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The infrastructure that the Army maintains plays a vital role in supporting the Joint Force. We are adjusting our global footprint to improve readiness at each of our installations. To free resources for more compelling operational needs, we are reengineering every one of our business processes. At the same time, we are completely transforming our infrastructure, consisting of installations, depots, and arsenals – and the information network that connects them – to reflect the deployment requirements and global commitments of the 21st century security environment, while becoming dramatically more efficient.

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Since 9-11


* Several continue into 2006


The Army is moving units and transforming posts through an effort that we call “Stationing.”Stationing
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In 2007, we will reposition major elements of our operational force (Figure 11). At the same time, we will establish the environmental foundation and initiate the renovation and construction needed to reposition schoolhouses, headquarters, and other support activities. Our stationing effort will posture our forces, logistics activities, and power projection infrastructure to respond to the demands of a complex, uncertain future as efficiently and effectively as possible.

We have produced a plan that integrates BRAC decisions, the IGPBS plan, and the Modular Force initiative. This plan allows us to divest Cold War era infrastructure and create the infrastructure required for the foreseeable future. We are consolidating activities by leveraging information technology and advances in supply chain management. We are also completely reengineering our business processes to eliminate waste.


  • 1st Brigade, 1st Armored Division moves from Germany to Fort Bliss.
  • 212th Fires Brigade moves from Fort Sill to Fort Bliss.
  • 17th Fires Brigade moves from Fort Sill to Fort Lewis.
  • Stryker Brigade Combat Team 7 activates at Fort Lewis.
  • Battlefield Surveillance Brigades activate at Fort Hood and at Fort Bragg.
  • Support Brigades (Maneuver Enhancement) activate at Fort Irwin and Fort Polk.

figure 11

This consolidation will yield tremendous savings over time. Our plan reduces overhead costs by streamlining the installation staffs, contract support, and infrastructure that will support units and activities at their new locations. We are exploiting this opportunity to become more efficient and more effective as we implement our stationing plan.

Stationing involves more than merely opening, closing, or realigning functions. It requires balancing military, economic, and strategic


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necessities to determine the scope and timing of closures, consolidations, construction, renovation, unit activations, and unit deactivations. We have scheduled all of these activities to occur in ways that will enhance the flow of forces to and from current global commitments.

Our stationing plan and requirements for funding, construction, renovation, and environmental remediation are guided by a set of key goals:

While positioning the Army to better respond to the 21st century security environment, we are simultaneously working to ensure that our Soldiers and families enjoy the benefits of installations that are truly “Flagships of Readiness.”Installation Design Standards
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The quality of our installations remains critical to accomplishing our mission. Our depots, training bases, and home stations enable the Army to:


Since 2001, the Army has made tremendous progress in enhancing training and generating combat power in time of war. Despite improvements, the Army still requires significant resources to overcome years of insufficient investments in its installations and infrastructure. We are committed to reducing our facilities recapitalization rate to meet the Department of Defense 67-year goal. If resourced, our stationing plan will produce installations better able to train and prepare our forces for future missions. Our plan will also provide a quality of life that our Soldiers and families deserve, and help to sustain the All-Volunteer force.


We are fundamentally changing how the Army conducts business. Our goal is to streamline or eliminate redundant operations to free financial and human resources to redirect to our core warfighting missions. We are:

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Across the Army, we are reengineering all of our business processes to achieve greater efficiency, improve quality, decrease cycle time, and reduce cost. The method we are using, Lean Six Sigma, has already produced a marked improvement in manufacturing and repair processes at all of our depots within the Army Materiel Command. Once fully implemented across the Army, with full adherence to labor laws and other administrative requirements, we will replicate these successes across the Army in all our activities.


We are investing in information technology at our installations and reserve component facilities to lay the foundation for fielding LandWarNetLandWarNet and the Global Information Grid
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. The Army’s portion of the Global Information Grid, LandWarNet compromises both infrastructure and services. It moves information through a seamless network to better support our combat forces and the institutional structures that generate them. Our information technology infrastructure will enable operational forces to “reach back” for data, such as repair part visibility, intelligence and other support, and innovations such as telemedicine. This same technology is improving our ability to manage business.


Supporting Initiatives (Addendum C): The areas of focus discussed above are reinforced by three supporting initiatives: