,517 182,316,802 - 19,131,715
Overhead Labor ** 50,189,358 52,315,249 2,125,891
APF Support for USA Labor 171,946,785 191,010,036 19,063,251
Other Operating Costs 244,290,152 153,103,430 - 91,186,722

Subtotal $ 667,874,812 $ 578,745,517 $ - 89,129,295

NAF:
Cost of Goods Sold 96,766,075 97,473,392 707,317
Operating Labor * 317,032,983 351,021,534 33,988,551
Overhead Labor * 97,062,303 100,528,371 3,466,068
Other Operating Costs * 236,138,722 270,952,147 34,813,425

Subtotal * $ 747,000,083 $ 819,975,444 $ 72,975,361

Total Operating Expenses 1,414,874,895 1,398,720,961 - 16,153,934

Military Construction Army 15,500,000 38,000,000 22,500,000

Net Income Before Depreciation 134,644,036 96,138,464 - 38,505,572

Depreciation 123,978,591 129,099,659 5,121,068

Net Income $ 10,665,445 $ - 32,961,195 $ - 43,626,640

* Net of USA revenue (FY04 $193,821,294; FY05 $226,226,618) and BRAC (FY04 $5,143,552; FY05 $3,982,900) Figure 3-11
** Includes General Schedule, Foreign Nationals, Wage Grade, and Military Personnel Army
Army MWR FY 2005 Annual Report 25
Workforce
 T he challenge of serving a nation at war highlights
the importance of providing for the physical,
material and spiritual wellbeing of Soldiers, Army
civilians and their family members.
Their welfare is linked to readiness and the Army’s
sustained viability as an all volunteer force.

- Soldiers Almanac 2006

The Fort Lewis library staff.

- Photo courtesy of Fort Lewis MWR
 (Left) Attendees of IMA Europe’s Arts and Crafts Training in March 2005 [photo courtesy of CFSC Community Recreation Directorate; (Middle) Paul Heilman, Director of MWR at
Fort Monroe, Va., deployed to Kuwait in support of OIF/OEF [photo courtesy of Feedback magazine]; (Right) A CYS employee welcomes a family [photo courtesy of CFSC CYS].

White Plume Award

Established in 1982 by the Adjutant General of the Army, the White Charles S. Abell
Plume award recognizes outstanding service and contribution Office of the Secretary of Defense (Principle Deputy Secretary for Personnel and Readiness)
to MWR and family programs. The White Plume is the Army’s
Richard A. Combs
highest medal for achievement in support of MWR.
Installation Management Agency, Southeast Region Headquarters
The following personnel were honored with the White Plume
John C. Dykema
in FY05:
Installation Management Agency, Europe Region Headquarters

Sarah G. (Sally) Entlich

U.S. Army Community and Family Support Center, Headquarters

Julian Garmendia
U.S. Army Community and Family Support Center, Recreation Machine Program

Ronald A. Hames
Installation Management Agency, Headquarters

Richard D. Hanusey
Installation Management Agency, Europe Region Headquarters

James C. Hill
Installation Management Agency, Southwest Region Headquarters

Mary Beth Reinhart

White Sands Missile Range, Ariz.

Linda C. Sims
Office of the Assistant Secretary of the Army (Human Resources)

Van H. Stokes, III

Fort Campbell, Ky.

Susan J. Unruh
U.S. Army Community and Family Support Center, Headquarters

28 Army MWR FY 2005 Annual Report

NAF EMPLOYEE
BENEFITS ONLINE

The Army provides an extensive menu of benefits for the 18,000 eligible NAF employees that deliver MWR programs.

NAF Employee Benefits

Participation in NAF Employee Benefit Plans continued to show Benefit Plan Participation
strong support among employees, as shown in Figure 3-1.
2004 Participants 2005 Participants
Initially introduced late in FY04, Employee Benefits Online continued 2004 Eligible Employees 2005 Eligible Employees
as a much used tool for NAF employees to review benefit records
online. Employees can access benefit records, obtain instant benefit 17,825
summaries or comprehensive benefits statements, or submit a 17,209
service request directly to their servicing Human Resource Office to
update database information. The NAF benefits web site continues
to expand, most recently with the addition of links to other benefit
web sites and services. The web site is updated weekly to ensure
that information is current and up-to-date.
15,262
14,413

Participation in the NAF Employee Retirement Plan continued to

11,177
increase in FY05—a trend since the MWR Board of Directors’ decision 10,658

8,681
8,506

7,854
7,833
in FY01 to require new hire participation in the plan for the first six
months of service. As of the end of FY05, 86 percent of the active
eligible workforce was enrolled, and this steady increase has had
a positive impact on the well-being of the NAF workforce.
Retirement 401(k) Group Life Health Benefit
The Portability Project Office was initially established in FY02 to Plan Savings Plan Insurance Plans
audit and correct service records of employees who transfer between Figure 3-1

APF and NAF personnel systems under portability legislation. The

Office has made significant progress in restoring retirement benefits
to employees who had been incorrectly processed. A “Portability
Decision Guide“ was distributed Army-wide to assist employees
with decisions about portability of benefits as they move between
personnel systems. This publication was timely given implementation
of the Uniform Funding and Management program this year.
The 401(k) Savings Plan continues to be popular. The Plan enables
employees to achieve financial security retirement goals through
tax deferred savings. Efforts to assist employees with investment
decisions continue through installation briefings and presentations
in cooperation with Fidelity Investments, which provided certified
financial planners for these presentations. Fidelity Investments
administers the NAF 401(k) Savings Plan and provides enhanced
web-based services to participants that include Retirement Income
Planning, Portfolio Planning, and Retirement Income Advantage
Program—an interactive program for participants over age 55 who
seek personalized assistance in preparing for retirement.
The self-insured DOD Health Benefit Plan continues to provide the
highest level of health benefits for employees and their families at
a competitive premium rate. Benefit levels continued to improve,
meeting the challenge of providing quality, affordable health care
to Plan participants. A disease management program was intro-
duced to enhance care for those with diabetes and heart disease
and result in significant cost savings to the Plan for the long term.
Plan administrators placed special emphasis on preparations for the
introduction of the Medicare Part D Pharmacy Program, which will
affect prescription drug benefits for retired Plan participants in the
coming year. The Plan remained financially strong in FY05. Annual
premium increases remained stable, increasing only 4.5 percent
in calendar year 2005 with projections of a 6 percent increase in
medical rates for 2006. Dental rates have not increased in three
years. These increases are well below industry trends and those of
the Federal Employee Health Benefit Plans, and reflect the judicious
use of the plan by participants and Army efforts in cooperation with
Aetna to control upwardly spiraling health care costs. Aetna, the
third party administrator of the plan, continued to provide excellent
service to plan participants. Aetna Navigator, an interactive web-
based system that allows participants to view claims processing
status, explanation of benefits, and information about plan benefits
and health related information, saw a substantial increase in use
with over 35 percent of participants routinely using the service.
The NAF Employee Group Life Insurance Plan maintained its solid
financial status and maintained rates at fourteen cents per thousand
dollars of coverage for employees electing basic coverage. New,
more user-friendly Plan booklets were provided to HR Offices for
distribution to NAF employees.
The USACFSC Benefits Office increased support to installations,
especially those affected by BRAC, with delivery of benefit presenta-
tions and one-day retirement seminars in cooperation with Fidelity
Investments. Promotional materials were distributed electronically
and via mail to eligible employees and NAF Human Resource Offices
to enhance understanding of benefit programs and to increase
participation in the programs.
The NAF Employee Benefits Office continued to provide training
support to the Civilian Human Resources Agency to improve per-
sonnel technician knowledge of benefit programs and processing
requirements taught in the NAF Personnel Technicians Course, as
well as APF personnel technician knowledge of portability of benefits
processing requirements.
Army MWR FY 2005 Annual Report 29
Career Development Programs

Career Development Programs

Career Development and Staffing NAF Management Trainees

The CFSC continues to assist installation commanders in filling
MWR vacancies, both APF and NAF, at grades GS-09/NF-04 and
above. A total of 614 referral lists were issued in calendar year
2005 compared to 527 in 2004. To prepare and issue each list
takes an average of 29 calendar days. Of all referral lists during the
year, 36 percent were issued from the standing applicant inventory
within 21 calendar days and 64 percent were prepared within 34
days after issuing special vacancy announcements, with an average
open announcement period of 14 days.
Leader Development Program
Development efforts continue on the MWR Leader Development
Program. The LDP is a proactive, long-term approach to develop-
ing depth and breadth in MWR and lodging employees needed for
leadership positions. The LDP institutionalizes an effective centralized
assignment system for NF-4 and NF-5 positions with responsibility
for MWR and lodging programs. The LDP is critical to the successful
implementation of the Uniform Funding and Management program,
which will merge APF and NAF in order to provide MWR services
under NAF rules and procedures.
Positions in the following functional areas will be managed in the
LDP once the program is implemented:
• Child and Youth Services
• Business Programs
• Recreation Programs
• Lodging Programs
• Armed Forces Recreation Centers
• Army Recreation Machine Program
• Multidisciplinary Management
- Director, MWR
- Program Analysts
- Other management and non-program specific positions
• NAF Support Services
- Marketing/Commercial Sponsorship
- Contracting
- Information Technology
- Financial Management
The centrally-funded NAF Management Trainee Program actively
recruits talented college graduates for opportunities in MWR functional
areas. MWR offers different career paths and roads to success with
assignments available Army-wide. Future MWR leaders are born
through this 12- to 18-month training program that develops highly
trained MWR professionals to meet future leadership demands.
In 2005, seven graduates from the FY04 program completed on-
the-job training and were placed into permanent positions. New
training functional areas were expanded to meet evolving needs
for MWR professionals. In FY05, 11 trainees were recruited for the
following functional areas
# of Trainees Functional Area
2 NAF Contracting
2 Child and Youth Services
1 Outdoor Recreation
2 Food and Beverage
2 Marketing
1 Sports and Fitness
1 Bowling Management
The training sites for these positions in FY05 are located at CFSC
HQ, Va.; Fort Jackson, S.C.; Fort Hood, Texas; Fort Carson, Colo.;
Shades of Green, Fla.; Fort Meyer, Va.; Fort Lewis, Wash.; Fort
Benning, Ga.; Fort Bliss, Texas; and Fort Meade, Md.
Two more functional areas will be added in FY06 for golf superin-
tendent and MWR theme operations. In August 2005, the MWR
Board of Directors’ Executive Committee approved increasing the
number of annual trainees from 10 to 20 commencing FY06. This
program has been lauded as a vehicle to infuse “new blood” into
Army MWR to sustain the organization in the years to come. The
retention rate for those that complete training is 72 percent.
Army Civilian Training, Education, and Development
System Plan
ACTEDS documents a structured, progressive, and sequential ap-
proach to employee development within Career Field 51 (MWR).
The MWR ACTEDS Plan is a competency-based, career progression
“road map” that blends training and self-development to enhance
individual performance and potential. Currently ACTEDS is being
revised to integrate the Army Leader-Development model for civilians,
to embrace the Army MWR vision, and to incorporate the Strategic
Plan into a continuous, dynamic system of learning and growth.
This revision will be web-based and hosted on the CFSC server.

30 Army MWR FY 2005 Annual Report

 Executive
&
Senior
Management

e
siv
es
Division /

r
og
Multi-Program Level

d Pr
anl
Program

tia
Management Level

en
qu
Se
Skill and Professional,
Tech nical Basic Management
and Leadership

Entry Level
MWR Orientation Operation Excellence

MWR Master Training

Master Training 2005 MWR Academy: Students by Course

The MWR Academy supports Army entry-level employees through Classroom
general officers, and the Army’s sister services, with training and 24 ACS Army Family Action Plan Program Management
performance support as reflected in the Master Training Plan. 20 ACS Exceptional Family Member Program Management
24 ACS Financial Readiness Program Management
In 2005 the Academy relocated from its previous Falls Church 20 ACS Leadership and Management for ACS Directors
location—and the Culinary Academy moved from Fort Lee—to a 20 ACS Mobilization and Deployment Program Management
co-located facility in Alexandria, Va. 42 ARMP Management II
13 AFRC Management and Leadership II
Web-based training remains at the forefront of planning and devel- 67 AFRC/ARMP Management
14 Business Program Managers’ Course
opment efforts. In FY05 the NAF Basic Contracting Course became
16 Contract Administration
web-based. At the end of the year, the Academy developed and 12 Contract Negotiation
fielded the Installation Management Enterprise Tracking System 12 Contract Source Selection
course and the ServSafe Sanitation course (implemented in con- 16 Contract Performance Based
junction with the National Restaurant Association). 77 CYS Army FCC.com
20 Effective Organizational Leadership for Hospitality Managers
By the close of FY05, 3,223 MWR employees from the Army, Marine 21 Executive Leadership and Management for MWR Division Chiefs
37 Food and Beverage Automation Courses
Corps, Navy, and Air Force had completed training courses, and
4 Galaxy Refresher Training
an additional 1,229 course enrollments were in progress. The 24 General Officer Installation Commander’s Course
MWR Academy provided performance support to installations and 22 Golf Superintendents’ Course
programs through professional development, strategy planning 28 Hotel Operations
sessions, and by assisting teams with focusing on results. Joint 14 ISO Training Courses
28 Lodging Customer Service
command guidance from the CFSC and IMA set specific targets for 26 Lodging Group Leader Program
training completion. To encourage compliance with this guidance, 19 Lodging Strategic Financial Management
an installation competition was conducted to support completion 29 Lodging Supervision Course
of the MWR Orientation Course. The top five installations in that 29 Lodging Supply Chain Management
competition will receive award training in FY06. 19 Marketing Managers’ Course
94 MCCS Applied Financial Planning
The MWR Academy delivered 13 percent of its training at the instal- 22 NAF Acquisition Management
26 Performance Analysis in Hospitality Operations
lation (418 students), 12 percent at the Academy (375 students), 20 Process and Quality Leadership Tools for Hospitality
10 percent through off-site contract (336 students), and 65 percent 90 Professional Development, Club Led!
through web-based instruction (2,094 students). 13 Professional Development, Results Achieving Teams
22 Professional Development, Strategy Development
The American Council on Education evaluates MWR Academy courses 65 Program and Special Events Management Course
and recommends college credit for many offerings. Neither the ACE 14 RecTrac Application Administrators’ Course
nor the MWR Academy grants college credit, but ACE recommenda- 31 Strategic Communication for Hospitality Managers
21 Strategic Leadership for Hospitality Managers
tions encourage colleges and universities to award credits to students 14 Value Creation in Hospitality Organizations
participating in applicable degree programs. A recommendation 1,129
by the ACE supports the strategic vision of CFSC, confirms the On-Line Completed
status of the MWR Academy as a professional learning institution, 3 IMETS
and provides added value to the MWR workforce as they pursue 230 MWR Basic Management Course
formal education or certification requirements. Currently a total of 1,995 MWR Orientation Course
95 NAF Contracting, Basic
27 courses sponsored by the MWR Academy have received college 1 ServSafe Sanitation
credit recommendations. In addition, students receive Continuing 2,324
Education Units for most Academy courses. On-Line In Progress
5 IMETS
683 MWR Basic Management Course
374 MWR Orientation Course
110 NAF Contracting, Basic
57 ServSafe Sanitation
1,229

4,682 Total

Army MWR FY 2005 Annual Report 31

Management
Summaries
 dedicated
You can ask people to leave their personal lives at the factory fence—
in the old days, that was the culture of most corporations, but you’re
just kidding yourself if you think they can comply.

focused
You can’t hire part of a person. You get the sore back along with the
skillful hands, and the anxious heart along with the educated brain.

innovative
Your policies and programs will only be effective if they bow to this reality
and address the whole human being.

productive The bottom line is that our efforts to support employees’ work-family
priorities are good business. These are neither ‘perks’ nor ‘giveaways.’
These tools help us attract, motivate, and retain people likely to be more
dedicated, more focused, more innovative, and more productive.

- Randall Tobias, Chairman and Chief Executive of Eli Lilly and Company from 1993-1999
during one of the comapany’s most successful periods in its history

Soldiers of the 82nd Airborne Division

huddle up for football game.
- Photo courtesy of Jim Veneman and the
Baptist Press
Army Community Service
Army Community Service Operating Costs ($M)
FY04 FY05
28.1 28.1 (OMA) ACS Base Operations
6.1 6.9 (OMA) Family Advocacy
43.2 41.5 (OSD) Family Advocacy
6.7 7.3 (OMA) Financial Readiness
4.6 4.5 (OMA) Relocation Readiness
4.5 4.7 (OSD) Relocation Readiness
Army Community Service provides a support network for Soldiers 2.0 1.6 (OMA) Outreach
and their families to ensure they have the tools they need to build 3.1 3.3 (OMA) Employment Readiness
strong resilient families. Additionally, ACS provides the best com- 3.3 3.1 (OMA) Exceptional Family Member Program
munication possible between the Soldier, the unit, and the family 2.7 2.4 (OMA) Information, Referral, and Follow-Up
0.2 0.1 (OMA) Foster Care
members. The quality of our system is vital to enhancing the
0.5 1.9 (OMA) Deployment / Mobilization
welfare of Soldiers and their families and enabling the Army to 2.8 4.6 (OMA) Army Family Action Plan/Army Family Team Building
provide ready, responsive forces. Our vision is to place stability $107.8 $110.1 Total
in today’s turbulent environment and to be there for Soldiers and Figure 5-1
families when they need assistance.

Army Basics

Army Family Team Building Military OneSource

To ensure the successful integration of geographically separated Military OneSource supplements existing family programs by provid-
units’ programs into the AFTB program, CFSC coordinates with the ing a 24-hour, seven-day-a-week, toll free information and referral
Army National Guard, Army Reserve, and Army Accessions Com- telephone line and internet/web-based service available to active
mand to eliminate duplicative reporting processes and to support duty, National Guard, Reserve Soldiers, deployed civilians, and their
the efforts of geographically separated unit programs. A mobile families worldwide. If there is a need for face-to-face counseling,
training team will support the training needs of the Army Reserve MOS will provide referrals to professional civilian counselors for
by the end of FY06. assistance in CONUS, Alaska, Hawaii, Puerto Rico, and Guam. In
OCONUS locations, face-to-face counseling is provided via existing
Every two years the AFTB program conducts core instructor train- military treatment facility services.
ing for new instructors. This training is also an opportunity for
instructors who have taught the past two or more years to benefit As of 30 December 2005, MOS had responded to 49,773 telephone
from professional development. Core instructors must commit to calls, received 58,998 on-line visits, and made 11,012 referrals
volunteer a minimum of two years in the program after receiving for counseling (62 percent from active Army, 18 percent from the
training. Guard, 8 percent from the Reserve, less than two percent from DA
civilians, and 10 percent from unidentified sources).
The AFTB curriculum team completed initial revisions of Levels
II and III training with final distribution planned for FY06. The
curriculum team is also revising and standardizing the U.S. Army
Training and Doctrine Command’s current program of instruction
for family readiness group training. Standardized POIs are being
written for FRG training throughout a Soldier’s career, beginning
with basic training and continuing through the Noncommissioned
Officers’ Education System, Officers’ Education System, and other
leadership courses.
AFTB is partnering with Child and Youth Services to develop an AFTB
curriculum for Army teens to use as an online training program.
The Latin American Master Trainer Course was held in San Antonio,
Texas, with 17 student attendees: six from Colombia, five from
Honduras, and six from El Salvador. At the graduation luncheon,
representatives from each country gave a briefing on the imple-
mentation of the AFTB program in their respective countries.

Log into: www.militaryonesource.com

User ID: military
Password: onesource
Or Call: 1-800-342-9647 or 1-800-464-8107

Army Vice Chief of Staff, Gen. Richard Cody, meets with the Army Teen Panel at the
Army Family Action Plan Conference.
- Photo courtesy of CFSC Family Programs

34 Army MWR FY 2005 Annual Report

 ACS Performance Awards

Outstanding Individuals
Bobbi Burke (Fort McPherson, Ga.)
Shawn Williams (Fort Fort Rucker, Ala.)
Peggy Brown (Fort Bliss, Texas)

Sterling Performance
Pat Long (Fort Bragg, N.C.)
Cynthia Rome (Walter Reed Army Medical Center, D.C.)

Excellent Installations
Small Installation Picatinny Arsenal, N.J.
Medium Installation Fort Gordon, Ga.
Large Installation Fort Bragg, N.C.
Figure 5-2

Getting Involved

Volunteers Army Family Action Plan

Volunteers continued to play a significant role in supporting ACS
programs in FY05, with 7,140 volunteers contributing 257,230
hours. The greatest number of volunteer hours were devoted to
community outreach, but hours also increased in the Foster Care,
Exceptional Family Member, Employment Readiness, and Financial
Readiness programs.
Each year ACS honors exceptional volunteers through the presen-
tation of the Emma Marie Baird Award for outstanding service to
ACS. These extraordinary volunteers demonstrated a pattern of
excellence and achievement during a sustained period. In FY05,
the following volunteers were recognized:
• Mrs. Kyu H. Reisch (Fort Knox, Ky.)
• Mrs. Judith S. McKnight (Fort Detrick, Md.)
• Mr. Mack V. Worley (Fort Bragg, N.C.)
• Mrs. Lorraine M. Kraus (Redstone Arsenal, Ala.)
• Ms. Velia Gail Fitzpatrick (Fort Gordon, Ga.)
• Mrs. Kelly L. Gemin (221st BSB, Wiesbaden, Germany)
The Volunteer Management Information System is a web-based
management tool which will assist in online recruitment, storage of
volunteer records, roll-up of volunteer hours, and easy and efficient
communication between the Army Volunteer Corps Coordinator,
volunteer managers, and volunteers. A volunteer staff develop-
ment system was also deployed on www.MyArmyLifetoo.com to
train volunteer coordinators and to provide tools to educate other
volunteer managers through self-instruction guides and web-based
training.
This year’s Army recipients of the Very Important Patriot volunteerism
award, sponsored by the National Military Family Association, were
Michele Canchola and Brandi Shannon, both ARNG family members.
The VIP Award of Honor recognized Frankie Mayo, an Army family
member. The Newman’s Own Award, given to volunteer organiza-
tions for innovative programs that improve military quality of life,
was given to the 3-320th Field Artillery Battalion Family Readiness
Group of Fort Campbell, Ky., and to the 1-115th Maryland Army
National Guard of Gaithersburg, Md.
In FY06 AFTB will institute the following awards:
• AFTB Volunteer Instructor of the Year - named in honor of Rusty Alex-
ander, a former AFTB Core Volunteer Instructor, who died in 1999.
• AFTB Program of the Year - named in honor of Renee Hilman, a former
Program Manager for AFTB at Fort Carson, who died in 1998.
• The AFTB Core Volunteer Instructor TASK Award – named after Mrs.
Gordon Sullivan (former Chief of Staff of the Army) and Mrs. Richard
Kidd (former Sergeant Major of the Army).
The AFAP is an Army-wide grassroots program that gives leaders
real-time information on the concerns and satisfaction of Soldiers,
retirees, civilians, and their families. Through AFAP, issues of con-
cern come to the attention of commanders and reap results locally
and Army wide and in the Department of Defense. At the local
level, AFAP improves communities, with fast action to fix problems
and implement good ideas. At the national level, AFAP improves
standards of living, by pursuing program, policy, regulatory or
legislative changes to resolve the issues.
The AFAP program at installation and headquarters level monitors
issue resolution and implementation through a formal protocol that
involves regular leadership guidance, direction, and approval. The
AFAP connects people to the Army by giving them a chance to
influence Army standards of living.
The 2005 HQDA conference was postponed from November until
January 2006. Complete results from this conference are located
in the “Getting Involved” section of the www.MyArmyLifeToo.com
web site.
Top Five AFAP Issues
from the January 2006 Conference
1. Wounded Soldier Appoint a trained rear detachment point of contact for
Update families of wounded Soldiers; create a staffed toll-free
number for information on the Soldiers’ statuses from
war zone to CONUS.
2. Casualty Assistance for Activate Army National Guard/US Army Reserve
Families of RC Soldiers Soldiers to serve as Casualty Assistance Officers for
in Inactive Status families of ARNG/USAR Soldiers who die in an inactive
status.
3. Advanced Life Support Mandate that all CONUS installations, to include
Services on CONUS Alaska and Hawaii, provide advanced life support
Installations services on or near the installation in accordance with
National Fire Protection Association standards.
4. Military Spouse Require all Federal agencies to use Military Spouse
Preference Program Preference in their hiring practices.
Across All Federal
Agencies
5. Health Processing of Mandate comprehensive physical and psychological
Demobilizing Army RC examination of demobilizing RC Soldiers at the power
Soldiers projection platform accompanied by appropriate fol-
low-up care.
Figure 5-3

Army MWR FY 2005 Annual Report 35

Army Community Service
Getting Involved
Outreach
The CFSC family program’s ListServe is a monthly eNewsletter
addressing topics of interest to Soldiers’ families, other recipients
of military benefits, and those who provide support to military fami-
lies. Brief articles in the newsletter summarize longer articles from
several online publications. The ListServe is distributed monthly
to 36,000 subscribers and is posted on the www.MyArmyLifeToo.
com website.
The Army Family Readiness Advisory Council focuses on reaching out
to junior enlisted spouses. The Enlisted Spouses Working Group,
composed of 15 Command Sergeants Major spouses and enlisted
spouse volunteers, met in May to develop recommendations for
training and outreach plans for enlisted spouses. The training
plan consists of 15 topic areas and 15 key actions organized into
three areas: junior level (E1–E4) “Learning About the Army”; mid-
level (E5–E7) “Preparing for Leadership Roles”; and senior level
(E8-E9) “Being an Effective Command Team.” Design criteria for
both training and outreach plans include how to engage enlisted
spouses by using the Ten Touch model; appropriate training and
outreach strategies/methods required to engage spouses; and the
role of mid-and senior-level spouses. Team members of the Enlisted
Spouse Work Group are working with the Sergeants Major Academy,
Accessions Command, Recruiting Command, Cadet Command, and
MEPCOM to collectively work issues outlined in the plan.
To further connect families and increase accessibility to Army services,
ACS conducted five Multi-Component Family Support Network pilot
tests employing a multiagency approach to community support and
services to meet the diverse needs of active and mobilized Guard
and Reserve families. The MCFSN provides a seamless network
of services to families regardless of the assigned component or
location.
Military Spouse Mentorship Program
The G-1 and CFSC are partnering to promote the Army Mentorship
Program for spouses. The partnership provides online resources
and tools to help facilitate the mentorship process and expand the
pool of mentors in the Army—specifically military spouses.
Partnerships
The CFSC is working with United Way of America to develop a formal
partnership to improve Soldier and family member access to local
United Way service providers. The partnership is a win-win situ-
ation for both organizations, giving Soldiers and family members
access to services not available on Army installations and introducing
United Way services to a new client population. In addition, the
partnership will introduce family members to a host of community
volunteer service opportunities through MyArmyLifetoo.com.
36 Army MWR FY 2005 Annual Report
Home and Family Life
Family Advocacy Program
The primary goal of the Family Advocacy Program is to prevent spouse
and child abuse and neglect by providing a variety of services to
strengthen Army families. The FAP is divided into two major programs:
prevention and treatment. Prevention education is always a FAP
priority, especially for high-risk populations. Single parents, new
parents, and first-term families are a prime target for FAP primary
and secondary prevention services. Prevention education provides
family violence prevention briefings, stress/anger management
classes, parent support and skills classes, emergency placement
care, and victim advocacy. Treatment is provided at local medical
facilities through Social Work Service, and CFSC continues efforts
to hire licensed staff to reduce caseloads in accordance with DOD
standards. Training needed to implement a fatality review process
for child abuse and domestic violence was initiated in FY03.
A DOD task force on domestic violence provided a strategic plan
to address domestic violence within the Army and the DOD. Ac-
complishments to date include the implementation of fatality review
teams, military protective orders, and victim advocates; access
to DOD shelters; training curricula for healthcare providers and
chaplains; publication of revised FAP regulation, AR 608-18; fielding
of a FAP guide for commanders and noncommissioned officers; and
implementation of installation-level mobile training teams where
first responders receive training in how to effectively respond to
domestic violence incidents.
In FY05, the Acting Secretary of the Army’s task force on sexual as-
sault policies directed implementation of a sexual assault prevention
and response program. The CFSC is implementing Army guidance
by staffing and training victim advocates, unit victim advocates,
and sexual assault response coordinators at all military installa-
tions. Victim advocates provide support, information, and referral
to victims of both sexual assault and domestic violence.
In FY05, the FAP provided direct service to:
72,054 New Parenting Training attendees
60,711 Child Abuse Training attendees
55,384 Spouse Abuse Training attendees
36,248 Victim Advocacy Training attendees
10,199 Command Briefings attendees
1,804 Placements in respite care
126 Children placed in foster care program
The Transitional Compensation for Abused Dependents program
distributed $3.3M in FY05 to 208 families, including 498 children.
There were 49,594 sponsors and 64,896 family members enrolled
in the Exceptional Family Member Program in FY05 (20,448 adults
and 44,448 family members).
Soldier and Family Life Consultants
Soldier and Family Life Consultants provide reunion and reintegration
support to Soldiers and their families in a variety of formats to reduce
the stress affecting families. Consultants work within ACS on an
active duty installation and work with the ARNG and USAR for state
and readiness region coverage. Interaction between consultants
and Soldiers and families is private unless the consultant believes
that there may be a mental health issue, if information reveals
spouse, child or elder abuse, or there is a threat of self-harm or
harm to others. These cases are referred to the appropriate agency
in accordance with AR 608-18 and local policies and protocols.
Relocation Readiness
ACS provides pre-move briefings and counseling covering all as-
pects of relocation, and post-move newcomer orientations with local
community information, cultural adaptation information, and tours.
Specialized services include assistance to waiting and multicultural
families, support of family and youth sponsorship, and citizen im-
migration services referrals. In FY05 there were 260,953 hits on
the Standard Installation Topic Exchange Service website.
Money Matters
Financial Readiness
The CFSC conducted a test to assess the outcomes and impacts of
financial readiness programs at six installations: Fort Carson, Fort
Rucker, Redstone Arsenal, U.S. Army Garrison Selfridge, 6th Area
Support Group (Stuttgart), and U.S. Army Garrison Yongsan. The
test measures were: “Does participation in mandatory financial
readiness training for first-term Soldiers and/or financial counsel-
ing reduce financial problems and result in increased knowledge,
greater savings, and decreased overall indebtedness? Does that
ultimately increase financial stability and long-term financial well-
being?” Survey respondents were 85 percent E1-E4, 14 percent
E5-E8, and one percent all other grades.
Results showed that respondents who had completed a first-term
course were significantly less likely to return for financial counseling
due to problems. On average, those who returned to counseling
increased their savings and experienced a reduction in overall in-
debtedness. There is a positive correlation between how much a
Soldier learns in the first-term course and how much the Soldier’s
financial management behavior improves. Earlier is better when
it comes to providing Soldiers this training—E1’s show the greatest
improvement in financial management practices. Married Soldiers
show significantly more improvement in reducing indebtedness and
in the use of Army Emergency Relief.
Work and Career
Employment Readiness
The Employment Readiness Program assists military personnel and
their family members in developing the skills to find a job, plan a
career, and find employment opportunities. In October 2003 the
Army signed a statement of support with 13 corporate partners
and two military agencies. In 2004 and 2005 the Army Spouse
Employment Program added more members to a partnership that
currently stands at 21: Army and Air Force Exchange Service,
Adecco USA, Army Career and Alumni Program, BellSouth, Boys
and Girls Clubs of America, Concentra Inc., Department of the Army
Civilian Personnel, Computer Sciences Corp., CVS Pharmacy, De-
fense Commissary Agency, Dell Inc., EURPAC Service Inc., Hospital
Corporation of America, Home Depot, Lockheed Martin, Manpower
Inc., Sabre Holdings/Travelocity, Sears Holdings, Sprint, Sun Trust
Bank, and United Services Automobile Association.
In July 2005 the military spouse job search web site (www.msjs.
org) was launched to provide military spouses a portal on which to
develop résumés and look for jobs. For ASEP partners the web site
provides a place to search for qualified employees among military
spouses to fill their employment needs.
In FY05 the ERP assisted more than 740,000 individuals with job
skills training. Of those individuals, 5,893 received job search
counseling, career assessments, and individual counseling; 12,092
attended classes for skills training, career, and educational informa-
tion; 17,467 spouses came to ACS-sponsored job fairs; and 10,435
sought resume assistance and assistance with job application forms.
There were 5,319 patrons placed in jobs.
Managing Deployment
Family Readiness Group Deployment/
Support Assistants
Family Readiness Group Deployment/Support Assistants provide
administrative support to volunteer FRG leaders. Army Commands
and Army Service Component Commands use temporary general
schedule civilian positions or a central contract to hire assistants
at the deployed brigade level. These assistants coordinate train-
ing for rear detachment commanders and family readiness group
leaders, maintain critical communication links between RDCs and
FRG Leaders, and insure the responsiveness of established com-
munity resources. In FY05 most commands continued support of
FRGDSAs by using mission funds.
Operation READY Resources
Operation READY is a comprehensive training program that assists
commanders in meeting family readiness objectives and prepar-
ing Soldiers, their families, and key unit personnel (RDC and FRG
leaders) for deployments and reunions. OP READY reference and
training materials are available through ACS, Guard, and Reserve
family program staff, and most modules can be viewed online at
www.MyArmyLifeToo.com.
Family Assistance Centers
When needed to support deployment, mobilization, or stability and
support operations, garrison commanders may authorize ACS to
shift to a family assistance center operation as a one-stop loca-
tion for family assistance. The State Adjutant General or National
Guard Bureau authorizes the ARNG to open a FAC depending on
resources required/available. Veterans of Foreign Wars posts have
established military FACs throughout the U.S. and Germany near
military installations and in civilian communities, using existing
support service networks to provide emergency assistance and
to provide emergency assistance and information for familes of
deployed military personnel.
Virtual Family Readiness Groups
For units with geographically dispersed families, the vFRG web
system provides the same opportunities as a traditional FRG. The
vFRG links deployed Soldiers, their families, FRG leaders, unit com-
manders, rear detachments, and other family readiness personnel
on their own controlled-access web portal to exchange information
and provide a sense of community.
Army MWR FY 2005 Annual Report 37
Child and Youth Services
As an employer, the Army believes parents “soldier” better if they
know that their children are well cared for while they’re on duty and
their spouses are at work or in school full-time. Care during duty
hours is work-related, so fees are based on each family’s ability
to pay a fair share. Most youth programs and all school transition
services are provided at no cost to parents. In 2005, Child and
Youth Services began communicating the value of its programs and
services as an investment...
• For the Army, to reduce the conflict between mission require-
ments and parental responsibilities.
• For families, to enhance children’s growth and development,
establish foundations for school readiness, and promote school
success.

Worldwide Services
Nearly 440,000 children and youth, ages four weeks to eighteen
years, were eligible for Army Child and Youth Services in 2005.
A variety of CYS systems were available at 126 locations in 28 Rebecca Winter tries her hand at bubble making during an outing for child-care
states, the District of Columbia, and eight different countries and providers organized by the Fort Meade Family Child Care Program.
territories. - Photo by Jason Lee

Child Development Centers .................. 154

School-Age Centers and School Sites .... 135
Family Child Care Homes ...................2,680
Youth Centers and Teen Centers ........... 124
Sports Programs .................................. 77
Instructional Programs ........................ 103
Outreach Services ................................ 87
School Liaison Programs ........................ 93
Special Initiatives
Interim Child Care Facilities
In one of the most significant actions undertaken by CFSC in many
years, a project team composed of NAF contracting, construction,
and CYS representatives pioneered the development and contract
award of 16 temporary, relocatable Child Development Centers for
children ages 0-5 and 6-10 years. Existing child care facilities at
installations affected by Army Modular Force and IGPBS decisions
are operating at or near capacity and cannot handle the increased
demand for child care. As an “emergency child care intervention”
and a business transformation initiative using the Unified Funding
and Management process, the Office of the Secretary of Defense
provided funding to procure interim child care facilities at impacted
installations: Forts Carson, Riley, Campbell, Bliss, Drum, Lewis,
Hood, Stewart, and Hunter Army Airfield. This precedent-setting
project affords the Army an opportunity to meet the immediate
needs of child care for Soldiers and families impacted by AMF and
IGPBS decisions.
2005 Army Education Summit
The Army School Transition Action Plan helped assimilate 35,000
military-affiliated students into CONUS communities impacted by
AMF, IGPBS, and BRAC rebasing decisions. A 2005 Army Educa-
tion Summit in the Washington, D.C. area presented the plan to
150 state education policy leaders, school superintendents and
school board presidents, installation commanders and Army staff.
Meanwhile, 184 school systems signed a School and Education
Transition Support agreement to “even the playing field” for mili-
tary-connected youth transitioning to new schools. This was an
increase of 28 signatory members from 2004. The agreement
connects school systems for timely transfer of records, access to
extracurricular programs, uniform graduation requirements, and
strong child-centered partnerships with Army installations.
From another perspective, Student to Student© is a student-led,
school based “youth sponsorship” program designed to smooth
school transitions for both entering and exiting students. In 2005
the DoD Education Activity partnered with the Military Child Educa-
tion Coalition to commit S2S to six sites in Europe that will lose
the majority of students.
Army FCC Online
Army FCC Online is a “state of the art” web based service providing
a virtual tour (six pictures plus extensive text per home) of gar-
rison family child care homes for parents seeking home-based child
care. It also serves as a “business tool” allowing FCC providers
to showcase and improve their homes/services, invites “healthy
competition” among providers to increase program quality, and
serves as a “management tool “for CYS staff to help monitor and
fill child vacancies. Most installations have completed the imple-
mentation process and the remainder will finish in early FY06.
Information about individual garrison FCC programs is available on
the public section of Army FCC Online: http://www.ArmyFCC.army.
mil. Information and a tour of individual FCC provider programs is
available on a secure section which can be viewed at a CYS central
enrollment registry office.
Program Highlights
CYS National Accreditation
Every one of the 154 Army Child Development Centers received
initial accreditation by the National Association for the Education
of Young Children in 2005. Over ninety percent of eligible CDCs
were also reaccredited, with the remainder awaiting reaccreditation
visits or decisions. Accreditation is valid for five years.
Nearly ninety percent of 135 school-age sites were accredited by
the National After School Association—a remarkable achievement
during a time of war and considerable troop movement with the
Army‘s rebasing strategy. Accreditation is valid for four years.
Youth Technology Labs
Joint CYS and U.S. Department of Agriculture tech teams fielded
almost 200 touth technology labs in garrison school age and youth
centers by the end of 2005. Part of a deployment support initiative
to increase youth communications with deployed parents, each lab
contains 15 computer work stations, a color printer, digital camcorder,
and software to support both recreational and educational program
objectives. To be eligible, a garrison must provide a functional
technology specialist, a program lead, and internet connectivity.
4-H military liaisons in 12 states (California, Hawaii, Idaho, Indiana,
Iowa, Missouri, New Hampshire, New York, Ohio, South Carolina,
Texas, and Washington) received mobile technology labs to help
geographically-dispersed military children and youth connect with
their mobilized or deployed parents. In addition, containerized labs
were transported throughout the U.S. for use in Operation Military
Kids activities and during Operation Purple camps.

38 Army MWR FY 2005 Annual Report

A group of Fort Monroe preschoolers occupy themselves with PLAY-DOH® on a morn-
ing in mid-March.
- Photo by Belinda Baker
Army Teen Panel
Celebrating a decade of accomplishments, the Army Teen Panel
published its 1995-2005 Anniversary Report. The Report highlighted
a new website—Real Teens Connected—hosted within the Boys
and Girls Clubs of America YouthNet site. The Teen Panel conveys
youth issues to Army leaders and connects Army youth regardless
of where they reside. Representives from Army Regions, Reserve,
and National Guard serve two-year terms, participate in biannual
meetings, monthly teleconference calls, and a web-based forum.
Outreach Initiatives
Army Child Care In Your Neighborhood
Army rebasing will soon send large numbers of troops into ten com-
munities near major installations. A collaborative effort mounted
in 2005 with the National Association of Child Care Resource and
Referral Agencies and ten of the agencies themselves will offer
Army-affiliated community-based care to supplement on-post CYS
operated programs. There will be emergency intervention child
spaces for immediate use, as well as certified and accredited spaces
for long-term needs. Fees charged to Soldiers will be the same as
those paid on post. Communities to be served are Colorado Springs,
Colo.; greater Washington, D.C.; Manhattan, Kan.; Madisonville,
Ky.; Baltimore, Md.; Watertown, N.Y.; Fayetteville, N.C.; El Paso,
Texas; San Antonio, Texas; and Tacoma, Wash.
Boys & Girls Clubs of America Partnership
Nearly $1M in grants, scholarships, and services were awarded
to 189 Army youth centers and school-age programs with BGCA
affiliation. New policies now enable CONUS school-age or youth
programs affiliated with BGCA to join state alliances and share in
state funding distributed through the alliance.
4-H/Army Youth Development Project
In addition to youth technology labs, a partnership with USDA and 14
land-grant universities gave garrisons a wide range of support:
• 435 4-H Clubs were maintained on Army installations.
• CYS staffs were helped to integrate technology, youth development
practices, and leadership opportunities into predictable programming.
• Assistance was provided to Army School-Age programs seeking national
accreditation.
• Training materials were developed to support CYS staff development
and youth programming.
• A new newsletter began publication to highlight programs, projects,
and activities from Army 4-H Clubs around the world.
Brig. Gen. John Macdonald meets the Army Teen Panel.
- Photo courtesy of CFSC Child and Youth Services
Deployment Support for Garrisons
Army CYS programs offered 501,764 hours of deployment support
child care in 2005.
Priority deployment support child care services included extended
duty care at no cost beyond the normal duty day; extended hours
of operation for special openings and events; on-site group care
for command/unit functions; camps and outings to reduce stress
on school-age children; up to ten free hours per child for rein-
tegration/reunion hourly care; additional non-reimbursed meals;
classes and lessons in instructional programs; and transportation
to facilitate access to CYS programs.
Optional deployment support child care services included up to five
free hours per child each month for respite hourly care; up to 16
free hours with 45 days of return for reintegration/reunion hourly
care; program fee discounts up to 15 percent while a parent was
deployed; and weekend drill care for Reserve Component units.
Operation Military Child Care
Under the National Association of Child Care Resource and Referral
Agencies umbrella, designated civilian programs in 2005 offered
short-term Army-sponsored child care space. For this continuing
program, arrangements are made through Child Care Aware, a
NACCRRA subsidiary that locates care and handles enrollment.
Fee reductions vary depending on total family income, geographic
location, and available funding.
2005 was also the first full year of Operation Child Care, a voluntary
patriotic service led by the NACCRRA. Local civilian programs and
providers offer a few free hours of child care for Soldiers on R&R
from Operation Iraqi Freedom and Operation Enduring Freedom.
Operation Military Kids
In states where deployment rates are high, an Army/USDA youth
development project initiative builds local support networks for
geographically dispersed youth whose parents are deployed. Opera-
tion Military Kids teams, coordinated by state 4-H military liaisons,
are comprised of 4-H professionals and volunteers, youth, National
Guard and Reserve Family program staff, Boys & Girls Club pro-
gram staff, American Legion representatives, school personnel, and
representatives of state and community organizations. The teams
educate citizens in affected communities about the facts and chal-
lenges of military life, and involve both military and civilian youth in
implementing fun, social, recreational, and educational programs.
By the end of 2005, 29,000 youth had participated in OMK activities
and 12,000 community members had received training.
Army MWR FY 2005 Annual Report 39
 Community Recreation

R ecreation programs provide a diversion from the rigors of military

service, reduce the stress of daily living, and enhance mental
and physical fitness. Recreation programs offer opportunities for
life skills development, self-expression, leisure and social activi-
ties, and mental and physical fitness while in garrison or during
contingency and mobilization operations. Recreation programs
support mission accomplishment, and they are an integral part of
non-pay compensation for Soldiers and their family members that
contribute to the overall well-being of the Army family.
During 2005 recreation programming at CFSC continued to forge
ahead with providing installations “canned” recreation programs via
the Army Program Tool. This web based program, developed by the
Learning Resources Network, was fielded in May 2005 as a source
of recreation programs developed by CFSC and Army installations.
During FY05 more than 125 recreation employees were trained to
implement the APT at their installations.
As follow on to the Recreation Delivery System the Army began to
accredit community recreation programs. The CFSC coordinated with
the Commission for Accreditation of Park and Recreation Agencies
and the National Recreation and Park Association to adapt CAPRA
standards to Army requirements. Accreditation allows military recre-
ation programs to benchmark operations against national standards
used by municipal recreation programs and subsequently against
other Services’ recreation programs—establishing DoD-wide equity
in program quality. Accreditation is an indicator of quality services
and programs, allows installations to document the variety and
depth of program and facility offerings; and allows the command
to conduct a thorough review of community recreation programs.
The MWR Baseline Standards provide measurements for consistent,
quality recreation services across the Army. The FY05 assess-
ment against standards shows that recreation programs (Arts and
Crafts, Automotive Skills, Outdoor Recreation, Recreation Centers,
Leisure Travel, Entertainment, Libraries, and Sports and Fitness),
fall well below standards for staffing, training, and equipment due
to inadequate funding. Requirements to meet the standards have
been validated in the POM. During FY05 plans were under way to
web-base the recreation standards’ assessment process, and in
FY06 information will be collected via the web.
During Contingencies and wartime operations, MWR is a mission es-
sential activity necessary to maintain physical fitness and to alleviate
combat stress. MWR requirements are planned for in peacetime
and included as priority mission in the mobilization/deployment
process. The CFSC Community Recreation directorate coordinated
with the Coalition Forces Land Component Command to develop
theater-wide standards for recreation and fitness.
The CFSC stands ready to support theater operations based on the
request and funding provided by the theater. CFSC developed distinct
MWR kits to support deployed Soldiers, such as the Theater in a Box
(Movie Theater), the Electronic Games Kit (video games and general
viewing), and the Video Messenger Kit (record a DVD/VHS message
home). CFSC also coordinates the purchase of MWR components
within the Force Provider System and coordinates Internet cafes
established through a deployment theater.

2005 Army Recreation Awards

Outstanding Programs Small Medium Large
Arts and Crafts -- Fort Dix, N.J. Fort Rucker, Ala.
Automotive Skills Camp Zama, Japan Vicenza, Italy Fort Rucker, Ala.
Entertainment -- Vicenza, Italy --
Library Garmisch, Germany Redstone Arsenal, Ala. Grafenwoehr, Germany
Outdoor Recreation Fort Monroe, Va. Aberdeen PG, Md. Grafenwoehr, Germany
Sports and Fitness Fort Monroe, Va. Stuttgart, Germany Fort Knox, Ky.
Recreation Delivery System Team -- USAG Miami, Fla. USAG Hawaii
Overall Installation Program Fort McCoy, Wis. Darmstadt, Germany Fort Rucker, Ala.
Outstanding Personnel
Regional recreation professionals being introduced to MWR Army Recreation Career Award Marian Nance Fort Drum, N.Y.
program managers at an Army Leadership Day activity during Employee of the Year Cory Doubek Stuttgart, Germany
the 2005 National Recreation and Park Association conference. Friend of Recreation James Turner Fort Rucker, Ala.
- Photo courtesy of CFSC Community Recreation Friend of Recreation Janet Nallinger Fort Dix, N.J.
Friend of Recreation Sam Cassou Hanau, Germany
Friend of Recreation Kurt Loh Grafenwoehr, Germany
Figure 5-4

40 Army MWR FY 2005 Annual Report

Better Opportunities for Single Soldiers

The BOSS program supports both the chain of command and the
well-being of single and unaccompanied Soldiers. For Army leader-
ship, BOSS identifies well-being issues and concerns and provides
recommendations for improvement. For Soldiers, the program
encourages and assists them in identifying and planning recreational
and leisure activities. BOSS provides an opportunity for single
Soldiers to participate in a variety of community services on the
installation. 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.
Much of 2005 was spent revising and conducting training workshops
for installation BOSS programs in need of rejuvenation at Forts
Bragg, Story, Belvoir, and at Walter Reed Army Medical Center.
With diminished funding, workshops focused on establishing and
maintaining partnerships with MWR programs and other installation
divisions. Training was also used to educate single Soldiers and give
them a tangible avenue to have their voices heard. BOSS councils
that are the most successful are at installations where key person-
nel (Senior NCOs, MWR Advisors, and the BOSS Council) work as a
team. Successful teams are never more evident than at the annual
conference, where installation BOSS teams have three minutes to
tout best events and best installation BOSS programs.
The theme of the 2005 Army wide BOSS conference was, “Envisioning
the Future Through Your Actions Today”. Working groups covered
such topics as personnel changes and the effect on single Soldiers,
event planning, MWR partnerships, effective communications, the
AFAP process, how to sell the BOSS program, and recreation on the
horizon. Friendly rivalry and competition took the form of frisbee
football, and conference attendees performed a community service
project by visiting the Armed Forces Retirement Home in Washing-
ton, D.C. for lunch and an afternoon of camaraderie and swapping
war stories. SMA Kenneth O. Preston spoke to the conference and The Best of BOSS in 2005
fielded questions before braving a long line of Soldiers waiting for BOSS Event 1st Place Winners
photo opportunities with the Army’s top NCO. Former CFSC Assistant Extra-Small Essayons, Korea
BOSS Program Manager, John Register, closed conference training Small Darmstadt, Germany
with a presentation on “Inspired Communications”. Medium Fort Gordon, Ga.
Large USAG Hawaii
The annual banquet and awards ceremony presented the following Extra-Large Fort Campbell, Ky.
awards: BOSS President of the Year - Spc. Max Levasseur (Fort
Installation BOSS Program 1st Place Winners
Myer); Felteus Edwards Award for MWR Excellence - Mrs. Denise
Extra-Small Fort Leavenworth, Kan.
Thomas (Hawaii); Best Forum Theme Contest - Fort Bragg; Best Small Yongsan, Korea
Continuity Book - Fort Benning; Best BOSS Webpage - Fort Camp- Medium Hohenfels, Germany
bell; and Presidential Volunteer Service Award - Forts Richardson, Large Fort Lewis, Wash.
Lewis, and Hawaii, Torii Station, and Camp Zama. Extra-Large Fort Bragg, N.C.
Figure 5-5

Army MWR FY 2005 Annual Report 41

Community Recreation

Sgt. Iris Smith (top) defeats Ali Bernard at the 2005 U.S.
National Wrestling Championships.
- Photo by Tim Hipps/USACFSC Public Affairs
Staff Sgt. Dremiel Byers became the first wrestler to
win both military and openworld championships when
he claimed gold in the 2005 Conseil International du
Sport Militaire World Wrestling Championships.
- Photo by Tim Hipps/USACFSC Public Affairs
Second Lt. Michelle “Mickey” Kelly, Army World
Class Athlete, won gold at the 2005 U.S. National
Modern Pentathlon Championships.
- Photo by Tim Hipps/USACFSC Public Affairs

World Class Athlete Program

The U.S. Army World Class Athlete Program
experienced a tale of two seasons in 2005.
“Summer athletes” entered the program just
as “winter athletes” completed preparations for
the Olympics. Since Soldiers may be assigned
to WCAP for up to three years before an Olympics,
Soldiers training for the 2008 Olympics in Beijing began entering
WCAP in the summer of 2005. By the end of the year, 38 Soldiers
were training in boxing, wrestling, modern pentathlon, taekwondo,
shooting, team handball, triathlon, track and field, and—for the first
time in WCAP history—gymnastics and fencing.
Despite the fact that relatively few “summer” Soldiers were as-
signed to WCAP in 2005, Soldier-athletes produced outstanding
results. The highlight was Sgt. Iris Smith’s gold medal at the 2005
Women’s Wrestling World Championship in Budapest, Hungary—the
first American female to ever win a gold medal in an Olympic weight
class at a World Championship. Sgt. Smith’s was the fourth medal
earned since 2002 at a World Championship by WCAP wrestlers.
WCAP wrestlers also helped the Army win the Armed Forces Wrestling
Championship for the fourth straight year. Ten WCAP wrestlers
earned Armed Forces Championship gold medals and four earned
silver. WCAP wrestlers won six medals at the USA Wrestling National
Championship, seven medals at World Team Trials, and two med-
als at the World Military Championship. Staff Sgt. Dremiel Byers
became the first person in American history to win both military and
civilian world championships when he captured the 2005 gold medal
at the World Military Championship (Conseil International du Sport
Militaire) in Vilnius, Lithuania—he won his first World title in 2002 in
Moscow, Russia. Sgt. Glenn Garrison captured a bronze medal at
the 2005 World Military Championship, and two-time World silver
medalist Sgt. Tina George also made the 2005 World Team.
With only three boxers returning from 2004, the WCAP boxing team
rebuilt in 2005. Veteran 1st Lt. Boyd Melson qualified for the USA
Boxing Team at the 2005 World Championship and placed fifth in
his first world championship after a fourth place finish at nationals.
Other returning veterans were Staff Sgt. Marshall Christmas, silver
medalist at the National Police Athletic League championship, and
Sgt. Aaron Bensinger. Staff Sgt. Christopher Downs, a WCAP rookie,
placed 4th at the 2005 National Championship, won bronze at the
CISM World Championship, and won gold at the National Police
Athletic League championship. WCAP boxers contributed to the Army
winning a 14th straight Armed Forces Boxing Championship.
For WCAP Winter Olympics Soldiers, 2005 was a crucial year of
Olympic qualification events for the 2006 Torino Olympics. Bobsled-
der Spc. Steven Holcomb (driver) won the 4-man and placed 3rd in
the 2-man National Championships, and Spc. Michael Kohn (driver)
placed 3rd in the 4-man and 2nd in the 2-man. Spc. Kohn won his
first World Cup medal—a silver—at the Lake Placid World Cup, but
a hamstring injury at the second Olympic qualification race ended
his chance of qualifying for the Olympic team. Spc. Holcomb raced
well at all five Olympic qualification races to earn a spot as driver
on both 2- and 4-man teams. Capt. Lorenzo Smith was selected
by Spc. Holcomb as brakeman for the Olympics. Ultimately, Spc.
Holcomb, Capt. Smith, and their two civilian teammates finished 6th
at the Olympics in the 4-man, the first U.S. sled and an outstanding
result for the relatively inexperienced Holcomb and Smith.
Five WCAP Soldiers competed in four qualification races for the
Olympic biathlon. Spc. Denise Teela and Sgt. Jacob Beste won
the first races but unfortunately struggled with shooting in later
races and did not qualify for the Olympic team. In all, only Olympic
veteran Spc. Jeremy Teela qualified for the Torino Olympics.
Parallel giant slalom snowboarder Pfc. Ryan McDonald won a silver
medal at the Continental Cup in Okemo, Vt., and bronze at the
Nor-Am Cup at Loon Mountain, N.H. Equipment failures and a
decision to take only one slalom snowboarder to the Games ended
his Olympic quest.
WCAP Soldiers excel in promoting the Army to the general public,
aiding retention and assisting the recruiting mission. More than
400 press articles were written on WCAP athletes in 2005, and
WCAP Soldiers appeared on the Fox Sports network and the NBC
Today show. WCAP Soldiers participated in 40 Total Army Involve-
ment in Recruiting missions, where in addition to prompting many
enlistments they also promoted the value of discipline, goal-setting
and a fit, healthy lifestyle to hundreds of youths and adults. WCAP
Soldiers also supported the Fort Carson youth mentorship program
and assisted with numerous local sports and youth programs.
WCAP Soldiers also excel in their military and professional skills. Two
WCAP Sooldiers were promoted to Sergeant, one to Staff Sergeant,
and one to Sergeant First Class. Eleven WCAP Soldiers graduated
from the Primary Leadership Development Course/Warrior Leader
Course and two from the Basic Noncommissioned Officer Course.
All WCAP Soldiers took collegiate or Army correspondence courses,
with several Soldiers earning bachelor’s or masters degrees.

In Modern Pentathlon, 1st Lt. Niul Manske won a gold medal at the
Pan-American Championship and 2nd Lt. Michelle Kellyell won gold
at the U.S. National Championship. Three WCAP athletes qualified
to represent the USA on the World Cup circuit.
Taekwondo athletes captured three gold medals at the Mexico Open,
two of them by Staff Sgt. Alena Pisarenko who competed in two
different weight classes. Staff Sgt. Pisarenko also won a Silver
Medal at the U.S. Open.
42 Army MWR FY 2005 Annual Report
In all, 2005 was a great finish to the 2006 Winter Olympic cycle.
In addition to the three WCAP Soldiers who made Olympic teams,
two WCAP Soldiers were selected as Olympic coaches: Staff Sgt.
Tuffy Latour as the men’s bobsled coach and Spc. William Tavares as
women’s bobsled coach. Soldier-athletes made an outstanding start
toward the 2008 Olympics where WCAP hopes to improve its record
of seven Olympians and a silver medal at the 2004 Olympics.
Soldier-atheletes (left to right): Spc. Steven Holcomb, bobsled; Capt. Ryan Kirkpatrick, track and field; Staff Sgt. Christopher Downs, boxing; Staff Sgt. Michael Gallagher,
cycling; Sgt. Glenn Garrison, wrestling.
- Photos by Tim Hipps/USACFSC Public Affairs except for photo of Staff Sgt. Downs by Brian Zeck
All-Army Sports Program
The 2005 Army Athletes of the Year and
Coach of the Year (Figure 5-6) were honored
by Secretary of the Army Francis Harvey and
retired Chief of Staff of the Army General Gor-
don Sullivan at the AUSA Winter Symposium in
Fort Lauderdale, Fla. This was the first year
that the Army Sports program recognized non-WCAP athletes and
coaches. Selection was based on athletic abilities and military and
community service. Awardees represent the “best you can be” as
Army Soldier-athletes.
Soldier-athletes in the 2005 All-Army Sports program continued to
dominate Armed Forces team and individual sports competitions.
The All-Army boxing team earned five gold and two silver medals
on their way to capturing a 19th consecutive Armed Forces Cham-
pionship for the Army.
A winter blizzard the week before in the Bronx, N.Y., did not slow
down the All-Army cross country team as they dominated the field
at the Armed Forces-USA National Cross Country Championship.
The men’s team took overall silver in the Armed Forces Champion-
ship; the women’s team ran to 1st place overall and had the top
three finishers in the military category. The men placed in the 4K
nationals and took second place in the 12k. Ryan Kirkpatrick placed
in the top ten amongst national ranked runners in the 12K.
The All-Army bowling team took second place at the 2005 Armed
Forces Bowling Championship in Las Vegas, Nev.
The All-Army wrestling team defended its 2004 Armed Forces title.
Army wrestlers won 38 of 42 matches and captured the Greco-Ro-
man and freestyle team titles in the 2005 Armed Forces Wrestling
Championship at the U.S. Olympic Training Center in Colorado Springs,
Colo. Soldiers won a total of 10 gold and four silver medals.
The All-Army women’s basketball team took second place in the
Armed Forces Championship, missing first by only a point, and looks
forward to taking the title back from the Air Force in 2006.
The US Armed Forces taekwondo team captured three silver medals
and one bronze at the CISM Championship. Most team members
have been on the team for three to four years. The women’s team
placed 5th overall. Individual medalists were:
• Staff Sgt. Yelena Pisarenko - silver in the Women’s Light Division
• Sgt. Petra Kaui - silver in the Women’s Heavy Division
• Sgt. David Bartlett - silver in the Men’s Light Division
• Sgt. Louis Torres - bronze in the Men’s Middle Division
The All-Army Marathon Team captured gold in the 2005 Armed
Forces Championship in Washington D.C. Capt. Emily Brozowski
had a 1st place finish among military women and 3rd place among
overall women.
Due to a bomb threat, the All-Army Ten Miler course was lengthened
and position medals were eliminated. Although no medals were
2005 Army Athletes & Coach of the Year
Male Athelete of the Year
Command Sgt. Maj. William Wade Gunter Fort Richardson, Alaska
Female Athelete of the Year
Sgt. Tamara Baldwin Fort Riley, Kan.
Coach of the Year
Staff Sgt. Robert Bailey III Fort Leonard Wood, Mo.
Figure 5-6
awarded, the All-Army team had the best accumulated time of any
Armed Forces team.
In cycling, Army Reservist Staff Sgt. Michael Gallagher was named
one of eight Americans to represent the US in the World Cyclocross
championships, eventually finishing 11th in the Championship.
The 2005 Armed Forces Women’s Softball Championship in Colorado
Springs drew a cheering capacity crowd from first pitch to last. The
Army won a silver medal, and looks forward to reclaiming gold at
the 2006 Championship.
The All-Army men’s soccer team, in a hard fought match on the fifth
day of competition, defeated a tough Air Force team 2-0 to clinch
the 2005 Armed Forces Men’s Soccer Championship.
The All-Army women’s soccer team did not compete due to lack of
teams for the Armed Forces Championship.
The Armed Forces triathlon team competed in the 2005 World
Military Triathlon at Naval Base Ventura County, Calif. The highest
ranking U.S. female, Capt. Jessica Jones, timed in at 2:02:03. The
U.S. women’s team received a bronze medal in the overall women’s
team category. Army Maj. Mike Hagen secured a silver medal in the
Senior Elite Division Men’s category with a time of 1:52:47. The U.S
team also won silver in the Senior Elite Team competition, bronze
in the Open Female Combined Team Competition, and a Combined
Team Trophy, also called the Challenge Trophy.
In 2005 the Army Sports & Fitness program initiated an automated
application process for All-Army Sports, bringing the application
process into the 21st century. Not only has it allowed Soldier-athletes
to track the progress of their applications, but also provides a more
efficient way of processing applications and doing business.
Army MWR FY 2005 Annual Report 43
Community Recreation

Master Sgt. David Strong and Sgt. 1st Class Jason Sherer do the reverse fly exercise Staff Sgt. Adrian Woodson of the 644th Transportation Company leads an aerobics
with the Thera-Band© system of resistance found in Army Fitness Deployed, a pocket- class of more than 60 participants three times a week at the Logistics Support Area
sized exercise kit. Anaconda in Balad, Iraq.
- Photo by Twylla Stewart - Photo by Spc. Steven J. Schneider

Fitness and Aquatics

Deployed Soldiers continued to benefit from MWR fitness kits in 2005 installations have been asked to validate the ownership of fitness
containing the popular “Strength Training Guide” and Thera-Band© facilities against official HQDA records. Consolidation and analysis
kits. With these kits, deployed Soldiers are able to maintain their of the data should be completed by the end of FY06.
muscular strength and resistance levels regardless of location or
condition of employment. The guide can fit into a Soldier’s BDU The sports, fitness, and aquatics office is coordinating revisions
pocket and the Thera-Band© elastic resistance tubing is portable, to the Army Civilian Training, Education, and Development Sys-
versatile, and easy to use. The guide provides programs and educa- tem. New policy guidance requires that all ACTEDS elements be
tion for the body’s major muscle groups, focusing on progression, standardized, which includes identifying job competencies in order
rest, recovery, and muscle balance. Fitness kits were initially sent to develop career ladders, training plans, and job descriptions.
to 25 power projection and support platform installations, but the Industry, Department of the Army, and DoD benchmarks for staff-
popularity of the kits grew and resulted in requests from deploy- ing and training have been used to revise the system. Updated,
ment locations such as Qatar, Bagdad, Kandahar, and agencies standardized NAF position descriptions will be utilized by all instal-
not usually associated with Army MWR such as the Army Surgeon lations to hire MWR athletic, fitness and aquatic personnel. A new
General’s Office and U.S. Southern Command. sports, fitness, and aquatics organization chart now recommends
training and career ladders for professional staff. These initiatives
More than 80 installation aquatic managers attended an intense nine- have been reviewed by IMA Regional and installation sports and
day training session hosted by the CFSC aquatics staff. Attendees fitness representatives.
were also able to participating in the Athletic Business Conference,
which offered a separate aquatics track jointly developed by ABC The CFSC sports, fitness and aquatics staff are available to answer
and CFSC staff to cover topics relevant to day to day operations, questions from the field regarding standards, regulatory guidance,
such as risk assessments and facility maintenance.Attendees spent policies, or technical questions.
two and a half days in an Aquatic Facility Operators course—a re-
quirement for certification of installation MWR aquatic managers.
The Army breakout session covered Common Levels of Support;
water survival training for deployed Soldiers; facility design; MWR
baseline standards; standardized job descriptions; and Army Civil-
ian Training, Education and Development. Attendees were able to
experience the latest in equipment, supplies, and architecture at
one of the best trade shows in the field.
The CFSC renewed a contract with Functional Fitness to train MWR
fitness facility operators to safely and effectively use fitness equip-
ment. Begun in 2004, training in 2005 was conducted at six instal-
lations: Forts Stewart, Sill, Bliss, Polk, Drum, Riley, and Benning.
Functional Fitness has conducted training at 16 Army installations to
date. Initial evaluations are very positive thanks to an emphasis in
hands-on training, and formal written evaluations (post 6 months)
are also being conducted to analyze effectiveness and use.
Guidance issued in May 2002 from the Under Secretary of Defense
requires Unified Facilities Criteria for all DOD facilities. The CFSC has
met with the other Services to develop and complete a draft matrix
comparison of the initial criteria for physical fitness centers.
The CFSC is coordinating with ACSIM to analyze and crosswalk the
real property on-hand inventory of fitness facilities against Installation
Status Report ratings and MWR baseline standards (staffing, training,
programming, and equipment). The outcome of this analysis will
provide Commanders and other decision makers with an integrated
snapshot of the status of fitness facilities and programs. Army
Spc. Eric Sellers looks on as 1st Lt. Henry Moltz tries
out new equipment at the gym at Bagram Air Base.
Both Sellers and Moltz serve with Company B, 3-504th
Parachute Infantry Regiment.
- Photo by Sgt. Stephanie Hall
44 Army MWR FY 2005 Annual Report
Libraries Outdoor Recreation
Outdoor recreation continues to be
a popular outlet for Soldiers, family
members, and civilians, and program
participation continued to increase
in FY05. The correlation between
outdoor recreation and the military
mission is based on elements of
Army MWR libraries provide knowledge services and support the adventure, wellness, and fitness.
leisure needs of Soldiers and their families 24/7. Library use and Installation outdoor recreation staffs
importance to the community is validated through many surveys, provide a wide variety of high-qual-
including the Leisure Needs Survey, Survey of Army Families, and ity equipment, introductory classes,
the Sample Survey of Military Personnel. Up-to-date collections and specialized programs to meet
and electronic resources emphasize Soldier professional and off- customer needs and interests.
duty education, mission requisites to include the Army’s Chief of
Staff Reading List, general information needs, lifelong learning, and High adventure and wilderness
recreation. Professional staffs manage libraries and their collection activities continue to top the list
organization, and are also available to facilitate online and in-house of patron interests, especially for
research and to excite a love of learning in young readers to serve programs such as geocaching, rock
them over a lifetime. Library programs highlight the collections, climbing, and white-water rafting.
improve literacy and computer skills, enable collaboration between The trend toward high adventure
MWR activities, and offer fun and diversion for family members. activities continues to draw young
Soldiers and youths faster than any
Central purchases by CFSC saved the other user group. Installation ODR
The Next Generation of
Army Intelligence Army $4.1M in FY05 for full-text online programs continued to support families
commercial databases and 2.600 e-books.
Free electronic resources for Army members and their families of deployed Soldiers by providing
These titles and more are accessible
The best soldiers are prepared for any challenge, whether
programs that met their varied needs
through the Army Knowledge Online and schedules.
physical or mental. The U.S Army Community & Family
Support Center helps make the mental preparation
easier by giving you free unlimited access to online
Jennifer Pilkinton, ODR manager at
portal. Soldiers and family members
resources through Army Knowledge Online (AKO).

If you want help studying for an Officer’s exam, checking Fort Monroe, helps customers at the
up on your portfolio or even reading your home city’s

can at any time and anyplace access

newspaper, Army Knowledge Online is your source for
the superior information solutions you need.
Professional staff training in FY05 Colonies Campground.
information that includes practice ver-
When you’re ready, Army Knowledge Online is waiting.
Access is quick and available 24 hours a day, seven days was conducted at Fort Carson, Colo. - Photo by Belinda Baker
Drawing 85 programmers from 76
a week from the base or home.

sions of the SAT Reasoning Test, the

From home, visit
www.us.army.mil

American College Test, the College Level installations, 36 hours of hands-on

Examination Program, the Graduate Re- training and interactive discussion covered experiential program-
cord Examination, the Armed Services ming, current and future construction, and specific guidance on
Vocational Aptitude Battery, Dantes Subject offering programming to home installation patrons. Hands–on
Standardized Tests, and Military Flight training sessions focused on GeoCaching and providing adaptive
Aptitude test. The AKO portal extends Photo Courtesy of U.S. Army outdoor recreation.
the service to Soldiers in Iraq, Kuwait and Afghanistan, and to A fifth group of 11 recreational vehicle and campground managers
Soldiers and family members of the Guard and Reserves. Additional completed training in 2005 that contributes to certification as park
reference support to Soldiers is available 24/7 through the Army- operators. This brings the Army to 60 managers that have so far
wide “Ask a Librarian” program on the AKO Army Library Service completed such training, helping to ensure consistant high-quality
website. Soldiers around the world can post reference questions programs and services for customer’s of Army Recreational Vehicle
and receive responses from libraries. Parks and Campgrounds. Every Army recreation vehicle park and
Deployments are supported with music CD’s, talking books, maga- and campground currently has a certified manager.
zines and recreational reading material. Over a 12 month period, The Recreation Lodging and Recreational Vehicle/Campgrounds
202,975 books were shipped to OIF/OEF deployment sites. A programs continued to generate the highest revenue among ODR
“Read to the Kids” program was also developed and shipped to offerings, followed by Equipment/Sales Centers and marinas.
power projection platform installations and to deployed sites in
Iraq and Afghanistan. During pre-deployment or while deployed, The major challenge for the future of Outdoor Recreation will be
Soldiers can video themselves reading a children’s book and mail to sustain programs and services at a time when much needed
the resulting video or DVD home to their children. resources are limited or not available.
The General Library Information System was fielded to Forts Campbell,
Benning, Bliss, Polk, Bragg, Dix, and to Europe, and eight additional
libraries will be on board by the end of FY06. This web-based
information system provides library services for deployed Soldiers
and the power projection platform libraries that support them. The
GLIS goal is to become a web based information system for all
Army MWR libraries. With GLIS, an automated operating system
can manage patron computers and printers, filter out inappropriate
internet sites for children under 17, and provide deployed Soldiers
the same services as if they were visiting their home library:
• Check the status of library accounts
• Request books from within the system
• Search online catalogs and electronic resources with one “mouse click”
• Ask a librarian for help locating information
• Read newspapers, magazines, and e-books online
• Find materials in other military libraries through the Military Education
Research Library Network.
Competitive developmental assignments are available year-round
for librarians using Army Civilian, Training, Education, and Develop-
ment System funds. A successful Army Library Institute was held Jim Eskridge, ODR manager at Fort McCoy, helps secure a grill
for Pine View guests.
April 2005 in Monterey, CA. - Photo by Rob Schuette
Army MWR FY 2005 Annual Report 45
The 2005 Army Concert Tour; highlights included (bottom left to right) Ted Nugent, The Donnas, Montgomery Gentry, and Lynyrd Skynyrd.
Entertainment
The U.S. Army Entertainment Division continued to increase direct
support to installation entertainment programs and deployed troops.
Support activity grew for the eighth consecutive year with the ad-
dition of three new installation-level theatre programs. Deployed
Soldiers initiatied the programs, and with the support of IMA-Europe
and the USAED two new activities were stood up in Iraq and one
in Turkey. Other initiatives in FY05 included the deployment of
the BRAVO! theater troupe and the USA Express bands to sup-
port Solders in OIF/OEF, the distribution of recreation kits and
“theaters-in-a-box” to the Southwest Aisa theater of operations,
and the initiation of a new program of instruction for Soldier Show
participants, resulting in the award of 12 undergraduate credits for
the successful completion of production coursework and participa-
tion in the Soldier Show tour. The credit program is established
through Rutgers University and will be expanded to include other
USAED programs in FY06.
The USAED detachment maintained 100 percent fill of its Table of
Distribution and Allowances positions but maintained less than 60
percent of its Memorandum of Agreement positions due to issues
related to the Army’s high operational tempo. Soldiers were re-
cruited and attached to fill MOA positions. Despite a shortage of key
personnel, all missions were accomplished all standards were met.
Operational improvements instituted by USAED increased training
of all Soldiers within their respective programs and compensated
for the shortage of personnel/positions during FY06 with new and
expanded recruiting measures.
The 2005 U.S. Army Soldier Show celebrated its 88th anniversary.
With the theme, “Operation America Cares,” the Soldier Show staged
100 performances for well over 113,000 patrons at 50 locations in
CONUS, Alaska, Korea, and Japan.
46 Army MWR FY 2005 Annual Report
The BRAVO! Army Theatre Touring Company fielded two touring units
in FY05. The first unit performed The Complete History of America
(Abridged), a wild romp through America’s history. Deployed from
January to Feburary 2005 to support OIF/OEF Soldiers, the troupe
also toured in the CONUS Northeast and Southeast regions for
two months before entertainment the troops in Honduras, Guanta-
namo Bay, and Puerto Rico. The five-member Soldier unit traveled
27,000 miles through 10 countries and four continents, staging 40
performances for 4,440 attendees. From June through September
2005, a second BRAVO! Production, Private Wars, toured through
the Southeast region and the European region, to include Hungary,
Bosnia, and Kosovo. This five-members Soldier unit traveled 12,000
miles and staged 40 performances to entertain 4,000 attendees.
Army Community Entertainment expanded with new theatre programs
in Ankara, Turkey; Baghdad, Iraq; and Tillil, Iraq. Fort Campbell,
Ky. continued to expand its existing program, and a new activity
was initiated at Fort Lewis, Wash. The ACE currently supports 28
full-time theatre programs and 16 part-time programs worldwide.
An increased number of installations participated in the IMA-Europe
“Topper” and One Act Play Festival, as well as the CONUS Festival
of the Performing Arts. In June, ACE and IMA-Europe represented
Military Theatre Overseas (Region 10 of the American Association of
Community Theatre) at the National One-Act Festival in Kalamazoo,
Mich., with a production of Suberb by Heidelberg’s Roadside Theater
(next page, bottom left). The play won third place in the National
standings and an Outstanding Achievement in Acting award for
Debbie Baur.
The Copyrights and Royalties Program reported 174 produced shows
with 1,214 performances worldwide—a 20 percent increase in ac-
tivity from FY04. Installations reported audiences totaling 84,407
and $911,517 in ticket sale income. For every $1 invested by the
Army in royalties, rentals, and materials, $5.31 was generated for
installations. With the involvement of 4,526 cast and crew members
representing Soldiers, families, community and DOD civilians, the
program received 313,903 hours of volunteer support.
(Top left) The BRAVO! Army Theatre Touring Company; (bottom left) the Best of Battle of Bands, La Orquesta Esencia; (right) highlights from the 2005 U.S. Army Soldier Show.
The Soldier-entertainers of USA Express toured in July and August
to support Soldiers deployed to OIF/OEF and Djibouti and those
stationed in the CONUS Southeast region. Receiving an enthusiastic
response at 30 locations, the tour performed for more than 5,500
Army, Navy, Marine Corps, and Air Force personnel, with the largest
single audience of 800 active duty at Camp Arifjan, Kuwait.
The “The Margaret “Skippy” Lynn “Stars of Tomorrow” Entertain-
ment Contest was held at Fort Belvoir, Va., in January 2005 and
showcased 24 Soldiers representing the best amateur talent in the
Army. Category and overall winners in both competitions received
monetary awards for their installation BOSS and entertainment
programs.
An all-new Military Idol program began as a cooperative effort between
CFSC’s Business Programs Directorate and the USAED under license
from Fremantle Media. From August to September, 36 installations
(20 CONUS and 16 OCONUS) participated in Military Idol, attracting
30,000 installation patrons and significant income for participating
facilities. Thirty-three installation winners advanced to a Military
Idol final competition at Ft Gordon, Ga., in October 2005.
Sisters in the Spirit!
The 2005 Army Concert Tour produced 11 outdoor and two indoor
concerts from May to September 2005 and achieved its best financial
results ever. Talent bookings ranged from country, classic rock,
alternative rock, hip-hop, and comedy genres. Notable perform-
ers included Jo Dee Messina, Montgomery Gentry, Gary Allen, Pat
Green, Terry Clark, Miranda Lambert, Lynyrd Skynyrd, Ted Nugent,
Lover Boy, 38 Special, the Donnas, Crossfade, 112 Juvenile, MC
Lyte, Keysha Cole, Trey Songz, and Carrot Top. Paid attendance
hit 56,959—a 34 percent increase from FY04—and generated instal-
lation revenue of $590K. Combined with sponsorship revenue of
$305K and other sources, program revenues covered 94 percent
of expenses, the highest percentage to date.
The USAED Special Events program supported and produced five
additional events in 2005. The USAED and Al Wash Entertainment
co-promoted a “Sisters in the Spirit” (below middle) tour stop in
Columbus, Ga., with Yolanda Adams, Juanita Bynum, Martha Munnizi,
Kelly Price, Rizen, and band leader Sheila E. The USAED partnered
with Al Wash Entertainment and a Hampton, Va., radio station to
produce “A Picnic in the Park” gospel festival on Fort Monroe. The
USAED also provided production support to the Soldier Show at Ft
Benning, the Military Idol competition at Fort Gordon, and produced
a Latin concert at Fort Benning featuring the legendary salsa artist,
Tito Nieves (below right).
Army MWR FY 2005 Annual Report 47
Community Recreaton Centers Automotive Skills
Community recreation centers (or community activity centers)
deliver a full range of social, educational, cultural and recreational
opportunities to the military community that promotes mental and
physical fitness. Installation CACs provide a single location for
recreation and leisure activities, such as arts and crafts, wood
crafts, special events, meeting rooms, internet cafes, big screen
TV/DVD viewing, board games, chess, darts, billiards and food and
beverage operations.
The 2005 All-Army Chess Champion-
ship brought 12 top Soldier chess
players from the U.S., Europe, and
Korea to compete at Fort Myer, Va.
The top six players advanced to the
Interservice Chess Championships,
also hosted by the CFSC and played at
Fort Myer. The tournament consisted
of six players from each Service
competing for the six slots that form
the U.S. Military Chess Team. The
winners—a Marine, a Soldier, two
Airmen, and two Seabees—traveled
to Kolobrzeg, Poland to compete
against 13 other NATO military chess
teams. The strategic thinking of The Automotive Skills program continues to provide auto crafts
chess hones Soldier military skills facilities with vehicle lifts, tools, and equipment in clean, safe work
while working towards a goal, plan- spaces for self-help privately owned vehicle repair at Army instal-
ning a strategy, and thinking ahead. lations around the world. Collectively, facilities have 1,350 indoor
work bays and 1,400 outdoor work bays available for vehicle repair
Community recreation centers provide a variety of programs to meet and maintenance. Trained staff is available to assist and instruct
customer needs. To support this effort, The Learning Resources less experienced patrons.
Network offers an Army-wide Program Management Institute for Basic automotive classes are offered which develop and broaden skills
Army recreation personnel. The course broadens student horizons of participants and enhance MOS-related Soldier skills. By taking
by offering instruction in finance and budgeting, marketing, promo- advantage of self-help repair in Auto Crafts facilities, Soldiers save
tion, needs assessment, program development, program analysis, an average of $40 per hour—totaling $156M in annual savings.
pricing, and program management. More than 120 recreation
professionals were trained last year on the way to becoming Certi- Many automotive skills programs also operate car wash facilities,
fied Program Planners. In 2005, a more advanced level II class and some OCONUS locations provide stripping and parts yards.
was offered for recreation professionals using what was learned Several shops also offer free winter safety checks, and in the U.S.
in the first class. shops also provide state vehicle inspections for moderate fees.
Some programs offer towing services and parts stores.
The CFSC is coordinating with Stevens and Associates and profes-
sors at Clemson University and the University of Utah to study how Despite continued GWOT deployments which heavily impacted opera-
recreation benefits Soldiers, family members, and civilians. The tions, the Army automotive skills program achieved an NIBD which
study assesses participants’ feelings toward Army Core Values, was only 3.8 percent below that achieved in FY04. Most facilities
resiliency factors, and if recreation programs directly affect his or offered increased programming to support family members during
her retention. A benefits-based recreation programming model the deployments.
can help installation recreation staffs to identify, document, and
articulate installation social problems and offer unique, monitored The CFSC will host bi-annual training for automotive skills program
programs that gather data for performance analysis. Outcomes managers in July 2006. Program staff at installations continue to
can be measured prior to and following the implementation of achieve mechanic certification through the National Institute for
a planned program. Results from the most recent study have Automotive Service Excellence, which broadens their expertise and
been published in Recreation and Parks Magazine as well as CFSC’s increases value to customers.
Feedback magazine.

The 2005 Interservice Chess Championship. (Above and below) The Fort Knox Auto Crafts Shop.
- Photo by Kris D’Alessandro - Photo by Laura Sanders

48 Army MWR FY 2005 Annual Report

Information, Ticket & Reservation Offices
In 2005, Army ITR office operations again suffered from rotation of
military units to OCONUS deployment areas. The program reflected
uneven financial performance from location to location, depending
on the deployment phase that the particular installation experienced.
In general, 2005 operating results were well below five-year aver-
ages as measured by financial performance. After an adjustment
for commercial travel concession fees erroneously attributed to
the ITR office, NIBD was $1.2M compared to comparable adjusted
earnings in FY 04 of $1.5M, a drop of 20 percent. The ITR program
achieved its Army-wide breakeven status for Category B program in
FY 05. This result was achieved despite several locations operating
without benefit of authorized appropriated fund support.
ITR continued to increase revenues from new sources in 2005.
These new-to-program services included commercial travel pack-
ages to Australia via CFSC agreements with Military Tours Australia
and a Marine Corps agreement with Qantas Airlines. While this
has achieved positive response at some CONUS installations, the
greatest interest and participation has been by Soldiers deployed
to OIF and OEF who used the program to arrange their Rest and
Recuperation Leave.
The Joint Services Cruise Program enjoyed continued growth. As
a result of increased sales volume, participating ITR offices now
qualify to offer lower prices to customers while generating higher
commissions to NAF Instrumentalities. The Joint Services Cruise
Program enjoys benefits from a most favored vendor relationship
with Carnival Cruise Lines, Holland American Line, and most recently
Royal Caribbean Lines. In less than four years, the Joint Services
Cruise Program has achieved competitive parity with much larger
travel agencies in the private sector.
Concession fees paid to Army MWR Funds by travel contractors
in 2005 totaled $599.6K. Of this amount, the largest source was
Korea which generated nearly $280K. Europe, previously the Army’s
largest generator of Commercial Travel Office income, saw its fees
fall 98 percent to just $7,651 compared to 2004 income of $395K.
Overall, Army income from commercial travel contracts fell 42
percent; CONUS installation revenues fell 12 percent compared to
FY 04, generating $252.7K.
Blake Harrup and other ITR staff members give away prizes during a Travel Expo at
the Fort Hood Community Events Center.
- Photo by Spc. Nicole Poppe
Arts and Crafts
The partnership agreement between the Army and the National
Endowment for the Arts brought a creative writing workshop to
Fort Bragg in March 2005. The partnership also brought writing
workshops to military installations in Europe, Korea and Hawaii in
June and July in conjunction with performances of Stephen Lang’s
“Beyond Glory”. A new NEA initiative, “Great American Voices”,
will bring free opera and musical theatre performances to 15 Army
installations from October 2005 through May 2006.
2005 All-Army Photography Contest: Sgt. Nicholas Sendelbach’s “Jovial Peek” (left) at
Iraqi schoolchildren was taken from afar with a 200-millimeter lens; in “Past Time” Sgt
Sendelbach captuerd a Soldier reading a book aboard a C-17 aircraft.
- Photos by Sgt. Nicholas Sendelbach
The 2004 Army Photography Contest was conducted in March 2005
at the NEA in Washington, DC. A record number of entries—861
prints and seven short films—were judged by professionals from the
photography field and the NEA. There were 81 military personnel
and 123 military civilians participating from installations around
the world. The 2005 Army Arts and Crafts Contest was judged in
September 2005 in Alexandria, Va. The 306 entries from military,
family member, and DA civilian artists represented a 55 percent
increase from the 2004 contest. The judges, art professionals from
the civilian sector, commented favorably on the high quality of en-
tries. The pottery, wood, and glass categories were very strong in
2005. DA level competitions will be conducted 31 October for the
photography contest and 25 May for the arts and crafts contest.
Training programs delivered by CFSC in FY05 included educational
sessions at February 2005 Crafts and Hobby Association trade show
in Atlanta. Army arts and crafts personnel brought scrapbooks and
program publicity to evening meetings where they shared informa-
tion on arts and crafts programs being offered at their installation.
The CFSC staff presented a slide show of entries in the 2004 Army
Arts and Crafts Contest followed by a discussion of contest guide-
lines. Attendees also shared information about products and crafts
techniques seen at the trade show.
Usage in arts and crafts facilities in 2005 continued strong with
less than a 1 percent variance in gross sales and fees income. The
program is a well-used activity that supports family members and
creates a nurturing and supportive environment during continued
troop deployments in the global war on terrorism. Funding for Arts
and Crafts programs is a current AFAP issue.
2005 Arts and Crafts Contest (left to right): “’Beauty” by Maj. Leon Pennington won
2nd place in Accomplished Ceramics and 1st place in Mixed Media 3-D categories;
“Hawaiian Quilt” by Yuko Westover won 1st place in Novice Fibers; “4AESO/5” vase by
Master Sgt. David Strong won 2nd place in Accomplished Ceramics.
- Photos courtesy of CFSC Community Recreation Directorate
Army MWR FY 2005 Annual Report 49
Business Programs
2005 James A. Carroll, Jr., Awards
Officers’ Club Under $1M Annual Revenue
Tianna Marie Bowden Fort Bliss, Texas
Officers’ Club Over $1M Annual Revenue
Azeb Aweke Fort Myer, Va.
Food, Beverage & Entertainment Activity Over $750K Annual Revenue
Gabriele McCollum Fort Lee, Va.
2005 Excellence in Management Awards
Golf
Mark S. Smith Wiesbaden, Germany
Bobby N. Kaerwer Fort Bliss, Texas
Bowling
Cho, Benedict Chihwan Camp Red Cloud, Korea
Paul Mitchell Fort Knox, Ky.
Barbara Cox Fort Hood, Texas
Recycling Center
Donnie L. Hutchenson Fort Campbell, Ky.
Richard L. Lucas, Sr. Fort Jackson, S.C.
Most Improved Facility
Abdul Qayyum Fort Myer, Va.
Business Manager (Multi-Facility or Community Operations Division)
The new Java Café represents a quick-serve coffee concept offering “We Proudly Brew”
Ronald Telles Fort Bliss, Texas Starbucks Coffee program and a menu including pastries, bagels, breakfast and deli
Figure 5-7
sandwiches, salads, soups and sweets. Pictured is a coffee kiosk version of Java Café.
- Photo courtesy of CFSC Business Programs

Themed Food and Beverage Operations
In FY05, 56 MWR theme operations and 20 Hot Stuff Foods restaurants
were open around the world. These restaurants, both full-service
and quick-service, meet customer demand for fast casual dining
on military installations and generated total revenue in excess of
$21M. There are currently seven projects in construction, 13 in
design, and 28 in planning stages. The MWR theme operations
program also expanded to include the other Services. The Marine
Corps, Air Force, and Coast Guard adopted the program by signing
Memorandums of Agreement with CFSC to operate MWR theme
operations restaurants/snack bars on their bases. Currently, theme
restaurants are open on Marine Corps Air Station Beaufort, S.C.;
Marine Corps Base Quantico, Va.; and Menwith Hill Station Air
Force Base, England.
The newest brand to join the Army’s restaurant portfolio is Java Café.
Development of the brand is almost complete and the concept will
be unveiled in FY06. The new Java Café brand represents a quick-
serve coffee concept offering “We Proudly Brew” Starbucks coffee
program. Starbuck’s coffee, syrups, equipment, paper products,
and distinctive merchandise are all present in Java Café. Java Café’s
menu will include pastries, bagels, breakfast and deli sandwiches,
salads, soups, and sweets. Java Café’s focus is on freshness and
guest value for meals and snacks served throughout the day.
The Name Brand Fast Food program enables installations to offer
nationally recognized quick-service restaurants in MWR Facilities.
Since 2001, 53 assessments have been completed, with 30 rec-
ommendations for implementation. The first Army NBFF outlet,
a Subway sandwich shop, opened in 2003 at Walter Reed Army
Medical Center. Since then, 18 additional NBFF outlets have opened,
including a Dunkin’ Donuts shop in the lobby of the Walter Reed
Hospital and a large, standalone coffee shop named Mainstreet
X-presso “proudly brewing Starbuck’s Coffee” at Fort Bliss, Texas
in 2004. Mainstreet X-presso offers fresh pastries, pannini-grilled
sandwiches, and Starbucks retail merchandise. Due to exchange
rate fluctuations with the EURO, several NBFF operations in Europe
were negatively impacted and are being reviewed; one operation has
already closed. In CONUS, force protection issues and continuing
rotation of Soldiers and families have negatively impacted several
operations; CFSC and AAFES are exploring ways to mitigate these
impacts. Overall, the program has been a success and the Army plans
to continue reviewing locations to place additional operations.
The name brand casual dining initiative meets a demand for casual
sit-down dining and generates maximum revenue for installations.
The first unit to open was a T.G.I. Friday’s restaurant at Patrick Henry
Village in Heidelberg, Germany in 2004. In 2005, nine additional
assessments were completed with positive results. CFSC is soliciting
the NBCD industry for brand partners at four installations in CONUS
and is positioned to open an additional T.G.I. Friday’s in Korea.
Clubs and Food, Beverage, and Entertainment
Army CFBE operations are an integral part of business operations
in Army communities and contribute essential funding to support
MWR programs. The Army operates 213 CFBE facilities world-
wide with a wide variety of programs and services, enhancing unit
readiness and supporting community social needs. More and more
management effort is directed at reducing and eliminating losing
operations. Army benchmarks for food and beverage operation are
also evolving, making them more applicable to everyday use and
a very useful tool to evaluate and compare programs.
For FY05, the Army’s CFBE program (which includes some club
facilities that have Army-branded/theme food and beverage opera-
tions located within their facilities) recorded NIBD of $10.8M on net
revenue of $160.8M, for a return of 6.7 percent. The MWR BOD
standard for FY05 was a positive 8.0 percent NIBD. Net revenue
for CFBE decreased $7.9M, or 4.7 percent, when compared to FY04.
Army Recreation Machine Program reimbursement, down $131K
or 3.3 percent, was the largest factor in the decline of both net
revenue and NIBD for the CFBE program for FY05.
Bingo, a cornerstone of most CFBE operations, continues to thrive
throughout the Army. For FY05, the Army’s bingo program gener-
ated NIBD of $8.4M on net revenue of $44.6M, for a return of 19
percent.
A Catering Module was introduced in January 2006, at the Cater-
source’s 14th Annual Conference and Tradeshow. The module was
developed as a tool for all catering managers to use as a “how to”
guide. The module includes suggestions on how to set up a cater-
ing office for optimal operations; samples of brochures, menus,
follow-up letters, and proposals; hundreds of resources; the latest
trends; ideas for “themed” events; customer handouts to assist in
wedding planning; and much more. Over 200 copies of the catering
module have been mailed out to the field.

50 Army MWR FY 2005 Annual Report

Fort Belvoir, Va.
- Photo courtesy of CFSC Marketing
Golf
The Army’s 57 golf courses recorded NIBD of $11.9M on net revenue
of $70.9M in FY05, a return of 16.8 percent compared to the MWR
BOD standard of 20 percent. This is an 8.2 percent improvement in
NIBD from FY04 while net revenue increased 3.5 percent, attesting
to more efficient operations. The Korean Region had the largest
positive NIBD variance, exceeding FY04 results by $1.1M.
Fort Jackson hosted the All-Army Golf Trials 12-16 September 2005,
and the Marine Corps hosted the Armed Forces Championship the
following week at Parris Island, S.C. The Fort Jackson Golf Course
management and staff are commended for their superb efforts and
results. Although the Army took third place at the Armed Forces
Championship, several newcomers played exceptionally well.
Manager and superintendent training a paramount priority for the
golf program. Texas A&M University again hosted the Golf Course
Superintendents’ Course from 28 November to 9 December 2004
with 30 superintendents representing all four services. With less
funding for course improvements, Army Day presentations focused
on low-cost improvements to courses. Core subjects provided by
Texas A&M included agronomy, irrigation, and developing a mainte-
nance plan. Fifty-five managers and supervisors also attended the
PGA/Armed Forces Golf Managers’ Seminar in Orlando, Fla. in January
2005, immediately followed by the PGA Merchandise Show.
Fort Campbell and Redstone Arsenal requested approval to open
their courses to general public play, bringing the total to 27. Seven
courses are open to veterans in addition to those open to the general
public. This initiative recognizes honorably discharged veterans
for contributions to the country and provides them a highly desired
“perk”. White Sands Missile Range and DSCC (Columbus) received
approval to open courses to surrounding communities.
Construction projects for FY05 include clubhouse and irrigation
system renovations at Camp Zama, Japan, and a new golf clubhouse
at Fort Eustis, Va., as well as golf course maintenance facilities at
Carlisle Barracks, Pa; Fort Shafter, Hawaii; and Camp Walker, Korea.
Total construction costs for the projects are $14.6M.
Club Car, Inc. was awarded single-source provider of golf cars for
Army courses. Where feasible, the Army will transition to an all-
electric fleet. The program calls for a five-year transition to a single
provider with an additional five-years to “enjoy” the standardization.
Golf car fleets will be replaced at 20 percent of Army garrisons per
year, or approximately 4,000 golf cars over a 5-year period.
Fort Bragg’s Ryder Golf Course was recognized in April 2005 by
Audubon International as a certified Audubon Cooperative Sanctuary.
Audubon International, a leading environmental organization, provides
environmental education and conservation assistance to U.S. and
Canadian golf courses. Ryder Course is one of 2,300 certified golf
courses and the first in the Army to receive this designation.
Taylor Gilbert, 4, rests between games at the Fort Meade Bowling Center. Taylor bowls
during junior league activities on Saturday mornings.
- Photo by Jeff Leard
Bowling
In FY05, the Army operated 97 bowling centers with 1,780 lanes.
Patrons bowled 7.4M lines producing $44.3M net revenue and $3.9M
NIBD, 8.8 percent of net revenue. NIBD performance was down
from FY04 which had $42.3M in net revenue and $4.2M in NIBD or
9.9 percent of net revenue. The decline in bowling center usage
from force protection and combat operations began in FY02. Total
lineage consisted of 50 percent – open, 26 percent – league, 20
percent – tournament and other types of bowling, and four percent
promotional. The BOD’s FY05 “green” standards were “break even”
for Category B centers and 20 percent NIBD for Category C centers.
For FY06, Category B standards remain the same and Category C
standards increase to 21 percent.
The All-Army Bowling Team of six men and six women was chosen
at a combined Army/Air Force trial camp held at the Don Carter
Bowling Center in Dallas, TX, Jan 06. Seventeen men and seven
women competed for the Army Team. The Army served as host to
the trial camp and the Armed Forces Bowling Championship. The
Service teams competed for the Armed Forces Championship while
simultaneously competing in the United States Bowling Congress’
National Amateur Championships. By combining resources and
holding the events in conjunction with industry competition, more
Soldiers are afforded the opportunity to compete at the top levels
in the sport.
In construction, a new 32-lane, $7.9M, center was opened at Redstone
Arsenal, AL in Jun 05. The state-of-the-art center contained multiple
party rooms, video arcade, full-service lounge, Strike Zone snack
bar, and an expansive sound and light system for glow bowling. A
new 16-lane, $9.9M, Soldier and Family Entertainment Center was
in design in Vicenza, IT. Funding is on hold for new or renovated
centers at Wiesbaden, GE; Fort Bragg, NC; Fort Gordon, GA; and
Fort Lewis, WA. Seven new Strike Zones opened at Fort Knox, KY;
Stuttgart, GE; Fort McPherson, GA; Yongsan, Korea; Fort Stewart,
GA; Redstone Arsenal, AL; and Fort Story, VA.
To express appreciation to those who serve in the Military, the
Bowling Proprietors Association of America (BPAA) worked with the
Army’s Bowling Program to donate and send 200 bowling lane kits to
troops in Afghanistan, Iraq, Kuwait, and Qatar. The kits consisted of
a heavy duty carpet the size of, and marked like, a regular bowling
lane, 10 plastic pins, and a rubber ball. The kits are lightweight,
portable, and can be used for recreation inside and out.
The Army’s Bowling Center Management Certification Program continues
to certify managers and provides a measurable and recognizable
degree of professionalism.
Army MWR FY 2005 Annual Report 51
Business Programs
Events
Events initiatives in FY05 focused on customer loyalty promotions
and generating new customers for Army clubs, bowling centers, and
golf courses. Several initiatives were cross-promotions with other
elements of the MWR family—the most successful being the Military
Idol promotion. Events personnel assisted with MWR Academy
courses and planned events for and conducting training at the BOSS
conference and the MWR Theme Operations Unit Managers’ Confer-
ence. Events personnel conducted a series of focus groups around
the Army for the Branded Theme Restaurant group to determine
solicit MWR customer preferences on promotions and prizes.
The successful Military Idol Competition, a spin-off of the wildly
popular American Idol television franchise, ended in October with
the finals being web-cast from Fort Gordon, Ga. on Army Knowl-
edge Online. Thirty-six installations held competitions at food and
beverage activities and sent contestants to the week-long finals. In
a 14-day period before, during, and after the finals, AKO recorded
85,000 visits to the Military Idol webpage. Participating installa-
tions considered the program a success, and virtually all would
participate again in 2006. Installation competitions held according
to guidelines reported a significant increase in sales and attendance.
Final winners were: First Place - Sgt. William Glenn of Darmstadt,
Germany; Second Place - Spc. Richard Sianoya of Wuerzburg, Ger-
man; Third Place - Capt. Ron Carden of Fort Knox, Ky.
The “Spin-2-Win” initiative was designed for MWR theme operations.
Centered around 42” and 48” wheels of fortune delivered to 25
Strike Zone bowling center snack bars, three promotions were used
by managers in 2005 to create buzz with bowlers. A “Spin-2-Win
Pizza League” promotion began in October 2005—before league
play began every night, the wheel was spun and the team bowling
on that lane received a free pizza. Two other promotions, “Lucky
Lanes” and “Give It A Whirl–Lineage”, were used during open bowl-
ing. All point-of-sale and promotion components were included
in packages sent to installations in September 2005.
The “Bite Me Combo Craze” promotion was also targeted at increase
combo meal sales at Army theme operations. Launched at 36
quick service theme operations, the promotion featured a pull tab
game where participants won instant prizes awarded at the cash
register. Over 1,500 patrons participated in the on-line portion of
this promotion to win an iPOD mini.
Twenty-one locations hosted a fantasy football promotion in their
MWR food and beverage facilities. The fantasy league was sup-
ported by a fantasy sports kiosk and plasmas screen that allowed
patrons to log in weekly to select their team. Each week top instal-
lation winners received prizes funded by CFSC. Weekly prizes were
awarded to 714 local winners throughout the 17-week promotion.
Top Army-wide winners each week were awarded prizes, and the
cumulative high point winners for the season each won a $10,000
52 Army MWR FY 2005 Annual Report
ZFinal Cover 04-05 7/20/05 10:21 AM Page 1
C M Y CM MY CY CMY K
check funded by promotion sponsors Coors Brewing and MJM Sports.
The fantasy sports machine proved a great tool for managers,
with automated features for couponing, an e-mail database, and
a platform for other fantasy games. The interactive promotion
continues to drive repeat customers into MWR facilities. The Grand
Prize winners of two $10,000 cash prizes were Sgt. 1st Class Colin
McKiel of Fort Dix (the “You Pick” winner), and Spc. Tyrone Caldwell
of Fort Carson (the “Quick Pick” winner).
Golfers at 30 Army golf courses celebrated the Army’s 230th Birth-
day in the summer of 2005 by picking up their putters to try for
$10,000. The “Putt for Dough” promotion was intended to both
outreach into local communities where reciprocal agreements allow
the use of Army golf courses and to promote veteran play at Army
golf courses. CFSC also launched www.ArmyMWRGolf.com to help
golfers find out more information about Army golf courses.
MWR food and beverage facilities teamed up with sports and fitness
to help customers shed holiday pounds and commit to getting fit
in the winter of 2005. A “Lighten Up! Tighten Up!” promotion was
offered by 74 clubs, snack bars and quick-service theme restaurants
at 44 installations, featuring fitness opportunities and prizes. Four
grand prize winners were drawn from redeemed frequent diner
cards. Grand prizes were a BowFlex by Nautilus, two gas grills
from Gardenburger, and a spa vacation sponsored by www.GovArm.
com that included $1500 to off-set travel or spa treatments and
amenities.
The 2005-2006 Business Managers’ Planning Calendar is a continuing
favorite of business and marketing personnel. Published in August
2005, additional copies were distributed at the October 2005 MWR
Expo in Heidelberg, where managers were trained on how to use it
to brainstorm new installation promotions. This popular 15-month
planning tool was designed for and distributed to revenue-gener-
ating club, golf, bowling and theme restaurant managers and the
installation marketing/sponsorship staff. In addition to hundreds
of promotion ideas, this year’s calendar featured customer service
tips, industry events, a month-at-a-glance, and daily calendars.
To enhance current promotions and determine what prizes and
promotional materials entice MWR patrons to visit MWR food and
beverage activities, the Events Division conducted focus groups with
MWR market segments at Forts Myer, Belvoir, Hood, Leonard Wood,
McCoy, Bragg, Knox, and at Stuttgart-Friedberg, Germany. Focus
group responses were consistent with industry findings—speed of
service, value and price, decent food, and friendly customer service
topped the list of what lures patrons into facilities. According to
feedback, promotions and opportunities to win prizes such as gas
cards, electronics, or cash are “icing on the cake,” but patrons look
for all-around quality service.
Joint Services Prime Vendor
The Joint Services Prime Vendor Program began in 1991 as an
initiative to combine the purchasing power of Army, Navy, Marine
Corps, Coast Guard and Navy Exchange food activities. The pro-
gram currently sends products to 800 food activities across the
continental U.S. and into 14 overseas countries.
Current food activity participants include officer and noncommis-
sioned officer clubs, enlisted clubs, community clubs, bowling and
golf snack bars, military school systems, childcare, military hotels,
recreation centers, sports activities, Army lodging, Senate restaurants,
Pentagon private dining rooms, and OCONUS NAF warehouses in
Europe and the Far East. The participant list continues to grow as
more Coast Guard activities and Navy Lodges join.
Contracts save in two significant ways: by establishing a set mark-
up above supplier’s costs and by obtaining rebates and discounts
from manufacturers. The combined purchasing power of program
participants totaled $117.3M in FY05, an increase of $1.7M from
FY04. Contract savings through lower pricing amounted to $15M.
Manufacturer rebates and discounts totaled $2M, an increase of 25
percent from FY04. Total savings was $17M for FY05.
Recycling
In the 25 years of direct MWR involvement in installation Qualified
Recycling Programs, the business of recycling has changed sub-
stantially. The “easy to get” material has been collected, sorted,
sold, and recycled. With only day-to-day functions left, greater
emphasis is being put on expanding into other “profitable” items,
re-energizing garrison activities to fully participate in contributing
recyclable items; and pulling items into the QRP that currently cost
the garrison funds to dispose of (which reduces disposal expenses
while creating net proceeds to the installation).
Almost all MWR-operated QRP’s continue to report a positive bottom
line. In FY05 overall revenue was $9.6M with a $4.5M NIBD—an
increase from FY04 mostly due to timing of payments received and
additional items being eligible for a QRP at bases with industrial
activities. As always, annual results will reflect variations in market-
ability of products, the daily pricing of recyclables items, and the
timing of transfers by the garrison commander of funds from the
installation recycling suspense account to the recycling program.
Demand for recycled content items continues to increase in the
private sector and legislative initiatives should further increase that
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 insufficient 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 products, at least in the short
term, and allow the removal of more items from the solid waste
stream. Installations should coordinate with the DPW, Environment,
and other offices to monitor continuing requirements (i.e, the DoD’s
Pollution Prevention 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 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 first group) may be turned
over to MWR. A balance in the suspense account in excess of $2M
at the end of a fiscal year must be returned to the U.S. Treasury.
Prudent commanders will ensure that funds are distributed from
the suspense account in a timely manner, and that items recycled
through the QRP have a positive or breakeven return. To maximize
installation recycling while not acting as a detriment to the QRP,
items that do not qualify for the QRP should be recycled by other
means and other offices to ensure credit is received to meet the
Measure of Merits’ goals.
Army MWR FY 2005 Annual Report 53
Army Lodging
Fort Stewart Lodging, Ga.
- Photo courtesy of CFSC Business Programs
The Army Lodging Program continued to make great strides through-
out FY05 by focusing on Wellness Plan implementation, customer
service, and enhancing corporate structure through standardization
initiatives. Army Lodging operations at 89 garrison locations provide
customer focused, mission-driven lodging and hospitality services
to support readiness of the worldwide total defense force.
In FY05, 91 percent of the 5.5M occupied room nights directly sup-
ported Temporary Duty or Permanent Change of Station travelers.
With an average cost of $38.77 per occupied room night, the use
of Army Lodging saved $199M in official travel costs compared to
lodging per diem and $19.7M in savings to space available travel-
ers. With a 77.9 percent occupancy rate of available room nights
for 19,488 guest rooms, Army Lodging provided $215.6M in total
NAF revenues. Charged with operating on a breakeven basis,
Army Lodging revenues supported $185M in operating expenses,
$30.6M in local repair, maintenance, and capital purchases, and
$48.8M towards the central Army Lodging new construction and
renovation program.
The Army Lodging Wellness program is well underway with 10 new
construction and 12 renovation projects in various stages of design
and construction. When completed, buildings will be configured
for hotel use with guest convenience features to ensure a quality
hotel experience for Soldiers, civilians and family travelers. Con-
struction groundbreakings were celebrated in 2005 for a 60-room
hotel at Dugway Proving Ground, Utah, a 50-room hotel at Camp
Carroll, Korea, and a 185-room hotel at Fort Lewis, Wash. Each
of these facilities will have varied room configurations to meet the
specific needs of short- and long-term business/student temporary
duty travelers and suites for permanent change of station
families.
Design is nearing completion for additional or replacement
facilities to upgrade lodging accommodations in
Germany, Italy, and Belgium, as well as initial
renovation work at Aberdeen Proving Grounds,
Md., and Yuma Proving Grounds, Ariz. Each of
these projects incorporate standard finish and
furniture specifications to ensure a standard
guest experience among garrisons as well as
to ensure requirements are consolidated for
current and future savings.
54 Army MWR FY 2005 Annual Report
Camp Casey Lodging in Korea.
- Photo courtesy of CFSC Business Programs
Product standardization and consolidated purchasing initiatives con-
tinue to provide consistent products and financial benefits through
centralized contracts and consolidated buys. Thirty-two instal-
lations participated in the November 2005 Annual Consolidated
Buy. Where possible, Army Lodging purchasing requirements were
consolidated with the Air Force NAF Fund Purchasing Office in order
to maximize total volume discounts for both Services. Purchases
were consolidated for items ranging from total guest room fur-
niture packages to televisions and coffee pots, resulting in total
discounts estimated at seven percent in comparison to normally
available government pricing. Central contracts for standard hotel
linen, amenities, registration supplies, and other consumable items
resulted in estimated savings of more than $432K.
The partnership between Army Lodging, AAFES, and Sprint telecom-
munications brought hospitality telecommunications systems to 28
Army Lodging sites and $601K in service commissions to the Army
Lodging program in FY05. As directed by the February 2005 MWR
Board of Directors, telecommunications will be expanded to include
in-room high speed internet access; installation has been completed
for all guest rooms at 28 CONUS and 19 OCONUS locations and will
be completed at all operations by the end of FY06.
By the end of FY05 36 lodging operations had completed the transi-
tion to a central CB&T CONUS credit card processing contract. This
agreement has reduced the average processing fee to 2.2 percent
of total transactions compared to a historical average of 3 percent,
resulting in a savings of $411K for FY05 alone. Eleven of the 19
remaining CONUS garrisons are preparing to convert services under
the central contract. OCONUS operations continue to benefit from
credit card processing services through AAFES, with fees of 1.65
percent of total transactions.
Army Lodging professional development focuses on the Army
Lodging Penn State University curriculum and the Performance
Plus Program from the Educational Institute of the
Amercian Hotel and Lodging Association. Penn State
offers a well-rounded curriculum of management
and supervisory courses, as well as certifications
in Advanced Hospitality Management and Strategic
Hospitality Leadership. On-site line level curricu-
lums, certifications, and organizational training
Performance Plus curriculums offer individual and
group training opportunities for line, supervisory,
and management staff.
 2005 Army Lodging Awards
Operations of the Year

Small Category: Hunter Army Airfield, Ga.

Medium Category: Kelly Hotel, Stuttgart, Germany

Large Category: Fort Wainwright, Alaska

Super Category: Fort McCoy, Wis.

Employees of the Year

Manager of the Year: David S. Sherrick, Vicenza, Italy
Supervisor of the Year: Robert Portillo, Vicenza, Italy
Employee of the Year: Georgette Lopez, Fort Rucker, Ala.
Figure 5-8

Groundbreaking at Fort Lewis, Wash., in November 2004.

- Photo courtesy of CFSC Business Programs

The growth of the Lodging Success Program continues. With 49

commercial hotels under contract through September 2005, the
LSP resulted in 248,544 discounted room nights in FY05 and a
cost avoidance to government travel accounts of $5.2M. New LSP
areas added in FY05 are:
• Fort Bliss, Texas
• Fort Belvoir, Hampton, and Charlottesville, Va. (Langley Air Force Base; Fort
Monroe; and The Judge Advocate General’s Legal Center and School)
• Carlisle Barracks, Pa.
• Fort Meade, Md.
• Redstone Arsenal, Ala.
• Oceanside, Calif. (Camp Pendleton USMC)
In FY06, LSP expansion is planned for Fort Sill, Okla.; Fort Huachuca,
Ariz.; Fort Leonard Wood, Mo.; Fort Knox, Ky.; Fort Rucker, Ala.; and Groundbreaking at Camp Carroll, Korea, in November 2004.
Fort Lewis, Wash.; as well as additional hotels to support demand - Photo courtesy of CFSC Business Programs
at Aberdeen Proving Grounds, Md., and Fort Lee, Va.
Responding to commercial lodging management recommendations
made by the DoD Business Iniative Council, the LSP was expanded
to the Air Force at Langley Air Force Base, Va., and the Marine
Corps at Camp Pendleton, Calif. Expansion is planned in FY06 to
Quantico, Va., and MacDill Air Force Base, Fla.
The Central Reservation Center fielded 98,000 calls in FY05, a de-
crease of 10 percent in volume from FY04. Room nights booked for
the fiscal year were 331,000, a seven percent increase from FY04.
The CRC processes 100 percent of LSP reservations and is supported
by a program surcharge allowing breakeven operations.
Installation managers identified a need for a comprehensive directory
listing all of the Army’s facilities. As part of lodging’s commitment
to provide quality service, a pocket directory was developed to as-
sist guests in making lodging reservations. The credit card-sized
foldout pocket directory contains phone and fax numbers, website
listings, and other information for worldwide lodging operations.
Pocket directories were distributed to lodging operations in May 2005
and are available to guests at check-in. A printable version of the
directory is available at http://www.army.mil/cfsc/documents/lodg-
ing/worldwidedirectory.pdf.

Groundbreaking at Dugway Proving Ground, Utah, in June 2005.

- Photo courtesy of CFSC Business Programs

Army MWR FY 2005 Annual Report 55

Armed Forces Recreation Centers
The Army serves as the DoD executive agent for Armed Forces
Recreation Center joint-service facilities. AFRCs provide quality,
wholesome, affordable, family-oriented vacation recreation oppor-
tunities to servicemembers, their families, and other authorized
patrons (including official travelers) of the Total Defense Force.
AFRCs consist of full-service resort hotel properties at the Hale Koa
Hotel® (Honolulu, Hawaii), the Shades of Green® (Orlando, Florida),
the Dragon Hill Lodge® (Seoul, Korea), and the Edelweiss Lodge
�
�
Hale Koa Hotel©
The Hale Koa Hotel® started off FY05 with state-wide recognition
for its commitment to preserving and complimenting “green space”
on the grounds of Fort DeRussy and the Hale Koa Hotel® by being
presented the 2004 Betty Crocker Landscaping Award in the Xeri-
scape Garden Category by the environmental group Scenic Hawaii.
The resort was also honored with the prestigious Green Award by
Hawaii’s Governor, the Honorable Linda Lingle. The Green Award is
presented annually to the top six businesses in Hawaii to recognize
energy efficiency, water conservation, recycling, and environmentally-
friendly landscaping. Receiving this award on behalf of the Hale
Koa Hotel® was John Jefferis, General Manager; Mark Rugenstein,
Chief Engineer; and Heidi Bornhorst, Landscape Director. The Hale
Koa Hotel® continued its landscaping progress with the completion
of the Maile Garden, the resort’s newest outdoor venue for catered
events and functions.
Longtime Hale Koa Hotel® Executive Chef Rolf Walter was honored
as an elite member of the Society of Chefs in the American Culinary
Federation. This elite status was bestowed by the American Culi-
nary Federation Chefs de Cuisine Association of Hawaii. Executive
Chef Walter is not only one of the original employees of the Hale
Koa Hotel®, but is also the resort’s original Executive Chef since
opening to guests in 1975.
FY05 was a banner year for the the resort’s performance—by year-end
the resort’s NIBD was twenty percent above its projected budget.
Effective manpower management, increases in food and beverage
bottom-line through innovative new promotions, and continued
excellence of products/events all contributed to this success. The
Hale Koa Hotel® continues to excel at catered events such as wed-
dings, birthdays, celebrations, and special events, and the catering
business receives outstanding guest compliments and results.
56 Army MWR FY 2005 Annual Report
and Resort (Garmisch-Partenkirchen, Germany). With construc-
tion of a new 330-room Edelweiss Lodge and Resort in Germany,
expansion and renovation of the Shades of Green® in Florida from
287 to 586 rooms, expansion and renovation of the Dragon Hill
Lodge®, and ongoing renovation of the Hale Koa Hotel®’s original
30-year-old Ilima Tower, the AFRC fleet is optimally configured to
meet the needs of today’s military market.
Shades of Green©
The Shades of Green® was approved as a “secure site” this year,
allowing the resort to host classified DoD meetings up to and includ-
ing Secret. Shades of Green® is now “one of a kind” as the only
“off-post” resort able to host such meetings.
Increasing numbers of Soldiers returning from Iraq and Afghanistan
took advantage of Shades of Green®’s programs in FY05. More than
2,000 sponsors stayed at the resort with their family members for
an average four days, enjoying resort amenities for the reunifica-
tion with families.
In addition to offering swimming pools and tennis courts, the resort
negotiated a “Space-A” golf program with Disney’s pristine Pro Golf
Association Championship courses at a discounted rate of $45.00.
By comparison, resort and day guests to Walt Disney World® Resort
pay $129-$155 plus tax. As Disney golf cancellations occur or
tee-times become available, Shades of Green® guests can reserve
tee-times and play the “Pro” courses. This year guests enjoyed
more than 700 rounds of golf, ensuring that many tall tales were
overheard in the “Eagles Lounge”. The most important guest en-
hancement, however, was the introduction of “Extra Magic Hour” at
Walt Disney World® Parks. When guests purchase Disney tickets at
the Shades of Green® Attraction Ticket Sales Office, they’re allowed
early access to a different park each day and can stay at the park
after normal crowds have departed.
The first “Summer Fun in the Sun” package specials were offered
from August to September. Packages ranged from a basic five-
night stay and complimentary breakfast to the popular first-class
customer service offered in a six-day “Ultimate Access” VIP package.
Some packages included an up close and personal Backstage Safari
experience with exotic animals at Disney’s Animal Kingdom Park,
but the most exciting adventure for many guests was a private
cooking demonstration of Tuscan cuisine as served in the resort’s
specialty restaurant, Mangino’s. Package specials may continue
to be offered on a seasonal basis.
The Shades of Green® launched an improved website at www.
shadesofgreen.org.
AFRCs achieved a combined net revenue of $155.9M and NIBD of
$30.2M in FY05 compared with revenue of $123.4M and NIBD of
$19.4M in FY04 when both the Shades of Green® and the Edelweiss
Lodge and Resort were either closed or at reduced operations.
AFRC occupancy remained stable at 94 percent of available room
nights.
Effective in FY05, a new USACFSC Director of Hospitality Manage-
ment now provides direct, day-to-day oversight and management
of AFRC and Army Recreation Machine Program operations.
Dragon Hill Lodge©
The management and staff of the 394-guestroom Dragon Hill Lodge®
are proud to be “serving those who serve.” Dragon Hill Lodge®
extended its “Warrior Express” program to all military units, offer-
ing a one-night stay, discounted meals, and a choice of activities
in the Seoul area for $59 per person and an activity fee. This
program offers military units a valuable tool for their incentive
programs while also introducing wholesome Korean entertainment
to military personnel.
The combination of assignment incentive pay and troop relocations
on the Korean peninsula have shifted the hotel’s focus from the
leave/pass business to providing enhanced guestroom packages
for those who want a great Dragon Hill Lodge® experience. The
“Romantic Getaway” package offers an elegant night’s stay dessigned
for romance with champagne, chocolate-covered strawberries pre-
placed in the room, rose petals, bubble bath, and a gift certificate
to Sables, the hotel’s elegant but affordable restaurant. Other
packages include various Korean tours and sport activities such as
skiing, shopping, health fitness, beauty packages, and more. The
latest offering is the “Family Package”, containing a family suite,
restaurant coupons, and admittance to two famous Korean amuse-
ment parks, Lotte World and Seoul Land.
In FY05, the 480 dedicated employees of the Dragon Hill Lodge®
produced 135,696 occupied guestrooms—a 95.7 percent occupancy
rate; served 831,898 meals; monitored 1,958 POiNT fitness center
visits; and managed 746 Hartell House memberships. The resort
achieved $40.7M in total revenue and $16.5M NIBD for the year.
The AFRCs are a force multiplier for military readiness, retention,
and well-being objectives. AFRCs directly support rest and recupera-
tion of servicemembers on R&R and Block Leave from Operations
Iraqi Freedom and Enduring Freedom. R&R programs are deeply
discounted with reduced rate packages for accommodations, food
and beverage, tours, and entertainment.
Edelweiss Lodge and Resort
The Army’s newest and largest MWR facility in Europe, The Edelweiss
Lodge and Resort, opened it’s doors for U.S. Servicemembers and
their families on 15 September 2004. The rustic mountain lodge
is located in the heart of the German Alps with 330 guest rooms,
three themed restaurants, a wellness center, and a 17,000 square
foot state-of-the-art conference center, and proved an instant hit
throughout the European Command.
Located in the 1936 Winter Olympic town of Garmisch-Partenkirchen,
the Edelweiss Lodge and Resort offers visiting Servicemembers a
large selection of programs and activities. The Edelweiss is only
a short traveling distance from famous Bavarian castles, popular
tourist cities of Munich, Innsbruckm, and Salzburg, and breathtaking
day trips through Austria, Switzerland, and Italy.
The Edelweiss Lodge and Resort is unlike the former AFRC-Europe
resort facilities which were mainly constructed prior to the start of
World War II for purposes other than hotel accommodation. “For
those Servicemembers and families who just want to relax and
recover, they can experience a wonderful family vacation without
ever leaving the building,” said Richard E. LeBrun, General Manager
of the Edelweiss Lodge and Resort.
In its first year of operation the Edelweiss achieved an occupancy
rate of 93 percent, with 276,963 Service and family members
vacationing at the resort. Included in these numbers were 12,300
Servicemembers and their families on R&R and Block leave from
serving in Iraq and Afghanistan who were taking advantage of
the Army’s special Edelweiss Lodge and Resort “Operation R&R”
program.
Army MWR FY 2005 Annual Report 57
Army Recreation Machine Program
New ARMP prototype of the multi-player on-line games (MPOGs) at Fort Gordon’s
Soldier Recreation Center.
- Photo courtesy of CFSC-Business Programs
Army Recreation Machine Program FY05 slot machine revenues,
boosted by the popularity of coin-free systems and state-of-the-art
machines, increased to $115.1M. Faced with industry-wide declines
in product availability and consumer interest, FY05 amusement
machine revenues were down slightly to $7.9M from FY04. The
overall total program benefit distributed to installations, Commands,
and the ARMP Trust Fund was $97.6M (Figure 5-9).
In FY05, ARMP converted an additional 39 locations and 769 ma-
chines to coin-free. Slot machine revenue earned per direct labor
hour expended in MWR locations in support of slot operations has
increased from $3,216 in FY01 to $21,640 in FY05. This increase
in productivity is a result of increased revenues and significant
decreases in labor required to support day-to-day slot operations
in the coin free environment. Cumulative life-to-date manpower
savings by MWR since FY01 total more than 38.4 man-years.
ARMP completed coordination for the Army’s new partnership with
the U.S. Navy in the Far East and Europe. ARMP installed 103
machines in four Navy locations in Okinawa and Chin Hae, Korea
in June 2005. Installation of machines and establishment of ARMP
field offices in support of Navy Operations in Italy, Iceland, Spain,
and Greece is planned for early FY06. These European installa-
tions will add an additional 308 machines in 23 locations to the
ARMP operational footprint. This mutually beneficial partnership
will result in additional funds for the AMWRF and provide the Navy
with coin-free games and turn-key operation support.
New joint amusement machine partnerships with other Services
in FY05 included Tyndall AFB and Garmisch AAFES. Additionally,
ARMP also began operations to support Fort McPherson MWR. In
an effort to mitigate losses in revenue from amusement machines,
ARMP began testing and evaluation of digital technology products
that have proven promising in first-generation fielding of multi-
player on-line games in locations at Fort Benning and Fort Gordon.
The development of this new business opportunity reflects current
trends in demand for digital products such as photo printing, ring
tones and music downloads, and telecommunication, internet and
e-mail services.
Army Recreation Machine Program
FY05 Financial Performance Results ($M)
Army Navy USMC USAF
Revenue - Slots 93.33 3.09 18.64 --
Revenue - Amusements 6.36 0.20 0.58 0.73
99.69 3.29 19.22 0.73
Total Program Benefit $ 78.94 $ 2.64 $ 15.83 $ 0.18
58 Army MWR FY 2005 Annual Report
Information Management
FY05 was a significant year for the sustainment of MWR Management
Information Systems. Specific accomplishments include:
• Time Labor Management System (TLMS): updated the Tips
and Gratuities module and commenced movement of the ap-
plication to a web-based system.
• Financial Management and Budget System (FMBS): version 2.0
focused on changes to better support the Installation Manage-
ment Agency.
• Recreational Tracking System (Rectrac!): version V2 focused
on bringing fielded systems into compliance with the approved
Systems Security Authorization Agreement; 2,500 users were
trained in the use of Rectrac version 9.5.
• Standard Management Information Reports for Finance (SMIRF):
SMIRF was upgraded to a newer database version of ZIM;
the O3 product (allows user defined views of financial data in
graphical and spreadsheet format) was implemented on the
primary CONUS Application Service Provider server at CFSC.
• Standard NAF Automated Contracting System (SNACS): all
five SNACS’ sites were operational in FY05; the Contingency
of Operations Plan site at Rock Island Arsenal was exercised
in FY05—modifications will be implemented in FY06 to prevent
future data corruption.
• Child and Youth Management System (CYMS): fielding efforts
focused on compliance with the Systems Security Authorization
Agreement and implementing version 9.5.
The Enterprise Architecture Configuration Control Board and the
MWR Working Group approved the IT Strategic Plan, ensuring that
customer requirements are validated and supported, that critical
resources are maximized by providing the right solution the first
time, and that information systems are reliable and secure.
The Requirements Analysis and Architecture Division focused on
implementing the Army Portfolio Management System for Domain
Governance. Work continued on enterprise architecture develop-
ment, configuration management, information system certification
and accreditation, and validation of customer requirements.
The following progress on enterprise architectures development
was made in FY05:
• Completed the Information Technology Procurement Process
• Completed the CFSC Headquarters Network
• Completed the Information Management Tracking System
• Advanced the MWR EA “As Is” from version from 1.5 to 1.75
and released the MWR EA “To Be” version 2006
The EA Maturity Assessment and Reporting Tool advanced from version
USCG Total
2.2.1 to 2.2.3. The EA Development Plan was updated and the EA
Program Management Plan was developed and implemented. Army
-- 115.06
MWR was awarded the E-Gov “Excellence in EA” for 2005 from the
0.01 7.88 E-Gov Institute and the Federal Enterprise Architecture Consortium
0.01 122.94 in September of 2005. This award signifies and validates the great
work Army MWR has been doing in EA development.
$ -0.02 $ 97.57
Figure 5-9 Overall, systems identified as “Red” (deficient) in the Army Informa-
tion Technology Registry were reduced by 92 percent.
NAF Contracting
The goal of NAF contracting is to provide strategic communication,
resources, policy, guidance, and oversight to foster and facilitate a
cost effective and efficient worldwide NAF acquisition process. The
CFSC NAF Contracting Directorate, in partnership with IMA, continued
to support DoD and Army MWR, Army Lodging, and Civilian/Post
Restaurant Fund programs in FY05. Key initiatives for the year
included test and deployment of enterprise information technology
solutions at Army locations, continued success with consolidated
contracts, and contracts for renovation, major, or minor construction
projects and public private ventures at installations.
The major revision to AR 215-4, NAF Contracting Regulation was
implemented in March 2005 which included new NAF contracting
forms, contract clauses and provisions. The Standard NAF Auto-
mated Contracting System is used as the only source for contracting
professionals to use forms, clauses and provisions prescribed by
the regulation. This provides users of SNACS better tools to issue
uniform contract documents for NAFIs
For the year, approximately 3,000 NAF purchase card holders world-
wide completed over 300,000 transactions purchasing $125M in
goods and services, yielding in excess of $1M in NAF rebates.
In FY05, construction projects valued at over $337.1 M were pro-
cessed through acquisition development, through the construction
completion and warranty phases. The construction program, in
support of Army Lodging, had $78.2M in new lodges awarded or
under construction while $55M in new lodges were under devel-
opment. A large maintenance and repair program for 10 Army
Lodges, totaling $29.4M, was under development, or construction.
Additionally, 29 Marine, Navy, NEXCOM and AAFES projects, totaling
$102.4M, were in development, construction or had been completed
and were in warranty.
The Army Lodging Success Program continues to expand. There
are currently 60 contracts with partner hotels for 20 geographical
locations. Contracts supporting DoD travelers, military training, and
student services are averaging negotiated room night rates of 20
percent below per diem showing a savings in FY05 of $5.2M. The
Lodging Centralized Procurement Support cell processed purchase
requests in excess of $19M in support of Army Lodging locations
worldwide. Consolidated purchases made during the Army Lodging
annual “show-buy” program were $2.5M with additional discounts
up to 10 percent. With the sustained growth of Army Lodging
programs, further program savings resulted from continuing central-
ized contract support. Centralized contract initiatives for lodging
resulted in a total purchase volume of $1.4M and $278K in sav-
ings. In support of the Armed Forces Recreation Centers, Shades
of Green and Edelweiss Lodge and Resort, seven service contracts
were awarded for a total of $20M with an anticipated savings of
$5M in personnel costs.
Contract support to IMA regions and installations also realized
significant savings to the Army in FY05. Two IMA consolidation
initiatives using centralized funding and purchasing were executed
in FY05. Two centralized contracts for cardio equipment achieved a
combined savings of $269K. One centralized contract for golf cars
leveraged the Army’s buying power, achieving an average savings
of $1,122 per car. Orders were also awarded to support Stars and
Stripes, “America Supports You,” purchases for USAG Heidelberg,
the Pentagon Athletic Center and the Civilian Welfare Fund. Con-
tracts were also awarded for a financial audit for IMA-Europe and
North West Region.
The Joint Services Prime Vendor Program began in 1991 as an
initiative to combine the purchasing power of Army, Navy, Marine
Corps, Coast Guard and Navy Exchange food activities. The pro-
gram currently sends products to 800 food activities across the
continental U.S. and into 14 overseas countries.
Current food activity participants include officer and noncommis-
sioned officer clubs, enlisted clubs, community clubs, bowling and
golf snack bars, military school systems, childcare, military hotels,
recreation centers, sports activities, Army lodging, Senate restaurants,
Pentagon private dining rooms, and OCONUS NAF warehouses in
Europe and the Far East. The participant list continues to grow as
more Coast Guard activities and Navy Lodges join.
Contracts save in two significant 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 $117.3M in FY 2005 an increase of $1.7M over FY
04. The contract savings through lower pricing amounted to $15M.
Manufacturer rebates and discounts totaled $2M which is an increase
of 25% from FY 04. Total savings was $17M for FY 05.
Other contract initiatives in FY 05 included:
• PPV contract administration that generated approximately $1M
income to their respective installations since inception.
• Administration of contract for the Hotel Thayer and the Inn at
Schofield Barracks.
• Food concession contract in support of Qatar ASG.
• Service contract for club operations in support of OIF and OEF
troops on 3-4 day passes at Qatar ASG.
• Implementation of a MWR electronic shopping mall (eMall)
to provide one-stop shopping capability via the Internet for
NAF purchase card holders to use to compare pricing, make
purchases, and obtain cost savings. To utilize the eMall and
for more Information visit www.mwremall.com.
Army MWR FY 2005 Annual Report 59
Marketing Communications
Army MWR contributes to Soldier readiness and retention through
many programs and services designed to enhance quality of life
and well-being for active duty and retired Soldiers, their families,
and Army civilians. The CFSC’s marketing communications efforts
to develop a cohesive and strategic MWR identity reinforces this
mission and is an integral part of CFSC operations.
One element of the MWR strategic communications plan is to engage
both customers and employees and educate them about the scope
and relevance of MWR programs and services through promotion
of the MWR brand. To further strengthen the brand, Marketing
Communications developed a six-month image campaign to boost
customer recognition and continue momentum for the MWR brand-
ing initiative among MWR employees. More than 180,000 branded
promotional items were sent to installation and region marketing
departments to be utilized at local MWR events and programs to
drive participation, build awareness, and increase recognition.
Marketing is an integral part of strategic planning and business
operations. To assist Army garrisons with developing MWR mar-
keting plans, the Marketing Communications Division distributed a
software package, Marketing Plan Pro, which automates the planning
process and enables installation marketing professionals to work
with program managers to develop effective, actionable market-
ing plans. The software standardizes the marketing plan platform
for Army MWR, manages the step-by-step process of creating a
marketing plan, provides embedded calculations for budgeting, and
facilitates identification of marketing needs. Marketing Plan Pro aligns
MWR marketing planning with industry standards and establishes
a single Army-wide format recognized by marketing experts. The
marketing plan software will assist garrisons in achieving strategic
goals, improving operations, and give MWR marketing offices the
advantage of having a standardized planning tool.
The “Marketing Plans for Activity Managers” online course, a col-
laborative project between CFSC marketing communications and
the MWR Academy, is designed to further enhance marketing results
within MWR. The online course provides instructions for developing
an activity marketing plan that follows the framework established in
the Marketing Plan Pro software. The course is scheduled to ‘go live’
at www.mwraonline.com in 2006, and is recommended for anyone
involved in program or event planning. Upon completing the course,
activity managers will have developed an actual marketing plan The CFSC websites provide information to eligible MWR patrons
for their activity that will serve as a roadmap for building stronger and professionals, as well as the general public. ArmyMWR.com
relationships with customers, establishing increased value for their promotes MWR programs to our patrons and the public at large, and
MWR activity, capturing customer interest in their products and serves as a customer-focused information center for MWR activities
services, and ultimately driving increased participation. such as travel, recreation, family programs, and features news and
events relevant to the Soldier, family member, retiree, and civilian.
The website delivers an average of 800,000 webpage views monthly
and is supplemented by commercial advertising and sponsorship.
As the face of the MWR brand, this site delivers a consistent image
and message for customers, employees, and the American public.
ArmyMWR.org features information for the MWR professional at all
levels and functional areas. More than 540,000 documents were
downloaded in 2005, featuring specialized information and policy
guidance for MWR programs.
The Army MWR Leisure Needs Survey measures leisure activity
participation, patron preference, usage, satisfaction levels, and
perceived quality of installation MWR programs and facilities. The
LNS is a cost-effective MWR program and service survey tool pro-
vided to installations triennially by CFSC. Administered centrally
at significant savings, the survey provides data for the five-year
program planning process and meets Installation Status Report
requirements as well as the needs assessments requirements in
chapters two, five and ten of AR 215-1. The LNS eliminates the need
to conduct local surveys to meet these requirements while gaining
the ability to compare MWR programs Army-wide. The latest LNS
was fielded in 2005. Ninety-two custom surveys were developed for
installations participating in the 2005 LNS. The survey included four
population segments of eligible MWR patrons—Soldiers, spouses of
Active Duty Soldiers, civilian employees, and military retirees—and,
for the first time offered respondents the option to complete the
survey online. A comprehensive installation report will be provided
to each installation in electronic format in 2006. Each report will
provide patron data in the form of a complete, queriable database
consisting of both installation specific and cumulative regional and
Army-wide data.
60 Army MWR FY 2005 Annual Report
 Public Affairs
In 2005, the CFSC Public Affairs Office continued to tell the CFSC
and Family Programs story through civilian and military media
outlets. Thanks to the office’s award-winning broadcast journalist,
more than 800 civilian cable broadcast media outlets showed stories
of Soldiers and families being supported by the over 50 programs
and services CFSC provides.
The Public Affairs Office also forged a stronger relationship with
Department of the Army Public Affairs to leverage the resources
of both organizations to ensure our stories are told to the widest
possible audience. This partnership was especially important in the
run up to the 2006 Winter Olympics in Torino, Italy. Throughout
2005 Soldier-athlete participants were featured in a variety of media
as they strived to make the U.S. Olympic team.
The CFSC Public Affairs Office generated 69 press releases in 2005.
More than 121 video and radio news releases and 22 special video
projects were produced for Soldiers Radio and Television, includ-
ing special video releases for the U.S. Army Soldier Show and the
Soldier-athletes vying for a slot on the U.S. Winter Olympic Team.
These video releases were included in a biweekly 30-minute Soldiers
Fort Bragg’s 1st place winners in the 2005 Scion Slam “3-on-3” tournament.
- Photo courtesy of CFSC Corporate Sponsorship and Advertising
Radio and Television news magazine “Army Newswatch,” which is
distributed to more than 800 civilian cable stations nationwide,
reaching millions of households.

Corporate Sponsorship and Advertising

The mission of the CFSC Corporate Partnership Branch is threefold:
partner with Corporate America to generate revenue for flagship
MWR programs, develop national partnership programs which result
in additional funding for installations, and provide training and
consulting to MWR sponsorship and advertising professionals.
The Army-wide sponsorship and advertising program revenue re-
mained steady in FY05 at $5.6M in cash. In-kind sponsorship
increased to $6.3M in products and services compared to $5.8M
in FY04. The CFSC Corporate Partnership Branch generated and
transferred more than $629K in sponsorship and advertising revenue
to installation MWR funds in FY05.
The CFSC Corporate Partnership Branch successfully negotiated pack-
age sponsorship and advertising agreements that directly benefited
Army installations. In FY05, Army MWR negotiated new partnership
opportunities and maintained several existing corporate relationships
that generated additional revenue and special event programming
for Army installations. A new addition to Army MWR’s sponsorship
portfolio was the “2005 Scion Slam 3 on 3” military basketball tour.
CFSC partnered with installation BOSS, recreation, and business
programs, and an event marketing agency representing Scion, to
provide a fun, interactive event for Soldiers to enjoy.
CFSC-hosted MWR events, such as the U.S. Army Soldier Show
and the Army Concert Tour, continue to be flagship programs for
corporate partners to sponsor. The CFSC Corporate Partnership
Branch continues to negotiate Army-wide advertising programs with
clients such as AT&T that result in installation revenue. All funds
generated through the program are transferred in their entirety to
participating installations.
In FY05 several Army sponsorship and advertising training oppor-
tunities were offered to installation MWR professionals, including
a special negotiated military rate at the sponsorship industry’s
premiere event marketing conference.

Army MWR FY 2005 Annual Report 61

Notes
Dollar figures used in the text and charts are
rounded to the nearest $100 thousand.
Throughout this report, “$M” designates millions,
and “$K” designates thousands.

Publication of the:
U.S. Army Community and Family Support Center
4700 King Street
Alexandria, Virginia 22302-4419

For information or additional copies, contact the

Strategic Planning and Policy Directorate:

Mr. George A. Gallagher

Director
Phone 703.681.7432

Mr. Tim Whyte

Chief, Strategic Planning Division
Phone 703.681.7425

Mr. Joseph Trebing [Editor]

Strategic Planning Division
Phone 703. 681.7424

Additional 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