Completed Issues
(FY 08)
These issues were submitted by the community through
Community FIRST/AFAP and are deemed “complete” by the responsible organizations or directorates on
ARMY
& AIR FORCE EXCHANGE SERVICES (AAFES)
CIVILIAN
PERSONNEL ADVISORY CENTER (CPAC)
DEFENSE COMMISSARY
AGENCY (DeCA)
DIRECTORATE OF
EMERGENCY SERVICES (DES)
DIRECTORATE OF FAMILY MORALE, WELFARE, AND RECREATION
(DFMWR)
DIRECTORATE OF HUMAN
RESOURCES (DHR)
DIRECTORATE OF
INFORMATION MANAGEMENT (DOIM)
DIRECTORATE OF
LOGISTICS (DOL)
DIRECTORATE OF PUBLIC WORKS (DPW)
MONCRIEF ARMY COMMUNITY HOSPITAL (MACH)
Issue 1: AAFES Gas Pricing
Most of us agree that AAFES does an honest job of
establishing pricing that is competitive with its local economy. What we do not understand and what has never
been explained to us is where does that 16 cents a gallon go that is a state
tax off post. If off-post stations have
their profit built into their pricing in addition to tax revenues that means
AAFES is taking in an additional 16 cents on every gallon sold. I buy around 14 gallons of gas per week for
my compact sedan. That is $111.28 per
year. With an approximate retiree
population of over 45,000 in this part of the state, we are talking about a
possible several million dollars of additional revenues being collected by
AAFES just from the retiree community alone.
Include the permanent party population and the families of trainees that
purchase gas each week and you are talking about an extremely large amount of
money. What is AAFES profit and who is
accountable for the disposition of these funds?
MWR’s track record of building facilities that can’t be supported by the
local military community, i.e. the
Recommendation: Provide an explanation of gas pricing on
Response: At a minimum AAFES does weekly surveys of at least five locations
selling motor fuel, deemed by the local GM to be the competition, and establish
the AAFES price equal to the lowest price surveyed for each grade of fuel sold.
This sometimes means we sell gasoline below cost. Overall, our prices are fair
and competitive with the local community, yet allow enough income to cover
operating expenses and generate monies for the morale, welfare and recreation
fund for our service people.
Unlike commissaries, AAFES is a
"nonappropriated fund" activity. We operate almost entirely on money
earned from the sale of goods and services-not tax dollars. We must establish
our prices to cover operating expenses such as inventory costs, employee
salaries, utilities, plus new construction and renovations of existing
facilities. At the same time, we have a financial commitment to support the
morale, welfare and recreational (MWR) activities of the Army and the Air Force
(i.e., libraries, bowling alleys, gyms, golf courses and more). In FY 2006,
AAFES paid $228.2 million to the MWR funds. Every cent we earn goes back to our
customers in one form or another!
Lastly, AAFES, as a
Status: Complete (1st Qtr FY 08)
Issue 2: Improve AAFES Goods
and Services for
The products offered on post are not competitive with the outside market in regards to selection and prices. Gas and products in the Post Exchange (PX) are priced equal to or more than off the installation, and the selection of merchandise is limited. This causes Soldiers and Family Members to shop off the installation in order to save money.
Recommendation:
·
Reduce prices (i.e.,
fuel and PX merchandise) on the installation.
·
Provide better product
selection geared toward the permanent party Soldiers and Family Members on the
installation.
·
Extend shopping hours
at all facilities to accommodate the permanent party Soldiers.
Response: AAFES retail stores will match a local competitor’s current price on any identical stock assortment item for the customer who makes the price challenge. “Identical” is defined as: same brand, same manufacturer, and same model number. For Softlines, an identical item has to be the same size, color, brand and style. Though advertised most heavily in Main Stores, it is important to remember our We’ll Match It! Policy applies to all AAFES retail stores, to include Shoppettes, Class Six, Car Care and troop stores. This applies to all normally carried items whether they are in stock or not. An example of this would be tires that are line priced on the contract; we realize space is an issue and that most tires are ordered. These types of orders would not be considered special orders. AAFES retail stores worldwide will accept oral price challenges (based on the customer’s word) on identical stock assortment items from local competitors. Price differences up to $10 will be honored on the spot. A local competitor is defined as a retailer doing business in the community where the exchange is located. This includes Navy and Marine Exchanges. AAFES retail stores worldwide have a 30-day price guarantee on any item originally purchased from AAFES and subsequently sold at a lower price by AAFES, or any local competitor.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 3: Automotive Repair Facility Hours
Currently the hours of the Auto Craft Shop and the Tire Service Shop do not accommodate permanent party Soldiers. On a military installation that centers around training Soldiers, the facilities that will be used by permanent party Soldiers should cater to the hours of those Soldiers. Changing the hours would benefit these shops as they would have more customers, this would also benefit the Soldiers because they would be able to utilize the services.
Recommendation: Extend the hours at the Auto Craft Shop and the Tire Service
Center (Car Care Center) to accommodate permanent party Soldiers.
Response: (Originally sent to MWR for response) MWR
operates the Auto Craft shop section of the automotive repair facility. The hours of operation are: Monday, Thursday
and Friday 1300 until 2100, Saturday and Sunday 0900 until 1700, Holidays 0900
until 1700, closed on Tuesday and Wednesday.
The auto craft staff will assist patrons in all areas of auto
maintenance and repairs to include, oil changes, replacing brakes, changing
tires, AC service, engine repairs and more.
Update: (Sent to AAFES for response) Current hours
for
Update (June 08): CMS
will ask the Soldiers, during their upcoming focus group, what the hours of
operation should be changed to.
Update
(Dec 08): The new AAFES General Manager will review the hours of operation for
the
Update:
Effective 02 Feb 09, the
Status: Complete
(2nd Qtr FY 08)
Issue 1: NSPS and COLA
Employees that were transitioned to NSPS were told that we would receive automatic COLA just as we did as a GS employee. Now the word is that we get the locality increase and a percent of the base and the remaining portion of the base are deposited into the pay pool. If this is true, why were we misinformed? There is a considerable inequity across DoD with respect to the population segments that converted to NSPS and it appears now you will compound the inequity by appropriating part of our entitlement.
Recommendation: CPAC, Human
Resources should provide accurate information.
People make life decisions based on what is provided them in the way of
information. Human resources should be
held to the highest standard when it comes to providing guidance.
Response: CPAC distributes information to the
workforce as received from higher level command. It is correct that Spiral 1 employees will
only get part of the January 2008 general pay increase (GPI), based on 12 October 2007 memo from the Deputy Secretary of
Defense. The other part of the GPI, 1.25
percent, will be added to pay pools and distributed through the pay pool
process based on performance. Spiral 1 employees who are ineligible for
a rating of record and performance payout and all spiral 2 employees will
receive the equivalent of the full January 2008 GPI. Spiral 2 employees are
those employees who convert to NSPS between 1 Oct 07 and 6 Jan 08.
Status: Complete (1st Qtr FY08)
Issue 2: Civilian Human Resources Office
Currently, there
is no human resource office for civilian employees. Performance appraisals are not tracked, individual
development plans (IDP) are not implemented or consistently completed, no
enforcement or coordination of management courses and no advisement in career
counseling are all issues resulting in not having a HR office. Lack of oversight in civilian employee
matters places employees at risk in a number of ways such as
Recommendation:
·
Establish a Civilian Human Resource Office for
·
Yearly training by Headquarters Human Resources Office
Response: The
Performance
appraisals are tracked by managers and supervisors in each organization. The CPAC also reminds managers on late
appraisals on their employees. It is a
supervisor’s responsibility to provide employees annual performance appraisals
within 45 days of the end of their rating cycle.
The
Individual Development Plan (IDP) is a process that provides an opportunity for
supervisors and employees to identify training and development needs in order
to ensure job and organizational success.
An IDP is a written schedule or plan designed to meet particular goals
for development that are aligned with the organization’s strategic plan and
action plan.
The IDP is connected to and should be
completed in conjunction with an employee’s annual performance appraisal
and development of new performance standards and elements. The IDP affords employees an opportunity to
develop skills.
An
IDP is not a binding contract. While
every effort should be made by both employees and supervisors to adhere to the
plan, circumstances sometimes arise that require modifying the IDP. Completing an IDP does not imply
promotion. It is intended to address
developmental needs and facilitate growth while preparing the organization for
future challenges.
The
IDP process is an ongoing, continuous process of growth and development. It should be periodically reassessed to
determine its effectiveness in terms of developmental objectives, methods of
accomplishment, and the need to update.
Yearly training
by Headquarters Human Resources Office:
The CPAC conducts various types of human
resources (HR) training throughout the year.
The CPAC also publishes information on training opportunities to the
managers and the organizations training coordinators for distribution to the
workforce. Training surveys are
conducted annually, in the spring, and classes are scheduled as a result of the
survey based on interest. Organizations
must have funds available in their budgets for specific training since there is
no central pot of money. There are over
2000 free computer based courses available to all employees. Requests for training should be submitted and
approved by the employee’s supervisor.
Supervisors and/or organization training coordinators can assist
employees with training requests and inquiries.
Status: Complete (Civilian Employees Focus Group) (1st
Qtr FY08)
Issue 3: Training
The current
civilian holiday leave policy is not consistently enforced. Some supervisors do not require employees to
take leave for training holidays, while others do. This affects morale of the workforce when
policies are not consistent.
Recommendation: Consistently
enforce the current training holiday leave policy.
Response: Training holidays are not Federal Holidays
for civilian employees. Therefore, if a
civilian employee wants to have the day off, he/she must take leave or use some
other method to account for their absence from work, e.g., Time Off Award.
Whether an employee’s request for time off is approved is subject to workload
and/or mission requirement. However, the
policy should be consistently applied, when possible.
Status: Complete (Civilian Employees Focus Group) (1st
Qtr FY08)
Issue 4: Civilian Timekeeping
There is currently
inconsistent enforcement of time keeping controls. Employees input their own time and some
supervisors do not verify it. Time is
certified without factual knowledge of actual work time. Inconsistent enforcement affects morale and
employee relations for some civilian employees under the Automated Time
Attendance and Production System (ATAAPS).
Recommendations:
·
Enforce OPM71 completion by all employees
·
Certifier needs factual documentation of work times
·
Timekeeper in each office
Response: Both employee and supervisor are responsible
for accurately accounting for leave taken and time worked. However, the supervisor has the ultimate
responsibility for keeping track of time worked and leave taken, since he/she
has to certify the leave record. The
manager has the discretion of assigning the time keeper’s responsibility. A corporate, command decision is required to
make it a requirement for all employees to complete the OPM 71.
Status: Complete
(Civilian Employees Focus Group) (1st Qtr FY08)
Issue 5: National Security
Personnel System (NSPS) Pay Pool
Currently, the pay
pool panel is part of the organization.
This may lead to biases when monetary awards are given at the end of the
rating period. All employees under NSPS
could be adversely affected in the area of pay raises and promotions.
Recommendation: Appoint pay pool panel members
from outside the organization.
Response: The
pay pool panel process is managed by a senior management official of the
activity’s organization. For an example,
the Deputy Garrison Commander is the pay pool manager (PPM) for Garrison’s
employees. It is the PPM’s
responsibility to ensure consistency and fairness in the process to include
consistency in ratings of record, share distribution and payout allocation. Also, a pay pool panel is composed of directorate
level managers from several organizations – one director per organization.
Status: Complete (Civilian Employees Focus Group) (1st
Qtr FY08)
Issue 6: Inadequate NSPS Training
Training on NSPS has not adequately prepared the workforce for the transition to NSPS to include how to write objectives (class provided limited help); how to use the PAA system; what to do when the rater needs to change; how to apply for vacancies under the NSPS system; ect.
Recommendation: CPAC offer additional training beyond that already provided to the workforce after conducting a comprehensive survey of the workforce on training needs.
Response: In FY 2007 CPAC staff trained over 125
managers and supervisors on the NSPS performance plan process with particular
emphasis on how to write effective job objectives and the Performance Appraisal
Application (PAA) called SMART Training.
SMART training covers the fundamental steps to construct effective job
objectives with practical case study exercises and classroom discussion. The CPAC staff will schedule more SMART
training sessions in FY 08. Individuals
interested in taking the next SMART training should contact the CPAC staff to
find out the next scheduled dates for the training. We encourage all employees to utilize the
iSuccess online training course on writing job objectives and
self-assessments. The website address
for iSuccess is www.cpms.osd.mil/nsps/iSuccess/index.htm. Finally, your servicing CPAC staff is always
available to assist supervisors and employees on developing job objective and
use of the PAA. An updated training
calendar will be available mid March.
Status: Complete
(2nd Qtr FY 08)
A similar issue was previously submitted 4th Qtr FY 07:
Issue: NSPS Training
NSPS training on writing of objectives was not sufficient for employees or supervisors nor was the training on the use of the automated system adequate. The failure to adequately train the workforce on the new system will ultimately have a negative impact on employees.
Recommendation: Provide good
“sample” objectives for all types of jobs not just clerical positions. Provide mentoring for supervisors in the
writing of objectives. Have someone who
has been successful provide support to those having difficulty.
Response: Working to schedule more training.
Update: The CPAC provides ongoing training on development of SMART Objectives and also provides personal assistance, upon request, to customers. The training is published in the CPAC Training Calendar. The CPAC team requests feedback from customers on ways of improving the training and also requests participants to complete an evaluation of the training. We use the evaluations to improve the training material and the delivery of the training.
Issue 7: Civilian Employee Attendance at Post Functions
Some civilian employees are unable to attend post functions without using leave. Some organizations allow 30 minute lunches but events are typically 1 ½-hours long. As a result, civilian employees are unable to support these functions.
Recommendation:
·
Implement and publish a
civilian employee policy pertaining to attendance at post functions.
·
Task the senior leaders
to encourage employee participation at installation functions.
Response: AR
600-20, para 6-19g requires that senior mission/installation commanders
establish policies that ensure all personnel desiring to participate in these
observances are given a reasonable opportunity to do so. As discussed at the AFAP Conference,
supervisors should make every effort to allow civilians to attend these
observances on official time, but attendance is always subject to mission
requirements. Thus, there may be a need
to establish a FJ policy, if there is a belief that our supervisors are not
allowing their subordinates, when mission requirements allow, to attend these
observations. Such a policy would also
be in compliance with the requirement within AR 600-20.
Extract from AR 600-20, Army Command
Policy:
6–19. EO special/ethnic observances
b. Senior mission/installation commanders
will—
(1) Develop, plan, and conduct observances
during the designated time frame as outlined in table 6–1 or as otherwise
directed by HQDA.
(2) Encourage all members of the military
community to contribute to and participate in the planning, implementation, and
conduct of the observance activities.
(3) Involve members of the staff elements
and subordinate units in the development and conduct of observance functions. .
. .
g. Activities will be designated and
scheduled to allow for maximum attendance by all Soldiers and civilians within
the command. Commanders will establish a policy that ensures that all personnel
desiring to participate in these observances are given a reasonable opportunity
to do so.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 1: Motorized Carts at Commissary
You are not allowed to take the motorized carts outside the
commissary. Those using the carts may
experience difficulties returning to their vehicle due to limited
mobility. Patrons with limited mobility
may discontinue use of commissary.
Recommendation:
·
Allow baggers to return
carts to Commissary.
·
Assign two baggers to
patrons using carts.
·
Choose an all-terrain
tire for the carts.
Response: We
have wheel chairs available in the front of the store that can be used outside
the commissary for the patrons with limited mobility to return to their cars.
Update: This issue was voted complete by the IAC.
Status: Complete (Surviving Spouse Focus Group) (1st
Qtr FY08)
Issue 2: Emergency Preparedness Food Supply List
DECA does not currently provide a list of nutritious foods that could be stored for at least three months in the event of a widespread emergency. Without this list, individuals do not know what foods can be safely stored in order to prepare themselves in the case of such an event. If individuals had this list provided, they would be knowledgeable and could store these foods at home in order to sustain themselves for a period of time.
Recommendation: DECA provides a listing of nutritious foods that could be safely stored for at least 3 months and adequately advertise this listing.
Response
(Aug 08): The requested list of emergency food items has been obtained. Copies of
the list will be made and displayed along with a display of items to purchase
in a select area on the sales floor.
Status: Complete
(Retiree/Veteran Focus Group) (3rd Qtr FY 08)
Issue 3: Diet-Restricted
Foods Availability
Currently the Commissary does not
have a section for foods that are specific to individuals with dietary
restrictions. In the interest of promoting healthy eating habits and
accommodating individuals with dietary restrictions, the commissary should have
a section specific to this need.
Recommendation: Create a
section for low-sodium, low-sugar, low-protein and other diet-restricted foods,
so that these foods are easily accessible.
Response:
This section already exists. It's located
near the entrance of the store on the left with a sign: "
Status: Complete (4th Qtr FY08)
Issue 1: Post Security Policy
The Army’s policy for security on gaining entrance to a military installation is more cumbersome than the Air Force. The only documentation required to gain access to an Air Force Base is a Military ID, no vehicle stickers or other documents are required.
Recommendation: Review the
Army policy to gain entrance to Army Installations and modify to that of the
Air Force.
Response: The Army has reviewed this policy and directed that no changes to the Army requirement be made.
Status: Complete
(1st Qtr FY08)
Issue 2: Gate 1 Traffic
There are not
enough gate guards at gate 1 during peak hours.
Normally there are two guards for incoming traffic. Traffic is consistently congested to freeway
and beyond during high-peak times causing dangerous safety hazards. This adversely affects anyone entering gate
1.
Recommendation: Add more gate guards during peak hours
Response: Guards have been added to the maximum capacity that the gate will allow for safe and efficient traffic flow.
Status: Complete
(Civilian Employees Focus Group) (1st Qtr FY08)
Issue 3: Stop Sign at
There is a stop
sign at the intersection of
Recommendation: Assess the situation and make a determination as to whether or not the
stop sign is needed.
Response (May
08): The stop sign is necessary
for the safety of pedestrians crossing
Status: Complete (3rd Qtr FY08)
Issue 4: ID Scans for
Entering
Gate security is not sufficient to ensure the safety of
those residing on
Recommendation:
·
Provide a “thumbprint
decal”
·
Provide identification
scanners in place of security guards just “looking” at IDs
Response: DES
is currently working with two contractors to determine the best system to
acquire. Funding is currently not
available for this item; however it is a priority for the DES to gain approval
for this system. Each installation has different capabilities and systems and
each will be addressed as this will be at all installations.
Update (May 08): The
Department of the Army has not yet decided which contractor will be awarded the
contract to field Identification Scanners at all Army Installations. Once this decision has been made, the Army
will then ship the scanners.
Update
(Sep 08): Fort Jackson has an open policy to allow personnel to enter Fort
Jackson to visit established facilities (Golf Course, NCO Club & MaGruders
Pub, Post Museum, Water Park, Family Day and Graduation Day). In order to allow entrance to these
facilities, there will always be a number of personnel without proper
credentials (Military Affiliation) entering
Update
(Sep 08): This project has received approval from DA and is on the priority list
for completion. Scans have been funded/mandated with a projected timeframe of
FY10. Voted complete by the Installation Action Council.
Status: Complete (Family Members Focus Group) (1st
Qtr FY08/resubmitted 2nd Qtr FY08)
Issue 1: Monthly Luncheon for Surviving Spouses
Currently there is no social group for surviving
spouses. Social interaction, fellowship
and information exchange is vital to the well-being of this group. The benefits of creating this group would be
prosperous for both Surviving Spouses and
Recommendation: Create a
day-time social group through MWR for Surviving Spouses which will include
coordination and advertising of the program.
Response: MWR will host a Surviving Spouse Luncheon on
the fourth Tuesday of every month starting on 22 January 2008 at 1130
hours. We will have a featured speaker
for the first luncheon and will ask for additional feedback in the first
luncheon to plan future events. MWR
Marketing will have the lead on advertising.
Cost for the lunch buffet is $7.50 and can be paid at the door.
Status: Complete (Surviving Spouse Focus Group) (1st
Qtr FY08)
Issue 2: Knight Pool Temperature
The water temperature is not warm enough at Knight Pool. Patrons do not use due to chilliness of water. This impacts the benefit of physical therapy for those requiring swimming as their main means of fitness.
Recommendation:
·
Install a heating unit
for the pool.
·
Install better
insulation for the building.
Response: Knight Pool heats the indoor pool water by two separate sources. The water is heated by the DLE water station and the air temperature in the facility. The pool water at Knight Pool is on the average 81 F degrees. Department of the Army regulation (TB Med 575) requires indoor pool water be maintained between 74 and 82 F. Knight Pool is a recreational pool and water temperatures are not as warm as pools that are designed for physical therapy use. Management strives to keep the pool water as close to the 82 F temperature as possible for the comfort of all swimmers.
Status: Complete (Surviving Spouse Focus Group) (1st
Qtr FY08)
Issue 3: Central Enrollment at CYS
Central enrollment at
Recommendation:
·
Drop box for payments
·
Additional staff in the
office
·
Blank registration
forms available online
·
SKIES rep available in
the Central Enrollment Office one day per week.
Response: As part of the Army Family Covenant, the
CYS Registration Fee has been waived for all eligible patrons which will
eliminate customers waiting to make payments.
Fort Jackson CYS staff is conducting a full review of the Central
Enrollment Office function to improve customer wait time, streamline the
registration process and improve the availability of and accessibility to up to
date, accurate information pertaining to services and programs available. The
following plans are already underway with projected implementation during
January 2008: (1) Provide CYS registration packets at all CYS
locations and on the MWR website to eliminate the need for prospective patrons
to visit the enrollment office prior to their registration appointment; (2) Provide
a checklist of information needed to complete registration with the registration
packet to eliminate return visits due to missing or incomplete
information; (3) Adjust staffing so
that child immunizations records are not input to the automated system during
the actual registration process eliminating one of the largest time consuming
tasks (4) Install an "indoor" drop box for payments by check or money
order and submission of supplementary forms such as health assessments, updated
shots and family care plans; (5) Provide a list of "most frequently asked"
questions and answers developed by the individual program directors (i.e. SKIES
and Sports); and, (6) Publicize a time each week when the SKIES and Sports
program will have an individual available to answer questions specific to their
programs. Other actions under consideration based on funding and feasibility
include adjusting staff schedules or adding supplementary staff during surge
times based on the results of a utilization study, on line program payments,
and, partial on line registration with 15 minute office follow up for original
signatures on required documents. The CYS Registration Process is also being
addressed at Army level. FMWRC has been
working on a streamlined registration process and has piloted that process at
two Southeast Region Installations. We
anticipate that the new process will be fielded at other installations to
include
Status: Complete (Family Members Focus Group) (1st
Qtr FY08)
Issue 4: Youth Services
Children, specifically teenagers living off-post, do not have services available to them. There is no publicity/awareness for services currently offered. Teenagers are having a difficult time transitioning to living on/off post.
Recommendation: Increase the
awareness of teen programs for military dependents, specifically youth living
off post.
Response: Incoming teens can request a youth sponsor
with a form available on the MWR webpage even before they arrive on
Status: Complete (Family Members Focus Group) (1st
Qtr FY08)
Issue 5: Guest Usage at Jack’s
Jack’s
Recommendation: Restrict
usage at Jack’s Inn to: Mobilized
Reservists, PCS’ing Soldiers, or military personnel attending schools on
Response: Every
patron of Jack's
Status: Complete (Family Members Focus Group) (1st
Qtr FY08)
Issue 6: Substandard Lodging
Buildings are not
up to Army Lodging Standards. Kennedy
Hall, Anderson Hall and Magruder Transient Area (MTA) buildings are old and
designed as barracks, not hotels.
Plumbing, mold, ventilation and construction issues lead to an unsafe
living environment for our Soldiers and patrons.
Recommendation: Expedite the process for an Army Lodging wellness plan for
Response: The
Status: Complete
(Civilian Employees Focus Group) (1st Qtr FY08)
Issue 7:
Recreational Services Hours
The gyms on post have personal trainers and fitness classes available, however the hours do not support those Soldiers and Drill Sergeants that work in the BCT environment. Offering fitness classes and personal training sessions “before & after hours” would increase the well-being of the Soldiers that are currently unable to utilize the services due to time constraints.
Recommendation: Have personal trainers and/or fitness classes (Yoga,
Pilates, Spinning, Plyometrics) available in the early morning, late evening,
and Sundays to accommodate Soldiers and Drill Sergeants who work in the BCT
environment.
Response: MWR Sports and Fitness has added a fitness
specialist to their staff. Since November the fitness program has added several
land and water classes to their program.
The fitness calendar is now posted on the MWR web page at www.jackson.army.mil, from
there go to the MWR site, then to Andy’s
Status: Complete
(2nd Qtr FY 08)
Issue 8: Advertising of MWR Sponsored Events
MWR currently sponsors trips, but without adequate advertisement they go unnoticed. These sponsored trips would receive more participation from the community if they were advertised and marketed more to the community members.
Recommendation: Advertise MWR Sponsored Trips in community forums (newspaper, housing newsletter, IEC, marquee, and fliers) more frequently.
Response: Currently, events and trips are marketed
through the following means: 2-3 weeks
in The Leader, 1-2 weeks on marquee, posters placed in high traffic MWR
facilities such as but not limited to bowling center, gyms, and clubs approx 2
weeks prior, and emails to single Soldiers as well as posters placed in single
Soldier Complex. Anyone interested in
outdoor recreation trips can be placed on an email list to receive the
e-newsletter once a month that has trips and activities for the upcoming month
(call Mark Smyers @ 751-0892 or email him at mark.smyers@us.army.mil or go by
Status: Complete
(2nd Qtr FY 08)
Issue 9: Hours of Daycare Services
Daycare services are not available on
Recommendation: Childcare services on
Response: Child & Youth Services provides child
care on Saturdays and Holidays through the Child Development homes. We currently have the ability to provide
service for 24 children but seldom have more than 10 children in care. In addition, some of our Family Child Care
providers also offer evening, overnight and weekend care. The School Age Services program has recently
extended its operating hours and also provides Saturday care. Effective 15 March 2008, the
Status: Complete
(2nd Qtr FY 08)
Issue 10: Education Transition for Children
Parents are finding that when they transition their children from DoD schools to public schools, their child seems to be “behind”. Considerable number of children are coming from DoD schools and having a difficult time transitioning. This causes emotional distress for children and parents.
Recommendation: Implement the National “No Child Left Behind” policy and
consider how this impacts children going to public schools.
Response: Transitioning students may appear to be
behind when moving to a new school. This can happen because, while schools may
teach the same things, they do not always teach them in the same sequence. For
example, a school may teach multiplication by 1, 2, then 3 digits and then move
onto division by 1 digit. Another school may teach multiplication by 1 digit
then division by 1 digit and so on. A child moving between these two schools
may initially appear to be behind in some areas and ahead in others. Parents
are encouraged to check with their School Liaison Officer for curriculum
information in their new locale prior to a move. The DoDD Schools develop their
curriculum standards from the same national curriculum standards that the
states use. National Standards can be accessed at http://www.nea.org/classroom/curr-standards.html. While it is true that DoDD schools are not
required by law to meet the standards of No Child Left Behind, they strive to
meet those same standards while not receiving the funding of No Child Left
Behind program. While performance of individual students may vary, DoDD schools
typically perform as well as or better than other schools. The issue of
mandating the No Child Left Behind Act for DoDD schools is something that is
beyond the scope of the School Liaison Officer and would require federal
legislative action. At
Update: This issue was voted complete by the Installation Action Council.
Status: Complete (Family Members Focus Group) (1st
Qtr FY08)
Issue 11: School Liaison
Office Difficult to Find
The School Liaison office is difficult to find as it is in a
different location than within ACS.
Newcomers to
Recommendation: Move the
School Liaison office to the Strom Thurmond building, either in or near
ACS. This will assist new family members
arriving with children to obtain the necessary information on schools by making
this information more accessible.
Response: The
School Liaison Office is located in the
Update: This
issue was voted complete by the Installation Action Council.
Status: Complete
(2nd Qtr FY 08)
Issue 12: Mentoring for Military Children
Increased demands on Soldiers (i.e. time away from families) can adversely affect a child’s quality of life. Children in families with absent parents may lack sufficient adult interactions/mentorship. Statistics prove children benefit from positive interaction with adult role models.
Recommendations:
Response (May 08):
Child & Youth Services has
contacted Big Brothers & Big Sisters and is working on a partnership
arrangement which will bring the Big Brothers & Big Sisters program to the
Fort Jackson community. We anticipate
having the arrangements in place with the opening of school in August. Not only will families be able to sign their
children up for a big brother or big sister but
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 13: Family Fitness Program (FFP)
Currently Soldiers and Family members do not have child care available at fitness facilities. Fitness facilities lack family oriented exercise programs. Family health awareness and fitness is an issue Army wide because of changing life styles in the household. Implementing such a program would increase Family wellness and support the Army Family Covenant.
Recommendation:
Response (May 08):
Child & Youth Services is
partnering with MWR Recreation Division to offer family fitness programs at the
Solomon Center including child care for the youngest family members. While funding does not support free child
care, the cost will be extremely affordable.
Plans are in the final stages and we anticipate having the new program
in place no later than 1 Jul 08. Look
for information about Jumpin' Jacks our new family fitness program in the
upcoming weeks.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 14: Lack of guidance/accountability and space for Family
Readiness Groups
Currently there is no concrete guidance or designated meeting space for Family Readiness Groups (FRG) on this installation. There are no designated forms or permits required for fundraising or other FRG specific events provided to hold FRG’s accountable for their actions. Without concrete guidance, FRG’s are confused about proper fundraising, and installation specific regulations. Also, the lack of FRG specific meeting/training space leads to less meetings and training being provided due to always having to reserve space.
Recommendations:
·
Provide an installation
handbook to give pertinent guidance to FRG’s that is specific to the
installation.
·
Design a channel or
form so that Commanders, Units, and FRG’s are held accountable for their
actions; i.e. fundraising permits.
·
A centrally located
building be designated solely for the use of FRG’s for functions, meetings, and
training.
Response (May 08):
The Army Community Services
Mobilization and Deployment Program offers quarterly FRG Leadership training
for new FRG Leaders, Family Readiness Liaisons, and Family Support
Assistance. Training is conducted
quarterly and individually on a one on one basis and by appointment. The FRG Leadership training is a two-day
workshop that covers the basics of being an effective FRG leader or
liaison. Attendees are appointed by the
commander to attend the training. All
training is DA approved. Each attendee
is provided a note book with the most current memorandums in the FRG arena, SOP
samples, information on Informal Funds, Budget SOP, Newsletter SOP, and the
Virtual FRG SOP. They are also provided
the
Status: Complete
(3rd Qtr FY08)
Issue 15: Transportation to
There currently is no youth center in
Recommendation: Child and Youth Services provide a shuttle at certain times
in the afternoon to assist youth in traveling to the
Response (May 08):
Child & Youth Services is
currently recruiting for a motor vehicle operator to provide transportation for
youth to and from the Youth Center during evening and weekend hours. This position is being funded by Child &
Youth Services with Army Family Covenant Funds. Routes and stops will be
advertised once determined and transportation will start once the position is
filled.
Update (Sep 08): CYS has recently hired an additional motor
vehicle operator with funding through the Army Family Covenant and are
coordinating a bus schedule to provide transportation from Howie Village and
points off-post to the Youth Center and back.
Routes and stops will be advertised once coordination is complete. CYS
anticipates offering this additional bus service in October 2008.
Status: Complete
(3rd Qtr FY08)
Issue 16: Transportation for
Off-Post Teens
Teens living off
post need transportation to
Recommendation: Provide more buses for transportation. Hire more Middle School and Teen
(MST) staff to drive buses.
Response (Sep 08):
CYS has recently hired an
additional motor vehicle operator with funding through the Army Family Covenant
and are coordinating a bus schedule to provide transportation from Howie
Village and points off-post to the Youth Center and back. Routes and stops will be advertised once
coordination is complete. CYS
anticipates offering this additional bus service in October 2008.
Status: Complete
(Teen Focus Group) (4th Qtr FY08)
Issue 17: More Funding for Teen Traveling Teams
Existing funds are
not adequate to support Middle School and Teen (MST) traveling teams. When funds
run out, teens have to pay out-of-pocket. If money is not available, there will
be decreased participation.
Recommendation:
·
Increase fundraising for MST traveling teams
·
Provide sponsorship
·
Provide Garrison Command monetary support
Response (Sep 08): The
Teen Traveling Basketball team initiated during the summer of 2008 was
partially funded with Appropriated Fund resources allocated to the Middle
School/Teen Program. These resources supported all staffing and transportation
needs of the team. Appropriated Funds cannot be used to support items retained
by team members. However, additional funds have been planned in the FY09
budget.
Status: Complete
(Teen Focus Group) (4th Qtr FY08)
Issue 18: More Traveling Activities for Teens through
Teens are confined
to
Recommendation: Schedule more out
of town events for teens.
Response (Sep 08): Per
DFMWR: Planning and executing away trips for teens has been a challenge. They have been numerous traveling activities
offered, but many of them are cancelled due to low attendance. The cost of funding these trips is
considerable due to the extended hours that staff work providing transportation
and supervising the youth. Management cannot justify the costs for just a few
youth. We will continue to offer out of
town events for teens focusing on the ones that have been most successful in
the past: trips to other military
installations and traditional Boys & Girls Clubs. If the installation’s
teen population increases, the possibility of increasing traveling activities
could be re-visited.
Update (Sep 08): Voted
complete by the Installation Action Council.
Status: Complete
(Teen Focus Group) (4th Qtr FY08)
Issue 19: Middle School and
Teen (MST) Program Hours
The MST portion of
the
Recommendation: MST hours be
extended to 2200 hrs on weeknights and 2300 hrs on Saturdays.
Response (Sep
08): The Youth Center currently
closes at 2100, Monday through Thursday, and 2200 on Friday and Saturday unless
there is a dance or event that extends beyond those hours. There is no requirement for an event or
activity that takes place away from the
Update: Voted
complete by the Installation Action Council.
Status: Complete
(Teen Focus Group) (4th Qtr FY08)
Issue 1: Exam Proctoring
The past eighteen months the
Recommendation: Supply
information as to what has been done to address this need.
Response: Proctoring
exams resumed at the
Every Tuesday @ 1300; Every Thursday @ 0800
Since resuming, the
Status: Complete
(1st Qtr FY08)
Issue 2: Officer Academic Efficiency Reporting
Academic Efficiency Reports (AER) are no longer credited within the Officer Efficiency Report (OER) system or promotion boards. Some schools last over 12 months resulting in non rated time. Officers report to their unit needing an OER within 90 days of arrival.
Recommendation: Academic Efficiency Report should count as the Officer
Efficiency Report rated time. The report
period should start upon arrival in the unit.
Response (May 08):
Per conversation with the Chief of the Evaluations' Branch, HRC, the
change to the officer AER processing was implemented to align the OER with the
NCOER processing in preparation for implementation of the Defense Integrated
Military Human Resources System (DIMHRS).
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 3: Veterans Health Care
Education
There are eligible Veterans (prior to the implementation of the Army Career and Alumni Program – ACAP) who are unaware of their entitlements, causing them to miss out on their health care benefits. Methods for informing these Veterans of their health care benefits have not been adequate. This is a quality of life issue for our Veteran community.
Recommendation: Implement a massive
Public Relations campaign advising all Veterans and Family members to inquire
about their eligibility.
Response (May 08):
The above issue falls under
the purview of the Department of Veteran’s Affairs and therefore cannot be
addressed by the Directorate of Human Resources. This issue was forwarded to the
Update
(Nov 08): The William Jennings Bryan
Dorn VA Medical Center currently has an aggressive and ongoing public relations
campaign covering the
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 4: Inadequate Processing Time for V.A. Disability Rating Claims
The processing
time for VA disability rating claims is too long. It is not uncommon for processing times to
exceed seven months. The delay in
processing results in diminished employment opportunities, compensation/
entitlements, and VA treatment.
Recommendation:
Response (May 08):
The above issue falls under
the purview of the Department of Veteran’s Affairs and therefore cannot be addressed
by the Directorate of Human Resources.
This issue was forwarded to the
Update (Nov 08): This
issue was addressed with the Department of Veterans Affairs. It was determined that processing time within
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 1: Lack of Tele-work Capabilities
The ability to
Tele-work is widespread throughout all other industries and other government
agencies, but it seems that here at
Recommendation: Enable the Tele-work policy and capabilities to be utilized by
Response: The Department of Defense has a Tele-work
Policy that benefits employees and is a useful tool by leaders/managers for
improving quality of life for both the organization and the employees. It is up to
a.
Army Knowledge Online (AKO):
Email can be accessed from the employees residence via this method. In order to receive mail in AKO the
forwarding feature embedded in AKO will need to be turned off. Also, any mail sent to your AKO will need to
be sent to your AKO user ID@MAIL.us.army.mil.
The
b.
Outlook Web Access (OWA): A
useful tool and will be available to users whose installation have migrated to
Exchange 2003. The only requirement will
be that users can use this feature remotely only if they are authorized to
travel or use their assigned government systems away from the workplace. OWA will be CAC access enable and Exchange
2003 is programmed to be implemented fully by the 2nd week of April 08.
c.
Virtual Private Network (VPN):
Commanders must be authorized for travel or use away from the workplace
laptop systems which applies to the principles of Tele-work to allow access to Fort Jackson e-mail and web
services. These systems need to be
configured with VPN capability and must be in compliance with the Army’s
Data-at-Rest (DAR) and Personally Identifiable Information (PII)
guidelines.
d.
Blackberries: Allow personnel to
send and receive e-mails.
Status: Complete (2nd Qtr FY 08)
Issue 2: Phone Service for
Currently there is no phone service at
Recommendation: Immediately fund necessary repairs to reconnect a landline.
Response (May 08): In
a joint effort between the DOIM and DFMWR, plans and contract actions are
currently being developed to extend phone services to Weston Lake. Though an immediate timeline for completion
cannot be determined at this time, both directorates are working aggressively
to expedite the accomplishment of the task.
Update (Aug 08): Project was funded, contracted out, and land
line phone services have been restored at
Status: Complete
(3rd Qtr FY08)
Issue 1: On Post Shuttle for WTU
Recommendation:
Provide an
Response (Aug 08):
The Post Sick Call/ Shuttle
route has been changed to accommodate the WTU Soldier billets. The buses run
from 0730 – 2230 seven days a week with the exception of New Year’s Day,
Independence Day, Thanksgiving Day and Christmas Day. The WTU has an
ADA-compliant bus; however, to date there have been no Soldiers that require an
Status: Complete
(WTU Focus Group) (3rd Qtr FY08)
Issue 1: Walking Track at Darby Field
The walking track at Darby Field needs to be fixed. Currently, soldiers taking an APFT are required to walk through several inches of sand in two different areas on the track. While this is a great exercise, it does slow Soldiers down and presents an impediment that should not be there for an APFT.
Recommendation: The best
option to correct would be to pave the track so that we have a level area for
APFT. If paving is not an option, the
track should be dragged at least every two weeks to start. It would have to be monitored to determine if
that is often enough or not to prevent the loose sand build-up.
Response: DLE recently re-graded the track and will monitor and drag the track as needed.
Status: Complete
(1st Qtr FY08)
Issue 2: Turn Lanes on
Drivers seem confused on how to maneuver left turns off of
Recommendation: Mark the
left turn lanes on the asphalt.
Response: The
current contract awarded on 28 September (2007) will address this issue and
paint turn lanes coming from Hill Street guiding traffic to Marion Avenue.
Update: The
work will be complete by the end of March (2008).
Status: Complete
(1st Qtr FY08)
Issue 3: Lack of Lighting
There are not any working lights in the evening (street light & parking lot lights are out) in the hourly child care parking lot. It is difficult to walk in and out of the building, see the step up to the curb, or see any of the deer that like to run through the parking lot at night.
Recommendation: Install some
type of light device so the parking lot is safer during the evening hours.
Response: DPW is currently repairing over 150 inoperable lights on the installation.
Status: Complete (2nd Qtr FY 08)
Issue 4: Work Order Processes
Work orders often fall into the “black hole”. DPW closes out work orders that are not completed (without the facility occupant’s knowledge) and when visiting a facility to accomplish a work order, they do not provide adequate information to the facility occupants with regard to the status of the work order (i.e. Part on order, not able to repair, waiting for replacement part) Written work orders require a facility representative to go to DPW to pick up the customer copy after submittal – this is not customer friendly and in the age of automation does not pass the common sense test.
Recommendation: DOIM work with DPW to improve the work order processes (telephonic and written) to include at a minimum email verification of their receipt of the work order and an electronic status of the work order. There needs to be some accountability for completion of work orders and tracking until their completion.
Response: DPW now has a Customer Service Representative, 751-1409, to assist customers with timely feedback and status information.
Status: Complete
(2nd Qtr FY 08)
Issue 5: Motion Detectors on Traffic Signals
Recommendation: Calibrate the signals to work properly.
Response: DPW is in the process of adjusting the
detectors to work properly. This is an
ongoing process.
Status: Complete
(2nd Qtr FY 08)
Issue 6: DPW Service Order Response
DPW provides inadequate response to the priority of service
orders. This affects the entire
community’s quality of life by the lack of maintenance in the facilities that
the DPW supports. The lack of
maintenance in these facilities negatively impacts the daily mission on
Recommendation:
·
Implement a recreation and utilities (RU) program
·
Hire more permanent licensed staff with adequate equipment
·
Customer service needs to give more detailed information to customers
regarding status of service orders.
Response (May 08): The DPW workforce is sufficient to respond
to all emergency and urgent service orders within required timeliness
standards. For routine service orders,
however, the DPW workforce is inadequate to respond to all routine service
orders within required timeliness standards.
The Command is considering re-establishing limited R&U (Repair and
Utilities) capabilities within various units and customer organizations to augment
the DPW workforce in the execution of routine service orders. The DPW has recently established a Customer
Service Representative position to respond to all requests for status. That number is 803-751-1409.
Status: Complete (2nd Qtr FY 08)
Issue 7: Roofs on Buildings 1540, 1541
Buildings 1540 and
1541 are old brick building that have leaky roofs. Each time it rains, water leaks through each
roof causing water damage to the equipment housed in the buildings. The moisture also creates mold and mildew
within the building. This is an unsafe
working environment and damaged equipment will need to be replaced.
Recommendation: Repair the roofs on buildings 1540 and 1541
Response (May 08): DPW will continue to repair roof leaks as they are identified and created. The permanent, long term solution is to replace the entire roof, which requires SRM funding. Development of the FY09 SRM Projects List will begin mid-summer 2008. Roofing projects must compete with all other requirements for SRM funding.
Update (Aug 08):
FY09 SRM Project List is currently
under development and will be briefed during the Real Property Planning
Board on 23 Sep 08.
Update (Sep 08): DES response: “We are asking for bids now subject to
availability (SAF) of funds. Garrison Commander indicated we would fund next
FY. Therefore status is ‘Design and contracting action complete pending
SAF’."
Update
(Dec 08): MWR replaced the roof on the buildings.
Status: Complete (3rd
Qtr FY08)
Issue 1: IET Status in WTU
There is no clear guidance in status of IET Soldiers in the WTU. Mixing permanent party and IET Soldiers creates conflict with Army policy as to what an IET Soldier can or cannot do. Unclear guidance negatively impacts the morale, health, and welfare of IET Soldiers in the WTU.
Recommendation:
Change the status of IET Soldiers in the WTU to
that of permanent party unless Soldiers are sent back to the IET environment.
Response:
IET Soldiers are not made permanent party
soldiers upon entry into the WTU with all the rights and privileges of a
permanent party soldier, we instead use the IET phased Guidance and Warrior
initial counseling to ensure they understand all the ramifications of being a
soldier and patient in the WTU. IET Soldiers are given liberties as they
progress through the phases. Bottom
line: The Commander, 1SG and the TRIAD team are committed to accountability,
discipline and adherence to a Comprehensive care plan for all soldiers entering
the WTU.
Status: Complete
(WTU Focus Group) (3rd Qtr FY08)
Issue 2: Drill Sergeant Spouse Orientation
and Support
There is a lack of
adequate distribution of support information for Drill Sergeant (DS) spouses
and Families. Information is provided to the DS and not directly to the spouse.
Due to DS varied schedules, the information is not relayed to Families.
Services are available but DS spouses are not aware of them.
Recommendation: Create a
standardized installation welcome orientation for DS spouses to be conducted on
a monthly basis, to be attended by a representative of each Family Readiness
Group and open to all DS spouses.
Response: Per
the Garrison, there are currently programs in place that resolve this issue-
e.g., the quarterly AFTB DSS Course and the monthly Newcomer’s Briefing. These
programs will be marketed/ publicized more diligently to ensure awareness of
the programs.
The Installation Action Council voted this
issue “complete”.
Status: Complete
(Drill Sergeant Spouse Focus Group) (4th Qtr FY08)
Issue 1: TRICARE Authorization / Reimbursement for Urgent Care
Authorization and payments for urgent care received are not being paid to the civilian medical facilities. Urgent care visits to civilian medical facilities are not being paid due to discrepancies in urgent care vs. emergent care. Services not paid result in stress and financial burden upon Soldiers and their families.
Recommendation:
·
Clarify and educate the
community on urgent care versus emergent care.
·
Update billing codes to
reflect the type of care in the civilian sector.
Response (May 08):
This issue surfaced due to a
local civilian hospital having both an Emergency Room and an Urgent Care
Clinic. If a Prime beneficiary receives
care in the Emergency Room no referral is required. If a Prime beneficiary receives care in the
Urgent Care Clinic a referral from their Primary Care Manager is required in
order to avoid a Point of Service cost.
When a patient requests a referral from their PCM they have to be
specific as to whether it was to the Emergency Room or Urgent Care Clinic. If a claim is filed by Urgent Care, yet the
referral is for the hospital Emergency Room a billing code error is generated. We have educated our Primary Care Managers to
be aware of this issue and to clearly indicate if the visit was an Urgent Care
Clinic visit. Additionally, we have
published an article to educate our beneficiaries on this nuance. We have contacted the billing office at the
civilian facility as well; requesting that they contact our Managed Care
Division if they encounter claims problems due to this. Any beneficiary who
encounters billing issues is urged to contact the Patient Services Office.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 2: Continuity of Primary Care Managers (PCM) for Retiree Healthcare
A lack of PCM continuity reduces the quality of Retiree healthcare. It is not uncommon for a Retiree to have three PCMs in a 5 year period due to the changeover of providers. The care of Retirees is significantly degraded due to the frequent changes in PCMs.
Recommendation:
·
Increase the tenure of
PCMs.
·
Designate PCMs
specifically for Retirees.
·
Ensure availability of
appointments with Retiree PCMs
Response (May 08):
We strive to limit PCM changes
to those that are necessary and unavoidable.
Rarely does our facility have control over PCM stability. MACH has had several of our Active Duty
Soldier providers to deploy move due to their Permanent Change of Station (PCS)
to other duty stations, exit the service (ETS), as well as some turn-over in
civilian provider staff over the course of the past 5 years. Each deployment, PCS, ETS and loss of a
civilian provider causes approximately 1,200 patients to be assigned a different
PCM. We have recently received funding
to hire two civilian PCM’s in the Family Health Clinic specifically for
Retiree/Retiree Family Members and Survivors.
We anticipate being able to add approximately 2,200 Prime enrollees with
this additional staff! Retirees/Retiree
Family Members and Survivors do have the option of enrolling to providers in
the civilian community. It is important
to note that beneficiaries may request a change of PCM twice per year.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 3: Long Hold Times on
Central Appointment Line
There is an excessive wait time when calling the central appointment line. It is not uncommon for patients to wait up to 45 minutes to speak to a representative. Excessive wait times prevent the availability of same-day appointments.
Recommendation:
·
Hire more central
appointment line representatives.
·
Hire more PCMs allowing
for more available appointments.
·
Educate TRICARE Prime
enrollees on making appointments using TRICARE Online.
Response (May 08):
We have worked diligently to improve
Central Appointment wait times.
Additional staff has been added.
We closely monitor call wait times.
Average telephone wait times have dropped from a high of 7.12 minutes in
November to 1.12 minutes in March. The
longest wait times are within the first 30 minutes of the day, however, they
usually do not exceed 10 minutes after increasing the staffing. We encourage those who have internet access
to utilize TRICARE On Line (TOL) to make appointments this eliminates any wait
time and can be accessed 24 hours per day, 7 days per week. We have grouped our providers on TOL, thus
allowing each enrollee to select another provider in the group if their PCM
does not have any available appointments or is not available. If you are not registered, we encourage you
to visit www.TRICARE.mil, select the
TRICARE Online Icon and register. Each
family member has to register separately, but for your convenience all may have
the same password.
Status: Complete
(AFAP – 3rd Qtr FY 08)
Issue 4: Travel Assistance for Medical Appointments
Assistance for traveling to
Recommendation:
·
Offer some type of
assistance for travel if a patient has to go to
·
Offer a shuttle bus/van
to commute patients to
Response: Active
Duty are funded for travel by their unit.
Other TRICARE Prime beneficiaries have the option to seek their care
locally by TRICARE Contract.
Unfortunately reimbursement for travel for
other than Active Duty, as presently defined by policy, is limited to travel
greater than 100 miles from your Primary Care Manager and only if that is the
closest specialist that can provide the service.
We will review the possibility of a shuttle
service to
Update
(May 08):
Providing transportation
for medical appointments is not within the scope of
Update
(Dec 08): MACH stated that family members are able to file a claim for
reimbursement for travel expenses.
Status: Complete
(2nd Qtr FY 08)
Issue 5: Pandemic Flu Education
Recommendations:
Response
(Dec 08): The South Carolina Department of Health and Environmental Control
(DHEC) has the responsibility of educating the public on all aspects of
pandemic flu for our area. Their website: http://www.scdhec.net/
provides information. In addition they
have publications available. The
Status: Complete
(Retiree/Veteran Focus Group) (3rd Qtr FY08)
Issue 1: Army Clubs Acting as Private Organizations
Army clubs (i.e. SGT Audie Murphy Club) are acting as private organizations and operating under by-laws and constitutions while representing the Army as a whole.
Recommendation: Clubs that
represent the Army should become Army programs and operate under Standard
Operating Procedures (SOP) due to their representation of and affiliation with
the Army.
Response (May 08):
The SGT Audie Murphy Clubs are
Army programs governed by regulation.
(See, e.g., TRADOC Reg 600-14 and FORSCOM Reg 215-7). The TRADOC
Adjutant General has overall program responsibility for TRADOC. TRADOC Reg 600-14 does not set out any
particular form of organization for the local operating clubs (nor does the
FORSCOM regulation). According to TRADOC
Reg 600-14 the CSM at each TRADOC subordinate command will exercise primary
staff responsibility for the SAMC at that level. We see no legal requirement that would
mandate a SGT Audie Murphy Club to organize as a private organization. Questions regarding the preferred form of
organization for the local clubs should be addressed to the appropriate MACOM.
Status: Complete
(3rd Qtr FY08)
Issue 1: Special Events for Drill Sergeant (DS) Families
There are not
enough recreational events for DS spouses and Families. DS spouses are not meeting
socially. Because of this, they are not building camaraderie with DS spouses
and Family members.
Recommendation: Implement monthly events for DS
spouses and Families to socialize. Publicize a quarterly calendar of these
events using all available marketing resources.
Response (Sep
08) (Initially sent to FMWR): Per
the Installation Action
Council: This issue would better be addressed by individual units rather than
FMWR.
Update (Feb 09): A new program called “A.T. E.A.S.E.” was started which addresses the
need of enlisted spouses. The IAC voted this issue complete.
Status: Active
(Drill Sergeant Spouse Focus Group) (4th Qtr FY08)
Issue 1:
The Veterinary Services on post does not have a payment plan set up for those who are unable to pay their bill in full. Sometimes medical emergencies for family pets arise, and need to be taken care of but families are unable to take care of their pets due to the cost of the available medical care.
Recommendation: Institute a
payment plan option for medical emergencies or high cost procedures for family
pets.
Response: The
Veterinary Treatment Facility (VTF) on
Status: Complete (2nd Qtr FY 08)
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