1. Joshua Gwinn, Chief Community Recreation
MDEP QDPC
Review and Way Ahead
Joshua Gwinn, Chief Community Recreation
30 January 2018

2. MDEP QDPC Definition
Resources O&M SAG 131 Base Operations Support civilian manpower (direct and reimbursable), contracts, training and development, equipment and supplies for all COMPOs to enable the development and delivery of Soldier Programs, Community Recreation, and Direct Common FMWR Support Services that sustain the Total Army, IAW the Army Campaign Plan and the CSA's Strategic Priorities.
Programs funded within this MDEP include sports, fitness and aquatics, Better Opportunities for Single Soldiers (BOSS), recreation centers, libraries, outdoor recreation, skill development, bowling (16 lanes or less); Direct Common FMWR Support Services (essential command and control and risk management programs for property, funds and personnel) for Family and Morale, Welfare and Recreation (FMWR); and, as designated by Congress, Category C FMWR activities at Remote and Isolated sites.
These programs (1) enable Readiness by building upon physical, emotional, social and psychological coping skills; and (2) foster self-reliance and morale by offering positive discretionary activities to mitigate aberrant behaviors. MDEP funds opportunities for Soldiers to reintegrate and Families to reconstitute between deployments, supports survivors and enables rehabilitation for Soldiers through individual skill development and team participation.
This MDEP does not fund Rotational Forces and/or Forward Deployed sites.

3. Transparency in MDEP QDPC
Baseline (APF) Authorizations for Manpower IAW annual QDPC CEAC rate
Drivers: ASIP, RPLANS (sq.ft.), Hours of Operations, etc.
Baseline (APF) Requirements for contracts, equipment, supplies, TTSE
“Command Requirements”
POM Identifies Critical Funding Requirements, which are less than Command Requirements
(% of Requirement Funded)
IMCOM Directorate Funding Targets IAW Aggregate Garrison % of Requirement Funded
May be
> Than
< Than
Or = previous FY
MIS is enabler of analysis and planning in order to optimize resources and operations across the Enterprise

4. MDEP QDPC FY17 CLS SSP Funding Labor OOE NIBD NIBD %
253A: Physical Fitness
$45,574K
$42,478K
$16,754K
($97,895)
1.31%
253B: Intramural Sports
$12,078K
$10,647K
$7,344K
($1,473K)
184.7%
253C: Library Services
$15,449K
$ 13,042K
$ 5,609K
($1,865K)
389.9%
253D: Aquatics Programs
$12,218K
$12,169K
$2,951K
$175,190
54.8%
253E: Community Recreation Programs
$12,635K
$15,147K
$3,624K
$390,253
6.88%
253F: Outdoor Recreation Programs
$19,818K
$36,338K
$20,742K
$22,920K
40.62%
253G: Automotive Skills Programs
$6,545K
$10,448K
$2,563K
$4,302K
35.3%
253H: Arts and Crafts Programs
$2,245K
$3,951K
$995,222
$903,628
18.9%
253J: Leisure Travel Programs
$2,099K
$3,954K
$1,737K
$3,435K
14.5%
253K: Entertainment Programs
$1,270K
$1,225K
$497,768
$184,720
28.6%
253L: Common Support Functions
$62,426K
$142,971K
$48,743K
($3,781K)
(3.35%)
254: Business Programs
$6,804K
$104,905K
$58,362K
$30,135K
12.87%
Recreation Planning (JN/JP/JQ)
$4,184K
$3,430K
$9,919K
($2,070K)
(-29.3%)
Total
$203,345K
$400,704K
$179,840K
$53,159K

5. MDEP QDPC 3-Year Trend by SSP
Program Area
FY15 #
of Loc
FY15 UFM
FY15 NIBD
FY16 UFM
FY16 NIBD
FY17 UFM
FY17 NIBD
FY17 #
Physical Fitness
213
$48,925K
$898,189
$49,760K
$967,243
$45,574K
($97,895)
223
Intramurals (HH,JA) 74
$13,801K
($836,831)
$10,340K
($4,372K)
$12,078K
($1,473K) 70
Library Programs 71
$18,345K
$83,742
$19,190K
$112,724
$15,449K
($1,865K) 67
Aquatics (HJ,JF)
116
$10,952K
($1,255K)
$11,161K
($1,128K)
$12,218K
$175,190
105
Recreation Centers (HC,WZ) 68
$11,816K
$123,941
$9,384K
($3,220K)
$12,635K
$390,253
Outdoor Recreation
$13,836K
$11,281K
$11,673K
$9,840K
$19,818K
$22,920K
Auto Skills 63
$4,207K
$1,020K
$3,898K
($40,240)
$6,545K
$4,302K 58
Arts and Crafts 40
$1,978K
$237,472
$1,819K
$91,354
$2,245K
$903,628 38
Leisure Travel 47
$722,517
$2,719K
$1,026K
$1,865K
$2,099K
$3,435K 54
Entertainment 16
$1,299K
($370,048)
$948,373
($826,356)
$1,270K
$184,720 13
Recreation Planning (JN/JP/JQ)
$3,275K
($6,964K)
$3,339K
($5,369K)
$4,184K
($2,070K)
Business Programs
$4,001K
$25,105K
$2,069K
$24,214K
$6,804K
$30,135K
Common FMWR Support
$42,011K
($1,577K)
$14,333K
($59,804K)
$62,426K
($3,781K)
TOTAL
778
$176,318K
$27,297K
$139,914K
($39,701K)
$203,345K
$53,159K
764
Year of Execution decrements impact revenue generation which funds Soldier Programs and Capital Reinvestment.
Additionally, impacts Garrison ability to effectively plan and strategically execute programs which results in poor budgeting.

6. MDEP QDPC Considerations for Way Ahead
NEAR TERM
CAT A – right size requirement to community demand
CAT B and C – cost controls, revenue generation, consolidation
Overhead – apply maximum standard; if NIBD is below standard, must readdress expenses (labor)
NIBD - Must pay attention; sustain/grow income; in taking care of Soldiers, Garrisons can generate NIBD
FAR TERM
CAT A – monitor/adjust requirements IAW demand, seek efficiencies
CAT B and C – recurring R/As to monitor/adjust costs/revenue, consolidation, possibly closure
Overhead – seek efficiencies; if NIBD is below standard, must readdress expenses (labor)
NIBD - sustain/grow income

7. MWR-Innovation

8. MWR-Innovation
Objective: Rationalize the Current Portfolio of Offerings by Analyzing Current Programs and Developing a Better Understanding of the Customer
Worksteps Outline
Step 1a: Establish Project Management Protocols & Governance
Step 1b: Create a Project Roadmap
Step 2a: Develop MWR Program Rationalization Model
Step 2b: Conduct Qualitative and Quantitative People Research
Step 3a: Determine Preliminary Program Recommendations

9. Proposed MWR-I Approach
Understand Today
Imagine Ideal End-State
Take Action
Operations & Financial Analysis
Action Planning 2a 4a
Short-Term Actions
Scale & Implement /
Define Organization & Funding Model 1 3a 3b
Initial Roadmap
Determine Preliminary Program Decisions
Establish a Vision
&
Final Roadmap 2b 4b
Long-Term Innovations
People Research
New/Improved Solution Development
Phase 2
Phase 3
Phase 4

10. Category A and B Performance Metrics
and Key Performance Indicators (KPI’s)
(DRAFT)

11. Performance Metrics Category A Physical Fitness Facilities (HB)
Financial Standards:
Break event in the aggregate
85% of Total Expense paid with APF
Physical Fitness Facilities (HB)
NIBD = or greater than 0% (Breakeven)
Labor = or less than 58%*
Other Operating Exp = or less than 41%*
*% of Total Rev
KPI’s
Cost per visit
Cost per hour of operation
Cost per sqft
*Cost per sqft per hour of operation
Participation per hour
Capacity %
Customer satisfaction

12. Performance Metrics Category A Libraries(HA)
NIBD = or greater than 0% (Breakeven)
Labor = or less than 66%*
Other Operating Exp = or less than 33%*
*% of Total Rev
KPI’s
Cost per visit annual circ per capita 1000
Cost per hour of operation e-circ per capita
Cost per sqft Cost per sqft per hour of operation
IT queue wait time # of wireless resource users
Participation per hour # of computer resource users
% ASIP population with library account # of wireless resource users
Capacity %
Customer satisfaction

13. Performance Metrics Category B Auto Skills(JC)
Financial Standards:
Break event in the aggregate
65% of Total Expense paid with APF
Auto Skills(JC)
NIBD = or greater than 0%*
Labor = or less than 72%*
Other Operating Exp = or less than 18%*
COG’s = or less than 69%
*% of Total Rev
KPI’s
Cost per visit Revenue per bay
Cost per hour of operation Revenue per hour
Cost per bay
*Cost per bay per hour of operation
Participation per hour
Customer satisfaction

14. Performance Metrics Category B Arts and Crafts (JB)
NIBD = or greater than 0%*
Labor = or less than 65%*
Other Operating Exp = or less than 13%*
COG’s = or less than 46%
*% of Total Rev
KPI’s
Cost per visit
Cost per hour of operation
Revenue per hour
Participation per hour
Customer satisfaction

15. Performance Metrics Category B RV/Campgrounds(JK)
NIBD = or greater than 65%*
Labor = or less than 20%*
Other Operating Exp = or less than 10%*
Ancillary Sales COG’s
F&B(14) = or less than 35%
Convenience Items(27) = or less than 55%
Gen Merch (37 or 39) = or less than 75%
*% of Total Rev
KPI’s
Cost per pad/site
Revenue per pad/site
Occupancy rate %
Customer satisfaction

16. Performance Metrics Category C RV/Campgrounds(KK)
NIBD = or greater than 65%*
Labor = or less than 20%*
Other Operating Exp = or less than 10%*
Ancillary Sales COG’s
F&B(14) = or less than 35%
Convenience Items(27) = or less than 55%
Gen Merch (37 or 39) = or less than 75%
*% of Total Rev
KPI’s
Cost per pad/site
Revenue per pad/site
Occupancy rate %
Customer satisfaction

17. Performance Metrics Category C Rec Lodging (LF)
NIBD = or greater than 35%*
Labor = or less than 35%*
Other Operating Exp = or less than 25%*
Ancillary Sales COG’s
F&B(14) = or less than 35%
Convenience Items(27) = or less than 55%
Gen Merch (37 or 39) = or less than 75%
*% of Total Rev
KPI’s
Cost per unit
Revenue per unit
Occupancy rate %
Customer satisfaction

18. Community Recreation Building the Bench

19. Community Recreation Career Plan
“Back to Basics”
FOCUS
Modify ACTEDS 51
Link to CP29
Focus on competencies
Current and future leaders
Build Strong Rec Leaders
Way forward, “progression platform” that incentivizes and enables advancement in the workforce.
Knowledge and Skills
Competencies
Experience, Education & Training
Develop and Strengthen Employee
Recreation Professional
Community Recreation Plan Framework
Career Progression

20. Advanced Recreation Management
New Course
Problem: Current Recreation Manager/CRD courses focus too much on soft skills and not enough on functional training.
Way Ahead: Rec Steering group identified the problem provided broad categories of subject material. CIM querying DFMWRs and CRDs on course topics to round out course topics. Will involve garrison staff in building out of topics and practical exercises.
Intent is to provide functional training that improves ability and skill set of the next CRD