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
Marlin
The
Alliance
SD ASYMCA Family Support Summary and Needs Assessment: Report of Findings
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
The Marlin Alliance, Inc. Page 2 of 26

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.
ASYMCA
San Diego
Needs
Armed
Assessment
Services
YMCA
Report
Data
Collection Data Findings &
Analysis Recommendation
Provider
Inventory
Existing
SWOT
Program
Focus Analysis
Improvements
Sessions
Gap
Survey Analysis New
Program
Creation
Interviews
Figure 1.1 Family Needs Assessment Project Scope

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 13% 46% 22% 28% 4%
Food
Out & About 10% 56% 21% 20% 3%
Respite CC 9% 44% 21% 30% 5%
Family Literacy 9% 48% 22% 27% 3%
Holiday 8% 63% 20% 12% 5%
Programs
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 54% 29% 12% 5%
Hours
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 Disagree

Military 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.

Appendix A: Listing of ASYMCA Programs
The Marlin Alliance, Inc.

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 Community
Provided
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 Community
Provided
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

cont.
Provided
La Mesa Family Counseling (619)464-8929 Counseling Murphy Canyon
Center
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 (619)422-9293 Counseling Murphy Canyon
Management
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

cont.
Provided
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 Community
Provided
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 Medical
Smoking (800)662-8887 Classes All
Respite Providers
Respite Provider Telephone # Services Community
Provided
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.

Provided
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 (619)238-8600 Childcare Bayview
Reading First
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 (619)264-9985 Childcare Bayview
Care
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
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 & Bayview
After
Wee Care Preschool (619)425-9933 Childcare & Bayview
After
Wow Christian Preschool (619)267-0885 Childcare & Bayview
After
Alta Loma Children's School (619)224-4733 Childcare & NTC
After
Baldwin Academy (858)270-5995 Childcare & NTC
After
Bay Park Early Learning Center (619)275-2241 Childcare NTC
City Tree Christian School (619)232-3794 Childcare & NTC
After
Clairemont Emmanuel Baptist (619)276-1922 Childcare & NTC
After
Emmaus Today Christian (858)576-0132 Childcare & NTC
Prechool After
First United Methodist (619)297-4366 Childcare & NTC
After
Fleur De Lis School (619)295-6781 Childcare & NTC
After
No Cty Community Service CDC (858)560-5926 Childcare & NTC
After
Holy Family School (858)277-0222 Childcare & NTC
After
Kiddie Hall (619)696-5042 Childcare & NTC
After
Linda Vista Infant toddler Center (858)278-2457 Childcare NTC
Lutheran Grace Church (619)295-3503 Childcare & NTC
After
Ocean Beach Child Care Project (619)222-6242 Childcare NTC
Our Savior's Preschool 6192830918 Childcare & NTC
After
Pacific Beach Preschool (858)273-1320 Childcare & NTC
After
Serra Mesa Home Day Care (858)279-7115 Childcare NTC
St Peter's by the Sea Lutheran (619)224-1689 Childcare & NTC
After
Unitarian Coop Preschool (619)295-9860 Childcare NTC
Warren Walker Elementary (619)223-3663 Childcare & NTC
School After
Westminister Presbyterian 6192247403 Childcare & NTC
Preschool After
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
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 (619)698-4306 Childcare Private Apartments
Academy
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 (619)222-6242 Childcare NTC
Center
Oasis Early Child Development (619) 224-5372 Childcare NTC
Center
MWR (619)556-9752 Youth Centers All
Childcare
MWR (619)556-9752 In Home All
Childcare
City Employees of SD (858)576-4387 Childcare Murphy Canyon
YMCA (800)481-2151 Respite All
Childcare
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 (858)483-0111 Childcare NTC
Center

Appendix C: SWOT Matrix

San Diego ASYMCA Family Support Summary and Needs Assessment
Strengths, Weaknesses, Opportunities and Threats (SWOT) Matrix
FINDING DATA
CATEGORY STRENGTHS WEAKNESSES OPPORTUNITIES THREATS SOURCE
GENERAL
Professionalism and commitment Many Junior Enlisted and their Work with the commands and There is a stigma attached Key Informant
of staff. ASYMCA repeatedly spouses feel too proud to seek out or program staff to change the to utilization of services or Interviews, Focus
praised as being the epitome of the ask for assistance. They also fear culture to value "asking for help". accepting assistance. Sessions
"good steward"; a trusted partner, repercussions from acceptance of
committed to providing what the outside assistance.
military families need.
General
Survey respondents reflected high Junior Enlisted feel they can not Need to help these families Focus Sessions,
marks for the SD ASYMCA in it's provide their children with "normal" provide enjoyable childhood for Survey
ability to provide "community childhood such as they had when they their children.
support for military families" and were growing up; i.e. take sons to ball
to "successfully support families in game, play organized sports, join the
crisis". band.
General
ASYMCA staff credited with Survey
General being very supportive.
The ASYMCA provides a number The marketing of services effectively ASYMCA should look into Survey, Focus
of programs and services to help across the board needs improvement. repackaging and marketing their Sessions
support the junior enlisted military Programs and services are offered but services. Need better
community. A high percentage (74 not adequately marketed. A large communication of Programs, and
- 85%) of Surveyed users of the percentage of the junior enlisted simpler way of finding this
ASYMCA were satisfied with families eligible to utilize ASYMCA information; i.e. single contact
products and services provided and programs and services are unaware of phone number or internet access
the characteristics that represent all the programs and services provided site.
high quality offerings. Less than by the ASYMCA.
5% were dissatisfied.
General
Access to Service or Convenience of Identify way to provide Survey
Service offerings: Locations and convenient hours/locations of
sufficient hours limits utilization by programs. More research may be
military families. needed to identify high traffic
General locations and hours.
Model for Delivery of services and Change program / service High incidence of child Key Informant
programs does not meet the needs. delivery models. If prevention of abuse and domestic Interviews
child abuse, domestic violence, violence in these military
hunger and depression are the family communities.
goal, then providers serving this
community need to quantify the
need and build to deliver against
General the need.
FINDING DATA
Military family needs are greater than Develop creative resourcing Key Informant
available resources. partnerships to supplement Interviews
military budgets/resources.
General
Existing Legislation covering federal Identify supplemental programs Survey/Focus
and state programs does not take into to support shortfalls in legislated Sessions
consideration high cost of living and federal, state and local programs.
frequent deployments. Lobby to change or amend
legislation to provide additional
General assistance to qualified candidates.
External Strength: There are Insufficient Counseling services. Opportunity to partner with other Provider
counseling opportunities within the organizations that will go into the Inventory
San Diego community that provide home, provide counseling service
sliding scale charges, a military and accept TriCare Insurance and
discount or accept TriWest. There rates allowed. Provide counseling
are counselors who will go to the choices; military or
home of the patients if required, private/civilian services. Provide
provide alternate transportation if in-home counseling or
necessary, and even provide free transportation to and from
services to the military as a way to counseling sessions.
thank military men and women for
General their service to the country.
The clinical staff was repeatedly, Focus Sessions
highly praised for level of
professionalism. "In-home"
counseling is a unique contribution
of the ASYMCA.
General
FINANCIAL
ASYMCA provides Emergency Income for E1's through E4's just not Support of this group in form of Many Junior Enlisted Key Informant
Food Locker, holiday gifts for adequate to provide for family. "give aways" or "free ticket" families live below the Interviews. Focus
kids, and other support for the programs to help needy families. poverty level. San Diego Sessions
junior enlisted military families. Leverage existing public serves 27% of the
assistance, and ensure knowledge population eligible for
of public assistance (food food stamps, ranking
stamps), WIC and Head Start. lowest among
metropolitan areas in
nation. This includes
Financial enlisted population.

FINDING DATA
WIC provides basic foods for Road blocks for financial support Inability of military Focus Sessions
children under five. When children reach five, sticker should be resolved for qualified families to provide proper
shock for price of milk, cereals, basic families that need continued nutrition to their children.
foods sets in as they no longer qualify assistance to feed their children.
Financial for WIC program
Basic Housing Allowance required to Qualifications that limit needy Many families opt/forced Key Informant
be included as income discounts families should be reviewed. to live in substandard, Interviews. Focus
qualification for food and other low Consideration for extended non-military housing in Sessions
income programs. qualifications should be given to order to retain cash for
families, particularly during basics vs. ability to take
periods of extended deployment advantage of new,
and separation from active duty community housing.
family members.
Financial
Due to age and lack of experience, Provide education on money Include Financial Key Informant
there is poor management of money management and programs to Counseling/Planning in Interviews
on part of junior enlisted that impedes continue support of these skills Boot Camp.
their families. 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".
Financial
There is no general consensus on A focused financial needs Key Informant
causes of financial problems or best assessment should be Interviews
approach to treat the problems. Red completed to identify all
tape associated with welfare, Federal available and needed programs
and state local programs limitations: that provide financial support to
not all eligible families signed up. 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
Financial families.

FINDING DATA
CHILD CARE
Military provides Child Child Care provided does not meet the Provide Additional Child Care High incidence of child Key Informant
Development Services at each of needs: minimal infant care, minimal Svc. Programs: Drop-In Centers, abuse and domestic Interviews,
the bases and in at least one hourly/drop in care, in-home day care 24-Hour Care, Infant Care, violence Surveys, Provider
military community. These availability is low, location at bases Special Needs. These additional Inventory
programs are supplemented by vs. near housing. On-base child services will help alleviate stress
Family In-Home Day Care. development centers meet the needs of of frequent and lengthy
a fraction of the single service and deployments.
dual working parents with children
Child Care under age 12.
External Strength: Several large Child Care is not readily available or Ensure military families in need Provider
administrators of state and affordable for junior enlisted families. are aware of these programs Inventory
federally funded programs for Many of these "6-2-6" state and administered by Harmonium
childcare in the area; these include federally funded programs operate at (Klassic Kid programs), SAY SD
preschools that provide early full capacity with waiting lists. (Social Advocates for Youth) and
education to low income families Neighborhood House (Head Start
for little or no cost. 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.
Child Care
Eligibility and Access issues related to Implement a waiver to local Programs (Headstart at Key Informant
Head Start programs keeps families in policy to accept W2 information NTC) underutilized, puts Interviews
need from receiving assistance. vs. Leave and Earning Statements critical programs at risk.
for Food Stamps etc. Families have needs for
these programs but do not
qualify.
Child Care
External Strength: The YMCA in Provider
San Diego maintains a respite care Inventory
hot line, which provides homes
within a designated area that will
provide drop-in respite type care
when needed.
Child Care

FINDING DATA
External Strength: There are Provider
several Low Cost/No Cost Before Inventory
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
Child Care session.
Shortage of Child Care for Infants Change program / service Provider
delivery models for child care. Inventory, Focus
Ensure that child care programs Sessions
and services provided match to
Child Care the needs of the community.
Lack of programs that allow military Develop Cooperative Focus Sessions
families to support or help each other. (community based) programs,
Volunteer programs and Chapel
Child Care Associated Programs
Lack of awareness of available Child Need to develop better marketing Key Informant
Care to reach families in need. Interviews, Focus
Leverage existing state and Sessions, Surveys
federal programs by ensuring
awareness of these programs
Child Care within this community.
Existing program policies and Identify and consider providing Potential staff issues if Focus Sessions
protocols cause anxiety for active duty more lenient, flexible policies they are required to stay
parents utilizing military Child Care that reduce stress for these late.
programs: i.e., heavy fees for late pick families, particularly for non-
up, social services called if pick up is habitual offenders. Delays may
not within 30 mins of closing time. be due to traffic.
Child Care
Lack of accessible Child Care: Change program / service Focus Sessions
location issues, long wait lists for delivery models for child care.
Child Development Centers. Denial Ensure that child care programs
for family day care is the norm rather and services provided match to
than the exception. the needs of the community.
Child Care
No comprehensive data available on Incorporate data tracking into Key Informant
the real and full need for child care new program/service delivery Interviews
Child Care models.

FINDING DATA
Military Subsidizes child care for Lack of Affordable Child Care A comprehensive review to build Key Informant
children under age 3. the child care delivery model to Interviews, Focus
develop programs that meet the Sessions, Surveys
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.
Child Care
Inability for spousal employment or Provide sufficient child care Focus Sessions
volunteer work due to limited child delivery model so there is
care opportunities. 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.
Child Care
INFORMATION DISSEMINATION
The SD ASYMCA currently Lack of Information available to junior Develop simple, elegant way(s) Key Informant
utilizes a website and email groups enlisted and their families defined as to get information directly to Interviews, Focus
to disseminate information about Major Issue. Commands rely on active spouses and junior enlisted. Sessions
programs, services and events. duty spouses relaying the information; Develop a "one source" for
ombudsmen overlook the junior information. Provide an inventory
enlisted in their outreach. of services available to these
families, to include commercial
provider information.
Information
Technology is not sufficiently used to Borrow ideas from eCommerce; Focus Sessions
provide a full range of information i.e. "my space" or marketing
that military families requested on options like "travel zoo". Identify
events in a timely manner. "connectors" - influential, active
community supporters. Sponsor
information fairs in Lincoln
communities.
Information

FINDING DATA
External Strength: Dial 211 There is no "single point of assistance" Establish a one location, one Provider
(www.211sandiego.org) is a free service. Families in need of assistance website, one telephone number Inventory
referral telephone number, where can often get confused, or don't know type of service. Could use Dial
any caller can obtain information where to start on who to call or where 211 as model for this service.
about important community to go for help.
services: Basic Human Need
Resources, Physical and Mental
Health Resources, Employment
Support, Disability Support, and
Children, Youth and Family
Information support.
CHILDREN'S PROGRAMS
Children's programs contribute to There could be some difficulty for Enhance marketing plan for Key Informant
the healthy social and physical parents in finding these programs or programs and services. Develop Interviews
development of children, and these the awareness of them, which is a simple, elegant way(s) to get
programs are out there and communication issue. Further study information directly to spouses
accessible to military families. might be required to better understand and junior enlisted. Develop a
Children's who is affected by this issue and the "one source" for information.
Programs underlying conditions.
Children and family programs, Many survey respondents would like Incorporate this group focus into Survey
such as the "Mom & Tots to see more programs for teens, the new service delivery model;
Program", After School Recreation preschoolers, tots and disabled identify the needs of these groups
Programs and "kid Comfort - children. and then build to deliver the
Deployment Quilts" program, adequate programs to meet the
received the highest utilization needs.
rates in the ASYMCA programs.
Children's
Programs
Additional education programs for Identify these specific needs and Survey
Children was recommended from add programs where necessary.
Children's
Survey Respondents
Programs
Lack of Special Needs programs for New and expanded programs for Healthcare providers Key Informant
children who suffer from autism, "special needs" children should interviewed noted an Interviews
downs syndrome, hyperactivity and be a priority. increase in special needs
attention deficit disorders. children. Isolation of
military families from
their extended families at
Children's home creates additional
Programs burden.

FINDING DATA
EDUCATION
Many junior enlisted lack experience Provide Life Skills Training - a Key Informant
to help them deal with all the change, Readiness University that Interviews
responsibilities and stress of the includes basic life skills:
military life style. budgeting, home care and
maintenance, healthy cooking,
simple decorating, personal
Education health, etc.
Sufficient education programs for Establish and quantify the Survey, Key
Adults are not readily available and demand for education programs Informant
accessible. that will help these adults provide Interviews
a better lifestyle for their
families. Education should be a
priority and the remediation of
choice for the problems faced by
these military families.
Education
There is limited attendance in some of Improve the delivery model for Key Informant
the education classes that are offered. education programs, adapt Interviews
commercially successful
approaches. Provide fun and
innovative ways to provide the
training.
Education
Develop a budget and identify Limitations on funding of Key Informant
creative partnerships to resource education programs due to Interviews
changes to delivery model and military budget constraints
expansion of offerings.
Education
External Strength: Community Opportunity to ensure military Provider
Medical Classes are offered at all families are aware of these Inventory
of the San Diego Hospital systems; classes.
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.
Education

FINDING DATA
TRANSPORTATION
Lack of Transportation underlying If families were provided with Key Informant
contributor to the challenges facing transportation (and child care), Interviews/Focus
military families. Many are one-car spouse would be able to help Sessions/Survey
families; thus, the spouse caring for support the family and help
children and the home has no solve many of their own
transportation. Also inhibits job problems. Shuttle services for
prospects for spouse. 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
Transportation locations.
Lack of Transportation inhibits Vans/Shuttles from military Key Informant
military families from taking housing to events would Interviews/Focus
advantage of the ASYMCA service support these families. Sessions/Survey
offerings.
Transportation
Transportation is high dollar budget Shuttle services would reduce Key Informant
item for these families. cost of gas and vehicle Interviews/Focus
maintenance for families. Sessions/Survey
Transportation

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

Ray Roth
Alisha Curtin Jimmy Valentine
Community Outreach and Marketing
American Red Cross - SD April Mahoney 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
Amanda Cross
ASYMCA Staff 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 Group 1 Family Readiness
EOD Community William Tyrrell Coordinator


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 Community Health Promotion Specialilst
Jenel Bosze, MPH
North Region 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
Director of Marine and Family Team
MCCS Miramar Mary Bradford 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
Heidi Martin
Military Food Ministry 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


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

Robin Lipka
The Marlin Alliance, Inc. Vera Bashenow Consultants
Beneficiary Services and Education
Triwest Sherra Avila Representative
TriWest Wednesday Pritt Representative
TriWest Alan Wright 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


Veterans Affairs Alfonso Carmona Outreach Coordinator
VGCC (Vista Grande Community Cynthia Sipes
Church) 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


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“SERVING THOSE WHO SERVE AMERICA”

Military Family Support Summary

The Marlin Alliance, Inc

Appendix A: Listing of ASYMCA Programs

Addendum I: SD ASYMCA Implementation Initiatives Progress

The Marlin Alliance, Inc. Page 2 of 26

Figure 1.1 Family Needs Assessment Project Scope

The Marlin Alliance, Inc. Page 3 of 26

The Marlin Alliance, Inc. Page 4 of 26

collaborative relationships, and (3) suggestions for ASYMCA program improvements or

2.0 The Methodology

2.1 Existing Provider Inventory Methodology

The Marlin Alliance, Inc. Page 5 of 26

2.2 Focus Session Methodology

2.3 Survey Design and Methodology

The Marlin Alliance, Inc. Page 6 of 26

2.4 Key Informant Interview Methodology

The Marlin Alliance, Inc. Page 7 of 26

3.0 Data Integration and Analysis

The Marlin Alliance, Inc. Page 8 of 26

3.1 Compilation of Findings and Recommendations

3.2 Strengths, Weaknesses, Opportunities, and Threats

3.3 Validation of Findings

The Marlin Alliance, Inc. Page 9 of 26

3.4 Ranking and Categorization of Recommendations

A workgroup made up of ASYMCA program managers and other designated provider

4.0 Data Collection Component Results

4.1 Focus Session Results

4.1.1 Financial Support Programs

The Marlin Alliance, Inc. Page 10 of 26

4.1.4 Morale and Recreation

4.2 Junior Enlisted Survey Results

4.2.1 Ratings of Satisfaction with Existing Programs and Services.

The Marlin Alliance, Inc. Page 11 of 26

Program Utilization V Satisfied Satisfied Neutral Unsatisfied

4.2.2 Characteristics of ASYMCA Programs and Services.

The Marlin Alliance, Inc. Page 12 of 26

Characteristic V Satisfied Satisfied Neutral Unsatisfied

4.2.3 Benefits of ASYMCA Program.

Program Support Strongly Agree Agree Neutral Disagree

The Marlin Alliance, Inc. Page 13 of 26

4.3 ASYMCA Key Informant Interview

The Marlin Alliance, Inc. Page 14 of 26

Transportation. Lack of convenient, affordable, dependable transportation was identified as an

5.0 Findings and Recommendations

The Marlin Alliance, Inc. Page 15 of 26

5.1 General Findings

Recommendation: Leverage ASYMCA as “Trusted Steward”. A common refrain

Recommendation: Leverage Success and Reputation of ASYMCA. Develop public

Recommendation: Improve Delivery Model of Launching an Awareness Campaign.

The Marlin Alliance, Inc. Page 16 of 26

Recommendation: Develop Programs and Services to Meet Demand. Once the

5.1.4 Inconvenient Location of Services / Hours of Operation. Survey respondents

Recommendation: Establish Distributed ASYMCA Program Facilities. Expand

The Marlin Alliance, Inc. Page 17 of 26

Recommendation: Expand the Hours of Operation to Meet Military Family

Recommendation: Develop Improved First Responder Training to Improve

The Marlin Alliance, Inc. Page 18 of 26

Recommendation: Leverage existing Public Assistance and Provide Additional

Recommendation: Leverage Existing Sources of Food for Families The ASYMCA

The Marlin Alliance, Inc. Page 19 of 26

Recommendation: Develop a Supplemental Food Program for Junior Enlisted

Recommendation: Lobby to Extend Qualifications or Increase Accessibility for