Student Workbook Block III - Craftsman Course.pdf

L6AZW3F171 00AA STUDY GUIDE/WORKBOOK TECHNICAL TRAINING Services Craftsman Course Block III: Fitness, Sports, and Recreation Supports POI dated 15 Jul 2023 37th TRAINING WING 37th TRAINING GROUP 345th TRAINING SQUADRON Fort Gregg-Adams, VA OPR: 345th TRR DESIGNED FOR AETC COURSE USE. NOT INTENDED FOR USE ON THE JOB 1 L6AZW3F171 00AA THIS PAGE INTENTIONALLY LEFT BLANK 2 L6AZW3F171 00AA The purpose of this Study Guide/Workbook is to assist with developing technical skills, required for the Services career field, as well as enhancement and comprehension of the information. Table of Contents UNIT 1 Fitness/Sports ---------------------------------------------------------------------------------------------------------- 5 a. Identify basic facts and terms and state general principles about Fitness Management Operations. -- 5 b. Identify basic facts and terms about Adaptive Fitness ------------------------------------------------------------ 7 c. Identify basic facts and terms and state general principles about marketing concepts. ------------------- 9 d. Determine step-by-step procedures to plan marketing/advertising.------------------------------------------- 11 e. Identify basic facts and terms and state general principles about types of events. ------------------------ 14 f. Identify basic facts and terms about Fitness Special Events. --------------------------------------------------- 17 h. Identify basic facts and terms about Tournaments (By-Laws and Brackets). ------------------------------ 19 UNIT 1 Fitness/Sports Unit Review ------------------------------------------------------------------------------------- 21 UNIT 2 Community Programs and Recreation -------------------------------------------------------------------------- 26 a. Identify basic facts and terms about Recreation and Community Programming Overview and Concepts. ----------------------------------------------------------------------------------------------------------------------- 26 b. Identify basic facts and terms about Entertainment. -------------------------------------------------------------- 28 c. Identify basic facts and terms about Contingency Non-Appropriated Fund Accounting. --------------- 30 d. Step-by-step procedures to perform NAF resale operations. --------------------------------------------------- 33 UNIT 2 Community Programs and Recreation ----------------------------------------------------------------------- 35 UNIT 3 Contingency Sports & Recreation ------------------------------------------------------------------------------- 38 a. Identify basic facts and terms about Contingency Fitness & Sports CONOPS. --------------------------- 38 b. Identify basic facts and terms about directed and self-directed events/programs.------------------------- 42 c. Identify basic facts and terms about Learning Resource Centers. --------------------------------------------- 44 UNIT 3 Contingency Sports & Recreation Unit Review ----------------------------------------------------------- 47 UNIT 4 Alcohol Resale Operations ---------------------------------------------------------------------------------------- 49 a. Identify relationship of basic facts and state general principles about Dram Shop Theory of Legal Liability------------------------------------------------------------------------------------------------------------------------- 49 b. Determine step-by-step procedures to apply Dram Shop Theory of Legal Liability --------------------- 49 c. Identify basic facts and terms about Responsibilities for Control and Sale of Alcoholic Beverages. 50 d. Identify basic facts and terms about Drunk & Drugged Driving Program and Bystander Intervention. ------------------------------------------------------------------------------------------------------------------------------------ 51 e. Identify basic facts and terms about Purchasing Alcoholic Beverages for Resale.------------------------ 52 f. Identify basic facts and terms about Alcohol Deglamorization. ----------------------------------------------- 52 UNIT 5 Pool ---------------------------------------------------------------------------------------------------------------------- 55 3 L6AZW3F171 00AA a. Identify basic facts and terms about Safety and Health Risk. -------------------------------------------------- 55 b. Identify basic facts and terms about Lifeguard Requirements. ------------------------------------------------ 59 c. Identify basic facts and terms about Understanding Water Quality and Monitoring. -------------------- 60 UNIT 5 Pool Unit Review ------------------------------------------------------------------------------------------------- 61 4 L6AZW3F171 00AA UNIT 1 Fitness/Sports a. Identify basic facts and terms and state general principles about Fitness Management Operations. The Fitness and Sports Manager (previously the Fitness Center Director) is typically a civilian position, for the purpose of continuity since civilian employees are not subject to deploy and do not PCS as frequently as the military personnel assigned to Fitness and Sports Centers. The Fitness and Sports Manager is responsible for overall control of the operation. The Fitness and Sports Manager must define the organizational structure and set staff duties for the personnel assigned to the facility. Fitness and Sports Manager’s Responsibilities In addition to the responsibility to define the organizational structure and setting staff duties the Fitness and Sports Manager is responsible for the following, which as a Fitness and Sports Craftsman you will assume responsibility for as well: Training – includes basic fitness training, advanced fitness training, core management training, group exercise instructor, and personal training instructor. They ensure staff training needs are identified, documented, and executed. To include AED, CPR, Basic Life Support, first aid, and supplemental training. Marketing & Promotions – using market survey data by working with the Marketing Office, they develop a comprehensive marketing plan and develop promotional, advertising, commercial sponsorship, and publicity strategies. Fitness & Sports Advisory Council – serves as the non-voting chairperson. This is an optional entity that serves as the fitness and sports advisory body. The remainder of the council is comprised of the installation’s unit sport representatives and their alternates. For installations that choose to form this council they should contact the AFSVC for further guidance. Safety Program – Coordinates with the health promotion manager, emergency management, or ARC fitness program manager for require safety training topics and frequency of training. Consults with occupational safety and CE to report and correct any occupational hazard for the staff. Fitness Assessment Cell – provides management oversight of the installation by ensuring the FAC and UFACs operate IAW DAFMAN 36-2905. Develops an Annual Operations Plan – the AFSVC posts the FY DoD MWR Fitness Standards which Fitness and Sports programs must align their operations plan with. This standard has seven framework components that cover personnel, programming, equipment, information management, facilities, financials, and other. The framework components are broken down into three categories: core, supplemental, and operational. Core fitness standards targets resources that enable service members to meet and maintain their physical fitness standards. 5 L6AZW3F171 00AA Supplemental standards are intended to enhance the mission through the safe and effective use of fitness facilities. And operational standards encompass practices that promote the proper functioning and maintenance of fitness facilities. Develops Budgets – prepares APF and NAF budgets and develops or updates the 5-year plan for DAF Fitness & Sports programs. Tracks Inspection Process – ensures fitness and sports equipment, fields, and facilities are inspected, and inspection outcomes are documented at established time. For identified safety hazards within the facility or on the field they will consult with CE to report and correct discrepancies. Finally, they will establish and maintain current maintenance plans and logs for facilities and equipment. Contracts – ensure that all service contracts for the facility and programs meet contract requirements. When required they will source new contracts and follow the required protocols for the type of funds (APF/NAF) those contracts will utilize. Customer Comments – responds to formal customer comments within 48 hours and documents outcomes that will be maintained IAW the records disposition schedule DAFI 33-322. Develops an Emergency Medical Plan – this plan is developed to enable staff to respond to a medical emergency within the facility. Items that should be considered is the jurisdiction of the medical treatment facility, should an ambulance be required, will the staff call the base medical facility, fire department, or is there an agreement with a local agency. Additionally, the plan should include the location of AEDs and first aid equipment within the facilities. Staff should be trained annually and within 30 days of appointment to the Fitness and Sports Center at a minimum. Fitness management should consider any local requirements that would need to be addressed quickly in the event a guest or staff member experiences a medical emergency. For instance, if the facility must contact an off-base emergency service are there any restrictions for base access that would impact care for the individual experiencing a medical emergency. What are the procedures that can be implemented to reduce wait time for emergency medical teams to report to the scene. Approves Sports Bylaws - Bylaws will be covered in the Tournaments lesson and are decided by the Fitness and Sports Advisory Council. 6 L6AZW3F171 00AA b. Identify basic facts and terms about Adaptive Fitness In his article on the National Strength and Conditioning Association (NSCA) website, Mr. Nicholas Maruca states that “Most people suffer from some degree of injury, illness, or disease at some point.” Military life can exacerbate this fact, depending on career field and personal lifestyle. As fitness professional we need to accommodate our patrons to help them meet their personal goals. Adaptive fitness is about making these accommodations when an individual has a physical limitation that prevents them from perform traditional exercise programs. Additional considerations for adaptive fitness include chronic/permanent medical conditions. These conditions cannot be cured or controlled by active medical treatment. Chronic conditions may involve periods of acute episodes and may require intermittent inpatient care. Depending on the medical condition, retention in the Air Force may not be possible. Temporary medical conditions requiring adaptive fitness programs can be sports injury recovery, vehicular accident recuperation, and for females pre- to post-partum pregnancy. Working with the Health Promotions Program through your medical treatment facility will help your team to meet the needs of these unique individuals. A close partnership with the Physical Therapy unit within your MTF will bolster your adaptive fitness program. The Fitness Improvement Program (FIP) is a mandatory program to help members meet the requirements of the Physical Fitness Assessment (PFA). FIP class offerings should include adaptive fitness elements to meet the needs of all participants. Limitations In the 2008 research digest by the President’s Council on Physical Fitness and Sports indicates that individuals with a disability, experience barriers to physical fitness activities. Some of these barriers include other health issues related to their medical condition such as pain, fatigue, deconditioning, depression, and weight gain. In these situations, health for these individuals becomes a primary concern and physical fitness, which can contribute to overall health, can drop off their priorities. The same consideration can be applied, to a lesser extent to people recovering from a sports injury or vehicle accident. Self confidence in their personal ability after a significant injury can take a significant decline for some individuals. Same can be said for pregnant women, particularly post-partum when the muscles of their back and abdomen have undergone significant stress. Even the most physically fit women prior to pregnancy who continue to remain physically active during pregnancy see a significant decline in their core muscle strength post-partum. Limitation can serve as barriers for individual who desire to improve their physical fitness. Regardless of the limitation acknowledging the mental aspects of the physical limitation can create a holistic adaptive fitness program. 7 L6AZW3F171 00AA The Wounded Warrior Program Many DAF personnel become injured in the line of duty and require adaptive fitness and sports programs to assist in the healing process. Some wounded warriors will not be able to participate in traditional sports and fitness activities without some form of adaptation. For that reason, the Air Force Wounded Warrior Program (AF W2) has avenues for these individuals to help maintain their physical fitness. The AF W2 program has integrated adaptive sports programs into the individual recovery plan through high performance and community-based programs via their Care Management Team. Events scheduled by the AF W2 are set on an annual basis and include regional events, joint competitions, and selection events. As a Service Fitness and Sports Craftsman, you may be responsible for coordinating events with the local AF W2 to help support the program. Depending on the population of retirees around your installation the Fitness and Sports Center’s involvement may including training for these events. Many AF Fitness and Sports Center include on their inventory of fitness equipment assets that accommodate individuals with adaptive fitness needs. 8 L6AZW3F171 00AA c. Identify basic facts and terms and state general principles about marketing concepts. As Managers we need to communicate information to our customers effectively. The marketing office is the managers resource for reaching your customers where they are. Program Overview The primary purpose of the Marketing program is to support MWR activities of Force Support Squadrons. Force Support program managers must use customer-driven marketing practices to determine the needs and expectations of MWR customers and potential customers. In addition to Marketing and publicity for MWR activities, non-MWR Force Support programs may utilize resources on a reimbursable funding basis, if this support is not prohibited by other DAF or DoD guidance, policy, or statutes. Additional support for these activities should not interfere with the marketing program’s ability to support their primary customers. Installation-Level Marketing Plan Getting information concerning events and programs for your activity is a time sensitive process. To ensure information is being delivered to your customers at the right time requires an effective Marketing Plan. Marketing will develop an annual plan for all Force Support activities to effectively plan advertisement and commercial sponsorship support for their customers. To meet this requirement, it is a good practice to develop a programs and events plan for your activity. Planning for the next calendar year should occur no later than October of the current year. Include anticipate participation, desired sponsorship funding if any, when, where, what, and any prizes for incentives for participation from the customer. The more information you can provide Marketing in advance will enable them to effectively promote your messaging to customers. Market Research Marketing offices use various market research tools, methodologies, and analytics as the basis for acquiring market information to provide activity managers with timely, accurate, and reliable information. Research may include software, focus groups, exit polls, and other related research items. 9 L6AZW3F171 00AA Advertising, Promotion, and Publicity The marketing manager determines and implements the appropriate media mix to support MWR programs, to include the web and social media. Advertising to promote MWR activities must be in accordance with DoDI 1015.10, Enclosure 12. Purchase and production of promotional items will be procured by the marketing manager to promote programs to eligible customers. Marketing may coordinate with installation public affairs to promote Force Support activities through inserts in the government approved or contracted newspaper. Publicity may be distributed through any media however it should be coordinated through the installation public affairs officer. All commercially sponsored advertisement must be presented in accordance with DAFI 34-108. Logos and Branding Not unlike commercial business MWR activities have trademarks, service marks, logos, and brands developed by the AFSVC. These digital images are intellectual property of the AFSVC and must be used by Force Support activities when creating media for customer perusal. These images can only be modified with written authorization by the AFSVC Office of Strategic Marketing. Digital Engagement and Web Program Any DAF-NAFI digital engagement platform, presence, or capability, including but not limited to websites, social media sites, digital signage, short message services (SMS), e-commerce, other electronic, and internet-based communication capabilities, shall comply with procedures and requirements identified in the DAF-NAFI Digital Engagement and Web Program, and may be subject to additional requirements by law or policy of the US government. AFSVC may purchase and implement an enterprise-wide digital engagement system to maintain brand consistency and provide optimal service capability for patrons. MWR programs must communicate the availability of goods and services they offer to as many potential patrons as possible. Digital reach and engagement are key tenets of marketing’s ability to accomplish this objective. 10 L6AZW3F171 00AA d. Determine step-by-step procedures to plan marketing/advertising. One of the most important aspects of event planning is planning for marketing and advertising for your event. Advanced coordination with the local marketing department will determine participation and customer satisfaction for an activity’s programs. Budgeting and Planning The first step in any plan is to review the budget. Depending on the type of event or program you are trying to develop will determine the type of funds that can be used for your event and if you need commercial sponsorship to help enhance service. Conversely, for NAF budgets you will need to plan for new programming and events to prepare the rolling four quarter operating budget (I&E Budget). Since budgeting and event planning go hand in hand, activities need to plan events a minimum of 3 months in advance or more. For larger scale events, such as wing sports days, planning could require six months to a year. Another budgeting factor to include is Recharge 4 Resiliency (R4R), which offsets funding for programs and events to support targeted audiences. Single Airmen Program Initiative-For single AD and AFRC officer or enlisted members RECON- An initiative designed to address the challenges faced by deploying Airmen/Guardians by providing high adrenaline supervised Outdoor Recreation programs. This initiative will provide opportunities to Airmen/Guardians gearing up for deployment and returning to their home duty station after deployment as they reintegrate into regular social networks, family life, and local communities. Deployed Affected- Allows all Air Force and Space Force assigned service members returning from deployments or dependent restricted assignments and their family members to participate in FSS recreational activities. Unite-Allocated to units for team cohesion events. Every calendar year the AFSVC publishes a program guide for R4R funding which determines the degree of funding to FSSs and how that funding can be executed. The NAF AO manages the funding portion of R4R. Plan marketing/advertising The marketing manager works with your facility/program managers to prepare an integrated marketing plan using the principles and techniques offered in the AFSVC direct marketing training. Working with the marketing director, your program manager develops annual promotional campaigns and incorporates these into a program plan/budget. Annual program promotional plans set the schedule for promotional events and publicity programs directed at specific markets. 11 L6AZW3F171 00AA The marketing manager determines and implements the appropriate media mix to support FSS activities including use of the Web, that is Facebook, Twitter, and so forth as allowed by local base policy and guidance IAW AFI 35–101, Chapter 5, Public Affairs Operations. Market Research As discussed in the Marketing Concepts lesson, the Marketing office will perform market research to collect information on customers’ needs and expectations. A conversation with your marketing department will help you determine what types of events your customers are looking for. Moreover, the market research can help the activity determine when (what day/time) to hold events, how best to reach your customer to promote participation, how much customers are willing to spend on events. This is important for NAFIs to plan the budget for the event and activity. Marketing plans will encourage systematic thinking and enhance the coordination of program, flight, and squadron efforts to help ensure the operational success of the activity or program. Getting the word out about your program or operation helps contribute to its overall success. There will be plenty of times when your operation, whether its food service or fitness, just to name a couple, will have some sort of special meal or event. The Marketing department has the expertise to promote your event effectively. Advertising Advertising is any paid form of non-personal presentation and promotion of ideas, goods, or services by an identified organization. AF organizations convey messages to authorized patrons using media such as magazines and newspapers, outdoor signs and posters, direct mail, novelties (stress balls, calendars, and key chains), program menus, and circulars flyers and digital media. Organizations use advertising for diverse purposes, ranging from promoting an organization’s name over the long term to presenting information about a particular service, program, or event. There are different options when it comes to advertising your operation whether it operates under NAF or APF dollars: Buying Advertising Space: Activities may purchase advertising to promote morale, welfare, and recreation (MWR) elements of FSS programs and activities that are offered on a regular basis in US Armed Forces newspapers and civilian publications distributed primarily on a military installation. These restrictions apply: 1. Do not advertise in civilian general circulation newspapers, magazines, or on commercial radio or television without the approval of your public affairs (PA) office. 2. Do not advertise tobacco products or alcoholic beverages. Recurring activities: such as golf courses or bowling center that have been authorized to open to the public at specific installations are authorized to advertise in civilian media using NAF funds. To minimize the appearance of direct competition with local businesses, advertisements in 12 L6AZW3F171 00AA civilian media notifying the public that designated MWR programs are open to the public will not contain information regarding usage fees or other charges. Direct mail (excluding mail-order catalogs): only sent to eligible FSS customers who have voluntarily signed up to receive direct mail information. Advertising in other media: follow these general guidelines: 1. Purchase or arrange for advertising produced especially for distribution on the installation or targeted to eligible customers. 2. Produce or prepare advertising media directed at local customers and potential customers. 13 L6AZW3F171 00AA e. Identify basic facts and terms and state general principles about types of events. Regardless of the type of operations we work in, there are minimum guidelines for programs and events for that actvity type. For instance Golf Courses are required to hold at least six special pro shop sales annually. Building your activities events and program calendar should start with the minimum requirement and build from there. Core & Enhance Programs Depending on the activity there may or may not be core and enhanced programs. Core programs are the minimum standard and must be offered regardless of customer participation. These programs are intended to meet DoD, DAF, and AFSVC guidance for mission sustainment. Typically they are targeted at the health and wellness of the force, such as the Fitness Improvement Program for individuals who do not meet DAF Fitness Standards. Enhanced programs are optional but further the morale and espirit de corp of a population. These programs are more dependent on APF and NAF funding as well as manning. For operations that are Cat A that are 100% APF funded most if not all programs offered are enhanced programs since the nature of those operations serve as core programs. For instance, a Dining Facility that offers a Dorm Appreciation party for residents in the dorms. Community Programs Core Programs There are four core programs areas for community center activities, which ensure consistency in program opportunities across the DAF. Personal and Professional Development – intended to allow patrons the opportunity to expand their individual interest and competencies to develop a positive self-image, to learn about and participate in the democratic process, to respect their own and others’ cultural identities, and to enhance their skills. Family and Life Skills - offered to develop patrons’ capacity to engage in positive behaviors that nurture their well-being, sustain meaningful relationships, set personal goals, and enhance their competencies to live successfully as self-sufficient adults. Performing Arts - activities are offered enabling patrons to develop their creative and cultural awareness through knowledge and appreciation of music, theater, film, and video production. Recreation and Leisure - offered to help patrons make positive use of leisure time and to develop an appreciation for the environment. 14 L6AZW3F171 00AA Bowling Center Core Programs The four core programs for bowling centers are intended to contribute to unit cohesion, resiliency, and readiness through full-service recreational programs: 1) Leagues are sanctioned by the United States Bowling Congress. Unsanctioned leagues (fun leagues) are also encouraged to build squadron vitality, resilience, and readiness. 2) Bowling centers with a pro shop or special-order ball sales will offer ball fitting programs to include ball drilling. 3) Bowling centers will provide competitive programs which meets the needs of their patrons and provides opportunities for competition at all levels (beginner, intermediate, and advanced). 4) Bowling centers offer bowling instruction to improve the skills of bowlers at all levels. Bowling instructors shall be certified by the United States Bowling Congress or a contractor from a recognized professional bowling association. Outdoor Recreation Core Programs ODR core programs are designed to provide mission support through fostering family and individual well-being, unit and community cohesion, and physical fitness. As with community programs core programs for ODR are intended to provide consistency in programing across the DAF. ODR core activities include camping, canoeing, kayaking, bicycling, fishing, hunting, walking, hiking, snow skiing, snowboarding, picnicking, unit outings, swimming, and nature and wildlife appreciation. Support for these activities is to be provided at every installation where it is geographically appropriate. Considerations for Event Planning Some activities have program standards that require them to offer joint events or programs with another FSS activity (see ODR Program Requirements on slide 12). It is a good practice to perform joint programs with other FSS activities. As discussed in the UMD and UMPR lesson, we do not always have the manning to operate at the level we would choose. Working with other FSS activities to host events and programs together allows both actvities to pool resources 15 L6AZW3F171 00AA and manning. An example would be a Child and Youth program partnering with the Fitness Center to hold a family color run or sports day. The installation commander must ensure events that include gambling or lottery-like tournaments are within DAF guidance. Games of chance such as Bingo, Monte Carlo, and Texas Hold’em are authorized within MWR programs in accordance with DODI 1015.10, Enclosure 3. DoDI 1015.10, July 6, 2009, Incorporating Change 1 on May 6, 2011 (whs.mil) 16 L6AZW3F171 00AA f. Identify basic facts and terms about Fitness Special Events. Fitness Special Events Special events are Fitness Programs Beyond Core or Category B programs. Since these events are not core programs, fees may be charged for participation. When thinking about Core Fitness Programs (Category A) and Category B programs you can differentiate funding by considering that Category A programs are mandatory and there for are APF funded. Category B on the other hand are not mandatory and can help enhance base morale so NAF funding is authorized to support. Remember that NAF funding comes from income, so if your resale and fitness programs provides enough funding to support your special event then fees do not have to be charged. Working with the Fitness and Sports Manager to determine available funding will determine the resource to support the event and if fees should be charged to offset costs. Sponsorship Another financial planning factor is sponsorship. Sponsorship is not guaranteed funding so when planning the budget for an event do not include these anticipated funds. However, when the event is over the funding from sponsors will offset costs to the activities bottom line. Consider sponsorship funding like participation fees, you do not know for sure how many participants will show for the event so you cannot guarantee a set dollar amount. Sponsors also want to know how their money is being spent. To meet this requirement planning larger events with more participants or ones that target a specific demographic for the base population (i.e., youth programs, single Airmen, military couples) will satisfy the sponsor that their money is being well spent. Additionally, photos of participants at the event may be a requirement laid out in the contact between the sponsor and the Marketing department. Scheduling When an event is held can have a significant impact on the success of the event, if the event is scheduled for a day that is inconvenient for customers, then participation may be low. When determining the date an event should be held refer to the wing strategic calendar to ensure leadership availability and avoid planning an event on an exercise or wing inspection date. Marketing is another resource to check which dates are most advantageous for your event. Marketing works for all the FSS activities that hold events. For this reason, conferring with Marketing will help avoid holding an event while another FSS activity is. At times it may be beneficial to hold an event with another FSS activity. Holding a family fun event with the Child and Youth Service Flight will allow the FC to pool resources and manpower to hold a larger event. Volunteers Volunteers are a great way to augment staffing in any FSS activity, however there are some restrictions on work volunteers are allowed to perform. Since volunteers give their time without the expectation of compensation their duties must be limited in scope and liability. Volunteer should not be given a position that places them in a supervisory role over government employees or one in which they make policies for the government. Volunteers should be trained in their 17 L6AZW3F171 00AA assigned duties which should not replace paid employees. Additionally, they should not be left in control of funds unsupervised. Fitness Centers may use volunteer officials for sporting events provided certified officials are unavailable and it does not breach any applicable service contract. With events for children and youth, volunteers that support these types of events must have a background check performed. Child and Youth Events Family fitness events encourage service members with families to participate in Fitness Center programs. Background checks for staff and contractors are not required at family fitness events if the parents are present. For other Fitness Center events where, only adult participate in the fitness or sports event, children are authorized to spectate these events if under immediate supervision of an adult. 18 L6AZW3F171 00AA h. Identify basic facts and terms about Tournaments (By-Laws and Brackets). When considering tournaments, traditional sports such as softball basketball and football come to mind. However, with more platforms for competition available tournaments can serve a wide range of skills, personal preferences, and equipment. As with most FS activities the category of the activity will determine the type of funding (APF or NAF) and the type of program (fitness and sports or recreation). Examples of tournaments held in fitness and sports center can be the tradition core sports, softball, soccer, flag football, volleyball, and basketball or they can be events for powerlifting and body building. Within the community services flight, tournaments can range for Texas hold-em and spades to bowling and golf to e-Sports. Each sports season will require different forms of competition. Competition can build Esprit de Corps and raise morale within a unit and across the installation. Depending on the number of teams and the preference of the teams involved will determine the type of tournament for each sport season. A Fitness and Sports Advisory Council gives Fitness and Sports Centers the opportunity to poll the installation face to face. With this forum fitness personnel can receive feedback and ask for suggestions to help improve the sports program. Moreover, funding for officials, rentals, special participation fees and time available for the playing season are a factor that effects the types of tournaments that your activity can support. Types of Tournaments There are four types of tournaments: single round robin, double round robin, single elimination, and double elimination. Round Robin – this is the most desirable tournament if time and facilities are available. This style of tournament allows all players to compete until all teams have played each team in the league. It also determines a true winner and ranks all contestants. The two types of round-robin tournaments are single and double. A single round-robin allows each team plays one game against the other teams in the league, and the double round-robin is preferred for intramural sports since each team plays the other teams twice. 19 L6AZW3F171 00AA Single Elimination – This type of competition is used when there are limited facilities, a short period of time to hold the tournament, or there are a large number of entrants. The disadvantage with this style of competition is that half the players are eliminated at each round of the competition. Positions within the bracket are determined once all entries for the competition have been received. This is typically performed by holding a drawing to prevent the appearance of an unfair advantage. In single elimination tournaments it is ideal to have an even number of teams, however if that is not the case one team will draw a bye. This will enable the number of teams competing to reduce to an even number in the second round. Double Elimination – this type of tournament is superior to the other types of tournaments in that it required each player to be defeated twice before being removed from the competition while conserving time and resources. This allows players or teams to have a “bad day” without being removed from the tournament. Double elimination tournaments have two brackets, where competitors who win in the first round are placed on one bracket to continue competing and the losers are on another. Once the first round of the competition is complete the better players or teams are seeded according in their respective brackets. The remaining players or teams fill in the remaining spots on the brackets in order of handicap, qualifying score, or by drawing names or numbers out of a hat. Bylaws Bylaws are used to set the expectation for the tournament season. They cover information such as postponements, make up days, protests, composition of the protest committee, ejections and disqualifications, uniform requirements, eligibility, awards, minimum notification of cancellation times, and any other aspects not covered in the game rules. The Fitness and Sports staff will coordinate development of the bylaws with the Fitness and Sports Advisory Council. Bylaws are intended to cover issues that are not covered in the playing rules established by the sport’s National Governing Body or any other organization that governs that sport such as the National Collegiate Athletic Association and the National Intramural-Recreational Sports Association. The bylaw serves as a contract between the teams competing and the Fitness and Sports Center staff. Example Bylaw from the USA Basketball Federation 20 L6AZW3F171 00AA UNIT 1 Fitness/Sports Unit Review 1. The _________________________ must define the organizational structure and set staff duties for the personnel assigned to the facility. 2. The Fitness and Sports Manager serves as chairperson and voting member on the Fitness and Sports Advisory Council. a. True b. False 3. FY DoD MWR Fitness Standards has seven framework components that cover personnel, programming, equipment, ________________ , facilities, financials, and other. 4. The framework components for the FY DoD MWR Fitness Standards are broken down into three categories: core, ____________ , and operational. 5. The Fitness and Sports Manager will responds to formal customer comments within ___ hours and documents outcomes that will be maintained IAW the records disposition schedule DAFI 33-322. 6. A close partnership with the _______________ unit within your MTF will bolster your adaptive fitness program. 21 L6AZW3F171 00AA 7. The AF WWP program has integrated adaptive sports programs into the individual _______________ through high performance and community-based programs via their Care Management Team. 8. Events scheduled by the AF WWP are set on an ___________ basis and include regional events, joint competitions, and selection events 9. Non-MWR programs _________utilize resource on a reimbursable funding basis. 10. Publicity may be distributed through any media however it should be coordinated through the__________________. 11. Who develops an integrated Marketing plan using the principles and techniques offered in the AFSVC direct marketing training. 12. What program allows all Air Force and Space Force assigned service members returning from deployments or dependent restricted assignments and their family members to participate in FSS recreational activities. 22 L6AZW3F171 00AA 13. Produce or prepare advertising media directed at_____________________. 14. Recurring activities such as golf courses or bowling center that have been authorized to open to the public at specific installations are authorized to advertise in civilian media using _______funds. 15. Do not advertise in civilian general circulation newspapers, magazines, or on commercial radio or television without the approval of your _______. 16. One restriction to purchasing advertising in US Armed Forces newspapers and civilian publications is_____________________. 17. How many Instructional classes a year are the standard requirement for ODR? 18. Core programs are the minimum standard and must be offered regardless of customer ____________. 19. Core programs for community centers and ODR are intended to provide __________________ in programming across the DAF. 23 L6AZW3F171 00AA 20. When determining the date an event should be held refer to the ____________________ calendar to ensure leadership availability and avoid planning an event on an exercise or wing inspection date. 21. Background checks for staff and contractors are not required at family fitness events if the parents are present. a. True b. False 22. When the event is over, the funding from sponsors will ___________costs to the activities bottom line. 23. Fees may be charge for what type of fitness and sports special events? 24. Which tournament is the most desirable? 25. During double elimination tournaments players/teams are placed in remaining spots after the winners are placed in their respective brackets according to handicap, ___________ ,or by drawing names/numbers out of a hat. 24 L6AZW3F171 00AA 26. As with most FS activities the category of the activity will determine the type of funding: 27. The disadvantage with ___________________ is that half the players/teams are eliminated at each round of the competition. 28. Bylaws are intended to cover issues that are not covered in the playing rules established by the _____________. 25 L6AZW3F171 00AA UNIT 2 Community Programs and Recreation a. Identify basic facts and terms about Recreation and Community Programming Overview and Concepts. Community programs, whether home station or in a deployed environment, are intended to regenerate airmen. Contingency environment recreation activities are designed to create a diversion from work stress and family separation anxieties. The key to an effective recreation program is to provide a variety of programs to support a diverse population. Depending on the capabilities and the preferences of the population supported will determine what types of programs your operation will provide above the core requirements. Home Station For Community Programming and Recreation (CP&R) airmen responsibilities could involve planning trips for ODR or ITT or running community center program. Typically, airmen are assigned to Cat B or C facilities but not directly assigned to revenue generating functions, unless assigned to community services operation in a deployed environment. This is because uniformed airmen are an APF asset and perform revenue generation action is NAF. There is a potential for misappropriation of one or both funds if managers are not careful to maintain clear rules or engagement. With that airmen assigned to community service activities home station should be given responsibilities that help develop skills in event planning, instructional class programming, NAF accounting, marketing, entertainment events, and program development. Sections that offer these opportunities include ODR, ITT, and Community Centers. This may differ from base to base depending on the mission of the FS unit there. Contingency Environment In addition to community centers in deployed environments, Service Airmen may find themselves running the Learning Resource Center (LRC), resale operations, and bar or lounge. With civilian manpower and NAF revenue low, most expenditures in a deployed environment will be APF. Additionally, Services mission expands to community and recreation activities to maintain the morale of the installation. With this change in mission, traditional NAF operations shift to APF because they become mission essential support for deployed personnel. Services Personnel should coordinate with theater planners to initiate a MWR Fund (MWRF). Esports and Gaming Department of the Air Force Gaming (DAFG) is the official gaming and esports program for the DAF. DAFG is centrally managed by the Fitness and Sports Division at AFSVC. The focus of this program is supporting the DAF’s resiliency and retention efforts by connecting Airmen and Guardians through a digital community and competitive gaming experience. As with fitness and sports programs the DAFG provides different levels of competition from the intramural level, 26 L6AZW3F171 00AA DAF Gaming League, and higher-level competitions. Higher level competitions mirror the tradition DAF higher level competitions for sports like soccer and basketball. DAFJQS for CP&R The CP&R duty position has an DAFJQS published on DAF epubs (DAFJQS3F1X1-2) to standardize the qualification requirements for on-the-job training. Since most personnel assigned to community services flights are civilian possessing varying experiences with the military, standardization is a tool to help trainees, trainers, supervisors, and training managers navigate upgrade training and what responsibilities airmen should be assigned to. 27 L6AZW3F171 00AA b. Identify basic facts and terms about Entertainment. For community programs, entertainment can come in the form of live music, comedians, sports athletes, and other celebrities. The type of entertainment Services personnel procure for their installation will depend on the interests of the base population. Working with the Marketing office to create polls and surveys will help guide the activity plan an entertainment event. In contingency environments entertainment is introduced during the sustainment phase of operations. During this phase programming is enhanced through functions such as entertainment and capabilities to support these functions are more robust. Capabilities that support entertainment events include established NAFIs, and contracting procedures. Types of Entertainment Onsite Entertainment is one of the easiest ways to put on shows while on a tight budget. It uses deployed personnel who are already talented singers, dancers, and comedians. One of the easiest ways to capitalize on these talents and provide these performers a venue to display their skills is through talent shows. Professional Entertainment can be procured by Prime RIBS personnel by working with theater planners as well as the theater/country Armed Forces Entertainment (AFE) coordinator. Should entertainment not be available through AFE installations can use NAFs to purchase entertainment if they have an established NAFI and sufficient funds to support the requirement. NAF procured entertainment should only be used when the local leadership has determined the support from AFE is insufficient. With NAF procured entertainment, comedians and smaller groups are more affordable than big name entertainers, and local entertainment reduces transportation costs. Armed Forces Entertainment (AFE) The first step in procuring entertainment is to contact the AFE office to determine if they can support. AFE provides free entertainment for all branches of the military in OCONUS locations and was founded in 1951. For CONUS bases or OCONUS bases that AFE is unable to support Services airmen can source entertainment locally. AFE performs an annual call for entertainment and so requests for entertainment should be submitted as soon as possible. The AFE coordinator may be the EFSS commander if the installation is the only base within the country. Although entertainment through AFE is provided at no cost to the installation there are expenses associated with an event that still need to be considered. Depending on the event, expenses could include lodging and meals for the entertainers, costs such as rental fees for stage and lighting equipment, and even transportation costs to and from the airport. Working closely with the AFE representative for the event will ensure that there are no unexpected costs. Logistics and Accommodations 28 L6AZW3F171 00AA Prime RIBS personnel will be responsible for the logistics of the entertainment event. These requirements will vary depending on the amount of people, supplies, and equipment needed. Moreover, where the entertainer(s) will set up and stage their show will fall on the deployed EFSS planners. Coordination with the different sections at the deployed location is necessary for a successful event. Motion Picture Entertainment Motion picture facilities or theaters are intended for the purpose of motion picture entertainment. This designation will be used only when the facility is serving the purpose of paid admission for viewing cinema motion pictures. Installation commanders will support motion picture theaters with APFs to equip, operate, and maintain theater facilities to include seating, facility and ground maintenance, and structures or outdoor areas. Equipment for advertisement and play of motion pictures, to include marquees, changeable letter signs, sound and projection equipment, should be used solely for the approved performance of entertainment motion picture films only. 29 L6AZW3F171 00AA c. Identify basic facts and terms about Contingency Non-Appropriated Fund Accounting. Fitness, recreation, resale, theater, education, and library facilities and services all add to the quality of life at a deployed location. Most of the operations will have some NAF accounting functions. Realistically, most of these functions cannot be supported during the initial force module stage until the sustainment functions of lodging, food service, and laundry programs are robust during the establish the base phase. The intent for generate NAFs in a deployed environment is to offer programing and entertainment for the Airmen at the deployed location. This section will focus on NAF financial management in a deployed environment. As addressed in the Appropriated Fund and Non-Appropriated Fund lesson there are distinct rules that apply to both types of funding. These rules change slightly in a deployed environment due to the nature of the mission. While deployed, APFs may be used to purchase equipment that would not be authorized home station. This is because while deployed options for entertainment are confined to the deployment site and morale and quality of life are critical to mission success. An example of when APFs are authorized for a traditionally NAF expense would be a popcorn machine in the community center. In a deployed location the popcorn machine is an approved APF expense if the popcorn is offered to all customers complimentary. The popcorn and bags are still a NAF expense. NAF Accounting Managers must master field accounting; cash handling is an everyday part of resale operations. The volatility of cash requires various control measures. The list below, while not inclusive, will provide a brief insight into what will be required. As with other procedures, these may be augmented to fit the unique deployed environment. Control measures include the following:       Mandatory use of DAF Form 2555, NAF Collection Record, to record sales and services, when not using a register. Set and aggressively maintain fund storage limit. Using a lockable cash box or drawer. Never leaving monies unattended. Proper use of cash forms. Surprise cash counts. Ensuring proper accounting across the range of NAF operations requires consistent and concise training of all personnel at all levels. The servicing MAJCOM may provide the needed training and guidance. Document all training on the DAF 797, Job Qualification Standard Continuation/Command JQS, and add it to the training records. Failure to account for cash and assets greatly affects operational success; training is key to safeguard against this possibility. 30 L6AZW3F171 00AA During beddown, you may determine you need more support other than one resale or sundry sales operation can provide. When in doubt, use the following factors to determine if your operation will support multiple or satellite operations:   Members have been deployed longer than 60 days. Members will rely on your location for support. In theater, deployed finance provides banking support. Support services may include transferring funds, making change, and check cashing. NAF Funds Custodian Responsibilities The following is a list of some of the custodial responsibilities for administering NAF operations:       Disbursing funds for only those expenditures authorized by the commander or designated representative. Depositing cash and check receipts daily, or on an as-required basis. Maintaining authorized petty cash fund amounts. Preparing vouchers according to invoices and reports. Recording checks in check register. Maintaining property record (Memorandum Control Record) for items costing less than $1,000, but do not lose their identity when used. NAF Funds Custodian Responsibilities (continued)       Maintaining property record for fixed assets costing in excess of $1,000. Ensuring inventories are completed monthly as required according to DAFMAN 34-202, Procedures for Protecting Nonappropriated Fund Assets and DAFMAN 34-209, Nonappropriated Fund Financial Management. Coordinate with supporting command for end-of-month suspense dates. Maintaining records required to fully account for the unit MWR fund. Preparing operating instructions (OI) for cash-handling procedures as required for the fund’s operations. Ensuring a budget is prepared and revised quarterly or as needed. Ensuring monthly financial statements are prepared, reconciled, and forwarded to theater command. Reports must arrive based on supporting commands suspense dates. 31 L6AZW3F171 00AA Life of the Fund File A life-of-fund (LOF) file must be established at deployed locations where NAFs are used. It is a permanent internal control that provides a chronology of selected activities from inception of the fund through dissolution. These files must be adequately safeguarded and generally have limited access. The file at a minimum should include:         Authority to establish the non-appropriated fund instrumentality (NAFI). Custodian and manager transfer documents. Copy of delegation authority with stated limits. Documents authorizing change and Imprest funds. Authorization and supporting documentation for waivers granted per DAFMAN 34-202 and DAFMAN 34-209 Authorization and supporting documents for fund storage sites and limitations. Letters delegating authority. Other pertinent records of lasting importance. Changing Custodians As with having continuity folders because of the frequent rotation of site personnel, change over for custodians is no different. When this happens, it is important that correct procedures and documentation are followed. The following must be accomplished when NAF custodians are replaced:      The force support commander will appoint a successor, in writing. The letter of appointment will be filed in the LOF file. Prepare a schedule of obligations (liabilities) for the unit MWR fund. Transfer the established perpetual LOF file. Prepare a statement of financial condition and bank reconciliation. Transfer all NAF and APF assets following a physical inventory of all salable merchandise, property, and equipment. Prizes and Awards Received by Customers NAFIs must report any person who receives cash, prizes, or awards from the activity totaling $600 or more from contests over a calendar year and $1,200 or more from one bingo game or gaming machine to the Internal Revenue Service. For prizes that are not monetary, value is determined by fair market value for the item. Non-monetary prizes include but are not limited to items such as televisions, gaming systems, vehicle, or golf cart. Winnings within these requirements are reported through the AFSVC Financial Management and Comptroller Directorate on the IRS Form W-2G. 32 L6AZW3F171 00AA d. Step-by-step procedures to perform NAF resale operations. Typically, NAF resale operations are established on or about day 15 of the deployment during the sustainment phase and conducted as a part of the lodging, fitness center, and recreation center operations. Sustainment occurs when low-scale hostilities cease. When managing NAF resale operations, make sure that no APF support is used, and the operation remains self-sustaining. The operation must provide basic health, hygiene, and personal care items until Army and Air Force Exchange Service (AAFES) is able to deploy and set up operations. If AAFES is then established, your inventory may be reduced to only include morale and souvenir items. It is essential to coordinate with local AAFES management regarding the items that will be sold through the NAF resale operation. Before opening a new resale operation, item selection and funds acquisition are a priority. Contact personnel from the theater-servicing MAJCOM for item selection, start-up funds, and for determining the location’s geographic AOR. Planning factors include the following: 1) 2) 3) 4) Remoteness and type of deployed location. Availability of shipping and transportation. Number of personnel supported. Branch of service supported. AAFES is the primary resale activity for non-food merchandise and patron services on Army and Air Force Installations. AAFES holds the first right of refusal as the primary resale authority. Prime RIBS personnel must obtain written right of first refusal when planning a NAF resale operation. A Tactical Field Exchange (TFE) may be established in remote locations or during the establish the base phase of operations till AAFES is able to provide more robust exchange services. As AAFES expands their capabilities Prime RIBS personnel may either shift to goods and services not provided by the field exchange or dissolve the resale operation. In some cases, resale operations may continue operations unchanged based on location. Items purchased for resale, should be available for the entire installation.     Items should not be dated or single out a specific rotation/event/special day since this will limit the customer base and restrict sales to a particular date and time. Items should not be purchase for a specific group unless the agency requesting the purchase pre-pays prior to the items being ordered. Prime RIBS personnel should allow sufficient lead time for inventory restock, as with food orders, lead times may be significant depending on the contingency location and transportation of goods. For fitness centers, if possible, include juice and sports drinks, power snacks, other health food products, sports and specialty apparel, and equipment items. Steps for Developing a Resale Operation  Create and implement the initial NAF administrative function and field accounting procedures. 33 L6AZW3F171 00AA            Establish unit funds custodians. Develop cash handling procedures. Have funds storage limits approved by appropriate agencies. (funds storage limits should be at $100,000 or less to avoid the requirement for an Intrusion Detection System) Acquire General Services Administration (GSA) approved safe(s) and cash registers. Initiate a start-up imprest fund. Initiate inventory and property records. Determine sources for purchase and delivery frequency. Determine product mix and compute sales prices. Develop operating instruction. Establish a resale operation. Establish prize policies. Exchange Support Request Process    Request AAFES support to establish an exchange operation. If AAFES cannot support, determine whether to establish a TFE or NAF resale operation to provide basic life support and enhancements to the deployed population. Coordinate with area/regional AAFES manager to determine methods/sources of supply for AAFES stocks. Include number of deployed females for proper stock assortment. Request AAFES provide concessionaire services to include barber/beautician services. Establish a two-person accounting/cash control system to safeguard funds at field exchanges. If necessary, request a staff assistance visit (SAV) from the finance office to develop accounting/cash control procedures. 34 L6AZW3F171 00AA UNIT 2 Community Programs and Recreation 1. Airmen assigned to community services activities home station are assigned to ODR, _______, and Community Centers. 2. The focus of DAF Gaming is supporting the DAF’s resiliency and retention efforts by connecting Airmen and Guardians through a _____________ and competitive gaming experience. 3. The CP&R duty position has a ____________ on DAF epubs to standardize the qualification requirements for on-the-job training. 4. NAF procured entertainment should only be used when the local leadership has determined the support from AFE is sufficient. a. True b. False 5. In contingency environments entertainment is introduced during the ______________ phase of operations. 6. Onsite entertainment is easiest way to put on entertainment while ___________________. 35 L6AZW3F171 00AA 7. Installation commanders will support motion picture theaters with APFs to equip, operate, and maintain theater facilities to include seating, facility and ground maintenance, and structures or outdoor areas. a. True b. False 8. Typically, NAF resale operations are established on or about day _____ of the deployment during the sustainment phase and conducted as a part of the lodging, fitness center, and recreation center operations. 9. It is essential to coordinate with _____________ management regarding the items that will be sold through the NAF resale operation. 10. Contact personnel from the theater-servicing MAJCOM for item selection, _______________ , and for determining the location’s geographic AOR. 11. What is one of factors to determine if your operation will support multiple or satellite operations? 12. The NAF funds custodian is not responsible for disbursing funds for expenditures authorized by the commander of designated representative? a. True b. False 36 L6AZW3F171 00AA 13. The NAF funds custodian is responsible for maintaining a property record for fixed assets costing more than __________. 14. A life-of-fund file must be established at deployed locations where NAFs are used. a. True b. False 15. NAFIs must report any person who receives cash, prizes, or awards from the activity totaling $______ or more from contests over a calendar year. 16. AAFES holds the ________________ as the _____________ authority. Prime RIBS personnel must obtain __________________________when planning a NAF resale operation. 17. Funds storage limits should be at _____________or less to avoid the requirement for an Intrusion Detection System. 37 L6AZW3F171 00AA UNIT 3 Contingency Sports & Recreation a. Identify basic facts and terms about Contingency Fitness & Sports CONOPS. Initially fitness and sports functions may not be supported due to higher priority missions which can prevent the delivery of fitness equipment. As with all Services functions during initial operations through sustainment, planning should be made to improve programs progressively as facilities and equipment are acquired. Fitness and Sports programs will grow from self-directed to directed exercise programs as equipment and manning flow into the base. Funding As discussed in the APF and NAF lesson, Fitness and Sports programs are 100% APF funded as Category A activities. When APFs are not available for capital or operational needs, (authorized APF expenses) include them in the unfunded requirements request for the budget. The EFSS commander and Prime RIBS personnel hold the responsibility of ensuring all purchases are necessary, prudent, and controlled to those necessary to support the deployed mission. APF purchases for fitness and recreational equipment is limited to the support unit that has AF Service personnel assigned to it. No other military unit is authorized to use APF for these expenses, to include televisions, DVD players, and CD players. Planning Fitness and Sports programs in a deployed environment are intended to promote the total fitness, esprit de corps, and QoL for the personnel on site. Planning considerations for Services personnel assigned to a deployed fitness & sports operation should include the nature of the activity, mission requirements, customer demand, and available resources. Fitness Assets – the only WRM assets for fitness operations are shelters, additional equipment for the activity will have to be purchased by Prime RIBS personnel. Local sources for fitness equipment are a convenient option that can expedite the purchasing process. Work with the contracting officer on site to source potential fitness assets, to include fitness equipment, lockers, and cleaning supplies. If a potential vendor cannot be identified, work with theater service planners for purchase. Safety & Environmental Factors – Prior to opening a fitness facility coordinate an occupational safety inspection to correct potential hazard. Additionally, there may be host nation restrictions on the use of certain types of facilities due to the location, environmental pollution, or other support concerns. Facilities – Hard wall shelters or other permanent facilities have the advantage of protecting equipment with electronics and complicated moving parts, like selectorized equipment and cardiovascular machines. Additionally, hardened facilities provide greater force protection features. If hardened facilities, sufficient for a fitness operation, are unavailable on site, erect and use either the small or medium shelter systems. When using temporary shelter systems ensure the system is sealed to prevent blowing dust and sand from damaging equipment. 38 L6AZW3F171 00AA Site Considerations - Coordination with the EFSS commander and ECES is required to ensure the best site for a fitness operation is procured. ECES personnel are responsible for site layout and the CE site developers will include threat level in the determination of how that layout will look. Ideally, a location will be selected that is conveniently located to contingency lodging and within nominal distance from other MWR operations. Equipment – Cardiovascular equipment is a way to provide cardiovascular training for personnel when weather deters customers from outdoor activities. Although, weight equipment can be relatively easy to maintain, equipment with moving parts can become more challenging to manage upkeep outside the controlled environment of a fixed facility. When operating in a temporary shelter preventing dust and sand from traveling into the facility via wind and foot traffic will be a constant struggle. Choosing equipment to meet your customers need will require detailed specification during the purchasing process to ensure that you have items that will meet the customers’ needs and will stands up to the environment and operations of the installation. Work with the local contracting office to obtain equipment that is approved for purchase. 39 L6AZW3F171 00AA Equipment Maintenance – Plan for maintenance for the equipment during purchase and develop and preventative maintenance plan for minor repairs that can be performed by the staff (wiping down equipment & lubricating moving parts). Fitness Programming - As services progress from self-directed programing to directed programming planning should be considered for introducing fitness classes and incentive programs. This can be accomplished through trained staff members that have industry level certifications or through a service contract. Since contracts take time to execute, advanced planning it required to ensure the contract is prepared properly for award and execution. Continuity – Since deployment rotation are more frequent than rotations home station, continuity folders are critical in the success of a deployed fitness operation. Particularly since the challenges vary from location to location. A continuity folder should be initiated during initial planning and continue to be developed as the program grows. Each position in the operation should have its own folder with the duties and responsibilities assigned to that position. 40 L6AZW3F171 00AA 41 L6AZW3F171 00AA b. Identify basic facts and terms about directed and self-directed events/programs. Home station fitness sports and recreation activities will have a balanced mix of directed and self-directed activities to meet the needs of the customers you support. In a deployed environment the ability to offer directed program may not be feasible. During the initial phase of operations resources and manning are focused on the basic support activities of food service, lodging, laundry, and mortuary affairs. When the base transitions to Operate the Base phase of operations, fitness sports and recreation activities should incorporate self-directed and directed programming. Where self-directed programs allow customers to use facilities and equipment without staff assistance, directed activities enhance programs by providing greater interaction from the customers and staff. In self-directed programming participants abide by rules they establish and monitor themselves, while directed activities are facilitated by the staff. Morale Welfare and Recreation (MWR) Programs MWR activities are part of the Airmen Regeneration operations during deployments. Recreation, resale, and theater facilities/services help Airmen regenerate under the stresses that work and family separation create. The overall goal for a deployed recreation and regeneration program should be to develop capabilities that support a variety of activities and obtain permanent facilities for recreational programming. 42 L6AZW3F171 00AA MWR programs are Category A in a deployed environment, and for that reason they are 100% APF supported. As mentioned in the contingency fitness and sports lesson, WRM support for those operations is limited to shelters. MWR UTCs are much the same with limited board games and playing cards included with the shelter systems. For this reason, planning for both fitness and sports and MWR activities should begin early on to ensure manning, resources, and supplies arrive when your operation is ready to expand services. Planning Factors As previously discussed in the contingency fitness and sports lesson the support element that has AF Services activities associated with it is the only unit authorized to purchase recreation and physical fitness equipment. Items purchased for fitness and recreation should be available to the entire base population for use. If AF Services personnel are not included in the initial beddown team planning, for directed and self-directed programs that will be provided after the first 15 days of the deployment should occur prior to Services personnel deploying. Throughout the deployment, personnel should plan for future phases of the operation since shipping and transportation times can be extensive. Activities selected for the MWR programs should meet mission requirements and contribute to readiness and improve productivity through promotion of Comprehensive Airmen Fitness, Esprit de Corps, and QoL for deployed personnel. The degree of planning and effort involved in providing programs depends on:     the nature of the activity mission requirements warfighter demand available resources. Since MWR UTCs do not provide activities beyond shelters, card and board games, Service personnel assigned should source items locally if possible or reach out to theater service planners if not available in the local area. Since self-directed programs do not require direct staff interaction, some resource may require advanced planning. For instance, a basketball court requires space, ideally a concrete pad, and setting the post to support the hoop. With directed programming requiring oversight from Prime RIBS personnel or contracted support, manning is an important consideration. Additionally, once your activity brings directed programs online it is important to offer the self-directed programs for personnel whose schedules do not permit them to participate in the directed programs or just choose to continue to use the self-directed options. Directed programming should be scheduled to consider all shifts to the maximum extent possible, particularly once the base is in the sustainment phase of operations. 43 L6AZW3F171 00AA c. Identify basic facts and terms about Learning Resource Centers. With the distractions of home station life being removed, many Airmen take the opportunity of a deployment to further their personal development. Although Airmen typically work longer shifts with only one day off a week, the distractions of friends, family and the day-to-day challenges frees up time for other activities. Learning Resource Centers (LRCs) are an important activity to help deployed Airmen access personal development tools. This activity provides deployed personnel with educational resources as well as access to recreational reading and viewing material. Location Typically, LRCs are collocated with the education center, although the education center is manned by Education and Training personnel, both activities perform complimentary functions. The LRC centralizes access to various media that promotes professional and academic development through continued military education. As with traditional libraries home station an LRC should be located in a relatively quiet area of the base. This needs to be balanced with the desire to centrally locate all recreation facilities for customer and staff convenience. When selecting a site try to keep the LRC within walking distance of base operations, housing, shopping, and recreational facilities. It won’t matter how quiet your LRC is if there are no customers to enjoy it. Prior to opening for guests ensure that CE has conducted a safety inspection and all hazards have been addressed. Deployment Phases As with other recreation activities planning for LRCs should begin early so that should shipping and transportation delays occur time is built in prior to execution. A good plan well in advance will forge the way for program execution success. As with other recreation activities LRC functions should be ready to stand up when the base has entered the sustainment phase of the deployment. The deployed population dictates the personnel and UTC support for these functions. Prior to deploying to a location where you will be assigned to an LRC there is training to prepare for your responsibilities within the LRC through the AFSVC. Self-Directed Activities Prior to opening/establishing an LRC circumstances may permit distribution of non-accountable items. These items are call “kits” and include books, magazines, and Playaways. These items 44 L6AZW3F171 00AA must be kept separate from the LRCs accountable inventory. This can be especially difficult if your LRC received these kits for transient personnel while operating an established LRC. Sustain the Base If an LRC was established early in the operation the focus during the sustainment phase of the deployment will be to create an atmosphere for education, learning, study, and relaxation. Increasing the level of service provided should be the goal and you should work with theater service planners and the AFSVC/SVPL-LRC to develop support commiserate with your location and level of service. Manpower Once the base reaches a population of 500 personnel, one trained library specialist from the Services career field should be deployed. Prime RIBS members should be trained by the AFSVC/SVPL prior to deployment and their duties should be dedicated to the LRC. As support expands to support a large operation you can contact the theater service planners and AFSVC/SVPL-LRC for contract service options for the LRC. Additional manpower can be sourced through service members who volunteer. LRC Services As with recreation and fitness programs, LRC services will depend on mission requirements, warfighter demand, and available resources. At a minimum LRCs should provide the core services of reference titles, CSAF reading collection, test and study guides, online mission, and academic research tools. Additionally, these core services should include morale support material, which entails bestselling hard back books, graphic novels, paperback books, DVDs, video games, access to online ebooks, audiobooks, and videos. Directed Services Directed activities enhance LRC services as they do in fitness and recreation programs. Directed activities depend on staffing and the needs of the deployed personnel.   Mission Support – library orientations or briefings to units or organizations. Education Support – academic support to include library and research skills training. 45 L6AZW3F171 00AA    Digital Services- which include CAC enabled computers, video equipment, and other media services. Online Access Services – provides professional databases and other web-based resources, and training will be provided on specific resources upon request. Recreational Services – can be in the form of book clubs, language or music lessons, and financial literacy sessions. Equipment Depending on deployed location and resources, LRCs can provide a wide range of services. These services can be anywhere from a quiet place to read to providing online resources for complete coursework or study for a Defense Activity for Non-Traditional Education Support (DANTES) or college-level examination program (CLEP) test. Depending on the equipment that can be supported and procured will determine the complexity of service. Examples of resources required to support LRCs are telephone lines, staff, internet access, printers, a large television with DVD player, and desks and workstations. Staff will need a library workstation to perform inventory control, computers with internet connectivity (more for customer use in a computer lab) shelving, document scanner, bar code scanner, copier, and library specific supplies. Depending on the size of the population that the LRC will support, resources may be limited. For that reason, careful planning needs to be made to ensure a wide variety of options are available. When choosing equipment for the LRC, ensure the variety for reading material is diverse to meet the customers’ needs. Professional library staff from the AFSVC can guide staff on selection of reading materials to meet this requirement. As resources allow or the population of the base grows provide an assortment of workspaces and seating, to include desks and chairs, large tables, lounge chairs, and equipment for videos. If possible, acquire equipment from a location that is closing. If that option is not available, the AFSVC/SVPL-LRC will assist with providing and sourcing required equipment. As with other FSS functions with equipment a plan for maintenance must be established. The complexity of the equipment within your LRC will determine the scale of your maintenance plan. Early in the operation maintenance can be as simple as replacing old and worn-out reading materials. As you bring in more equipment, increased maintenance is required to ensure those items continue to support your customers’ needs. The more use equipment like computers, televisions, and copiers receive the more inevitable repair requirements will occur. Determine the types of repairs and preventative maintenance the staff can perform and what will need to be done by outside sources will help determine a plan for your equipment maintenance. Routine maintenance that will extend equipment function. Include regular checks for maintenance and safety issues, cleaning schedules, and staff and customer training on proper use and care. 46 L6AZW3F171 00AA UNIT 3 Contingency Sports & Recreation Unit Review 1. Which type of assets are part of WRM for fitness operations? 2. Planning considerations for Services personnel assigned to a deployed fitness & sports operation should include the nature of the activity, ___________________, customer demand, and available resources. 3. If a potential vendor for fitness assets cannot be identified, work with ____________________for purchase. 4. Other military units are authorized to use APF for fitness and recreation equipment expenses, to include televisions, DVD players, and CD players. 5. True 6. False 7. When APFs are not available for capital or operational needs, (authorized APF expenses) it is authorized to use NAFs. 8. True 9. False 10. Where self-directed activities allow customers to use facilities and equipment without _______ assistance, directed activities enhance programs by providing greater interaction from the customers and staff. 11. The degree of planning and effort involved in providing programs depends on: 47 L6AZW3F171 00AA 12. MWR UTCs include shelters and ___________________. 13. Prior to opening for guest ensure that ____ has conducted a safety inspection and all hazards have been addressed. 14. The deployed ____________dictate the personnel and UTC support for these functions. 15. Once the base reaches a population of _____ personnel, one trained library specialist from the Services career field should be deployed. 16. Types of directed activities that meet the mission support line of effort are: 17. The _____________ will assist with providing and sourcing required equipment. 48 L6AZW3F171 00AA UNIT 4 Alcohol Resale Operations a. Identify relationship of basic facts and state general principles about Dram Shop Theory of Legal Liability b. Determine step-by-step procedures to apply Dram Shop Theory of Legal Liability 49 L6AZW3F171 00AA c. Identify basic facts and terms about Responsibilities for Control and Sale of Alcoholic Beverages. From what we learned during the Dram Shop Theory CBT servers, managers, and leaders all the way up to the installation commander have a legal liability to control the service of alcohol to persons who are potentially intoxicated. As a Services Craftsman, you may find yourself working in or managing a bartending operation, particularly in deployed locations. Control of alcohol goes beyond the responsibility of safely serving customers. Controlling beer wine and liquor inventories require more stringent safeguards than subsistence or resale operations. Force Support (FS) activities that serve alcoholic beverages must observe federal regulations. Information and forms concerning federal regulations may be obtained for wholesale or retail alcoholic beverage permits and tax stamps from the Department of the Treasury, Internal Revenue Service, bureau of Alcohol, Tobacco, Firearms, and Explosives. Transfers between FS activities can only be performed when the receiving activity has a Federal Liquor Wholesaler’s Occupation Tax Stamp. The AFSVC maintains a central registration for each FSS activity. Each activity may only retain one registration for all annexes or retail outlet that activity operates unless the activity has a geographically separated location off-installation. Off-installation operations must retain a separate registration. Force Support Activities are exempt from non-federal regulations and direct state and local taxes. On-Premises Consumption Except for AFFESS and DeCA, no other installation entity is authorized to sell alcoholic beverages on the installation. FS may contract entities to sell alcoholic beverages on the installation. For instance, during an Air Show, FS may contract a beer tent/truck to serve alcohol during that event. Alcohol consumption is prohibited in any youth program building and outdoor area. This includes any function sponsored by the Child and Youth Program. Other areas on the installation, other than FS activities, may be designated by the installation commander. Furthermore, Private Organizations (POs) are not authorized to sell or serve alcoholic beverages on DAF installations. The exception to this rule is when POs are supporting FS events in exchange for compensation for the PO’s volunteer hours. Alcoholic energy drinks are prohibited from sale in Fitness and Sports Centers. Additionally, consumption, sale, or serving any alcoholic beverages at intramural sport events is prohibited. However, consumption, sale, or service of alcohol at other FS sanctioned events at sports playing fields or fitness related events must adhere to the policies prescribed in DAFI 34-107 Alcoholic Beverage Program. Authorized patrons are prohibited from selling or exchanging alcoholic beverages to unauthorized personnel or for purposes that violate federal, state, or local laws, status-of-forces or other country-to-country agreements. 50 L6AZW3F171 00AA d. Identify basic facts and terms about Drunk & Drugged Driving Program and Bystander Intervention. DoDI 1330.21 Armed Services Exchange Regulations states that Military Departments shall establish programs, policies, and procedures consistent with the DoD Directive to address problematic substance use by DoD personnel. DoDI 1330.21 addresses the sales of alcoholic beverages in AAFES operations. FS activities follow this issuances guidance in addition to further guidance provided in DAFI 34-107 Alcoholic Beverage Program. It is the responsibility of all Military Departments to deglamorize the use of alcohol and to discourage and treat its irresponsible use. The Air Force has met these directives with initiatives like the Drug Demand Reduction (DDR) programs and Alcohol and Drug Abuse Treatment (ADAPT) program. For Services activities that serve alcohol within their operation, need to be familiar with the DoD directives and respond accordingly to eliminate drunk and drugged driving instances. Operating Instructions (OI) Activities that sell alcohol will develop OIs for the control and sale of alcoholic beverages. The OI should include at a minimum:     The importance of curtailing alcohol or drug influenced incidents. The principles of DRAM Shop liability drunk and drugged driving program. The importance of encouraging patrons to use designated driver or buddy system. The provisions of the alcohol deglamorization program. Any unit or location specific information should be included to ensure all personnel who are responsible for the sale and control of alcohol in the operation are educated on the activity’s procedures. Bystander Intervention Training The Force Support commander or director will ensure all assigned personnel who serve alcohol receive bystander intervention training within 90 days of employment. Coordinate with the installation Violence Prevention Integrators for assistance with the facilitation of bystander intervention training. Volunteers that will be assigned to this responsibility also need bystander training prior to perform any alcohol sales. For this reason, as discussed in the control of alcohol sales lesson, POs are not authorized to sell or serve alcohol on DAF installations unless they are supporting FS events. The DAF has been tasked with reducing and eliminating the instances of alcohol related incidents and part of that effort is the deglamorization of excessive alcohol consumption. Education on excessive drinking is part of this program however, it also targets the way leaders and FS activities represent the use of alcohol overall. For personnel working in FS activities, it is important to protect our operations from legal liability by understanding the concepts of Dram Shop theory, but also to understand and follow the guidelines for deglamorizing alcohol. 51 L6AZW3F171 00AA e. Identify basic facts and terms about Purchasing Alcoholic Beverages for Resale. Pricing As with all NAF sales within FS activities, managers must ensure their prices for packaged alcoholic beverages are not lower that those charged by AFFES, and do not compete with other military service outlets in the same geographic area. Keep in mind overall COS for your facility should meet the threshold set for your activity. Wholesale Sales AAFES is the prime wholesaler of alcoholic beverages on DAF installations and may provide all requested alcoholic beverage products to authorized force support and non-appropriated fund supported installation activities. If AAFES has stock shortages, activities selling alcoholic beverages as part of a bar/food menu should have priority. Wholesale prices are set by AAFES and are based on landed cost. Landed cost is the sum of expenses associated with shipping a product. For AAFES this includes the purchase price that has been adjusted for vendor and invoice discounts. FS activities may purchase alcoholic beverages from sources other than AAFES, when more competitive prices are available from a commercial supplier. f. Identify basic facts and terms about Alcohol Deglamorization. As stated earlier, DoDI 1330.21 states that Military Departments have a responsibility to deglamorize the use of alcohol. Commanders, civilian leaders, and managers at all levels must make every effort to support this mandate. They will ensure:     The hours during which alcoholic beverages are sold by the drink on the installation is established in writing. The hours of operation for alcoholic beverage sales are coordinated between FS, AAFES and DeCA to provide reasonable service, meet local conditions and recognize the unique mission of military personnel. Ensure there is no issuance of coupons for reduced prices on alcoholic beverages. Ensure alcoholic beverages are not provided free of charge except for promotional tasting as approved by the installation commander. 52 L6AZW3F171 00AA UNIT 4 Alcohol Resale Operations 1. Managers must ensure their prices for packaged alcoholic beverages are ___________ than those charged by AFFES, and do not compete with other military service outlets in the same geographic area. 2. ____________________ is the prime wholesaler of alcoholic beverages on DAF installations and may provide all requested alcoholic beverage products to authorized force support and non-appropriated fund supported installation activities. 3. ______________ maintains a central registration for each FSS activity. 4. Alcoholic beverages should not be sold at ______________ or glamorized in event advertising or during the event. 5. The Force Support commander or director will ensure all force support personnel who serve alcohol receive bystander intervention training within ____ days of employment. 6. Ensure alcoholic beverages are not provided free of charge except for ______________as approved by the installation commander. 53 L6AZW3F171 00AA 7. The OI should include the provisions of the ______________________ program. 54 L6AZW3F171 00AA UNIT 5 Pool a. Identify basic facts and terms about Safety and Health Risk. Swimming and Aquatics. The installation’s swimming and aquatics program is managed by outdoor recreation. The governing guidance is DAFMAN 48-114, Recreational Waters and Mission Training Pools, and applies to all Force Support managed pools, beaches, natural swimming areas, and aquatics programs. Moreover, all aquatic facility managers shall create and implement a safety plan in accordance with the current Centers for Disease Control and Prevention (CDC) Model Aquatic Health Code. This plan must include but is not limited to:      Staffing Plan Emergency Action Plan (EAP) Biohazard action plan Pre-service training plan In-service training plan Staffing Plan Code Compliance Staffing Plans shall designate person(s) as members of the SAFETY TEAM and person(s) for the following responsibilities:          Identifying and communicating health and SAFETY hazards. Mitigating health and SAFETY hazards and closing the facility if needed. Interfacing with the Authority Having Jurisdiction (AHJ) related to the requirements of this CODE. Maintaining water quality and, if required, air quality. Enforcing the aquatic facility rules and regulations. Responding to reported emergencies. Supervising the SAFETY TEAM. Conducting pre-service evaluations. Conducting in-service training. Zone of Patron Surveillance Staffing plan shall include diagrammed zones of patron surveillance for each aquatic venue such that the qualified lifeguard is capable of:    Viewing the entire area of the assigned zone. Able to reach the furthest extent of the assigned zone of PATRON surveillance within 20 seconds. Identify whether the qualified lifeguard is in an elevated stand, walking, in-water and/or other approved position. Lastly, all areas of each aquatic venue are assigned a zone of patron surveillance. 55 L6AZW3F171 00AA Rotation Procedures When qualified lifeguards are used, the staffing plan shall include qualified lifeguard rotation procedures such that:    Identifying all zones of patron surveillance responsibility at the aquatic facility. Operating in a manner to provide an alternation of tasks such that no qualified lifeguard conducts patron surveillance activities for more than 60 continuous minutes. Have a practice of maintaining coverage of the zone of patron surveillance during the change of the qualified lifeguard. Alternation of Tasks Alternation of tasks may include any one of the following:   Change of zone of patron surveillance where the qualified lifeguard must walk or be transported to another zone of patron surveillance. Have a period of at least 10 minutes of non-patron surveillance activity such as taking a break, conducting maintenance, or conducting ride dispatch. Supervision Protocols When qualified lifeguards are used, the staffing plan shall include lifeguard supervision protocols to achieve the requirements of MAHC 6.3.3. Emergency Action Plan (EAP)  EAPS and operating procedures shall include but not be limited to: o Outline types of emergencies and IMMINENT HEALTH HAZARDS, as per MAHC 6.6.3. o Outline the methods of communication between responders, emergency services, and patrons. o Identify each anticipated responder. o Outline the tasks of each responder. o Identify required equipment for each task. o Emergency closure requirements. Biohazard Action Plan   Biohazard spill kits are required to clean up blood or other potentially infectious material from pool decks or locker rooms. One kit is necessary per pool or natural swimming area. To reduce the potential exposure to blood borne pathogens, a mask and barriers should be available to prevent direct contact during rescue breathing. Consider individual lifeguard first aid and rescue-breathing packs if lifeguards are stationed far from where the central first aid and rescue kit is located. 56 L6AZW3F171 00AA Pre-Service Training Plan - for new lifeguards assigned to the aquatic facility.  The Pre-Service Plan shall include: o Policies and procedures training specific to the aquatic facility, o Demonstration of safety team skills specific to the aquatic facility prior to assuming on-duty lifeguard responsibilities. o Documentation of training. In-Service Training Plan - during the course of employment, staff should participate in periodic training to maintain proficiency.  The in-service training plan shall include: o In-service training frequency. o Documentation of in-service training. o Maintenance of certifications. o Demonstration of test-ready skills. Fences, Depth Markings, and Swimming Area Demarcations In addition to the safety plan, Fences, Depth Markings, and Swimming Area Demarcations are a vital pieces to patrons’ safety in FS aquatic facilities. Ensure pools are fenced to prevent anyone from accessing and accidentally falling into the pool when the facility is closed. Infant and toddler pools are separated by a fence with a self-closing gate to prevent small children from wandering from their pool and gaining access to the main pool. Furthermore, pool depth is marked on the pool deck at least every 10 feet. Similar depth markings must be visible from inside the pool by marking the pool wall, gutter, deck coping edge, etc... Markings on the fence or building walls are not acceptable. A clearly visible contrasting colored line, at least four inches wide, is marked on the pool bottom where the slope of the bottom reaches the 5-foot depth point. Safety and Rescue Equipment Force Support activities must supply lifeguards with a whistle, hat, shorts, shirt, and suit. Outdoor lifeguard stands must be equipped with a shade which can be repositioned as the sun moves and guards must be provided sun protection with a factor of at least 30. All swimming pools and actively guarded natural swimming areas must have a first aid kit that includes rescue breathing masks and barriers and latex gloves to prevent transmission of disease. Backboard with arm, torso, and leg straps and head and neck immobilization system is required. One board is present at each pool or natural swimming area where lifeguard or rescue services are provided. Head and neck immobilization system are necessary for each backboard. There are two basic systems available: 57 L6AZW3F171 00AA    Semi-rigid cervical collars in multiple sizes or Adjustable “foam” blocks method. If collars are used, all sizes of the collars are available, and the rescue staff must be properly trained to use them. Lifeguard Stations Each lifeguard station, including guarded natural swimming areas, have a rescue tube, and must be located close to each lifeguard station so the lifeguard can employ them without losing sight of the individual in distress. Rescue boards or open-cockpit kayaks must be available for each station on coastal beaches and for inland beaches if the area may require rescues more than 150 feet from shore. Even if a personal watercraft is available for rescue purposes, a board or kayak must be available for back up. 58 L6AZW3F171 00AA b. Identify basic facts and terms about Lifeguard Requirements. Lifeguard Responsibilities       Enforce healthful and safe pool practices and rules. Hold current lifesaving, first aid, and CPR certifications IAW DAFI 34-101 para. 20.5. When biohazard kit is used or needs replacement, the lifeguards must notify the ODR manager. Perform routine chemical measurements outlined in DAFI 48-114 Complete DAF Form 708 or equivalent as indicated in DAFI 48-114 Table 4.1. Contact Base Civil Engineer and Bio Environmental (BE) immediately when water quality parameters fall outside acceptable ranges. Pool Signs Aquatic warning signs must be prominently posted and easy to read to inform and help protect aquatic patrons. The signs must cover the following areas:     No diving into shallow water. Parents are responsible for watching their young children. No breath holding or prolonged underwater swimming contests. Lastly, other warning signs may be necessary based on the local hazard associated with the aquatic area. 59 L6AZW3F171 00AA c. Identify basic facts and terms about Understanding Water Quality and Monitoring. Water Quality and Monitoring Water for pools, hot tubs, spas, and splash pads should be supplied from approved drinking water sources. The treatment plant manager will ensure the water for these assets are sources appropriately and ensure that the chemical operational parameters are measured IAW DAFI 48-114 Table 4.1. intervals. If corrective actions are required, the treatment plant manager will personally act or inform the activity manager of recommended additional treatments. Chemical parameters are detailed on the Center for Disease Control and Prevention 2023 Annex to the Model Aquatic Health Code, 4th Edition at The MAHC Current Edition | Model Aquatic Health Code | CDC. Steps for Obtaining Water Samples Obtain samples from a location that meets the following:        Sampl

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