Completed Issues
FY 06
These issues were submitted by the community through
Community FIRST/AFAP, and are deemed completed by the responsible organizations or directorates on
ARMY
& AIR FORCE EXCHANGE SERVICES (AAFES)
CIVILIAN
PERSONNEL ADVISORY CENTER (CPAC)
DEFENSE
MILITARY PAY OFFICE (DMPO)
DEPARTMENT
OF EMERGENCY SERVICE (DES)
DIRECTORATE
OF HUMAN RESOURCES (DHR)
DIRECTORATE
OF LOGISTICS AND ENGINEERING (DLE)
DIRECTORATE
OF MORALE, WELFARE, & RECREATION (MWR)
DIRECTORATE
OF PLANS TRAINING MOBILIZATION, AND SECURITY (DPTMS)
INSTALLATION
HOUSING OFFICE (IHO)
MONCRIEF
ARMY COMMUNITY HOSPITAL (MACH)
Back to the Fort Jackson Customer Management Homepage
Issue 1: Clothing and Sales closes at 1800 daily. Training doesn't end normally until around
1700-1730. This is a problem for
Soldiers in training and cadre members who need to purchase items.
Recommendation: Change hour or extend until 1900; one
more hour.
Response: Starting 9 Jan 2006, MCSS will be open
M-F from 0900-1900, weekend hours will stay the same.
Status: Completed (1st Qtr FY06).
Issue 2:
Recommendation: Buy more
Response:
Status: Completed (1st Qtr FY06).
Issue 3: From
1900-200 the Main PX is short staffed causing a wait in checking out.
Recommendation: Keep at least four or five checkout lines
open at the Main PX.
Response: We apologize for the occasions our
customers encountered long lines at the central checkout. We try to schedule an adequate number of
cashier-checkers to minimize customer waiting time, and our cashier-checkers
are to call for assistance when lines form.
The Operations Manager, will continually review her scheduling and
closely monitor this area to hopefully eliminate these problems. Please have our Operations Manager or one of
the managers paged the next time you find more than four customers waiting in
line (one being checked out and three waiting)-they will take corrective action
immediately. I appreciate you alerting
us to this problem area. We work hard to
keep our exchanges operating efficiently, but it looks like we'll have to work
harder. We value having you as a
customer and depend on your continued support.
Status: Completed (1st Qtr FY06).
Issue 4: Movie Theater.
Recommendation:
Provide more
family friendly movies – both soldiers and family members enjoy seeing these
types of movies.
Response: We strive to
provide as many family friendly movies as is possible. We do not have ‘REAL’
control over the movies that we receive, but instead we are sent movies and are
regulated when we are to play and return.
What we are able to and do is to special order children’s movies for
matinees and special showings. Every
Friday during the school season, we show a children’s movie for the
Status:
Completed (1st Qtr
FY06)
Issue 5: In the year and half that I've been stationed
here,
Recommendation:
Response: Although a kiosk is not feasible at this time
there is no perfect solution to this situation seeing that civilians can get on
base. We do have options but this will cause an inconvenience to our
Soldiers. One is to submit a policy
change to pay before pumping gas. This way we can make sure all ID cards
are checked. This will cause a delay to soldiers who just want to purchase
gas with there credit cards and leave, instead they will have to wait in a line
which has become congested based on the amount of gasoline this facility sells
daily. Second is to become a closed base which is something that would
have to be taken up with command and only allow civilian personnel that have an
ID card to enter. Third we can also have an MP come out and do spot
checks on a daily to ensure only military personnel are purchasing gas, which
also has to be taken up with command.
Status:
Completed (1st
Qtr FY06)
Issue 6: Gate one Shoppette/gas station, prior to 1700 gate one Shoppette/gas station usually will
have two cashiers on duty, but at 1700 they go to one cashier. Most of the people who work on Post get off
at 1700.
Recommendation: The Shoppette should
have at least two cashiers on duty during peck hours to accommodate the
employees of
Response: Associates
schedules have been reviewed and corrective action implemented to better
improve customer service.
Status: Completed (1st Qtr FY06).
Issue 7:
Recommendation: Expand show times to
Friday and/or Saturday morning or noon.
Also, it would be nice to add another evening time; maybe of Thursdays.
Response: For the children, we offer a Monday matinee at 1330 during the summer. Every Thursday at 1400, we offer a family
movie and then we have our normal weekend schedule including Friday evening, 2
movies on Saturdays at 1800 and 2030 and 2 on Sunday at 1300 and 1530.
Status: Completed (3rd QTR FY06)
Issue 8: Gas prices on Post
versus off-post. There seems to
be a $.05 to $.10 difference depending on what part of
Recommendation: Gas on-post should
be cheaper.
Response: Previously submitted. AAFES, as a U.S. Government
instrumentality, is immune from state and local taxes unless the immunity is
waived by an act of Congress. The
Status: Completed (3rd
Qtr FY06)
Issue 9: It would be nice to see Clothing Sales be
open later. Our mission doesn’t allow us time to step
away from work and purchase clothing items.
Having longer hours would help Soldiers all over this post. Here at
Recommendation: If
possible, it would be helpful to have extended hours a couple times a week.
Response: As of 9 Jan 2006, MCSS will be open M-F from
0900-1900, weekends hours are 1000-1600.
Status: Completed (3rd
Qtr FY06)
Issue 10: Rain checks are given
at the Post Exchange.
Recommendation: Notify the customer
regarding the status of rain check whether product has come in or this item is
discontinued.
Response: Training has been conducted to ensure
customers are contacted weekly and provided order status.
Status: Completed (3rd
Qtr FY06)
Issue 11: Movies not up to
date.
Recommendation: Have a quicker
response on new movies for the theater.
Response: Movies are offered
according to the industry standards.
Outside agencies have first priority.
Status: Completed (3rd QTR FY06)
Issue 12: No access for the disabled at the PX Pharmacy Prescription
Window.
Recommendation: The
aisles need to be wider to accommodate a motorized wheel chair or scooter.
Response: The aisle
markers will be extended to accommodate motorized wheelchairs and scooters.
Status:
Completed (4th Qtr FY06)
Issue 13: Different Pricing between Shoppette.
Recommendation: All items
should cost the same from Shoppette to Shoppette. Have AAFES Managers monitor Shoppette prices.
Response: All pricing
should be the same in all Shoppette, sometimes a discrepancy will occur. If the customer finds a difference in pricing
from one Shoppette to another, bring it to the attention of the manager for
immediate corrective action.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 14: Gate 1 Shoppette Hours do not coincide with
the opening of Gate 1.
Recommendation: Change the
hours of the Gate 1 Shoppette to coincide with the opening of Gate 1.
Response: Effective 2
October 2006, we will open Gate 1 Shoppette at 0500 for 30 days to see if sales
warrant the additional man-hours.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 1: Federal Employee Volunteer Initiative -
Federal employee met all initial requirements and additionally
implemented IMA requirements.
Supervisor's and Deputy Director's approval received but not allowed to
submit name to FEMA unless an actual tasking was received by senior IMA
leadership.
Recommendation: In situations
like this, calling for volunteers, if the installation's intention is to not
allow workforce volunteers than don't send out volunteer requests to the
workforce. An additional requirement
should be the receiving agency, in this case Human Resources(?), should forward
requests of this nature to the command group for approval before sending it out
to the workforce.
Response: As with any
information, procedural guidance is provided by various levels of the command
chain and MACOMs activity channels. Each
command or MACOM activity command has the discretion of implementing the
policy, taking into consideration its mission.
The
The
CPAC received a number of calls from employees wanting to know the procedures
for putting their names in the hat to volunteer. Sending the information out to the work force
was successful in letting the work force know that the opportunity to volunteer
was available and also decreased the number of inquiries from the employees.
Status: Completed (1st Qtr FY06).
Issue 2: In the event
something were to happen to me, who would my spouse or children contact
concerning my retirement benefits and life insurance benefits for DA Civilian
status and National Guard benefits. I have 31
years DA Civilian service at
Recommendation: Need More
Information for points of contacts concerning benefits information.
Response: Death of an employee:
The CPAC provides assistance and information to family members about
life insurance benefits when a DA civilian employee dies or when a DA civilian
retiree dies. If a civilian employee
dies, the survivor can contact the supervisor or the CPAC. Once the CPAC gets the information about the
death, the CPAC reports it to the
Death of a Retired National Guardsman: For military benefits
for service in the National Guard, any Army’s National Guard unit should have
an administrator on location to provide assistance and information to survivors
regarding death benefits and entitlements.
Status: Completed (1st Qtr FY06).
Issue 3: No civilian progression program on
Recommendation: Develop a
program to support career progression in all job series. Provide career
counseling to all employees.
Response: There are a
number of jobs at
Employees
seeking to advance in the Federal service may have to be flexible to include
changing their line of work, applying for jobs outside of their organizations,
and/or be willing to relocate. There are
many job opportunities, including career interns jobs, at other geographical
locations posted on the http://www.usajobs.army.mil
website. Employees are encouraged to
discuss their career goals with their supervisors or the career program manager
over the particular career program that they are interested in. There is a career program manager for each of
the career programs on
Status: Completed (Civilian Focus Group 1st
Qtr. FY06).
Issue 4: Career progression training for all supervisors of civilian
employees.
Supervisors of civilian employees need to understand all aspects and
availability of government employment information.
Recommendation: Required
training for supervisors on a regular basis.
Response: It is Army’s
policy for all newly appointed first time military and civilian supervisors of
civilian employees to complete the Supervisory Development Course (SDC), Phase
I; and the Leadership Education and Development (LEAD) course, Phase II. SDC provides the new supervisors with the
supervisory knowledge necessary to successfully manage work and lead people. LEAD provides training and practical
application in the Army leadership doctrine and competencies. LEAD teaches supervisors how to assess their
own effectiveness; assess employee and team effectiveness; motivate and
influence employees; communicate effectively; conduct counseling; resolve
conflict; make effective decisions, etc.
In addition to this mandatory training, the CPAC conducts Human
Resources (HR) for New Supervisors Course.
This course provides managers and supervisors information on all aspects
of their personnel management responsibilities and the different functions of
human resources management.
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 5: Benefits for Retired Civilian Employees on
Recommendation: Provide all
retiring civilian employees free information on services/facilities on
Response: Retired
civilian employees and family members may utilize all MWR facilities on
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 6: Inequity in Grade Assignments for the same jobs. The job grade systems are not alike on alike
military installations.
Recommendation: Standardize job grades
among installations.
Response: It is not unusual for positions among installations that appear to be
similar to have the same title but different grades. It would be very difficult to standardize
grades among installations because a number of factors influence the grades of
positions. First, the Federal law, Title
5,
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 7: I am getting ready to retire and have heard nightmare
stories that it can take months to get your first
retiree pay from the civilian systems (CSRS, FERS, and NAF). I
have been told they are supposed to send an estimated amount (approximately 80
– 90%) within 6 weeks but that does not happen.
I know one person who waited 6 months for their first check. What is/who is monitoring the benefits
offices to correct/resolve issues? From
speaking with my co-workers and counterparts at other installations, I believe
the delays in payment are the rule and not the exception!!
Recommendation: Some agency needs to
review these benefits offices to assure:
1.
They are fully trained and are providing their customers (we employees) with
accurate information and;
2.
Establish some standard for reporting to someone inappropriate delays in
providing retiree payment.
Response: Guidance
from the Office of Personnel Management (OPM) indicates employees receive their
first interim check approximately 6-8 weeks after their retirement date. This is provided that the employee has
submitted all of his/her retirement documents to the
When
ABC provides the final retirement counseling to employees, ABC informs them of
the projected date that they will receive their interim annuity
check. According to the ABC, they
have never received any complaints nor have knowledge of checks taking 6 months
to begin.
OPM
is tasked by Congress to manage the Federal retirement and benefits
systems. Once the employee receives
his/her letter from OPM acknowledging receipt of the retirement application and
assigning the retiree a Civil Service Annuitant (CSA) number, OPM becomes the
retiree’s servicing personnel office.
The retiree should contact them with any concerns or complaints
regarding their retirement payment.
Status: Completed (3rd QTR FY06)
Issue 8: Federal Employee Physical Training Program
Recommendation: Set a program and
time for an employee to conduct physical training. This program allows the employee to engage in
physical activity and conduct personal hygiene.
8 hours (administrative leave) per week should be allowed to conduct
this training at a time set by the employee and supervisor. This time will not take the place of the
lunch hour.
Response: Previously submitted. AR
600-63, Army Health Promotion, encourages DA civilians to engage in a regular
program of exercise and other positive health habits. Commanders may approve up to 3 hours excused
absence per week to allow employees to participate in command sponsored formal
physical exercise training. This
training will include participant evaluation both pre-and post program,
continuous monitoring during the program, and exercise and nutritional
education. These activities must be an
integral part of a total fitness program and are time-limited, that is,
up to 6 months in duration. While formal
physical fitness programs may be repeated from time-to-time, employees will not
normally be granted excused absence for physical exercise training once they
have already received such training.
This grant is intended to be limited to one time only. It does not apply to other training or
professional development. Beyond these
situations, work schedules should be adjusted to permit training exercise where
possible and where consistent with workload and mission.
Status: Completed (3rd QTR FY06)
Issue 9: Personnel issues
take too long to process through DHR. There is no oversight on late civilian
personnel and Soldier Actions that are being submitted and processed. Award,
evaluations and disciplinary actions have been delayed from 3-9 months with no
repercussions from or for the leadership.
My leadership has not been able to award PCSing/ETSing personnel awards
because they are awaiting signatures.
This is a morale issue that needs correcting.
Recommendation: Effectively!!!
track and process awards. There should
never be a Soldier or Civilian who leaves without their award. In addition, processing disciplinary actions
for Soldiers and Civilians need to be expedited. It prolongs stress on all involved when these
issues drag on due to missed suspenses.
Response:
Military & Civilian Awards Process/Policy:
CPAC Response:
The honorary awards for civilians come
under the CPAC. However, the
administration of the awards program is a shared responsibility between the
CPAC and management. CPAC provides
guidance on regulatory procedures and requirements for awards. Managers are responsible for submitting
nominations for awards for approval in sufficient time to be routed through the
appropriate offices. There are timelines
specified in the
It is difficult for the CPAC to track
the processing of civilian awards since the initiation of the awards begins
with the manager. Normally, the Awards Administrator Officer handcarries the
nomination packages to EEO and CPAC for signature ensuring regulatory
compliance; and to the approving authority for the appropriate signatures.
Status: Completed (3rd
Qtr FY06)
Resubmitted to DHR for further
clarification during WBAC June 06.
Submitted & received response
from CPAC in Mar 07.
Issue 10: NSPS – concerned that supervisors and management have not
been sufficiently trained to execute NSPS.
Recommendation: Great care should be
taken, prior to implementing NSPS, to ensure that favoritism regarding
compensation is not shown by supervisors towards employees. Training should be intense and checks and
balances, built into the system, must be implemented. Follow up should be a part of NSPS to closely
monitor actions of supervisors in the future.
Response: All affected
civilian employees, managers and supervisors of civilians will receive training
on the National Security Personnel System (NSPS) prior to their transition from
the current personnel system to the NSPS.
Supervisors’ training will be more extensive than the employees’. All employees will receive Introduction to NSPS training, which
consists of a NSPS Workforce Overview; Town Hall briefings; and the NSPS 101 web-based
course; and 1 day of formal classroom training consisting of human
resources elements of NSPS and the new performance management system. This training for supervisors will be 2
days. In addition to this training,
supervisors will complete Core
competency training consisting of web-based courses of three to five hours
duration that deal with change management, interpersonal communications,
coaching and counseling, and performance management.
The
processes and procedures that are in place regarding performance management and
pay based on performance are the checks and balances to ensure fairness in
NSPS. All employees are expected to take
the NSPS 101 course prior to attending the formal classroom training.
This course provides the basic understanding needed to understand NSPS
changes. It may be accessed through the Army’s NSPS web site at: http://cpol.army.mil/library/general/nsps/
Status: Completed
(4th Qtr FY06)
Issue 11: Poor attitude and work ethic of civilian
employees post-wide
Recommendation: Conduct employee
evaluations by the customer using ICE.
Provide quarterly customer service training. Conduct quarterly evaluations on customer
service by supervisor/manager.
Response: The CPAC does not conduct customer service
training. Customer service training is
normally conducted by a vendor/contractor.
Status: Completed (4th
Qtr FY06) (Soldier Focus Group)
Issue 12: Youth Job Placement
on
Scope: There is a lack
of opportunity for youth (non-military sponsored) to work on
Recommendations:
1) Publicize/advertise
(via school newspapers, TV/radio, teen friendly and
2) Publicize the Fort Jackson
Teen Job Fair to the non-military community.
Response: All
appropriated and non-appropriated jobs are found on the internet at http://cpol.army.mil. Jobs at the Commissary can be found at http://www.commissaries.com
(803-751-5789, ext 3300) and jobs at the PX can be found at http://www.aafes.com
(803-782-7739). The Employment Readiness
Program will sponsor a job fair April 6, 2007.
The job fair will be publicized in the
Status: Completed (4th Qtr FY 06) (Teen Focus Group)
Issue 13: There seems to be limited
jobs available for spouses such as myself that have relocated from
Overseas and no previous work history with the Government. I feel facilities at
Recommendation: Give spouses of active duty Soldiers priority in job placement.
Response: Spouses of
military sponsors are given preference in the hiring of Federal positions
within the Department of Defense (DOD).
Spouses who have acquired Federal employment status such as a career
conditional or career status or eligibility under Executive Order 12721, may
register in the Department of Defense Priority Placement Program as a priority
3. As a priority 3 registrant, the
spouse is given employment preference over internal applicants applying for a
promotion and those applicants outside of Department of Army, with the
exception of veterans eligible for the Veterans Recruitment Program and the
Disabled Veterans Program. (To be
eligible for employment under Executive Order 12721, the spouse or family
member must have worked as a Federal employee overseas for at least 52 weeks,
while a family member of a uniformed service member, Federal civilian employee,
or Non-Appropriated Fund (NAF) employee serving overseas. Military spouses with no Federal employment status
and apply for Federal jobs that are opened to the public are eligible to
receive preference over non-veterans when their score equals to the non-veteran
and/or above the non-veteran. For
military spouses to receive any other preference, authorization is required
from DOD or the Office of Personnel Management.
Status: Completed (2nd QTR FY06).
Issue 1: Hour-long wait time for the Case Lot Sales.
Recommendation: Have more cashiers at the Case Lot Sales.
Response: The cash registers used at our case lot
sales are wireless and we only have four.
We don’t have the capability of running more than this amount at any one
time. Most of the time only three will
run at the time. We will continue to try
and improve to lessen the check out time at our case lot sales in the future. The Garrison CSM and the Commissary are
working on plan to conduct future Case
Status: Completed (1st Qtr FY06).
Issue 2: Fort Jackson
Commissary Early Bird hours should start at 0700 instead of 0730. There are Soldiers on this installation that
conduct PT from 0545 – 0645 and then have to wait until 0730 to access the
commissary. Also, Early Bird should be
available on Saturdays.
Recommendation: Open cash registers
at 0700 instead of 0730 and expand Early Bird hours to Saturdays as well.
Response: There
was a time when the Commissary attempted to extend Early Bird Hours, however,
the customer base was not there. In
addition, there is no funding for extending Early Bird Hours..
Status: Completed (3rd
Qtr FY06)
Issue 1: DFAS T-A-T of Travel Claims-Soldiers are
at times $4,000 - $6000 float on BOA and BOA has no link or responsibilities/obligation
to recognize the DFAS delay.
Recommendation: DFAS expedite processing of all travel
claims/BOA & DFAS to recognize each others requirements and issues.
Response: Contingency Travel, Defense Finance
& Accounting Services-Indianapolis (DFAS-IN) processes advance requests,
monthly accruals and final vouchers for all soldiers mobilized in support of
OEF and OIF. As of today current travel
voucher turn around time is nine business days.
Since September 2005 Contingency Travel is performing mandatory overtime
and has hired additional contract employees.
In addition Contingency travel was also tasked to processes all claims
for soldiers and civilians affected by Hurricanes Katrina, Rita and Wilma. There are reported incidents of Accrual
vouchers returned due to lack of supporting information. Soldiers can help reduce these issues by
following a few simple rules.
Soldier: Make sure voucher is
correct, legible, properly signed and all required documentation is
attached. In addition soldiers need to
ensure a complete set of orders, lease agreement, PAID receipts, and Statement
of Nonavailability is attached.
Unit: Review voucher for
signatures, legibility, and proper documentation. The reviewer then certifies voucher for
proper payment and voucher is forwarded to Contingency Operations for
processing. In the event an issue arises
each mobilized unit or major command has representatives who are responsible
for making direct contact with Contingency Travel to resolve these issues.
Status: Completed (1st Qtr FY06).
Issue 2: SDAP - Drill Sergeants are not receiving
their Special Duty Assignment Pay while stationed at
Recommendation: Notify DFAS that the DS are on continuous
active duty for 365 days or more, so their pay will be consistent.
Response: Drill Sergeant
Pay is not automated on the Reserve Component Pay System. When soldiers are mobilized and processed
through the SRP site, an order authorizing Special Duty Assignment Pay (SDAP)
is collected from the soldier or the soldier’s unit representative. These orders specifically state effective and
termination dates for SDAP. To continue
entitlement to SDAP the order must be either reissued or recertified
annually. All SDAP orders are forwarded
to
Status: Completed (1st Qtr FY06).
Issue 3: DFAS paying in a timely manner the
Soldiers that are here augmenting
Recommendation: DFAS work whatever hours necessary to
rectify the problems and have one POC only for this installation. We can't have it taking two to three months
for Soldiers to be paid and reimbursed.
Response: Contingency Travel, Defense Finance
& Accounting Services-Indianapolis (DFAS-IN) processes advance requests,
monthly accruals and final vouchers for all soldiers mobilized in support of
OEF and OIF. As of today current travel
voucher turn around time is nine business days.
Since September 2005 Contingency Travel is performing mandatory overtime
and has hired additional contract employees.
In addition Contingency travel was also tasked to processes all claims
for soldiers and civilians affected by Hurricanes Katrina, Rita and Wilma.
Status: Completed (1st Qtr FY06).
Issue 4: Lodging Reimbursements - Mobilized Soldiers are
not receiving their monthly lodging reimbursements in a timely manner. A few
are receiving their reimbursements one month behind, therefore carrying two
months on their credit cards. The relocation
representatives are processing lodging fees on the first of the month; however
DFAS does not process reimbursements until the end of the month.
Recommendation: Process 1351-2 at the time of the charge
rather than at the end of the month. Ask
the relocation representatives to stagger their payment process.
Response: Contingency Travel, Defense Finance
& Accounting Services-Indianapolis (DFAS-IN) processes advance requests,
monthly accruals and final vouchers for all soldiers mobilized in support of
OEF and OIF. As of today current travel
voucher turn around time is nine business days.
Since September 2005 Contingency Travel is performing mandatory overtime
and has hired additional contract employees.
In addition Contingency travel was also tasked to processes all claims
for soldiers and civilians affected by Hurricanes Katrina, Rita and Wilma. There are reported incidents of Accrual
vouchers returned due to lack of supporting information. Soldiers can help reduce these issues by
following a few simple rules.
Soldier: Make sure voucher is
correct, legible, properly signed and all required documentation is
attached. In addition soldiers need to
ensure a complete set of orders, lease agreement, PAID receipts, and Statement
of Nonavailability is attached. Unit:
Review voucher for signatures, legibility, and proper
documentation. The reviewer then
certifies voucher for proper payment and voucher is forwarded to Contingency
Operations for processing. In the event
an issue arises each mobilized unit or major command has representatives who
are responsible for making direct contact with Contingency Travel to resolve
these issues.
Status: Completed (1st Qtr FY06).
Issue 5: Eligibility of BAH for IET ARNG/USAR Single Soldiers with
Dependants
Recommendation: Convene a
Response: Department of the Defense (Office of
the Under Secretary of Defense (Comptroller)) and the Per Deim Committee have
recently published changes to the regulations to resolve the discrepancy of
Basic Allowance for Housing between the services. This change has been made retroactive to 6
January 2006. We are awaiting further guidance
from DFAS
Update Jun 06:
DFAS stated all accounts have been updated in reference to this issue
Status:
Completed (AFAP/2nd Qtr FY06)
Issue 6: Customer Service at
the Finance Office.
Often
when you walk in, there are a number of civilian workers and Soldiers working
behind the desk. No one seems to look up to make eye contact to greet the
customer or direct them to the sign-in sheet.
If you do not realize that you have to sign in (new soldiers), you may
stand there for a few moments until they acknowledge you and it is not usually
a friendly greeting.
Recommendation: The staff is there
to support the customer. They should act
like it. They should greet the customer
and ask what they need.
Response: We have big signs that are suspended from the ceiling greeting the
customers and directing in processing soldiers to sign in on a specific roster,
and asking that they have a seat until the designated in processing time. Others with general inquiries are directed to
sign a different roster and asked to have a seat until the next available
customer service person called them.
Status: Completed (2nd
QTR FY06).
Issue 1: A turn light is needed at Strom/Magruder
(Gate 2), for the PX traffic.
Recommendation: Put a turn light on that
intersection. Have Brigades or Battalions
to provide temporary passes on Wednesday or Thursday mornings. Allow soldiers
again to assist with signing in Family day or Graduation traffic on Thursdays
and Fridays at Gate 2 & 4.
Response: DES had several issues surrounding Gate
2. Concerns included traffic backing up
in left turn lane; high traffic volume during morning graduation; and the
length of time to gain access to the installation. The DES Director stated there are plans in
the works to remove the intersection and lights as a long term fix; and closing
the left turn lane during graduation as a short term fix. The recommendation to increase personnel to
check ID cards would not alleviate congestion as that is not the “chock point”. The intersection and signal light is the
“choke point” area. There is an MP
controlling the signal light during morning traffic.
Status: Completed (1st Qtr. FY06).
Issue 2: Employee morale and job effectiveness.
Recommendation: Upward and lateral job mobility, improved
work place conditions and materials (Gates), along with an Award and
Commendation program would improve morale. - Reinstatement of regularly
scheduled training and communication between PMO Administrators and Officers
would greatly improve job effectiveness.
Response: 1) Regarding the
upward and lateral mobility. Presently
we are only authorized 74 DA Police officers and there are only so many
positions that they can transfer into.
That is a TDA issue and may change in the future if we are ever awarded
more slots. In that instance, all
employees eligible would be authorized to apply for the position change when
listed through CPOL as with any other applicant. 2) Regarding the gates and work conditions,
work orders have been submitted to refurbish/replace gate shacks and facilities;
however the installation does not presently have the money to facilitate that
request. 3) Regarding the award and
commendation program-that is in place, the supervisor just needs to make the
recommendation. 4) The communication
piece is not an issue that I am aware of; training is, however due to
operational concerns I cannot go into that in this forum.
Status: Completed (1st Qtr FY06).
Issue 3: Childcare providers’ access to
Recommendation: Issue provisional pass for child care
providers that will allow access to
Response: DES Director states childcare provider access
to the installation is available; all that is required is a Power of Attorney
from the sponsor to obtain an annual visitors pass.
Status: Completed (Family Member Focus Group 1st
Qtr FY06)
Issue 4: The crosswalks and
markings on the streets are faded in various locations. There needs to
be some education to those who drive on the installation as to what they are
supposed to do when someone is walking across the street at a crosswalk.
Recommendation: All lines and
markings on all streets throughout
Response: DES
agrees that many crosswalks and markings on our streets are faded. We do try to note them and send the information
to DLE/Roads and Grounds maintains all roadways on the installation. If you identify a problem area you are always
welcome to contact the PMO Traffic Section to report the specific area and we
will get the information to DLE.
Remarking crosswalks will help with the violations but this isn’t the
entire problem. Drivers, more times than
not, tend to disregard our crosswalks.
We put articles and reminders in The Leader and Cops Corner on a regular
basis to explain the procedures that should be taken a crosswalk. We have saturated a couple of problem areas
on the installation which has resulted in several tickets. However, we need everyone’s help in the
education process. If you know someone
who doesn’t do the right thing correct them and explain it to them and if you
see someone violate a crosswalk get the tag number and call it into the MP
Desk. We can follow up on the tip.
Status: Completed (1st Qtr FY06).
Issue 5: Need cool blowing
fans with A-Mist at each gate during the summer. Heaters for the winter
at each gate and portable furnaces to keep warm while standing at the gates.
Recommendation: Purchase these items because it is hot during
the summer and cold during the winter. Standing outside is hard in these
elements.
Response: This is
an issue that needs to be addressed by the MP’s or LEA as they are responsible
for requesting, obtaining funds and purchasing this equipment through the
supply system.
Update: As of 27 March 07 – DES is coordinating with JAG and an outside agency to
donate cooling fans for each of our access control points. These fans will not have “A-Mist” but will
provide better circulation of air for gate personnel
Status: Completed (1st Qtr. FY06).
Issue 6: Gate 4 - No running
water to clean hands before you eat and unsanitary latrine.
Recommendation: Get running water,
and a good sanitary latrine.
Response: The
units and customers on the installation are notified each year of projects that
need to be accomplished as part of the Public Works Council (PWC). This should be submitted as a project by the
MP’s or LEA to compete for funding on the installation.
Update: As of
December 06: A work order was placed to
improve the condition of each gate shack. DLE is working very closely with DES
to make these repairs contingent on the availability of funds. Potable water
for hand washing only as well as hand sanitizer is currently provided.
Status: Completed (1st Qtr. FY06).
Issue 7: Random Violence/Gangs
Scope:
Random violence and gangs have become more of a problem on
Recommendations:
1) Publicize and
encourage participation in current teen programs such as Keystone Club (a
character and leadership program).
2) Provide more
activities/events for teens to be involved in such as teen dances, teens vs.
cops (3-on-3) and students vs. teachers.
3) Provide more
teen forums with guest speakers on random violence/gangs (former gang members,
school resource officers, judges and a family member/friend directly impacted
by violence).
Response: 27 March 07
– There has been no substantiated gang violence reported on
Status: Completed (4th Qtr FY 06) (Teen Focus Group)
Issue 8: Current Traffic Pattern at Gate 1
Two gate entry lanes are
required to merge into one lane of traffic when entering the circle with
existing traffic.
Recommendation:
1. Require DES to
evaluate Safety of traffic flow at Gate 1.
2. Task a DA
Police Officer to direct traffic at peak hours.
3. Enhance
visibility of yield sign with lights and repaint traffic lanes.
Response:
The circle is still being evaluated. Several options are being looked at. The most effective action would be to repaint
the circle so the markings are clear and educate the public on proper use of a
circle. It seems the majority of patrons
don’t understand how to use the circle and without clear markings it isn’t easy
to figure out. It is too dangerous to
put an officer in the circle to try to keep the traffic flow straight. We are looking at an article in the leader,
additional directional signs posted to show which lanes the vehicles are to use
when entering through Gate 1.
Update (Jun 06):
Signs have been installed showing traffic flow patterns and roads have
been painted to reflect flow of traffic.
Status:
Completed (AFAP/2nd Qtr FY06)
Issue 9: Inability to Identify Children without ID Cards
Military Police cannot
identify sponsors of children without their ID.
Therefore, no consequences can be enforced.
Recommendation:
1. Enforce
published policies (Department of Defense & Fort Jackson) consistently.
2. Publish
policies with the associated consequences frequently and widely.
Response: This issue has more to do with
Supervision than the Military Police. Policy Memorandum 5-3 lists the parameters
for Parental Supervision on
Status: Completed (AFAP/2nd Qtr FY06)
Issue 10: The turn around time to
receive police report is 7-10 business days. This delays management in
responding to any disciplinary action if the report is needed as support in the
action.
Recommendation: Expedite the
process of forwarding police reports to requiring agencies.
Response: The
turn around for reports is 7-10 days to ensure that each case is investigated
properly and the reports are filed in accordance with applicable regulations. In very few instances there are cases that
can be completed early but these are not the norm.
Status: Completed (3rd QTR FY06)
Issue 11: Prohibition of hands-free
(cell phone headset) devices on post.
Recommendation: Do
allow devices that allow the driver to speak on the cell phone, with the use of
hands-free devices, while driving; but not directly on the phone if it his
requires the used of hands.
Response: While we are
one entity responsible for the enforcement of this policy, DES does not make
the policy on what devices are prohibited.
Any request to update or change the policy to allow the use of ear
pieces or “blue tooth” devices will need to be forwarded to post safety and the
Garrison Chain of Command. DES supports
any and all policies that ensure safe operations of motor vehicles on the
installation and will act accordingly to any changes directed by the Garrison
Commander or the Commanding General.
Status: Completed (4th Qtr FY06)
Issue 1: Soldiers in a Permissive TDY (PTDY) status
not reporting to Housing immediately upon arriving at new duty station. This is causing them to be charged with
ordinary leave vs. the PTDY authorized as it must be validated by housing.
Recommendation: PCS'ing soldiers (from
Response: The
Status: Completed (1st Qtr FY06).
Issue 2: Service at the Post Office. The Post Office on-post is under staffed
resulting in long lines and inadequate service.
Recommendation: Require more staff at on-post post
office. Allow soldiers from the
Response: The Manager at the Leesburg Branch Post
Office has taken action by assigning a supervisor to the base post office to
oversee its operation. They also apologize for the frustration and
disservice given and hope the installation will soon be able to share with them
a noticeable difference in the timeliness and quality of service provided by
the Post Office. Soldiers attending the
Postal School falls under the authority of the Soldiers Support Institute. We contacted the
Status: Completed (Family Member Focus Group 1st
Qtr FY06).
Issue 3: Lack of
Communications for all Retirees, Veterans, and their Family Members to include
surviving beneficiaries.
Veterans,
Retirees, and their Family Members who have been separated from service for an
extended period of time are not receiving updated information and
resources. There is information and resources
that they qualify for and are not aware of, causing these individuals to loose
the ability to use these services.
Recommendation: Used DOD and Veteran
Service Organizations and Representative resources, local and national, as a
tool to reach out to these individuals.
Implement more public service announcements on televisions, radio
stations and in newspapers.
Response: Currently the Fort Jackson RSO
has the responsibility to service all Army retirees in the state of South
Carolina; therefore, $6,566 (18,713 Army retirees in SC) is a required, fixed
cost to print and mail the Retiree Bulletin to our requisite customers
semi-annually. We conducted a cost
analysis to determine the feasibility of providing the bulletin to retirees of
all branches of service residing in all of
Based on the above analysis
and research, the DHR is pursuing other funding means to support information
sharing to all retirees in
Update (March 2007): A cost analysis and study were done on
the Retiree Bulletin initiative. A plan
has been approved to expand the Retiree Bulletin distribution to all services’
retirees in our area without incurring additional costs. The initiative will include sending two
bulletins per year to retired Soldiers and augment with input to local
newspapers and Military Organizations.
We also obtained listings of Military Organizations and
Status: Completed (AFAP/2nd
Qtr FY06)
Issue 4: As of Dec 6, 2004, Soldiers
are required to be charged for personal leave when
leave is in conjunction with a
Recommendation: Coordinate with
other Installation Commanders in TRADOC to re-write AR 600-8-10 and retract
MILPER Message Number 04-333 that interprets AR 600-8-10 and declares that a
Soldier cannot use personal leave in conjunction with a holiday or a holiday
that includes a special pass. Over the
recent CHRISTMAS Holiday the MEDDAC was forced to charge MEDDAC Soldiers 11
days of leave if they took leave on the 27th, 28th and 29th. The weekend prior to the 27th was
considered a
Response: On 16 Mar 06,
we notified the proponent for this regulation (AR 600-8-10) and for the MILPER
MSG (04-333) at Human Resources Command.
They informed us that they will add this inquiry to an active
case/action currently being staffed. The
point of contact would not comment on whether or not the current action pending
recommends changing the provision of the regulation. However, she did inform us that this specific
issue has been of great concern throughout the Army.
Status: Completed (2nd Qtr FY06)
Issue 5: Personnel issues take too long to process
through DHR. There is no oversight on late civilian
personnel and Soldier Actions that are being submitted and processed. Award,
evaluations and disciplinary actions have been delayed from 3-9 months with no
repercussions from or for the leadership.
My leadership has not bee able to award PCSing/ETSing personnel awards
because they are awaiting signatures.
This is a morale issue that needs correcting.
Recommendation: Effectively!!!
track and process awards. There should
never be a Soldier or Civilian who leaves without their award. In addition, processing disciplinary actions
for Soldiers and Civilians need to be expedited. It prolongs stress on all involved when these
issues drag on due to missed suspenses.
Response:
Military Awards Process/Policy:
Awards processed through
DHR are tracked form the time they are received by the unit on DA Form 200 and
logged into the work center. The award
is processed by the awards HERA, and then placed on a tracking sheet to Post
Headquarters for signature. The award is
retrieved upon signature and returned to the DHR. The unit is notified for pick-up and the
award is signed over on a DA Form 200. This Directorate is not in the business of
delaying awards. We process all awards
in an expeditious manner ensuring as rapid a turn around as possible. By not adhering to the timeline, late
submission of awards is an indication the award may not make it back in time to
be presented to the Soldier by the requested presentation date. Mailing of a Soldier’s award is a unit
initiative.
The Soldiers unit has the
overall responsibility to ensure that all awards are processed in a timely
manner. The DHR processes two types of
awards, the SMS and the LOM. In order to
ensure the Soldiers receives and award prior to their presentation/departure
date the following guidelines must be adhered to: MSM recommendations must be submitted 45 day
prior to desired presentation date; LOM recommendations must be submitted 75
days prior to desired presentation date.
Military Disciplinary
Action Process:
Separation actions are
received in the same matter as awards; units utilize the DA Form 200 to track
submission of separation actions to the DHR.
The packet is checked for accuracy and orders are cut within 3 days of
receipt. Each action is logged into the
work center’s tracking log by date received.
The units are notified when the packets are ready for pick-up. Units must sign for each packet.
Status: Completed (3rd
Qtr FY06)
Resubmitted to DHR for
further clarification during WBAC June 06.
Submitted and received
response from CPAC in Mar 07.
Issue 6: No funding for on-site computer training for Soldiers. There is an inability to perform everyday tasks due to a lack of computer
training. Microsoft Office Suite
training is not provided without cost to the soldier. This impacts soldiers in completing mission
essential tasks and quality of work.
Recommendation: Provide
on-site Microsoft Office Suite training at no cost to the Soldier.
Response: DHR is not
funded to support this type of training.
However, recommend that Soldiers needing on-site computer training
consult their supervisors for funding of this training. Also, according to DOIM, Microsoft Office
Suite training is available on-line at no cost to the Soldier.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 1: Post is too small for Graduation
ceremonies.
Recommendation: Get more organized.
Response: With the renovation and re-opening of Hilton Field for Graduation
ceremonies, space is more than adequate.
Status: Completed (1st Qtr FY06).
Issue 2: Flood zones on post are not clearly marked
for civilians or others not familiar with
Recommendation: Place signs that have drop down detour
arrows for roads that continue to flood every time it rains.
Response: There are no areas designated as flood zones. Some areas may experience temporary water
problems but no areas in the cantonment area are designated as areas that will
flood under certain circumstances. We have a
number of FEMA designated flood zones in the cantonment area that cross the
right of way of numerous roads, such as, Semmes Road, Washington Road, and
Ewell Road and Lee Road. However, in
each of these cases the roadway is at a high enough elevation that the pavement
and road shoulder are not in the flood zone.
As far as I know none of these roads are prone to flooding.
Outside the cantonment area there is a
FEMA designated flood zone (Gills Creek, South Branch) that crosses paved
roads, such as,
Status: Completed (1st Qtr FY06).
Issue 3: Condition of Building
Recommendation: Allow upgrades to be done on building
4285 or find a suitable facility to house and train Soldiers. Upgrades:
Scrap old paint and repaint; repair water damaged tile; repair light
fixtures; repair all damages in restrooms; treat or remove any/all asbestos.
Response: This building
is on the Barracks Improvement Plan and is scheduled to be awarded. The scope of the project is a complete
renovation of the facility.
Status: Completed (1st Qtr FY06).
Issue 4: Work orders in Single Soldier Complex,
takes a while to get some things fixed.
Recommendation: Fix problems as they are
reported.
Response: Work orders
are called in by Housing Personnel when they are received. Two Engineering employees have been assigned
to the SSC so the work order system should work more smoothly. Maintenance and repair funds have been
extremely limited for FY05 and 06.
Expenditures are limited to safety and health items only. However, all maintenance requests should be
submitted so that when funds are available, scheduled maintenance can be
executed in the most economical means possible.
Status: Completed (1st
Qtr FY06).
Issue 5: Lights burned out around Single Soldier
Complex area.
Recommendation: Replace burned out lights when they go
out.
Response: Light bulbs are available at the Community Buildings from the Housing employees
for use by occupants to replace the exterior lights outside their rooms. Light bulbs are also made available to the CQ
so if one is needed in the evenings or on holidays the residents can still
obtain and replace them.
Status:
Completed (1st Qtr FY06).
Issue 6: I would like to see
the condition of the roadways addressed and improved. There is hardly any asphalt that is tolerable
on this post. All vehicles travel our
roadways -- cars, buses, trucks -- for a variety of purposes, but mostly training. Everyone is affected.
Recommendation: Ask for specific money or set aside some
money over several years to improve the roadways. Often the roadways are left in poor shape by
construction contractors. Just what is their
responsibility in repairing what they have disturbed?
Response: All roads in
the cantonment areas meet the minimum condition index for acceptable roadways
according to the Army Inspection criteria.
Maintenance and repair is an ongoing effort to maintain the roads in an
acceptable condition. Maintenance
and repair funds have been extremely limited for FY05 and 06. Expenditures are limited to safety and health
items only. The DLE has had for a number
of years a number of road “repair” projects designed and even submitted for year
funding (SAF); NO funding has been available.
Construction contractors are NOT responsible for damages which occur to
roadways in the normal conduct of business.
Where damages occur that could have been avoided, claims or other
contracting actions are imposed.
Status: Completed (1st Qtr FY06).
Issue 7: Above ground
signage for Handicapped parking.
Handicapped parking is not easily identifiable if no above ground is
available.
Recommendation: All handicapped parking must have above
ground signage.
Response: The
Installation has and maintains a policy of signage reduction. The addition of any signage increases the
maintenance and repair operating cost.
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 8: Allow civilians employees
to use Post Laundry/Dry Cleaners.
Civilian employees must go off-post to have clothes dry cleaned.
Recommendation: Allow civilian employees access to post
laundry.
Response: AR 210-130
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 9: Poor lighting in
parking lots/areas.
Employees working after dark are walking to parking lot/areas is unsafe.
Recommendation: Ensure sufficient light for all parking
lots/areas on
Response:
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 10: Appearance of Common Areas to include Gate
2 Entrance.
Recommendation: Remodel entrance to
Gate 2. Develop and implement plan to
maintain all common areas on
Response: DLE is
willing to chair a meeting to access possible improvements to common areas to
include Gate #2. Resourcing the
recommendations will also be addressed.
POC is Doug Burchett, x7640.
Status: Completed (Family Member Focus Group 1st
Qtr FY06).
Issue 11: No drinking water in
BLDG 3499.
Recommendation: Obtain funding to
install water fountain in Building 3499.
Response: The request
for the drinking water fountain has been received and the DLE is estimating the
cost.
Update: The water
fountain has been replaced.
Status: Completed (1st Qtr. FY06)
Issue 12: Fix five major holes
in the ceiling of my companies that are caving in since we moved into
Bldg. #4255-Rm #126, Bldg #4265, Bldg # 4275-Rm #231, Bldg # 4285-Rms #209
& 218. This is a danger to my
Soldiers and needs to be resolved ASAP.
Recommendation: DLE review our
buildings and fix the holes in the ceiling so it is no longer a danger or
hazard to my Soldiers.
Response: Per the S-4 of 2-485th,
this problem has been fixed and is no longer an issue.
Status: Completed (2nd QTR FY06).
Issue 13: Condition of Bldg.
The
bldg. is in terrible living and working condition. The walls are layered in asbestos and years
of un-scraped paint. The ceiling tile
has water damage and beginning to collapse.
The restrooms are in poor condition (inoperable stalls, light fixtures,
and broken stall doors). Several mildew
mattresses. The interior of the bldg. is
a respiratory hazard due to the excessive amount of asbestos and paint.
Recommendation: Allow upgrades to be done on bldg. 4285 or
find a suitable facility to house and train Soldiers.
Response: Per the S-4 of 2-485th, this
problem has been fixed and is no longer an issue.
Status: Completed (2nd QTR FY06).
Issue 14: BN Aid Station Bldg.
#4250 and Regt. Hall Bldg #4280 has broken and missing asbestos tiles
that need to be replaced and reseal the floor ASAP because it is a health
hazard to our Soldiers and cadre using it to go to the Aid Station for morning
Sick call or the Regt. Hall for classroom instruction.
Recommendation: Post Safety, DLE
Environmental and HAZMAT agencies approve ASAP
within the WEEK the replacement and resealing of these two building floors to
prevent the hazardous health issues that our Soldiers are facing being exposed
to this asbestos from the open floor foundation.
Response: Per the S-4 of 2-485th, this
problem has been fixed and is no longer an issue.
Status: Completed (2nd
QTR FY06).
Issue 15: Pricing at LCI is not
only outrageously high but also not posted accurately in the store. During one of my recent trips to purchase
supplies for our program, I was charged a significantly higher price than what
was posted on the item. When I brought
this to the attention of LCI staff, I was not offered a reduction in the price
as is normally done at most retailers under the concept of “truth in
advertising”. On follow up visits, I noticed
that they still had not adjusted the posted price. The difference was in excess of $10.
Recommendation: LCI be required to
offer competitive pricing not just for name brand items. That LCI sell items at the posted price. Quality of services for all
Response: LCI is dedicated to excellent customer service and competitive
pricing as stated in an interview with the Corporate Merchandising
Manager. Customers have various avenues
of redress at their disposal if they are not having a pleasant shopping
experience at the LCI store. If there is
a specific problem with the price of an item the customer can immediately talk
to the store manager who is empowered to price match, and or reduce the cost of
an item if necessary. LCI is a nonprofit
organization that employees the visually impaired and as such will accommodate
a customer as much as possible. There
has to be more specific information about products versus price to actually see
if a true problem exists. LCI has posted
the phone number to higher headquarters personnel in plain view if satisfaction
cannot be obtained at the store. The
first line of communications at the store for any problems is the store
manager. LCI will price match with local
vendors for national name brand products.
They will not match for name brand products such as Staples manufactured
products sold by Staples. Even so LCI is
willing to work with any and all customers on any problems encountered while
shopping at the store. Instead of
drawing conclusions and leaving unsatisfied customers should afford management
the opportunity to resolve any customer grievances.
Status: Completed (2nd QTR FY06).
Issue 16: Customer service
(building upkeep) at the Vehicle Registration Office on the 1st
floor of the Strom Thurmond Bldg. Throughout the day,
starting at 0730, customers are often lined up in the hallway waiting their
turn to get inside. I have seen senior
citizens who were obviously struggling to stand in the line for long
periods. The line often goes down the hallway
blocking the restrooms. I have had to
weave a path through mothers with little children sitting on the floor in the
hallway because there is no room in the office where the seats are.
Recommendation: At a minimum, the
carpet should be cleaned and the bathrooms cleaned thoroughly and then
maintained. It appears the room is not
large enough to accommodate the customers.
A larger room, seats, and toys for children would be more customer
friendly.
Response: This
building contract calls for Basic Cleaning Services only, 3 Day’s per
week: Monday--- Wednesday---- Friday, Dusting, Vacuuming, Mop Floors,
Empty the trash cans, sweep the floor, clean the Rest Rooms Just the basic
cleaning : Note All Carpet Shampooing is a SPECIAL
REQUIREMENTS when there are funds for this tasking
Update: Administrative space in Strom Thurmond building as well as across
As for cleaning of the
building we have a contract in place that provides basic cleaning service
during the week, this contract is often supplemented by borrowed military
manpower as required. We are also planning to replace the carpet in all common
areas of the building as soon as our budget permits.
Status: Completed (3rd QTR FY06)
Issue 17: What are the
procedures for taking items to the Fort Jackson Landfill?
Recommendation: Recommend that
policies, hours of operation and procedures for the Fort Jackson Landfill
should be posed and marketed to all of the
Response:
Status: Completed (3rd QTR FY06)
Issue 18: Increasing amount of
poor road conditions here on
Recommendation: Have DLE fix or
repair the primary, secondary and training area roads. This will have a great impact on the overall
appearance of
Response: Previously
submitted. The DLE had
indeed initiated contracts to address both asphalt repair and tree removal.
Both contracts got off the ground and then both stalled for lack of contractor
performance. Each of those contracts is
now up and running and about to finish the original delivery order.
Unfortunately current budget restraints may delay the issuance of any more
delivery orders for a period of time. Emergency asphalt repairs have been
tasked to the DLE in-house workforce for execution and will continue to do so
until the contract is again funded
Update: Due to budget
constraints a contract funded challenges DLE is not able to keep up
consistently with the repair of all road conditions. However, some things we
are addressing are emergency and safety issues by filling large potholes with
gravel and putty and assuring safety devices are in place to avoid road
hazards.
Status: Completed (3rd
Qtr FY06)
Issue 19: The appearance of
the Strom Thurmond Bldg. The floors are very
soiled and have water marks in front of the restrooms, on the 1st
floor, from flooding. The floor in the
break room by the ACS end of the building is stained from leaks from the
refrigerator and the vending machines.
The room is too small to accommodate more than a couple of people at a
time because of the 2 soda machines and the sinks are almost never clean. The bathrooms are never really clean. It appears that the custodians clean the
toilet, remove the trash and run a wet mo over the floor in the ladies
room. These bathrooms are sued by
customers using the facility (Soldiers, retirees, family members) and civilian
employees who work in the building. I am
embarrassed to say to someone that I work in the building. It does not contribute at all to my
well-being or morale.
Recommendation: At a minimum, the
carpet should be cleaned and the bathrooms cleaned thoroughly and then
maintained.
Response: This
building contract call for Basic Cleaning Services only, 3 Day’s per week:
Monday--- Wed-day---- Friday, Dusting, Vacuuming, Mop Floors, Empty the trash
cans, sweep the floor, clean the Rest Rooms Just the basic cleaning :
Note All Carpet Shampooing is a SPECIAL REQUIREMENTS when
there are funds for this tasking.
Update: Administrative space in Strom Thurmond
building as well as across
As for cleaning of the
building we have a contract in place that provides basic cleaning service
during the week, this contract is often supplemented by borrowed military
manpower as required. We are also planning to replace the carpet in all common
areas of the building as soon as our budget permits.
Status: Completed (3rd QTR FY06)
Issue 20: Temperature in B3390. We can not
regulate the temperature in B3390-at certain times of the year it’s either hot
(yesterday was over 90 degrees) or cold (two weeks ago it was under 50
degrees). DLE advises that they will
turn the AC on and off, or hear the on and off as needed to regulate the
temperature, but that is still a problem because the front of the building ahs
different temperatures than the back of the building. Bottom line—we can’t regulate the temperature
and it becomes a health issue and causes stress, discontent, and arguments in
the workplace.
Recommendation: Fund the DOIM’s work
order to install digital thermostats and modify the HVAC accordingly, or put
out some guidelines allowing division chiefs latitude to allow employees to
work at home or leave the workplace during those times – since the period would
far exceed the “59 minute” rule – e.g., yesterday should have been 4 hours…
Response: Controls for Bldg 3390 were just updated within the last 30 days. No
service orders have been called in to the service order desk this month at all.
Here is the last dates service orders were called in for 3390 by shop
6 April 2006…Too
Cold…. HVAC shop
19 April 2006….Too
Cold….HVAC shop
12 Oct 2005….Turn-off
A/C….EMCS shop
Currently today the
temperature inside their Bldg is
Zone
1…73 degrees
Zone
2…73.5 degrees
Zone
3…73.3 degrees
All rooms are fitted with
thermostat plates which are accurate within +- .01 degree
Overnight trend data shows
the temperature only varied 1 degree high or low from the 73 degree set point for the past
24hrs.
Update: DLE talked with the employees that work in the building 3390 who stated
that the temperature is no longer an issue since DLE came out a couple of weeks
ago and adjusted the temperature.
Status: Completed (3rd QTR FY06)
Issue 21: Climate Control in Main
Post Chapel
You cannot regulate the
temperature in the Main Post Chapel. The
temperature is seasonally inappropriate.
This affects the general well being of the attendees.
Recommendation:
1. Install a digital thermostat system and
modify the HVAC accordingly. This will
allow staff to control internal temperature based upon set guidelines.
Response: It is not
possible to install a digital temperature Thermostat due to the fact that the
designs of the controls inside the Main Chapel area are not the same as the
rest of the offices. The Main Chapel has
a 7700 DCU Main board and is only
feeding air into the Chapel and no where else, as the office areas have 7793
DCU’S with AX Units controlling VAV boxes feeding individual spaces, which are
compatible with digital thermostats. A system re-design for the main area would
have to be pursued in order to satisfy the customer’s intent.
Update: DLE visited the Main Post Chapel and the personnel and all stated that
there was no issue with the temperature in the Main Post Chapel. DLE sets the
temperature which the Main Post personnel can control either 5 degrees up or
down from the set temperature.
Status:
Completed (3rd Qtr FY 06 – Veterans Focus Group)
Issue 22: There is not a designated sight for shredding large volumes of privacy
information generated throughout the installation. Currently, privacy information is shredded using
office size shredders or manually. It is
time consuming and costly due to man-hours and breakage. Office shredders require frequent repairs
because of overheating due to the volume of shredding. In addition, the installation Records Holding
area Manager destroys approximately 800 boxes (24,000 lbs) of expired files in
a fiscal and calendar year.
Recommendation: Obtain a local
shredding contract for the installation.
The increase in identity theft and the awareness of privacy laws require
record keepers to safeguard privacy information.
Response: Doing a
contract for shredding is not a problem but we can’t generate the requirement.
An activity has to generate it and fund it so the decision is which
activity that responsibility would fall under.
Update: We have reviewed the cost benefit of a
shredding contract and found it to be cost prohibited at this time. We will
continue to encourage all employees to safeguard printed material containing
information protected under the privacy information policy. We will also
encourage the proper disposal and handling of this information through
Status: Completed (3rd QTR FY06)
Issue 23: Access to Fishing area, and the stocking and
upkeep of the installation ponds. The fishing
has really gone down over the years on this installation. I wonder why they still charge $10.00 for a
license.
Recommendation: Stocking and
consistent upkeep of the ponds.
Response: One of the
big challenges to improving
On the bright side, we received some funding
in 2004 with which we accomplished the following: 1) restocked Little
In response
to your recommendation on stocking ponds- we do stock certain ponds with fish,
but not all the ponds. Most of our ponds possess undesirable characteristics, which
prevent standard fisheries management practices. The best utilization of these ponds from a
fishing standpoint is one of a self-sustaining system in which no direct
management efforts are implemented. The carrying capacity is lower in these
ponds and the available catch able game fish populations are indicative of this
situation. These ponds are capable of
providing acceptable fishing opportunities for a number of fish species, though
success is often sporadic and may be limited to the more experienced
fishermen. We have identified seven of
the Fort's 26 ponds as having potential for improving their fishery using
standard management practices, four of these are located in the cantonment
area. These seven ponds offer only fair
potential for highly productive fishing ponds, but they are the best we have to
work with. I'm often asked why we don't
provide supplemental stockings to improve fishing success. The reason we don't is due to the
productivity of our waters. A pond will
only support so many fish and if you add more fish you must provide more food
or the entire pond will suffer. Our
ponds are supporting the most fish they can and can only support more if we add
food to the system, which we currently cannot afford.
Status: Completed (3rd QTR FY06)
Issue 24: Air condition in
the fitness facilities.
Recommendation: Recommend air
conditioners are placed in the fitness facilities on the installation.
Response: To get an
air conditioner placed in a building initially (for the first time) the activity
needs to submit a maintenance request a DA Form 4283 to have an air conditioner
placed and submit to
to the Fort Jackson Work Order Coordinator (Ms
Alexander) in building 2601 Room #1 to ext 5505. After the DA Form 4283 is submitted a survey
will be done to determine whether or not it is economical to place an air
conditioner in the building and the overall cost analysis which the activity
will be responsible for.
Status: Completed (3rd QTR FY06)
Issue 25: There is no
authorized Smoking Area for employees and Soldiers that work at the 120th
AG (Reception). The original smoking area
was placed off limits and now employees and Soldiers must smoke in their car if
they wish to smoke on their breaks.
Recommendation: Designate an
authorized smoking area that can be used in normal and inclement weather by all
assigned to Bldg. 1895.
Response: According to the Post Safety Officer
the designated smoking area will be at least 50 feet from any flammable
material. Also stated that AR 600-63
states that no soldier will smoke in the presence of soldiers that do not smoke
as it applies to the 12OTH. According to
SSG Johnson(4-5994) the S-4 for 120th the civilians adhere to the same
regulation and smoking areas are available just outside the 120th compound not
in site of soldiers they are located (1) behind the DFAC outside the compound
and (2) across from the PES building outside the compound.
Status: Completed (3rd QTR FY06)
Issue 26: Replace Shower head – Female bathroom –
Perez Training on
Recommendation: Replace
the shower head in the handicap shower of the female bathroom – Perez
Training. I have worked with them and
they WONT replace the shower head – water will barely come out.
Response: On 24 April
a work order was submitted. On 9 June
DLE came out and replaced the hand held shower head with a fixed shower
head. 9 August (SFC Jones) called the
Perez gym Management. The said the water
pressure and the shower head was no longer an issue. He also went to the gym and observed the water
pressure was strong and the fixed shower head was working fine.
Update: On 29 August,
Community FIRST spoke with the community member and she informed us that as of
that morning, the shower head was not fixed.
Update: On 31 August,
Community FIRST met with the Community Member, DLE and facility management at
Perez Gym. The member showed exactly
what she reported and DLE said they could change to a larger shower head;
however they could no longer get the shower head used on the other
showers. They planned to change the
shower head by Monday, 4 September 2006.
Update: On 4 September 2006- Per the community member, the
shower head has been repaired and they are extremely pleased.
Status: Completed (4th Qtr FY06)
Issue 27: Pet droppings can be found all over the ground in some common areas in/around on post
housing. These are usually discovered by
unsuspecting kids and/or adults walking/playing on these grounds!! Non-pet owners respect their pet-owners, but
pet owners should also respect non-pet owner’s grounds (especially kids’
playgrounds).
Recommendation: Designate,
post signs, and enforce pet “pooping” areas in/around on-post housing
grounds. Remind and enforce to pet
owners in all family housing areas that: a) pets are allowed to do their
business only in these areas; b) owners must pick up after their pets; c) if
they take pets to grassy areas, use your own home areas as designated ground.
Response: Housing is
currently working to get signs made and sending out the information to the Mayors, Area Coordinators and Housing
Management Coordinators at meetings and holding all pet owners responsible for
their pet liter to the standard.
Status: Completed (4th Qtr FY06)
Issue 1:
Recommendation: Keep
the
Response: MWR agrees that water park closed too early; unfortunately, our hours of
operation are dictated by the number of lifeguards available.
In the
Status: Completed (1st Qtr FY06)
Issue 2: Why does Andy's Gym
on
Recommendation: Eliminate membership fee charge for
Active duty Soldiers.
Response: The
Status: Completed (1st Qtr FY06).
Issue 3: Post Library hours are too short on the
weekend.
Recommendation: Post
library should open in the morning on weekends.
Response: The Post library is open seven days a
week for a total of forty-six (46) hours.
Of those hours the Post library is open on the weekend for eight hours.
In a library survey of over 500 patrons, 19% of the respondents wished to see
the library open additional hours weekend mornings. As a result of this survey an increase of
four hours has been planned this fiscal year for our weekend operating
hours. The additional hours will be
added to the library operating hours as soon as the Post Library hires the
needed personnel to cover the time periods involved, which we anticipate being
mid-January, the start of higher educations’ Spring semester. For further information please contact the
Post Library Director at 751-5589.
Status: Completed (1st Qtr FY06).
Issue 4: Solomon Andy's
Recommendation: Since we HAVE to pay to use this
facility, all equipment should be fixed right away.
Response: Andy’s
Staff has a service contract with the cardio theatre’s company. A service call has been placed and a
technician is scheduled to correct the audio problems. The problems should be
corrected the week of 28 Nov 05.
Status: Completed (1st Qtr FY06)
Issue 5: The
Recommendation:
Charge the same
prices for all patrons.
Response: In order to make the
Status:
Completed (1st Qtr
FY06)
Issue 6: Exterior of
Jack’s
Recommendation:
Maintain exterior of Jack’s
Response: Jack’s
Status:
Completed (Family Member Focus Group 1st Qtr FY06)
Issue 7: Cleanliness/safety of
Coleman Gym – Co-ed sauna needs to be cleaned thoroughly as well as
female shower stalls (rust, peeling paint, broken wall lockers.
Recommendation: Have the sauna
closed for one day and have it cleaned from top to bottom and be ready to go
the next day. Professional cleaning or
soldier power.
Response: The co-ed
sauna is cleaned on a regular basis. The sauna was recently pressured washed
and re-stained. The problem with the sauna
is that it is very old and the interior wood needs to be replaced. The female shower stalls have some cracked
tiles that need to be replaced and the stainless steel shower fixtures need to
be replaced. The wall lockers are the
original lockers that were installed with the building. The wall lockers have been repainted, but
repair parts are difficult to obtain.
Work orders have been submitted to DLE to bring the facility up to a
higher standard. However, budget
constraints limit the work that can be scheduled at this time.
Update: MWR has plans to upgrade each of the locker rooms at
Coleman; plans include new fixtures, tile, toilets/urinals, sinks, lockers and
making the restrooms
Status: Completed (1st Qtr. FY06)
Issue 8: Need more indoor family recreation on
Currently, Soldiers and Family members are not offered a variety
of indoor recreational activities that the families can participate in
together. Funds are being lost to
off-post locations that offer these types of family services.
Recommendation:
An indoor recreational facility that offers multiple activities
such as indoor hockey, wall climbing, roller-skating, and arcade games, etc.,
for all ages. Conduct another survey to
seek current indoor activity interests.
Response:
Two additional RDS programmers are being
recruited. Once on board they will
partner with the Child and Youth Services in developing programs for families
as well as individuals. They will
conduct surveys to determine what types of programs are desired and can be
supported. MWR has also received Region
approval for $750K to construct a building to provide space for youth
instructional programs and family type programs.
Participants of the 2005 Army wide Leisure Need
Survey were asked to select their top ten leisure activities. They did not list
indoor family programs in that top ten list. While that does not mean they
aren’t important, it does mean that the number of people who would take
advantage of them is limited. Although we know some Soldiers and their families
are going off-post for these services we feel we do not have the population to
be able to offer these services or facilities.
The cost of building and operating this type of facility would not
generate sufficient revenue to support the costs of operation.
Status:
Completed (AFAP/2nd QTR FY06)
Issue 9: Gym facilities need structural repair
Gym facilities need air conditioning,
new flooring, updated latrine facilities and exterior remodeling. It affects the morale and health of the
customers.
Recommendation:
Allocate funding
to allow for these repairs and updates.
Increase the funding priority of these issues with the Garrison
Commander.
Response:
Work Request #CR002314J: At Vanguard, Perez and
Coleman gyms, the racquetball court floors soon are scheduled for
construction. At Vanguard and Coleman
gyms the basketball courts/gym floors will be refinished. At the
Status: Completed (AFAP/2nd Qtr FY06)
Issue 10: Youth Services: Activities/sports are much disorganized. Staff does not provide coaches with adequate
or timely information. Pictures for
athletes are not taken at all or taken at last game of season.
Recommendation: Schedule pictures at
second game…give parents/coaches practice/game/party and picture info at start
of the season.
Response: There are a number of issues involved with the
lack of organization that Youth Sports has been experiencing at the start of
each season. Youth Sports' staff is
working each issue to ensure that the season runs smoothly and that parents and
coaches have adequate information. The
following actions are planned or have already been completed in an attempt to
resolve the issue. Youth Sports sign up
will be limited to 2 weeks rather than 1 month or longer and will be advertised
well in advance of the sign up so that parents have adequate time to get a
medical appointment for the sports physical which is required at sign up. Age brackets will not be determined until
after sign ups are completed and will be based on the total number of
participants, the sport and youth safety.
The start of the season will not be delayed to allow more youth to sign
up. Youth sports staff will coordinate
seasons with potential off post partners for age groups where we might not have
enough participants to hold our own league.
Eligibility for participation will be extended to include youth of
National Guard and Reserve when not on active duty. There will be a three week or longer break
between sign up and the first week of practice to ensure that sports staff have
adequate time to make decisions about the season of play and inform parents of
those decisions (age brackets, potential off post play, cancellation of the
sport, team assignments, etc.) and coaches have adequate time to select older
team players based on skills try outs and notify team players of practices and
games. Uniform shirts will include
predetermined team names to eliminate the need for parents to have names put on
shirts prior to photo taking. A long
term contract for a photo vendor will be in place prior to the fall season of
play to replace the previous long term vendor who was not providing acceptable
service.
These issues are on-going. Youth Sports/Fitness staff is continuing to
work on the issue of organization and communication. Many adjustments have already been made in
how the season is organized and how information is communicated to the coaches
and parents. A long term contract is in
place for sports photos with a vendor that can deliver the photos the day they
are taken, eliminating many of the issues with the prior contractor.
Status: Completed (2nd QTR FY06)
Issue 11:
No telephone in individual
childcare rooms at Scales Avenue Day Care Center.
Recommendation: I
recommend that phones are installed in each individual room at Scales CDC. My child is enrolled there and I have had two
instance where the center did not notify me as their policy states that they
do/should. At other installations where
I have been there are phones in each room at the CDC’s, and parents were
encouraged to call and check on their child.
Here when I have called to check on my child, I get the response “I
can’t get a hold of that room right now.”
They have an old intercom system and the bottom line is this system they
have in place is not working. There are
already hone jacks installed on the walls in each room so it wouldn’t be too
much work. I am not comfortable leaving
my child there, and I am an Active Duty Soldier so it is hard. I have filled out an ICE Card also. I must include that the workers at the CDC
are great and always apologetic, but with your children they should not have to
apologize. We need to fix the problem.
Response: The CDC
has established the following plan for ensuring that parents can communicate
with care giving staff when necessary.
When a call is received from a parent for a particular classroom or
caregiver, the front desk mobile phone will be hand-carried to the
classroom. The individual taking the
phone to the classroom will substitute in ration for the caregiver taking the
call. This will ensure that safe and
responsible supervision occurs in the classroom while the care giving staff
member can devote their attention to the concerns of the parent on the telephone.
Status: Completed (2nd QTR FY06).
Issue 12: Bowling Alley
Recommendation: Bowling Alley needs
to go back to dollar Sundays, to make for a more affordable family
entertainment. A place where people can
get together and socialize in a more family friendly environment.
Response: The one dollar pricing at
Status: Completed (2nd QTR FY06).
Issue 13: Child and Youth
Services staff is unprofessional.
You go in to sign u\your child up for sports, and all the lady talks –
in front of you to her counterpart- is how much she hates the sports season and
wishes she didn’t have to deal with it.
She is slow, but is not slow to shut down shop at exactly 1630. I think it is ridiculous that people such as
myself who have deployed and served time, not to mention the hard-working
soldiers here now, can’t be treated with a little more respect. After all, if it weren’t for soldiers and the
military, these civilians wouldn’t have these “great” jobs.
Recommendation: Hire better workers
who are more thankful of the great jobs they have. More classes and education on how to show a
little courtesy, maybe EO classes, more strict discipline on repeat offenders. More attention paid to previous
complaints.
Response: CYS
program staff receives annual customer service training. Training is targeted to specific customer
service issues that surface. CYS
management staff are tracking customer complaints/concerns to ensure that
appropriate corrective action is taken with repeat offenders.
Status: Completed (2nd QTR FY06).
Issue 14: Hours and Tools for Auto Craft Shop
There is a small window of
accessible hours for Auto Craft Shop and limited availability of specialty and diagnostic
tools. Patrons have to bring their own
tools and do not have necessary equipment needed.
Recommendation:
1. Upgrade
diagnostic computer systems.
2. Purchase more
specialty tools.
3. Increase the
operating hours on Saturday.
Response:
The
Management has purchased new tools, painted the
interior of the facility, cleaned the exterior grounds, and ordered an
additional two whip lifts and an updated tire changing machine.
There is no single piece of equipment to check
diagnostic vehicle performance. The newer electronic vehicles require
hand held test equipment to check computers codes to determined different
problems. The equipment is not only expensive but very sensitive and
requires training in order to operate it. It is not a simple hand tool
that can be operated by our average patron. In addition, Advance Auto, Auto
Zone and other parts stores will check computer codes free of charge and will
sell the parts that are needed to fix the problem. With all that being said we are not finished
researching the practicality and feasibility of purchasing this piece of
equipment.
Surveys will be conducted during the months of May
and June to get customer in-put on subjects such as, hours of operations,
needed tools, classes, services, etc…
We have limited resources to work with, so we will
await the results of our customer survey before considering any change in
operational hours, but in the meantime, we will concentrate on providing quality
customer service during the hours we are open. The addition of the whip lifts
will help alleviate any customer concerns over the use of this type of lift
during AAFES hours of operation.
Update: A survey was
conducted during the months of May and June to et customer in-put on subjects
such as hours of operation, needed tools, classes, services, etc… We have taken the results of the survey and
have proposed new hours of operation. If
approved they will go into effect the end of July or the first of August. The addition of the whip lifts has alleviated
any customer concerns over the use of this type of lift during AAFES hours of
operation.
Status: Completed (AFAP/2nd Qtr FY06)
Issue 15:
Recommendation: Have a set price for
all customers.
Response: In order to make the
Update:
Status: Completed (3rd QTR FY06)
Issue 16: Childcare is too
expensive
Recommendation: Privatize
daycare on-post.
Response:
Day care on post may be more expensive than on post programs depending
on a number of factors: age of the child, standards of care, what supervision
ratios and group sizes are maintained in the program, qualifications of staff,
enrichment activities, meals/ snacks and the income category of the family. While
child care is a MWR program, fees are based on the Department of Defense Fee
policy and the cost of providing the program at the installation not
necessarily on the fees in the local community. As a result, in states with
lower licensing standards, you will find child care is less costly than that
provided by accredited programs in the same community including on post
programs.
A 2006 survey of child care programs in the local
community resulted in the following fee ranges:
Full Day Care for infants: $94-$150 weekly.
Full Day Care for Preschoolers: $88-$120 weekly.
Before and After School w/ Transportation: $58-$75
weekly
Registration Fee: $50-$50 annually
Fees on
Full Day Care for Infants: $45 $67, $76, $91, $108,
$117 Categories 1-6 Weekly
Full Day Care for Preschool Age Children: $45, $67,
$76, $91, $108, $117 Categories 1-6 Weekly.
Before/After School Care w/Transportation $21, $36 $43,
$49, $54, $59 Categories 1-6 Weekly.
As you can see fees are not necessarily more
expensive on post than off post. In most income brackets, the fees on post are
less expensive that off post regardless of the fact that that Army programs are
held to a much higher standard than state requirements. For example,
The fact is child care is expensive and for some
parents the single most expensive item in the family budget and may exceed
monthly rent or mortgage payment. Trying to put child care cost into
perspective does not help the family pay the bill but may help one understand
why cost are so high. The average child care recipient leaves his/her child in
child care 10 or more hours per day. During that day, the child receives two
meals and a snack. In a month’s time, a child may receive 200+ hours of care
and 60+ meals and snacks. Even at Category VI, our highest category, that puts
the cost of care at $2.53 per hour-less expensive than any other personal
service that comes to mind and less than what most parents report paying a baby
sitter. While child care fees seem unreasonable to the customer, no one on post
is paying the full cost of care.
The following programs may, however help a family pay
their child care bill. The first is the Partnership Connection. The Partnership
Connection provides parents with a 10% discount on their fees for volunteering
time to a Child and Youth Services Program. If however, your problem in paying
your child care cost is more severe then you may want to consider requesting
Hardship Consideration. Parents having difficulty paying their child care
expenses may be referred by their program director to financial counseling
services available through Army Community Services. After an assessment of your
financial situation by the ACS Financial Counselor, a recommendation is
forwarded to the Child and Youth Services Chief.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 17: Lack of childcare at
fitness centers
Recommendation: Fitness
centers should provide childcare Army Wide.
Response:
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 18: Post
Promoting Fitness Classes (Later Hours)
Recommendation: Schedule
Fitness Classes later in the evening allowing Soldiers to attend.
Response: The Sports
Program offers aerobics and fitness classes Monday through Saturday at Andy’s
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 19: Indoor Pool Hours
– it is a shame that we have such a great asset for the community and most
folks can’t use the facility because of the hours of operation
(0600-1400). In the past I have used the
pool quite often and even in my teen years I worked there as a Lifeguard. I and other of my friends would love to be
able to utilize the pool period. It is
not feasible for working soldiers or working family members, not to mention the
National Guard and Reserve troops.
Recommendation: Extend the pools hours throughout the year to
at least 7pm for those of us who work regular jobs.
Response: It is always
a difficult decision to reduce hours in any program. These decisions are made only after every
option and alternative was explored.
With the seemingly endless budget cuts, we could not operate the same
number of hours in a safe manner with the limited funds available to us. MWR did receive additional APF support and
decided to eliminate all user fees. We
researched the participation records from Knight Pool and adjusted the schedule
to accommodate the majority of the users.
MWR will continue to track participation data, and if additional funding
becomes available, we will extend hours accordingly.
Status: Completed (4th Qtr FY06)
Issue 20: Teens Teaching Parents
Scope: Some parents don’t understand teen values and issues of
today’s generation. There are
relationship stressors due to peer pressure, lack of trust and a lack of
respect. This lack of understanding will
continue to weaken the relationship between teens and parents.
Recommendations:
1) Develop and
implement a class to teach parents about teens taught by teens.
2) Publish a teen
advice column for adults in local papers.
3) Create a
website for parents to receive general information relating to teens.
Response:
Fort Jackson Middle School/Teen Program will identify and
work with youth to develop a class for parents taught by teens. This will be done during CY2007 in
collaboration with the Boys &
Girls Clubs of the
Status: Completed (4th Qtr FY 06)
Issue 21: Youth Sex Education Programs
Scope: Youth are becoming sexually active at a younger age,
contracting STD’s and becoming pregnant.
STD rates among teens are higher as well as teen pregnancy. The increased teen sexual activity will
continue to affect younger children.
Recommendations:
1) Provide teen
forums on sex education.
2) Provide sex
education at an earlier age beginning with 5th grade and age
appropriate.
3) Ensure that
sex education classes are more intensive i.e. caring for infants, preventing
sexual assault and youth appropriate relationships.
Response:
The MS/Teen Program in collaboration with Family and Soldier
Readiness, Army Community Services, will establish classes on topics of
interest to youth regarding STD's, teen pregnancy, personal relationships,
preventing sexual assault and other topics of interest to youth. Class content will be clearly identified and
parent permission will be required to attend these classes.
Status: Completed (4th Qtr FY 06)
Issue 22: School Participation Activities
Scope: There are not enough
activities at schools in which the teens actually have an interest. Without involvement at school some teens turn
to inappropriate activities. This would
provide a
safe and adult
supervised option to those inappropriate activities.
Recommendations:
1) Survey the
student body to discern what the school population is actually interested in.
2) Implement the
activities with staff/adult sponsors.
Response:
The Middle
School/Teen Program is working with
the School Liaison Officer to identify current after school activities for
youth and to determine if the schools would be willing or able to add
additional activities.
Status: Completed (4th Qtr FY 06)
Issue 23: Drug and Alcohol use (schools need to
provide programs to eliminate abuse).
Scope: Drug and alcohol
abuse is a very common problem among today’s teen. Teens are faced with drug and alcohol
availability on a regular basis. This
availability leads to alcohol and drug related incidents, including death.
Recommendations: Dedicate a school counselor to teen alcohol and drug abuse issues
ONLY.
Response:
The Middle
School/Teen Program is working with
the School Liaison Officer to identify what programs if any are currently
available in the schools. In addition,
on and off post resources are being researched to develop a pamphlet for youth
of available services in the area.
Status: Completed (4th Qtr FY 06)
Issue 24: Better role models
Scope: Schools needs to
provide and publicize more mentorship programs for youth. Teens need to know that there is more
available in the future than a possible sports or singing contract. Without mentors in their day to day lives,
teens are more likely to feel a sense of hopelessness.
Recommendations:
1) Provide forums for local success stories to
be publicized. Seeing successes from
their own area can be a motivator.
2) Develop
a teen/mentor program similar to Big Brothers/Big Sisters.
3) Publicize this program to the fullest using
schools, television, radio and print.
Response:
The Middle
School/Teen Program is working with BOSS to sponsor more events that will bring
teens in contact with young soldiers in a supervised environment. In addition, the MS/Teen Director will
explore establishing a partnership with Big Brother/Big Sister if feasible.
Status: Completed (4th Qtr FY 06)
Issue 25: Teen/Parent Hotline
Scope: Teen/parent
relationships are very complex.
Sometimes both teens and parents need someone to converse with that can
make them understand the others point of view and/or give advice. A Teen/parent Hotline would provide such an
outlet.
Recommendations: Provide a Teen/Parent Hotline in which a teen or a parent can call
for advice and/or general information on teen topics.
Response:
Financial
resources are not currently available to establish and staff a local
hotline. Middle School/Teen Program will
research resources currently available through hot lines or internet and market
those resources to the youth and their parents.
Information about the resources will be added to the CYS portion of the
Fort Jackson MWR website.
Status: Completed (4th Qtr FY 06)
Issue 26: Detailed explanation of Fort Jackson AAFES
donations to MWR
AAFES is advertising
generous amounts of monies going to MWR.
There is no communication of how these monies are being used nationally
or locally. A number of MWR programs
have been closed and the quality of facilities and services are not reflective
of the amount of monies donated.
Recommendation:
1. Provide detailed explanation of Fort Jackson
AAFES profits donated to MWR both nationally and locally.
2. Provide detailed explanation of the
distribution process both nationally and locally.
Response: Headquarters
AAFES retains 50% of collective profits for major construction and other
capital expenditures. The remaining 50%
is distributed to the Departments of the Army and Air force.
Although
the majority of the Army’s AAFES dividend is paid at DA level several programs
are paid directly to the local MWR Fund.
In FY05, AAFES paid the
In
1984 the MWR one-fund concept was implemented which pooled MWR revenues into a
single account to enable the local Commanding General to fund activities based
on the needs of the activity in lieu of its ability to achieve
self-sufficiency. AAFES Dividends are
used to offset shortfalls in direct and
indirect (DLE) APF funding in Category A (Gyms, Community Centers, Libraries, Sports,
Parks and Picnic Areas, Personnel, etc.) and Category B (Child and Youth
Services, Auto crafts, Outdoor Recreation, Installation Special Events, Pools,
etc.) programs. All Locally Generated
Income, APF funding, and AAFES Dividends are reinvested in Quality of Life
programs and facilities at
Status:
Completed (3rd Qtr FY 06 – Retiree Focus Group)
Issue 27: There are no facilities on post that provide for Special Needs
Children, particularly the Child Care
Center/Summer Camp Programs. I
honestly feel that if “non-special needs” children should have the opportunity
to attend summer camp and utilize the child care facility. I find it rather discriminating when I am
told that my special needs child cannot attend.
Also previous issue #5:
My Autistic Child
cannot receive any services from
Response: Where
feasible, special needs children are “mainstreamed” into existing CYS
programs. When not feasible, the family
is referred to our EFMP office for assistance and referral. HQDA does not consider childcare an
entitlement and no funding is provided for special needs care.
This issue will be forward through AFAP channels for
resolution and request revision of AR 608-10 and increased funding to support
special needs care. Update: According to
the CYS Director this is no longer an issue to forward. See response below.
Recommendation: Hire staff at Child
Care Facilities who are trained to deal with Special Needs Children.
Response: All Child
& Youth facilities on post provide services for children with special needs
who can be accommodated in the existing programs as long as their presence does
not pose a direct threat to their health or safety or that of other children in
the program or require a fundamental alteration of the program. All Child & Youth Services staff are
trained to work with special needs children who are mainstreamed in our
programs. Placement in Child & Youth
Services programs for children with special needs is determined by a
multi-disciplinary team that reviews each child's needs individually to
determine appropriate placement including appropriate environment, adult/child
ratios, group sizes, any necessary program adaptations and additional training
requirements for staff or FCC providers.
If there are no services available on Fort Jackson that can meet the
child's needs and provide assurance for the child's health and safety and that
of others, it is usually because the child has difficulty functioning in a
large group setting and/or needs one on one care. The Exceptional Family Member Program
Coordinator at Army Community Services will assist parents in locating
appropriate off post programs that can meet the needs of the child if this is
the case.
Status: Completed (3rd QTR FY06)
Issue 1: Poor Service at 2/485 Dining Facility and Unserviceable
Equipment.
Servers
give slow service to Soldiers causing them to miss motor movement. Food service equipment does not work. Non working equipment includes conveyer belt
and drink machines.
Recommendation:
Identify and
correct equipment shortcomings, identify cause of slow service, and take action
to improve service and employee conduct.
Response:
A thorough investigation was conducted
by Installation Food Service, Johnson Food Service and the 2-485th
Command. The enclosure highlights areas
addressed and corrective measures taken.
All corrective actions are complete.
Follow-up assessments will be Completed IWA contract surveillance plan
to eliminate future reoccurrence.
1.
Johnson Food Service Response, Corrective Actions, and Prevention
Initiatives.
a. We will ensure there are sufficient
servers during scheduled meal times to serve at a rate of at least 6 diners per
minute as indicated in the Contract.
b. Johnson Food Services, LLC’s Quality
Control personnel and supervisory staff will increase its presence in the dining
facility in order to eliminate future occurrences and to seek for improved
service.
c. Work orders for faulty equipment have
been initiated and all dining facility equipment is now operational.
2.
Food Service Staff (Directorate of Logistics & Engineering)
Findings.
a.
After a thorough review of situation the accusations appear to be valid. However without exact details, names, dates
and time of incidents (Verification of a contract defect) it would be
impossible to substantiate a Contract Deficiency Report (CDR).
b.
The food service contract requires the contractor to have sufficient servers to
serve at a rate 6 diners per minutes.
The government will evaluate service to ensure compliance.
c.
To open this facility the contractor hired new employees and provided training
pertaining to employee conduct to meet the standards of the contract.
d.
Employees not reporting to work on time and transportation problems may have
contributed to the situation. Many
employees take the bus and must walk to their place of work. This is not recognized as an excuse for
delayed service; the contractor still has the full responsibility of providing
timely service.
e.
Service problems must be reported through the chain of command and directed to the
facility manager for on the spot correction.
All problems must be directed to Food Program Manager and COR,
751-4015/5556 (Directorate of Logistics & Engineering) to ensure contract
compliance.
f.
The contractor must report equipment problems to the government (IAW
Contract). This is normally done through
the work order process. The government
then takes responsibility thereafter. The
contractor is responsible for everyday cleaning and operator maintenance.
Status: Completed (AFAP/2nd
Qtr FY06)
Issue 2: Soldiers go to sick call to get out of
training. Provide individual BN with medical personnel
to allow Soldiers with significant injuries to go to TMC and not allow soldiers
get out of training. They clog up
medical facilities causing non-trainee personnel to wait longer at UCC, etc.)
Recommendation: Provide
individual BN with Medical Specialist to diagnose Soldiers or set aide stations
to weed out soldiers continuously using sick call.
Response: THIS ISSUE HAS BEEN PREVIOUSLY SUBMITTED IN
4th Qtr FY 05. SEE BELOW:
Issue:: Medical Support for
Soldiers in Training. Soldiers
are receiving insufficient medical treatment during sick call. Soldiers are missing valuable training time
by having to be transported back to the Troop Clinic for reevaluation. The training mission is affected as Soldiers
must make up training and Drill Sergeants must conduct additional
training. Currently Sick call begins at
0530. Allowing 2 hours for medics to
screen soldiers prior to training; they are able to treat the minor illnesses
and injuries and return 30% of those soldiers to training by 0800. Soldiers
that need to be seen by a provider are
scheduled an appointment that same day, with some flexibility based on degree of
illness, and training going on (i.e. a soldier that needs to follow up for some
test could go to BRM in the AM and have an afternoon appointment). A large loss of training and DS time is
Soldiers using the UCC for sick call.
They wait longer to be seen, longer to be picked up by their unit, more
likely to be placed on quarters, more likely to be send to the TMC for
treatment anyway, almost no chance for continuity so easy for them to abuse the
system or get lost in the system. In the
beginning of 2005 sick call began at 0730 and lasted until 1000+, no soldiers
were returned prior to training, UCC usage was almost double what it is
now. Evening sick call has been
considered. If sick call started at 1700 and the TMC started to see the 300+
soldiers like we currently do at 1800, the last soldiers would return to the
unit around 0300-0400. Extending the
operating time to accomplish an evening and morning sick call would require the
medics to work 14 hour days, not including PT. There are no more medics available
for supplement.
Recommendation:
1. Embed a
minimum of two medics for medical support per battalion to mirror real time
support in the field environment.
2. Utilize
medical support from the Joint Forces assigned to
(I.E. Navy
Reserves, National Guard, IRR)
3. Establish a forward
Combat Area Support Hospital (CASH) to the training area to assist in providing
medical support.
Response to Recommendation 1: This has been
considered in many times and continuously returns to Resources. There are not
enough medics in the system without shifting them from the TMC. To remove 20
medics from the TMC and replace them with nursing assistants would cost
approximately $ 600,000 annually in salary. An option would be for the units to
hire civilian EMT’s (retired/prior military medics); they could provide medical
support as well as ongoing training in first aid.
Response to Recommendation 2: Will look
into this recommendation.
At this time, we are using medics from several
services to provide assistance for our training missions here that involved IET
and IRR missions.
Response to Recommendation 3: A Field Aid
Station (FAS) is 80% complete out at
UPDATE: At this
time, our Forward Aid Station is open and treating Soldiers in the Field.
Status:
Completed (4th Qtr FY06)
Issue 3: Is it possible to
identify units that are sent here to
Recommendation: I
recommend a memo is sent to C&S to notify the Installation of PER or TEMP
moves, that includes ID visiting units to the Installation and their assign
support unit.
Response: When a unit is activated to conduct an IET
For visiting agencies such as NG,
training is laid out for the entire year.
However due to mission changes or demands, some schedules result in
training events being moved forward to meet mission needs.
For visitors, we try to schedule all at
least 60 days out. For VIPs, we try to
meet their needs with minimal interference with units…This does not always
work.
Status:
Completed (2nd QTR
FY06).
Issue 4: BCT Cycle Fill
Schedule
Currently,
some battalions and companies are picking up Soldiers back-to-back with no
cycle break to perform After Action Reviews (AAR) and implement changes that
come out of those
Cycle
breaks are needed to maintain certifications, motivation, morale and welfare,
and proper training. Although cycle
breaks are not mandated in the current POI, they are a useful tool to help
maintain and sustain cadre strength and morale.
Recommendation: Schedule
cycle breaks. Cycle breaks can be
scheduled as a training event. This
would be the time the company would be down for maintenance of the barracks,
certifications, implementing changes, and taking care of the Soldier (Cadre).
Response: TRADOC HQs and
Status:
Completed (2nd QTR
FY06)
Issue 5: The quality of
soldiers that are coming in now are well below average. Trainers here in BCT spend more time doing
chapter packets than we do training privates.
I believe the drill sergeant pay should be more than the amount we get
now.
Recommendation: The
screening process should go deeper into the soldier’s background. The Army should not be taking every person
that wants to be in the Army.
Response: There is a screening process that is
conducted during the Recruiting process.
This process covers areas such as criminal, physical/medical and
academic activities. The process is
further enhanced by activities that are covered at the MEPS facility.
Status:
Completed (2nd QTR
FY06).
Issue 6: My husband is in AIT and will graduate in
less than a month. His privileges
consist of a weekly phone call (if he can get to the pay phones before every one
else), ON POST weekend passes (if the DS feels like it) and mail call that has
taken up to two months for a letter to be received. How can a family be supportive if there is so
little contact? No cell phones
are allowed, although there are several soldiers that have one hidden. There is drug use, alcohol ABUSE,
fraternization between male/female soldiers that is obviously not a priority to
the Drill Sergeants, yet I can’t talk to my husband. I am frustrated. He is technically a soldier having made it
through BCT yet he is still treated as though he has no rights. Soldiers are punished as a group even though
this is supposed to be Advance INDIVIDUAL Training. My husband has a 99 average and has followed
all the rules yet has no reward for a job well done.
Recommendation: There needs to be a
defined line between BCT and AIT.
Privileges and regards should be given, including more communication
with family.
Response: It is unfortunate that this type of
activity has occurred. First an
foremost, alcohol abuse, drug abuse and fraternization are not to be tolerated
and it is the responsibility of all Soldiers whether Cadre or Soldiers in
Training to turn this type of behavior into the Chain of Command for immediate
corrective action.
Cell phones were not allowed until just
recently. There are rules that dictate
when cell phones are allowed to be used.
Usually, Soldiers that are in good standing are allowed to use their
phones during personal time or in between classes. Abuse of the phones my result in loss of
phone privileges for a period of time.
Upon receipt of any mail, it is quickly
distributed to the parent unit of the Soldier for delivery. We do not hold any mail.
Status: Completed (2nd QTR FY06).
Issue 7: Recruiters are not
screening prior medical history of soldiers coming into the military,
especially die to the older age limit.
Soldier standards are being lowered when you push soldiers through the
system from recruiting station to meet number requirements. Discipline methods now in Basic Training are
not preparing soldiers with stressors dealt with in a combat zone. Proper counseling of soldiers not being done.
Recommendation: Better screening of
prior medical history by medical personnel to fix problem of soldiers enlisting
with chronic medical problems (i.e. depression, bi-polar, suicidal, chronic
asthma or injuries).
Response: Medical
Screening is conducted during the recruiting process and is further looked at
during MEPS. It is impossible to catch
all things and often depends on the “Honesty” of the individual being asked a
question about a previous or existing condition or injury.
Status: Completed (2nd QTR FY06).
Issue 8: Drill Sergeants need
more quality time with families.
More family building/sport activities and functions.
Recommendation: Assign an actual
Senior Drill Sergeant, separate from Platoons.
Assign 16 Drill Sergeants per company.
Response: The installation is always looking for good ideas to
improve family and sport activities for our Cadre assigned to
No argument about our Cadre needing
more family time. The Senior Leadership
work very hard to protect “Family Time”.
At this point in time
Status: Completed (2nd QTR FY06).
Issue 1: Why don't the Directors establish performance
objective for their Division Chiefs? At the time
performance ratings are prepared, the ratings and time off awards become
subjective because there is nothing in writing and no specific objectives to
rate the Division Chief. The Director's
evaluation has no basis. Currently, this
is just unfair practices, showing favoritism, behind the scenes, but with NSPS,
this will be disastrous, and will affect people's pay. Directors need oversight in this process and
accountability.
Recommendation:
Establish
performance objectives for Division Chiefs and subordinates.
Response: CPAC
Director states there are performance appraisals established for division
chiefs and stated that regulatory guidance is in place for supervisor review
and implementation.
Status:
Completed (1st Qtr
FY06).
Issue 2: It’s a maze to get to work in the morning. Can someone
come up with a way to identify a central entry for early workers that would not
interfere with the training routes?
Recommendation: Develop a central route where early
workers can get into either Magruder or
Response: The issue concerning the
Status: Completed (1st Qtr FY06).
Issue 3: Taxi Service to and
from
Recommendation: Recommend name of
point of contact for receiving taxicab complaints and regular taxi fares be
posted on the
Response: Taxi service on
Checker-Yellow and Blue Ribbon Cab
Companies are the only companies that are allowed to pick up on the
installation. FJ Reg 190-4 requires that
a rate sheet be posted at each unit and in each cab. There is a set rate for anywhere
on
If you want to make a complaint against
a particular cab driver, you should get his driver's number or at least the
number and color of the cab. Those
complaints and other issues, such as not being able to get a cab on post may be
addressed to the DES Administrative Section,
751-3981 or 751-3974.
Status:
Completed (2nd QTR FY06).
Issue 4: Develop on-post transportation for junior
enlisted soldiers living in the barracks. There are
junior enlisted soldiers living in the barracks that do not have transportation
to work for several reasons. The most
common, however, are lack of money, bad credit, no credit, or because of their
young age, the soldier can not afford a car note and car insurance. In some cases, we have soldiers walking from
the Single Soldier Complex to 260th Area to work. Other soldiers are paying $30 to $45 each
week to other soldiers as compensation for a ride to work. This is a rip off. These transportation costs may go up with the
price of gas and the onset of cold weather.
Recommendation: A post shuttle is provided for the junior
enlisted soldiers living in the Single Soldier Complex. Transportation is provided for the soldiers
in training to enable them access to the post hospital, so we should be able to
allocate resources to support the junior enlisted training support cadre to the
same degree. We are also hiring Wage
Grade drivers to provide training support for the trainees. Strongly suggest that we establish a post
shuttle specifically for the junior enlisted soldiers living in the Single
Soldiers Complex. This will ensure that
we are providing for the future leaders of the Army in the same manner as we
provide for our trainees.
Response: In accordance with AR 58-1, domicile to
duty transportation can only be approved by the Secretary of the Army. However, soldiers may ride any shuttle bus on
post. The shuttle bus runs from
0700-2000 daily within a 30 minute timeframe.
The shuttle bus stops at 2/60th area and the Single Soldier
Complex. Bus schedules may be obtained
by contacting the Transportation Motor Pool at 751-5211 during normal duty
hours 0730-1615, Monday through Friday.
POC’s are Chief, Transportation
Division or Chief, Motor Transport Branch, 751-5211.
Status: Completed (1st Qtr FY06).
Issue 5: BOSS Program on
Recommendation: Make the BOSS Program more public and
more open and have more on Post activities for single Soldiers.
Response: The BOSS President stated she would
contact the Soldiers and explain all the activities that the BOSS is involved
in.
Status: Completed (1st Qtr FY06).
Issue 6: Tipping Commissary Baggers
Recommendation: Inform
Commissary Baggers that it is NOT mandatory that they carry bags for all and
that they be tipped. Allow the customer
to make the decision. Stress common
courtesy.
Response: Currently some of the baggers are not aware of procedures and do's and
don't as baggers. We are currently addressing proper procedures for tipping and
courtesy issues with customers. This training for all baggers will occur within
the next thirty days.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 7: Inconsistent activity of FRGs. FRG organization and activity is inconsistent
across installation. Family members often do not know who to call for
information.
Recommendation: Solicit command
support for FRG activity and organization. New soldiers should receive
pertinent information for family support when they arrive at
Response: The Garrison Commander stated that all units should
have and the focus should be on family needs whether we are in a training
environment or not. ACS and unit
representatives were asked to go back and look at their unit FRGs for
compliance.
Status: Completed (Family Member Focus Group 1st
Qtr FY06)
Issue 8: Transportation
(activity bus from off-post schools to
Scope: There are a number of teen programs on
Recommendations:
Provide an
activity bus from off post schools to on post activities.
Response: AR 58-1,
Official Use of Government Vehicles stipulates that Military buses can only be
used if the installation is located in an area not serviced by a local school
district. There is also the question of
unauthorized users (unaffiliated dependents) riding in government
vehicles. Our bus drivers are not
required to have an S endorsement on their commercial driver’s license, a
Status: Active (4th Qtr FY 06) (Teen Focus Group)
Issue 9: Uniform Awarded Badges (Sew-on vs. Pin-on)
Recommendation:
Response: The Army
leadership has decided against allowing sew-on badges to reduce additional
costs for Soldiers. The ACU is intended
to be worn as a combat
utility uniform and badges are not
required to be worn except as directed by
the CDR while in a garrison
environment. The intent is to only
require wear
pin-on badges when involved in special
events or ceremonies; however, this
is still a CDR's decision or the
individual Soldier's.
Status:
Completed (4th Qtr FY06) (Soldier Focus Group)
Issue 10: Drill Sergeants
should have less training coordination responsibility
to enable them to focus on training.
Recommendation: Company’s cadre should be responsible for all
training scheduling. Especially all the
S Shops, S-3, S-4, Training Rooms, and so on.
Response: DSs that are
conducting training coordination should discuss this issue with their local
chain of command, especially if there are indicators that
these activities are adversely
affecting the unit's ability to properly
train.
Company leadership, Training NCOs, and BN S-3s should be conducting a
majority of this coordination in order
to free up our trainers to conduct
the business of training. However, some units may be short staff
personnel
this would force others to assist in
this process for a period of time. In
these cases units should closely
monitor these additional requirements for
their DSs, to mitigate possible
problems in quality training.
Status:
Completed (4th Qtr FY06)
Issue 11: Drill Sergeants can
not maintain fitness with no real time off. Drill Sergeants should operate on
shifts. We should have more Drill
Sergeants and our own buses. We should have
the power to take Warriors to quick APPTS without relying on Trans which is
painful and slow at times. Drill
Sergeants should not be mowing grass!!
Recommendation: There
should be 3 buses per company. Supply
more cadres or more money, because with a tight schedule to follow, DS eat many
meals in the DFAC. Three meals a day for
one month is all of our DS pay. No time
off means more stress and causes marital (family) problems.
Response: The physical
fitness of our DSs is critical for meeting the intent of
ensuring that we graduate Soldiers in
the best physical condition possible.
Units should look at managing the total
DS population of a specific unit to
allow better time management at the DS
level. This will allow DSs to plan
their day to fit additional PT time
into their schedule when time permits.
DSs also need to ensure that they
actively participate in the PT session.
While they need to monitor and correct
noted deficiencies in the execution
of the daily PT session, there is ample
time to fully participate in all activities.
Status:
Completed (4th Qtr FY06)
Issue 12: Military Courtesy for Basic Training
Soldiers
Recommendation:
Provide additional training in Basic Military Courtesy and enforce post
wide.
Response: IET training
provides the tasks and environment to teach our Soldiers
military customs and courtesies. All Soldiers assigned to the installation
need to participate in this training
and transformation process. Since these
task are new to many of our Soldiers it
is unrealistic to think that they
will adhere to the standards
immediately without reinforcement. All
leaders
have a role in this reinforcement. Leaders also have the responsibility to
communicate identified issues with
particular Soldiers, directly the with
the Soldier's chain of command.
Status: Completed
(4th Qtr FY06) (Soldier Focus Group)
Issue 1: Broken air conditioning in SSC Barracks. It broke 18 July and it still hasn't
gotten fixed. Also the temperature regulator doesn't work in the barrack's
rooms.
Recommendation: Have the thermostats serviced annually or move
frequent, and send repair crews out when the problem arise.
Response: The
chilled water pump was broken and repair parts were ordered, received and
installed as soon as the parts were available.
The parts were specific to the manufacturer and were not locally
available. Barracks buildings are a high
repair priority. The DLE strives to
repair all HVAC calls the same day as notified of a problem. Because of the use of this facility and
personal property, access into rooms is restricted and that alone creates a
problem for repairs. The DLE would
gladly establish a preventive maintenance program, but cannot because of
constrained resources. The DLE has a
fixed number of maintenance personnel and repair dollars.
Status: Completed (1st Qtr FY06).
Issue 2: The Heating & Cooling system at the
Single Soldiers Complex is always going out causing the rooms to be either
really hot in the summer or really cold in the winter. Example: This past week, the AC has been out
and the temperature in my room is between 90-92. This makes it very difficult to sleep. I start sweating as soon as I walk into my
room. It is very uncomfortable to be in
my room.
Recommendation: Fix the problem the same day it happens.
Response: The normal duty hours for maintenance are 0700 to 1615 each day. We have a limited staff to work the week-ends
as well. Requests for services are
processed through the Service Order Desk (751-7684). The same telephone number may be called any
time to report a problem. When repairs
are requested the requestor must provide as much detail regarding the problems
as practical. Specific buildings, room
numbers, POC’s and description of services must be provided so that the
appropriate maintenance personnel may respond.
The DLE has a
large computer automated system for many, but NOT all buildings; this
significantly improves our capability to operate and maintain buildings without
customer input. The facilities on
If there is a recurring
problem with any repair, then the customer should elevate the problem to the
next higher level or Maintenance Chief (751-2606) for emphasis and
resolution.
Status: Completed (1st Qtr FY06).
Issue 3: Quarters on Post are too small. Not enough space just had
a baby and my spouse and I live in a two bedroom unit which is too small. The
area we live in is also too crowded.
Living Quarters for soldiers on-post is below the Army standard.
Recommendation: Allocate bigger housing, build new
quarters or remodel old ones. Allocate
funds to do necessary renovations to on-post housing facilities.
Response: Two bedroom quarters are allocated for a family with one child. We understand the apartments are not very
large; however, we do not have larger quarters at this time.
Status: Completed (1st Qtr FY06).
Issue 4: Current housing standards are
unacceptable. Housing assigned to incoming service members
and their families are not being applied adequate Change of Occupancy
Maintenance (COM). Preventative
maintenance measures should be completed prior to assigning the homes. Additionally, customer service is
non-existing.
Recommendation: Audit housing office records. Conduct unannounced inspections of homes that
have been placed in "ready status."
Evaluate housing SOP's, MOIs, and policies to ensure that all proper
procedures are being enforced and followed.
RCI is the answer three to four years from now. Soldiers need customer service improvements
now.
Response: The DLE
Housing Manager will be available to address specific issues if the complainant
would call the Housing Office at 751-5312 and speak with the secretary to set
up an appointment.
Status: Completed (1st Qtr FY06).
Issue 5: Insect infestation in the Single Soldier
Complex.
Recommendation: Fumigate the complex.
Response: Insect
problems in any facility can be reported to the work order section at
751-7684. The problems will be addressed
and if necessary, a contract will treat the affected area or areas.
Status: Completed (1st Qtr FY06).
Issue 6: Single pregnant Soldiers
moving into Family Housing by the 3rd Trimester.
Single pregnant Soldiers are
unable to move into Family Housing prior to live birth. It imposes a hardship for the single Soldier
to move while caring for a newborn with no family support.
Recommendation:
Change Army Regulation
210-50, and Chapter 3, to allow pregnant single Soldiers to move into Family
Housing by the 3rd Trimester.
Response:
Update: This issue
- #548 was completed May 05.
Headquarters Installation Management Agency sent a memo to the field to
reinforce policy guidance and reiterate the installation commander’s authority
to approve exceptions to waiting list policies.
Status: Completed (3rd Qtr FY04 and AFAP/2nd
Qtr FY06)
Issue 1: Over the counter drugs – I was not aware the pharmacy
issued over the counter drugs. They
didn't have a list of the drugs available when I was there.
Recommendation: Have TRICARE brief the OTC policy during
in-processing. The volunteer at the
pharmacy can hand out a list with the OTC drugs to the patient, so they can
check off what they like and hand it to the pharmacist to issue.
Response: MACH will
brief the benefit in the following forums:
1. Post Newcomers briefing.
2. When beneficiaries
register in TRICARE via the
3. During any TRICARE briefings we provide to FJ
units.
Status: Completed (1st Qtr FY06).
Issue 2: Emergency Room.
Recommendation: Have after hours medical program set up
for personnel that have injuries, or become ill, at the hospital.
Response: We have an Urgent Care Clinic that meets these needs.
Status: Completed (1st Qtr FY06).
Issue 3: Better Appointment System (Hospital).
Recommendation: Be able to make appointments at anytime.
Response: We apologize for the current delays and
long hold times for our 751-CARE line and for the shortage of same-day
appointments. During the past months we have updated our appointments system in
order to better serve you. With the new
software upgrade we have been experiencing some technical difficulties with our
system. We have added additional staff and received over 13,000 calls during
the month of August, that’s the most this facility has received in over two
years. We encourage our patients to use
TRICARE online to make appointments @www.tricareonline.com.
This will allow you to make
appointments from your home or any computer.
For information regarding TRICARE online please contact the Clinical
Support Division at MACH 751-0338
Status: Completed (1st Qtr FY06).
Issue 4: It appears that preferential
treatment is shown to patients who are seen by in-house Doctors in Moncrief
when they have prescriptions to be filled in the pharmacy. Last week I made an ICE complaint because I
felt it is not right that we patients with prescriptions are not all be treated
the same. Patients who had in-house
prescriptions were served considerably faster than those with outside
prescriptions. Today I received a call
from Moncrief in answer to my ICE complaint.
They first told me the reason for the numbers for inside patients being
different than outside prescription numbering was because it made their
paperwork easier. I let her know that
her answer did not satisfy me and then she said "these patients have
TRICARE Prime, that’s why they are served faster"! This individual was quite unpleasant to me
and she made me feel like I needed to just accept her response and forget about
it. She did not seem to care that she
was talking to a customer who had a bad experience at Moncrief pharmacy. I again ask that this issue be resolved.
Recommendation: Continue
with high priority number for Soldiers but make the numbering system for
filling prescriptions on a First Come - First Serve basis.
Response: MACH
representative discussed the issue of preferential treatment at the pharmacy
according to in-house prescriptions versus outside prescriptions. The Garrison Commander asked that the issue
be reviewed and recommended that a letter to all constituents groups be
published explaining the rationale backed up by regulatory guidance. Update.
In response to your inquiry regarding Categorization
of Prescriptions at
a. Discharge patients, patients in “distress”
(acutely sick or in obvious severe pain), children under the age of 12, and
patients with a communicable disease (e.g. chicken pox).
b. Active duty in uniform, hospital and DENTAC
staff (with ID badges)
c. CHCS entered prescriptions.
d. “Paper” prescriptions.
e. Refills
The spirit of the SOP is to prioritize prescription
dispensing in a manner that maximizes patient safety and Pharmacy
efficiency.
Status: Completed (1st Qtr FY06).
Issue 5: Access to
VERA-VSIP for Moncrief employees.
Employees of MACH cannot participate in VERA-VSIP.
Recommendation: Ensure employees of MACH have an
opportunity to participate in VERA-VSIP.
Response: This is an incorrect statement MACH
surveyed their employees three weeks ago, and has sent messages out this week
in regards to those individuals who are considering accepted VERA-VSIP.
Status: Completed (Civilian Focus Group 1st
Qtr FY06).
Issue 6: Accessibility to commonly Used OTC (Over the Counter)
Medication
Patrons are clogging lines
at the hospital pharmacy to pick up commonly used OTC medication.
Recommendation:
Have OTC
medications, which are now available at MACH, also available the refill
pharmacy at the PX.
Response:
MACH Self-Care OTC medication program is defined as
one that includes the participation of a non-physician health care provider or
screeners to access a patient’s symptoms.
The provider or screener then authorizes dispensing selected
over-the-counter (OTC) medications to the patient based on symptoms or refer
the patient for more definitive care.
The intent of the program is to provide patients who
have minor, self treatable symptoms (minor cough, cold, simple diarrhea,
athlete’s foot, etc) an alternative to seeing a Health Care Provider. The program is not a “hand out” program, and
is not intended to stock patient’s home medicine cabinets.
In order to continue supporting the Self-Care OTC
medication program safely and efficiently, the dispensing of the OTC
medications must be done only at the main pharmacy. At this location we have more screeners and
providers in which to authorize the dispensing of OTC medications. Therefore, we will be providing a more safe
and effective program to our patients.
The PX Pharmacy location is very limited with the appropriate number of
screeners and providers to safely and efficiently deliver this program. The PX main store offers a wide selection of
OTC medications at a reasonable cost for the same purpose.
Status: Completed (AFAP/2nd Qtr FY06)
Issue 7: Family Health Clinic – The nurses up front are very unprofessional. One nurse actually hung up on a customer she
was talking to on the phone. She was
incredibly rude and talked about how much she hated this job and that because
she was a “standby” nurse right now, that's was exactly what she was going to
do. As a former Staff Sergeant in the
Army for 7 years, I or anyone else shouldn’t have to listen to that.
Recommendation: Hire
better workers who are more thankful of the
great jobs they have. More classes and
education on how to show a little courtesy, maybe EO classes, more strict
discipline on repeat offenders. More
attention paid to previous complaints. I
know there was one other complaint aimed directly at the Family Health Clinic.
Response: We were short staffed which contributed to the tension among our front desk
clerks. We have hired two additional
clerks and continue to teach customer satisfaction to our staff. We encourage patients to file formal
complaints against these clerks so we can better assist with correcting the
problem.
Status: Completed (2nd QTR FY06)
Issue 8: Prescription pickup for Family Members of Uniformed Military
Personnel
Uniformed Military Personnel
are not allowed to pick up prescriptions for family members in the Uniformed
Service Member window. The Military
Member is therefore away from their duty station for a longer period of time.
Recommendation:
Allow Uniformed
Military Personnel the ability to pick up family member prescriptions in the
Uniformed Service Member line.
Response:
The intent of the B category priority window for Active
Duty service members (currently averaging 15 minute wait times) has been to
minimize the time away from mission requirements.
Fifty percent of our prescription volume is family
members and if we allow the processing of family members prescriptions along
with the Active Duty service member prescriptions, it would totally defeat the
purpose of having a priority category for Active Duty in uniform.
If the
prescription is a refill, it can be phoned in at 751-2250 or placed online at www.moncrief.amedd.army.mil and
picked up at the PX Pharmacy much more quickly.
As discuss in the
A: Discharge
patients, patients in “distress” (acutely sick or in obvious severe pain),
children under the age of 12, and patients with a communicable disease (e.g.
chicken pox).
B: Active Duty
in uniform (prescriptions for themselves), hospital and DENTAC staff (With ID
badges).
C: Composite
Health Care System entered prescriptions.
D: “Paper”
prescriptions
E: Refills
Finally, the spirit of the SOP is to prioritize
prescription dispensing in a manner that maximizes patient safety and
efficiency.
Status: Completed (AFAP/2nd Qtr FY06)
Issue 9: Insufficient Numbers of
Providers at the Family Health Clinic
Soldiers and Family Members
are unable to obtain timely appointments.
Appointments are not available for two to four weeks, resulting in
referrals to UCC where wait times are generally four to eight hours. This is a
waste of Soldiers and family members’ time and leads to insufficient health
care.
Recommendation:
Change the TDA to
enable additional hiring of family care providers to allow for more timely
appointments and to reduce the wait time in the clinic. In addition, when the timely appointment
cannot be made in the family health clinic, instead of a referral to UCC,
(which has already been identified as having an extended wait time for
treatment), allow appointments to be made directly to a local Doctor’s Care
Clinic.
Response:
There have been periods of time that we experienced a
shortage of providers in the Family Health Clinic due to loss of civilian
providers and shifting of other providers to cover the Urgent Care Clinic and
the Troop Medical Clinic. However, for
over three years we have had an agreement with Doctor’s Care in the Community
to appoint our TRICARE Prime enrollees and provide acute care for them when we
are internally unable to meet the 24 hour acute care access standard. Permanent Party TRICARE Prime enrolled Active
Duty Soldiers have occasionally been referred to the Urgent Care Clinic during
shortage of
MACH hired a civilian provider in April
06 for the Family Health Clinic to replace a provider who left. Plans are in progress to offer Urgent Care
Clinic appoints to any Permanent Party TRICARE Prime enrolled Active Duty
Soldier that we are unable to appoint in the Family Health Clinic within the 24
hour access standard for acute care. Routine care, such as physicals, pap
smears and chronic conditions are not considered acute and appointments for
these type problems will be made within the 28 day or 7 day access standard as
appropriate. Additionally, the clinic
is in the process of restructuring the provider templates to allow for additional
acute appointments. We have two hiring
actions in for two vacant Urgent Care Clinic positions. Once filled, our Family Health Clinic should
have sufficient staff for our enrolled population.
MACH has also improved the
TRICARE-On-Line web enabled appointing for primary care appointments. Daily, acute appointments are made available
at 1530 for the following day. All
appointment types are available by 0700 each morning. We encourage all prime enrollees with
computer access to utilize the TRICARE-On-Line system to make their primary
care appointments.
Status: Completed
(AFAP/2nd Qtr FY06)
Issue 10: Lengthy wait
incurred for initial prescription at pharmacy,
Recommendation:
1) Return to previous one-ups system for non-active duty. (Current system uses three queues: 1) active
duty, 2) in-house/MAH prescriptions, 3) off-post prescriptions). Review volume of prescriptions.
2) Allow retirees employed full-time to drop off prescription request and
pick-up the same before the close of business.
Response: MACH
representative discussed the issue of preferential treatment at the pharmacy
according to in-house prescriptions versus outside prescriptions. The Garrison Commander asked that the issue
be reviewed and recommended that a letter to all constituents groups be
published explaining the rationale backed up by regulatory guidance. Update.
In response to your inquiry regarding Categorization
of Prescriptions at
a. Discharge patients, patients in “distress”
(acutely sick or in obvious severe pain), children under the age of 12, and
patients with a communicable disease (e.g. chicken pox).
b. Active duty in uniform, hospital and DENTAC
staff (with ID badges)
c. CHCS entered prescriptions.
d. “Paper” prescriptions.
e. Refills
The spirit of the SOP is to prioritize prescription
dispensing in a manner that maximizes patient safety and Pharmacy
efficiency.
Status: Active (3rd QTR FY06)
Issue 11: Prescriptions are issued on different dates – it sure would be nice to be able to get multiple
prescriptions with expiration dates filled at the same time. It would especially be helpful for
non-Columbia retirees and family members.
Recommendation: Annually
allow all prescription dates to be reconciled to be issued on the same date.
Response: Federal law requires that prescriptions dates reflect the date in which
the medication is dispensed.
In order for
your prescription dates to coincide, along with your new prescription, your
provider must renew all of your existing medications.
Status: Completed (4th Qtr FY06)
Issue 12: The medical facility on
Recommendation: Upgrade
hospital and staff to better accommodate the needs of all Soldiers.
Response:
Status: Active
(4th Qtr FY06)
Issue 13: The MACH appt line does not have appointments 30 days out. With TDY’s, leave and breaks in training cycles,
Soldiers try to schedule routine or follow u medical appointments out so that
they can fit it in their schedule. MACH
does not keep books 30 days out and this makes it difficult for Soldiers to
plan.
Recommendation: Appointment books should be open 30 days out
at all times. Whatever the time frame,
the information should be published so Soldiers know exactly how far in advance
they need to call to schedule their appointments at a time that is convenient
for them.
Response: The goal for MACH is to have all provider
schedules out 30 days in advance, and this will increase to 45 days in advance
starting on 1 Oct 06. The good news is that by 1 Oct we anticipate having
all providers’ schedules available well in advance. Unfortunately MACH
has experienced a severe provider shortage this summer due to multiple
unforeseen circumstances, medical leave, civilian providers departing, PCS
under lap and a significant increase in the number of Initial Entry Training
Soldiers. Providers from our Family Health Clinic were utilized in the
Troop Medical Clinic and the Urgent Care Clinic in order to provide these
mission essential services to our IETs, preventing long range primary care
schedules being available.
Status: Active
(4th Qtr FY06)
Issue 14: The MACH appt line gives you the option to leave your name
and number to hold your place in the queue.
Unfortunately, the system doesn’t work and most do not get a return
call. The last time I had a problem,
even the appt clerk said that the system doesn’t work and it never has. Soldiers and family members expect it to work
and this has left Soldiers with illness, injury or sick children and no return
phone call. By the time they realize it
doesn’t work and call back, the appointments are gone. Then they either sit in UCC or don’t get
medical care they need and neither is a viable option.
Recommendation: Get rid
of the system that allows you to leave a number until it can be replaced with a
reliable program.
Response: The vast majority of calls are returned to the caller without a
problem. However, some calls are not returned because the caller does not
provide the correct phone number or they begin their phone number with 1 and
then the area code. The correct system does not allow for more than ten
digits to be placed in the system.
MACH has
recently acquired digital phone cards that will replace our current analog
cards. This should bring an immediate benefit to the quality and
integrity of calls. MACH is continually looking to improve the quality of
service provided to our beneficiaries. The latest project is to try to
identify the most beneficial system to run the appointment call-in lines,
commonly called an Automated Call Distribution System (ACD) system. This
has met with great results at Army medical centers. Their drop-call rates
have reduced to nearly zero percent. Also, for those who are enrolled in
TRICARE Prime, utilizing www.TRICAREonline.com
to make their appointment with their primary care manager is a viable option
that would reduce the call volume into the 751-CARE line and the wait time in
the queue.
MACH will be
writing an article for the
Status: Active
(4th Qtr FY06)
Issue 1:
Due to the lack of this
information,
Recommendation:
Place a
reoccurring page in The Leader consisting of customer service providers’
hours of operation and phone numbers whose offices are open beyond 1600.
Response:
Leader staff is preparing a monthly “cutout” that
will cover key service/provider phone numbers and hours of operation. Scheduled for initial publication in The
Leader on May 4th and every month thereafter..
Status: Completed (AFAP/2nd Qtr FY06)
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