Purpose
The FMWR Club Strategy is a holistic approach to Family and Morale, Welfare and
Recreation (FMWR) program delivery and includes far more than the traditional idea of
a military club. The primary goal is to bring like-minded individuals together in a social
setting; while providing an environment conducive to the growth of esprit de corps,
sense of community, and informal Soldier mentoring. This strategy is not limited to
business activities and will be applicable across all FMWR program areas. Success of
this program will be measured by an increased utilization of FMWR programs by
Soldiers, Families and other authorized patrons. A base-line of participation should be
established as a benchmark to measure the increased utilization.
The purpose of this strategy is to establish the scope and responsibilities for the delivery
of FMWR programs on USAG Kaiserslautern in support of the Strategy.
Meetings
The leadership team will meet quarterly to review execution as well as to consider any
mission or environmental changes. The strategy will be amended reflecting changing
conditions, degree of success achieved and lessons learned.
Responsibilities
Section 1: FMWR Delivery System (FMWR-DS)
The FMWR Delivery System is a structured process designed to appropriately deliver
FMWR programs. Implementation of FMWR-DS is a critical part of accomplishing the
goal of this endeavor. The Director, FMWR (DFMWR) will establish, maintain and lead
a non-facility based programming team. This team is composed of the Director of
Family and MWR, Division Chiefs, and all Program Managers dedicated team members
and the BOD, CRD, Marketing, NAF Support, and ACS are the ad-hoc team members.
The ad-hoc team members consist of the Steve Pelletier, Tanja Turner, Bob Bigelow,
Lisa Hartmann, CYSS Director, Gudrun Schuler-Heilmann, James Roberts, Jim Sohre
and Michele Thomas. Their focus will be on delivering a diverse range of customer
driven programs in the most geographically suitable location.
Subparagraph A: Perpetual Programming Calendar
An 18 month perpetual programming calendar will serve as a working document (which
means it is proactive and fluid to meet customer needs) for tracking and scheduling the
FMWR-DS events. The initial calendar is attached at Appendix A
At a minimum, the calendar of events will clearly support mission objectives of the
ARFORGEN cycle, the installation Safety Program and the goals listed in this template.
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Subparagraph B: Entertainment
The DFMWR will maximize use of economically feasible entertainment to
enhance the attractiveness of FMWR-DS events. This will be accomplished by
establishing cooperative purchasing partnerships with our established
Entertainment contracts for DJs, Music bands, Instructors, Face Painters,
Clowns, Merry go Rounds, etc. Cooperative purchases will improve value
through sustainably lower talent fees and shared/split travel costs.
The Family and MWR Command (FMWRC) will leverage enterprise entertainment
contracting on a market driven, cost sharing basis. Enterprise entertainment options will
be distributed on a quarterly basis by the FMWRC Talent Coordinator. The DFMWR
will take full advantage of these opportunities when made available and appropriately
synchronize with the Installation’s ARFORGEN cycle.
Most FMWR-DS events with entertainment will be designed to be self funded through
ticket fees, food and beverage sales, and/or sponsorship. Free entry events should be
limited to those where auxiliary sales can compensate for free entry being charged.
Events which will not generate revenue sufficient to offset entertainment expenses will
be specifically indentified in the Garrison FMWR annual operating budget, which is
approved by the Region Director.
Note: The main purpose of being self funded is not to generate increased profits, but to
have sufficient resources to host future entertainment options.
Subparagraph C: Espirit De Corps
Informal Soldier mentoring and the strengthening of core Army values will be
accomplished through regularly occurring events; such as Stable Calls, Community
Happy Hours and similar events, to encourage camaraderie in a safe environment
within the confines of the installation. The following is a list of those events:
- Right Arm Night Garrison – Quarterly
- Right Arm Night LRMC – Quarterly
- “Unit Pride Night” Army 7 Values – Every other month
- One Team, One Fight, One Night “Our Soldiers and Families” - Annually
Section 2: Access to the Installation
A goal of the Strategy is to encourage Soldiers to remain on the Installation and
socialize in a safe environment. Access control policies that severely limit civilian
access will result in unmarried Soldiers going to off-post venues in pursuit of
dating/social opportunities, which can result in unsafe eventualities. The FMWR
Leadership Team will work with the Director of Emergency Services, Garrison
Commander and Senior Commander to set conditions for appropriate civilian access for
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attendance at FMWR-DS events. This access should include partnerships with
organizations, which are socially compatible with the Installation’s demographics.
Section 3: Official Function Support
This strategy intends to improve the ease of conducting business with FMWR programs
and set the conditions to provide excellent value to all customers without perceived
nuisance fees. This applies to those customers, who conduct meetings, trainings and
other gatherings, which do not include food and beverage service, but are directly
relative to Garrison and Installation missions. This template includes a standard
operating procedure (SOP) contained in Appendix B for OMA or Mission fund
reimbursement for bona fide incremental labor cost associated with the service of these
official events. The SOP specifically identifies the organizations approved by the
Command to be authorized reimbursement.
Section 4: Domain Support
The Garrison leadership team will appropriately support, maintain, and modernize
FMWR facilities to the level needed to effectively execute the strategy contained herein
IAW IMCOM policy.
This domain support will include, at a minimum, Garrison Appropriated Fund (APF)
support for facility and ground maintenance, information technology, and utilities as
authorized in Army Regulation 215-1, Chapter 5.
Priorities for funding and support are as follows:
- Ground Maintenance
- Facility Maintenance
- Facility Modernization
- Latest Technologies and IT Equipment
Garrison leaders will work proactively to identify and remove obstacles that impede
Family and MWR program success.
Section 5: Strategic Communication Theme
The definition of STRATCOM is consistent themes and message sent over multiple
media at high frequency. List the components of each element of this definition in the
STRATCOM specific to your garrison/installation.
Section 6: Mystery Shopper
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A central mystery shopper program has been established and is available through
FMWRC contracting channels to assess operations across the Installation FMWR
spectrum. This program is locally funded and reports provided by the Mystery Shopper
contractor will be a major element of the quarterly assessment process aimed at
enhancing program effectiveness. This program includes conduct of an annual survey
on support services; such as human resources, marketing and financial management.
Section 7: Banquet and External Sales
The DFMWR has identified Tami Leith, Armstrong Club Business Manager as the
primary FMWR sales person. This individual will be continually trained in current sales
philosophies and techniques.
The role of this position will be to actively sell FMWR events, banquets and services to
the Installation’s community. This will include frequent face to face communication with
units, directors, and tenant organizations. This individual will make (to be determined)
appointment calls at a customer’s office each week. With each appointment call, the
individual will make at least two face to face cold calls.
This individual is a key participant in FMWR-DS meetings and will provide the team with
direct feedback about the community’s social and event needs, which was acquired
during face to face communications.
Section 8: Customer Service Culture
The DFMWR, with assistance from the Customer Service Training Coordinators, will
work to establish a customer service focused culture in all FMWR activities. This will be
measured by repeat customers participating in recurring programs, reduced negative
ICE comments, positive comments on customer experience surveys, increased number
of word of mouth referrals and increased participation in FMWR programs and events.
The DFMWR is the leader responsible for the creating culture shift that is required to
achieve excellent customer service in FMWR programs.
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