2009 Annual Report

2009 Annu
Table of Contents
Commander’s Message_______________________________________ 4
Army Family Covenant______________________________________ 5
Executive Summaries_______________________________________ 10
The Basics of Family and
Morale, Welfare and Recreation___________________________ 12
Financial Overview______________________________________ 13
Internal Review and Audit Compliance______________________ 22
Financials________________________________________________ 14
Family and Morale, Welfare & Recreation Command _ Directorates
Business Initiatives Group
Clubs and Food, Beverage and Entertainment___________ 24
Bowling_____________________________________________ 24
Golf________________________________________________ 26
Joint Services Prime Vendor Program_ __________________ 27
Recycling_ __________________________________________ 27
Recreational Lodging_ _______________________________ 28
Armed Forces Recreation Centers_ ______________________ 32
ual
Report
Family and
Morale, Welfare and
Recreation Command
Hospitality Programs___________________________________ 29
Child,Youth & School Services__________________________ 38
NAF Construction/Public-Private Ventures_ _____________ 44
NAF Contracting_ ____________________________________ 45
Family Programs_ ______________________________________ 49
Human Resources_ _____________________________________ 58
Marketing_____________________________________________ 59
MWR Academy_________________________________________ 63
Operations____________________________________________ 66
Public Affairs Office___________________________________ 67
Soldier and Community Recreation
All-Army Sports_____________________________________ 69
Arts and Crafts_ ____________________________________ 72
Automotive Skills____________________________________ 73
Better Opportunities for Single Soldiers_______________ 73
Community Recreation Centers________________________ 75
Entertainment_______________________________________ 75
Leisure Travel Services/Information,
Ticket and Reservation Office_________________________ 78
Libraries_____________________________________________ 79
Outdoor Recreation_ ________________________________ 80
Sports, Fitness and Aquatics__________________________ 82
World Class Athlete Program_ _______________________ 83
Family and Morale, Welfare and
Commander’s Message
Recreation Command
Maj. Gen. Reuben D. Jones
W
Welcome to the Family and Morale, Welfare & Recreation Command’s Fiscal Year
2009 Annual Report. The AR09 highlights the continuing efforts of FMWRC to
provide exemplary programs that fulfill and support the Army Family Covenant.
Our Soldiers and their Families sacrifice each and every day to serve and protect
our nation and it is our mission to give back to those who give so much.
While recognizing the commitment our Soldiers make, FMWRC also recognizes
that Army Families make increasing sacrifices while providing the strength Soldiers
use every day. This makes our mission vital to the successful service of each and
every Soldier.
I, and the entire worldwide FMWR workforce, pledge to continue to provide
quality programs and services for Soldiers and their Families as we execute this
Command’s role in the Army Family Covenant
Reuben D. Jones
Major General, US Army
Commanding
4

Fiscal Year 2009
Army Family Covenant:
Keeping the Promise
N
Never before in the history of our Army have we asked so much of Families. They serve
side-by-side with Soldiers, endure their hardships and provide the unconditional love and
support that truly make our Army strong.
Unveiled on October 8, 2007, the Army Family Covenant institutionalizes our pledge to
support Soldiers and their Families — Active, Guard and Reserve — with resourced programs
that deliver a quality of life commensurate with their service and sacrifice to the Nation. It
commits the Army to enhance Soldier and Family readiness by:
 Standardizing Family programs and services
 Increasing accessibility to health care
 Improving Soldier and Family housing
 Ensuring excellence in Child, Youth & School Services
 Expanding education and employment opportunities for Family members
The commitment expressed in the Army Family Covenant has strengthened over two years. The Army has made
significant progress in fulfilling its promises, but there is more work to be done to build an environment where Army
Families can prosper and realize their full potential. The promises of the Army Family Covenant endure.
Army Family Covenant:
2.1 Family Programs and Services
2.2 Health Care
2.3 Soldier and Family Housing
2.4 Child, Youth & School Services
2.5 Education, Careers and Libraries
2.6 Recreation, Travel and BOSS
2.7 Communities and Marketplace
Annual Report

5
Family and Morale, Welfare and
Recreation Command
2.1 Family Programs and Services
The Army is committed to standardizing Family programs and services.
 Standardized Army Community Service staffing and
programs at the garrisons and created 477 ACS staff positions to meet operational and staffing shortfalls.
 Added 1,079 Family Readiness Support Assistant
positions to provide administrative and logistical support
to the Commander, Rear Detachment Commander, and the
Family Readiness Group Leader.
 Increased number of Military Family Life Consultants
from 144 to 212.
 Increased staff for the New Parent Support Home Visit
Program to reach high risk Families. The program operates
in 33 U.S. and 29 overseas garrisons.
 Established Army Survivor Outreach Services, a standardized, multi-agency, decentralized approach to improving support for survivors of fallen Soldiers. SOS recognized
the need and developed Survivor Support Coordinators and
Financial Counselors to improve outreach, referrals, life
skills and investment education, and estate planning.
 Provided single portal access, via ARMYOneSource.
com, to standardized programs and services, information
and connectivity services at garrisons, Army National
Guard Family Assistance Centers, and Army Reserve Centers for the geographically dispersed. As an Army asset
integrator, it ensures access to support before, during and
after a deployment.
 Supported 249 Army National Guard Family Assistance Centers which provide Soldiers and their Families
support services, regardless of their geographic location.
 Funded approximately $8 million for Exceptional
Family Member respite care providing up to 40 hours of
program care per month for Families with Exceptional
Family members.
 Developed Soldier and Family Assistance Centers at
garrisons with Warrior Transition Units. Centers provide a
safe haven where Wounded Warriors and DoD Civilians and
their Families can gather for mutual support and camaraderie to aid physical, spiritual and mental healing. Services
include transition support, financial counseling, child care
and education counseling. Centers serve as a conduit for
other federal, state, local, and non-governmental agencies.
 Conducted more than 1600 chaplain-led “Strong
Bonds” marriage and Family enhancement retreats for
62,000 attendees to increase marital satisfaction, enhance
readiness and reduce potential for divorce.
 Added 33 Family Life Chaplain positions to deliver
effective Family ministry and training. Provided approximately $35 million for marriage and relationship enhancement programs.
 Conducted more than 100,000 religious services
around the world, including at home stations and on the
battlefield. Ensured better access to religious support at
the battalion level by adding 21 Chaplains and Chaplain
Assistants.
2.2 Health Care
The Army is committed to increasing accessibility and
quality of health care.
 Created 36 Warrior Transition Units to support more
than 7,700 Soldiers. An additional nine community-based
WTUs are now serving more than 1,450 Warriors in Transi-
6

Fiscal Year 2009
Army Family Covenant:
Keeping the Promise
tion residing at home.
 Increased primary care visits to more than seven million in FY08, meeting access standards for 90 percent of patient
acute, routine, and specialty appointments.
 Hired 189 of 259 new contract Behavioral Health providers (does not include providers who converted from contract
to government employment) and launched an intensive marketing campaign to hire more BH providers.
 Funded 46 Marriage and Family Therapist positions.
 Filled 72 percent of the Army Substance Abuse Program counselor positions, an increase of 2 percent from last year.
 Provided Traumatic Brain Injury and Post Traumatic Stress Disorder chain teaching to more than 900,000 Soldiers
and conducted neurocognitive testing on more than 240,000 Soldiers prior to deployment. Educated 750 providers on
TBI care and programs and provided advanced PTSD training to 950 BH providers (600 received Web-based training).
FY09 improvements included increasing the PTSD Training program from 12 to 24 courses and training 720 additional
BH providers.
 Committed to providing depression and PTSD training to all Primary Care providers ensuring they have the skills
and tools needed to treat patients.
 Created 200,000 training products for military children and Families to strengthen their resilience and ease the
effects of deployments on children, spouses, and dual-military Families.
 Established a Center of Excellence for Children and Adolescents at Madigan Army Medical Center to develop appropriate prevention and resiliency-based psycho-educational support products.
 Strengthened partnership efforts with the Department of Veterans Affairs to improve the transition process for Soldiers.
 Authorized TRICARE Standard coverage for more than 500,000 eligible members of the Selected Reserve and their
Family members and lowered the co-payment by 44 percent for individuals and 29 percent for Family members.
 Augmented Family Life Centers with U.S. Army Reserve Chaplains to increase access to supportive Family counseling
and education as part of comprehensive counseling initiatives.
 Conducted regular suicide awareness, prevention and
intervention training for Soldiers at their home station and
while deployed.
2.3 Soldier and Family Housing
The Army is committed to improving Soldier and Family
housing.
 Automated and enhanced housing services by offering
the Automated Housing Referral Network, a home buying service, and Army Housing OneStop, a garrisons and community
information source.
 Continued the Residential Communities Initiative that
provided the Army with the ability to leverage private sector
capital and best business practices, ensuring quality facilities
and communities will be sustained through the next 50 years.
Through April 2009, RCI has privatized 43 of 45 planned garrisons, built more than 19,000 homes and renovated another
14,000. The planned goal calls for 87,747 homes or 98 percent
of all Army Family Housing in the United States.
 Expanded the RCI model to include Unaccompanied
Senior Enlisted/Officer Quarters at five garrisons (Forts Irwin,
Drum, Bragg, Stewart, and Bliss) to address the shortage of
adequate/affordable off-post rentals. The plan is to construct
1,396 one and two bedroom apartments.
Annual Report

7
Family and Morale, Welfare and
Recreation Command
 Received the 2008 President’s Quality Award from the
U.S. Office of Personnel Management for the RCI program.
RCI also won the Urban Land Institute’s Award for Excellence in 2008.
 Funded the Training Barracks Modernization Program
at $930 million to allow 11,306 Soldiers to move into newly
designed or renovated barracks in FY09. New construction
or modernization of 19,746 barracks spaces is scheduled
for completion by end of FY09.
 Introduced the First Sergeant’s Barracks Initiative
to enhance: single Soldier quality of life; reduce overall
unprogrammed single Soldier basic allowance for housing;
maximize barracks utilization while reducing the
number of certificates of
non-availability; and reallocate Soldier time from
non-war fighting tasks.
 The Army approved
$500 million (FY08 GWOT
supplemental) and $100
million (American Recovery and Reinvestment Act
of 2009) for Warrior Transition Barracks.
2.4 Child,Youth &
School Services
The Army is committed to ensuring excellence in child,
youth, and school services.
 Ensured all garrison-level CYSS Programs are certified
by the Department of Defense (equivalent of state licensing
requirements).
 Reduced the financial burden on Army Families by eliminating CYSS registration fees and reducing program fees.
 Increased support to Warriors in Transition Families
by providing child care during medical appointments, reducing child care fees, and eliminating fees for children of
Wounded Warriors to participate in four CYSS instructional
classes and two individual sports.
 Funded 72 FY08 Child Development Center construction projects, programmed 29 additional Centers FY09-14,
approved 18 new Youth Centers in FY08 and programmed
seven additional Youth Centers FY09-14.
8

 Delivered community-based outreach services (including 60,000 Hero Packs) in 49 states and the District of
Columbia to geographically dispersed children of deployed
Active, National Guard, and Army Reserve Soldiers through
Operation: Military Kids.
 Adopted the DoD Interstate Compact on Education
Opportunity for Military Children in 20 states to date.
Addressed four categories — eligibility, enrollment, placement and graduation — the compact removes “barriers to
educational success” imposed on children of military Families due to frequent moves and deployment of parents.
 Collaborated with more than 373 school districts to
support military-connected students transferring to
new school systems.
 Obtained National Accreditation of 103 eligible
Child Development Centers and 96 eligible School
Age Programs.
2.5 Education,
Careers and
Libraries
The Army is committed to
expanding education and
employment opportunities
for Family members.
 Placed more than 41,000 military spouses through
The Army Spouse Employment Program, a partnership
with Fortune 500 companies and government agencies to
provide employment opportunities. An updated Web site
(www.msjs.org) serves as a portal for military spouses to
post resumes providing them the opportunity to achieve
employment goals through career mobility and enhanced
employment options.
 Partnered with The National Endowment of the Arts
Partnerships for Arts and Humanities bringing classic
literature, teacher, and reader’s guides to more than 2,900
students in 30 Army communities.
 Launched the Military Spouse Career Advancement
Initiative with the Department of Defense and Labor to
provide spouses with up to $3,000 annually for education,
training and certification.
Fiscal Year 2009
Army Family Covenant:
Keeping the Promise
 Offered 39 library reference databases through
ARMY OneSource and Army Knowledge Online to
support education and life-long learning pursuits.
This centralized purchase saved $7.1 million.
 Purchased enterprise-wide DoD funded
library databases through the Army Library Program. The databases support Family educational
needs such as improving literacy among children.
 Developed a 24/7 General Library Information System which offers library services to Soldiers
and Family members including the National Guard
and Reserves, anytime, anywhere.
 Initiated the Army Library Program “Reach
Out and Read” that provides pediatric literacy
training to hospital personnel at 20 locations.
Children at well-baby/child appointments receive
a free book and parents receive instructional tips
on teaching reading.
 Provided a database of reading and audio materials, available upon request, to Family members of the deployed. Subjects
include self-help, educational, literary classics, and best sellers.
2.6 Recreation,Travel and BOSS
The Army is committed to providing Soldiers and Families a quality of life that is commensurate with their service
through quality Recreation, Travel and Better Opportunities for Single Soldiers (BOSS) programs and services.
 Developed Warrior Adventure Quest, a Soldier program supporting reset and re-integration that combines
high adventure outdoor recreation activities with Battlemind training to help develop Soldier coping skills. Comprised of Army medical, psychology, behavioral health, and
safety professionals, WAQ targets units during the first 90
days of home-station return.
 Coordinated a four-day training course with Pennsylvania State University that trains recreation professionals on
how to integrate Wounded Warriors into existing programs.
 Teamed with the National Amputee Golf Association
and the United States Golf Association to provide Warrior
Transition Units with golf instructional clinics. These clinics enable Soldiers to use golf as part of a total transition
back to an active lifestyle.
 Created the Wounded Warrior Sports Program to provide a goal-oriented sports program for physically disabled
Soldiers remaining on active duty.
 Partnered with a bowling industry coach to incor-
Annual Report
porate adaptive bowling education into the Army Bowling
Manager certification program, ensuring high quality support to Wounded Warriors and Army Family members with
special needs.
 Approved requirements for 48 full-time BOSS positions
to enhance quality of life and morale for single Soldiers.
 Developed a bowling promotion that brands bowling
centers as Family-friendly environments, while teaching
children about the centers and the game.
 Increased recreation facility operating hours and programming, and provided on-site child care at locations with
deployed Soldiers.
 Deployed Morale, Welfare and Recreation professionals into Iraq, Kuwait and Afghanistan to provide quality of
life, entertainment and recreation support.
 Developed the Web-based Army Arts and Crafts Contest to allow geographically dispersed Soldiers and Family
members to participate in the program.
 Standardized and increased the quality of fitness
center exercise equipment across the Army.
 Provided Soldier entertainment including the U.S.
Army Soldier Show and USA Express Band.
 Provided multiple money-saving travel opportunities to popular domestic destinations through the Information, Tickets and Reservation Office and online at
www.Offdutytravel.com.
 Planned renovations are underway at three lodging
locations: Fort Stewart, Ga., Fort Lewis, Wash. and Camp
Zama, Japan. New lodging hotels have opened at Camp
Humphreys, South Korea, Dugway Proving Ground, Utah,
Fort Knox, Ky., Fort Lewis, Wash. and Hohenfels, Germany.

9
Family and Morale, Welfare and
Recreation Command
New lodging hotels are under construction at Chievres,
Belgium, Fort Jackson, S.C., Grafenwoehr, Wiesbaden, and
Stuttgart, Germany and Vicenza, Italy.
2.7 Communities and Marketplace
The Army is committed to providing Families a strong,
supportive environment where they can thrive.
 Provided military Families in 35 states with continued
in-state college tuition benefits after the military sponsor
leaves the state.
 Conducted 86 Community Covenant signing ceremonies in 2008 and more than 60 signing ceremonies in 2009
with dozens more in various planning stages. Leveraged
public and private support for Soldiers and Families through
the Community Covenant, and more than 1,500 best community support practices on the Covenant Web site.
 Supported more than 30 bills enacted by states in
2007 to address flexible and expedited processes to aid
military-connected voters in deployed areas.
 Integrated resources in 38 states through Inter-Service Family Assistance Forums to assist military Families
with child care, resources for schools, teachers and youth,
and to facilitate easy access to information, services, and
support. The Department of Defense is continuing to increase utilization and coordination with high-level state
officials and agencies.
 Programmed ten new commissary projects with a $210
million investment over the next three years.
 Provided the Commissary benefit that saved an average of
more than 30 percent on purchases by Soldiers and Families
compared to commercial prices. Savings totaled $3,400 annually for a Family of four.
 Conducted Commissary on-site sales at 104 locations
for Guard and Reserve Soldiers and their Families. Guard
and Reserve Families purchased $14 million worth of commissary products.
 Army and Air Force Exchange Service is a major source
of employment; approximately 25 percent of the more than
43,000 AAFES associates are military Family members. Another 1.1 percent of associates are military members who
work part-time in exchanges during their off-duty hours.
 In FY08, AAFES provided $589 million in direct
support via MWR dividends and capital investment to the
10 
Army and Air Force and completed 17 long-range capital
projects at a cost of $159 million.
 In FY08, 423 AAFES associates volunteered and deployed in support of OEF/OIF operations. Additionally, the
number of AAFES Impress Fund Activities, serving remote
sites downrange numbered 16 in Iraq and 25 in Afghanistan.
 AAFES leveraged a variety of communication avenues
in support of Military and ARMY OneSource. AAFES placed
commercials on the BX’s and PX’s in-store television and
radio networks, advertised through e-newsletters and the
Exchange Online Store, and also provided content regarding exchange benefits to Military and ARMY OneSource.
Fiscal Year 2009
Family and Morale, Welfare and
Recreation Command
Executive Summary
The Basics of Family and Morale, Welfare & Recreation
I
In FY09, Army Family and Morale, Welfare & Recreation
received $1.9 billion in appropriated funds from Congress and
$1.3 billion in nonappropriated funds primarily from cash
register sales of goods and services.
Our major business partner, the Army and Air Force Exchange Service, provided a $148
million dividend to Army FMWR based on two distinct agreements. In the first, the Army
shares 50 percent of AAFES net income after depreciation with the Air Force based on the
number of active duty Soldiers and Airmen in each service—currently the Army receives 30
percent and the Air Force 20 percent. And second, through the Army Simplified Dividend,
garrisons receive 100 percent of Class VI profits, 80 percent of pay telephone revenue, and 0.4
percent of all local AAFES sales. The latter component is deducted from the Army share of total
AAFES profit with the remainder going to the Army Morale, Welfare, and Recreation Fund.
Revenues received from Army Lodging room charges are used solely to sustain and
recapitalize the Lodging program and its facilities.
Monies derived from user fees and sales, AAFES, and recreation and amusement
machine operations are invested and earn interest to benefit Army FMWR operations. When
combined, NAF represents 42 percent of all funding that allows
Army FMWR programs to continue to serve more than 3.9
million patrons.
Most of this money goes to Army installations
and is used to run FMWR operations, programs, and
services. What is left is focused on Army-wide capital
improvements and minor construction and capital
purchases.
12 
Fiscal Year 2009
Executive Summaries
Financials
Financial Overview
All Army Morale, Welfare and Recreation Funds
Field operating MWR programs and nonappropriated fund instrumentalities, the Army Recreation Machine Program, and the Army MWR Fund comprise
Army MWR operating funds. Collectively, $2.7 billion in
total APF and NAF funding supported FY09 operating
and capital requirements worldwide—a $209 million increase from FY08.
For APF, a $181 million increase was primarily due to
the Army support for the Soldier Family Action Plan of the
Army Family Covenant. The biggest increase was in Operations Maintenance Army with $1.206 billion funded, an
increase of $76 million from FY08. The positive change in
OMA was primarily due to the continuation of the Child/
Youth capitalization initiative.
For NAF, revenue increased $28 million over FY08.
Major increases were seen in operating income (user fees).
Sales were relatively stable despite deployment. The Army
and Air Force Exchange payments to the Army amounted to
$148 million, a $1 million decrease from FY08.
Figure 1 shows total FY09 funding support and uses
including Lodging and Army Community Services. The ratio of APF to NAF support was 58 percent to 42 percent,
respectively. The APF increased 13 percentage points from
FY08, primarily due to the increased support for construction. The major use of funds continues to be personnel,
at 44 percent of the total, up four percentage points from
FY08. After operating costs, $792 million was available for
capital requirements—$201 million more than FY07.
Global Army Program Overview
MWR, Lodging and Army Community Service
des
Inclu RRA
A
/
OCO 0M
$55
Other MWR NAF
$602 (19%)
FY09 ($ in millions)
Sources
AAFES Dividend
$148 (5%)
Gross ARMP
Revenue
$103 (3%)
Figure 1
Uses
Capital Investment
$792 (24%)
Military Personnel
Account
$16 (1%)
Sales
$229 (7%)
Lodging
$269 (8%)
Other Expenses
$1,053 (32%)
Appropriated Funds
$1,899 (58%)
NAF Personnel
$508 (16%)
GS Personnel
$388 (12%)
The Global Army Program is $3.2 billion
Uniform Funding
and Management/U.S.
Army Personnel
$492 (15%)
 Addresses


total universe of all resources and uses
Sources: 58 percent APF and 42 percent NAF
Uses: 44 percent personnel; 24 percent capital investment; and 32 percent other expenses
Annual Report

13
Family and Morale, Welfare and
Recreation Command
DoD Funding Metrics
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 planning is based on matching the right funding
source with APF/NAF requirements, and the MWR leadership established tracking mechanisms to ensure proper execution. MWR is now in its 14th year of monitoring these
standards. Figure 2 illustrates FY09 results. Army MWR
reported Category A APF rising from 84 percent in FY08 to
89 percent in FY09, and Category B rose from 77 percent in
FY08 to 79 percent in FY09.
Army MWR Operating Funds
APF as Percentage
of Total Expenses
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
Minimum
Category A
91%
92%
93%
89%
83%
83%
84%
89%
85%
Category B
67%
69%
71%
66%
67%
65%
77%
79%
65%
Figure 2
Critical Indicators
The MWR Army Leadership 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 Army MWR Fund loan to the Army Banking and Investment Fund with field Nonappropriated Fund
Instrumentality cash deposits. For the cash to debt ratio,
the Army Leadership reviews the total Army’s cash in the
Army Banking and Investment Fund, 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 Sept. 30, 2009, the Army’s collective MWR operating cash to current field liabilities was 2.8:1 (Figure
3). The AMWRF loan ratio to field cash deposits continues
at zero percent. This position is due to the AMWRF having paid off in FY07 without any subsequent loan requirements in FY09.
Critical Financial Indicators
FY05
FY06
FY07
FY08
FY09
Percent Army MWR Loan to Field NAFI Deposits
12%
9%
0%
0%
0%
Total Cash to Field Current Debt Ratio
1.6:1
1.9:1
2.5:1
2.1:1
2.8:1
Total Cash to Army Current Debt Ratio
1.4:1
1.8:1
1.2:1
0.8:1
1.2:1
Figure 3
14 
Fiscal Year 2009
Executive Summaries
Financials
Total MWR Operating Funds
Direct Appropriated Fund Support
T
The Management Decision Execution Packages that directly support MWR
and Family programs in the Soldier Family Action Plan reflected execution at
100 percent of the Army’s total base and supplemental funding.
The Family (i.e., Army Community Service) and MWR (i.e., Soldier Recreation and Child and Youth Services) MDEPS
execution versus targets and funding resulted in the following: all base funding was executed at 100 percent; and supplemental targets and funding were executed at 100 percent.
Nonappropriated Funds
For FY09, Army-wide field MWR Funds reported net
income before depreciation of $200.4 million (22.7 percent
of net revenue) versus FY08 NIBD of $160.1 million (18.1
percent of net revenue). Net income after depreciation was
$57 million for FY09 versus $16 million in FY08.
Figure 4 reflects the level of NIBD earned in FY09
which exceeds the Army’s NIBD standard by 14.7 percentage points.
Figure 5 shows the Army exceeding MWR standards for
13 consecutive years.
Figure 6 depicts the field’s NAF operating results by
category. Category A reflects a slight decreased reliance
on NAF support over the past year. Category B reflects increased earnings of $2.4 million over FY08. Category C also
reported an increase in earnings of $6.8 million in FY09
compared to the previous year.
The cost of NAF overhead declined in FY09 by $24.5
million as compared to FY08.
Figure 7 displays the sources of non-operating income
for the field. With the exception of Army and Air Force Exchange Service dividend revenue, all categories were less
than budget projections.
Annual Report
Total MWR NAFI Worldwide NIBD/NIAD
$ in millions
201
 Budgeted
 Actual
160
156
140
57
36
35
18
FY09 NIBD
FY09 NIAD
FY08 NIBD
FY08 NIAD
Figure 4

15
Family and Morale, Welfare and
Recreation Command
MWR Program Functional
NAF Operating Results
FY
MWR BoD
NIBD Standard
Actual NIBD
$ (in millions)
% Total
Revenue
1996
5%
65.1
7.8
1997
5%
75.8
8.9
1998
7%
66.9
8.8
1999
8%
88.6
11.4
2000
8%
116.7
14.3
2001
8%
117.1
14.7
Income Users
2002
8%
103.8
13.5
2003
8%
91.6
12.1
$ Millions
FY06
FY07
FY08
FY09
Category C Programs
$74.4
$91.6
$89.9
$96.7
External Revenue
142.7
167.5
144.5
129.2
217.1
259.1
234.4
225.9
Category A Programs
-5.5
-4.9
-5.3
-5.0
Category B Programs
2.9
6.2
5.8
30.0
-77.3
-91.1
-74.8
-50.3
0.0
0.0
0.0
0.0
Income Generators
Subtotal
2004
8%
99.4
13.0
Overhead Expense
2005
8%
104.5
12.7
Capital Reinvestment
Asmt
2006
8%
137.2
16.3
2007
8%
169.3
18.9
2008
8%
160.1
18.1
2009
8%
200.4
22.7
Subtotal
NIBD*
79.9
89.8
-74.3
-25.3
$137.2
$169.3
$160.1
$200.4
16.3%
18.9%
18.1%
22.7%
%of Net Revenue
Figure 6
Figure 5
Note: FY06-FY09 percentage based on UFM/USA for MWR – Adjusted revenue.
Non-Operating Revenue
81.7
85.5
87.3
$ in millions
 FY08 Actual
 FY09 Budget
 FY09 Actual
32.4
24.3
20.7
32.4
17.5
10.2
4.4
AAFES
ARM
Interest
0
0
Guest House Payback
Figure 7
16 
Fiscal Year 2009
Executive Summaries
Financials
Army Operating Funds
This section addresses individual Headquarters, Department of the Army funds managed at the FMWRC and presents
a summarized balance sheet and statement of income and expense.
Army Morale, Welfare and Recreation Fund
The long-range Morale, Welfare and Recreation financial plan redirected field Nonappropriated Fund Instrumentality-revenue to the Army
Morale, Welfare and Recreation Fund for worldwide application to modernize MWR NAF facilities and program investments. The plan also authorizes borrowing from the Army Banking and
Investment Fund.
In FY09, this plan paid out $17.4 million for
regular construction, $10.8 million for management information system support, and $12.7
million for other program investments such as
master training, interns, patron surveys, and
marketing research. The next allocation is for
field exemptions and services such as self-sufficiency exemption dividends, capital purchase
and minor construction grants, Army sports,
and Better Opportunities for Single Soldiers. The
fund also supports a portion of the NAF administration budget for FMWRC. Figure 8 shows the
AMWRF FY09 allocation.
Uses of an AMWRF Dollar
Construction
and Program
Investment
51%
Field
Services
and
Self-Sufficiency
Exemptions
26%
USACFSC
Operations
23%
Figure 8
Army Recreation Machine Trust Fund
The Army Recreation Machine Trust Fund administers
the Army Recreation Machine Program operating profits.
In FY09, the ARMTF received $30.6 million in profit distribution, a $20.8 million decrease from FY08. Major uses
of cash in FY09, on a cash flow basis (which includes cash
Army Central Insurance Fund
The Army Central Insurance Fund provides comprehen-
sive property and casualty insurance through a self-insured
program for all NAF activities. The ACIF purchases com-
Annual Report
on hand at the beginning of the year) were $30.1 million in
shared distributions to Regions and payouts to the AMWRF
and $2.2 million for internal Army Recreation Machine operations capital expenditures.
mercial property insurance which serves as re-insurance
against catastrophic loss. During FY09 claim payments for
damage to NAF buildings and contents Army-wide were
$1.3 million for the year. Accidents causing damage to

17
Family and Morale, Welfare and
Recreation Command
NAF-operated vehicles resulted in losses of $300 thousand.
Losses resulting from the theft or robbery of NAF money
and securities resulted in claim payments of $28 thousand.
The cost of general and vehicle tort claims for bodily injury
and property damage due to negligence amounted to $927
thousand. Although there was an increase in workers’ com-
pensation costs rates were reduced in FY09.
The cost of unemployment compensation for FY09 resulted in payments of $3.4 million to former NAF employees. The ACIF had a net operating loss of $1.8 million for
the year. This loss is attributable to the increase in self-insured claims expense and a reduction in some rates.
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 FY09, the ABIF provided cash management and investment services to
400 Army and DoD entities. Participants earned a compounded rate of 2.29 percent on their average deposited balance.
During the year, the ABIF distributed $30 million as interest income. Invested cash rose from $1.337 billion in FY08 to
$1.596 billion in FY09 (Figure 9).
Army Banking and Investment Fund
Depositors’ Balances — Net of AMWRF Loan
$ millions
1596
1337
1141
870
680
511
244
’99
382
409
432
’01
’02
’03
302
’00
’04
’05
’06
’07
’08
’09
Figure 9
18 
Fiscal Year 2009
Executive Summaries
Financials
Army Central Retirement Fund
This report can be found on page 23.
Financial Report: Army MWR
Army MWR corporate finances are the combined total performance from field operating NAFIs, the ARMP and the
AMWRF. The Financial Overview section (page 3) of this report shows how these elements, taken in the aggregate, performed from FY08 to FY09. In addition, The Financial Overview section reviews field operating results for the same period. Below are the Summarized Balance Sheet (Figure 10) and the Summarized Statement of Income and Expense (Figure
11), which support the analysis in the Executive Summary.
Summarized Balance Sheet/Income and Expense Statement
Summarized Balance Sheet: Army MWR Operating Funds
The collective financial position (see Figure 10, as of
Sept. 30, 2009, reflected a current ratio of 0.7:1 versus 0.9:1
attained at the end of FY08. Cash to current liabilities was
calculated at 0.6:1 compared with 0.7:1 as of Sept. 30, 2008.
The ratios are in line with the strategy to reinvest maximum
cash in capital requirements while sustaining appropriate
levels of operating cash to meet daily recurring needs.
Major changes in current assets were reflected in Cash,
+$73 million and receivables, +$7.5 million. This net in-
crease was offset by accounts payable, -$2.1 million and
an increase in other current liabilities, $306 million. Major
increases in cash (sinking funds) and liabilities is largely
attributed to the Uniform Funding and Management process where Appropriated and Nonappropriated Funds are
merged for the purposes of providing MWR services using
NAF rules and procedures. A large portion of the Other Assets is under NAF certification awaiting execution of Child
Care construction being accomplished under UFM.
Summarized Income and Expense Statement
Figure 11 illustrates the statement of FY09 APF and
NAF operations compared with FY08. The NAF revenue and
expenses transacted through UFM and MWR Utilization,
Support and Accountability have been eliminated from this
display in order to preclude overstatement of combined
APF and NAF support. In FY09, $909 million was executed
through these processes, versus $737 million in FY08.
Total APF support increased $181 million compared
with the previous year. Major increases were reflected in
Operation and Maintenance, Army, +$76 million, illustrating the material effort on the part of the Army to support
MWR priorities in the Soldier Family Action Plan. The reported costs for military personnel working in MWR was
up $11.2 million, reflecting an increased effort in the field
to capture and report these indirect costs more accurately
than in the past. The Military Construction, Army level of
$314 million was the highest ever reported for MWR, due
Annual Report
to the increased number of approved CDC projects and
overseas contingency operations funding.
The collective NAF revenue for the Army Operating
Funds for FY09 was $1,081.2 million, a $27.5 million increase over FY08. The AAFES dividend to the Army decreased $1 million; and the gross Army Machine Recreation
Program revenue decreased $26.6 million. While sales remained relatively stable, there was a $77.1 million increase
in other operating revenue due to an extraordinary income
APF payment for prior year APF authorized costs.
On the expense side, labor continues to be the largest element of operations for MWR. The FY09 labor costs
overall reflected a 4.8 percent increase over FY08. Other
costs declined however compared with the previous year
by $173.3 million. This was primarily due to increased emphasis on construction requirements versus recurring operating costs.

19
Family and Morale, Welfare and
Recreation Command
The NIBD was recorded at $316.3 million, a $118.8 million increase from FY08. Net income was $164.9 million, or
15.3 percent of NAF revenue. This is an increase from FY08
when NIAD was reported at $47.7 million, 4.5 percent of
NAF revenue. Major reasons for the positive condition are
attributed to decreased operating costs, increased appropriated fund support, increased NAF revenues and extraordinary income for prior year APF authorized costs.
Summarized Balance Sheet: Army MWR Operating Funds
Sept. 30 FY09
Assets
Sept. 30 FY08
Change
Current Assets
Cash/Investments
$496,864,731
$423,869,798
$72,994,933
Receivables
97,009,118
89,508,433
$7,500,685
Inventories
21,902,623
22,693,035
($790,412)
Prepaid Items
15,585,219
10,804,866
$4,780,353
631,361,691
546,876,132
$84,485,559
Fixed Assets
2,920,048,521
2,802,516,794
$117,531,727
(Less) Accumulated Depreciation
1,574,566,732
1,492,422,399
$82,143,333
Book Value Fixed Assets
1,345,482,789
1,310,094,395
$35,388,394
702,451,792
408,430,000
$294,021,792
1,349,410
1,445,000
($95,590)
46,708,265
802,840
$45,905,425
$2,727,353,947
$2,267,648,367
$459,705,580
$57,522,135
$59,577,778
($2,055,643)
Total Current Assets
Other Assets
Capital Commitment/Sinking Funds
Separation Sinking Funds
Other
Total Assets
Liabilities
Current Liabilities
Accounts Payable
Other
Total Current Liabilities
Total Long Term Liabilities
836,618,816
530,418,856
$306,199,960
$894,140,951
$589,996,634
$304,144,317
129,916,888
134,919,558
($5,002,670)
Total Liabilities
1,024,057,839
724,916,192
$299,141,647
Fund Equity
1,703,296,108
1,542,732,175
$160,563,933
$2,727,353,947
$2,267,648,367
$459,705,580
Liabilities and Fund Equity
Figure 10
20 
Fiscal Year 2009
Executive Summaries
Financials
Summarized Income and Expense Statement: Army MWR Operating Funds
FY09
Revenue
FY08
Change
APF:
Military Personnel
$16,409,605
$5,182,242
$11,227,363
1,205,936,545
1,130,120,495
75,816,050
Other Operating
32,521,012
16,707,621
15,813,391
DLA/DoD
25,429,523
13,090,000
12,339,523
313,900,900
248,167,000
65,733,000
OMA
MCA
$1,594,196,685
Sub-total
$1,413,267,358
$180,929,327
NAF:
Sales
229,057,988
232,343,918
(3,285,930)
Gross ARM Revenue
101,761,221
128,400,000
(26,638,779)
Central Fund AAFES Dividend
60,979,062
67,344,700
(6,365,638)
ASD/Other AAFES
86,695,268
81,749,294
4,945,974
Other Revenue*
583,389,420
506,292,377
77,097,043
Interest Income
19,330,426
37,501,141
(18,170,715)
Sub-total*
$1,081,213,385
$1,053,631,430
$27,581,955
Total Revenue and Appropriations
$2,675,410,070
$2,466,898,788
$208,511,282
Revenue
Figure 9
APF:
Operating Labor**
Overhead Labor**
$121,229,560
$128,607,950
($7,378,390)
27,105,060
29,152,123
(2,047,063)
APF Support for UFM Labor
492,401,484
366,806,454
125,595,030
Other Operating Costs
490,027,349
640,533,831
$1,130,763,453
Sub-total
(150,506,482)
$1,165,100,358
($34,336,905)
NAF:
Cost of Goods Sold
96,963,696
96,446,675
517,021
Operating Labor*
347,473,834
361,974,165
(14,500,331)
Overhead Labor*
49,217,827
103,705,800
(54,487,973)
271,273,210
294,049,195
(22,775,985)
Other Operating Costs*
Sub-total*
$764,928,567
$856,175,835
($91,247,268)
Total Operating Expenses
1,895,692,020
2,021,276,193
($125,584,173)
Military Construction Army
463,433,232
248,167,000
$215,266,232
Net Income Before Depreciation
316,284,818
197,455,595
$118,829,223
Depreciation
151,422,886
149,731,798
($733,405)
$164,861,932
$47,723,797
$117,138,135
Net Income (Loss)
* Net of UFM/U: SA/MWR Revenue: FY09 $909,233,517; FY08 $737,181,354
** Includes General Schedule, Foreign Nationals, Wage Grade and Military Personnel Army
Figure 11
Annual Report

21
Family and Morale, Welfare and
Recreation Command
Internal Review
Nonappropriated Funds Audit
D
DoD policy requires annual financial statement audits
of the Army nonappropriated funds by independent
commercial auditors.
For FY08, an unqualified audit opinion was rendered for the NAFs below except for the Army Morale, Welfare, and
Recreation Fund and the Army Lodging Fund. These two Funds each received qualified opinions. The AMWRF and ALF
accounting documentation did not support the account balance for Construction-In-Progress. The accounting documentation is being corrected. Financial statement audits for these funds for FY 2009 are in progress.
 Army Morale, Welfare, and Recreation Fund
 Army Central Insurance Fund
 Army Banking and Investment Fund
 Army NAF Employee Retirement Plan
 Army Medical Life Fund
 Army NAF Employee 401(k) Savings Plan
 Army Lodging Fund
 IMCOM MWR NAF Major Construction Fund
 Army Recreation Machine Trust and Operations Fund
 Korea Region MWR Single Fund
 Armed Forces Recreation Centers Funds Group, which include the
AFRC hotels in Europe, Korea, Florida, Virginia and Hawaii.
The following NAFs are being audited for FY08 and FY09:
 Northeast Region MWR Single Fund
 Southeast Region MWR Single Fund
 West Region MWR Single Fund
 Pacific Region MWR Single Fund
 IMCOM HQ MWR Fund
 Europe Region MWR Single Fund (FY09 only)
These audits have been delayed since consolidated Regional MWR Funds financial statements are not produced by
Defense Finance and Accounting Service NAF Financial Services, the accounting office. Financial statement audit reports
will be issued for both years. DFAS NAF Financial Services does not produce an auditable financial statement combining
the Region and Garrison MWR Funds. Consolidation only occurs at the cash level via the daily cash sweep, and in the
Standard Management Information Reports for Finance reports library. Consequently, extensive data collection by the
commercial auditors is required to perform the audits for a certified financial audit of the consolidated region’s statement.
The Army’s nonappropriated audit committee is monitoring these audits being performed by independent auditors.
22 
Fiscal Year 2009
Executive Summaries
Financials
Army Central Retirement Fund
The Army Central Retirement Fund represents the total
of employee and employer contributions and investment
earnings on those contributions (plan assets) for the U.S.
Army NAF Employee Retirement Plan. The fund pays accrued
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 the end of FY09, there were 5,873
retirees and survivors receiving monthly annuities from the
NAF Retirement Fund and 1,464 deferred vested members.
As of Oct. 1, 2009, the date of the last actuarial valuation, the value of benefits participants have earned (actuarial present value of accumulated plan benefits) was $883
million. This is the amount required to satisfy all the plan’s
obligations if it were terminated today. The market value of
assets available on Oct. 1, 2009 was $769 million, compared
to $785M on Oct. 1, 2008.
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 Oct. 1, 2009, the total actuarial accrued liability was $1.003 billion compared with $910 million one year
before, with the actuarial value of assets at $923 million, for
a funded status of 92 percent. This represents the continued
strength of the fund in spite of the generally poor performance
of the financial markets. In response to the decline in the markets, the 2009 COLA was limited to 4 percent, as opposed to
the 5.8 percent increase in the Consumer Price Index. Additionally, the employer contribution rate was increased from
6.5 percent to 7.0 percent, effective Oct. 1, 2009.
Retirement plan assets are in a trust fund that can only
be used to provide benefits to participants as authorized by
the plan. Five trustees are responsible for investing assets
in authorized investments. Assets are invested so that, over
time, the return on investment meets the long-term assump-
Amount ($M)
Army Medical/Life Fund
The Army offers health, dental, and life insurance benefits to its regular NAF employees. The AMLF collects premiums from employers 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,
participating 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 U.S. Army NAF 401(k) Savings Plan continues to be
a valuable benefit for employees. The total individual 401(k)
Savings Plan account balances were $321 million at the end
of FY09, an increase of $32 million from FY08 (see Figure 2).
This increase was a result of participant contributions and
some improvement in the performance of the stock market.
As of Sept. 30, 2009, there were 13,827 active participants,
which was 70 percent of the eligible employees.
U.S. Army NAF 401(k) Savings Plan
Army NAF Retirement Fund
Asset Allocation
Asset Class
tions on which the plan is based. The plan paid NAF retirees
and their beneficiaries $39.8 million in FY09 including a 4
percent cost of living increase beginning April 1, 2009.
On Sept. 30, 2009, the market value of the plan’s assets
totaled $769 million (see Figure 1). The return on investment
earned by these assets for the year ending Sept. 30, 2009 was
-3.3 percent.
(Average Total Returns, Period Ending Sept. 30, 2009, in percent)
Investment Fund
Percent
5 Years
Life of Fund
1.27
3.35
4.38
Common Stock
542.6
70.2
U.S. Bond Index
10.02
4.60
7.13
Bonds and Debentures
125.7
16.9
Balanced Fund
3.73
4.36
8.98
Cash and Equivalents
24.9
2.7
Davis New York Venture Fund
-6.56
1.57
11.79
Venture Capital
38.8
5.4
Growth Company
0.70
5.65
12.38
U.S. Government
Securities
11.9
1.9
Overseas
-2.43
5.64
10.87
Insurance Contracts
25.1
2.9
Spartan Equity
-6.86
0.98
8.95
769.0
100.0
Dodge and Cox
-3.69
0.81
10.75
0.48
3.52
12.56
Total
Figure 1
Annual Report
Retirement Money Market
1 Year
T. Rowe Price
Figure 2

23
Family and Morale, Welfare and
Recreation Command
Business Initiatives Group
Clubs and Food, Beverage and
Entertainment
Army Club and Food, Beverage and Entertainment activities are an increasing and integral part of installation
business operations; contributing essential funding to support MWR programs. The Army operates 173 CFBE activities (Officers’ and Community Clubs, Catering Centers,
Stand Alone Branded Restaurants, Food, Beverage and Entertainment activities, and Snack Bars) worldwide. They offer a wide variety of programs and services to enhance unit
readiness and support community social needs.
“MWR Branded
Restaurants are
comprehensive packages
that can be customized
to fit the needs of the
installation...”
For FY09, CFBE recorded net income before depreciation of $14.5 million on total revenue of $149 million, a
return of 9.9 percent compared to the IMCOM standard of
8 percent. Total revenue for CFBE decreased by $5.4 million
compared to FY08; while NIBD decreased by $1.9 million.
Appropriated funding reimbursements increased to $3.0
million for FY09 versus $2.8 million for FY08.
The Army’s MWR Branded Restaurant Operations
compete with popular off-post establishments to achieve
business success and give Soldiers what they want. MWR
Branded Restaurants are comprehensive packages that can
be customized to fit the needs of the installation; whether
it’s a retrofit of an existing facility, in-line service counter or
brand new construction. FMWRC offers market assessment,
24 
architectural design, menus, recipes, training, in-house
marketing promotions and much more. There are currently
92 total MWR Branded Restaurants in operation under the
eight brands in the portfolio. Seven of these are located on
and managed by Air Force and Marine Corps bases.
The Army’s Name Brand Fast Food program further expands the quality of food services to the total Army community, and generates reasonable earnings for the Installation
Morale, Welfare and Recreation Fund. There are currently
12 NBFF operations in MWR facilities. In FY09, these produced $600 thousand in NIBD for the IMWRF.
Bingo is one of the most profitable Army MWR programs in the CFBE portfolio–producing $8.9 million in NIBD
on $45.3 million of revenue. It is important to note that 95
percent of bingo revenue and 92 percent of the NIBD comes
from the top 10 programs. Bingo programs afford our patrons fun and excitement in a social setting and are projected for expansion at several garrisons in FY10. FY10 bingo
program expansion will include introduction of 24-Number
Bingo (Quick Shot) at selected Bowling Centers.
In 2009, the revitalization of Army MWR catering continued to move forward. Aggressive development of the
“Army Catering Program” began with the goal of providing
a comprehensive set of tools designed exclusively for MWR
managers and catering personnel. The new Army Catering
concept was introduced at Fort Riley, Kan. and Fort Lewis,
Wash. The program is being enhanced based on lessons
learned from these implementations.
Bowling
The Army operated 86 Bowling Centers with 1,650 lanes
during FY09. These Family-oriented entertainment centers
hosted 6.9 million patron games bowled and offered — in
addition to open, league, and tournament bowling — a wide
array of amenities such as Strike Zone snack bars, video and
internet gaming machines, meeting and party rooms, rec-
Fiscal Year 2009
Business
Initiatives Group
reational machines and bingo. A few centers have expanded
into laser games, miniature golf, and soft play areas for children. Extended deployments and back-to-back troop rotations made traditional league bowling difficult and resulted
in predominately open play.
Both category B (41 locations) and C (45 locations) centers performed well financially in FY09, exceeding Installation Management Command standards. Collectively, Category B bowling activity net revenue was $7.3 million, with
$1.1 million in NIBD or 15 percent NIBD as a percent of net
revenue. The standard for Category B Centers was breakeven. Category C bowling activity total net revenue was
$45.8 million, with $7.4 million NIBD or 16 percent NIBD
as a percent of net revenue. The
IMCOM standard for Category
C Centers was 15 percent.
FY09 bowling program investment saw design start for
a new state-of-the-art 16-lane
Soldier and Family Entertainment Center at Wiesbaden,
Germany. Project validation
assessments for proposed
projects were completed for
a new 32-lane center at Fort
Gordon, Ga. for $15 million,
and for a new 32-lane center at
Fort Lee, Va. for $15.6 million.
These proposed centers are envisioned to include lounges,
Strike Zone snack bars, meeting and party rooms, game
rooms, and pro shops.
To assist garrisons with
the Army Family Covenant and
to provide quality Family programming, FMWRC Bowling partnered with the Bowling
Proprietor’s Association of America and Strike Ten Entertainment on a new children’s program called Bowlopolis.
The program-themed Army centers are child and Family
friendly. Children were attracted to Army centers through
the periodic release of DVDs — only available at the local
bowling centers. The DVDs contained an ongoing serial
cartoon story of a little boy who must learn to bowl. Army
Bowling Center membership in the BPAA and Strike Ten
Entertainment enables garrisons to join nationally-spon-
Annual Report
sored promotions and events of this type. To date, 28 centers signed up for the program. To enhance Bowlopolis and
provide a turn-key educational program, a children’s training kit and lessons manual were sent to participating garrisons. Child, Youth & School Services, as well as schools,
churches, and other organizations, partnered with local
participating bowling centers to bring Bowlopolis to Army
youth. Managers submitted quarterly after-action reports
to measure the return-on-investment for the program. After a successful launch in FY09, the program is planned to
continue in FY10.
Bowling Center Manager certification training was
provided in June 2009 as part of a Joint Services training venture. Managers received instruction in facility
and equipment management,
coaching, pro shop operations,
lane inspection and certification, and new IMCOM initiatives. One of the country’s top
bowling coaches, Dick Ritger,
provided an Adaptive Needs
bowling coaching program,
developed for Wounded Warriors and other Family members with special needs. Bob
Rea, a leader in children’s
bowling instruction, provided
a class for managers wanting
to learn more about children’s
coaching under the Bowlopolis
umbrella. Both new coaching
programs were incorporated
into the bowling management
certification training requirements. A new FMWRC, Business Initiatives Group training program was implemented
in FY09 whereby 18 bowling center managers were centrally funded to attend the training. Attendance was funded
locally for another 40 Army Managers and 140 Managers
from other Services.
The FY09 bowling Excellence in Management award
nominees were: Teresa Day, Coyote Bowling Center, Yuma
Proving Ground, Yuma, Ariz.; Frank Jacobson, Thunder Alley Lanes, Fort Carson, Colo.; Barbara Cox, Phantom Warrior Lanes, Fort Hood, Texas; Diane Clark, Strike Zone

25
Family and Morale, Welfare and
Recreation Command
Bowling Center, Fort Polk, La.; John Howard, Redstone
Lanes, Redstone Arsenal, Ala.; Abdul Qayyum, Fort Myer
Bowling Center, Fort Myer, Va.
Golf
For FY09, the Army’s 53 golf courses recorded NIBD of
$7.7 million on net revenue of $69 million, a return of 11.2
percent versus the IMCOM standard for installations of 15
percent. FY08 NIBD was $9.6 million on net revenue of $73
million, a return of 13 percent.
During this period of high operational tempo and necessary changes to operational approach, Army Golf focused
on programs supporting authorized users in special circumstances. A discount program reducing golf green fees and
lessons was offered to Family members of deployed Brigade
Combat Team Soldiers. Army Golf, in conjunction with
the National Amputee Golf Association, sponsored “First
Swing” learn to golf seminars under a grant from the United States Golf Association. This partnership supports introduction of Warriors in Transition to the enjoyment and
benefits of golf as a leisure activity. The program is offered
as an on-site train-the-trainer model teaching military golf
professionals adaptive golf techniques suitable for players
with disabilities. Hands-on instruction to our Warriors in
Transition is provided during these golf clinics. The “First
Swing” instructors relate to participants as they are all amputees who have served in the military. From this regard
it becomes a peer-to-peer environment creating a dynamic
training opportunity. FMWRC organized “2009 The
First Swing Tour” offering instruction at Forts
Sam Houston, Belvoir, Campbell, Jackson,
and Stewart, as well as the Navy Depot
in San Diego.
The 2009 Military Long Drive
Championship sponsored by Snapple was held at 20 military installations around the world. This included 19 Army Golf Courses, and
one Navy Golf Course. Golf managers reported that over 300 contestants competed
in the events, averaging 17 contestants per site.
Entry fees for each six-ball attempt cost a contes-
26 
tant $10. On average, installations collected $362 in entry
fees from contestants resulting in 720 attempts to qualify
to win the $10,000 grand prize. Ensign Ryan Hixson of the
Coast Guard defended his 2007 and 2008 titles by pulling
off the three-peat, and once again taking home the $10,000
grand prize.
Army Golf has set up Professional Golf Association
Certification Training to provide “affiliated” memberships
to properly certify Army Golf Course Managers that are not
PGA Class “A” Professionals. Level I of the training is scheduled in January 2010, in conjunction with the PGA Merchandise Show in Orlando, Fla. Level II will be conducted in
August 2010 in Las Vegas, Nev., prior to the PGA Fall Expo.
The golf managers will earn their Army Golf Certification
upon successful completion of Level II.
Training for managers and superintendents remains
a priority. The Army was represented at the Golf Course
Superintendents’ Course held at Texas A&M in FY09; 55
Army Golf course managers and supervisors attended the
PGA/Armed Forces Golf Managers’ Seminar in Orlando,
Fla. which was followed by the PGA Merchandise Show in
January 2009.
The IMCOM corporate strategy recommends courses
with excess capacity initiate requests to open for general
public play or for Veterans’ usage. To date 26 courses are
open to public play and 12 are approved to allow access by
honorably discharged Veterans.
Enterprise golf cart acquisition continues to provide
benefits with approximately 3,300 golf cars having been
purchased from Club Car through FY09 with realized savings of approximately $3.1 million. FMWRC initiated
a bulk purchase request for golf course
maintenance equipment encompassing
all 53 golf facilities worldwide. This
contract covers 14 individual commercial products configured to the
Army’s specifications, along with additional accessories. This contract was
awarded in March, in time for the spring
2009 golf season. To date, a total of 54 separate
pieces of equipment have been purchased, representing a savings of $121 thousand.
FMWRC purchased 26 Specialty (adaptive)
Golf Carts this past year designed for Wounded Warriors.
Fiscal Year 2009
Business
Initiatives Group
Delivery of these carts was targeted to 13 garrisons with
Warriors in Transition populations of six or more. The purchase brought availability of the adaptive carts to a total of
64 carts at 31 Army Garrisons. Adaptive carts assist players
with their swing as well as facilitate course navigation.
The 2009 Excellence in Management Award nominees
for golf operations were Song Yong Pak, Camp Casey, Korea;
Gary Groff, Stuttgart, Germany; Mark Smith, Wiesbaden,
Germany; Michael McDonald, Fort Lewis, Wash. and Robert Taylor, Fort Bragg, N.C. The Excellence in Management
Award was Mr. Pak.
Joint Services Prime Vendor
Program
The Joint Services Prime Vendor Program continued to
provide all Service participants savings in time, labor and money in FY09 through new contracts, increased program awareness, and effective contract management.
FY09, JSPVP purchases totaled $140.2 million, a two
percent increase from $137.5 million in FY08. Added to
the program were 19 Navy lodges resulting in additional
$600 thousand in purchase volume. Contract price and rebate savings in FY09 totaled $17.5 million, an increase of
two percent over FY08. Cost savings included savings over
street costs and rebates, which are estimated at 12-15
percent. Additionally, the customer
transaction audits captured
over $75 thousand in contractor overcharges that
were subsequently paid
back to the ordering activities.
Product rebates increased 21 percent from
$1.15 million to $1.4 million. This was primarily due
to a reduced withhold cost for rebate
program management, new rebate programs with Clement
Pappas, Burry Foodservice, Lactalis Foodservice, Sterno
Group, and Ralcorp, and enhanced rebate programs with
McCain, McCormick, Ventura, and Advanced Foods.
Army participation in the JSPVP program increased 2.9
percent from FY08. Garrisons in all Regions increased par-
Annual Report
ticipation except the Southeast and Pacific Regions. Major
improvements in participation occurred at several garrisons. Fort Belvoir, Va. improved by 19 percent compared to
FY08 and improved 34 percent over the last two quarters of
FY09. Fort Myer, Va. improved 2 percent compared to FY08
and improved 31 percent over the last two quarters of FY09.
Fort Lee, Va. improved 30 percent compared to FY08.
Research on opportunity buys of food inventory surpluses and promotional programs continues to identify greater
opportunities for cost savings. Such buys, can provide up to
a 50 percent cost savings for products already in use.
A logistics/warehouse optimization initiative is presently underway in Korea in order to reduce overall costs
and streamline operations.
Recycling
Installations with approved Qualified Recycling Programs, deposit the proceeds from recyclable item sales into
a special Suspense Account, as required by law. After reimbursing QRP expenses, Commanders may use up to 50 percent of account balances for pollution abatement, energy
conservation, and occupational safety and health projects.
Commanders should monitor the special Suspense Account
balance, as at the end of a fiscal year any funds not used for
those areas (up to 100 percent of the account), with a balance in excess of $2 million, must be returned to the U.S.
Treasury. Commanders need to ensure that funds are
distributed from the Suspense Account in a timely
manner, and that items recycled through the QRP
have a positive or a breakeven return. The other
contributor to the Suspense Account is the Defense Reutilization & Marketing Office as their
sales of qualified recycling material are also deposited there. The proceeds from certain materials, such as precious metals and metals from military
hardware may not be credited to the Suspense Account.
In the 25 years of direct MWR involvement in installation QRP, the business of recycling has changed substantially. The “easy to get” materials, such as from accumulated
metal piles, junk yard storage holdings, base clean-ups, and
initial firing range clean-up drives, have already been collected, sorted, and recycled. This leaves daily recycling from
solid waste as the normal routine for recycling programs,

27
Family and Morale, Welfare and
Recreation Command
including household recyclables, office paper and cardboard, small arms brass, and the usual turn-ins to Defense
Reutilization Management Office.
All MWR operated QRP’s in FY09 reported a positive
NIBD. Total revenue was $18.3 million with a $10.2 million NIBD. Revenue remained consistent compared to the
previous year and NIBD dropped $0.7 million. This drop in
NIBD was expected, as in FY08
there was a higher than
usual transfer of funds
by commanders from
the Suspense Account
to MWR. Additionally,
recyclable material
prices have dropped
in the last year, some
substantially, and until the overall economy
recovers, a downward
trend in revenue and net
earnings is likely in FY10.
QRP results are dependent on
the variations in marketability 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.
Recreational Lodging
descriptions. The ultimate objective is to provide customers
a consistent expectation for Recreational Lodging quality
and services and easy access to reservations information
through a centralized reservations process.
There are 29 garrisons offering Category C Recreational
Lodging activities with various levels of products and services categorized as two major types: Stand-Alone Lodging (cabins, cabanas, cottages and manufactured/modular
homes); and Multiple-Unit Lodging (lodges, hotels and
apartments). For FY09, Recreational Lodging program activities recorded a NIBD of $4.3 million on total revenue of
$11.6 million.
Utilizing the Army Lodging model, new Standards for
Service and Operations have been drafted. Recognizing the
need to enhance the facilities, the garrisons/regions in coordination with Headquarters will facilitate training of the
garrison employees in Rectrac (property management system) and Customer Service Training beginning in FY10.
In FY09, the Recreational Lodging potential was examined at Fort Hamilton, N.Y. and Fort Benning, Ga. using
Project Validation Assessments. Demand was substantially
quantified at each location but, to date, funding for these
projects has not been identified.
Additional program emphasis for FY10 will be utilization of the cost-saving benefits of the Enterprise Buy Program and developing a comprehensive program to solidify
Category C Recreational Lodging as a professionally operated chain of leisure opportunities for authorized users.
Category C Recreational Lodging is receiving new focus
within Business Operations. Working with Soldier and Community Recreation, clear definitions were developed to distinguish Category B and Category C operations. The Category
C Recreational Lodging program mission to provide quality
Recreational Lodging accommodations to Soldiers and their
Families seeks a high quality environment providing guests
with a temporary living environment that enhances rest and
relaxation. Customer service is our number one priority.
A field data call commenced pursuit of actions targeting development of operating and services standards; consistent organizational structures; and standard position
28 
Fiscal Year 2009
Business
Initiatives Group
Hospitality Programs
Army Lodging’s mission is to provide customer-focused
lodging services supporting the readiness of the Total Defense mission. Accommodations in Army Lodging facilities
are available to all official travelers: Temporary Duty; Permanent Change of Station; and other Department of Defense
travelers. The mission also supports wounded warriors,
emergency lodging during natural disasters, and support
for anti-terrorism missions. In addition, military members,
retirees, and their Families may stay in Army Lodging hotels while on leisure travel, when rooms are available.
In FY09 Army Lodging provided over 4.54 million room
nights to over 5.6 million guests at 72 Garrisons worldwide
with average occupancy rate of 74.8 percent. Occupancy included 4.4 million room nights associated with guests on
Temporary Duty and 0.5 million room nights for travelers
on PCS status.
Army Lodging hotels provide a range of facilities from
standard rooms designed for short term business travelers to larger accommodations complete with kitchenettes
designed to meet the needs of Families and/or long term
TDY travelers. Army Lodging’s accommodations are complete with standard amenities and services comparable to
mid-priced commercial hotels. Army Lodging transitioned
10 hotels to Privatization for a total of 3645 rooms, on Aug.
15, 2009. These hotels are now operated by Intercontinental Hotel Group and are no longer official lodging.
Army Lodging Success Program and
Temporary Change of Station Program
When on-post lodging is unavailable, the Lodging Success Program, in partnership with private industry, is a special benefit for official business travelers to key DoD business
travel destinations. The LSP allows traveler and conference
attendee access to quality name brand hotels at or below
lodging per diem rates in major metropolitan areas.
The LSP has 19 locations and provides overflow accommodations at 56 contracted hotels. The program provided
cost avoidance to the Army travel budgets of $3.4 million or
11 percent in comparison to local lodging per diem rates.
Army Lodging supports Installation Management
Command and Temporary Change of Station requirements
by contracting for commercial apartments to meet long
term requirements exceeding on-post capabilities. Overflow accommodations primarily support Soldiers traveling
Annual Report
to training and Reserve personnel traveling in a TCS status,
who are on orders for more than 180 days. In FY09 the TCS
program saved $44 million. These savings continue to grow
as the program grows with national contracts. Potential annual savings could be as high as $236 million if we assume
the difference between placing Soldiers on the economy at
100 percent per diem versus leveraging contract lodging
and 55 percent per diem.
Both programs are supported by a Central Reservation
Center located on Redstone Arsenal, Ala. The CRC booked
12,029 reservations during FY09, resulting in 468 thousand booked room nights for LSP and 873 thousand booked
room nights for TCS.
Army Lodging Wellness Program
Army Lodging’s Wellness Program opened a 95 room
hotel at Chievres Air Base, Belgium and added 58 Family
suites to the Ederle Inn in Vicenza, Italy in FY09. The hotel
provides extended stay rooms, Family suites and accessible
rooms, featuring high speed internet access, kitchenettes,
enhanced furniture packages, guest laundry, and continental breakfast service. These hotels provide quality, affordable lodging services and accommodations contributing to
mission accomplishment and quality of life for short- and
long-term Temporary Duty travelers as well as PCS Families. One of the major benefits of on base Lodging is the
reduction of stress on Families, as they become familiar
with their host nation. Army Lodging has projects under
construction in: Wiesbaden, Stuttgart, Grafenwoher, and
Ansbach, Germany; and Fort Jackson, S.C. Renovations
are under way at Fort Stewart, Ga., Fort Lewis, Wash., and
Camp Zama, Japan.
Army Lodging Award Program
The Lodging Operation of the Year Award (see 2009
winners on next page) competition assesses financial management and operating performance against Army Lodging
Standards for Service, Operations, and Facilities. All Army
Lodging activities complete the Garrison Lodging Operation Self Assessment. These assessments are forwarded to
FMWRC Hospitality Programs for review and selection.
Three Garrison lodging activities are selected from each region. On-site visits are conducted by teams from FMWRC
and prior year winners. The LOYA competition categories
are: Small (1-49 rooms); Medium (50-99 rooms); Large
(100-499 rooms); and Super (500 + rooms).

29
Family and Morale, Welfare and
Recreation Command
The LOYA nominees receiving the highest scores will be
recognized on Jan. 27, 2010 during the FMWRC Symposium in Louisville, Ky. LOYA winners receive an operational cash award to be used for lodging activity improvements
and a cash award for each employee.
Manager, Supervisor and Employee of the Year are also
selected annually. Each Region may submit two nominees
per award category. Nominations are evaluated by a panel
comprised of a prior winner, Region Army Lodging Program
manager, and FMWRC staff. The winner in each category
receives a Commander’s Award For Civilian Service and a
cash award.
Professional Development Program
Army Lodging provides centrally funded Professional
Development programs to Army Lodging employees. Professional Development for Army Lodging focuses on the
Pennsylvania State University’s Army Lodging curriculum. Penn State offers a well-rounded curriculum of management and supervisory courses including two certification programs that include 12 hospitality-related courses.
By completing the first five basic courses attendees will
earn a Certificate in Advanced Hospitality Management
and upon completion of an additional six courses the attendees will receive a Certificate in Strategic Hospitality
Leadership.
2009 Lodging Operation of the
Year Award Winners
Small
Large
Fort Monroe
Vicenza
Virginia
Medium
Small
Camp Walker
Fort Leonard Wood
Korea
30 
Italy
Missouri
Standard Product Program
The Central Army Lodging Contracting Office manages
all Army Lodging procurement processes. Standard Product
Program acquisition initiatives provide either direct savings
or cost offsets in the form of rebates. Army Lodging continues to minimize overhead costs by consolidating capital
purchases and participating in the Enterprise Buy Program.
Future Army Lodging Demand
A market analysis study indicated the need for a 1,000
room Army Lodging facility at Fort Lee, Va. The new lodge
will be adjacent to the new Army Logistics University and
the Fort Lee Military Entrance Processing Station. It will
have 900 extended stay rooms and 100 Family suites with
separate bedroom and sitting/living area. Each guest room
will include private bath/shower facilities, and a kitchenette (extended stay/Family suites), telephones and data
ports (Internet access).
Planning is also in process at Fort Benning, Ga. for an
860 room Army Lodging facility adjacent to on-post housing and community facilities. The hotel will consisting of 60
standard rooms, 740 extended Family rooms and 60 Family
suites with separate bedroom and sitting/living area. Each
guest room will include private bath/shower facilities, microwave oven/refrigerator (standard rooms) or kitchenette
(extended stay/Family suites), telephones and data ports
(Internet access).
2009 Army Lodging Employee
Awards for Excellence Winners
Employee of the Year
Paula Skinner
Fort McCoy, Wisconsin
Supervisor of the Year
Freeman Tyler
Fort Bragg, North Carolina
Manager of the Year
David Roach
Stuttgart, Germany
Fiscal Year 2009
Business
Initiatives Group
Rest and Recuperation Program
Soldiers arriving or departing the United States on Rest
and Recuperation from Operation Iraqi Freedom or Operation Enduring Freedom are supported by commercial contract hotels administered by Army Lodging on behalf of the
Army G1. There are a total of six contracts; three in the Atlanta airport area and three in the Dallas/Fort Worth area.
A fourth hotel for the Atlanta area will be added in FY10.
Combined, these contracted properties provided lodging
and meals for over 15,000 Soldiers, during FY09 for a total
cost of $1.1 million.
Privatization of Army Lodging
Privatization of 10 Army Lodging operations took place
on Aug. 15 2009. The following lodges were privatized and
Annual Report
are now operated by InterContinental Hotel Group: Fort Riley, Kan.; Fort Sill, Okla.; Fort Rucker, Ala.; Fort Sam Houston, Texas; Yuma Proving Ground, Ariz.; Tripler AMC/Fort
Shafter, Hawaii; Fort Hood, Texas; Fort Leavenworth, Kan.;
Fort Polk, La.; and Fort Myer/McNair, Va.
The PAL initiative is developed and implemented by the
Deputy Assistant Secretary of the Army, Privatization and
Partnerships.
Privatization of Army Lodging will take place in CONUS
only. Overseas privatization is complicated by various land
and building ownership scenarios. The Wellness Plan will
continue to revitalize transient lodging in overseas areas.
A schedule for Privatization for remaining Army lodges
has not been published.

31
Family and Morale, Welfare and
Recreation Command
Armed Forces Recreation Centers
Overlooking the dunes and beaches of historic Fort Story, Va.,
where the Chesapeake Bay meets the Atlantic, The Cape Henry
Inn and Beach Club is the latest addition to the Armed Forces
Recreation Centers organization.
Located on the Eastern Seaboard, The Cape Henry Inn is
the second AFRC leisure destination in CONUS to serve military
personnel. With the Virginia Beach oceanfront as the backdrop
and many other entertainment and historic points of interests,
all within a 30 minutes drive, The Cape Henry Inn and Beach Club
offers a wide range of affordable room types and accommodations,
and rates starting as low as $40 a night. The private boardwalk
allows easy access to the beach for both
wheelchairs and strollers and cycling
along the uncongested roadways makes
for an enjoyable Family activity. From
private decks, most rooms at the main
hotel and cottages offer scenic views of the
Chesapeake Bay. Outdoor grills, located
near the rooms, are also available for Family
cookouts.
Occupancy year round has historically
been around 60 percent, with a high
seasonal demand from May through
September, averaging close to 100 percent.
To improve occupancy during the off-season
months, there are extensive expansion
plans on the horizon for FY10. The plans
outline an addition to the 150 hotel room
Conference and Catering Facility, complete
with dining, lounge and spa facilities. The existing 50 room Inn, 45 cottage units 17 log cabins and 10 bungalow
units will also be receive renovations in FY10. These improvements and the expansion will enhance guest
facilities and improve service for local military community conference needs, and offer additional options to
Washington, D.C. meeting planners as well.
In FY09, The Cape Henry Inn was visited by 78,015 Service members and their Families, who stayed on
average three days. Revenues for The Cape Henry Inn and Beach Club for FY09 were over $3.4 million, meeting
the key financial objectives with an NIBD of $1.75 million exceeding budget expectation by $321 thousand.
Until becoming an AFRC, The Cape Henry Inn and Beach Club had been a well kept secret of many as a year
round getaway destination, offering hospitality and a great place to build lasting memories away from life’s
daily stresses! Here Service members can enjoy fun in the sun, leisure recreational activities, dolphin watching,
strolling on the beach, or just relaxing on the private deck to watch the sunset.
32 
Fiscal Year 2009
Armed Forces
Recreation Centers
Resting in the heart of Seoul, Korea, the Dragon
Hill Lodge reflects its elegant style and Asian décor in
its 394 spacious guest rooms, premier health club with
indoor pool, and four unique restaurants to serve military
personnel, Department of Defense Civilian employees,
and their Family members. With a 91 percent annual
occupancy rate, $36.7 million in total revenue and $17.4
million in NIBD, the Dragon Hill Lodge met all of its key financial objectives for 2009.
The resort prides itself on high quality coupled with affordability. With room rates starting at $59,
Soldiers, Sailors, Airmen and Marines from throughout South Korea and Asia can experience a multitude
of cultural venues along with a
plenitude of shopping nestled inside
one of Asia’s most important and
modern capital cities. A total of
178,544 Service and Family members
visited the Dragon Hill Lodge this
past year with an average length of
stay of 3.2 days.
Thousands of miles from home,
in downtown Seoul, the Dragon Hill
offers our Service members all of the
culinary comforts of home at one of
several restaurants and retail food outlets. During FY09, a total of 570,978
guests visited the Dragon Hill Restaurants to enjoy home-style menus such
as Tex-Mex, Barbecue, Steaks and Fish
along with the Dragon Deli which offers grab and go meals, sandwiches
and baked goods made fresh daily.
As the ongoing drawdown and
relocation of U.S. Forces in Korea
progresses, the Dragon Hill is actively engaged with long term planning for support to USFK after end state.
In the interim, operational adjustments for near term impacts of declining USFK troop strength continue to
be a top focus.
Recognizing the commitment and increasing sacrifice that the military and their Families continue to
make every day, it is the Dragon Hill’s philosophy that service members and their Families are entitled to
the utmost quality in service and commitment from our staff and facility. It is our charge to “Serve Those
Who Serve,” which makes the Dragon Hill Lodge one of the best places to stay in Asia.
Annual Report

33
Family and Morale, Welfare and
Recreation Command
As the Soldiers, Airmen, Sailors and Marines of the European and
Central Commands continue their heroic efforts to battle terrorism and
rebuild countries in the middle east, far away in a tranquil Alpine setting
more than 350 employees at the Edelweiss Lodge and Resort continue to
support and care for these brave Service members and their Families by
providing a world class destination resort experience.
Amidst unprecedented combat deployments and theater transition,
supporting readiness and retention is the most important mission of
the Edelweiss Lodge and Resort. Since the start of the war on terrorism,
more than 54,000 Service
members and their Families
have taken the opportunity to
spend a portion of their Rest
and Recuperation leave at
Edelweiss Lodge and Resort to
enjoy important and relaxing
Family time in the beauty of
the surrounding Alps.
The Edelweiss Lodge
and Resort finished its fifth
year of operation with FY09
occupancy at 91.1 percent and
NIBD of $7.0 million. Resort
management focused on
evaluating each process and
system to identify avenues to
reduce annual overhead costs,
as well as through various
initiatives and operating
efficiencies to increase revenue and decrease costs; always with the focus on adding value to the guest
experience.
The resort must make wise resource investments so that the next generation of Service members
will benefit from the programs offered by AFRCs. In an environment of shifting European Command
troop positions and heavy deployment rotations, maintaining high hotel occupancy levels is critical. By
utilizing innovative marketing technologies such as the “Edelmail” electronic newsletter, and exploiting
cross-brand promotional events with American Forces Network radio and other service providers, the
Edelweiss Lodge and Resort is able to keep in touch with existing markets while growing relationships
across geographic boundaries both in the European theater, and in the United States, at a fraction of the
cost of traditional marketing media.
In a tranquil setting far removed from day-to-day stresses of military life, the management and
staff of the Edelweiss Lodge and Resort stands ready to welcome America’s Service members and their
Families to a vacation experience that will create memories that last a lifetime.
34 
Fiscal Year 2009
Armed Forces
Recreation Centers
The Hale Koa began the fiscal year in the midst of the
renovation of its original 33 year-old Ilima Tower. The
renovations continued into early 2009 for guest rooms
and the Main Kitchen. Renovations of Happy’s Snack Bar,
Warriors’ Lounge, and DeRussy Hall were also completed.
With the completion of the Main
Kitchen, was the return of the Sunday
Champagne Brunch in late April.
The hotel continued to show strong
occupancy through mid August 2009
with the effects of the recession felt
mostly by the Food and Beverage
Facilities. The Hale Koa still managed
to obtain an average occupancy of
91.1 percent through implementation
of innovative marketing promotions.
The Hale Koa Hotel had $72.1 million
in revenue and a net income before
depreciation of $18.7 million in
FY09. Since May 2004, the AFRC
has supported more than 4,308
Service members on R&R and Block
Leave along with 6,430 of their
Family members and guests since the
program’s inception in May 2004.
The period of renovation followed
by the impact of recession were reflected in lower room occupancy. Hale Koa Hotel used advanced
marketing techniques such as updating the Web site and servers to provide for e-blasts to recipients
to increase occupancy. Subscribers increased from 20,000 e-mail addresses to more than 180,000, in
addition to implementing survey and statistical reports to assist in recording data and to better explain
what our guests are thinking. Social networking, including a profile and friend page on Facebook, a
Twitter Account, and placement of the property video on You Tube, was also implemented, along with a
promotional video produced with the assistance of the Navy that is currently on the Military OneSource
Web site.
The Hale Koa Hotel also established a partnership with a Hawaiian country radio station, whose
listenership is more than 70 percent military, for several events throughout the year, from a new spin on
our Super Bowl party to two Motorcycle Madness events in our Barefoot Bar and Warriors Lounge. We
partnered with Na Leo, a premier local recording group, to provide a wonderful Mother’s Day Concert for
our guests in the Luau Garden. In addition, the hotel completed a full year of partnership with ITT offices
selling Hale Koa Hotel evening show tickets.
The Hale Koa staff is committed to “Serving Those Who Serve” through customer service training
with the commitment to outstanding guest services which reflect the Aloha Spirit.
Annual Report

35
Family and Morale, Welfare and
Recreation Command
The Shades of Green is located in a serene setting with oversized guest rooms, and
spectacular views from private patios and balconies. With diverse dining options,
plenty of kids activities and a premier location on Walt Disney World Resort, Shades
of Green is a great vacation destination.
While local area hotels were affected by the declining economy and the changes in
travel and spending habits, the Shades of Green was experiencing normal occupancy
percentages of 90 percent with the help of the great value of the 2009 Disney
Military Discount, which will be amended, but continued in 2010. In FY09, the Shades of Green sold 216,520
local area attraction tickets, compared to 176,595 in FY08. Since May 2004, the AFRC has supported more than
2,940 Service members on R&R and Block Leave along with 7,545 of their Family members and guests since the
program’s inception in May 2004. The
Shades of Green had $35.8 million
in revenue and a net income before
depreciation of $11.6 million in FY09.
The year ended with the renovation of
285 guest rooms in the original wing
that was completed in six weeks.
As a small token of appreciation for
their past, present and continued
service, the Shades of Green celebrated
the birthday for each branch of
service, Memorial Day and Veterans
Day. Each event included a small
gathering of guests and employees in
the Resort Lobby with cake, cupcakes
and a reminder of our mission to
“Serve Those Who Serve.” The AFRC also hosted two Town Hall Meetings for the local area Wounded Warriors
Program, helping support the mission of Hope for the Warriors™ who have been adversely affected by injuries or
death in the line of duty.
The holiday season began with a new tradition; our official Tree Lighting Ceremony. We had the great fortune
of having a Soldier who had just returned the day before from serving in Afghanistan and his Family, who
officially started the holiday season by turning on the lights to our Christmas tree. Guests were entertained with
a reading of a Christmas Story, and enjoyed hot cocoa, apple cider, eggnog and cookies. Our holiday celebration
continued on Christmas Eve with a visit from Santa Claus and Carolers. Staff and guests said goodbye to 2008
and hello to 2009 with our 5th Annual New Years Eve Party that celebrated the disco era. In addition, Raytheon
sponsored a second Disney Character Breakfast for our guests, which was a huge success, serving 1,300 guests.
Our Eleventh Annual Shades Oktoberfest was a success due to the authentic German Buffet, and featured the
Stratton Mountain Boys. Oktoberfest was quickly followed by the Children’s Miracle Network Walt Disney World
Golf Classic event.
Shades of Green management and staff had the pleasure of being a “home away from home” to our very
deserving guests. We are honored to serve all branches of Department of Defense, including Active Duty, Ready
Reserves, National Guard, Retired Military and DoD Civilians. It is our promise to continue to provide the best
possible service at the most affordable prices.
36 
Fiscal Year 2009
Annual Report

37
Family and Morale, Welfare and
Recreation Command
F
For Families with children, programs
offered by CYS Services are among the
most critical factors in reducing the conflict
between mission requirements and parental
responsibilities. To fulfill its responsibility,
CYS Services has focused on the Soldier Family
Action Plan.
SFAP is the practical implementation tool for the Army Family Covenant, which specifies the Army’s commitment
to providing Soldiers and Families a quality of life commensurate with their voluntary service and daily sacrifices. CYS
Services serves almost 500,000 children and youth from the Families of Active Duty, Reserve and National Guard. Of the
Active Duty Families, one in every four utilizes CYS Services.
CYS Services continues to meet its SFAP commitment to:
 Provide quality programs for a larger number of children and youth
 Expand its child and youth construction program
 Increase garrison mission support
 Boost respite care
 Offer more care options and reduce fees
 Fully utilize video security systems and Youth Technology Labs to keep Soldier parents in touch
CYS Services Demographics
Nearly half of deployed Soldiers have children under two years old. CYS Services customers are pre­dominantly younger parents with infants and toddlers who often need services 10-to-12 hours a day, includ­ing early mornings, evenings,
and weekends.
Pro­grams must include a variety of short‑ and long-term options for Families that are geograph­ically dispersed. These
separations cause increased stress. Another source of stress for children and teens is changing schools often. The CYS
Services workforce itself is heavily weighted with spouses and Family members of deployed Soldiers.
Within this environment, CYS Services were offered in 2009 at 115 on-post locations in eight countries and U.S. territories. All 50 States had Army-Affiliated and Sponsored Programs.
CYS Services Programs
Child, Youth & School Services supports Army and civilian DoD Families where they reside, on‑ and off‑post, with
consistently high-quality programs:
 Child Development, including full‑ and part‑day care; hourly, respite, and on‑site care; shift care; care during special
openings; and extended hours or “round the clock” care.
 School-Age, including before‑ and after‑school options; summer care and camps; and weekend activities.
 Middle School and Teen, including after-school options; summer supervision and camps; evening and weekend
activities; and school transition services.
Children and youth with special needs are included in all options.
38 
Fiscal Year 2009
Child,Youth &
School Services
Program Delivery Systems
In 2009, CYS Services were delivered through an integrated system
of services and program options as follows:
Army-Operated (on-post):
 Child Development Center Facilities...........................147
 Family Child Care Homes........................................ 2,690
 School Age Centers / Sites...........................................135
 Youth Centers...............................................................124
 Sports & Fitness programs............................................77
 Boys & Girls Clubs programs.......................................189
 4-H Clubs......................................................................329
Army-Affiliated (community-based):
 School Districts supporting school transitions..........369
 Boys & Girls Clubs..........................................................17
 4-H Clubs........................................................................90
 Army Child Care in Your Neighborhood
locations*..........................................................................14
 Army School Age Programs in Your Neighborhood locations*..................................................................................9
 Army Youth Programs in Your Neighborhood
locations*............................................................................5
Photos in this section courtesy of CYSS
Army-Sponsored (community-based):
 Subsidized child care options..............................................................50 states
 Youth outreach services......................................................................34 states
 Boys & Girls Clubs open to military youth.........................................50 states
 4-H Clubs open to military youth.......................................................50 states, D.C., & 3 territories
*See more about ACCYN, ASPYN, and AYPYN under “CYS Enduring Garrison Support”.
Program Fees
The Army-parent partnership has a vested interest in the well-being of every child. And because parents are the most
important people in their children’s lives, their support of and involvement with CYS Services is crucial to those children’s
success. That’s why the Army contributes funds to substantially reduce child care fees — and why parents paying their
own fair share make a huge difference. Every penny is invested in CYS programs. Neither CYS nor MWR makes any profit
from those dollars. Families in the deployment cycle during 2009 also paid reduced program fees and were exempt from
registration fees.
DoD Certification
The Department of Defense certified all Army Child, Youth & School Services programs in 2009. DoD Certification is
the military version of state licensing and is awarded to Garrison CYS Services programs that meet DoD and Service standards. Region and Army multi-disciplinary teams conduct annual inspections in the areas of fire, safety, facility, health
and sanitation, program content, and program administration, and determine compliance with established standards.
Annual Report

39
Family and Morale, Welfare and
Recreation Command
National Accreditation
By the end of 2009, nearly every eligible Army Child
Development Center and School-Age Program became nationally accredited, exceeding the DoD metric of 95 percent.
National Accreditation is an external benchmark, required
by law, which ensures that CYS Services programs meet
high standards of quality. Results are tracked by the Army
Senior Leadership and are included in the DoD Status of
the Force Briefing to Service and DoD Senior Leaders.
 Child Development Centers (0-5 years) were 99 percent accredited by the National Association for the Education of Young Children.
 School Age Centers/Sites (6-10 years) were 100 percent accredited by the National AfterSchool Association.
CYS Services Facilities
The year 2009 saw the continuation of an accelerated
Child Development Center and Youth Center construction
program. These new on-post facilities will assist in the effort to accommodate a higher percentage of demand. Ongoing facility construction represents the reality of the CYS
Services commitment to the Army Family Covenant pledge
of “ensuring excellence in schools, youth programs and
child care.”
Child Development Center construction projects:
 Approved/funded 55 centers in FY09
 Programmed four additional centers through FY13
Youth Center construction projects
 Approved/funded five centers in FY09
 Programmed two additional centers through FY12
CYS Services Technology
The Child & Youth Management System is a dynamic
and proprietary information management tool that has
evolved into a core element of CYS Services program management and reporting. In 2009, significant progress was
made in improving and expanding CYMS technology to
streamline processes, particularly online registration and
records transfer. Three major installation pilot sites proved
the efficacy of the concept, setting the stage for what will
become a “one stop shop” that handles intake of child records, enrollment placements, transfer of records, waiting
list management, and Parent Information services. Parents
will be able to register online and update their own records
from home. This interactive content will provide a heightened degree of customer service. Administratively, records
transfer will be Web-based, eliminating time-consuming
manual data entry.
CYS Services Enduring Garrison
Support
To supplement and complement on‑post child care and
youth supervision options, CYS Services has established
community coalitions with local Child Care Resource and
Referral Agencies, schools, and youth-serving organizations
and capitalized on its partnerships. The resulting spaces
meet strict military standards and are an integral part of
the CYS Services delivery system, included in the DoD child
care space and youth participation allocation assigned to
participating garrisons.
Army Child Care in Your Neighborhood
Army Child Care in Your Neighborhood helps Families
find affordable, high-quality care wherever they live. In
2009, two new ACCYN sites were opened in the catchment
areas of garrisons highly impacted by deployments, for a
total of 14 locations with an enrollment of 1,892 children.
The ACCYN program supports Active Duty Soldiers who are
single or have working or student spouses, as well as Army
civilians.
Eligible Families receive assistance in locating and enrolling in quality child care and pay reduced fees, comparable to those charged on-post. Participating civilian Child
Care Centers and Family Child Care Homes must meet stan-
40 
Fiscal Year 2009
Child,Youth &
School Services
dards equivalent to those required in the Army CYS Services system. Like Centers and Homes on-post, these off-post
Centers and Homes receive ongoing training and oversight
while serving both Army Families and other Families living
in the community.
enhance educational technology, youth leadership opportunities, character education and accreditation assistance,
and support for each garrison’s Child & Youth Information
Management System, security surveillance system, and
Youth Technology Lab.
Army School Age Programs In Your
Neighborhood
With application and organizational support from
the National Association of Child Care Resource and
Referral Agencies, Army School Age Programs in Your
Neighborhood provides subsidized after-school care
in schools and youth-serving organizations within
garrison catchment areas. In 2009, nine ASPYN programs were fully operational, a 50 percent increase
over the previous year, with an average enrollment of
nearly 1,075.
Army Youth Programs In Your
Neighborhood
Army Youth Programs in Your Neighborhood, also
with support from the National Association of Child
Care Resource and Referral Agencies, provides subsidized programs for youth ages 13-18 years within garrison catchment areas. In 2009, the AYPYN program was
fully operational with an enrollment of 450 youth. AYPYN
providers must participate in the Army technical assistance
program to become accredited. Eligible Families pay reduced fees comparable to those charged on-post.
Military Child Care in Your Neighborhood
Military Child Care in Your Neighborhood is for Active
Duty Families who have an enduring need for child care.
Many either live in communities that are not within reasonable commuting distance to a military installation, or
they cannot access on-post child care programs due to long
waiting lists. As with ACCYN, the cost is subsidized. Enrollments at the end of 2009 were 1,751 children.
4‑H/Army Youth Development Project
During 2009, nearly 10,000 youth participated in onpost 4‑H Clubs that received funding, programs and services from National 4‑H, its Army Youth Development Project, and State 4‑H Military Liaisons. Young people, as well
as CYS Services staff, benefited from efforts to establish or
Annual Report
Boys & Girls Clubs of America
In 2009, the Boys & Girls Clubs of America continued
its partnership with Army CYS Services in a relationship
that benefits both organizations. Two particularly noteworthy events marking this relationship involved ‘awardees.’ A
youth from the Fort Monroe, Va. BGCA club was selected
as the Youth of the Year for the Commonwealth of Virginia
— the first military club winner in the state. The Jeremiah
Milbank National Gold Medallion — a prestigious BGCA
award given to individuals for ‘outstanding service to boys
and girls’ – was presented to Ms. Ingrid Osewalt, Chief of
Army CYS Services Center of Expertise for Youth Programs,
to honor her for her “visionary role” in the Army-BGCA
partnership.
CYS School Support Services
Army School Transition Plan
Collaboration between garrisons and communities is
formalized through the Army School Transition Plan. Au-

41
Family and Morale, Welfare and
Recreation Command
thored by the School Support Team and updated through
2013, it details ways to address the effect of deployment
stress on military students and to assure Families that their
children’s academic well‑being is an Army priority. In fact,
Families with graduating seniors are encouraged to apply
for Senior Move Stabilization, keeping them in place until
the end of the school year; by 2009, over 5,000 waivers had
been granted, with a 97 percent approval rate. Also covered
under the program is coordination of
exit testing so that nothing is omitted
or missed, consistent transitions from
kindergarten to first grade, and attention to the needs of non-deployed custodial parents.
Garrison-Based Support
The Army School Transition Plan
specifies the role of the garrison School
Liaison Officer. In 2009, funding was
provided for an additional 40 SLOs,
increasing the total to 140 Army-wide.
Also during the year, 72 DoD Child Behavioral Consultants were assigned to
44 garrisons with high OPTEMPO and
high transition locations; and 67 DoD Military Family Life
Consultants at 40 garrisons were assigned to Summer Enrichment Programs, both internal and school-based.
At 22 garrisons highly impacted by rebasing and BRAC,
Parent2Parent Cadres also play key support roles. Composed
of three to five members, they conduct transition-related
workshops for parents, students, and school personnel.
School-Based Support
For 2009, another 112 Military Family Life Consultants
joined school staffs on and off post in both the CONUS and
OCONUS.
The P2P initiative is paralleled in high schools by Student2Student, and in middle schools by Junior Student2Student. These are student-led transition training programs that include modules on academics, relationships,
and community and culture. Also covered in the Army
School Transition Plan is professional development for
school staff, addressing children’s needs during deploy-
42 
ment. Two key continuing programs are Transition Counselor Institutes, which prepare educators to address school
transition concerns of mobile students; and Living in the
New Normal Institutes, which teach educators, community
professionals, and Family members how to support military
children during times of uncertainty, trauma, and grief.
Community-Based Support
A key element covered
by the Army School Transition
Plan, and critical to development of Local Action Plans, is
School Transition and Deployment Support. Each garrison
SLO is responsible for negotiating a Secondary Education
Transition Study Memorandum of Agreement with every
neighboring school district that
formalizes reciprocal practices.
Beginning in 2002 with nine
signatories, SETS MOAs totaled
385 in 2009. Army Families can
be confident that their schoolage children will relocate with smooth transfer of records,
correct course sequencing, and no surprises about graduation requirements.
CYS Deployment and
Transition Support to Active
Component
Expanded Program Services
Going above and beyond services offered in normal operations, CYS lengthened operating hours for many child
and youth programs well past the normal duty day; the Extended Duty Day program served 94,824 children. Another
59,535 children received Kids On Site care during Family
Readiness Group meetings, Strong Bonds and unit-sponsored events. By the end of 2009, the amount of no-cost
Respite Child Care provided totaled 685,875 hours.
Fiscal Year 2009
Child,Youth and
School Services
Wounded Warriors and Warriors in
Transition
Special considerations to ease Soldiers’ recovery and
transitions included:
 Bereavement and follow-on care for surviving Families.
 Caregivers made available during medical treatment
appointments.
 Child care offered at the lowest fee category, regardless of Family pay status.
 Fees waived entirely for children and youth to participate in four CYS Services instructional classes and two CYS
Services individual sports.
CYS Deployment Support to
Reserve Component
Operation: Military Child Care
Operation: Military Child Care supports the child care
needs of Active Duty, National Guard and Reserve Soldier
parents who are mobilized or deployed. In partnership with
National Association of Child Care Resource and Referral
Agencies, OMCC helps eligible Families locate child care
options at reduced rates in local communities. It also reduces
child care fees of Families who
are already using licensed or legally-operating community child
care programs and providers. Additional assistance is available for
up to 90 days while the non-military spouse is looking for work.
Enrollments were 5,334 children
at the end of 2009.
Operation: Military Kids
A collaborative effort with America’s communities to
support “suddenly military” kids impacted by deployments,
Operation: Military Kids expanded its 2009 network of organizations and resources from 41 to 49 states and the District of Columbia, reaching more than 83,000 youth. Begun
by CYS Services and National 4‑H, the roster of national
partners now includes Boys & Girls Clubs of America, the
Military Child Education Coalition and K‑12 Public Schools,
Annual Report
The American Legion and other Veterans service organizations, and National Association of Child Care Resource and
Referral Agencies. Core program elements include training
for state teams and community partners, Mobile Technology Labs for youth, and “Speak out for Military Kids” Ambassadors. Through OMK, more than 18,000 Hero Packs
have been distributed to youth with deployed parents. As a
new initiative in 2009, OMK distributed more than 93,000
“Give A Hug” dolls with clear plastic face pockets. Young
children can put a picture of their deployed Soldier-parents, then ‘talk and play’ with the representation of their
deployed parents. Garrison CYS Services Programs in OMK
states are encouraged to have staff members on their state
teams participate in OMK activities.
CYS Services is #1
Perhaps the most gratifying cap to 2009 was provided
by NACCRRA which, with more than 800 state and local
child care resource and referral agencies nationwide, has
become DoD’s major partner in helping military Families
find and afford care that suits their unique needs.
A 2007 National Association of Child Care Resource
and Referral Agencies “report card” on the quality of nationwide child care, including the Department of Defense,
found that the DoD child care system “stands alone as a
model for states.” Military child care ranked first among the
50 states and the District of Columbia, and was the only
entity to score in the Top Ten for both Standards and Oversight Criteria.
In a 2009 update report, DoD again ranks #1 and continues to be a national model for a coherent child care system. Army Child, Youth & School Services, having been at
the forefront of this effort, is individually cited as “the first
to support initiatives to help military Families find child
care in civilian communities if those Families couldn’t be
served on a military installation.”

43
Family and Morale, Welfare and
Recreation Command
NAF Construction
C
Centralized management of the Nonappropriated Fund Major
Construction Program enables the Army to pool community-generated
resources, meet critical construction priorities, and reinvest Soldiers
dollars to improve existing facilities and build new, high-quality facilities.
In FY09, Army FMWR delivered $172 million in NAF facilities to
garrisons. There are 124 NAF major construction projects in process
and the Interior and Foodservice Design Office is currently working
215 projects for a total value of $1.2 billion in facility construction and
renovation. In addition, the FY10 Installation Management Commandapproved NAF Major Construction program (valued at $80.67 million) is
currently awaiting Congressional approval.
Construction was completed on the $65 million renovation of the Ilima
Tower, Hale Koa Hotel which included a total renovation of guest rooms,
corridors, kitchen, and other public and back-of-the-house areas. Newly
renovated guest floors were back on-line beginning third quarter FY08
Courtesy photo, Camp Carroll, Korea
and were completed second quarter FY09.
Concept development for Warrior Zone, a new gaming, Internet, and
video entertainment facility for Soldiers began and currently there are projects in design for Warrior Zones at Fort Riley,
Kan. and Fort Lewis, Wash. FMWRC and IMCOM continue to deliver permanent modular Child Development Centers to
Army installations supporting the Army Family Covenant and restationing and modularization actions within the Armed
Forces. Currently in design/construction — to be completed FY10-11 — are 75 child care and 16 youth center facilities.
The FMWRC also provides professional interior design services as referenced in the “Commander’s Guide: Army
Installation Standards,” at no cost to garrisons. Products which meet environmental and energy savings goals and are
durable and aesthetically pleasing provide a long-term cost-effective solution to MWR activities. Selection of these
products save on frequent maintenance and replacement costs.
Army FMWR supports other military services by executing construction projects on a reimbursable basis. In FY09,
the Army was reimbursed $500 thousand for project management, contracting, and legal support of projects valued at
$205 million in construction for the Marine Corps.
Public-Private Ventures
The goal of the Army’s MWR Public-Private Ventures
program is to secure private sector expertise to deliver
facilities and services and decrease the burden on Army
construction funds. The program also provides support
to commanders with MWR facility requirements, but lack
the funding to provide the needed service to Soldiers and
Families. The FMWRC PPV office is the sole Army agency
given responsibility to facilitate the process and award PPV
44 
contracts for Category C MWR facilities.
FMWRC initiated a Name Brand Casual Dining Request
for Proposals producing possibilities for approximately
16 public-private venture projects for consideration. Two
developers were selected to build 16 projects (Huddle House,
Chili’s, and Old Chicago) at 14 installations. As part of the
FY10 program, five of these projects have been submitted to
Congress in order to satisfy the notification requirement.
Fiscal Year 2009
NAF Contracting
NAF Contracting
Executive Summary
T
The stand-up of a unified Army Nonappropriated Fund Contracting activity in
July 2007 began the transformation to Family and Morale, Welfare & Recreation
Command responsibility for all NAF acquisitions to include service, supply, and
construction in support of Army MWR, worldwide.
Through this period of transformation, Army NAF Contracting continued to support Soldiers and their Families
through the development and execution of contracts which reflected sound business practices. Our efforts included minor and major construction; service and supply contracts; consolidated/enterprise buy contracts; public/private ventures;
information technology; the use of an automated procurement system; and policy.
Continuous improvement remained a primary function of our organization and was achieved through Performance
Management Reviews, leadership development, and through the standardization of NAF contracting processes. The goals
established for Army NAF Contracting continue to include timely and responsive support to the MWR community, establishment and support of strategic sourcing initiatives, and preserving the integrity of the acquisition process. Army NAF
Contracting will continue to align with the MWR mission to better serve the Army Family by continually asking whether
we are we doing the right things, doing things right, and what we are missing.
Goals
Four Pillars
• Regulatory
Adherence
• Localized
Responsive
Support to
the Regions &
Garrisons
• Standardized
Procedures
• Setting &
Enforcing High
Standards
• Fair Treatment
• Performance
Metrics
• Career
Development
• Enterprise Buys
• Training &
Certification
Program
• Innovation
& Creative
Approach
• Clarity
• Leadership
Development
• Fraud Prevention
Corporate
Stewardship
Annual Report
Customer
Service
Achieve
Economies
Workforce
Development

45
Family and Morale, Welfare and
Recreation Command
The Army NAF Contracting Family
Army NAF Contracting worldwide consists of 199 U.S. employees, and eight local national contracting professionals.
The NAF Contracting Directorate, consisting of 53 employees, is located at FMWRC , and includes three operational divisions and one division responsible for program compliance and analysis. These divisions support the mission of FMWRC,
the Armed Forces Recreation Centers, the Army Recreation Machine Program, Army Lodging, garrison MWR Programs,
and other Department of Defense NAF agencies.
In compliance with Base Realignment and Closure requirements, the FMWRC NAF Contracting Directorate began its
transition to Fort Sam Houston, Texas, in the summer of 2009. By September 2011, all positions affected by the law will
be transitioned to Fort Sam Houston.
NAF contracting support to the regions consists of five regional NAF contracting offices. There are three in CONUS (Northeast, Southeast, and West), and two in OCONUS (Europe and Korea). Additionally, the Pacific region has three branch
offices aligned to its three geographic areas: Hawaii, Alaska and Japan.
Army NAF Contracting provides NAF acquisition services to FMWRC business units, Army garrisons, and other
DoD Nonappropriated Fund Instrumentalities. Our goal is to provide our customers with a return on investment that
presents them better ways of getting what they need — where and when they need it — with the lowest possible price.
Army NAF contracting is embracing industry best practices to improve its business processes using programs such
as consolidated/enterprise buy
initiatives to provide contracting support that positions the
Army NAF Contracting Staffing
garrisons for success.
FMWRC/Regions/AFRC’s
(as of Sept. 2009)
Newly implemented Army
NAF Contracting Training, Cerive
etit
p
tification and Career ManageComth APF 14
ruit
c
wi Field
e
ment Program is similar to the
R
er
and
LN
are
n
established Defense Acquisition
C
i
a
(8
Positions)
Tr
Workforce Improvement Act
with minor changes to incorpoNF03 = Apprentice Level
NF-03 & NF-02
(58 Positions)
NF04 = Journeyman Level
rate the distinct requirements
Contract Specialist
NF05 = Leadership/Technical Expert
Procurement
Clerk
of Army NAF Contracting. There
Purchasing Agent
Administrative Assistant
are three levels of certification
in
within the program. Attaining
Tra re
NF-04
u
t
certification at a specific level re(104 Positions)
Fu ers
d
a
Chief/Lead Contract Specialist
e
L
quires completion of core coursContract Specialist
Program Analyst
es, educational requirements,
Procurement Analyst
Level I (a) = 14 employees
Administrative
Assistant
specialized experience, and conLevel I (b) = 17 employees
tinuous learning requirements.
Level I = 44 employees
NF-05
(33 Positions)
Level II = 75 employees
Level I is the basic or entry level;
Region Chief
Level III = 6 employees
Division Chief
within Level I there are two sub
Senior Program Analyst
Senior Contract Specialist
levels. Level II is the intermediSupervisory Contract Specialist
ate level, and the Level III is the
senior or executive level.
Total Army NAF Contracting Employee Staffing: 199 U.S. Employees; 8 Local Nationals (includes vacancies)
46 
Fiscal Year 2009
NAF Contracting
Program Highlights FY09
In FY09, Army NAF Contracting processed 19,696
contract actions with a total value of worldwide executed
and managed contracts in excess of $700 million. The
NAF purchase card program had 436,450 in transactions. Users’ prompt approval of their billing statements
earned the Army $2,519,952 in NAF purchase card rebates during FY09.
During FY09, Army NAF Contracting also awarded
and administered major construction contracts exceeding $880.1 million in value, to include more than $278.1
million in contracts awarded and managed for the Marine
Corps, Navy and Defense Logistics Agency.
Army NAF Contracting continued in FY09 to achieve
efficiencies through leveraging buying power and realizing
economies of scale through consolidated and enterprise
buys. These contracts included commodities such as lodging; golf carts; bed, bath and linen needs; defibrillators;
multi-activity buses; child care furniture, strength equipment; cardiovascular equipment; Army NAF vehicles, and
ice machines. Total value of purchases in FY09 for these
contracts amounted to approximately $119 million.
Army NAF Contracting continued to build and strengthen partnerships to optimize cost efficiencies.
A new initiative in FY09 resulted in a Memorandum of
Agreement between FMWRC and the Army and Air Force
Army NAF Contracting Directorate
Fiscal Year 2009
Award Dollars: $761,448,911
Total # of Awards: 19,696
Various Contracting
Offices
$19,320,203
3%
Europe Contracting
Office
$19,708,355
3%
West Region
$36,317,453
5%
Northeast Region
$22,595,509
3%
ARMP
$18,864,430
2%
Pacific Contracting
Office
$18,496,187
2%
DLA
$145,563
0%
Korea Contracting Office
$42,718,600
6%
FMWRC
$406,229,673
53%
Stars & Stripes
$52,298,751
7%
AFRC
$54,525,539
7%
Southeast Region
$70,228,650
9%
Annual Report

47
Family and Morale, Welfare and
Recreation Command
Exchange Service. Under this MOA, AAFES will provide
supply chain analysis and support to the FMWRC for the
potential transportation and storage of equipment and
merchandise. In addition, Army NAF Contracting continues to build and strengthen established partnerships with
other entities, including Navy MWR, U.S. Senate Dining
Room, Walter Reed Army Medical Center, Army Post Restaurant and Civilian Welfare Funds, Navy Exchange Service
Command , Marine Corps, and with the other Services and
Exchanges for operation of the DoD NAF Health Benefits
Program.
Army NAF Contracting – The Way
Ahead
Army NAF Contracting will continue to align with the
MWR mission, hone performance metrics, emphasize procurement integrity, develop and retain talented contracting
professionals, and identify and implement best practices.
We will continue to ask, and answer, those three questions
that will ensure we remain focused and on course:
 Are we doing the right things?
 Doing things right?
 What are we missing?
Activities Using Army NAF Contracting
Garrisons &
Regions
U.S. Naval Academy
Installation
Management
Command (IMCOM)
Army Lodging
Success Program
Marine Corps
DoD
NAF Health
Benefits
Program
Customers
DLA
Army Centralized
Lodging Procurement
Post Restaurant Fund
FMWRC
48 
Coast Guard
Air Force
Civilian Welfare Fund
Walter Reed
Medical
Navy MWR
Fisher Houses
Stars & Stripes
NEXCOM
AAFES
U.S. Senate
Dining Room
AFRCs &
ARMP
MWR Training
Academy
Pentagon Athletic
Center
(PAC)
Fiscal Year 2009
Family
Programs
From the Director, Family Programs
A
According to the Army Posture Statement, the Secretary of the Army established
2009 as The Year of the Noncommissioned Officer in recognition of commitment
to service and willingness to make great sacrifices on behalf of our Nation.
Our combat-seasoned Army, supported by strong and resilient Families, although stressed by seven years of war and the
longest ever fought by our all-volunteer force, remains steadfast and professional. Our Army – Active, National Guard,
and Reserve — continues their committed response to domestic emergencies while restoring global peace.
The concerns faced today by our Army Family are challenging as Families strive for balance in their home, work
and community. Research on Army Families suggest that most Families are resilient, despite the fact that many are
experiencing challenges balancing work and Family as a result of on-going operations. To sustain excellence in our
all-volunteer Army and to ensure balance, Family Programs is focused on delivering high quality, consistent, reliable,
programs and services.
To restore balance, Family Programs stands shoulder-to-shoulder alongside the mission Commander working in
partnership with the Army Family Covenant to support the Army Force Generation process by providing a constructive
Family Readiness Support System. Family Programs has expanded several initiatives to include: Survivor Outreach
Services, a multi-agency effort to provide care and advocacy for the Families of our Soldiers who made the ultimate
sacrifice; institutionalized Army OneSource; increased the number of Military Family Life Consultants; expanded
the Army Spouse Employment Partnership Program; and increased the number of home visits under the New Parent
Support Program.
President Barack Obama in his Inaugural Address, January 2009 stated, “As we consider the road that unfolds
before us, we remember with humble gratitude those brave Americans who, at this very hour patrol far-off deserts and
distant mountains. They have something to tell us, just as the fallen heroes who lie in Arlington whisper through the
ages. We honor them not only because they are guardians of our liberty, but because they embody the spirit of service; a
willingness to find meaning in something greater than themselves.”
We at Family Programs remain committed to our Nation, the Army Family and to the challenge of maintaining
balance. We remember that our most precious resources are our dedicated Soldiers, Army civilians, veterans, retirees,
and their Families who support them. From Family Programs to you; for all you have done, for all you do now, and for all
you will continue to do, we pledge our support and extend our gratitude.
Annual Report

49
Family and Morale, Welfare and
Recreation Command
Army Community Service
Mission Statement
Army Community Service facilitates the commander’s ability to provide comprehensive, coordinated, and responsive
services that support readiness of Soldiers, civilian employees, Families, and authorized patrons.
ACS Centers:
 Serve as the principal readiness resource assisting commanders in meeting the needs of
Soldiers, civilians, retirees and their Families.
 Support the Army Force Generation process and unit commanders by providing
comprehensive, coordinated and responsive services.
 Directly influence the Army’s ability to sustain mission readiness.
Enterprise Approach to Family Programs
Army OneSource
Army OneSource standardizes Soldier and Family
support programs and service delivery regardless of component or geographical location. The AOS portal (www.
armyonesource.com) compiles important, credible, up-todate information in a single location for Army Soldiers and
Family members to access at any time of day, regardless of
component or physical location.
AOS maintains alignment with the Soldier and Family
Action Plan by organizing articles, videos and resources in
the following major categories: Family Programs
and Services; Healthcare; Soldier and Family Housing; Child, Youth & School Services; Education, Careers and Libraries; Recreation, Travel and Better
Opportunities for Single Soldiers; and Communities and Marketplace. Content management of all
functional areas is owned and maintained by the
Installation Management Command functional
point-of-contact. New technologies introduced
during 2009 include:
 Site personalization, social networking tools,
site translations available in eight different languages including English, online gaming, and virtual environments.
 There are 355,755 registered users on the
Army OneSource Web Portal as of Oct. 1, 2009.
 There were in excess of 212 million site hits
to AOS during 2009.
50 
 The average amount of time each user spent on AOS
during 2009 was approximately 28.5 minutes.
 Online training opportunities are a single click away
and allow the user to participate in Rear Detachment Commander Training, Family Readiness Group Leader Training,
Battlemind Training, Financial Readiness Training and all
three levels of Army Family Team Building.
 Utilization of the Volunteer Management Information System searching for volunteer opportunities and
tracking volunteer hours have been made easier with the
Fiscal Year 2009
Family
Programs
addition of new Web gadgets accessible on the registered
users “My AOS Page.”
 Registered users are afforded the opportunity to personalize their own “My AOS Page” by adding content of
their interest, local Weather Watch, Really Simple Syndication Feeds, forums, and blogs.
 Registered users can join ARMYBook, a social networking community. ARMYBook allows registered users to
create their own profile page; find others who share their
interests, make themselves a resource for others to utilize,
and keep in touch with friends using messages and updates
to their profile.
 Technical support representatives are available Monday through Friday from 8 a.m. EST to 8 p.m. EST via a Live
Chat service.
 Community Support Coordinators identify and assess
potential gaps in services for the geographically dispersed
and populate the service locator tool accessible on the portal. The service locator tool provides the ability to search for
services by zip code, city/state, or military community. It is
a critical tool for those geographically dispersed, i.e., those
not near an installation.
 Initial CSCs were hired in February 2008. There are
currently 61 CSCs who are responsible for CONUS, Hawaii,
Alaska, Japan, Guam and American Samoa with
43 additional locations identified for placement.
 CSCs have made 4,054 contacts to date resulting in
several Community Covenant partnerships. They connect
and partner with community leaders to invite them to host
Community Covenant signing ceremonies.
 CSCs partner with National Guard and Army Reserve
Family Programs in support of Yellow Ribbon Event and
build on partnerships with community organizations to
provide an extension of services traditionally offered by
garrison programs. For Service members and their Families
who do not live near an installation, these partnerships create the ability to access services wherever they reside.
Program Highlights 2008–2009
ACS Accreditation Program
 In 2008 – 2009, accreditation teams recommended 27
ACS Centers for full accreditation.
 96 percent of ACS Centers worldwide are fully accredited.
Annual Report
Army Community Service Facilities
 Updated the ACS Facility Standard Design in support of
IMCOM Soldier and Family Support Center Sept. 30, 2009.
 Integrated ACS Facility Spacing Designs into IMCOM task initiative for Campus Strategy Area Design
Guide Oct. 9, 2009.
 Fully funded the 77 worldwide ACS Centers based on the
ACS U.S. Army Manpower Analysis Agency requirements.
Relocation Program
The Relocation Program helps reduce or eliminate
problems arising due to frequent moves. Specialized programs and services include: individual or group counseling;
sponsorship and pre-arrival information; mandatory overseas briefings and post-move orientations; lending closet
services; Military Homefront Web pages on DoD Web sites;
Citizenship Immigration Services; multi-cultural programs
and Hearts Apart activities for waiting Families. Program
successes include:
 In 2009, over 827,800 Soldiers and Family members
accessed the Military Installation Web site.
 Relocation Program Managers contacted over 837,150
individuals to provide Citizen and Immigration Services for
27,014 clients and offered Immigration and Multi-Cultural
Services to 27,014 participants.
 Provided education and training classes to 346,277
individuals; command awareness services to 34,705 clients;
cultural adaptation classes to 19,045 clients; Hearts Apart
(waiting Families) to 13,717 Family members; overseas
orientation to 21,936 clients; and relocation planning to
33,067 Soldiers and Families.
 135,418 first-term Soldiers or their spouses attended
education and training classes.
 Established the Relocation Manager/Global Mobility
Specialist credentialing program; certified 23 Relocation
Assistance Program Managers.
 Launched the George Mason University Graduate
Student Survey of German Spouses of Soldiers.
 Initiated the DoD Joint Services Initiatives-Virtual
Sponsorship Program for all services.
 Completed the update package for the DoD Military
Homefront Installation file.
 Citizenship and Immigration Services changed their
policy to accept the Army’s physical exams and fingerprints
for Soldiers to obtain citizenship.

51
Family and Morale, Welfare and
Recreation Command
Exceptional Family Member Program
The EFMP works with other military and civilian agencies to provide a comprehensive, coordinated, multi-agency
approach for community support, housing, medical, educational, and personnel services to Families with special
needs. New strategies in this area have included:
 Convened an EFMP Summit to develop a Strategic
Action Plan to improve services for exceptional Family
members in the following areas: management information
systems; policy; training and education; strategic communication; and case management.
 Obtained $8.2 million to support EFMP respite care.
 Published revised respite care guidance. The Family
Services Needs Matrix determines allowable respite care
hours and cost per month.
 Conducted annual worldwide EFMP training in coordination with the Military Child Education Coalition and
Army Child, Youth & School Services.
 Conducted regional respite care training at 11 garrisons.
 Provided respite care training in conjunction with the
Defense Finance and Accounting Service to facilitate payment of providers.
 Awarded a central contract for a network of respite
care providers to improve consistency in respite care delivery across state garrisons.
 Launched an EFMP respite care web site
on Army OneSource.
Family Advocacy Program
The Family Advocacy Program provides a
holistic approach to address child abuse and
neglect and spouse abuse to include prevention, identification, reporting, investigation,
and treatment. Initiatives include:
 Published and forwarded to Office of the
Secretary of Defense the HQDA Annual Domestic Violence and Child Abuse Fatality Review Report (Fifth Update).
 Revised the Operational Guidance for
conducting installation Fatality Reviews.
 Obtained approval from OSD for 15 ACS
Military Family Life Consultants and two Personal Financial Counselors to provide baseline
support to rotating Brigade Combat Teams.
52 
This number can be adjusted up or down based on specific requirements of the installation. In addition, provided
off-post MFLC support (12 MFLCs) at six Army garrisons
(Forts Hood, Bragg, Campbell, Carson, Riley and Lewis) for
afternoon and evening hours. These efforts are designed to
strengthen the RESET and ARFORGEN support to Soldiers
and Families.
 More than 35 Family Advocacy Program Managers
from across the Army attended the first FAPM course held
at the AMEDD Center and School.
 During FY09, the Military OneSource and MFLC program increased the number of non-medical counseling sessions from six to 12 per person/per issue.
 Provided 62 clinical social workers to 30 military installation medical treatment facilities through a central
contract.
 The 2009 FAP Worldwide Training was held August 914, 2009 at the Hyatt Regency in Louisville, Ky. The theme
was “Family Advocacy Prevention and Treatment within an
Expeditionary Army.” Approximately 170 installation and
Region FAP Managers, Chiefs of Social Work Service and
other approved FAP providers attended.
 Assisted victims of domestic violence with processing
more than 4,558 domestic abuse unrestricted reports and
over 297 restricted reports.
 Assisted victims with
processing more than 1,192
unrestricted reports of sexual assault and over 266 restricted reports.
 Assisted with the development of more than 5,000
risk assessments and safety
plans for victims of domestic
violence and sexual assault.
 Provided services during after hours to over 4,060
victims of domestic violence
and sexual assault.
 Conducted Domestic
Abuse Victim Advocate Lethality Assessment and Safety
Planning Training during December 2008. A total of 130
Fiscal Year 2009
Family
Programs
FAP Managers, FAP Social Workers and Victim Advocates
participated in the training. The training was developed,
modified and finalized based upon feedback from the 30
FAP Managers, FAP Social Workers and VAs at Fort Bragg,
Fort Hood and the North East Region Office who participated in pilot trainings during September 2008.
 Developed a non-clinical Domestic Abuse Lethality
Assessment Checklist to assist VAs and First Responders
in the identification of risk factors associated with domestic abuse.
 Created and disseminated a VA Self Inspection Checklist as a tool for FAPMs/VAs to prepare for Army Community Service Accreditation and to ensure compliance with
policies directed by the Department of Army and Department of Defense.
 Developed and disseminated Victim Advocacy Domestic Abuse Records Management and Maintenance Standard Operating Procedure.
 Facilitated Virtual Victim Advocacy Training for over
77 FAP Managers, VAs and FAP Social Workers during July
2009. This scenario-based training included a review of the
new Victim Advocacy Competency Course CD-ROM.
 Revised the Victim Advocacy Competency Course CDROM to incorporate information on the Domestic Abuse/
Sexual Assault Restricted Reporting policies. Converted
the CD-ROM format to meet Section 508 of the Americans
with Disabilities Act requirement, which extends access to
visual and hearing impaired users.
 Conducted quality surveillance spot checks to ensure
27/7 response standards were met.
 Launched Victim Advocacy Domestic Abuse/Sexual
Assault Tracking System designed for ACS staff to track
workload, case load levels, Sexual Assault Prevention and
Response trainings and compliance with Family Advocacy
and Sexual Assault Prevention and response requirements
for Army Community Service.
New Parent Support Program
This program provides professional social workers and
nurses who offer supportive and caring services to military Families with children from birth to six years of age.
Through a variety of programs including home visits and
parenting classes the NPSP provides opportunities to learn
to cope with stress, isolation, post-deployment, reunions,
and the everyday demands of parenthood. Progress in the
program has resulted in:
Annual Report
 Increased staff for NPSP Home Visitor initiative to
reach Families at risk in order to mitigate child and domestic abuse.
Reach Out and Read partnered with the NPSP at Fort
Hood, Texas; Fort Bragg, N.C.; and Walter Reed Army Medical Center to train Home Visitors on the ROR Model. The
training provides instruction to Home Visitors in the developmental strategies of early literacy. As a result, they can
encourage parents to read to their young children and offer
age-appropriate tips. The ROR and NPSP partnership allows
the message of early literacy to be delivered to Families in
their homes and provides parents with additional tools to
bond and communicate with their young children.
 Fort Hood NPSP-HV implemented the Fort Hood Pregnancy and Postpartum Training Program. This program is
applicable to all Fort Hood active-duty pregnant and postpartum Soldiers. The FHPPPT consist of 32 classes, 16 on
topic areas around pregnancy and 16 on topic areas around
the postpartum period. The intent is to reduce child abuse
and is centered on the challenges new Soldier-mothers face
during and after pregnancy. Issues addressed may include
depressions, sudden infant death syndrome, shaken baby
syndrome, nutrition, infant health and stress management.
Sexual Assault Prevention and Response
Program
The primary function of the Sexual Assault Prevention
and Response program is to ensure that victims of sexual assault are treated with dignity and respect and not be re-victimized for disclosing an assault. A Sexual Assault Response
Coordinator is designated at each installation. The Family Advocacy Program Manager provides oversight for the
SAPR Program within the Army Community Service Center
and the SARC ensures that Victim Advocates, Unit Victim
Advocates and deployable SARCs are trained prior to providing services to victims. The UVAs and deployable SARCs
are Soldiers who are trained to provide advocacy services to
victims while in theater. The program expanded to include:
 Conducted five IMCOM Regional Focus Groups to receive ideas from the Installation SARCs on updating and
improving the FMWRC Training Support Packages for the
SAPR Program.
 Collaborated with the FMWRC Marketing Office and
the BOSS Program to have Army SARCs assist the BOSS
Soldiers in the Army I. A.M. STRONG Campaign Booth to
promote the SAPR Program during Army Soldier Shows

53
Family and Morale, Welfare and
Recreation Command
and major celebrity concerts.
 Facilitated an 8-hour deployable Sexual Assault Response Coordinator training for 30 newly appointed DSARCs
with the U.S. Army Reserve Command in Atlanta, Ga.
 Facilitated 19 virtual SARC Trainings for 46 newly
hired/appointed SARCs during FY09. Evaluations reflect
that 100 percent of participants rated the training as “excellent” or “good.”
 Facilitated and coordinated with Army G1, four trainings on the Sexual Assault Data Management System , for
46 SAPR personnel.
 Participated on the 2009 Sexual Assault Awareness
Month Committee to develop materials for Installation
Army SARCs and SAPR Program Managers to use for promotion of SAAM.
Transitional Compensation for Abused
Dependents
Transitional Compensation is provided to dependents
of Soldiers who are separated from active duty under a
court-martial sentence resulting from a dependent-abuse
offense, administratively separated if the basis for separation includes a dependent-abuse offense, or
sentenced to forfeiture of all pay and allowances by a court-martial that has convicted
the Soldier of a dependent-abuse offense.
Program actions include:
 Processed 96 new Transitional Compensation cases and obtained approval for
three Exceptional Eligibility Cases. On April
14, 2008, a memorandum was released to the
Military Service Branches which authorized
the Secretary of the Army to review and approve cases in which a Soldier was separated
from the Army for a non-dependent-abuse
offense, even though the Soldier committed
such an offense.
 TC Program Manager conducted TC
training for 45 Victim Witness Liaisons at
the Office of the Judge Advocate General. The
training covered TC policy, eligibility, benefits
and procedures for submitting an Application
for Transitional Compensation to FMWRC.
 FMWRC and the Office of the Judge
54 
Advocate General co-facilitated seven teleconference trainings on the Army’s Transitional Compensation Program
that provides benefits to eligible abused Family members.
A total of 131 FAP Managers, VAs, and Victim Witness Liaisons participated in the training.
Mobilization and Deployment
The Deployment and Mobilization Program encompasses assistance and support services provided to Soldiers
and Families of Active and Reserve Component forces and
to emergency-essential civilians in support of military operations, deployment or mobilization to include mass casualties, evacuation, natural disasters, and acts of terror.
Program accomplishments include:
 Conducted Family Readiness Symposium, Sept. 29Oct. 1, 2009, to determine the evolving needs of Soldiers
and Families in the 21st century resulting in the formation
of a process action team to address the way ahead.
 1,099 Family Readiness Support Assistants authorized positions have been added to Unit Augmented Table
of Distribution and Allowances and funded as permanent
positions to include conversion efforts for current employees from temp/term to permanent employees in FY10.
 Published ALARACT
120/2009, HQDA EXORD
183-09 Family Readiness Support Assistants , May 2009, to
establish roles and responsibilities, standardized position
descriptions and standardized
training for FRSAs.
 Supported the FORSCOM
RESET Rehearsal of Concept
Drill as part of the Service Infrastructure Core Enterprise.
 Opened online store to
expedite ordering OP READY
materials.
 Increased virtual Family Readiness Groups to 1,909
with 245,822 users on the system.
 Published NETCALL
to provide clarifying Family
Fiscal Year 2009
Family
Programs
Readiness Group funding guidance to the garrisons.
 Provided $1 million to garrisons to provide child care
in support of Family Readiness activities and the Army
Family Covenant.
Army Spouse Employment Partnership
The Army Spouse Employment Partnership is a selfsustaining and expanding partnership between the U.S.
Army and corporate America. Working in liaison with the
Employment Readiness Program, the partnership provides
Army spouses the opportunity to attain financial security
and achieve employment/career goals through mobility
and enhanced employment options. The program:
 Hosted two partnership meetings; recruited and
signed eight new partners in 2009 increasing the number
of partners to 39.
 Since its inception ASEP partners have hired 57,000
Army spouses.
 In 2009 ASEP partners hired over 15,000 Army
spouses.
 Introduced the International Account Manager position to expand the program overseas.
 Conducted a joint training for ERP Managers and
ASEP partners to enhance employment and career opportunities for spouses.
tion of National Workforce Development to certify Employment Program Managers as Workforce Development
Professionals.
Financial Readiness
The Financial Readiness Program provides comprehensive educational and counseling programs in personal
financial matters. The program educates Soldiers and Family members on self-sufficiency; reduction of indebtedness;
and reduction of high demand for emergency financial assistance through classes on money management, credit,
predatory lending, financial planning, and insurance and
consumer issues. Program accomplishments for FY09:
 Conducted 17,472 classes with 285,593 participants
(61 percent E-1 thru E-4); 15,452 clients were provided financial counseling and assistance (59 percent E-1 thru E-4).
 Launched the Interactive Financial Readiness program located on Army OneSource.
 Requested and received funding for 70 Association for
Employment Readiness Program
The Employment Readiness Program provides comprehensive educational and counseling programs for clients seeking employment.
ERP serves to assist Soldiers, Families, and DoD civilian
employees in acquiring skills, networks, and resources that
will allow them to participate in the work force and to develop a career/work plan. Developments in FY09 included:
 Conducted 2,452 Employment Readiness classes with
77,600 participants (8.9 percent E-1 thru E-4); 79,618 clients were provided employment counseling (4.2 percent
E-1 thru E-4); and more than 173,000 clients obtained employment from local employers.
 33,000 Army spouses have enrolled in the Military
Spouse Career Advancement Account Program affording
each spouse up to $6,000 for their secondary education.
 1,500 spouses completed the Army Career Assessment Tool.
 Launched the Employment Readiness Managers certification plan in cooperation with the National Associa-
Annual Report
Financial Counseling and Planning Education certifications.
 Sponsored the Army Emergency Relief Conference
with 101 attendees.
In 2009, the Financial Readiness Program established
a partnership with OSD, sister services, and more than
35 non-profit organizations to operationalize the Financial Roadshow. Financial Roadshow events are designed to
augment the efforts of commanders in equipping service
members with the necessary tools and skills to reduce debt,
build wealth, and attain financial freedom. DoD coordinated a plan for each event, leveraging existing installation
programs and partnerships with trusted governmental and

55
Family and Morale, Welfare and
Recreation Command
non-governmental organizations. After events, “leave behind” teams of financial counselors can remain to provide
face-to-face counseling as needed. Command support is
crucial in order for these events to be successful.
Soldier Family Assistance Centers
The Soldier Family Assistance Center provides tailored
integrated support services in a centralized one-stop location for support to Warriors in Transition and their Families
at installations with Warrior Transition Units. The centers
are located near Warrior Transition Units in a campus setting which provide specific support services and information. Services are to equip and aid Warriors in Transition
and their Families in making life changing decisions as they
transition back to duty or to a new life in the private sector.
Program initiatives include:
 The SFAC NCOIC conducted 18 staff assistance visits
to discuss and evaluate programs, services and personnel.
 In close coordination with the Warrior Transition
Command , completed four development workshops to review, expand and refine services to the Warriors in Transition and their Family members.
Opened and have operational at most SFAC locations
a full functioning ID processing section under the Human
Resources personnel.
 Awarded two contracts which will support future SFAC
conference/workshops and resource training materials.
 Implemented the donations guidance for each SFAC
56 
site to be able to accept monetary donations to support
their Warriors in Transition.
Survivor Outreach Services
Survivor Outreach Services seeks to improve and expand
Survivor assistance programs and services through a holistic, multi-agency and multi-component approach. The SOS
framework addresses issues regarding staffing; standardized
training; long term support; benefits and entitlements and
a single portal for information. Milestones include:
 The SOS Working Group developed a Strategic Action Plan.
 Developed the technical guidance manual providing
for full funding for SOS in the POM 10-15.
 SOS Summit convened in October 2009 to conduct
assessment of the casualty assistance process and SOS.
 SOS Web site developed and operational.
 Concept Plan developed to make Support Coordinator and Financial Counselor positions permanent authorizations on the garrison TDAs.
 Marketing Kits developed for Active and Reserve
components.
 Began development of Virtual World social networking site.
Army Family Action Plan
The Army Family Action Plan identifies the most critical
well-being issues facing the Army today and presents those
issues to Army leadership. Issues of concern are brought to
the attention of the Army leadership, starting at the lowest
level and raised as appropriate to HQ Department of the
Army level. During 2009, AFAP:
 Celebrated its 25th Anniversary as 117 delegates
from all Army demographics met to discuss 64 issues elevated from AFAP conferences across the Army and from
the Army Wounded Warrior Symposium. The delegates
identified 16 issues for adoption into the AFAP. The five
top conference issues as voted on by the delegates:
 Bereavement permissive TDY.
 Official and semi-official photographs for Soldiers.
 Secure accessible storage for Soldiers residing in barracks.
 Shortages of medical providers in military treatment
facilities.
 Availability of standardized respite care for Wounded Warrior caregivers.
Fiscal Year 2009
Family
Programs
 The General Officers Steering Committee closed 25 issues resulting in 110 changes to legislation, 155 revisions
to policy and 177 improvements to programs or services.
Army Family Team Building
A global educational program with the primary objective to improve the overall readiness of the force by teaching and promoting personal and Family readiness through
standardized, progressive, and sequential education of
Family members. AFTB assists members of the Army to
Army life, manage change, and accept challenge. Significant
advances include:
 Conducted an AFTB Program Managers’ Course for
U.S. Army Recruiting Command.
 Provided AFTB training to 20,781 Family members,
 During 2009, 16,509 Family members completed online AFTB training.
ACS Training Standardization
The purpose of the ACS Training Standardization Program
is to provide a standardized, structured, integrated training program for ACS clients; to standardize lesson plans for
all required ACS classes at ACS programs Army wide; and
increase proficiency of ACS Program Managers, staff members, and volunteers in briefing, facilitation, and instructional skills. Accomplishments include:
 Conducted Senior Spouse Leadership Seminars at the
Sergeants Major Academy, Fort Bliss, Texas and the Army
War College, Carlisle Barracks, Pa.
 Updated and revised the curriculum for the ACS Master Trainer Course and the Instructor Training Course, Facilitator Training Course and Briefer Training Course.
 Conducted three ACS Master Trainer Courses in Orlando, Fla. certifying 399 Master Trainers to teach the three
local training courses: Instructor Training Course, Facilitator Training Course and Briefer Training Course at their
home stations.
 Conducted the bi-annual ACS Core Trainer Training
Course certifying 86 ACS Core Trainers to teach the ACS
Master Trainer Course.
 Conducted an ACS Standardization Work Group consisting of current Program Managers and developed the
content for 27 standardized classes/briefings and 10 program orientations.
 Finalized the results of the Pilot Programs from six
ACS/Family Programs sites teaching Instructor Training
Course, Briefer Training Course and Facilitator Training
Annual Report
Course to local staff. Consolidated evaluations to update
the training curriculum.
Enlisted Spouse Initiatives
 Enlisted Spouse Outreach and Training: Piloted First
Sergeant Spouse Seminar. Finalized Drill Sergeant Spouse,
Recruiter Spouse and First Sergeant Spouse Seminars for
fielding in 2009/2010.
Army Volunteer Corps
There are several types of volunteers: statutory; individuals providing gratuitous service; volunteers for private
organizations; and student interns. Volunteers are recruited
and trained to provide voluntary services in areas such as:
medical, dental, nursing or other health-care related services; museums or natural resources; or in programs providing
services to members of the Armed Forces and their Families
to include but not limited to Family support; Child, Youth,
and School Services; library and education; religious activities, and other services. Developments include:
 Conducted first Army Volunteer Corps Coordinator
Program Managers’ Course at the Academy.
 On June 24, 2009, the Office of the Chief Information
Officer/G6 released the Army Implementation of Logical
Access Credentials for DoD Volunteers providing general
guidance for the Army’s pilot providing some volunteers
access to DoD networks.
 On July 7, 2009, the Army Human Resources Command released the Volunteer Logical Access Credentials for
Department of Defense Volunteers (Pilot Program) to provide initial implementation guidance for this pilot program.
 The Family and Morale, Welfare, and Recreation Command identified initial installations to implement the VOLAC,
identified points of contact, and began training staff.
FY09 Execution QACS
CLS Service #10
AFTB/AFAP
Community Information Services (includes
Outreach and Information & Referral)
Deployment and Mobilization
Execution
$10,610,462
77,667,756
8,654,879
Employment Readiness
20,143,284
Exceptional Family Member
10,152,173
Family Advocacy (includes Emergency Placement)
13,740,263
Financial Readiness
13,810,627
Relocation
9,097,901
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57
Family and Morale, Welfare and
Recreation Command
Human Resources
T
The Human Resources Directorate recruits, trains, and retains professional leaders
who accomplish Army goals and foster a corporate culture of excellence. This mission is
accomplished through the NAF Human Resources Office, the MWR Career Referral Program,
the NAF Management Trainee Program, and the Leader Development Assignment Program. Leader Development/Assignment
Program
To assist garrisons in selecting and providing upward
mobility to the best qualified candidates, the Family and
Morale, Welfare & Recreation Command centrally funds
NF-5 FMWR and designated senior NF-4 FMWR positions
in Career Field 51 Leader Development Assignment Program positions. Central funding of Permanent Duty Travel
moves are limited to those candidates selected from a referral list issued by the Army NAF Career Referral Program
Office or a non-competitive reassignment approved by the
FMWRC Commanding General or designee.
Army Civilian Training, Education and
Development System Plan
The Army Civilian Training, Education and Development System Plan documents a structured, progressive
and sequential approach to employee development within Career Field 51 (Family and Morale, Welfare & Recreation, Army Community Service and Army Lodging). The
FMWRC ACTEDS Plan is a competency-based, career progressive “road map” that blends training and self-development to systematically enhance individual performance
and potential. ACTEDS fully integrates the Army Leader
Development model for civilians, embraces the Army FMWRC vision, and incorporates the Civilian Education System into a continuous, dynamic system of learning and
growth. The current version is Web-based and is hosted on
the FMWRC server.
NAF Management Trainee Program
The centrally funded NAF Management Trainee Program actively recruits college graduates, Wounded Warriors,
and current or former NAF employees for opportunities in
Morale, Welfare and Recreation functional areas. Through
this 36-month training program, future MWR leaders are
groomed. During the first 24 months, trainees’ primary
focus revolves around on-the-job training and professional
development opportunities. During the last 12 months,
trainees implement the knowledge, skills and abilities developed in an NF-4 position. The NAF Management Trainee
Program provides for the development of highly trained
MWR professionals to meet future leadership demands.
During FY09, 16 graduates from the FY09 program
completed their on-the-job training and were placed into
permanent positions. In FY09, 20 trainees were recruited
for the following functional areas: Child Youth and School
Services, 4; Food and Beverage, 3; Marketing, 2; Sports &
Fitness, 1; Community Recreation, 2; Outdoor Recreation,
2; Financial Management, 2; Professional Golf Management, 1; and Human Resources, 2.
In addition to the 20 trainees, FMWRC hired four Developmental Chefs as part of the Developmental Chef
Program. Two of the developmental chefs received on-site
training at Edelweiss Lodge and Resort, Germany and two
chefs received on-site training at Dragon Hill Lodge, Korea.
In FY09, the program placed five Management Trainees at training locations in Europe (Ansbach, Grafenwoehr,
Heidelberg, Kaiserslautern and Stuttgart).
Career Referral Program
The FMWRC continued to assist installation commanders in filling Morale, Welfare and Recreation NAF vacancies
in grades NF-4 and above. During calendar year 2009, a
total of 31,778 active applicant resumes were received for
applicants seeking employment opportunities in MWR
programs, Army Lodging and Army Community Service. A
total of 767 requests for referral lists were received in calendar year 2009 for positions worldwide. These requests
were filled in an average of 30 days.
For NAF Employee Benefits information, see page 89.
58 
Fiscal Year 2009
Marketing
Directorate
Marketing
T
The Marketing Directorate completed its initial year of operations in 2009 realizing
full and operational capability delivering enterprise support to the field as well as
internal and external customers located worldwide. Created following recognition
by senior leadership that an enterprise approach to marketing would contribute
to Family and MWR Command’s success, the Directorate comprises five divisions:
Marketing Research and Analysis; Creative Services; Marketing Communications
and Account Management; Events and Promotions; and Corporate Partnerships.
During FY09, the Family and MWR Command realized the power of a fully operational Marketing Directorate attaining full capability, while delivering assistance, guidance and coordinated marketing efforts across directorates and to the
field. While program managers are ultimately responsible for programming decisions and operating efficiency, marketing
provides support resources to assist program managers in identifying unmet demand and unfulfilled customer wants.
Customer feedback and assessment as well as comprehensive, consistent and expanded marketing outreach play a critical
role in identifying and fulfilling the needs of Family and MWR customers.
During its first year of operation, the Directorate’s top priorities included:
 Research and analysis capabilities to provide timely and actionable data to better understand customer priorities
 Communication initiatives critical for brand and message standardization
 Account management support across
program functional areas to improve
coordination across the enterprise
 Delivery of “turnkey” marketing materials to the field promoting the Army
Family Covenant and Soldier Family
Action Plan messages
 Consolidated customer-facing activities into the organization
Army Family Covenant
Outreach Remains Top Priority
In October 2007, the Army unveiled the
Army Family Covenant, institutionalizing the
Army’s commitment to providing Soldiers
and Families — Active, Guard, and Reserve
— a quality of life commensurate with
their service. In support of the AFC, Family
Photos courtesy of Marketing
Annual Report

59
Family and Morale, Welfare and
Recreation Command
and MWR continues its efforts with a marketing
campaign composed of a series of strategic initiatives
focused on informing, educating and acknowledging
the Army’s commitment to Soldiers and Families.
The campaign highlighted the Army’s commitment
with testimonial messaging from Soldiers and Family
members and serves to speak also to parents, friends,
community members and employers in conjunction
with ARMY STRONG.®
As part of numerous outreach marketing efforts,
each garrison marketing office received a toolkit and
standardized messaging tools to ensure all AFC messages speak in one voice to all audiences on all Army
installations. Toolkits also promoted key messages
in surrounding civilian communities. “Army Family Covenant: Keeping the Promise” messaging was
also integrated into Army and Air Force Exchange
marketing efforts, Defense Commissary Agency facilities, Soldiers Magazine, and Guard and Reserve
Magazine throughout 2009.
Marketing Research and Analysis Division
The Marketing Research and Analysis Division regularly
utilizes research instruments to measure the level of all MWR
efforts and their impact on Soldiers and Families. This year
marked the commencement of three major research projects
on Soldier and Family quality of life that will continue into
2010 and directly impact Family and MWR programs.
The research team executed a tremendous effort
throughout the year in developing both the 2010 Survey
of Army Families VI and the 2010 Leisure Market Survey.
Deploying in January 2010, the Survey of Army Families VI
will collect Army Family data including levels of satisfaction
with lifestyle and issues affecting military life. The Leisure
Market Survey, designed to gather garrison-level data and
information about satisfaction with MWR and issues affecting military life, will deploy in April 2010. A third instrument planned throughout 2009 for execution in 2010, will
provide an online database of garrison Soldier information
to garrison marketing offices and program managers supplying valuable insight into select target market segments.
FY09 also saw the creation and execution of a Venue
Database for Army Entertainment Division which increased efficiency of the entertainment booking process
60 
for the Family and MWR Command. The database saved
numerous labor hours for AED and compiled all garrison
entertainment venue capabilities into one easily searchable
and accessible application. Additionally, the division provided surveys and data instruments for Warrior Adventure
Quest and Soldier Show efforts that helped provide important customer impact results and feedback.
When Army Leadership wanted to evaluate knowledge
and awareness of the Army Family Covenant, the Research
and Analysis Division designed and conducted an online
survey to gather baseline data. The Army Family Covenant
Survey, fielded from Aug. 15 through Sept. 15, produced
16,716 unique surveys and valuable data to help guide future initiatives.
In addition to Soldiers and Families, employees and
managers were also in the spotlight as the division conducted two key instruments – a Family and MWR NAF Employee Survey and a Manager Satisfaction Survey designed
to measure both MWR employee and manager job satisfaction. Data from this project provided baseline information
for employee satisfaction prior to the rollout of a new MWR
Customer Service Excellence Program.
Fiscal Year 2009
Marketing
Directorate
Corporate Partnerships Division
The mission of the Family and MWR Corporate Partnerships Division is to partner with corporate America
to enhance vital Family and MWR programs by obtaining
private sector funding, services or supplies in exchange for
promotional and advertising opportunities within the Army
community. The division also develops national partnership
programs to create additional funding for garrisons and provides training, consultation and policy overview to Family
and MWR sponsorship and advertising professionals.
Army-wide sponsorship and advertising income for
FY09 was $13.4 million with cash revenue totaling $6.8 million and in-kind sponsorship totaling $6.6 million. Overall,
corporate partnership initiatives generated and transferred
more than $916 thousand, in sponsorship and advertising
income directly to garrisons in FY09 resulting in a 14.5 percent increase over FY08.
In FY09, the Family and MWR Corporate Partnership
Division successfully negotiated new and renewed several
existing corporate sponsorship and advertising agreements
directly benefitting Army installations with additional revenue and special event programming.
to enable effective communication among sports professionals and serve as a venue for Army Olympians from the
World Class Athlete Program and athletes from the AllArmy Sports Program to share accomplishments.
The division delivered enterprise-wide tools and templates to numerous customers and programs throughout
the Army and held its 2009 Marketing, Sponsorship and
Advertising Symposium in June in Indianapolis, Ind. This
key training effort was designed to (1) provide insight into
what civilian programs do to retain their sponsors and gain
new ones; (2) provide branding updates in conjunction
with the establishment of the Marketing Directorate; and
(3) encourage collaboration between marketing and public
affairs. The marketing function played a key role throughout the event as speakers and participants learned how to
further support the AFC and Soldier Family Action Plan efforts throughout all missions.
Events and Promotions Division
The Events and Promotions Division continues to focus
on programming support and turnkey event development
Marketing Communications and
Account Management Division
The Marketing Communications and Account Management Division is a key component to strategically planning
the success of Family and MWR marketing efforts worldwide. The MarCom and Account Management team provides strategy and marketing planning guidance to internal and external customers with the use of consistent key
messaging, a strong, cohesive MWR brand and Web tools as
well as other initiatives.
In 2009, the division led numerous initiatives and campaigns incorporating both print and digital media that enhanced an enterprise-wide communication strategy. Key
accomplishments included: the creation of an AFC marketing toolkit provided to all garrisons; enhanced AAFES/
DeCA partnerships; and an Army Knowledge Online portal
to house standardized marketing materials for access and
use by all garrisons. Additionally, Web sites developed for
Better Opportunities for Single Soldiers, Warrior Adventure Quest and All-Army Sports provided central resources
for communication and programming needs. The MarCom
team also helped increase public awareness of the Army
Athlete program through the Army Athlete Twitter feed
Annual Report

61
Family and Morale, Welfare and
Recreation Command
for revenue generating programs. In addition to a change
in venue, the division streamlined its operating procedures
with standardized promotion kits and an online after-action
reporting process. Highlighting promotions that offered exciting opportunities to current participants while generating
new patrons for Army clubs, bowling centers, libraries, golf
courses and other MWR programs, many promotions were
youth-oriented while several were cross-promoted with other elements of the Family and MWR Command. Outreach to
Youth and Child, Youth & School Services patrons continued
with Bowlopolis and a new youth “learn to bowl” program.
Spouses of deployed Soldiers were offered support and networking opportunities with a Bunco promotion held in clubs
and marketed through the Army
Community Service Family Readiness Groups. Life-changing experiences were also provided to the winners of Operation Rising Star and
Military Long Drive programs.
Another successful and highly
anticipated promotion at participating Army garrisons was the Texas Hold ’em tournament now in its
third year. After-action reports reveal this promotion averaged sales
of $968 per location totaling a 115
percent increase in sales and a 259 percent increase in foot
traffic compared to an average night of operations.
The Army Golf Program, the Warrior Transition Command and the Events Division partnered to bring professional golf training to select Army garrisons and local
communities in FY09. Garrisons with a need for ongoing
adaptive golf programs were identified and provided with
professional trainers, a day of teaching instruction and a
free clinic. Clinics were open to golf professionals, therapists, physical education coaches, recreational instructors,
and other industry professionals. The result was a first-hand
experience that illustrated both the rehabilitative qualities
of golf and how it can be taught and played by anyone, regardless of their disability.
The 2009 Military Long Drive promotion not only increased awareness of Army Golf programs through outreach to National Guard and Reservists, but also increased
driving range sales. Offering a professional long drive event
62 
at 19 Army locations in a turnkey promotion, the promotion culminated in the Military Long Drive Championship
aired on ESPN television. The event offered another great
opportunity for military members with 21 top military long
drivers featured at the World Long Drive Championship in
Mesquite, Nev. The winner took home a cash prize and was
featured on the ESPN broadcast of the RE/Max World Long
Drive competition in December 2009.
Army bowling centers partnered with the Bowling Proprietors Association of America Bowlopolis program at
28 Army bowling centers in 2009. Bowlopolis, a cartoon
DVD series and an online interactive Web site created by
BPAA, have generated significant interest in youth bowling programs. A Youth Bowling
Education Program, written by
FMWRC staff and a well-known
bowling coach, was introduced
along with the Bowlopolis package. The Youth Bowling Education program included a series of
lessons targeted at age-specific
groups of children, complete
with tools to make teaching successful.
Another favorite, the
2009-2010 Business Managers’
Planning Calendar was distributed to all garrisons in August, with additional copies distributed at MWR Academy
courses. This popular 15-month planning tool was designed to provide hundreds of promotional ideas, customer service tips, industry events, a month-at-a-glance view
and daily calendars.
As the directorate looks ahead, it continues to forge new
bonds with garrisons as well as internal and external customers, while working to provide consistent and comprehensive tools and templates for use throughout the Army.
Leveraging the experience of numerous professionals from
military and private sector backgrounds, the team looks
forward to a strong second year of operation. Research continues to be a top priority as the directorate and command
work to make data-driven decisions and learn more about
their customers. Communication, continued transformation and professional development of the staff round out
the key priorities for the coming year.
Fiscal Year 2009
FMWR Academy
FMWR Academy
Training and Performance Support
T
The Family and Morale, Welfare & Recreation Academy, a workforce success multiplier, offers
training and performance support for the Army and its sister services. Located in Alexandria,
Va., the Academy supports the FMWR Master Training Plan and trains entry-level employees
through general officers. Providing results-driven support, the FMWR Academy strives to
embed learning in the workflow and is a critical organizational change agent.
Web-based learning remains a critical component of
bringing skill and technical training to the FMWR workforce. In FY09 development and implementation of courses
continued, bringing to 35 the total online courses offered.
In FY09, 10,713 courses were completed, an additional
4,179 course enrollments were in progress of completion
Exec &
Senior
Management
Division/
Multi-Program Level
Program Management Level
Se
qu
en
tia
la
nd
Pr
og
re
ss
ive

MWR Master
Training Plan
Skill and Technical
Professional, Basic
Management and Leadership
ENTRY LEVEL
MWR Orientation
Operation Excellence
for a total of 14,892 enrollments. This included personnel
from other services. In course completions, 19.5 percent
was delivered at the installation or Armed Forces Recreation Center (2,083 students), 3.5 percent was at the Academy (372 students), 0.5 percent was by contractor off-site
(57 students), and 75.1 percent was through Web-based
and blended instruction (8,192 students). If one includes
the total number of online course enrollments (including
those in progress), 76.5 percent of learning was through
online instruction. Reliance on contractors for delivery
of classroom training and development of online courses
Annual Report
and materials continues to decline, and more staff skills
have been developed to provide a more cost effective and
quality product.
The FMWR Academy provided performance support to
installations and programs through professional development and project management. Six installations (Fort Hood,
Texas; Fort Knox, Ky.; Fort Sill, Okla.; USAG Stuttgart, Germany; USAG Schinnen, The Netherlands; and Camp Casey,
Korea) received Exemplary Employee Development awards
consisting of training, recognition, and tuition support for
garrison excellence in workforce development and frontline training. Performance management support for Fort
Bragg, N.C. and Fort Myer, Va. was provided through focused training.
The American Council on Education evaluates FMWR
Academy courses and recommends college credit for many
offerings. ACE recommendations encourage colleges and
universities to award credits to students participating in
applicable degree programs. This recommendation supports the strategic vision of FMWRC; confirms the stature
of the FMWR Academy as a professional learning institution; and provides added value to our FMWR workforce in
their pursuit of formal education or certification requirements. Currently, a total of 39 courses sponsored by the
FMWR Academy have received college credit recommendations. In addition, students receive Continuing Education
Units for Academy courses.
Support to broader Installation Management Command
training efforts was provided as the Academy facilitated the
FMWR portion of the Garrison Pre-Command Course, the
Garrison Sergeants Major Course, the Region Installation
Support Team Course, and the Director of Public Works

63
Family and Morale, Welfare and
Recreation Command
FMWR Academy
FY2009 Student Totals by Course
Classroom:
40
Recreation Program Management and Leadership
20
ACS Relocation Readiness Program Management
21
Results Achieving Teams
15
ACS Exceptional Family Member Program
Management
11
STA/LMS for Timekeepers – Fort Myer
24
ACS Mobilization and Deployment Program
Management
24
ACS Army Volunteer Core Program Management
24
ACS Soldier Family Assistance Center Course
13
Army Recreation Machine Program Management
32
Army Five Star Catering Fundamentals
23
Business Program Management & Leadership
11
Effective Writing for Contracting Officers
43
Executive Leadership & Management for Division
Chiefs
44
Exemplary Employee Development Award Training
– Camp Casey
2,512
TOTAL
Blended:
9
Marketing Plans for Activity Managers
9
TOTAL
Online Completed
1,145
Applied Financial Planning (4 Courses)
452
BOSS (3 Courses)
91
Bowling Basics
742
Child and Youth Management System
260
Commercial Sponsorship
53
CYS Mobilization and Contingency
101
FMWR Budgeting and APF Support
FMWR Budgeting in the NAF System
22
Exemplary Employee Development Award Training
– Fort Hood
127
38
Food Sanitation Refresher
45
Exemplary Employee Development Award Training
– Fort Knox
363
FCC On-line (3 Courses: Directors, Providers, CER)
Exemplary Employee Development Award Training
– Fort Sill
64
IMETS
139
Marketing Plans – Short Version
43
MCCS Applied Financial Planning (4 Courses)
765
MWR Basic Management Course
17
41
Exemplary Employee Development Award Training
– Schinnen
80
Exemplary Employee Development Award Training
– Stuttgart
22
FMWRC Team Member Orientation
32
Internal Controls – Fort Bragg
21
MIS Functional Administrator Part I
25
Management for Golf Course Superintendents
28
NAF Acquisition Management
39
High Performing Teams
1,662
64 
FMWR Academy
FY2009 Student Totals by Course
Professional Development Program Training On-site
2,636
MWR Orientation Course
213
NAF Contracting Basic
331
ServSafe Sanitation/Alcohol
135
Space Census (4 Courses: FCC, CDC, CYS Coord,
SSA/MS/T)
494
Sports (4 Courses: Events, History/Theory, RecTrac,
Tournaments)
8,192
TOTAL
Online in Progress
95
Programming and Special Events Management
4,179
Enrolled in Progress
22
Recreation Division Chiefs Leadership and
Management
14,883
TOTAL FY09 Enrollment
Fiscal Year 2009
FMWR Academy
Course. Development and piloting a Garrison Command
Spouse Course was also completed.
Support to external organizations included facility use of
160 requests totaling 265 days of usage for meetings, training and conferences not directly related to Academy training.
Academy staff served as facilitators or trainers for six program proponents, and served on two special Headquarters
projects. The FMWR Academy registration system provided
support was provided to the European Training Center and
to program manager training, as reflected below.
Army Lodging Training:
11
Army Lodging Training Seminar
27
Hotel Operations
24
Lodging Group Leader Program
21
Lodging Strategic Financial Management
25
Lodging Supervision
23
Lodging Supply Chain Management
15
Effective Organizational Leadership
16
Strategic Communication for Lodging Managers
23
Strategic Leadership for Hospitality Managers
22
Value Creation in Hospitality Organizations
207
TOTAL
Other Training Support
239
BOSS Forum
414
European Training Center
137
Inclusive Recreation Training
3
793
1,000
gaps as well as tracking individual performance development. Aggressive deployment of the system began in July
2009 with garrison level training in the Pacific, followed by
training at garrisons in the Southeast and West Regions.
The purpose is to train supervisors in the use of the system. Training on this system will be completed for the rest
of the garrisons in FY10.
The FMWRC Commanding General and Executive Director/Chief Operating Officer directed the Academy to develop
a comprehensive, holistic Customer Service Program for
Army Family and MWR that creates and sustains a customer
service culture. Paramount to creating and sustaining a customer service culture is leadership’s commitment to providing employees a strong, supportive environment where they
can thrive. The FMWR Customer Service program calls for
establishing Customer Service Training Coordinators that
are strategically placed across garrisons to support all of
FMWR and to support all the elements of an employee- and
customer-centered culture. The expected outcomes of the
FMWR Customer Service Program are increased customer
participation and satisfaction, higher employee job satisfaction, retention of high-performing employees, and continued employee engagement and commitment.
Full implementation of this program and facilitation of
the culture change will be a cornerstone of the FMWR Academy effort in the coming years.
SLO Orientation Course
TOTAL
TOTAL FY09 Other Training Supported
A major initiative of the FMWR Academy was the FY09
deployment of the Professional Development Program.
The PDP is a tool to improve the professional performance
of FMWR employees. The PDP is a comprehensive development plan that addresses competency, knowledge, skill,
and ability development, in addition to identifying training or learning elements designed to help improve performance. The system can auto-generate employee training
plans, and supervisors can analyze organizational training
Annual Report

65
Family and Morale, Welfare and
Recreation Command
Operations
T
The Family and Morale, Welfare & Recreation Command Operations
Directorate manages strategic and current initiatives and is the facilitator
and integrator of actions that span the organization. Some actions include,
but are not limited to, coordination of Common Levels of Support,
Installation Status Report, Key Garrison Measures, and the Organizational
Inspection Program.
In March 2009, the Operations Directorate facilitated
the establishment of the FMWRC Working Group to guide
the way ahead for Family and MWR programming and services. The FMWRC WG enables FMWRC and the Region
FMWR leadership to transform FMWR programs in support of the Army Family Covenant from the enterprise
approach. The FMWRC WG meets quarterly to define the
roles and responsibilities of the teams and develop a Strategic Action Plan that applies a cost culture approach to
FMWR operations.
The Operations Directorate provides oversight of the
Army’s Gift and Donations Program. In FY09, monetary
and non-monetary gifts valued at $4.8 million were donated to Soldiers and Families. Examples of donations received
in FY09 include: popcorn; live Christmas trees; an
exercise room for an Army lodging facility; a
Family Technology Center for an Armed
Forces Recreation Center; coffee; and
many items to Soldier and Family Assistance Centers. Many generous donors used the “Gifts to Army” Web
site with its capability to accept
on-line donations to show their
support to Soldier and Family Programs.
In compliance with 2005 Base
Realignment and Closure Law, the
Operations Directorate helped to
66 
shape the future of FMWRC, and the employees that make
up the workforce, by ensuring that FMWRC is positioned
to meet full operational capability in support of HQ, IMCOM’s transformation. In 2009, Directorate staff worked
diligently to facilitate the relocation of 65 FMWRC personnel from the National Capital Region to Fort Sam Houston,
Texas. There, FMWRC established command and control
and a split base operation in order to facilitate the remainder of FMWRC’s relocation currently scheduled for FY10
and FY11.
This Directorate organized and coordinated an Army
Family Covenant Team comprised of several FMWRC functional subject matter experts to work Joint Base initiatives
and actions as a result of BRAC 2005. The team participated in numerous Memorandums of Agreement
development workshops affecting the Army
installations involved in Joint Base transformation. As a result of the team’s involvement, the Services were able to
craft 12 effective MOAs, allowing
the Joint Bases to proceed toward
reaching their full operational capability. Currently the Operations
Directorate assists ACSIM, IMCOM
and OSD in their efforts to resolve
issues and concerns that relate to
delivering the Army Family Covenant on Joint Bases.
Fiscal Year 2009
Public
Affairs
Public Affairs Office
I
It was a year of change for the Family and Morale,
Welfare & Recreation Command’s Public Affairs
Office in FY09.
As a result of the Installation Management Command’s
Transformation Plan to streamline like-services and functions and eliminate redundancies within IMCOM and its
sub-commands, PAO prepared to become an IMCOM
Shared Service. This transition took the PAO from a Special
Staff section of the FMWRC Commanding General to the
MWR Branch of the IMCOM Public Affairs Office, effective
October 1, 2009.
The mission of the FMWRC PAO, and the future mission
of the MWR Branch, is to provide communications support
to FMWRC through the use of internal and external communications products, a media relations program, and an
Internet and social media presence. The FMWRC PAO completed FY09 with an operating budget of $922.6 thousand.
The FMWRC Public Affairs Office created a historical
collection/preservation office and hired a Command Historian to document and archive FMWRC and MWR historical
information and artifacts. This function and position was
transferred to the FMWRC Command Group, effective October 1, 2009.
During FY09, the FMWRC Command Group directed
the reestablishment of an FMWRC magazine, which had
last been published in December 2007, and was temporarily discontinued due to manpower shortfalls and overriding mission requirements. The Public Affairs Office added
two personnel in the third quarter of the Fiscal Year to
accomplish the development and publication of the quarterly magazine.
The FMWRC PAO accomplishments during FY09 included 107 news releases; 210 media queries; launching
Annual Report
version three of ArmyMWR.com, the main Web site of
FMWRC with the capability of handling up to one million
page views per month and features a Content Management
System for ease of input from FMWRC Directorates; development and implementation of the FMWRC Strategic
Planning Integrated Resource Information Tool, which organizes FMWRC programs, schedules, and processes into
a visible and actionable system to which the Command
Group, Directors, and other managers have 24/7 access;
and establishment of a FMWRC social media presence, using Twitter, Facebook, and YouTube.
The Army Family Covenant was a key focus topic for
many of the FMWRC PAO products. In order to get the
Army Family Covenant message out to a wide audience of
Soldiers, Family members, and senior Army leaders, many
of the 107 office-generated articles included how the Army
Family Covenant played a significant role or effect in the
news event.
FMWRC Public Affairs ventured into the social media
venue in March 2009, by establishing the Family MWR sites
on Twitter and YouTube. Activation of the Family MWR
Facebook site occurred in June and, at the end of FY09, had
more than 650 fans. FMWRC posts news articles and short
messages to this site. Fans can, and do, interact by posting
personal comments. The FMWRC Commanding General,
Brigadier General Reuben D. Jones (now Major General), established his own social media site on Twitter upon his arrival to the organization in July 2009. Social media enables
two-way or multi communications with and between our
customers and provides an excellent feedback mechanism.

67
Family and Morale, Welfare and
Recreation Command
Soldier and Community Recreation
S
Soldier and Community Recreation supports the Army Force Generation
Model by providing the resources and services that enhance region and
garrison capabilities to support the expeditionary Army and deliver a
quality of life for Soldiers and Families commensurate with their service.
The Family and Morale, Welfare & Recreation Command Soldier and Community Recreation Directorate support
deployment for Soldiers both at home station or deployed. This support is provided in three ways: regulatory oversight;
procurement of kits designed to provide off-duty entertainment in the form of sports; fitness, and recreation; and managing the MWR professionals that deploy to Iraq to provide hands on recreation and entertainment opportunities for US
and Coalition Soldiers.
In 2009 Soldier and Community Recreation contributed to the Field Manual 1-0 which defines Army guidance and
operational procedures used to provide guidance during current and future deployment contingencies. This guidance
specifically identifies the processes and procedures that the Army will use to deploy MWR personnel and equipment into
any theater. It contains timelines necessary for the timely arrival and set up of MWR programs and services that provide
Soldiers an outlet during operations.
Community Recreation procures three types of kits for deployed Soldiers. The first is the Unit Recreation Kit, designed
to support a company sized element for 60-90 days after arriving in theater. The Kit contains sports and fitness equipment,
and recreational equipment in the form of board games and cards. The second kit, the Electronic Games Kit, comes with a
popular home video game unit, games, and TV, along with all necessary cables and power converters. The last Kit, the Theater in a Box Kit, contains an LCD projector, DVD player, movies, a sound system, and a 10 foot x 10 foot screen, to provide
a theater that can be set up in 20 minutes. This year — for the first time — 833 Unit Recreation Kits were sent to home
stations, enabling the deploying companies to send the kits at the same time as their equipment. In addition, 36 Theater in
a Box Kits and 47 electronic games kits were sent directly into Theater to support existing brigade-sized units.
Community Recreation deployed 22 MWR professionals into theater in direct support of theater requirements. Three
personnel provide guidance and oversight of MWR and entertainment programs at the headquarters level, while seven
professionals worked at the division level scheduling and escorting professional entertainers to over 175 locations in Iraq.
Teams of 11 MWR professionals are phased in every six months.
All photos in this section courtesy of Soldier and Community Recreation
68 
Fiscal Year 2009
Soldier and
Community Recreation
All-Army Sports
Boxing
Army entered boxers in nine of the 11 weight classes
at Armed Forces Boxing
conducted at Fort Huachuca, Ariz. They took
seven Gold Medals and
one Silver Medal out of
the nine weight classes.
Army’s medalists include:
Gold:
 1st Lt. Michael
Benedosso, Fort Carson, Colo.
 Spc. Adrian Ghisiou,
Fort Hood, Texas
 Sgt. John Franklin,
Fort Carson, Colo.
 Spc. Alexis Ramos, Fort Carson, Colo.
 Pfc. Connor Johnson, Fort Carson, Colo.
 Pfc. Sidney Williams, USAR, Ky.
 Spc. Jeffery Spencer, Fort Carson, Colo.
Silver:
 Sgt. Reyes Marquez, Fort Myer, Va.
Bowling
The All-Army Men’s and Women’s Bowling Teams both
captured first place in the Armed Forces Championship in
Fort Bliss, Texas. Both the men and women had two bowlers who were recognized and selected to the Armed Forces Team. The Soldier-athletes selected for the men’s team
were: Sgt. 1st Class. Thomas Wynne, Fort Hood, Texas; and
Capt. Vincent Gothard, Fort Bragg, N.C.. The women selected were: Sgt. 1st Class. Karen Brown, Fort Sill, Okla.; and
Lt. Col. Celethia Abner, Fort Gordon, Ga.
Men’s and Women’s Basketball
The Men’s and Women’s All-Army basketball teams were
2009 Recreation Award Winners — Outstanding Programs and Personnel
MWR Employee of the Year
Career Employee
Karen Lazzeri
Hermann Edd Ellis
USAG Bamberg, Germany
Garrison Awards
Small Garrison
USAG Livorno, Italy
Medium Garrison
USAG Camp Red Cloud, Korea
Large Garrison
Fort Rucker, Ala.
Medium Garrison
Large Garrison
Bamberg, Germany
USAG Hawaii
USAG Benelux, Belgium
Vicenza, Italy
Large Garrison
Large Garrison
Fort Carson, Colo.
Sports, Fitness & Aquatics
USAG Kaiserslautern, Germany
Schweinfurt, Germany
Outdoor Recreation
Small Garrison
Livorno, Italy
Entertainment
Medium Garrison
Medium Garrison
Vicenza, Italy
Program Awards
Bamberg, Germany
Large Garrison
Arts & Crafts
Large Garrison
Fort Carson, Colo.
Fort Bliss, Texas
Medium Garrison
Fort Lewis, Wash.
Recreation Centers
Friends of Recreation
USAG Hawaii
Vicenza, Italy
Large Garrison
Stuttgart, Germany
Jerry Racz
Automotive Skills
Medium Garrison
Library
Medium Garrison
Small Garrison
Bamberg, Germany
Livorno, Italy
Medium Garrison
Vicenza, Italy
Large Garrison
Micheil Devito
USAG Heidelberg, Germany
Leo Kosley
Kerri Pangmann
USAG Kaiserslautern, Germany
David Schwab
USAG Kaiserslautern, Germany
Mary Hirsch-Justice
Fort McCoy, Wisc.
Col. Laura Richardson
Fort Myer/McNair,Va.
Grace Kilburn
Fort Bragg, N.C.
Command Sgt. Maj. Robert
J. Felder
Fort Rucker, Ala.
Annual Report

69
Family and Morale, Welfare and
Recreation Command
rebuilding with many new squads. The All-Army Women’s
Basketball team went 3-3 in the Armed Forces Basketball
Championship and the men were 1-5. All-Navy won the
tournament on the women’s side, and All-Air Force took
the gold on the men’s side.
The All-Army Women’s Basketball team had one player, Spc. Aquanita Burras, Fort Bragg, N.C. named to the
“All Tournament” team at the Armed Forces Basketball
Championshipn. She, along with Sgt. Shamyra Daigle,
also from Fort Bragg, and Capt. Caitlin Chiaramonte, Fort
Benning, Ga. participated in the Tournament of Stars in
Lake Charles, La. as part of the Women’s Armed Forces
All Star team.
Four Army men were named to the Armed Forces All
Star team that competed to a Third Place finish in the
Consiel International du Sport Militaire (World Military)
Basketball Championship in Lithuania in June. The All
Star selectees included: Sgt. Ron Bartley, Fort Lee, Va.;
Sgt. Brett Thomas, Camp Stanley, Korea; Sgt. Russell
Queener Fort Huachuca, Ariz.; and Sgt. Vernardo Harris,
U.S. Army Reserve. Army Coach Capt. David Smith, Los
Alamitos, Calif. was selected as the assistant coach for
the team.
Cross Country
The All-Army Cross Country team competed in the
Armed Forces Championship in conjunction with the USA
Track & Field Winter National
Cross Country Championship.
The All-Army Women’s Team
placed third amongst all services and the All-Army Men’s Team
placed fourth. Capt. Michelle
Kelly, Fort Carson, Colo., was
the Army’s top woman finisher
coming in fifth place overall in
the competition. She was followed by 1st Lt. Kelly Calway,
Schofield Barracks, Hawaii, who
came in ninth place. The Men’s
top finisher was Capt. Matt Cavanaugh, Fort Huachuca, Ariz.,
placing in the top 15 of the
Armed Forces Championship.
70 
Ironman
The All-Army Ironman team made up of Maj. Christopher
Bachl, Presidio of Monterey, Calif. and Staff Sgt. Tina Eakin, Redstone Arsenal, Ala. took first place honors in the
Military Division of the Ford Ironman World Championship conducted in Kailua Kona, Hawaii. Eakin overcame a
flat tire in the bike portion of the race and was the Women’s
Military leader. She finished 10th in her age group with an
overall time of 10:51:20.
Marathon
The All-Army Marathon Team ran against the other
services at the Marine Corp Marathon held in Washington,
D.C. The All-Army Women’s Team placed fourth and the
All-Army Men’s Team placed third. 2nd Lt. Kenneth Foster,
Fort Bliss, Texas was selected to compete in the World Military CISM Marathon Championship and placed 34th overall and 27th in the CISM division. He was the third finisher
for Team USA.
Rugby
The All-Army Rugby team took fourth place with a 1-3
record at the Armed Forces Rugby Championship held at
Fort Benning, Ga. Two outstanding Soldier-athletes were
named to the All Tournament Team: Sgt. 1st Class Noah
Tupea, Fort Sill, Okla. and Capt. Nathaniel Conkey, West
Point, N.Y.
Soccer
The All-Army Men’s Soccer Team placed first at the
Armed Forces Championship in an overtime shoot-out tiebreaker. The Army finished the tournament with a 3-2-1 record with Pfc. Jason Van Broekhuizen, Schofield Barracks,
Hawaii named to the All-Tournament team.
The following Soldier-athletes were selected to the AllArmed Forces Team to compete in the CISM Military Continental Soccer Championship hosted by the U.S. at Dyess
Air Force Base in Abilene, Texas:
 Capt. Andrew Filauro, Fort Carson, Colo.
 Staff Sgt. Jose Alfarohernandez, Schofield Barracks,
Hawaii
 1st Lt. Kurt Hunt, Fort Rucker, Ala.
 Spc. Tyler Stratford, Fort Myer, Va.
 Staff Sgt. Titus Kamau, Walter Reed Army Medical
Fiscal Year 2009
Soldier and
Community Recreation
Center, Washington, D.C.
 Sgt. Barry Batiste-Swift, Schofield Barracks, Hawaii
 Sgt. 1st Class Agustin Mendez, U.S. Army, Korea
(Head Coach)
Eichenseer and Gerheim played as part of the Armed Forces
All-Star team that took second place at the ASA National
Championships in Oklahoma City, Okla.
Men’s and Women’s Softball
Three All-Army Taekwondo athletes achieved national
success at the USA Taekwondo National Championships
conducted in Austin, Texas. Army World Class Athlete
Program athlete 2nd Lt. Steven Ostrander from Fort Carson, Colo. defended his National title from 2008 and was
crowned the National Champion in the Heavyweight Division, defeating his opponent in the finals 14-1. This marks
the third time that Ostrander has been national champion
– 2002, 2008, and 2009. Sgt. Louis Davis from Fort Lewis, Wash. and Sgt. Donovan Rider from
WCAP at Fort Carson, Colo. both took
Silver medals in the Middleweight and
Featherweight Division, respectively,
with 3-1 records.
The All-Army Men’s and Women’s Softball Teams both
took the Silver medal as a result of tiebreaker situations
at the Armed Forces
Softball Championship at Naval Air
Station, Pensacola,
Fla. The Army men
had a 7-2 record and
the women were
6-3. Four All-Army
men were selected
to the All-Tournament team: Sgt. 1st
Class Ralph Hodgdon, Fort Benning, Ga.; Chief Warrant
Officer 2 Elmer Mason, Yongsan, Korea; Sgt. 1st Class Dexter Avery, Fort
Huachuca, Ariz.; and Sgt. 1st Class
Clayton Shaw, Fort Campbell, Ky.; Capt. Gabe Beltran, Fort
Bliss, Texas; Sgt. 1st Class Michael Dochwat, Fort Campbell, Ky. and Assistant Coach Sgt. 1st Class Scott Feterl,
Fort Bragg, N.C. joined Hodgdon, Mason, and Avery on
the Armed Forces All-Star team that participated in the
American Softball Association National Championships in
Oklahoma City, Okla. At that tournament, Sgt. 1st Class
Ralph Hodgdon was named
All-American as a utility player,
and finished the tournament in
a four-way tie for the batting
title. He batted .800 for that
tournament.
Three All-Army Women
were selected to the All-Tournament Team: Staff Sgt. Shannon
Eichenseer, Fort Eustis, Va.;
Staff Sgt. Kathleen Hedges, Fort
Drum, N.Y. and 1st Lt. Lindsey
Gerheim, Fort Campbell, Ky.
Annual Report
Taekwondo
Triathlon
The Men’s and Women’s All-Army
teams both placed second in the Armed
Forces Championship held at Naval Base
Ventura County, Point Mugu, Calif. There
was no CISM Championship for the triathlon in 2009. However, Lt. Col. Heidi Grimm, now retired, Fort Carson, Colo., won first place by nearly a minute
over the next finisher and Staff Sgt. Tina Eakin, Redstone
Arsenal, Ala. finished fifth place overall. For the men, 2nd
Lt. Nicholas Vandam, West Point, N.Y. placed third overall.
Volleyball
The All-Army Men and Women’s volleyball teams both took third place in the Armed
Forces Championship. 1st Lt. Amanda Psiaki,
Fort Stewart, Ga. and Capt. Rachel Travis, Fort
Carson, Colo. were selected for the Women’s AllTournament Team. Sgt. Valiente Henry, Santa
Ana, Calif. and Capt. Todd Allison, Fort Carson,
Colo. were selected to the Men’s All-Tournament
Team. Both the men’s and women’s team had
four people named to the Armed Forces Team
which competed in the CISM World Military
Volleyball Championship held in Rio de Janeiro,
Brazil. The following Soldier-athletes were the

71
Family and Morale, Welfare and
Recreation Command
players selected for the team:
Women:
 2nd Lt. Nicole Lopez, Guantanamo Bay,
 1st Lt. Amanda Psiaki, Fort Stewart, Ga.
 Capt. Rachel Travis, Fort Carson, Colo.
 Capt. Lora Burris, Kaiserslautern, Germany
Men:
 Sgt. Valiente Henry, Santa Ana, Calif.
 Capt. Todd Allison, Fort Carson, Colo.
1st Lt. Brent Johnson, Kaiserslautern, Ger-
many
 Staff Sgt. John Ribar, Stuttgart, Germany
Wrestling
The All-Army Wrestling team won the overall competition in the Armed Forces Championship. In the Greco-Roman and Freestyle categories wrestling, the Army won a
total of 11 gold medals and two silver medals in seven different weight classes. The Army medalists are:
Freestyle Category (all from Fort Carson, Colo.)
 Spc. Jermain Hodge – Gold
 Spc. Alfredo Varela -- Silver
 Staff Sgt. Glenn Garrison -- Gold
 Staff Sgt. Gordon Wood -- Gold
 Staff Sgt. Kevin Ahearn -- Gold
 Spc. Timothy Taylor -- Gold
Greco-Roman Category (all from Fort Carson, Colo.)
 Spc. Jermaine Hodge – Gold
 Spc. Jeremiah Davis – Gold
 Spc. Faruk Sahin – Gold
 Sgt. Jess Hargrave – Silver
 Spc. Aaron Sieracki – Gold
 Sgt. Kevin Ahearn – Gold
 Staff Sgt. Dremiel Byers – Gold
lective empowerment. Arts and Crafts program activities
provided deployment stress relief to Family members and
Soldiers returning from deployment. Soldiers from Warrior Transition Units who utilized Arts and Crafts facilities in 2009 showed improvement in their recovery and
rehabilitation process. Soldiers from Warrior Transition
Units at Schofield Barracks had the opportunity to attend
a seven week session of Art Therapy at Schofield Arts and
Crafts Center. A different creative medium was presented
each week focusing on emotions through color, clay, drawing and painting. After completion of the seven week program, Soldiers have the opportunity to continue with advanced programs.
The Army Arts and Crafts contests (All-Army Photography and Army Arts and Crafts) are now digital with
both using a dedicated Web site for participants to submit
contest entries online. Entering online reduces paperwork
and enables a garrison and/or region to easily track entries and their status. Participants can enter at any time
or place where Internet access is available. This facilitates
participation by deployed Soldiers, as well as Guard and
Reserve Soldiers. After the Department of the Army level
judging, digital images of the winning entries are posted
on the contest Web site, which gives winners local recognition and stimulates interest in arts and crafts programs.
Photographers submitted more than 3,000 entries by photographers at the local level of the contest. The 2009 Army
Arts and Crafts Contest DA level had 496 submissions
from deployed Soldiers, as well as Guard and Reserve Sol-
Arts and Crafts
The Arts and Crafts program in FY09 provided Soldiers, retirees, DA civilians and Family members a wide
range of skill development activities to promote personal
creativity, cultural awareness and both personal and col-
72 
Fiscal Year 2009
Soldier and
Community Recreation
diers and Family members. Contest judges, professionals
in the arts and crafts fields, commented on the high degree
of talent and inspiration in the contest entries.
The FMWRC Arts and Craft Program Manager and one
newly hired garrison Arts and Crafts Manager attended
the Craft and Hobby Association Trade Show and Consumer Crafts Show Jul. 27 – Aug. 1, 2009 in Orlando, Fla.
Attendees participated in educational workshops and seminars and viewed products and demos at vendor booths.
Managers made contacts for support of Garrison Arts
and Crafts programs, viewed new industry trends and observed consumer interests at the first ever CHA Consumer
Craft Show. The combined trip report was distributed to
crafts managers and posted on the Army Knowledge Online manager page.
In response to the FMWR/Child, Youth & School Services Space Partnership Program now called “VENTUREPOINT,” Arts and Crafts Managers have partnered with
CYSS to provide out-of-school program activities for children and youth. Fort Drum Arts and Crafts held a pottery
class with the EDGE! Program, two days a week for four
weeks. Children painted ornaments and learned painting
techniques from a professional instructor. Youth are working in the Arts and Craft facilities as teen apprentices in
the HIRED! Program, working in paid positions to meet
the employment and career-exploration needs of Army
teens, 15-18 years of age.
Automotive Skills
The Automotive Skills program provides skill development activities in a recreational setting to the military community. The program provides an opportunity for Soldiers,
retirees, DA civilians and Family
members to reduce maintenance
costs through self-help vehicle
repair. This expertise has a direct
correlation with military occupation specialties, adding another
dimension to mission support.
A significant impact of this program is that Soldiers from Warrior Transition Units who utilized Automotive Skills facilities
in 2009 showed considerable im-
provement in their recovery and rehabilitation process.
Automotive Skills facilities at Army Garrisons worldwide are equipped with vehicle lifts and a comprehensive
selection of tools and state-of-the-art equipment for selfhelp vehicle repair. Participants have a clean, safe environment in which to work. Facilities collectively have 1,320
indoor work bays and 1,400 outdoor work bays available
for vehicle repair and maintenance. Basic Tune-Up classes
were offered at most facilities along with specialty classes
in welding and diagnostics. Most facilities use computer
data base reference systems (e.g., ALLDATA and Mitchell
on Demand) which provide patrons quick access to vehiclespecific diagrams and how-to information, as well as troubleshooting tips for auto repair. Auto Training Instructors
assist and instruct less experienced patrons and provide
safety orientation classes on use of equipment. These instructors continue to gain certification through the National Institute for Automotive Service Excellence. Certification
is encouraged to broaden the expertise of the staff and increase value to Automotive Skills facility patrons. FMWRC
provided study guides to auto personnel preparing for ASE
certification testing. In addition to self-help auto repair
facilities, many Automotive Skills facilities offered spray
paint booths, car washes, tow services, used car sales, parts
stores, car clubs, car shows, rallies, and youth apprenticeships in conjunction with school vocational programs.
FMWRC conducted training for Army Auto Skills Managers March 25-28, 2009. For the first time this was in conjunction with the annual Showpower Transmission and Undercar Expo. Managers had the opportunity to attend many
interesting management and technical seminars Managers
received additional instruction on CYSS Partnerships, AKO
Library Data Bases and Army and Air Force Exchange Services Partnerships. The Expo training kept personnel up-todate with current industry trends
and technological changes.
Supporting Soldier and
Family well-being, the Automotive Skills increased programming for Family members and
worked with Family Readiness
Groups to offer organized classes
to spouses.
Youth are working in the
Automotive Skills facilities as
teen apprentices in the HIRED!
Photo courtesy of army.mil
Annual Report

73
Family and Morale, Welfare and
Recreation Command
Program, working in paid positions to meet the employment and career-exploration needs of Army teens, 15-18
years of age.
Better Opportunities for Single
Soldiers
The Department of the Army Better Opportunities for
Single Soldiers program continues to play an integral role
within our Army. This essential program has a presence
not only within the single Soldier community, but in the
single parent and geographical bachelor demographics, as
well. The mission of BOSS is to enhance the quality of life
and morale of single Soldiers, increase retention, sustain
readiness and maintain the all-volunteer force supporting
an expeditionary force. The BOSS programs achieve this
posture by supporting the various pillars of BOSS which
are the very foundation: quality of life; community service; and recreation and leisure. Within these three pillars, BOSS
programs Army-wide volunteered 134,960 hours, saving
more than $153 thousand by performing these duties. In
addition, BOSS programs performed 568 community service events and 472 recreation and leisure activities.
The BOSS program has been described as: “the Soldier’s
voice;” “the vehicle of choice for obtaining the single Soldier perspective, ideas, or feedback;” “supports the Army
Family Action Plan;” and “serves as a targeted telescope for
the Commander.” BOSS is all of these depictions and more.
Indicative of recognizing the importance of BOSS, many
partnerships have been formed, making the Army a safer
environment and invoking a sense of harmony. Significant
collaborations have been established with Department of
the Army G1, I.A.M. STRONG, and the Combat Readiness/
Safety Center.
2009 Department of the Army BOSS Award Winners
Best Event
X-Small
74 
Best Installation
Individual Awards
Photo Contest
X-Small
Feltus Edwards Award for MWR
Excellence
1st Place:
Presidio of Monterey, Calif.
Silvia Joiner: Schweinfurt, Germany
2nd Place: Fort Knox, Ky.
1st Place: Schweinfurt, Germany
1st Place: Schinnen, The Netherlands
2nd Place: Camp Darby, Italy
2nd Place: West Point, N.Y.
Small
Small
President of the Year
1st Place: Fort Rucker, Ala.
1st Place: Fort Rucker, Ala.
Sgt. Edmond Perez, Fort Sam
Houston, Texas
2nd Place: Fort Hamilton, N.Y.
2nd Place: Camp Stanley, Korea
Medium
Medium
Julius Gates Senior Military Advisor
of the Year
1st Place: Fort Lee,Va.
1st Place: Camp Red Cloud, Korea
Command Sgt. Maj. Donald R. Felt,
Fort Hood, Texas
2nd Place: Camp Red Cloud, Korea
2nd Place:Yongsan, Korea
Large
Large
1st Place: Grafenwoehr, Germany
1st Place: Fort Steward, Ga.
2nd Place: Fort Stewart, Ga.
2nd Place: Grafenwoehr, Germany
X-Large
X-Large
1st Place: Fort Campbell, Ky.
1st Place: Fort Campbell, Ky.
2nd Place: USAG Hawaii
2nd Place: USAG Hawaii
Fiscal Year 2009
Soldier and
Community Recreation
Community Recreation
Centers
Community Recreation Centers deliver a full range of
social, educational, cultural and recreational opportunities
to the military community which promotes mental and
physical fitness. Installation Community Recreation Centers provide a single location or a hub for recreation and
leisure activities that include, but are not limited to: special events; meeting rooms; internet cafes; music rooms;
internet on-line gaming (X-Box or Play Station, MPOGS);
flat screen TV/DVD viewing for sports, movies and news,
This year was noteworthy as the Army celebrated the board games; chess; darts; billiards; and a snack bar food
20th Anniversary of the Army BOSS Program. In conjunc- and beverage operation.
tion with the anniversary, BOSS program representatives Partnering with the local economy and other Commumade a request for change in the BOSS logo. While the logo nity Recreation Programs enables the Recreation Centers to
that has been utilized for the proceeding 20 years possessed offer diversified recreation programs that meet the needs of
merit in its own right and represented a different time and all community members. Through education and program
generation, Soldiers wanted a new design that shows a de- training, the Installation Recreation Center programmers
piction of a new generation in the Army. On April 7, 2009, initiate and create a variety of programmed events.
the DA BOSS Program solicited Soldiers across the Army In FY09, FMWRC hosted the 2009 All Army Chess
to submit designs that truly portrayed the commitment of Championships. The top 12 Army chess players traveled
today’s single Soldier, while illustrating the strength and from all over the U.S., Europe and Korea to play at Fort
drive to make a difference by the same. A new logo was un- Myer, Va., with the top six players advancing to the Interserveiled at the Annual DA BOSS Forum in August 2009.
vice Chess Championships, also hosted by the FMWRC, at
At the end of FY08, FMWRC BOSS staff made a formal Fort Benning, Ga. The tournament consisted of six players
request for 49 permanent BOSS President authorizations from each service. The top six players were selected to form
for specific garrison’s Table of Distribution and Allowance. the 2009 U.S. Military Chess Team. These six players parIn the beginning of FY09, DA G3/5/7 approved 47 require- ticipated in Hammelburg, Germany against 17 other NATO
ments for BOSS Presidents at various garrisons throughout countries. The U.S. Team placed ninth. The tradition of milithe Army.
tary chess dates back many years. The strategic thinking of
At the end of FY09, the FMWRC BOSS staff authored chess enables the Soldier to hone their military skills while
and administered a survey (to the Senior Enlisted Advisor, working towards a goal, planning a strategy and thinking
MWR Advisor and BOSS President from each garrison) to ahead.
solicit ways to improve existing programs. All indications Completed during FY09 was year two of a three-year
support the necessity of permanent authorizations for contract with Penn State to train garrison recreation proBOSS Presidents on individual Garrison Tables of Distribu- grammers in “Inclusive Recreation for Wounded Warriors.”
tion and Allowance. Equipped with supporting documenta- The course was developed as a result of the long war that
tion and matrices, the FMWRC BOSS staff will prepare a increased the demand for installation Morale Welfare and
second business case requesting the permanency of BOSS Recreation staff to understand how recreation can help
President authorizations at the identified garrisons.
wounded troops and their Family members cope following
Annual Report

75
Family and Morale, Welfare and
Recreation Command
long deployments and often lengthy hospital stays. Appropriate inclusive recreation programming is recognized
as beneficial in helping the injured, the spouse, and the
children adjust to and thrive in their new found situation.
The 12 classes through 2011 consist of detailed segments
discussing Traumatic Brain Injury, Limb Amputations,
Post Traumatic Stress Disorder and Spinal Cord injuries.
The course includes guest Subject Matter Expert speakers,
video examples on each disorder and hands-on equipment
brought in by the speakers for each topic.
A new concept called Warrior Zones is underway with
several focus groups and design charrettes completed. A
Warrior Zone is a Category B high energy entertainment/
recreation venue for Soldiers. Activities include multiplayer computer gaming, on-line gaming, facility Wi-Fi,
movies, sports programming and food and beverage. Charrettes include designs for small, medium and large facilities depending on installation Soldier strength. Kick-off
construction meetings convened for Fort Lewis, Wash. and
Fort Riley, Kan. and Project Validation Assessments were
approved for Fort Bliss, Texas, Baumholder, Germany and
Fort Hood, Texas.
Entertainment
The U.S. Army Entertainment Division continued to provide a high level of direct support to installation entertainment
76 
programs and deployed troops despite a decrease in budgets.
Soldier initiated Theatre programs (with support from IMCOM-E and USAED) in both Turkey and Iraq continued to be
active. The Army Community Theatre Program achieved major
successes in National competition; the USA Express Program
was re-activated with an extensive tour; and Operation Rising Star, The Festival of Arts and Recreation Program Events
Competition, U.S. Army Soldier Show and Army Concert Tour
expanded their scope. Building on the popularity of the free
concerts presented in FY08, in FY09 FMWRC chose to support
a similar program through the USAED Special Events Program
with expansion to OCONUS, resulting in the presentation of
11 free indoor events in IMCOM-E in a strategic partnership
with the Navy, and the Region. However, budget shortfalls
necessitated the cancellation of USAED’s BRAVO! Program,
Battle of Bands, and Stars of Tomorrow Programs in FY09,
and the continued suspension.
In FY09, USAED programs maintained a healthy return on NAF monies spent. Installation income, directly
attributable to USAED programs, achieved a very slight increase of 0.01 percent to $2.92 million. Direct ticket share
income to FMWRC saw a 1.15 percent decrease, counteracted by an increase in cash sponsorship of 0.97 percent.
In total USAED Program Activities returned $4.03 million
against a Program operating cost of $3.55 million, approximately a 9 percent return on direct program investment. USAED directly supported 804 performances, a 0.9
percent increase in activity (192 at no cost to patrons) of
132 productions during the year entertaining well over
Fiscal Year 2009
Soldier and
Community Recreation
450,800 members of the Army Community at an overall
net cost of $943,449: a divisional average program delivery cost of $2.09 per patron.
The Division also provided technical, logistical and performer support for multiple activities within the Metropolitan District of Washington area, ranging from the 2009
Army Birthday Ball to Pentagon special events.
Army Entertainment Detachment maintained a 100
percent fill of the Table of Distribution and Allowances positions. Soldiers were successfully recruited and attached
from the Reserve Components. Improvements in operations were instituted by increased training of all Soldiers
within their respective programs, and new and expanded
recruiting measures have been implemented.
The US Army Soldier Show celebrated its 92nd anniversary since its WWI initiation. With the production
of “Lights, Camera, Action,” the Soldier Show staged 113
performances at 52 locations in CONUS, Hawaii and the
Republic of Korea. Overall attendance was to more than
100,000 persons.
Operation Rising Star enjoyed a highly successful
2009 Season. ORS local competitions were held, August
- September 2009, at 35 installations worldwide. Each installation generated three to eight nights of ORS events
culminating in the selection of their local winner. Each
participating installation submitted
packets on their winner to USAED,
and, on October 16, the ORS Selection Team chose 12 Semi-finalists to
compete in the 2009 Operation Rising Star Live Finals.
The Semi-finalists then traveled
to Fort Belvoir, Va. for the live competition held at the Wallace Theatre,
Nov. 14-20, 2009. Four full-scale
television shows were produced,
rehearsed, taped and broadcast on
the Pentagon Channel around the
world, as well as web-cast on www.
oprisingstar.com. Viewers then had
a two-hour window to vote for their
favorite contestant at each level.
Over the course of the week’s four
shows, 196,307 votes were received
and 429,682 unique page views to
the ORS Web site were logged from
Annual Report
over 50 countries.
Returning Judges, Sergeant Major of the Army (Ret.)
Jack Tilley, Debra Byrd of American Idol and Country recording artist Michael Peterson were joined by ‘Idol’ alumni, recording star and MTV host Kimberly Caldwell for the
top three Finals show. Other special guest appearances included the Washington Wizard Cheerleaders, Sweethearts
for Soldiers, artists from “To the Fallen Records” and 2008
ORS winner Joyce Dodson. The 2009 winner, Ms. Lisa
Pratt, a Family member from Fort Carson, Colo., received
the grand prize of an all-expense paid recording package at
DMI Music’s Firehouse Recording Studios in Pasadena, Calif., to record a three-song CD in February 2010. At a total
cost of just under $200 thousand, of which $68 thousand
was provided by sponsorship, ORS ’09 Finals events cost
the Fund less than $.30 per viewer and provided a unique
and enriching experience for the participants.
Army Community Entertainment saw continued Soldier-driven activity in Iraq and an increase in activity at several
locations. ACE supported 26 full-time theatre programs and
17 part-time programs worldwide. There was an increase of installations participating in the IMA-Europe “Topper Awards”
and “One Act Play Festival,” and the previously CONUS-based
“Festival of the Performing Arts” expanded into a worldwide
activity for 2009 (see Competitions Program report below).
The Army was, once again, well represented on the national stage by
SHAPE Players production of “Hold
Me” in the American Association of
Community Theatre National OneAct Play Festival, Tacoma, Wash.,
held in June 2009.
The Army Team garnered six
Award Nominations and the Outstanding Performance by an Actor
in a Featured Role Award was presented to SHAPE’s David Nixon.
The AACT National Awards for 2009
continued to recognize the Army
Community Theatre contribution
to the National Community Theatre
movement. The David C. Bryant Outstanding Service Award was presented to Dane Winters, Entertainment
Director at the Roadside Theatre in
Heidelberg. The Distinguished Merit

77
Family and Morale, Welfare and
Recreation Command
Award was given to Bonnie Daniels, who has led Army Theatres in Yongsan, Korea; Fort Knox, Ky.; and Vicenza, Italy as
well as directing the Bravo! Army Touring Theatre Company’s
inaugural production in 2000. USAED’s Irving Berlin Award
for 2009 was presented to SHAPE Army Community Theatre,
and the James T. Martin Lifetime Service Award was presented to Heidelberg’s Dane Winters.
The Copyrights and Royalties Program for FY09 reported 116 produced shows, with 696 performances scheduled worldwide. The figures represent a slight increase in
activity over FY08. We had a 35 percent increase over FY08
in reported paid audience from 56,673 to 76,530, ticket
sales generated $907,022, a one percent increase from
FY08. For each $1 invested by FMWRC for Royalties, rentals and materials, $3.69 was generated in installation income. The involvement of 3,593 cast and crew members,
representing active duty, Family, community and DoD civilians, represented a 34 percent decrease in active — as
opposed to audience — participation; however, the reduced numbers still provided 222,016 volunteer hours of
support for the programs.
The USA EXPRESS Program in 2009 fielded one unit
of seven military entertainers for an extended tour that
included Guantanamo Bay, Cuba, Puerto Rico, Korea,
Hawaii, Alaska, Japan and installations in CONUS. USA
EXPRESS performed at 65 locations. The 2009 UE tour
78 
entertained more than 10,000 Soldiers and their Family
members. The program cost $159,700, equating to $15.97
per audience participant; however the professional experience gained by the participating Soldiers, and the outstanding reception for the program at the installation level held the promise that future tours will gain significant
audience momentum.
Festival of the Arts & Recreation Program Events
Competition. In 2009, the program expanded to a worldwide competitive event, with participation from each Region. A total of 29 Garrisons entered 52 events for adjudication by a team of traveling Judges. More than 2,000
program participants impacted an audience of more than
50,000 with programming in six event categories: Recreation Program events; Youth Theatre; Youth Talent Shows;
BOSS Variety Shows; Theatre Musicals; and Theatre Plays
(non-musical). Joining the Performing Arts basis of the
Festival were 17 BOSS-sponsored events and 12 Recreation Program Events. First, second and third place awards
were given in all six event categories. Also awarded were:
Best of Festival, Garrison: 1st, Fort Gordon, Ga.; 2nd, Fort
Leonard Wood, Mo.; and 3rd, Fort Campbell, Ky.; Best
Event Scrapbook, winner Fort Leonard Wood, Mo.; and a
Newcomer Award for the best program from a newly participating Garrison, USAG Camp Zama, Japan. At a budgeted cost of $200 thousand, the Festival generated a major increase in local garrison programming at
a cost of $3.85 per participant both active and
audience.
The Army Concert and Special Events
Program continued to deliver quality entertainment to host garrisons. The USAED Special
Events program produced, promoted, co-promoted, funded and supported 26 major events
in CONUS and OCONUS locations. The Army
Concert Tour produced eight outdoor concerts
and five indoor concerts from May – December 2009, at a cost of $3.54 million. Paid attendance for the tour was 59,250, which generated $570 thousand in net income for host
garrisons. The USAED Special Events Program
also produced 11 free OCONUS indoor concerts from January – September 2009 that
entertained 7,500 Soldiers and Family mem-
Fiscal Year 2009
Soldier and
Community Recreation
bers, at a cost of $242.3 thousand. These free shows were a
result of strategic partnerships with Navy Entertainment,
and IMCOM-E. The diverse talent line-up included the following genres: country, classic rock, alternative rock, R&B,
gospel and hip-hop. Notable performers included: Tim McGraw, Brooks & Dunn, Sugarland, Billy Currington, Lynyrd
Skynyrd, Bowling For Soup, Everclear, Hinder, Deitrick and
Damita Haddon, Trin-I-Tee 5:7, Spensha, Soul Ja Boy, Bow
Wow and Jasmine Sullivan.
Leisure Travel Services/
Information,Ticket &
Reservation Offices
In FY09, all but seven Army ITR operations posted positive Net Income despite significant drops in the volume and
costs of tickets sold. Lower ticket revenues were influenced
by free admission and substantially reduced price promotions at Disney, Universal Studios, Anheuser-Busch and
other attraction operators. This impact was off-set by a major rise in lodging sales through the Army’s Military Travel
Voucher program.
Total net income before depreciation in 2009 under Program Code KD (ITR) was $1.8 million; NIBD under Program
Code LS (Commercial Travel) was $932.2 thousand. UFM
payments to NAFIs in 2009 totaled $1.6 million. Earnings
were far better than financial performance in the private/
commercial travel sector
where earnings fell precipitously in all sectors,
throughout the year, as
reflected by radically lower prices, staff reductions,
and closures of many hotels and attractions.
Base
Realignment
and Closure dates are approaching for the ITR Offices at Fort McPherson,
Ga. and Fort Monmouth,
N.J. One office, Fort Story, Virginia Beach, Va.
transferred to the Navy
Annual Report
under Joint Basing. Others will follow in 2010 and 2011
(Fort Sam Houston, Texas and Fort Eustis, Newport News,
Va. The loss of those two locations coupled with acquisition
of McChord AFB and Pope AFB by the Army under Joint
Basing, is not projected to have a material impact on overall
Leisure Travel earnings.
In 2009, cruise revenues paid to ITR Offices were $237.5
thousand. Although this is a nine percent decline from 2008
revenues, in fact, it represents a net increase of individual
customers served. During the first half of the year, as a result of the H1N1 flu concerns and the economic crisis, all
cruise lines reduced prices substantially ­­— in many cases,
from one-third to one-half. Lower customer costs resulted
in comparably reduced commissions.
In 2009, commissions received from the Armed Forces
Vacation Club totaled $345.1 thousand, which was a 27
percent increase from 2008. Total payments to Army NAFIs
since the program began in 2000, now total $2.1 million.
Involvement by MWR in logistical support for the annual Exodus Travel Movement at installations with Basic
Training and Advanced Individual Training missions continued to change. At some locations (Fort Eustis, Fort Jackson, Fort Knox, and Fort Lee) the ITR offices are directly
involved with air ticketing. At other sites, MWR appears
to have much less involvement in support for the Exodus
movement, relying instead on Internet and off-post travel
agencies to provide support.
In 2010, Army Leisure Travel Services anticipates its
first significant effort to promote on-line sales. This will
include contracted
web-based
programs such as Government Vacation
Rewards, and core
MWR services such
as WebTrac. We expect “learning opportunities” to occur as a by-product
of the transition,
but hopefully the
future will bring
enhanced service
opportunities for
all authorized patrons.

79
Family and Morale, Welfare and
Recreation Command
Libraries
Army MWR Libraries provide
knowledge services and support expeditionary forces, military readiness,
educational requirements, and leisure
needs of Soldiers and their Families
24/7. Their importance is validated
in all three major
Army surveys: Leisure Needs, Sample
Survey of Military
Personnel, and the
Army Family Survey.
The 2009 DoD MWR
Customer
Service
Index survey also
ranked MWR libraries at the top of the
scale.
Collections emphasize military art
and science including the Army’s Chief
of Staff Reading List, both professional and off-duty Soldier education, military Family specific information, lifelong learning and recreational use of leisure time. Use of
current technology facilitates remote access to installation
libraries, providing virtual library services to expeditionary
forces and improving morale communications between geographically dispersed Family members. Technology has also
improved business based operations in libraries with the
ability to better assess the quality of collections, to improve
circulation operations including automated checkouts, and
to facilitate personal computer management operations.
Events-type programs highlighted library collections, enabled collaboration between other MWR activities, improved
literacy and computer skills, and offered fun and diversion
for Soldiers and Families. Professional staffs were available
to assist in reference/research and to offer insights into the
hidden Web. Additional reference support was available 24/7
through the Army librarian managed service “Ask a Librarian” on the Army Knowledge Online portal. Available teen
corners, which included gaming resources, are popular and
80 
have reintroduced reading
to a vulnerable age group.
Electronic databases purchased centrally at FMWRC
in FY09 saved the government $6.2 million. These
purchases, combined with
titles funded by the Office
of the Secretary of Defense
and purchased enterprisewide across the four services provided over 40 fulltext online commercial
databases including 10,010 magazines and
newspapers, 15,000 e-books, and 5,958 audio
books. Additional enterprise-wide purchases
using OSD supplemental dollars included a
service-wide summer reading program for
FY10 and an online tutoring service, Tutor.
com. Tutor.com provides one-on-one, realtime, online tutoring services for all grades
including junior college level support. Partnership arrangements with Army Knowledge
Online, Army OneSource and Military OneSource extended
all databases resources to Army personnel in Iraq, Kuwait,
Afghanistan, and members of the National Guard and Reserves and their Families.
War-time operations in Operation Iraqi Freedom and
Operation Enduring Freedom during FY09 were supported
with 157,047 paperback books and 175,980 Playaways, of
which the majority were funded with OSD supplemental
dollars. These dollars also supported paperback book and
audio book purchases for Military OneSource Call Centers. The Call Centers provide supplemental reading/audio material for remote Families in need of MWR support
while their spouses were deployed. In addition to supporting Army deployments, war-time operations and the Call
Centers, the Army MWR Library Program manages the
Navy and the Marine Corps Paperback Book Kit Programs
through support agreements, providing kits for ship and
shore libraries, and to Marine Corps Security Guards at US
Embassies. Additionally, the Army supports more than 140
military missions with paperback books and magazines.
The military mission support is directed by Department of
Fiscal Year 2009
Soldier and
Community Recreation
awards in FY09 were: small garrison, Garmisch Library, Germany; medium garrison, Bamberg Library, Germany; large
garrison, Schofield Library, Hawaii.
Libraries are annually assessed using Army MWR
Baseline Standards and DoD MWR Core Library Standards. Both assessments in FY09 highlighted deficiencies
in the areas of staff, training, library collections and technology. The Program Budget Review 12-17, identified and
validated requirements to correct deficiencies. Funding
will be distributed through the Common Levels of Support model to meet requirements.
Defense policy.
FMWRC replaced
outmoded
software
managing the webbased General Library Information System in September
2009 with a new user-friendly system offering Soldiers the
ability to borrow materials downrange and Families more
options in library account management. Both Soldiers and
Families can set up online library accounts that allows them
to request books, place items on hold that are currently
checked out, view their lending history, create reading lists,
write reviews of books they’ve read, and rate books on a one
to five scale. No additional libraries were brought into GLIS
in FY09 due to the changeover in systems. Approximately
24 MWR libraries remain to be added to the GLIS inventory
and will be phased in over the next two to three years.
A congressionally-funded pilot pediatric literacy program, “Reach Out and Read,” was concluded successfully in
FY09 with 20 military hospitals and their health professionals promoting literacy in well-child medical appointments.
The program will continue with hospital staffs providing
self-sustainment through use of volunteers and donations.
Phase one of Joint Basing has affected two Army installations in FY09, Fort Story, Virginia Beach, Va. and Fort Dix
N.J. The Army Library at Fort Story became a Navy asset
October 1, 2009 and joined Naval Station Norfolk (Little
Creek) for provision of library services to both Army and
Navy personnel. Although Fort Dix closed their MWR Library several years ago, a Memorandum of Agreement between Fort Dix and McGuire AFB identifies joint support
for Army and Air Force personnel using the McGuire AFB
Library. These libraries will advertise their program as jointbased libraries and equally welcome both services.
Library Recreation Award winners for the program
Annual Report
Outdoor Recreation
The mission of Outdoor Recreation is to teach outdoororiented Lifetime Leisure Skills through programs (e.g., skill
instruction courses, activities, and trips), facilities (e.g., equipment checkout centers, parks and picnic areas, campgrounds,
stables, marinas, recreation areas, paintball fields, shooting
sports centers, etc.) and services (e.g., equipment maintenance,
repair, and sales; trip and activity information referral, etc.).
ODR operations are the most diverse in military MWR with 16
separate program areas, primarily designated as Category B operations but also involving elements of Categories A and C.
FY09 began with a strong emphasis on the new mission
priority for ODR, to develop and implement the Warrior
Adventure Quest program, and ended with a unique and
classic outdoor recreation training experience that demonstrated the principles of the ODR and
WAQ missions.
Warrior Adventure Quest is a reset
training tool designed to introduce
Soldiers to activities
that serve as alternatives to aberrant
behaviors often associated with accidents
involving
recently re-deployed
Soldiers. This reset
tool bolsters Soldier
resiliency and unit
team cohesion as it

81
Family and Morale, Welfare and
Recreation Command
presents coping outlets to help Soldiers
realize their own new
level of normal and
“move on” with their
lives. The WAQ program combines existing high adventure
outdoor
recreation
activities (e.g. rock
climbing, mountain biking, paintball, scuba, ropes courses,
skiing, and others) with a leader-led after action debriefing,
or L-LAAD, tool developed by Battlemind.
The first quarter of FY09 was spent developing WAQ
program improvements in format, training curriculum,
and measurement methodologies, while establishing partnerships to help process these strategies. The program revisions were outlined in the official Execution Order signed
by Lt. Gen. Wilson, the Assistant Chief of Staff for Installation Management. The WAQ program is now segmented
into five phases:
Phase I
Leader Training, is for all E-6 and above participants and
teaches them how to facilitate a Battlemind L-LAAD in
response to a significant event in an operational environment.
Phase II
Teaches these unit leaders how to utilize the same L-LAAD
technique when facilitation surrounds an outdoor adventure activity.
Phase III
Soldier Training, presents to all program Soldier participants concepts such as Comprehensive Soldier Fitness,
Combat Operational Stress Control and Post Traumatic
Growth, coping skills, and how it all relates to the WAQ
program.
Phase IV
is the outdoor adventure activity (e.g., rafting) where team
building is combined with challenging activity skills.
Phase V
is the actual facilitation of the L-LAAD by the unit leaders with their unit members to realize connections between
the activity they have just experienced and the challenges
they may be experiencing in their daily lives.
82 
WAQ activities are conducted for Platoon-level groups
within the first 120 days after return to home station garrison. The program began in earnest in late-January 2009.
As of Sept. 30, 2009, five garrisons had completed their
WAQ programs, 10 garrisons were actively providing the
program, and 18 garrisons were in planning stages preparing to implement within the first quarter of FY10. In FY09,
the program served 526 Platoon or 13,490 Soldiers. Those
participation numbers are expected to quadruple in growth
throughout FY10.
A series of measurements are in place to test effectiveness of the program. WAQ program Soldier participants
complete pre-event and post-event (scan-able) surveys.
These are analyzed to measure perception and attitude
changes regarding unit cohesion, unit leadership, use of
recreation and adventure activities as stress outlets. Results
of analysis for this short-term data relationship has shown
significant positive indicators attributed to WAQ program
participation. Medium-term measurements involve online
survey of participant Soldiers at both three-months and
six-months after completing the program. Results indicate a lasting impact of the program regarding perception
of importance of the WAQ program and continued use of
outdoor recreation and other MWR programs as outlets for
stress. Long-term measurements concerning potential program impacts on accidents or behavioral incidences will be
analyzed (comparing WAQ participants to Army norm statistics) beginning the second quarter of FY10. Partnerships
established with the Combat Readiness & Safety Center,
and the Defense Manpower Data Center will help in reporting of this longitudinal data.
WAQ is the epitome of the Army ODR program mission
Fiscal Year 2009
Soldier and
Community Recreation
and is expected to remain the highest priority for near future ODR operations. In support of all aspects of the Outdoor Recreation mission, a unique training opportunity was
presented to all Army ODR programmers, the 2009 Outdoor Recreation Programmer’s Training. FMWRC program
staff developed and executed this training in Charlotte, NC.
Participants were introduced to the U.S. National White Water Center and Olympic training site, which has the largest
man-made whitewater course in the nation. USNWC also has
rock climbing, mountain biking, and ropes course facilities.
All training programmers were committed to participating in
hands-on skill training exercises in each of those mentioned
disciplines. ODR staff were also introduced to technical and
operational aspects of paintball programming and they engaged in hands-on game strategy activities at a nearby worldclass paintball tournament facility. As a condition of participation in the training sessions, all staff agreed, in writing,
to utilize the skills learned by planning, implementing, and
evaluating three outdoor recreation program activities in at
least one of the presented disciplines­ — at their garrison
— within the next nine months (by or before June 15, 2010)
and enter all related activity data into the new Recreation
Program Share Web site.
Although 2009 proved to be a very active and innovative year for Army Outdoor Recreation, much remains to be
addressed regarding future operations. WAQ programming
will soon be activated at many new Army garrison locations.
WAQ program processes and procedures are expected to solidify while strategies for providing the program to more
Soldiers including Army Reserve and Army National Guard
units are in development. Additional Outdoor Recreation
initiatives that need attention include revision of ODR
baseline standards (including program standard metrics),
development of ODR facility standards, and standardized
position descriptions that will ensure a qualified workforce
with programming and skill instruction capabilities and
utilization of college interns to support and enhance ODR
programs will be explored.
Sports, Fitness and Aquatics
Sports programs and fitness facilities continue to rank
number one in importance and use for Soldiers and Family members. Soldier and Unit intramural and varsity sports
continue to enhance Unit pride and camaraderie. Fitness and
Annual Report
aquatics programs
offer self-directed
and instructional
activities which
contribute
to
combat readiness,
general physical
fitness and overall
wellness.
In FY09, Army
Sports Directors
attended the Leadership Training and Athletic Business Conference in Orlando, Fla. Sports Directors and FMWRC staff
were centrally funded to participate in the training. FMWRC
added two days of Army-specific Sports Directors Leadership
training to the conference. Major topics included: updated
information on Army policies and procedures including the
Baseline Standards, Physical Fitness Facilities Design Standards, Common Levels of Support, Aquatic Risk Management Overview, Fitness Equipment Bulk Buy Program and
current Army sports programs. Participants received professional development training credits toward their Individual
Development Plan through the MWR Academy. Participants
who attended the Athletic Business Conference could choose
from a variety of tracks that focused on leadership, facility
management, aquatics, military fitness and sports. Also included for the participants was the
trade show that
featured state of
the art current
equipment, supplies, and architecture. Attending the Athlete
Business
Conference enables
Sports Directors
to keep pace with
the commercial industry of leisure Sports and trends in fitness exercise equipment.
The Army Aquatics program includes 60 indoor pools
and 100 outdoor pools located at 110 Garrisons worldwide.
The Aquatics program includes swim lessons, aquatic leadership training, competitive swimming and many other fun
and therapeutic programs, are equalivent to off-post com-

83
Family and Morale, Welfare and
Recreation Command
merical or public offerings.
Army Aquatics Category A activities consist of physical
training, combat survival training, Soldier rehabilitation
and other mission-directed programs. Many Army pools
have added features of the “Aquatic Leisure Pool” concept,
including slides, floats, splash pads and interactive water
play features. Six garrisons feature water parks to enhance
recreation for Soldiers and their Family members.
As of June 22, 2009, all Army pools completed the coordinated effort to comply with the safety provisions of the
Virginia Graeme Baker Pool and Spa Safety law. The compliance rate for indoor and outdoor pools is 95 and 90 percent,
respectively. The remaining pools are those under renovation
and will meet VGB Act requirements prior to opening.
Sports, Fitness and Aquatics renewed a contract to train
MWR fitness facility operators in basic and advanced fitness training. Begun in 2004, training has been conducted
at 25 Army installations, providing training to 445 MWR
employees. The basic objective of this course is to educate
staff on fitness principles, safe use of equipment and proper
spotting techniques.
FMWRC spearheaded the Army MWR bulk buy procurement program, a centralized procurement initiative, that
provides cardiovascular and strength training fitness equipment at garrison fitness facilities. The program supports the
Soldier Family Action Plan by providing predictable levels of
service, quality, training, preventive maintenance, and lifecycle replacement of fitness equipment
within IMCOM garrisons. FMWRC leveraged the Army’s buying power through the
bulk buy program which resulted in a 1315 percent discount off standard Government Services Administration pricing. To
date, cost avoidance exceed $2.2 million.
As a result of the Overseas Contingency Operations funding, FMWRC established programs and initiatives were
developed to meet the needs of deployed
Soldiers. FMWRC Community Recreation
established the Deployment Unit which
delivers a full range of social, educational,
cultural and recreational programs that
are necessary to maintain physical fitness
and alleviate combat stress by temporar-
84 
ily diverting Soldier’s focus from combat situations during
deployments.
In 2009, Community Recreation piloted fitness programs under OCO funding: Army Fitness Deployed Guides
and Exercise Bands, Fitness Anywhere Training Resistance
Exercise Force Systems as well as programs to reduce trauma and enhance fitness and aquatics activities.
FMWRC Sports, Fitness and Aquatics continue to answer questions for the field on standards, regulatory guidance, policies and other technical sports, fitness and aquatic
questions.
World Class Athlete Program
The Army World Class Athlete Program had an outstanding year in FY09.
2010 Winter Olympics
There were seven Soldiers in the World Class Athlete
Program who actively competed for spots on the 2010
U.S. Olympic Team in the sports of Biathlon and Bobsled
during FY09.
Biathlon
Sgt. Jeremy Teela, a member of the U.S. National Team,
continued his quest to make his third Olympic Team while
competing at the World Cup and World
Championship level. Teela finished in
third place in the 20K Individual event at
the Whistler World Cup, the same venue
as the 2010 Winter Olympics. This was
Teela’s first podium finish ever at a world
cup and the first for the United States at
a world cup competition since 1992. Teela also competed at the Biathlon World
Championship in Pyeong Chang, South
Korea.
Sgt. Jesse Downs, a member of the
U.S. National B Team, competed on the
national level at several North American
Cup competitions. He finished the season
as the overall point winner in the North
American Cup series of races. Downs rep-
Fiscal Year 2009
Soldier and
Community Recreation
resented the United
States Army at the Italian Military Championships finishing in ninth
place in the 15K Mass
Start Cross Country
event. At the U.S. National Championships
held at Fort Kent, ME,
he finished third in the
10K Sprint and sixth
in the 12.5K Pursuit
events.
1st Lt. Jennifer
Wygant, a member of
the U.S. National Developmental
Team,
also competed on the
national level at several North American Cup competitions.
She finished the season ranked ninth overall in the North
American Cup point standings. At the U.S. National Championships held at Fort Kent, Maine, she finished eighth in
the 7.5K Sprint and seventh in the 10K Pursuit events.
Bobsled
Sgt. William Tavares, an Assistant Coach for the Men’s
U.S. National Team, helped lead the U.S. Bobsled Team to
one of their most successful seasons ever. The U.S. team
ended their season by winning Gold in the 4-Man Bobsled
World Championship and bronze in the 2-Man Bobsled
World Championship. Tavares has already been selected
as an Assistant Coach for the 2010 Men’s Olympic Bobsled Team.
Sgt. John Napier, a member of the U.S. National Team,
had a very successful first season as a representative of the
U.S. Army and WCAP. At the 2009 World Championship
held at Lake Placid, N.Y., he finished in 11th place in the
4-Man Bobsled event and 17th place in the 2-Man Bobsled
event. Napier was the 2009 America’s Cup Champion in the
2-Man Bobsled event and finished third in the 4-Man Bobsled event. 1st Lt. Christopher Fogt, a member of the U.S.
National Team, was assigned to WCAP in the spring of 2009.
Fogt has made an immediate impression by finishing second
overall out of 25 competitors at the 2009 U.S. Bobsled Push
Championships. His finish qualified him to compete for the
U.S at the World Cup competitions held in November 2009.
Annual Report
Capt. Garrett Hines was assigned to the WCAP in the
summer of 2009. Hines is a former Army Olympian and
won a Silver Medal at the 2002 Winter Olympic Games in
Salt Lake City, Utah.
Wrestling
The Wrestling Team started out FY09 by sending several of their wrestlers to tournaments in Finland and Sweden.
Sgt. 1st Class Dremiel Byers, 2008 Olympian, led the way
with a first place finish at the Haparanda Cup in Sweden
and Sgt. Aaron Sieracki with a third place finish at the Vantaa Cup in Finland.
The next big competition for the team was the Dave
Schultz Memorial Tournament in Colorado Springs, Colo.
This tournament brings together some of the best wrestlers
from around the world. Sgt. Kevin Ahearn finished in first
place in the 96Kg weight class, Sgt. 1st Class Dremiel Byers
finished first in the 120Kg weight class, Pfc. Jeremiah Davis
finished second in the 60Kg weight class, and Spc. Justin
Millard finished third in the 96Kg weight class.
WCAP Wrestlers were huge contributors to the AllArmy Team at the 2009 Armed Forces Wrestling Championships held at Mountain Home AFB, Idaho. After two
days of Olympic-style wrestling, the Army team won 12
Gold and two Silver Medals out of 14 possible medals. The
WCAP Wrestling Team won the Division 1 Greco-Roman
Team Title at the U.S. National Championships on April,
2009, in Las Vegas, Nev., for the second consecutive year.
Leading the way was Sgt. Kevin Ahearn, Sgt. 1st Class Dremiel Byers, Spc. Jermaine Hodge, and Spc. Faruk Sahin all
finishing first in their respective weight classes.
Also winning medals were Sgt. Aaron Sieracki, finishing second and Spc. Justin Millard, finishing third. Sgt. Iris
Smith finished third in the 72Kg weight class of Women’s
Freestyle Wrestling. Hoping to build upon their success at
the National Championships, the team departed for the
2009 World Team Trials held in Council Bluffs, Iowa on May
30-31, 2009. Pfc. Jeremiah Davis at 60Kg, Spc. Faruk Sahin
at 66Kg, and Sgt. 1st Class Dremiel Byers at 120Kg all qualified to represent the United States at the 2009 Wrestling
World Championships. Finishing second and just missing
qualifying was Staff Sgt. Glenn Garrison at 60Kg. Staff Sgt.
Shon Lewis, the WCAP Head Wrestling Coach, was named
to the World Championship Coaching Staff upon completion of the tournament. The Wrestling World Championship was held at Herning, Denmark from Sept. 22-27, 2009.

85
Family and Morale, Welfare and
Recreation Command
Sgt. 1st Class Dremiel Byers won the Silver Medal in the
120Kg weight class losing a close match in the finals to the
wrestler from Cuba (Olympic Gold Medalist).
Sgt. 1st Class Byers was the only American Greco-Roman wrestler to medal at the World Championships. Spc.
Faruk Sahin in the 66Kg weight class was eliminated from
the competition with a 1-1 match record. Pfc. Jeremiah Davis in the 60Kg weight class was eliminated from the competition with a 0-1 match record. This tournament concluded one of the most successful seasons ever for the WCAP
Wrestling program.
Boxing
The Boxing Team started out FY09 by sending four Soldiers to the Military World Championships in Baku, Azerbaijan from November 21-30, 2008. Representing the United
States Army and WCAP was Sgt. John Franklin (119 lbs),
Staff Sgt. Joe Guzman (201 lbs), Spc. Nathaniel Hicks (152
lbs), and Staff Sgt.
Andrew Shepherd
(201+ lbs). Shepherd won a Silver
Medal in the 201+
weight division.
Franklin,
Guzman, and Hicks
were all eliminated after their first
match.
The Armed
Forces Championships, held at Fort Huachuca, Ariz., from
April 28 –May 1, 2009, was a successful
tournament for the WCAP boxers. Representing the All-Army team from WCAP was
1st Lt. Michael Benedosso (106 lbs), Sgt.
John Franklin (119 lbs), Spc. Connor Johnson (132 lbs), Spc. Dustin Lara (141 lbs),
Spc. Alexis Ramos (125 lbs), and Spc. Jeffery Spencer (178
lbs). All WCAP boxers won their respective weight class,
with the exception being Spc. Dustin Lara who finished in
second place.
The team qualified three Soldiers to compete at the
Golden Gloves National Championship held at Salt Lake
86 
City, Utah from May 4-10, 2009. The three Soldiers who
qualified were 1st Lt. Michael Benedosso (106 lbs), Sgt.
John Franklin (119 lbs), and Spc. Jeffery Spencer (178 lbs).
The Soldiers qualified for this tournament by winning the
Colorado State and the Colorado/New Mexico Regional
Golden Gloves Tournaments. Franklin and Spencer both
advanced to the finals of the National Championship, and
won Silver Medals. Benedosso lost his first match and ended the tournament in fifth place. At the 2009 U.S. National
Championship, held in Denver, Colo. from Jun. 8-13, 2009,
the boxers did not medal with the highest place finisher being Benedosso in fourth place in the 106 lbs. weight division. The final competition of the season was a dual meet
in Cincinnati, Ohio, Aug. 14, 2009 dual meet with hopes of
finishing the season on a high note. Benedosso (106 lbs.)
and Spencer (178 lbs.) won their matches.
Taekwondo
The Taekwondo team started out FY09 by
competing at the Rocky Mountain Open held in
Colorado Springs, Colo. on December 7, 2009. Sgt.
William Rider won a bronze medal in the Bantamweight Division while Sgt. Brandon Shaffer finished
fourth in the Welterweight Division. The National
Team Trials were the
next major event. This
competition was held
in Colorado Springs,
Colo., January 11,
2009. Rider and Shaffer
were eliminated from
the team trials with a 11 match record and did
not qualify for the National Team. However,
the team qualified all
Photo by Tim Hipps
three of its Soldiers for
the 2009 U.S. National
Championship, held in Austin, Texas Jul. 3-6, 2009. 1st Lt.
Steven Ostrander won his second straight Heavyweight Division National Championship with a 3-0 match record during the tournament. Rider won a silver medal in the Featherweight Division; Shaffer did not place after losing his first
match.
Fiscal Year 2009
Soldier and
Community Recreation
Track and Field
WCAP had Soldiers competing
in several different track and field
events. Maj. Daniel Browne, 2004
Army Olympian, competed in the
Marathon event. Browne started
out the year by representing the
United States at the International
Chiba Ekiden, in Chiba, Japan.
Team USA finished in eighth place
out of the 13 countries that competed in the event. Browne won the
25K U.S. National Championship,
finished fourth in the 15K National Championship, and finished in
eighth place at the 7-Mile National
Championship. Browne represented
the United States in the Marathon
event at the 2009 Track & Field
World Championship held at Berlin,
Germany. He finished in 24th place
overall with a time of 2:16:49.
Sgt. Golden Coachman competed in the 800 Meter
event. Coachman represented the United States Army at the
World Military Track & Field Championship held at Sofia,
Bulgaria. He finished in fourth place with a time of 1:48.20.
He also qualified for the U.S. Outdoor National Championship held at Eugene, Ore. He ended up 10th place with a time
of 1:48.74. 1st Lt. Nathaniel Garcia competed in the 400 Meter Hurdle event at the World Military Track & Field Championship. He finished in third place with a time of 51.82. Sgt.
Troy Harrison competed in the Marathon event at the World
Military Track & Field Championship finishing in 13th place
in the 10K event with a time of 33:34.99.
2nd Lt. John Mickowski competed in the 1,500 Meter
event at the World Military Track & Field Championship.
He finished in eighth place in the semifinals with a time of
3:55.32 and did not qualify for the finals. Mickowski also
competed in the Flanders Cup Series of races in Belgium. His
best time in the 1,500 Meters was 3:43.11. Capt. Matt Petrocci competed in the 800 Meter event at the World Military
Track & Field Championship. He finished in fifth place in the
semifinals with a time of 1:56.06 and did not qualify for the
finals. Petrocci also competed in the Flanders Cup Series of
races in Belgium. He set a new personal record in the 800
Meters with a time of 1:49.06.
Annual Report
Fencing
Spc. Cody Nagengast competed
in the sport of Epee Fencing. He finished FY09 ranked second overall in
the United States and was selected to the U.S. National Team. He competed
in several World Cup and Grand Prix
events with his best result coming at
the Grand Prix in Berne, Switzerland.
He finished in 10th place overall out
of 141 competitors. He also competed at the Continental Championship
at San Salvador, El Salvador in July
2009. He finished second out of 41
competitors which qualified him to
compete at the 2009 World Championship in Antalya, Turkey in October
2009.
Modern Pentathlon
Spc. Dennis Bowsher competed in
the sport of Modern Pentathlon. He finished the fiscal year
ranked third overall in the United States and was selected to
the U.S. National Team. He started out the new fiscal year
with a fourth place finish at the 2008 World Cup Finals held
at Lisbon, Portugal, October 3, 2008. He competed at the
U.S. National Championship at Palm Springs, Calif., June 5,
2009, and finished in first place with a season high score
of 5,888 points. He competed at the 2009 World Championship held at London, England, August 13, 2009, and finished in 61st place.
Team Handball
2nd Lt. Keith Fine, 2nd Lt. Jonathan Harmeling, and
2nd Lt. Paul Key were selected as members of the 2009 U.S.
Team Handball National Team and were assigned to the
World Class Athlete Program.
Shooting
Maj. David Johnson was the Head Coach for the U.S.
National Rifle Team. He led the U.S. Team to one Gold,
three Silver, and three Bronze Medals at World Cup competitions. Lt. Col. Rhonda Bright competed in the Women’s 3Position and Prone Rifle. She represented the United States
Army in the 2009 World Military Championship held at Zagreb, Croatia. She finished in 46th place overall in both the
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Family and Morale, Welfare and
Recreation Command
Women’s 50M 3-Position and 50M Prone events.
Paralympic Athletes
Sgt. Jerrod Fields competed in the sport of Track & Field
in the 100 and 200 Meter Sprint events. He is a member of
the U.S. Paralympic National Team and trains at Chula Vista,
Calif. Fields complied best times of 12.08 in the 100 Meter
Sprint and 25.56 in the 200 Meter Sprint. Fields won the 100
Meter Sprint event at the 2009 Endeavor Games at Edmond,
Okla. The Endeavor Games are a nationally sponsored and
recognized event that allows many athletes with physical disabilities to attend clinics and compete in various events.
Staff Sgt. Joshua Olson competed in the sport of International Rifle. He is a member of the U.S. Paralympic National Team and trains at Fort Benning, Ga. Olson competed
at the 2009 Rocky Mountain Rifle competition and finished
first in the Paralympic Men’s Prone Division with a total
score of 1272.8 points. He also competed at several over-
88 
seas competitions, winning a Gold Medal in the Paralympic
Division at the Grand Prix de France and a Silver Medal at
the Hessenpokal Cup in Bad Orb, Germany.
Staff Sgt. Steve Bosson competed in the sport of Archery. He was assigned to WCAP in May 2009. He was
selected to represent the United States at the European
Grand Prix held in England. He finished in 10th place in the
Paralympic Recurve Division. He also won a Gold Medal in
the Paralympic Division in the Recurve event at both the
2009 Endeavor Games and the 2009 U.S. Target National
Championship.
Non-Athletic Achievements/News
The World Class Athlete Program supported a total of 62
Total Army Involvement in Recruiting missions throughout
the United States. In addition to the TAIR missions, WCAP
Soldiers went on several publicity tours across the nation in
support of spreading the Army message.
Fiscal Year 2009
Human Resources
NAF Employee Benefits
NAF Employee Benefits
T
The Army provides an extensive menu of benefits for the nearly
20,000 eligible NAF employees that deliver MWR programs. FY09
highlights included:
Participation in the NAF Employee Retirement Plan remained at 94 percent of the eligible workforce. This reflects
the positive influence of the mandatory participation requirement, which was implemented for new hires in FY01. More than 99 percent of new hires continued participation after the mandatory six month participation period.
The 2005 Base Realignment and Closure Act continues to
require increased field assistance in the form of Retirement
Seminars and Benefits Transition Briefings, as large numbers of the workforce are impacted by the disruption of base
closures, realignment and Joint Basing. This in turn has resulted in a significant policy change which allows former
Army NAF employees, who are involuntarily transferred to
other Service NAF personnel systems, to remain eligible to
continue their participation in the Army NAF Retirement
Plan. This new NAF-to-NAF Portability of Benefits Policy
adds protections for DoD NAF employees as their mobility
among components becomes more frequent.
During the fiscal year, Fort Story, Va. NAF personnel
transferred to the Navy and Fort Dix, N.J. NAF personnel
transferred to the Air Force under Joint Basing. In both cases, 99 percent of the Army NAF employees exercised their
option to remain in the Army NAF Retirement Plans. Additionally, more than 600 employees were provided retirement
benefits, as they separated from Army NAF employment in
August 2009, as a result of the implementation of the first
phase of privatization of Army Lodging. Nearly one third of
those employees were eligible for some type of retirement.
The 401(k) Savings Plan continues to be a popular Benefit Program. The Plan provides individual employees the
opportunity to achieve their goals for financial security in
retirement through this tax deferred savings plan. Efforts
continued to assist employees with their investment decisions through briefings and presentations at numerous installations. During this fiscal year, participants experienced
Annual Report
the worst drop in the value of their 401(k) Savings accounts
since inception of the Plan. The dramatic drop in the stock
markets have been cause for some concern among participants, but few have moved their assets from equity funds
to interest based income funds. Although the current economic situation has resulted in some increase in loan and
hardship withdrawal activity, there has been no decrease
in deferral amounts among participants. The participation
rate remained steady at 70 percent in FY09. These factors
appear to reflect the faith of the workforce in their long
term investment opportunity in the 401(k) Savings Plan.
Toward the end of the fiscal year, the equity markets began
to show signs of recovery, and this appears to be restoring
confidence in the 401(k) Savings Plan as a vehicle for retirement income.
The self-insured DoD Health Benefit Plan continues to
provide the highest level of health benefits for employees
and their families at a competitive premium rate. Benefit
levels in the DoD HBP continued to improve, meeting the
challenge of providing quality, affordable health care to
Plan participants. Benefits under the Dental Plan were increased to include additional preventive care and increased
orthodontia benefits. Plan provisions were implemented
to encourage use of generic and formulary medications to
reduce ever escalating pharmacy claim costs, and coverage
was added to include Applied Behavioral Analysis to assist
parents of autistic children in meeting the challenges of
providing that type of care. The Joint Service Committee
that manages the HBP continued to focus their efforts on
preventive care and promotion of healthy lifestyles. The
HBP remained financially strong, and the trend toward stability of premium increases, compared to other government
and private plans, continued in FY09. Premiums in CY09
increased only 6.5 percent; compared to a national trend of
more than 10 percent. Aetna, the third party administrator
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Family and Morale, Welfare and
Recreation Command
of the plan, continued to provide excellent service to plan
participants and was awarded a second 10-year contract
after an extensive competitive bidding process. The Aetna
Global Benefits program continued to provide exceptional
service to our OCONUS employees who have special challenges obtaining health care in foreign countries.
The NAF Employee Group Life Insurance Plan maintained its solid financial status and rates were maintained
at 14 cents per $1,000 of coverage for employees electing
basic coverage. The cost ratio remained low for the fifth
consecutive year, strengthening the claim reserves and stabilizing premiums and benefits.
The NAF employee Group Long Term Care Plan continued its popularity with nearly 6 percent of the eligible employees enrolled. Arrangements were made toward the end
of the fiscal year to offer a special open enrollment period
and additional benefit options. During open season, eligible employees would be provided the opportunity to enroll
in the LTC Plan without evidence of insurability.
During FY09, the Army NAF Employee Benefits Program
entered into a Joint Service Contract with USMC, AAFES
and NEXCOM to offer Flexible Spending Accounts during
the upcoming open season, starting in CY10. The FSA Plan is
contracted to Aetna, as the third party administrator. Flexible Spending Accounts make it possible for employees to set
aside a portion of their salary on a pre-tax basis to be used for
health care expenses, not covered by their medical insurance,
and for day care for their children or adult dependents.
Additionally, the Benefits Office entered into a contract
with SBC Systems to implement the next generation of
the Benefits Workstation System during the coming year.
This upgrade of the Benefits System will provide greatly enhanced capabilities to manage the Benefit Program, provide
additional capabilities to field Human Resources Offices
and provide employees with self-service capability for some
benefit actions.
Participation in the NAF Employee Benefit Plans continued to show strong support among employees, as show
in the chart below.
The Benefits Office continued support to installations,
with delivery of benefit presentations, retirement seminars, and special presentations on Transition of Benefits
for those affected by BRAC, Joint Basing and Privatization
of Army Lodging. The office provided Benefit Plan Booklets
and other promotional and informational benefit materials
to installations for distribution to NAF employees, and the
Benefits web site continues to expanded to provide timely
benefits information to the workforce and enhance understanding of benefit programs.
The NAF Employee Benefits Office continued to provide
training support to the Civilian Human Resources Agency
to improve personnel technician knowledge of benefits
program administration and processing requirements.
Employee Benefits On-Line provided direct support to
employees and allows NAF employees the ability to access
their benefit records and obtain instant benefit summaries
or comprehensive benefits statements. The system also allows employees to submit a service request directly to their
servicing Human Resource Office to update information in
the database.
Benefit Plan Participation
FY08
90 
Percent
FY09
Percent
Eligible Employees
19,662
100
19,826
100
Retirement Plan
17,688
94
18,715
94
401(k) Savings Plan
13,367
71
13,827
70
Health Benefits Plan
10,027
51
10,337
52
Group Life Insurance
10,164
52
10,304
52
Fiscal Year 2009
Annual Report
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