FAMILY, MORALE, WELFARE and
RECREATION
PROGRAM
FY XX
Child, Youth & School Services (CYSS)
Strategic
Business Plan Template
Directions: Garrisons must provide input to all
major headings. Sections with gray font represent
standard CYS Services language that should be used
but adapted to your garrison
specifics where
1
applicable.
Table of Contents
Executive Summary .................................................................................................................. 3
Description of Business ........................................................................................................... 5
Mission/Vision Statements ...................................................................................................... 7
Contingencies ............................................................................................................................. 8
Objectives .................................................................................................................................... 9
Action Plan................................................................................................................................. 10
Planning Assumptions ........................................................................................................... 14
SWOT Analysis (Sensitivity/Risk Analysis) ...................................................................... 16
Market Analysis .........................................................................Error! Bookmark not defined.
Financial Considerations (Financial Analysis) ................................................................ 19
FYXX Historical Data ............................................................Error! Bookmark not defined.
Five Year Plan ....................................................................................................................... 19
Capital Purchases and Minor Construction Plan ............................................................ 20
Conclusion and Recommendation ...................................................................................... 20
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Executive Summary
The best executive summaries contain the whole (business) plan in miniature:
 Subject, purpose, scope
 Important objectives addressed
 Key financial results
 Significant non-financial impacts
 Major assumptions that control results
 Conclusion and recommendations
All conveyed in a few, direct, well written paragraphs:
 It should only be 1 or 2 pages in length
 It comes first in the Business Plan format, but is written last
Plays a key role in the way recipients judge a plan:
 It deserves careful writing
 Some recipients will only read the executive summary
Senior Army leaders recognize that the strength of Soldiers comes from the strength of
their Families. Now more than ever, Army Families need our support to maintain their
strength. Child, Youth & School (CYS) Services supports the readiness and well-being
of Families by reducing the conflict between unit mission requirements and parental
responsibilities. CYS Services performs extensive analysis to determine accurate
funding requirements which are necessary to meet current child care and youth
program demand. This business plan outlines the considerations for defining the CYS
Services customer base, analyzing customer demand, defining actions for FYXX, and
laying out financial and non-financial considerations for delivery.
CYS Services supports Soldier Family Action Plan Line of Operation 2.4 “Ensure
Excellence in School Services, Youth Programs and Child Care,” through the following
initiatives:
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Standardize Child and Youth Facilities
Standardize Child, Youth and School Programs and Services for all Components
Resource Child, Youth and School Programs for all Components
Mitigate the Effects of Persistent Conflict on Army Families
Leverage installation and Community Based Services to mitigate the effects of
isolation
Validate CYS Programs and Services are executed to Standard
CYS Services manages its programs through specific elements of expense that have
been validated both by Government Accountability Office (GAO) and by RAND
Corporation. Thus, for the past five years, the CYS “space” has been the unit of service
3
that both measures CYS outputs and enables CYS to validate its requirements
effectively using a defined cost estimating model. This model allows CYS to thrive in a
cost-conscious culture, while continuing to deliver quality child care and youth programs
to Army Families worldwide.
CYS Services is working to expand its capacity of services, both on and off post, with
particular emphasis on the Families in geographically dispersed areas. Programs such
as Army School-Age Programs in Your Neighborhood (ASPYN) and Army Youth
Programs in Your Neighborhood (AYPYN) alleviate high costs for geographicallydispersed Families while at the same time connecting Families with quality child care
that is accredited by a national accrediting body.
Commercial child care is not set up to meet the unique needs of Army Families. The
CYS Services system of care supports the children of Army Families from infancy
through 18 years of age. CYS Services offers full day, part day, hourly, respite, 24/7,
seasonal, deployment cycle, weekend, and evening care. In addition, CYS School
Support Services works with school districts attended by Army Families to ensure
positive relationships between Army Families and schools. There is no system of care
available through commercial options that is as comprehensive. For this reason,
military child care has been cited as a “model for the nation” and maintains strong
congressional interest and high national visibility.
Fully funding CYS Services is paramount to delivering on these initiatives to meet the
needs of Army Families. A reduction in funding would mean that CYS Services would
not be able to meet Army baseline targets for child care spaces and youth program
capacity for eligible youth participation. This has significant impacts on a Soldiers’ time
away from duty, a Commander’s ability to meet mission requirements, and ultimately on
readiness and retention. The Bottom Line: Army CYS programs have a significant
positive impact on Soldiers, their spouses, and their Families.
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Description of Business (Introduction/Overview)
Every plan needs an explicit subject statement describing what the plan is about. It is
critical; it helps shape or define everything else in the plan.
To a certain extent, the results are determined (but not yet visible) when the subject is
stated properly.
Purpose – the reader must know specifically what the plan will be used for; how it will be
used; and who (agency) it’s being done for.
Objectives describe the desired end state, regardless if the status quo remains, or is
replaced by another alternative. Objectives are the reason for considering a decision in
the first place.
Give the background and identify your organization.
The State of the Army
We are an Army at War. There are more than 600,000 Soldiers on active duty in 120
countries. Since September 11, 2001, more than 80,000 Reserve Component Soldiers
have been mobilized in support of these global operations. Over time, these operations
have stretched and, as a result, stressed our All-Volunteer Force. While we remain a
resilient and committed professional Force, we are out of balance.
We are an Army Transforming. We are transitioning to a global defense posture that
involves the re-stationing of 50,000 Soldiers – a dramatic increase in the number of
Soldiers, the establishment of a cyclic rotation model for deployments, and massive
base realignment and closure. Army installations are transforming. Army deployments
are transforming. Army missions are transforming.
We are a growing Army. The Army is too small to meet the nation’s 21st century
national security needs and global commitments. Plans call for the active Army to
increase by 65,000 Soldiers, the Army National Guard to increase by 8,200, and the
Army Reserve to increase by 1,000. Army growth involves far more than adding people.
It involves more resources for training, equipping, deploying, and sustaining forces.
Preparedness encompasses the myriad responsibilities associated with providing for
the well-being of our Soldiers and their Families – before, during and after deployment.
These environmental changes have a substantial cumulative effect on Soldiers and their
Families. The well-being of our people and the quality of life for the Army Family are
critical to efforts to grow the Army and to maintain readiness of an expeditionary Army
at War. At the Headquarter level, CYS Services provides oversight to make sure that
changes in Child, Youth and School support keep pace with the change and growth of
the Force.
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The State of Army Families
"The Army Family, with more than two million Soldiers, spouses and children, is shouldering the
load for 300 million Americans. The health of the All-Volunteer Force depends on "the health of
the Army Family."
- Honorable Pete Geren, Secretary of the Army
Army Families play a vital role in maintaining the morale and readiness of our troops.
By improving the quality of care and support provided to the Army Family, we improve
the quality of the All-Volunteer Army.
Child, Youth & School (CYS) Services and the Soldier Family Action Plan
As the Soldier Family Action Plan prescribes, CYS Services too must be proactive and
steadfast in its conviction to ensure Soldiers and their Families are given the quality
service they deserve. At the Headquarters level, CYS Services oversees plans and
contracts to deal effectively with the accumulated and accumulating effects of sustained
high levels of “stress on the Force.” CYS Services provides more effective,
standardized support for Army Soldiers, Families, and Civilians to sustain the viability of
the All-Volunteer Force. CYS Services plays a pivotal role in the success of the Soldier
Family Action Plan mission, including:
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To standardize and fully fund Child, Youth and School programs and services across
all Installations and all Components
To standardize and fully fund Child and Youth facilities across all Installations
To implement Child, Youth and School programs and services to provide the added
support that Army Families need during this time of persistent conflict
To provide Child, Youth and School programs and services to meet the needs of
geographically dispersed Army Families
To fund Child Care and Youth program utilization to Department standards; 80% and
35% respectively
CYS Services provides a variety of age-appropriate programs for children and youth in
safe and constructive environments. We serve infants and young children in Child
Development Centers (CDC) and Family Child Care (FCC) Homes in government
housing; school age children in before and after school programs; middle school youth
and teens in Youth Centers and Teen programs; and the entire age spectrum through
team sports, instructional classes, referral services to off post programs, and school
transition support.
The importance of our mission can not be overstated. Our programs support the
Soldier, which in turn enhances Army readiness. The Soldier's life and workday are
affected by irregular and extended duty hours, deployments, and temporary duty
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assignments. This creates constant challenges for child care, as well as for school
support services. These challenges continue to grow as mission requirements increase
the demands on our Soldiers. CYS Services understands these challenges and
provides a solution by offering a caring and enriching child care environment and
communicating with schools to ensure positive relationships with the schools attended
by Army youth. We give Soldiers peace of mind, allowing them to concentrate on the
mission knowing that their children are safe and supervised by trained and professional
staff, and are given opportunities to participate in quality developmental programs. CYS
Services works with schools to mitigate the challenges that result when children switch
school districts because the family relocates often or parents become deployed. The
work we do and the services we offer do not go unnoticed by our Soldiers. CYS
Services programs are a key retention factor cited by many Soldiers and their Families.
CYS Services manages its programs through specific elements of expense that have
been validated both by GAO and by RAND Corporation. Thus, for the past five years,
the CYS Services “space” has been the unit of service that both measures CYS
Services outputs and enables CYS Services to validate its requirements effectively
using a defined cost estimating model. This model allows CYS Services to thrive in a
cost-conscious culture, while continuing to deliver quality child care and youth programs
to Army Families worldwide.
Mission/Vision Statements
Mission Statement
Support readiness and well-being of Families by reducing the conflict between unit
mission requirements and parental responsibilities.
Focus
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Achieve and sustain QUALITY by pursuing nationally recognized benchmarks and
performance standards
Increase and sustain AVAILABILITY through on and off post child care options and
supervised programs for youth
Maintain AFFORDABILITY for both Soldiers and the Army
Ensure ACCOUNTABILITY is achieved by requiring measurable outputs and
outcomes
Vision Statement
CYS Services delivers on its promise of quality, affordable child care options and
supervised youth programs to all Army Families in all components across the globe.
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The Child, Youth & School (CYS) Services’ logo is the graphic
representation of the components that make up the CYS
organization which includes services for children, services for
youth, and services for students and school personnel. The
logo is active and full of energy! It gives a feeling of synergy
and movement. Both the logo and the programs are moving
forward and outward to reach their fullest potential, yet, through the bands, tied securely
to the customers they serve ("kids," Families, and school personnel).
Contingencies
Description of Alternatives and/or Business Impacts.
Comparison of Alternatives (quantitative and qualitative).
“Rack ‘em and Stack ‘em:”
Comparison of the baseline and alternatives against selection criteria.
Financial comparisons should attempt to compare like attributes, and summary metrics,
like NPV; rate of return; payback period; cost avoidance.
Non-quantifiable factors when possible, should be compared using weighting and/or
ranking schemes against common decision criteria:
 Feasibility; ease of implementation
 Acceptance by customer or workforce
 Politics and personalities
 “Gut feel” management dynamics
 Past performance
 “Re-culturization” issues
The CYS System of Care is characterized by the deliberate balance of several key
elements:
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Services must be Available for Active and Eligible Reserve Families: A wide
variety of services are available to Families, including, but not limited to, full day, part
day, hourly, respite, 24/7, seasonal, deployment cycle, weekend, and evening care
Services must be Available in a Wide Range of Locations: CYS Services are
available to Family on Garrisons, in off-post Garrison catchment areas, and
throughout dispersed CONUS duty locations
Services must be Available to a Wide Mix of Age Groups: CYS Services are
available to children and youth, ranging in age from six weeks to eighteen years of
age
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Services must be Available in a Mix of Facility and Non-Facility Based
Options: Families have a choice of accessing CYS Services in a variety of formats,
including Child Development Centers, Youth Centers, Family Child Care Homes,
Youth Sports and Fitness Programs, and Community-Based Child & Youth
Programs
The flexible and cost-efficient management of CYS Services spaces demands a
balance of all of these options to best meet the needs of Army Families in the CYS
Services cost culture. Full funding of requirements is necessary to sustain program
capability and to meet Family readiness and relieve deployment stress.
Some potential risks involved in a reduction of funding for CYS Services include:
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Inability to meet previously attained Army baseline targets for child care spaces and
Youth Program capacity for eligible youth participation.
Negative impacts in the form of increased Soldiers’ time away from duty and a
commander’s ability to meet mission requirements (Readiness).
Failure to meet statutory Pay Parity requirements – which can only be achieved by
raising patron fees or internal reallocation of funds, which will reduce child care
capacity. Internal reallocation of funding to address workforce issues would result in
a loss of xxx child care spaces and would reduce youth program capacity to xx% of
eligible youth.
Degradation of current improved security and safety, lowered risk behaviors, and
staffing efficiency – which were all gained through previous investments in Youth
Center Security Systems.
Objectives
The 'Why' (your Objective) and the 'How' (the Action Plan) of what you intend to do.
SFAP Initiatives for line of operation 2.4: Ensure Excellence in School Services,
Youth Programs and Child Care
2.4.1 Standardize Child and Youth Facilities
2.4.2 Standardize Child, Youth and School Programs and Services for all Components
2.4.3 Resource Child, Youth and School Programs for all Components
2.4.4 Mitigate the Effects of Persistent Conflict on Army Families
2.4.5 Leverage installation and Community Based Services to mitigate the effects of
isolation
2.4.6 Validate CYS Programs and Services are executed to Standard
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Action Plan
OBJECTIVES AND ACTION PLANS
TITLE:
OWNER:
PRIORITY: HIGH
DATE
MILESTONE
ASSIGNED
ACTION
RESPONSIBILITY
PLANNED
ACTUAL
STATUS
(R/A/G)
OUTCOME:
Inputs:

Develop, define, coordinate, and issue plans, administrative and procedural
guidance for delivery of programs and services (Child Care, Youth Programs,
School Support)

Conduct Training to provide support for all Child, Youth and School programs
(including CYS Facilities construction projects)

Monitor and lead program initiatives to provide accountability to meet the
respective Department Standards for Child Care and Youth Services demand of
80% and 35% (including Installation Status Report (ISR); Common Level of
Support (CLS) for Service 11; Capability, Accountability, & Performance Status
(CAPS) processes.
Outputs:

Delivery of Facility-based and Garrison related Child and Youth spaces that meet
on-post portion of the 80% and 35% demand

Certification and accreditation of Child Care and Youth programs at xx facilities
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
Continued expansion of youth programming through MWR Partnerships both
with MWR Programs as well as through Boys& Girls Clubs of America and
National 4-H Programs

Continued delivery of CYS Services reviews, training, and oversight support to
all programs
Outcomes:

Availability: Expanded capacity for to meet demand and allocation

Quality:
o 100% of Child Development Centers accredited by the National
Association for the Accreditation of Young Children.
o 100% of School Age programs accredited by the National AfterSchool
Association.
o 100% of Child, Youth and School programs DoD Certified.

Affordability:

Customer Feedback: Positive Impact of CYS Programs on Soldiers and
Families on Readiness and Retention
The chart below demonstrates that the outcomes of CYS Services programs have a
significant positive impact on Soldiers and their spouses. In short, they send a
message that the Army cares about its people, they help minimize lost duty/work time
(Readiness), and they play a role in influencing decisions to remain in the Army
(Retention).
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To what extent does providing Army CYS programs at your installation have
a positive impact on the following?
(Percent reporting “Moderate,” “Great,” or “Very Great” extent)
100%
Soldiers
83%
85%
82%
83%
82%
Spouses
84%
82%
80%
80%
75%
71%
67%
60%
56%
40%
20%
0%
Sends a message
that the Army
cares about its
people
Helps minimize
lost duty/work
time due to lack
of child
care/youth
sponsorship
options
Helps minimize
lost duty/work
time due to lack
of child and youth
services
Plays a role in
influencing my
decision / my
spouse’s decision
to remain in the
Army
Allows me/my
spouse to better
concentrate on
my/our job(s)
Provides positive
growth and
development
opportunities for
my children
Source: 2005 Leisure Needs Survey, U.S. Army FMWRC as cited in, “What We Know About Army Families, 2007 Update (ICF International)
CYS Services Action Plan for FY09 to deliver against the initiatives of the SFAP:
THE HQ CYS SERVICES ACTIONS AND MILESTONES IN THE TABLE BELOW
CAN BE USED AS A GUIDE TO DEVELOP SUPPORTING GARRISON-LEVEL
ACTIONS AND MILESTONES.
Action
Milestones
Objective 2.4.1 Standardize Child and Youth Facilities
Plan, Resource and Execute a
Comprehensive Child and Youth
Construction Program
 20 CDCs to open in FY09
 2 Youth facilities to open in FY09
 FF&E requirements development for Youth facilities in
final stage/enterprise contract being developed
 Develop FF&E requirements for hourly child care and
fitness centers
Provide assistance to Garrisons through all  Provide technical assistance through the Center of
phases of construction
Expertise
 Deploy set-up teams to assist with the opening of each
new child and youth center facility
Objective 2.4.2 Standardize Child, Youth and School Programs and Services for all Components
Deliver Baseline and Enduring
 Conduct annual garrison FY09 DoD Certification
Plan, Resource and Execute a
Comprehensive Enterprise Furniture,
Fixtures and Equipment Solution
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Expeditionary Force Child and Youth
Services and Programs for Active
Component
inspections
 Complete CAPS process at Garrisons
Deliver Baseline and Enduring
Expeditionary Force Child and Youth
Services and Programs for Reserve
Component
 Schedule and conduct semi-annual meetings with RC
CYS Steering Committee
 OMCC/ MCCYN/ OMK programs in place to support
deployed RC Families
 Community Based Respite Child Care in development
 Updating staffing template to reflect Garrison needs
 Completed Garrison recruitment pilot
Develop and Implement Staffing Plan to
Meet Acceleration of Department
Standards for Child and Youth Programs
 Draft guidance of CYS support for Warriors in Transition
program under review
 Develop Central Enrollment Registration guidance for
CYS Services SFAC Liaison Directors
Objective 2.4.3 Resource Child, Youth and School Programs for all Components
Meet 80% Child Care Demand (Active
 Execute on Child Care facility requirements
Component) by FY09
 Implement guidance for CD Homes
 Execute plan to increase infant child care capability
Meet 35% Youth Program Demand (Active  Execute youth facility requirements for FF&E
 Implement CYS Neighborhood Activity Homes
Component) by FY09
 Execute operating guidance for MWR partnership
spaces
Objective 2.4.4 Mitigate the Effects of Persistent Conflict on Army Families
Develop and Implement Standard Soldier
and Family Assistance Center (SFAC) CYS
Operational Guidance
 Offer child care to support authorized Family Readiness
Group activities
 Implement Pre-K program pilots at highly impacted
garrisons
Provide Youth Services and Programs to
 Upgrade Youth Technology Labs
Mitigate the Effect of Persistent Conflict on
 Expand Youth Programming
Army Families
 Implement new Youth Sponsorship Materials
 Provide Youth Program support at non-Army posts
Provide School Liaison, Transition and
 Expand support services for school personnel through
Support Services and Programs
scheduled Transition Counselor Institutes
 Provide additional SLO positions at highly impacted
Garrisons
 Pilot tutoring programs at Garrisons
 Establish after school program at SETS schools
Improve CYS Services Operations to
 Implement VSS according to established fielding
Support Army Families and CYS Services
schedule
Staff
 Extend operating hours and reduce parent fees for all
CYS programs
 Deploy Transition Mobile Teams to impacted Garrisons
 Execute transportation plan
Objective 2.4.5 Leverage installation and Community Based Services to mitigate the effects of
isolation
Meet Child Care Needs of Geographically
 Resource and execute Military Child Care in Your
Dispersed Families
Neighborhood (MCCYN) in all 50 states
Provide Child Care Services and Programs
to Mitigate the Effect of Persistent Conflict
on Army Families
Meet Youth program needs of
Geographically Dispersed Families
 Resource and execute Operation: Military Kids (OMK) in
all 50 states
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Ensure integration of Army Child and Youth
Programs in Joint Service Family
Assistance Programs
 Establish Army Youth Programs in Your Neighborhood
(AYPYN) and expand partnerships
 Provide executive oversight for targeted OSD programs
 Coordinate AOS CYS Services efforts with Joint Family
Assistance Program to negate parallel systems of CYS
Services delivery
Objective 2.4.6 Validate CYS Programs and Services are executed to Standard
Ensure all installation CYS programs are
DoD certified IAW PL104-106
 Maintain central database for garrison DoD Certification
inspection results for review and analysis
Ensure all eligible installation Child Care
Programs are nationally accredited IAW
PL104-106
 CDC programs 97% accredited
 Central database in place for review and analysis of
CDC program accreditation status
Ensure all eligible installation School Age
Programs are nationally accredited IAW
PL104-106
 SAS program 100% accredited
 Central database in place for review and analysis of SAS
program accreditation status
Develop validation process for Reserve
Component Child and Youth Programs
 Begin inspections using newly developed inspection tool
Develop School Performance Metrics
 Partner with DoDEA to moniter schools ability to meet
No Child Left Behiond Average Yearly Progress (AYP)
requirements
 Train Regions/installations on child care and youth
spaces recording and reporting in IRO
 Train Regions/installations on Service 11 specifics for
CLS and ISR
 Conduct annual MWR Baseline Assessment
 Implement ISR Quantity performance measurement
process for RC Child and Youth Programs
Ensure installation CYS Child Care and
Youth Services program performance
measures meet Army standards
Develop and Execute performance
measurement process for Reserve
Component Child and Youth Programs
Planning Assumptions
Define your Major Assumptions and Constraints.
Elaborate on your Scope of Analysis
Assumptions either predict, simplify or clarify. A plan may predict future financial results
that could change over time. Assumptions often simplify information that would be
otherwise difficult to portray or collect, such as sensitive or privacy act information.
Clarification is used to scope the plan simply to keep from assuming all possible “what
ifs,” and also to establish “apples to apples” comparisons.
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Scope and boundaries define the range of coverage encompassed by the plan along
several dimensions. Most plans have a “time” (costs over fiscal years) dimension.
Others include geography/location, organization or function, and technology.
Financial Assumptions - What financial metrics are used and defined?
 Net Present Value (NPV)
 Benefit Cost Ratio
 Payback Period
 Break Even Point
 Return on Investment (ROI)
 Internal Rate of Return (IRR)
 Total Cost of Ownership (TOC)
 Time Value of Money Considerations: Current or constant dollars (base year)
and/or discounted dollars
Evaluation of Success - How we measure success:
 Outputs
 Outcomes
 Metrics
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The Army will continue a high operational tempo that includes deployments.
Standardization of FMWR business practices and programs will continue.
Partnerships with non-profits, business and local communities will increase, allowing
for increased services for Soldiers and their Families, specifically those that are
geographically dispersed.
A focus to shift from a budget culture to a cost (performance) culture will continue
driving us toward improved business processes.
Guidance based on these parameters will ensure:
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Common Levels of Support are established for targeted populations in support of
Army Campaign Plan.
Risk of institutional abuse of child and youth is minimized; health, safety, well being
of children and youth is maintained while in our care.
On and off post affordable Child Care and Youth Program options continue to meet
changing requirements and stress on children and Families is reduced.
A trained and stabilized workforce continues to meet DoD Certification and National
Accreditation standards.
School transitions for youth are eased during PCS moves.
Services address immediate and long range multi-component Child Care and Youth
Program requirements where Families reside.
Reduced child care fees for Soldiers and statutory levels of APF support is
maintained.
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Partnerships with child care, schools and youth-serving organizations increase
quality and availability of services.
Military Child Care “Model for the Nation” status is sustained; Military Youth
Programs on track to become a “model for the nation.”
SWOT Analysis
Sensitivity analysis attempts to explain what happens if assumptions change or prove
wrong (“what if drills”). How sensitive are our financial model’s overall outputs, to
changes of individual inputs? If this cost changes, how does it affect the “bottom line:”
most often applies to quantitative data but can apply to qualitative data.
Risk analysis attempts to predict the likelihood of an event occurring, and the impact to
the plan outcome. For some situations, risk analysis can occupy the most volume and
level of effort of the entire business plan development; can be quantitative or qualitative.
STRENGTHS (Internal)
o Cost estimating relationship enables
accurate determination of costs and
requirements
o Acceleration plan enables CYS
Services to reinvigorate programs
o Operating metrics create methods for
standardization of programs and
services across Garrisons
WEAKNESSES (Internal)
o Recruitment and retention of qualified
staff is an ongoing concern
o Rapid growth creates challenges for
Garrisons seeking to maintain quality
o Regions staff will be incorporated into
FMWRC CYS Services HQ during
FY09, creating challenges in
supporting Garrisons.
THREATS (External)
o ”Pop-Ups” – programs beyond CYS
Services standards invalidate
requirements estimate and create
“Have and Have Not” Garrisons
o Externally-driven acceleration plans
may over-extend Garrisons’ ability to
manage growth
o Increasing proportion of infants within
Army Families, requiring higher cost
care
OPPORTUNITIES (External)
o Capability Accountability Performance
Status (CAPS) process identifies
strengths and opportunities for
improvement at the lowest levels of
organization
o Increase in level of service provided to
Reserve Component and
geographically-dispersed Active Duty
Families
o Early Education (Pre-School) trends
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Market Analysis

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


Current Customers
Potential Customers
Most Important Market Segment
Competition
Pricing
Current Customers
The current customers of CYS Services include primarily Active Duty Army Families,
with some Reserve Component Army Families accessing CYS Services as well. A
number of factors make Military Families unique:


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




Tend to be younger and are often far away from their extended Families
Include a large infant and toddler population
Need a variety of short and long term program options
Generally need service to be available 10 – 12 hours a day; early morning,
weekends and evenings as needed
Lack of care / supervision alternatives overseas and at remote sites
Children and youth change schools frequently and relocations complicate school
transitions
Mission essential during deployment, mobilization and contingency situations
Increasing troop rotations disruptive to Families
Bottom Line: There is a clear need for programs that are tailored for Military Families.
Potential Customers
Potential customers for CYS Services include geographically-dispersed Soldiers and
their Families and Reserve Component Soldiers and their Families, who are under
increasing pressure due to recurring deployments. According to the most recent Army
Profile and DMDC data for Reserve Component Families:




8.7% of families are dual Military couples
8.2% of families are single parent families
48% of soldiers have a spouse that works full or part time
46% of soldiers have children
CYS Services performs extensive analysis to determine accurate funding requirements
which are necessary to meet current demand.
Child Care Demand and Youth Demand
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At the macro (DoD/Service) level, the demand for Active Component child care services
is forecasted by analyzing DEERS and Defense Manpower Data Center (DMDC) data.
Eligibility of military children is determined using data from DMDC and G-1 Army
Demographics, and, ultimately drives how much child care and youth participation is
needed to support the force.
End-state capability to meet the Army standard of 80% of child care demand (i.e.,
87,479 Child Care Spaces) and the Army standard of 35% of youth demand (i.e., 53,
600 Youth Spaces). The goal to reach 80% and 35% of child and youth demand,
respectively, does not translate to 80% and 35% at each Garrison. CYS Services
meets 80% and 35% at the macro level. FMWRC works with the Region and individual
Garrisons to determine the number of spaces required from each Garrison to contribute
to achieving the overall Army target. (Garrison CYS Funding – based on these spaces
– is then allocated).
Response to Market Demands: Expansion of CYS Services Delivery System
The Soldier's life and workday is affected by irregular and extended duty hours,
deployments, and temporary duty assignments. These requirements are generally not
supported by civilian child care options. CYS Services is working to expand its capacity
of services, both on and off post.
On-Post Expansion
 Construction resulting in 41 new CDCs and 8 new Youth Centers for FY09.
 Renovation of existing facilities to maximize spaces.
 Benefits of Capability, Accountability, Performance Status (CAPS) visits to all
Garrisons world wide, resulting in more efficient operation of Child, Youth and
School Programs at Garrison.
 Programs such as Youth Check-In Homes and Neighborhood Activity Homes
provide spaces and care to 11 – 15 year olds outside of traditional facilities.
Off-Post Expansion
 Military Child Care in Your Neighborhood (MCCYN) (Child Care)
 Meets mission needs of Active Duty Army families who are geographically
dispersed and/or live beyond a reasonable commuting distance of a military
base.
 Provides Care Options for children 6 weeks – 12 yrs old.
 Fees generally comparable to those paid on-post.
 Programs are nationally accredited or DoD equivalent.
 Army Child Care in Your Neighborhood (ACCYN) provides these same services
near 11 Army Installations in the US to accommodate infusion of troops to these
areas.

Army School-Age Programs in Your Neighborhood (ASPYN) and Army Youth
Programs in Your Neighborhood (AYPYN) alleviate high costs for geographically18
dispersed Families while at the same time connecting Families with quality child care
that is accredited by a national accrediting body:
 Fees are generally comparable to those paid on-post and are nationally
accredited or DoD equivalent.
 ASPYN provides care options for children 5 years – 12 years old.
 AYPYN provides care options for youth 11 – 18 years old.
Financial Considerations
This is your Financial Analysis.
CYS Services determines the proper Child Care and Youth Services Spaces and
funding requirements in relationship to meeting the DoD goals.
FYXX Budget:
(Note: Planning numbers to follow from HQ CYSS.)
Five Year Plan
Define your Costs and Benefits over time.
Example:
The data in this section reflects the funding picture for the next five fiscal years. The
changes in funding follow the steady increase in Army population relative to Grow The
Army. End-state total spaces will be xxx for Child Care and xxx for Youth Services.
Child, Youth & School (CYS) Services
(Space and Funding Allocation)
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Capital Purchases and Minor Construction Plan
Description of Purchase
Budget
XXX
$
CYS Services will meet future demand requirements partially through new construction
or replacement and expansion of existing facilities.
Conclusion and Recommendation
Conclusions should state the complete plan tersely, but completely, supporting your
evidence from the preceding sections. Effective conclusions are organized around the
objectives stated up front in the plan. Also, point out any surprising or unexpected
results or findings that could be misinterpreted.
Recommendations brings closure to the plan and reminds the reader the “ball is in their
court.” Give your results rationale. Identify your strategy and tactics to optimize results.
According to the National Association of Child Care Resource & Referral Agencies
(NACCRRA), military child care provides a return on taxpayer investment that is
unmatched by most DoD programs. The true cost of quality child care has not been
determined except in the Military Child Development Programs. In studies of the
Military programs done by both Government Accountability Office (GAO) and the RAND
Corporation, military care costs less than 10% more than civilian care, and is of higher
quality. RAND also studied the cost of care by age of child and program setting,
however nothing comparable exists for the civilian child care market. For this reason,
military child care has been cited as a “model for the nation”; maintains strong
Congressional interest, and has high national visibility.
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In his Congressional Testimony on 15 February 2006, SMA Kenneth O. Preston stated
“Providing adequate child care is a key retention issue. Congress and national experts
continue to laud military child care programs as a benchmark model for civilian care
programs. However, stability in funding is critical to providing consistent and predictable
child care for Army Families.”
In the CYS Services model, resources are allocated commonly to all types of spaces
and programs and are a component of the overall cost of each child and youth
space. In turn, should a reduction in funding occur a proportionate reduction in spaces
provided will occur versus a change or reduction in a particular program.
Army Child and Youth Programs are a direct link between Soldiers and spouses
utilizing programs and the desire to stay in the Army. Full funding of requirements is
necessary to sustain program capability and to meet Family readiness and relieve
deployment stress.
CYS Services has worked diligently to secure funding for programs – it is now
incumbent upon Garrison leadership, worldwide, to ensure that the funding is used in
accordance with CYS Services standards for quality, accountability, availability, and
affordability to ensure our Army Families have access to child care at a level
commensurate with their service to our Nation.
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Appendix: References
The following references were used in developing the CYS Services Business Plan:
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PL 104-106 - Military Child Care Act
PL 104-106 Section 1785 Youth Sponsorship Program
PL 104-201, Section 1044: Cites concern about lack of support for DoD Youth
Programs
PL 106-65, Sec 584: Provides support for expanded child care services and youth
program services
PL 101-647, Crime Control Act: Requires comprehensive background checks for
child care staff
National Defense Authorization Act 2008 Section 2809: Allows use of O&M funds
for CDC construction
PL 106-79 Conference Report - DoD Report on Family Child Care Subsidy/Access
to Military Child Care
DoDI 6060.2 Child Care Programs and AR 608-10 Child Development Services
DoDI 6060.3 School Age Care and AR 608-10 Child Development Services
DoDI 6060.4 Youth Programs
DoDI 1015.2 MWR Programs and AR 215-1 MWR Programs
DoD Social Compact and DoD Status of the Force Report to SECDEF
Army MWR Baseline Standards for Child Care and Youth Programs
Army Family Action Plan Issues: #439 Teen Program Standardization; #566 Child
Care Fee Category; #569 Child Care to Support the AIFSN and Garrisons Impacted
by Transformation; #613 Academic Tutoring for active Duty School age Children
Army Campaign Plan, Change 5 (April 2007) Objective 5-6: Develop and
implement multi-component retention and well-being strategies to support the AllVolunteer Force
Army Family Covenant, IMCOM EXORD 08-002: “ensuring excellence in…child
care”; “ensuring excellence in…youth services”
Army Soldier Family Action Plan, Sub-initiative 2.2: Standardize and fully fund
Family programs and services to support an Expeditionary Army
Army Program Guidance Memorandum (POM FY10-15), Task 6.2.2.1.a: Provides
for Army-wide support to Soldiers, families… Sustains child care services at the
Army standard of 80% of demand… Sustains youth services programs at
Army standard of 35% of participation
DACOWITS 2007 Report
President’s State of the Union Address, Jan 2008: “Our military families also
sacrifice for America…We have a responsibility to provide for them. So I ask you to
join me in expanding their access to child care…”
2008 NDAA Study SEC .583 to enhance and improve support services and
programs for Families of members of regular and Reserve Components undergoing
deployments
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