Morale, Welfare, Recreation Innovation

Scope: Market Analysis, Innovation, Financial Analysis, Strategic Planning

Services: Food & Beverage, Sports and Fitness, Parks and Recreation, Lodging, Child and Youth,

Issue: With decreases and changes in funding streams, the USMC was challenged to continue providing the same level of historical programming and services across their morale, welfare and recreation portfolio. USMC maintained a legacy of being facility-centric, or bricks and mortar-based, rather than using all available on and off-base resources to facilitate the delivery of services and programming where and when customers want it. USMC’s resource-constrained environment affected the delivery of customer programs and services, as well as maintenance of numerous, often outdated facilities.

Process/Outcome: CHMGS professionals assembled a multidisciplinary team to assist MCCS with reimagining and refocusing their program and service requirements and offerings. The MWRI team conducted an in-depth review of existing facilities, programs and services and associated utilization patterns, revenues and expenses. In addition, the team conducted deep dive analyses into the daily life of Marines to determine how MCCS programs can best align with their needs where and when they need them.

Recommendations included changing how MCCS programs and services are delivered. Rather than MCCS focusing on being the sole provider, they shift their business model to a hybrid provider/ enabler model by utilizing the off-base supply of programs and services in addition to MCCS offerings. This recommendation was a shift in operating philosophy for MCCS and allowed them to streamline offerings and prioritize and allocate resources, while still offering a wide range of programs and services using in-house and commercially available offerings.