Perspective Magazine - March 2010

March 2010 P E R S P E C T I V E S | 1March 20100 0 P E RE R S P ES P E C TC T IIIII V E SV E S | | 11

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

contentsChange Managementp. 10

Preserving the Pastp. 12

Good Ideap. 31

Healing Collaborativep. 18

FEATURE STORY:

Inclusive Recreation Training p. 24

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Commander/Publisher MG Reuben Jones

Command Sergeant MajorCSM Abe Vega

Acting Director, Public AffairsKevin Crouch

Art DirectorEdward Griffi n, Jr.

Perspectives is produced by the Public Affairs Offi ce 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.

Family and MWRPERSPECTIVES

Volume 1, No. 1March 2010

ON THE COVERSurrounded by his Family, friends and close mentors, Maj. Gen. Reuben D. Jones speaks at his promotion ceremony in Ft. Belvoirs Wood Theater on Jan. 6.Photo by Eduardo Alejandro

Commanders LetterMG Reuben D. Jones

Commander Demands World-Class Customer Service with a Smile

Vega Perfectly Fits Command Sergant Major Role

IMCOM, FMWRC Offi ces Taking Shape at Fort Sam Houston

Army Family Covenant: Keeping the Promise Communicating with One Voice

Gifts to Army Website Provides Public with a Way to Help

The Status of the World - in 140 Characters Or Less

Earn College Credit by Completing Family and MWR Academy Courses

Suicide Prevention Training Shouldnt Be Taken Lightly

Making Your Next Event Spectacular

Redstone Arsenal Moves Excess Inventory Online

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

Commanders LetterMG Reuben D. Jones

Welcome to the fi rst edition of the Family and Morale, Welfare and Recreation Commands new

magazine, Family and MWR Perspectives. This publication is dedicated to youthe 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

us know whats on your mind. Whats 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 fulfi ll 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

People First, Mission Always

FOLLOW

ME ON

TWITTER!

www.Twitter.com/MGReubenJones


Armed with a bachelors degree in sociology from Jackson State University and a masters 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

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 Im 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 its 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 world-class 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.

Thats what I want our teammates to do. Thats what Im talking about.

Jones, 53, realizes the challenge of fulfi lling 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

Commander Demands World-Class Customer Service With a Smile

By Tim Hipps

Family and MWR Command Public Affairs

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 com-mand ceremony at Fort Belvoir. Photo by Tim Hipps, FMWRC Public Affairs


explained. Look at those programs then, and compare them now. Yes, theyre 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 theyve done is to provide funding. Back in 1978, you got the sense that everyone had to think for themselves. The Family just wasnt 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 arent just a pot-and-pan and ironing board collection point, but you can go in there and get a little bit of everything. Its 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 modifi ed in order to be relevant to Families today, he said. This organization has to continue to be fl exible 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.

Its diffi cult 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 Im 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-defi ned 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. Were 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 thats visible, out front, who is there with them during tough times, as well as the good times. Its about teamwork with me.

MWR employees at all levels should expect to meet Jones at some point in the coming months, if they havent already.

Im going to be all over the place. Im going to be in the workspace of our employees, fi nding out what they do. Im going to be out talking to Families and commanders, seeing if what were doing is right, because sometimes theres a tendency to be caught behind the computer. Im going to visit our universe to ensure what were 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 fi rst things he did on the new job was start posting daily tweets on Twitter.

Im going to let the Families know where I am, Jones said. If I see something great, Im going to tell them. So Im asking them to follow me. I also want to give that same opportunity to our workforce. Were 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 dont know about them. We have to tell that story, and weve already started the journey.

Im going to be all over the place. Im going to be in the workspace of our employees, fi nding out what they do.

Im going to be out talking to Families and commanders, seeing if what were doing is right, because sometimes

theres a tendency to be caught behind the computer. Im

going to visit our universe to ensure what were doing

is right for our Army.

MG Reuben D. Jones


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 Commands support of Soldiers and their Families.

Vegas 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 confl ict.

This assignment is a culmination of all my years as a husband and as a father raising a Family while serving. Ive also led Soldiers as a junior NCO, as a senior NCO, as a fi rst sergeant, as a command sergeant major, and now Im working on my third CSM job, Vega said. I see this as a culmination of bringing all that experience and it just fi ts. Ive 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 fl ourished because of the confi dence 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

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

Its about resiliency. Its 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. Its no surprise that these are the two programs which most directly impact Soldiers.

Weve 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. Offi cers have a voice. And you have the Family Support Group, the NCO support channel, and the chain of command. They specifi cally support those groups.

The Soldiers have BOSS. That is a way that they communicate, because you know what, I dont speak Soldier. I speak NCO. Soldiers speak Soldier. And Ill 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 benefi ts 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 its 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.

Youre talking about somebody just taking a knee from being around a 4-year-old all day long. Thats 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 its for an hour or two here and there, shes going to be able to catch a break and catch her breath from that 4-year-old and its not going to cost her.

That is the kind of shot in the arm these

Vega Perfectly Fits Command Sergeant Major Role

By Tim Hipps



programs provide, Vega continued. Its not handouts. Theyre not fi xing 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. Were a huge organization and we cant always get everything right, but Im very quick to defend the organization, too.

We have great MWR employees. Weve got MWR employees who are deployed downrange. Theyre there where the Soldiers are at at the tip of the spear in this era of persistent confl ict assisting the

Army leadership taking care of Soldiers and Families.

Were not directly in the fi ght, but we never take a knee from the fi ght because we deal with all the adverse affects of the prolonged war when it comes to Family advocacy, sexual assault and prevention, suicide rates were there, were in the fi ght.

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

Im living the dream, he said. This is a great organization. This is a job that you get up every morning with that fi re in your belly.

It took Vega a while to realize that FMWRC exemplifi es 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 dont grow up learning that the Army actually has a business side. I just didnt know that. I didnt 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.

Thats motivation in itself.

Were not directly in the fi ght, but we never take a knee from the fi ght because we deal with all the adverse affects of the prolonged war when it comes to Family advocacy, sexual assault and prevention, suicide rates were there...

CSM Abe Vega

Runners pass by the Memorial Chapel on their way out of Arlington National Cemetery. Command Sgt. Maj. Abe Vega follows holding the IMCOM fl ag.Photo by Adam Skoczylas


Construction 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 battlefi eld healthcare training, San Antonios 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 citys largest economic

development projects.San Antonios 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 offi ces by going outside on the second and third fl oors, according to IMCOM Transformation Offi ce 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 specifi c 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

IMCOM, FMWRC Offi ces Taking Shape at

Fort Sam HoustonBy Rob McIlvaine


Fort Sam Houston Theatre, although slated for expansion in the rear, will remain with its original faade and clay tile roof. Photo courtesy of Army Corps of Engineers


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 fl oors. 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 Offi ce, 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.

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 fi xtures need to be replaced. Stairways, ceilings, wooden fl oors, structural roof members, interior and exterior doors and windows are also being repaired, refi nished 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 fi rst 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, well hang original fi lm 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 fl y tower that will accommodate the raising and lowering of stage sets. The fi rst fl oor will extend the stage, which only will be used as a rehearsal hall. The other fl oors will house offi ces 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 fi eld 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 therell be no mistaking where IMCOM is located, Holley said.

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. Were waiting on

Congress, as part of the Defense Appropriations Bill, to authorize the releasing of funds sow construction

can begin. This could take a few days or a few weeks but theres 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 Offi ce program manager, said.

CONSTRUCTION STATUS:

Gildert Viera, a labor with RKJ Construction, sweeps the entrancewayat the lock dock at building 2265. Photo by Rob McIlvaine


Army 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. Todays Army must constantly change to adapt to continued threats and challenges to the Nations 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 todays turbulent environment. In fact, Executive Core Qualifi cation (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

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 Colleges 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 ParticipantsThe 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

Survey of Army Civilian Leaders Suggests Gaps in Change Management Knowledge

By Romuald A. Stone, DBA

Karen Spurgeon, Ed.D

Army Management Staff College

Change Management is a crucial skill for todays 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.

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 FindingsArmy 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 Management Staff College identifi ed seven dimensions, or components,

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

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.

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

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

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

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

norms, assumptions, symbols, and narratives that collectively infl uence peoples

attitudes and behavior. In effect, what forms is a set of behavioral norms that

everyone in the organization learns to live by if they expect to fi t 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 diffi cult 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,

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

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

even attract the unsure or unconvinced.

THE SEVEN DIMENSIONS OF CHANGE

0

20

40

60

80

100

120

Civilian Leader Scores on Managing Change Instrument

Overall People Comm Lead Plan Culture Implem General

Per

cent

Co

rrec

t

72.467.1

99.7

81.673.3

87.9

32.9

81.4

Figure 1: Civilian Leaders Scores

ConclusionThe 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 Armys 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 defi nes 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.



Preserving the Past Dont just toss that artifact or document away!

As the Command Historian and Artifacts Responsible Offi cer, 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 fi rst 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 fi rst 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, fi ling cabinets and offi ce 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, Id like everyone to keep the archive in mind, Mairena said. As you go through your desk, your fi les, 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 070-20, of what should be kept for the archives includes:1. Copies of Regulations, DODIs2. Work-related documents: fi nal reports,

fi nal versions of briefi ngs, after action reports, MOAs, MOUs, MORs, and all offi cial 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

By Rob McIlvaine


The archive will eventually span most of the 20th century,

the fi rst 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

worldwidein identifying and preserving our past.

6. Artifacts: banners, medals, coins, Armed Forces editions of books, scrapbooks, trophies, old fi lms, 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, Ill happily meet with them. All donations will include the donors name, address, and a brief employment history.

Mairena has fi lmed what she refers to as

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 shes seeking.

She has also created a separate email address on gmail to handle history questions ([email protected]) 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 commands 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.

Army regulations govern the preservation (and

destruction) of most of what we use in our day-

to-day business lives. Items you should be cautious

about simply deleting or throwing away include:

1. Copies of Regulations, DODIs

2. Work-related documents: fi nal reports, fi nal versions of briefi ngs, after action reports,

MOAs, MOUs, MORs, and all offi cial

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 fi lms, 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: [email protected] or

[email protected]

www.youtube.com/fmwrc

www.facebook.com/command.historian1

CHECK BEFORE YOU CHUCK!



ARMY FAMILY COVENANT: Keeping the Promise

H O N O R I N G O U R C O M M I T M E N T T O S O L D I E R S A N D F A M I L I E S

COMMUNICATING WITH ONE VOICEIn support of the Army Family Covenant: Keeping the

Promise overall strategic communication plan, the

Family and Morale, Welfare and Recreation Command

Marketing Directorate developed an AFC outreach ini-

tiative and messaging campaign and provided garrison

marketing of ces with Outreach/ Awareness Toolkits.

The Army Family Covenant messaging campaign

reaches out to Soldiers and Families and acknowl-

edges the Armys commitment to deliver high-quality

programs for Soldiers and Families that are commen-

surate with their service.

Standardized messaging tools were provided to ensure

that the messages speak with one voice to their audi-

ences, and to provide garrisons with the tools they

need ensuring successful implementation at new or

existing venues.

The toolkits sent to garrison marketing of ces in

October 2009 contained: a key messaging handbook;

pop-up display; brochures; standardized templates;

24x36 posters and mega-posters; outdoor banner.

The art les and templates are available at www.

mwrbrandcentral.com/armyfamilycovenant.html.

The messaging campaigns objectives are to increase

awareness among the military community by address-

ing availability of existing Family programs and services;

accessible healthcare; improved housing conditions

for Soldiers and Families; ensuring schools, youth ser-

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

and educational opportunities available for spouses

and children.

The launch of the Army Family Covenant: Keeping

the Promise campaign is a series of strategic

initiatives undertaken to inform, educate and

acknowledge the Armys commitment to Soldiers and

Families. The campaign highlights the Armys com-

mitment to Soldiers and Families with testimonial

messaging from Soldiers and Family members and

serves to speak also to parents, family, friends, com-

munity 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.

Contact your local garrison marketing of ce for infor-

mation and support in integrating the Army Family

Covenant messaging campaign materials into your

program communication and outreach. (MK; robin.

[email protected])


We recognize the commitment and increasing sacrices

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:

s3TANDARDIZINGANDFUNDINGEXISTING&AMILY programs and services

s)NCREASINGACCESSIBILITYANDQUALITYOFHEALTHCARE

s)MPROVING3OLDIERAND&AMILYHOUSING

s %NSURINGEXCELLENCEINSCHOOLSYOUTHSERVICESANDchild care

s%XPANDINGEDUCATIONANDEMPLOYMENT opportunities for Family members

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

ARMY FAMILY COVENANT: KEEPING THE PROMISE

The Ly Family, Serving Together for Thirteen years.

Brochure Cover

AAFES Food Court Trayliner

Horizontal Rotating Web Ad Vertical Rotating Web Ad

Pop-up Display

Truckwrap


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

Brochure Outside Brochure Inside

National Guard & Reserve Magazine

DeCA Poster

Pop-up Banners

Pop-up Tent


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.

We recognize the commitment and increasing sacri 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:

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

www.MYARMYOneSource.com


A Healing Collaborative at WRAMC

The 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 drop-in 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

attend the Therapeutic Art group. Families can also get connected to the group based on their CAPS affi liation 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 confl icts 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.

By Karen Keon

CYSS SFAC Liaison - WRAMC

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 Offi ce: 202.356.1012, ext 40687


On 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

signifi cant 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 Armys 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 sacrifi ces. Individuals and corporations were asking Family and MWR employeessometimes front-line employees like childcare providers or Army Community Service staff memberswhat 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 benefi t 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 specifi c 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 specifi ed to include child care centers, libraries, youth activities, recreation activities, support for new parents and exceptional Family members, training for Families in fi nance, 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 fi rst.

Gifts to Army Web site provides public

with a way to help

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 specifi c installations and activities.

By Alison Legall

Family and MWR Command Marketing


Social 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

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 fi rst with friends within their alma mater and eventually with friends anywhere within their generation. Facebook is now fi ve 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 fi nd and join larger communities, and infl uence 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 Offi ce 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

The Status of the World in 140 Characters or Less

By Robert 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 Offi ce, all participation in Social Media is required to

be identifi ed 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 offi ce 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 spouses 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 offi cial

answer, the public affairs offi ce crowd sourced the questions by posting them on the Facebook and Twitter accounts, asking other spouses to offer suggestions. The result was a thorough, offi cial 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 fi ngertips 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.

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 Offi ce 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.

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 offi ce. Headquarters personnel using Social Media for offi cial business must coordinate their efforts through the headquarters public affairs offi ce.

For more information, contact your local garrison public affairs offi ce, or contact Robert Dozier, HQ, FMWRC Webmaster, at [email protected] or by phone at 210-424-8396.

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.

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.

Rob Dozier


The American Council on Educations College Credit Recommendation Service has granted college credit

recommendations to 30 courses provided by the Armys 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 students 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 Academys courses, usually once a year, and recommends those that meet college-level standards. The review team examines the instructors academic qualifi cations, 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 fi rst 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.

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 bachelors 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 fi nish 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

Earn College Credit by Completing Family and MWR Academy Courses

Dr. James Lewis

Family and MWR Academy

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 fi rst 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 signifi cantly 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 Academys 28 graduates transferred 61 courses and were eligible to receive 143 credits from colleges or universities.

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 col-lege, and their policies vary, so not all accredited courses may transfer. Check with the university or college admissions or degree counseling offi ce for more details.The following Academy courses are accredited and may be transferable:

1. ACS Army Family Action Plan Program Management 2. ACS Army Volunteer Corps Program 3. ACS Employment Readiness (ERP) Management 4. ACS Exceptional Family Member Program 5. ACS Financial Readiness Program Management 6. ACS Mobilization and Deployment Program Management 7. ACS Relocation Readiness Program Management 8. ACS Soldier Family Assistance Center Program Management 9. Applied Financial Planning (A suite of 4 courses) 10. Army FCC Online for Directors, Providers & Central Enrollment Registry (CER) 11. B.O.S.S. Orientation, Administration and Budget Management 12. Business Operations Division Chief 13. Business Program Management and Leadership 14. Child and Youth Services (CYS) Mobilization and Contingency 15. Commercial Sponsorship 16. CYS Program Management for Center Directors 17. CYS Program Management Training and Curriculum Specialists (TACS) 18. CYS Program Management Training and Programming Specialists (TAPS) 19. Executive Development for Directors of Family and MWR 20. Executive Development for Marine Corps Community Services Senior Leaders 21. Executive Leadership and Management for FMWR Division Chiefs 22. FMWR Budgeting in NAF System and FMWR Budgeting in the APF Support 23. Introduction to Sport Management (A suite of 4 courses) 24. Leadership and Management for ACS Directors 25. Management for Golf Course Superintendents 26. Marketing Management 27. Marketing Plans for Activity Managers Blended 28. Family and MWR Basic Management (Version 2) 29. Family and MWR Basic Management (Correspondence) 30. Multi-program Managers Course 31. Non-appropriated Fund Acquisition Management 32. Non-appropriated Fund (NAF) Basic Contracting 33. Non-appropriated Fund (NAF) Contracting Basic 34. Programming and Special Events 35. Recreation Division Chiefs Leadership and Management 36. Recreation Program Management and Leadership 37. Sports History, Theory and Tournaments 38. Supplemental Program Services and Family Child Care Directors Course 39. Youth Services Managers Course

For an updated list, visit www.mwraonline.com, click on College Credits / CEUs.

TWO BIRDS, ONE STONE



Inclusive Recreation for Wounded Warriors, a fi rst-of-its-kind training program for military recreation

managers, began last year at Penn States 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 years seats are already fi lled. Space for the fi nal year of the contract through 2011 is expected to fi ll 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, Im 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

around with so many young adults who were not injured and didnt 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 Certifi ed 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 Outreachs 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 Armys areas of operations, and the need to be prepared to provide recreation support to these Soldiers.

Most recreation specialists dont 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 fi rst 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 modifi cations.

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

Inclusive Recreation Training forRecreation Professionals

By Rob McIlvaine


Active participation in MWR services can benefi t 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 Armys 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 fl otation aids to swim. Those with post-traumatic 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, its 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, Im 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 benefi t 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 Presidents 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, its important theyre 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 benefi t 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 [email protected], 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 modifi cations.

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.

At 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 fi nally admitted he was having diffi culties, 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.

This story exemplifi es 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 doesnt 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 hed ever need to remember what A.C.E. stood for.

In todays 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.

By Keri McPeak

Fort Campbell Family and MWR Marketing

A.C.E. the suicide prevention testAsk, Care and Escort is the Army-approved model for peer intervention, and provides an easy-to-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.

The Army suicide prevention chain-teaching

briefi ng includes an interactive video, suicide

preven

Documents

Perspective Magazine - March 2010