How-To Program Guide for Army Family Covenant Functions by nqw14076

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									How-To Program Guide for
 Army Family Covenant
       Functions




                           2008.06.18
Introduction:


In October 2007, Army Leadership unveiled the Army Family Covenant. The
Covenant communicates the Army’s commitment to provide the Army Family with
a quality of life that honors the sacrifices our Soldiers and their Families make to
protect America’s Freedom.

The Family and MWR Command (FMWRC) recommends garrisons capitalize on
local events (i.e. Soldier Show, Army Birthday Celebration, Town Halls, etc) and
conduct a strategic communications function to promote the Army Family
Covenant.

The intent behind the function is to showcase garrison accomplishments and
initiatives that are making the Army Family Covenant a reality.

This document is a guide for garrisons to use in executing a successful function
to “tell success stories” at your respective installations. If you have any
questions on the development and execution of the function, please contact the
FMWRC Marketing points of contact below.


Marketing Account Manager                 Marketing Visual Design Manager

POC: Jen Rondez                           POC: Edward Griffin
Telephone: 703-681-5278                   Telephone: 703-681-7486
DSN: 761-5278                             DSN: 761-7486
Fax: 703-681-7353                         Fax: 703-681-7440
Email: Jen.Rondez@us.army.mil             Email: Edward.Griffin2@us.army.mil


Senior Marketing Manager                  Acting Marketing Director

POC: Karen Waters                         POC: Kristen Campbell
Telephone: 703-681-5275                   Telephone: 703-681-5273
DSN: 761-5275                             DSN: 761-5273
Fax: 703-681-7440                         Fax: 703-681-7440
Email: Karen.Waters@us.army.mil           Email: Kristen.Campbell@us.army.mil
Background/Overview of the FMWRC test pilot Army Family Covenant
outreach initiative in conjunction with the Soldier Show:

The first FMWRC Soldier Show Reception was hosted on Saturday, 12 April
2008 in the Wallace Theatre, Fort Belvoir, Virginia. The 45 minute progressive
style reception ran from 1815-1900 before the Soldier Show performance
scheduled at 1930. The program areas featured at the reception included:
Standardizing and funding existing Family programs and services; Increasing
accessibility and quality of health care; Improving Soldier and Family Housing;
Ensuring excellence in schools, youth services, and child care; Recreation and
Quality of Life; and Expanding education and employment opportunities for
Family members. A large poster of each program was produced and placed in
and around the Wallace Theatre. Each station was staffed with Subject Matter
Experts (SMEs) who discussed and highlighted key accomplishments in their
respective program area in support of the Army Family Covenant. In addition,
FMWRC provided food and beverages to guests. The reception was a
successful collaboration between FMWRC, Installation Management Command,
OTSG/Medical Command, and Office of the Assistant Chief of Staff for
Installation Management.


Three Step Process:
The Army Family Covenant function is a three step process. Step one is
knowledge and communication. Step two is planning and execution. Step three
is event evaluation.

STEP 1 – Knowledge and Communication
The intent behind the function is a strategic communications opportunity for
senior leadership to “tell the story” about how the Command demonstrates its
commitment in delivering the Army Family Covenant promise to Soldiers and
their Families.

The goal is to host a function to convey the messages and obtain maximum
attendance from the community to highlight the garrison’s achievements in
support of the Army Family Covenant.

STEP 2 – Planning and Execution
Planning
Identify key garrison staff managers to assist in the planning and execution of the
function. At a minimum, Marketing, Special Events, and Public Affairs should be
represented on the team. Marketing will be the lead on this effort with solid
collaboration from all garrison key managers. SMEs must be selected to assist
in staffing the different program areas. The SMEs will be the “program
ambassadors” in communicating the messages to attendees.

Leverage local partnerships to obtain the maximum potential of this opportunity.
Location
If the installation function is in conjunction with the Soldier Show, utilize the same
location or one within close proximity to where the Soldier Show performance is
being held.

Attendees
The function is open to all authorized MWR patrons and invited guests.

Program Stations:
There are six program areas during the progressive function. They are
Standardizing and funding existing Family programs and services; Increasing
accessibility and quality of health care; Improving Soldier and Family Housing;
Ensuring excellence in schools, youth services, and child care; Recreation and
Quality of Life; and Expanding education and employment opportunities for
Family members.

Each program area must have three components of the Army Family Covenant:
the Army Family Covenant signing poster; one specific program poster; and the
garrison input of that respective program area.

See illustration below:




Under each program (using the template provided with this toolkit), list the
installation Command accomplishments and/or initiatives that have been
executed or in the plans of being implemented at your respective installation.
Please collaborate accordingly with Program Managers before finalizing the key
items that will be featured on the installation poster board.

At the FMWRC VIP reception, Fort Belvoir accomplishments were highlighted to
complement the national initiative exhibit of the Army Family Covenant. The
Army Family Covenant poster cross-walked the Fort Belvoir display and
demonstrated the installation Command’s commitment. It provided the Garrison
the opportunity to showcase its actions in support of the Army Family Covenant.

Below are samples of the Fort Belvoir posters used at the FMWRC Soldier Show
VIP reception:




Catering:
Service of food and beverages is an option to be considered for the function.

Participating installations are given the flexibility to select one of two options:

   1.    For a quick and easy reception, recommend serving desserts and
        beverages.

   2. For more elaborate reception, serving hors d’oeuvres and beverages
      butler style is ideal for a small venue.

The key take-aways in hosting the reception are the opportunity to communicate
and deliver the Army Family Covenant messages and highlights of the Garrison’s
efforts in making the Covenant a reality.

Staffing:
Program Managers are key in delivering the messages to the community. These
different positions include the following:
   •   Event Coordinator – oversees all facets of the event

   •   Subject Matter Experts (SMEs) – assign two SMEs at each program area
       for maximum delivery of the Army Family Covenant messages. Both
       SMEs must be knowledgeable of all the materials being presented. To
       provide consistency in messaging, we suggest “talking points/script”
       consist of the top three accomplishments that provide the most value to
       the audience.

   •   Official Party – meet and greet the guests
           o Garrison Command Staff

   •   Welcome Committee
         o “Official Greeter” - welcomes the guests and provides a quick run
            down of what they are about to experience
         o “Event Operations” – responsible for the flow of guests from one
            area to another

   •   Program Ambassadors – provide support in all areas as needed

Execution:
A review with all key managers about the intent of the function; how the event will
run; and staff responsibilities prior to the event will ensure that everyone is
familiar with the overall expectation. The key to success is preparing for
expected and unexpected occurrences at the event.

A rehearsal is recommended to work out details of the event execution prior to
the actual event.

During the dry-run, each SME should be prepared to practice the delivery of their
respective program “talking points/script” in order of importance.

Included are samples of the talking points/scripts used by FMWRC SMEs.

Step Three – Event Evaluation

It is important to utilize research methods to measure the effectiveness of the
function and to obtain feedback from guests regarding their opinion about the
Army Family Covenant.

The following are possible mechanisms to conduct an evaluation:

   •   On-site questionnaire to be completed by guests

   •   Comments from event staff
   •   Feedback from SMEs

FMWRC is requesting a one-page event recap and event photos from the Army
Family Covenant function two weeks post event (form attached).

Send event evaluation to Ms. Jen Rondez, FMWRC Marketing Account Manager
via the following options:

Email: Jen.Rondez@us.army.mil
Fax: 703.681.7353
Mail: 4700 King Street
      Alexandria, VA 22302-4403
                           Talking Points/Script for
       Standardizing and Funding Existing Family Programs and Services


   •    Family programs at the Installation level are available through Army
        Community Service (ACS) and the Soldier and Family Assistance Center
        (SFAC).
   •    The Army Integrated Family Support Network (AIFSN) was created to
        establish and reinforce partnerships between Active Duty, Recruiters,
        National Guard, and Army Reserve support services, local and state
        community services and corporate America. Families can use a single
        portal at www.MyArmyLifeToo.com with links to the Guard and Reserve
        websites. The AIFSN goals are:
        a. To establish a unified approach to providing support to the
        geographically dispersed.
        b. To provide baseline services ranging from Information Referral and
        Follow-up, employer support for the Guard and Reserve, child care, legal
        assistance to Wounded Warrior/survivor programs.
        c. To standardize program training for all component staff, Soldiers and
        Family members.
   •    Provided 1,029 Family Readiness Support Assistants (FRSA) down to the
        battalion level to provide support to Family Readiness Group Leaders.
        The first initiative of the Secretary of the Army and the Chief of Staff was
        to have these FRSAs. They work for the respective commander and ACS
        supports them with Information and Referral and training.
   •    Increased hours of Respite Care from 16 to 40 for Families with
        exceptional Family members. Provided approximately $8M to support
        Families enrolled in the Exceptional Family Member Program (EFMP) with
        medical or education needs.
   •    Provided 477 Army Community staff positions to “right size” our ACS
        facilities to meet operational demands.
   •    Increased the number of Military Family Life Consultants (MFLCs)
        throughout the Army including Guard and Reserve. Placed an additional
        35 MFLCs at home and abroad.

Expanding education and employment opportunities for Family members
  • The Army Spouse Employment Partnership (ASEP) was initiated in Dec
     02 and provides employment to spouses by partnering with Fortune 500
     Companies and public service organizations that are located where
     spouses live and work. As of 30 Sep 07, ASEP Partners had hired over
     23,460 military spouses, with over 7,214 hired in the period Jul 06 to Jul
     07.
  • The Military Spouse Job Search website, www.msjs.org, was launched in
     Jul 05 as a portal for military spouse resumes and a place for ASEP
     partners and registered military spouse-friendly employers to post their job
     vacancies.
                             Talking Points/Script for
                Increasing Accessibility and Quality Heath Care


“We are committed to improving Family readiness by increasing
accessibility and quality of health care.”

Soldier Family Assistance Centers in the vicinity of medical facilities have
been established to provide one-stop assistance
• Administrative and financial assistance
• Assistance with coordinating government entitlements, benefits and services
• Providing information and assistance in obtaining non-governmental benefits
and services
    - A recent Warrior Transition Unit Survey found that Soldiers in Warrior
    Transition Units reported an increase in their ability to contact and talk with
    their PEBLO

Adapt health care systems to improve access and quality
• 35 Warrior Transition Units stood up (9,866 Soldiers) with singular focus of
Warrior healing and support to Army Families
    - The Warrior Transition Units implemented a TRIAD of Care, to include,
    Squad leader, Primary Care Managers, and Nurse Case Managers to
    manage the care of Warriors in Transition, and augments each Warrior
    Transition Units with Social Workers to address mental health
• 163 newly hired behavioral health providers adding 16,000 appointments per
month
    - Filling behavioral health contracts has proven to be very difficult in some
    market areas. The Medical Command will continue to work on filling all of
    these 275 behavioral health positions
• Increased primary care visits by more than 700,000 in FY07
    - Based on awareness campaigns, there has been an increase in breast and
    colon cancer screenings across the Medical Command
• 94% of patient appointments met access standards in FY07
    - The Army Provider Level Patient Satisfaction Survey (APLSS) indicated an
    improvement in patient satisfaction with Access to Care in 2008
• Hiring 30 new Army Substance Abuse Counselors

Enhance care for TBI/PTSD to ensure availability of mental health care
• More than 800,000 Soldiers received TBI/PTSD chain teaching (Jul-Oct 07)
    -The goal is to institutionalize this training program and to develop a military
leader module
• 10 TBI programs validated across MEDCOM to ensure high quality TBI care
    -The TBI program validation is intended to improve standardization and
quality of care
• Neurocognitive testing on > 50,000 Soldiers prior to deployment
   - Expect a DoD policy in July 2008 requiring pre-deployment testing for all
service members
• Advanced PTSD training for 180 Army mental health providers
   - Current MEDCOM behavioral health initiatives include training and
   education sessions at forums such as annual meetings of the America
   Psychiatric Association, publishing of articles and book chapters in the
   professional press, providing interviews and expert opinion on PTSD and
   suicide prevention in both the medical and mainstream media, and authoring
   and maintain the Army Medical Department behavioral health web site
   http://www.behavioralhealth.army.mil
   - Also conducted multiple outreach and education efforts to raise awareness
   of TBI, to include: exhibit booths and presentations at professional and
   industry conferences;
   - Brain Injury Awareness Fair on Capitol Hill; Brain modeling activities with
   middle school students at the National Museum of Medicine; Circle group with
   Colorado Brain Injury Association of America in Colorado Springs; and an
   Information booth at Walter Reed

Mitigate effects of deployments on children, spouses, and dual military
families
• Distributing 200,000 videos and training products to strengthen resilience in
military children and Families
    - Family mTBI Video
    - Preschoolers and parents “Talk, Listen, Connect”
    - 6 to 11 year olds “Mr. Po and Friends Discuss…Family Reunion After
    Deployment”
    - 12 to 19 year olds “Military Youth Coping with Separation: When Family
    Members Deploy”
• Working with many local school districts to support the needs of children with
deployed parents
• Expanded Battlemind training to include spouses. Battlemind products for
children are under development.
• Hiring 32 additional Marriage and Family Therapists
    - Relationship problems have been associated with behavioral health issues
and suicide

Mitigate effects of geographic isolation; leverage community-based
resources
• 9 Community Based Healthcare Organizations serving 1,513 Warriors in
Transition residing at home
• Increasing partnership with VA for improved seamless transition for separating
Soldiers
• Implemented enhancements to the TRICARE Reserve Select Program,
authorizing TRICARE Standard coverage for over 500,000 eligible members of
the Selected Reserve and their Family members
-The Army Medical Command utilizes subject matter experts to reach out to
civilian providers in an effort to increase awareness and improve care for the
Families of our deployed Soldiers
-The Army Medical Command is piloting telemedicine tools to overcome
geographic barriers
                Talking Points for Soldier and Family Housing

         “We are committed to improving Family readiness by improving
                        Soldier and Family Housing.”


Army Family Housing
   • Traditional Army Family Housing
      -- Consists of overseas and non-privatized Family housing programs.
      -- By the end of FY08 Army will have 29,000 government owned Family
      housing units of which 69% are located in foreign locations and 31% in
      the United States.
      --It is expected that by FY15 the number of government owned family
      housing units will be approximately 15,000 with 93% located in foreign
      areas and 7% located in the United States.

   •   Residential Communities Initiative (RCI)
       -- Housing Privatization gives the Army the ability to leverage private
       sector capital and best business practices, providing quality facilities and
       communities today that will be sustained throughout the next 50 years.
       --The RCI Program will include 45 installations with over 89,000 homes at
       the future planned end-state.
       --This will equate to 97% of all Army Family housing in the United States.
       --As of 31 March 2008, over 77,000 homes at 36 installations have been
       privatized.
       --Also as of 31 March 2008,13,823 homes have been built and another
       11,227 renovated.
       --All RCI newly constructed homes are Energy Star Compliant (only 5-
       10% built in the private sector are compliant).
       --Accessible Boundless Parks/Playgrounds have been built.
       --RCI was selected as a 2008 winner of the Urban Land Institute's Awards
       for Excellence: The Americas Competition is widely recognized as the
       land use industry's most prestigious recognition program.
       --Fort Belvoir received the Congress of New Urbanism Award.
       --The Hawaii project won the Project Finance magazine 2005 Project
       Finance Award for best public-private financing in North America.

   •    Leased Family Housing
        -- The Army will continue to lease Army Family housing in areas where
       on-post housing is insufficient or unavailable or where leasing is more cost
       effective than construction or other acquisition of housing.
       -- Family housing leases will continue to be a transitional mechanism for
       housing Soldiers and their Families until on-post housing and private
       development catch up to demand where significant force increases are
       experienced due to the Army Transformation and the Grow the Army
       initiatives.
    -- The domestic leasing program also includes Independent Duty leases to
    support geographically displaced Soldiers and Families from the US Army
    Recruiting Command, Cadet Command, and Active Reserve Component
    as these Soldiers are usually stationed distant from housing and other
    amenities normally associated with a military installation.
    -- The judicious placement and execution of Army Family Housing
    domestic leases is a significant factor in stimulating local development and
    easing the scarcity of adequate housing in markets significantly impacted
    by basing decisions.
    -- Foreign leasing of Army Family Housing is more economical than
    construction in many areas. In concert with the Global Defense Posture
    Realignment (GDPR), major Build-To-Lease projects are underway at
    Grafenwoehr, Germany (1,776 units) and Vicenza, Italy (215 units)
    -- Number of leases currently executed:
             Domestic = 2,672 Foreign = 6,276

•    Housing for Exceptional Family Member Program (EFMP)
     - Housing is an overarching quality of life issue because it is vitally
    important to the morale and well-being of Soldiers and their Families – it
    affects readiness of individual Soldiers, their units and organizations. One
    aspect of the EFMP program ensures that Soldiers with dependents who
    have fiscal impairments relocate to and reside in areas that can
    adequately treat impairments. Commanders must ensure that EFMP
    documentation is processed through EFMP channels to ensure housing is
    available to support individual EFMP needs housing needs current and
    gaining installations.

•    Americans with Disabilities Act (ADA) Compliant Family Housing
     -- For military Family Housing, at least 5% of the total inventory but not
    less than one unit of all housing will be accessible or readily and easily
    modifiable for use by persons with disabilities. Common areas such as
    parking, play areas, streets, and walks, and common entrances to multi-
    unit buildings and facilities will be designed and built to be accessible.
    -- Garrison Commanders may approve exceptions to waiting list policies
    under special circumstances such as extreme hardship, compassionate,
    or medical reasons.

•    Housing Service Offices and Automated Systems
     -- Approximately 67 percent of our Soldiers with Families reside in off-
    post housing. Army housing is refining and enhancing its housing services
    to satisfy this requirement and increase its visibility to, and recognition by,
    our Soldiers.
     -- Our Housing Services Office (HSO) is the point of entry for community
    and privatized housing. HSO-enhanced referral services include new
    methods of delivery.
       -- The Automated Housing Referral Network (AHRN) (www.ahrn.com) is
       an intensified collaboration with other housing relocation entities and
       installation housing offices that is sponsored by the Department of
       Defense (DoD). It is the provision of home-buying services.
       -- Army Housing OneStop (AHOS) is dedicated to providing local and
       community information for each installation in the Army. The highlight of
       the AHOS website is that several installations have welcome videos that
       provide introductory visuals and facts to what is to be expected upon their
       arrival.

Unaccompanied Personnel Housing (UPH)
   • The Army’s barracks investment strategy is to deal the Army’s barracks
     by immediately addressing Life, Health. or Safety (Triage), looking for
     ways to accelerate the Barracks Upgrade Program (BUP) and achieve
     basic quality of life by an amber rating.

   •    First Sergeant’s Barracks Initiative (FSBI)
        -- FSBI is a key component of the Army’s Barracks Strategic Plan
       approved in October 2007, and will standardize barracks management
       Army-wide.
       -- This program enhances single Soldier quality of life, reduces overall un-
       programmed single Soldier Basic Allowance for Housing, maximizes
       barracks utilization while reducing the number of Certificates of Non-
       availability and reallocates Soldier time from non-war fighting tasks.
       -- FSBI will provide top quality oversight and management of daily
       barracks operations, will manage and champion daily maintenance and
       repair requirements and schedule sustainment for long term viability. The
       program management and sustainment cost is approximately $106M/year
       starting in FY08.
       -- After a comprehensive pilot program at Fort Hood, TX, in FY06-FY07,
       implementation at other Army installations was expanded.

   •    Barracks Modernization Program (BMP)
       -- This fiscal year (FY08) the Army will have built or modernized 13,300
       barracks spaces for about $1.84 Billion.
       -- Currently has funded a total $9.4 Billion for permanent party barracks
       through FY07 and is funding $2.2 Billon in FY 2008 for permanent party
       barracks construction, renovation, and modernization.
       -- The way ahead is to replacement construction for Korea-era barracks,
       deficit construction, replacement of Hammerheads (1951-1953);”H” style
       (1954-1958); and Rolling Pins (1958-1968).
       -- These modern barracks will be constructed in the 1+1 standard and
       accelerate the buyout of common latrines.
       -- All newly constructed barracks are fully equipped with new furnishings.

   •   Training Barracks Program
       --The Training Barracks Modernization Program (TBMP) is funded for
       $6.4B Active Compenent (AC) trainees that will allow for 67,800
       Soldiers to get out of dilapidated and poorly configured barracks.
       --$548.8M have been programmed for the National Guard and
        Reserves Training Barracks.
       --Relocatables will continue to be used until the FY15 buyout.

   •   Operational Readiness Training Centers (ORTC)
       -- ORTC’s are needed to provide barracks for annual training and
       Mobilization.
       -- The strategy is to demolish WWII-wood facilities as ORTC
       complexes are constructed.
       -- Funding has been programmed for FY09-13 totaling $403.0M for
       MCA, MCAR and MCNG projects.

   •   RCI Privatized Senior Enlisted Unaccompanied Personnel Housing
       --The Army has expanded the RCI model to include Unaccompanied
       Senior Enlisted/Officer Quarters (USEQ/UOQ) apartments at 5
       installations to the shortage of adequate/affordable off-post rentals.
        --5 on-post apartment residential communities (Fts Irwin, Drum, Bragg,
        Stewart and Bliss) have been approved for single senior Soldiers (SSG
        and above including officers).
        -- This program includes a total of 1,396 1 bedroom/1 bath and 2-
        bedroom/2-bath apartments (total of 1,804 accommodations/bedrooms).

   •   Warrior Transition Barracks
       -- SRM Funding to support Warrior Transition interim barracks funded
       $162 Million in FY07 and $93 Million in FY08 to support 41 installations
       world-wide.
       -- Provides healing environmental campuses for Warrior Transition Units.

Army Lodging
  • Army Lodging operates at 78 locations throughout the U.S, Europe and
     the Pacific. Over 19,000 guest rooms offer accommodations complete
     with standard amenities and services comparable to mid-priced
     commercial hotels.

Army Lodging Wellness Program
  • A central strategy to upgrade Army Lodging infrastructure based upon
     professional marketing and architectural assessments for all Lodging
     operations. Projects are executed according to approved standards with
     detailed room designs to meet short and long term Temporary Duty
     requirements as well as the needs of Families traveling in connection with
     Permanent Change of Station moves.
   •   Total new construction investment $345M with an additional investment of
       $76M in building renovation projects.
  •   Program focus since FY06 has been on overseas requirements in
      response to the pending implementation of the Privatization Army Lodging
      initiative at US locations.

Lodging Success Program

  •   The Army contracts with commercial hotels for rooms at or below local per
      diem rates to accommodate official travelers in areas where official travel
      demand exceeds available installation assets or where there is no
      installation lodging. The program ensures ensure quality hotels, standard
      force protection, and standard levels of service for official travelers.

  •   The LSP was recently modified to meet demand by long term Reserve
      Component personnel in an extended Temporary Change of Station
      status. The Program provides Soldiers high quality fully furnished
      apartments complete with internet, phone and cable television services in
      locations convenient to duty stations.
                             Talking Points/Script for
          Ensuring Excellence in Schools, Youth Services and Child Care



The Army Family Covenant specifically notes Army Leadership’s commitment to
“ensuring excellence in schools, youth services, and child care.” As can be seen
(pointing to the “Making the Covenant a Reality” poster) the Army truly believes
that the strength of our Soldiers comes from the strength of their Families.

When Soldiers are deployed, we want them to be able to concentrate on their
mission. We don’t want them to worry about whether their children are being well
taken care of. We want them to know: they are!!!

As you can see, there were some very solid accomplishments that resulted from
the Army providing funding to Child and Youth Programs last year. I’d like to
focus on just a couple:

Note: From the list, I would ordinarily select Deployment Cycle Support, Fee
Reductions, and Construction and Quality Programs.

Deployment Cycle Support:
  Army Family Covenant funding has allowed us to extend the operating hours
  of our child and youth programs beyond the normal duty day to meet the
  particular needs of the garrison. Likewise it has allowed us to provide more
  respite child care – increasing it from 5 hours per child per month to 16 hours
  per child per month. This has been one of our most well-received offerings –
  since when a Soldier is deployed, the ‘stay behind spouse’ becomes the
  equivalent of a single parent. Respite child care provides that spouse the
  opportunity to “get a break” from the kids and take care of personal business
  and appointments.

Fee Reductions:
   Army Family Covenant funding has allowed us to eliminate the standard
   garrison registration fee for our Child and Youth Program. It has also allowed
   garrisons to reduce patron fees for using our various programs. In times
   when money is tight, those fee reductions have also been greatly
   appreciated.

Construction:
  Army Child and Youth Programs have entered one of the most intensive
  building periods in its history. Twenty-two Child Development Centers were
  funded last year as recognition that the Army must have quality facilities to
  meet our needs. As you can see with what is planned for the out-years in
  both Child Care and Youth Centers, we know we must grow.

Quality Programs:
   We are especially proud that we continue to deliver quality child and youth
   programs as demonstrated by the fact that our facilities are annually certified
   by the Department of Defense as to health and safety requirements … but,
   even more importantly, more than 95% of our CDCs and School Age
   Programs have been nationally accredited by external professional
   organizations which require compliance to exacting program standards. I
   should point out that the average accreditation rate for civilian child care
   centers is about 10%.

Last point would lead into my closing: ”And that’s how we know we are
delivering on the Covenant’s promise of ‘excellence’ in our child and youth
programs.”
                            Talking Points/Script for

Expanding Education and Employment Opportunities for Family Members

Employment Readiness Program (ERP)

   The Army recognizes the importance of a spouse’s satisfaction with Army life.
   Since spouse support is tied to spouse perception of quality of life issues –
   including financial well-being and the spouse’s ability to realize personal and
   professional goals – spouse employment emerges as a major determining
   factor in the retention of high quality military personnel.

   Professional Job Search Trainers help clients identify skills and assist during
   job searches but do not provide jobs. They provide access to valuable
   references on the national job market and offer assistance in completing job
   applications and letters.

       Employment services are available to all Army components regardless of
       location.

Army Spouse Employment Partnership (ASEP)

   •   ASEP Partners sign a Statement of Support with the Secretary of the
       Army.

   •   The Army Spouse Employment Partnership (ASEP) is a self-sustaining
       and expanding partnership that is mutually beneficial to the Army and
       Corporate America. The partnership provides Army spouses the
       opportunity to attain financial security and achieve employment goals
       through career mobility and enhanced employment options. Corporate
       Partners are provided the capability to tap into a readily available, diverse
       and talented pool of candidates.

   •   Employment Readiness Program Managers work closely with our ASEP
       Partners to help employ our military spouses. Not just our partners on the
       National level, but also business partners on the Regional and Local
       levels.

Military Spouse Job Search website (MSJS)

Where military spouses are encouraged to post their resumes and where ASEP
Partners and military friendly employers post their job vacancies.

Also, MyArmyLifeToo (MALT). A site where military spouses can find out more
about the ASEP Partners, and find out where job fairs are being held and read up
on the latest employment happenings.
Career Advancement Account (CAA)

DOD and DOL initiative started in 2007. Currently located at 18 military
installations, 5 of which are Army: Colorado (Fort Carson); Georgia (Fort
Benning); Hawaii (Schofield Barracks) North Carolina (Fort Bragg) and
Washington State (Fort Lewis). Qualified spouses are provided with $3,000 for
continued education or certification the first year and if needed, $3,000 for the
second year. To find out more about the CAA, go to MyArmyLifeToo (MALT);
Milspouse.org, or ask your Employment Readiness Program Manger.
                             Talking Points/Script for
                          Recreation and Quality of Life


Expanding recreation programs by adapting/increasing facility hours of
operation to meet customer demand, partnering with Youth Services & Child
Care to increase recreational/instructional opportunities (learn-to programs in
outdoor recreation (hiking, canoeing, fishing, etc)) for our youth, on site child care
(fitness centers) and delivering non –facility based programs to our customers
rather than making them come to us (programs in housing areas, parks etc).
We’re expanding access to Library programs by offering services through the
General Library integrated System (GLIS). GLIS is a web based service that
allows anyone with an AKO account to access Library services electronically via
the internet and we’re shipping books not only to Libraries but to, deployed units,
ACS offices, SFACs, and active duty FRGs

Deployed Support: We have 12 deployed MWR personnel on the ground in
Iraq serving Soldiers; deployed professionals serve 179 days. These individuals
work, eat & sleep under the same conditions as the Soldiers and their primary
function is to develop and conduct fitness, sports and recreation programs for the
troops during their off-duty time. Next rotation is scheduled for Aug/Sep 08.
Interested MWR personnel should contact Joe Pettoni at 703-681-7226 or email
joe.pettoni@us.army.mil

Soldiers have received the following:
    - Small Unit Recreation Kits (sports equipment and recreational games)
    - Electronic Game Kits (play-station II, X-box)
    - Video Messenger Kits (Video camera, DVD-VCR visual display for
       recording messages and reading children’s books to mail home)
    - Theater-in-a-Box (large screen, DVD/Video Player, projection unit, etc.)
    - Paperback book Kits
    - Playaway Kits (Self-contained audio books no larger than an iPod)
    - Service Level Kits (basic fitness, sports, and recreation equipment for
       Battalion sized elements)
       Internet cafes

In conjunction with our World Class Athlete Program we‘ve introduced a
Sports Program for Wounded Warriors - Provides a goal oriented sports
program for physically disable Soldiers who are allowed to remain on Active
Duty. Program is designed to provide opportunities for physically disable
Soldiers to remain physically active and pursue their athletic dreams. For
additional information on the application process or the program in general
please visit the web site at www.armywcap.com

Inclusive recreation programs are being developed to accommodate all levels of
abilities. The Army in conjunction with Penn State University developed a
training program for our employees on inclusive recreation. The training for
recreation staff will be taught by Penn State starting in the 1st qtr 09

Our Army BOSS program is designed to be the collective voice for single
Soldiers through the chain of command. Garrison BOSS programs are
playing an ever increasing role in supporting deployed units across the Army.
The program concentrates on improving leisure and recreation opportunities for
Soldiers and community service projects within the local community to improve
Quality of Life for every member of the Military community. Soldiers interested in
participating in BOSS programs should contact their local MWR POC or contact
us via email at IMWR-BOSS@conus.army.mil


Through our Army Outdoor Recreation program centers, we are training
Soldiers in high adventure skills. The premise is that when such programs
are offered to Soldiers in a supervised and safety-conscious environment, they
serve as a stimulating alternative to other self-destructive behaviors. We are
providing high adventure programs as safer, supervised alternatives: rock
climbing, mountain biking, white-water rafting, paintball, and scuba. For
additional information please contact your local outdoor recreation program
manager or email mwroutdoorrecreation@conus.army.mil


Through our entertainment programs we arrange live entertainment events
at army garrisons. Intent is to provide a recreational outlet for returning
Soldiers and families of deployed units and celebrate as a community the return
to some semblance of normality. Additionally we provide entertainment “for the
Soldier by the Soldier from April – Oct 2008, The US Army Soldiers Show will
perform over 100 time at 60 locations (CONUS and Germany) and our USA
Express and 5-6 piece Soldier band will tour the CENTCOM AOR and perform
for our deployed forces

We are standardizing and increasing the quality of our strength and cardio
exercise equipment across the Army. Exercise programs prepare the body for
the physical stress of the deployed environment and serve as stress relievers for
returning Soldiers and families of deployed units. We centrally procure heavy
use, commercial grade equipment for all our facilities. A Soldier/Family can
move from location to location, walk into any fitness facility and safely use the
equipment.
                 ARMY FAMILY COVENANT FUNCTION
                       EVENT EVALUATION
Installation: ______________________________________________________

Contact Name: ___________________________________________________

Address: ________________________________________________________

Phone Numbers: (Work) _______________ (Mobile) ____________________

Email Address: ___________________________________________________

Name of Event:



Summary of Event:

   1. What function elements were accomplished? Please be as specific as
      possible. (Number of exhibits, indentify program area(s), catering,
      staffing, location, etc)




   2. Approximate number of guests: ____________

   3: Are there any other elements featured in your function? If yes, please
   elaborate?
4. Was the “How-To” Program Guide helpful in your event planning and
   execution?




5. What can we do next time to better facilitate your needs?




6. What was troublesome or didn’t’ work?




7. What worked particularly well?
   8. What did you like most about hosting the Army Family Covenant function?




   9. What did you like least about hosting the Army Family Covenant function?




   10. Please tell us of any interesting comments from staff and/or guests which
       you heard during the event?




Please submit the event evaluation two days post-event with photos of the Army
Family Covenant function to the point of contact listed below. We truly
appreciate your hard work and continuous support in delivering the messages of
the Army Family Covenant to Soldiers and their Families. Army Strong!

POINT OF CONTACT:

Jen Rondez
Marketing Account Manager
4700 King Street
Alexandria, VA 22302-4403
(T) 703.681.5278
(F) 703.681.7353
(E) Jen.Rondez@us.army.mil

								
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