Perspective Magazine - March 2010

March 20100 P E R S P E C T I V E S | 1

Change Management

Preserving the Past

Healing Collaborative

Good Idea

p. 10

p. 12

p. 18

p. 31

contents

FEATURE STORY:

Inclusive Recreation Training p. 24

Commander/Publisher MG Reuben Jones

Family and MWR

PERSPECTIVES

Volume 1, No. 1 March 2010

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Commander’s Letter MG Reuben D. Jones

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Commander Demands World-Class Customer Service with a Smile

6

Vega Perfectly Fits Command Sergant Major Role

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IMCOM, FMWRC Offices Taking Shape at Fort Sam Houston

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Army Family Covenant: Keeping the Promise Communicating with One Voice

19

“Gifts to Army” Website Provides Public with a Way to Help

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The Status of the World - in 140 Characters Or Less

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Earn College Credit by Completing Family and MWR Academy Courses

26

Suicide Prevention Training Shouldn’t Be Taken Lightly

28

Making Your Next Event Spectacular

30

Redstone Arsenal Moves Excess Inventory Online

Command Sergeant Major CSM Abe Vega

Acting Director, Public Affairs Kevin Crouch

Art Director Edward Griffin, Jr.

ON THE COVER Surrounded by his Family, friends and close mentors, Maj. Gen. Reuben D. Jones speaks at his promotion ceremony in Ft. Belvoir’s Wood Theater on Jan. 6.

Photo by Eduardo Alejandro

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Perspectives is produced by the Public Affairs Office of the Family and Morale, Welfare and Recreation Command under the authority of the commander and AR 215-1, “MWR Nonappropriated Fund Activities and Morale, Welfare and Recreation Activities.” Perspectives is available at www.armymwr.com.

Purpose: to provide information about Army Family, Morale, Welfare and Recreation programs and activities and to share ideas and best practices. Views and opinions are those of the authors. The mention or appearance of commercial vendors and/or their logos neither implies nor constitutes federal endorsement of products or services.

Commander’s Letter MG Reuben D. Jones

People First, Mission Always Welcome to the first edition of the Family and Morale, Welfare and Recreation Command’s new magazine, Family and MWR Perspectives. This publication is dedicated to you—the Family and MWR professional. This is a venue to exchange ideas, share successes, discuss topics such as best practices and professional development, highlight superior performers, and address any other topics YOU request.

Your efforts keep the importance of serving our Soldiers and their Families on the frontline for the entire Family and MWR workforce. Every region, installation, directorate and Family and MWR facility has important knowledge to share. This magazine is your opportunity to do so.

Many changes are underway for FMWRC, regions and garrisons. One of the goals of Family and MWR Perspectives is to keep you up-to-date on changes and transitions and how they impact you and your programs.

I encourage you to make your voice heard as we go through these changes by letting

W FOLLO ME ON ER! TWITT

us know what’s on your mind. What’s happening at your garrison, facility, or with your programs is important for every Family and MWR professional.

I know you will continue to provide the exemplary programs required to fulfill the commitments of the Army Family Covenant. The entire Family and MWR workforce plays a vital role in this endeavor and I am committed to providing all available resources to you.

Reuben D. Jones Major General, U.S. Army Commanding General

www.Twitter.com/MGReubenJones

March 2010 P E R S P E C T I V E S | 3

Army Family and Morale, Welfare and Recreatio Commanding General Brig. Gen. Reuben D. Jones (left) shakes hands with outgoing FMWRC Commander Col. Brick T. Miller (right). Former IMCOM Commanding General Lt. Gen. Robert Wilson (middle) presided over the FMWRC change of command ceremony at Fort Belvoir. Photo by Tim Hipps, FMWRC Public Affairs

Commander Demands World-Class Customer Service With a Smile

By Tim Hipps Family and MWR Command Public Affairs

A

rmed with a bachelor’s degree in sociology from Jackson State University and a master’s in administration from Central Michigan University, Maj. Gen. Reuben Jones took command of the Family and Morale, Welfare and Recreation Command on July 30, 2009. Little more than an hour after the change of command ceremony, he let headquarters employees know his vision of becoming the focal advocate for Soldiers and their Families.

“I wanted to communicate something very clear to them, and I hope I did that,” Jones said. “The whole drive was, I am approachable as your leader, and I want

4 | P E R S P E C T I V E S March 2010

you to know that sustainment of the Army Covenant is going to be our No. 1 goal.

“This organization is already recognized as a big-time player in the Covenant,” Jones said. “What we have to do is to continuously improve and change processes where they need to be changed, because I’m a big-time believer in that change is change, but better is better.

“What we have to do is to make sure that we provide programs of value and programs that our Families desire. It is so very important that we stay on point to deliver those programs. Do it with a smile and do it with a sense that this is what it’s all about.”

Jones is big on smiles. He wants folks to

feel good about supporting Soldiers and their Families, and he expects MWR patrons to sense that feeling while receiving worldclass customer service.

“I was recently traveling and I walked up to a young lady at a desk and she was already smiling. She lifted me up by her positive attitude, and she basically said, ‘Hey, I love this company.”

“That’s what I want our teammates to do. That’s what I’m talking about.”

Jones, 53, realizes the challenge of fulfilling the Army Family Covenant is no small task.

“Take a look at 2nd Lt. Reuben Jones when he walked in the door in 1978,” he

“I’m going to be all over the place. I’m going to be in the workspace of our employees, finding out what they do.

I’m going to be out talking to Families and commanders, seeing if what we’re doing is right, because sometimes there’s a tendency to be caught behind the computer. I’m going to visit our universe to ensure what we’re doing is right for our Army.”

MG Reuben D. Jones

explained. “Look at those programs then, and compare them now. Yes, they’re the same programs, but wow, our Army has put its money where its mouth is.

“What the Army has now done is to improve those programs, and the major thing they’ve done is to provide funding. Back in 1978, you got the sense that everyone had to think for themselves. The Family just wasn’t the focus. … but we have made that link.

And now, 30 years later, I see programs that my kids would be envious of. I see programs that I am envious of. I see the width and depth of what these programs do.”

He pointed out that new childcare facilities have been built on many installations, numerous existing centers have been upgraded, and hours have been expanded.

“That is mind-blowing,” Jones said.

“Army Families and Soldiers, here is an opportunity to take a knee and let us help you carry this burden. We have Army Community Service programs that aren’t just a pot-and-pan and ironing board collection point, but you can go in there and get a little bit of everything. It’s like ACS on steroids compared to what we had when I came into the Army.”

Providing consistent levels of support on installations around the world remains a goal of our higher headquarters, but Jones still expects to react to the ever-changing needs of Soldiers and their Families during this period of Army Transformation.

“Some programs are new and some have been modified in order to be relevant to Families today,” he said. “This organization has to continue to be flexible and agile enough to meet the demands of our customers, our regional directors and our garrison commanders.”

Jones, a former football player who loves all competitive sports, is eager to tackle the challenges.

“It’s difficult to really put it into words, but when you look around at all the jobs and all the responsibility that you can have in a career, I think this is the ultimate: to be entrusted with such a vital role in maintaining Army readiness,” he said. “That is to keep Army Families strong and to let those Soldiers know that their leadership cares about them. It is just an awesome, awesome responsibility.

“I can say that I’m perfect for it. Perfect in the sense that I love people, I love Soldiering, and I just love to be able to work through problems. When a soldier deploys, if we have prepared them properly, the last thing they should have to worry about is their Family.”

Jones feels fortunate to land a position with such a strong team. He wants FMWRC employees to know where both he and the organization are headed, and what is expected of them at all times.

“I envision FMWRC as being the place that people want to go when it comes to having a well-defined mission, where we take care of our workforce and we provide them an environment in which they can achieve – and where we make them part of the Family,” he said. “Without our people doing what they do at a high level, we cannot meet the needs of our Families. We’re going to turn up the notch on customer service so that we can ensure that everyone is exposed to what our expectations are: to be welcomed with a smile and say “excuse me, thank you, please.”

Jones’ leadership style centers on communication and trust at all levels.

“My leadership style starts from the basis of trust,” he said. “And it gravitates to a level of empowering my team to do their job. In order to do that, I have found that I have to be approachable to the workforce, to Army Families who want to tell their story and communicate, and I have a style that wants to change things for the better.”

But only for the better, not just for the sake of change.

“Change is change. Better is better. My leadership requires me to build strong teams, but give me the information, and I will make the tough decisions. My leadership style will demand people to think differently, to think in the third dimension, it requires open communication up and down, and it requires people at the end of the day to just welcome me with a smile.”

“We will build on the passion that we have here by providing what I think the workforce always needs: they want to see a leader that’s visible, out front, who is there with them during tough times, as well as the good times. It’s about teamwork with me.”

MWR employees at all levels should expect to meet Jones at some point in the coming months, if they haven’t already.

“I’m going to be all over the place. I’m going to be in the workspace of our employees, finding out what they do. I’m going to be out talking to Families and commanders, seeing if what we’re doing is right, because sometimes there’s a tendency to be caught behind the computer. I’m going to visit our universe to ensure what we’re doing is right for our Army.”

He also plans to embrace the use of social media to stay connected with Soldiers and Families. One of the first things he did on the new job was start posting daily tweets on Twitter.

“I’m going to let the Families know where I am,” Jones said. “If I see something great, I’m going to tell them. So I’m asking them to follow me. I also want to give that same opportunity to our workforce. We’re going to expand our use of all the social media techniques that we can employ.”

“What I have found in these early days is that we have a tremendous amount of great programs, and people don’t know about them. We have to tell that story, and we’ve already started the journey.”

March 2010 P E R S P E C T I V E S | 5

Vega Perfectly Fits Command Sergeant Major Role

By Tim Hipps Family and MWR Command Public Affairs

A

28-year Army veteran with two military brats and two grandbrats, Command Sgt. Maj. Abe Vega believes he is perfectly suited to serve as an advocate for the Family and Morale, Welfare and Recreation Command’s support of Soldiers and their Families.

Vega’s 25-year-old daughter, Bianca Marie, is married to a military police staff sergeant serving in Afghanistan. His 28-year-old son, Abe Jr., lost his wife on Nov. 2, 2003, when a Chinook transporting her home for rest and recuperation leave was shot down in Iraq.

Vega believes his life-and-death experiences give him a solid understanding of how important the mission of supporting troops and military Families is, particularly in this time of constant conflict.

“This assignment is a culmination of all my years as a husband and as a father raising a Family while serving. I’ve also led Soldiers as a junior NCO, as a senior NCO, as a first sergeant, as a command sergeant major, and now I’m working on my third CSM job,” Vega said. “I see this as a culmination of bringing all that experience – and it just fits.

I’ve always realized that our programs work, which is why it came second nature when I came here. I have lived it.”

“My children and my Family situation at home flourished because of the confidence I had that my wife could go and work and my kids would be taken care of. I knew that they were in a safe place and they were loved.”

That, however, was in a peacetime Army.

“We understand now better than ever the importance of having good Soldier and Family programs because of the operational 6 | P E R S P E C T I V E S March 2010

tempo and the demands and the stress on the force,” he said. “We’ve gotten additional programming and funding during these years of war because we need that extra push.”

“It’s about resiliency. It’s about Soldiers and Families being able to cope with adversity. Life throws a lot of curves at you, but that is what makes you stronger and makes you better. These programs are extremely important if our Soldiers and Families are going to become healthy and resilient.”

While his role keeps him spread thin over the hundreds of programs and activities run by the Command for Soldiers and Families, Vega has two “pet programs:” Better Opportunities for Single Soldiers and Warrior Adventure Quest. It’s no surprise that these are the two programs which most directly impact Soldiers.

“We’ve got a generation of Soldiers out there that grew up playing videos games. We strive to give these Soldiers lifelong skills by adapting our programs to the demands of the force.

“It is a recommitment to take our programs and bring them up to the speed of the 21st century – bring them online with the actual needs of the Soldiers and Families,” he said. “And not think that something that worked 20 years ago still resonates and works for Families and Soldiers today.”

The BOSS program is really the Soldiers’ voice. Families have a voice. NCOs have a voice. Officers have a voice. And you have the Family Support Group, the NCO support channel, and the chain of command.

They specifically support those groups.”

“The Soldiers have BOSS. That is a way that they communicate, because you know what, I don’t speak Soldier. I speak NCO. Soldiers speak Soldier. And I’ll quote General ( John) Macdonald when he says: ‘BOSS is like a student council at any university.’ Who better to advocate for Soldiers than Soldiers?

BOSS creates a formula that is perfect to raise issues up the chain of command to the garrison commander.”

Vega, a 46-year-old native of Salinas, Puerto Rico, who grew up in Brooklyn, N.Y., said his Family regularly benefits from Army Family Covenant initiatives, such as the respite care provided by FMWRC. “My daughter has a 4-year-old daughter and her husband is in Afghanistan right now, so those 16 hours of respite care are gold,” he said. “They are gold, and I hear it from her. She can bring her daughter over to us on the weekend, but my wife works and I work. We would give her a break, but it’s not the same thing because during the week she gets one or two days where she drops off her daughter and she goes and gets her hair done or goes to the commissary or makes an appointment – just that break, she absolutely thinks that is the greatest thing.”

“You’re talking about somebody just taking a knee from being around a 4-yearold all day long. That’s dead-on. That allows a young spouse like that to be able to deal and cope with their husband being deployed.

She knows that a couple of times a week, even if it’s for an hour or two here and there, she’s going to be able to catch a break and catch her breath from that 4-year-old and it’s not going to cost her.”

“That is the kind of shot in the arm these

Runners pass by the Memorial Chapel on their way out of Arlington National Cemetery.

Command Sgt. Maj. Abe Vega follows holding the IMCOM flag.

Photo by Adam Skoczylas

“We’re not directly in the fight, but we never take a knee from the fight because we deal with all the adverse affects of the prolonged war when it comes to Family advocacy, sexual assault and prevention, suicide rates – we’re there...”

CSM Abe Vega

programs provide,” Vega continued. “It’s not handouts. They’re not fixing the problem for our Soldiers and Families, but giving them some alternatives to deal with adversity.”

All in all, Vega believes this is the most rewarding assignment of his career.

“I see myself as an advocate for Soldiers and Families, and for this command,” he said.

“I like to listen. We’re a huge organization and we can’t always get everything right, but I’m very quick to defend the organization, too.”

“We have great MWR employees. We’ve got MWR employees who are deployed downrange. They’re there where the Soldiers are at – at the tip of the spear in this era of persistent conflict – assisting the

Army leadership taking care of Soldiers and Families.”

“We’re not directly in the fight, but we never take a knee from the fight because we deal with all the adverse affects of the prolonged war when it comes to Family advocacy, sexual assault and prevention, suicide rates – we’re there, we’re in the fight.”

Making a difference, Vega contends, is more than enough incentive to keep him Army Strong.

“I’m living the dream,” he said. “This is a great organization. This is a job that you get up every morning with that fire in your belly.”

It took Vega a while to realize that FMWRC exemplifies not only the fun, but

the business side of the Army – an operation that reinvests Soldiers’ dollars into Soldier programs.

“The passion our people have for doing this is incredible,” he said. “We don’t grow up learning that the Army actually has a business side. I just didn’t know that. I didn’t know we had all these recreation centers, so many restaurants and clubs, so many bowling alleys, and that we dealt with so much money.”

“But the number one thing has to be the people. You just go out there and hit any cubicle and people are good at what they do, they really are, and they are passionate about what they do.”

“That’s motivation in itself.”

March 2010 P E R S P E C T I V E S | 7

Fort Sam Houston Theatre, although slated for expansion in the rear, will remain with its original façade and clay tile roof.

Photo courtesy of Army Corps of Engineers

IMCOM, FMWRC

Offices Taking Shape at Fort Sam Houston

By Rob McIlvaine Family and MWR Command Public Affairs

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onstruction on the Installation Management Command campus at Fort Sam Houston is raising dust with four buildings under complete renovation, one getting an addition, and two being built from the ground up. Over the next two years, 2,400 people are scheduled to move onto the campus.

Military construction is not new to San Antonio, also known as Military City USA. From the early days of Spanish exploration and the transformation of the Alamo, to providing the cutting edge in battlefield healthcare training, San Antonio’s history is closely linked to military history.

The Base Realignment and Closure activities scheduled to occur in San Antonio through September 2011 could arguably be one of the city’s largest economic

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development projects.

San Antonio’s four military facilities – Lackland and Randolph Air Force Bases, Camp Bullis and Fort Sam Houston – are expected to receive 4,886 new personnel, 5,500 Family members and 9,000 additional students, requiring and estimated $2.1 billion in construction.

Restoration of historic structures on Fort Sam Houston will provide administrative space for about 3,000 military personnel and civilian employees supporting a variety of realigned agencies and commands, including the Installation Management Command, the Family and Morale, Welfare and Recreation Command, the Army Environmental Command, the Mission and Installation Contracting Command and the Network Enterprise Technology Command.

These renovation projects include

structures which are more than 75 years old and several that are more than a century old.

As federal historic renovation efforts, the projects are within the National Historic Preservation Act parameters.

“One of the nicest things about these historical buildings are the open balconies that will allow people to move between offices by going outside on the second and third floors,” according to IMCOM Transformation Office Program Manager Roy “R.J.” Holley.

“The balconies face the summertime prevailing winds, allowing them to be nice and cool. A lot of business will probably be conducted on those balconies.”

On the IMCOM campus, the historic structures are arranged in a square, with the new 168,000 square foot IMCOM headquarters being constructed in the middle.

The three-story structure to be built in the middle of these buildings, on the original parade ground, will house the IMCOM Command Group, numbering about 900 people, bringing the total number to 2,400 moving onto the IMCOM campus.

Construction on that building began in November, with completion scheduled for June 2011.

Although not visible when driving by the campus, it will be historically accurate and match the other buildings. A special Army Alternate Procedures agreement outlines more specific management practices to ensure the visual character of the buildings is maintained. Under this agreement, project teams consult regularly with the Advisory Council on Historic Preservation and the Texas Historical Commission.

According to Bill Stickles, director of IMWR Facilities, the new working spaces

C O N S T R U C T I O N S TAT U S : Construction on the IMCOM Command Group building will began in November, with completion scheduled for June 2011.

Building 2264, the future home of Family and MWR Command, will begin renovation this November and be completed by May 2011.

As of August 2009, the renovation of building 2265, which will house the Fort Sam Houston Directorate of Information Management and Headquarters IMCOM G6, is halfway completed, with a June 2010 target for completion.

Building 2266, which will house Headquarters IMCOM G1, G5 and IG, began renovation in July, with expected completion scheduled for May 2011. It should be mission-ready 60 days later.

Building 2263, home to Army Environmental Command, began renovation this October with an expected completion date in 2011.

Building 2270, the Fort Sam Houston Theatre, awaits the awarding of the construction contract which should happen no later than January 2010. Construction will begin about the middle of June and the theatre should ready for operation by June 2011. The warehouse for theatre equipment is an existing building being renovated with completion scheduled for June 2011.

The MWR Academy contract for construction has been written and solicited. “We’re waiting on Congress, as part of the Defense Appropriations Bill, to authorize the releasing of funds sow construction

Gildert Viera, a labor with RKJ Construction, sweeps the entranceway at the lock dock at building 2265.

Photo by Rob McIlvaine

were based on the needs of each directorate.

“We were bound by certain building requirements,” Stickles noted, “but we wanted to be sure each directorate would not be split up on different floors. This was achieved through the efforts of our designer, Haimanot Abbit.”

The buildings are designed with 30 percent more meeting rooms and conference areas than normal design guidelines.

“Each of the buildings has basements where conference rooms, training rooms, locker rooms with showers, and classrooms are being built,” Holley said.

Holley oversees the renovation of the four buildings for IMCOM, including the renovation of the old Sam Houston Theater for the Army Entertainment Division. He also is supervising the construction of the MWR Academy.

“Renovation projects like these require extraordinary effort because intricate architectural features must be preserved to achieve an appearance that is true to the original designs,” said David Thomas, director of the Joint Program Management Office, which is overseeing the San Antonio BRAC construction and renovation program. “Extra care and diligence are also necessary in carrying out the work because of the delicate state of some of these buildings.”

can begin. This could take a few days or a few weeks but there’s no way to know. The BRAC mandatory deadline for completion is September 2011, but our goal is to have the academy completed by June 2011, depending on the releasing of funds,” RJ Holley, IMCOM Transformation Office program manager, said.

All of the historic structures require extensive rehabilitation to become suitable for their new tenants. In most cases, existing interior partitions, electrical wiring, plumbing, climate control systems, and interior and exterior lighting fixtures need to be replaced. Stairways, ceilings, wooden floors, structural roof members, interior and exterior doors and windows are also being repaired, refinished or replaced.

“These buildings were meant to last,” Holley said. “The original clay tile roofs will remain as they are, and the stucco on the outside walls, built with cinderblock and brick, only need a paint job.”

Fort Sam Houston, with construction beginning in 1876, is the ninth oldest Army installation with the most historic structures of any active military installation in America.

“The whole complex is a cultural conservation district,” Holley said. “In addition, nice micro parks will be landscaped between the buildings with Texas vegetation local to the San Antonio river basin, such as cactus, desert palms, and native live oaks.”

“But the crown jewel will be the renovation of Building 2270 – the Fort Sam Houston Theatre, to its original grandeur,” Holley said. “Built in 1935, this movie theatre is the first one the Army built in the United States.

“On the inside, it looks a whole like the Warner Brothers’ theaters built around the country in the early 1900s. After completion, we’ll hang original film posters throughout,” Holley said.

A portion of the theatre will be overhauled and the end product will feature a three-story structure with an 80-foot “fly tower” that will accommodate the raising and lowering of stage sets. The first floor will extend the stage, which only will be used as a rehearsal hall. The other floors will house offices and recording studios.

The 1,100-seat theater will be reduced to an 800-seat theater to allow the balcony to hold lighting and sound equipment.

A nearby warehouse will be used for construction of sets, theater maintenance and equipment storage.

The MWR Academy will be built in a field behind the IMCOM complex, on the other side of Wilson Street, with parking for 500.

For the entire IMCOM campus there will be 2,100 parking spaces, mostly located along three blocks of Stanley Road, which runs parallel to Wilson.

“All new construction in this campus will appear the same, architecturally, so there’ll be no mistaking where IMCOM is located,” Holley said.

March 2010 P E R S P E C T I V E S | 9

Change Management is a crucial skill for today’s military and civilian Army Leaders, but a recent Army Management College survey suggests leadership may not fully understand the process of change management Army leaders received a low “C” in their knowledge and understanding of managing change.

Survey of Army Civilian Leaders Suggests Gaps in Change Management Knowledge

By Romuald A. Stone, DBA Karen Spurgeon, Ed.D Army Management Staff College

A

rmy civilian and military leaders face change on a scale and complexity that is unprecedented given the demands of ongoing wars, myriad security, organizational challenges, and other driving forces around the world today. Today’s Army must constantly change to adapt to continued threats and challenges to the Nation’s peace, safety, and freedom. In this unstable climate, change is not an option; unrelenting change is the status quo.

As the Army transforms its military operations, Army civilian leaders are also on the front lines, leading change. The process of leading and managing change successfully is not a trivial matter; it is of critical importance for the Army.

Managing change is recognized as a critical core competency that all Army and civilian leaders must master to shape and lead their organizations successfully through today’s turbulent environment.

In fact, Executive Core Qualification (ECQ) #1 is titled, Leading Change, and it contains six core competencies important in planning, leading, implementing, and creating an organizational culture conducive to change.

Given the increasing recognition that change management competencies are critical leadership skills, federal civilian leaders are in the hot seat. They are expected to get the job done as well as lead the waves of unprecedented change before us. As such, Army civilian 10 | P E R S P E C T I V E S March 2010

leaders are also expected to develop and lead change programs that deliver value to their organizations and the Army.

To increase awareness on this issue, the Army Management Staff College surveyed 369 senior civilian Army leaders who attended the College’s Advanced and Intermediate courses in early 2009 to get a snapshot of their knowledge of basic change management concepts.

Results of Army leaders’ scores on the survey instrument reveal a potential weakness in their overall competency and knowledge in the change management area.

About the Survey and Participants The questionnaire measured knowledge of 25 key issues using true-or-false statements and was organized into seven topical areas: General Nature, People, Leading, Implementing, Planning, Communication and Culture.

The survey was given when students reported to the Army Management Staff College to attend a leader development program that provides enhanced leader development and education for Army civilians.

Overall, 39 percent of the respondents were women; 58 percent reported their grade as equivalent to GS9 to GS11, and approximately 26 percent were in the GS12 to GS13 category. 36 percent indicated more than 20 years of service; 44 percent reported ten years of service

Civilian Leader Scores on Managing Change Instrument 120

Percent Correct

80

Conclusion

99.7

100

87.9 81.4

81.6 72.4

73.3 67.1

60 40

32.9

20 0 Overall

People

Comm

Lead

Plan

Culture

Implem

General

Figure 1: Civilian Leaders’ Scores or less. 34.3 percent reported their main function as a supervisor, and 77 percent reported having masters (44.9%) or a four year degree (32.4%).

Key Findings Army leaders’ scores on the seven dimensions that comprised the survey are shown in Figure 1. The overall average score for all dimensions was a 72.4 on a 100 point scale. This suggests that Army leaders received a low “C” in their knowledge and understanding of managing change. If we deconstruct the overall score, we can

look at where Army leaders did well and not so well. The results show that Army leaders demonstrated strong knowledge of the importance of communication with an average score of 99.7. They scored relatively good scores in the areas of leading change (81.6), organizational culture (82.9), and general knowledge of change principles (81.4). Our analysis shows, however, that Army leaders show a weakness in the planning- (73.3) and people-side (67.1) of change. Most disturbing is the poor results in the dimension of implementing change (32.9).

The Army has an excellent team of civilian leaders who bring unique and vital skills to their role in serving various stakeholders. This leadership has a very capable history and is one with much promise.

However, one of the most important, vital skills that civilian leaders must possess is the critical ability to lead and manage change.

This factor was emphasized recently in an Institute of Land Warfare Defense Report: “The Army’s vision for civilian leaders now and in the future calls for strategic and creative thinkers and accomplished professionals who are effective in managing, leading and changing large organizations (AUSA, 2008, p. 1).”

The escalating quantity and pace of change coupled with growing uncertainty and ambiguity defines the world today.

Understanding, leading, and managing change is an enduring condition; it will never go away.

Army civilian leaders who can learn to apply the basic change management processes and principles and who can chart an appropriate course to execute and implement the change project plan, possess a powerful competitive advantage for their organization and the Army.

THE SEVEN DIMENSIONS OF CHANGE The Army Management Staff College identified seven dimensions, or components,

CULTURE. Organizational culture represents the set of shared values, beliefs,

of change to base their survey of AMSC students. They are:

norms, assumptions, symbols, and narratives that collectively influence people’s attitudes and behavior. In effect, what forms is a set of behavioral norms that

PEOPLE. This dimension addresses resistance and building employee commitment to change.

COMMUNICATION. The best change plan in the world will be undermined without a well-conceived and executed change communication strategy designed to inform, educate, involve, and motivate people to perform and behave in ways consistent with the change agenda.

LEADING. Strong project leaders or champions who can take ownership, muster the necessary resources, and provide the expertise and operational know-how are necessary to guide change to success.

everyone in the organization learns to live by if they expect to “fit in” and “survive.”

IMPLEMENTING. Implementing change is the most challenging aspect of any change effort. As Machiavelli reminded us nearly 500 years ago: “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

GENERAL NATURE. Topics covered include an understanding of the failure rate of change initiatives; the importance of driving and restraining forces; the continuous nature of change; and creating the urgency for change. Additionally,

PLANNING. Planning change serves two key purposes: the first is the cognitive

this includes plans to deter or thwart the resistance before it has a chance to build

aspect of thinking through the issues and implications. This then leads to the

its own and separate coalition, build the impetus to implement the change, and

second practical aspect of figuring out the resources needed to effectuate the plan.

even attract the unsure or unconvinced.

March 2010 P E R S P E C T I V E S | 11

Preserving the Past Don’t just toss that artifact or document away!

By Rob McIlvaine Family and MWR Command Public Affairs

A

s the Command Historian and Artifacts Responsible Officer, Dr. Maria Christina C. Mairena, also known as “MC,” conducts research and writes on topics relevant to FMWRC, answers external and internal queries, and conducts oral history interviews.

But her primary function as the command moves to Fort Sam Houston is the creation of the first ever historical archive of the Family and MWR Command.

“This work encompasses the history of not only our current command, but also of the Community Family Support Center (CFSC), Special Services, and Morale, Welfare, and Recreation (MWR) activities,” Mairena said. “The archive will eventually span most of the 20th century, the first decade of the 21st and as far back as possible.”

At the moment, the archive is currently housed at the Army Entertainment Division warehouse at Ft. Belvoir since it rapidly out

grew a small storage unit.

“Many thanks to Jim Harris and Jim McIntyre for moving LOTS of boxes, filing cabinets and office furniture to AED,” Mairena said. “Thanks also to Paul Rohler and Andy Gilliam for donating space for the archive and to the AED staff for cleaning out the area.”

The archive holdings currently include artifacts and documents from: Human Resources, the Business Initiative Group, CFSC, Armed Forces Recreation Centers in Europe, All Army Sports and WCAP, Army Libraries, and Army Entertainment.

The archive also holds a growing collection of Army regulations and photographs.

“As FMWRC staff prepares to move, I’d like everyone to keep the archive in mind,” Mairena said. “As you go through your desk, your files, your hard drive, and anywhere else you might have things stored, before you toss and delete, please contact me. You might have documents and artifacts that need to be preserved.”

A list, taken from AR 870-5 & AR 07020, of what should be kept for the archives includes: 1. Copies of Regulations, DODIs 2. Work-related documents: final reports, final versions of briefings, after action reports, MOAs, MOUs, MORs, and all official correspondence-including email 3. Copies of old internal phone listings, organizational charts, and personnel rosters 4. Photographs with identifying and descriptive information, i.e. names, locale, events, and dates 5. Program and continuity books

“The archive will eventually span most of the 20th century, the first decade of the 21st and as far back as possible.”

Dr. Maria Christina C. Mairena

The Family and MWR Command is in danger of losing precious artifacts and historical documents as it moves to San Antonio. Our Command Historian is attempting to collect and preserve as much history as possible before the move, and requests the assistance of all MWR employees— worldwide—in identifying and preserving our past.

12 | P E R S P E C T I V E S March 2010

CHECK BEFORE YOU CHUCK! Army regulations govern the preservation (and

Artifacts: banners, medals, coins, Armed Forces editions of books, scrapbooks, trophies, old films, recordings, items showing logos, old pamphlets & brochures, old posters and old uniforms.

“This list is by no means inclusive,” Mairena said, “and not everything needs to be kept forever. When in doubt, call.”

As everything in the archive is cataloged, scanned, copied, and/or photographed it will be deposited with several Army and government agencies, depending on the item or artifact.

For example, work related documents, some photos, and recordings are destined for the National Archives in College Park.

Artifacts and photos will be divided between the National Museum of the Army at Ft. Belvoir and the Military History Institute at Carlisle, Pa., and entertainment recordings, videos, and books will go the Library of Congress.

“The bulk of the archive needs to be deposited prior to the move to Fort Sam,” Mairena said. “There is a lack of storage space in Texas.”

“If any current FMWRC employees know retired FMWRC/CFSC/Special Services staff, please let them know about the archive and ask them to contact me,” she continued. “If they would like to donate any items from their time with the Army, whether active duty, retired employee, or Army civilian, I’ll happily meet with them.

All donations will include the donor’s name, address, and a brief employment history.”

Mairena has filmed what she refers to as 6.

a “supremely dorky” history video, which is posted on YouTube and can be seen at http://youtube.com/fmwrc.

The video highlights some of the artifacts already in the collection, and gives employees some idea of items she’s seeking.

She has also created a separate email address on gmail to handle history questions (mwrhistory@gmail.com) and maintains a Facebook page, where she posts notes on military history, her research & writing, reports on the trips she takes to do her “archeological” digging in Army & FMWRC warehouses and research institutions, and notes from her visits to former MWR staff to discover, capture, and preserve MWR history.

Several photo albums are available on the Facebook page with descriptions of artifacts and photos of her research & collection trips.

The preservation of our command’s history is a massive undertaking and requires coordination with many different agencies and people.

“Most importantly, the FMWRC historical archive is a collaborative effort which includes all of you-- the FMWRC Family,” Mairena said. “I hope that we can all work together to create this important archive. Preserving our history for future generations is incredibly important, and now we have the opportunity to do exactly that.”

“It will be a wonderful legacy to leave to the Army and the rest of the world.

Someday, everyone will come to know and understand how much the staff of FMWRC and its predecessors have contributed to the support of Soldiers and their Families.”

destruction) of most of what we use in our dayto-day business lives. Items you should be cautious about simply deleting or throwing away include:

1.

2.

Copies of Regulations, DODIs Work-related documents: final reports, final versions of briefings, after action reports, MOAs, MOUs, MORs, and all official correspondence-including email

3.

Copies of old internal phone listings, organizational charts, and personnel rosters

4.

Photographs

with

identifying

and

descriptive information, i.e. names, locale, events, and dates

5.

Program and continuity books

6.

Artifacts: banners, medals, coins, Armed Forces editions of books, scrapbooks, trophies, old films, recordings, items showing logos, old pamphlets & brochures, and old posters, and old uniforms.

Dr. Maria Christina C. Mairena 4700 King Street 2nd Floor Alexandria, Va 22302-4416

Phone: 703.681.7495 Email: mc.mairena@us.army.mil or mwrhistory@gmail.com

www.youtube.com/fmwrc www.facebook.com/command.historian1

March 2010 P E R S P E C T I V E S | 13

ARMY FAMILY COVENANT: Keeping the Promise

COMMUNICATING WITH ONE VOICE In support of the Army Family Covenant: Keeping the

ing availability of existing Family programs and services;

Promise overall strategic communication plan, the

accessible healthcare; improved housing conditions

Family and Morale, Welfare and Recreation Command

for Soldiers and Families; ensuring schools, youth ser-

Marketing Directorate developed an AFC outreach ini-

vices, and child care are a priority; and making career

tiative and messaging campaign and provided garrison

and educational opportunities available for spouses

marketing offices with Outreach/ Awareness Toolkits.

and children.

The Army Family Covenant messaging campaign

The launch of the Army Family Covenant: Keeping

reaches out to Soldiers and Families and acknowl-

the Promise campaign is a series of strategic

edges the Army’s commitment to deliver high-quality

initiatives undertaken to inform, educate and

programs for Soldiers and Families that are commen-

acknowledge the Army’s commitment to Soldiers and

surate with their service.

Families. The campaign highlights the Army’s com-

Standardized messaging tools were provided to ensure that the messages speak with one voice to their audiences, and to provide garrisons with the tools they need ensuring successful implementation at new or existing venues.

The toolkits sent to garrison marketing offices in October 2009 contained: a key messaging handbook; pop-up display; brochures; standardized templates; 24’x36” posters and mega-posters; outdoor banner.

mitment to Soldiers and Families with testimonial messaging from Soldiers and Family members and serves to speak also to parents, family, friends, community members and employers in conjunction with ARMY STRONG. Soldiers and Families will know that the Army cares and they will see the tangible evidence of that support each and every day as they link with Army assistance and support services.

The art files and templates are available at www.

Contact your local garrison marketing office for infor-

mwrbrandcentral.com/armyfamilycovenant.html.

mation and support in integrating the Army Family

The messaging campaign’s objectives are to increase awareness among the military community by address-

Covenant messaging campaign materials into your program communication and outreach. (MK; robin. stapp@us.army.mil)

H O N O RI N G O U R C O M M I T M E N T TO S O L D I E R S A N D FA M I L I E S March 2010 P E R S P E C T I V E S | 15

Horizontal Rotating Web Ad

Vertical Rotating Web Ad

The Ly Family, Serving Together for Thirteen years.

ARMY FAMILY COVENANT: KEEPING THE PROMISE We recognize the commitment and increasing sacriďŹ ces that our families are making every day. We recognize the strength of our Soldiers comes from the strength of their Families.

We are committed to providing Soldiers and Families a Quality of Life that is commensurate with their service.

We are committed to providing our Families a strong, supportive environment where they can thrive.

We are committed to building a partnership with Army families that enhances their strength and resilience.

We are committed to improving Family readiness by: s 3TANDARDIZING AND FUNDING EXISTING &AMILY programs and services s )NCREASING ACCESSIBILITY AND QUALITY OF HEALTHCARE s )MPROVING 3OLDIER AND &AMILY HOUSING s % NSURING EXCELLENCE IN SCHOOLS YOUTH SERVICES AND child care s %XPANDING EDUCATION AND EMPLOYMENT opportunities for Family members

Learn more, visit ARMYOneSource.com to see what the Army Family Covenant can mean for you or someone you know.

AAFES Food Court Trayliner

Pop-up Display

Brochure Cover

Truckwrap 16 | P E R S P E C T I V E S March 2010

DeCA Poster

Advertisement/Posters 11x17,” 22x28,” 24x36” (Publications: ARMY Times Magazine, Military Spouse Magazine, Soldier Show Program

Brochure Outside

National Guard & Reserve Magazine

Pop-up Banners

Brochure Inside

Pop-up Tent March 2010 P E R S P E C T I V E S | 17

We recognize the commitment and increasing sacrifices that our families are making every day. We recognize the strength of our Soldiers comes from the strength of their Families.

We are committed to providing Soldiers and Families a Quality of Life that is commensurate with their service.

We are committed to providing our Families a strong, supportive environment where they can thrive.

We are committed to building a partnership with Army families that enhances their strength and resilience.

We are committed to improving Family readiness by: • Standardizing and funding existing Family programs and services • Increasing accessibility and quality of healthcare • Improving Soldier and Family housing • Ensuring excellence in schools, youth services, and child care • Expanding education and employment opportunities for Family members

“Never before in the history of our Army have we asked so much of our Families. They are serving side-by-side with our Soldiers, enduring their hardships and providing the unconditional love and support that truly makes our Army strong. The Army Family Covenant pledges our commitment to support Soldiers and their Families and resource programs to provide them a quality of life commensurate with their service.”

www.MYARMYOneSource.com 14 | P E R S P E C T I V E S March 2010

A Healing Collaborative at WRAMC

By Karen Keon CYSS SFAC Liaison - WRAMC

T

he Soldier and Family Assistance Center at Walter Reed Army Medical Center has traditionally acted as a hub of information to assist Soldiers and their Families, similar to other installation designs. However, through a collaboration with WRAMC Child and Adolescent Psychiatry Services, the Operation BRAVE Families program has established an art studio for children ages 3 years and older.

CAPS is the founding program for “Operation Brave Families” where “talking to children about wartime injury” is embraced and discussed with parents and children. Operation Brave Families assists with preparing children and youth for their hospital visits to see wounded service members as well as support children and Families during adjustment. OBF works with Wounded Warriors and their Families.

The CAPS Art Therapist and Licensed, Clinical Social Worker who facilitate the group develop and implement a broad range of services aimed at promoting optimal adjustment to conditions faced during wartime via a pre-clinical and preventative approach.

This initiative started in 2004 and has continued to grow in response to Families needs, serving youth and children in the SFAC with the support of the Child, Youth and School Services Department (CYSS).

The Therapeutic Art program is designed for young children coming from uprooted military Families who travel to WRAMC to assist in the healing of their Wounded Service Member.

Children attend the art group once a week on a dropin basis or while attending the CYSS Hourly Child Development Center.

Those children, ages 3 years and older who receive care at the Hourly CDC, are escorted by CYSS staff to the SFAC to 18 | P E R S P E C T I V E S March 2010

Walter Reed Army Medical Center has developed a therapeutic art class for children of wounded warriors. With cooperation from the SFAC, CYSS and the Child and Adolescent Psychiatry Services unit, children can participate to both support their healing parent and address their own fears about their parents’ healing process.

For more information, contact Karen Keon, Walter Reed Army Medical Center CYS SFAC Liaison Office: 202.356.1012, ext 40687

attend the Therapeutic Art group. Families can also get connected to the group based on their CAPS affiliation or by word-of-mouth referral.

The classes are conducted at the SFAC so Families can experience and feel the supportive environment created at Walter Reed. Three unique and different entities-CAPS, CYSS and the SFAC-- support each other to promote the holistic healing of the Soldier and all Family members.

Children participate in age appropriate activities such as painting, coloring, and

drawing while being introduced to topics such as emotions, feelings and life changes.

Art and play therapy allow for children to express themselves and work out possible internal conflicts and changes.

This Therapeutic Art program, which can be emulated at other SFACs, costs nothing for children who participate in the program run by an art therapist and Licensed, Clinical Social Worker with Operation Brave Families Program via CAPS, along with Karen Keon, the CYS Soldier Family Assistance Center liaison.

“Gifts to Army” Web site provides public with a way to help

By Alison Legall Family and MWR Command Marketing

O

n July 21, 2008, the Gifts to Army Web site (www.

G i f t s To A r m y. a r m y. m i l ) was created to address the significant increase in questions from the general public and organizations wanting to know how they could help Soldiers and their Families.

Since then, nearly $21,000 in cash donations have been processed through the site.

As our country continues to feel the effects of being at war, awareness of the stresses on our all-volunteer force and their Families has become increasingly prevalent.

The Army’s response to this was the development of the Army Family Covenant, which pledged funding and support for Family programs, healthcare, housing, education, child care and employment for Spouses.

As the Covenant increased in visibility to the general public, it drew attention to military service members and their Families and their challenges and sacrifices.

Individuals and corporations were asking Family and MWR employees—sometimes front-line employees like childcare providers or Army Community Service staff members—what they could do to help.

The Web site was developed to be a safe, secure, and informative resource to provide valuable information on how the public can give to different programs, including Wounded Warriors, Soldiers and Families.

Contributions of cash, goods and services to benefit Soldiers and their Families

come from many sources, i.e., citizens, organizations, and corporations. Many do not know they can give cash contributions, up to $10,000, online via credit card to Family and Morale, Welfare and Recreation Command Soldier and Family programs or even to a specific garrison. Most givers and employees alike are not aware of the laws and regulations that govern these gifts. The Web site, developed with Army Legal staff support, provides a safe path to appropriate giving.

Some of the programs gifts can be specified to include child care centers, libraries, youth activities, recreation activities, support for new parents and exceptional Family members, training for Families in finance, parenting, employment, and craft shops, to name a few.

If approached by someone who wishes to give a gift of cash, services, or product, referring them to the Web site should be the second step you take.

Thanking them should be the first.

Giving a gift of cash, services, or goods to support Soldiers and Families is possible, but there are legal and policy limitations. If approached by an individual or corporation wanting to provide a gift to the Army, www.GiftsToArmy.army.mil is a valuable resource. The Web site can even process credit card gifts of up to $10,000 online, safely and securely, and the gift can be designated to specific installations and activities.

March 2010 P E R S P E C T I V E S | 19

The Status of the World – in 140 Characters or Less

By Robert Dozier Family and MWR Command Public Affairs

S

ocial Media has taken the world by storm.

Known to some as Web 2.0, Social Media is a revolution hoping to capture an untapped Internet market in this information era. That market is two-way communication between those who know, and those who want to know.

FMWRC has joined a growing core of Army organizations and leaders in the Social Media phenomenon.

In June 2009, FMWRC launched the FamilyMWR account on Facebook. During that same month, the FamilyMWR account on Twitter was also launched in a campaign to engage Soldiers and their Families, remote or isolated patrons of MWR, and the general public.

The World Wide Web was originally developed and funded by the U.S. military, and expanded by the U.S. National Science Foundation through academic sponsors.

The Internet went commercial in the 1990s and is competing strongly with other written and visual communication media.

In 1996, the Family and MWR Command established the Web site ArmyMWR.com as their online information domain. This has served both the MWR authorized patron, and the MWR employees throughout the United States and around the World, with as many as 1,000,000 page views a month.

Most of the networking functionality of the original Internet, such as message boards and list serves, were replaced with the advent of emailing capability. Now we have come full circle, expanding Internet usage as more of a networking tool. In 2003, a new Social Media site, MySpace, was born. This quickly captured the network imaginations of young

20 | P E R S P E C T I V E S March 2010

people throughout the world.

Since its inception, though, some believe MySpace has been permanently overtaken

by Facebook and Twitter as the dominant Social Media providers today.

Facebook was born from a college prank, or civil disobedience, (now referred to as a social experiment) and grew in popularity as a way for college students to network first with “friends” within their alma mater and eventually with friends anywhere within their generation. Facebook is now five years old and open to all citizens of the World over thirteen years old with a valid email address.

It has expanded to host fan pages for bands, musicians and other organizations, and has hundreds of millions of account holders, worldwide.

Twitter is three years old and in its essence combines Internet and cell phone technologies, allowing an account holder to update their “followers” on their whereabouts and happenings on a moment-to-moment basis. Twitter conveys and displays a maximum of 140 character “tweets”. This seems limited, but through hyperlinks, can provide a click-through to other online media: static web pages, images or videos.

This social media phenomenon may seem confusing. But the simple equivalent is walking up to the water cooler and joining in on a conversation with three or four others in your circle of friends and colleagues, or joining in on a discussion with your friends about an upcoming event. Social Media is, in effect, any scenario in which you can imagine yourself planning with your network of friends on any variety of topics, including what you might do together in the next few hours.

Now imagine the possibilities if there

were hundreds or even thousands of friends and acquaintances in your network that you could “talk to” instantly.

Imagine using that network of thousands to invite friends to an MWR event this same evening.

Social Media gives each individual and organization the power to find and join larger communities, and influence the discussion – to generate a social outcome of information, participation, performance and engagement.

Today, the U.S. Army and the Family and MWR Command realize some members of the population rely on Social Media to obtain information about Family and MWR programs and services. These people may not have immediate or free access to the Internet. Some may be in remote or isolated areas and only have access to a cell phone. In fact, a growing number of people, who have no access to newspapers or television, rely solely on their PDA (personal digital assistant) for news, information, entertainment and communication.

It may be hard to believe that there is a segment of our population and customer base who can only be engaged through Social Media, but Maj. Gen. Reuben Jones, FMWRC commanding general, is committed to seeing that these people are included in our “conversation.”

The Public Affairs Office of FMWRC has established various Social Media accounts: www.Facebook.com/FamilyMWR;www.

Twitter.com/FamilyMWR; www.YouTube. com/FamilyMWR; and www.Flickr.com/ FamilyMWR. Through these accounts we expect to expand our mission by reaching out to all of our customers, our Family and MWR employees and the general public.

Our tactics include offering original content

Follow, Friends If your organization or directorate is engaged in Social Media, or is planning to develop Social Media tools, the Headquarters Command Public Affairs Office wants to “Follow” or become your “Friend.” Cross linking allows your network to expand even further, as the command “retweets” and “crowd sources” items on your Social Media network.

This Social Media phenomenon may seem confusing. But the simple equivalent is walking up to the water cooler and joining in on a conversation with three or four others in your circle of friends and colleagues, or joining in on a discussion with your friends about an upcoming event.

The PAO is also available to assist in maximizing your use of Social Media. By regulation, Public Affairs is responsible for “all publicly accessible information,” and this includes Social Media and Web sites. Garrison staffs using Social Media are strongly encouraged to coordinate their efforts with the garrison public affairs office. Headquarters personnel using Social Media for official business must coordinate their efforts through the headquarters public affairs office.

For more information, contact your local garrison public affairs office, or contact Robert Dozier, HQ, FMWRC Webmaster, at Robert.Dozier1@us.army.mil or by phone at 210424-8396.

To visit the headquarters Social Media sites, visit: www.Facebook.com/FamilyMWR, www.Twitter.com/FamilyMWR, www.YouTube.com/FamilyMWR, www.Flickr.com/ FamilyMWR, and www.Twitter.com/MGReubenJones. All these sites are accessible through www.ArmyMWR.com.

Rob Dozier

which informs, and when possible, ties back to our Web site, ArmyMWR.com.

To engage, some employees are being invited to directly participate in their own names with these FamilyMWR Social Media accounts with information about what their directorate is doing. Social Media has been used, with positive effects in recent months, to generate “buzz” and votes for Operation Rising Star; to inform our customers about concerts, Soldier Show performances and other events; and to publicize internal events, such as changes of command and promotions within the command.

Some military installations, such as Fort Belvoir and Fort Sam Houston, are even using Social Media as a form of “emergency communication,” announcing gate closures and emergency weather broadcasts through Twitter to their “followers.”

Since all public Web content is the responsibility of the Public Affairs Office, all participation in Social Media is required to

be identified to the Chief of Public Affairs.

With Facebook and Twitter, this process is made easy through “friending and following” functions built into the network system, but the garrison or headquarters public affairs office must be informed of these efforts.

Subjects ripe for Social Media are the upcoming Soldier Show or Concert Tour schedules, new MWR facility openings or Garrison events. FamilyMWR expects to report on any notable subject whether inside their command or outside – as long as it honors the U.S. Army and conveys our message: “we care about Soldiers and their Families.”

Recently, for example, there was a discussion (known as crowd sourcing) of a spouse’s request for ways to support their newly recruited Soldier who was about to deploy. She initially posed her questions directly to the command through ArmyMWR.com. While subject matter experts were sought to provide an “official”

answer, the public affairs office “crowd sourced” the questions by posting them on the Facebook and Twitter accounts, asking other spouses to offer suggestions. The result was a thorough, official and “grass roots” response to the spouse.

More importantly, that spouse is now connected to both the Twitter and Facebook communities, expanding her circle of friends to include hundreds (and eventually, thousands) of other spouses. She now has a resource at her fingertips to turn to with questions and to ask for support.

In addition to the FamilyMWR accounts, Maj. Gen. Jones has his own personal account on Twitter, and can be “followed” at www.Twitter.com/ MGReubenJones.

Followers are invited to offer praise as well as present ideas about how to improve what and how we deliver services to Soldiers and their Families… … in 140 characters or less.

March 2010 P E R S P E C T I V E S | 21

Earn College Credit

by Completing Family and MWR Academy Courses Dr. James Lewis Family and MWR Academy

T

he American Council on Education’s College Credit Recommendation Service has granted college credit recommendations to 30 courses provided by the Army’s Family & Morale, Welfare and Recreation Academy.

Colleges or universities may give students college credits for the courses, depending upon the institutions’ policy on credit transfers and the student’s academic specialty. Since 2001, more than 230 Academy students have received college credit for both online and classroom courses.

A team of college and university professors selected by the American Council on Education reviews Academy’s courses, usually once a year, and recommends those that meet college-level standards. The review team examines the instructors’ academic qualifications, textbooks, student guides, instructor guides, examinations, grading criteria, sample student essays or projects, academic policies, classrooms, facilities, audiovisuals, library resources, and student records maintenance.

Transferring Academy course credits to colleges or universities adds economic value for the student, potentially saving thousands of dollars in tuition costs for Family and MWR Command employees. Since many FMWR managerial positions require a college degree, the credit transfer may assist them in career progression.

“I believe everyone should take advantage of ACE program at the Academy,” said Willis Wheeler, one of the first graduates who obtained 16 credits from a receiving university and earned his BA in 2003. “This is a great program and I am the proof that it does work.”

22 | P E R S P E C T I V E S March 2010

Maria Heins, another early Academy graduate who earned her B.A. in 2008, recalls “The university limited the number of courses and gave lesser number of credit hours per course than ACE had awarded.

Yet, it was worth the wait, every credit hour I received brought me closer to my goal of getting a bachelor’s degree.”

“For 21 years, I spent nights and weekends working towards my goal of earning higher education,” said Terri A. Shambach-Green, whose college journey took her many years and many continents and ended with her earning her B.A in 2007. “I earned 15 credits toward my degree through the FMWR Academy.”

To some Academy graduates, the prospect of meeting the college degree requirement for a manager position or obtaining one after earning their college degree accelerates their college completion.

“My immediate supervisor said that I needed a BA degree for my new position,”

said Robert Frace, who earned his B.A. in 2008. “I kept putting off and not completing the degree. I could not wait any longer.”

“I was being considered for a management position,” stated Mercedes Acuna, who earned her B.S. in 2008. “I felt motivated once more. The best part was I found a college that allowed me to transfer all of my credits making me that much closer to the finish line! In fact, my last six credits were from the FMWR Academy. That was awesome.”

College credit recommendations also add value to the Academy, its faculty, to the receiving colleges or universities and to the Family and MWR Command.

To the Academy, obtaining college credit recommendations adds prestige as a recognized national institution of higher learning. To the faculty, they provide external validation that their courses meet college or university-level quality standards. Colleges and universities, too, receive a steady

TWO BIRDS, ONE STONE Taking a professional development course at the MWR Academy could bring employees one step closer to a college degree. Thirty Academy courses, both online and in the classroom, are eligible to be transferred as credits towards an undergraduate or graduate degree.

Accepting the credit recommendations is up to the receiving university or college, and their policies vary, so not all accredited courses may transfer. Check with the university or college admissions or degree counseling office for more details.

The following Academy courses are accredited and may be transferable:

stream of focused, mature, disciplined and motivated applicants who, unlike applicants straight from high schools, will pursue college education seriously- a desirable trait that college or university professors expect for academic success.

To the command, the college graduates add knowledge-based employees who have the potential for providing better customer service, making smart decisions, achieving better performance results and staying with the Army.

The FMWR Academy maintains a record of all graduates who transferred credit recommendations to colleges or universities since 2001. After the initial spurt when the Academy first received college credit recommendations for select courses, there was a decline in the number of graduates transferring them. As the number of courses with college recommendations increased, so did their transfer to colleges or universities. Since FY 2007, the trend changed significantly upward. Viewed from the historical angle of the total number of courses transferred, the trend line appears to be moving higher (see Figure 1).

The total number of students and the total number of college credit hour recommendations eligible to be transferred are also steadily on the rise since FY 2007.

These numbers reached a peak during FY 2009. As of May 31, the FMWR Academy’s 28 graduates transferred 61 courses and were eligible to receive 143 credits from colleges or universities.

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ACS Army Family Action Plan Program Management ACS Army Volunteer Corps Program ACS Employment Readiness (ERP) Management ACS Exceptional Family Member Program ACS Financial Readiness Program Management ACS Mobilization and Deployment Program Management ACS Relocation Readiness Program Management ACS Soldier Family Assistance Center Program Management Applied Financial Planning (A suite of 4 courses) Army FCC Online for Directors, Providers & Central Enrollment Registry (CER) B.O.S.S. Orientation, Administration and Budget Management Business Operations Division Chief Business Program Management and Leadership Child and Youth Services (CYS) Mobilization and Contingency Commercial Sponsorship CYS Program Management for Center Directors CYS Program Management Training and Curriculum Specialists (TACS) CYS Program Management Training and Programming Specialists (TAPS) Executive Development for Directors of Family and MWR Executive Development for Marine Corps Community Services Senior Leaders Executive Leadership and Management for FMWR Division Chiefs FMWR Budgeting in NAF System and FMWR Budgeting in the APF Support Introduction to Sport Management (A suite of 4 courses) Leadership and Management for ACS Directors Management for Golf Course Superintendents Marketing Management Marketing Plans for Activity Managers Blended Family and MWR Basic Management (Version 2) Family and MWR Basic Management (Correspondence) Multi-program Managers Course Non-appropriated Fund Acquisition Management Non-appropriated Fund (NAF) Basic Contracting Non-appropriated Fund (NAF) Contracting Basic Programming and Special Events Recreation Division Chief’s Leadership and Management Recreation Program Management and Leadership Sports History, Theory and Tournaments Supplemental Program Services and Family Child Care Directors’ Course Youth Services Managers’ Course

For an updated list, visit www.mwraonline.com, click on College Credits / CEUs. March 2010 P E R S P E C T I V E S | 23

Inclusive Recreation Training for Recreation Professionals

By Rob McIlvaine Family and MWR Command Public Affairs

“I

nclusive Recreation for Wounded Warriors,” a firstof-its-kind training program for military recreation managers, began last year at Penn State’s University Park campus.

So far, 150 professionals from the Army, Air Force, Navy and Marine Corps have been trained. The classes have been so well received that this year’s seats are already filled. Space for the final year of the contract – through 2011 – is expected to fill just as quickly.

“The program provides the knowledge, tools and resources recreation managers need to integrate active-duty wounded warriors into their existing recreation programs,” said Ruth Ann Jackson, executive director of Penn State Hospitality Leadership Institute, and co-principal investigator of the project.

“This is huge, ground-breaking stuff,” said Kortney Clemons, a former Army medic injured by an improvised explosive device while carrying a fellow Soldier to safety in Baghdad in February 2005.

Clemons, a 2008 graduate of Penn State with a degree in Therapeutic Recreation and a minor in Family Studies, currently is in management training with the Paralympic Division of the U.S. Olympic Committee in Colorado Springs, Colo.

“Thanks to the training I received, I’m able to help other Wounded Warriors as they are discharged from military hospitals out into the real world. Inclusive training for recreation managers is crucial in helping Soldiers make that transition.”

After losing his leg, Clemons spent nearly 10 months in rehabilitation at Fort Sam Houston in San Antonio, Texas, but never felt out of place because of all the other injured Soldiers at the hospital.

“When I attended classes at Penn State, though, it was a big adjustment getting 24 | P E R S P E C T I V E S March 2010

around with so many young adults who were not injured and didn’t understand. Inclusion recreation became a big issue and helped me to get on with my life.”

Injured military personnel returning from Afghanistan and Iraq since 2001 now number more than 75,000. During previous wars, these men and women might have been discharged or retired. This is no longer true.

Current military policies permit wounded warriors to remain on active duty.

“The need for providing inclusive recreation services for active duty wounded warriors is more important now than ever before,” said Tammy Buckley, instructor and Certified Therapeutic Recreation Specialist at Penn State University, and co-principal investigator.

Prior to joining Penn State, Tammy worked in the areas of stroke, amputation and spinal cord injury and was instrumental in developing spinal cord injury protocols for therapeutic recreation service delivery in medical rehabilitation as clinical supervisor at the National Rehabilitation Hospital in Washington, DC. In her role as Project Manager on Penn State Training Projects for the MWR Academy (http://www.mwraonline.com/ aboutus.asp), Tammy and her husband, Penn State Instructor Ralph Smith, now retired, collaborated with the School of Hospitality Management and Outreach’s Management Development Programs and Services to develop a customized four-day prototype course that was presented to the

Department of Defense and Department of Veterans Affairs in the fall of 2007.

“Inclusive Training for Wounded Warriors” was greeted with enthusiastic welcome.

Mike DeRose, a recreation specialist at Fort McPherson, Ga., attended the prototype course. He noted how recreation staff at most garrisons are seeing wounded warriors return from the Army’s areas of operations, and the need to be prepared to provide recreation support to these Soldiers.

“Most recreation specialists don’t have a background in therapeutic recreation, so this training will teach us how to include all of our returning Soldiers in our programs.”

Aaron Goodman, director of outdoor recreation at Fort Campbell, Ky., stressed that recreation programs improve the state of mind, health and general well-being of wounded warrior.

“These programs allow individuals to have an outlet to share their experiences and emotions in a positive environment.

Families have the opportunity to share in an experience together, some for the first time,” Goodman said. “This creates a great opportunity for the Family to reconnect.”

The overall purpose of the course is to train MWR staff on methods for integrating wounded active duty military personnel in existing MWR programs and services through appropriate adaptations and modifications.

“For example,” said Buckley, “military personnel with amputations may require

Active participation in MWR services can benefit the wounded warrior by promoting psychological health and wellness and increasing combat readiness. It also reduces incidents of suicide and destructive behaviors associated with PTSD such as substance abuse and secondary problems, such as domestic violence, social isolation and depression.

Recreation staff at most garrisons are seeing wounded warriors return from the Army’s areas of operations, and the need to be prepared to provide recreation support to these Soldiers.

different prosthetic feet to rock climb, stabilization straps to lift weights, or flotation aids to swim. Those with posttraumatic stress disorder (PTSD) who experience adverse reactions to crowds and loud noises may need recreation activities structured in quieter settings.”

The course, aimed at recreation personnel across all branches of service, will increase understanding of the characteristics of various physical and psychological conditions resulting from war. These conditions include PTSD, amputation, spinal cord injury and traumatic brain injury.

“Additionally, course participants will learn how to modify activities, how to create accessible programs, and learn about recreation-related adaptive and specially designed equipment that may facilitate full engagement in MWR programs and services,” Buckley said.

“Further implications for inclusive programming rest with the 40% (and rising) number of Operation Iraqi Freedom personnel who have or may acquire PTSD,” Buckley said. “This, coupled with the knowledge that the incidence of PTSD increases with the number of deployments, highlights the need to pay particular attention to those returning personnel who may be exhibiting signs of PTSD.” Given that PTSD sometimes goes unreported by returning personnel, the need for MWR personnel to be able to recognize the signs of PTSD and respond appropriately is imperative.

Although this course at Penn State might be “scratching the surface,” it’s already causing ripples throughout the recreation community.

“Following the Inclusive Recreation Training prototype course at Penn State,” Goodman said, “I gained a better understanding of the entire picture on inclusive recreation. As a result, I’m working on developing a global communications network for military inclusive recreation so we can connect everyone on inclusive recreation programs for injured service members and their Families.

“We have many people out there doing great things for injured service members and their Families and many others who want to get involved. This network (Military Therapeutic Recreation Network) will give

folks the chance to share programs and ideas, as well as help others start programs or answer questions,” Goodman said.

Active participation in MWR services can benefit the wounded warrior by promoting psychological health and wellness and increasing combat readiness. It also reduces incidents of suicide and destructive behaviors associated with PTSD such as substance abuse and secondary problems, such as domestic violence, social isolation and depression.

“Many wounded warriors want to go back to enjoying the sport or activity they did before they were wounded, and if this is not possible, then they try to explore possibilities that might be a good substitute,” Buckley said.

This is where the recreational professional can again help out.

“Inclusive Training for Wounded Warriors” also complies with the Americans with Disabilities Act and supports the President’s commitment to provide premiere care to military personnel and veterans.

“Many MWR recreation managers at military installations lacked the necessary training regarding disability and approaches to including wounded warriors in existing MWR programs and services,” Buckley said.

“Because MWR professionals are in a unique position to assist with readjustment to community life on the installation, it’s important they’re able to recognize the unique needs of military personnel with war related injuries, and be able to take the

initiative to assist wounded warriors with healthy reintegration into daily community and Family life.”

“The Army has been very receptive and tremendous in working with us. Their willingness to partner with Penn State has made this a seamless partnership and can only benefit our wounded warriors, their Families and friends, and the DoD,” Jackson said.

These four-day (32-hour) classes are designed to train assistant managers, managers, recreation division chiefs, and other support personnel in the MWR Recreation arena.

Through a variety of small group work, guest speakers, instruction, assigned readings, multi-media and hands-on activities, students will learn how to successfully adapt, design and/or modify their recreation programs in order to promote greater inclusion and participation of wounded warriors.

Students will also develop an “Inclusion Action Plan” to implement upon return to their installations.

In addition to this training that will be provided through 2010, Buckley and her colleagues have also developed a training program for front-line MWR employees that can be delivered on-site, directly to the installations.

For information on the IRWW program on campus or to schedule an on-site training program , please contact Tammy Buckley at tbsmith@psu.edu, or 814-867-1756.

So far, 116 MWR professionals from the Army, Air Force, Navy and Marine Corps have been trained. Injured military personnel returning from Afghanistan and Iraq since 2001 now number more than 65,000. During previous wars, these men and women might have been discharged or retired. This is no longer true. Current military policies permit wounded warriors to remain on active duty.

The overall purpose of the course is to train MWR staff on methods for integrating wounded active duty military personnel in existing MWR programs and services through appropriate adaptations and modifications.

The course, aimed at recreation personnel across all branches of service, will increase understanding of the characteristics and contraindications of various physical and psychological conditions resulting from war. These conditions include PTSD, amputation, spinal cord injury and traumatic brain injury.

The four-day (32-hour) classes are designed to train assistant managers, managers, recreation division chiefs, and other support personnel in the MWR Recreation arena. Through a variety of small group work, guest speakers, instruction, assigned readings, multi-media and hands-on activities, students will learn how to successfully adapt, design and/or modify their recreation programs in order to promote greater inclusion and participation of wounded warriors.

March 2010 P E R S P E C T I V E S | 25

Suicide Prevention Training shouldn’t be taken lightly

By Keri McPeak Fort Campbell Family and MWR Marketing

A

t this point, all Family and MWR employees, DoD Civilians and Soldiers should have completed the most recent round of mandatory Army-wide suicide prevention training. Many of those trainees probably thought to themselves ‘this is great training, but I will never need to utilize it.’

But people closer to our daily lives than we might think are in need of help, have contemplated suicide, or even tried to commit suicide. Just recently, an MWR employee at Fort Campbell put the suicide prevention training he received to use and potentially saved a life.

Jeremy Hayes, business manager of the Fort Campbell Riding Stables and Dog Kennels, was communicating through email on a regular basis with a patron whose horse is boarded at the facility. The patron, an active duty Soldier who was deployed at the time, was concerned about his horse while he was deployed, and asked Hayes to keep him informed.

During the course of their communication, Hayes observed a change in the tone of the emails which caused him

concern. Having participated in the recent suicide prevention training, he knew that acting uncharacteristically is a danger sign.

Jeremy initiated the “A” and “C” in A.C.E by caring enough to ask the individual if he planned to kill himself.

Because of the distance, the E (Escort) in A.C.E. was not an option for Hayes, but doing nothing was not an option, either.

Thankfully, the simple act of asking was enough. The Soldier did not respond to him for several days, but finally admitted he was having difficulties, and that he was receiving the help he needed to overcome and persevere.

Hayes continued to communicate with the Soldier and assured him there was nothing to worry about when it came to the care of his horse, and that he was there for him if he wanted to talk. The Soldier made it safely back to the states, and Hayes reports the Soldier is doing well.

For his efforts, Hayes received a star note from the commander for his valiant and courageous effort. According to Mr. Hayes, that was just the icing on the cake. He is truly glad and thankful that the Soldier is still here with us at Fort Campbell.

A.C.E. the suicide prevention test Ask, Care and Escort is the Army-approved model for peer intervention, and provides an easyto-remember acronym that describes the steps to take if you suspect someone is contemplating suicide.

(A) sk “are you thinking about hurting or killing yourself?”

(C) are enough to actively listen, to understand, and offer to help.

(E) scort the individual to a chaplain, behavioral health specialist, or someone who can provide direct, professional assistance.

For more information and training guides, visit http://chppm-www.apgea.army.mil/, or contact your local center for health and preventive medicine.

For other resources related to suicide prevention, visit www.armyg1.army.mil/hR/suicide.

26 | P E R S P E C T I V E S March 2010

The Army suicide prevention chain-teaching briefing includes an interactive video, suicide prevention tip card and an “ACE” of hearts guideline on how to help a buddy who might be considering suicide.

This story exemplifies why these training programs are mandatory, and why they occur annually. Mr. Hayes does not regularly deal with large numbers of Soldiers on a repeated basis. He doesn’t work for ACS, where he comes in contact with Soldiers and Families in need, or with a chaplain or directly with an active-duty unit. There was no reason to believe, as he attended the training, that he’d ever need to remember what A.C.E. stood for.

In today’s military, every Family and MWR employee needs to be alert for signs of stress in the Soldiers and Families we serve, in each other, and in ourselves.

Do not be afraid to directly confront the individuals and offer support to help them to become mentally, physically, and spiritually whole. Being there for someone in need takes courage.

Ask, Care enough to listen, and provide an Escort to a professional who is trained to counsel the person in need.

March 2010 P E R S P E C T I V E S | 27

MAKE YOUR NEXT EVENT

SPECTACULAR with these simple planning tips

By Kristen Kea Family and MWR Command Special Events 28 | P E R S P E C T I V E S March 2010

GeNienne Samuels (left) announces Army spouse Lisa Pratt (third from left) of Fort Carson, Colo., as the winner of the 2009 Operation Rising Star singing contest at Wallace Theater on Fort Belvoir, Va. Runner-up Capt. Donald Williamson (second from left) moves to give Pratt a congratulatory hug alongside co-host Victor Hurtado. Photo by Tim Hipps

E

veryone’s an event planner. Whether it’s your kid’s birthday party, a retirement luncheon for a colleague, an anniversary celebration for your parents or just a get together with friends; event planning is part of what we do socially all the time.

The key to a successful event is to know the target audience and work within the given resources; it sounds simple enough. But what if your target audience has champagne taste and you have a beer budget? Sound familiar?

In today’s cost culture environment, working with partners at every level of event planning is critical to the overall success of events.

Determining what the local civilian community already provides in the way of events and celebrations throughout the year is a challenge for many event planners. The local military community should to enhance-- not compete-- with those events. Garrison special event planners that work with their community parks and recreation, chamber of commerce and other community organizations provide a win/win situation for both the military and civilian communities.

When the time comes to host a gala event or a special party, having a good plan in place, with enough time to execute, will make your event a success.

Following are five steps that can help you plan your next event, whether it’s a get-together with friends or a post-wide celebration:

BRAINSTORM THE POSSIBILITIES.

This is the fun part of event planning; trying to come up with all the possible ideas.

Brainstorming works best if you have representatives from all the shared activities that will be represented in the event. Don’t rule out ‘stolen ideas’ –tailoring an existing campaign or event to suit your needs can increase your event exposure without you having to reinvent the wheel. Just make sure you are aware of royalties and trademarks to keep yourself out of trouble. Having a representative from the legal staff at the brainstorming session can guide you before you spend too much time heading down a dead-end path. Make sure you give your brainstorm team the event objectives and goals to kick off your brainstorm session and keep it going in the right direction.

“START WITH THE END IN MIND.” (This step is borrowed

from Stephen Covey, author of 7 Habits of Highly Effective Leaders... an example of not re-inventing the wheel!) What’s the goal of your event? To increase foot traffic, generate sales, provide awareness, recognize accomplishments? Some are easier to accomplish than others, but writing down your goal in terms of a measurable outcome will provide you with a basic guideline and help you sell your event to your senior leadership. If partnerships are involved, make sure you know everyone’s measurable goal, so you know if you met their expectations.

PLAN, PLAN, AND PLAN. As the quote goes, “the devil is in the details.” This couldn’t be truer than in event planning. Getting

into the weeds of your event plan early on will pay off dividends on the event day. Event planning works best when you can share event plans with co-workers, contractors, or vendors that have some experience with what you are working on. Don’t be afraid to ask for technical advice early on. Inevitably, something will go wrong the day of your event but proper planning will help you minimize the impact on event day. “Never tell your audience what they don’t know.” If the original plan was that the ice sculpture was to be an exact replica of the new building and it turns up as a swan (even after several confirmations), go with it anyway. There’s time to resolve the contracting issues later, but for now, your hundreds of guests don’t need to know any different. Adjust to the new plan and be flexible.

ATTRACT SOME BUZZ.

Getting the word out about your event and getting participants excited about their participation is an often-missed opportunity. In today’s electronic environment, getting your message in front of your target market has become a real challenge with all the current IT security restrictions, but it is possible. The voting window for “Operation Rising Star,” which recently collected 40,000 votes during a 20 hour window, is an example of prior planning and partnerships coming together for a successful event. Working in partnership with Army Knowledge Online (AKO) allowed FMWRC the opportunity to create audience-generated content while utilizing an existing resource. Getting your event message to be viral – passing from one person to another through the internet or word-of-mouth – requires some up front tactics, but the rewards will be worth it when you surpass your benchmark goals. Delivering your event message via the FMWRC social media sites can be a great vehicle to get your message from customer to customer. To get an idea of some of the new social media tools at work, log onto www.OpRisingStar. com and check out the ‘You Tube’ video promoting this year’s call for contestants.

INFORMATION IS POWER. The more your event volunteers

know about the event layout, schedule and details, the more empowered they will be to provide directions and answer questions from guests at your event. There can never be too much information given, and sharing will only create a more effective event staff. Make sure you schedule a pre-event walk-through with your event staff and allow for enough time to answer questions and any concerns that might come up. After the event is over, make sure you capture your volunteer’s opinions and ideas about how to make your next event even better. A team after action summary about the event dynamics is one of the best tools for outlining your way ahead for future events. Not only can you make improvements for next year’s event but you can draw upon lessons learned for other projects that come up. Sharing your event and/or campaign plans with others within the command can also serve as a means to grow your event exposure. To get your directorate’s event information cross promoted throughout the command, contact your Marketing Account Manager for collaboration.

March 2010 P E R S P E C T I V E S | 29

Redstone Arsenal Moves Excess Inventory Online

By Redstone Arsenal Family and MWR

T

he closets and storerooms at Redstone Arsenal’s Directorate of Family and Morale, Welfare and Recreation were overflowing.

They needed to make space, but wanted to do so in a way that boosted the bottom line.

“We had a lot of items that no one in the southeast region wanted, and some that people would consider junk, but you know what they say about one man’s trash,” said Francine Stone, IT Systems Analyst and Business Development Manager.

The Redstone Family and MWR Directorate set out to sell those items to anyone interested in buying them. It took several attempts to get it right.

First, they tried a warehouse sale. All the activities gathered their leftover items in one warehouse for a one-day sale to the Redstone community. Customers began lining up at four o’clock in the morning, and by six o’clock all of the items had already been tagged. Customers who had been waiting were being forced to go home empty handed. It was frustrating for customers and MWR employees alike.

“We even had to break up a couple of arguments that almost came to blows,” said Stone. “So our leadership went back to the drawing board and came up with another option.”

The second attempt was a bit more successful. A silent auction took place at the same warehouse. Everyone had the opportunity to bid on each item. The bids were to be compiled after the auction was over, with the winning bidder taking home the item.

However, the devil is always in the details. At the end of the day there were thousands of pieces of paper with bids on them to process. Each bid had to be manually entered into a database created by the IT 30 | P E R S P E C T I V E S March 2010

department. The entire IT department and other employees from the Directorate spent hours logging in bids. In the meantime, many of the bidders were calling and stopping by headquarters to ask if they had won their items, once again, making customers unhappy.

“I knew there had to be a better way to do this,” Stone said. “I thought I might have the answer, and it was already an existing, successful auction system.”

Since 1997 the world has been selling its unwanted items on Ebay.

“So why not FMWR?” Stone wondered.

The only real question…was it legal? After consulting all of the regulations and seeking advice on the subject from the legal office, the Redstone Family and MWR Directorate got the green light.

Outdoor Recreation was the first activity to turn over items to be auctioned. The first

listing went smoothly, and the auction ended with everyone on both sides of the deal smiling.

“Ebay has been successful for Outdoor Recreation since the very first auction, I was thrilled with the results,” said Bill Moreland, Activity Manager for Outdoor Recreation.

“The best part is that we receive money for our old items that we wouldn’t have gotten before, so we can make even more upgrades to our equipment for our Soldiers and Families,” Moreland said.

Each auction consists of locating the items, cleaning and photographing them, posting the listing, monitoring the activity, answering questions and then completing the transaction. It has become such a hugely successful endeavor that a full-time employee has been hired to monitor it all.

Now the closets and storerooms are no longer overflowing – but that bottom line is.

B EF O RE YO U B E G I N AU C T I O N I N G O F F T H AT O L D M ERC H A N D I S E …

Be sure it’s legal. Some property cannot be auctioned or sold, and must be turned into the installation property office. If it was ever associated with a hand receipt, it’s not eligible for resale. Work closely with the installation legal office.

Be prepared. The site will receive questions from potential buyers, and a lack of response not only hurts the potential sale, but can get you “flagged” on the auction site. Someone needs to monitor the auction and be responsive to bidders.

Set a minimum bid. Know what it costs you in manpower and resources to prepare the item for sale, and don’t let it go for less than that. While there is arguably some “value added” in cleaning out an old closet, it may simply be cheaper to drop it off at a charity.

Coordinate with other activities on post. If there’s a thrift store, and annual post-wide yard sale event, or some other similar activity, check into using that venue, first. Though using the site is free, prepping, monitoring and shipping items once sold all require valuable resources.

Fort Campbell Turns a Good Idea into Good Television

By Melissa Wells Fort Campbell Family and MWR Marketing

L

ora Delgado, MWR Audio/ Visual Production Specialist, has found her niche. With the development of a weekly television show as well as several highly praised videos, Ms. Delgado has added a whole new dimension to the MWR Marketing Department at Fort Campbell, located in Kentucky and Tennessee.

Lora has been an MWR employee for over 10 years. She began her career at MWR in 1999 as a Publicity Assistant, and in 2003 was tasked to make commercials for MWR facilities with the Command Visual Information Center (a section of Directorate of Information Management, now NETCOM).

Because of workload limitations, they offered Lora the use of their self-help video editing suite and loaned her a camera to help her get started. Lora began shooting footage for commercials. The next step was a video editing computer program and she began editing and making the commercials in her office.

From those 30-second commercials, the word spread and she soon began making customer training videos for the riding stables, equipment rental videos for Gearto-Go, and employee orientation videos.

In March 2008, MWR Marketing, under the leadership of Melissa Schaffner and the audio/visual direction of Lora Delgado, began producing a 30-minute television show, MWR Life on Air. They started by renting a local studio to shoot the television show with a virtual set, but in December, 2008, an office was converted with a green screen to allow the show to be produced in the MWR offices.

The show airs daily on Charter Cable TV Channel 6 in Clarksville, Tenn. at 6 p.m. and twice daily, at 12 noon and 4 p.m., on Fort Campbell’s Command Channel 9. The

show airs on Charter at no cost to MWR because of a sponsorship agreement which allows Charter to sell eight minutes of commercial air time during the 22-minute show.

This deal came about because Marty Sims, MWR sponsorship manager, was asked by Charter to air the show on their Community Access Channel. She negotiated the time slot, the additional On-Demand availability, and commercials to advertise the show, all at no cost to MWR. This gives the cable company an opportunity to sell airtime to businesses who have an interest in reaching the military audience. USAA is an ad buyer as well as other local businesses.

The department now has three cameras, editing software, and the ability to produce complete shows as well as special projects on site. Since 2004, nearly $24,000 has been invested in video production equipment.

Delgado has received special recognition for several of her projects, her dedication and hard work. She was nominated for the 2009 Civilian Employee of the Year for Fort Campbell in the Specialist category, and her production for Spouse Appreciation Day Video was viewed at the highest levels and placed on the Army MWR web page.

She also produced a video entitled “Shining Moments,” spotlighting installations across the globe, which was shown at the FMWRC Awards Banquet at their annual conference in 2008.

“I never planned to be in this field, and now I can’t imagine doing anything else,” Delgado said. “I love to learn new things, and in this industry, things are always changing. That keeps it interesting.”

“Lora is truly a superstar,” Melissa Schaffner, MWR Marketing Manager at Fort Campbell, said. “This television show has been a great team builder for our department under Lora’s guidance

as a producer and director, but everyone has made a valuable contribution toward its success. We are constantly improving our product and we really enjoy using this medium to reach our Soldiers, their Families and our communities nearby.”

Over the years, plenty of lessons have been learned.

“The show ran consistently, without re-runs, during the first season,” Delgado said. “With a weekly deadline of having a new show ready, I found myself slowly burning out. Once I accepted the fact that a re-run is okay and started to plan re-runs around my annual leave and other times when workload was high, the anxiety went down and production values went up.

Every TV show is different, she said, but on average it takes four business days to complete one after visiting about three or four locations. But on a perfect week of production, three or four interviews are shot on Monday and Tuesday. On Wednesday, editing is completed with Thursday used for viewing of rough cuts and making changes and the outputting process, such as color correction and audio sweetening.

“Normally, I first come up with the script and story board while also deciding if I’ll use on-camera talent or a voice-over. We have some great voices in the building I can use.

And then I decide on background music.

Once the footage is shot, editing can take me as little as 60 minutes. The most time consuming part is the planning,” Delgado said.

“If I produce a show for the web, the deadlines are not as threatening because they are not contract-driven,” she said.

All the shows, dating back to the premier in March 2008, are available on the installation’s Web site, www. fortcampbellmwr.com. Episodes are also posted through a link on their Web page at www.facebook.com/FortCampbellMWR. March 2010 P E R S P E C T I V E S | 31

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