Total Force Army 2025 must plan for the new challenges of the future technologically savvy "Generation Z" recruits, said Anthony J. Stamilio, Army deputy assistant secretary for manpower and reserve affairs (civilian personnel/quality of life).Stamilio led a panel discussion, March 10, on "Soldier and Family Services –Building Resiliency and Self-Reliance," before an audience of military, government and industry leaders during the Association of the U.S. Army Hot Topic forum on installation management.Other panelists included Brig. Gen. Dennis Doyle, deputy chief of staff for operations, Army Medical Command; Stephanie Hoehne, deputy chief of staff for family and morale welfare and recreation programs, Installation Management Command; and Carla K. Coulson, director of installation services, Army Office of the Assistant Chief of Staff for Installation Management.Also on the panel were: Sharyn J. Saunders, director at Army Ready and Resilient Campaign headquarters; retired Army Maj. Gen. Mark A. Graham, senior director of military/veteran support services and Rutgers National Call Center, Rutgers University Behavioral Health Care; and Dr. Jonathan N. Metzler, performance psychology research and development lead for Science Applications International Corp."As we think about Army Force 2025, we must think about designing installations and services for the [Generation Z] force and their families," Stamilio said.The up-and-coming Generation Z population now ranges in age from 3 to 17 years.Out of about 23 million people in Generation Z, he said, 200,000 of them are expected to join the military."They will start entering the [recruiting] pool in 2018," Stamilio said, and the Army must consider how it will integrate them with the three existing generations of soldiers."[Generation Z] will have global and broader perspectives because of technology and social media. We must take that into consideration," he said.Because Generation Z will be more immersed in technology than previous generations, it is expected that broad bases of regional and virtual friends will shape their opinions, Stamilio said.And, it is those peers who will help shape their opinions, he said.With this peer influence, Generation Zeros could experience a lesser "sense of place" in the Army than older soldiers, Stamilio said."We will have to make sure they’re engaged with the institution and have the same type of commitment we have," he said.The Army also will be challenged with the up-and-coming generation to strengthen its community relationships on local and global scales, Stamilio said."Family characteristics will [also] change at an increasingly rapid pace," he said."It is up to us to be open to, and accommodate, those changes."And the role of Generation Z service women will likely become "significantly different and probably more prominent" than today, Stamilio said.The Army’s 2025 program calls for putting its soldiers and families in "better places" for wellness and health-issue prevention, Doyle said."If we get people instilled in healthier habits today, they will remain healthy longer," he said."Our goal is to inform, educate and build healthy communities where our soldiers, veterans, families and civilians can improve their health," Doyle said.Planning for the future changing generational demands – and of soldiers’ and families’ readiness posture is critical, Hoehne said."We have to look at what we provide as demands change," she said.Adding, "And how do we make sure that what we offer is what they want –such as 24-hour gyms."While Army morale, welfare, and recreation, also known as MWR, programs always have been considered the homes and communities for its soldiers, the principle on which MWR operates is "being aware of its customer base," Hoehne said.The ability of MWR to be ready to adapt and build agility into the system is critical, she said."[Even] now as we identify issues," Hoehne said, "we’re implementing [changes]. We are not waiting."