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Installation-level support agencies play a critical role in promoting family readiness. The following techniques and procedures relate to those agencies and their relationship with Family Readiness Groups (FRGs), rear detachment personnel, commanders, soldiers, and families.

One Task Force Eagle commander significantly enhanced his unit's family readiness through the creation of a division-level Family Readiness Center (FRC). Before deploying to Bosnia, the commander directed that the FRC be established to support deploying soldiers and their families. An officer (O-4) from the division was assigned as the Deputy Chief of Staff for Family Readiness. Under his leadership the organization served as a clearinghouse for family support activities. Support and referral personnel assigned to the FRC provided access to a variety of avenues of communication with soldiers in Bosnia. Specifically, the FRC provided:

• Duty chaplain
• Duty Command Financial Specialist Program (CFSP) NCO
• Telephones
• Scanner
• Five Internet-capable computers
• Copier
• Lounge area with a television
• Play area for the children
• Meeting space for Family Readiness Groups (FRGs)
• Clocks set at both local and Bosnia time
• Video Tele-Conferencing (VTC) equipment
• Bulletin boards with the latest deployment information

A receptionist, duty chaplain, and duty CFSP NCO supported the Family Readiness Center. The FRC was also staffed by an NCO trained in support agency referrals, as well as an NCOIC and OIC on duty during the business day and on call at night. The FRC was open 24 hours a day; therefore, it was available to any family member who desired to contact a soldier via email. Support staffers were available to solve problems or refer families to appropriate service agencies. While unit-level FRGs served as primary problem-solvers, the FRC served as an alternative means to which a family member could turn for additional support. The building in which the FRC was located was a refurbished dining facility, redone with pleasant, "friendly" colors, and a generally attractive appearance. Furthermore, the building layout was open, allowing a spouse typing an email to supervise children if necessary. FRC leaders interacted frequently with the division staff and installation support agencies in serving as an additional source of information for family members. Lastly, FRC leaders maintained a list of unit-level FRG and rear detachment commanders who could be contacted as necessary.

Another innovation successfully used and supported at the installation level was the monthly "deployment fair." These fairs provided a means to ensure that families were ready for the stress and challenges of deployment separations. Given the lack of manpower and other resources in the supporting civilian agencies, and given the difficulties associated with having soldiers and families attend deployment briefings, the monthly deployment fair worked well to assist soldiers and family members in coping with separations. At Fort Stewart, the Community Activities and Services Directorate hosted the fair. Every installation soldier support agency sent representatives to assist with separation issues. With the goal of promoting self-reliant families, the fair included personnel from the following agencies:

• Red Cross
• Army Community Service
• Legal Aid
• Financial Aid
• Army Emergency Relief
• Housing Office
• Public Affairs Office
• TRICARE
• Post Chaplain Office

While the Community Activities and Services Directorate aimed to provide individual unit briefings to deploying units whenever possible, the goal was to provide at least one opportunity per month for any soldier or family member to have deployment separation questions answered. An additional advantage to this technique was that soldiers could avail themselves of information they personally needed, rather than sit through briefings that might not apply to their particular circumstance.

Other examples of installation support for family readiness are the use of a toll-free family readiness hotline and free email accounts. One Task Force Eagle commander directed FRC leaders to establish and staff a family readiness hotline. The toll-free number, publicized through FRGs, the unit's internet site, and other means, served as a point of access to installation support agencies for those spouses not knowing where to turn with a family problem. Additionally, the hotline provided another means for spouses to contact the installation in the event of a family problem while away from Home Station.

FRC personnel also assisted family members in establishing free Internet email accounts (i.e., Hotmail, Juno, and Yahoo). This method of support provided an alternative way for family members to come forward with family problems, and improved family readiness and the morale of deployed soldiers. The email accounts saved the government money while providing families with a convenient means of communication with deployed soldiers.

Spouses using email and VTC at the Family Readiness Center to correspond with soldiers in Bosnia.

Key Lessons Learned

• The creation of a Family Readiness Center greatly enhances the Family Readiness Plan.
• Holding monthly deployment fairs with representatives from installation civilian agencies provides an opportunity for families to receive assistance.
• A toll-free telephone number and free email accounts assist families in sharing information and provide assistance for those who need it.

Above all else, families must see that the commander has placed special emphasis on the issue of family readiness. A way to accomplish this is to assign a liaison on the staff to handle family issues. One Task Force Eagle commander designated a senior officer (O-4) as the division's Deputy Chief of Staff for Family Readiness. The officer had been in the division for over a year and had previously earned an advanced degree in counseling. Given a broad charter by the division commander, he designed the FRC and (with staff and command assistance) drafted a comprehensive family readiness plan that included many innovations. He performed the duties of action officer and general coordinator of the major family readiness initiatives in the division, and, along with a senior NCO, served as the FRC leadership during the unit's deployment.

While deployed, the unit also benefited from a number of both formal and ad hoc advisory committees. In addition to receiving excellent support from the installation's support agencies (Army Community Service, Army Emergency Relief, and the post engineers), Task Force Eagle's family readiness efforts prospered from a number of committees at division level and below. Some of these committees, such as the round-up committee of senior spouses, FRG leaders, and the division's Family Readiness Steering Committee, were formal organizations with routinely scheduled meetings that discussed general family readiness issues. Analogous steering committees met at the brigade, battalion, and company levels as well. Other committees, however, met only when a particular issue or event necessitated a meeting. Emphasis was not placed on committee structure; rather, emphasis was on the willingness of members to listen to each other and work together. Observers noted that the Task Force Eagle committee meetings were noteworthy for the civility, professionalism, and commitment demonstrated by spouses throughout the division. The willingness to work hard enabled the unit's family readiness volunteers to realize some remarkable innovations in support given to families throughout the deployment.

Key Lessons Learned

• Families must see that the commander has placed special emphasis on the issue of family readiness.
• The emphasis on committees should be placed on a willingness to work together instead of on the committee's structure.

When considering key areas of concern in the family readiness arena, one should keep in mind newly enlisted or newly commissioned soldiers. Support agency personnel need to identify these soldiers as those most likely to have family readiness problems, particularly during lengthy deployments. In some cases, these junior soldiers neglect to identify financial, medical, or other personnel administrative service problems upon in-processing to their units for a variety of reasons. The most pressing problems include a lack of funds due to excessive phone bills, travel home to families, poor purchases, and exorbitant leasing costs. Often these concerns become serious problems that emerge after the unit has deployed. Most of these problems can be avoided through chain of command involvement when the soldier first arrives at the unit.

Key Lesson Learned: Keep in mind newly enlisted or commissioned soldiers and their reluctance to identify any problems they may have to their supervisors.