U.S. NAVY MWR BUSINESS PLAN

MWR BUSINESS PLAN 12/29/2007 23:59

EXECUTIVE SUMMARY

Commander Navy Installations Command (CNI) was established October 1, 2003 to align former Echelon II commands. On October 1, 2004, CNI aligned Chief of Naval Personnel (N1) organizations and PERS 65 (Morale, Welfare and Recreation) units within the CNI N2 (N22) organization. The N22 organization consists of three components; Mission Essential, Media and Resources (includes Movie Program and Libraries/Resource Centers) and Business Activities Branches operated from the CNI Millington, TN, Detachment. A contingent of operating policy and analyst personnel conduct N22 global affairs with regional MWR program managers from the Anacostia Office. Attachment 1 (Organization chart) provides an organizational overview. The N22 organizational structure is mirrored to




varying degrees at regional commands.

N22 units focus on resourcing the MWR program initiative through use of appropriated (APF) and nonappropriated (NAF) funds generated from internal resale and program revenues and Navy Exchange profit distributions to regional program managers. Some direct support is provided to deployed forces from Millington Detachment: Recreation and fitness equipment, Motion Pictures and library services (equipment, books, web site access for educational endeavors, etc.).

N1 has retained policy oversight of MWR programs to ensure programs are made available to all Navy personnel. The MWR/Navy Exchange Board of Directors chaired by the Navy?s Resource Management Division (N4) provides resource management direction to CNI and keeps Fleet Commanders and Navy policy makers apprised of program delivery and contributions.

N22 uses The Balanced Score Card (BSC) as a framework to measure the N22 strategy, vision, mission and goals and drive performance. The BSC identifies strategies across four perspectives: Customer, Learning and Growth, Financial and Internal Processes.
? Customer ? Identifies what customer needs must be served.
? Learning and Growth ? Identifies how the enterprise must learn and innovate to achieve the goals; and fosters commitment to employee productivity, development and growth.
? Financial ? Identifies methods to track financial objectives to ensure efficient and effective use of APF and NAF resources.
? Internal Processes ? Identifies improvements in methods and processes that will affect positive change in supporting customer-focused programs and services.

VISION

MWR transforms resources into program performance so that high-quality, healthy lifestyle facilities and programs are accessible and affordable to Sailors and their families whether deployed at sea or on foreign or U.S. soil.

MWR GOAL

MWR provides or facilitates customer-driven recreational and developmental programs that support readiness and aid in retention. Program delivery is executed in the most cost-effective and efficient manner.

ENTERPRISE STRATEGY

The Enterprise Strategy allows flexibility in providing Navy and non-Navy-delivered MWR products and services, implementing sensible, best business practices, developing a workforce to optimize customer satisfaction, and contributing to retention of Sailors.

To achieve the MWR vision and goal, MWR regions will:

- Conduct surveys and use other instruments to communicate with customers to determine what programs are needed and desired.

- Watch closely key indicators including customer usage and cost data to help define the level of output obtained in comparison to investment made. (What am I buying?)

- Streamline General and Administrative (overhead) costs first, prior to making changes that impact vital Navy-delivered customer-used programs.

- Align regional organizations consistent with the CNI N2 model.

- Divest poorly performing programs when other sufficient alternatives are available or when cost/usage data does not warrant continuation.

- Align customer fee policies so that there is consistency enterprise-wide for specific programs or services.

- Maximize use of emerging technologies and trends to increase efficiencies, improve profitability, enhance customer service and improve customer experiences.

- Develop a long-term, comprehensive capital reinvestment plan. Conduct inventory and conditions assessment for all MWR facilities. Determine, develop, and implement construction requirements following a region centric plan. Optimize Public/Private Ventures (PPV) opportunities. Integrate MWR facilities in the Navy MILCON strategy.

- All Mission Essential facility deficiencies will be identified and submitted for remedy by the affected Region (preparing 1391?s, Work Orders, etc.).

- Temporarily defer capitalization in favor of program delivery when resources are unavailable to adequately meet both requirements.

- Use Navy Program Standards and Capabilities Based Budget ?pricing? models to forecast program costs.

- Maintain a satisfied, performance-oriented MWR workforce that builds customer loyalty by linking individual employee performance standards to overall MWR goals and branding and marketing strategies to human capital management practices. Support and resource a (supervisory) management-training program. Implement and resource a MWR career progression management program.

- Where Navy-delivered facilities/programs are not available or feasible, regions will accommodate authorized patrons through partnerships within the civilian or other military service branch communities. It is essential that the region ensure such non-Navy-delivered services are affordable, accessible and at a suitable level of quality. In some instances, certain programs, including core programs will not be available by Navy or non-Navy sources. Partnerships will be coordinated through the appropriate CNI N22 Branch office.

- Stretch Goals will be reviewed/developed annually through the nonappropriated budget process affecting:

? Facility and program consolidation
? Inventory reductions
? Revenue growth
? Administrative cost reduction
? Business process improvements/efficiencies
? Customer satisfaction
? Employee development

- Be represented on the MWR Integrated Process Team.

- Foster communication among customers and employees

RESOURCES

MWR is funded by a combination of APF and NAF. APFs are provided to the Navy by the Department of Defense to support program requirements at the installations. NAFs are self-generated by MWR program/service fees, and also are received from Navy Exchange profit distributions. The intended use of these resources is to optimize recreational and educational experiences for Sailors.

APF:

The MWR Integrated Process Team (IPT) established core and non-core MWR programs. This has now been translated into Requirements Operations Capabilities (ROC?s). The Core Programs must be consistent in quality across the enterprise. This consistency will ensure a greater likelihood of meeting Office of the Secretary of Defense and Navy Standards as well as customer expectations. Funding is directly related to delivering consistent program requirements to our customers.

NAF:

Self-generated NAF?s are the primary operational resource for non-core programs. NEX revenues are for capitalization of facilities and equipment.


MARKET ANALYSIS

There are four primary markets for MWR:

Deployed Forces - includes ships and other units that deploy to OCONUS locations.

OCONUS - Ashore commands located outside the continental U.S mainland and Alaska.

CONUS - Ashore commands located within the continental U.S. and Alaska.

Reserve Recruiting Commands - generally located within CONUS and Alaska but are not conveniently located to U.S. Armed Forces installations.

Uniformed Navy members are the primary MWR users. Their families and other authorized users comprise the balance of the customer base. Customers live and work in a variety of places and under many different circumstances which impact program availability and customer demand for Navy delivered programs. Navy MWR programs must be tailored to the environment however, quality and consistency across the enterprise will be accomplished through program prioritization (core, non-core), use of accepted program standards and local demand. In general, this correlates with Requirements Operation Capabilities model.

COMPETITIVE ANALYSIS

Today?s Sailors are brand conscious and technology driven. Over the years, the establishment of major outlets for food, apparel, lodging, travel, etc., has resulted in easy recognition of consumer products and services and the status they carry when used. MWR and NEX have achieved some success by introducing branded-contracted food service outlets within both organizations. The Business Plan contains a series of concepts to further apply branding to other programs. Not all ashore installations are located in metropolitan areas. Larger metropolitan installations have significant flexibility in using commercial or other Armed Services programs and should do so when the cost of doing Navy-delivered business exceeds that of another markets? offering. MWR will provide information, products and services through technological means when clearly defined objectives, customer and business benefit dictate. As with branding, several technological initiatives are planned for implementation during the FY05-FY07 timeframe. Examples include finalizing the distribution of PIN pad devices that allow customers options of debit-credit card use, centrally available reservation systems for lodging, shipboard digital movie formatting, and continued availability of educational web portals.

METRICS

Attachment 2 (tentative) provides a Balanced Scorecard metrics methodology that measures outputs/performance of all regions. The data will be summarized at the Millington Det, regional program managers and external sources as appropriate. The data will be used to measure output and identify areas for improvement.

N22 GOALS

The following goals require enterprise wide support for implementation and success. The target for implementation is the end of the fiscal year (FY 06) unless otherwise stated. Brackets indicate the lead N22 branch. N22 branch heads are empowered to establish working groups consisting of regional and other subject matter experts to assist in achieving the business plan. Branch office responsible for monitoring enterprise-wide implementation:

MEDIA AND RESOURCE BRANCH [N220]

Media and Resources Branch

Motion Pictures

All deployed Navy forces will have access to MWR movie programs.

Establish a standard admissions fee policy for the 35mm film format.

Develop a plan of action that replaces 8mm videotape motion picture delivery to digital formats.


Libraries and Resource Centers

Develop template to configure desk and laptop computers for all Navy vessels and an equipment replacement plan for Shipboard Leisure Media Resource Centers (LMRC?s) (FY 05)

OCONUS and Remote and Isolated installations with customer demand will have full service libraries.

Develop and implement a joint service initiative related to automated library management and information systems management (FY 07).

Formalize a Navy Standard that provides CONUS installations with a multi-media resource center that consists of Internet capable computers, hard- and soft- backed books, and popular magazines. The center may be part of another program area, such as Liberty Centers or Fleet and Family Information Centers.

E-content services will be made available to Sailors and their families through Navy Knowledge Online.

MISSION ESSENTIAL BRANCH [N221]

Fitness

All Navy Fitness Centers attain DOD Fitness Standards.

Establish centrally managed acquisition process for fitness equipment (implement beginning FY 06).

Establish a concept of operation and management for fitness that includes CNI, BUMED, DOD, regional, field and industry representatives that results in a Healthy Sailor program initiative.

Fleet Recreation/Afloat Rec-Fitness

Develop and implement a plan that incorporates the current best practices and the most effective use of Fleet Recreation Coordinators (FRC) that results in monetary savings, improved response time to deployed forces requests and improved:

- Warehouse inventory control
- Financial oversight of ship Recreation funds
- Supervision and support for Afloat civilians

The plan will be socialized with regional program managers and final decision made NLT 30 March 2006.

Develop a flexible sea-shore rotation program for Afloat Fitness and Recreation Specialists that supports deployed forces and affords career development for MWR employees by the beginning of FY 06

Liberty

All Liberty program-located computers with web access are no cost to Sailors.

Develop and implement plan to partner with local community, other military or government services and research alternative methods to provide positive, cost-effective leisure opportunities for single service members.

Develop/refine Liberty Standards and participate in the establishment of Department of Defense Single Members Standards.

Re-define Afloat Fitness standards and pricing model.

BUSINESS ACTIVITIES [N222]

Develop or purchase an assessment tool/process that provides insight and leads to recommendations/decisions on whether Navy MWR or non-Navy MWR is best method of delivery. [N22]

Develop and implement a Navy-wide service/product branding (ORC, Camping, RV Parks, Marina, Bowling Centers, etc.) campaign for Navy-delivered/contracted programs. Branding improves consistency, profitability and customer satisfaction.

Develop standards and pricing models, specifically; a ?certification? program for 9- and 18-hole, ?full-service?, golf courses, executive golf courses, practice ranges and pro shops.

Develop standards and pricing models for marinas and recreational boating, recreational lodging (RV, campgrounds, hotels, resort/recreational areas) (FY06).

Coordinate and participate with IPT representatives to refine existing CAT A and B standards and pricing models by providing subject matter experts as required (FY06). [N22]

Establish and implement partnerships with civilian industry and/or other government agencies that result in program delivery cost reductions, increased profitability or improved service delivery by end of FY06. Examples include partnerships with:

? REI for Outdoor Recreation activities

? Military services for joint slot machine initiatives

? Military Leisure Travel & Entertainment Tickets

? Implement an automated reservation system that improves customer service, e.g., Rec Trac systems for lodging, marinas, golf courses, ORC, and movie equipment by the end of FY06.

Golf:

Develop, in conjunction with US Golf Association or Professional Golfers? Association, a no cost, golf-training program for Sailors that increases participation?participation should be increased by 5 percent per year and Develop an incentive program that rewards increased player participation resulting in improved profitability.

Offer pro-line and special-ordered product resale services that are coordinated with NEX.

Develop and implement a golf course master plan that incorporates maintenance and construction standards of the United States Golf Association (FY07). When a golf course is renovated, all greens, tees and sand traps shall be built using USGA standards. The intent here is not to generate golf renovation projects?but like fire safety only comes into play when a non-compliant building is renovated, USGA golf courses? standards are only implemented during the normal, in-cycle renovation process.

Develop employment campaign to obtain Golf Course Managers who are certified PGA Class A members for all 18+-hole golf courses. Superintendents of those golf courses are Class A members certified by the Golf Course Superintendents Association of America. (FY07).

Bowling:

Develop and apply standards enterprise-wide that include certification of centers based on construction, amenities and services by American Bowling Congress (ABC) and Women's International Bowling Congress (WIBC).

Navy bowling centers meet standards set by the American Bowling Congress (ABC)/Women's International Bowling Congress (WIBC) and Bowling Proprietor's Association of America (BPAA) (FY07).

Develop and implement a bowling center master plan that incorporates maintenance and construction standards of the American Bowling Congress (FY07).

Collaborate with civilian and military bowling certification agencies to establish a Bowling Center Manager certification program.

Food and Beverage Services (F&:

Conduct food service assessment in conjunction with NEX and Galley operations to determine installation food service requirements.

MWR F&B services will meet established fiscal operating standards. (Note: Special circumstances (Remote and Isolated, OCONUS, etc.) may warrant consideration when unable to meet standards. Accordingly, a POA&M must be developed to optimize APF support where authorized (FY06).

Employees working in operations selling adult beverages receive alcohol awareness and deglamorization training annually (FY06). Controlling Alcohol Risks Effectively (CARE) Training is available through E-learning on-line at the Navy MWR website.

MWR and NEX program managers will conduct dialog, review customer desires and industry trends prior to recommending and obtaining approval for F&B facility expansion or reduction to the Regional Commander in conjunction with Operations Advisory Group (OAG) determinations. Regions will carry out agreements reached among the MWR/NEX Board of Directors designated OAG on recreational food related matters.

Recreational Lodging:

All categories of MWR lodging services carry an enterprise-wide branded name (camp grounds, resorts, condominiums, RV parks) (FY07).

Implement an enterprise reservation system that allows customers to reserve MWR recreational lodging from
anywhere in the world (FY06).

Recreational lodging facilities meet or exceed industry standards (i.e., RV parks meet an established National RV Park and Campground standards provided by organizations such as KOA) (FY07).

Marinas and Recreational Sailing:

Develop a facility master plan that incorporates up to 90% of authorized berthing needs (FY06).

All eligible marina facilities meet National Oceanographic and Atmospheric Administration ?Clean Marina? guidelines (FY06).

No-, or low-cost sailing lessons that qualify Sailor-students up to Skipper C level are made available to Sailors using regional volunteers and organizations such as U.S. Navy Sailing Association and U.S. Coast Guard resources (FY06).

ITT:

ITT offices are collocated within other high-traffic Sailor programs (fitness, Liberty, NEX facilities, etc.) (FY06).

ITT offerings are not duplicated by Liberty offerings and instead provide discounts for Single Sailors (FY06).


Civilian MWR (CMWR):

Consolidate or close CMWR when services are available through installation Navy MWR programs (FY06).

Navy Flying Club (NFC):

Develop a disposal plan that results in the transfer of non-operational, Navy-loaned T-34B aircraft to either the National Museum of Naval Aviation (in Pensacola), to GSA for distribution, or into the Defense Reutilization and Marketing Office.

All NFC?s are using standardized Operational Risk Management (ORM) procedures (FY06), a Safety plan is used and monitored by local aviation authorities, and a disposal program for hazardous material, is in effect.

MWR BUSINESS PLAN 12/29/2007 23:59

EXECUTIVE SUMMARY
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Recreational Lodging:

All categories of MWR lodging services carry an enterprise-wide branded name (camp grounds, resorts, condominiums, RV parks) (FY07).

Implement an enterprise reservation system that allows customers to reserve MWR recreational lodging from anywhere in the world (FY06).

Recreational lodging facilities meet or exceed industry standards (i.e., RV parks meet an established National RV Park and Campground standards provided by organizations such as KOA) (FY07)...

Good goals - let's hope they can follow through!

Implement an enterprise reservation system that allows customers to reserve MWR recreational lodging from anywhere in the world (FY06).

Considering FY06 passed a year ago, I don't think this gaol has been achieved (yet).

QUOTE: "... to reserve MWR recreational lodging from anywhere in the world (FY06).

Wonder if campgrounds are considered "lodging" -- and as we all know, not all of the MCG's accept reservations at all ... Some are "First come - First serve". Actually might be a better way to serve us, First Come -- just show up and get a spot, or get in line.

I know, I know, some want to be sure of a spot for an extended period (several weeks at least) but that would happen anyway if the MCGs all have overflow (which most if not all do now) and a length of stay policy that is enforced. Then we'd need no reservations ... and everyone could stay at any given CG based on when the Rig arrives ... because then a different Rig would be leaving. Am I dreaming here ... : Probably ... M44