The Combined Arms Support Command part of the U.S. Army Training and Doctrine Command (TRADOC) was organized October 2, 1990, as a result of a TRADOC reorganization. In February 1994, a supplemental realignment initiative was approved to align with future Army needs. Effective 1 October 1994, the new organization merges the combat developments and training developments of each subordinate school at Fort Lee.
Fort Lee supports many major tenant units on post. They include U.S. Army Medical Department Activity, U.S. Army Dental Activity, Fort Lee Resident Agency, 3rd MP Group, USACIDC, Post Exchange, Commissary, Trial Defense Service, and the Defense Investigation Service-Fort Lee Office, 345th Training Squadron, Operation Location Alpha.
Non-support tenants include: Defense Commissary Agency, Gerow U.S. Army Reserve Center, U.S. Army Information Systems Software Development Center Lee, 4th Training Support Battalion, Facilities Engineer Systems Support Division, Southeast Commissary Region, U.S. Army Procurement Research and Analysis Office, TRADOC Analysis Command-Fort Lee and Weapons Systems Manager for Clothing Services, U.S. Army Aviation and Troop Command.
The Petroleum Training Facility (PTF) is a branch of the Petroleum and Water Department. At the PTF site, military personnel train by using equipment and the latest technologies as well as tried-and-true methods. The staff at the PTF maintains more than 14 acres of facilities and instructs more than 3,000 soldiers, sailors, airmen and marines of all ranks each year. Ensuring that students can safely and effectively receive, store and issue petroleum products on a wide range of fixed sites and mobile equipment is the PTF mission. The PTF system consists of 4 terminals, 2 pump stations and 11 storage tanks with a total storage capacity of 2.1 million gallons. Environmental responsibility is a major training objective. Classes in spill prevention, containment and fire safety are practiced and reinforced at the PTF. Each storage tank is encompassed by a concrete berm that contains 100 per cent of the tank's capability plus one foot. A concrete drainage system surrounds the facility and leads to a containment pond to trap fuel if a fuel leak occurs. Providing commanders the fuel they need is the primary mission of the petroleum community. One of the systems that offers this capability is the Inland Petroleum Distribution System (IPDS). The IPDS is a lightweight, aluminum pipeline consisting of pipes, fittings and pumps. The IPDS can be rapidly deployed to move large quantities of bulk petroleum products. Students are trained in IPDS operation and maintenance.
The Military in the Field (MIF) site is a tactical training facility of the Petroleum and Water Department. After MIF training, commanders receive mission-ready soldiers who can operate and maintain equipment to standard. The MIF provides the necessary facilities and equipment to train Army, Air Force, Navy, Marine Corps, Department of Defense civilians and foreign military personnel. Soldiers, officers, warrant officers and noncommissioned officers train at the MIF site in almost every course taught at Fort Lee, VA. The state-of-the-art MIF facility offers realistic hands-on training that delivers highly skilled and confident soldiers and leaders to commanders in the field. Students train on current Army, Marine Corps and Navy equipment. Instructors emphasize the movement and mobility of modern warfighters and the need to keep the force constantly supplied with fuel. Dispersed across the forested, 33-acre MIF site are 16 Army, 8 Marine and 2 Navy tactical training areas. The MIF incorporates many collapsible storage tanks, collapsible fabric drums, fuel trucks and semitrailers (ranging in capacity from 1,000 to 7,500 gallons), assault hose lines, and a wide variety of ground and aircraft refueling systems. Completely mobile, these fueling systems can be delivered by road, rail, air and sea. Various refueling vehicles are necessary for many of the systems, such as the Heavy Expanded Mobility Tactical Truck (HEMTT) for transporting fuel and the HEMTT Tanker Aviation Refueling System (HTARS) for aircraft refueling. Realistic "wet" training occurs daily. The MIF is designed and constructed to minimize the effects of petroleum spills while maximizing training. Each collapsible tank is surrounded by an earthen berm lined with an impermeable fabric liner to contain fuel spills and runoff water. Spill kits are positioned throughout the training facility for containment and cleanup. About 2,500 feet of concrete-lined channels divert runoff into a spill containment pond. The pond has about 30 minutes of retention time, which allows separation of water and diversion to containers. When spills occur, contaminated soil and waste is collected in approved containers for removal by a certified hazardous materials (HAZMAT) carrier to processing by a licensed Thermal Treatment Facility.
The Water Training Division's (WTD) field sites provide realistic tactical training environments for Quartermasters with the military occupational specialty of 77W (Water Treatment Specialist). The division combines the genuine field conditions with hands-on water equipment training to produce 77W10s ready to meet their commanders' needs. Commanders deploy their soldiers under a wide range of conditions in vastly different terrain.
The WTD's five training areas expose students to diverse situations to prepare them for these challenges. The 14th Quartermaster Detachment site simulates water production at a wellhead. The Military in the Field (MIF) site focuses on storage and distribution operations. The Voit and Mechling training sites, named after two Medal of Honor awardees, provide locations for water production from a flowing stream, a dammed water source and a large water production source.
The 14th Quartermaster Detachment site has a threefold training objective: operate at a wellhead site, purify water and store potable water. The site introduces students to two Reverse Osmosis Water Purification Unit (ROWPU) systems. Training emphasizes production of potable water using both the 600- and 3,000-gallon per hour (GPH) ROWPUs. Distribution and transportation are part of the 77W's support of fellow soldiers. The MIF training site sharpens soldier skills on a variety of water equipment. The Tactical Water Distribution System (TWDS) provides training on this corps-level asset. Water is transported to storage or a Semi-trailer Mounted Fabric Tank (SMFT). The SMFT downloads the water to the 40,000-gallon collapsible fabric tanks at the Forward Area Water Point Supply System (FAWPSS). This unique training aspect of receiving and transporting water is invaluable to 77Ws.
Instructors combine hands-on training in real world environments to hone the problem-solving skills of their soldiers. The Voit sites on Bailey's Creek and dam are high-order probability sites that water teams use in many undeveloped areas of operation. The stream is low-yield and requires mastery of damming techniques for water production, especially during summer months. Bailey's Creek provides fundamental training on the 600-GPH ROWPU. The Bailey's dam site is set up for water production using the 3,000-GPH ROWPU.
The Mechling site on the Appomattox River focuses on production from a large water source such as a lake, river or reservoir. This site is the capstone for realistic training using the 3,000-GPH ROWPU. Students must use all the techniques and skills learned from previous exercises to accomplish the mission. Soldiers must demonstrate proficiency in site selection, setup, ROWPU operations, solvent mixing, cleaning, and testing of raw and product water with the Water Quality Analysis Test Kit. Supporting fellow soldiers with pure water is the mission that graduates of 77W training are primed and ready to do.
Camp Lee was one of sixteen national Army cantonments built at the outset of World War I. It was named in honor of Confederate General Robert E. Lee. Over 134,000 soldiers trained here during the war. It was torn down in 1920 and made into a wildlife sanctuary for the Commonwealth of Virginia.
Camp Lee was reactivated in 1940 and became a bustling center of activity. Here was located the Quartermaster Replacement Training Center, a Quartermaster Board for research and development, and a Technical Training Center for producing doctrinal literature and training aids. Early in October 1941, the Quartermaster School moved from Philadelphia, making Camp Lee its new home. Over 300,000 soldiers trained here during the course of World War II.
Activities declined sharply at war's end, and there was talk of closing the post altogether. In the meantime, the first two permanent buildings were constructed - a new Post Theater and a library (1947-48). Plans were also underway for new permanent barracks and family housing.
Uncertainty about Camp Lee's future was not over until the spring of 1950. A Defense Department General Order announced that effective April 15th, Camp Lee was to be redesignated Fort Lee - and made a permanent installation.
That decision seems almost prophetic in retrospect. For two months later the North Korean Army crossed the 38th parallel, and our nation was again at war. Suddenly Fort Lee sprang to life in the summer and fall of 1950 to meet the new emergency.
In August the Quartermaster Replacement Training Center (QMRTC) was established to train "soldier technicians" for the Korean Conflict. The 543d Quartermaster Group came into being to handle the influx of new trainees. The Quartermaster Board and QM Technical Training Center were both galvanized into activity. The Quartermaster School was also reorganized and greatly expanded to meet current needs. And a new mission - "supply by air" - was handed to the Quartermaster Corps.
The Quartermaster Replacement Training Center, first activated in February 1941, had as its mission then as now, the training of Quartermaster soldiers. By mid-1941, 10,400 trainees every three months were qualifying in basic military duties and technical subjects. Only a year earlier the total strength of the entire Quartermaster Corps had been 19,000. Following the creation of the Army Service Forces, the name of the command was changed to Army Service Forces Training Center. This name it retained until deactivation in January 1947. In September 1950, the Quartermaster Replacement Training Center was reestablished to meet the emergencies of the Korean War. About 1,200 inductees began training each month. The Quartermaster Replacement Training Center, with a total of almost 7,000 trainees and overhead personnel, consisted of two training Groups of three Battalions each, and Special Troops, under a Headquarters Commandant, consisting of Headquarters and Headquarters Company, Company Q, a Reception and Holding company, and Company S, the Leadership Course Training Company.
Secretary of Defense Recommendations: In its 2005 BRAC Recommendations, DoD recommended to realign Fort Eustis, VA, by relocating the Transportation Center and School to Fort Lee, VA.
It would also realign Aberdeen Proving Ground, MD by relocating the Ordnance Center and School to Fort Lee, VA. DoD recommended to realign Redstone Arsenal, AL, by relocating the Missile and Munitions Center to Fort Lee, VA. It would then consolidate the Transportation Center and School and the Ordnance Center and School with the Quartermaster Center & School, the Army Logistic Management College, and Combined Arms Support Command, to establish a Combat Service Support Center at Fort Lee, VA.
DoD also recommended to realign Lackland Air Force Base, TX, by relocating Culinary Training to Fort Lee, VA, establishing it as a Joint Center of Excellence for Culinary Training.
In another recommendation, DoD recommended to close 300 AFCOMS Way, a leased installation in San Antonio, TX; 5258 Oaklawn Boulevard, a leased installation in Hopewell, VA; and 5151 Bonney Road, a leased installation in Virginia Beach, VA. All components of the Defense Commissary Agency (DeCA) at these installations would then relocate to Fort Lee. This recommendation would consolidate the Defense Commissary Agency (DeCA) Eastern Region (Virginia Beach, VA), Midwest Region (San Antonio, TX), and headquarters element in leased space in Hopewell, VA, with DeCA’s main headquarters at Fort Lee, VA.
In another recommendation, DoD would realign Ft Eustis, VA, Ft Jackson, SC, and Ft Lee, VA, by relocating all mobilization processing functions to Ft Bragg, NC, designating it as Joint Pre-Deployment/Mobilization Site Bragg/Pope.This recommendation was part of a larger recommendation to consolidate mobilization funcitons at several other sites. This recommendation would realign eight lower threshold mobilization sites to four existing large capacity sites and transforms them into Joint Pre-Deployment/ Mobilization Platforms.
Secretary of Defense Justifications: The total estimated one-time cost to the Department of Defense to implement this recommendation would be $754.0M. The net of all costs and savings to the Department of Defense during the implementation period would be a savings of $352.4M. Annual recurring savings to the Department after implementation would be $131.8M with a payback expected in 6 years. The net present value of the costs and savings to the Department over 20 years would be a savings of $934.2M. Environmentally, this recommendation might impact air quality at Fort Lee. However, noise caused by Ordnance School operations might result in significant impacts at Fort Lee. A noise analysis and mitigation might be required. This recommendation would have some impact on water resources at Fort Lee due to the increased in demand from incoming personnel. This recommendation might require upgrade of wastewater treatment plan. The recommendation will require spending approximately $1.2M for environmental compliance activities.
The second recommendation would consolidate Combat Service Support (CSS) training and doctrine development at a single installation, which would promote training effectiveness and functional efficiencies. The moves would advance the Maneuver Support Center (MANSCEN) model, currently in place at Fort Leonard Wood, MO, which would consolidate the Military Police, Engineer, and Chemical Centers and Schools. This recommendation would improve the MANSCEN concept by consolidating functionally related Branch Centers & Schools.
The third recommendation would consolidate Culinary Training at the installation with the largest Service requirement, eliminate redundancy and costs, and train the Services culinary training under Inter-service Training Review Organization (ITRO). It was the military judgment of the JCSG that consolidation at the location with the largest amount of culinary training would produce the greatest overall military value to the Department, through increased training efficiency at a lower cost.
The forth recommendation would meet several important Department of Defense objectives with regard to future use of leased space, consolidation of Headquarters operations at single locations, and enhanced security for DoD Activities. Additionally, the recommendation would significantly improve military value due to the shift from leased space to a location on a military installation. The military value of DeCA leased space based on its portfolio of locations was 216 out of 334 entities evaluated by the Major Administration and Headquarters (MAH) military value model. Fort Lee ranked 96 out of 334. This action would provide a consolidation of these DeCA regional and headquarters activities from three to two, and reduces the number of buildings from four to one.
The total estimated one-time cost to the Department of Defense to implement the fourth recommendation would be $47.2M. The net of all costs and savings to the Department during the implementation period would be a cost of $35.4M. Annual recurring savings to the Department after implementation would be $3.9M, with a payback expected in 14 years. The net present value of the costs and savings to the Department over 20 years would be a savings of $4.9M. Environmentally, this recommendation would have the potential for a minimal impact on cultural/archeological sites and historical properties at Fort Lee. This recommendation coulda also have a limited impact on Threatened and Endangered species or critical habitat at Fort Lee. This recommendation would require spending approximately $0.05M for environmental compliance activities.
The fifth reccomendation would be expected to have the long-term effect of creating pre- deployment/mobilization centers of excellence, leverage economies of scale, reduce costs, and improve service to mobilized service members. These joint platforms would not effect any of the services units that a have specific unit personnel/equipment requirements necessitating their mobilization from a specified installation. The realigned, lower thresholds mobilization sites had significantly less capacity and many less mobilizations.
Community Concerns: The Fort Lee community expressed its support for the creation of the Center and indicated that it is well equipped to handle
the proposed expansion.
The community associated with Fort Eustis pointed out issues hindering rail and maritime training at Fort Lee, specifically
the lack of a deepwater port and the expense of replicating the major training assets already existing at Fort Eustis. Based on
the belief that some training would have to remain at Fort Eustis, the community maintained that all training should
remain, and they urged the Commission to reject the DoD proposal.
The Redstone Arsenal community requested reconsideration of the EOD Training Department move to Fort Lee, citing
critical EOD training support provided to the FBI Hazardous Devices School, a national resource in the fight against
terrorists and one that should not be disrupted by BRAC.
Commission Findings: The Commission found the capacity of Fort Lee sufficient to meet the new training requirements created by consolidating four schools onto the installation, except for insufficient land and space available to conduct Warrior Training involving heavy weapons and explosives. The Commission determined that the shortfall can be successfully mitigated by the use of nearby training sites at Fort Pickett, which has sufficient acreage to support all requirements.
The Commission also found that Fort Lee does not have access to a deepwater port. Since deepwater training is part of the Transportation School curriculum, some deepwater training must still be conducted at Fort Eustis, and therefore the Commission specifies that the movement of the Transportation School to Fort Lee does not prevent the conduct of training at Fort Eustis when required.
During the Commission's review of DoD's proposal, concerns were raised that the prerogative for assigning optimal training locations for combat service support courses might be legally constrained by a Commission decision to centralize all combat service support training, especially since combat service support training courses are currently conducted at several locations across the nation. The Commission notes that consolidation of the four schools at Fort Lee must not be interpreted in any way as a requirement that all combat service support training be conducted at Fort Lee. The Commission finds that the location of any course or any part of a course shall continue to be at the discretion of the Department based on both effectiveness and efficiency.
The Commission found that the Department calculated only the costs for the move of that portion of the museums associated with the schools' manning documents. DoD costing did not include new museum construction or other movement of artifacts, documents, or exhibits as part of the BRAC proposal. The Commission finds that further museum actions will be left for future decision by DoD. Last, the Commission conducted an in-depth review of projected construction costs, the accuracy of which was challenged by locally generated estimates. The Commission found that while the DoD estimate is probably low, the correction would not be as high as the locally generated estimate. Factoring in cost reductions created by leaving deepwater training at Fort Eustis, the recommendation's payback period was extended by only a year and a half, which does not amount to a substantial deviation.
Commission Recommendations: The Commission found the Secretary's recommendation consistent with the final selection criteria and the Force Structure Plan. Therefore, the Commission approved the first recommendation of the Secretary.
The Commission found no reason to disagree with the Secretary's second recommendation and justification. The Commission
believes that locating all transportation management training at one location will provide significant joint benefits, enhance
intra-service procedures, and reduce training duplication. The Commission also believes that course curriculums can be
developed to provide service-unique training where necessary. In sum, the proposal was found to increase military value
without posing undue risks of mission disruption.
The Commission finds the Secretary's third recommendation consistent with the final selection criteria and the Force Structure Plan. Therefore, the Commission approves the recommendation of the Secretary.
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