Presentation on theme: "The History of BOSS SGM Abbott Mr. John Lavender"— Presentation transcript:
1 The History of BOSS SGM Abbott Mr. John Lavender IMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army
2 Better Opportunity for Single Soldiers What is BOSS?“With all the emphasis on family programs, have we overlooked the Single Soldier?”SMA Julius GatesBetter Opportunity for Single SoldiersA command driven MWR Program designed to address the needs of Single Soldiers.Governed by AR and DA Circular
3 Program HistoryBy the late 1980s, CFSC (now FMWRC) and Army leaders recognized that single Soldiers — more than 30 percent of America's Army — have quality of life needs unique to the age group.In 1989, the Army initiated the Better Opportunities for Single Soldiers (BOSS) program as a communication vehicle linking Soldiers, FMWR staff, and the chain of command.BOSS program expanded in 1991 to include more aspects of a Soldier’s life. Today, BOSS programs are in place at all Army installations with a single Soldier population larger than 50. It targets young adults 18-25, including unaccompanied Soldiers (stationed overseas) and single parents.BOSS representatives serve on installation councils, such as the Army and Air Force Exchange Service, commissary, barracks, and FMWR. BOSS gives Single Soldiers a voice in how they live, how they recreate, and how they can affect the everyday circumstances of their lives in the Army.
4 BOSS Objectives“The BOSS program is intended to enhance command authority, prerogative, and responsibility in maintaining standards in good conduct, good order, and discipline, not to dilute it.” - DA CircularBOSS grows leaders – Soldiers are given the opportunity to lead and succeedIncreases retention among first term SoldiersBOSS is a team effort, Soldiers are mentored by Leaders, all facilitated through MWR
5 BOSS Significant Events Timeline National Defense Authorization Act for Fiscal Year 2010 requires implementation of First Sergeant Barracks InitiativeJun 09NO COMMUNICATIONSMA Kidd privately replies to BG Meyer and does not support policy enforcement or giving single Soldiers authority over commandersFeb 95CFSC, BG Meyer requests SMA Kidd’s support in a proposed action memorandum consolidating “Single Soldier Initiatives” and BOSSJan 95CINCUSEUR, Gen. Maddox is the first command to implement a Single Soldier Quality of Life Policy for a one (1) year termApr 94SMA Kidd sends a memorandum regarding the MACOM Army Family Action Plan conference planning and suggests inclusion of single SoldiersJun 93Jun 92CSA, Gen. Sullivan directs all MACOM commands to incorporate single Soldiers into their policies and Soldier Issue Forums; MACOM versions of modern AFAPUNCLEARROLESDCSPER (DA-G1) is tasked with the responsibility of incorporating single Soldiers initiatives into policy and identifies the Army Community and Family Support Center as the POC for BOSSApr 91Jun 90CSA, Gen. Vuono publicly endorses BOSS and directs BOSS to be “expanded” into every aspect of single Soldiers’ livesJan 89SMA Gates publicly endorses the BOSS initiative and requests support from the Chief of Staff1987Single Soldier Initiatives and quality of life are discussed at the Army Community Of Excellence conference; the Army’s older version of AFAP.
6 12 Month Calendar Mr. Casey Hudson Mr. John Lavender Mr. Joe Cavanagh Mr. Brian ChambersMs. Michelle McQuearySGT HughesIMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army
7 Creating Yearly Calendar of Events Events Calendar is your road map to success!Fiscal Year 1 Oct – 30 SepMonth by Month ApproachPrepare a basic budget for each event during the yearPlan to generate income early in the yearPlan to spend income late in the yearPoorly planned events, o those planned last, minute quickly reveal themselves
8 Compile Historical Data FinancialMonthly Income StatementsDaily Activity ReportsDepositsASK your MWR Advisor for these reports
9 Compile Historical Data Non-Financial- After Action Reports - Command Changes- Marketing Plan - Competition- Membership Numbers - Popular Trends- Customer Feedback - Regulation ChangesRefer to Chase’s Calendar of EventsAAR are VERY importGet next year’s list of Soldier training HolidaysGet unit exercise schedules-expect these to change when you plan, build alternate dates or events into your plan
10 Apply Trend AnalysisDid you make your budget last year?What months/programs did well?What were the causes of good/poor performance?Membership/patronage up/down?Command SupportDate/Time of Events
11 Factors Impacting Future Operations INTERNALFluctuation in- Spendable income- Army policy- Strength changes- Command change- Funding cuts- Budget guidelinesEXTERNAL- Program trends- Economy- Laws- Currency changes- Weather- Local competitionCan partner with another organization on-or off post? Examples: FMWR, Red Cross , ACS,CYS-
12 Apply Appropriate Methods Of Forecasting By event/programProject participationProject Income - Price x Patrons = incomeProject ExpensesBreak even point Plug in the NumbersPlug in the Numbers
13 Review The “Big” Picture Do the numbers appear to be reasonable?Is your data reliable?Are your assumptions reasonable?Can you support forecasted numbers?Have you met the Commanders or CSM intent
14 Event Planning Mr. Brian Chambers Ms. Michelle McQueary SGT Hughes IMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army
15 Learn how to create, formalize, plan, conduct, and critique an event. ObjectivesLearn how to create, formalize, plan, conduct, and critique an event.
16 Creating Event SELECTING ACTIVITIES: Who’s your Targeted Audience -Single Soldiers-Local Community-???Brainstorm (‘Listening’ is key)What type of activity would BOSS like offer?Centered around Seasons and/or Holidays?Centered around Sporting/Gaming Events?-Generating ideas (surveys, BOSS meetings, social media, APPs, CHASE calendar)
17 Formalize Event Selecting Event Answering the 5 “Ws” -Who (BOSS POC, target audience)-What (Name Event)-When (Date/Time)-Where (Be specific)-Why (Special Occasion or Just Because)DON’T FORGET TO CHECK:-Installation Master calendar-Training calendar-FMWR calendar-Any other locally specific calendar
18 Plan Event Identifying Requirements -Staffing (volunteers, paid staff) -Itinerary (when/where are things happening)-Establishing timelines for who’s doing what/when)-Logistical Support (DPW, MPs, Safety, $$s, etc)-Venue Layout (parking, PPs, trash)-Set up/tear down-DON’T FORGET CONTINGENCIES (PLAN B)Getting the word out-Marketing/PAO (local paper)-Social Media-BOSS Representatives-MWR Advisor (all activities)-Leadership (staff calls, All Hands)
19 Conducting Event Showing up at established times Ensure your staff have what they needEmpty trash cans/Check port-a-pottiesKeep events moving alongTear Down (Thank Everyone)DON’T FORGET TO HAVE FUN!!!
20 Critiquing Event After Action Review What worked/What didn’t work? Why?Every comment is feedback that can be used!Financials
22 Department of the Army - IMCOM – BOSS 2025 "Our mission is to synchronize, integrate, and deliver installation services and sustain facilities in support of Senior Commanders in order to enable a ready and resilient Army.”
23 AgendaDA 2025IMCOM 2025BOSS TodayHarmful BOSS perceptionsTransition to BOSS 2025BOSS 2025 Lines of EffortPotential Impact of BOSS 2025DA BOSS DirectivesBOSS Meeting Minute ToolSingle Soldier Board of DirectorsThe “Voice” of the single SoldierThe way ahead for BOSS… how we get thereFY13/14 MilestonesThe Impact
26 BOSS Today Background Issues Where are we and who do we serve FY14 End-stateAvg. single Soldier age/rank = 18 – 25/E1-E451% of the Total Army pop. and 24% of all DoDMales – 83% Females – 17%BOSS Councils operate on:74 Garrisons; in18 countries; 1,982 BNsResponsible for 305,274 single Soldiers QOLAnnual Cost to DA: $1.4M w/Manpower: $5.5MProper representation of single Soldiers+ R2C Programs & Engaged Leadership =A Ready and Resilient single Soldier Population conducive to mitigating its own inherent riskBackground IssuesThe BOSS program was established in 1989 as an Army effort to improve the Quality of Life (QOL) of our single Soldiers. In 1991, BOSS was expanded to include a formalized process for Single Soldiers to voice their QOL issues to unit leadership.In Jan 2009, HQDA approved the Concept Plan for 48 permanent E5 BOSS President Positions, which supported only 48 out of 75 Garrisons. These identified requirements were not supported with authorizations, and thus were sourced through the use of BMM. This has created the current dichotomy between Single Soldiers QOL and Army leadership program expectations.The BOSS program is an invaluable “Commander tool” to address Soldier QOL issues, as well as, when utilized correctly, potentially prevent or mitigate aberrant behavioral issues in our Army. In order to support and promote the BOSS program, Army leadership requests the permanent authorization of BOSS positions.
27 Harmful BOSS perceptions Lack of continuity of Installation BOSS Representatives- Perception amongst single Soldiers is that the Army Leadership is not “committed” to BOSSAbsence of a clear vision, purpose, and role for BOSS Training- Current BOSS training not focused on BOSS or Leader needsDistance between single Soldiers’ needs and Leaders’ expectations- BOSS Programs at all levels lack synergy and transparencyDistance between Mission acceptance and Garrison requirements- Mission leaders have moved away from engagement in single Soldier activities- Mission leaders are unwilling to commit single Soldiers to attend BOSS activities- Mission leaders have a sense of disassociation with BOSS due to a perception of having “No added value”- Garrison leaders are unable to meet requirements due to Mission leader assumptions of BOSS
28 Visibility was Minimal and Distant Transition to BOSS 2025Old Program Oversight – Standards - RequirementsVisibility was Minimal and DistantNew BOSS ProgramOversight – Standards – Measured ImpactsConsolidation and assessment of BOSS efforts force a focused attention on single Soldier Issues and Initiatives by magnifying deficiencies, defining measurable and accurate metrics, and committing to consistent enterprise communications.
29 BOSS 2025 Lines of EffortThrough BETTER EDUCATION and LIFE SKILL TRAINING the BOSS Program supports the Force development of a Ready and Resilient Army affecting the ARFORGEN ModelThrough ADVENTURES and OPPORTUNITIES FOR RECREATION the BOSS Program utilizes essential installation services and assists in development of sustainable installationsBy leveraging partnerships on and off the installation we can ensure SAFETY OF THE FORCE therefore reinforcing the necessity for Senior Leader engagementThrough the process of assessment we will transform the BOSS Program and develop Enterprise SUSTAINMENT systems to continue the COMMUNITY SERVICE AND VOLUNTEERING mission of BOSSBOSS Helping to build a Ready and Resilient Force
30 Potential Impact of BOSS 2025 ACTS OF SOLDIER INDISCIPLINEHIGH RISK BEHAVIORSSUICIDES & SUICIDE IDEALIZATIONNEGATIVE INFLUENCESABERRANT BEHAVIORSDRUG & ALCOHOL ABUSEBUILT ON THE ARMY VALUES TO ENABLE THE SINGLE SOLDIER FORCE THROUGH FOUR CHANNELS SUPPORTING SINGLE SOLDIER QUALITY OF LIFE; WHILE READY AND RESILIENT PROGRAMS PROTECT SINGLE SOLDIERS AND THE ARMY FROM NEGATIVE OUTSIDE INFLUENCESALLARMY PROGRAMSFOCUSED ON GENERATINGA READY AND RESILIENT FORCEDept of the Army Campaign PlanSenior Leadership Priorities & MissionSINGLE SOLDIER QUALITY OF LIFEOPPORTUNITIES: RECREATION AND LEISUREPERSONAL/PROFESSIONALBETTER EDUCATION:LIFE SKILL TRAININGSUSTAIN AND ENHANCE: COMMUNITY SERVICE AND VOLUNTEER PROGRAMSCHANGING BEHAVIORS THROUGH ACTIONS AND TRAINING ENFORCEMENTSAFETY:LOYALTY – DUTY – RESPECT – SELFLESS SERVICE – HONOR – INTEGRITY – PERSONAL COURAGE
31 DA BOSS Directives Army single Soldier Resource Guide: Product is packaged pending small editions and prepared for internal reviewProduct will be staffed through IMCOM-HQ to ACISM and HQDA-G1Product will then be review as action item for the Single Soldier BODAdditional upcoming published guidance:Approved RAR to will include BOSS as chapter 5 section 16 will read as below:“The Department of the Army Better Opportunities for Single Soldiers (BOSS) Program provides the programming, environment, and opportunities for leaders to affect the Single Soldier wellbeing, safety, education, recreation, and overall Quality of Life. Leaders at all levels must understand that although local BOSS Programs are responsible for identifying, assisting and resolving Quality of Life issues, it is the commander and leadership, who are responsible for ensuring that a viable BOSS Program is established, managed and supported at their level of command. Commanders are the responsible party for maintaining visibility within the barracks. Command engagement, management, and monitoring of their Single Soldiers Program is an associated task and responsibility of peers and leaders alike. Command engagement in the BOSS Program, Quality of Life issues and Single Soldier initiatives, coupled with peer and leader engagement allows the Army to provide a Quality of Life commensurate with the Single Soldier’s service.It is paramount that commanders and leaders at every level of command realize that their support of the BOSS Program indirectly promotes positive behavior while deterring aberrant activities amongst the Single Soldier population. Regardless of geographic location or status, the BOSS Program is directly linked to Family Morale, Welfare and Recreation (FMWR) services for fiscal management. FMWR provides aid and support to programs for recreation, leisure and opportunities for community service through on and off-installation partnerships. Commanders and leaders at all levels will support and enable BOSS Programs and Command identified BOSS Soldier Representatives to identify, submit, monitor, propose and facilitate all Single Soldier Issues and Initiatives throughout the enterprise by utilizing the BOSS Program as part of the Army Family Action Plan (AFAP) –process.”
32 BOSS Meeting Minute Tool 74 USAGs are required to document BOSS council meeting minutes NLT 72hrs after each meetingInstallation Meeting Minute Tool(all 74 installations utilize a filable PDF to record meeting minutes)Once a BOSS council inputs the information it is generated into a memorandum PDF with the required electronic signature blocks (example below)
33 Single Soldier Board of Directors DRAFTSingle Soldier Board of DirectorsPurpose:Policy DevelopmentMetrics Development - Tracking guidance (RecTrac/ACRRO)Training DevelopmentStandardize Business Practices throughout the enterpriseTrain and disseminate information to the Enterprise via VTC, MTT, and resident trainingSuggested Frequency:Monthly – Sub-working Group members meetQuarterly – Brief to G9; IMCOM-HQ COS; DCGAnnual/Semi-Annual – Brief to IMCOM-HQ Command Team, HQDA + Annual Info paper on single Soldier QOL statusAttendees will consist of:Voting Members:Nine (9) Junior NCOs – DA BOSS Rep, BOSS President x 8Nine (9) Senior Army Leaders – G9 SGM, Senior Enlisted Advisors x 8 (4 Region CSMs; 4 Garrison and Mission CSMs)Nine (9) Army Civilians – DA BOSS Program Manager, MWR Advisors x 8Subject Matter Expert Panel: (non-voting)Region staff & personnel, Marketing, AAFES, DeCA, Chaplain, other personnel requested by charter members of working GroupSub-groups:External Asset Review Board – TBD by working group membersInternal Asset Assessment Board – TBD by working group membersStrategic Planning Board – TBD by working group membersSingle Soldier Board of Directors – StructureTimelineInstallation Management Command Headquarters G9 Family, Morale, and Welfare Programs Single Soldier Working Group is a direct reporting committee to the FMWR (G9) DirectorInaugural SSBoD meeting/VTC and charter signing – SEP14Single Soldier Board of DirectorsNotification and confirmation of board members - SEP14Senior Enlisted MembersJunior NCOMembersCivilian Army MembersVOTING MEMBERS OF SINGLE SOLDIER BODBoard member selections - SEP14DRAFTSubject Matter Expert Panels
34 SERGEANT MAJOR OF THE ARMY The “Voice” of the single SoldierSERGEANT MAJOR OF THE ARMYSingle Soldier Resiliency Executive DirectorateIMCOM – HQ CSMSingle Soldier Working GroupG9 SGMFamily & MWR ProgramsBOSS PROGRAM MANAGERDEPT OF THE ARMY BOSS REPUNIT - BOSS REPSGARRISON BOSSGARRISONSSREC-GGCSMFMWR REPBOSS PresBOSS CouncilSCSM/GCSMBOSS Programsat the:DIVISION /BRIGADEBATTALION / COMPANYLEVELSIssues that cannot be resolvedat the Regionlevel are sent tothe IMCOM-HQlevel for actionAnd preparationBe briefed at theDept of Army levelIssues are worked from the lowest level up. Unresolved issues are sent to the Garrison level councilIssues that can not be resolved at the Garrison level are sent to the Region level for actionResource / GuidanceDirect Two Way CommunicationInformation onlyREGIONGARRISONSCSM/RCSMFMWR REPBOSS Rep
35 The way ahead for BOSS… how we get there Assessment: Leader surveys for BOSS Presidents, MWR Advisors, Garrison and Mission CSM, quarterly enterprise analysis2. Establish the Campaign plan and courses of action: A new way of thinking and established standard tools for use throughout the enterprise3. Top down Training: Implement BOSS Leadership training plan to properly provide and standardize President on-boarding assistance and information about the processes necessary to operate a BOSS Program4. Be the single Soldiers Voice: Garrison BOSS Councils, DA and single Soldier Enterprise responses, constant consistent communication5. Analysis and control mechanisms: Real Metrics, Meeting Minutes Tool, Event publisher, ACCRO Revamp, require baseline standards to be ACCURATE!6. BOSS Tool box: Mobile and Static tools to allow direct feed of data, events and issues of Garrison level BOSS Programs to achieve transparency through the enterprise
36 FY13/14 Milestones Where are we now? Oct 14 Sep 14 Sep 14 Amplify Resiliency of single Soldiers by increasing participation in BOSS. Growing the readiness posture of the Army population by generating a highly trained single Soldier population through life skill education and training.- Currently there are 74 BOSS Programs (5 operating on Joint Base)- Army-led garrison BOSS Programs are aligned under 4 Regions (Europe – 16; Pacific – 16; Central – 17 ; Atlantic – 20)- In FY13, BOSS Volunteers accumulated 130,781 volunteer hours from 16K+ volunteers ultimately generating a cost avoidance of over $2.6M in civ-pay labor hours (validated through ACRRO)CONUS BOSS Training will focus on:Updated BOSS policy and practicesR2C, Soldier for Life, Army 2025 and MRTSingle Soldier Metrics and trackingAccountability standardsBOSS Leadership TrainingQuality of Life EXSUM for DA LeadershipOct 14EUR/PAC Region BOSS Trainings (33 Garrisons)Begin staffing process to publish BOSS Resource GuideSep 14Sep 14Stand-up Single Soldier Board of DirectorsAug 14CONUS Regions BOSS Training (41 Garrisons)Aug 14Roll-out of new directive and tools (Meeting Minute Tool/Event Publisher)Aug 14BOSS Dashboard completeOct 13BOSS CONOP and FAQ integrated into the Ready and Resilient Army CampaignJune 13ICW IMCOM G8 requested 80 BOSS Soldier Presidents authorizations IAW TAA16-20 Guidance for Additional Military Resources (Request denied)Mar 13Approved change to AR Chap 5 Section 16 (action with HQDA G1)Jan 13Begin the processes of assessment; identify the vulnerabilities in the system(s) and develop courses of action for BOSS from an enterprise level
37 The ImpactBy engaging the single Soldiers and allowing them to communicate with Army leadership, the BOSS Program becomes the glue that unites a single Soldier to his or her leadership. Throughout the phases of their Army career when single Soldiers are given opportunities to learn life skills, receive training, and are ensured a genuine quality of life, and they become the vehicle for the BOSS Program to reach every single Soldier, facilitating the achievement of the Army focus on generating a ready and resilient Army.
38 Meeting Minute Tool Supplemental Funding Request Tool Event Publisher Tool IMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army
39 Meeting Minute Tool Installation Meeting Minute Tool Once a BOSS council inputs the information it is generated into a memorandum PDF with the required electronic signature blocks (example below)Installation Meeting Minute Tool(all 74 installations utilize a filable PDF to record meeting minutes)
40 Supplemental Funding Request Tool Once a BOSS council inputs the information it is generated into a PDF with the required electronic signature blocks (example below)
41 Ensure that you fill out each area of the form. Pictures are optional. Event Publisher ToolEnsure that you fill out each area of the form. Pictures are optional.Why is accurate information required?
42 Allocation of Resources Specific to BOSS Budgeting for BOSSAllocation of Resources Specific to BOSSIMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army
43 Objectives Standard NAFI Number (SNN) Refresher Distinguish Program, Location, Department CodesRecognize typical General Ledger Accounting Codes (GLACs)FY15 NAF AOB SOP and SubmissionDo’s and Don’tsQuestionsA Budget is nothing more than a written plan
44 Standard NAFI Number (SNN) A Budget is nothing more than a written plan
45 BOSS Program Code Program Code QD = BOSS Category A (CAT A), mission-sustaining activity.FMWR CAT A Recreation Programs are expected to achieve a breakeven NIBD in the aggregate.Remember, Location Codes are set by your local NAF Support/Financial Management.Poorly planned events, o those planned last, minute quickly reveal themselves
46 BOSS Department CodesASK your MWR Advisor for these reports
47 General Ledge Accounting Codes (GLACs) Refer to Chase’s Calendar of EventsAAR are VERY importGet next year’s list of Soldier training HolidaysGet unit exercise schedules-expect these to change when you plan, build alternate dates or events into your plan
49 BOSS NAF AOBThe BOSS Committee will prepare an annual BOSS Program budget (AOB) IAW the annual IMCOM G9 SOP, Region and Garrison guidance.The FMWR Advisor will assist the Committee in preparing the BOSS AOB.Development of the budget should reflect input provided by the Installation Committee and the Soldiers that they represent.When preparing the BOSS AOB for the next FY, consideration should be given to revenue generation during the current year.A Budget is nothing more than a written plan
50 Do’s and Don’tsRely on your FMWR advisor to answer questions, mentor/coach or refer you to other resources.Utilize the expertise in your FMWR Financial Management Office.Utilize the capability of your FMWR Marketing Office.Practice Recreation Delivery System (RDS)RDS = PARTNERSHIPSCommunicate early, often among Soldiers, Command, FMWR, and your Community.Reach out to other BOSS Programs, your Region, and IMCOM G9 for best practices!Blah, blah, blahThe BOSS president should make an appointment with your financial office and sit down and ask them to teach you.Can partner with another organization on-or off post? Examples: FMWR, Red Cross , ACS,CYS-