Marketing Plan 2014

Transcription

Marketing Plan 2014

MARINE CORPS COMMUNITY SERVICES
MARKETING PLAN 2014-2015
MARINE CORPS AIR GROUND COMBAT CENTER - TWENTYNINE PALMS, CA
Letter from Marketing Director ............................................... 5
MCCS Mission Statement & Vision ....................................... 7
Performance Measures ........................................................... 11
Marketing Research .................................................................21
Marketing Strategies ............................................................... 25
Business Trends ......................................................................... 32
Demographics .......................................................................... 35
Marine Corps-wide ........................................................... 36
MCAGCC Twentynine Palms .......................................... 48
MCCS Worldwide ............................................................ 56
Business Operations ................................................................ 59
Food & Hospitality .............................................................60
Retail Operations ............................................................... 68
Service Operations ........................................................... 73
Janitorial .............................................................................. 75
Marine & Family Programs .................................................... 77
Behavioral Health ..............................................................78
Family Care ........................................................................ 86
Marine Corps Family Team Building .............................. 91
Personal & Professional Development ............................ 97
Semper Fit .................................................................................105
Support Divisions .................................................................... 139
Administration ....................................................................140
Facilities Maintenance ..................................................... 140
MIS (Management Information Systems) ..........................140
Procurement & Contracting ............................................. 141
Finance ............................................................................... 142
MAC (Management Analysis & Control) .........................143
Personnel ............................................................................144
Marketing .................................................................................147
Internal Advertising & Promotion .................................... 152
Media & Design ................................................................153
Research & Analysis ......................................................... 159
Special Events ....................................................................161
Sponsorship & Advertising ...............................................162
Concluding Remarks ..................................................................162
INTRODUCTION
TABLE OF CONTENTS
3
INTRODUCTION
WELCOME
Welcome to Marine Corps Community Services Twentynine Palms’ 2014/2015 Marketing Plan. Our goal
is to provide an understanding of the products and services of MCCS, as well as introduce new marketing
opportunities. Throughout the past two years MCCS Twentynine Palms has been expanding across the
board. New events, new services and new promotional mediums brought a higher quality of life to those
aboard the Marine Corps Air Ground Combat Center (MCAGCC).
MCCS has the exclusive opportunity to offer products and services unique to the Combat Center. Our
focus is on quality, personalized customer service as we strive to accomplish the mission of coordinating
and promoting MCCS activities, services and programs in our effort to increase the quality of life for our
Marines, Sailors and their families.
Military life is filled with triumphs and achievements, but it also comes with a unique set of stressors. For
this reason, family services are one of our primary focuses at MCCS. Our Marine and Family Services
division strives to relieve some of that stress through family training, child development and critical
military-lifestyle preparation.
The health of the family is a key element in keeping Marines prepared for the mission at hand, including
fitness as an important factor in keeping our military men and women prepared for any endeavor. That’s
why MCCS provides fitness centers and programs for every member of our base community. MCCS
is continuing to expand its fitness offerings in an effort to keep our military and their families ready for
whatever may come their way.
Dining, shopping, family services, fitness opportunities…the services provided by MCCS are not merely
luxuries to our military community. They truly are necessities which allow our Marines and Sailors to take
care of their families while preparing for their next endeavor. We’re here to help provide peace of mind
so our military can have all the tools they need to get their job done well.
In these pages we hope to help you not only see what MCCS is, but what MCCS aims to be in the
future and the path we are taking to get there. Your potential involvement in this path promises to be an
enriching experience not only for you, but also for everyone aboard MCAGCC.
Kathryn Crank
Marketing Director, MCCS
5
MCCS DIVISIONS
YOUR PLAN FOR SUCCESS
MCCS welcomes you to our 2014/2015 Marketing Plan, your one-stop planning guide to all of this year’s upcoming
events and promotional activities. Inside you will discover useful tools to help you prepare and plan for the upcoming
year aboard the Marine Corps Air Ground Combat Center. Learn about business trends and challenges both aboard
our base and throughout the Marine Corps, discover MCCS marketing initiatives and unveil all that MCCS is doing for
our military families. Through our Marketing Plan, we hope to provide you with the knowledge and understanding that
will help make your connection to MCCS a success.
DIVISIONS
BUSINESS OPERATIONS
Food & Hospitality
Lodging
Restaurants
Retail
Home Store
Main Exchange
Marine Marts
Retail Security
Warehouse
Service Operations
Janitorial
MARINE AND FAMILY PROGRAMS
Family Care
Children, Youth & Teen Programs
Exceptional Family Member Program
SEMPER FIT
Sports/Athletics
Aerobic/Group Fitness
Gyms
Intramural and Youth Sports
Desert Winds Golf Course
Aquatics/Pools
Single Marine Program
Recreation
Auto Skills Center
Community Center
Lake Havasu Rentals
Outdoor Adventures/Stables
REC ITT: Information Tickets & Tours
Sandy Hills Bowling Center
Sunset Cinema
Wood Hobby Shop
ADMINISTRATION
Director
Facilities Maintenance
Family Advocacy Program
Substance Abuse Counseling Center
Management Information Systems (MIS)
Marine Corps Family Team Building
Procurement & Contracting
Family Readiness Program
Finance
Lifeskills Program
Management Analysis & Control (MAC)
Lifestyle, Insights, Networking, Knowledge and Skills
Personnel
(L.I.N.K.S.)
Behavioral Health
Personal & Professional Development
Lifelong Learning Library
Relocation Assistance
Education Center
MARKETING
Internal Advertising & Promotion
Media & Design
Research & Analysis
Special Events
Sponsorship & Advertising Sales
2014/2015 MARKETING PLAN OBJECTIVES
• Provide an insightful overview of MCCS and MCAGCC
• Enlighten clients, employees and partners to our marketing goals and strategies
• Highlight the most recent trends in the marketing and business environment
• Introduce and integrate new perspectives in successful marketing planning
• Strategize and develop new promotional opportunities
6
MCCS MISSION STATEMENT
“To contribute to the readiness and retention of Marines, Sailors, family members and retirees of the
Marine Corps Air Ground Combat Center by providing fitness and recreation programs, Marine and
family services, special events and business activities that support the Marine Corps Mission.”
MCCS VISION
INTRODUCTION
MCCS STATEMENT & VISION
MCCS was established in 1999 and remains the only organization within the Department of Defense that
combines Family Services; Of-Duty Voluntary Education; Children, Youth and Teen Programs; Morale,
Welfare and Recreation; and Marine Corps Exchanges under a single organizational construct.
Since its inception, MCCS has been supported by two iterations of strategic planning aimed at integrating
and appropriately aligning these vital support services to meet the current and future needs of the unit,
individual Marine, and broader Marine Corps family. Although signifcant accomplishments have been
made, the impact of the Global War on Terrorism has strained many programs and support functions
that were essentially built on a peace-time model. As a result of program assessments, direct leadership
feedback, and hearing from the voices of Marines and family members, there is an institutional efort
to transition programs to better meet the operational and family readiness requirements of the Corps.
This ‘call for change’ also mandated a shift to the organization’s strategic planning, and resulted in
the development of the MCCS Vision and Strategy 2025.This section, which is nested in the broader
Marine Corps Vision and Strategy 2025, establishes the foundation of operational concepts and identifes
the critical steps to ensure that we are properly organized, trained, equipped, and prepared to meet
tomorrow’s challenges today. This vision outlines the values, principles, and core competencies of MCCS,
and is built around these seven key components: People, Places, Policies, Performance, Processes,
Perceptions and Programs.
Emerging Environment, External Threats and Internal Challenges
The organization’s future will be shaped by a wide range of infuences and trends, such as the changing
demographics of the Marine Corps and workforce, resources and economics, science and technology,
Defense spending, and other program patterns. The following section outlines several infuences and
trends to consider in organizational planning.
Demographics and Workforce
These emerging generations will also comprise the future workforce of the organization. Trends
in workforce size and composition, coupled with the pace of technological change and economic
globalization, will have implications for future work. Employees will work in more decentralized, special
frms; slower labor growth will encourage employers to recruit groups with relatively low labor force
participation; greater emphasis will be placed on retraining and lifelong learning and future productivity
growth will support higher wages and may afect the wage distribution. The new workforce will place a
larger value on training and seek the optimum opportunity to mesh their job with their outlook on life.
The workforce will be better educated; more easily rely upon technology; and be highly invested in social/
community causes.
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MISSION STATEMENT & VISION
In terms of workforce composition, the trend is for a shift toward a more balanced distribution by age, sex, and race/
ethnicity. The U.S. population and workforce have been growing older as the baby-boom generation ages. This has
created a workforce that has become more evenly distributed across age groups. Also, steadily increasing female labor
force participation rates, combined with declining male rates, have brought the labor force closer to gender balance.
Finally, the infow of immigrants has been largely responsible for a continuing increase in the racial and ethic diversity of
the workforce, with Hispanics and Asians being the fastest growing groups in the workforce.
Labor markets will remain tight, particularly in skilled felds. This calls for new creativity in recruiting, benefts, and perks,
especially proft sharing. This hyper competitive business environment demands new emphasis on rewarding speed,
creativity and innovation within the workforce.
Technology
The pace of technological change will continue to accelerate, with synergies across technologies and disciplines
generating advances in research and development, production processes and the nature of products and services.
Technological advances are expected to continue to increase demand for a highly skilled workforce, support higher
productivity growth and change the organization of business and the nature of employment relationships.New models of
knowledge production, access, distribution and ownership are emerging. But while knowledge is increasingly available,
and knowledge production a growing phenomenon, organizations will have to avoid being emerged in too much
information.
Ever expanding science and technology is creating a knowledge-dependent global society. The number of Internet users
in the United States more than doubled between 2000 and 2007, to nearly 231 million, or 69% of the population. In
the United States, the “digital divide” seems to be disappearing as Internet access becomes increasingly available to
all. In 10 years, most digital devices will combine multimedia communication functions and real-time voice translation,
so that conversations originating in one of seven or eight common languages can be heard in any of the others. These
technologies will enable organizations to quickly reach all customers and improve the knowledge of employees.
The Internet will continue to bring manufacturers closer to remote customers, cutting middlemen out of the distribution
chain. Business-to-business marketing on the Internet will continue to introduce operational effiencies.
The technology industry stands to beneft immensely from a more robust relationship with tech-savvy veterans seeking
employment. Employers are increasingly recognizing the value of military experience, and the IT industry is no diferent.
Healthcare
Greater awareness of the relation of exercise to healthcare costs has started to motivate monetary incentives. The ftness
market is maturing, along with U.S. demographics, to provide a broader wellness service to its expanding customer
base. Body sculpting has been replaced by the desire for solid healthy exercise practices. Overweight and obesity rates
are on the rise and the healthcare costs for obesity now rival those attributable to smoking. The medical insurance
industry, employers, and the insured population are getting involved in the process, with the desire to create healthier,
more “well” population of participants. Neither government nor corporations can continue to support an “illness” model
versus the new “wellness” model. Although there is a growing awareness of this issue, organizations must act to provide
the appropriate types of programs. Emerging trends in ftness focus on several distinct training areas: Family Fitness;
Circuit Training; High Intensity Tactical Training (HITT) and Virtual Gyms and Exercise Machines.
Childcare
Trends in childcare focus on the transition from traditional childcare to early childhood education. This trend to learning
centers is partly due to high parent and school expectations; it is also attributable to research that shows that kids are
capable of learning early academics and other skills that previously were not taught until later. Increasingly, technology
is changing provider/parent connection. Facilities will ofer parents video streaming of classroom activities throughout
the day. Other providers will regularly take photos of children and send to parents, post daily or weekly blogs or
e-newsletters online for parents to view, or even exchange emails or text messages throughout the day. Some providers
will create websites where they post monthly menus, weekly day-by-day activities, and even behavioral reports.
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Retail
INTRODUCTION
MCCS STATEMENT & VISION
In the retail sector, organizations must monitor and adapt to improved technology and statistical-control
tools, which will shape new management practices. Online stores will continue to expand, listing virtually
every product and brand in their industry without signifcant overhead. Additionally, branded items with
good reputations will be even more important for developing repeat business.
Leadership
Business leaders will increasingly use algorithmic decision-making techniques and sophisticated software
to manage their organizations. This style of “scientifc management” will move organizations further away
from the traditional “gut instinct” management style.
Security to Family Issues
As national security concerns begin to lose their immediacy, family issues will regain their signifcance in
American society: long-term healthcare, daycare, early childhood education, anti-drug campaigns, and
the environment. Demand for childcare, universal health coverage, and other family oriented services
will continue to grow, particularly in the United States, where national services have yet to develop. Over
the next 20 years, American companies may increasingly follow the example of counterparts in Europe,
whose taxes pay for national daycare programs and other social services the United States lacks.
Economy, Political Patterns, and Defense Spending
Of utmost concern is the impact of the availability of natural resources and the state-of-the-art future
economy, and how these forces will further shape the future and success of organizations. The imbalance
between supply and demand of oil will continue to pose a threat to supply chains. This imbalance will
impact construction and fuel costs as organizations continue to modernize its facilities to meet the
changing needs of customers. Economic factors will also continue to impact customer behavior and
global markets (e.g. spending habits, construction and energy costs).
Without any new productivity gains from the Public Sector, taxes will increase to stifling proportions.
The public sector will be required to function with increased levels of efficiency and creativity, and the
adoption of privatesector approaches are likely to occur more frequently.
Political patterns and spending point to a federal government that is focused on initiatives to improve the
quality of life for service members and their families. However, the share of the federal budget available
for defense spending may decline with the rise in domestic entitlement funding. Reductions in defense
spending will require difficult ‘balancing’ decisions. Programs will be required to quantify their value and
importance to the military mission or risk curtailment or cancellation. The Department of Defense will
also continue to explore efficiency measures through the pursuit of Joint Capabilities that include a focus
on consolidating installation support functions. If not carefully developed, such concepts can infringe on
Marine Corps Title 10 authorities and potentially decouple bases and stations as the fifth element of the
combined arms Marine Air Ground Task Force.
Internal Challenges
Further threats include a myriad of internal organizational challenges, to include: inertia; confined
operating domains; lack of program awareness, standardization, policy enforcement and clearly defined
roles and responsibilities; and ability to effectively re-capitalize in infrastructure, equipment, systems and
our most valuable asset-our employees. Acknowledging these trends, we must experience an expanded
market share focusing on a new generation of Marines and their families. This experience will introduce
numerous opportunities, to include: developing a unified vision/strategy, establishing a performance
management culture, growing to be an employer of choice and fostering strategic partnerships.
* Source: MCCS Vision and Strategy 2025
Download: http://www.usmc-mccs.org/aboutmccs/strategicplan.cfm
9
PERFORMANCE MEASURES
BUSINESS OPERATIONS OVERVIEW
Column1
Food & Hospitality
Services
Retail
Total MCCS
$
$
$
$
2012 SALES
2012 NET PROFIT
2013 SALES
2013 NET PROFIT
6,990,945 $
585,493 $
9,580,180 $
1,332,352
690,909 $
95,828 $
617,906 $
135,711
81,485,061 $
4,545,928 $
78,750,324 $
3,927,295
95,256,336 $
5,227,248 $
94,656,938 $
5,395,358
* Profit earned by MCCS is returned to MCCS for facilities, programs and services.
BUSINESS OPERATIONS: FOOD AND HOSPITALITY
Coyote Grill (2012: Charlie's)
Gross Sales
Net Profit
2012
$413,667
($5,832)
2013
$219,391
($7,143)
Enlisted Club
Gross Sales
Net Profit
2012
$200,422
$38,532
2013
$393,903
$141,851
Hashmarks SNCO Club
Gross Sales
Net Profit
2012
$343,408
($38,528)
2013
$292,706
($28,676)
2012
$612,691
($287,544)
2013
$599,722
($210,783)
Mamelukes/Officers' Club
Gross Sales
Net Profit
Mobile Canteens
Gross Sales
Net Profit
2013
$1,915,583
$577,466.00
RV Park
Net Sales
Net Profit
2012
$294,662
$241,217
2013
$323,438
$255,600
RV Storage Lot
Net Sales
Net Profit
2012
$10,944
$10,038
2013
$14,653
$14,640
Sleepy Tortoise Lodge / TLF
Net Sales
Net Profit
12
2012
$1,087,926
$230,821.73
2012
$676,149
$304,489
2013
$806,334
$419,294
BUSINESS OPERATIONS: FOOD AND HOSPITALITY (CONT.)
Starbucks
Gross Sales
Net Profit
2012
$1,027,338
$164,295
2013
$1,144,876
$142,763
Soft Drinks
Gross Sales
Net Profit
2012
$94,610
$19,223
2013
$88,022
$32,851
2012
$1,251,556
$45,345
2013
$2,432,962
$709,934
Warrior Club
Gross Sales
Net Profit
BUSINESS OPERATIONS: RETAIL
Facility
Main Exchange Gross Sales
Main Exchange Net Profit
C&E Gross Sales
C&E Net Profit
Ocotillo Gross Sales
Ocotillo Net Profit
Camp Wilson Gross Sales
Camp Wilson Net Profit
Military Clothing (DSCP) Gross Sales
Military Clothing (DSCP) Net Profit
Auto Fuel Gross Sales
Auto Fuel Net Profit
Home Store Gross Sales
Home Store Net Profit
Marine Mart Gross Sales
Marine Mart Net Profit
2012
$51,631,970
$4,333,056.22
$1,490,961
$162,804.13
$1,183,287
$71,174.32
$7,819,351
$903,482.77
$1,714,339
$224,662.03
$15,045,530
$610,574.05
$1,784,634
$70,231.43
$4,265,395
$242,897.89
2013
$49,734,468
$3,769,127.00
$1,652,067
$180,928.00
$1,005,239
$13,839.00
$8,287,095
$1,097,862.00
$1,519,630
$199,955.00
$13,833,824
$526,005.00
$1,291,603
$61,275.00
$4,255,493
$343,776.00
CONDITIONS AFFECTING NET PROFIT
Positive:
Continued sales growth
Increased gross margin
Increased trade monetary discounts
Increased vendor price supports
Added training units
Increased AAFES/Nexcom profit distribution
Improved employee satisfaction
Improved customer service
Negative:
Increased freight charges
Increased labor costs
Lower gas margins
Increased price competition
13
SEMPER FIT PARTICIPATION
TOTAL
PARTICIPATION
FOR 2012
74,345
153,383
2,266
259,976
13,074
1,385
TOTAL
PARTICIPATION
FOR 2013
93,625
163,590
2,220
300,553
12,325
1,179
Auto Skills Center
Sandy Hill Lanes Bowling
Outdoor Adventures
Sunset Cinema
REC: ITT
Lake Havasu
Wood Hobby Shop
TOTAL
PARTICIPATION
FOR 2012
10,484
13,439
6,029
73,712
5,215
277
2,710
TOTAL
PARTICIPATION
FOR 2013
18,751
16,634
5,984
89,093
4,978
268
4,463
SEMPER FIT:
SINGLE MARINE PROGRAM
The Zone
Shuttle Bus
Programs
PATRON USAGE
FOR 2012
115,962
36,538
6,842
PATRON USAGE
FOR 2013
99,615
38,229
11,101
SEMPER FIT: SPORTS
Camp Wilson Fitness Center
East Gym
Sports
West Gym
Community Center
Youth Sports
SEMPER FIT: RECREATION
14
WEB USAGE: MCCS29PALMS.COM
WEB USAGE MCCS29PALMS.COM
USAGE
2013
Total Visitors
150,274
Average Unique Visitors
63,438
Average Visit Duration
1:49
Total Page Views
197,821
Average Page Views Per Visit
1.32
New Visitors
42.30%
Returning Visitors
57.70%
SPONSORSHIP AND ADVERTISING SALES
2012
2013
TOTAL SPONSORSHIP/ADVERTISING SALES
Sponsorship Cash/In-kind
$613,044.67
Advertising
$112,220.83
$507,505.28
Advertising
$64,050.00
I.C.E. COMMENTS
The Interactive Customer Evaluation (I.C.E.) system is a web-based tool for collecting feedback about the services
provided by MCCS facilities and programs. I.C.E. allows customers to submit online comment cards to rate the
service providers that they have encountered. The system allows service providers to collect customer satisfaction
data in a standardized format, which is stored in the I.C.E. database. It also provides summary reports, performance
benchmarking and trend analysis. I.C.E. provides customers with a convenient and efficient method to express their
opinions to service providers and receive feedback. This system is used not only by MCCS, but also by the Army,
Navy, Air Force, Marine Corps and National Guard.
15
I.C.E. SAMPLE COMMENTS 2012
Service
%
Provider Satisfied
2012
East Gym
and
Fitness
Center
Main
Exchange
Training
Tank Pool
Positive
Negative
41%
I am not often amazed or impressed
by many people's work ethic, but I am
by an East Gym trainer named
Danielle Kyle. She is always punctual,
professional and highly
knowledgeable. Danielle is the
epitome of what an excellent trainer
should be and should do for those
whom they train.
This is the worst maintained gym I
have ever been to. The weights are
never put away, there is no
organization and staff generally
seems more interested in socializing
than in ensuring their gym is well
maintained.
29%
I just wanted to comment on the great
customer service I received today. I
was using a gift card to pay for part of
my transaction and a credit card on
the remainder. My cashier, Shannon
McWilliams, knew exactly how to
instruct me and made the transaction
simple and easy. She is well-trained
so kudos to whoever trained her.
The past few times I have been in the
MCX, I have been very shocked with
the behavior and professionalism with
your staff. Many of the girls in the front
of the store at the cash registers are
just crass. From their language while
they are waiting for customers to
come, to their conversations with each
other while waiting on customers, it is
rude.
68%
The training tank is definitely doing
things right! I love how it has
integrated family and single Marines in
one area and everyone seems to get
along. They have activities for
everyone and every skill level. Keep
up the good work!!
This pool needs to get its hours
straight. Lap swim is supposed to be
11-1, if you can't keep it open those
hours then change the hours. This is
at least the third time I've seen this
pool close early and I don't even go
that often. Thanks for making me
miss out on the rest of my workout.
**716 total responses from January 2, 2012 to December 30, 2012
I.C.E. SAMPLE COMMENTS 2013
Service
%
Provider Satisfied
70%
East Gym
and
Fitness
Center
Main
Exchange
31%
35%
Negative
I had the need to use the Auto Skills
Center last week. I have nothing but
praise for my experience. The staff
was extremely helpful and the tools
and equipment outstanding. Thank
you everyone for your care and
assistance. I will be back and
encourage others to take advantage
of your facility.
I came in to use the "sand" blaster
today and I must say it was an
exceptional waste of money and time.
For starters the media is thick and
clumps, probably from the various
parts that have been blasted …
understandable. I have sand/bead
blasted many times before back
home, so I know how a blasting
cabinet should perform. Very
disappointing considering other
experiences at the Auto Skill Center
have been good.
I wanted to give two thumbs up to
Leah. She taught a Pilates class for
us at SACC and did an excellent job.
She was on time, professional and
enthusiastic. She took time to adjust
the workout to accommodate injuries
and level of fitness.
Today while at the gym, the gym
manager who was "monitoring" the
weight room, was doing his college
homework instead of doing his job.
Gym was chaos, weights were
everywhere and I spent more time
trying to find the weights than actually
lifting them. The gym is way too small
and I don't understand why the Old PX
building (which is owned by MCCS)
sits empty, when it could be used as
gym that is 2 to 3 times the size of the
East Gym.
Employees in some departments are
very friendly and helpful.
Although the MCX has the products I
need/want at a great price, the
majority of the employees there have
miserable attitudes, including many of
the supervisors I see there on a daily
basis.
2013
Auto Skills
Center
Positive
**572 total responses from January 7, 2013 to December 29, 2013
16
ANNUAL PROJECTS
The Associate Satisfaction Index (ASI)
ASI represents the perceptions of associates and employees of their workplace. Employees answer such questions
as whether they are proud to work for MCCS, feel good about the future of the organization, believe in its values
or have confidence in the organization’s top management. Employees explain how satisfied they are with the
total work environment and to what extent their work situation meets their expectations.
Customer Satisfaction Index (CSI)
CSI represents the perceptions of those who utilize MCCS services. Customers answer survey questions
regarding their satisfaction overall with programs or services, to what extent the service has fallen short or
exceeded expectations and how they would compare services encountered here to their ideal version. These
surveys are conducted on an annual basis and the results used to direct improvements within MCCS facilities.
Associate & Customer Satisfaction Program Results, Fall 2013
Associate & Customer Satisfaction Index Results
Associate Satisfaction Index (ASI)
Customer Satisfaction Index (CSI)
100
100
90
90
80
80
70
70
60
64
59
50
50
40
40
30
30
20
20
10
10
0
0
2012
78
76
60
52
2011
79
2013
2011
2012
2013
Associate Satisfaction Index (ASI) represents the
perceptions of your associates:
Customer Satisfaction Index (CSI) represents the perceptions
of your customers:
• I am proud to work for this organization.
• I feel good about the future of this organization.
• I believe in my organization’s values.
• I have confidence in this organization’s top management.
• How satisfied you are with your total work environment.
• To what extent this work situation meets your expectations.
• Satisfaction compared to your ideal work situation.
• Satisfaction overall with the store.
• To what extent this MCX has fallen short or exceeded your expectations.
• This MCX compared to an ideal store.
17
What You Need to Work on to Improve ASI
Priority Matrix
Maintain
Building on Strengths
The Priority Matrix is provided in order to help you prioritize the
Workplace Dimensions that are important to Associate Satisfaction.
The matrix is divided into four sections based on Scores and their
relative Impact on Satisfaction.
Job Tasks
81
The items, called Workplace Dimensions, that appear in the top two
boxes are those with the highest scores, while the dimensions in the
bottom two boxes are those that your associates rated the lowest.
Be aware that your top performers are those that are “above
average” for your store. You may want to set your own goals higher.
Autonomy
Benefits
Physical
Environment
Work Schedule My Immediate Supervisor
Performance Appraisal
71
Work Load
Training
My Senior Manager
Human Resources
If the ‘Senior Manager’ dimension is a “Top Priority” for your store,
pay close attention to the scores of the attributes within that
dimension. These attributes are the issues that are closely related
to your associates’ satisfaction with the dimension. Find the lower
scoring attributes and focus on improvements in these areas.
Teamwork
Job Variety
61
Resources
Participation
Advancement
51
Don’t be discouraged if your dimensions have not changed position,
even if your scores have improved. The dimensions are ranked
relative to one another. If you have improved in all areas, the
rankings in the matrix may remain the same. You should, however,
see an increase in your ASI score.
Recognition
41
Salary
Areas of Concern
Top Priority
31
0.0
18
0.5
1.0
1.5
For more detailed information about each of these dimensions,
please see the tables on pages 6-8.
What You Need to Work on to Improve CSI
Priority Matrix
91
Maintain
Building on Strengths
The items, called Shopping Dimensions, that appear in the top two
boxes are those with the highest scores, while the dimensions in the
bottom two boxes are those that your customers rated the lowest.
Be aware that your top performers are those that are “above
average” for your store. You may want to set your own goals higher.
Last Shopping Experience
86
Refunds
Associate
Checkout
81
Store Layout
Merchandise Selection
Sales Flyers
The Priority Matrix is provided in order to help you prioritize the
Shopping Dimensions that are important to Customer Satisfaction.
The matrix is divided into four sections based on Scores and their
relative Impact on Satisfaction.
One Stop Shopping
76
The boxes labeled “Top Priority” and “Building on Strengths” show
the dimensions that influence Satisfaction the most. Keep in mind
that improvements in the “Top Priority” and “Building on Strengths”
boxes will result in the greatest increase in CSI.
Pricing
Don’t be discouraged if your dimensions have not changed position,
even if your scores have improved. The dimensions are ranked
relative to one another. If you have improved in all areas, the
rankings in the matrix may remain the same. You should, however,
see an increase in your CSI score.
Merchandise Availability
71
66
Problem Resolution
For more detailed information about each of these dimensions,
please see the tables on pages 10-11.
Top Priority
Areas of Concern
61
0.0
0.5
1.0
1.5
19
MARKETING RESEARCH & STRAGETY
AND BUSINESS TRENDS
MARKETING RESEARCH
MARKETING RESEARCH
The MCCS Marketing Research and Analysis department utilizes an array of ongoing surveys, including monthly facility
surveys, base-wide surveys and special event surveys, to gauge where MCCS patrons receive their information about
MCCS events, services and specific facilities.
SURVEYS CONDUCTED IN 2012-2013
• Special Events
o Operation Stork
- Participation: 47
- Date: February 2012
- Purpose: Advertising effectiveness and attendees’ satisfaction for Operation Stork.
- Key Findings: Attendees were very satisfied with the Location of the Operation Stork event, the date/time, games
and prizes and the information and resources made available to them. They felt the food needed improvement.
o March 2012 Leatherneck
- Participation: 483
- Date: March 2012
- Purpose: The survey purpose was to receive feedback from active duty Marines in regards to various aspects of
the event, the Single Marine Program, and MCCS.
- Key Findings: Comedians (Alex Scott, Rudy Rush and Sonny Bhatt) and musician (Kimberly Cole) were rated as
“Great” and the overall event as being enjoyed. Attendees would like to see more bands, a longer show and
alcohol sold.
o June 2012 Leatherneck
- Date: June 2012
- Purpose: The survey purpose was to receive feedback from active duty Marines in regards to various aspects of
the event, the Single Marine Program, and MCCS.
- Key Findings: Comedians (Alex Scott, Rudy Rush and Renee Gauther) and band (Queen Caveat) were rated as
“Great” and the overall event as being enjoyed. Attendees would like to see more bands, a longer show and
alcohol sold.
• Facility Surveys
o Career Resource Office
- Date: March 2012
- Purpose: To obtain Career Resource Office feedback and measure advertising effectiveness.
- Key Findings: 72% of respondents had made use of the Career Resource Office and Job Opportunity E-Mails
were identified as the most utilized resource provided. Participants were very satisfied with both the resources
offered and the customer service.
o Single Marine Program (SMP)
- Participation: 76
- Date: March 2012
- Purpose: Obtain Single Marine Program feedback and measure advertising effectiveness.
- Key Findings: Majority of participants had not participated in any SMP trips or outings, though they would like to
go to LA. They reported excellent customer service at the Zone and SMP.
o Desert Winds Golf Course
- Date: January 2012
- Purpose: To solicit tournament feedback and advertising effectiveness.
- Key Findings: Participants prefer scramble tournaments and would prefer to pay between $20-35 to play in them.
o Education Center
- Date: September 2012
- Purpose: To determine the interest in completing a bachelor’s degree aboard MCAGCC.
- Key Findings: The majority of participants are interested in pursuing a Bachelor’s of Science degree, preferring an
online/classroom combination of courses 8 weeks in length.
22
RESEARCH & STRATEGY
MARKETING RESEARCH
o Sunset Cinema
- Date: March 2012
- Purpose: Pricing, movie feedback, and advertising effectiveness
- Key Findings: Participants would pay $5 for a 3D movie and communicated that 6 PM would be the
optimal viewing time. Harry Potter was selected the most for a movie marathon.
o Commanding General’s Barracks Survey
- Date: November 2012
- Purpose: To receive feedback from Marine Corps and Navy personnel stationed aboard MCAGCC
Twentynine Palms regarding the amenities provided to those Marines and Sailors living within the
barracks.
- Key Findings: Marines and Sailors living in the barracks selected Wi-fi as the top amenity they would like,
followed by cable. 69% of respondents communicated they would make use of the Wi-Fi at least 20
times per week.
o O’Club (Mameluke’s Pub)
- Date: August 2013
- Purpose: To solicit feedback from Officers and Spouses regarding their experiences at the Officers’ Pub
(Mameluke’s), in order to improve the patron experience and overall Pub atmosphere.
- Key Findings: Participants would like to see the Pub open on weekends, a on-base shuttle service
provided and food served on site. They affirmed a better selection of food was needed and that the bar
service was great. They were neutral on the selection of beer and having rank and age specific events at
the Pub.
• Bridgeport Surveys
o Child Development Center
- Participation: 52
- Date: May 2012
- Purpose: The purpose was to receive feedback and suggestions in regards to the Child, Youth & Teen
Program and measure the importance of features offered within child care programs and facilities.
- Key Findings: The majority of survey participants have children, with 35% of them making use of
the DCD. They were satisfied with the quality of service and very satisfied with the development fostering
curriculum, proactive communication of child’s progress, nutrition and health promotion, qualified
teachers, safe environment and hours of operation. Cost, cleanliness, location, reputation, child comfort
and curriculum were all identified as of critical importance when selecting a child care program.
o Bridgeport Facility
- Participation: 52
- Purpose: Solicit feedback, suggestions, and advertising effectiveness.
- Key Findings: Participants would like to see a Coffee Shop in the former Country Store space, followed by
a gym, fast food restaurant or gas station.
• Miscellaneous:
o Administrator’s Specialized Website Survey
- Participation: 9
- Purpose: To collect data from various divisions’ specialized website administrators in order to determine
the effectiveness of advertising efforts in promoting MCCS programs through the specialized Facebook
pages and solicit feedback regarding improving methods to reach MCCS patrons.
- Key Findings: The Administrator’s Specialized Website Survey results show that respondents claim to be
satisfied overall with the specialized website experience. The majority of administrators find it easy to
post on and believe it is a successful way to promote their facility and events. However, perceptions and
actual activity may vary.
23
MARKETING RESEARCH
SURVEYS CONDUCTED IN 2012-2013 (CONT.)
o Burger Survey
- Date: March 2012
- Purpose: To solicit feedback on various burger restaurant topics.
- Key Findings: Participants are extremely interested a fresh, never frozen, casual burger and fry restaurant. They do
not care if it is company owned or a franchise. Five Guys was the top choice.
o Rec Fire
- Date: July 2013
- Purpose: To solicit feedback from MCAGCC patrons including Active Duty, Retirees, Military Family Members,
DoD, and MCCS employees in order to determine interest in creating a recreational shooting facility aboard
MCAGCC.
- Key Findings: Results show the majority of participants responded with interest in utilizing a Rec Fire Facility
aboard MCAGCC, preferring to make use of the facility with their family members on weekends and before
11 AM. Rifle and pistol shooting were the preferred shooting options and participants would be interested in
purchasing food and renting firearms, should those amenities be available.
24
MARKETING STRATEGIES
Word of mouth is shown to be the highest cited source for receiving MCCS information by both active
duty and military family members. The MCCS website, flyers, road side signs and posters are consistently
highly cited as sources for receiving information as well. Word of mouth is primarily cited as a main source
of information by active duty. As a result of these findings, the Area Coordinator is taking an active role in
focusing on the dissemination of information by utilizing word of mouth strategies to reach more Marines.
The MCCS website and social media pages (Facebook and Twitter) are mainly utilized by females and
military family members. With the exception of event surveys, the majority of surveys include online collection.
This should be noted as a factor in the high frequency of responses citing the website as a source of
information. MCCS Marketing has focused other major sources of advertising to the MCCS website as a
resource for detailed information, which may also account for an increase in citing the MCCS website for
information. The Marketing Division will continue to utilize the MCCS Twentynine Palms Facebook and Twitter
accounts, which are used as another outlet for circulating information. Additional strategic Marketing Goals
for 2014-2015 include:
1.
2.
3.
4.
5.
Marketing Diversification - ensuring that the content we produce is relevant across all media
platforms, especially social media.
Macro and Micro Marketing - aiming to reach the masses, but catering to the individuals at the same
time. Ongoing customer relationships are developed by catering to individual wants, desires and
needs, so marketing campaigns will be large enough to reach a massive audience, but small enough
to tailor to individual preferences.
Appreciation for the power of images (and videos) - picture-heavy posts and campaigns are both
visually appealing and audience drawing. Videos are quickly finding their place in marketing
campaigns and should be used to promote events and services.
New designs - as much as possible, create new campaigns to ensure a relevant and up-to-date
company branding focal point.
Keep it brief - regardless of form or brand, marketing campaigns must be brief and to the point. Short
and sweet is more likely to be read from beginning to end.
2012/13 SURVEYS
Q: How do you usually learn about MCCS events and services?
Special Events Surveys - Operation Stork
Participation: 47
Military Status: Active Duty: 33% Family: 63% Base Employee: 4%
RESEARCH & STRATEGIES
25
Special Events Surveys - Leatherneck, March 2012
Participation: 483 Enlisted Marines
Special Events Surveys - Leatherneck, June 2012
Participation: 510
26
Facility Surveys - Career Resource Office
Participation: 172
Gender: Male: 30% Female: 70%
Military Status: Active Duty: 27% Family: 63% Base Employee: 3% Retiree: 6% Other: 1%
-Base phone book
-Received similar
services at
previous base
-JEPS & TAPS
-Never
-Job sites like hired.com
-Career planner (2)
-Observation Post
-CRO personnel
-TASS
-Only from friends who
have utilized it
-Work
-Walk in
-Speedcall
-Husband
-E-Mail (2)
-L.I.N.K.S.
27
Facility Surveys - Single Marine Program (SMP)
Participation: 76 (58 authorized patrons)
Gender: Male: 90% Female 10%
Facility Surveys - Desert Winds Golf Course
Participation: 130
Gender: Male 42% Female 58%
28
Facility Surveys - Education Center
Participation: 120
Facility Surveys - Sunset Cinema
Participation: 225
29
Facility Surveys - Commanding General’s Barracks Survey
Participation: 1120
Bridgeport Surveys - Bridgeport Child Development Center
Participation: 52
30
Bridgeport Surveys - Bridgeport Facility
Participation: 52
Based on the previous graphs, the following media were the most cited sources of advertising
for MCCS overall:
1.
2.
3.
4.
5.
Word of Mouth
MCCS website
Flyers
Road Side Signs
Posters
31
BUSINESS TRENDS
TECH AND WEB TRENDS
• The summer of 2013 set off a maelstrom of concern for consumers, as it was brought to light that their online privacy wasn’t
as private as they thought. The emerging details of the National Security Administration’s surveillance programs sparked
a trend of Internet users taking more diligent steps to protect their digital footprint, using such methods as encrypting emails
and clearing cookies. According to the Pew Research Center, 86% of Internet users worked towards removing or masking
their online activities, while only 37% of those users believed it was actually possible to be completely anonymous online.
The next few years will see consumers edging towards paranoia in regards to their online personal data and businesses
working towards regaining trust and tightening their encryption abilities (CBS News, Trendwatching.com, Huffington Post
and Wall Street Journal).
• 2014 will see technology continuing to emerge and users become more dependent on it. Wearable technologies are now
going mainstream. This technology category includes any small piece of technology that can be worn on one’s body.
Included are smartwatches, smart glasses and health tracking devices. Most notably, Google will be releasing ‘Google
Glass’ in 2014, which is a wearable, voice-controlled Android device resembling a pair of eyeglasses that displays
information directing in the user’s field of vision. This information is offered via augmented reality, which is the integration
of digital information with live video or the user’s environment in real time. Samsung and Pebble have each released
‘smartwatches,’ whose usefulness will continue to evolve as developers create more apps for them. Popular health tracking
devices include the Nike Fuel Band, Jawbone Up and the Fitbit Force, which enables the mainstreaming of health
technology. It is estimated that the wearable technology industry will surpass 125 million units in 2017 and amass $6 billion
in revenues by 2018 (Huffington Post, Search Consumerization, CBS News, and The Guardian).
• Businesses are now made or broken by the digital experience they provide customers. Customer impressions are established
via digital engagement, which has forced businesses to recognize that ‘software is the brand.’ Customers look for interfaces
and apps that are easy to navigate, self-explainable, concise and responsive. With customer-business engagement largely
digital, it is vital that firms realize the impact of the digital experience and constantly work to enhance the experience. Apps
and websites are tools for customers accomplishing their goals, and should be so useful and usable that they are immersed
in their experience and will return. It must be noted and emphasized that digital experiences do not simply happen. Business
and organizations must put forth the effort to design, manage, update, improve upon and test their digital products in order
to keep customers coming back. An out of date digital experience is useless to consumer’s in today’s fast pace and evolving
mobile marketplace (Forbes, KM World and The Guardian).
ADVERTISING AND MARKETING TRENDS
• As of 2013, smartphones and tablets replaced the desktop at the top of the e-commerce chain. We are now living in the
era of the mobile device, which requires Advertisers and Marketers to reevaluate how they are presenting information to
consumers. Websites, marketing campaigns and advertisements will be created with the ‘Mobile-first design’ mentality,
where projects are created to be mobile friendly and targeted toward the mobile user. Content now must be responsive,
instantly accessible and easy to navigate on any device, allowing it to perform more successfully for the organization. An
additional piece to the mobile campaign strategy is usage of simple mobile apps. For instance, Instagram has quickly
become one of the most utilized apps for businesses to communicate with their audiences, as approximately 16 billion
photos a day are shared by its 150 million users. It should also be noted that Instagram and other mobile social apps are
not only used by the younger generation, but across many demographics (CMO.com, Content Marketing Institute and
Sumall.com).
• Where the ‘Mobile-first design’ affected the creation of websites, marketing campaigns and advertisements, it has also
affected the content being distributed. Most notably, the screens of mobile devices and tablets are smaller than desktop
computers and laptops, thus requiring content be scaled to fit. Companies now understand that their audiences want
to digest content quickly, which allows them to engage and share at a higher rate. Easy, quick, affordable and disposable
content is the new norm agencies must embrace. Playing a part in this updated content processing is the idea of “Brand
Newsrooms”, where the use of real-time marketing is in use. The most notable example of this form of marketing is from the
2012 Super Bowl. Oreo capitalized on the black-out by tweeting about it. 2014-2015 will be years of experimentation and
risk taking for marketers looking to capitalize on real-time marketing. Real-time, concise marketing creates an experience
for the user in the now, which increases the likelihood of their sharing the message, furthering the cause of the marketer
(CMO.com, Content Marketing Institute, iMediaConnection.com, and Sumall.com).
32
• Without consumers, neither mobile design nor content have a foothold. The next 2 years will see marketers
returning to their core – the consumer. Companies are reopening dialogue with consumers, rebuilding
public trust and developing loyalty. Marketers are seeking more human insight, rather than big data. They
are creating focus groups, cohorts and advisory boards to encourage their audiences to think of products
and services they would like to see. Big brands are reaffirming their commitment to customer loyalty by
creating loyalty teams and putting the effort into understanding customer loyalty. In turn, a new type of loyalty
has arisen – ‘reciprocal loyalty’, where customers display their loyalty to a brand through advocacy and brand
support and the brand in turn invests back into the customer through rewards, personalized experiences and
customer service. Relationships have been brought back to the forefront of the brand/consumer equation
(CMO.com, Content Marketing Institute, and Sumall.com).
CONSUMER TRENDS
BUSINESS TRENDS
BUSINESS TRENDS
• The impact of the NSA surveillance program was not only felt in the technological realm, but also in the
commercial realm as well. Brands mine customer data for marketing purposes – called ‘Big Data’, where
streams of data are captured and exploited. Internet searches, e-mails and social media activity are collected
and targeted ads, services and information are then pushed back to the consumer. Where brands once
did this without much response from the consumer, they now have to walk the intricately fine line
between offering consumers a valuable service and being overly aggressive in the services they screen
for. The balance must now be determined between the actual benefits of data collection (including, but not
limited to: recommendations, cross-selling, and personalization) and earning (or re-earing in some instances)
the trust of consumers. At the forefront of the movement for change within brands is Microsoft, who is amongst
the brands and services emerging as ‘data-free’, who also publicly denounce the practice of encroaching
upon consumer data privacy. They’ve pledged to work on encryption to prevent agencies from collecting
personal data (Huffington Post, CBS News, Wall Street Journal and Trendwatching.com).
• Consumers are on the go. Constantly, it would seem. In order to maintain their semblance of balance
and order, they are dependent upon hyper efficient methods to solve the revolving issues of life – keeping
fit, limited resources, and the need for a personal assistant. Smartphones and wearable technologies are
increasingly filling in the voids and being seen as devices for ‘total lifestyle assistance.’ From health selftreatment, stress reduction, fitness and weight loss tracking to financial management, mobile technology,
brands and retailers must keep pace. A secondary result of the ‘on-the-go’ consumer is the evolving sense of
empowerment that comes along with their usage of mobile technology and social media. They are now able
to react instantly to what pleases or displeases them, becoming brand ambassadors, whether their experiences
are positive or negative. The power to influence the purchase habits of others has increased with the
prevalence of social media. Brands now must meet consumers where they are at and work to earn customer
loyalty (Forbes, Trendwatching.com and Skyword).
• 2014-2015 will also see consumer’s returning their focus to mind/body, via their eating habits and mental
clarity. At this time, the interest in healthy eating is not centered wholly on the national obesity statistics, but
rather on improving quality of life and extending longevity. Propelling this movement are the discoveries of
food sensitivities and socially aware consumers looking for more humane and natural food products. These
have led to increases in spending on food products and services, as consumers are willing to pay more for
products that work harder for them (via nutrients) and are environmentally friendly. Mindfulness is also at the
forefront of consumer focus. The need for depth and meaning is increasing in the age of surface, online and
brief interactions. Consumers are realizing their dependence on technology is not fulfilling nor edifying. They
are seeking ways to disconnect and pursue self-development and personal well-being. They’ve realized the line
between their personal lives and their technological lives has blurred and they must step back and clean it up
(Forbes, Yahoo Finance and The Guardian).
33
DEMOGRAPHICS
DEMOGRAPHICS
UNITED STATES MARINE CORPS DEMOGRAPHICS
The current end strength of the United States Marine Corps is 190,834 active duty personnel worldwide. Comprising
14.2% of the total military strength, the Marine Corps is the smallest branch of the Armed Forces (excluding the Coast
Guard). The Marine Corps is the youngest, most junior of the four military services, with 63% of Marines aged 25 or
younger. Marine Corps families are also on average younger than those of other services. Aboard the Marine Corps
Air Ground Combat Center, 45.3% of Marines are ages 22-30. Of the four military services, the Marine Corps has
the lowest percentage of married personnel, however since 2008, marital rates for the Marine Corps have shown a
steady increase. The average age of Marine spouses is 29.0 years old and 27.8 years old for married Enlisted Marines,
which are both the youngest of the four services. Demographic facts are pertinent for those hoping to understand
and market to members of the Marine Corps and their families. This population is eager to receive information in an
interactive, high-speed manner. Our society lives in a mobile, Internet-connected world that provides instant resources
and gratification. Knowledge of our target demographic increases our understanding and ability to create Quality of Life
programs that meet their needs.
Marines and Family
Data Source: TFDW - December 2013
Enlisted
Officer
Spouse
Children
Parents
163, 0%
109,835, 28%
172,870, 45%
82,464, 21%
21,262, 6%
*Percentages at 0% represent values less than 1.0%
36
Percent of Married Active Duty by Branch
Source: DMDC - December 2013
58.0
59.0
60.0
52.0
50.0
46.0
40.0
30.0
20.0
10.0
0.0
Marine Corps
Army
Navy
Air Force
Active Duty Married and Single Demographics
Officer
Enlisted
Single Marines
14,841
104,252
75,039
DEMOGRAPHICS
DEMOGRAPHICS
37
DEMOGRAPHICS
Married Marines by Rank
Data Source: TFDW - December2013
96.30%
100.00%
89.60%
89.10%
83.40%
90.00%
80.00%
70.00%
58.00%
56.70%
60.00%
50.00%
40.00%
30.00%
17.50%
20.00%
10.00%
0.00%
Pvt.-LCpl
NCO
SNCO
WO
Co Gde
Fld Gde
General
Average Age of Married Enlisted Personel
Data Source: TFDW & DMDC - December 2013
30.8
31.0
30.6
30.5
30.5
30.0
29.5
29.0
28.5
27.8
28.0
27.5
27.0
26.5
26.0
Marine Corps
38
Army
Navy
Air Force
Average Age of Spouse
Data Source: DMDV - December 2013
32.5
32.1
31.7
32.0
31.3
31.5
31.0
30.5
30.0
29.5
29.0
29.0
28.5
28.0
27.5
27.0
Marine Corps
Army
Navy
Air Force
Family Members by Rank Grouping
74,302
80,000
63,563
70,000
60,000
50,000
40,000
30,000
17,514
17,127
14,177
20,000
5,638
10,000
141
0
Pvt.-LCpl
NCO
SNCO
WO
Co Gde
Fld Gde
General
DEMOGRAPHICS
DEMOGRAPHICS
39
DEMOGRAPHICS
Average Age at Birth of First Child
26.5
26.4
26.5
26.0
25.6
25.5
25.0
24.3
24.5
24.0
23.5
23.0
Marine Corps
Army
Navy
Air Force
Number of Marine Corps Children
Data Source: DMDC - December 2013
39,039
40,000
35,000
30,000
25,000
21,764
20,000
17,225
16,869
15,000
10,159
9,532
10,000
3,610
5,000
0
Infants
40
Pre-toddlers
Toddlers
Preschool
School-Age
Teen
Young Adult
Married E-3 Personnel or Below
7%
7%
6%
5%
5%
4%
4%
4%
3%
2%
1%
0%
Marine Corps
Army
Navy
Air Force
Percent at Rank E-3 or Below
45%
42%
40%
35%
30%
23%
25%
20%
19%
20%
15%
10%
5%
0%
Marine Corps
Army
Navy
Air Force
DEMOGRAPHICS
DEMOGRAPHICS
41
DEMOGRAPHICS
Enlisted Service Member per Officer
9.0
8.1
8.0
7.0
6.0
4.9
5.0
4.3
4.1
4.0
3.0
2.0
1.0
0.0
Marine Corps
Army
Navy
Air Force
Years of Active Duty
Data Source - December 2013
AVERAGE YEARS OF SERVICE: 5.3 YEARS
60%
56%
50%
40%
30%
20%
14%
12%
7%
10%
7%
4%
0%
Less than 4 years
42
4-6 years
7-10 years
11-14 years
15-19 years
20+ years
Officer Years of Active Duty
Less than 4 years
4-6 years
7-10 years
11-14 years
15-19 years
GHOST
20+ years
14%
23%
20%
15%
13%
15%
Enlisted Years of Active Duty
Less than 4 years
4-6 years
7-10 years
11-14 years
15-19 years
GHOST
20+ years
6%
2%
6%
11%
14%
61%
DEMOGRAPHICS
DEMOGRAPHICS
43
DEMOGRAPHICS
Column1
Active Duty
Selected Reserve/Guard
Retirees
Total
SERVICE DEMOGRAPHICS
Marines
Army
190,834
511,058
39,544
559,244
108,830
472,748
339,208
1,543,050
Navy
320,474
64,715
411,936
797,125
Air Force
324,821
176,817
549,269
1,050,907
Percentage of Female Members
18.90%
20.00%
17.50%
18.00%
16.00%
13.70%
14.00%
12.00%
10.00%
7.30%
8.00%
6.00%
4.00%
2.00%
0.00%
Marine Corps
44
Army
Navy
Air Force
Ethnic Demographics of the Marine Corps
American Indian/Alaskan Native
Black
Hispanic
White
Asian
Declined to Respond
Native Hawaiian or Other Pacific Islander
Orphans of By Race/Ethnic Code
1%
1% 1%
1%
3%
10%
15%
68%
Marine Corps Officer Education Profile
Data Source: MPI - December 2013
Less than HS
First Professional Degree
Doctorate
15%
HS Grad/Equivalent
Bachelor's Degree
0%*
Some College
Masters
0%
8%
1%
1%
74%
DEMOGRAPHICS
DEMOGRAPHICS
45
DEMOGRAPHICS
Marine Corps Enlisted Education Profile
Data Source: MPI - December 2013
Less than HS
HS Grad/Equivalent
Some College
First Professional Degree
Bachelor's Degree
Masters
Doctorate
0%*
0%*
3%
0%
0%*
0%
95%
46
DEMOGRAPHICS
DEMOGRAPHICS
DEMOGRAPH
47
DEMOGRAPHICS
MARINE CORPS AIR GROUND COMBAT CENTER
General Area Description
•
•
•
•
•
•
•
Geographically located in eastern San Bernardino County
Located in the high desert of the Morongo Basin, sitting 2,000 feet about Coachella Valley
Averages less than 4” of rainfall per year
Sun shines approximately 270 days per year
Temperature dips below 32˚F approximately 33 days per year
Temperature rises above 90˚F about 155 days per year
Daily temperature fluctuations can vary up to 60˚F
Base Facts & Figures
•
•
•
•
•
•
•
•
•
•
•
48
Largest Marine Corps bases landmass wise
Approximately 935 square miles
Approximately 1267 square nautical miles of airspace
MCAGCC Range Complex comprised of 932 square miles
22 Range Training Areas
Specializes in desert combat on the ground and in the air through live-fire exercise and maneuvering called
“Combined Arms Exercises (CAX)
The only dedicated live-fire maneuver range in the Marine Corps and the Department of Defense
Provides specific training for every Marine deploying in large scale complex exercises called Mojave Viper consisting
of 14 days of combined arms training (CAT), 10 days of Urban Warfare Training(UWT) and six days of unit specific
training
Hosts the Corps’ largest military occupational specialty school in military communication
Mobilized Operations on Urban Train (or MOUT), a training in a simulated urban city on Range 215 , teaches
Marines and Sailors valuable skills operating in an urban conflict area, including cultural sensitivity and language
Combat Center’s remote, safe environment provides EOD professionals including the FBI, Los Angeles, State
agencies and many California Counties to learn about the latest in hazardous explosive devices and how to
defeat them
END STRENGTH WORKFORCE
ORG
HQBN
TECOM
EDCOM
1ST MARDIV
UNIT
1ST MLG
OTHER
MAGTFTC
MCAGCC
ORG'S
USMC
OFFICER
USN TOTAL
USMC
SNCO
USMC NCO &
BELOW
USN
OFFICER
USN E7-9
HQBN
492
480
11
62
91
327
5
1
ATG-SCETC WEST
62
60
2
13
17
30
0
1
TTECG
162
161
1
55
43
63
0
0
ESD
59
59
0
7
12
40
0
0
LSST 29 PALMS
38
38
0
16
5
17
0
JIEDDO (NHL & THV*)
2
2
0
1
1
0
0
MCLOG
54
54
0
27
21
6
0
MCTOG
102
102
0
24
51
27
0
MCCES (PERM)
585
584
1
41
283
260
1
MCCES (STUD)
2,195
2,195
0
5
17
2,173
0
SGT'S COURSE (PERM)
13
13
0
0
7
6
0
SGT'S COURSE (STU)
50
50
0
0
50
0
HQ 7THMAR
267
254
13
30
189
1
35
USN E6 &
BELOW
5
1
1
0
0
0
0
0
0
0
0
0
12
1/7
1,028
971
57
51
53
867
4
1
52
2/7
831
782
49
41
53
688
2
0
47
3/7
940
883
57
49
57
777
2
1
54
3/4
847
793
54
35
54
704
3
1
50
2/7
803
782
21
66
60
656
4
1
16
1,004
971
33
43
88
840
0
1
32
1ST TANKS
854
839
14
60
88
691
1
0
13
3RD CEB
518
493
25
33
44
416
2
0
23
D CO 3RD AABN
228
222
6
11
28
183
0
0
6
4TH TANK BN
12
10
2
1
7
2
0
0
MWSS 374
502
487
15
27
70
390
2
0
13
3
3D LAR
3D MAW
ACTIVE DUTY
USMC TOTAL
TOTAL
DEMOGRAPHICS
DEMOGRAPHICS
2
VMU-1
267
263
4
21
38
204
1
0
VMU-3
247
244
3
20
30
194
1
0
CLB-7
628
610
18
32
56
522
3
1
CLC-13
129
129
0
10
16
103
0
0
NHTP
391
0
391
0
0
0
117
31
243
23D DENTAL
45
0
45
0
0
0
16
5
24
ROICC
3
0
3
0
0
0
3
0
0
9
0
0
0
0
0
0
0
29 PLMS VET SVC
BASE, MCMWTC & MAWTS-1
TOTALS
13,805
12,948
843
*Total reflects permanent and temporary personnel assigned to Unit.
Source: AC/S G-1’s 4th Quarter Basic Strength Report ,2013
895
1,464
10,589
173
45
2
14
0
0
625
49
DEMOGRAPHICS
COMMUNITY RELATIONS FACTS & FIGURES
• Provides major stimulant to local and regional economy as the largest employer in the area
• Mutual aid services to local community in rescue, fire, emergency, law enforcement and explosive hazard response
• Fire department also opens up Combat Center training opportunities to firefighters throughout the region providing
invaluable structural firefighting training at no cost
NATURAL RESOURCES
• Hosts the National Resources and Environmental Affairs Division (NREA) which protects vulnerable tortoise nests
and hatchlings until the young can resist predation
• Partnered with the California Department of Fish and Game to help reintroduce Nelson’s Bighorn Sheep to the
Combat Center
• Archeology and Paleontology Curation Center stores artifacts, bones, stone tools and other materials recovered
from over 1600 archeological sites identified on board the installation
• Home to the Foxtrot Petroglyph site, one of the largest in the region
• Small number of significant paleontological deposits such as the Gypsum Ridge, yielding fossils such as the Giant
Ground Sloth, the Giant Tortoise, the Pleistocene Horse, Camel, Lama and Mastodon
ENERGY/UTILITIES
• Energy initiatives aboard the Combat Center have consistently saved the Federal government as much as $7 million
annually
• Combat Center Co-Generation plant, the largest in the Marine Corps, generates 7.2 mega-watts (MW) of
electricity
• The Co-Generation facility produced and utilizes energy and heat through advanced technology using waste-heat
and boosting efficiency from the industry standard of 33% to 80%
• The solar array generates 1.1 mega-watts (MW) of electricity by concerting sunlight to electricity
• Chiller plants replaces 80% of package A/C units with more efficient method of cooling providing total savings to
the base of over $400,000
CIVIC ORGANIZATIONS
•
•
•
•
•
•
•
•
•
•
•
50
Girl & Boy Cub Scouts
Armed Services YMCA
Golf Association
Officers’ Spouses Club
Military Council of Catholic Women
American Red Cross
Family Child Care Providers Club
Chief Petty Officers Club
Hospital Junior Enlisted Club
D.A.R.E.
Joshua Tree National Park
ECONOMIC FACTOR
DEMOGRAPHICS
DEMOGRAPHICS
51
DEMOGRAPHICS
ECONOMIC FACTOR (CONT.)
HOUSING
MCAGCC BILLETING
CATEGORY
BEQ (E1-E5)
Student/Trainee BEQ
BED SPACE
6,568
2,220
OCC. %
92%
95%
550 MAX
100%
4
100%
Transient All Ranks
290
94%
Transient DGQ/VIP
6
64%
Squad Bay (E1-E5)
SNCO Permanent Party
Total Bed Spaces
Source: DFAS/BPO - March 2013
52
9,638
REMARKS
20 buildings
6 buildings
8 buildings (includes Sergeant’s
Course)
Some rooms were converted to
transient quarters due to low
occupancy in SNCO PP rooms.
15 buildings
Occupancy low due to limited use of
Riley House
Active Duty Aboard MCAGCC Twentynine Palms Gender by Rank
Data Source: MFP Demographics Update - December 2013
Officer
Male
739
Female
Enlisted
11,455
Officer=34, Enlisted=455
Total
771
11,995
MCAGCC Twentynine Palms Active Duty Marital Status by Pay Grade
59.1%
38.1%
Enlisted
Officer
MCAGCC Twentynine Palms Active Duty Ethnicity/Racial Profile
67%
70%
60%
50%
40%
30%
17%
20%
8%
4%
10%
0%
4%
DEMOGRAPHICS
DEMOGRAPHICS
53
DEMOGRAPHICS
MCAGCC Twentynine Palms Active Duty Age Profile
Source: MFP Demographics Update - December 2013
50.00%
45.30%
45.00%
42.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.60%
10.00%
5.00%
1.90%
18-24
54
22-30
31-40
41-50
0.06%
51+
0.00%
Military-Related Residential Population
Data Source: DEERS - January 2013
Sponors
Dependents
1,126 (5.7%)
17,704 (89.1%)
Retired Military Population w/in a 20 Mile Radius
Data Source: DEERS - January 2013
208
159
20 Miles
2,179
2,110
10 Miles
Dependents
Sponors
500
1,000
1,500
2,000
2,500
10 Miles
2,179
20 Miles
208
2,110
159
DEMOGRAPHICS
DEMOGRAPHICS
55
DEMOGRAPHICS
MCCS WORLDWIDE
Throughout the past several years, the commandant of the Marine Corps initiated an accelerated implementation plan
to improve Quality of Life programming and to transition Marine and family support programs to a wartime footing.
To assist in this endeavor, MCCS Headquarters and field personnel undertook a rigorous strategic planning process to
develop the Marine Corps Community Services Vision and Strategy 2025, which is nested in the commandant’s Marine
Corps Vision and Strategy 2025. This plan was approved by the MCCS Board of Directors in December 2008 and
outlines how the organization will achieve its critical and primary mission: taking care of Marines and their families.
GOALS OF MCCS VISION AND STRATEGY 2025
• Focus on the individual Marine and his or her family
• Build multi-capable and adaptable programs and services
• Posture to better counter “threats” in complex business operating environments
• Invigorate partnerships and internal and external relationships
• Expand presence and communication
• Become a “critical enabler” for programs and services to support Marines and their families
FACTS & FIGURES
• Established in 1999
• Remains the only organization within DoD that combines family services, off-duty voluntary education, youth
programs, morale, welfare and recreation and Marine Corps exchanges under a single organizational construct
• Strives to be a user-friendly and responsive single portal that provides constant, unwavering support to Marines and
their families throughout their entire service or affiliation with the United States Marine Corps
• Supported with HQMC centralized services in the areas of buying, retail accounting, recreation, library
management and others when cost effective
• Employs over 12,000 civilians with 1,000 civilians just in childcare programs
• Creates a professional workforce focused on customer service
• Operates over 80 programs
• Operates over 2,250 facilities
• Executed and operated by installation commanders
• Serves customer population including active duty, reservists, retirees, DoD civilians and some DoD contractors (May
also serve civilians from local community if approved)
• Services more than 7 million visitors at MCCS operated fitness centers annually
• Operates with social and business bottom lines; both missions are critical to installation communities
• Employs best business practices; some operations are provided simply to enhance “Quality of Life”
• Generates approximately $290 million in appropriated funds
• Generates over $1 billion in non-appropriated fund revenue
• Creates largest profit to sales margin at Temporary Lodging Facilities
• Averages $29.8 million per year in annual programmed construction projects
56
57
DEMOGRAPHICS
BUSINESS OPERATIONS
FOOD & HOSPITALITY - RETAIL OPERATIONS - SERVICE OPERATIONS - JANITORIAL
FOOD & HOSPITALITY
BUSINESS OPERATIONS DIVISION
The Business Operations Division was developed in February 2011 to incorporate all major revenue generating
branches under one authority. Retail, Services, Vending, Food & Hospitality and Janitorial branches all fall within this
Division, with the united intent to improve the quality of life of Marines, Sailors
and their families.
FOOD AND HOSPITALITY BRANCH
Mission/Focus
The Food & Hospitality Branch is responsible for the quality and service of all food, beverage and other products offered
to Marines and their families, as well as oversight of the entire Marine Corps Club system aboard MCAGCC 29 Palms.
In 2013, the Food & Hospitality Branch delivered $16.3 million in sales. We are also responsible for the management of
Starbucks, all snack bars, six mobile canteens, Mobile One food trailer, as well as the Sleepy Tortoise Lodge temporary
lodging facility, Twilight Dunes Recreational Vehicle Park and the RV Storage Lot. This Branch’s responsibilities include
the oversight of all indirect run, name brand fast food establishments, one local food trailer and one full service
restaurant. This highly qualified culinary team provides quality catering services in all our food outlets and the Events
Services Team provides imaginative solutions to outside food needs. Their mobile meal options are available at a
moment’s notice for Marines, Sailors and their families. The Food & Hospitality Branch also presents events each year to
support the spouses of deployed Marines and Sailors.
KEY PROGRAMS
Catering Services
Clubs
• Mamelukes Pub, Officers’ Club
• Hashmarks, Staff NCO Club
• Enlisted Club
• Camp Wilson’s Warrior Club
Coyote Grill
Event Solutions Services
Mobile Food Trucks/Canteens (6)
Mobile One Food Trailer
Sandy Hills Lanes Snack Bar
Sleepy Tortoise Lodge
Starbucks
Twilight Dunes RV Park
Vending
60
POINT OF CONTACT
Food & Hospitality Branch Head - Amber Broz
Bldg. 1107
Phone 830.6807
E-mail: amber.m.broz@usmc-mccs.org
Events and Catering Coordinator - Candice Coward
Bldg. 1573
Phone: 830.8429
E-mail: cowardcm@usmc-mccs.com
Indirect Food Service Manager - Robert D. Kelley
Bldg. 1107
Phone: 830.5174
E-mail: kelleyrd@usmc-mccs.org
REVIEW OF MAJOR ACTIVITIES IN FY 2012/2013
• Headquarters Marine Corps presents Food and Hospitality Excellence Awards to Mobile Canteens,
Starbucks, Warrior Club, Hashmarks SNCO Club and Sleepy Tortoise Lodge. The Mobile Canteens
also received a special award for the 2012 Activity of the Year.
• Partnership with Orion Food at the Warrior Club as well as Coyote Grill (formerly known as
Charlies Coffee House)
• Established Cooking Classes at the Officers’ Club Restaurant
• Food and Hospitality currently has over 12 indirect food outlets under its charge which have seen over
1.9 million in gross sales, with over $727,532.00 in net profit for FY 2013
GOALS FOR FY 2014/2015
• Increase the number of indirect food outlets aboard MCAGCC 29 Palms. Open facilities or sign
contracts with the following brand:
o Dunkin Donuts (pending)
• Team with Orion Foods in the following facilities:
o Sandy Hills Bowling Center Snack Bar
o Golf Course Snack Bar
• Procure two new mobile canteens
• Relocation of various facilities to include:
o Enlisted Club from building 1532 to building of 1531
o Dominos Pizza from building 1519 to building 1532
o Extreme Pita from Golf Course to building 1519
• Complete renovation of Enlisted Club
• Renaming of Officers’ Club Restaurant
BUSINESS OPERATIONS
FOOD & HOSPITALITY
61
FOOD & HOSPITALITY
OVERVIEW - CLUBS
Mameluke's Pub, Officers' Club
Mamelukes Pub offers an array of draft beers with a new draft beer feature monthly. A weekly steak night is offered
to patrons as well as daily specials. The Pub also holds a monthly Right Hand Man Night in which SNCOs are invited
to the club for the evening.
Mamelukes/Officers' Club
Gross Sales
Net Profit
2012
$612,691
($287,544)
2013
$599,722
($210,783)
Hashmarks Staff NCO Club
The SNCO Club is open for lunch to all hands from 10:30 a.m. to 1:30 p.m. Monday thru Friday. A Steak Night is
held Monday and Fridays. Hashmarks hosts an array of special events including Texas Hold ‘Em Tournaments, Latin
Night, NCO Appreciation and unit PMEs.
Hashmarks SNCO Club
Gross Sales
Net Profit
2012
$343,408
($38,528)
2013
$292,706
($28,676)
Enlisted Club
To better serve patrons, the E Club is set to switch buildings with the Single Marine Program and undergo a complete
renovation during FY 2014.
Enlisted Club
Gross Sales
Net Profit
2012
$200,422
$38,532
2013
$393,903
$141,851
Warrior Club
The Warrior Club, located in Camp Wilson, teamed up with Orion Foods during 2013 focusing on increasing speed
of service and providing maximum quality product. Over 2.4 million in gross sales were achieved in FY 2013.
Warrior Club
Gross Sales
Net Profit
62
2012
$1,251,556
$45,345
2013
$2,432,962
$709,934
OVERVIEW
Coyote Grill
Coyote Grill (formerly Charlie’s Coffee House) is a snack bar serving breakfast and lunch Monday through
Friday, including serving the Marine students attending the Communications & Electronics training school.
Coyote Grill (2012: Charlie's)
Gross Sales
Net Profit
2012
$413,667
($5,832)
2013
$219,391
($7,143)
Mobile Canteens
Two new mobile canteens are scheduled to be procured in 2014. One of the old vehicles will be transferred
to MWTC Bridgeport. New V-630 verifones were procured during 2013, causing Mobile Canteen sales to
increase by at least 30%.
Mobile Canteens
Gross Sales
Net Profit
2012
$1,087,926
$230,821.73
2013
$1,915,583
$577,466.00
Sleepy Tortoise Lodge (TLF)
Due to flooding, the Sleepy Tortoise Lodge underwent major repairs in five rooms in 2013. Even with the
repairs, a 90% occupancy rate was achieved. A new 80 room TLF is scheduled for ground breaking in late
2014/early 2015. The Sleepy Tortoise Lodge is the highest rated TLF within the Marine Corps during 2013 for
customer service, cleanliness and amenities.
Sleepy Tortoise Lodge / TLF
Net Sales
Net Profit
2012
$676,149
$304,489
2013
$806,334
$419,294
Starbucks
Starbucks employs one manager, one assistant manager, three food service worker supervisors and fifteen
barista food service workers. During FY 2013 Starbucks employees participated in one week of back of the
house training to enhance speed of service to patrons.
Starbucks
Gross Sales
Net Profit
2012
$1,027,338
$164,295
2013
$1,144,876
$142,763
Twilight Dines RV park has eighty-three lots and maintained an 80 percent occupancy throughout 2013.
RV Park
Net Sales
Net Profit
2012
$294,662
$241,217
2013
$323,438
$255,600
BUSINESS OPERATIONS
FOOD & HOSPITALITY
63
FOOD & HOSPITALITY
OVERVIEW (CONT.)
RV Storage Lot
The RV Storage Lot recently moved from its old location to a larger location on the corner of DelValle and
Rifle Range Road.
RV Storage Lot
Net Sales
Net Profit
2012
$10,944
$10,038
2013
$14,653
$14,640
Vending
Vending includes all snacks and drinks, laundromats, car washes and phone cards.
64
Soft Drinks
Gross Sales
Net Profit
2012
$94,610
$19,223
2013
$88,022
$32,851
Milk/Juice
Gross Sales
Net Profit
2012
$69,425
$5,331
2013
$63,076
$1,429
Sancks & Nuts
Gross Sales
Net Profit
2012
$255,774
($56,516)
2013
$183,850
($56,151)
Car Wash
Gross Sales
Net Profit
2012
$104,938
$63,243
2013
$100,319
$53,499
TLF Laundry
Gross Sales
Net Profit
2012
$7,119
$7,115
2013
$9,620
$8,415
Marine Palms Laundry
Gross Sales
Net Profit
2012
$70,487
$59,941
2013
$80,783
$72,018
Total Vending
Gross Sales
Net Profit
2012
$602,353
$98,337
2013
$525,670
$112,061
TARGET DEMOGRAPHIC
Catering
Active duty, spouses, retirees and Department of Defense employees may utilize the services of
MCCS Catering.
Mameluke's Pub
The pub is open to officers and their spouses.
Officers’ Club Restaurant
The all-hands restaurant at the Officers’ Club reaches active duty, spouses, retirees and Department of
Defense employees.
The weekday lunch is open to active duty, spouses, retirees and Department
of Defense employees. Throughout the evening hours, Hashmarks is open to Staff NCOs and their
spouses.
Enlisted Club
Lance Corporals, and below, and their spouses are welcome at the Enlisted Club.
Camp Wilson Warrior Club
Marines and Sailors training at the Integrated Training Exercise are the main focus of this club.
Coyote Grill
Active duty, spouses, retirees and Department of Defense employees may utilize Coyote Grill, though
the primary target is military students of the Marine Corps Communication & Electronics School located
in close proximity to its location.
Mobile Canteens
Active duty Marines and Sailors are the target demographic of Mobile Canteens, but they are also
available to spouses, retirees and Department of Defense employees.
Sleepy Tortoise Lodge
Active duty, spouses, retirees and Department of Defense employees may utilize the Sleepy Tortoise
Lodge, though the primary focus is patrons on temporary assigned duty or in the process of moving.
Active duty, spouses, retirees and Department of Defense employees may utilize the RV park, though
the primary demographic is geographical bachelors, snowbirds and retirees.
BUSINESS OPERATIONS
FOOD & HOSPITALITY
65
FOOD & HOSPITALITY
MARKETING REVIEW FOR FOOD AND HOSPITALITY 2012/2013
The primary marketing focus for the Food & Hospitality branch in 2012/13 was promoting events and
activities at the Clubs, including monthly themed lunches at the O’Club and Latin Night at Hasmarks, all of
which were open to MCCS eligible patrons. Marketing utilized monthly Club Calendars (48 designs), the
MCCS Guide (eight pages) and a Desert Lifestyle 2-page recipe feature in each edition, as well as other
resources. Overall, Marketing supported 67 major campaigns with roadside signs, posters, flyers, marquees,
commercial spots, MCCS website, banners, table tents, SuperFlyer ads and an article on MCCS 29 Catering
in Desert Lifestyle.
MARKETING INITIATIVES FOOD &
HOSPITALITY 2012
OFFICERS CLUB
STAFF NCO CLUB
NCO/ENLISTED
1
5
-
5
5
-
Single Road Side Signs
Posters
Flyers
Table Tents
Website Ads on Events Page
Desert Lifestyle Articles
Desert Lifestyle Ads
10
42
1,726
8
5
4
33
1,004
7
20
600
20
5
-
-
MARKETING INITIATIVES FOOD &
HOSPITALITY 2013
OFFICERS CLUB
STAFF NCO CLUB
NCO/ENLISTED
13
8
-
20
10
-
31
135
1,406
36
5
2
5
107
1,184
200
24
56
1,300
13
-
-
Banners
Road Side Signs
(sets of 3 signs)
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Table Tents
66
MARKETING STRATEGY FOR FOOD AND HOSPITALITY 2014/2015
Overview
Monthly Calendars will be created for all Clubs, with a two month view of events for Mameluke’s Pub/
O’Club and SNCO Hashmarks. All monthly calendars feature all hands events from the O’Club and
Hashmarks. Major focused will be placed on cross promoting All Hands Lunch, Themed Dinner Night,
Mongolian BBQ, Latin Night, Right Hand Man Night, Warrior Night and NCO Appreciation Night.
In 2014, the NCO Club and the Enlisted Club will be relocating to the 5th Street Zone, Building 1531.
Marketing will support with a “We Have Moved” campaign, utilizing door hangers, roadside signs,
marquees, MCCS website, series of Facebook promotions and commercial spots.
All Food & Hospitality facilities are support with visibility in the MCCS Guide (10,000 distributed
yearly), events listed in the MCCS Quarterly Mailer (16,000 copies are produced per year) and MCCS
Website. Marketing also utilizes Commercial Spots (viewing locations are Main Exchange, Sandy
Hill Lanes and Sunset Cinema), SuperFlyer (17 versions 51,000 per year distributed), roadside signs,
banners (2 and 3 tries), 5 marquees running 24/7, posters and flyers.
Clubs
Officers’ Club & Mameluke’s Pub
Marketing strategies include roadside signs, posters and flyers at the facility, monthly club calendar,
MCCS website, Facebook, commercials shown in the Main Exchange, Sandy Hill Lanes and Sunset
Cinema, ads in the MCCS Guide and Superflyer, and ads and features in Desert Lifestyle.
Marketing will utilize posters and flyers at Hashmarks for Staff NCO specific events and throughout the
base for all-hands events via roadside signs, MCCS website, weekly eNews, Facebook and ads in Desert
Lifestyle magazine, MCCS Guide, commercials shown in the Main Exchange, Sandy Hill Lanes and
Sunset Cinema and the monthly club calendar.
Enlisted and NCO Club
Focus will be placed on the “We Have Moved” campaign, utilizing door hangers, roadside signs,
marquees, MCCS website, series of Facebook promotions and commercial spots.
Coyote Grill
Utilize the MCCS website and annual MCCS Guide to promote services and the addition of Eddie
Pepper’s within the facility. Marketing strategies will include poster, flyers, suggestion box, banner, MCCS
website, marquees and Facebook.
Mobile Canteens
Utilize the MCCS website and annual Guide to promote services.
BUSINESS OPERATIONS
FOOD & HOSPITALITY
67
RETAIL OPERATIONS
MISSION/FOCUS
Retail Operations is primarily comprised of the Main and Camp Wilson Exchanges, the Home Store and four Marine
Marts. All facilities go well beyond providing an enjoyable shopping experience for the Marines, Sailors and their families
aboard MCAGCC Twentynine Palms. The Main Exchange incorporates a 19,000 sq. ft. convenience store, food bar and
package store, as well as a military clothing department, logo and expanded tactical shop. The ultimate purpose of the
facilities is to generate funds that support various MCCS programs and events. As the main revenue generating branch
within MCCS, the Retail Operations delivered $78 million in sales.
Another focus of the branch is to provide a wide variety of quality products at reasonable and competitive prices. The
Price Match Guarantee further allows associates to fulfill the branch's ongoing commitment to customer satisfaction by
matching competitor's prices. The "Keep It New" Warranty Program is available for large appliances, electronics and
furniture purchases at the Main Exchange, Home Store and Camp Wilson Exchange. In the past year, this program has
been well promoted by store associates and has therefore seen a drastic increase in customer participation.
The implementation of the new "I Can Do That" Program further reiterates the customer-centric focus of the Retail
Operations Branch and empowers and enables employees to ensure customers have an excellent shopping experience.
MCAGCC was fortunate to be the site of this pilot program introduced in 2009. By working closely with Headquarters,
the program continues to be improved and polished prior to its eventual roll-out to all CONUS exchanges. This
program, along with our Am I a Star employee recognition program, provides excellent vehicles to create a positive,
enjoyable work atmosphere for Retail employees.
RETAIL PROGRAMS & FACILITIES
C & E Marine Mart
Camp Wilson Exchange
Design & Display
Home Store
Hospital Ship Store
Main Exchange
Marine Mart/Auto Fuel Station
Ocotillo Exchange
Retail Security
Warehouse
POINT OF CONTACT
Deputy Director of Business Operations - Patrick Rooney
Bldg. 1522
Phone: 830.4509
Email: rooneypj@usmc-mccs.org
Deputy Director of Retail and Services - Tony Putnam
Bldg. 1522
Phone: 830.4501
Email: putnamra@usmc-mccs.org
68
REVIEW OF MAJOR ACTIVITIES IN FY 2012 AND 2013
In addition to two annual holiday events, “An Evening with Santa” and the Family Fun Festival with face
painting, a caricature artist, and a balloon artist, Retail hosted the following special events:
• 2013: R. Lee Emery book signing, Dr. Bill Sears book signing, car seat fitting safety event
• 2012: Crown Royal race car simulator, Van’s Shoes skate board jump demonstration, signing by several
of the stars of the TV Series “Sons of Anarchy”
•
•
•
•
•
Reach projected sales of $80 million
Reach projected net profit of $4 million
Improve ASI scores by two points or better
Begin Ocotillo Marine Mart construction in spring
Present the following events/sales:
o May: Mother’s Day Sale
o June: Father’s Day Sale
o September: Ball Gown Truck Show, Main Exchange Anniversary Sale, Retiree Appreciation Sale
o November: Black Friday Sale
o December: Single Marine Shopping Night, Holiday Family Fun Festival, Toys for Tots
o Ongoing: Care Packages, Video game releases, HQ advertising circulars
BUSINESS OPERATIONS
RETAIL OPERATIONS
69
RETAIL OPERATIONS
OVERVIEW
2013 was another great year for the Retail Branch. The branch experienced a dramatic increase in net sales over last
year and sales achieved a net profit of four million dollars for FY13. These profits are utilized in continuing programs
and offerings in support of Marines, Sailors and their families. The funds are allocated amongst other branches to help
support and fulfill this essential mission.
The high sales volume in the 36,000 square foot Main Exchange is attributed to the customer-centric “I Can Do That”
Program as well as the inclusion of the Seven Day Store, Military Clothing store, a food court with four vendors and
a self-service food bar. The state of the art facility is now a fierce competitor with other retailers due to the addition
of several name brands (i.e.: Philosophy, American Rag, Michael Kors) and the wider selections throughout many
departments. The new Main Exchange also features an Apple Store and a 60-ft. TV wall, featuring the latest LCD and
LED technology along with most recent advances in 3-D technology.
The “I Can Do That” Program still actively contributes to the steady sales growth while positively impacting patron loyalty
and satisfaction. This program further emphasizes the branch’s profound commitment to customer service and being “on
brand”. Customer Satisfaction scores increased two points in FY13 and a slight increase in the Customer Satisfaction
Index is expected in FY14. These increases are attributed to the adherence of the “I Can Do That” Program as well as
the opening of the new Exchange.
The existing “Keep It New” Program offers warranties on electronics, large appliances and furniture items. MCAGCC
29 Palms Retail is second in “Keep It New” warranties for all Marine Corps Exchanges. The program is offered at the
Main Store, Camp Wilson Marine Mart and the Home Store. Revenue from this program consistently reaches $300,000
annually.
Another ongoing program supported by the Retail Branch is the Package Program. Instead of offering services and a
coupon one day a month, patrons aboard the Combat Center may now drop off packages throughout the business day
making it a more convenient and effective offering. The Care Package Program mailed 1358 packages to Marines and
Sailors serving overseas in 2013.
The Retail Branch will continue to see marked growth in the future due to the upcoming Ocotillo Marine Mart
construction project and plans to revitalize the Home Store into a ‘Retail Family Mall’ to include additional services and
family restaurants.
Facility
Main Exchange Gross Sales
Main Exchange Net Profit
C&E Gross Sales
C&E Net Profit
Ocotillo Gross Sales
Ocotillo Net Profit
Camp Wilson Gross Sales
Camp Wilson Net Profit
Military Clothing (DSCP) Gross Sales
Military Clothing (DSCP) Net Profit
Auto Fuel Gross Sales
Auto Fuel Net Profit
Home Store Gross Sales
Home Store Net Profit
Marine Mart Gross Sales
Marine Mart Net Profit
70
2012
$51,631,970
$4,333,056.22
$1,490,961
$162,804.13
$1,183,287
$71,174.32
$7,819,351
$903,482.77
$1,714,339
$224,662.03
$15,045,530
$610,574.05
$1,784,634
$70,231.43
$4,265,395
$242,897.89
2013
$49,734,468
$3,769,127.00
$1,652,067
$180,928.00
$1,005,239
$13,839.00
$8,287,095
$1,097,862.00
$1,519,630
$199,955.00
$13,833,824
$526,005.00
$1,291,603
$61,275.00
$4,255,493
$343,776.00
CONDITIONS AFFECTING PROFIT
Positive
•
•
•
•
•
Continued sales growth
Improved gross margin
Improved shrinkage
Improved employee satisfaction
Improved customer service
Negative
•
•
•
•
•
•
Increased freight charges
Increased labor costs
Lower gas margins
Increased priced competition
Increased debit/credit card expense
Utilities
TARGET DEMOGRAPHICS
C&E Exchange
The C&E Exchange is open to all active duty, family members, retirees, NAF civilians and contractors with
permission, with an emphasis on catering to the needs of Marine students attending the Communication &
Electronics training school.
Camp Wilson Exchange
The Camp Wilson Exchange is open to all active duty, family members, retirees, NAF civilians and contractors
with permission, with an emphasis on catering to the needs of Marines in training at the Integrated Training
Exercise.
Home Store, Marine Mart/Auto Fuel Station, Ocotillo Exchange
These facilities are open to all active duty, family members, retirees, NAF civilians and contractors with
permission.
Hospital Ship Store
The Hospital Ship Store is open to all active duty, family members, retirees, NAF civilians and contractors with
permission, with an emphasis on catering to needs of patients of the Robert E. Bush Naval Hospital aboard
the base.
Main Exchange
The Main Exchange is open to all active duty, family members, retirees, NAF civilians and contractors with
permission. Special events throughout the year are geared at more specific target markets, such as the
Tactical Gear event aimed at active duty, Single Marine Shopping Night aimed at single marines, and Family
Fun Night targeting Marine families.
BUSINESS OPERATIONS
RETAIL OPERATIONS
71
RETAIL OPERATIONS
MARKETING REVIEW FOR RETAIL OPERATIONS 2012/2013
In 2012/13 Marketing supported events included Evening with Santa, Holiday Family Fun Festival, two R. Lee Book
Signing, and MCCS facilities “Accepts the Military Star Card and MCX Gift Cards” announcement. Marketing utilized
the MCCS website, Guide, Quarterly Mailer, a Desert Lifestyle artcile in each issue showing the latest trends, roadside
signs, marquees, posters and commercial spots in the Main Exchange, Sandy Hill Lanes and Sunset Cinema.
MARKETING INITIATIVES RETAIL
2012
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Website Sales Sheets
2
12
31
1,765
8
4
1
MARKETING INITIATIVES RETAIL
2013
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Website Sales Sheets
2
3
14
56
5
4
1
MARKETING STRATEGY FOR RETAIL OPERATIONS 2014/2015
Marketing will utilize MCCS website, Quarterly Mailer, roadside signs, SuperFlyer ads, marquees, posters and
commercial spots; which are previewed at the Main Exchange, Sandy Hill Lanes Bowling Center and Sunset Cinema.
MCX events promoted this year will include Annual Evening with Santa, Holiday Family Event and vendor product
demonstrations.
The MCX Facility Team will be opening their second Marine Mart and Gas Station near the Ocotillo Housing area. We
will support this new endeavor with a feature in Desert Lifestyle Magazine, ads in the Quarterly Mailer and SuperFlyer
and a Facebook Campaign.
72
MISSION/FOCUS
The Service Operation Branch is geared toward providing world class goods and services to our military
families through a variety of service-oriented programs, providers and facilities. MCAGCC is considered
a remote duty station; the services we offer on base are often not available anywhere else in the Morongo
Basin. Service Operations strives to make available many desired amenities to our military families in an
effort to create a home-like, comfortable atmosphere aboard the Combat Center. Our goal is to meet all
the service needs aboard the base.
KEY PROGRAMS
Amusements - Video Games and Music
Angels for Autism
Barber Shop (4)
Car Wash
CZee Cyberzone
Decal Depot
Enterprise Car Rental
GameStop
Glacier Water
GNC
Laundromats (2)
Nature’s Best Cleaners
Plaque Shop
Redbox (4)
Tease Shirts
Wireless Advocates
POINT OF CONTACT
Bldg. 1522
Phone: 830.4501
• Revenues increased from $7,069,000 to $7,613,000 and net profits increased from $1,043,000 to
$1,131,000
• Natures Best Cleaners, responsible for creating a certified green laundry/dry-cleaning operation, no
pollutants, toxic chemicals or any residue are left in clothing) continues to perform strongly, increasing
revenues from $673,684 to $782,735 and net profits increase from $63,489 to $73,656
• New specialty interest contractors arrived, such as Portraits International and Family Roots, My Lineage
• New vendor options for the Home Store, creating a ‘Retail Family Mall’ with stores and kiosks that
provide services such as florist, arts/crafts, party supplies, packaging/shipping along with a Beauty
Salon and Spa
• Continue researching vendors that provide services needed and wanted on base
• Install an inline car wash, which is energy efficient, water wise and environmentally friendly
BUSINESS OPERATIONS
SERVICE OPERATIONS
73
SERVICE OPERATIONS
OVERVIEW
The Service Operations Branch oversees a very diverse group of service providers and products that are
offered on MCAGCC including four barber shops, one beauty shop, Enterprise Car Rental, Coca Cola Bottling Co.
(110 machines), 7-Up Bottling Co. (75 machines), Cold Spot Ice cream novelties, Amusements LTD. (video machines,
pool tables, digital internet juke boxes and an arcade), Decal Depot, Plaque Shop, GameStop, GNC, Glacier Water,
Angels for Autism and the CZee Cyberzone internet site. Other contractor indirect businesses are GameStop, Red Box
Video rental kiosks (4) and Tease Shirts embroidery and screen print company.
We boast the first green cleaners installed on a Marine Corp Base; Nature's Best Cleaners, a certified green laundry/
dry-cleaning that leaves no pollutants, toxic waste or any chemicals residue in clothing. Nature's Best Cleaners also
provides tailoring services for MCCES students, Marines/Navy personnel and civilians employed on MCAGCC.
Additional contractors are Wireless Advocates (cellular service/products) and ZoomSystems kiosk promoting Proactiv
acne treatment.
Service Operations direct run operated business are the Laundromats (2), Car Wash and Vending. The Car Wash
provides GSA reimbursable services for SWRFT vehicles aboard MCAGCC. The Vending department supports the base
with daily service of over 200 vending machines to include Monster, Gatorade, Red Bull and snack machines.
Service Operations also provides seasonal specialty interest contractors including Portraits International,
Family Roots, Kit’s Sports Memorabilia, Eagle Prints, Luna’s Gifts and various book signings with authors.
74
MISSION/FOCUS
BUSINESS OPERATIONS
JANITORIAL
Custodial Services maintains the interiors and the general exteriors of over 62 MCCS buildings and
surrounding common areas on a daily basis. This department maintains a staff of over fifty employees, working
seven days a week, 24 hours a day aboard the Combat Center.
• Improve and elevate quality of service provided to MCCS establishments. Thus, improving aesthetics and
hygiene of the environment of MCCS facilities for the benefit of all visiting patrons and DOD entities abo
ard the installation.
• Stay abreast of of new and improved environmentally conscious "green" procedures and products, and
make all necessary changes and updates when possible.
POINT OF CONTACT
Bldg. 1522
Phone: 830.4501
Operations Manager of Custodial Services - Michael Johnson
Bldg. 1533
Phone: 830.4985
E-mail: michael.p.johnson@usmc-mccs.org
TARGET DEMOGRAPHIC
The efforts Custodial Services are focused on the internal facilities of MCCS, which impact the end
user; the Marines, Sailors and families aboard the installation.
OVERVIEW
Not unlike our Military counterparts, when duty calls, Custodial Services are always ready to lend a hand
and provide support. Whether it is moving furniture, cleaning culverts or taking care of emergency spills and
accidents, the accomplished staff and its leaders are trained to handle most emergencies. Keeping in trend
with green technology, they utilize 45 Big Belly Solar trash can compactors, where fullness can be monitored
via GPS and the number of necessary trash pickups have resulted in a savings of over 1000 janitorial staffing
hours annually. This allows the staff to concentrate their abilities where needed, providing a clean, sanitized
environment for our patrons to shop and relax in, as well as for our MCCS employees to work in.
The department has also implemented the use of the Custodial Helpdesk to better support our MCCS
counterparts and establishments with custodial needs through a centrally managed location.
75
MARINE & FAMILY PROGRAMS
BEHAVIORAL HEALTH - FAMILY CARE - MARINE CORPS FAMILY TEAM BUILDING
PERSONAL & PROFESSIONAL DEVELOPMENT
BEHAVIORAL HEALTH
MARINE & FAMILY PROGRAMS DIVISION
Marine & Family Programs Division provides resources to improve and sustain the capabilities of commanders, Marines
and family members to prevent problems that detract from unit performance and readiness while successfully coping
with Marine Corps life. Marine & Family Programs provides this through the following branches: Behavioral Health
Family Care, Marine Corps Family Team Building and Personal & Professional Development, as well as hosting a pilot
program FOCUS Project.
POINT OF CONTACT
Deputy Director - Titus Burns
Bldg. 1522
Phone: 830.5635
E-mail: titus.burns@usmc.mil
Operations Manager - Dawn Hill
Bldg. 1522
Phone: 830.5486
E-mail: dawn.a.hill@usmc.mil
BEHAVIORAL HEALTH BRANCH
Mission/Focus
The demand for psychological health services for Marines, Sailors and their families has increased dramatically over the
past decade. The belief is that with the drawdown from Operation Enduring Freedom and Operation Iraqi Freedom,
we will see an even greater increase in the use of services needed regarding substance abuse, family issues, combat
stress, personal relationships, etc. The Behavioral Health Branch (BHB) is committed to ensuring the mental wellness of
our Marines, Sailors and their families, as well as patient autonomy, which is an underlying principle paramount in our
system of care. Clear communication between each section of Behavioral Health will ensure a comprehensive system of
care that is coordinated and transparent to all who utilize these services. The purpose of the Behavioral Health reset is
to better utilize resources, and streamline the process for referrals between the Community Counseling Center (CCC),
Family Advocacy Program (FAP), Substance Abuse Counseling Center (SACC) and New Parent Support Program (NPSP).
KEY PROGRAMS
New Parent Support Program
POINTS OF CONTACT
Branch Head - Kirsten Hardy
Bldg. 1438
Phone: 760.830.8283
Email: kirsten.hardy.usmc.mil
78
Behavioral Health Commander’s Conference – October 2012
BEHAVIORAL HEALTH
• Every client’s needs are attended to as a priority and treated with dignity and respect.
• Utilize Council On Accreditation (COA) standards and Commission on Accreditation for Rehabilitation
Facilities (CARF) as a continuous quality improvement tool. Ensure that all policies, procedures, plans, forms
and other documention are consistent with COA’s and CARF’s standards, for all of Behavioral Health
programs, and continue to integrate the standards into all aspects of daily operations.
• Operate in strict compliance with all federal laws, Marine Corps and Navy regulatory requirements at all times.
• Develop and enhance relationships between Behavioral Health and the local community by working
collaboratively with other providers and community stakeholders to ensure that we educate them about
Behavioral Health.
• Clearly communicate with other providers as required to build strong support systems for our clients/customers.
79
BEHAVIORAL HEALTH
OVERVIEW
FAMILY ADVOCACY PROGRAM
Family Advocacy Program includes Victim Advocacy, General/Clinical Counseling and Prevention & Education,
providing a centrally located facility for clinical services. In addition, the Family Advocacy Program has one licensed
clinician at the Marine Corps Mountain Warfare Training Center (MCMWTC) in Bridgeport, California.
Program staff (including MCMWTC) performed assessments for 264 alleged incidents of domestic violence or child
abuse, of which 233 were presented to the Family Advocacy Incident Determination Committee (IDC). 111 incidents
met criteria for domestic violence, while 88 did not. The Victim Advocates (VAs) responded to 188 incidents (including
domestic violence (DV), child abuse, suicide-related incidents and sexual assaults). During the year, the VAs provided the
following outreach services: PMO - 24 visits, CID - 14 visits, NCIS - 13 visits, NHTP ER - 9 visits, SJA - 12 visits.
Clinical staff (including MCMWTC) provided personal counseling to 333 clients. There were 710 participants in the
107-session/26 weeks of Innovative Skills Techniques Options and Plans for a Better Relationship (STOP), 25 in the
POWER workshop, and 156 clients participated in the Women’s Innovative Skills Techniques Options and Plans for a
Better Relationship (WSTOP). 149 clients participated in the 12-session Parenting Effectively Through Teamwork (PETT);
a program approved by Children and Family Services. Monday Night Open Door Counseling (walk-in screening)
provided services to 47 clients. The Family Advocacy Program’s 52-session Batterer’s Intervention Program achieved
re-accreditation by the San Bernardino County Probation Department, adding the WDAIP Program to our probationapproved programs. In addition, clinical staff (including MCMWTC) supported the Prevention & Education Program,
Monday Night Counseling and assisted with the Return and Reunion briefs for Marine families. Family Advocacy
Program staff also participated in the development of the Combat Center Emergency Operations Center.
During 2013, there were significant program changes. The program was expanded by the addition of four new
Domestic Violence Counselors in July/August. Another significant change occurred when the Behavioral Health program
was more formally established with the hiring of the Branch head in July and the roll-out of the Community Counseling
Center (CCC or C3). With this change, general counseling services have been moved to the CCC, allowing for a
complete separation of domestic and child abuse prevention and intervention services from the general counseling
services.
FAMILY ADVOCACY PROGRAM
General Clinical Counseling Referrals
General Clinical Counseling Cases
Family Violence Referrals
Family Violence Cases
4-week Domestic Violence Intervention Program
16-week Domestic Violence Intervention Program
52-week Court Ordered Domestic Violence
Intervention Program
16-week Women’s Domestic Violence Intervention
Program
80
2012
439
389
278
269
16
80
2013
415
333
264
233
13
64
10
16
15
20
FAMILY ADVOCACY PREVENTION & EDUCATION
Number of Classes
Number of Participants
Number of Briefs
Number of Workshops
Number of Outreach/Public Awareness Events
2012
267
8,902
n/a
n/a
299
2,147
48
3,188
2013
46
207
60
5,681
82
467
17
6,193
NEW PARENT SUPPORT PROGRAM
The New Parent Support Program (NPSP) is a child abuse prevention program, staffed by a team of registered
nurses and social workers who provide supportive services to military families. The NPSP serves families with
children from birth to five years of age, and those expecting a baby. The NPSP offers the family the opportunity
to express their concerns and ask questions about babies, young children and family relationships. The NPSP
also has one team member located at the Marine Corps Mountain Warfare Training Center, (MCMWTC)
Bridgeport.
Services include:
1.
Home Visitation is arranged at the family's convenience, and is a chance to learn about being a parent
or acquiring new skills in caring for a growing family. It is an opportunity to form warm, caring bonds
with a professional who can help with the family's concerns as a parent or parent-to-be in the privacy of
their home.
2. Baby Basics is a monthly class which provides information on labor and delivery, postpartum,
nutrition and safety for babies during pregnancy through 12 months of age. The class emphasizes
the father's involvement and includes interactive demonstrations of basic infant care, such as bathing,
diapering and soothing a crying baby.
3. The quarterly Nurturing Parenting class is an evidenced-based, family-focused program for parents
that is recognized internationally for enhancing self-worth, empathy discipline, and empowerment.
The nurturing philosophy of parenting is also a philosophy of life in which families can embrace the
importance of raising children with respect, compassion and integrity by always keeping the well-being
of children as the primary goal of parenting.
NPSP also provides services for "Month of the Military Child" and "Operation Stork", as well as many other
activities requested throughout the year.
NEW PARENT SUPPORT PROGRAM
Number of Clients
Number of Classes/Groups
Number of Class Participants
Number of Briefs
Number of Referrals
Number of Single Clients
2012
603
43
218
9
3,247
32
2103
352
36
250
10
2,199
10
BEHAVIORAL HEALTH
81
BEHAVIORAL HEALTH
SUBSTANCE ABUSE COUNSELING CENTER
The Substance Abuse Counseling Center (SACC) provides screenings, assessments, counseling, referral services and
education classes. Services are offered to active duty service members and when space is available, to family members,
retirees and civilian employees. During 2013, SACC conducted 594 screenings pertaining to alcohol and drug
related incidents. As a result of these screenings, Marines and Sailors were recommended the following services: Early
Intervention classes held monthly, (PRIme for life) 221 participants; Outpatient Care, 120 participants held monthly;
Intensive Outpatient Treatment, 90 participants held monthly; and Residential Care 103 referrals as indicated. There
were1025 Marines and Sailors attendees to SACC in total. In addition, the monthly High-Risk Management Committee
meeting at the Naval Hospital, Twentynine Palms, identifies patients having contact with the MCCS Community
Counseling Center, SACC and the Navy Hospital (Mental Health Department and the Deployment Health Clinic) to
identify those patients in need of triage service.
SACC received another three year accreditation by the Commission on Accreditation of Rehabilitation Facilities (CARF)
for the Outpatient Program, the Intensive Outpatient Program the Prevention Program and Assessment and Referral
services. This accreditation demonstrates the ongoing commitment and skills of the clinical and administrative staff to
provide the highest level of care to Marines and Sailors undergoing education and treatment at SACC.
SUBSTANCE ABUSE PREVENTION PROGRAM
PRIme for Life
Brief Attendance
BASIC
Trainings/Presentations
2012
304
6,953
267
7,969
2103
221
13,631
38
5,531
SUBSTANCE ABUSE COUNSELING CENTER
Screenings
Outpatient Therapy
Intensive Outpatient Therapy
2012
407
38
64
2013
594
120
90
ALCOHOL ABUSE PREVENTION & EDUCATION
In 2013, the Alcohol Abuse Prevention Specialist (AAPS) has implemented and conducted trainings on the Building
Alcohol Skills Intervention Curriculum Program (BASIC), servicing 38 Officers, SNCOs and NCOs, as well as meeting
with Unit Commanders/Sergeants Major. The AAPS conducted fourteen 16-hour Prime For Life classes servicing 221
service members on a monthly basis, and 32 unit level Alcohol Awareness/Safety Stand Downs. These briefs, trainings
and presentations reached 13, 631 Marines and Sailors. The AAPS worked with Marketing to increase circulation of
the drug and alcohol free message, provide prevention and awareness information, as well as to develop and conduct
unit assessments. In April 2013, during Alcohol Awareness Month, AAPS hosted the 5th MCAGCC "National Alcohol
Screening Day" conducting 1,978 alcohol screenings. Along with the Drug Demand Reduction Program Coordinator,
the AAPS provided vital support at the MCAGCC Bi-Annual Wellness/Health Fairs by raising awareness to reduce/
eliminate drug and alcohol abuse. The AAPS assisted the CG’s office in conducting 13 Command General Inspections
based on Inspector General requests throughout the year. AAPS assisted and organized MCAGCC’s 2nd Behavioral
Health Commander’s Conference held in October 2013 with 253 Commanding Officers and senior SNCOs in
attendance. AAPS provides continual on-going support to unit commands by conducting needs assessments and
providing prevention and awareness informational briefs, reaching 13,631 service members and DoD personnel.
82
DRUG DEMAND REDUCTION
The Drug Demand Reduction Program Coordinator (DDRC) participated in Red Ribbon Week in October
2013, appearing at two local elementary and middle schools to promote a drug free youth. Also in 2013,
DDRC conducted five 40-hour Substance Abuse Control Officer (SACO) courses for all incoming SACOs and
twenty-four monthly meetings/trainings for the unit SACOs. DDRC met with new Unit Commanders/Sergeants
Major and performed Inspector General Inspections for all tenant units, as well as Sergeants Major and Single
Marine Program (SMP) meetings. DDRC trained Bridgeport and Barstow SACOs and provided electronic
and telephonic support as needed, in conjunction with providing phone support for deployed SACOs. The
DDRC continued to promote the drug free message and participated in the Combat Center Challenge. DDRC
provides on-going program support to unit SACOs conducting unit assessments and program management;
including urinalysis supplies, prevention and awareness information. 50,294 urinalysis tests were conducted by
commands this year.
DRUG DEMAND REDUCATION
Urinalysis
Commanders Summit Attendance
Substance Abuse Collateral Officer Meeting
Attendance (quarterly training)
Tournament and Event Participants
Unit Brief Attendance
Total Contact Hours with Units
2012
55,000
189
2013
50,294
253
18
24
5,500
6,953
69
3,500
5,058
92
TARGET DEMOGRAPHICS
The primary demographic of FAP is military families that desire counseling or are court ordered to receive
counseling, new parents and families with domestic issues such as child endangerment or abuse, anger
management and more.
New Parent Support Program
The primary demographic of the New Parent Support Program is military families who have at least one child in
the home, five years of age or under, and/or expecting a baby. The intent of the New Parent Support Program
is to promote personal and family readiness by providing parenting education and support.
This program reaches active duty military, family members, retirees and Department of Defense civilians
dealing with drug or alcohol abuse or testing.
BEHAVIORAL HEALTH
83
BEHAVIORAL HEALTH
MARKETING REVIEW FOR BEHAVIORAL HEALTH 2012/2013
MARKETING INITIATIVES
BEHAVIORAL HEALTH 2012
COUNSELING
NEW PARENT
SUPPORT
FAMILY
ADVOCACY
PROGRAM
SUBSTANCE
ABUSE CENTER
Banners
3
-
2
-
-
-
2
-
Posters
Flyers
Brochures
Desert Lifestyle Article
53
-
6
-
-
-
1
-
-
-
1
-
2
-
BEHAVIORAL HEALTH 2013
COUNSELING
NEW PARENT
SUPPORT
5
-
FAMILY
ADVOCACY
PROGRAM
-
3
-
-
-
Posters
Flyers
Brochures
15
856
-
4
1100
1,500
-
2,210
-
-
7
3
-
-
Road Side Signs
(sets of 3 signs)
Banners
Road Side Signs
(sets of 3 signs)
SUBSTANCE
ABUSE CENTER
-
One of the largest events for the Behavioral Health Branch (BHB) in 2012 and 2013 were the 1st and 2nd annual
Commanding General’s Behavioral Health Commanders’ Conference. In 2013, the Conference was held in October
with 253 Commanding Officers and senior SNCOs in attendance. Marketing for the conference included a Rapid Fire
booklet, an event survey, invites and posters.
In 2013 BHB introduced Coping with Work and Family Stress, a six-week course that covers a wide range of active
coping skills, ways to make better use of social networking and specific stress management tips. Marketing utilized
roadside signs, posters, flyers, the MCCS website and Guide.
The Couples Communication Workshops was supported with year-long placement on the MCCS website events page,
Guide, poster and flyers.
The Nurturing Parenting Program is an evidence-based and family-focused program that is recognized for enhancing
self-worth, empathy, discipline and empowerment. These four weekly classes are held each month. Marketing supported
this event with placement on the MCCS website events page, Guide, calendar, poster and flyers.
84
MARKETING STRATEGY FOR BEHAVIORAL HEALTH 2014/2015
Overview
In January of 2014, Marketing launched an awareness campaign for the Community Counseling Center. The
campaign detailed what types of counseling is offered through the Behavioral Health Branch (BHB). In the spring
of 2014, the Cancer Support and Survivor Group campaign was established. This is a new program offered by
the BHB. This support group helps to educate those currently diagnosed with cancer, cancer survivors and those
who care for them. Marketing will support the 3rd Commanding General’s Behavioral Health Commanders’
Conference via updating the Rapid Fire Booklet, an event survey, marquees, invites and posters.
Family Advocacy Program: FAP offers monthly counseling services for active duty, family members, retirees and
Department of Defense employees, such as the Coping with Work and Family Stress classes. Marekting supports
these events through flyers, posters, MCCS website announcements, Facebook, eNews and Sunset Cinema
commercials.
New Parent Support: The quarterly Nurturing Parenting class is supported by the MCCS Website and Guide,
poster and flyers. The monthly Baby Basics class is promoted on the MCCS Website and Guide, poster and flyers.
Substance Abuse Counseling Center: Marketing utilizes the substance abuse counseling officers to pass out flyers
and posters to each unit, as well as per request will produce chow hall table tents, banners, road side signs at the
Main Gate, MCCS website, electronic marquee messages, eNews, commercials shown in the Main Exchange,
Sandy Hill Lanes and Sunset Cinema, and the MCCS Guide.
BEHAVIORAL HEALTH
85
FAMILY CARE
MISSION/FOCUS
The Family Care Branch focuses on the needs of military families by providing a full range of quality services and
programs centered on child development, youth and teen activities and families that may have special needs.
KEY PROGRAMS
Children, Youth & Teen Programs
Exceptional Family Team Member Program
POINT OF CONTACT
Branch Head - Bo Bourikas
Bldg. 693
Phone: 760.830.3833
Email: nicholas.j.bourikas@usmc-mccs.org
•
•
•
•
Groundbreaking of the new Child Development Center (CDC)
CYTP Annual Book Fair
CYTP Family Feast
Month of the Military Child activities (Ice Cream Social, Carnival and BBQ)
• Exectution of a smooth transition from temporary trailer facilities to the new CDC center providing more
square footage for childcare
• Re-accreditation for Bright Beginnings and Youth and Teen centers
• Ribbon cutting for the new CDC
• Meet 100 percent of staffing requirements
86
OVERVIEW
CHILDREN, YOUTH & TEEN PROGRAMS
Accessibility to affordable, safe, and quality children, youth and teen programs is a major contributor to
personal and family readiness. These programs support the mission by reducing lost duty time, increasing
service member productivity and contributing to the economic self-sufficiency of the families. Children, Youth
and Teen Programs focus on the needs of families in order to provide maximum access to useful, flexible, and
affordable programs such as child development, social and recreational programs. Children, youth and teens,
ages 6 weeks to 18 years, are served in integrated, balanced quality programs that support continuum of the
Marines’ family.
CHILD DEVELOPMENT CENTERS (CDC)
Programs are facility-based childcare services that support childcare needs for children ages 6 weeks through
12 years. Care options include full-day, part-day and hourly care. Operating hours vary by program. These
programs are staffed by trained caregivers and must meet the accreditation standards of the National
Association for the Education of Young Children (NAEYC). All USMC CDC comply with DoD standards for staff
qualifications, program quality, safety, sanitation and nutrition. CDC receive regular comprehensive inspections.
FAMILY CHILD CARE (FCC)
Provide childcare in housing aboard the base or housing leased by the government and under control of the
Installation Commander. FCC providers are private contractors certified and monitored by the Command.
Providing childcare in quarters is a privilege extended to family members at the discretion of the Installation
Commander.
RESOURCE AND REFERRAL (R&R)
Resource and Referral serves as the central enrollment registry to all eligible patrons seeking programs for
children, youth and teens. R&R professionals assist by providing general information on children, youth and
teen program options and various types of care including full day, part day, center-based, home-based,
hourly, extended day and respite/emergency care. R&R offices monitor vacancies and maintain waiting lists for
installation-based programs. They also maintain information on programs in the local community, as well as
provide a listing of available qualified Red Cross trained and certified babysitters.
CHILDREN, YOUTH AND TEEN PROGRAMS
Family Child Care Capacity
Family Child Care Enrollment
Child Development Program Capacity
Child Development Program Enrollment
School Age Care Capacity
School Age Enrollment
Youth Activities Capacity After SAC Hours
Teen Center Capacity
2012
102
69
450
450
125
103
90
90
2013
78
81
450
390
125
103
50
50
FAMILY CARE
87
FAMILY CARE
SCHOOL AGE CARE (SAC)
Provides nationally accredited comprehensive, supervised childcare services for children ages 6 through 12 or enrolled
in kindergarten through sixth grade, during duty hours before and after school, full day camps, on school holidays,
teacher in-service days, inter-sessions and during school closings. SAC provides a safe, supervised, healthy, ageappropriate environment while parents are at work. SAC programs complement, rather than duplicate, the school day.
SUPPLEMENTAL PROGRAM AND SERVICES (SPS)
The supplemental child care option provides care on occasion rather than daily basis, when parents are attending
Command function, briefs or activities. Appropriately trained children, youth and teen personnel care for children in the
same facility where the activity is being held or at the Child Development Center.
YOUTH AND TEEN ACTIVITIES
Youth and teen activities consist of a comprehensive series and balance of activities and events, which respond
to the recreational, developmental, social, psychological, cultural and educational needs of eligible youth. The
programs support the development of lifelong skills and transition to adulthood within a physically and emotionally
safe environment. Programs provide safe, supervised, healthy, accountable and age-appropriate activities and sports
programs that meet the needs of the community.
EXCEPTIONAL FAMILY MEMBER PROGRAM (EFMP)
EFMP seeks to improve the quality of life for families that support a member with special medical, emotional and
educational considerations. Quality of life is improved through family support via Marine Corps Community Services
programs provided aboard Marine Corps installations, and through contractual partnerships with public and private
organizations. By following specific procedures and guidelines, EFMP ensures that sponsors with Exceptional Family
Members (EFM) are assigned to duty stations where services exist to support the EFM with access and availability to
medical and educational services. Families and service providers work together in a climate of mutual respect and trust
to be successful and to ensure continuum of care.
EXECEPTIONAL FAMILY MEMBER PROGRAM
Number Families Enrolled in EFMP
Number of Families Using Respite
2012
436
64
2013
433
38
TARGET DEMOGRAPHICS
Children, Youth and Teen Programs
CYTP is focused on providing services to infants through 18-year-old high school students.
Exceptional Family Team Member Program
This program’s demographic is military families that support a member special medical, emotional and educational
considerations.
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MARKETING REVIEW FOR FAMILY CARE 2012/2013
FAMILY CARE 2012
CHILDREN, YOUTH &
TEEN PROGRAMS
Banners
Road Side Signs
4
(sets of 3 signs)
7
Posters
Flyers
Brochures
24
1,168
1
6
FAMILY CARE 2013
CHILDREN, YOUTH &
TEEN PROGRAMS
Banners
Road Side Signs
-
(sets of 3 signs)
Posters
Flyers
Brochures
1
13
316
4
The largest focus in marketing the Family Care branch is to raise awarness for Children, Youth and Teen
Programs' facilites, programs and events. This was accomplished with flyers, posters, MCCS Guide, marquees,
Desert Lifestyle magazine articles, MCCS website, SuperFlyer ads and the CYTP Brochure. A concentrated
effort was made to place marketing materials at the Community Center, Library, Commissary, Village Center
and the CYTP itself, as well as roadside signs across the street from the facility.
FAMILY CARE
89
FAMILY CARE
MARKETING STRATEGY FOR FAMILY CARE 2014/2015
Children, Youth and Teen Programs: Marketing will insure the widest range of exposure for all programs and events by
utilizing the MCCS Website, Quarterly Mailer (16,000 copies are produced per year), MCCS Guide (10,000 distributed
yearly), Commercial Spots (viewing locations are Main Exchange, Sandy Hill Lanes and Sunset Cinema), SuperFlyer
(17 versions 51,000 per year distributed), roadside signs, banners (2 and 3 tiers), 5 electronic marquees running 24/7,
posters, flyers and brochures. In spring of 2014 marketing will facilitate the Childcare Programs Needs survey, in which
we will utilize Constant Contact and hard copies placed in each CYTP facility.
Exceptional Family Member Program: Utilize the MCCS Website, Guide and EFMP Brochure, along with roadside signs,
poster and flyer to support and promote events.
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MISSION/FOCUS
Marine Corps Family Team Building (MCFTB) enhances and supports the Unit, Personal and Family Readiness
Program (UPFRP) by providing relevant and standardized family readiness training, and ultimately enhancing
unit mission readiness. It is MCFTB’s focused goal to improve the quality of life for service members and their
families, as well as, the authorized civilian population aboard the installation by providing reliable, high quality
programs and services that promote healthy lifestyles and improve morale, unit and personal readiness, and
retention.
KEY PROGRAMS
Family Readiness Program (FRP)
LifeSkills Program
Lifestyle, Insights, Networking, Knowledge, and Skills Program (L.I.N.K.S.)
Readiness & Deployment Support Program (RDS)
POINT OF CONTACT
Branch Head - Perry L Ford
Bldg. 1551, Rm 28
Phone: 830.3123
E-mail: perry.l.ford@usmc.mil
Administrative Specialist - Elizabeth Wade
Bldg. 1551, Rm 28A
Phone: 830.3110
E-mail: elizabeth.wade2@usmc.mil
REVIEW OF MAJOR ACTIVITIES IN FY 2012
• Offered a Continuing Education series for the Family Readiness Advisor and Assistant. This was a reflection
in the newest updates and information to keep the program fresh and in compliance.
• A particular goal was to reach out to the Single Marine component of this installation to better educate
them on the benefits available to them, which has been accomplished within each program unit.
• LifeSkills introduced a new series of workshops which included relationship, communication, wellness and
impact trainings.
REVIEW OF MAJOR ACTIVITIES IN FY 2013
• MCFTB and four program Trainers received the Department of Defense Commander in Chief’s Annual
Award for Installation Excellence Certificate of Special Recognition.
• The FRP Trainer received the Honorary Civilian Award from the Marine Air Ground Task Force Training
Command, Marine Corps Air Ground Combat Center Commanding General.
• LifeSkills Program introduced Cooking 101 as a unit specific training for spouses.
• L.I.N.K.S. initiated a Road Show with the units for greater Marine and spouse visibility.
• RDST initiated the Round Robin technique for the Pre-deployment briefs to introduce spouses to the MCCS,
FOCUS, NMCR Society, Red Cross and Information Resource & Referral community.
MARINE CORPS FAMILY TEAM BUILDING
91
• Discover the volunteer organizations that are active on the installation and in the community to refresh the
volunteer program.
• Revamp the Family Readiness Volunteer Training to include parts of the Stephen Covey workshops.
• Encourage involvement with the eMarine site at the installation level.
• Dreate interactive briefs for the RDS program that decrease the use of power point slides.
• Meet with installation resource entities and Family Readiness Officers for current military family trending
initiatives.
• Escalate marketing efforts to increase participation for Post-Traumatic Stress Disorder/Traumatic Brain
Injury (PTSD/TBI) workshops.
• Reduce program cost by reintroducing the Supporting our Spouses (SOS) workshops in collaboration with
the Family Readiness Officers and the LifeSkills program.
• Attend high school events with the help of the School Liaison Officer (SLO) to increase teen participation in
the L.I.N.K.S. program.
• Initiate a condensed Belle of the Ball brief for the Marines of MCAGCC.
• Provide a L.I.N.K.S. session for the local educators in the community.
OVERVIEW
FAMILY READINESS PROGRAM
The Family Readiness Program is to guide and orient the command team members in the operating components of
their family readiness program. The trainings are eMarine Trainings and Workshops, Command Team Training, Family
Readiness Officer Training, Command Team Advisor & Family Readiness Assistant Training (Family Readiness Volunteer
Training), and Commanding Officer & Senior Enlisted Spouse Training.
FAMILY READINESS PROGRAM
eMarine Training and Workshops
Command Team Training
Family Readiness Officer Training
Family Readiness Volunteer Training
Commanding Officer & Senior Enlisted Spouse Training
92
2012
51
120
44
98
12
2013
72
173
82
86
31
LIFESKILLS PROGRAM
The LifeSkills Program provides a series of workshops dedicated to the life continuum of Marines, Sailors and
their families. The Relationship Series consist of Developing Healthy Blended Families and Building Lasting
Relationships. The Communication Series consist of Interpersonal Communication, Conflict Management, and
Social Networking Safety. The Wellness Series consist of Basic Stress Management, Basic Anger Management,
Family Care Plan, Aging Parents & Elder Care, and Emergency Preparedness. The Impact Series consist
of Safe & Sound at Home and Scared of “The Call”?; The Casualty Process De-Mystified. Other Trainings
include Prevention Relationship Enhancement Program (PREP), Chaplains Religious Enrichment Development
Operation (CREDO), Family Care Plan, Four Lenses, 7-Habits of Highly Effectively Military Families, Premarital
Interpersonal Choices and Knowledge (P.I.C.K.).
LIFESKILLS PROGRAM
Relationship Series
Communication Series
Wellness Series
Impact Series
Other Trainings
2012
142
29
30
2079
715
2103
135
49
451
457
458
LIFESTYLE, INSIGHTS, NETWORKING, KNOWLEDGE AND SKILLS (L.I.N.K.S.)
L.I.N.K.S. is a volunteer team mentoring program that offers an orientation to the Marine Corps lifestyle.
L.I.N.K.S. also provides a positive environment for Marines and their families to learn to manage the demands
of the Marine Corps lifestyle, and to work together as a team in balancing family needs, while meeting Marine
Corps expectations. L.I.N.K.S. offers the following classes: L.I.N.K.S. for Spouses, L.I.N.K.S. for Marines,
L.I.N.K.S. for Parents & Extended Family Members, and L.I.N.K.S. for Kids & Teens. Volunteer staff is vital in
the presentation of our programs; the number of trained volunteers has grown from one at the program's start,
to a team of 53 in 2013. In addition to the classes shown below, The Mentor Training program increased by
10 participants from 24 in 2012 to 34 active mentors in 2013, and a total of 227 participants in 2012 and
2013 for various other trainings.
L.I.N.K.S.
Spouses
Marines
Parents
Kids and Teens
2012
437
1,982
34
87
2013
358
3,440
44
182
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READINESS & DEPLOYMENT SUPPORT
Readiness & Deployment Support’s mission is to support families in areas of readiness and deployment services. The
trainings include; Pre-Deployment: Pre-Deployment for Marines and Families and Pre-Deployment for Parents & Kids;
Mid Deployment: Mid-Deployment-Deployment Success, Kids and Deployment, and Self-Care; Return & Reunion:
Spouse and Significant Others, Parents and Kids, Parents and Extended Family; and Post Deployment: ReintegrationStrong Marine Couples workshops. In addition to class totals shown below, Readiness & Deployment conducted other
trainings to help support the readiness program reaching a total of 734 participants in 2012 and 2013.
READINESS & DEPLOYMENT
Pre-Deployment for Marines and Families
Pre-Deployment for Parents and Kids
Deployment Success
Kids & Deployment
Mid-Deployment Self care
2012
2,491
0
0
20
66
2013
2,206
46
21
34
59
Return and Reunion: Spouse and Significant Other
315
260
Return and Reunion: Parents and Kids
Strong Marine Couples
75
157
54
72
TARGET DEMOGRAPHICS
This program is focused on supporting the command teams at the unit level in maintenance of the Unit, Personal and
Family Readiness program.
LifeSkills Program
This program is open to active duty, family members, retirees and Department of Defense employees. Some of the
critical thinking workshops are spouse driven, while others are individually driven.
Lifestyle, Insights, Networking, Knowledge and Skills
L.I.N.K.S. is focused on reaching anyone closely tied to the military community. Each event has a targeted audience,
such as, L.I.N.K.S. for Teens, Kids, Spouses, Marines and Parents/Extended family members, as well as an active
Mentoring component.
Readiness & Deployment Support
This program primarily aims to reach families preparing for, going through, or returning from a deployment cycle.
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MARKETING REVIEW FOR MARINE CORPS FAMILY TEAM BUILDING 2012/2013
MARINE CORPS FAMILY TEAM
BUILDING 2012
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
1
8
1
78
2,105
3
13
MARINE CORPS FAMILY TEAM
BUILDING 2013
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
7
2
19
29
720
2
14
The Marketing department created quarterly campaigns for regularly-offered workshops. These include
combined campaigns for each LifeSkills workshop, LINKS sessions and Family Readiness volunteer training.
Marketing also utilized posters, flyers, marquees, MCCS Website, MCCS Guide, Desert Lifestyle Magazine and
Quarterly Mailer to support all workshops and training.
95
MARKETING STRATEGY FOR MARINE CORPS FAMILY TEAM BUILDING 2014/2015
Utilize posters, flyers, MCCS website promotions, electronic marquee messages, eNews and commercials primarily to
promote the Family Readiness Volunteer campaign. This includes a quarterly flyer with all training dates strategically
distributed to spouse-utilized facilities.
LifeSkills
The MCCS Website, Guide, Quarterly Mailer, SuperFlyer and Desert Lifestyle will be utilized for all critical thinking
workshops offered to couples and individuals. A new workshop being offered by LifeSkills is Marketing U, which will be
supported through roadside signs, posters, a commercial spot, flyers and marquees.
LINKS
MCCS Marketing will employ the MCCS Website, MCCS Quarterly Mailer, Guide, Desert Lifestyle, SuperFlyer,
commercials, roadside signs, banners and marquees for L.I.N.K.S. for Kids, Teens, CAX for Spouses and the Red Dress
Gala & Fashion Show.
Readiness & Deployment Support
Marketing efforts for continues awareness utilizes the MCCS Website, Guide, Quarterly Mailer and Desert Lifestyle.
For the yearly Military Spouse Appreciation Essay Contest, Marketing usesroadside signs, marquees, posters, flyers,
commercial spots and features the winners in Desert Lifestyle.
In addition and in partnership with the School Liason Program, Marketing will be utilizing the MCCS Website, MCCS
Quarterly Mailer, Guide, commercial spot, SuperFlyer roadside signs, banners, and marquees for The Back to School
Bash, Impact Aid. To maintain current we will update two brochures; K-12 Quick Tips and Homeschooling 101. Home
School Education Program is new this year and will be supported with roadside signs, flyers, poster, marquees MCCS
Website, MCCS Quarterly Mailer and commercial spots.
96
MISSION/FOCUS
Personal & Professional Development supports unit commanders by providing information and guidance to
Marines, Sailors and their families. The goal of this support is mission readiness, improved morale, retention
and preparation for life after active-duty service. This is accomplished through personal services including
Career Assistance (Transition Readiness Seminar), Family Member Employee Assistance Program, Education
Assistance and Library services, and through resources including Personal Financial Management Program,
Relocation Assistance and Information and Referral.
A Veterans Affairs representative is on-hand one day per week, serving active duty, retiring active duty,
veterans, spouses of KIA, widow/widowers of vets and other deceased service members. Since its inception,
over 4,000 clients have received assistance.
KEY PROGRAMS
Career Resource Office
Education Center
POINT OF CONTACT
Branch Head Jeff Fourier
Bldg. 1530
Phone: 760.830.4702
Email: jeff.fourier.usmc.mil
• Career Resource Office: coordinate more than 35 career fairs and recruitment/hiring events, employment
assistance services provided to over 9000 personnel per year
• Education Center: annual Education and Career Fair
• Lifelong Learning Library: Month of the Military Child Celebration and Open House, Summer Reading
Program
• Personal Financial Management Program: annual PFMP training
• Relocation Assistance Program: Welcome Aboard Briefs, Coast-2-Coast Briefs, Overseas Connection
Briefs and Sponsorship Training
• Career Resource Office: increase unit participation in the Capstone event required by the Office of
the Secretary of Defense, assist units with decreasing their non-compliance with the 180+ day attendance
standard at Transition Readiness Seminars
• Education Center: implement quarterly Education and College information tables at the MCX and/or
Commissary
• Lifelong Learning Library: develop program modules for homeschooling families
• Personal Financial Management Program: increase PFMP briefs/awareness and presentations by 5%
• Relocation Assistance Program: continue to provide as much information to all Marines, families and
civilians aboard the Combat Center
97
OVERVIEW
CAREER RESOURCE OFFICE
As the escalating Veteran unemployment rates continue to be a major concern among military leaders as well as among
state and federal labor and employment agencies, the Career Resource Office continues to offer specialized programs
and services aimed at addressing this national crisis.
As a result of the Veteran’s Opportunity to Work Act and the Commandant’s challenge to reconstruct the old “TAP”
program, Transition Readiness Seminars (TRS) debuted at the Combat Center in March 2012 with new versions being
fielded in 2013. The curriculum comprises elements from the Department of Labor, Veteran’s Administration, Marine
Reserves, Career Resource Office, Education Center, Personal Financial Management, Relocation Assistance, Marine
for Life and Behavioral Health. The program includes advanced SMART Board technologies delivered by proven
educational methodologies.
On a weekly basis, representatives from military-friendly companies and post-secondary institutions participate in minieducation and career fairs, offering employment and education opportunities to those who are transitioning back into
the civilian community.
In addition to the weekly education and employment events, the Career Resource Office and Education Center hosted
two large-scale Career & Education Fairs, welcoming representatives from more than 90 post-secondary institutions
and recruiters from 70 military friendly employers and service providers to the Combat Center. More than 700 Marines,
Sailors, family members and civilians attended these two events. The Career Resource Office also coordinates career
events with external agencies to expand career opportunities for Combat Center patrons.
CAREER RESOURCE OFFICE
Office Clients
Pre-Separation Briefs
TAP Workshop Attendees
Transistion Readiness Attendees
Brief/Class Attendees
2012
10,045
3,161
2,144
1,390
12,691
2013
10,012
n/a
n/a
2,609
15525*
* Due to TRS components, additional classes were tracked for higher headquarters.
EDUCATION CENTER
The Education Services Officer (ESO) currently serves as the Personal and Professional Development Branch Head
while administering off-duty, Voluntary Education (VOLED) programs and services. The Education Center program has
a positive impact on recruitment, retention, readiness and transition preparedness of active duty and reserve Marines.
During 2013, the VOLED program enrolled 2,541 military students in 3,403 courses from 126 different schools. The
ESO reviewed and approved $3,382,691.82 in military tuition assistance payments for the Marines pursuing a VOLED
program.
In October 2013, the Education Center implemented Classroom Acculturation and College Success (CACS), a no-cost,
three-day college preparation workshop designed for Marines, Sailors, family members, and local community members.
CACS is facilitated by Education Center and Library staff members. The final day of the workshop features a group
“field trip” to Copper Mountain College, where participants are given a campus tour and information session. Between
October 2013 and December 2013, approximately 65 participants completed CACS.
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EDUCATION CENTER
Walk-In Traffic
Briefs-Attendance
DANTES Testing
(CLEP, DSST, ECE, SAT, ACT, Etc.)
Military Classification Test
(ASVAB, DLAB, DLPT, OPI)
Test of Adult Basic Education
College Proctor Examinations
Pearson Vue Tests
Students Using Tuition Assistance
TA Funded Courses
TA Authorized (Dollars)
2012
7,689
7,595
2013
10,812
6,190
219
282
414
411
351
455
47
3,133
4,127
$4,022,998
420
318
106
2,541
3,403
$3,382,692
INFORMATION & REFERRAL
In 2013, six computer stations showed a 45% increase in usage from FY 2012. In addition, telephone
information inquiries have increased by 20, and check-in/check-outs have increased by approximately 50%
percent. Information & Referral also provides pre-marriage and new-marriage information packets. This greatly
assists the soon to be married and newly married service members and their fiancés or new spouses with the
rigors of military life.
LIFELONG LEARNING LIBRARY
Walk-In Traffic
Fax Services/Copies
Audiobooks
Music
Videos/DVDs
Books
Playaways
Video Games
LIFELONG LEARNING LIBRARY
2012
152,702
13,204
1,453
5,191
46,816
39,169
308
2,094
2013
167,817
11,746
1,435
6,539
48,245
53,931
402
2,497
The Library continues to offer a variety of programs and services aimed at increasing the morale and welfare
for those assigned to the Combat center. A total of 167,817 patrons visited the Library in 2013, taking fulladvantage of the 15 Internet-ready computers while having access to check-out any number of books from a
total collection of 31,771. The total number of DVDs and CDs increase substantially during the year as did
the number of audio books and Playaway devices. Each week, the Library hosted a variety of family-oriented
programs, including Read & Play, Lap Time and Story Time. The number of participants that attended these
weekly programs broke monthly participation records. Monthly family programs offered during the evening
hours also drew record numbers, a positive response that reflected the exceptional talent, preparation and
marketing efforts from many dedicated MCCS team members.
99
PERSONAL FINANCIAL MANAGEMENT PROGRAM (PFMP)
The economic woes that have plagued workers across the nation have also affected many military families as seen
in the numbers of service members and their families seeking or being referred by their units to personal financial
management counseling and workshops. PFMP has increased its information workshops by 30% and attendance to
these have risen by approximately 35%. PFMP has also started training Command Financial Specialists (CFS) for the
majority of Commands aboard the installation. Currently, there are 49 trained CFSs serving unit commanders.
RELOCATION ASSISTANCE PROGRAM
In 2013, the Relocation Assistance Program was once again noted by the Commanding General's Inspection Program
(CGIP) as a model program for the Marine Corps. The Relocation Assistance Program provides weekly Smooth Move
presentations for service members and/or family members PCSing around the world. The monthly CG's Welcome
Aboard presentation is widely viewed as a very informative brief for newcomers as well as long-time residents aboard
the Combat Center.
RELOCATION ASSISTANCE
Individual Planning Sessions
Inbound/Outbound Services
Welcome Aboard Briefs
Welcome Aboard Attendees
Welcome Aboard Packages
PCS Workshops
PCS Attendees
2012
227
3,429
80
2,120
1,314
118
2,253
2013
224
4,715
85
5,209
1,834
148
1,241
TARGET DEMOGRAPHICS
Lifelong Learning Library
This program is open to active duty military, family members, retirees and Department of Defense civilians who are
potential or current college students, individuals seeking a career change or families and individuals looking for
entertainment via book, movies, audio books, CDs, etc.
Open to all MCCS eligible patrons ages 16 and older, with priority service reserved for active duty service members.
Education Center
This program is open to active duty military, family members, retirees and Department of Defense civilians who are
potential or current college students.
Relocation Assistance
This program is open to all new active duty military, family members, and civilians aboard the Combat Center who
are seeking information about the base and local/surrounding areas, and also for those who need assistance with
relocation to new duty station.
100
MARKETING REVIEW FOR
PERSONAL AND PROFESSIONAL DEVELOPMENT 2012/2013
PERSONAL & PROFESSIONAL
DEVELOPMENT 2012
LIFELONG
LEARNING
LIBRARY
RELOCATION
AND FINANCIAL
MGMT
CAREER
RESOURCE
OFFICE
EDUCATION
Banners
Road Side Signs
8
1
1
-
-
1
2
2
Posters
Flyers
Brochures
9
41
792
5
2
8
3
6
210
1
1
7
115
-
4
5
110
-
-
2
1
PERSONAL & PROFESSIONAL
DEVELOPMENT 2013
LIFELONG
LEARNING
LIBRARY
RELOCATION
AND FINANCIAL
MGMT
CAREER
RESOURCE
OFFICE
EDUCATION
Banners
Road Side Signs
9
1
-
2
7
1
2
4
8
47
1,333
5,000
5
1
16
2
8
311
3
2
16
240
-
4
13
257
1
3
(sets of 3 signs)
(sets of 3 signs)
Posters
Flyers
Brochures
With the grand opening opening of the new Education Center, an awareness campaign highlighting the new
state of the art facility was a primary target for Marketing in 2012/2013. Other campaigns included the new
Classroom Acculturation Program, the bi-yearly Career & Education Fair and the Lifelong Learning Library’s
monthly programs.
101
MARKETING STRATEGY FOR
PERSONAL AND PROFESSIONAL DEVELOPMENT 2014/2015
Marketing will employ resources to support the Career and Education Fairs; including the MCCS Website, Guide,
Quarterly Mailer, roadside signs, posters and flyers.
Education Center
Marketing will support the Recognition Ceremony, update the Classroom Acculturation Program information and
support the Career & Education Fair with roadside signs, posters, flyers, MCCS Website, Quarterly Mailer and Guide.
Lifelong Learning
The Library will be featured on the MCCS Website, Quarterly Mailer (16,000 copies are produced per year), Guide
(10,000 distributed yearly) and a yearly Brochure featuring all Programs and Services. For each of their 12 monthly
programs, Marketing will utilize roadside signs, flyers, posters, Super Flyer, marquees and facility location banner.
Relocation Assistance Program
To maintain maximum exposure, the Marketing department will utilize the MCCS Website, Guide and Quarterly
Mailer. Welcome Aboard Briefs are supported with roadside signs, posters, flyers and marquees. There will be Program
Calendars created with the Welcome Aboard, Overseas Connection and Coast to Coast dates and information.
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103
SEMPER
FIT
SPORTS/ATHLETICS - RECREATION
SEMPER FIT
MISSION/FOCUS
Semper Fit has one goal; “Be the best for the best!”, the Marines, Sailors, their families and members of the support
team. Be the best at providing progressive programming, world class education, cutting edge technology and elite level
facilities guided by a championship staff. Be the best at enhancing overall health and wellness, ensuring resiliency and
maximizing overall quality of life. Semper Fit provides resources that sustain mission capability through sports, fitness,
recreation and health education programs.
SPORTS/FITNESS KEY PROGRAMS
Aerobic/Group Fitness Programs
Aquatics/Pools
Community Center
Field Maintenance
Fitness/HITT/Gyms: Camp Wilson, East Gym and West Gym
Golf Course
Health Promotions/Athletic Training
Sports: Intramural and Youth
RECREATION KEY PROGRAMS
Auto Skills Center
Lake Havasu Rentals
Outdoor Adventures/Stables
REC ITT: Information Tickets & Tours
Sandy Hill Lanes Bowling Center
Sunset Cinema
Wood Hobby Shop
POINT OF CONTACT
Division Head - Brad Brimhall
Bldg. 1522
Phone: 830.7206
E-mail: brimhallbt@usmc-mccs.org
Assistant Deputy Director - Terry Cunagin
Bldg. 3811
Phone: 830.8938
E-mail: terry.cunagin@usmc-mccs.org
Branch Head, Operational - Janet New
Bldg. 1522
Phone: 830.5584
E-mail: janet.new@usmc-mccs.org
Administrative Specialist - Davina Lira
Bldg. 1522
Phone: 830.6131
E-mail: liradm@usmc-mccs.org
106
MAJOR ACTIVITIES IN FY 2012/2013
SEMPER FIT DIVISION
SEMPER FIT
Aquatics: offered Pool Parties, Combat Center Challenge and Aqua HITT classes
Auto Skills Center: offered an increased class curriculum of three class per month and organized a Car Show
Community Center: increased capacity to accommodate individual and group fitness programs, added new
cardio fitness equipment and a child play area
East Gym: conducted Family Readiness Officer Fitness (FROFit) program, added two functional fitness patios,
utilizing the natural geography of the desert to further train our Active Duty Marines
Health Promotions/Athletic Training: added a monthly commissary tour to teach healthy shopping options
HITT: over 200 workouts programmed, preformed and supervised
Outdoor Adventures: initiation and expansion of Operation Adrenaline Rush program
Sandy Hill Lanes: added new pinsetter machinery, lane machine and setee flooring, added four new family
events to the annual calendar
Sports (Intramural): began massive Felix Field turf project
Sports (Youth): implemented the Cooper’s Institute Fitness Gram Testing to track fitness levels
West Gym: certified 2800 patrons in the climbing wall safety course
REC ITT/Lake Havasu: began to offer tickets for MCCS special events such as the Fall and Winter Festivals
Sunset Cinema: introduction of 3-D movies
In addition to integrating and leveraging the capabilities of all Semper Fit programs in a more efficient and cost
effective manner, the following departments have these specific goals.
Aerobics/Group Fitness: increase the variety of classes and participation in the program
Aquatics: develop a master swim team
Auto Skills Center: continue to expand services, including junior level courses and welding, plan for a car
Show in 2015, and organize a monthly BBQ/get together for car and bike enthusiasts
Community Center: increase the offering of aerobics classes, renovate gymnasium floor, incorporate a Fitness
on Request program
Desert Winds Golf Course: implement a more comprehensive annual maintenance plan
Sandy Hill Lanes: increase group sales and birthday parties by 25%, and implement social media for
enhanced promotion
Single Marine Program: become more active at local schools with volunteer events for active duty Marines to
lead recreation activities and career day events with students
Sports (Intramural): Tackle Football will commence fall 2014 on new turf at Felix Field, raise participation
numbers for all sports
Sports (Youth): increase participation numbers, continue to improve coaching tactics and philosophies through
weekly focus goals, continue to work with the community and older age groups to produce more competitive
leagues and help with player development
Sunset Cinema: organize movie marathons
REC ITT/Lake Havasu: offer travel packages and cruises/ offer long term discounted rentals all year long
Outdoor Adventures: Expand the equipment holdings and programs at in a manner that is
congruent with customer needs
107
SEMPER FIT
OVERVIEW
AEROBICS/GROUP FITNESS
Yoga, TRX, Zumba, Spin, and Boot Camp are just some of the courses offered by Aerobics/Group Fitness Program. In
2013, Aerobics has established a more capable operational hub at the Community Center in an effort to better meet
the needs of Marine spouses and dependants. Classes are offered at various times throughout the day, with a variety of
evening classes being offered.
AQUATICS
The Aquatics Program features the Training Tank (50 meter, heated), the Officer/Staff NCO Pool (25 Meter, heated),
the Family Pool (25 Meter and 18 Meter play pool) and the Splash Park (two large play pads with multiple play features).
The Training Tank and the Officer/Staff NCO Pool are open year round, while the Family Pool and Splash Park are
open seasonally (April-October). Although the Training Tank is primarily used for unit training, MCCS schedules open
swim, lap swim, group exercise and training classes during non-training hours. Aquatics utilizes certified FAP Marines
and NAF lifeguards at all pools.
108
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
FAMILY POOL USAGE 2012
RECREATIONAL
POOL PARTIES
SWIM
3,747
6,380
253
6,347
417
4,208
240
1,950
107
22,632
1017
FAMILY POOL USAGE 2013
RECREATIONAL
POOL PARTIES
SWIM
2,676
3,213
60
1,083
41
6,972
101
LEARN TO SWIM
413
1,069
640
2,122
SEMPER FIT DIVISION
SEMPER FIT
109
SEMPER FIT
SNCO/OFFICER POOL USAGE 2013 (no usage in 2012)
DATE
UNIT TRAINING
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
149
949
219
8
129
1,454
RECREATIONAL
LEARN TO SWIM
SWIM
445
1,946
2,142
2,370
619
1,472
455
590
1,074
8,965
SNCO/OFFICER POOL USAGE 2013 (no usage in 2012)
110
DATE
FITNESS CLASS
RED CROSS
TRAINING
SWIM 1500
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
32
112
31
175
8
38
6
52
3
3
TRAINING TANK USAGE 2012
DATE
UNIT TRAINING
SWIM QUAL
Jan
283
148
RECREATIONAL
SWIM
384
Feb
481
319
692
-
Mar
460
105
867
109
Apr
968
111
1,208
32
May
797
557
1,528
199
Jun
878
440
1,550
250
Jul
467
654
2,219
5
Aug
1,201
338
2,095
600
Sep
588
74
1,190
79
Oct
571
279
916
-
Nov
562
205
351
19
Dec
104
65
239
-
TOTAL
7,360
3,295
13,239
1,292
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
LEARN TO SWIM FITNESS CLASS
12
47
237
99
124
7
11
537
29
102
40
116
108
486
454
423
340
219
44
63
2424
RED CROSS
TRAINING
36
50
6
138
230
POOL PARTIES
-
SWIM 1500
22
40
69
103
65
242
247
94
87
67
49
11
1096
SEMPER FIT DIVISION
SEMPER FIT
111
SEMPER FIT
TRAINING TANK USAGE 2013
DATE
UNIT TRAINING
SWIM QUAL
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
266
443
983
896
1,332
833
1,201
682
900
30
7,566
48
166
241
133
257
64
230
36
1,175
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
112
LEARN TO
SWIM
0
FITNESS CLASS
39
38
159
361
344
268
208
271
182
82
1952
RECREATIONAL
POOL PARTIES
SWIM
28
162
759
4,372
150
3,674
312
3,234
618
2,999
139
1,854
198
369
127
17,578
1,417
RED CROSS
TRAINING
0
SWIM 1500
26
36
17
81
1
29
9
1
200
AUTO SKILLS CENTER
SEMPER FIT DIVISION
SEMPER FIT
The Auto Skills Center (ASC) offers 50 bays, a general machine shop, welding and exhaust service, frame
straightening, auto body, paint booth and a small Napa auto parts store. With guidance and
instruction from a professionally trained staff, patrons can utilize the ASC to perform maintenance, make
repairs and restore their vehicles. State-of-the-art diagnostic and service equipment has provided the ASC
technicians the ability to quickly diagnose even the most difficult automotive problems in an efficient and
timely manner, translating to improved service and increased customer savings. The Auto Skills Center
has developed several programs to meet specific needs of the various base populations. The S.A.F.E program
allows spouses of deployed service members to bring in estimates from auto repair shops off base to assess
validity of the estimate and detect when spouses are being taken advantage of. The Auto Skills Center also
offers beginner, intermediate and advanced courses in auto repair and maintenance. ASC patrons are
estimated to save $1.13 million annually by using these services.
AUTO SKILLS CENTER SHOP USAGE 2012
ACTIVE
DATE
CIVILIAN
TOTAL
DUTY
Jan-12
550
54
604
Feb-12
694
54
748
Mar-12
777
65
842
Apr-12
609
54
663
May-12
634
58
692
Jun-12
773
73
846
Jul-12
612
77
689
Aug-12
858
81
939
Sep-12
818
90
908
Oct-12
970
129
1099
Nov-12
1008
141
1149
Dec-12
1135
170
1305
10,484
Auto Skills Center
Net Sales
Net Profit
2012
$134,079
$119,905
AUTO SKILLS CENTER SHOP USAGE 2013
ACTIVE
DATE
CIVILIAN
TOTAL
DUTY
Jan-13
1046
121
1367
Feb-13
1205
213
1518
Mar-13
1687
127
1814
Apr-13
1293
130
1423
May-13 1220
177
1397
Jun-13
1307
124
1431
Jul-13
1328
190
1518
Aug-13
1692
218
1910
Sep-13
1213
159
1372
Oct-13
917
112
1929
Nov-13
1632
126
1758
Dec-13
1163
151
1314
18,751
2013
$115,282
($33,248)
113
SEMPER FIT
CAMP WILSON FITNESS CENTER
The Camp Wilson Fitness Center continued to support the training exercise forces in an expeditionary environment.
The fitness center maintained 24/7 hours of operation with the assistance of Unit Support that are conducting their
training at Camp Wilson. The Camp Wilson Fitness Center has acquired multiple pieces of Strength, Plyo-metric,
Strongman and Cardiovascular equipment that allows the facility to accommodate the Marines and their physical
training needs. Currently there are two High Intensity Tactical Training Program (HITT) lockers scheduled for Camp
Wilson air field area. The HITT lockers will assist the Marines with HITT and military fitness requirements. The facility
hours of operations are flexible and dependent upon mission and unit support.
CAMP WILSON FITNESS CENTER USAGE 2012
DATE
ACTIVE DUTY
TOTAL
Jan-12
5,562
5,562
Feb-12
6,524
6,524
Mar-12
6,852
6,852
Apr-12
6,895
6,895
May-12
6,946
6,946
Jun-12
6,253
6,253
Jul-12
6,976
6,976
Aug-12
6,523
6,523
Sep-12
7,563
7,563
Oct-12
6,988
6,988
Nov-12
6,895
6,895
Dec-12
368
368
74,345
114
CAMP WILSON FITNESS CENTER USAGE 2013
DATE
ACTIVE DUTY
TOTAL
Jan-13
6,895
6,895
Feb-13
8,999
8,999
Mar-13
8,565
8,565
Apr-13
8,322
8,322
May-13
8,465
8,465
Jun-13
8,856
8,856
Jul-13
8,652
8,652
Aug-13
8,751
8,751
Sep-13
8,453
8,453
Oct-13
8,654
8,654
Nov-13
8,361
8,361
Dec-13
652
652
93,625
COMMUNITY CENTER
SEMPER FIT DIVISION
SEMPER FIT
The Community Center is the only parent/child fitness center aboard MCAGCC, with state of the art cardio
equipment and child activity areas to help those with children have the opportunity to stay active and physically
fit. There's also a gymnasium equipped for basketball, volleyball and badminton. It serves as the hub for a wide
range of programs and activities in the community due to its amenities, including computer and Wi-Fi access
that is free to the public, a classroom with TV’s, DVD players and cable access, and a kitchen and barbeque
patio which is available to reserve along with the gymnasium for special events and parties. The Community
Center is also the proud home to the Youth Sports Program.
COMMUNITY CENTER USAGE
Cardio
Aerobic
DESERT WINDS GOLF COURSE
2012
7,423
5,651
2013
8,885
3,440
Desert Winds Golf Course presents an 18 hole course, featuring high desert terrain and multiple elevation
changes. Lush fringe and second cuts combined with well-manicured greens and fairway make DWGC a
first rate golf course. The Pro Shop has an excellent selection of golf attire, equipment and accessories. The
clubhouse offers inside and outside dining, as well as a scenic patio, picnic area and gazebo. The spectacular
views from this sea of green in the middle of a desert create an inviting area and atmosphere for group
functions or private events; whether formal or family, small groups or large units. DWGC promotes the game of
golf with group lessons including ladies and adult golf schools, as well as junior programs. The more notable
events hosted at DWGC were the Commanding General’s Golf Tournament, the Copper Mountain College
Tournament and the annual Christmas Hayride with the Festival of Lights and the Navy Ball.
115
SEMPER FIT
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
TOTAL
DESERT WINDS PARTICIPANTS 2013
EVENTS
GOLF
TOURN: MCCS
30
0
0
0
0
0
848
103
0
4,855
416
0
2,239
392
144
1,415
132
0
152
101
0
120
23
0
785
125
0
450
15
0
80
45
0
1,330
0
0
12,304
1,352
0
TOURN: OTHER
49
50
25
50
50
49
72
0
0
25
1
25
396
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
TOTAL
DESERT WINDS PARTICIPANTS 2013
LESSONS: ADULT LESSONS: LADIES
LESSONS: FTP
0
0
70
31
57
168
53
50
173
0
0
147
0
9
150
0
9
115
0
0
23
0
0
23
0
0
0
0
0
4
21
24
23
14
12
6
119
161
902
YOUTH EVENTS
0
0
0
0
0
124
20
20
0
0
0
0
164
KPI's
Golf Course
Pro Shop
116
2012
$279,497
$37,687
2013
$249,329
$47,023
EAST GYM
SEMPER FIT DIVISION
SEMPER FIT
The East Gym continues to provide exceptional programs to our patrons, including aerobics classes, fitness
assessments, self-defense courses, spin classes, unit PT classes and circuts, nutrition classes and BCP
programming. The Bod Pod® air displacement chamber is used daily to provide body composition analysis,
with approximately 1,600 tests run to date. In addition, the East Gym utilizes the K4b2 and FitMed operating
systems to provide patrons with analysis of their maximal oxygen uptake (VO2 max) and Resting Metabolic
Rate (RMR). The basketball court has the capability of transforming into an artificial turf field house for indoor
soccer and flag football leagues using our Nexxfield E2 Portable Field Turf. The East Gym offers post physical
therapy programming through a Certified Athletic Trainer for military members to recondition and remain
pain and injury free while building endurance and strength. Finally, they have developed methods of training
outdoors by adding two functional fitness patios, and by using the natural geography of the desert to further
ready our Active Duty personnel for combat.
EAST GYM FITNESS CENTER USAGE
DATE
2012
2013
Jan
14,876
14,874
Feb
12,994
13,436
Mar
13,697
13,891
Apr
13,602
14,129
May
13,909
15,261
Jun
13,176
14,932
Jul
12,357
10,275
Aug
12,938
15,021
Sep
8,988
12,446
Oct
13,114
14,226
Nov
12,347
13,460
Dec
11,385
11,639
TOTAL
153,383
163,590
HITT
The High Intensity Tactical Training Program (HITT) is a four component training plan that includes Active
Dynamic Warm-Up, Strength and Power, Speed and Agility, and Flexibility and Core Stability. Each component
has specific exercises designed to increase fitness performance and meet the operational needs of combat
Marines. The West Gym is the headquarters for HITT, with two additional lockers scheduled to be set up at
Camp Wilson in 2014. During 2013, over 200 workouts were programmed, set-up and supervised. Much of
this training occurred at the new Del Valle Outdoor/Tactical Fitness Area. The HITT program functions to train
Marines and Sailors in the same periodized manner as college, professional and Olympic athletes.
117
SEMPER FIT
HEALTH PROMOTIONS/ATHLETIC TRAINING
Health Promotions serves to educate, encourage and promote programs related to overall health and wellness. Through
courses and training that include general areas of physical, mental, emotional, social, environmental and spiritual
health, along with specific emphasis on topics such as nutrition, smoking cessation and stress management, the Health
Promotions program works to enhance resiliency and quality of life for Marines and their families. Most recently added
is a commissary tour the first Tuesday of every month, which teaches patrons how to make the healthiest choices when
shopping.
LAKE HAVASU TRAILERS
MCCS currently leases nine trailer sites from Crazy Horse Campground in Lake Havasu City, Ariz. The campground
facilities include a clubhouse, grocery store, laundromat, pool, spa and boat launch ramp. Units are only a short
distance from a sandy swimming beach on Lake Havasu. The area is close to Havasu’s London Bridge and downtown
shopping, and the area is a great place to take the family for an inexpensive vacation. Promotion of these opportunities
through the MCCS website will help increase awareness among prospective families. Other market segments for
outreach include the retirees and active duty at other bases and around the US. To increase occupancy during the off
season (November to March), REC ITT offers long term discounted rentals and worked with REC ITT at other bases to
increase occupancy of these units, making them self-sustaining.
DATE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
TOTAL
118
REC ITT: LAKE HAVASU 2012
ACTIVE DUTY
RETIRED
OTHER
1
2
0
5
5
0
20
0
3
25
0
5
25
5
3
26
6
3
25
5
19
17
15
10
10
3
12
11
3
3
3
3
3
0
1
0
168
48
61
TOTAL
2
5
23
30
33
35
49
42
25
17
9
1
277
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
TOTAL
REC ITT: LAKE HAVASU 2013
ACTIVE DUTY
RETIRED
OTHER
2
8
0
4
5
0
26
4
1
9
1
6
23
7
3
24
10
9
25
4
10
20
11
9
8
6
7
7
3
7
4
3
0
1
1
0
153
63
52
Lake Havasu
Gross Sales
Net Profit
OUTDOOR ADVENTURES
2012
$62,815
($23,651)
TOTAL
10
9
31
16
33
43
39
40
21
17
7
2
268
2013
$52,594
($17,260)
Outdoor Adventures supports the recreational needs of military personnel and their families. Skis,
snowboards, sports equipment, inflatables, catering items, garage sale kits, birthday party kits, tables,
chairs, portable heaters and canopies are available for rent. They provide support for tenant and visiting
unit training, deployment, welcome home activities and family days, and have initiated the Operation
Adrenaline Rush program for active duty Marines and Sailors. Outdoor Adventure furnishes equipment and
supervisory personnel for base special events that include We Salute You and Winter Festival, as well as
overseeing operation of the self-use base horse boarding facility.
SEMPER FIT DIVISION
SEMPER FIT
119
SEMPER FIT
DATE
Jan-12
Feb-112
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
OUTDOOR ADVENTURES 2012
OTHERS
UNITS
412
74
454
99
347
92
385
186
385
177
541
211
310
93
386
113
372
107
401
120
386
71
224
83
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
OUTDOOR ADVENTURES 2013
OTHERS
UNITS
445
49
465
76
519
160
426
156
475
171
384
149
409
91
323
118
281
156
211
129
270
145
239
137
Outdoor Adventures
Gross Sales
Net Profit
120
2012
$201,317
$188,202
TOTAL
486
553
439
571
562
752
403
499
479
521
457
307
6,029
TOTAL
494
541
679
582
646
533
500
441
437
340
415
376
5,984
2013
$237,793
$15,066
REC ITT: INFORMATION, TICKETS & TOURS
SEMPER FIT DIVISION
SEMPER FIT
The REC ITT: Information, Tickets and Tours Department offers discounted tickets to many Southern
California theme parks, dinner theaters, museums, water parks, zoos and more.Water parks, including Soak
City and Raging Waters, were very popular in the summer months. A popular offering in the winter months is
discounted lift tickets at Big Bear Ski Resort, Mammoth Ski Resort and other ski resorts in California. Over 50
percent of tickets are purchased by active duty Marines. REC ITT also partnered with Marketing Department to
offer tickets for Special Events such as Fall Festival and Winter Festival. The long-term goal of REC ITT is to take
the organization from amusement park ticket sales to a complete leisure travel service.
DATE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
TOTAL
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
TOTAL
REC: ITT
Gross Sales
Net Profit
REC ITT: INFORMATION, TICKETS & TOURS 2012
ACTIVE
DEPENDENT RETIRED
OTHER
DUTY
117
44
16
9
267
89
19
24
278
125
19
37
170
128
17
39
221
86
26
39
377
153
49
67
329
166
53
59
349
198
41
54
208
80
20
35
388
268
25
50
138
78
18
20
118
59
26
19
2,960
1,474
329
452
REC ITT: INFORMATION, TICKETS & TOURS 2013
ACTIVE
DEPENDENT RETIRED
OTHER
DUTY
138
48
7
13
261
75
27
17
489
133
24
40
299
251
40
48
303
131
28
34
314
125
47
50
262
131
27
68
305
111
45
54
115
62
14
32
160
54
22
12
126
63
19
16
155
122
22
39
2,927
1,306
322
423
2012
$917,066
$54,689
2013
$869,679
$28,542
TOTAL
186
399
459
354
372
646
607
642
343
731
254
222
5,215
TOTAL
206
380
686
638
496
536
488
515
223
248
224
338
4,978
121
SEMPER FIT
SANDY HILL LANES BOWLING CENTER
Sandy Hill Lanes has 20 synthetic lanes with bumpers, fully accessible approaches and lane areas, new 8290 Edge
pinsetters, new Kegel Lane Machine, projection screens, cosmic lighting and sound surround stereo effects, and a full
service Pro Shop on site. Business, although slow in 2012, increased both by the number of transactions and sales
value in 2013 due to minimal fee increases implemented in early 2013. Focus will continue to not only increase usage
through new and improved programs, but also the value per transaction or game played. This will be accomplished
through enhanced coaching, improved promotional effects, improved managerial tools, statistical analysis, augmented
maintenance programs and enhanced efficiency. A key focus for 2014 will be on increasing group sales and birthday
parties. In the past two years, popular programs included the Single Marine Program Bowling, intramurals, holidaythemed family days, youth summer camp, youth 60 days of summer and the FRO Unit events.
DATE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
BOWLING CENTER USAGE 2012
ACTIVE DUTY
OTHER
929
103
1,307
145
1,060
117
1,084
120
962
106
1,013
112
1,095
260
930
130
1,045
116
882
97
988
109
657
72
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
BOWLING CENTER SERVICES USAGE 2013
ACTIVE DUTY
OTHER
927
102
1,212
134
2,094
240
1,201
130
1,482
160
623
175
1,075
200
1,572
200
1,443
160
734
80
1,549
175
876
90
Bowling
Gross Sales
Net Profit
122
2012
$256,850
($12,831)
TOTAL
1,032
1,452
1,177
1,204
1,068
1,125
1,355
1,060
1,161
979
1,097
729
13,439
TOTAL
1,029
1,346
2,334
1,331
1,642
798
1,275
1,772
1,603
814
1,724
966
16,634
2013
$391,354
$33,765
SINGLE MARINE PROGRAM
The MCAGCC Single Marine Program (SMP) has been called by some of its peers USMC’s most active
program, fostering a strong sense of community among thousands of Marines. The Single Marine Program
provides on-base shuttle services, activities, trips and a relaxed atmosphere for single and geographic
bachelor Marines and Sailors. Throughout the year, SMP hosted several events including Mardi Gras Night,
Tournament Tuesdays, pool parties and offered trips to locations such as Las Vegas, Universal Studios and
sporting events. SMP is excited to feature a March Madness competition during the NCAA Basketball
Tournament. The 29 Palms SMP is proud to participate in the Desert Mail Call Program, which sends care
packages to MCAGCC units who are deployed.
SMP PATRON USAGE
2012
The Zone Patrons
115,962
Shuttle Bus Patrons
36,538
Programs
112
Program Attendance
6,842
SPORTS/INTRAMURAL
2013
99,615
38,229
148
11,101
SEMPER FIT DIVISION
SEMPER FIT
The Sports Department is presently fielding varsity teams in Soccer, Softball and Basketball (men/women),
Pankration, Hockey and endurance sports. Intramural leagues include tackle Football, Flag Football,
Basketball, Dodgeball, Volleyball, Softball, Soccer, Golf, Racquetball, Tennis and Cross Country. The Sports
Department provides field reservations to support physical training, combat fitness tests, homecomings,
special events and the Youth Sports Program. At Felix Field, Sports offers three softball diamonds, two little
league diamonds, bleachers, a quarter mile dirt track that surrounds a football field, walking trail, playground,
basketball court and picnic area. At Del Valle Field, Sports offers a football field, racquetball court, three mini
gyms and an outdoor fitness area, as well as two softball diamonds that can be reserved, picnic tables and
barbecue grills. Sports looks forward to MCAGCC hosting 2014's Best of the West Tackle football.
SPORTS USAGE- FIELD RESERVATIONS
DATE
2012
2013
Jan
140
153
Feb
146
157
Mar
297
335
Apr
380
413
May
238
356
Jun
152
211
Jul
170
197
Aug
309
335
Sep
321
350
Oct
295
315
Nov
291
311
Dec
205
245
TOTAL
2,944
3,378
123
SEMPER FIT
SPORTS PARTICIPATION 2012
Participants
Games/Matches
3-on-3 Basketball
90
27
Basketball
225
119
Bowling
72
144
Coed Softball
180
45
Dodgeball
80
11
Flag Football
240
32
Golf
28
112
Indoor Soccer
135
44
Kickball
66
11
Soccer
200
51
Softball
300
160
Summer Slam Basketball
140
54
Varsity
150
3
Volleyball
90
35
Xcountry
270
3
SPORTS PARTICIPATION 2013
Participants
Games/Matches
3-on-3 Basketball
90
27
Basketball
300
119
Bowling
72
144
Coed Softball
180
45
Dodgeball
60
11
Flag Football
240
32
Golf
28
112
Indoor Soccer
135
44
Kickball
75
11
Soccer
240
51
Softball
300
160
Summer Slam Basketball
140
54
Volleyball
90
35
Xcountry
270
3
124
SPORTS/YOUTH
SEMPER FIT DIVISION
SEMPER FIT
Through creative and progressive programming, Youth Sports has continued to see an increase in
participation. Emphasis is placed on participation, sportsmanship and skill development. Programs include
Soccer, Football, Basketball, Little League Baseball, Tennis, Bowling, Golf, Track and Cheer; all offered at
extremely affordable rates. To encourage a healthy active lifestyle, Youth Sports administers the FitnessGram
pre/post assessment tests in each program and provides coaches with the tools to be successful in creating a
fun learning atmosphere, thereby enhancing the development of the athlete and the coach.
YOUTH SPORTS PROGRAM PARTICIPANTS
Basketball
Baseball
Tennis
Track
Soccer
Flag Football
Cheer
Smart Start
2012
215
185
42
50
388
153
152
200
2013
246
(contracted)
25
34
374
143
140
217
YOUTH SPORTS CAMP and EVENT PARTICIPANTS
Baseball Camp
Football Camp
Basketball Camp
Bowling Camp
Cheer Camp
Hook a Kid on Golf
Bowling Events
2012
n/a
50
70
42
69
37
187
2013
18
21
n/a
29
50
25
193
125
SEMPER FIT
SUNSET CINEMA/AUDITORIUM
Sunset Cinema meets a vital need in supplying low-cost entertainment to our military community by showing first run
films to thousands of patrons at a fraction of the price of commercial theaters ($2 for regular 2D movies and $4 for
3D movies.) As an example, in June 2013, 13,814 attended 21 different movies offered at the theater, saving them
$112,379 in admission over the local Yucca Valley Theater. Navy Motion Picture Service also provides digital first run
movies which are offered free on Saturday mornings. In addition we provided a venue for USO events, SMP Marines
Got Talent and Leatherneck Tour events. In our ongoing effort to provide entertainment and support to our Marines and
sailors as well as dependents the Auditorium/Base Theater is open 365 days a year. The Auditorium supports ITX, Unit
briefs, Commanding General and the Commandant of the Marine Corps briefs.
SUNSET CINEMA 2012 ADVANCED SCREENING ATTENDANCE
ACTIVE
DATE
CIVILIAN
CHILDREN
TOTAL
DUTY
Apr
263
373
71
707
Sept
579
81
14
674
Oct
858
204
10
1,072
Dec/3D
757
239
118
1,114
Dec
417
126
18
561
4,128
SUNSET CINEMA 2013 ADVANCED SCREENING ATTENDANCE
ACTIVE
DATE
CIVILIAN
CHILDREN
TOTAL
DUTY
Jan
516
154
12
682
Jan/3D
621
173
12
806
Mar
648
163
48
859
Mar/3D
817
174
123
1,114
Apr (1)
312
116
51
479
Apr (2)
879
125
35
1,039
/
126
DATE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
SUNSET CINEMA 2D ATTENDANCE
ACTIVE
CIVILIAN
CHILDREN
DUTY
2,314
679
375
2,267
983
420
3,778
1,269
419
2,849
1,238
539
4,373
1,340
691
4,131
1,457
495
3,878
1,657
587
3,897
1,788
603
3,452
1,316
600
3,769
1,065
299
2,943
1,092
351
2,829
1,677
496
ACTIVE
CIVILIAN
CHILDREN
DUTY
2851
1466
445
2,837
1,014
190
4,018
1,553
349
3,410
1,418
514
2,255
959
396
4,406
1,338
475
4,806
1,386
280
1,919
1,553
303
3,317
930
261
2,889
773
151
2,452
764
401
1,047
333
3
TOTAL
3368
3,670
5,466
4,626
6,404
6,083
6,122
6,288
5,368
5,133
4,386
5,002
61,916
TOTAL
4762
4,620
5,920
5,342
3,610
6,219
6,472
3,775
4,508
3,813
3,617
1,383
53,462
SEMPER FIT DIVISION
SEMPER FIT
127
SEMPER FIT
DATE
Jan-12
Feb-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
DATE
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Sunset Cinema
Gross Sales
Net Profit
128
ACTIVE
CIVILIAN
CHILDREN
DUTY
n/a
n/a
n/a
0
0
0
0
0
0
432
359
365
823
190
137
1,046
372
295
1,088
517
261
710
386
129
350
177
105
306
96
55
370
258
216
1,143
486
364
ACTIVE
CIVILIAN
CHILDREN
DUTY
1120
585
220
457
98
24
1,580
417
285
581
413
302
1,452
502
295
2,799
733
433
1,930
869
442
2,528
1,238
584
1,236
634
465
115
126
133
642
271
180
767
510
368
2012
$487,244
$123,343
TOTAL
0
0
0
1,156
1,150
1,713
1,866
1,225
632
457
844
1,993
11,036
TOTAL
1925
579
2,282
1,296
2,249
3,965
3,241
4,350
2,335
374
1,093
1,645
25,334
2013
$591,265
$211,080
AUDITORIUM 2012 ATTENDANCE
ACTIVE
DATE
UNIT BRIEFS
DUTY
Jan-12
4,440
n/a
Feb-12
7,250
17
Mar-12
4,975
14
Apr-12
9,550
14
May-12
12,250
18
Jun-12
6,325
14
Jul-12
7,200
13
Aug-12
10,700
18
Sep-12
9,750
17
Oct-12
11,800
21
Nov-12
6,500
15
Dec-12
4,900
12
TOTAL
95,640
173
AUDITORIUM 2013 ATTENDANCE
ACTIVE
DATE
UNIT BRIEFS
DUTY
Jan-13
9,050
17
Feb-13
7,650
19
Mar-13
8,700
21
Apr-13
1,220
21
May-13
10,400
20
Jun-13
19,000
32
Jul-13
8,500
20
Aug-13
5,200
26
Sep-13
6,000
18
Oct-13
16,100
21
Nov-13
8800
25
Dec-13
7,750
19
TOTAL
108,370
259
WEST GYM
SEMPER FIT DIVISION
SEMPER FIT
The West Gym conducts tournaments, camps, leagues, aerobics classes, group, unit and individual
training, HITT and fitness assessments. Patrons utilize state of the art training equipment from industry leaders
such as Keiser, Power-Lift, Hammer Strength, Life Fitness, Samson, as well as a climbing cave, VirTra Systems
shooting simulator stations, a Hypoxico altitude chamber and a Pneumex vibration platform. These give it
a capability rivaling elite level division 1 and professional human performance facilities. The West Gym has
certified nearly 2800 patrons in the climbing wall safety course, and offers family climbing hours that allows
parents and children of all ages to climb together. Thanks to new additions such as the Youth Teen Fitness
Program, the West Gym has seen an increase in patronage from the 245,000 in 2012 to 300,553 in 2013.
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
WEST GYM/FITNESS CENTER USAGE 2012
ACTIVE DUTY
CIVILIAN
YOUTH
19,562
1,526
585
19,856
1,856
252
16,993
1,689
425
20,145
1,755
885
19,856
1,655
601
19,772
1,525
485
19,562
1,200
643
20,224
1,985
752
19,454
1,855
689
19,985
1,655
685
18,565
1,852
702
18,565
1,755
425
TOTAL
21,673
21,964
19,107
22,785
22,112
21,782
21,405
22,961
21,998
22,325
21,119
20,745
259,976
129
SEMPER FIT
DATE
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
WEST GYM/FITNESS CENTER USAGE 2013
ACTIVE DUTY
CIVILIAN
YOUTH
20,566
2,352
655
21,956
2,333
758
21,056
2,051
888
20,056
1,856
925
20,995
2,015
652
23,255
2,566
542
23,052
2,412
622
24,055
2,456
645
23,565
2,245
648
24,856
2,255
701
21,806
2,122
723
20,253
2,015
645
WOOD HOBBY SHOP
TOTAL
23,573
25,047
23,995
22,837
23,662
26,363
26,086
27,156
26,458
27,812
24,651
22,913
300,553
The Wood Hobby Shop provides an informative and safe recreational woodworking facility for authorized patrons to
create or build woodworking items. They offer instructional one to one assistance and help patrons with all aspects of
woodworking. In an effort to encourage safety, all participants are required to attend a onetime safety class, offered
twice a week, prior to using the facility. This has helped reduce potential accidents with the tools and equipment.
Located in the Wood Hobby Shop, Signs and Designs is a laser engraving service that offers same day service laser
engraving at a greatly discounted price. Pre-made plaques are available for purchase and can be personalized for
presentation. Signs and Designs also offers the ability to personalize and customize personal items, such as cell phones
and lap tops.
WOOD HOBBY SHOP 2012
ACTIVE
SAFETY
DATE
DUTY
CLASS
Jan-12
321
96
Feb-12
228
63
Mar-12
46
0
Apr-12
156
0
May-12
112
0
Jun-12
256
8
Jul-12
206
23
Aug-12
187
0
Sep-12
123
0
Oct-12
210
27
Nov-12
273
19
Dec-12
330
26
Wood Hobby Shop
Gross Sales
Net Profit
130
TOTAL
417
291
46
156
112
264
229
187
123
237
292
356
2,710
2012
$26,833
$26,234
WOOD HOBBY SHOP 2013
ACTIVE
SAFETY
DATE
DUTY
CLASS
Jan-13
328
28
Feb-13
295
31
Mar-13
405
27
Apr-13
269
43
May-13
509
40
Jun-13
517
45
Jul-13
288
33
Aug-13
391
63
Sep-13
314
43
Oct-13
238
23
Nov-13
264
26
Dec-13
213
30
2013
$29,770
($5,510)
TOTAL
356
326
432
312
549
562
321
454
357
261
290
243
4,463
TARGET DEMOGRAPHIC
Aerobics/Group Fitness Programs
Anyone with base access and over the age of 18 or accompanied by an adult is welcome to take part in the
Group Exercise Program. Primary users of the program include military spouses and retirees.
Aquatics/Pools
SEMPER FIT DIVISION
SEMPER FIT
MCCS pools are open to active duty military, spouses and family members of active duty, retirees, Department
of Defense civilians and contractors. The Officer/Staff NCO pool aims primarily to reach Officer and Staff
NCO active duty military members and their families aboard base, while the Training Tank is used primarily for
training active duty Marines.
Auto Skills Center
The primary demographic of the ASC is active duty military, though the facility is also open to spouses, retirees
and Department of Defense civilians.
Community Center
This facility is open to active duty military, spouses, family members, retirees and Department of Defense
civilians. Each program offered through the center is geared at a specific target demographic.
This facility is open to the general community and attracts patrons from around the Morongo Basin. Anyone
over the age of 7 is welcome to golf at Desert Winds; with the golf pro’s permission, they can be younger.
Gyms
Active duty military, spouses, family members over the age of 18, retirees, Department of Defense civilians and
nearly anyone who has base access is welcome to utilize the gyms.
Lake Havasu Rentals
Lake Havasu rentals are available to active duty, family members and Department of Defense civilians.
Outdoor Adventures
Outdoor Adventures is focused on reaching active duty, family members, retirees, reservists and Department of
Defense civilians.
REC ITT Information Tickets & Tour
The primary demographic of REC ITT is military families, though the facility is also available to family members,
retirees and Department of Defense civilians.
Sandy Hill Lanes
Sandy Hill Lanes offers programs for a variety of target demographics, including seasonal leagues open to
active duty, spouses, retirees and Department of Defense civilians, and events geared specifically for military
families and youth-focused leagues and camps.
Sports/Intramural
This program’s primary demographic includes active duty military, spouses, family members over the age of 18,
retirees, Department of Defense civilians and contractors.
Sports/Youth
Military family members aged 3 to 18 and still in school fit the target demographic of Youth Sports.
This program’s primary demographic is single active duty military members.
Sunset Cinema
The primary target market of Sunset Cinema is active duty, family members and youth on the weekends, though
this facility is also open to retirees and Department of Defense civilians.
Wood Hobby Shop
The Wood Hobby Shop and Sign and Designs laser engraving services are available to active duty, family
members, retirees and Department of Defense civilians.
131
SEMPER FIT
MARKETING REVIEW FOR RECREATION 2012/2013
MARKETING INITIATIVES 2012
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
132
SANDY HILL
LANES
8
ITT/LAKE
HAVASU
-
SUNSET
CINEMA
-
OUTDOOR WOOD HOBBY
ADVENTURES
SHOP
-
8
-
1
-
-
33
518
6
-
2
-
4
1
-
1,500
-
4
10
1
-
SANDY HILL
LANES
4
ITT/LAKE
HAVASU
-
SUNSET
CINEMA
-
4
-
1
-
3
24
385
4
1
1
9
62
1
-
11
275
2
-
OUTDOOR WOOD HOBBY
ADVENTURES
SHOP
1
MARKETING REVIEW FOR SPORTS & FITNESS 2012/2013
SPORTS/
AEROBICS/
YOUTH SPORTS GROUP FITNESS
EAST GYM
WEST GYM
Banners
Road Side Signs
-
1
11
-
-
2
36
1
-
11
254
2
11
136
286
5,000
1
25
18
1,803
4
4
AQUATICS/
POOLS
-
DESERT WINDS
GOLF COURSE
-
-
15
5
10
6
240
5000
-
58
155
1
8
10
40
1,832
-
(sets of 3 signs)
Single Road Side Sign
Posters
Flyers
Brochures
Postcards
Desert Lifestyle Ad
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
Postcards
Desert Lifestyle Ad
3
SMP
2
8
SEMPER FIT DIVISION
SEMPER FIT
133
SEMPER FIT
SPORTS/
AEROBICS/
YOUTH SPORTS GROUP FITNESS
EAST GYM
WEST GYM
Banners
Road Side Signs
-
-
30
-
-
-
37
-
6
400
-
-
16
217
4,719
5,000
2
-
34
32
3,200
4
8
AQUATICS/
POOLS
-
DESERT WINDS
GOLF COURSE
1
-
8
3
1
1
22
2
46
416
-
28
89
3,222
-
1
9
11
(sets of 3 signs)
Posters
Flyers
Brochures
Postcards
Desert Lifestyle Ad
Banners
Road Side Signs
(sets of 3 signs)
Posters
Flyers
Brochures
Postcards
Desert Lifestyle Ad
MARKETING REVIEW FOR SEMPER FIT 2012/2013
SMP
1
The Semper Fit Sports/Fitness programs, which includes the Aerobics/Group Fitness, Youth Sports, Intramural Sports
and all gyms, was the primary marketing focus for this division in 2012/13. Much of this marketing was focused on
Youth Sports. This award-winning program offers over a dozen sports and camps throughout the year and reaches
over 1,500 children. Posters and flyers were the primary medium of marketing, though road side signs are strategically
placed near the Youth Sports facility during each sport’s registration period. The number of posters and flyers for
Sports/Fitness also includes a monthly aerobics calendar, which is printed and distributed to each fitness facility and the
Community Center.
134
MARKETING STRATEGY FOR SEMPER FIT 2014/2015
Aerobics/Group Fitness
This program offers a variety of classes per week in three different facilities.
Also included is the HITT Program. Major events are marketed through strategically placed roadside signs,
commercials shown in the Main Exchange, Sandy Hill Lanes and Sunset Cinema, Facebook, MCCS website,
marquees, eNews flyers, posters and ads in the Guide, SuperFlyer and Desert Lifestyle. This program also
prints a monthly calendar poster and flyer, which is strategically distributed to MCCS fitness facilities and the
Community Center and posted to the MCCS website.
Aquatics/Pools
SEMPER FIT DIVISION
SEMPER FIT
Campaigns for pools are conducted on a seasonal basis, with the open year-round Training Tank as the
exception. During the summer months the Aquatics Program conducts multiple sessions for “Learn to Swim”.
The Aquatics program cross promote their aerobics classes with gyms Group Exercise Program, American Red
Cross Lifeguard Certification & Water Safety and Drowning Prevention. Marketing will utilize MCCS Website,
marquees and roadside signs.
Auto Skills Center
ASC's monthly “How To” classes, in both beginner and intermediate levels, are promoted in the SuperFlyer
calendar. In 2015 the ASC will hold their 2nd car and bike show. Marketing will utilize roadside signs,
marquees, commercial spots, posters, MCCS website, and registration through Constant Contact.
Community Center
Cross promotions will exist with Sandy Hill Lanes with Firecracker Bowling, Bunny Bowl and Turkey Bowl.
Marketing will use MCCS Website, banners, posters, marquees and Roadside Signs.
DWGC hosted two major tournaments;The Base Championship and the Commanding General’s Golf
Tournament; and Golf Schools. DWGC teamed up with First Tee of Coachella Valley and offered a free junior
golf program for ages 7 to 17 and all levels. Marketing utilized roadside signs, marquees, MCCS website,
Guide, posters, flyers and commercial spots.
Gyms
Campaigns are marketed through strategically placed roadside signs, banners, commercials shown in the Main
Exchange, Sandy Hill Lanes and Sunset Cinema, Super Flyer, marquees, Facebook, MCCS website, eNews
flyers and posters. A generic gym facilities ad will also be placed in the MCCS Guide.
Health and Promotions
This program conducts classes for Marines, Sailors and base employees in
Nutrition for Sports, Tobacco Cessation and the MCCS Nutrition & Fitness Class. These are marketed
through strategically placed roadside signs, banners, posters, flyers, Facebook, MCCS website, Superflyer
and Sunset Cinema commercials. The MCCS Health & Wellness Fair for MCCS and DoD Employees is another
is another focus.
Lake Havasu Rentals
Utilize the Guide, Lake Havasu brochure, MCCS website, commercials shown in the Main Exchange, Sandy Hill
Lanes and Sunset Cinema, and ads and articles in Desert Lifestyle magazine to promote use of Lake Havasu
properties.
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SEMPER FIT
MARKETING STRATEGY FOR SEMPER FIT 2014/2015 (CONT.)
Outdoor Adventures and Stables
Provides all your recreational rentals, including equipment for winter and summer sports, camping, garden and party
gear. Marketing utilizes the Guide, MCCS website, brochures, ads in the Desert Lifestyle magazine and commercials
shown in the Main Exchange, Sandy Hill Lanes and Sunset Cinema
REC ITT Information Tickets & Tours
Marketing utilizes the MCCS website as their main source of awareness for events, promotions and tickets. Generic
banners, ads in the MCCS Guide and Desert Lifestyle Magazine, roadside signs and commercial spots also help this
program to reach out.
Sandy Hill Lanes
Ends and starts the new year with a New Year’s Eve Bash for Adults and Teens, Fall and Winter Leagues for Adults and
Teens, Colorama and No Tap Tournaments, Coaches Corner, Youth Summer Bowling Camp; a joint effort with Youth
Sports. SHL has updated their Birthday/Thank You Coupon and Birthday Club campaign. These events and programs
were marketed through strategically placed roadside signs, theater, commercials, MCCS website, marquees, flyers,
posters and ads in the SuperFlyer.
Single Marine Program (SMP)
A monthly calendar is produced which list all SMP and similar activities/events. The calendar is posted on the MCCS
website, as well as posters, flyers and roadside signs distributed. Major events Mardi Gras, Free SMP Movie Night,
SMP Desert Winds Golf Course Playing Card, Pool Party, Marines Got Talent, UFC Fight Night and a Super Bowl Party
utilized the MCCS website, MCCS Guide, marquees, posters, flyers commercials played at Sunset Cinema, Sandy Hill
Lanes and MCX, ads in the SuperFlyer.
Sports/Intramural
Major campaigns for Intramural Sports will include any league or tournament offered in the Commanding General’s
series. These and other events will be marketed through strategically placed roadside signs, commercials shown in
the Main Exchange, Sandy Hill Lanes and Sunset Cinema, MCCS website, marquees, banner, Facebook, Super Flyer,
eNews, flyers and posters. A generic Intramural Sports ad will also be placed in the MCCS Guide and Desert Lifestyle
Magazine.
Sports/Youth
20 programs are offered throughout the entire year, along with six summer camps. The Marketing focus for Youth Sports
will utlize the MCCS website for program information and registration packets, Program Brochure, marquees, roadside
signs, posters, flyers, SuperFlyer, commercials shown in the Main Exchange, Sandy Hill Lanes and Sunset Cinema, and
banners.
Sunset Cinema
A three-week movie schedule is featured on the front page of the SuperFlyer, and distributed to all MCCS locations,
while the MCCS website features a four-week schedule. Generic roadside signs, ads in the Guide and banners are
strategically placed for maximum awareness.
Wood Hobby Shop
Utilize the MCCS website, Guide, Wood Hobby Shop/Signs and Designs laser engraving services brochure, posters,
Facebook, eNews, and ads in Desert Lifestyle magazine and the Super Flyer to promote laser engraving services
and safety classes. An article also appeared in 2014 in Desert Lifestyle. A major campaign will include the Annual
Personalize Your Gift promotion.
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SEMPER FIT DIVISION
SUPPORT DIVISIONS
ADMINISTRATION - FACILITIES MAINTENANCE - MIS
PROCUREMENT & CONTRACTING - FINANCE - MAC - PERSONNEL
SUPPORT DIVISIONS
ADMINISRATION
MISSION/FOCUS
The Administration Division is the circulatory system of Marine Corps Community Services. Without their leadership,
MCCS programs and services would simply cease to operate. This division keeps all of MCCS working in synchrony;
opening doors not only to new employees, but also to new connections with the community and better communication
between the families and the commands.
KEY PROGRAMS
Director
Deputy Director
Facilities Maintenance
Management Analysis & Control (MAC)
Management Information Systems (MIS)
Procurement & Contracting
POINT OF CONTACT
Assistant Chief of Staff - Steven J. deLazaro
Bldg. 1522
Phone: 830.6870
Email: steven.delazaro@usmc.mil
FACILITIES MAINTENANCE
MISSION/FOCUS
The Facilities Maintenance branch keeps over 100 MCCS facilities functional aboard MCAGCC. The Branch’s main
mission is to provide and ensure support, quality and compliance at every MCCS facility.
POINTS OF CONTACT
Facilities Maintenance Division Head Richard New
Phone: 830:4220
Email: richard.new@usmc-mccs.org
Maintenance Trouble Desk
Phone: 830.4223
helpdesk-FMD@usmc-mccs.org
MANAGEMENT INFORMATION SYSTEMS (MIS)
MISSION/FOCUS
The Management Information Systems department (MIS) maintains, upgrades, repairs and deploys all
MCCS retail Electronic Point of Sale (EPOS) systems, RecTrac systems, Food & Hospitality systems (HIS),
the TLF reservations system, Marketing electronic marquees, accounting systems such as Computron, as
well as over 400 MCCS.org computer workstations aboard Twentynine Palms, the Mountain Warfare Training center
and the Coleville Lincoln Housing installations. MIS also maintains and supports the network infrastructure to include
nearly 100 switches, routers and cabling systems, and all of the RF equipment and systems necessary for the Retail
Division to conduct operations. Additionally, the MIS department monitors all network security issues, both physical and
technical, and maintains equipment in 65+ different facilities aboard the Combat Center, in addition to the 8+ facilities
located at Bridgeport and Coleville.
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Recently, MIS deployed VMware vSphere 4.1 Enterprise Plus, which supported MCCS Twentynine Palms
with the latest virtualization technology. During the past four years, the virtual environment has grown from
15 virtual servers and 10 virtual desktops to 75 servers and desktops managed by vSphere 5.1. The virtual
environment is fully redundant and supports the MIS Disaster Recovery and Business Continuity plans. MIS
will continue to support the MCCS mission by providing internal customer support to the organization to
help facilitate growth through innovative technology solutions.
POINT OF CONTACT
Information Technology Manager Ryan Stewart
Bldg. 1533
Phone: 830.3189
E-mail: ryan.stewart@usmc-mccs.org
OVERVIEW
The MIS department responds to thousands of help desk tickets annually using Spiceworks automated Help
Desk software. MIS deploys new tools which increase productivity and reduce hardware expenditures. The
vSphere Virtual Infrastructure (VI) supports a majority of the Twentynine Palms MCCS server environment
which is used to provide MCCS divisions with reliability, scalability, storage redundancy. The VI is designed
to provide 100 percent uptime to users and support MIS’ Disaster Recovery and Business Continuity goals.
The MIS Department also oversees the Annual Cyber Awareness Training required by the Department of
Defense for 1300+ employees in accordance with the DOD 8570.1. All members of the MIS Department
are required to comply with DOD 8570.1 regarding IT industry based certification as well as individual
growth training. In 2012, MIS added a System Administrator who is tasked with providing server
administration and management, and an Information Assurance Officer to help oversee the information
assurance and information security goals of MCCS.
PROCUREMENT & CONTRACTING
MISSION/FOCUS
Procurement & Contracting (P&C) provides an essential link between MCCS and the supplier community.
The Department supports the MCCS mission by getting the best value for the dollar in materials, services
and other support needs. P&C encompasses concession contracting, service contracts, small purchases
and other supply chain procurements. We provide oversight to strategic planning and support Marine
operational units through unit funds administration and procurement.
POINT OF CONTACT
Procurement and Contracting Division Head - Tiffany L. Hurst
Bldg. 1427
Phone: 830.3129
Email: hursttl@usmc-mccs.org
SUPPORT DIVISIONS
SUPPORT DIVISIONS
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SUPPORT DIVISIONS
FINANCE
MISSION/FOCUS
The MCCS Finance Division is responsible for the accuracy, reliability and timeliness of the organization’s
financials as well as several key functions:
• Processing results of daily activity operations
• Maintaining accounting records for fixed assets
• Cash management
• Paying the organization’s liabilities
• Billing for monies owed to the organization
• Payroll processing
• Financial analysis
• Developing and enforcing the organization’s budget for both non-appropriate and
appropriated funds
• Coordinating Uniformed Funding Management (UFM) agreements with the installation
Comptroller
KEY PROGRAMS
Accounting Operations
Accounts Payable
Accounts Receivable
Payroll
Property Control
Budgeting
POINT OF CONTACT
CFO Mike Bonem
Bldg. 1538 T1
Phone: 830.3400
Email: michael.bonem@usmc-mccs.org
Deputy CFO Branin Smith
Bldg. 1533 T1
Phone: 830.3401
Email: smithlb@usmc-mccs.org
• Be prepared to consistently provide accurate, timely and reliable financials no later than 12 work
days after a fiscal period closes
• Complete a proper reconciliation for each account no later than 10 work days after the fiscal
period closes
• Ensure that every Finance employee has been cross trained in at least one new function by
July 15, 2014
• Improve NAF budget process, which will allow program managers more time to produce useful
budgeting tools
OVERVIEW
The MCCS Finance Division operates with both APF and NAF resources and processes 12 close-outs a year
in comparison to a single annual closeout in an installation comptroller’s office. In addition, the added
complexity of APF and NAF financial regulations increases risk management in this department, requiring
well-trained individuals familiar with the restrictions placed on these funds and their use.
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MANAGEMENT ANALYSIS & CONTROL (MAC)
MISSION/FOCUS
SUPPORT DIVISIONS
SUPPORT DIVISIONS
The mission of the MAC Office is to monitor and evaluate internal controls and procedures, conduct
management analyses and other reviews, make recommendations regarding the efficiency and effectiveness
of all MCCS operations, serve as liaison and coordinate all internal and external audits, follow-up on audit
findings, establish and publish internal MCCS policies and procedures, review directives, conduct quarterly
cash counts, perform investigations and reviews as required by the MCCS Assistant Chief of Staff and other
duties as assigned. To this extent, the annual program is divided into five sections:
1. Non-appropriated Fund (NAF) Reviews
2. Marine Corps Management Internal Control Program (MCMIC)
3. Management Requested Reviews
4. Automated Program Administration
5. Administrative Functions
6. Financial Review and Assistance
POINT OF CONTACT
Supervisory Financial Management Analyst - Toni Hodge, CPA
Bldg. 1538 R1
Phone: 830.3490
Email: toni.e.hodge@usmc-mccs.org
OVERVIEW
Non-appropriated Fund Reviews
These reviews are required by regulations and MCCS Headquarters to be accomplished by MCCS to
external reviews, audit findings and recommendations to ensure MCCS organizations have implemented the
recommendations made. This also includes the administration of MCCS Activity Based Costing (ABC)/Lean Six
Sigma Programs, year-end inventory coordination, fundraising reviews, purchase cards, annual reports, and
Private Organizations administration. These reviews are planned and scheduled throughout the year.
Internal Management Control Program
MAC serves as the MCCS liaison and coordinator with the base’s Resource Evaluation and Analysis (REA)
Office for the administration of the Marine Corps Management Internal Control Program (MCMIC). This
includes training and indoctrination of the MCCS MCMIC responsible managers, administrative oversight of
MCCS assessable units and coordination with the base’s MCMIC coordinator, follow-ups on identified internal
control weaknesses, and reporting to the MCCS Assistant Chief of Staff.
Management Requested Reviews
These reviews, scheduled and unscheduled, are requested by management and conducted under the authority
of the MCCS Assistant Chief of Staff throughout the fiscal year. They are incorporated and scheduled into the
MAC annual work calendar. They represent limited functional areas where the reviews are deemed to be of
most value and can be accomplished within time and manpower constraints. These assignments include special
investigations, surveys and inspections. These tasks are usually urgent assignments directed by the MCCS
Assistant Chief of Staff for immediate action. They are also usually unplanned and initiated by internal control
lapses, directive/orders from higher headquarters or information requests from internal/external entities.
Administrative Functions
Essential administrative functions are necessary for MAC’s mission. This includes monitoring of MAC’s audit/
review inventory, central file system and maintenance of an online and written reference library for the benefit of
the MCCS Assistant Chief of Staff and management.
Financial Review and Assitance
These reviews are performed as requested by the MCCS Assistant Chief of Staff for the purpose of increasing
operational efficiency within MCCS facilities. A detailed review of facility Profit and Loss statements is
performed and includes ration analysis, analytical review and understanding of the facilities accounting cycles.
Recommendations are issued based on the review findings and reported to the MCCS Assistant Chief of Staff.
MAC will assist the facilities in the implementation of approved recommendations.
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SUPPORT DIVISIONS
PERSONNEL/EMPLOYMENT
MISSION/FOCUS
The MCCS Personnel/Employment Division ensures merit-based hiring and personnel practices are aligned with the
MCCS Mission of Supporting Marines, Sailors and their Families. This mission is currently accomplished by 14 dedicated
professionals whose duties include hiring; processing personnel action requests; ensuring background investigations
are conducted on each and every employee; administering a robust benefits program, facilitating a comprehensive
employee development program; and working with Labor organizations to create a quality workplace by fostering
an atmosphere where people are treated fairly and with mutual respect. This Division is comprised of several key
departments that support MCAGCC, MWTC, and G-4 Bachelor Billeting Non-Appropriated Fund Instrumentalities.
KEY PROGRAMS
EEO
Employee Backgrounds
Employee Benefits
Labor and Employee Relations
Recruiting
Training
POINT OF CONTACT
Deputy Director - Jesse Montes
Bldg. 1533
Phone: 830-4422
Email: montesjt@usmc-mccs.org
Labor & Employee Relations Specialist - Beth Galvan
Bldg. 1533
Phone: 830-4429
Email: beth.h.galvan@usmc-mccs.org
EEO/Employee Development Program Manager - Marci Carter
Bldg. 1533
Phone: 830-4430
Email: marcie.l.carter@usmc-mccs.org
MAJOR ACTIVITIES IN FY 2012/2013
• Completed a wage survey, an ASI/CSI Survey and three climate surveys
• Successfully navigated MCCS through Benefits open enrollment season
• Developed a Labor and Employee Relations Program
• Complete and implement a training program for managers
• Establish an MCCS Training Instruction
• Develop a means of completing and recording all annual training requirements digitally
• Greatly improve the turnaround time for background investigations
• Change the adversarial relationship that exists between MCCS and Labor Organizations to one that
focuses on working together to develop trust and mutual respect
OVERVIEW
Fiscal realities have created a reduction in staffing levels while the need for the services of highly educated and skilled
positions designed to better support Marines, Sailors and their families has increased. This paradigm is expected to
continue and will undoubtedly present difficult staffing challenges. The remote and isolated geography of the Combat
Center requires innovative recruiting techniques to overcome these challenges. Collected data continues to reflect the
transient nature of a military community with relocation remaining the top reason for employees in all categories to
leave our ranks (NAF, APF and Military.) Secondary and tertiary effects resulting from the fiscal challenges have yet to
be realized but are expected to create a change in MCCS’ employment landscape.
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Labor & Employee Relations
Changes in labor law and the implementation of Executive Orders has made the job of the Labor &
Employee Relations Specialist integral to smooth operations and relations with Labor Organizations and
the bargaining unit employees they represent. The message to Labor Organizations has been and must
continue to reflect the reality that MCCS Leadership is dedicated to fostering an atmosphere where all
employees are treated fairly and with mutual respect. Only through fulfilling this ideal will MCCS effectively
and efficiently accomplish its important Mission.
Employee Development
MCCS provides a diverse array of services that must serve to benefit Marines Sailors and their Families.
To continue providing these services, employees must meet many annual training requirements, while
always remaining on the forefront of knowledge to execute best practices within their respective fields. The
Employee Development Department administers the Length of Service and Employee Recognition Program
to recognize employees for their outstanding contributions to the MCCS Team.
EMPLOYEE STATISTICS
2012
EE Population
1,061
New Hires
30/mo
Applications Received
14,803
Turnover Rate
49.1%
NAF
95.8%
GS
3.9%
Military
0.3%
Regular Part Time
16.0%
Regular Full Time
47.0%
Flex
37.0%
PERSONNEL
2010
New Hires
360
Rehires
102
Transfers
36
Appraisals (Non Exempt)
1437
Appraisals (Exempt)
269
Workers' Comp Claims
254
Benefit Changes
77
Retirements
4
Terminations
521
2013
1,022
31/mo
15,853
44.4%
95.9%
3.8%
0.3%
15.0%
48.0%
37.0%
2011
375
102
110
1042
276
230
121
7
454
SUPPORT DIVISIONS
SUPPORT DIVISIONS
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MARKETING
MARKETING
FOCUS
The Marketing Division is made up of three individual branches that report directly to the Marketing Director: Marketing,
Sponsorship and Special Events. Each works to accomplish our mission of providing quality of life programming for our
Marines, Sailors and families.
MISSION STATEMENT
To our MCCS Clients
We will support our internal clients’ activities, facilities, events and programs by providing marketing services that
increase awareness and participation by service members, their families, retirees and eligible employees. We will
coordinate and promote MCCS activities, facilities, events and programs across all available media, including the
Internet, banners, roadside signs, videos and publications in our effort to increase the quality of life for our Marines,
Sailors and their families. We will provide professionally organized, engaging and exciting special events throughout the
year in our effort to support the quality of life of our Marines, Sailors and their families.
To our Advertisers and Sponsors
We will assist our external clients to exceed their sales objectives through the use of creative, quality marketing tools,
including the Internet, banners, roadside signs, videos, advertising, sponsorship, promotions, research, publications and
other forms of media. We will provide advertising and sponsorship opportunities at special events throughout the year.
We will offer timely, value-added, superior customer service and will be ethical, honest and responsive to exceed our
clients’ expectations.
KEY PROGRAMS
Internal Advertising & Promotion
Media & Design
Research & Analysis
Sponsorship & Advertising Sales
Special Events
Overall Marketing Process
• Streamline marketing process, from marketing request to distribution
• Further develop the internal marketing support page on the web site
• Clean and organize the Marketing share drive to make it more user friendly and less time consuming to
find files
New Media & Outlets
• Redesign and relaunch MCCS29palms.com on a Content Management System (CMS) to be more user-friendly for
the designer and viewer
• Update software on electronic marquees
• Develop internal Sharepoint site to host marketing forms, logos, survey results and more
• Merge individual Facebook pages into one main MCCS page for targeted marketing
• Develop a mobile marketing plan to better reach young Marines
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RESEARCH
• Conduct a base-wide survey to determine target demographics and use of marketing media
SPECIAL EVENTS
• Eliminate multiple events being offered in the same timeframe and/or for the same demographic
o Facilitate operations meetings once a month to meet with facility managers to discuss upcoming
events, opening lines of communication between various programs and facilities
SPONSORSHIP & ADVERTISING SALES
MARKETING DIVISION
MARKETING
• Conduct a class to inform facility managers as to proper coding policies and procedures to ensure funds
are dispersed to proper costing centers
• Implement customer satisfaction surveys for each sponsorship/advertising client
o Upon a client signing, have research analyst send survey regarding satisfaction with the agreement
process and the commercial sponsorship specialist’s presentation and customer service
o Upon completion of the campaign, have research analyst send survey regarding satisfaction with the
design process, including timeliness, proofing and quality
o On a quarterly basis, send a survey to each client regarding their overall satisfaction with MCCS
Marketing
o Offer incentives for participation in surveys, such as advertising discounts
• Set a system in place to measure ROIs (return on investments) for those who buy into MCCS advertising
products
PUBLICATIONS
Marketing Plan
• Conduct meeting with visual information specialist, director, specialists and research analyst on a monthly
basis to discuss current marketing initiatives and plan marketing strategy for 2014/2015
Desert Lifestyle Magazine
• Increase reader involvement and interactivity for magazine and DesertLifestyle29.com
o Conduct an annual reader focus group to discuss pros and cons of magazine and website
o Increase likes on Facebook fan page with contests and giveways
o Seek out and involve more freelance writers, especially spouses, for article writing and submissions
o Research new giveaways apps
• Increase magazine distribution aboard base
o Announce each new issue through eBlast, Facebook, Twitter, etc.
• Streamline process for MCCS ads by implementing an MR each issue
Guide
• Have 2014 and 2015 Guides pay for their printing through advertisements
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MARKETING
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POINTS OF CONTACT
Marketing Director - Kathryn Crank
Bldg. 1024
Phone: 830.5053
Email: kathryn.crank@usmc-mccs.org
Marketing Assistant - Ranna Contreras
Bldg. 1024
Phone: 830.6296
Email: ranna.s.contreras@usmc-mccs.org
OVERVIEW
MARKETING DIVISION
MARKETING
The Marketing branch encompasses Internal Advertising & Promotion, Graphic Design, Web Design,
Publications, Research Analysis, Distribution and Video Production. These sections work to produce highquality, relevant marketing materials for our MCCS programs and facilities as well as for our paying advertisers
and sponsors. The Sponsorship branch generates revenue for MCCS by soliciting advertising and sponsorship
dollars from outside businesses. The Commercial Sponsorship Coordinator offers an ever-expanding array
of sponsorship and advertising media to help our advertisers and sponsors reach their target audience in a
meaningful way. The Special Events branch provides a unique service for our military families. While these
brave men and women serve their nation, Special Events generates exciting events to help promote quality of
life and make their stay at MCAGCC a memorable experience. Special Events also provides a unique outlet for
our sponsors to communicate their message.
The Marketing Department supported hundreds of MCCS programs and facilities by creating materials to
reach our demographic, fulfilling over 450 marketing requests in 2012 and 822 in 2013 (which includes 283
web requests.) Marketing worked to create more targeted and effective marketing materials by increasing
use of digital marketing and embracing social media as an instantaneous and inexpensive way to reach a
large number of its audience. These digital and social avenues include the utilization of 15 Facebook pages,
a You Tube channel, a Twitter account and the newly designed MCCS website. Marketing also provides a
weekly eNewsletter to 850 public email subscribers promoting MCCS events and advertisers. The MCCS 29
Palms Facebook page grew from 5446 fans in 2012 to 6,521 in March of 2014. The Marketing Department
continued to use quarterly flyers and posters for ongoing, regularly offered workshops and combined club
marketing for events. This reduced the overall number of campaigns required to promote the same number
of activities. It also geared each piece of marketing toward a broader demographic and made pinpointing
relevant events less complicated for each target demographic.
As you will learn in the pages to follow, all of this is possible through each of our Marketing sections.
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INTERNAL ADVERTISING & PROMOTION
MISSION/FOCUS
The mission of Internal Advertising & Promotion is to support our internal activities, facilities, events and programs by
providing marketing services that increase awareness and participation by service members, their families, retirees and
eligible employees.
POINT OF CONTACT
Marketing Specialist Lorie Harbough
Bldg. 1024
Phone: 830.5057
Email: lorie.harbough@usmc-mccs.org
OVERVIEW
Marketing budgets for and provides support to over 100 facilities, programs and events. Our Marketing Specialist and
Marketing Courier work with the Graphic Design section to communicate with each of the MCCS divisions to ensure
that they receive quality marketing materials. The Marketing Specialist acts as liaison between the rest of MCCS and
the Marketing Division and meet with, at a minimum, eight facility managers monthly to discuss what programs they
would like marketed. After the products are designed, the Marketing Courier works to ensure proper distribution. A key
goal of Internal Advertising & Promotion is to provide internal MCCS clients with the flexibility to achieve a wide range
of objectives, including increasing facility and program usage, enhancing facility image and introducing new products
and programs. These interactions will in turn increase awareness of the many facilities, programs and events offered by
MCCS as we strive to achieve the mission of providing a better quality of life for Marines, Sailors and their families.
MARKETING TOOLS
ELECTRONIC DESIGN
PUBLICATIONS
Desert Lifestyle Website
Advertising Kit
Downloadable Electronic Flyers ( Bridgeport Pickel Post
eNews
Facebook Pages (15)
Marketing Plan
MCCS 29 Palms Website
MCCS Mailer
MCCS Bridgeport Website
Sponsorship Kit
Twitter
Super Flyer
SIGNS AND BANNERS
Team MCCS
The Guide
4' x 8' Athletic Field Signs
Design, Layout, Production
of Signs and Banners up to 144" FRO Newsletter
Wide
Electronic Marquees (5)
VIDEO PRODUCTION
Commercials for external
Larger Banners
advertisers and sponsors
Event Line Banners
Longer promotional pieces for
MCCS programs and facilities
MCCS commercials for Sunset
Cinema and base channel 6
YouTube Channel
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PRINT DESIGN
Brochures
Backdrops
Business Cards
Calendars
Direct Mail Pieces
Floor/Window Graphics
Flyers
Postcards
Posters
Roadside Signs
Single Roadside Signs
Table Tents
MISSION/FOCUS
MARKETING DIVISION
MEDIA & DESIGN
Media & Design consists of Graphic Design, Video Production, Web Design and Publications. The mission of
Media & Design is to furnish superior quality graphics products, productions and publications for our internal
clients and external sponsors and advertisers while utilizing state-of-the-art technology, ingenuity and creativity.
The design team includes a Graphic Design Manager, three Graphic Designers, Multi-Media Specialist,
Publications Editor and Marketing Courier. Each member works to ensure quality control and keep information
current.
POINT OF CONTACT
Graphic Design Manager - Frances Morrissey
Bldg. 1024
Phone: 830.6296
Email: morrisseyft@usmc-mccs.org
Multi-Media Specialist - Terry Mayes
Bldg. 1024
Phone: 830.5051
Email: terry.mayes@usmc-mccs.org
Publications Editor - Stephanie Andrews
Bldg. 1024
Phone: 830.5051
Email: andrewssa@usmc-mccs.org
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MEDIA & DESIGN
GRAPHIC DESIGN REQUESTS
PHASE ONE - MARKETING REQUESTS
Marketing requests are completed for all projects
In house printing………..….…………………………………...………………………………..5 working days
Commercial printing……………..…………….……….……………………………………..14 working days
PHASE TWO - GRAPHIC DESIGN REQUEST
Initial submission to first proof……..…………..…………....………………..……….14 working days
First proof returned…………..………..……………………...……………………………….5 working days
Final completion of design………..………………………....………………………………3 working days
Total design time…………………………..………………………………..…………………..22 working days
PHASE THREE - PRINTING
In house printing………...….….…..…………….…..………..5 working days upon design approval
Commercial printing……....…………….…………..……..14 working days upon design approval
Direct-mail printing and handling...…….....….………10 working days upon design approval
DIRECT-MAIL CIRCULATION PHASE
Allow 3 days float time between post office and recipient
PUBLICATIONS
DESERT LIFESTYLE MAGAZINE
Phase One - Assign Articles……….….….……………..…………60 working days before printing
Phase Two - Advertising Deadline………...…...….….………30 working days before printing
Phase Three - Design………………..…….……………….…………………….…………..20 working days
Phase Four - Printing…………………………..……...…..20 working days upon design approval
Phase Five - Distribution…………………….…….…………………………..………….Upon completion
TEAM MCCS EMPLOYEE NEWSLETTER
Phase One - Request Articles from Facilities………...…..20 working days before printing
Phase Two - Compile and Edit Articles………….….…...….10 working days before printing
Phase Three - Design……………………………...……………….…..………………….…..5 working days
Phase Four - Printing…………….……….………....……..2 working days upon design approval
Phase Five - Distribution…………………….……………………….…………..……….Upon completion
OTHER PUBLICATIONS…………………………….……………….…………Time varies by assignment
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VIDEO PRODUCTION
COMMERCIALS
Phase One - Shooting……………..………………….…………………..……...……….5-10 working days
Phase Two - Production & Editing……………….……………………….……..…10-15 working days
OTHER PUBLICATIONS…….………………….………………..………………Time varies by assignment
*Note: Some projects may have specifications that require additional production time.
WEB
Web requests are completed for all projects
PHASE ONE - WEB REQUESTS
Web Request……………..………………….………….………...…...………..……...……….5 working days
PHASE TWO - CODING AND POSTING REQUEST
Coding…………………………………..……………………..…………...………..……...……..….1 working day
Posting…………………………………..………………….……….……...………..……...……..….1 working day
DESIGN OUTPUT
MARKETING DIVISION
MEDIA & DESIGN
In 2013 the team created and disseminated approximately 30,000 pieces of marketing materials. While fewer
marketing requests were submitted in 2013 then in previous years, the number of programs promoted increased.
This trend will continue in 2014/2015. This is due in part to combined campaigns targeted toward a broader
demographic, along with an increase in more cost-effective digital forms of marketing in lieu of print media.
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MEDIA & DESIGN
WEB DESIGN
In 2014, Marketing is proud to have launched a newly designed mccs29palms.com website, incorporating the newest
technology and a bold new look to attract patrons. The target audiences for the website are military spouses, families
and single Marines aboard the base and in the Twentynine Palms community. Marketing reaches our audience by
providing not only information about the services that MCCS provides, but also specific information for events and
programs aboard the base.
In 2012 and 2013, the Marketing Division continued to manage and update the 15 MCCS Facebook pages, as well as
three specialized websites and their You Tube channel, with 6707 views to date. Marketing provides a weekly eNewsletter
to 866 public email subscribers promoting MCCS events and advertisers. The MCCS 29 Palms Facebook page grew
from 5,446 fans at the end of 2012 to 6,521 at present. This increase in fans is due in large part to increased social
media marketing, including contests and frequent interactions. MCCS’ Twitter Page also grew from 730 followers at
the end of 2012 to 978 to date. Marketing also maintains a Flickr photo sharing page, which currently has over 6,000
images of MCCS events posted.
Marketing maintans DesertLifestyle29.com to accompany Desert Lifestyle magazine. The Desert Lifestyle Facebook page
saw an increase from 1,183 fans in 2012 to 1,408 fans to date. In 2011, Marketing 29 Palms continued upkeep of
the Marine Corps Mountain Warfare Training Center MCCS website (mccsmwtc.com). This website is a resource for
MCMWTC events, programs and facilities. The site incorporates a calendar of events, event photos and archived copies
of the quarterly MCMWTC newsletter The Pickel Post.
WEB USAGE
USAGE
Total Visitors
Average Unique Visitors
Average Visit Duration
Total Page Views
Average Pages Per Visit
New Visitors
Returning Visitors
156
2013
150,274
63,438
1:49
197,821
1.32
42.3%
57.7%
PUBLICATIONS
Publications provide an outlet through which to sell outside advertising as well as provide information about
MCCS activities and local community offerings, as Marketing strives to raise the quality of life standard for
our military families.
A major responsibility of the Publications Editor isthe creation and implementation of the Desert Lifestyle
quarterly MCCS magazine. Desert Lifestyle is geared at reaching military spouses ages 18 to 35. Each
issue also contains, on average, six pages of paid ads from external clients and three ad pages for MCCS
clients. In 2011, Desert Lifestyle reached a milestone strived for since its inception in 2008. Instead of paid
advertising merely funding its printing costs of 5,000 issues per quarter, it generated additional revenue.
Marketing maintains the Desert Lifestyle website, desertlifestyle29.com, and a Facebook page with close to
1,500 fans. Marketing directly mails 2,083 copies of Desert Lifestyle to on-base housing, 939 copies to our
MCCS Employees and 523 to our retirees. The magazine is also distributed to many of our MCCS facilities
as well as MCMWTC in Bridgeport, CA.
DESERT LIFESTYLE DISTRIBUTION
DIRECT MAIL
On Base
2,083
MCCS Employees
939
Retirees
523
Total Mailed
3,545
MCCS FACILITIES ABOARD MCAGCC
(Distribution varies by issue and request)
Total to MCCS Facilities
700
NON-MCCS FACILITIES ABOARD MCAGCC
Robert E. Bush Naval Hospital
Family Readiness Officers/Units
Lincoln Military Housing
Armed Services YMCA
Sato Travel
Total to Non-MCCS Facilities
MCMWTC BRIDGEPORT FACILITIES
Total to MWTC Facilities
Other As Requested
Total Magazine Distribution
15
200
100
15
15
345
100
289
5,000
MARKETING DIVISION
MEDIA & DESIGN
157
MEDIA & DESIGN
MCCS Mailer
The MCCS Mailer is a full-color quarterly newsletter that includes paid ads and coupons, a current phone directory and
a quarterly list of MCCS events. 4,000 copies are mailed to base housing and distributed to all MCCS facilities. The
MCCS Mailer is currently one of Marketing’s hottest-selling advertising pieces and produces revenue for MCCS.
Super Flyer
Marketing designs, prints, folds and distributes the SuperFlyer every three weeks. The SuperFlyer is a full-color newsletter
that is centered around the Sunset Cinema movie schedule and includes paid and promotional ads, and briefs for
facility programs and special events. Marketing prints approximately 3,000 Super Flyers every three weeks, which are
distributed to all MCCS facilities.
MCCS Guide
Marketing designs an annual guide book with information regarding each MCCS facility. Marketing currently prints
10,000 annually. This publication is mailed to base housing, retirees and others. The 2014 MCCS Guide includes indepth information about MCCS facilities, events and the local community, as well as paid advertisements.
Team MCCS and Pickel Post
Team MCCS is MCCS 29 Palms' employee newsletter. Marketing designs and e-mails copies to employees bimonthly,
as well as prints 100 copies to be distibuted in internal MCCS mailboxes for employees without email access. Switching
to a mostly electronic format was developed to ensure cost efficiency measures were followed and to prevent waste. The
newsletter features program information, training and event calendars, coupons, recipes and more. It acts as a vehicle
to provide relevant information and aims to be a useful and interesting source for employees. Marketing also designs,
prints, folds, staples and mails 100 copies of MCCS Bridgeport's employee newsletter, the Pickel Post, to the Marketing
department of that base for distrubution.
Marketing Plan
The two-year Marketing Plan delves into every division of MCCS Twentynine Palms. It continues to be utilized to promote
MCCS internally, as well as present information to sponsors, advertisers, base visitors and local leaders.
PHOTO/VIDEO PRODUCTION
Throughout 2013, the Video Production section has increased in both video output and video quality. The Multi-Media
Specialist produced a weekly show ranging in time from 10 to 20 minutes that was played before movies at the Sunset
Cinema.
On average, the Multi-Media Specialist produces one to two new commercials each week, which run 30 seconds
to 1 minute each. For these commercials, the Multi-Media Specialist produces the audio, video, graphics, images
and animation. Constant training is a necessity in this field as the multi-media specialist strives to stay on top of the
latest production technologies. The Multi-Media Specialist is also responsible for producing studio photography for
Desert Lifestyle magazine, Graphic Design and other photo requests. He also produces on-site photography at MCCS
events and facilities for use in MCCS marketing materials, creates photo displays for various facilities and Powerpoint
presentations for divisions as needed.
In 2014, the department began a large scale video project for the MCCS training department which will be shown to
new employees to learn about the base and the divisions of MCCS.
158
MISSION/FOCUS
The purpose of the Research & Analysis section is to assist in marketing services and advertising efforts by
collecting and analyzing data, helping to ensure the effectiveness of our marketing tools and services.
In 2012 and 2013, eleven MCCS Surveys were conducted, each of which solicited input on advertising
effectiveness aboard MCAGCC and were aimed at helping MCCS Marketing better understand how
its target demographic receives and utilizes information about MCCS programs and services. Through
the results of these surveys, word of mouth has been shown to be the greatest means of disseminating
information, followed by the MCCS website, flyers, road side signs and posters. Each of the MCCS
publications are vital tools used to reach active duty and family members. The findings have resulted in
less waste of resources as we have been able to eliminate ineffective marketing media. The Research
Analyst created, conducted, collected and analyzed three special events surveys that were aimed at
helping Marketing gauge patron satisfaction in various events and request suggestions for improving event
offerings.
In 2014, the Research Analyst will continue conducting monthly surveys to determine the level of customer
satisfaction and quality of services provided at various MCCS facilities. The findings will be used to help
individual MCCS facilities provide even higher quality products and services. The Research Analyst will
also conduct special event surveys and base wide survey projects as needed to help Marketing create new
events and improve services. Additionally, a base wide initiative collecting input on future plans will be
enacted in 2014.
SUNSET CINEMA SURVEY
1. If Sunset Cinema was able to show 3D movies, how much would
you be willing to pay for a 3D movie?
$4
$6
$5
None of the above
2. If Sunset Cinema added more movie times, which times would
you consider going to watch a movie? (Check all that apply)
4:30 pm
6:00 pm
5:00 pm
None of the above
5:30 pm
Other:_____________
OPERATION STORK
SURVEY
1. On a scale of 1 to 5, with 5 being “Very Satisfied” and 1 being “Very
Dissatisfied,” how would you rate your satisfaction with this event in the
following areas?
Very
Very
Satisfied Neutral Dissatisfied
Satisfied
Dissatisfied
Information & Resources
5
4
3
2
1
Games & Prizes
5
4
3
2
1
Hors d’oeuvres
5
4
3
2
1
Date & Time
5
4
3
2
1
Location
5
4
3
2
1
3. If Sunset Cinema showcased movie marathons, which marathons
would you consider attending? (Check all that apply)
Harry Potter
Die Hard
Other:_______________
Lord of the Rings
Twilight
None of the above
2. How did you learn about this event? (Check all that apply)
MCCS website
Flyers
Word of mouth
Movie schedule
Poster
Facebook/Twitter
Electronic marquee
Desert Lifestyle magazine Family Readiness Officer
Road side signs
E-Mail
Other:___________________
4. Do you have any comments or suggestions for Sunset Cinema?
3. Do you have any comments or suggestions for MCCS Special Events?
5. How do you usually hear about Sunset Cinema events and
offerings?
MCCS website
Flyers
Facebook/Twitter
Road side signs
Posters
Movie theater schedule
Word of mouth
E-Mail
Electronic marquee
Other:________________________
4. What is your military status?
Active Duty – Officer Military family member
Active Duty – Enlisted Base employee
Other:__________________
Please provide your contact information if you would like to be entered
into the $50 MCX gift card drawing. Your information will only be used to
contact you in the event that you are chosen as the winner. (MCCS
employees are not eligible to enter the drawing.)
NAME: ______________________________________________________________________________
TURN OVER TO COMPLETE
PHONE: ____________________________________________________________________________
EMAIL: _____________________________________________________________________________
MARKETING DIVISION
RESEARCH & ANALYSIS
159
RESEARCH & ANALYSIS
Facility Customer Satisfaction
Surveys
2012-2013 Surveys Conducted
Outside Surveys
Bridgeport Surveys
Career Resource Office - Facility
Survey
Burger Restaurant
Bridgeport Child Development
Center - Facility Survey
Education Center - Facility Survey
Rec Fire
Bridgeport - Facility Survey
Single Marine Program (SMP) Facility Survey
Desert Winds Golf Course - Facility
Survey
Sunset Cinema - Facility Survey
Special Events Surveys
Marketing Surveys
Operation Stork
Administrator’s Specialized Website
Survey
Barracks - Facility Survey
Leatherneck - June 2012
Leatherneck - March 2012
Children Youth and Teen Programs Facility Survey
Mameluke's Pub - Facility Survey
2014 Scheduled Surveys
SURVEY FUNCTION
QUANTITY
MODE OF
DISTRIBUTION
Facility Survey: In house
Customer Satisfaction Survey
Operational/Service Survey
Feedback Survey
Advertising Feedback
6-12 Surveys/Year
Website
In House
As Needed
At Events
As Needed
At Events
2 Surveys/Year
Website
Direct Mail
Distribute to
Facilities
Facility Survey: Event
Event Feedback
Future Event Planning
Feedback Facility Services
Feedback Advertising
Feedback
Special Events Survey
Event Feedback
Future Event Planning
Feedback
Logistics Feedback
Base-wide Survey Project
Single or Multiple Issue
Research/Feedback
160
MISSION/FOCUS
MCCS Special Events plans an average of 10 events each year. Our biggest events is the We Salute You
Celebration, which has been held each May since 2005. This event has hosted some of the largest names in
the country music industry. Events like these are just one way that MCCS honors our military families for their
continued sacrifices each year.
POINTS OF CONTACT
Special Events Manager Celina Laserna
Bldg. 1024
Phone: 830.5086
Email: Celina.P.Laserna@usmc-mccs.org
OVERVIEW
MARKETING DIVISION
SPECIAL EVENTS
Special Events planned 11 events in 2012 and 9 events in 2013, though 2 of them were canceled due to the
government shutdown. Some of the larger events were the two We Salute You Celebrations, each held in May
and averaging 10,000 in attendance. The closed gate events featured headliners Kellie Pickler in 2012 and Big
and Rich in 2013. The Sounds of Freedom concerts were held in September and featured headliners Theory
of a Deadman and Hinder in 2012 and Shinedown in 2013. The attendance for Sounds of Freedom was
estimated at 7,000 each year. The Commanding General’s Car and Bike Show was conducted for the fourth
year in October of 2012, but was cancelled in 2013 due to the government shutdown. Mixed Martial Arts was
held in both 2012 and 2013 and has become one of the most popular events held at MCAGCC.
EVENT
We Salute You
Sounds of Freedom
MCCS Car & Bike Show
Fall Festival
Winter Festival
MMA
2012 Attendance
2013 Attendance
15,000
10,000
5,000
5,000
5,000
5,000
15,000
10,000
canceled due to shutdown
canceled due to shutdown
canceled due to weather
5,000
NEW EVENTS SCHEDULED FOR 2014
• Chief's Show and Shine Car Show
• Back to School Week
• Commanding General's Holiday Show
161
SPONSORSHIP & ADVERTISING
SPONSORSHIP MISSION/FOCUS
MCCS offers a wide variety of sponsorship opportunities aboard the Combat Center. Sponsoring with MCCS is a
unique way to give back to the Marines and Sailors who have pledged their lives to maintaining the freedoms we often
take for granted. Sponsorship enables MCCS to maintain the best quality of life programs, facilities and events for the
Marines, Sailors and family members aboard the Combat Center.
POINTS OF CONTACT
Sponsorship and Advertising Manager - Tiffany Miller
Bldg. 1024
Phone: 830.5055
Email: tiffany.g.miller@usmc-mccs.org
Commercial Sponsorship and Advertising Specialist - Judy Moore
Bldg. 1024
Phone: 830.5054
Email: mooremjudy@usmc-mccs.org
OVERVIEW
MCCS has promotional opportunities available year round, including diverse sponsorship plans for special events and
each MCCS facility and program aboard MCAGCC. Sponsoring MCCS events, programs and facilities is an affordable
way to effectively reach the diverse members of our Combat Center community. Our wide range of special events offers
sponsors the ability to select events tailored to their target demographics. In return for support, sponsors receive costeffective promotion enabling increased brand awareness and loyalty among a dynamic military community. Sponsorship
works equally with local businesses and large corporations to create sponsorship packages that are unique to individual
business objectives.
The Commercial Sponsorship Specialists are responsible for planning, organizing, contracting, administering and
monitoring the Commercial Sponsorship program. This includes solicitation via advertisements, letters and personal
contact. Collaboration with the Marketing Division helps to ensure that sponsors and advertisers are provided with every
stipulation outlined in sponsorship and advertisement agreements as well as provided with MCCS first class customer
service.
Sponsorship worked fervently in 2012 and 2013 to provide continued support to the overall mission of MCCS
Twentynine Palms. In spite of our nation’s challenged economic structure, Sponsorship exceeded its level of performance
via sponsorship by soliciting over $600,000 in 2012 and $500,000 in 2013 in cash and in-kind product. The
Sponsorship Program has developed new partnerships with such organizations as the LA Kings Hockey Club, Dodge
RAM, DeVry University, American Military University, Lincoln Military Housing and Career Step, while also nurturing
existing relationships with organizations like American Friends of our Armed Forces (AFAF), Yucca Valley Ford and
Chrysler. The Sponsorship Specialists received a great deal of positive feedback in 2012 and 2013 and are especially
hopeful for successful monetary years in 2014 and 2015.
Internally, Sponsorship also focused valuable efforts in building strong relationships with the Unit Commands, Family
Readiness Officers (FRO) and other MCCS departments so that they can better understand what is available to them
via MCCS Sponsorship and how to formally request support. Furthermore, vital aspects of sponsorship, such as
record keeping, finances and proper storage of in-kind product are in order and in accordance with MCCS policy and
guidelines.
162
2012 EVENTS
Operation Stork
Operation Homefront
Jadabug
J-Serra Catholic School
Allied University
Ashford University
Flower Garden
Angels for Autism
Operation Magic
Combat Center
Challenge
EPUSA
Refuel Bodybuild
CBB
epUSA
Paintball Park
Life Fitness
Commanding General’s
Golf Tournament
Tatitlek
Johnson Controls
Yucca Valley Chrysler
We Salute You
Celebration
AFAF
Budweiser
Licoln Military Housing
Tatitlek
USAA
TriWest
Red Bull
DeVry University
®
Mixed Martial Arts
ReFuel
Budweiser
®
Marine Pool Party
AFAF
Budweiser
Nautica
®
MARKETING DIVISION
163
2012 EVENTS (CONT.)
Sounds of Freedom
Budweiser
Tatitlek
3D Global (never paid)
AFAF
Innovative Branding
DeVry University
®
INNOVATIVE
BRANDING
Car and Bike Show
Innovative Branding
DeVry University
RAM
DUB/Monster
Budweiser
AFAF
Precision Plating
®
PRECISION PLATING
Fall Festival
Tatitlek
AFAF
Allied University
LA Kings Hockey
Napa Auto Parts
AMU
Angels for Autism
Winter Festival
AFAF
J Serra
Allied University
Tatitlek
USAA
Career Step
Trees for Troops
Home Depot
164
INNOVATIVE
BRANDING
American
Military
University
2013 EVENTS
Operation Stork
Operation Homefront
J-Serra Catholic School
Allied University
Martinsburg
The Venetian Nails & Spa
Sprinkles
VENETIAN
A Lifestyle Nail Salon & Skin Care Center
MARTINSBURG COLLEGE
Quality Education at a Distance
Golf Tournament
Tatitlek
Budweiser
AFAF
®
We Salute You
Celebration
AFAF
Chrysler/RAM
VFW
Budweiser
First Command
Tatitlek
Sprint
Military Marketing
T-Mobile
DeVry
United Healthcare
Agua Caliente Museum
Monster Energy
Lincoln Del Sol
Enterprise
USAA
Elite Cosmetology
Cowbow Attic
Martinsburg
®
MILITARY MARKETING
MARTINSBURG COLLEGE
Quality Education at a Distance
Mixed Martial Arts
ReFuel
Budweiser
AFAF
®
MARKETING DIVISION
165
2013 EVENTS (CONT.)
Sounds of Freedom
Budweiser
Tatitlek
AFAF
Lincoln Del Sol
T-Mobile
First Command
®
Combat Center
Challenge
ReFuel
AFAF
Lincoln Del Sol
Desert Blood Services
Winter Festival
USAA
YV Chrysler
YV Ford
J-Serra
Lincoln Del Sol
AFAF
Allied
Tatitlek
Budweiser
Home Depot
USO
Trees for Troops
29 Paintball
166
®
ADVERTISING SALES MISSION/FOCUS
MARKETING DIVISION
MCCS offers a wide variety of advertising options that can help businesses focus on their target demographic
of choice and ensure direct contact with them.
OVERVIEW
Advertising aboard the base is easy and affordable for the return. Each business message reaches more
than 21,000 people, including active duty service members, family members, military retirees and civilian
employees. MCCS is always willing to work with a business to meet individual advertising goals and stay
within a budget. One key goal of the Sponsorship & Advertising Sales branch is to provide its sponsors and
advertisers the flexibility to achieve a wide range of objectives, including increasing sales, enhancing corporate
image, introducing new products, boosting employee morale and strengthening business relationships. These
interactions will in turn increase awareness and purchase consideration for our sponsors and advertisers.
Advertising sales for 2012 reached $112,210 and in 2013 reached $64,000.
The MCCS Sponsorship Specialists placed a heavy emphasis on customer service in 2013 in order to establish
new and maintain concrete relationships with their sponsors and advertisers. The practice of treating MCAGCC
supporters as partners rather than business clients has birthed invaluable results.
TOTAL SPONSORSHIP/ADVERTISING DOLLARS
2012
2013
Advertising
Advertising
$613,044.67
$112,220.83
$507,505.28
$64,050.00
167
CONCLUDING REMARKS
CONCLUDING REMARKS
MCCS Marketing is an eclectic, passionate and talented group of personnel who pull together to get the
word out about what is happening aboard base. Our cross-trained and skilled staff are each capable of
fulfilling multiple jobs in the department when needed. We work together to put on each and every special
event and to market each campaign aboard base. We, together as a team, strive to be on the cutting edge of
new technology and marketing media as we strive to provide a higher quality of life for our Marines, Sailors
and their families. Ultimately, our mission is to help fulfill that Marine Corps mission of 100 percent mission
readiness and Marine retention. We provide the tools through which our 100+ MCCS facilities communicate
with the thousands of Marines, Sailors and family members on and off base. We plan and implement
special events through which we enrich the lives of our Marines, Sailors and families. Finally, we solicite the
sponsorship and advertising dollars and donations that make it all possible. Our team aims for the highest
goal, that of helping to provide a fulfilling life to everyone we touch through our Marketing.
168
169
MARKETING DIVISION

Marketing Plan 2014

Transcription

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