SD ASYMCA.final Report Document. All Inclusive With Cover Letter

“SERVING THOSE WHO SERVE AMERICA” &

MAKING A DIFFERENCE IN MILITARY FAMILY LIVES IN SAN DIEGO

Military Family Support Summary and Needs Assessment

Report of Findings 2008

Submitted to:

Paul Steffens

Captain, USN (Ret) Executive Director

ASYMCA 3293 Santo Road

San Diego, CA 92124 858.751.5755

Prepared by:

The Marlin Alliance, Inc

600 Marlin Lane Carlsbad, CA 760.431.8610

www.themarlinalliance.com

Alliance

TheMarlin

Alliance

TheMarlin

SD ASYMCA Family Support Summary and Needs Assessment: Report of Findings

The Marlin Alliance, Inc. Page 2 of 26 www.themarlinalliance.com

Table of Contents

1.0 Overview............................................................................................................. 3 2.0 The Methodology................................................................................................ 5

2.1 Existing Provider Inventory Methodology ..................................................... 5 2.2 Focus Session Methodology ........................................................................... 6 2.3 Survey Design and Methodology.................................................................... 6 2.4 Key Informant Interview Methodology .......................................................... 7

3.0 Data Integration and Analysis............................................................................. 8 3.1 Compilation of Findings and Recommendations............................................ 9 3.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis ......... 9 3.3 Validation of Findings .................................................................................... 9 3.4 Ranking and Categorization of Recommendations....................................... 10

4.0 Data Collection Component Results................................................................. 10 4.1 Focus Session Results ................................................................................... 10 4.2 Junior Enlisted Survey Results ..................................................................... 11 4.3 ASYMCA Key Informant Interview ............................................................ 14

5.0 Findings and Recommendations ....................................................................... 15 5.1 General Findings........................................................................................... 16 5.2 Financial........................................................................................................ 19 5.3 Child Care ..................................................................................................... 20 5.4 Information Dissemination ........................................................................... 22 5.5 Children’s Programs ..................................................................................... 23 5.6 Education ...................................................................................................... 24 5.7 Transportation ............................................................................................... 25

6.0 Summary ....................................................................................................... 26 Appendix A: Listing of ASYMCA Programs Appendix B: Listing of Other Service Providers Appendix C: SWOT Matrix Appendix D: ASYMCA Locations, Staffing and Hours of Operation of Service Addendum I: SD ASYMCA Implementation Initiatives Progress



1.0 Overview The San Diego Armed Services YMCA (“ASYMCA”) conducts over forty programs designed to assist junior enlisted members of the Armed Services and their families. The area of responsibility of the ASYMCA encompasses all military living in San Diego County. While the ASYMCA is confident their current programs are contributing to improved quality of life for military families, they determined there was a need to identify if there were other needs of military families that are not being currently met by the existing programs. Thus, the ASYMCA was awarded a grant from the California Endowment to conduct a Military Family Needs Assessment. The ASYMCA intends to expand their services to military families and to make improvements in the programs and delivery systems for existing programs and services. The ASYMCA contracted with The Marlin Alliance, Inc. to perform a Military Family Support Summary and Needs Assessment to find out exactly what programs the San Diego junior enlisted families are using, what they think of them and what new programs or services they would like to have offered. The scope of this assessment specifically addresses the needs of military families; it does not include the specific needs of a single service member of the military. While this assessment does not directly focus on the single service member, the ASYMCA continues to serve the needs of this population and many of the findings and recommendations in this report impact the military single service member as well as the military family population. A description of the programs presently offered by the ASYMCA is shown on Appendix A, attached. The diagram below reflects the stages of the project, Data Collection, Data Analysis, and Report of Findings and Recommendations.

Figure 1.1 Family Needs Assessment Project Scope

ASYMCA Needs

Assessment

Data Collection

Interviews

GapAnalysis

DataAnalysis

SWOTAnalysis

Findings & Recommendation

San Diego Armed

Services YMCA Report

New Program Creation

Existing Program

Improvements

Survey

Focus Sessions

Provider Inventory



The first phase of this project was to perform a current state assessment (CSA). The CSA is represented by the data collection component of the graphic above. The data gathering included taking an inventory of existing provider offerings, focus sessions with groups of junior enlisted active duty members and their families, a survey of junior enlisted and their families and interviews with Key Informants. The intent of this phase was to gather information from all of the stakeholder groups. The key stakeholder group was the user – the junior enlisted service members and their families stationed in San Diego. Other stakeholders included a variety of service and program providers, command and community leaders, and the ASYMCA staff, volunteers and members. The Existing Provider Inventory task explored the San Diego Community to develop an understanding of the status of health, morale and welfare services and programs available to local families. A list of these providers is shown on Appendix B, attached. A full continuum of service providers, public and private, government and commercial were inventoried within a five mile radius around selected military and commercial housing communities. The intention was to determine whether existing commercial or non-Defense related government programs and services could be of assistance in meeting the growing and evolving needs of military family members assigned to San Diego locations. Focus Sessions were held to gather feedback from junior enlisted active duty members and their families regarding their perceptions of existing program and service support and to get input into what new programs and services are needed. A series of nine focus sessions, with a total of 42 participants, were held at five different locations to meet respondent categories set by the ASYMCA request for proposal. Those respondent categories resulted in sessions specific to each category, to include: 1) Married Active Duty E1-E6; 2) Parents of Children under Seven; 3) Spouses of Active Duty E-1 through E6; 4) Parents of Teens; 5) Parents of Children with Special Needs; and 6) Teens. A recruitment plan was established to ensure the participants in the focus sessions adequately represented the target population for the Military Family Support Summary and Needs Assessment. The targets for this phase of the data gathering activity were junior enlisted and their family members with preference for those who had used as well as those who have a need for the ASYMCA programs and services. Participants were solicited from all branches of the military and across local commands. Surveys were completed on-line and manually by a total of 589 participants. Key Informant Interviews were included as a data gathering component of ASYMCA Family Support and Needs Assessment to gain the provider, community and military leadership perspective concerning the program and service needs of junior enlisted families served by the ASYMCA. A series of nine Key Informant Interviews, with a total of 27 participants, were held with community leaders from healthcare, housing, military, and family and child support groups. A Round Table discussion with eight Ombudsmen and Congresswoman Susan A. Davis, Chairman of the Military Personnel Subcommittee of the House Armed Services Committee, was also attended to gather information important to this report. The Key Informants were chosen with the help of Paul Steffens, ASYMCA Executive Director and Amanda Cross, ASYMCA Clinical Program Director, and Cherrie Barnswell, ASYMCA, Naval Regional Medical Center Program Director. The Marlin Alliance Inc. performed a series of interviews to gather (1) input on physical and mental needs, barriers to existing services, and effective outreach strategies, (2) ideas for potential



collaborative relationships, and (3) suggestions for ASYMCA program improvements or development of new services. The data collected from the Existing Provider Inventory Reviews, Focus Sessions, Junior Enlisted Survey, and Key Informant Interviews were compiled, analyzed and integrated to provide a composite view of the findings and a prioritized list of recommendations. This Report of Findings highlights the compilation of the data gathered from the data collection phase of the project. The following sections of this report explain the methodology of each data gathering component and provide analysis of the consolidation of the data via a SWOT (strengths, weaknesses, opportunities and threats) analysis and summarization of key findings. See Appendix C, attached. A detailed report has been submitted to the ASYMCA for each data gathering component under separate cover.

2.0 The Methodology This section provides an overview of the methodology used for each of the four data gathering components. For more detail regarding these activities, review the individual reports provided for each of the activities summarized in this document. Detailed reports for each data gathering component were submitted to the ASYMCA under separate cover.

2.1 Existing Provider Inventory Methodology The purpose of the Existing Provider Inventory task was to identify current programs within the San Diego community that could provide support to junior enlisted military families to supplement the ASYMCA programs and services. The Marlin Alliance, Inc. employed industry best practice in the design and implementation of this inventory task to ensure accurate information was obtained from community providers. The data collected was representative of the types of services that ASYMCA currently provides to the military community. The review of existing providers for the ASYMCA Family Support Summary and Needs Assessment were categorized into four separate offerings, that reflect services currently provided by the ASYMCA. These were childcare/respite childcare, after school programs for children K-6, counseling both group and individual, and community medical classes. We did not include organized sports for youth or teen programs past 12 years of age. Our rationale was that the target population, junior enlisted families, would infrequently have children over 12 years of age. We also omitted the Holiday Programs, although highly rated, because of their seasonal nature. We also omitted the Hero Program because based on our discussions with school and other program personnel we found it to be unique within the San Diego community and there were no commercial providers with offerings that match the Hero Program. Five housing developments, four military and one commercial, were chosen because of their preponderance of E1-E6 residents. The provider list was compiled using the internet and phone books to identify organizations that provide these services within a five (5) mile radius of the chosen housing developments. The combined geographic areas around the selected housing developments included in this inventory task covered a large portion of San Diego and addressed the largest percentage of the military personnel and their families. Details related to the Provider Inventory were submitted in a report under separate cover.



We developed a standard set of questions for each service surveyed. We conducted an internet search for providers that practice within the geographic boundaries in each of the selected disciplines. A call matrix was developed identifying each of the providers, their contact information, and the services they advertise. This call matrix served as our population baseline. A telephone call was made, a survey conducted or a return call request message left for all providers. Provider information was entered into a central data repository for detailed analysis. These providers can be an integral piece in meeting the needs of military families. Through partnerships with the ASYMCA, they can help bridge gaps between the demand and existing program support for military families.

2.2 Focus Session Methodology Nominal Group Technique (NGT) was utilized to gather suggestions from the participants regarding ways to improve conditions for junior enlisted families in San Diego. NGT encourages independent, creative thinking in a democratic, non threatening environment and resulted in a high response rate and a wide range of responses. The NGT approach included the following steps:

• Wish List. The respondents were asked to create a wish list of the programs and services they thought would alleviate stress for junior enlisted families.

• Silent Listing. In silence each participant created a list of program types and service offerings.

• Recording and Round Robin Sharing. Each participant was asked in turn to share one of their suggestions with the group. Each participant responded in sequence and the sharing and recording continued until all suggestions were recorded and displayed on chart paper around the room.

• Clarification. We took some time to get clarification of responses and to note the trends and patterns.

• Voting. Each respondent was given 100 votes representing money spent on the development of programs for junior enlisted families. They were asked to spend their votes/money the way they would like ASYMCA to resource programs and services for junior enlisted families.

• Review and Ranking. All votes were calculated and totals recorded. Program recommendations were ranked according to the vote totals.

Each session ended with a review of the key suggestions and sharing of reactions to what the group created. Attendees were thanked for their attendance and active participation and the session closed. Session facilitators prepared a report identifying attendees, listing all responses, summarizing votes and establishing rankings. These results were combined with results of the survey and Key Informant Interviews to identify key findings and provide recommendations (see Section 5.0).

2.3 Survey Design and Methodology The survey was designed to gather both user and target population attitudinal information and utilization data regarding the existing services offered and their interest in new program offerings. It was configured to allow a respondent to complete the survey in less than ten minutes. An introductory paragraph described the objective of the survey and the ASYMCA intentions to



provide improved services and programs to the military families. There were seventeen (17) questions in the survey. The initial set of questions (1-3) addressed their utilization of current ASYMCA programs and services. It provided an opportunity to select the programs/services utilized, and the duration and frequency of their utilization. The next set of questions (4-6) provided an opportunity for the respondent to evaluate the services and programs in a quantitative format. These questions listed the programs and services, and provided a scale from 1 to 5 with 5 indicating a rating of “very satisfied” and 1 indicating “very unsatisfied”. The survey also offered an “N/A” response to indicate that this category of service was not applicable to the survey respondent. Question 4 asked for the level of satisfaction; question five provided a list of “characteristics associated with quality programs” and requested ASYMCA program rankings for each characteristic. The sixth question addressed the family and active duty morale and welfare and military readiness contributions of the ASYMCA programs and services. Once again, respondents were asked to what degree (ranking of 1 to 5) they agreed with the statements of support to family and military readiness. The next questions (7-9) were open ended and again addressed the strengths and weaknesses of existing programs and services and requested recommendations that represent opportunities for program enhancements and new program development. Question 10 asked that the respondents compare the ASYMCA services and programs to those offered by other provider organizations. They were provided choices ranging from “much better” to “much worse”. Question 11 was a question to determine future utilization, polling the respondent for whether they would use ASYMCA programs in the future. The response choices ranged from “definitely” to “definitely not”. Question 11 provided the respondent to tell us in their own words “why they would choose not to use ASYMCA programs in the future.” Questions 13 and 14 were similar but asked if they would recommend ASYMCA services to others and if not, why not. The last series of questions (15-17) asked for demographics data of interest to the ASYMCA in evaluating the responses. These questions included: location (military housing or civilian housing); service category (active duty or family member, and rank); service affiliation (Navy, Marines, Army, or Coast Guard). The survey design supported two objectives: 1) to gain feedback on the satisfaction level of existing clients; and 2) to provide awareness of the ASYMCA to those who were unfamiliar with the services and programs available to them. The results for each survey question were combined and tabulated. These results were then combined with results of the focus sessions and Key Informant Interviews to identify key findings and provide recommendations (see Section 5.0).

2.4 Key Informant Interview Methodology Key Informants were selected based on their role in support of junior enlisted military families. These individuals provide services to the families. They are also familiar with the ASYMCA programs and services. In addition to the individuals recommended by ASYMCA management, referrals were made by the Key Informants to other providers they felt would have valuable input to this summary and assessment. Participants included Congresswoman Susan A. Davis, and staff from the Fleet and Family Support Center, Family Advocacy, Medical Center , Lincoln Military Housing, County Social Services, and a group of eight Ombudsmen.



A questionnaire was developed as a guide to the key performance interviews. The questionnaire was followed closely to allow for a better comparison of answers. The interview questionnaire included several sections. A general information section was included to record the date, identify the interviewer and recorder, and identify the Key Informant and his or her position. The Key Informant was then asked to describe his/her role in relations to the ASYMCA and the junior enlisted family support summary and needs assessment. They were asked to identify other organizations they interface with in the performance of services to the junior enlisted. The information on other organizations will be used to expand the existing provider inventory and introduce additional potential provider partnerships. The next section, questions 1 through 5, asked for their perceptions regarding the following topics: the challenges junior enlisted families face at this time and place; what existing programs and organizations provide services that alleviate the challenges; and then they were asked to evaluate those services. First they were asked to describe the strengths of the programs and services offered. Then they were asked to describe the weaknesses or limitations of these programs/ services and the opportunities to address the weaknesses and limitations identified. Key Informants were coached to consider accessibility, affordability, and the convenience of these programs and services. The next section, questions 6 to 11, referred to responses from the junior enlisted (survey and focus session data). The Key Informants were invited to share their perceptions of some of the key concerns of the junior enlisted. The areas discussed included: child care, financial, information dissemination, developmental and recreational programs for kids, deployment support and legislative issues. In each instance the Key Informants were free to comment on the validity of the issue, to expand on the dynamics of the problem from their perspective and to suggest root causes and possible solutions to the problems. In the final section, questions 12 to 14, were wrap up questions. Question 12 asked what the Key Informant thought the survey and focus session participants missed that they were aware of as a problem. Question 13 asked them to share any new services or programs or improvements to existing services and programs that they knew about and that may not be common knowledge. Question 14 requested that they imagine that they were King or Queen for a day and to share what ONE thing they would do for the Junior Enlisted if money were no problem. The results of each interview were assessed, and all common themes and needs identified. These results were then combined with those of the focus sessions and survey to identify key findings and provide recommendations (see Section 5.0).

3.0 Data Integration and Analysis The data collected from the four component areas was compiled and analyzed to identify trends and to assist in prioritization of the needs of the ASYMCA military families. A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis was completed to identify key internal and external factors influencing the service and program outcomes. These factors were considered in the development of recommendations to improve existing programs and delivery systems and to expand ASYMCA services as needed.



3.1 Compilation of Findings and Recommendations The analysis process includes combining the results of the various data gathering activities in a single spreadsheet. This spreadsheet also provides for the integration of the data categorizing the findings and recommendations by key categories or service areas. These areas were identified early in the project during the Junior Enlisted Focus Sessions. The focus session participants provided their priority service needs. Survey results confirmed these priorities. Key Informant Interviews validated them and added a couple of additional areas for consideration: transportation, education and special needs programs. The paragraphs below describe the process we have followed in collaboration with the ASYMCA and other Program Providers and Community and Command Leaders. This report reflects a vision, strategy and plan of action for the ASYMCA and its community and industry partners to enhance support to our local military families.

3.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Each finding is assessed as a strength, weakness, opportunity or potential threat. The intention is to leverage strengths in advertising, marketing and distribution of programs across the San Diego military community. Weaknesses represent areas for improvement; and where there are weaknesses defined, we look for opportunities to shore up the weaknesses. Environmental or cultural conditions that negatively impact the health and well being of junior enlisted military families were identified as threats. These threats represent barriers to success. Design of solutions, programs and plans of action for improvement and/or addition of new programs will need to address weaknesses and overcome or work around the threats. See Appendix C, attached.

3.3 Validation of Findings Each finding was reviewed in the context of the overall data gathering activity. Survey findings were compared to focus session results. The Key Informant Interviews initiate the professional validation of the findings. Key Informants were asked about the findings of the focus session and survey. Based on their experience in serving the junior enlisted active duty and their family members, these service providers and program managers provided insight into the scope of the issues and illuminated some of the underlying dynamics of the problems facing young military families in San Diego. The Key Informants provided insight into the complexities of the situation in providing services to this population. For example, they believe with a population so young and separated from their extended family and other long term support systems, education is key to addressing their problems. At the same time, classes and training programs/events suffer from underutilization. A draft report of findings and recommendations from the assessment was provided to the ASYMCA program managers and provider staff. Their insights and response to the findings have been incorporated in this final report.



3.4 Ranking and Categorization of Recommendations Based on the feedback from the validation sessions, an inventory of recommendations will be drafted. These recommendations will include ways to improve existing programs, create new program and services, and to overcome environmental and cultural threats. This inventory of potential action plan features will be divided into major program/service areas of interest to the junior enlisted military families. A workgroup made up of ASYMCA program managers and other designated provider organizations will be invited to provide further analysis of the recommendations. They will be asked to assign a weight to each suggestion based on a number of indicators. These indicators will include: potential value (positive impact), probability of success, feasibility, estimated cost, and time to implement. They will be asked to identify the organization chiefly responsible for the action and other organizations in a support role. This workgroup facilitated discussion will identify constraints that represent risk and related mitigating strategies and solutions. The outcome of this activity will be a more realistic perspective on how the ASYMCA can provide the most “bang for the buck” for military families. Facilitated sessions will be held with a task force of volunteers and designated key service provider personnel invited to review the suggestions and to develop a vision, strategy, initiatives, and related action plans.

4.0 Data Collection Component Results This section provides highlights of the results of each data gathering effort; focus session, survey and Key Informant Interviews. It provides a summary of what was important to the groups that provided data responses in each of these efforts.

4.1 Focus Session Results The focus sessions provided first hand information on what it is like for the young junior enlisted active duty and family members to live in a high cost area like San Diego without frequent access and support from their extended families and life long friends. We discovered that for many it was their first experience of being away from home. Many of the families have one or more children and several were single parents. They expressed a desire to provide the “American Way” of life for their children; good food to eat, healthy physical and social activities to develop their skills and interests, good schools, and family outings and recreation. Their specific requests included the following needs which became the key categories for the remainder of our data gathering effort. These categories are introduced briefly below and are discussed in more detail in the Section 5 Findings and Recommendations of this report. The detailed Focus Session Report is provided under separate cover. 4.1.1 Financial Support Programs Financial support needs include but are not limited to education on budgeting and managing money. Some would like access to federal programs for low income families. Many of the junior enlisted qualify for food stamps and Women Infants and Children (WIC) supplements. WIC



provides Federal grants to States for supplemental foods, health care referrals, and nutrition education for low income pregnant, breastfeeding and non-breastfeeding postpartum women, and to infants and children up to age five who are found to be at nutritional risk. WIC is more accessible than food stamps, however, benefits stop once a child reaches the age of five. Also, many are frustrated when they find that their Basic Allowance for Housing allotment is counted as income and that it puts them out of range for some of these programs. The high cost of living in San Diego and frequent and long deployments exacerbate financial problems. 4.1.2 Child Care The lack of accessible and affordable child care is a pervasive concern for military families with small children. Infant and toddler care, emergency care, and hourly (drop-in) care are especially difficult to find. The costs of going to an outside provider are prohibitive and infant and hourly care is difficult to find at any price. 4.1.3 Information Dissemination Access to accurate, timely information on programs and events of interest to military families is lacking. Much of the dissatisfaction can be attributed to military commands relying on the active duty spouses to relay information to their families. In general, junior enlisted military families are unaware of the programs and services available to them. 4.1.4 Morale and Recreation Junior enlisted families want organized, developmental programs for their children. They need to be affordable, convenient, and accessible. Programs within the housing communities are preferred for those residing in military family housing. Families who live in the civilian communities would like assistance in finding programs to benefit their children, such as boys and girls clubs, and school districts that provide free extracurricular programs. One of the key take-aways for the ASYMCA facilitators was the amazement expressed by the focus session participants when they realized all of the wonderful existing programs the ASYMCA offers. One of the benefits of this activity was that it raised the awareness of ASYMCA programs for this group of military families.

4.2 Junior Enlisted Survey Results An online version of the ASYMCA Military Family Support Summary and Needs Assessment Survey was posted on the ASYMCA website for three months. It was also distributed through email by ASYMCA Program Managers, and manually distributed at a variety of ASYMCA and command events. As is commensurate with the scope of this assessment, distribution of the survey focused on the population of junior enlisted families, not the single service member. The findings of the survey were very closely aligned to the focus session findings. There were 589 participants. The detailed Survey Report is provided under separate cover. 4.2.1 Ratings of Satisfaction with Existing Programs and Services. Across the board, the services and programs offered by the ASYMCA (see Appendix A) were rated very highly. Instead of following a normal distribution of ratings (Bell Curve), the graphical representation of survey ratings shows a steep incline with only 4% of the respondents dissatisfied; 22% neutral; 23 % satisfied and 51% very satisfied. So as an aggregate, 74% of the respondents were either satisfied or very satisfied with the services of the ASYMCA.



The satisfaction ratings related to the individual existing programs showed similar results. Starting from the highest rated to lowest rated programs, individual results were: both Holiday Programs and Kid Comfort 83% satisfied or very satisfied, Welcome Home 78%, and Out and About 77%, In Home Counseling 76%, Mom and Tots 75%, Operation Hero 71%, Family Literacy 70%, Medical Hold and After School 69%, Emergency Food Program 68%, Respite Care and Medical Center Classes 65%. These ratings combined the satisfied with the very satisfied; but the same two programs led in the very satisfied category: Operation Kid Comfort 64% and Holiday Programs 63%. Again all programs far exceeded the normal distribution for scores and the staff of the ASYMCA can be proud of these results. Table 4.2.1 ASYMCA Program Survey Results, below, shows the utilization rate for programs and highlights satisfaction ratings for the individual programs. Ratings for Unsatisfied and Very Unsatisfied were combined. Program Utilization V Satisfied Satisfied Neutral Unsatisfied Mom &Tots 26% 51% 24% 21% 4% After School 24% 42% 27% 25% 6% Kid Comfort 18% 64% 19% 14% 3% Welcome Home 16% 50% 28% 20% 2% Counseling 13% 46% 30% 21% 3% Emergency Food

13% 46% 22% 28% 4%

Out & About 10% 56% 21% 20% 3% Respite CC 9% 44% 21% 30% 5% Family Literacy 9% 48% 22% 27% 3% Holiday Programs

8% 63% 20% 12% 5%

Operation Hero 6% 45% 26% 25% 4% Medical Classes 6% 41% 24% 32% 3% Medical Hold 5% 50% 19% 26% 5%

Table 4.2.1 ASYMCA Program Survey Results It should be noted the programs that received the rave reviews are the high visibility “give away” programs. The huge success of these programs serves to bring attention to the full slate of ASYMCA offerings and all programs benefit by the reputation of the ASYMCA as the “caring, dedicated” organization that it is. Every opportunity should be used during these “photo ops” to focus credit on the full scope of services provided by the ASYMCA. These professional “social services” programs are behind the scenes saving lives and providing private and convenient counseling environments to rebuild people and strengthen the military family. Better community visibility would increase the benefits of their wonderful work. 4.2.2 Characteristics of ASYMCA Programs and Services. Survey respondents were asked to rate existing programs and services by the following characteristics: Quality of Service, Access to Service, Professionalism, Sensitivity of the Service Provided, Confidentiality of the Service, Timeliness of the Service, Convenience of Location and Adequacy of Hours of Service. The location of services, staffing and hours of operation are shown on Appendix D, attached.



In the aggregate, 85% of the users who responded to this question were either satisfied or very satisfied, with the preponderance of them (60%) being very satisfied. Only 3% were either unsatisfied or very unsatisfied. The individual characteristic ratings are provided at Table 4.2.2 ASYMCA Program Ratings by Characteristics. Characteristic V Satisfied Satisfied Neutral Unsatisfied Quality 63% 26% 10% 1% Access 54% 24% 15% 7% Professionalism 62% 24% 12% 2% Sensitivity 61% 26% 12% 1% Confidentiality 64% 24% 11% 1% Timeliness 57% 27% 12% 4 % Convenience 57% 23% 13% 7% Adequacy of Hours

54% 29% 12% 5%

Table 4.2.2 ASYMCA Program Ratings by Characteristic

Again, the ratings are favorable; however, note that Access to Service, Timeliness, and Convenience of Service Locations and Adequacy of hours show lower scores and a higher level of dissatisfaction. These findings of limited access and availability are validated by our focus session responses and Key Informant Interviews. An open ended survey question asked, “What do you like best about the San Diego ASYMCA Programs and Services”. The responses align with the program characteristic ratings in Table 4.2.2 above. Sensitivity, supportive staff, quality programs led the list. When asked, “What do you dislike about the San Diego Armed Services YMCA Programs and Services?”, the most frequent responses related to “inconvenience of location/hours; lack of programs for disabled, teens, infants, tots and preschool ages; and the need for better communication.” Again these survey responses were validated by focus session feedback and Key Informant Interviews. 4.2.3 Benefits of ASYMCA Program. The value of the existing programs and their impact on military readiness and quality of life for military families was confirmed in the responses to the survey. Respondents were asked to choose their level of agreement with benefit statements. The Table below, Table 4.2.3 ASYMCA Benefit Statement Ratings, provides the responses to these statements. The overall average percentage for these responses show that 46% strongly agree with the statements, 26% agree, 24% hold a neutral opinion, and an average of 4% disagree or strongly disagree with these statements. Once again nearly three-fourths of the responses were in agreement with the statements.

Program Support Strongly Agree Agree Neutral DisagreeMilitary Readiness 46% 28% 22% 4% Fill Quality of Life Gap 41% 29% 24% 6% Morale Builder for Active Duty Member 46% 24% 25% 5% Shows Support for Military Families 53% 22% 21% 4% Makes Relocation Easier 41% 25% 28% 6% Supports Families in Crisis 44% 25% 27% 4% Softens Hardship of Deployment 46% 25% 24% 5%

Table 4.2.3 ASYMCA Benefit Statements Level of Agreement



The statements receiving the most positive responses had to do with military readiness, building the morale of the active duty member, softening the hardship of deployment and showing community support for military families. These are important messages and it seems the ASYMCA is helping to deliver these messages in a very effective way. Potential areas for improvement include: making relocation easier, filling “Quality of Life” gaps, and supporting families in crisis. Section 5, Findings and Recommendations of this report address these concerns.

4.3 ASYMCA Key Informant Interview The Key Informant Interviews were the last of the series of data gathering activities undertaken for this military family needs assessment. The intention was to obtain a professional perspective on the conditions described during the focus sessions, and in the survey results. These professional providers viewed the personal experiences of the respondents from a broader perspective. They relate the same situations that cause stress for the individual as key contributors to community wide problems. The incidences of violence, child and spouse abuse, drug and alcohol abuse, and clinical depression are seen as a persistent and growing problem for the military family. As deployments become more frequent and longer, these conditions worsen. They identified Individual Augmentation (IA) as the latest condition to escalate the stress level for military families. The Key Informants were most helpful in giving shape to the threats to be faced and the barriers to overcome in meeting the needs of the junior enlisted. They also identified the connection between problems and the root causes, which were not clearly evident in the individual accounts of the junior enlisted. In many ways, the Key Informants served as the advocates for the victim, shining the light on the shadows that those experiencing the darkness could not name. They were able to provide valuable insight to the systemic needs to overcome problems. The detailed Key Informant Interview Report is provided under separate cover. Cultural Stigma. The Key Informants agreed with the observations of the earlier participants in the support summary and needs assessment. They see evidence of the challenge for junior enlisted families to make ends meet on low incomes in a high cost of living area. They also deal with very young men and women making “rookie errors” without the familiar support systems nearby. They make these mistakes in a culture with traditionally a less than sympathetic attitude to personal problems. The junior enlisted perception of the military and their “buck up” attitude and “competitive” atmosphere is one of the threats to the success of many of the programs, such as the education and counseling programs they provide. There is a perceived stigma in asking for help because of potential negative impact to their careers. Conflicting Jurisdiction / Legislative Issues. Another cultural threat to getting young families the educational and counseling support is the overlap of jurisdictions. The military resides in a State but is a federal entity and is bound by federal law. This can cause issues with state and local governments. This shows up as variations in the requirements for treatment and provision of services. Some local/state requirements are arbitrary, but they are law. The active duty member who is charged with child or spouse abuse is required by the state to complete 52 weeks of treatment. The military (Family Advocacy Program) requires they attend 16 weeks of treatment. During wartime operations tempo, even 16 contiguous weeks of treatment is difficult.



Special Needs Programs. Health care providers are seeing an increase in special needs children. Conditions such as Autism, Aspergers (ADHD), Rheumatoid Arthritis, and Dyslexia are being seen more frequently. This trend is not unique to the military; however, the life style of the military, frequent moves and separation from familiar surroundings and extended family, provide an additional challenge to parents experiencing these conditions with their children. Many young parents may not even recognize the symptoms and treat the situation as a discipline problem. Life Skills Training and Support with Concrete Needs. Many of these young service members and their families do not have solid basic living skills. They need training on how to manage a family and maintain a safe, clean, healthy home. Many come from homes that were disadvantaged and unhealthy. They have not had effective role models during childhood. Spouses need help with concrete things, such as babysitting, transportation and food shopping, especially during deployment. Single parents need help with these things throughout their service term. Money Management / Financial Planning. Another threat that is external but pervades military communities is the predatory lenders. Junior enlisted families try to do what they think is the responsible thing and end up in being caught up in scams. They are inexperienced in managing money and financial planning for their families. Transportation. Lack of convenient, affordable, dependable transportation was identified as an underlying cause of the many problems junior enlisted families face. There is a connection between the lack of transportation and the need for child care that affects the spouse’s opportunity to work outside the home, run simple errands, or get to appointments. A shuttle or valet service would pay high dividends in the overall improvement in morale and welfare of the junior enlisted families.

5.0 Findings and Recommendations The results of the data gathering showed that the ASYMCA is highly regarded by its users and the community it supports. There are many positive assessments reflected in the focus sessions, surveys and Key Informant Interviews. The survey results alone represent the opinions and experiences of 589 respondents. The focus session inputs were obtained through face to face, small group brainstorming sessions. Nine sessions were held in all with 42 participants. Nine Key Informant Interviews were held with a total of 27 participants to include Congresswoman Susan A. Davis, and staff from Fleet and Family Support Center, Family Advocacy, Medical Center staff, Lincoln Military Housing, County Social Services, and a group of eight Ombudsmen. In all we gathered information from over 650 individuals. In addition, in an effort to gather inventory on existing commercial providers in the private sector we spoke to providers at 126 child care centers; 22 medical centers, 26 before and after school programs, and 68 counselors. We performed interviews to determine availability and access to programs, current service to military families, the existence of wait lists, access to transportation, military discounting policies and the language capabilities of staff. While the ratings were very good, overall, the purpose of this assessment was to identify areas of weakness and opportunities to improve existing programs and identify additional program and service needs of the military families. Thus, the majority of the findings in this report indicate



areas of opportunity for improvement and growth. It should be noted that the findings addressed the complete universe of needs as described by all participants across the four data gathering methods and modalities. They are assimilated into the following categories: General, Financial, Child Care, Information Dissemination, Children’s Programs, Education, and Transportation.

5.1 General Findings The general findings in this section highlight a variety of issues that were raised to awareness during all components of the data gathering. Each finding is followed by recommendations. 5.1.1 Strong Reputation of the ASYMCA Program Staff. The ASYMCA has a strong reputation with both client base and other military service/program providers. This became evident during the course of the focus sessions and Key Informant Interviews. It was validated in the 589 responses to the survey.

Recommendation: Leverage ASYMCA as “Trusted Steward”. A common refrain throughout the data gathering activity was the positive feedback on the ASYMCA as a trusted agent for managing and acquiring resources to support program/service needs of the military community. The honesty, commitment, and professionalism of the management and service associates of the ASYMCA received kudos consistently from the respondents to the assessment. Because it is often difficult for military commands to accept monetary donations directly from the public who wish to support military families; the ASYMCA can serve as an agent managing and providing oversight of the use of monetary gifts and donations. Recommendation: Leverage Success and Reputation of ASYMCA. Develop public awareness and education program to cross market social services programs to the junior enlisted families. Utilize the focus from the “freebies and give-aways” to educate the population of the in-home counseling and therapy programs provided by the ASYMCA and partner providers. This reputation will assist the ASYMCA and the military families they serve in negotiating partnerships and obtaining funding and other resources for the improvement of programs and the development of new services and programs.

5.1.2 Low Awareness of ASYMCA Programs and Services among Target Population. One of the key findings of the family needs assessment was that there is a low percentage of the target market, junior enlisted and their family members, who were aware of the services of the ASYMCA. The focus sessions provided us with an early indication that a large portion of the junior enlisted family population was not aware of the ASYMCA programs and services. The responses to the survey allow us to quantify that perception. Of the 589 respondents to the survey who were junior enlisted or junior enlisted family members, approximately 52% indicated they had not used ASYMCA services in San Diego. A frequent response from the survey and focus sessions was that they had no previous knowledge of the ASYMCA. This is the main reason given for lack of utilization of programs and services.

Recommendation: Improve Delivery Model of Launching an Awareness Campaign. The awareness campaign should feature existing programs, highlighting improvements, as well as new programs or services established as a result of this initiative. The awareness campaign should be designed to inform commands, families, other military and civilian/commercial program providers of the vision, mission and objectives of the ASYMCA, their program offerings, highlight the strengths of these programs and



identify opportunities for involvement. The awareness campaign should create a positive message of support for young families that are separated from their extended families and bearing the brunt of the country at war. It should describe how active duty and their families can avail themselves of the services, making it as easy as one call or one visit to the Website.

5.1.3 Programs and Services Meet Only a Fraction of the Total Needs of the Military Family Community in San Diego. The fact that people are unaware of ASYMCA and other provider services indicates that the existing level of service is not addressing the full community need for service.

Recommendation: Quantify the “Real” Demand for Services. To serve the physical and mental health needs of the military junior enlisted and their families, the ASYMCA and other program provider staff, and the commands need to understand the market demand. While the ASYMCA and military family and community services programs may track the number of families/individuals served, the numbers are not tracked against an estimate of the full requirement for services. Program expansion and improvements require some estimation of what the “real” requirement is for the various services offered by the ASYMCA. An early indicator of the need vs. the current utilization of programs can be obtained by analyzing the survey population and their responses. Based on these findings and further analysis provided in the individual reports, a conservative estimate of demand for services is at least double that currently served. Recommendation: Develop Programs and Services to Meet Demand. Once the demand for services is quantified and documented, community and command priorities and user preferences can be analyzed. Then limited resources can be applied, partnerships developed, strategies defined and plans of action put in place to tailor existing services to provide optimum response to needs. New programs and services can be developed that provide solutions to critical gaps in services. Some of the program improvements, expansions and solution development can be done in parallel with the study of demand because the gap is wide and the direction clear for initiating actions.

5.1.4 Inconvenient Location of Services / Hours of Operation. Survey respondents identified inconvenient hours and locations to be key reasons why they do not or would not use the ASYMCA services. Military sponsored programs are often on military installations. In most cases housing is not provided on base. Lincoln Military Housing offers programs and services or hosts them for residents of their community. ASYMCA offers services at their office or these locations, in homes of service recipients, and on the Lincoln Military Housing communities and the co-located facilities such as churches. This has resulted in sporadic coverage of target populations especially those not living on military installations or military communities.

Recommendation: Establish Distributed ASYMCA Program Facilities. Expand locations to include satellite facilities to provide services where the families live. Most of the junior enlisted families have one car at most; frequently those in need of ASYMCA services have one or more small children. Under normal circumstances, let alone a crisis situation, the concept of driving any great distance for a program or service may be more distressing than the life dynamics creating the need for service. The ASYMCA provides many services and programs of the highest quality. However, these services and programs are not convenient to many of the families that need them most. It is also difficult for social services staff to understand the dynamics of families in crisis in a location without having daily or at least frequent interaction within the locale. Services



that are offered infrequently are inadequate to meet the needs of the junior enlisted family members who lack the resources to provide for their children and themselves.

Recommendation: Expand the Hours of Operation to Meet Military Family Schedules and Preferences. Features of the improved and new services should include features that allow for extended hours of service to include after duty hours and Saturday offerings. Expanding the hours of operation is an economical way to serve more clients without increasing firm overhead costs. It may also be convenient to staff who have children at home or who have a preference for extended day or week hours. We are aware that in many cases providers accommodate their clients based on the situation, but this recommendation goes beyond the exceptional care and suggests that advertising and scheduling programs after hours will build utilization and improve the perception of services provided.

5.1.5 Junior Enlisted Families Not Receiving Adequate First Responder Assistance. This finding addresses the difficulty junior enlisted and their families have in obtaining the assistance they need particularly in times of crisis. This issue came up during the focus sessions, and also was reinforced during the Key Informant Interviews. In many cases, responding to a call for help results in a referral to another agency or service provider. Some family members and active duty perceived this service as “passing the buck” or being “given the run around”. The service providers who were on the receiving end of the referral calls also described the frustration of callers who were overwhelmed with their situations and incapable of running the gauntlet much less advocating for themselves.

Recommendation: Develop Improved First Responder Training to Improve Customer Service, Handling of Crisis Situations. Procedures and training for staff members for all mental health, clinical and social services, to include child care should encourage “hand holding” of callers. This involves making sure they fully understand the caller’s need, the criticality of their need, and the emotional state of the individual requesting assistance. All first line responders should be trained to evaluate the “mental and emotional state” of the individual and be prepared, when necessary, to handle the situation end-to-end for the caller.

Recommendation: Establish a “Screening Process”. One way of assuring the best use of limited resources, without allowing clients to drop through the safety net of services, is to categorize each contact with a client. Each interaction in person, online, or over the telephone could be evaluated by the urgency of the need, the ability of the caller/client to perform follow up based on guidance provided (telephone numbers, web sites). This classification would determine the level of hand holding for the responder. The objective would be to ensure that the client/caller receives support until he or she is confident of their ability to access the service required. The caller should be given the respondents name and contact information in case additional help is required. At New Parent Support, Marine Corps Community Services Department, there is a “family needs” screener who identifies the request for visits at three levels.

• Level 1 – Does not get a home visit – these people are referred out. • Level 2 – At risk, the person indicates they are not able to handle their situation. • Level 3 - Confirmed incident of violence, child abuse.

Each level requires a different response.



5.2 Financial There are many struggles by the junior enlisted families that tie to finances. This provides a number of opportunities for assistance to ensure these families are properly supported; their children are properly nourished, the families can live a traditional American life style, and stresses that are tied to financial worries are reduced if not alleviated. 5.2.1 Many Junior Enlisted Families Live Below Poverty Level. Based on a recent San Diego Union Tribune article, San Diego serves only 27% of its population eligible for food stamps. This article also stated that San Diego ranked lowest in utilization of food stamps among metropolitan areas in the nation. This means that San Diego has a very large population below poverty level in need of food stamps, yet San Diego struggles with proper utilization of food stamps. This finding is relevant because this population includes many of the junior enlisted military families. These families struggle to pay for rent, food, gas, furniture, home and car maintenance that provide the basic necessities of life.

Recommendation: Leverage existing Public Assistance and Provide Additional Support for this Group via Voucher Programs. The population and specific financial needs for this group should be quantified. Required programs should be identified and matched to the population that needs the assistance. Ensure existing public assistance, food stamps, WIC, Head Start, etc. is leveraged and the needy families are aware of them.

5.2.2 Junior Enlisted Families Need Food Stamps/Public Assistance to Provide Basic Nourishment for their Families. The inability of families to provide proper nutrition for their children is a multi-prong threat. Nutrition is necessary to build strong minds and bodies. Lack of the proper nutrition during the early childhood and beyond could result in learning disabilities, social and personal problems. An investment in the nutrition of our children today is an investment in the future of our country.

Recommendation: Leverage Existing Sources of Food for Families The ASYMCA can play a variety of roles in solving this problem for junior enlisted military families. A key role is to connect people with needs to the people or organizations that want to be of service to them. A matchmaker role could reap high benefits. Examples of such programs include the “Share Program” (provides a family of four basic foods for a week for $20); Military Outreach Ministry (MOM) program provides free food to those in need.

5.2.3 Federal and State Legislation Limits Providing Needed Support. There are federal and state programs that provide support to military families in need; however, there are roadblocks within the legislation that can be prohibitive to meeting the needs of these families.

For example, families suffer from loss of WIC support when children surpass five years of age. Nutrition is critical for growing children. While WIC provides basic food supplements for infants and children up to five years of age, the support is eliminated when children reach their sixth birthday. This causes an unwelcome increase in food budgets for junior enlisted and often results in children not receiving all the nutrients they need for healthy growth and development. The Basic Allowance for Housing (BAH) received by the enlisted is included as income, which in many cases, disqualifies them for food or other low income programs. The BAH takes the cost of living of the area into account, thus, there is an even bigger hit to junior enlisted families in San



Diego. Many families are forced by circumstances to choose to live in substandard, non-military housing in order to retain cash for basic needs versus taking advantage of new, community housing.

Recommendation: Develop a Supplemental Food Program for Junior Enlisted Families without Limitations Based on the Ages of Children. There are two possible approaches to this issue: 1) negotiate a waiver agreement with WIC for children of junior enlisted military families; 2) set up a supplemental program to operate in parallel with WIC to provide continued nutrition support for children beyond the age of five. Recommendation: Lobby to Extend Qualifications or Increase Accessibility for Discounts for Military Families. Qualification requirements that limit the needs being met of military families should be reviewed. Considerations for extended qualification should be given to families in need, particularly during periods of extended deployment and separation from active duty family members.

5.2.4 Lack of Money Management / Financial Planning Training. Due to age and lack of experience, there is often poor management of money by the junior enlisted that impedes their families. They are also away from their extended families, so they do not receive guidance from them. Simple training on money management and financial planning would help them see a future for themselves and how to successfully get to that future.

Recommendation: Provide Money Management / Financial Planning Training Courses. Provide education on money management and financial planning to junior enlisted and their spouses. Training should be delivered in positive, attractive way to draw attendance to sessions. Consideration should be given by the military to include this type of training to the junior enlisted while they are in “Boot Camp”. Providing them with financial management skills to support their families will also increase their level of success in their military careers. This is discussed further in Section 5.6, Education.

5.3 Child Care The need for additional child care surfaced with all of the data gathering activities. Affordable, accessible, developmental child care would alleviate many of the problems we have identified. All parents need “respite child care”. Under normal circumstances this support is provided by the spouse, grandma, or a trusted friend of the family. Single parent families and families with one parent deployed are limited in the personal resources available to them. Children need opportunities to interact with their peers in organized, supervised settings to encourage the development of social skills. Low income families may need to add the income of the spouse to make ends meet. Some spouses are career oriented and require child care to stay on their career path. This section explores the issues associated with child care and provides some recommendations for consideration in developing programs and services. 5.3.1 The Lack of Adequate, Affordable and Accessible Child Care. The inability of junior enlisted families to find child care is a major contributor to dissatisfaction and an underlying cause or contributor to financial, social, and morale problems. Young families typically rely on their extended families and established relationships to help them raise their children. Military families do not enjoy the luxury of being able to tap into this natural resource. Neither do they have long term established relationships to rely on in response to emergency situations or personal crisis.



Recommendation: Foster the Creation of Child Care Programs. Affordable, accessible child care is the category of service that would have the highest and most positive impact on the life of junior enlisted families in the San Diego area. Occasional “drop-in” care and infant programs are the two most critical needs identified during the needs assessment. Many junior enlisted families are unaware that the military runs a Child Development Program. However, the fact that the focus of the services offered by the military are for full day care in support of single and dual military parents during normal duty hours makes the lack of awareness a mute point. There are waiting lists for most programs, and there are very few slots for infants and toddlers. While there is some drop-in care, it is insignificant in comparison to the need. Recommendation: Establish a “Drop-In Center” at all Lincoln Military Housing Communities or adjacent to the communities. Co-location of drop-in centers near shuttle stops (see 5.7.1 Transportation, shuttle recommendation) would further enhance their attractiveness to the military families. Another feature that would add to the value of the Drop-In Centers is to make them available to all families to include those not living in military housing. Also allow family members access to any center that has availability and that meets their needs. For example, while a family may live in housing at Sera Mesa, the spouse may work closer to NTC housing. Co-locating shuttle services and child care again will amplify the benefits to users. Recommendation: Consider Cooperative/Volunteer Delivery Models. Consider applying a cooperative component to the Drop-In Center. This would allow family members to trade services and would reduce the cost of the service. Also consider integrating a formal volunteer staffing component to tap into the goodwill and talents of retired and family members without children, who would find this an attractive means of gaining experience or simply giving back to the community. Many ASYMCA and Family and Community Services representatives see a volunteer operation as too complex, unmanageable and risky. At the same time, these programs have been in existence for decades, maybe centuries, and the military has relied on the volunteer efforts of their family members when there were unmet needs. Military family members have benefited from experience creating and managing these volunteer organizations and are highly skilled in this area. Some program managers may see this as a movement backwards. However, volunteers ran many of these programs before Non-Appropriated and Appropriated funding became available. More importantly, the government funded military child care programs, while exemplary, are not resourced adequately in today’s environment to meet more than a small fraction of the needs of military families. Recommendation: Establish Infant Programs. This population is the least served in the constellation of family members. The reason is clear, it is expensive, there is high risk associated with care for infants (i.e. Sudden Infant Death Syndrome), and the regulations federal and state are strict. This is not a profitable offering in most cases. Infant care is not a lucrative business undertaking, still people do it because they love babies, and it does provide some income. Family day care (child care services offered in the private homes of trained providers) is often recommended as the most appropriate model of care for infants, in part because it limits exposure to a small number of people (the caregiver, her family and a two or three additional babies) and the ability to give one-on-one attention to the child. The federal and state requirement for child-to- provider ratio for infants is onerous in a day care



setting. Unlike programs for other age groups, commercial options are not available either. Typically locals are able to find child care for their infants with neighbors, nuclear or extended family members. Still infant care is in demand throughout San Diego. We recommend the Region Southwest and other Commands get involved in raising awareness of this problem and to encourage military family members to become a part of the solution. Workshops describing the benefits as well as the requirements for establishing a home day care business should be included in the content. Encouraging this as a cottage industry of the socially conscious may generate services to fill this gap. If the commands strongly publicized this option, it is likely that more families would provide family day care. The focus of the campaign should be on quality infant care in the home. The ASYMCA and the Fleet and Family Services Child Development Services staff could provide training and support this initiative. Fleet and Family Support Center program spokesperson indicated that care for children under 3 is currently supplemented. A close partnership between military command, military program staff and ASYMCA may be essential to meet this requirement, but that it is a high impact, high benefit initiative. Recommendation: Make Child Care Affordable: Multiple Child Rates. Offering a reduced rate for 2nd, 3rd, and 4th children is a common practice in commercial child care settings. The military does not offer this rate feature.

5.4 Information Dissemination Getting the right pertinent information to the person who needs it at the right time is the challenge that this category addresses. The ASYMCA has many initiatives in place to advertise the programs, events, and offerings to the military families and commands. The challenge is to get the information to the spouses and family members and to provide the support required to ensure their participation. 5.4.1 Lack of Access to Program Information. Communication regarding services/programs is not being effectively disseminated. This is an issue that plagues not only the ASYMCA but the military sponsored program managers as well. There has been a significant effort to get the message out via command briefings, ombudsmen, community newsletters, flyers and referrals between organizations. However, junior enlisted active duty and family member utilization of critical services and programs has not been optimized. A new, innovative campaign and advertising approach is needed to increase utilization of programs to treat family problems and to prevent crisis situations before they develop.

Recommendation: Command Web Site with Flash Announcement, Email Announcements to Registered Users. Borrow from industry best practice to leverage technology and innovations in the creation of a solution to this problem area. The “Travel Zoo” model is an example of a technology that could be applied to allow enrolled active duty and family members to get information on a weekly basis. The weekly email could highlight various topics “events and services” and provide a link to provide access to more information. Flash messages could be sent out for “spur of the moment” opportunities. Again, technology like Southwest Airlines “Ding” could alert enrollees of late breaking information. This requires that junior enlisted participants understand the



value of “enrolling” for the notifications. It presumes general access to email/internet for family members. A manual solution may be required in parallel to get a technology based solution launched. The parallel solution is described below. Recommendation: Defined Networks with Key Contacts Assigned. Each unit, as defined by a task force, would have a “key contact” assigned to encourage enrollment and monitor the site and to notify family members within the unit of advertised opportunities. A two step implementation might be advisable where initially a “key contact” would be responsible for notification, and in parallel individual family members would be encouraged to enroll to get the information sent directly to them. This approach could be tailored for large organizations by adding a network or telephone tree of additional resources to make the contacts. An additional benefit of this approach is that it would eventually result in a comprehensive email directory of the junior enlisted military family members in the San Diego area. Camp Pendleton has a program similar to this called the “Key Volunteer Program”. We recommend a comparison of the features of the Navy Ombudsmen and the Marine Corps “Key Volunteer Program” to establish and apply best practice to this solution. Recommendation: Establish a “Single Point of Assistance” Service. Many of the focus session respondents requested one location, one website, one telephone number to call to get the help they need. The ASYMCA could provide that service across bases, services, and programs. Use the model of the “211” service, www.211sandiego.org, as a model for design of this service. Recommendation: Provide an Inventory of Services to Include Commercial Provider Information. The provider inventory (see Appendix B) identifies many sources for programs and services to supplement and extend the programs offered by the ASYMCA and the military sponsored family and community service programs. An inventory and reference materials for these resources should be used to leverage the full complement of services to the service demand.

5.5 Children’s Programs This category was identified as a key concern during the focus sessions, and also noted with requests for programs in the survey. Based on our validation and analysis we have determined that the problem is not that the organized sports programs and other extracurricular activities are not available. Long time residents assure us that the programs do exist in the Boys and Girls clubs, through community groups, and as a part of school extracurricular offerings. While they are available, access to the programs is an issue for parents with only one car. Access also can relate to the cost of such programs. For example, most of the schools charge a fee to play on a basketball team or to play in the band. Active duty members who are experiencing the war time operations mode have little time for coordinating and supporting these activities. So, in this case as in so many, it is a more complex problem than it appears initially. 5.5.1 Affordable Developmental and Organized Sports Programs not readily Accessible to Military Families. The basis of this finding is that military families lack the discretionary income to allow them to enroll their children in organized sports programs available through their schools or communities. Another dynamic of the problem is lack of awareness of what is available to their children in their community.



Recommendation: ASYMCA Post Kids Sports and Programs on Websites or Links to other Provider Web Site. Boys and Girls Clubs are spread throughout the community and are very affordable and often free. Providing a map of where the Boys and Girls Clubs are on the ASYMCA Web Site with links to the various clubs located close to housing areas both military and civilian would be beneficial. Information on community based YMCAs could also be linked. Recommendation: Provide Neighborhood and Related School Information to Families New or Coming to San Diego. The various local school districts offer different levels of service to children. Providing information to families before they arrive might help them to make housing decisions that fit the unique needs and interests of their families. Providing benefit and program comparisons of school districts with a mapping to show boundaries and posting it on the ASYMCA website with links to other military information sources would be beneficial. It would also be helpful if ASYMCA could coordinate with commands to send this information to active duty and families being assigned prior to arrival in San Diego. Recommendation: Sports/Program Vouchers. Provide vouchers for junior enlisted families to pay for sports or extra curricular programs provided by school districts or community providers. These vouchers could also be used by children or family members utilizing commercial YMCA programs or gym facilities. ASYMCA could negotiate special rates for junior enlisted kids.

5.6 Education Education is another very complex issue. During focus sessions, participants asked for a variety of classes. The Key Informants view education as a potential key contributor to prevent the problems they deal with among the junior enlisted families. Training in Life Skills and Money Management/Financial Planning would go a long way in arming these young people with knowledge; however, the quandary is how to get the people to come to the classes. This calls for a new approach to education and innovative delivery models. 5.6.1 Sufficient Education Classes not Readily Available, Accessible or Affordable. There is a wide range of subjects that could nurture the mental, emotional and physical well being of these military families. Requested classes by focus session and survey participants included: fitness training, new mother/parent orientations and child development, cooking classes, anger management, and budgeting to name a few. The dicotemy of the situation is that there are many opportunities for participation in these classes. Classes are held and seats are not filled. The issue is not just providing the classes but making them convenient, providing child care for attendees, and making the experience (child care, transportation and the class) affordable. Participants who live in Lincoln military housing communities would like the classes to be held in the community centers. One of the motivators is to get to know their neighbors as well as learn new skills.

Recommendation: Establish and Quantify the Demand for Education Programs. To provide sufficient education for these families, the ASYMCA needs to gain understanding of which classes would provide the most benefit and best results for these families. This understanding might come from a variety of sources that focus on education program needs to include: exit surveys from current program attendees, surveys on websites and emailed through the command, focus sessions with



representative samples of enlisted active duty and family members, and interviews with Ombudsmen and Command representatives. Another option is to scan Educational Programs throughout the services and civilian agencies to identify model programs.

Recommendation: Develop Innovative Delivery Models that Capture the Interest and Attention of the Junior Enlisted and their Families. Innovative delivery models that would provide education and training in a “fun” way would help draw more participants to the classes and help them retain more information. An example would be to put the training in a game or competition format, such as a fitness contest, healthiest meal/recipe contest, millionaire club, etc. Develop a Life Skills “Boot Camp” Training for spouses that would include education on key basic survival issues for the health and well being of their families. This training could cover everything from money management, financial planning, family planning, maintenance of a home, child development, nutrition, etc. The military should consider providing Life Skills training during “Boot Camp” for the junior enlisted so they could provide a better lifestyle for their families and would be able to deal more effectively with all the change, responsibilities and stress of their military careers.

5.7 Transportation Transportation is an area of need that the Key Informants brought to full light. Focus session participants talked about the problems with having one family vehicle, keeping it in working order, and buying gas to run it. They did not envision shuttle service as a possible outcome of this needs assessment. The pervasiveness of the negative impact on family morale and welfare caused by lack of transportation was illustrated for us repeatedly in our conversations with Key Informants. 5.7.1 Lack of Access to Public Transportation. The lack of transportation prohibits families from taking advantage of ASYMCA and other critical program provider services. This finding came up during the Key Informant Interviews. Focus session and survey results reflect the need for transportation as a key dynamic of the problems faced by junior enlisted and their families. However, the possibility of shuttle or valet service exceeded their expectations. Based on the geography, traffic situation, and dispersion of military housing and based across the County, transportation services would provide a key benefit.

Recommendation: Provide Shuttle Service at Key Points throughout the County - Opportunity. Look into the feasibility of starting a shuttle or valet service that connects housing areas to junior enlisted work sites, as well as program and service provider sites, such as the hospital, Fleet and Family Services Center, Child Development Centers. Providing transportation support would improve access to a wide range of services, reduce the strain on families with one car, support working spouses, address parking issues at places like the San Diego Navy Regional Medical Center, and reduce accidents and alleviate traffic. An additional benefit is reduced costs for gas and vehicle maintenance. With the exception of child care, transportation may have the highest benefit to the greatest number of active duty service members and their families. This needs assessment did not collect enough data to suggest how many, where, or how to deliver these services. We recommend a study to validate the need and to obtain better information for the specific design of the services and delivery mode.



6.0 Summary Overall, the Family Support Summary and Needs Assessment found the ASYMCA to be a very positive, highly effective and highly regarded organization. The general feeling in the community is that the ASYMCA is a good and trusted steward of the resources made available to them through donations, grants, and gifts. It provides quality community support for military families and is the recommended “go to” organization for military families in crisis. Strengthening the communication of availability of programs and services will require additional resources to meet what represents the “true” demand for services. A further study to determine the full need for services may be beneficial in planning for expansion of programs and services. If ASYMCA wants to go beyond the reputation as “the best kept secret”, an expanded marketing and awareness campaign is indicated. Developing service delivery models that meet the needs of military families for convenience, continued privacy and professionalism should go hand in hand with working with the military commands to eliminate the stigma of “asking for help.” As long as active duty members feel they are jeopardizing their career (and the livelihood of their family) by admitting that they or a family member has a problem, services will be underutilized and serious incidents (drug and alcohol abuse, child and spouse abuse, mental illness and bankruptcy) will increase. Effective alignment with other existing Provider Organizations (military and civilian) will be critical to ensure military family needs are sufficiently met. The price tag is too high to squander resources through duplication of efforts. Identification of the roles and responsibilities, authority and accountability for program areas and service offerings will be an activity critical to the success of this effort. Leveraging strengths, overcoming weaknesses across organizations and looking for opportunities to partner and forming alliances to combat threats is the most cost effective and successful approach to this important endeavor. The ASYMCA has been very effective in supporting the junior enlisted military and their families. The future implementation of the expansion and improvement of ASYMCA services to the military and their families will continue to enhance the lives of the San Diego armed service members.


The Marlin Alliance, Inc. www.themarlinalliance.com

Appendix A: Listing of ASYMCA Programs



APPENDIX A: SAN DIEGO ARMED SERVICES YMCA PROGRAMS Family Outreach – Amanda Cross, Director Confidential In-Home Family Counseling

• Designed to improve the quality of family life and guarantee the protection of children. Services provided include marital counseling, parenting assistance, depression and post partum, financial management and crisis management.

Respite Care and Emergency Support

• Respite Care Program is designed to prevent child abuse and neglect, while ensuring the active duty member’s readiness.

• Emergency Support Program is designed to ensure that families have adequate food to meet their nutritional needs while addressing the cause of the problem.

Holiday Programs

• Toy Program is designed to provide toys and food for the holidays to military families (E-5 and below).

• Adopt-a-Family Program is designed to assist military families experiencing severe hardships though individual and corporate sponsorships of meeting their holiday needs.

Operation HERO Program

• Designed to assist military children, identified by school personnel, as exhibiting low self-esteem, and difficulty adjusting academically and socially in the school environment by increasing their social and coping skills and providing them with academic assistance.

Youth and Community Outreach – Virginia Ruehrwein, Director Family Bonding Programs

• Designed to provide structured, meaningful experience for adults and their children that help family members stay connected with the service member and each other, especially during deployment separations. These programs include Operation Kid Comfort, Mom and Tots Play Group, Father Daughter Dance.

Youth Development Programs

• Designed to help military kids cope with the stress experienced by military families by providing them with positive, enjoyable opportunities to get to know themselves and each other. These programs include Operation Hero, Camp Hero, Youth Enrichment Summer (YES)



Healthy Living Programs

• Designed on the belief that mental and physical health are key to personal happiness and a family’s well being. These programs include Walking Group, Healthy Kids Day and America on the Move.

Social Networking

• Designed to provide opportunities to meet new friends and create social bonds in the community. This includes the Craft and Conversation Group.

Active Duty Military Programs – Rebecca McLaughlin, Director Recreation Programs

• Designed to expose active duty personnel to the numerous entertainment and recreation opportunities in San Diego and other near-by communities.

Out and About Tour Programs

• Designed to introduce active duty personnel to the San Diego area through narrated tours of the area that fit into their indoctrination schedules.

Welcome Homes Program

• Designed to entertain families who are waiting for the arrival of a loved one from deployment.

Military Volunteer Program

• Designed to provide volunteer opportunities for active duty personnel that promotes a sense of connection between the community and the military personnel.

Adopt a Command

• Designed to provide a free lunch with activities and door prizes to one to two commands a month.

Navy Medical Center Programs – Cherri Barnswell, Director Patient Recreation Program

• Designed to contribute to the participant’s health and well-being by providing a wide range of opportunities, including fieldtrips, social outings, sailing, fishing and involvement with community groups.

Comprehensive Combat and Complex Casualty Care Center (C-5) Programs

• Designed to provide specific assistance to the C-5 patients and their families, including lodging and transportation of families.



Volunteer Coordination

• Numerous opportunities for volunteering to assist patients and their families. Special Programs

• Annual Father Daughter Dance – provides an opportunity for bonding between fathers and daughters at a formal dinner dance. Held annually in February.

• The Christmas You Missed – provides an opportunity for families separated on

Christmas Day to celebrate that Christmas with other families on June 25 the following year as the Christmas day they missed is recreated.

• Neonatal Intensive Care Unit Reunion – provides an opportunity to reunite

individuals and families who had a family member who was a patient in the NICU with the medical staff. Event is held annually in December.

• Children with Special Needs Holiday Party – provides an opportunity for

families with special needs children to enjoy a morning of celebrating Christmas complete with gifts, entertainment and a lunch brunch. Held annually in December.

• Operation Liberty Call – an annual event that held at numerous venues in San

Diego, including the Gas Lamp District that provides an opportunity for businesses to express their appreciation to the military service members.

• Coed For A Day – provides an opportunity for active duty men and women to be

exposed to the benefits of higher education by spending a day on the University of San Diego campus. Event is held periodically throughout the year.

• Stan Humphries Celebrity Golf Tournament – military appreciation day at the

annual tournament provides food, entertainment, games and autograph sessions for active duty service members and their families. Held annually.



Appendix B: Listing of Other Service Providers



APPENDIX B: LISTING OF OTHER SERVICE PROVIDERS After School Providers After School Providers Telephone # Services

Provided Community

Silver Strand Rec Center (619)435-5056 After School Murphy Canyon Murphy Canyon Youth Center (619) 556-6165 After School Murphy Canyon Hartman Rec Center (619)553-5145 After School Bayview Serra Mesa Rec Center (858)571-3853 After School Serra Mesa Gateway Rec Center (619)225-5628 After School NTC Chesterton Rec Center (619)556-5045 After School Chesterton Murphy Canyon Rec Center (619)556-0719 After School Murphy Canyon SAY SD Private (858)565-4148 After school All Lindbergh Extended Daycare (858)278-4396 After School Murphy Canyon Harmonium 626 (858)684-3080 After School Murphy Canyon Boys & Girls Club of SD (619)263-6407 After School Bayview Girls Club of SD (619)233-7722 After School Bayview Golden Hill Recreation Center (619)235-1138 After School Bayview YMCA (619)521-3055 x 2212 All Services All After School All Stars (619)269-2257 After School NTC Hillcrest Youth Center (619)497-2920 After School NTC Say SD (858)565-4168 After School NTC Mann Middle School (619)582-8990 After School NTC Wilson Middle School (619)280-1661 After School NTC UPAC (619) 232-6454 x 848 After School NTC Klassic Kids (858)684-3080 After School All UPAC Private (619)232-6454 x 848 After School All MCAS Miramar (858)577-4136 After School MCAS Counseling Providers Counseling Provider Telephone # Services

Provided Community

A & A Couples Counseling (619)985-7545 Counseling Murphy Canyon Affirmative Counseling (619)284-8755 Counseling Murphy Canyon American Red Cross (800) 951-5600 Counseling Murphy Canyon Barbara Daub (619)229-9155 Counseling Murphy Canyon Bill Martin MFT (619)563-7770 Counseling Murphy Canyon Carole Meredith (619)291-7770 Counseling Murphy Canyon David A Peters (619)491-3492 Counseling Murphy Canyon Family Consultation Service (619)280-3430 Counseling Murphy Canyon Family Support Services (619)851-3492 Counseling Murphy Canyon Gail L Braverman (619)282-4730 Counseling Murphy Canyon Inner Solutions (858)279-4879 Counseling Murphy Canyon Jewish Family Services (619)291-0473 Counseling Murphy Canyon JoAnn Dewey (619)299-4945 Counseling Murphy Canyon Jodi Steigerwald (858)565-7950 Counseling Murphy Canyon



Counseling Providers cont. Counseling Provider

Telephone #

Services Provided

Community

La Mesa Family Counseling Center

(619)464-8929 Counseling Murphy Canyon

Lainie Davidson (619)281-2646 Counseling Murphy Canyon Maria Benavides (858)566-3472 Counseling Murphy Canyon Mental Health Systems (858)565-2510 Counseling Murphy Canyon Nar-Anon Family Groups (858)492-8720 Counseling MC North City Psychological Group (858)695-2237 Counseling Murphy Canyon Peter M Baretta (619)464-0411 Counseling Murphy Canyon Sarah Cook Ruggera (858)735-1139 Counseling Murphy Canyon Schneider Family Service (619)692-1922 Counseling Murphy Canyon Sheryl Foss-Bjornsen (619)589-0552 Counseling Murphy Canyon Sheryle Verber MFT (619)516-2585 Counseling Murphy Canyon Susan Goodell (619)997-5333 Counseling Murphy Canyon Therapy-Connection Counseling (619)293-3741 Counseling Murphy Canyon Tierrasanta Counseling Center (858)292-0492 Counseling Murphy Canyon Vista Hill Bridges Program (858)874-2960 Counseling Murphy Canyon White Jerry (619)463-1712 Counseling Murphy Canyon Behavioral Health Service (619)470-4238 Counseling Bayview Biofeedback & Stress Management

(619)422-9293 Counseling Murphy Canyon

Center for Community Solutions (619)697-7477 Counseling Bayview Center for Personal & Family (619)464-7771 Counseling Bayview Chula Vista Psychological Service (619)422-2458 Counseling Bayview Elsa Alanis (619)476-3555 Counseling Bayview Family Therapy Asso (619)421-8212 Counseling Bayview Helix Counseling Asso (619)589-8971 Counseling Bayview Kaye Pesavento (619)656-0835 Counseling Bayview Krissie Le-Hermida (619)498-5454 Counseling Bayview Turning the Hearts Center (619)425-9834 Counseling Bayview YWCA (619)239-0355 x 205 All Services Bayview Anger Management Counseling (619)275-0452 Counseling NTC Ann Swanson (619)222-8141 Counseling NTC Family & Marriage Education (619)987-8239 Counseling MCAS Laine Davidson (619)281-2646 Counseling NTC Robert Dropp (858)273-8315 Counseling NTC Sally Leboy (619)685-5975 Counseling NTC Shelley Chernoff Kramer (619)295-2045 Counseling NTC Sigun Solvesson (619)275-4422 Counseling NTC Soraya Behbehani (619)920-8892 Counseling NTC Terri Fong (619)276-6912 Counseling NTC Therapy Connection Counseling (619) 293-3741 Counseling NTC Trina Day (619)574-0110 Counseling NTC At Your Home Service (858)558-0180 Counseling MCAS Center for Effective Living (858) 695-3161 Counseling MCAS



Counseling Providers cont. Counseling Provider Telephone # Services

Provided Community

Meg Kaufman (858)566-3333 Counseling MCAS YMCA Family Crisis Center (619) 691-1331 Counseling All Brent Yoder (619) 447-7917 Counseling Private Apartments Carol Harrington (619)338-4344 Counseling Private Apartments Charles A Long (619)462-0199 Counseling Private Apartments Mary Unterwegner (619)4422876 Counseling Private Apartments Professional Community Service (619) 449-8703 Counseling Private Apartments Psychiatric Center of SD (619) 667-3380 Counseling Private Apartments Mary Battles (760)741-0797 Counseling MCAS MCAS Miramar (858)577-6585 Counseling MCAS Pam Badger (619)589-1456 Counseling MCAS FFSC Point Loma (619)553-8306 Counseling Bayview FFSC Coronado (619)545-0991 Counseling NTC FFSC San Diego (619)556-7404 Counseling All Medical Class Providers Medical Class Provider Telephone # Services

Provided Community

MCAS Miramar (858)577-9812 Med Classes MCAS Naval Hospital SD (619) 532-6573 Med Classes All Family Health Center of SD (619)515-2556 Med Programs All First 5 (619)515-2406 Med Programs All Progressive Health Service (619)260-0810 Med Programs All Scripps Hospitals (800)727-4777 Med Programs All Tricare Outpatient Clinic (858)569-6664 Med Programs All UCSD Medical Center (619)543-3640 Med Programs All Sharp Healthcare (800)827-4277 Med Programs All California Coalition to Stop Smoking (800)662-8887

Medical Classes All

Respite Providers Respite Provider Telephone # Services

Provided Community

Adventure Days Vista Grande (858)560-5686 Childcare Murphy Canyon Brazilian Daycare (858)292-4878 Childcare Murphy Canyon Canyon Rim Children's Center (619)287-6767 Childcare Murphy Canyon Casey's Place (619)337-2310 Childcare Murphy Canyon Granny's Pitstop (619)303-2223 Childcare Murphy Canyon Grow Smart Children's Academy (619)464-0305 Childcare Murphy Canyon Heidi Kepple Family Daycare (619)697-9536 Childcare Murphy Canyon Homestart Family Child Care (619)807-0277 Childcare Murphy Canyon La Petite Academy (619)448-2224 Childcare Murphy Canyon



Respite Providers cont. Respite Provider Telephone # Services

Provided Community

Little Cubs Family Day Care (619)462-4436 Childcare Murphy Canyon Marion's Child Care Service (619)303-4379 Childcare Murphy Canyon Mission Valley Nazarene Child Care Center (619)287-4900 Childcare Murphy Canyon Murphy Canyon Preschool (858)279-5437 Childcare Murphy Canyon Neighborhood House Asso (Head Start) (858)715-2642 Childcare Murphy Canyon Patricia Cruz Family Day Care (858) 974-1509 Childcare Murphy Canyon Playschool (858)505-0332 Childcare Murphy Canyon SD Unified School System Child Development Centers (858)496-8126 Childcare Murphy Canyon Sanchez Family Daycare (858)549-4386 Childcare Murphy Canyon Special Care (858)694-5800 Childcare Murphy Canyon St Columba Pre-School (858)279-0161 Childcare Murphy Canyon Taproot Montessori (619)698-2903 Childcare Murphy Canyon Tifereth Israel Synagogue (619)697-6001 Childcare Murphy Canyon Tiny Treasures Childcare (858)565-7889 Childcare Murphy Canyon Wee Care Preschool (858)560-0985 Childcare Murphy Canyon Afrocentric Child Care (619)266-2741 Childcare Bayview Aunt Tessy's Hugs & Kisses Child (619)267-1955 Childcare Bayview Barajas Family Childcare (619)475-6660 Childcare Bayview Barrio Child Development (619)233-3460 Childcare Bayview Bonita Learning Academy (619)422-1777 Childcare Bayview Children's Paradise Preschool (619)475-0683 Childcare Bayview Creative Minds Daycare (619)263-4877 Childcare Bayview Discovery Learning Center (619)656-3895 Childcare Bayview Children of the Rainbow Early Reading First

(619)238-8600 Childcare Bayview

Educare Children's Center (619)420-9900 Childcare Bayview Four Seasons Preschool (619)427-6580 Childcare Bayview Gracie's Day Care (619)421-3576 Childcare Bayview Grandma Shirleys Home Day Care

(619)264-9985 Childcare Bayview

Gretel's Cottage Pre School (619)263-4582 Childcare Bayview Grey Rabbit Preschool (619)697-1551 Childcare Bayview Happy Daze Family Child Care (619)263-5534 Childcare Bayview International Preschool (619)479-2410 Childcare Bayview Kennedy Child Dev Center (619)262-7494 Childcare Bayview Kids World Inc Day Care (619)472-0976 Childcare Bayview Lil' Canyon Family Childcare (619)470-2056 Childcare Bayview Lille's Daycare (619)264-9444 Childcare Bayview Little Paradise Family Daycare (619)269-7277 Childcare Bayview Love N Learn Preschool (619)422-5844 Childcare Bayview Mead Child Development Center (691)263-5800 Childcare Bayview Merry Go Round Learning Center (619)469-7281 Childcare Bayview Playtime Preschool (619)422-1831 Childcare Bayview




Provided Community

Reyna's Childcare (619)527-4989 Childcare Bayview Rocking Horse Children's Center (619)420-3880 Childcare Bayview UCC Children's Center (619)295-4147 Childcare Bayview Waldorf School of SD (619)280-8016 Childcare &

After Bayview

Wee Care Preschool (619)425-9933 Childcare & After

Bayview

Wow Christian Preschool (619)267-0885 Childcare & After

Bayview

Alta Loma Children's School (619)224-4733 Childcare & After

NTC

Baldwin Academy (858)270-5995 Childcare & After

NTC

Bay Park Early Learning Center (619)275-2241 Childcare NTC City Tree Christian School (619)232-3794 Childcare &

After NTC

Clairemont Emmanuel Baptist (619)276-1922 Childcare & After

NTC

Emmaus Today Christian Prechool

(858)576-0132 Childcare & After

NTC

First United Methodist (619)297-4366 Childcare & After

NTC

Fleur De Lis School (619)295-6781 Childcare & After

NTC

No Cty Community Service CDC (858)560-5926 Childcare & After

NTC

Holy Family School (858)277-0222 Childcare & After

NTC

Kiddie Hall (619)696-5042 Childcare & After

NTC

Linda Vista Infant toddler Center (858)278-2457 Childcare NTC Lutheran Grace Church (619)295-3503 Childcare &

After NTC

Ocean Beach Child Care Project (619)222-6242 Childcare NTC Our Savior's Preschool 6192830918 Childcare &

After NTC

Pacific Beach Preschool (858)273-1320 Childcare & After

NTC

Serra Mesa Home Day Care (858)279-7115 Childcare NTC St Peter's by the Sea Lutheran (619)224-1689 Childcare &

After NTC

Unitarian Coop Preschool (619)295-9860 Childcare NTC Warren Walker Elementary School

(619)223-3663 Childcare & After

NTC

Westminister Presbyterian Preschool

6192247403 Childcare & After

NTC

World of Wonders Preschool (619)226-2817 Childcare NTC A Place to Grow Learning Center (619)479-4007 Childcare MCAS Agnew Daycare Home (619)474-1657 Childcare MCAS




Provided Community

Days of Wonder Family Daycare (858)693-8776 Childcare MCAS FAA Merry-Go-Round Center (858)536-1008 Childcare MCAS Fair Square Montessori Daycare (858)578-7527 Childcare MCAS Klassic Kids (858)271-0622 Childcare MCAS Let's Play and Learn (858)679-7529 Childcare MCAS Magic Hours (858)271-8383 Childcare MCAS My Friends & I Children's Center (858)695-2252 Childcare MCAS Teddybear Treehouse Preschool (858)748-5600 Childcare MCAS Christian Creative Learning Academy

(619)698-4306 Childcare Private Apartments

College Center Montessori (619)589-9196 Childcare Private Apartments Foothills Preschool (619)670-4024 Childcare Private Apartments Kids Inn (619)741-6136 Childcare Private Apartments Lisa's Lil Tikes Preschool (619)460-6432 Childcare Private Apartments Pepper Valley Learning Center (619)444-7770 Childcare Private Apartments Precious Ones Day Care (619)579-5537 Childcare Private Apartments YMCA East Cty (619)464-1323 Childcare Private Apartments At Your Home (858)558-0180 Childcare MCAS Darnell Head Start (619)229-5026 Childcare Murphy Canyon Del Colinas Head Start (619)287-2992 Childcare Murphy Canyon Ocean Beach Child Development Center

(619)222-6242 Childcare NTC

Oasis Early Child Development Center

(619) 224-5372 Childcare NTC

MWR (619)556-9752 Youth Centers Childcare

All

MWR (619)556-9752 In Home Childcare

All

City Employees of SD (858)576-4387 Childcare Murphy Canyon YMCA (800)481-2151 Respite

Childcare All

MCAS Miramar (858)577-9812 Childcare MCAS Walker Child Development (858)566-7370 Childcare Murphy Canyon Col Salomon Child Dev Center (619)696-8716 Childcare NTC Los Altos Child Development Center

(858)483-0111 Childcare NTC



Appendix C: SWOT Matrix

San Diego ASYMCA Family Support Summary and Needs Assessment Strengths, Weaknesses, Opportunities and Threats (SWOT) Matrix


FINDING CATEGORY STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

DATA

SOURCE GENERAL

General

Professionalism and commitment of staff. ASYMCA repeatedly praised as being the epitome of the "good steward"; a trusted partner, committed to providing what the military families need.

Many Junior Enlisted and their spouses feel too proud to seek out or ask for assistance. They also fear repercussions from acceptance of outside assistance.

Work with the commands and program staff to change the culture to value "asking for help".

There is a stigma attached to utilization of services or accepting assistance.

Key Informant Interviews, Focus Sessions

General

Survey respondents reflected high marks for the SD ASYMCA in it's ability to provide "community support for military families" and to "successfully support families in crisis".

Junior Enlisted feel they can not provide their children with "normal" childhood such as they had when they were growing up; i.e. take sons to ball game, play organized sports, join the band.

Need to help these families provide enjoyable childhood for their children.

Focus Sessions, Survey

General ASYMCA staff credited with being very supportive.

Survey

General

The ASYMCA provides a number of programs and services to help support the junior enlisted military community. A high percentage (74 - 85%) of Surveyed users of the ASYMCA were satisfied with products and services provided and the characteristics that represent high quality offerings. Less than 5% were dissatisfied.

The marketing of services effectively across the board needs improvement. Programs and services are offered but not adequately marketed. A large percentage of the junior enlisted families eligible to utilize ASYMCA programs and services are unaware of all the programs and services provided by the ASYMCA.

ASYMCA should look into repackaging and marketing their services. Need better communication of Programs, and simpler way of finding this information; i.e. single contact phone number or internet access site.

Survey, Focus Sessions

General

Access to Service or Convenience of Service offerings: Locations and sufficient hours limits utilization by military families.

Identify way to provide convenient hours/locations of programs. More research may be needed to identify high traffic locations and hours.

Survey

General

Model for Delivery of services and programs does not meet the needs.

Change program / service delivery models. If prevention of child abuse, domestic violence, hunger and depression are the goal, then providers serving this community need to quantify the need and build to deliver against the need.

High incidence of child abuse and domestic violence in these military family communities.

Key Informant Interviews




DATA SOURCE

General

Military family needs are greater than available resources.

Develop creative resourcing partnerships to supplement military budgets/resources.


General

Existing Legislation covering federal and state programs does not take into consideration high cost of living and frequent deployments.

Identify supplemental programs to support shortfalls in legislated federal, state and local programs. Lobby to change or amend legislation to provide additional assistance to qualified candidates.

Survey/Focus Sessions

General

External Strength: There are counseling opportunities within the San Diego community that provide sliding scale charges, a military discount or accept TriWest. There are counselors who will go to the home of the patients if required, provide alternate transportation if necessary, and even provide free services to the military as a way to thank military men and women for their service to the country.

Insufficient Counseling services. Opportunity to partner with other organizations that will go into the home, provide counseling service and accept TriCare Insurance and rates allowed. Provide counseling choices; military or private/civilian services. Provide in-home counseling or transportation to and from counseling sessions.

Provider Inventory

General

The clinical staff was repeatedly, highly praised for level of professionalism. "In-home" counseling is a unique contribution of the ASYMCA.

Focus Sessions

FINANCIAL

Financial

ASYMCA provides Emergency Food Locker, holiday gifts for kids, and other support for the junior enlisted military families.

Income for E1's through E4's just not adequate to provide for family.

Support of this group in form of "give aways" or "free ticket" programs to help needy families. Leverage existing public assistance, and ensure knowledge of public assistance (food stamps), WIC and Head Start.

Many Junior Enlisted families live below the poverty level. San Diego serves 27% of the population eligible for food stamps, ranking lowest among metropolitan areas in nation. This includes enlisted population.

Key Informant Interviews. Focus Sessions




DATA SOURCE

Financial

WIC provides basic foods for children under five. When children reach five, sticker

shock for price of milk, cereals, basic foods sets in as they no longer qualify for WIC program

Road blocks for financial support should be resolved for qualified families that need continued assistance to feed their children.

Inability of military families to provide proper nutrition to their children.

Focus Sessions

Financial

Basic Housing Allowance required to be included as income discounts qualification for food and other low income programs.

Qualifications that limit needy families should be reviewed. Consideration for extended qualifications should be given to families, particularly during periods of extended deployment and separation from active duty family members.

Many families opt/forced to live in substandard, non-military housing in order to retain cash for basics vs. ability to take advantage of new, community housing.

Key Informant Interviews. Focus Sessions

Financial

Due to age and lack of experience, there is poor management of money on part of junior enlisted that impedes their families.

Provide education on money management and programs to continue support of these skills and newfound knowledge. Training would need to be delivered in positive, attractive way to draw attendance to sessions; ex. "Teen Millionaire" program in Hawaii, "Military Save".

Include Financial Counseling/Planning in Boot Camp.


Financial

There is no general consensus on causes of financial problems or best approach to treat the problems. Red tape associated with welfare, Federal and state local programs limitations: not all eligible families signed up.

A focused financial needs assessment should be completed to identify all available and needed programs that provide financial support to these military families. This assessment should identify the population that needs these programs. Policies, procedures and processes should be developed that would match these programs to the needy families.





DATA SOURCE

CHILD CARE

Child Care

Military provides Child Development Services at each of the bases and in at least one military community. These programs are supplemented by Family In-Home Day Care.

Child Care provided does not meet the needs: minimal infant care, minimal hourly/drop in care, in-home day care availability is low, location at bases vs. near housing. On-base child development centers meet the needs of a fraction of the single service and dual working parents with children under age 12.

Provide Additional Child Care Svc. Programs: Drop-In Centers, 24-Hour Care, Infant Care, Special Needs. These additional services will help alleviate stress of frequent and lengthy deployments.

High incidence of child abuse and domestic violence

Key Informant Interviews, Surveys, Provider Inventory

Child Care

External Strength: Several large administrators of state and federally funded programs for childcare in the area; these include preschools that provide early education to low income families for little or no cost.

Child Care is not readily available or affordable for junior enlisted families. Many of these "6-2-6" state and federally funded programs operate at full capacity with waiting lists.

Ensure military families in need are aware of these programs administered by Harmonium (Klassic Kid programs), SAY SD (Social Advocates for Youth) and Neighborhood House (Head Start programs), etc. Change program / service delivery models for child care. Ensure that child care programs and services provided match to the needs of the community.

Provider Inventory

Child Care

Eligibility and Access issues related to Head Start programs keeps families in need from receiving assistance.

Implement a waiver to local policy to accept W2 information vs. Leave and Earning Statements for Food Stamps etc.

Programs (Headstart at NTC) underutilized, puts critical programs at risk. Families have needs for these programs but do not qualify.


Child Care

External Strength: The YMCA in San Diego maintains a respite care hot line, which provides homes within a designated area that will provide drop-in respite type care when needed.

Provider Inventory




DATA SOURCE

Child Care

External Strength: There are several Low Cost/No Cost Before and After School programs funded by the state, which provide care for school age children from 6am to 6pm which school is in session and day camps when school is not in session.

Provider Inventory

Child Care

Shortage of Child Care for Infants Change program / service delivery models for child care. Ensure that child care programs and services provided match to the needs of the community.

Provider Inventory, Focus Sessions

Child Care

Lack of programs that allow military families to support or help each other.

Develop Cooperative (community based) programs, Volunteer programs and Chapel Associated Programs

Focus Sessions

Child Care

Lack of awareness of available Child Care

Need to develop better marketing to reach families in need. Leverage existing state and federal programs by ensuring awareness of these programs within this community.

Key Informant Interviews, Focus Sessions, Surveys

Child Care

Existing program policies and protocols cause anxiety for active duty parents utilizing military Child Care programs: i.e., heavy fees for late pick up, social services called if pick up is not within 30 mins of closing time.

Identify and consider providing more lenient, flexible policies that reduce stress for these families, particularly for non-habitual offenders. Delays may be due to traffic.

Potential staff issues if they are required to stay late.

Focus Sessions

Child Care

Lack of accessible Child Care: location issues, long wait lists for Child Development Centers. Denial for family day care is the norm rather than the exception.

Change program / service delivery models for child care. Ensure that child care programs and services provided match to the needs of the community.

Focus Sessions

Child Care

No comprehensive data available on the real and full need for child care

Incorporate data tracking into new program/service delivery models.





DATA SOURCE

Child Care

Military Subsidizes child care for children under age 3.

Lack of Affordable Child Care A comprehensive review to build the child care delivery model to develop programs that meet the needs would help alleviate the financial pressure of the families. Affordable child care would allow spouses to work outside of the home and provide additional monetary support to the family.

Key Informant Interviews, Focus Sessions, Surveys

Child Care

Inability for spousal employment or volunteer work due to limited child care opportunities.

Provide sufficient child care delivery model so there is capability for more two-income military families. Even time for volunteer work provides healthy diversion while active duty spouses deployed. Employment provides additional monetary support.

Focus Sessions

INFORMATION DISSEMINATION

Information

The SD ASYMCA currently utilizes a website and email groups to disseminate information about programs, services and events.

Lack of Information available to junior enlisted and their families defined as Major Issue. Commands rely on active duty spouses relaying the information; ombudsmen overlook the junior enlisted in their outreach.

Develop simple, elegant way(s) to get information directly to spouses and junior enlisted. Develop a "one source" for information. Provide an inventory of services available to these families, to include commercial provider information.

Key Informant Interviews, Focus Sessions

Information

Technology is not sufficiently used to provide a full range of information that military families requested on events in a timely manner.

Borrow ideas from eCommerce; i.e. "my space" or marketing options like "travel zoo". Identify "connectors" - influential, active community supporters. Sponsor information fairs in Lincoln communities.

Focus Sessions




DATA SOURCE

Information

External Strength: Dial 211 (www.211sandiego.org) is a free referral telephone number, where any caller can obtain information about important community services: Basic Human Need Resources, Physical and Mental Health Resources, Employment Support, Disability Support, and Children, Youth and Family support.

There is no "single point of assistance" service. Families in need of assistance can often get confused, or don't know where to start on who to call or where to go for help.

Establish a one location, one website, one telephone number type of service. Could use Dial 211 as model for this service.

Provider Inventory

CHILDREN'S PROGRAMS

Children's Programs

Children's programs contribute to the healthy social and physical development of children, and these programs are out there and accessible to military families.

There could be some difficulty for parents in finding these programs or the awareness of them, which is a communication issue. Further study might be required to better understand who is affected by this issue and the underlying conditions.

Enhance marketing plan for programs and services. Develop simple, elegant way(s) to get information directly to spouses and junior enlisted. Develop a "one source" for information.


Children's Programs

Children and family programs, such as the "Mom & Tots Program", After School Recreation Programs and "kid Comfort - Deployment Quilts" program, received the highest utilization rates in the ASYMCA programs.

Many survey respondents would like to see more programs for teens, preschoolers, tots and disabled children.

Incorporate this group focus into the new service delivery model; identify the needs of these groups and then build to deliver the adequate programs to meet the needs.

Survey

Children's Programs

Additional education programs for Children was recommended from Survey Respondents

Identify these specific needs and add programs where necessary.

Survey

Children's Programs

Lack of Special Needs programs for children who suffer from autism, downs syndrome, hyperactivity and attention deficit disorders.

New and expanded programs for "special needs" children should be a priority.

Healthcare providers interviewed noted an increase in special needs children. Isolation of military families from their extended families at home creates additional burden.





DATA SOURCE

EDUCATION

Education

Many junior enlisted lack experience to help them deal with all the change, responsibilities and stress of the military life style.

Provide Life Skills Training - a Readiness University that includes basic life skills: budgeting, home care and maintenance, healthy cooking, simple decorating, personal health, etc.


Education

Sufficient education programs for Adults are not readily available and accessible.

Establish and quantify the demand for education programs that will help these adults provide a better lifestyle for their families. Education should be a priority and the remediation of choice for the problems faced by these military families.

Survey, Key Informant Interviews

Education

There is limited attendance in some of the education classes that are offered.

Improve the delivery model for education programs, adapt commercially successful approaches. Provide fun and innovative ways to provide the training.


Education

Develop a budget and identify creative partnerships to resource changes to delivery model and expansion of offerings.

Limitations on funding of education programs due to military budget constraints


Education

External Strength: Community Medical Classes are offered at all of the San Diego Hospital systems; UCSD, Sharp Healthcare, Scripps Health and Kaiser Permanente. UCSD conducts new parenting classes. These classes vary in cost, time and location, but many are free and accessible by public transportation.

Opportunity to ensure military families are aware of these classes.

Provider Inventory




DATA SOURCE

TRANSPORTATION

Transportation

Lack of Transportation underlying contributor to the challenges facing military families. Many are one-car families; thus, the spouse caring for children and the home has no transportation. Also inhibits job prospects for spouse.

If families were provided with transportation (and child care), spouse would be able to help support the family and help solve many of their own problems. Shuttle services for active duty to and from bases and other work locations to free up family car. Park and ride program for commuters living in remote yet affordable locations.

Key Informant Interviews/Focus Sessions/Survey

Transportation

Lack of Transportation inhibits military families from taking advantage of the ASYMCA service offerings.

Vans/Shuttles from military housing to events would support these families.


Transportation

Transportation is high dollar budget item for these families.

Shuttle services would reduce cost of gas and vehicle maintenance for families.




Appendix D: ASYMCA Locations, Staffing and Hours of Operation of Service



APPENDIX D: SAN DIEGO ARMED SERVICES YMCA

LOCATIONS AND HOURS OF OPERATIONS Murphy Canyon Facility 3293 Santo Road, San Diego CA 9124 Telephone: 858-751-5755 Fax: 858-751-5769 Hours of Operation: 8:30 AM to 4:30 PM Monday - Friday Executive and Business Office Family Outreach Department Youth and Community Outreach Department Naval Medical Center San Diego 34800 Bob Wilson Drive (Bldg 1-G) San Diego CA 92134-5000 Telephone: 619-532-8156 Fax 619-532-6824 Hours of Operation: 8:30 AM to 4:30 PM Monday – Friday Patient Support Programs Department Naval Base San Diego (32nd Street) Building 34800, Snyder Hall Telephone: 619-232-9084 Fax 619-232-0427 Hours of Operation: 8:30 AM to 4:30 PM Monday – Friday Active Duty Programs Department



ADDENDUM I: SAN DIEGO ARMED SERVICES YMCA

IMPLEMENTATION INITIATIVES PROGRESS



ADDENDUM I: SAN DIEGO ARMED SERVICES YMCA

IMPLEMENTATION INITIATIVES TO DATE (SEPTEMBER 2008)

During the Family Support Summary and Needs Assessment Project, The Marlin Alliance, Inc and the San Diego Armed Services YMCA (SD ASYMCA) met regularly to discuss the results of the Focus Sessions, the Junior Enlisted Surveys and the Key Informant discussions. Upon completion of the study and receipt of the Family Support Summary and Needs Assessment Report, SD ASYMCA, in concert with local military and civilian organizations, had already begun responding to the needs represented in the findings and recommendations. Many actions have been put in motion. This addendum describes some of these key initiatives and the status of follow up on the study. Briefing of Senior Area Flag Officers The SD ASYMCA provided a detailed briefing on the Report to all area Senior Flag Officers, including:

• Vice Admiral Derwood C. Curtis, USN Commander, Naval Surface Forces

• Vice Admiral Thomas J. Kilcline, Jr., USN Commander, Naval Air Forces

• Rear Admiral Leendert R. Hering, Sr., USN Commander Navy Region Southwest

• Major General Terry G. Robling, USMC Commanding General Third Marine Aircraft Wing

• Rear Admiral Michael C. Bachman, USN Commander, Space and Naval Warfare Systems Command

• Rear Admiral Christine S. Hunter, USN Commander, Navy Medicine West

Naval Medical Center San Diego The SD ASYMCA received a promise of support from each commander in making improvements to the support of military families. Family Service Provider Conferences In March of 2007 and again in July of 2008, the SD ASYMCA held Family Service Providers Conferences. These conferences attracted over ninety attendees, see Addendum Table 1 shown below, representing a wide range of San Diego based military, civilian and industry service provider organizations. They were convened to brief the group on the needs of the military families in the San Diego area and to brainstorm ways to meet the military family program needs. The meetings focused on the five categories of programs and services most important to San Diego’s military families: Day Care, Transportation, Life Skill Training (Topics include:



Financial Planning, Domestic Issues, Family Care, etc.), Information Dissemination and Morale and Recreation. The Family Service Providers agreed to continue to meet periodically and work together to support the military families. Meetings with Metropolitan Transit System Authorities As Transportation was identified as a key area of need for military families, the SD ASYMCA conducted two meetings with the Metropolitan Transit System to enhance the public transit service to military bases and housing and to educate military families on the benefits of public transportation. Along with exploring additional transit routes and express services to military housing areas; this effort includes promotional events that are fun and educational for the family. There are also plans to provide training to SD ASYMCA Counselors on how to help military families utilize public transportation. These initiatives are just the beginning of work that the SD ASYMCA has set in motion. The ASYMCA will develop a Master Plan to address viable solutions to meet the military family needs in collaboration with Military and Community leaders and family program/service providers. In addition to the description of the solution designs, implementation activities, schedules with milestones and a process with mechanisms to track progress and measure results will be included in the Master Plan. Within a two (2) year timeframe, a follow on assessment and report mirroring the original 2006/7 study is planned to provide another snapshot in time. These periodic assessments will ensure that SD ASYMCA programs and services continue to improve and change as the needs and priorities of military families evolve. SD ASYMCA Provider Conference Attendees

Provider Group Name: Contact Name: Contact Title

Alisha Curtin Ray Roth Jimmy Valentine

American Red Cross - SD April Mahoney Community Outreach and Marketing Coordinator

American Red Cross - SD Mimi Brooker Military Outreach Associate American Red Cross/WIC Jennifer Stiff Military Outreach Associate Armed Services YMCA Emily Raymond Social Worker ASYMCA Chaplain Karl Fung Chaplain

ASYMCA Staff Amanda Cross Coleen Cobbs Senior Program Director

Community Outreach Dayle vanderWerff Compass Amy Freas Co Chair Compass Iris Bachmann Chair Deployment Coord. Life Skills Stan Beason Deployment Coordinator Dept Head Patient Relations Andrea Graves Developmental Pediatrics/EFMP Eunice Owen Administrative Director

EOD Community William Tyrrell EOD Group 1 Family Readiness Coordinator



Provider Group Name: Contact Name: Contact Title FFCP School Liaison for CNRSW Catalina Szilvagyi School Liaison Officer

Fleet & Family Support Center Carl Weiscopf Director

Fleet & Family Support Center Dana Ross Operations Manager Fleet & Family Support Center Roxanna Carrillo Outreach Coordinator

Fleet & Family Support Center Shannon Milder Murphy Canyon Branch Site Manager Health & Human Services Agency North Region Jenel Bosze, MPH Community Health Promotion Specialilst

County of San Diego

Healthy Start, Military Family Cluster Donna Chase Public Health Nurse

Healthy Start, Military Family Cluster Donna Hilt ITC DoD Isabel Hodge Content Analyst Lincoln Property Company Cindy Farless Community Services Director Lincoln Property Company Sam Merrick Military Housing Services MCAS Miramar Janine M. Koffel MS.ED Community Plans & Liaison Office MCCS MCRD Perlita Rodriquez Family Representive

MCCS Miramar Mary Bradford Director of Marine and Family Team Building

MCCS Miramar Lisa Reddy Exceptional Family Member Program

Mental Health System, Inc. Coleen Marshall Associate VP Family Service Division Mental Health System, Inc. Elinor Slaughter Outreach Coordinator Military Child Shirley Lane Executive Administrative Assistant

Military Food Ministry Heidi Martin Eugene Martin Director

Military Liaison/ Victim Advocate Karen Norkowski Military One Source Brian Campbell Military Outreach Barbara Chavez Director Murphy Canyon Chapel Jerry Seely ASYMCA Chaplain National Military Family Association (NMFA) Jaime Fazica Representative Navy Exchange Donald Wild General Manager, NBSD Navy Marine Corp Relief Society Ann Evans Director, NMRS Miramar Navy Marine Corp Relief Society John Irons Director Navy Marine Corp Relief Society Lydia Schultz Volunteer Assistant Navy Marine Corp Relief Society Mike Brown Director Navy Marine Corp Relief Society Sharon Powell Director Navy Marine Corps Relief Society - NBSD Jill Stull Senior Counselor Navy Marine Corps Relief Society (NMCRS)-Miramar Jeanie Spies Director, NMCRS Miramar Navy Special Warfare Command Wally Graves Family Readiness Naval Medical Center - Children's Waiting Room Joyce Branden Director

mailto:[email protected]



Provider Group Name: Contact Name: Contact Title North Central Public Health Center Debbie Pasamonte Operation Homefront Christine Mandilakis Chapter President Pacific Beacon/ Pinnacle Yazmin Tenwolde Community Director Quality of Life Regional Liaison Laurie Crehan RSO Active Duty Stephen Bromberek LCDR San Diego Daily Transcript Erin Bridges Reporter School District Liaison Officer/ Retired Activities Office Annanais Rose Liaison Officer SD ASYMCA Paul Steffens Executive Director SD County Pam Hurd Military Liaison Social Advocates for Youth (Say) San Diego Sarah Pilgrim, MSW Program Coordinator Spiritual Fitness Division/ Operational Ministry Center Richard Silveira Director TASK (TASKmil) Jennifer Ruiz Program Director

The Marlin Alliance, Inc. Robin Lipka Vera Bashenow Consultants

Triwest Sherra Avila Beneficiary Services and Education Representative

TriWest Wednesday Pritt Beneficiary Services and Education Representative

TriWest Alan Wright Beneficiary Services and Education Representative

United Through Reading Tricia Schuler National Volunteer Program Manager US Army Leroy Hill Family Assistant Coordinator US Marine Corp. Deanna Angel Program Director US Marine Corp. Jan King EFMP Coordinator US Marine Corp. Linda C. Ragland US Navy Cindy Rodriguez Child Care Development Specialist US Navy Cynthia Martin US Navy Dawn Dell'Angela Social Worker US Navy Dr. Marry Rotterman US Navy Dr. Morris Toriel Director US Navy Jean Rannells OB Social Work US Navy Kathleen Heilpern US Navy Keith Goosby US Navy Carol Haddock LCDR US Navy Leo Padilla US Navy Nancy Walker Marketing Director US Navy Tracey Jones New Parent Support US Navy Chaplain Dayne Nix Chaplain US Navy Chaplain Cynthia Kane Chaplain, Asst Director USCG San Diego Richard Arriaga Transition/Relo Manager USO Sara Pagano Director of Programs & Public Affairs USO - San Diego Emily Baker Director Marketing/Development Vet Center Phyllis Kahaney Rehab Adjust Counselor



Provider Group Name: Contact Name: Contact Title Veterans Affairs Alfonso Carmona Outreach Coordinator VGCC (Vista Grande Community Church)

Cynthia Sipes Tony Silvestri Military Resource Ministry

YMCA Youth & Family Services Gristina Williams Grant Writer US Navy Cherri Barnswell Senior Program Director TASK (TASKmil) Chris Bastion Program Director

Addendum Table 1: List of Family Providers Conference Attendees

SD ASYMCA.final Report Document. All Inclusive With Cover Letter

Documents

Transcript of SD ASYMCA.final Report Document. All Inclusive With Cover Letter