and is requesting funds only to meet absolutely essential life-safety or quality-of-life requirements at overseas installations scheduled to remain open. The MCA program coupled with facilities discipline provides the foundation necessary to achieve and maintain facilities excellence.

The objective of the Army Family Housing program is to provide suitable housing for all eligible Army families. Sources of suitable housing include private rentals and sales, third-party investments, and government-owned assets. An integral part of the family housing program is the need to fund essential operations and maintenance to detect and correct health and safety deficiencies and to keep individual units open for assignment. Major maintenance and repair, improvements, replacements, and new construction projects are funded to revitalize the existing inventory to contemporary standards. Unfortunately, Army housing revitalization is severely underfunded, to a degree that existing housing units are on about a 100-year revitalization cycle. As a result, the Army will plan for a systematic closure of a portion of the family housing inventory in addition to those programmed as a result of base closure and realignment.

To help alleviate the housing shortage, Army family housing is committed to a substantial leasing program of over 50,000 leases. The Army also is pursuing the Section 802 program to provide housing in high-cost areas. Under this program a developer builds family housing on government-owned land and leases directly to the soldiers at an affordable rate. The first project developed under this program was advertised in Hawaii in the fall of 1990, with the project award expected in June 1991.

In programming our resources for the future, the Army attempted but was unsuccessful in maintaining FY90 funding levels in both our CONUS MCA and real property maintenance programs. At these barely adequate levels of funding, the Army must substantially reduce the supporting facilities base by aggressively identifying and disposing of unneeded obsolete facilities in consonance with force structure decisions. Retaining excellent facilities helps to achieve the Army's first imperative -- attracting and retaining a quality force.

Medical and Dental Care

In the face of a changing global and domestic environment, improving access to quality and cost-effective health care continues to be a major goal within the Army's medical system. The Army intends to preserve ongoing Army and DOD initiatives aimed at increasing access, staffing, and services and controlling the costs of medical and dental care.

The Army Gateway to Care Program will integrate successful components of existing managed care initiatives

and expand use of civilian medical community resources to broaden the access and range of services available to service members and their families. Beneficiaries will enroll voluntarily for assignment to designated primary care clinics for coordination of their total health care needs. The medical facility commander will determine what services are best provided in military facilities and what can be done most efficiently in civilian facilities. These decisions will be based on local demographics, the needs of the community, and the available services in the local civilian medical community. When referral for civilian care becomes necessary, it will be provided at a reduced out-of-pocket cost to Gateway members through the medical treatment facility's civilian preferred provider network. The resulting comprehensive health care system will yield more economical health care in a stable, business-like environment.

The Army's Dental Care System, by providing a comprehensive dental care program, is another tool for maintaining quality of life. Space-available care is being provided for all family members at uniformed services clinics as authorized by Congress in 1985. In addition to space-available care, the Federal Government administers a voluntary dependent dental insurance plan for active duty military family members who reside in the fifty states, the District of Columbia, Puerto Rico, the U.S. Virgin Islands, and Guam.

Morale, Welfare, and Recreation (MWR)

MWR historically has provided programs and activities for soldier and family enjoyment similar to those available in civilian communities. The turbulence generated by the transition to a smaller, more CONUS-based Army and the recent employment of Army forces on Operation Desert Storm will cause additional stress on soldiers and families. Well-rounded MWR programs offer an antidote to that stress and will continue to be an essential element of Army quality of life programs.

Our challenge is to provide the highest-quality services in the most economical, businesslike manner possible. Commanders must retain maximum flexibility to meet the changing needs of their soldiers as force restructuring occurs. They have at their disposal appropriated funds (APF) for use as authorized by Congress and nonappropriated funds (NAF) generated from several sources, but most predominantly by installation MWR activities. Commanders have the flexibility to use appropriated funds to reimburse nonappropriated fund activities for services provided on behalf of the government. This financial tool allows commanders to mix funding support as priorities change. Congress has extended the authority to use the reimbursement procedure through September 1991. It is critical that commanders retain the ability to reimburse NAF with appropriated funds for the duration of the restructuring of the Army. The flexibility that results from the authority to reimburse optimizes the businesslike operation of MWR programs.

MWR program managers have risen to the challenge posed by Operation Desert Storm by immediately providing recreation equipment, supplies, and planning for entertainment and special leave programs for deployed forces. Installations have restructured programs and operating hours to cope with reduced requirements resulting from the deployment and to focus on the needs of remaining family members.

Family Support

The necessity for Army Community Service (ACS) to maintain active family support services has been dem

onstrated by recent activities connected with the operations in Panama and Saudi Arabia. Sufficient staffing to expand to a 24-hour family assistance center operation has proven critical in supporting Active and Reserve Component soldiers and families during times of national emergency. It also will prove critical as we reshape the force.

Relocation assistance initiatives are a priority among military families. They will become especially important with the increased personnel turbulence that will accompany the reshaping of the force. Pre-move counseling and assistance, the new Relocation Automated Information System, and emphasis on trained sponsors enable soldiers and families to adapt successfully to new situations. Well-adjusted families have a direct impact on readiness and retention.

Youth services provide developmental and recreational programs for the Army's 400,000 children and youth. These programs help our youth develop coping abilities, teach skills that promote confidence, and encourage volunteers and involvement in the community. Youth services enhance the quality of life for our young people and families and offset the impact of frequent relocation, family separation, loss of extended family, and the need for continual readjustment. Youth services promote wholesomeness and well-being for Army children and decrease the incidence of troubled youth. Through the benefits they offer to Army families, youth services are instrumental in retaining experienced soldiers and contribute to a quality force.

home-based, and alternative child care programs to soldiers. In FY90, care was provided to more than 157,000 children in 296 child development centers and 7,296 family child care homes. The Military Child Care Act of 1989 provided for enhanced training, better wages, and increased appropriated fund support, which have improved the Army child development program. Alternative child care programs, such as child care resource and referral and homes off post that offer child care spaces for military and Department of Army civilians, increase available care.

The National Guard has established a Family Program to contribute to readiness and retention in the Army National Guard. Families enter into a partnership with the ARNG and make a direct contribution to the mission. The Guard Family Program provides the infrastructure to support the partnership. A full-time Family Program Coordinator in each state works directly with commanders and a military point of contact in each unit. Family member volunteers are trained in key roles and form the nucleus for unit family support groups.

The U.S. Army Reserve Family Program structure is very similar to that of the active Army. Each of the five continental United States Armies has full-time family support coordinators who, in turn, provide guidance and support to the 25 full-time and 19 part-time coordinators running programs through the Army Reserve Commands and major U.S. Army Commands. These family support coordinators work with unit family support groups, which function in much the same way as active groups.

and bid farewell to those deploying for Operation Desert Storm.

Religious Support

The Army chaplaincy moves with soldiers wherever they go. Chaplains parachuted into Panama on Operation Just Cause. Chaplains and chaplain assistants share the hardships of Operation Desert Storm while providing religious and spiritual support to those who face the hardships, dangers, and possible ultimate sacrifice. They help soldiers build spiritual strength, for the soldier who has a strong spiritual framework gains immeasurably.

Chaplain-sponsored worship opportunities, religious education, family support, and pastoral care provide religious community support and nurture to family members who stay behind when soldiers deploy. These ministries assist in stabilizing family life at home and assure the deployed soldiers that their family members are not alone. Religious facilities are essential to the command religious program that provides this vital support to families.

Post Exchange (PX) Program

The PX program provides services and merchandise to soldiers and their families, regardless of location. The Army is emphasizing the operational efficiency of the PX program, both to adjust to the fiscal realities of reduced budgets and a smaller customer base and to maintain support for MWR programs, which rely on the exchange system for revenue. AAFES and local commanders continue to refine the spirit of cooperation and coordination that has developed during the last few years to ensure that the best services possible are provided to our soldiers and their families. AAFES has expanded the existing operations in Saudi Arabia, adding a distribution element that will support forces in the region.

The Army already has brought technology to commissary operations with many new initiatives. The installation of scanning cash registers is now complete in 96 percent of Army commissaries worldwide. The development and fielding of the District Oriented Store System will improve the efficiency and effectiveness of the store reorder process in overseas operations.

To improve operations and provide the highest possible quality of life for patrons, more convenient shopping hours have been established at many commissary stores. Currently, 58 percent of Army commissaries are open 6 or 7 days per week. In support of Operation Desert Storm, the number of days and hours of operation have been expanded in Saudi Arabia to meet new mission requirements. Selected reserve personnel are now authorized 12 discretionary visits to the commissary annually. The services provided by commissaries continue to be one of the most favored benefits among military members and their families. Full-service commissary operations, providing brand name products at the lowest possible price, continue to produce an average savings of 26 percent over their commercial supermarket counterparts. Total FY90 Army commissary sales were in excess of $2 billion, while Food Stamp sales neared $7 million. Total FY91 projected sales for the Army commissary system are over $2.1 billion.

Effective use of the surcharge fund has allowed the Army to accelerate our construction program for replacing and renovating commissary facilities. Although base closure and force realignment initiatives have temporarily postponed most major commissary projects over

Claims and Legal Assistance

An integral part of providing quality legal services to soldiers and family members is, through personnel claims and legal assistance. These services assist soldiers and their families by reimbursing them for property loss or damage incurred during moves and by providing assistance in solving the complex legal problems facing them in today's world.

Within the worldwide Army Legal Assistance Program (ALAP), over 200 full-time legal assistance attorneys address issues ranging from adoption and child custody cases to separation agreements and tax problems. Last year, over 540,000 clients were seen on legal problems, including the drafting of over 65,000 wills. ALAP offices also executed over 800,000 powers of attorney and acts of notary public.

seas, four commissaries overseas and one commissary in the United States were opened in FY90. There are 12 replacement and major renovation projects in progress.

Better Opportunities for Single Soldiers (BOSS)

Better Opportunities for Single Soldiers is a program focused on the specific interests of young single soldiers. Installation BOSS committees, consisting of 1520 soldiers, have been established at many installations throughout the Army. Commanders, MWR staff, and enlisted single soldiers, 18-25 years old, work together to establish healthy recreational outlets that satisfy today's young soldiers. The BOSS committees set up a communications link, provide a much needed volunteer corps to help implement these programs, and give the soldiers a feeling of responsibility. BOSS is a morale and confidence builder for the young single soldier. The MWR staff listen and provide the kinds of activities young soldiers want. Participation in the program is increasing, and BOSS contributes to the retention of high-caliber single soldiers.

The Army Tax Assistance Program (ATAP) also is providing millions in savings to soldiers and their families through both the preparation of tax returns and the filing of these returns through electronic means. Last year, the ATAP prepared over 136,000 federal returns and 47,000 state returns. Over

46,000 federal returns were electronically filed with the Internal Revenue Service. This represents well in excess of $7 million in savings to our soldiers when compared with the commercial rates for these services.

Inspector General (IG) Activities

The Inspector General's mission to support Army commanders, soldiers, and their families continues in today's dynamic world. The Army's plan to reshape our force structure while simultaneously executing Operation Desert Storm increases the need for the IG's traditional functions of assistance, investigations, training, and inspections to protect the quality of life of our soldiers and their families.

The IG assistance program functions at installation and higher headquarters to resolve problems, conduct inquiries, and provide responses to queries of all types. Taken together, field IG's annually receive approximately 50,000 requests for assistance. These deal with pay, promotion, housing, education, and other concerns of married and single soldiers, family members, and Army civilians.

Because changing times often require changes in procedure, the IG inspection focus now includes abbreviated assessments that allow a "quick look" at more areas addressed by the Army imperatives. In September 1990, Department of the Army IG assessment teams and an Army Reshaping Monitoring Team began multiphased, Army-wide assessments focused on sustaining the force, reshaping the Army, and reviewing family assistance programs impacted by Operation Desert Storm. The IG, historically the "eyes and ears" of the commander, continues to play a vital role in our Army.

Army Safety Program

1

NUMBER

LOST TRIE

TOTAL ARMY MILITARY ACCIDENTS

10,000

8,000

6,000

4,000

2,000

3-YR AVG (FY 86-98) FY89

Guide emphasizing risk management, human factors, and aviation and ground safety was published to support Desert Storm in late August. The guide has since been updated to incorporate lessons learned during the initial phases of the operation. The development of training videos, specialized checklists and other requested support guidance has been ongoing since the beginning of the