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Fort Bragg Family and Morale,
Welfare, and Recreation Five
Year Strategic Plan
FY 13 – FY17
Submitted By:
RAYMOND P. LACEY
Director, Family and Morale,
Welfare and Recreation
Approved By:
JEFFREY M. SANBORN
COL, FA
Commanding
This Page Intentionally Left Blank
Page 2
Table of Contents
Strategic Development ______________________________________ 5
Introduction & Position Statement – Directors Intent____________________ 5
Vision, Mission and Values _________________________________________ 6
Mission _________________________________________________________________
Vision___________________________________________________________________
Values __________________________________________________________________
Goals ___________________________________________________________________
Objectives _______________________________________________________________
6
6
6
7
7
Strategic Focus ___________________________________________________ 9
Strengths, Weaknesses, Opportunities and Threats (SWOT) _____________ 12
Alignment with IMCOM Campaign Plan and Fort Bragg Senior Commander’s
Campaign Plan __________________________________________________ 13
IMCOM Campaign Plan ____________________________________________________ 13
IMCOM Mission, Vision and Branding ________________________________________ 14
Senior Commander’s Campaign Plan _________________________________________ 14
Market Analysis ___________________________________________ 16
Current and Future Demographics __________________________________ 16
Leisure Needs Assessment ________________________________________ 20
Army Morale, Welfare, and Recreation (MWR) Services Survey – 2012 ____ 21
Financial Analysis __________________________________________ 23
Commercial Sponsorship and Advertising Revenue ____________________ 23
In Kind FY09 – FY12 ______________________________________________ 24
Gifts and Donations ______________________________________________ 24
DFMWR Fund Performance FY12 ___________________________________ 25
DFMWR Net Income Before Depreciation (NIBD) Fund Performance FY13 __ 25
DFMWR Revenue, UFM and NIBD Comparison ________________________ 26
Fort Bragg Family & MWR Major Project and Improvement Plan _________ 26
Page 3
DFMWR Organization, Programs and Services __________________ 27
DFMWR Organization ____________________________________________ 27
Key Personnel ___________________________________________________________ 27
Strength as of April 2013 __________________________________________________ 27
Organization with Customer Programs and Support Processes _____________________ 28
Strategic Objectives ________________________________________ 29
Goals and Objectives _____________________________________________ 29
Goal and Objective Timeline ________________________________________________ 43
Page 4
Strategic Development
Introduction & Position Statement – Directors Intent
To truly be our customer’s “First Choice”, the Directorate of Family and Morale, Welfare
& Recreation (DFMWR) at Fort Bragg, North Carolina must be ready and willing to
adapt to change. The next five years will see a consolidation and stabilization from the
changes brought forth by the Base Realignment and Closure Law, as well as a major
reduction in funding and resources. We must be up for the challenge and prepare and
plan to be innovative and creative in the delivery of our programs and services during
this time of consolidation.
A strategic plan is always a work in-progress as new data or customer information
gathered today may alter our path. I expect to see this plan on manager’s desks readily
available and used as a resource in executing the daily mission and planning future
events. The contents of this document must be understood by every DFMWR
employee so that everyone understands his/her role in supporting the overall Army
Mission. Managers need to share the vision of being our customer’s first choice with
ALL of their associates. The 2011 Leisure Needs Survey draft results were shared and
should provide valuable information for future programs. There are other opportunities
that will continue to guide and shift our plan, but the results will always be the same –
FMWR will continue to provide a full spectrum of Quality of Life programs and services
of the highest standard possible to the military community.
The primary goals of the workforce for the next five years and beyond will be customer
focus, maximizing resources with fiscal constraints, teamwork and cohesion, and
improving communication while continuously focusing on delivering the services and
programs our customer want. By meeting and exceeding our customer’s needs and
expectations, we will be our customer’s first choice. These goals will not be
accomplished without the buy-in and hard work of the entire DFMWR Team, innovation
and improvement, and of course support and emphasis from DFMWR leadership.
Raymond P. Lacey
Director, Family and MWR
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Vision, Mission and Values
The Fort Bragg DFMWR Mission, Vision and Values are reviewed annually and updated
when necessary. The last update was during two Strategic Planning Off Sites that took
place in first and second quarter FY13.
The DFMWR Mission, Vision, Values and Goals are aligned up the chain of command
from the Fort Bragg Garrison Command through the Fort Bragg Senior Commander and
the Installation Management Command (IMCOM).
Mission
Provide a full spectrum of Quality of Life programs and services of the highest standard
possible to the military community.
Vision
Family and MWR – The Customer’s First Choice.
Values
Loyalty: Bear true faith and allegiance to the U.S. Constitution, the Army and the Fort
Bragg community team.
Duty: Fulfill your obligations.
Respect: Treat people as they should be treated.
Selfless Service: Put the welfare of the nation, the Army and your subordinates before
your own.
Honor: Live up to all the Army values.
Integrity: Do what’s right, legally and morally. Be responsible for those resources given
to you in public trust; it is your duty to improve them for generations to come.
Personal Courage: Face fear, danger or adversity (physical or moral).
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Goals
1. Customer Focus (Participation, Satisfaction, & NIBD)
2. Maximize Resources with Fiscal Constraints (Innovation and improvement,
Workforce Development and Empowerment, Business Results and Program
Execution)
3. Teamwork and Cohesion (Leadership)
4. Improve Communication (Marketing)
Objectives
The following page is the handout given to every DFMWR employee and given to all
new DFMWR employees during our on-boarding process.
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Strategic Focus
On 7 December 2012 DFMWR conducted a Strengths, Weaknesses, Opportunities and
Threats (SWOT) analysis with the Division Chiefs, Financial Branch Chief, Marketing
Branch Chief, and select Manager’s and Employees from each Division facilitated by
the Strategic Planner.
A modern SWOT analysis used in business and marketing situations was used to
conduct the SWOT analysis. The SWOT was structured so that a 2x2 matrix grid was
produced, according to two pairs of dimensions.
Strengths and Weaknesses, are 'mapped' or 'graphed' against Opportunities and
Threats.
To enable this to happen cleanly and clearly, and from a logical point of view when
completing a SWOT analysis in most business and marketing situations, Strengths and
Weaknesses are regarded distinctly as internal factors, whereas Opportunities and
Threats are regarded distinctly as external factors.
Once the comments were graphed on the matrix, each Strength and Weakness was
applied to the relevant Opportunity and Threat. The Strengths and Weaknesses which
were applied to the most Opportunities and Threats are the most important. The results
identify those Strengths and Weaknesses which apply to the majority of the
Opportunities and Threats.
Critical Strengths Identified:



Stable Workforce – Fort Bragg DFMWR has very low turn-over in Managers and
Employees compared to other Installations Army wide.
Flat Organization – The organization does not have unnecessary bureaucratic
layers.
Empowered Employees – Employees are able to suggest and make
improvements to the organization.
Critical Weaknesses Identified:



Not enough time to visit – Leadership is so busy meeting suspenses and
taskings that they do not have enough time to visit their activities as frequently as
they would like.
Too much mail – Leadership and managers spend too much time answering
email and other inquires that they do not have time to devote to actually spending
time with their employees and activities.
Quality of Borrowed Military Manpower (BMM) – Much of the manpower needed
to run mission critical activities is supplied by BMMs, however the quality and
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
consistence of the BMMs are low because units are sending their poor
performers to meet the requirements.
Lack of Manpower to complete the current mission – with the long processing
time for civilian hires, budget constraints and increased requests for information
and increased number of taskers from higher headquarters we have fewer
people completing an increased number of requirements.
Critical Opportunities Identified:


Internships – Having interns in the organization revitalizes the thought process of
the organization and provides an opportunity to have additional staff at no cost to
the organization.
Bulk Buys – Participating in bulk buys and centrally funded purchases reduces
the overall cost of doing business. If Divisions cross talk about potential
purchases they can consolidate multiple small purchases into one larger
purchase reducing the overall cost to the organization.
Critical Threats Identified:




No guidance from IMCOM - IMCOM has increasingly become slow to answer
questions and provide meaningful guidance to the field. When guidance is
provided it often contradicts previous guidance or guidance received from other
staff sections at IMCOM. At the same time IMCOM is increasing its control over
certain decision process thus reducing the ability of the Garrison to adapt to
change.
Aging Workforce – The Fort Bragg, DFMWR workforce is aging. Most key
leaders and managers have been in their current positions for extended periods
of time and will reach retirement age within the next five years. The projected
retirements for the next five years will cause a knowledge drain from the
organization unless we take an active role in training and mentoring our next line
of leaders to assume leadership roles when those in leadership retire.
Short Suspenses – IMCOM Taskings and Fort Bragg Taskings that require less
than 30 days to respond continue to be the norm as opposed to the exception.
The short suspenses do not allow management time to work the suspense into
the work schedule but requires immediate response thus disrupting the daily
battle rhythm of the organization.
IMCOM Reduction In Force – As IMCOM staff members retire or leave their
positions the vacant positions are not being filled. In addition, the Regions are
consolidating at IMCOM HQ. The result is a slower response time from IMCOM
when asked questions and an increase in short suspenses because of the
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10



reduced workforce at the IMCOM HQ. The change in higher headquarters’
personnel leaves gaps in knowledge and continuity in program management.
Processes – The processes for accomplishing routine tasks is constantly
changing due to the new leadership in DFMWR and the change in program
management at IMCOM HQ. This results in managers and staff having to learn
new procedures or adapt standard memorandums and forms to accommodate
the changes which increases the administrative burden on management and
employees.
Roadblock to Communication – The size and physical layout of DFMWR
introduces challenges for communication. E-mail and phone are good
communication methods, however face-to-face communication, which reduces
confusion and misinterpretation, is not always an option given the physical
structure of the organization.
Sequestration – Budget constraints and budget uncertainties make it very difficult
to plan and execute programs and services. The workforce is constantly
adapting and changing direction to react to the latest budget constraint or new
fiscal reality. The budget is no longer a fixed or constant figure but one that
changes with each new development in the fiscal reality.
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11
Strengths, Weaknesses, Opportunities and Threats (SWOT)
Strengths(Internal)
Quality Service
Stable Workforce
Flat Organization
Empowered Employees
Internal Partnerships
Highly Trained Workforce
Quality Standards
Pay and Benefits to attract quality
employees
Quality Products
Infrastructure
Teamwork
Flexibility
Safety
Weaknesses (Internal)
Low Morale because of Changes
Internal Communication
Limited Opportunity for Growth in the
Organization
Stuck in the same processes
Workforce not Trained in Certain Positions
Too much Mail
Borrowed Military Manpower (BMM)
Aging Infrastructure
Not enough resources to complete training
Lack of Manpower to complete the current
mission
Opportunities (External)
Community Support
Large Customer Base
External Partnerships
Location (Fort Bragg)
Private Organizations
Internships
Bulk Buy for Equipment
Threats (External)
No Guidance from IMCOM (IMCOM
Guidance and Standards don’t match Changing Standards)
Access on Post
External Laws that Drive the Hiring
Process
Time to Hire Qualified People
Aging Workforce
Weather
Deployments
Funding
IMCOM RIF
Quality of BMM
Technology
Unemployment
Command Input
DoD Training Requirements
Short Suspenses
Roadblocks to Communication
Processes (Imposed from outside
DFMWR)
Sequestration
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12
Alignment with IMCOM Campaign Plan and Fort Bragg Senior
Commander’s Campaign Plan
When developing the mission, vision, values, goals and objectives for the Fort Bragg
Family and MWR team, the strategic planning team used the IMCOM Campaign Plan
and the Fort Bragg Senior Commander’s Campaign Plan as a guide in order to align
DFMWR’s strategic plan with the higher headquarters. Each goal and objective was
mapped back through both the IMCOM Campaign Plan and the Senior Commander’s
Campaign Plan to ensure that the plan developed by Fort Bragg DFMWR supported
both IMCOM and the leadership at Fort Bragg. When the objectives were developed
the LOE that the objective supports in both the IMCOM Campaign Plan and the Senior
Commander’s Campaign Plan were identified. Fort Bragg, DFMWR also incorporated
the IMCOM Branding in the final Strategic Plan. Fort Bragg Family and MWR is the
lead on objective 3.1 of the Senior Commanders Campaign Plan.
Below is a graphical summary of the IMCOM Campaign Plan and the Senior
Commander’s Strategic Plan for reference.
IMCOM Campaign Plan
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13
IMCOM Mission, Vision and Branding
Vision, Mission, Branding
Proposed Vision: Ready and Resilient Army: provide Soldiers, Families,
and Civilians a quality of life commensurate with the quality of their
service.
Proposed Mission: IMCOM will synchronize, integrate and deliver
installation services and sustain facilities in support of Senior
Commanders in order to enable a ready and resilient Army.
Branding:
26 0900 Nov12
Senior Commander’s Campaign Plan
UNCLASSIFIED//FOUO
Campaign Design
Lines of Effort
Contingency
& HQ
Command &
Control
1. Corps staff prepared to conduct command and control (FSO
METL Task UJTL 5.0; AUTL 5.0) as a multifunctional and scalable
JTF, JFLCC, multinational, or Army Corps headquarters of
expeditionary forces engaged in full spectrum operations worldwide.
2. Senior Commander enabled to effectively exercise specified
authorities that assure continuity of operations & unity of effort.
Support to Strategic Communication
1. The force is manned & equipped to meet training &
operational or contingency requirements.
Force
Generation
2. The force is trained for operational or contingency
requirements.
3. Deploy & Redeploy the force.
Support to Strategic Communication
Fort Bragg
Community
of
Excellence
1. Enhance the Greater Fort Bragg Community Quality of
Life
2. Enhance a sustainable Greater Fort Bragg Community
UNCLASSIFIED//FOUO
(7) (26-Apr-10) G5, Sr Cdr FBNC CP, V62
Page
14
UNCLASSIFIED//FOUO
LOE 3 - STRATCOMM ROADMAP
STRATCOMM - empowering by effectively communicating
LOE 3 - FORT BRAGG COMMUNITY OF EXCELLENCE STRATCOMM OBJECTIVES
“Home of America’s Airborne & Special Operations Forces”
Attract, retain, & sustain quality service members, Families & Civilians of the greater Fort Bragg community.
LOE 3 OBJ 3.2: Enhance a sustainable Greater Fort Bragg
Community
Theme 3.2: Enhancing well-being through
specialized programs to support service members,
Families & Civilians
Theme 3.1: Supporting a sustainable installation
with quality facilities & infrastructure
Family & civilian appreciation
days
Health Care, education, &
employment assessments /
marketing / summits
Web based
Technologies
Holidays & Celebrations
Customer Service Assessments
Family Events
Healthcare Surveys
Fort Bragg Webpage
National Airborne Day
Quality of Life Surveys
Civilian Appreciation Days
Health Services Promotions
Social Media Sites
All American Week
Army Family Covenant
BRAC Regional Task Force
Customer Service Delivery
July 4 Celebration
MEANS
Army Community Covenant
Christmas Holiday
Events & Celebrations
KLE: DC area, local & state elected officials, Monthly Civic LDR Luncheons, Summits /
Forums ; Web-based Technologies; Community Events; Spotlight Key Events; Outreach
Command Information
TARGET
WAYS
Quality of Life Surveys &
Promotions
ENDS
LOE 3 OBJ 3.1: Enhance the Greater Fort Bragg Community
Quality of Life
Fort Bragg service members, Families, & Civilians
Greater Fort Bragg Area, FORSCOM, DA, DoD, Congress, local government &
service agencies; Veterans Service Organizations
TARGET MEANS
WAYS
ENDS
LOE 3 - COMMUNITY OF EXCELLENCE OBJECTIVES
UNCLASSIFIED//FOUO
(43) (26-Apr-10) G5, Sr Cdr FBNC CP, V62
UNCLASSIFIED//FOUO
Objective 3.1
Objective 3.1: Enhance the Greater Fort Bragg Community Quality of Life.
Task 3.1.1: Support the Army Family and Community Covenants through programs, services,
facilities and infrastructure.
Purpose 3.1.1: To enhance readiness and maintain a well-being of Soldiers and Families; aid
recruiting and retention, and meet the goals of the Army Family and Community
Covenants.
Lead: DFMWR Support: DES, DHR, DOM, DOS, DPTM, DPW, WAMC, and the MSE G3
UNCLASSIFIED//FOUO
(45) (26-Apr-10) G5, Sr Cdr FBNC CP, V62
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15
Market Analysis
Current and Future Demographics
Fort Bragg was significantly impacted by the 2005 BRAC Law, the Grow the Army
Campaign, and overall Army Transformation. Our current customer base is 261,331 a
net increase of 15,508 from 2007. By 2017 we will see an increase of 796 in the Fort
Bragg population. We are close to seeing the end of the increase in our customer
population and will now shift from growing our programs to sustaining our programs as
we consolidate and prepare for the era of reduced funding.
In order to meet current and future customer demands, Fort Bragg DFMWR is in the
final stages of opening new Child and Youth Services Centers, and new Physical
Fitness Centers. Initially with the BRAC Law we expected to increase our personnel in
Army Community Service however, with the reduction of deployed units from Fort
Bragg, the Army Community Service Center is now experiencing a reduction in overall
staffing.
With the new fiscal reality, sequestration and other fiscal uncertainties Fort Bragg
DFMWR must plan for major reductions in funding, increasing costs, and the closure of
category C facilities that are not profitable.
The ASIP chart on pages 17 – 18 shows the current population numbers projected
through 2017.
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16
Fort Bragg Population ASIP
COP Data (31 Jan 2013)
FY07
Active Duty Army Military
42,339 44,436 45,437 45,290 45,051 44,954 44,424 44,680 44,914
45,006 44,772
Other Military ( Air Force, Other
Services)
1,381
785
818
751
2,936
2,862
2,870
2,874
2,874
2,878
2,878
PCS Students Military
2,391
2,208
2,638
2,966
1,917
2,701
2,305
2,674
2,702
3,103
3,103
Total Active Component
46,111 47,429 48,893 49,007 49,904 50,517 49,599 50,228 50,490
50,987 50,753
Training Military (TDY Students,
Transient & Rotational)
2,456
3,787
2,305
2,536
2,813
2,899
3,465
2,845
2,759
2,713
2,713
Reserve Component Military
(Assigned at Fort Bragg)
2,031
1,891
1,810
1,816
3,207
3,281
3,281
3,281
3,281
3,281
3,281
Total Fort Bragg Military
Population
50,598 53,107 53,008 53,359 55,924 56,697 56,345 56,354 56,530
56,981 56,747
Civilian Employees (Assigned at
Fort Bragg)
9,195
9,340
10,158 11,344 14,116 14,515 14,492 14,493 14,497
14,497 14,497
Contract Employees (Working at
Fort Bragg)
6,013
6,688
6,984
6,137
Military Family Members (Active
Duty Military)
70,089 72,092 74,317 74,491 75,854 76,786 75,390 76,347 76,745
Total Fort Bragg Population
135,895 141,227 144,467 144,666 151,375 153,494 152,405 153,518 154,127 155,115 154,290
FY08
FY09
FY10
5,472
Page 17
FY11
5,481
FY12
5,496
FY13
6,178
FY14
6,324
FY15
6,355
FY16
FY17
5,901
77,500 77,145
Surrounding Area Population
(within 40 miles)
FY07
FY08
FY09
FY10
FY11
FY12
Active Duty Military (All Services Not
5,358
Assigned at Ft Bragg)
4,272
4,076
3,784
589
607
3,190
3,362
3,136
2,670
2,491
Reserve Component Military (USAR 2,520
& NCNG Not Assigned at Fort Bragg)
Surrounding Area Military Family
Members (Not Assigned at Fort
Bragg)
8,144
6,493
6,196
5,752
895
923
Reserve Component Family
Members (Not Assigned at Fort
Bragg)
4,584
5,204
6,257
6,168
5,640
5,460
Military Retirees & Family Members
89,322
93,092
96,378
99,779
94,939
98,357
Total Surrounding Area Population
109,928 112,251 116,269 118,619 104,733 107,838
Total Supported Population (Fort
Bragg + Surrounding Area)
245,823 253,479 260,736 263,284 256,108 261,331
As of: 11 February 2013
ASIP Data
ASIP Planned
Page 18
The migration chart below illustrates the changes in population through FY13. After
FY13, DFMWR will shift from growing and expanding to consolidating and sustaining
the programs and services to meet the needs of the new population.
TRANSFORMATION MIGRATION CHART
Grow The Army
1,204 / 0 / 0 / 1,204
Source: HQDA G-3/5/7
Fort Bliss
Eglin AFB
BRAC DISCR
Joint Deploy/Mob Facility
-1,776 / -7 / 0 / -1,783
Source: USASOC
35 / 27 / 0 / 62
Source: PUAL
UNK
Source: Cobra
746 / 0 / 0 / 746
Source: FMSWeb
Pope AFB
Fort Bragg
Stationing
FY05 – FY13 (increase)
12,796 / 3,624 / 3,748 / 20,168
Source: ASIP COP data
-1,843 / -3 / 0 / -1,846
Source: PUAL & G-3 FF
GDPR
640 / 0 / 0 / 640
Source: GDPR
2,228 / 432 / 117 / 2,777
Source: AMC/Pope BRAC Office
Fort McPherson
1,208 / 974 / 584 / 2,766
Source: ASIP, PUAL & G-3 FF
USASOC Transformation
Unit Conversions
3,050 / 368 / 0 / 3,418
Source: USASOC PDM III & IV
2,112 / 773 / 0 / 2,885
Source: FMSWeb & FDU
ASIP COP data (31 Oct 08)
FY05
COP:
Army Military:
39,198
PCS Students:
1,257
Other Military:
666
TDY Students & Trainees:
2,096
Transient & Rotational Military:
0
Army Civilians:
4,120
Contractors:
4,094
Other Civilians:
4,416
Transient & Rotational Civilians:
0
Army RC Military:
1,505
FY13
46,023
2,777
2,905
1,415
2,273
7,095
7,842
5,064
1
2,125
Military Family Member Increase:
School Age Children Increase (Mil & Civ): 6,998
Change
6,825
1,520
2,239
-681
2,273
2,975
3,748
648
1
620
20,168 COP Total
15,855
Total
Activations & Inactivations
71 / -63 / 0 / 8
Source: FMSWeb, ASIP & FDU
LEGEND
BRAC
AMF/GDPR
Title
MIL / CIV / OTH / TOTAL
Page 19
As of: 31 Dec 08
Grow The Army
Other
Leisure Needs Assessment
In November 2011 the Installation Management Command contracted the ETC Institute
to conduct a leisure needs assessment. The information below shows the top ten
unmet needs for leisure facilities and activities at Fort Bragg in priority rating order. This
provides Fort Bragg with an objective tool for evaluating the priorities that should be
placed on new leisure investments.
Top Unmet Needs for Leisure Facilities & Activities at Fort Bragg
Outdoor
Indoor
Social
Outdoor Water Parks
Indoor Water Parks
Zoos
Paved Walking/Biking Trails
Leisure Pools
Amusement Parks
Outdoor Swimming Pools
Lap Pools for Exercise
Music Concerts
Beaches
Indoor Walking/Jogging Track
Variety Shows
Unpaved Hiking Trails
Arts and Crafts Shops
Museums
Canoeing, Kayaking, Rafting
Aerobics/Fitness Areas
Fine Dining
Cabins & Cottages
Rock Climbing Walls
Theater, Ballet, Plays
Dog Parks
Libraries
Sporting Events
Miniature Golf
Cardiovascular Equipment
Family Dining
Picnic Areas & Shelters
Weightlifting Exercise Areas
Movie Theaters
Decisions on future investments should be based on the Funding Priorities Rating which
is a sum of the unmet need rating and the funding priority rating which is the perceived
priority the supported populations believe should be placed on investments. The
information below shows the top five leisure investment priorities at Fort Bragg in each
of the three major areas that were assessed based on the Unmet Needs-Priority Rating
and should be used as to guide investment decisions for Fort Bragg FMWR.
Highest Priorities for Leisure Investments at Fort Bragg by Category
Outdoor
Indoor
Social
Outdoor Water Parks
Indoor Water Parks
Amusement Parks
Paved Walking/Biking Trails
Leisure Pools
Zoos
Outdoor Swimming Pools
Lap Pools for Exercise
Museums
Beaches
Indoor Walking/Jogging Track
Theater, Ballet, Plays
Playgrounds for Children
Libraries
Music Concerts
Page 20
Top Five Leisure Facilities/Activities used by Fort Bragg Customers in 2011
1) Family Dining (72%)
2) Fast Food Restaurants (63%)
3) Movie Theaters (62%)
4) Fine Dining (59%)
5) Cardiovascular Equipment (54%)
Army Morale, Welfare, and Recreation (MWR) Services Survey – 2012
The objective of this Army MWR Services Survey was to obtain the opinions,
perceptions, attitudes, and interests of personnel supported by respective installations
about specified MWR programs and to obtain an assessment of market share and
market potential for MWR Programs and Services at the installation level.
The project involved conducting surveys of 272,411 persons stationed at or associated
with 75 Army Garrisons worldwide. The specific focus was on the four market segments
of Active Duty Service Members; Spouses of Active Duty Service Members; DoD
employees; and Retirees. Target populations included individuals living on and off post.
Data collection operations were conducted February 29, 2012 through May 23, 2012
and included both email and United States Postal Service (USPS) mail options for
respondents to complete the survey. The Fort Bragg survey results are based on 1180
returned surveys and have been weighted across the 4 respondent groups to be
representative of the total Garrison population.
Following is a general summary of the Fort Bragg survey results:


Overall, a majority of respondents at Ft. Bragg (56%) indicated that they are
satisfied with the Army Family and MWR Programs and Services at their
installation. Greater percentages of Retirees, Civilians, and Spouses indicated
being satisfied with the programs than Active Duty members.
Nearly half (47%) of respondents rated Fort Bragg as “Above average” or
“Among the best” compared to other installations they had been
stationed/assigned. This rating was highest among Civilians (63%), followed by
Active Duty members (46%).
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



Over three-quarters of all respondents indicated that child and youth centers
(80%) and fitness/sports facilities (79%) should be considered “Very important” in
MWR funding decisions for Ft. Bragg.
There was considerable agreement among the response groups at Ft. Bragg in
terms of which programs were most important to have on an Army Garrison.
Fitness Center/Physical Fitness Center; Army Lodging, Child Development
Center; Swimming Pools and Athletic Fields/Sports Courts rated highest among
most respondents. Additionally, the importance of Libraries and School Age
Services on an installation was consistently rated high across each of the
response groups.
Large percentages of respondents indicated Word of Mouth (friends, colleagues,
other) as a recent (within the past 12 months) source of information about Family
and MWR services and activities. There were also high percentages of
respondents indicating the AAFES/Exchange and bulletin boards on post as
sources of information about Family and MWR services and activities.
Active Duty members at Ft. Bragg see MWR Programs and Services as helping
to build strength and endurance (81%); providing a healthy way to release stress
(76%); contributing to one’s ability to adapt to the challenges of Army life (67%);
and staying connected with others in the Army Community (56%).
Most Important MWR Programs and Services
2005
2012
Garrison
Total %
Fitness
Center/Gymnasium
Army Lodging
Library
Child Development
Center
Youth Center
Swimming Pool
School Age Services
77%
68%
67%
57%
56%
49%
45%
Garrison
Total %
Fitness Center/Physical
Fitness Center
Army Lodging
Child Development Center
Swimming Pools
Athletic Fields/Sports Courts
Library
School Age Services
Page 22
75%
61%
54%
52%
50%
41%
38%
Financial Analysis
As we move into the era of fiscal constraints we saw a significant drop both in funding
available and the amount of money generated through advertising, sponsorship, in-kind
and gifts and donations. The UFM funding for FY13 saw a significant decrease which
forced the organization to make very difficult business decisions to close facilities and
reduce services. In FY13 the organization closed Runway Lanes, Habenaro’s, the
Wood Shop. In addition the organization reinstated charging fees for recreational use of
facilities such as the outdoor pools. These “pay to play” practices are required in order
to continue offering services to the community with the reduction in UFM funding. In
order to offset our reduced budget we must find a method of generating more funds in
these other areas.
Commercial Sponsorship and Advertising Revenue
DFMWR Advertising and Sponsorship
300,000.00
250,000.00
200,000.00
150,000.00
100,000.00
50,000.00
FY 08
FY 09
FY 10
Advertising
FY 11
Sponsorship
Page 23
FY 12
FY 13 AO April
In Kind FY09 – FY12
In Kind
800000
700000
600000
500000
400000
In Kind
300000
200000
100000
0
FY 08
FY 09
FY 10
FY 11
FY 12
FY 13 AO April
Gifts and Donations
Gifts & Donations
2500000
2000000
1500000
Gifts & Donations
1000000
500000
0
FY 08
FY 09
FY 10
FY 11
Page 24
FY 12
FY 13 AO
April
DFMWR Fund Performance FY12
4000000
$2.8 M
Budgeted
3000000
2000000
1000000
0
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
-1000000
-2000000
Budget NIBD
Actual NIBD
DFMWR Net Income Before Depreciation (NIBD) Fund Performance
FY13
4000000
$2.5 M
Budgeted
3000000
2000000
1000000
0
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
-1000000
Cummulative Budget NIBD
Cummulative Actual NIBD
Monthly Budget NIBD
Monthly Actual NIBD
-2000000
Page 25
Sep
DFMWR Revenue, UFM and NIBD Comparison
$60
$50
$40
Millions
$30
$25
$20
$19
$15
$10
$10
$8
$0
Oct
$2
$0
($2)
$7
$1
$1
$3
$3
$0
Nov
$6
Dec
($1)
Jan
Feb
$9
$1
Mar
Apr
May
Jun
Jul
Aug
Sep
($10)
Budgeted MWR APF
Actual MWR APF
Budgeted Revenue
Actual Revenue
Budgeted NIBD
Actual NIBD
Fort Bragg Family & MWR Major Project and Improvement Plan
1. Conference and Catering Center FY 15
2. Smith Lake Revitalization (Bath House, Campground Upgrade & Docks) FY 14
3. Equipment Checkout Center Relocation FY 14
4. WWK Central Registration FY 13
Page 26
DFMWR Organization, Programs and Services
DFMWR Organization
Key Personnel
Job Title
Rank/Name
Time In Office
Director
Raymond P. Lacey
27 Aug 12 - Present
Deputy Director
Vacant
Chief, Army Community Service
Barbara Trower-Simpkins
02 Jul 00 – Present
Chief, Business Division
Michelle Hagwood
07 Mar 09 – Present
Chief, Child, Youth & School Services
Karen Miller
20 Apr 03 – Present
Chief, Recreation Division
Joseph Johnson
09 Mar 06 – Present
Chief, Support Division
Pamela Thomas
24 Feb 03 – Present
Strength as of April 2013
Division
ACS
# APF
Authorized
# APF
Assigned
132
116
BOD
CYSS
47
47
# UFM NAF
Assigned
# NAF
Assigned
Assigned
Military
# BMM
Assigned
Mandatory
Training
Status
97%
2
196
97%
269
273
100%
171
98%
LOD
REC
15
15
122
81
SUP
3
3
34
13
DFMWR
Total
197
181
427
734
Page 27
1
84
85%
100%
1
84
96%
Organization with Customer Programs and Support Processes
DFMWR Director
Raymond Lacey
Operations Officer
Erica Walker
Deputy Director
Joe Johnson
Army Community
Service
Barbara TrowerSimpkins
Child Youth and
School Services
Karen Miller
Business Operations
Michelle Hagwood
Recreation
Marilyn Flynn
Support
Candy Grimes
Deployment &
Mobilization
Exceptional Family
Member Program
Conference and
Catering Center
Child Development
Centers
CYSS Food Program
Auto Crafts
Information
Technology
Employment
Readiness Program
Family Advocacy
Program
Bowling
Parent and
Outreach Services
Training and
Education
Frame and Design
Internal
Control/Auditor
Financial Readiness
Program
Installation
Volunteer Services
Food, Beverage
and Entertainment
Support Staff
Youth and
Education Support
Services
Leisure Travel
Financial
Management
Relocation
Readiness Program
Soldier & Family
Assistance Center
Golf
Youth and School
Age Services
Library
Marketing
Outdoor
Recreation
Safety and Security
Recreation
Delivery Systems
Strategic Plans
Survivor Outreach
Services
Yntema Bingo
Technical Services
Page 28
Strategic Objectives
Goals and Objectives
Between December 2012 and April 2013, DFMWR held a series of strategic planning
sessions to update the strategic plan and align the goals and objectives of the
directorate to the IMCOM Campaign Plan. The below chart is the results from the
planning session. This chart will be updated quarterly with the current cost and status
of the objectives. If the objectives have to be realigned or rewritten they can be
adjusted at the time of the update. Each objective was assigned to a specific individual
to ensure completion and update of the objective.
Page 29
Page 30
OBJECTIVE 1.1 Increase overall customer participation by 5% based on actual participation
over the previous fiscal year.
DFMWR Goal: Customer Focus
IMCOM LOE 4, Transformation, Business Transformation
SC LOE: 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Current state:
TBD – We need to determine a baseline participation level.
Milestone(s):
1. Identify the tracking mechanism.
2. Determine/document baseline participation rates from the
previous year.
3. Record actual participation data quarterly.
Projected Start Date:
1 June 2013
Projected End Date:
Yearly
Partnership possibilities?
Referrals to other DFMWR activities to promote one
another. Marketing
Coordination:
1. Program staff, Division Chiefs, Director, Strategic
Planner, Partner organizations.
Potential Obstacles:
1. Furloughs and Facility Closures
2. Lack of resources/staffing and operating funds
3. Inaccurate/insufficient record keeping
Solutions:
1. Open communication with customers
2. Prioritize expenditures
3. Emplace system online with operations. Train
staff in effective record keeping.
What will be the impact of this action:
Increase customer participation.
How will you measure success?
Increase customer participation from the previous
year.
Page 31
OBJECTIVE 1.2 Maintain a 90% satisfaction rating on ICE, a 90% 3 day response rate on ICE
and a minimum of 800 ICE cards submitted on a weekly basis in DFMWR.
DFMWR Goal: Customer Focus
IMCOM LOE 4, Transformation, Enterprise Systems
SC LOE 3.1: Enhance the Greater Fort Bragg Community Quality of Life
Current state: Baseline of FY12: 98% satisfaction rating, 70% 3
day response rate, average of 1,000 cards monthly.
Projected Start Date:
1 June 2013
Projected End Date:
Ongoing
Partnership possibilities? FRSAs/FRGS, PAO,
Command Messages
Milestone(s):
Coordination:
1. Order hard copy cards to ensure they are in ample supply
1. Marketing
2. Place live links to ICE on the web sites and signature blocks
2. ICE Manager
3. Sell the ICE program at the Point of Sale and Front Desks
3. Division Chiefs and Managers
4. Provide QR codes to the facilities
Potential Obstacles:
1. Manual Cards take a long time to enter
2. Low response rates
3. Uniformed Staff and Customers
Solutions:
1. Add Kiosks
2. Educate the staff on the program and how
customers can comment.
3. Add ICE to TMO & all internal courses
4. Promo for ICE with prizes through sponsorship
What will be the impact of this action: Improved customer
satisfaction, Increased revenue and patron counts.
How will you measure success? NIBD, % Satisfaction,
# of Cards, # Patrons
Page 32
OBJECTIVE: 1.3 Increase revenue by 5% each year.
Projected Start Date:
1 June 2013
DFMWR Goal: Customer Focus
IMCOM LOE 4, Transformation, Business Transformation
SC LOE 3.2, Enhance a sustainable Greater Fort Bragg Community
Projected End Date:
Ongoing
Current state: Use previous FY revenue to establish a baseline.
Partnership possibilities? Sponsorship, IMCOM G9,
PAO, Local Media
Milestone(s):
1. New Programming
2. Special events / promos to bring in new customers
3. Advertising and Marketing
4. Utilize survey results
Coordination:
1. Marketing/PAO
2. Recreation Delivery Systems
3. Community
4. DOD Schools/Watters Center
Potential Obstacles:
1. Economy
2. Location – on post behind security check points
3. Weather
4. Deployments
5. Competition with the local community
Solutions:
1. Electronic signage
2. Creative/grass roots marketing program
strategically planned/executed
What will be the impact of this action: Increase revenue and
funds available to reinvest into programs.
How will you measure success? Revenue increase
from previous FY.
Page 33
OBJECTIVE 2.1
Projected Start Date:
1 June 2013
Develop innovative processes to maximize our resources. (1 process per year per division)
DFMWR Goal: Maximize Resources with Fiscal Constraints
IMCOM LOE: Need to identify IMCOM LOE – Suggest 4 (Business Transformation)
SC LOE 3.1
Current state:
Processes are changing very quickly, are wasting our resources
and exhausting our staff.
Milestone(s):
1. Identify the processes that need to be changed.
2. Prioritize the processes
3. Develop an action plan
4. Implement the plan
Potential Obstacles:
1. Changes are coming to fast for which to keep up.
2. Not enough resources to meet the need.
What will be the impact of this action:
Streamline processes to reduce waste and increase
production.
Projected End Date:
Ongoing
Partnership possibilities?
Yes, internal and external Need to actually name the
partnerships.
Coordination:
1. Strategic planner & Division Chiefs
2. Division Chief, Program Managers, Front Line
Staff
3. Strategic Planner, Division Chief, Program
Manager and any partner organization
4. Division Chief, Program Manager, train all front
line staff
Solutions:
1. Use outside partnerships to find additional
resources.
2. Work with the resources that are available to you.
How will you measure success?
Increase participation, profit, membership or
maintaining current levels. 1 new process per
division per year that works.
Page 34
OBJECTIVE: 2.1 Develop innovative processes to maximize our resources. (1 process per
year per division)
DFMWR Goal: Maximize Resources with Fiscal Constraints
IMCOM LOE 4, Transformation, Business Transformation
SC LOE 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Current state:
Processes are changing very quickly, are wasting our resources
and exhausting our staff.
Milestone(s):
1. Identify the processes that need to be changed.
2. Prioritize the processes
3. Develop an action plan
4. Implement the plan
Potential Obstacles:
1. Changes are coming to fast for which to keep up.
2. Not enough resources to meet the need.
What will be the impact of this action:
Streamline processes to reduce waste and increase
production.
Projected Start Date:
1 June 2013
Projected End Date:
Ongoing
Partnership possibilities?
Coordination:
1. Strategic planner & Division Chiefs
2. Division Chief, Program Managers, Front Line
Staff
3. Strategic Planner, Division Chief, Program
Manager and any partner organization
4. Division Chief, Program Manager, train all front
line staff
Solutions:
1. Use outside partnerships to find additional
resources.
2. Work with the resources that are available to you.
How will you measure success?
Increase participation, profit, membership or
maintaining current levels. 1 new process per
division per year that works.
Page 35
OBJECTIVE: 2.2 Achieve 90% accountability of required training and education for workforce Projected Start Date:
development each year.
1 June 2013
DFMWR Goal: Maximizing Resources with Fiscal Constraints
IMCOM LOE 1, Soldier, DA Civilian, and Family Readiness, Leader/Workforce Development
SC LOE: 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Projected End Date:
Ongoing
Current state:
Partnership possibilities?
The volume and access to online training and lack of time to get it
DHR, Support Division
done hinders the success of meeting the standards.
Milestone(s):
Coordination:
1. Identify the areas which need training coordinators.
1. Leadership identifies specific training coordinators.
2. Identify the training that needs to get done.
2. Training coordinators and program managers
3. Partner with entities such as the library or identify computers
work together for 90% accountability.
within the organization that can be used for training.
3. Training coordinator and MWR partners.
Potential Obstacles:
1. Lack of experienced staff that can take on training
coordinator position.
2. Lack of equipment.
Solutions:
1. Delegate responsibilities and train other staff to
train in your position so work can be shared.
2. Create partnerships for using computers for online
training.
What will be the impact of this action:
A more highly trained staff and greater accountability for
training.
How will you measure success?
90% completion of required training.
Page 36
OBJECTIVE: 2.3 Meet/Exceed NIBD Benchmarks across CAT C Programs and meet CLS
Program execution requirements in CAT A & CAT B programs and facilities.
DFMWR Goal: Maximizing Resources with Fiscal Constraints
IMCOM LOE: 4, Transformation, Enterprise Systems
SC LOE: 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Projected Start Date:
3QFY13
Projected End Date:
Ongoing
Current state: Measure against previous FY Performance &
IMCOM Standard
Partnership possibilities? Internal DFMWR, PAO, G9,
Union
Milestone(s):
1. More efficient scheduling
2. Improve Planning of events
3. New programming & Incentives
4. Strong marketing campaigns
5. Review pricing strategies
Coordination:
1. Protocal
2. G3/DPTM
3. Chamber
4. Marketing
Potential Obstacles:
1. Economy
2. Downtown Competition
3. Budget
Solutions:
1. Competitive Pricing
2. Advertising and Promotions
3. Customer Service and Quality Product
4. Recognize customer demands
5. Deliver within guidelines
What will be the impact of this action: Increase customer
satisfaction, usage, NIBD, and Employee retention
How will you measure success? Increase customer
satisfaction, usage, NIBD, and Employee retention
Page 37
OBJECTIVE: 3.1 Standardize one process per quarter.
Projected Start Date:
3QFY13
DFMWR Goal: Teamwork/Cohesion
IMCOM LOE4, Transformation, Organization Transformation
SC LOE 3.2, Enhance a sustainable Greater Fort Bragg Community
Projected End Date:
Ongoing
Current state:
Internal and external processes are out of date and are constantly
changing.
Milestone(s):
1. Identify process to streamline
2. Review published guidance
3. Develop standardized processes
4. Deploy to the workforce
Partnership possibilities?
DFMWR Divisions
Potential Obstacles:
1. Workforce resistant to change
2. Loss of knowledge through retirement
Solutions:
1. Communication and demonstration of benefits.
What will be the impact of this action:
Cost and time savings and teamwork development.
How will you measure success?
Improved processes and standardization of local
guidance.
Page 38
Coordination:
1. Cross level, cross directorate to review, interpret
and develop
OBJECTIVE: 3.2 Develop a mentorship program between management and team members by
the end of FY13.
DFMWR Goal: Teamwork/Cohesion
IMCOM LOE 1 Soldier, DA Civilian and Family Readiness, Leader/Workforce Development
SC LOE 3.2 Enhance a sustainable Greater Fort Bragg Community
Projected Start Date:
1 June 2013
Projected End Date:
December 2013
Current state: Limited to no program in existence
Partnership possibilities? Other installations
Milestone(s):
1. Initiate a team to develop a process for creating a
mentorship program
2. Develop a mentorship program (Use IMCOM G9 Template)
3. Finalize and roll out program (Ensure marketing process is
effective)
Coordination:
1. IMCOM Academy, MWR Management Program
Potential Obstacles:
1. No IMCOM G9 Intern Program
2. Collective Participation from Management
3. Limited Time
4. Navigating online training – IMCOM Academy
Solutions:
1. New Online G9 Training
2. Marketing the program
3. Standardize the Process
4. Have G9 provide on-site training for employees.
What will be the impact of this action: Growth within Fort Bragg
MWR of qualified management.
How will you measure success? The Deployment of a
mentorship program
Page 39
OBJECTIVE: 3.3 Evaluate and restructure the employee recognition program.
Projected Start Date:
1 June 2013
DFMWR Goal: Teamwork and Cohesion
IMCOM LOE 4, Transformation, Enterprise Systems
SC LOE 3.2, Enhance a sustainable Greater Fort Bragg Community
Projected End Date:
December 2013
Current state: A program exists within the directorate.
Partnership possibilities? Garrison, Marketing, &
Leadership
Milestone(s):
Coordination:
1. Assemble a team to evaluate the program. Using more front 1 Coordinate throughout the directorate
line staff and management.
2. Poll staff to see what they want
3. Establishing and funding the employee recognition program
4. Rolling out the new program
Potential Obstacles:
1. Funding
2. Buy-in
3. Current Fiscal Guidance
Solutions:
1. Be creative with current resources
2. Getting more input from front line staff and
supervisors
3. Be creative with current resources
What will be the impact of this action: Improvement in morale.
How will you measure success? Positive feedback on
a climate survey. Establishment of a new employee
recognition program.
Page 40
4.1 Increase customer reach by 5% through marketing and advertising efforts yearly.
Projected Start Date:
1Q FY14
DFMWR Goal: Improve Communication
IMCOM LOE 3, Community, Effective Communications
SC LOE 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Projected End Date:
Ongoing
Current state:
NIBD is below baseline standards.
Milestone(s):
1. Establish baselines for respective activities. (i.e. patron
counts, NIBD, Cost per ticket etc.)
2. Review and assess current marketing practices within each
division.
3. Revise or modify marketing plans based on available
resources.
4. Launch new advertising initiatives.
5. Continually measure effectiveness quarterly.
Potential Obstacles:
1. Funding Cuts
2. Lack of Manpower
3. Mass Deployment
What will be the impact of this action:
5% increase in patron counts.
Partnership possibilities?
Inter – division collaboration
Corporate sponsorships/partnerships
Coordination:
1. Division Chiefs and Marketing
2. Branch Chiefs, Division Chiefs & Marketing
3. Marketing
4. Marketing and Division
Solutions:
1. Assess and revise
2. Sponsorships
How will you measure success?
Through monthly customer counts and revenue –
increase goal = 5%. Measure quarterly.
Page 41
OBJECTIVE: 4.2/3 Update and expand and implement the usage of the MWR Smart Book on
Projected Start Date:
an electronic tool box.
3QFY13
4.3 – Include the hardware purchase/solution for the implementation of the electronic Smart
Book. (Choosing the correct hardware/tablet.) Include training of the electronic smart book of
the staff to include implementation of the new smart book and hard ware.
Projected End
Date:
DFMWR Goal: Improve Communication
3QFY15
IMCOM LOE: 4, Transformation, Enterprise Systems
SC LOE 3.1, Enhance the Greater Fort Bragg Community Quality of Life
Current state: Fragmented approach to customer service.
Milestone(s):
1. Identify tools for the tool box (smart book)
2. Determine the person/team responsible for the tool box
3. Deployment of the new book and training on how to use this
new resource
Potential Obstacles:
1. Finding a template for this information
2. Keeping all information current
3. Funding for electronic system
Partnership possibilities? Other Divisions, Marketing,
Customer Service Program Coordinator, Strategic
Planner, Directorates
Coordination:
1. ACS, Marketing, G9 Customer Service Program
Coordinator
Solutions:
1. Use ACS as a model
2. IPAD, Electronic System
3. Sponsorship
What will be the impact of this action: Better informed employees How will you measure success? Every front desk has
and patrons. A greener environment, exceptional customer
an electronic tool box and has the knowledge to use
service
it.
Page 42
Goal and Objective Timeline
December 2012
1st Strategic Planning Off
Site for Five Year Strategic
Plan
June 2013
Strategic Communication
with Fort Bragg, DFMWR
Workforce of Five Year
Strategic Plan
April 2013
3rd Strategic Planning Off
Site for Five Year Strategic
Plan
Strategic Plan
Development Year
2013
March 2013
2nd Strategic Planning Off
Site for Five Year Strategic
Plan
October 2013
Quarterly Review
of Fort Bragg,
DFMWR Strategic
Plan
May 2013
Approval and Publication of
Fort Bragg, DFMWR Five
Year Strategic Plan
April 2014
Quarterly Review
October 2014
Quarterly Review
July 2013
Begin Immplementation of
Five Year Strategic Plan
April 2015
Quarterly Review
Strategic Plan
Implementation
Years FY14 &FY15
January 2014
Quarterly Review
October 2015
Quarterly Review
of Fort Bragg,
DFMWR Strategic
Plan
July 2014
Strategic Planning
Off Site
Annual Review and
Revision
April 2016
Quarterly Review
Strategic Plan
Sustainment and
Revision Years
FY16 & FY17
January 2016
Quarterly Review
January 2015
Quarterly Review
October 2016
Quarterly Review
July 2016
Strategic Planning
Off Site
Annual Review and
Revision
Page 43
July 2015
Strategic Planning
Off Site
Annual Review and
Revision
April 2017
Quarterly Review
January 2017
Quarterly Review
July 2017
Strategic Planning
Off Site
Annual Review and
Revision