TE_CA_02-00 _Pacific_Region_Business_Plan_Format.xlsx

Management Narrative Garrison: Location Code:

The Business Plan is designed to give an overall perspective that describes in detail the nature and purpose of the activity/program. It is also designed to support the FY14 Annual Operating Budget. The eight sections will provide a solid foundation for success. Before completing the Managers Narrative it is important to review and understand the Army Force Generation (ARFORGEN) model (deployment cycle) slides that are included in the Pacific Region Budget Guidance (Appendix R). It is important that you address the implications of the ARFORGEN model (deployment cycle) in the Managers Narrative. Ensure each section is completed and the information is as through as possible.

1. General. The most logical place to start is describing what the activity/program does. When this section is complete, a person that was unfamiliar with the activity/program should have a basic understanding of the what, why, where, and when of the activity/program and who utilizes the services.

a. What are the products/services offered by the activity/program?

b. Are the products/services offered in line with what customers want and aligned with the ARFORGEN model (deployment cycle)? If so, how was that determined? If not, what actions are being taken to change this situation?

c. Are there projected increases or decreases in usage, revenues, enrollment capacity, current fees, types of programs, goals and objectives for FY11? If so, describe and explain all changes. If not, explain why not?

d. What steps are being taken to increase customer awareness of the activity/program?

e. Where on the garrison is the facility located? What benefits or challenges does this location pose for the operation?

f. What are the hours of operation? What days is the facility closed, i.e. holidays and training holidays?

h. Explain any unique situations that the activity/program faces or additional information that would provide a better understanding of the operational environment.

2. Management and Staffing. This section covers the management and staffing structure of the activity/program.

a. Based on the positions identified in the labor template sheets, is the operation properly staffed (i.e. too few or too much staff)? If not, what actions are being taken to correct the situation? Explain how the staffing structure supports the ARFORGEN model (deployment cycle)?

b. Describe the strengths and weaknesses of the management staff and complete the chart below.

NAME / POSITION TITLE SERIES/GRADE REQUIRED CERTIFICATIONS TRAINING SCHEDULED FOR FY11

c. Describe the strengths and weaknesses of your team.

e. Explain any unique situation the activity/program faces or additional information that would provide a better understanding of the Management and Staffing challenges.

3. Planning Assumptions.

This section contains a list of the assumptions made while developing the Business Plan. Do not confuse contingencies with assumptions. Assumptions are expected to be true and contingencies are situations that could happen. Assumptions are made on a daily basis. If they are found to be inaccurate, they could have serious consequences. Include how the ARFORGEN model (deployment cycles) will affect the operation. Assumptions may be: Spaces will not increase from FY13. No additional programs will be added in FY14. There will be a battalion deploying in the third quarter.

4. Contingencies.

This section contains a list of possible contingencies that may affect activities/program performance. A contingency is an unforseen or accidental occurrance, or something which depends on or is incidental. Planning for contingencies requires a more imaginative approach, because contingencies are inherently not obvious. Beforehand, contingencies are hard to predict; this failure to appreciate contingencies ahead of time has led to the formulation of Murphy's law. What planning steps are being taken to cover the unexpected occurrences? Identify each potential occurrence and what you will do to meet the challenge.

a. How cost savings will be realized. Explain where the program/activity will experience cost savings. Examples would be to abolish positions, decrease operating hours, and reduce operating expenses. Must include details of how the plan will be implemented.

b. How budget will be achieved. Use this section to explain how the activity/program FY11 Budget was developed. Describe in detail: projected increases/decreases in revenue, enrollment capacity, current fee structure, fee increase plan, the date of last fee increase, and program/activity adjustments due to the ARFORGEN model (deployment cycle), and etc. that were used in the FY11 budget projections.

6. Programming and Special Events. List in detail all events that are programmed for the next 18 months. (insert rows where needed)

Event Date Expected Attendance Location Budget Comments

7. Capital Purchase/Minor Construction (CPMC) and Return on Investment (ROI) Worksheets - Complete CPMC & ROI Worksheet (Tabs 3 thru 5 of this workbook).

Please give brief overview of planned CPMC projects.

8. Objectives.

This section includes all of the objectives for the activity/program over the fiscal year. These can be objectives assigned by the DFMWR, Division Chief, Branch Chief, and/or self designated objectives. Objectives are specific, prioritized, timed, measurable, attainable, and assigned. Ensure that each objective answers the following questions.

1. Specific - What is the specific task?

2. Measurable - What are the standards, milestones or parameters?

3. Achievable - Is the task feasible?

4. Realistic - Are sufficient resources available?

5. Time-Bound - What are the start and end dates?

Objective Actions Responsible for Action / Coordination Coordination w/Organizations Measured Result Milestones Comments Financial Net Impact Cost to Implement

SAMPLE Managers Narrative Garrison: Location Code:

(For programs that do not submit Business Plans)

The Management Narrative is designed to give an overall perspective that describes in detail the nature and purpose of the activity/program. It is also designed to support the FY14 Annual Operating Budget. The eight sections will provide a solid foundation for success. Before completing the Managers Narrative it is important to review and understand the Army Force Generation (ARFORGEN) model (deployment cycle) slides that are included in the Pacific Region Budget Guidance (Appendix R). It is important that you address the implications of the ARFORGEN model (deployment cycle) in the Managers Narrative. Ensure each section is completed and the information is as through as possible.

1. General. The most logical place to start is describing what the activity/program does. When this section is complete, a person that was unfamiliar with the activity/program should have a basic understanding of the what, why, where, and when of the activity/program and who utilizes the services.

a. What are the products/services offered by the activity/program?

Example: CYS Services provides a variety of safe and constructive age-appropriate programs in multiple delivery systems for children and youth. We serve infants to kindergarten age children at the ABC Child Development Center (CDC). Our mission is to support readiness & well-being of families by reducing the conflict between military mission workforce requirements and parental responsibilities. Our facility provides consistent, safe, nurturing environments that promotes the physical, social, emotional, cognitive, and creative development of children.

The full day program serves children six weeks through pre-kindergarten. This program is developmental with learning centers set up for children to have opportunities to learn through play and exploration.

Like the full day program, part day is developmental in nature and provides enrichment for children three to five years of age. The program offers two, three and five day sessions each week. Morning and afternoon classes are available depending on enrollment. Each session consists of three hours of enrichment. Part Day Pre-school is for children 3-5 years of age. We offer M-W-F and T-The morning classes and M-F afternoon classes. We also offer an academics pre-school program to prepare children 4y/o for Kindergarten.

Hourly Care Program Drop-in care serves children ages six weeks to kindergarten, hourly is also available by appointment for parents needing intermittent care for up to five hours a day. Reservations can be made up to one month in advance.

ABC CDC will continue to announce open Hourly Care Spaces through the Ft. Anywhere MWR website, Ft. Anywhere newspaper, electronic displays, Community Action Council Meetings, FRG events, and other post event in an effort to increase hourly spaces and revenue.

e. Where on the garrison is the facility located? What benefits or challenges does this location pose for the operation?

Example: ABC CDC is located in Bldg 8562 between the entrance to the new housing units and the barracks buildings which is an ideal location to maximize usage. It is located adjacent to a major intersection which makes it easy for patrons to get in and out of the parking lot without a long wait.

f. What are the hours of operation? What days is the facility closed, i.e. holidays and training holidays?

Example: Our hours do meet the needs of our customers. Families needing care after hours utilize our Family Child Care (FCC) providers assigned to our center. Transportation is available to the FCC provider home. Parents will pick up children at the FCC home. Families that qualify for AFC benefits don't have an additional charge for extended hours of care. Our designated FCC providers are: Ms. Susie Q at 125 Right ST, located next the PX/Commissary; and Ms. Doit Now at 344 Shaming Rd, between Huli park and the Bright elementary school.

h. Explain any unique situations that the activity/program faces or additional information that would provide a better understanding of the operational environment.

2. Management and Staffing. This section covers the management and staffing structure of the activity/program.

a. Based on the positions identified in the labor template sheets, is the operation properly staffed (i.e. too few or too much staff)? If not, what actions are being taken to correct the situation? Explain how the staffing structure supports the ARFORGEN model (deployment cycle)?

Example: Current management team consists of a Center Director (NF-04), 1-Training and Curriculum Specialist (NF-04), and a Facility Assistant Director (NF-03). Combined the management team has over 20 years of military and child services experience. Both are well versed on Federal and national accreditation requirements. Our Training Specialist is fairly new to this facility but has prior experience from working with other facilities. The main weakness of the management team is being spread too thin. As typical with most child care operations, employee turnover is high, thus resulting in additional responsibilities of the entire team, to include management. The dynamic personalities of the management team foster a positive environment for growth and learning.

All managers are CPR certified and are members of the National Association for the Education of Young Children (NAEYCE). Management team has also completed FMWR Basic Managers Course and CYSS Foundation Course. The trainer has a Master's degree in Early Childhood Education and the Director has a Master's degree in Education and Business.

Center Director is scheduled to attend the CES Basic course in Dec FY11. All employees will attend a defibrillator certification course in FY11. All employees will complete a refresher course in safety Nov2010. Assist Director is scheduled to complete CYSS Space Census Training by Oct 2011.

NAME / POSITION TITLE SERIES/GRADE REQUIRED CERTIFICATIONS TRAINING SCHEDULED FOR FY11

c. Describe the strengths and weaknesses of your team.

We keep up with our training so no gaps exist. Trainings are delivered in a variety of methods such as classroom, peer training, and hands-on training. IDPs are reviewed semi annually with each employee. Performance measures cover training completion and professional requirements.

ABC CDC new employee orientation will be held once a month. New employees are expected to complete the training within the first 30 days of employment. Here new employees will become acclimated to ABC CDC, become familiar with the policies and procedures in place to ensure the safety of our clients and staff, and will receive a first look at the IDP which they will go over in detail with their Supervisor.

TRAINING REQUIRED (Course Name) # of Employees to receive Training in 1st QTR # of Employees to receive Training in 2nd QTR # of Employees to receive Training in 3rd QTR # of Employees to receive Training in 4th QTR

e. Explain any unique situation the activity/program faces or additional information that would provide a better understanding of the Management and Staffing challenges.

3. Planning Assumptions.

This section contains a list of the assumptions made while developing the management narrative. Do not confuse contingencies with assumptions. Assumptions are expected to be true and contingencies are situations that could happen. Assumptions are made on a daily basis. If they are found to be inaccurate, they could have serious consequences. Include how the ARFORGEN model (deployment cycles) will affect the operation. Assumptions may be: Spaces will not increase from FY13. No additional programs will be added in FY14. There will be a battalion deploying in the third quarter.

Example: The biggest assumption that will create change in the way we do business is that two Brigades are going to deploy over the fiscal year one around Feb and the second around Apr. There may be an increase in demand for FRG child care, Respite care, and extended hours of services. We expect a decline in FCC providers since some will leave the area during deployment time.

4. Contingencies.

This section contains a list of possible contingencies that may affect activities/program performance. A contingency is an unforseen or accidental occurrance, or something which depends on or is incidental. Planning for contingencies requires a more imaginative approach, because contingencies are inherently not obvious. Beforehand, contingencies are hard to predict; this failure to appreciate contingencies ahead of time has led to the formulation of Murphy's law. What planning steps are being taken to cover the unexpected occurrences? Identify each potential occurrence and what you will do to meet the challenge.

Example:

1. Major Deployments An unexpected long-term deployment of either 1CD along with 3rd ACR is the most significant potential contingency effecting ABC CSC. To counter this, ABC CDC will have to expand staffing and programming to account for the number of Families that will be taking advantage of services offered to Families of deployed Soldiers thru the Army Family Covenant.

Lack of FCC providers for extended hours.

2. Some potential risks involved in a reduction of funding for CYS Services include:

a. Inability to meet previously attained Army baseline targets for child care spaces eligible participation.

b. Failure to meet statutory Pay Parity requirements – which can only be achieved by raising patron fees or internal reallocation of funds, which will reduce child care capacity. Internal reallocation of funding to address workforce issues would result in a loss of 125 child care spaces.

c. Degradation of current improved security and safety, lowered risk behaviors, and staffing efficiency – which were all gained through previous investments in Security Systems.

2. Increase in FCCs will decrease amount of labor required at CDC.

3. Management will ensure that proper procedures for proper collection of payments are in place and followed. This will result in a decrease in the number of families that are delinquent on payments. Ensure patrons are paying their monthly CAT fees and set up short term pay plan for individuals who are having difficulties. It is pertinent that we work with the in and out processing center to ensure that we collect any outstanding fees before a family PCSs.

4. We will also explore combining food orders with DEF CDC and sharing a percentage of the cost to reduce waste and maximize savings.

5. Accurate food preparation and proper production reports are being completed to include adjustments when monthly trends show an increase/decrease of average daily attendance. Ensure foods on the menu reflect diversity and popularity while offering foods those children eat rather than throwing away. Employees are provided with portion control utensils during preparation and family style dining to meet the required USDA food amount servings.

6. Monitoring staff vacancies, ensuring supplies ordered are the best price for our needs rather than the easiest to obtain or the top brand, (ex, latex gloves and paper towels). Train and monitor staff to take care of materials and supplies within the room environment.

Enrollment capacity at bldg 4024 is 241 children. The center currently has 230 children enrolled.

Current fees range from CAT 1 at $196.00 to CAT VI at $638.00 with an average of CAT IV serving the majority of our patrons at $500.00 monthly. Current fee structure as set by the Department of Defense is attached in Tab 3.

ABC CDC uses both non-appropriated funds and appropriated funds. Non-appropriated funds cover the salaries for direct care staff. Appropriated funds cover the salaries for Directors, lead caregivers, administration support and maintenance personnel.

Detailed assumption in determining monthly budget estimates.

Labor was determined using a labor worksheet that includes benefits. RPT staff were projected to work between 4 and 6 hours daily to meet ratio. Four cooks were staffed, with one fully supporting CDC II. Because all the USDA reimbursement will continue to be fully received by CDC I, all cook labor will be recorded in CDC I. A 6% hire lag was projected. Training and Performance increases between 2 and 3% were projected for all staff.

Food costs were projected to increase by 2% from last year.

USDA Income was projected to remain constant from FY 09.

Staff training is projected for $6K annually to increase knowledge, professionalism, and attendance at the local NAEYC conference.

Supplies for paper products that support the daily needs are projected to remain consistent with FY 09.

Programming/Curriculum needs are recorded in GLAC 677. Maintaining Accreditation Standards, and replenishing books/toys in the Infant/ Toddler and Strong Beginnings rooms are projected.

GLAC 742 -Semi-permanent shade structures are planned for purchase in May for $20K. Another $20K projected throughout the year to support changing children’s furniture in Strong Beginnings and updating office computers.

GLAC 761- Is projected at $32K annually to support updating equipment /furniture in Belugas, Caribou, Moose, and Puffins. Equipment update in the kitchen for replacement of pots/pans, and silverware are also noted.

GLAC 749-Projected at $1300 annually to support Kitchen needs for Uniforms and white towels is projected.

ABC CDC Management will continue to hold monthly financial reviews within the organization to ensure financials are meeting the projected budget and correct variances in a timely manner.

6. Programming and Special Events. List in detail all events that are programmed for the next 18 months. (insert rows where needed)

7. Capital Purchase/Minor Construction (CPMC) and Return on Investment (ROI) Worksheets - Complete CPMC & ROI Worksheet (Tabs 3 thru 5 of this workbook).

Please give brief overview of planned CPMC projects.

8. Objectives.

This section includes all of the objectives for the activity/program over the fiscal year. These can be objectives assigned by the DFMWR, Division Chief, Branch Chief, and/or self designated objectives. Objectives are specific, prioritized, timed, measurable, attainable, and assigned. Ensure that each objective answers the following questions.

1. Specific - What is the specific task?

2. Measurable - What are the standards, milestones or parameters?

3. Achievable - Is the task feasible?

4. Realistic - Are sufficient resources available?

5. Time-Bound - What are the start and end dates?

1. Website updates.

2. Timelines for deliverables.

3. Develop plan of action to coordinate Sue Z. Que, Marketing Acct. Rep

Mrs. Baker, Cook Supervisor ABC CDC Mgmt. Team Cooks have been properly trained and procedures are in place. Cooks will be certified within the first 30 days of hire.