Defense Logistics Agency’s (DLA) Family and Morale, Welfare and Recreation (MWR) provides programs and services designed to foster readiness, and enhance the lives of Warfi ghters, families, Civilians and Retirees and other eligible patrons. Our work is vital to DLA, America’s combat logistics support agency that is solution oriented, effi cient, and resilient. MWR employees strive to deliver the highest quality programs and services that range from Business Operations, Child and Youth Programs, Family Advocacy, Outdoor Recreation, and Sports and Fitness activities. Our programs relieve stress, build strength and resilience, and help the DLA workforce stay physically, mentally, and fi nancially fi t.

O V E R V I E W

OUR HISTORY started on the battlefi elds of World War I where, behind the lines, Salvation Army sisters and Red Cross volunteers tended to the needs of Soldiers as the forerunners of today’s MWR specialists. Upon the conclusion of the war, funding stopped and morale programs were discontinued. In July of 1940, the Morale Division, later named Special Services, was established within the Adjutant General’s Offi ce. In 1962, the DLA signed a Memorandum of Agreement with the United States Army that provided DLA the ability to follow Army Regulations and provide core recreational programming to their military and civilian counterparts.

Today, MWR is comprised of six organizations across DLA host sites: Susquehanna (New Cumberland), Columbus, Richmond, San Joaquin, Battle Creek and Fort Belvoir’s McNamara Headquarters Complex.

PEOPLE | More than 350 Non-Appropriated (NAF) and Appropriated (APF) professionals provide support programs and services to Defense Logistics Agency’s 25k+ workforce consisting of Warfi ghters, Families, DoD Civilians, as well as tenant agencies, National Guard and Reserve units.

I N T R O D U C T I O N

We are committed to providing quality programs and exceptional service. Our main priority is delivering mission support while enhancing our customer’s quality of life.

As a service provider, MWR strives for excellence in everything we do, including customer service, taking care of our employees, and working diligently with our Installation Operations support team.

Service pledge: • Provide neat and aesthetically pleasing facilities • Deliver outstanding value to those we serve • Build strong relationships – with our communities, customers, and with each other • Welcome and encourage feedback; listen and communicate often

M I S S I O N

MWR guiding principles provide a foundation for decisions made in support of customers: Integrity, Resilien-cy, Diversity, Innovation, Accountability and Excellence. Our organizational goals, objectives and processes directly correspond with the Defense Logistics Agency’s performance management and measurement tools.

G U I D I N G P R I N C I P L E S

An innovative enterprise where service is our business.

V I S I O N

The following Goal Areas will allow MWR to achieve our mission and realize potential:

1. Cultivate Readiness and Provide Mission Support 2. Support People and Culture 3. Achieve Strategic Engagement 4. Promote Financial Stewardship and Process Excellence

G O A L S & O B J E C T I V E S

Supporting the Warfi ghter.

MWR will position itself to adapt to change without sacrifi cing excellence and will always be in a constant state of readiness. This practice will sustain programs and services that will provide physical and mental readiness for Warfi ghters and the DLA workforce.

We challenge ourselves daily to improve our processes, to be more effi cient with our resources and to develop better ways of conducting operations. Providing these services is not possible without an innovative and driven staff that understands and lives our vision every day.

/ Cultivate Readiness and Provide Mission Support

Goal 1: Optimize the delivery of MWR support services1. Anticipate and deliver the best programs and services at a valuable price2. Host quarterly DFMWR meetings to cultivate best practices, develop understanding and

resolve on-going issues. 3. Increase customer awareness and participation through an enterprise MWR website4. Deploy MWR Services survey for direct customer feedback and suggestions5. Create a joint team comprised of Subject Matter Experts (SMEs) from both DLA

Headquarters and installations to help ensure MWR programs and services are managed eff ectively and support DLA’s strategic and operational priorities.

Goal 2: Create the best customer experience1. Develop and execute long-term plans to improve and enhance MWR facilities2. Continually revise processes to improve our Customer Satisfaction score 3. Increase the availability of healthy food choices and services4. Demonstrate professionalism through the development of highly-qualifi ed and competent

support staff 5. Align customer feedback and surveys with enterprise business practices

Goal 3: Implement smart business practices 1. Critically review our policies and processes for effi ciency and value 2. Implement robust budgeting and planning tools to ensure sound decision making 3. Increase operating effi ciency through improved NAF central contracting and acquisition

services.4. Develop strategic partnerships with military, government agencies, and local communities. 5. Ensure all NAF property is accounted for on hand receipts. All inventory will be conducted

annually and spot-checked twice a year by DF-Q through the submittal of an itemized listing of property.

Goal 4: Serve as the subject matter expert and provide clear and timely NAF policy 1. Ensure all fi eld policy documents are clear, current, and readily available 2. Centralize policy resources for use by all stakeholders3. Provide centralized personnel, pay, and premiere benefi ts support for NAF employees.

Our success is wholly attributed to MWR employees who work diligently each day serving our customers with pride and professionalism. They are our most valuable resource. We strive to attract, retain and develop that talent, provide career development opportunities and foster an inclusive and diverse workforce.

Talent acquisition and retention is one of the most important factors that will allow MWR operations to remain competitive and successful for the long-term. With all the skill sets acquired, it is in the organization’s benefi t to retain talented associates, as opposed to incurring additional costs associated with a continuous need to recruit and train new employees.

/ Support People and Culture

Goal 1: Foster an atmosphere of innovation1. Actively solicit input from MWR employees and reward innovative contributions that

enhance effi ciency 2. Promote unity of eff ort by eff ectively communicating our vision and encouraging an active

exchange of ideas3. Develop a formal decision making matrix for new programs and MWR services

Goal 2: Attract and retain the best talent1. Strive for the highest standards of service, personnel performance, and return on investment.2. Minimize NAF vacancies and sustain a 70% retention rate 3. Continuously assess, monitor, and track key performance indicators to make effi cient,

data-based decisions for improvement.4. Award exceptional performance with an improved employee recognition program

Goal 3: Create a culture that fosters career development 1. Work with J1 to ensure all NAF employees have the same training and mentoring

opportunities. 2. Develop an inclusive NAF employee orientation program to ensure our personnel have the

foundation to be successful3. Provide guidance and mentorship to MWR program managers to assist with employee

development.

Goal 4: Foster an inclusive workforce1. Achieve equity in hiring, promotion, recognition, and appraisal programs2. Support and empower employees to become more actively engaged, allowing them to

support organizational eff orts to build workforce resiliency. 3. Work alongside DLA wellness committees and Culture teams at all levels.

We do not stand alone as an organization and our success depends on our ability to build meaningful and lasting partnerships with our vendors, our sister services, and the local communities where we serve. By leveraging these relationships we are able to provide better value to our customers and a broader range of services to our MWR benefi ciaries.

The ever-changing environment of DLA requires MWR to fi nd and uphold strategic partnerships among a combination of the military, government agencies and the local community. There is a strategic need to go beyond simple funding allocations and maintain constant focus on inner-agency support to ensure that the highest quality programs and services are provided.

/ Achieve Strategic Engagement

Goal 1: Build and leverage partnerships1. Seek inter-service partnerships in the development of an enterprise-wide continuity of

operations and business sustainment plan 2. Leverage MWR Sponsorship and Adverting opportunities throughout the enterprise3. Site leaders will work with DFMWRs and managers to ensure MWR executes funds in

accordance with the AR 215-1 and other Appropriated/Non-Appropriated Fund guidelines such as DODI.

4. DF-Q will provide oversight to ensure fi nancial execution is conducted in accordance with Appropriated and Non-Appropriated Funding policies.

Goal 2: Raise awareness of MWR’s mission throughout the Agency1. Utilize community outreach and public aff airs to assist in ensuring MWR programs and

services are promoted. 2. Cultivate strong relationships between MWR program managers and the local military

communities they serve.3. Promote mission awareness and advocacy through online and social media communication

eff orts4. Actively promote participation in MWR volunteer programs

Building partnerships.

MWR will utilize best practices to reduce operational costs and improve effi ciency. By reducing operational costs and improving effi ciency, MWR will contribute to the reinvestment strategy for MWR sustainability. Across the enterprise, we strive to fi nd smarter ways to do things better through best practices. The best operational practices from each Site will be shared and used to create standardization and improved processes for all Sites to follow.

/ Promote Financial Stewardship and Process Excellence

Goal 1: Create a Culture of Continuous Improvement & Sustainability1. “Purchase with purpose” to improve sustainability and help capitalize potential growth

opportunities.2. Create a fi ve-year reinvestment strategy for MWR equipment replacement.3. Enforce and improve internal controls through comprehensive audits and fi nancial

scrutiny at the highest levels. 4. Apply a top down and bottom up communication plan for identifi cation and mitigation of

internal and external risks.5. Consolidate internal control operations. Each Site will brief operation status and provide

quarterly reports to ensure accountability. Cumulative reports will be sent to all MWR program managers for situational awareness.

6. Conduct NAF Human Resources training sessions each year to address questions and provide updates on hiring actions, processes, and identify and resolve common issues and concerns.

7. Provide base line operational guides to help educate MWR employees on business practices, real property sustainability and assets utilization.

Goal 2: Enhance MWR Strategic Communications 1. Implement enterprise website for standardized pubicity and customer outreach. 2. Raise awareness and an understanding of the relevance of MWR programs and services

and its impact on the DLA workforce and greater installation community. 3. Develop MWR Brand portal for marketing, advertising, and publicity materials. 4. Standardize new employee orientation for NAF employees to include employment forms

and checklists, benefi ts information, and customer service training. 5. Develop an MWR customer service pledge that will communicate our mission and common

level of support.6. Conduct annual MWR focus groups and customer needs assessment in order to collect

customer reviews and improve programs and services.

INFORM | Our immediate challenge is to inform our internal and external audiences - this strategic plan serves as the foundation for this critial task. We will use existing Agency information programs to reach our internal audience, to include the MWR enterprise website to communicate our direction and progress. We will inform our external audience predominantly through existing public aff airs functions, supplemented by our commerical web presence.

EDUCATE | We will use existing programs and services to educate all internal and external audiences. This includes providing information, tools, and resources for use by Site Directors and DFMWRs to help educate their installation workforce and local communities.

ENGAGE | Promote local and national relationships to support mission attainment and partner success. Increase the reputation of Family and MWR programs and services through strategic engagement with stakeholders, partners, and sponsorship prospects through eff ective outreach programs including site visits, digital communications, events, and social media. With resource constraints in mind, focus on those activities that are mission essential with the highest return.

C O M M U N I C AT I N G M W R P R O G R A M S A N D S E R V I C E S

MWR delivers programs and services that are critical to the readiness, well-being, and sustainment of the DLA workforce. We are committed to providing the highest quality of customer service delivered with a sense of individual pride, professionalism, and in keeping with the spirit of DLA’s enduring principles. We are committed to providing NAF employees a stable and supportive work environment with equal opportunity for personal growth and professional development. Creativity, innovation, and initiative are encouraged to improve the eff ectiveness of service delivery. Above all, we are committed to providing our employees the same concern, respect and caring attitude that we expect them to share with our customers.

How we see ourselves: Resilient and skilled professionals, competent in operational and support capabilities through effi cient activities and processes. We will continue to identify services and measurements of services that meet customer demand, and identify new technologies for investment. Provide sustainable services and support using effi cient systems and adequate resources. We will leverage innovation and standard service delivery to enable mission execution in a safe and secure environment.

The MWR Strategic Plan is not designed to maintain the status quo – we must, as a support organization, strive to enhance our programs and for our valued customers to serve, live, connect, and to grow. We cannot aff ord to tackle this challenge independently. It is only through a concerted, sustained team eff ort that we will see change take place. There is no greater honor, nor responsibility, than to serve our valued customers. We owe them our best – nothing less. This plan represents our “stake in the ground.” As circumstances and conditions change, the plan will change – our commitment providing quality programs and exceptional service to the DLA workforce will not.

S U M M A R Y