SUBASE Kings Bay MWR Facility/Program
“Bundling Initiatives”
•A strategy which looks to combine/partner two or more
things with the intention of creating greater efficiency and
effectiveness
•Can be used for programs, facilities, and/or staff/job positions
•Is a customer-focused strategy which looks at delivering what
customers want in the most efficient way possible
• Outdoor Adventure Center co-located with Information,
Tickets, and Travel and staffs bundled.
•Combined two like facility programs and staffs at prime location
to increase foot traffic, save labor expenses, and improve
•program delivery while meeting program standards.
• Identified standard of services we wished to provide (only offer
ITT services, tickets that our customer base wants)
•Formulated staffing model necessary to deliver to the standard
desired
•Developed a plan and gained command approval and buy-in
•Renovated facility and cross-trained staff
•Performed necessary BBA’s and edited job PD’s
• Organization prior to bundling
ITT Manager
NF-03
OAC
Manager
NF-03
Engine
Repairer
WG-08
Administrative
Clerk
Customer
Service Rep.
NF-02
NF-01
Recreation
Assistant
NF-02
• Organization after bundling
ITT/OAC
Office Lead
Parks/OAC
Outdoor Lead
NF-02
NF-02
Rec Aide
Customer
Service Rep
NF02
Customer
Service Rep
Seasonal
NF02
NF01
Rec Aides (2)
Seasonal
NF01
Engine Repairer
WG-08
•Results
•Decreased labor expenses by $40K annually through BBA and more
flexible/seasonal staff
•Increased revenue by $10K annually through improved focus on business
management and delivering what the customer asks for
•Decreased facility footprint and provided greater coverage with more
bodies assigned to one facility
•Lessons
•Customers realized little negative impact and many provided positive
feedback as more is available at one location
•Training staff in new programs is difficult and takes time and in-depth
training resources
•There are some issues you can’t plan for but that does not mean success
cannot be accomplished
• This initiative revolves around utilizing one cross-programmer
to satisfy Liberty/Outdoor Recreation/Fitness standards
•Programming for our 18-25 year-old population was identified as
an area for improvement and national trends show outdoor
recreation and high-adrenaline programming to meet
that need
•Results
•By programming for all departments, programs will have better
focus with 1 position and there will be $80K in labor savings instead
of having the 3 positions.
•This person will also assume the role of Navy Adventures
Unleashed Coordinator and will focus on delivering extreme,
adrenaline-filled adventure and fitness programs for service
members ages 18-25
•Lessons
• Programming across multiple program areas is
hard and team buy-in is crucial
• Customers care less about who is delivering and more
about what and how it is being delivered
•1 Multi-purpose park which will service: Extreme fitness
and outdoor programming focused at 18-25 year old
population and families, Aquatics, and Special Events
•Bundling of Conference Center and Liberty Center
staffing/counter – this will save labor dollars and
streamline staffing/facility management
•Utilize NEX contractor to deliver automotive services –
decrease labor spending and increase auto services on the
installation
•
•
Not cookie cutter solutions
Thought process which must be taken and viewed against unique
installation situations
•
•
•
Step 1: Overcome military recreation traditions “we always did it this
way”
Step 2: Brainstorm for ideas that will work at your installation
•
•
EX. Kings Bay: rural location, high number of 18-25 y/o patrons, medium
size, direct competition from Jacksonville area, facility locations
What facilities struggle, do we have any program duplication, is a program
manager needed for each program or can we “dual-hat” positions
Step 3: Develop plan and begin implementing
•
Seek funding for creative ideas, achieve command buy-in, put projects in strategic
plans, perform BBA’s, develop new position descriptions, recruit to fit the need