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This newsletter focuses on disseminating effective family readiness techniques employed by forward-thinking units throughout the active and reserve components of the Army. The techniques and procedures that follow have enabled these units to substantially increase the quality of life for their Army families as they experienced the challenges of lengthy unit deployments in a variety of theaters of operation.

In the years since Operation DESERT STORM, family readiness efforts in a number of Army units have become increasingly more sophisticated. In these units, commanders and soldiers are not content to see their families merely "make it through" lengthy deployments, but are instead aiming at a higher standard of family caring and quality of life, the standard of "self-reliant families."

The term "self-reliant families" refers to the goal of ensuring that families understand and use various Army support programs and volunteer organizations that are in place to assist them during times of separation. Self-reliant families are families that effectively communicate their needs and goals to the support staff and each other; they are families that are able to handle the various challenges associated with both planned and unanticipated separations. Self-reliance does not imply a lack of support. On the contrary, the larger goal of this initiative is to encourage families to function completely and successfully within the Army support network at a time when lengthy deployments are common. The units that have put into place programs of this sort seek to achieve family readiness -- a higher standard than family support.

Family readiness does not come without teamwork; teamwork is the essential element of a good family readiness program. As the illustration above indicates, self-reliant families are a product of four factors working together to achieve this high standard. First, commanders must demonstrate through word and deed that family readiness is a cornerstone of their overall unit readiness efforts, and the staff must similarly support family readiness initiatives by incorporating family readiness considerations into their general planning. Second, rear detachment personnel must be well trained, energetic, and committed to the goal of family readiness. Third, Family Readiness Group (FRG) leaders must be dynamic, charismatic, organized, and well trained for the unique challenges they will face. Finally, and perhaps most importantly, soldiers and their spouses must communicate with each other and with family support organizations, and they must be proactive in preparing themselves for the deployments to come.