TE_CA_01-00 _FMWR-DS_HB_Nov15.pdf

Family & MWR Delivery System “DS” Handbook

Combining Progressive Ideas with

Aggressive Strategies

A Tool Kit to

Exceed Today’s Challenges

Table of Contents

Chapter 1 Introduction & Background

Chapter 2 The Process

Chapter 3 Operations

Gathering Data

Developing an Action Plan

Educating the Community (Communicating the Action Plan)

Implementing the Action Plan

Evaluation Strategies

Chapter 4 Conclusion

Case Study

Sample Programming Menu

Background and Methodology

Chapter 1: Introduction & Background

G9 Mission

FMWR provides programs and services which support the Recruitment, Retention and Readiness of America's Army.

G9 Vision

A Team of Professionals who Enable Soldiers and Families to Lead a Healthy, Balanced Life.

FMWR-DS

Is a package of strategies designed to maximize the effectiveness and efficiencies in the delivery of programs and services. DS is not a program, but a process that is much more than partnerships and special events. The tool is also useful as an internal assessment document, validating current deliverables and their processes.

While DS has its origins in Community Recreation, recreators quickly learned that in order to truly design & deliver demand driven programs, the entire FMWR organization must play. DS is designed to facilitate the delivery of integrated, customer-focused programs tailored to meet the unique needs of Army Garrisons. By understanding the pulse of Garrison patrons, identifying all accessible on/off post resources and determining the most effective delivery, DS can be a participation multiplier, reducing execution costs, maximizing facility/non-facility utilization, and increasing valuable revenue generation while simultaneously supporting commanders’ need for a ready and resilient Total Army Family.

Now more than ever, DS needs to be a part of every programmer’s vocabulary. Maximizing facility utilization traditionally meant that program calendars were full, targeting retirees, homeschoolers, etc. to fill underutilized time slots. DS has expanded the strategy to ensure every inch of a facility is used to program, market, sell, etc., all of FMWR.

DS is also a valuable assessment tool, as each KRA can be used to validate demand, maximize efficiencies and strengthen effectiveness. Creating an internal checklist not only ensures DS is deployed to its full potential, but the results are on target.

This “tool box” guide is intended to support Garrison programmers create their own unique menu of deliverables.

DS Supports Army/IMCOM Initiatives:

The net result of FMWR is the delivery of programs and services that directly impact the quality of life of the Total Army Family. Deliverables build life skills that strengthen self-reliance, confidence and individual/family/team capabilities.

Whether preventative or reactive, FMWR’s menu of services fully supports the Army’s Comprehensive Soldier & Family Fitness Program, IMCOM’s Top Priorities, Campaign Plan Lines of Effort and the Ready & Resilient Campaign. Soldiers, Civilians, Family Members and Retirees count on FMWR to provide foundational support, often taken for granted, but vital to preserving the strength of the all-volunteer force, the civilian workforce and their Families.

Why DS is important…

The needs of the Total Army Family are dynamic FMWR Deliverables play a critical role in the recruitment, retention and quality of life of Soldiers and their Families Commanders rely upon FMWR to deliver positive discretionary time choices, mitigating aberrant behaviors while building life skills & resilience Funding is unpredictable, impacting staffing, facilities, etc.

Resources to meet patron needs can be locally dependent The tool brings effectiveness & efficiencies to programs & support services Collaboration & partnership may keep front doors open or sustain successful components of a financially challenged program The processes offer patrons what they want, when they want it and where they want it, plus determine how best to deliver it The delivery of programs & services is optimized On/off post resources (asset mapping) are identified It’s applicable for both special events and routine programming Income generation is maximized It fosters internal FMWR teamwork, identifies staff strengths and creates external on/off post partnerships

What does success look like?

Program success is measured by the goals, objectives and timelines outlined in the Action Plan. Whether an internal program evaluation, increased income generation &/or expanding patron participation, successes are measured against the established target.

As a tool, DS success is achieved when the process (full integration of the KRA’s) becomes second nature to the individual programmers and local DS teams.

Key Players

In order to exact the full benefit of DS, it is critical that the D, FMWR leads the Garrison team, establishing the foundation, defining expectations and articulating team composition and integration. Teams should be representative of the Garrison’s functional divisions, e.g., Business Operations, CYSS, Community Recreation and Family Programs, as well as their respective components, such as Youth Sports, Food & Beverage, BOSS, Golf, etc. Team members from NAF Support Services may be ad hoc or permanent and the planning should always include representation from outside FMWR, such as the Provost Marshall, Public Works, etc., where applicable. Garrison Commanders may be called upon to ensure non-FMWR garrison assets are willing participants. The below diagram depicts the key programs and players vital to defining and delivering programs based upon bona fide need/interest.

Chapter 2: The Process

Garrisons must develop repositories of information, tool kits that include asset maps of key resources, staff strengths, etc., to facilitate the development of effective & efficient demand-driven programming tailored to meet the unique needs of Army Garrisons. It is imperative that tool kits be used for both special events and routine programming, as well as program assessments & evaluations.

Key Result Areas (KRAs) a re t he in tegra l components o f DS. They a re critical elements to success, providing the framework for effective & efficient deliverables. The 8 KRAs may also be specific goals or targeted efforts, particularly as DS teams assemble or reflect on local effectiveness. Bottom line, the KRA’s ensure FMWR programs are running on all cylinders.

Key Result Areas

1. Customer Focused Programming: Ensure what you deliver is what your patrons’ desire. Utilize all available tools to ensure bona-fide demand exists. Niche programming and target demographics are important, but need scrutiny to ensure deliverables are cost effective. Utilize all available tools and resources to identify patron needs/wants. Checkout TV shows and commercials. ESPN hosts the high adventure X-Games, multiple cable stations show Texas Hold’em Poker and several sports networks run Fantasy Sports statistics, all for a reason, they are popular. Corporations use trends to sell their products, lots of high adventure Outdoor Rec visuals, such as kayaking, Geo-caching, Climbing, etc. to sell unrelated products (cars, credit cards, insurance, etc.). Similarly, track what’s hot in your programs.

Use RecTrac to determine how many people sign up for certain activities and services, or what products are always checked out. Conversely, use the same tracking to trim unpopular deliverables and rid your shelves of items that do not move. Bottom line, deliverables should meet patron needs and be well-received. Use all available tools to ensure programmers stay apprised of not only their patrons’ desires, but the latest programming trends.

Desired Outcomes:

Programming based upon patron input, industry trends, etc.

Programs targeting key demographics Increased program variety, participation & income generation Validated deliverables

Tools:

Focus Groups Surveys (in-house, Army, DoD, Commercial, On the Spot, etc.)

RecTrac Pass Management utilization reports RecTrac Point of Sale System (POS) Institutional trend data Commercial Media (video, print materials, etc.)

Examples:

Surveys: Leisure Needs Survey; Sample Survey of Military Personnel; Survey Monkey;

post event patron interviews Focus Groups: BOSS; FRG’s; Target demographic groups (retirees, spouses) Rectrac: tracking user groups; indentifying missing user groups; peak/weak user times;

generating promotional mailers & group lists RecTrac POS: identify what’s hot, what’s selling, what’s checked most frequently, etc.

Trends: National Sporting Goods Association; National Recreation & Parks Association;

Commercial Advertising Media: print/video themes, e.g., car commercial with Outdoor Adventure backdrop; TV

Shows, e.g., Texas Hold’em, X Games, Fantasy Sports

2. Maximize Use of Facilities: Ensure that each facility and its spaces (inside/outside) are fully utilized. Step #1, take inventory of ALL indoor and outdoor resources, i.e., potential program spaces.

Step #2, identify ALL available, underutilized indoor and outdoor spaces, i.e., fitness center basketball courts between 0900-1100 & 1300-1600. Step #3, identify all high traffic areas, both within FMWR and across the entire installation. Step #4, publish the inventories as a resource tool for DS team use.

While the original intent of this KRA focused upon programmable space belonging to a Garrison, inventories should also identify spaces external to FMWR, both on and off post (see KRA #5). Validate existing programming to ensure delivery is at the most convenient time and location, which means most efficient and effective. As new opportunities are identified by the processes outlined in KRA #1, refer to the inventories during the planning/delivery process. Maximized facility utilization is also an internal strategy that may result in the collaboration of two or more front doors. Pose the question, is a program/facility being utilized to its fullest? A fitness center with a large, unused entryway &/or lobby can become a resource for both internal (fitness center) and external partnerships. Taking advantage of the high traffic area, internally, the space may be a prime location for a small resale operation &/or program promotions, i.e. flat screen monitors running information loops, static displays, brochure racks, etc. Externally, again, taking advantage of the volume of patrons accessing the building, the flat screens could run additional external program loops. Depending upon the size of the space, a downsizing Arts & Crafts could relocate its engraving operation to the lobby, or a large counter could be shared by a Leisure Travel Services operation. Bottom line, Maximum Use of Facilities means every potential available resource in a particular facility is utilized to its fullest, be it to enhance programming, market deliverables, increase income generation, partner/collaborate with other programs, etc.

Optimized/Maximized use of available indoor/outdoor spaces Consolidated programs/services/staffs for efficiency Reduced infrastructure costs Increased income generation Expanded marketing/Promotional activities

Inventory of all delivery spaces (asset mapping) Inventory of high traffic areas Inventory of underutilized spaces RecTrac Pass Management Army Baseline Standards Reports

High traffic areas: flyers, posters, displays, flat screen monitors running video loops in fitness centers, libraries, dining facilities, food courts, hospital waiting rooms, etc.;

displays at PX/Commissary, large post events, AAFES gas station, courtyards, street corners, etc.

Collaboration: combined programs, e.g., Outdoor Rec/Leisure Travel; Community Activity Centers with multiple front doors under a single roof; Custom engraving in fitness center lobby; etc.

Shared/reduced staffing resulting from combined or co-located programs Rectrac: user data indentifies utilization rates, demographics, peak/weak times, etc.

Partnerships/Increased income generation: Lunch/Dinner & a Movie @ Rec Center, Cooking class @ Library, Juice Bar/Sundry Resale @ fitness center, Outdoor Rec Issue Facility @ Campground; and expanded programming for homeschoolers, retirees, spouses, etc. during non-peak hours

3. Non-Facility Based Programming: Do not let immediate facility space limit programming.

Create new markets and expand existing deliverables by identifying and establishing outreach opportunities. As needs are identified and delivery options developed, reference the on/off post inventories in KRA #2 & #5, which may target a multi-purpose room in a housing area that is ideal for a Zumba class, an off post ice rink for skating lessons or intramural hockey, open green space or a sandy beach for outdoor functional fitness, a local art studio delivering a watercolor painting class, etc. Always ensure that when external spaces are utilized, partnership agreements &/or contracts are in place, clarifying roles and responsibilities. Bottom line, Non-Facility Based Programming means not letting the confines of a facility limit imagination and delivery.

Expanded programming/outreach to customers New users Efficient delivery options Increased access to on & of f post community resources

Program planning/delivery not constrained by facilities

Asset Inventory of on/off post programming spaces/resources MOA’s with partnering groups

Outdoor fitness classes on green space, beaches, courts & parking lots FMWR Expo on a parade field 3 on 3 basketball in a parking lot Ice Skating lessons @ off post rink Movie night @ beach Instructional classes in housing area Climbing, hiking, kayaking, etc., on local hills/mountains, rivers, lakes, etc.

4. Integrated Programming: Partnerships and collaborations bring additional resources that can maximize efforts and enhance patron experiences. Just as inventories are created in KRA #2 & #5 identifying programmable space, it is equally important to identify program and staffing resources that can be used to enhance the delivery of activities and services. Whether a piece of equipment or the skills and talents of individual staff members, deliverables can be established &/or enhanced by including resources from other programs. The potential within this KRA is nearly infinite. BOSS Soldiers selling hot dogs and burgers at Intramural Sports events not only enhance the overall experience for participants/spectators/patrons, but generates valuable program dollars. Family Programs manning a “financial” health booth at a fitness center Health Fair broadens the “healthy” terminology, meeting Comprehensive Soldier & Family Fitness goals. A CYSS staff member with strong culinary skills can teach a cooking class at a Recreation Center or Library. A Car Show at a recreation center is a great opportunity to promote Automotive Skills programs and services. Whether at a DS meeting or a New Employee Orientation, skill sets can be identified and consolidated. Bottom line, when staff and programs collaborate, efficiencies are gained, calendars de-conflict, momentum heads in the right direction, efforts are not duplicated or wasted and results are maximized.

Increased resources

Increased quality/quantity of programs & services Decreased competition for same patrons Increased coordination/cooperation amongst programs Decreased scheduling conflicts Increased FMWR staff awareness of all programs Increased participation of new user groups Increased income generating opportunities Increased collaborations/partnerships Increased consolidation of programs & services

Tools:

Asset inventory of on/of post programming spaces Asset inventory of equipment Asset inventory of staff skills Asset inventory of high traffic areas Asset inventory of marketing assets Asset inventory of Garrison demographics Recreation Program Share Planning calendar (18 mos.)

Program packages

Examples:

FMWR-DS teams Consolidated Programs, e.g. Arts & Crafts and Rec Centers Shared resources (temporary & permanent) Flat screen monitors running promotional loops in high traffic areas Brochures, flyers, static displays, etc. at all FMWR facilities Special events, holiday celebrations, summer concerts, Soldier Show, etc.

Cooking class @ the Library lead by the Community Club chef Voice lessons @ the Rec Center lead by Entertainment staff member MMA event at fitness center w/ the Community Club selling food & beverage Aerobic classes at the Community Club Intramural Bowling & Golf Intramural Chess @ Library Youth Talent Show at the Community Club Outdoor Rec Scuba, Kayak lessons @ Community Pool Intramural Table Tennis, Billiards & Darts @ Rec Center Packaged deliverables, e.g., discount equipment rental for weeknight stay @ Rec Lodging

5. External Partnerships: Resources exist outside FMWR and off the Garrison that can reap the same benefits as combined internal efforts. Reference inventories created in KRA #2. Utilize all available resources to establish/upgrade deliverables. External resources include individual skills, specific equipment and programmable space outside of FMWR. An ice rink off post, a commercial certified scuba instructor, a paintball operator, a mixed martial arts promoter, a financial planner, a dietician, a medical clinic, a certified massage therapist, a commercial fishing charter operation, etc., are specific examples of external resources that can be utilized to develop/enhance programming. Need a jump start to identify what’s out there? Try the Internet or the local Chamber of Commerce. Bottom line, going outside of FMWR &/or off post can enhance Garrison deliverables and meet expanding patron needs.

Enhancements may be made to a Garrison FMWR program and its deliverables by increasing component activities and services, or a larger effort, such as providing access to an entire program where nothing exists on the installation.

Access to local resources Expanded asset inventories Increased program opportunities Expanded programming/services for smaller markets More efficient delivery alternatives

Asset inventory of on/off post programming spaces Asset inventory of off post resources Contracts/MOA’s delineating responsibilities

High adventure Outdoor Rec programming @ local lakes, rivers, hills, mountains, forests, oceans, etc.

High adventure Outdoor Rec programming on/off post lead by off post Outfitter Contract/Concessionaire deliverables vs. in-house staff Association for the Promotion of College Activities (APCA) entertainment MOA’s with local, state & federal agencies to “rent” excess or non-peak hours programming space on post, e.g., pools, playing fields, courts, etc.

Public-Private Venture car washes, food & beverage Food/Game concessionaires for 4th of July Contractor/Concessionaire Scuba Lessons/Resale Operations co-located at Outdoor Rec

Equipment Issue facility, Juice Bars at fitness centers, Coffee Kiosks at Libraries, etc.

Outreach Program registration at PX/Commissary, Special Events, etc.

6. Internal Marketing Strategies: Very few programs realize their maximum potential without some form of advertising and promotional activities. Whether by a simple staff referral or more calculated pro-active messaging, deliverables benefit from marketing. Reference inventories/opportunities developed in KRA’s #2, #4 and #5. Opportunities can be as simple as handing out promotional materials at another program event, posting print advertising &/or locating static displays in high traffic areas, or running program information loops on strategically placed flat screen monitors (cardio rooms, lobbies, check-out lines, waiting rooms, dining facilities, food courts, etc.). Coordinating and de-conflicting Garrison/Mission calendars is a critical step in the DS process. Garrison-wide DS teams should meet as frequent as necessary to ensure calendars synch and do not conflict. Recognizing deployment calendars enables programs to retool and refocus programming. More developed options, where 2 or more programs combine efforts, collaborating to co-deliver tandem programs bring multiple user groups together and often introduce new patrons to one or all of the partnering programs. For example, a waterfront recreation lodging destination may offer a discount on scuba lessons as an incentive to boost weekday reservations, creating repeat patronage at Recreation Lodging. Information Technology must be prominent in this KRA. Ensure that all mediums are identified and strategically utilized when targeting demographics and connecting deliverables. Be sure to match your medium with your target demographic, recognizing the differences between generations. Using multiple media resources enhances the likelihood of maximum awareness. On-line access to program information and registration is imperative. Utilizing WebTrac to allow patrons to “surf” FMWR deliverables and register/pay for aerobic classes, circuit training, massage therapy, tee times, fishing trips, framing classes, concert tickets, swimming lessons, overnight accommodations, etc., ensures FMWR keeps pace with technology. Strategies may reap indirect benefits, as well. Don’t be hasty and reject an opportunity because it won’t be an immediate cash cow. A host site may introduce an entirely new demographic to its operation, developing new users. The parents of a youth talent show participant may never step foot in the club if not for the club hosting the event. Bottom line, utilize all mediums to message deliverables and educate patrons, while ensuring that scheduling conflicts are minimized.

Increased cross-program marketing Increased cross-program awareness amongst staff Strategic promotional items/placements Utilization of high traffic areas Program Packaging/Discounts/Specials

Tools:

Asset inventory of on/off post programming spaces Asset inventory of high traffic areas Asset inventory of media/medium resources RecTrac/WebTrac

Flat screen monitors running promotional loops in high traffic areas, i.e., fitness centers, food courts, libraries, waiting rooms, etc.

Tents, kayaks, camping equipment displays outside PX/Commissary, AAFES Gas

Station or at large special events Advanced mediums, such as Facebook, Twitter, Websites, etc., to saturate promotions Packaged Deliverables/Discounts/Specials, i.e., off-season price incentives for Rec

Lodging Discounts during low utilization periods, i.e., lunch time bowling Print promotional materials on display and available at all FMWR facilities RecTrac initiated list serves, mailing lists, labels, reminders, etc. to support programs & services, e.g., Automotive Skills sending out a reminder for a patron’s annual safety inspection

WebTrac fully deployed, granting patrons on-line access to both program information & registration

7. Common Support Services: First and foremost, ensure all players understand that “Common Support” refers to operations that provide support to multiple programs, like Marketing, Human Resources and NAF Contracting. Outside of FMWR, the list includes Public Works, Public Affairs, Logistics, etc. In the development of activities and services, programs typically rely upon the support of a service agency to satisfy a component of the deliverable. Expanding program promotions often includes assistance from Marketing. Securing a class instructor may need the support of NAF Contracting.

Creating an outdoor program space may need Public Works support for electricity, lighting, grass cutting, etc. To improve coordination and cooperation, invite representatives from the support agencies to initial planning meetings, or schedule appointments with the representatives to accomplish the same information sharing and planning. In either forum, discuss your goals and objectives, what you intend to accomplish in your deliverable and how you will make it happen, including necessary milestones and timelines. Create a participatory environment vs. a reactionary relationship. Bottom line, for optimum results, ensure representatives from the different Common Support Services offices sit on your DS team or, at a minimum, ensure those not providing recurring input attend ad hoc meetings.

Desired Outcomes:

Improved communication between programs & support services Streamlined policies and procedures that support efficient operations Optimized deliverables Expanded DS team participation

Asset inventory of Common Support Services Defined roles & responsibilities of Common Support Services Expertise of Common Support Services personnel

Common Support Service representative(s) on DS Team Common Support Services engaged during program development process, facilitating planning, milestones, due outs, etc.

Each support element understands goals, objectives & timelines NAF Contracting executing instructor contracts, concessionaire agreements, etc.

HR hiring FLEX staff to support a specific event or recurring program

8. Team Concepts: Utilizing the skills and talents of your FMWR colleagues is integral to the successful planning, execution and assessment of local deliverables. Engaging as many of the “players” as possible throughout the planning process will reap numerous benefits and avoidances, as ideas are shared, parameters shaped and responsibilities and milestones established. Success is not automatic.

Leadership endorsement is critical and empowerment is essential. The DFMWR must take the lead, be involved and must convey and support the mission of the DS concept, its strategies and processes. The KRA’s represent volumes of information, data, resources and opportunities. To maximize results, teams will achieve success much easier when representation is expanded. Good ideas, specific skill sets/expertise, etc., may be found outside the targeted effort. A Business Programs team member with a child at a Child Development Center may have a great idea or a specific skill set that may benefit the planning &/or delivery of an unrelated youth activity or service. Similarly, a Family Programs representative may frequent the Community Club or Fitness Center and possess keen insights to enhance either program. Across the Army, there are DS teams comprised of dedicated, non-facility personnel and there are teams that convene regularly but remain a part of specific facility/program.

There is no right or wrong configuration when it comes to fielding teams, providing the teams exist and accomplish the same mission.

Expanded key player participation Integration of staff expertise, skills Improved communication Increased collaboration Increased morale Professional development Expanded messaging across FMWR

DS Action Plans Asset inventory of FMWR staff skills DS Workshops/Recurring Meetings

All major FMWR divisions represented on DS Team, including key program managers and Common Support Services staff Timely DS workshops convened to educate, re-invigorate staff, including ensuring team members understand the breadth of DS, its applications, etc.

Deliverables utilize skills, talents & experience of team members documented on asset inventories Cross program education Team lead by D, FMWR, DS processes endorsed, staff participation mandated, recurring meetings held and processes validated

KRA Outcomes:

Establish an information gathering network & data bank Create asset inventories of available on/off post programming spaces, resources

Identify knowledge, skills & abilities of team members Increase patron participation Increase income generation Develop alternative delivery strategies to facility bound programming Develop alternative delivery strategies to successful components of failing programs Optimize delivery strategies – location, personnel, in-house, contract, etc.

Maximize/Optimize facility utilization Define all available media Provide professional development/growth opportunities for staff Assess program effectiveness & efficiencies

Chapter 3: Operations

This chapter identifies the actions required to implement the RDS process at the Garrison level. The development of an RDS process and communication strategy will identify and establish benchmarks.

The Implementation Steps

1. Gathering data

2. Developing an Action Plan

3. Educating the community

4. Implementing the Action Plan

5. Evaluation Strategies

Gathering Data

Evaluation Develop the Action Plan

DS Process

Implement Educate the the Plan Community

1. Gathering Data: Throughout the KRA narrative, references to Asset Mapping and creating working inventories are well-documented. This first step, amassing information and data is critical to maximizing effectiveness and efficiencies throughout the planning and execution phases. Creating Asset Inventories of available program space on/off post, on/off post resources; FMWR staff skills/talents/experiences; high traffic areas;

demographics, current utilization rates for existing deliverables, survey results, available marketing mediums, etc., are all critical components of the DS team’s tool box.

2. Developing the Action Plan: First and foremost, establish the goal or goals, “what” will be accomplished. Goals may target increased programming/patronage, additional income generation, right-sizing programs, creating efficiencies (cost avoidances), validating existing programs, assessing individual programs/divisions/FMWR, etc. Goals may also include foundational work, such as creating the Asset Inventories to facilitate/optimize program advancement. Utilize the SWOT (Strengths, Weaknesses, Opportunities & Threats) Analysis to identify elements of the plan.

Strengths – assets, resources, skills, abilities, etc.

Weaknesses – shortfalls, shortages, voids, etc.

Opportunities – untapped assets, underutilized resources and unidentified skills, abilities & trends

Threats – obstacles, detours, shortfalls, etc.

Once a goal has been established, draft the objectives, the “how”” to accomplish the goal.

Objectives are the tasks that need to be completed to accomplish the goal. Reference the tool box and Asset Inventories to help draft objectives.

As each objective is identified, establish timelines, or milestones to complete each task.

Assign responsibility for each task and ensure they are sequential, particularly where one must be done before the other can be addressed.

3. Educating the Community: Ensuring the Action Plan is properly briefed to leadership and both internal/external customers are apprised of the goals, objectives and milestones is often critical to the eventual success of the goal(s). For example, if a goal is increased income generation, it is important that both Garrison and Senior Commander understand how, what and why fees will be imposed/increased, especially for activities and services once provided gratis. Equally important will be the information campaign for external customer, present and potential patrons, articulating why fees will be imposed to sustain program delivery and recapitalize necessary supplies and equipment. Be sure to optimize all available media outlets to maximize information dissemination. This component needs to be captured in the Action Plan.

4. Implementing the Action Plan: The implementation process is a fundamental component of the overall Action Plan, particularly the objectives (tasks) and milestones.

Attention to detail is critical, as an oversight can be the difference between success and failure. All participating players must be aware of their roles and responsibilities, including timelines and points of contact should questions arise &/or further guidance become necessary. Action Plans must be fluid, fully capable of modifications.

Leadership and communication are vital.

5. Evaluation strategies. Whether assessing the Action Plan, its goals, objectives and milestones, or the end result, the key to sustaining successes and mitigating shortfalls is continuous evaluation. Evaluation can target just about any aspect &/or component of a program or service.

Analysis and feedback are just as critical in support of the desired outcome as they are to the processes and strategies designed to achieve the end results. If the goal was to increase foot traffic at the Community Club, the most obvious evaluation can be done via the point of sales system, counting the number of sales tickets, the number of tables turned over, drinks poured, etc. Taking a closer look at the strategies and processes would determine whether or not promotions were maximized, deliverables were on target and resources were optimized. Bringing interest to a Community Club can be achieved indirectly, by hosting atypical events, like a Youth Services Talent Show, where parents in the audience are targeted for return visits. Maximizing facility space may include a Zumba class in the ballroom several times a week, again, introducing potential customers to what the club has to offer.

When looking for feedback on the quality of an event, program or service, there are several options, including on-the-spot 1-2 question interviews, on-site surveys, group email surveys, website surveys, etc., most including a redeemable incentive to get the patron to answer the questions and come back. Patron feedback is essential, so be sure to ask the right questions. As part of your Action Plan, the evaluation piece would not only determine the kinds of feedback tools, but the questions to ask. Your Marketing DS team members will be a good resource.

In addition to surveys and questionnaires, focus groups are a great feedback tool, particularly because they provide the opportunity to ask follow up questions, discovering what satisfied the patron or turned them off.

Chapter 4: Conclusion

DS is critical to sustaining successful programs and embracing trends in today’s fiscally constrained environment. Physical resources may become finite, but the power of imagination and creativity is endless, particularly amongst dedicated and driven teams. Though not “rocket science,” the KRA’s have so many different applications and interpretations within both programming and assessment modes. It will take a concerted effort, leadership is critical, but the rewards are worth it. When asked what DS success looks like, the best answer is, when the strategies become 2nd nature to FMWR staff.

Bottom line…recognize successes and failures, trumpet the victories and document the failures as learning experiences. Celebrate the triumphs as teamwork meeting the FMWR Mission to support the recruitment, retention and readiness of the Total Army Family.

Good luck!!

. Gather Data1. Gath

Community Recreation Case Study

Description:

Funding deficits force Garrison Commanders to decide which programs and/or services are sustainable, what can be delivered in partnership with the local community, what Senior Mission Commander assets are accessible and which programs and/or services are modified/eliminated.

APF shortfalls will limit funding capabilities. Operational guidance prioritizes CAT A programs. Most CAT B programs will receive little to no direct APF support.

In addition to lost Appropriated Funding, newly updated NIBD guidance requires CAT A programs to break even, CAT B’s to generate a 3% NIBD and CAT C programs to generate a 5% NIBD (Net Income Before Depreciation).

Commanders and DFMWR’s must assess current programs and services and make the tough decisions. Changing current delivery models will be the key.

Key Points:

First, identify the key programs/services that need to be retained. This may mean reducing the scope of operations to maintain just profit centers in a specific program, e.g. Custom Engraving in Arts & Crafts. Second, determine most effective/efficient delivery options, e.g., in-house, contract, Public-Private Venture, etc. Third, establish/enhance income generation, e.g., establishing/increasing fees, utilizing concessionaries, etc.

Entertain program revisions, consolidations, etc. Combining programs may exact administrative cost savings, e.g., The Community Activity Center concept of multiple programs under the same roof sharing the same administrative/operations personnel

Changing program delivery, implementing fees, etc., require effective education and marketing. The patron base must understand why modifications are instituted.

Utilize the strategies and processes outlined in the FMWR-Delivery System’s 8 Key Result Areas to validate deliverables and establish most effective and efficient delivery methods. Create on/off post asset inventories, identify alternative delivery options and maximize revenue generation opportunities.

Bottom line, tough decisions will need to be made and longstanding practices will need to change in order to stabilize NAF funds vital to supporting key capitol purchases and minor construction projects (CPMC)

Solution:

AR 215-1 identifies the authorized APF support for MWR programs & services.

Common Levels of Support (CLS) #253, provides an Army-driven prioritization of the traditional Community Recreation Service Support Programs (SSPs), starting with Category A, Mission Sustaining programs.

Army Baseline Standards provide a snapshot of the staffing, training, equipment and programming results against minimum standards for each of the CLS SSP’s, enabling commanders to see how QDPC is spread across the Garrison.

Creating self-sufficiency through cost avoidances and income generation is critical to sustaining patron supported programs that are void of direct Appropriated Fund support. Reaching/surpassing NIBD standards increases the likelihood of recapitalization. In order to make the difficult funding decisions, Garrisons can utilize available tools to determine alternative delivery strategies and mitigate negative impacts. Whether delivered by contract, concessionaire or in-house staff, program sustainment requires recurring evaluation, validation and income generation.

Family & MWR Delivery System (FMWR-DS) is a holistic strategy designed to ensure patron needs are met via the most effective and efficient delivery processes. From establishing a comprehensive asset inventory of both on and off post resources, to determining the most effective marketing strategies and most efficient delivery practices, the Delivery System is key to local programming successes and requires FMWR-wide buy in. At a minimum, the Director, FMWR, needs to set the tone, establishing expectations and leading the effort.

FMWR-DS is also a valuable assessment tool, ensuring facilities maximize capability levels, which is much more than increasing patron utilization. Heavy foot traffic areas, such as Fitness Centers, Libraries and Recreation Centers, should be utilized to advance marketing of all MWR programs & services. The three locations are also primed for partnerships &/or consolidations, as well as increased revenue generation opportunities. For example, a failing Arts & Crafts program can be salvaged by moving the popular components to a Recreation Center or Library. A successful Custom Engraving operation would be a perfect fit for excess lobby space in a fitness center.

Each of the Delivery System’s 8 Key Result Areas are valuable program administration tools: (1) Customer-focused programming; (2) Maximized use of facilities; (3) Non-facility based activities; (4) Program integration; (5) External partnerships; (6) Enhanced marketing strategies; (7) Engaging common support services; and (8) Utilizing team concepts.

Each area provides a number of adaptable elements and components to best service Garrison uniqueness. For example, enhanced marketing strategies could be the use of flat screen monitors in high traffic areas to promote Garrison activities, or the utilization of WebTrac to register patrons on-line for Zumba classes and RV Park/Campground spaces. Advanced strategies may also include the packaging of multiple programs, e.g., offering discounted open water scuba lessons for patrons staying at lakefront cabins.

Focus Areas

Funding deficits force Garrison Commanders & DFMWR’s to assess current programs and determine sustainability. Changing current delivery models will be critical.

Tough decisions will need to be made and longstanding practices will need to change in order to stabilize NAF funds vital to supporting key capitol purchases and minor construction projects (CPMC)

Utilize the strategies and processes outlined in the FMWR-Delivery System’s 8 Key Result Areas to validate deliverables, establish most effective and efficient delivery methods and increase income generation

Adopt smart entrepreneurial business practices, including fee systems and pricing strategies for most programs & services

Leverage IT systems, such as RecTrac/WebTrac to keep pace with advances in technology, streamlining program management and patron accessibility

Programming Menu

Aquatics/Recreation Swimming Aquatic Activities Senior Swim Program Aquatics/Recreation Swimming Aquatic Activities Springboard Diving Aquatics/Recreation Swimming Aquatic Activities Unit PT Aquatics/Recreation Swimming Aquatic Activities Aquatics/Recreation Swimming Lifetime Activities EFMP SWIM, limited by number of EFM Aquatics/Recreation Swimming Lifetime Activities Lap Swimming Aquatics/Recreation Swimming Lifetime Activities Recreational Swimming Aquatics/Recreation Swimming Lifetime Activities Swim for your Life Aquatics/Recreation Swimming Lifetime Activities Water Therapy Aquatics/Recreation Swimming Lifetime Activities Aquatics/Recreation Swimming Group Activities Aquathon Aquatics/Recreation Swimming Group Activities Biathlon Aquatics/Recreation Swimming Group Activities High School Swim Team (directed) Aquatics/Recreation Swimming Group Activities Inner Tube Water Polo Aquatics/Recreation Swimming Group Activities Intramural Sports Team Meet(s) Aquatics/Recreation Swimming Group Activities Masters Swim Team Aquatics/Recreation Swimming Group Activities Swim Meets Aquatics/Recreation Swimming Group Activities Underwater Hockey Aquatics/Recreation Swimming Group Activities Water Basketball Aquatics/Recreation Swimming Group Activities Water Polo Aquatics/Recreation Swimming Group Activities Water Volleyball Aquatics/Recreation Swimming Group Activities Youth Swim Team (directed) Aquatics/Recreation Swimming Group Activities Aquatics/Recreation Swimming Special Events Float-in Movies Aquatics/Recreation Swimming Special Events Holiday Celebrations Aquatics/Recreation Swimming Special Events Triathlon Aquatics/Recreation Swimming Special Events Water Safety Day/Week Aquatics/Recreation Swimming Special Events Aquatics/Recreation Swimming Aquatic Training &

Instruction Guard Start (11-14 yr old lifeguard prep)

Aquatics/Recreation Swimming Aquatic Training & Instruction

Lifeguard Instructor Training

Aquatics/Recreation Swimming Aquatic Training & Instruction

Lifeguard Training

Aquatics/Recreation Swimming Aquatic Training & Instruction

Military Water Fitness Tests

Aquatics/Recreation Swimming Aquatic Training & Instruction

Private Swimming Lessons

Aquatics/Recreation Swimming Aquatic Training & Instruction

Risk Management

Aquatics/Recreation Swimming Aquatic Training & Instruction

SCUBA (Discover or Certification)

Aquatics/Recreation Swimming Aquatic Training &

Kayaking

Aquatics/Recreation Swimming Aquatic Training & Instruction

Stand Up Paddling

Aquatics/Recreation Swimming Aquatic Training & Instruction

Swimming Instruction

Aquatics/Recreation Swimming Aquatic Training & Instruction

Water Exercise/Aerobics

Aquatics/Recreation Swimming Aquatic Training & Instruction

Water Safety Instructor

Aquatics/Recreation Swimming Aquatic Training & Instruction

Water Survival Training (1-3m platform required)

Aquatics/Recreation Swimming Aquatic Training & Instruction

Whales Tales (K-6 water safety)

Aquatics/Recreation Swimming Aquatic Training &

Aquatics/Recreation Swimming Services Swim Teams (pool only) Aquatics/Recreation Swimming Services Pool Parties Aquatics/Recreation Swimming Services Resale Aquatics/Recreation Swimming Services Aquatics/Recreation Swimming Venturepoint EDGE Aquatics/Recreation Swimming Venturepoint HIRED

Arts and Crafts Crafts Acrylic Painting Arts and Crafts Crafts Basket Weaving Arts and Crafts Crafts Bead Making Arts and Crafts Crafts Black & White Photo Tinting Arts and Crafts Crafts Calligraphy Arts and Crafts Crafts Camera Basics (shutter speed, f-stop, etc) Arts and Crafts Crafts Ceramics Arts and Crafts Crafts Computer Graphics Arts and Crafts Crafts Creative Paper Designs Arts and Crafts Crafts Crochet Arts and Crafts Crafts Decoupage Arts and Crafts Crafts Digital Photography Arts and Crafts Crafts Drawing - Pencil Arts and Crafts Crafts Drawing - Charcoal Arts and Crafts Crafts Drawing - ink Arts and Crafts Crafts Drawing with Pastels Arts and Crafts Crafts Expressive Painting Arts and Crafts Crafts Floor cloth Arts and Crafts Crafts Framing & Matting Arts and Crafts Crafts Furniture Refinishing

Arts and Crafts Crafts Furniture Repairs Arts and Crafts Crafts Glass Painting Arts and Crafts Crafts Jewelry/Metal Arts and Crafts Crafts Kids Art Arts and Crafts Crafts Knitting Arts and Crafts Crafts Mask Making Arts and Crafts Crafts Mixed Media -2D Arts and Crafts Crafts Mixed Media -3D Arts and Crafts Crafts Models Arts and Crafts Crafts Mosaics Arts and Crafts Crafts Object Repair (Lamps, statues, etc.)

Arts and Crafts Crafts Oil Painting Arts and Crafts Crafts Paper Arts Arts and Crafts Crafts Parent & Child Programs Arts and Crafts Crafts Pen Turning on Lathe Arts and Crafts Crafts Photo Developing Darkroom Arts and Crafts Crafts Photography Techniques Arts and Crafts Crafts Polaroid Transfer Arts and Crafts Crafts Polymer Clay Arts and Crafts Crafts Pottery Arts and Crafts Crafts Print Making Class (Mono, Lino, etc.)

Arts and Crafts Crafts Quilting Arts and Crafts Crafts Rubber Stamping Arts and Crafts Crafts Scrap Booking Arts and Crafts Crafts Seasonal Projects Arts and Crafts Crafts Sewing Arts and Crafts Crafts Silk Floral Design Arts and Crafts Crafts Stained Glass Arts and Crafts Crafts Stamping Arts and Crafts Crafts Stenciling Arts and Crafts Crafts Textiles (Batik, Silk, Painting, etc.)

Arts and Crafts Crafts Tole Painting Arts and Crafts Crafts Waschi Paper Arts and Crafts Crafts Water Color Painting Class Arts and Crafts Crafts Woodworking Arts and Crafts Crafts Wild A-Contest Arts and Crafts Crafts Wreath Making Arts and Crafts Crafts Arts and Crafts Special Events Army Photography Contest Arts and Crafts Special Events Army Arts & Crafts Contest Arts and Crafts Special Events Arts Festival (Spring, Fall)

Arts and Crafts Special Events Children's Musical Theatre Arts and Crafts Special Events Community Art Show/Exhibit/Fair Arts and Crafts Special Events Crafts Field Trips (Markets, Exhibits, Shows) Arts and Crafts Special Events Cub/Boy Scouts Pinewood Derby Car

Construction, Badge projects, etc.

Arts and Crafts Special Events Holiday Event (Theatre, Décor, etc.)

Arts and Crafts Special Events Kids Art Camp Arts and Crafts Special Events Open House with Demos Arts and Crafts Special Events Participation in Installation Events (Fairs, Fests, etc.)

Arts and Crafts Special Events Special Observance Events Arts and Crafts Special Events Summer Jam Arts and Crafts Special Events Themed Crafts Fair Arts and Crafts Special Events Arts and Crafts Instructional

Classes Art Therapy

Arts and Crafts Instructional Classes

Floral Design Class

Arts and Crafts Instructional Classes

Wood Shop Safety/Orientation

Arts and Crafts Instructional Classes

Acrylic Painting

Arts and Crafts Instructional Classes

Basket Weaving

Arts and Crafts Instructional Classes

Bead Making

Arts and Crafts Instructional Classes

Black & White Photo Tinting

Arts and Crafts Instructional Classes

Calligraphy

Arts and Crafts Instructional Classes

Camera Basics (shutter speed, f-stop, etc)

Arts and Crafts Instructional Classes

Ceramics

Arts and Crafts Instructional Classes

Computer Graphics

Arts and Crafts Instructional Classes

Creative Paper Designs

Arts and Crafts Instructional Classes

Crochet

Arts and Crafts Instructional Classes

Decoupage

Arts and Crafts Instructional Digital Photography

Classes Drawing - Pencil

Arts and Crafts Instructional Classes

Drawing - Charcoal

Arts and Crafts Instructional Classes

Drawing - ink

Arts and Crafts Instructional Classes

Drawing with Pastels

Arts and Crafts Instructional Classes

Expressive Painting

Arts and Crafts Instructional Classes

Floor cloth

Arts and Crafts Instructional Classes

Framing & Matting

Arts and Crafts Instructional Classes

Furniture Refinishing

Arts and Crafts Instructional Classes

Furniture Repairs

Arts and Crafts Instructional Classes

Glass Painting

Arts and Crafts Instructional Classes

Jewelry/Metal

Arts and Crafts Instructional Classes

Kids Art

Arts and Crafts Instructional Classes

Knitting

Arts and Crafts Instructional Classes

Mask Making

Arts and Crafts Instructional Classes

Mixed Media -2D

Arts and Crafts Instructional Classes

Mixed Media -3D

Arts and Crafts Instructional Classes

Models

Arts and Crafts Instructional Classes

Mosaics

Arts and Crafts Instructional Classes

Object Repair (Lamps, statues, etc.)

Arts and Crafts Instructional Classes

Oil Painting

Arts and Crafts Instructional Classes

Paper Arts

Arts and Crafts Instructional Classes

Parent & Child Programs

Arts and Crafts Instructional

Pen Turning on Lathe

Photo Developing Darkroom

Arts and Crafts Instructional Classes

Photography Techniques

Arts and Crafts Instructional Classes

Polaroid Transfer

Arts and Crafts Instructional Classes

Polymer Clay

Arts and Crafts Instructional Classes

Pottery

Arts and Crafts Instructional Classes

Print Making Class (Mono, Lino, etc.)

Arts and Crafts Instructional Classes

Quilting

Arts and Crafts Instructional Classes

Rubber Stamping

Arts and Crafts Instructional Classes

Scrap booking

Arts and Crafts Instructional Classes

Seasonal Projects

Arts and Crafts Instructional Classes

Sewing

Arts and Crafts Instructional Classes

Silk Floral Design

Arts and Crafts Instructional Classes

Stained Glass

Arts and Crafts Instructional Classes

Stamping

Arts and Crafts Instructional Classes

Stenciling

Arts and Crafts Instructional Classes

Textiles (Batik, Silk, Painting, etc.)

Arts and Crafts Instructional Classes

Tole Painting

Arts and Crafts Instructional Classes

Waschi Paper

Arts and Crafts Instructional Classes

Water Color Painting Class

Arts and Crafts Instructional Classes

Woodworking

Arts and Crafts Instructional Classes

Wild A-Contest

Arts and Crafts Instructional Classes

Wreat…