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DOD 2005 BRAC Recommendations Advance Army Transformation Strategy

The Army announced today its six strategies and its recommendations in support of the Department of Defense’s Base Realignment and Closure Commission proposals. (See fact-sheet for details and http://www.hqda.army.mil/acsim/brac/braco.htm).

The Army strategies, coupled with the DoD recommendations, will realign the operational forces of the Army; transform the Reserve Component; reshape Research, Development, Acquisition, Testing and Evaluation organizations into Joint Centers of Excellence; consolidate several headquarters and other activities in joint or multi-functional installations; realign installations to create joint and Army training centers of excellence; and transform the materiel and logistics infrastructure.

The DoD recommendations align the military’s infrastructure with the needs of a more efficient and effective fighting force. BRAC 2005 proposals include: closure of 15 Active-duty installations, 17 leased facilities, 176 Army Reserve installations, 211 Army National Guard facilities (upon agreement of the state governors), while creating Training Centers of Excellence and Joint Technical and Research Facilities. The recommendations also create 125 multi-component Armed Forces Reserve Centers, realign the U.S. Army Reserve Command and its control structure, and provide six brigades to the Active-duty deployable force. The Army’s BRAC 2005 recommendations are designed to maintain sufficient surge capabilities to expand to 48 maneuver brigades and handle increased production, training, and operational demands now and in the future.

These recommendations will create a one-time cost of $12.8 billion and generate 20-year gross savings projections of $20.4 billion and a net savings of $7.6 billion (which is 1.2 times that of the first four BRAC rounds combined). Recurring savings after completion of BRAC 2005 implementation are expected to be $1.5 billion annually (about 1.7 times the recurring savings of the first 4 BRAC rounds combined). The total economic impact (including costs and savings generated by overseas moves) is a projected steady-state savings of $2.5 billion annually and a 20-year net savings of $28 billion.

For more information at the Army’s national level, contact Maj. Desiree Wineland at Army Public Affairs, (703) 697-7592 or E-mail: Desiree.Wineland@hqda.army.mil, otherwise contact the installations’ public affairs offices.

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Army BRAC Strategies and Recommendations

FACT SHEET

1. Realign the Operation Forces of the Active Army (including returning overseas units)

Objective: Locate operational units at installations DoD-wide, capable of training modular formations at home station.

• CONUS-based Operational Forces

o Activate a Modular Brigade Combat Team (BCT) at Fort Bliss, Texas; Fort Bragg, N.C.: Fort Knox, Ky.; and Fort Riley, Kan.

o Realign a Modular Brigade Combat Team to Fort Carson, Colo.

o Validate previous temporary stationing of Modular BCTs at Fort Campbell, Ky.; Fort Drum, N.Y.; Fort Polk, La.; Fort Richardson, Alaska,: and Fort Stewart, Ga.

o Relocate the 7th Special Forces Group from Fort Bragg, N.C. to Eglin Air Force Base, Fla., to enhance joint training and deployment.

o Relocate a Fires Brigade from Fort Sill, Okla., to Fort Bliss, Texas, and an Air Defense Artillery Brigade from Fort Bliss, Texas, to Fort Sill, Okla., to support Army Training Centers of Excellence.

o Relocate an Attack Aviation Battalion from Fort Campbell, Ky., to support the formation of a Multi-Functional Aviation Brigade at Fort Riley, Kan.

• Units returning from Overseas:

o Relocate three Modular Brigade Combat Teams at Fort Bliss, Texas, and various returning support units at Fort Bragg, N.C.; Fort Carson, Colo.; Fort Knox, Ky.; and Fort Riley, Kan.

o Validate the temporary stationing of a Modular Brigade Combat Team from Korea to Fort Carson, Colo.

2. Transform the Reserve Component

Objective: Realign and close facilities to reshape the command and control functions and force structure and create Joint or multi-functional installations.

• Close 176 Army Reserve facilities and build 125 new multi-component Armed Forces Reserve Centers.

o These new AFRCs will improve the readiness and ability of Reserve and National Guard units to train, alert and deploy in support of current and future contingency operations, including homeland defense.

o Dis-establish 10 Army Reserve Regional Readiness Commands (RRC) and establish four Regional Readiness Sustainment Commands and six new deployable war-fighting units (two Maneuver Enhancement Brigades and four Sustainment Brigades).

3. Transform DoD Research, Development, Acquisition, Testing and Evaluation (RDAT&E) Organizations into Joint Centers of Excellence

Objective: Consolidate DoD RDAT&E organizations to enhance support of DoD transformation and Joint Operations.

• Create a Center for Soldier-Focused Systems at Aberdeen Proving Ground, Md., that permits integration and coordination at every step from research and development through testing and evaluation, and acquisition by co-locating human systems, information systems, sensors, electronics, bio-medical, and chemical-biological defense.

• Create RDAT&E Joint Centers of Excellence at Detroit Arsenal, Mich., (ground vehicles), Redstone Arsenal, Ala. (aviation), and Picatinny Arsenal, N.J., (guns and ammunition).

4. Realign or Close Installation to Consolidate Headquarters (HQ) and Other Activities in Joint or Multi-functional Installations

Objective: Co-locate headquarters with subordinate commands or establish Joint campuses by stationing organizations with their service counterparts. Provide responsive, quality, and cost-effective medical and dental care.

• Create a new Walter Reed National Military Medical Center at Bethesda, Md. by relocating WRAMC’s specialty care to Bethesda and its primary and secondary care to Fort Belvoir, Va., to enhance Soldier and other patient quality of care.

• Relocate Headquarters, U.S. Army Training and Doctrine Command (TRADOC) to Fort Eustis, Va.

• Relocate Headquarters, U.S. Army Materiel Command (AMC) to Redstone Arsenal, Ala.

• Relocate Headquarters, U.S. Army Forces Command and Headquarters, U.S. Army Reserve Command (USARC) to Pope Air Force Base, N.C.

• Co-locate Headquarters, Third U.S. Army (the Army component of U.S. Central Command) with the Air Force component of U.S. Central Command, the 9th Air Force at Shaw Air Force Base, S.C.

• Realign Headquarters, First U.S. Army to Rock Island, Arsenal, Ill., facilitating oversight of Reserve training, readiness, and mobilization throughout the United States.

• Close Fort McPherson, Ga.; Fort Monroe, Va.; and Fort Gillem, Ga.

• Relocate smaller headquarters by consolidating geographically-split organizations and aligning the regional structures of multiple missions.

o Relocate the Army Test and Evaluation Command (ATEC) and the Army Evaluation Center to Aberdeen Proving Ground, Md.

o Relocate Headquarters, Installation Management Agency (IMA) to Fort Sam Houston, Texas.

o Realign Installation Management Agency, the Network Enterprise Technology Command, and the Army Contracting Agency into regional headquarters structures for Eastern and Western Regions at Fort Eustis, Va., and at Fort Sam Houston, Texas.

5. Realign Installations to Create Joint and Army Training Centers of Excellence

Objective: Consolidate or realign training to enhance coordination, doctrine development, training effectiveness, and improve operational and functional efficiencies.

• Consolidate the Armor and Infantry Centers and Schools to create a Maneuver Center at Fort Benning, Ga.

• Consolidate the Air Defense and Field Artillery Centers and Schools to create a Net Fires Center at Fort Sill, Okla.

• Consolidate the Transportation, Quartermaster, and Ordnance Centers and Schools to create a Combat Service Support Center at Fort Lee, Va.

• Consolidate Drill Sergeants training from three locations to one at Fort Jackson, S.C.

• Realign the Aviation Logistics School with the Aviation Center and School at Fort Rucker, Ala.

• Realign the Prime Power School with the Maneuver Support Center at Fort Leonard Wood, Mo.

• Create Joint Centers of Excellence for culinary training and transportation management at Fort Lee, Va., and religious training at Fort Jackson, S.C.

6. Transform Material and Logistics

Objective: Realign or close installation to integrate critical munitions production and storage, manufacturing, depot-level maintenance, and material management to enhance Joint productivity and efficiency and reduce cost.

• Close four Army ammunition plants, three chemical depots, and two Army depots (one maintenance and one munitions storage) to reduce costs and increase efficiency.

• Realign workload among nine other depots and arsenals and five Army ammunition plants; enhance four Joint Centers of Industrial and Technical Excellence for specific commodities; create three Joint Manufacturing and Technology Centers; create a Joint Logistics Expeditionary Center; and create five Joint Munitions Centers of Excellence.



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In summary, the 22 Army installations and leased properties recommended for closure are:

Installations:

Charles E. Kelly Support Center, Penn; Deseret Chemical Depot, Utah; Fort Monmouth, N.J.; Hawthorne Army Depot, Nev.; Kansas Army Ammunition Plant, Kan.; Lone Star Army Ammunition Plant, Texas; Mississippi Army Ammunition Plant, Miss.; Newport Chemical Depot, Ind.; Red River Army Depot, Texas; Riverbank Army Ammunition Plant, Calif.; Umatilla Chemical Depot, Ore.; and U.S. Army Garrison Michigan (Selfridge), Mich.

Leased Properties:

Headquarters, Army Test and Evaluation Command site, Va.; Army Judge Advocate General Agency site, Va.; Army Research Office site, N.C.; Army Reserve Personnel Center site, Mo.; Crystal City complex, Va.; Hoffman complex, Va.; and Rosslyn complex, Va.



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