The History of BOSS SGM Abbott Mr. John Lavender

1. IMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army The History of BOSS SGM Abbott Mr. John Lavender

2. What is BOSS? “With all the emphasis on family programs, have we overlooked the Single Soldier?” SMA Julius Gates Better Opportunity for Single Soldiers A command driven MWR Program designed to address the needs of Single Soldiers. Governed by AR 215-1 and DA Circular 608-06-01

3. Program History • By the late 1980s, CFSC (now FMWRC) and Army leaders recognized that single Soldiers — more than 30 percent of America's Army — have quality of life needs unique to the 20-29 age group. • In 1989, the Army initiated the Better Opportunities for Single Soldiers (BOSS) program as a communication vehicle linking Soldiers, FMWR staff, and the chain of command. • BOSS program expanded in 1991 to include more aspects of a Soldier’s life. Today, BOSS programs are in place at all Army installations with a single Soldier population larger than 50. It targets young adults 18-25, including unaccompanied Soldiers (stationed overseas) and single parents. • BOSS representatives serve on installation councils, such as the Army and Air Force Exchange Service, commissary, barracks, and FMWR. BOSS gives Single Soldiers a voice in how they live, how they recreate, and how they can affect the everyday circumstances of their lives in the Army.

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 Circular 608-06-01 • BOSS grows leaders – Soldiers are given the opportunity to lead and succeed • Increases retention among first term Soldiers • BOSS is a team effort, Soldiers are mentored by Leaders, all facilitated through MWR

5. BOSS Significant Events Timeline National Defense Authorization Act for Fiscal Year 2010 requires implementation of First Sergeant Barracks Initiative Jun 09 NO COMMUNICATION SMA Kidd privately replies to BG Meyer and does not support policy enforcement or giving single Soldiers authority over commanders Feb 95 CFSC, BG Meyer requests SMA Kidd’s support in a proposed action memorandum consolidating “Single Soldier Initiatives” and BOSS Jan 95 CINCUSEUR, Gen. Maddox is the first command to implement a Single Soldier Quality of Life Policy for a one (1) year term Apr 94 SMA Kidd sends a memorandum regarding the MACOM Army Family Action Plan conference planning and suggests inclusion of single Soldiers Jun 93 Jun 92 CSA, Gen. Sullivan directs all MACOM commands to incorporate single Soldiers into their policies and Soldier Issue Forums; MACOM versions of modern AFAP DCSPER (DA-G1) is tasked with the responsibility of incorporating single Soldiers initiatives into policy and identifies the Army Community and Family Support Center as the POC for BOSS UNCLEAR ROLES Apr 91 Jun 90 CSA, Gen. Vuono publicly endorses BOSS and directs BOSS to be “expanded” into every aspect of single Soldiers’ lives Jan 89 SMA Gates publicly endorses the BOSS initiative and requests support from the Chief of Staff Single Soldier Initiatives and quality of life are discussed at the Army Community Of Excellence conference; the Army’s older version of AFAP. 1987

6. 12 Month Calendar Mr. Casey Hudson Mr. John Lavender Mr. Joe Cavanagh Mr. Brian Chambers Ms. Michelle McQueary SGT Hughes IMCOM delivers and integrates base support to enable readiness for a 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 Sep Month by Month Approach Prepare a basic budget for each event during the year Plan to generate income early in the year Plan to spend income late in the year

8. Compile Historical Data • Financial • Monthly Income Statements • Daily Activity Reports • Deposits

9. Compile Historical Data Non-Financial - After Action Reports - Command Changes - Marketing Plan - Competition - Membership Numbers - Popular Trends - Customer Feedback - Regulation Changes

10. Apply Trend Analysis Did you make your budget last year? What months/programs did well? What were the causes of good/poor performance? Membership/patronage up/down? Command Support Date/Time of Events

11. Factors Impacting Future Operations INTERNAL Fluctuation in - Spendable income - Army policy - Strength changes - Command change - Funding cuts - Budget guidelines EXTERNAL - Program trends - Economy - Laws - Currency changes - Weather - Local competition

12. Apply Appropriate Methods Of Forecasting By event/program Project participation Project Income - Price x Patrons = income Project Expenses Break even point Plug in the Numbers Plug in the Numbers

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?

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. Objectives

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 need • Empty trash cans/Check port-a-potties • Keep events moving along • Tear 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

21. Questions

22. "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.” Department of the Army - IMCOM – BOSS 2025

23. Agenda • DA 2025 • IMCOM 2025 • BOSS Today • Harmful BOSS perceptions • Transition to BOSS 2025 • BOSS 2025 Lines of Effort • Potential Impact of BOSS 2025 • DA BOSS Directives • BOSS Meeting Minute Tool • Single Soldier Board of Directors • The “Voice” of the single Soldier • The way ahead for BOSS… how we get there • FY13/14 Milestones • The Impact

24. Department of the Army 2025

26. BOSS Today Where are we and who do we serve FY14 End-state Avg. single Soldier age/rank = 18 – 25/E1-E4 51% of the Total Army pop. and 24% of all DoD Males – 83% Females – 17% BOSS Councils operate on: 74 Garrisons; in18 countries; 1,982 BNs Responsible for 305,274 single Soldiers QOL Annual Cost to DA: $1.4M w/Manpower: $5.5M Proper representation of single Soldiers + R2C Programs & Engaged Leadership = A Ready and Resilient single Soldier Population conducive to mitigating its own inherent risk Background Issues • The BOSS program was established in 1989 as an Army effort to improve the Quality of Life (QOL) of our single Soldiers. In 1991, BOSS was expanded to include a formalized process for Single Soldiers to voice their QOL issues to unit leadership. • In Jan 2009, HQDA approved the Concept Plan for 48 permanent E5 BOSS President Positions, which supported only 48 out of 75 Garrisons. These identified requirements were not supported with authorizations, and thus were sourced through the use of BMM. This has created the current dichotomy between Single Soldiers QOL and Army leadership program expectations. • The BOSS program is an invaluable “Commander tool” to address Soldier QOL issues, as well as, when utilized correctly, potentially prevent or mitigate aberrant behavioral issues in our Army. In order to support and promote the BOSS program, Army leadership requests the permanent authorization of BOSS positions.

27. Harmful BOSS perceptions • Lack of continuity of InstallationBOSS Representatives • - Perception amongst single Soldiers is that the Army Leadership is not “committed” to BOSS • Absence of a clear vision, purpose, and role for BOSS Training • - Current BOSS training not focused on BOSS or Leader needs • Distance between single Soldiers’ needs and Leaders’ expectations • - BOSS Programs at all levels lack synergy and transparency • Distance between Mission acceptance and Garrison requirements • - Mission leaders have moved away from engagement in single Soldier activities • - Mission leaders are unwilling to commit single Soldiers to attend BOSS activities • - Mission leaders have a sense of disassociation with BOSS due to a perception of having “No added value” • - Garrison leaders are unable to meet requirements due to Mission leader assumptions of BOSS

28. Transition to BOSS 2025 Old Program Oversight – Standards - Requirements Visibility was Minimal and Distant New BOSS Program Oversight – Standards – Measured Impacts Consolidation and assessment of BOSS efforts force a focused attention on single Soldier Issues and Initiatives by magnifying deficiencies, defining measurable and accurate metrics, and committing to consistent enterprise communications.

29. BOSS 2025 Lines of Effort Through BETTER EDUCATION and LIFE SKILL TRAINING the BOSS Program supports the Force development of a Ready and Resilient Army affecting the ARFORGEN Model Through ADVENTURES and OPPORTUNITIES FOR RECREATION the BOSS Program utilizes essential installation services and assists in development of sustainable installations By leveraging partnerships on and off the installation we can ensure SAFETY OF THE FORCE therefore reinforcing the necessity for Senior Leader engagement Through the process of assessment we will transform the BOSS Program and develop Enterprise SUSTAINMENT systems to continue the COMMUNITY SERVICE AND VOLUNTEERING mission of BOSS BOSS Helping to build a Ready and Resilient Force

30. Potential Impact of BOSS 2025 ACTS OF SOLDIER INDISCIPLINE SUICIDES & SUICIDE IDEALIZATION NEGATIVE INFLUENCES HIGH RISK BEHAVIORS ABERRANT BEHAVIORS DRUG & ALCOHOL ABUSE BUILT ON THE ARMY VALUES TO ENABLE THE SINGLE SOLDIER FORCE THROUGH FOUR CHANNELS SUPPORTING SINGLE SOLDIER QUALITY OF LIFE; WHILE READY AND RESILIENT PROGRAMS PROTECT SINGLE SOLDIERS AND THE ARMY FROM NEGATIVE OUTSIDE INFLUENCES ALL ARMY PROGRAMS FOCUSED ON GENERATING A READY AND RESILIENT FORCE Dept of the Army Campaign Plan Senior Leadership Priorities & Mission SINGLE SOLDIER QUALITY OF LIFE OPPORTUNITIES: RECREATION AND LEISURE BETTER EDUCATION: PERSONAL/PROFESSIONAL LIFE SKILL TRAINING SUSTAIN AND ENHANCE: COMMUNITY SERVICE AND VOLUNTEER PROGRAMS SAFETY: CHANGING BEHAVIORS THROUGH ACTIONS AND TRAINING ENFORCEMENT 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 review • Product will be staffed through IMCOM-HQ to ACISM and HQDA-G1 • Product will then be review as action item 1.1.1 for the Single Soldier BOD • Additional upcoming published guidance: • Approved RAR to 600-20 will include BOSS as chapter 5 section 16 will read as below: • “The Department of the Army Better Opportunities for Single Soldiers (BOSS) Program provides the programming, environment, and opportunities for leaders to affect the Single Soldier wellbeing, safety, education, recreation, and overall Quality of Life. Leaders at all levels must understand that although local BOSS Programs are responsible for identifying, assisting and resolving Quality of Life issues, it is the commander and leadership, who are responsible for ensuring that a viable BOSS Program is established, managed and supported at their level of command. Commanders are the responsible party for maintaining visibility within the barracks. Command engagement, management, and monitoring of their Single Soldiers Program is an associated task and responsibility of peers and leaders alike. Command engagement in the BOSS Program, Quality of Life issues and Single Soldier initiatives, coupled with peer and leader engagement allows the Army to provide a Quality of Life commensurate with the Single Soldier’s service. • It is paramount that commanders and leaders at every level of command realize that their support of the BOSS Program indirectly promotes positive behavior while deterring aberrant activities amongst the Single Soldier population. Regardless of geographic location or status, the BOSS Program is directly linked to Family Morale, Welfare and Recreation (FMWR) services for fiscal management. FMWR provides aid and support to programs for recreation, leisure and opportunities for community service through on and off-installation partnerships. Commanders and leaders at all levels will support and enable BOSS Programs and Command identified BOSS Soldier Representatives to identify, submit, monitor, propose and facilitate all Single Soldier Issues and Initiatives throughout the enterprise by utilizing the BOSS Program as part of the Army Family Action Plan (AFAP) –process.”

32. BOSS Meeting Minute Tool • 74 USAGs are required to document BOSS council meeting minutes NLT 72hrs after each meeting Installation Meeting Minute Tool (all 74 installations utilize a filable PDF to record meeting minutes) Once a BOSS council inputs the information it is generated into a memorandum PDF with the required electronic signature blocks (example below)

33. DRAFT • Single Soldier Board of Directors Purpose: • Policy Development • Metrics Development - Tracking guidance (RecTrac/ACRRO) • Training Development • Standardize Business Practices throughout the enterprise • Train and disseminate information to the Enterprise via VTC, MTT, and resident training Suggested Frequency: • Monthly – Sub-working Groupmembers meet • Quarterly – Brief to G9; IMCOM-HQ COS; DCG • Annual/Semi-Annual – Brief to IMCOM-HQ Command Team, HQDA + Annual Info paper on single Soldier QOL status • Attendees will consist of: • Voting Members: • Nine (9) Junior NCOs – DA BOSS Rep, BOSS President x 8 • Nine (9) Senior Army Leaders – G9 SGM, Senior Enlisted Advisors x 8 (4 Region CSMs; 4 Garrison and Mission CSMs) • Nine (9) Army Civilians – DA BOSS Program Manager, MWR Advisors x 8 • Subject Matter Expert Panel: (non-voting) • Region staff & personnel, Marketing, AAFES, DeCA, Chaplain, other personnel requested by charter members of working Group • Sub-groups: • External Asset Review Board – TBD by working group members • Internal Asset Assessment Board – TBD by working group members • Strategic Planning Board – TBD by working group members Subject Matter Expert Panels Single Soldier Board of Directors – Structure Timeline Installation Management Command Headquarters G9 Family, Morale, and Welfare Programs Single Soldier Working Group is a direct reporting committee to the FMWR (G9) Director Inaugural SSBoD meeting/VTC and charter signing – SEP14 Senior Enlisted Members Junior NCO Members Civilian Army Members Single Soldier Board of Directors Notification and confirmation of board members - SEP14 VOTING MEMBERS OF SINGLE SOLDIER BOD Board member selections - SEP14 DRAFT

34. The “Voice” of the single Soldier Issues that can not be resolved at the Region level are sent to the IMCOM-HQ level for action And preparation Be briefed at the Dept of Army level SERGEANT MAJOR OF THE ARMY Single Soldier Resiliency Executive Directorate IMCOM – HQ CSM Single Soldier Working Group Information only G9 SGM Family & MWR Programs Resource / Guidance Direct Two Way Communication SCSM/GCSM GARRISON GARRISON GARRISON BOSS PROGRAM MANAGER DEPT OF THE ARMY BOSS REP REGION BOSS Programs at the: DIVISION /BRIGADE BATTALION / COMPANY LEVELS GCSM GCSM GCSM GARRISON BOSS Council SSREC-G SSREC-G SSREC-G FMWR REP BOSS Pres BOSS Pres BOSS Pres BOSS Pres FMWR REP FMWR REP FMWR REP SCSM/RCSM BOSS Rep FMWR REP Issues that can not be resolved at the Garrison level are sent to the Region level for action Issues are worked from the lowest level up. Unresolved issues are sent to the Garrison level council UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS UNIT - BOSS REPS GARRISON BOSS GARRISON BOSS GARRISON BOSS GARRISON BOSS UNIT - BOSS REPS UNIT - BOSS REPS

35. The way ahead for BOSS… how we get there Assessment: Leader surveys for BOSS Presidents, MWR Advisors, Garrison and Mission CSM, quarterly enterprise analysis 2. Establish the Campaign plan and courses of action: A new way of thinking and established standard tools for use throughout the enterprise 3. Top down Training: Implement BOSS Leadership training plan to properly provide and standardize President on-boarding assistance and information about the processes necessary to operate a BOSS Program 4. Be the single Soldiers Voice: Garrison BOSS Councils, DA and single Soldier Enterprise responses, constant consistent communication 5. Analysis and control mechanisms: Real Metrics, Meeting Minutes Tool, Event publisher, ACCRO Revamp, require baseline standards to be ACCURATE! 6. BOSS Tool box: Mobile and Static tools to allow direct feed of data, events and issues of Garrison level BOSS Programs to achieve transparency through the enterprise

36. FY13/14 Milestones Where are we now? Amplify Resiliency of single Soldiers by increasing participation in BOSS. Growing the readiness posture of the Army population by generating a highly trained single Soldier population through life skill education and training. • - Currently there are 74 BOSS Programs (5 operating on Joint Base) • - Army-led garrison BOSS Programs are aligned under 4 Regions (Europe – 16; Pacific – 16; Central – 17 ; Atlantic – 20) • - In FY13, BOSS Volunteers accumulated 130,781 volunteer hours from 16K+ volunteers ultimately generating a cost avoidance of over $2.6M in civ-pay labor hours (validated through ACRRO) • - 2014 CONUS BOSS Training will focus on: • Updated BOSS policy and practices • R2C, Soldier for Life, Army 2025 and MRT • Single Soldier Metrics and tracking • Accountability standards • BOSS Leadership Training • Quality of Life EXSUM for DA Leadership 25 - 28 Aug 14 Oct 14 EUR/PAC Region BOSS Trainings (33 Garrisons) CONUS Regions BOSS Training (41 Garrisons) Begin staffing process to publish BOSS Resource Guide Sep 14 Sep 14 Stand-up Single Soldier Board of Directors Oct 13 Aug 14 Aug 14 BOSS CONOP and FAQ integrated into the Ready and Resilient Army Campaign BOSS Dashboard complete Roll-out of new directive and tools (Meeting Minute Tool/Event Publisher) ICW IMCOM G8 requested 80 BOSS Soldier Presidents authorizations IAW TAA16-20 Guidance for Additional Military Resources (Request denied) June 13 Mar 13 Approved change to AR 600-20 Chap 5 Section 16 (action with HQDA G1) Begin the processes of assessment; identify the vulnerabilities in the system(s) and develop courses of action for BOSS from an enterprise level Jan 13

37. The Impact By engaging the single Soldiers and allowing them to communicate with Army leadership, the BOSS Program becomes the glue that unites a single Soldier to his or her leadership. Throughout the phases of their Army career when single Soldiers are given opportunities to learn life skills, receive training, and are ensured a genuine quality of life, and they become the vehicle for the BOSS Program to reach every single Soldier, facilitating the achievement of the Army focus on generating a ready and resilient Army.

38. IMCOM delivers and integrates base support to enable readiness for a self-reliant and globally-responsive All Volunteer Army Meeting Minute Tool Supplemental Funding Request Tool Event Publisher Tool

39. 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. Event Publisher Tool Ensure that you fill out each area of the form. Pictures are optional. Why is accurate information required?

42. Budgeting for BOSS Allocation of Resources Specific to BOSS IMCOM 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 Codes • Recognize typical General Ledger Accounting Codes (GLACs) • FY15 NAF AOB SOP and Submission • Do’s and Don’ts • Questions

44. Standard NAFI Number (SNN)

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.

46. BOSS Department Codes

47. General Ledge Accounting Codes (GLACs)

48. FY15 NAF AOB SOP http://www.armymwr.org

49. BOSS NAF AOB • The BOSS Committee will prepare an annual BOSS Program budget (AOB) IAW the annual IMCOM G9 SOP, Region and Garrison guidance. • The FMWR Advisor will assist the Committee in preparing the BOSS AOB. • Development of the budget should reflect input provided by the Installation Committee and the Soldiers that they represent. • When preparing the BOSS AOB for the next FY, consideration should be given to revenue generation during the current year.

50. Do’s and Don’ts • Rely on your FMWR advisor to answer questions, mentor/coach or refer you to other resources. • Utilize the expertise in your FMWR Financial Management Office. • Utilize the capability of your FMWR Marketing Office. • Practice Recreation Delivery System (RDS) • RDS = PARTNERSHIPS • Communicate early, often among Soldiers, Command, FMWR, and your Community. • Reach out to other BOSS Programs, your Region, and IMCOM G9 for best practices! • Blah, blah, blah • Blah, blah, blah • Blah, blah, blah