File - Dept of the Army BOSS

Report
The History of BOSS
SGM Abbott
Mr. John Lavender
IMCOM delivers and integrates base support to enable readiness for a selfreliant and globally-responsive All Volunteer Army
What is BOSS?
“With all the emphasis on family programs, have we overlooked the Single
Soldier?”
SMA Julius Gates
Better Opportunity for Single Soldiers
A command driven MWR Program designed to address the needs of Single
Soldiers.
Governed by AR 215-1 and DA Circular 608-06-01
Program History
•By the late 1980s, CFSC (now FMWRC) and Army leaders recognized that
single Soldiers — more than 30 percent of America's Army — have quality
of life needs unique to the 20-29 age group.
•In 1989, the Army initiated the Better Opportunities for Single Soldiers
(BOSS) program as a communication vehicle linking Soldiers, FMWR staff,
and the chain of command.
•BOSS program expanded in 1991 to include more aspects of a Soldier’s
life. Today, BOSS programs are in place at all Army installations with a
single Soldier population larger than 50. It targets young adults 18-25,
including unaccompanied Soldiers (stationed overseas) and single parents.
•BOSS representatives serve on installation councils, such as the Army and
Air Force Exchange Service, commissary, barracks, and FMWR. BOSS
gives Single Soldiers a voice in how they live, how they recreate, and how
they can affect the everyday circumstances of their lives in the Army.
BOSS Objectives
• “The BOSS program is intended to enhance command authority,
prerogative, and responsibility in maintaining standards in good conduct,
good order, and discipline, not to dilute it.” - DA Circular 608-06-01
• BOSS grows leaders – Soldiers are given the opportunity to lead and
succeed
• Increases retention among first term Soldiers
• BOSS is a team effort, Soldiers are mentored by Leaders, all facilitated
through MWR
BOSS Significant Events Timeline
Jun 09
Feb 95
Jan 95
Apr 94
Jun 93
Jun 92
UNCLEAR
ROLES
Jun 90
Jan 89
1987
Apr 91
National Defense
Authorization Act for Fiscal
Year 2010 requires
implementation of First
Sergeant Barracks Initiative
SMA Kidd privately replies to BG Meyer and does
not support policy enforcement or giving single
Soldiers authority over commanders
CFSC, BG Meyer requests SMA Kidd’s support in a proposed action
memorandum consolidating “Single Soldier Initiatives” and BOSS
CINCUSEUR, Gen. Maddox is the first command to implement a Single Soldier
Quality of Life Policy for a one (1) year term
SMA Kidd sends a memorandum regarding the MACOM Army Family Action Plan
conference planning and suggests inclusion of single Soldiers
CSA, Gen. Sullivan directs all MACOM commands to incorporate single Soldiers into their
policies and Soldier Issue Forums; MACOM versions of modern AFAP
DCSPER (DA-G1) is tasked with the responsibility of incorporating single Soldiers initiatives into policy and
identifies the Army Community and Family Support Center as the POC for BOSS
CSA, Gen. Vuono publicly endorses BOSS and directs BOSS to be “expanded” into every aspect of single Soldiers’ lives
SMA Gates publicly endorses the BOSS initiative and requests support from the Chief of Staff
Single Soldier Initiatives and quality of life are discussed at the Army Community Of Excellence conference; the Army’s older version of AFAP.
12 Month Calendar
Mr. Casey Hudson
Mr. John Lavender
Mr. Joe Cavanagh
Mr. Brian Chambers
Ms. Michelle McQueary
SGT Hughes
IMCOM delivers and integrates base support to enable readiness for a selfreliant and globally-responsive All Volunteer Army
Creating Yearly Calendar of Events
• Events Calendar is your road map to success!
• Fiscal Year 1 Oct – 30 Sep
• Month by Month Approach
• Prepare a basic budget for each event during the year
• Plan to generate income early in the year
• Plan to spend income late in the year
Compile Historical Data
• Financial
– Monthly Income Statements
– Daily Activity Reports
– Deposits
Compile Historical Data
• Non-Financial
- After Action Reports
- Command Changes
- Marketing Plan
- Competition
- Membership Numbers
- Popular Trends
- Customer Feedback
- Regulation Changes
Apply Trend Analysis
• Did you make your budget last year?
• What months/programs did well?
• What were the causes of good/poor performance?
• Membership/patronage up/down?
• Command Support
• Date/Time of Events
Factors Impacting Future Operations
INTERNAL
• Fluctuation in
- Spendable income
- Army policy
- Strength changes
- Command change
- Funding cuts
- Budget guidelines
EXTERNAL
- Program trends
- Economy
- Laws
- Currency changes
- Weather
- Local competition
Apply Appropriate Methods Of Forecasting
• By event/program
• Project participation
• Project Income - Price x Patrons = income
• Project Expenses
• Break even point Plug in the Numbers
Plug in the Numbers
Review The “Big” Picture
• Do the numbers appear to be reasonable?
• Is your data reliable?
• Are your assumptions reasonable?
• Can you support forecasted numbers?
Event Planning
Mr. Brian Chambers
Ms. Michelle McQueary
SGT Hughes
IMCOM delivers and integrates base support to enable readiness for a selfreliant and globally-responsive All Volunteer Army
Objectives
Learn how to create, formalize,
plan, conduct, and critique an
event.
Creating Event
SELECTING ACTIVITIES:
•Who’s your Targeted Audience
-Single Soldiers
-Local Community
-???
•Brainstorm (‘Listening’ is key)
-What type of activity would BOSS like offer?
-Centered around Seasons and/or Holidays?
-Centered around Sporting/Gaming Events?
-Generating ideas (surveys, BOSS meetings, social
media, APPs, CHASE calendar)
Formalize Event
•Selecting Event
•Answering the 5 “Ws”
-Who (BOSS POC, target audience)
-What (Name Event)
-When (Date/Time)
-Where (Be specific)
-Why (Special Occasion or Just Because)
•DON’T FORGET TO CHECK:
-Installation Master calendar
-Training calendar
-FMWR calendar
-Any other locally specific calendar
Plan Event
• Identifying Requirements
-Staffing (volunteers, paid staff)
-Itinerary (when/where are things happening)
-Establishing timelines for who’s doing what/when)
-Logistical Support (DPW, MPs, Safety, $$s, etc)
-Venue Layout (parking, PPs, trash)
-Set up/tear down
-DON’T FORGET CONTINGENCIES (PLAN B)
• Getting the word out
-Marketing/PAO (local paper)
-Social Media
-BOSS Representatives
-MWR Advisor (all activities)
-Leadership (staff calls, All Hands)
Conducting Event
• Showing up at established times
•Ensure your staff have what they need
•Empty trash cans/Check port-a-potties
•Keep events moving along
•Tear Down (Thank Everyone)
•DON’T FORGET TO HAVE FUN!!!
Critiquing Event
• After Action Review
 What worked/What didn’t work?
 Why?
 Every comment is feedback that can be used!
 Financials
Questions
Department of the Army - IMCOM – BOSS
2025
"Our mission is to synchronize, integrate, and deliver installation services
and sustain facilities in support of Senior Commanders in order to enable
a ready and resilient Army.”
Agenda
• DA 2025
• IMCOM 2025
• BOSS Today
• Harmful BOSS perceptions
• Transition to BOSS 2025
• BOSS 2025 Lines of Effort
• Potential Impact of BOSS 2025
• DA BOSS Directives
• BOSS Meeting Minute Tool
• Single Soldier Board of Directors
• The “Voice” of the single Soldier
• The way ahead for BOSS… how we get there
• FY13/14 Milestones
• The Impact
Department of the Army 2025
BOSS Today
Where are we and who do we serve
Avg. single Soldier age/rank = 18 – 25/E1-E4
51% of the Total Army pop. and 24% of all DoD
Males – 83% Females – 17%
BOSS Councils operate on:
74 Garrisons; in18 countries; 1,982 BNs
Responsible for 305,274 single Soldiers QOL
Annual Cost to DA: $1.4M w/Manpower: $5.5M
FY14 End-state
Proper representation of single Soldiers
+ R2C Programs & Engaged Leadership =
A Ready and Resilient single Soldier
Population conducive to mitigating its own
inherent risk
Background Issues
• The BOSS program was established in 1989 as an Army effort to improve the Quality of Life
(QOL) of our single Soldiers. In 1991, BOSS was expanded to include a formalized process for
Single Soldiers to voice their QOL issues to unit leadership.
• In Jan 2009, HQDA approved the Concept Plan for 48 permanent E5 BOSS President Positions,
which supported only 48 out of 75 Garrisons. These identified requirements were not supported
with authorizations, and thus were sourced through the use of BMM. This has created the current
dichotomy between Single Soldiers QOL and Army leadership program expectations.
• The BOSS program is an invaluable “Commander tool” to address Soldier QOL issues, as well
as, when utilized correctly, potentially prevent or mitigate aberrant behavioral issues in our Army.
In order to support and promote the BOSS program, Army leadership requests the permanent
authorization of BOSS positions.
Harmful BOSS perceptions
•
Lack of continuity of Installation BOSS Representatives
- Perception amongst single Soldiers is that the Army Leadership is not “committed” to BOSS
•
Absence of a clear vision, purpose, and role for BOSS Training
- Current BOSS training not focused on BOSS or Leader needs
•
Distance between single Soldiers’ needs and Leaders’ expectations
- BOSS Programs at all levels lack synergy and transparency
•
Distance between Mission acceptance and Garrison requirements
- Mission leaders have moved away from engagement in single Soldier activities
- Mission leaders are unwilling to commit single Soldiers to attend BOSS activities
- Mission leaders have a sense of disassociation with BOSS due to a perception of having “No added value”
- Garrison leaders are unable to meet requirements due to Mission leader assumptions of BOSS
Transition to BOSS 2025
Old Program Oversight – Standards - Requirements
New BOSS Program
Oversight – Standards – Measured Impacts
Consolidation and assessment of BOSS efforts force a focused
attention on single Soldier Issues and Initiatives by magnifying
deficiencies, defining measurable and accurate metrics, and
committing to consistent enterprise communications.
BOSS 2025 Lines of Effort
Through BETTER EDUCATION and LIFE
SKILL TRAINING the BOSS Program
supports the Force development of a
Ready and Resilient Army affecting the
ARFORGEN Model
Through ADVENTURES and OPPORTUNITIES
FOR RECREATION the BOSS Program
utilizes essential installation services and
assists in development of sustainable
installations
By leveraging partnerships on and off the
installation we can ensure SAFETY OF THE
FORCE therefore reinforcing the necessity
for Senior Leader engagement
Through the process of assessment we will
transform the BOSS Program and develop
Enterprise SUSTAINMENT systems to continue
the COMMUNITY SERVICE AND VOLUNTEERING
mission of BOSS
BOSS Helping to build a
Ready and Resilient Force
Potential Impact of BOSS 2025
HIGH RISK
BEHAVIORS
ABERRANT
BEHAVIORS
DRUG &
ALCOHOL
ABUSE
NEGATIVE
INFLUENCES
ACTS OF SOLDIER
INDISCIPLINE
ALL
ARMY PROGRAMS
FOCUSED ON GENERATING
A READY AND RESILIENT FORCE
SUSTAIN AND ENHANCE:
COMMUNITY SERVICE AND
VOLUNTEER PROGRAMS
SAFETY:
CHANGING BEHAVIORS
THROUGH ACTIONS AND
TRAINING ENFORCEMENT
OPPORTUNITIES:
RECREATION AND LEISURE
SINGLE SOLDIER QUALITY OF LIFE
BETTER EDUCATION:
PERSONAL/PROFESSIONAL
LIFE SKILL TRAINING
BUILT ON THE
ARMY VALUES
TO ENABLE
THE SINGLE
SOLDIER
FORCE
THROUGH
FOUR
CHANNELS
SUPPORTING
SINGLE
SOLDIER
QUALITY OF
LIFE; WHILE
READY AND
RESILIENT
PROGRAMS
PROTECT
SINGLE
SOLDIERS
AND THE
ARMY FROM
NEGATIVE
OUTSIDE
INFLUENCES
SUICIDES &
SUICIDE
IDEALIZATION
LOYALTY – DUTY – RESPECT – SELFLESS SERVICE – HONOR – INTEGRITY – PERSONAL COURAGE
DA BOSS Directives
Army single Soldier Resource Guide:
• Product is packaged pending small editions and prepared for internal review
• Product will be staffed through IMCOM-HQ to ACISM and HQDA-G1
• Product will then be review as action item 1.1.1 for the Single Soldier BOD
Additional upcoming published guidance:
• Approved RAR to 600-20 will include BOSS as chapter 5 section 16 will read as below:
“The Department of the Army Better Opportunities for Single Soldiers (BOSS) Program provides the programming,
environment, and opportunities for leaders to affect the Single Soldier wellbeing, safety, education, recreation, and overall
Quality of Life. Leaders at all levels must understand that although local BOSS Programs are responsible for identifying,
assisting and resolving Quality of Life issues, it is the commander and leadership, who are responsible for ensuring that a
viable BOSS Program is established, managed and supported at their level of command. Commanders are the responsible
party for maintaining visibility within the barracks. Command engagement, management, and monitoring of their Single
Soldiers Program is an associated task and responsibility of peers and leaders alike. Command engagement in the BOSS
Program, Quality of Life issues and Single Soldier initiatives, coupled with peer and leader engagement allows the Army to
provide a Quality of Life commensurate with the Single Soldier’s service.
It is paramount that commanders and leaders at every level of command realize that their support of the BOSS Program
indirectly promotes positive behavior while deterring aberrant activities amongst the Single Soldier population. Regardless of
geographic location or status, the BOSS Program is directly linked to Family Morale, Welfare and Recreation (FMWR)
services for fiscal management. FMWR provides aid and support to programs for recreation, leisure and opportunities for
community service through on and off-installation partnerships. Commanders and leaders at all levels will support and enable
BOSS Programs and Command identified BOSS Soldier Representatives to identify, submit, monitor, propose and facilitate all
Single Soldier Issues and Initiatives throughout the enterprise by utilizing the BOSS Program as part of the Army Family Action
Plan (AFAP) –process.”
BOSS Meeting Minute Tool
•74 USAGs are required to document BOSS council meeting minutes NLT 72hrs after each meeting
Installation Meeting Minute Tool
(all 74 installations utilize a filable PDF to record meeting minutes)
Once a BOSS council inputs the information it is generated into a
memorandum PDF with the required electronic signature blocks
(example below)
Single Soldier Board of Directors
Purpose:
• Policy Development
• Metrics Development - Tracking guidance (RecTrac/ACRRO)
• Training Development
• Standardize Business Practices throughout the enterprise
• Train and disseminate information to the Enterprise via VTC, MTT,
and resident training
Suggested Frequency:
• Monthly – Sub-working Group members meet
• Quarterly – Brief to G9; IMCOM-HQ COS; DCG
• Annual/Semi-Annual – Brief to IMCOM-HQ Command Team,
HQDA + Annual Info paper on single Soldier QOL status
Single Soldier Board of Directors – Structure
Installation Management Command Headquarters G9
Family, Morale, and Welfare Programs Single Soldier
Working Group is a direct reporting committee to the
FMWR (G9) Director
Single Soldier
Board of Directors
Senior Enlisted
Members
Junior NCO
Members
Attendees will consist of:
Voting Members:
• Nine (9) Junior NCOs – DA BOSS Rep, BOSS President x 8
• Nine (9) Senior Army Leaders – G9 SGM, Senior Enlisted Advisors x 8 (4
Region CSMs; 4 Garrison and Mission CSMs)
• Nine (9) Army Civilians – DA BOSS Program Manager, MWR Advisors x 8
Subject Matter Expert Panel: (non-voting)
Region staff & personnel, Marketing, AAFES, DeCA, Chaplain, other
personnel requested by charter members of working Group
Sub-groups:
• External Asset Review Board – TBD by working group members
• Internal Asset Assessment Board – TBD by working group members
• Strategic Planning Board – TBD by working group members
Timeline
Inaugural SSBoD meeting/VTC and charter signing – SEP14
Notification and confirmation of board members - SEP14
Civilian Army
Members
VOTING MEMBERS OF SINGLE SOLDIER BOD
Subject Matter Expert Panels
DRAFT
Board member selections - SEP14
DRAFT
The “Voice” of the single Soldier
SERGEANT MAJOR OF THE ARMY
IMCOM – HQ CSM
Single Soldier Resiliency Executive
Directorate
Single Soldier Working Group
Issues that can
not be resolved
at the Region
level are sent to
the IMCOM-HQ
level for action
And preparation
Be briefed at the
Dept of Army level
G9 SGM
Family & MWR
Programs
Information only
BOSS PROGRAM
MANAGER
Resource / Guidance
DEPT OF THE
ARMY BOSS REP
Direct Two Way Communication
REGION
GARRISO
GARRISO
N GARRISON
GCSM
GARRISO
N
GCSM
SCSM/GCSM
FMWR
BOSSN
Pres
SCSM/RCSM
GCSM
REPFMWR
BOSS Pres
REPFMWR
SSREC-G
FMWR BOSS Pres
REP
BOSS Pres
REP
SSREC-G
BOSS Rep
REPS
UNIT - REPS
BOSS
UNIT - REPS
BOSS
UNIT - REPS
BOSS
REPSUNIT - BOSS
UNIT - REPS
BOSS
UNIT - REPS
BOSS
UNIT - REPS
BOSS
UNIT - BOSS
REPSUNIT - BOSS
Issues that can not
be resolved at the
Garrison level are
sent to the Region
level for action
UNIT - BOSS
UNIT - REPS
BOSS
UNIT - REPS
BOSS
REPS
GARRISON BOSS
SSREC-G
BOSS Council
GARRISON BOSS
GARRISON BOSS
GARRISON BOSS
FMWR
REP
BOSS Programs
at the:
DIVISION /BRIGADE
BATTALION / COMPANY
LEVELS
Issues are
worked from the
lowest level up.
Unresolved
issues are sent to
the Garrison
level council
UNIT - BOSS REPS
UNIT - BOSS REPS
UNIT - BOSS REPS
UNIT - BOSS REPS
UNIT - BOSS REPS
The way ahead for BOSS… how we get there
1. Assessment: Leader surveys for BOSS Presidents, MWR Advisors, Garrison
and Mission CSM, quarterly enterprise analysis
2. Establish the Campaign plan and courses of action: A new way of thinking and
established standard tools for use throughout the enterprise
3. Top down Training: Implement BOSS Leadership training plan to properly
provide and standardize President on-boarding assistance and information
about the processes necessary to operate a BOSS Program
4. Be the single Soldiers Voice: Garrison BOSS Councils, DA and single Soldier
Enterprise responses, constant consistent communication
5. Analysis and control mechanisms: Real Metrics, Meeting Minutes Tool, Event
publisher, ACCRO Revamp, require baseline standards to be ACCURATE!
6. BOSS Tool box: Mobile and Static tools to allow direct feed of data, events and
issues of Garrison level BOSS Programs to achieve transparency through the
enterprise
FY13/14 Milestones
Where are we now?
Amplify Resiliency of single Soldiers by increasing
participation in BOSS. Growing the readiness posture of
the Army population by generating a highly trained single
Soldier population through life skill education and training.
- Currently there are 74 BOSS Programs (5 operating on Joint Base)
- Army-led garrison BOSS Programs are aligned under 4 Regions
(Europe – 16; Pacific – 16; Central – 17 ; Atlantic – 20)
- In FY13, BOSS Volunteers accumulated 130,781 volunteer hours
from 16K+ volunteers ultimately generating a cost avoidance of over
$2.6M in civ-pay labor hours (validated through ACRRO)
Oct 14
- 2014 CONUS BOSS Training will focus on:
- Updated BOSS policy and practices
- R2C, Soldier for Life, Army 2025 and MRT
- Single Soldier Metrics and tracking
- Accountability standards
- BOSS Leadership Training
- Quality of Life EXSUM for DA Leadership
Sep 14
Sep 14
25 - 28 Aug 14
Aug 14
Aug 14
Oct 13
June 13
Mar 13
Jan 13
EUR/PAC Region BOSS Trainings (33 Garrisons)
Begin staffing process to publish BOSS Resource Guide
Stand-up Single Soldier Board of Directors
CONUS Regions BOSS Training (41 Garrisons)
Roll-out of new directive and tools (Meeting Minute Tool/Event Publisher)
BOSS Dashboard complete
BOSS CONOP and FAQ integrated into the Ready and Resilient Army Campaign
ICW IMCOM G8 requested 80 BOSS Soldier Presidents authorizations IAW TAA16-20 Guidance
for Additional Military Resources (Request denied)
Approved change to AR 600-20 Chap 5 Section 16 (action with HQDA G1)
Begin the processes of assessment; identify the vulnerabilities in the system(s) and develop courses of action for BOSS from an enterprise level
The Impact
By engaging the single Soldiers and
allowing them to communicate with Army
leadership, the BOSS Program becomes
the glue that unites a single Soldier to his
or her leadership. Throughout the phases
of their Army career when single Soldiers
are given opportunities to learn life skills,
receive training, and are ensured a
genuine quality of life, and they become
the vehicle for the BOSS Program to reach
every single Soldier, facilitating the
achievement of the Army focus on
generating a ready and resilient Army.
Meeting Minute Tool
Supplemental Funding Request Tool
Event Publisher Tool
IMCOM delivers and integrates base support to enable readiness for a selfreliant and globally-responsive All Volunteer Army
Meeting Minute Tool
Installation Meeting Minute Tool
(all 74 installations utilize a filable PDF to record meeting minutes)
Once a BOSS council inputs the information it is generated into a
memorandum PDF with the required electronic signature blocks
(example below)
Supplemental Funding Request Tool
Once a BOSS council inputs the information it is generated into a
PDF with the required electronic signature blocks (example below)
Event Publisher Tool
Ensure that you
fill out each area
of the form.
Pictures are
optional.
Why is accurate
information
required?
Budgeting for BOSS
Allocation of Resources Specific to BOSS
IMCOM delivers and integrates base support to enable readiness for a selfreliant and globally-responsive All Volunteer Army
Objectives
• Standard NAFI Number (SNN)
Refresher
• Distinguish Program, Location,
Department Codes
• Recognize typical General Ledger
Accounting Codes (GLACs)
• FY15 NAF AOB SOP and Submission
• Do’s and Don’ts
• Questions
Standard NAFI Number (SNN)
BOSS Program Code
Program Code QD = BOSS
• Category A (CAT A), mission-sustaining activity.
• FMWR CAT A Recreation Programs are expected to
achieve a breakeven NIBD in the aggregate.
• Remember, Location Codes are set by your local
NAF Support/Financial Management.
BOSS Department Codes
General Ledge Accounting Codes
(GLACs)
FY15 NAF AOB SOP
http://www.armymwr.org
Programs
Financial
Management
Operating
Guidance
FY15 IMCOM
FMWR SOP
BOSS NAF AOB
• The BOSS Committee will prepare an annual BOSS Program
budget (AOB) IAW the annual IMCOM G9 SOP, Region and
Garrison guidance.
• The FMWR Advisor will assist the Committee in preparing the
BOSS AOB.
• Development of the budget should reflect input provided by
the Installation Committee and the Soldiers that they
represent.
• When preparing the BOSS AOB for the next FY,
consideration should be given to revenue generation during
the current year.
Do’s and Don’ts
Rely on your FMWR advisor
to answer questions,
mentor/coach or refer you to
other resources.
Utilize the expertise in your
FMWR Financial Management
Office.
Utilize the capability of your
FMWR Marketing Office.
Practice Recreation Delivery
System (RDS)
RDS = PARTNERSHIPS
Communicate early, often
among Soldiers, Command,
FMWR, and your Community.
Reach out to other BOSS
Programs, your Region, and
IMCOM G9 for best practices!
Blah, blah, blah
Blah, blah, blah
Blah, blah, blah
Questions

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