Naval District Washington
Naval District Washington is also known as the Quarterdeck of the Navy. Naval District Washington encompasses over 4,000 square miles, including the District of Columbia; the Maryland counties of Calvert, Charles, Montgomery, Prince George's, and St. Mary's; and Northern Virginia counties of Loudoun, Fauquier, Fairfax, Prince William, Stafford, King George, Westmoreland, and Arlington, and the cities within their outer boundaries. In total, the District encompasses 400 commands and activities. The Commandant exercises area coordination over 67,000 military and civilian employees assigned to Navy activities in the geographic area encompassed by Naval District Washington, the command's organizations include six major departments, and 20 staff and special assistants.
Commandant, Naval District Washington represents the Secretary of the Navy and the Chief of Naval Operations (CNO) in a variety of matters, including public and diplomatic functions, and the presentation of awards and decorations. The Commandant also coordinates Navy participation in official ceremonies and represents the Navy in negotiations and joint efforts with other services, federal agencies, and state and local governments. Commandant, Naval District Washington is the responsible line commander for the National Naval Medical Center and National Naval Dental Center. The Commandant also serves as the Immediate Superior in Command for Navy Public Works Center Washington, Naval District Washington Anacostia Annex and Navy Exchange Washington.
In its 2005 BRAC Recommendations, DoD would realign Bolling AFB, DC, by relocating the installation management functions to Naval District Washington at the Washington Navy Yard, DC, establishing Joint Base Anacostia-Bolling-Naval Research Laboratory (NRL), DC.
All installations employed military, civilian, and contractor personnel to perform common functions in support of installation facilities and personnel. All installations executed these functions using similar or near similar processes. Because these installations shared a common boundary with minimal distance between the major facilities or are in near proximity, there was significant opportunity to reduce duplication of efforts with resulting reduction of overall manpower and facilities requirements capable of generating savings, which would be realized by paring unnecessary management personnel and achieving greater efficiencies through economies of scale. Intangible savings would be expected to result from opportunities to consolidate and optimize existing and future service contract requirements. Additional opportunities for savings would also be expected to result from establishment of a single space management authority capable of generating greater overall utilization of facilities and infrastructure. Further savings would be expected to result from opportunities to reduce and correctly size both owned and contracted commercial fleets of base support vehicles and equipment consistent with the size of the combined facilities and supported populations. Regional efficiencies achieved as a result of Service regionalization of installation management would provide additional opportunities for overall savings as the designated installations are consolidated under regional management structures. The quantitative military value score validated by military judgment was the primary basis for determining which installation was designated as the receiving location.
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