Addendum D (Provide Infrastructure and Support to Enable the Force to Fulfill Its Strategic Roles and Missions)

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Since 9-11

circleCreated the Installation Management Agency to unify the business structure of Army installations and to create uniformly high standards of quality for Soldiers and their families.

circleDeveloped a strategic stationing plan that synchronizes Base Realignment and Closure (BRAC), Global Defense Posture Realignment, Army Modular Force initiative, and the demands and realities of the Global War on Terror.

circleOptimized Power Projection Platforms – enabling wartime mobilization and facilitating over 700,000 Soldier deployments for the war on terror.


circle Developed facilities support strategy to meet the target dates established by Base Realignment and Closure law, for Global Defense Posture Realignment, and to build the Army Modular Forces which requires the execution of approximately $38 billion in Military Construction and related projects between 2007 and 2013.

circleImplemented Lean Six Sigma methodology within all Army Commands, Direct Reporting Units, Army Service Components of Joint Commands, and across Headquarters, Department of the Army.

circleReceived four Shingo Prizes for the Public Sector for improving business practices at four Army Materiel Command depots.

circleActivated the Army Sustainment Command to serve as our national logistics integrator.

To better enable the force to fulfill its strategic roles and missions, we are:

Adjust Global Footprint to Create “Flagships of Readiness”

We are repositioning all of our bases and facilities in one of the most sweeping structural and basing changes in our history.  Our plan directs, by 2013, the movement and consolidation of major elements of our operating and generating forces through over 1,800 individual moves.  We are working now to establish the environmental foundationArmy Environmental Programs
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 and to initiate the renovation and construction required to reposition many of our schoolhouses, headquarters, and major supporting activities.
We are committed to creating “Flagships of Readiness,” a concept that is an imperative for our Army and the Nation.  To be ready to execute the National Defense Strategy, in wartime, we are working to dramatically improve our capacity to train Soldiers and leaders and to generate combat power in time of war. 

Our plan is guiding the overall transformation of our support infrastructure to better enable our ability to:

Our plan integrates Base Realignment and Closure decisions, Global Defense Posture Realignment, and the actions required to build a modular Army – which will allow us to divest Cold War era bases and facilities to create the global infrastructure required for a new era.  This plan depends on careful synchronization of our stationing, construction, and deployment schedules to support the war on terror and other missions.  If done efficiently, this consolidation will yield tremendous savings over time – while posturing our forces, logistics activities, and power projection platforms to respond to the demands of the Nation as efficiently and as effectively as possible. 

In support of our plan, we have received significant support from the President, the Secretary of Defense, and Congress; however, we require significant resources to improve training, housing, and deployment facilities on its installations and infrastructure.  We are continuing to assess the impact of budgetary challenges on the timing of our comprehensive global restationing plan.  We started Fiscal Year 2007 under a continuing resolution for the Military ConstructionMILCON Transformation
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, Quality of Life, and Veterans Affairs (VA) Bill.  This measure kept dollars flowing, yet greatly affected the timing of our ability to construct vital facilities needed to house and to train our Soldiers.   

We are at the forefront of an extraordinarily complex challenge, one that must be supported with timely funds to adhere to an intricate, complex schedule.  Repositioning our forces worldwide impacts not only the lives of our Soldiers and their families; but also, our overall ability to execute the National Defense Strategy.  To execute our plan according to schedule, and to continue to meet strategic requirements for forces and capabilities, we require timely, sustained funding.  Failure to underwrite this commitment with sustained and timely resources will increase risk for the Army and the Nation.

Implement Business Transformation Initiatives

Major Stationing Moves in 2007

circle 1st Brigade, 1st Armored Division moves from Germany to Fort Bliss.

circle 2nd BCT, 4th Infantry Division moves to Fort Carson.

circle 17th Fires Brigade moves from Fort Sill to Fort Lewis.

circle 5th Brigade, 2nd Infantry Division (Stryker Brigade Combat Team 7) activates at Fort Lewis.

circle Support Brigade (Maneuver Enhancement) activates at Fort Polk.

circle3d COSCOM moves to CONUS and will reflag as the 3d Expeditionary Sustainment Command.

As we are changing the way we operate militarily, we are also changing how we do business.  We are aggressively transforming our business methods and our workforce culture to reflect best practices in civilian industry.  These changes will enhance the Army’s ability to deal with the challenges we will face today and tomorrow.

Successful business transformation is essential to our long-term health.  It is freeing human and financial resources that we are redirecting to our core warfighting missions.  In addition, by “taking work out” of our processes – reducing waste in all its forms – we are accelerating the rate of our transformation. 

The centerpiece of our business transformation is continuous improvement.  Through the application of Lean Six Sigma (LSS), we are critically analyzing how we do business.  Using this methodology, now increasing its appeal throughout civilian industries, we are constantly identifying ways to increase productivity, reduce cycle time, and decrease our overall resource demands.

The initial focus of our LSS deployment has been on processes used within our operating and generating forces.  We currently have over 500 active projects designed to improve efficiency across the Army.  We have already enjoyed great success from completed projects in certain areas, as evidenced by continued improvement in manufacturing and repair processes at several depots and arsenals within our Army Materiel Command (AMC).  During the past year, four of these AMC depots received the coveted Shingo Prize in 2006 for their efforts to improve manufacturing practices.  We will continue to work toward full implementation throughout the Army and to replicate these successes in all our activities.

Develop the LandWarNet Institutional Infrastructure

We continue to invest in information technology (IT) at our installations and reserve component facilities.  We are working to establish the architecture to provide the foundation for LandWarNetLANDWARNET and the Global Information Grid
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, the Army’s portion of the Global Information Grid.  LandWarNet moves information through a seamless network to better support our combat forces and the infrastructure that generates and supports them.  Our IT infrastructure will also enable operational forces to “reach back” for data in the form of high definition intelligence products, voice, video, and data. 

Consolidating IT networkConsolidated Information Technologies Services
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 services is helping to increase LandWarNet’s efficiency and effectiveness.  LandWarNet is enabling us to establish Area Processing Centers to better facilitate and consolidate support for operations in many diverse regions.  LandWarNet is reducing vulnerabilities, while increasing both access to and security of our information.  Our investment in LandWarNet is helping to improve the Army’s ability to conduct joint, interagency, and multi-national operationsCore Enterprise Services
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.  This capability will fully leverage the potential value of the network to promote common understanding, move data in real-time, and to support operations, at home and abroad. 

We are improving how we manage our networkInformation Technology Portfolio Management
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.  We are also applying new technologiesInformation Technology Interoperability Testing
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 and implementing sound investment guidance.  We are dramatically improving the quality of available data by transforming the processes used to analyze and distribute it.  While helping to avoid information overload, this initiative will enable the sharing of knowledge needed to optimize decision making.  It will also facilitate more effective and more efficient mission planning and performance across the Army. 

Compelling Needs

circle Support to execute a carefully synchronized plan to achieve a new global basing posture, and grow the Army while fulfilling the requirements of the National Defense Strategy.  The requirements of this plan (for renovation, construction, environmental remediation, and other costs) will exceed the resources currently apportioned for base realignment and projected to be recouped through consolidation and closure. (A situation that will require continuous reevaluation in future years).

circle Support Army efforts to synchronize Global Defense Posture Realignment, Base Realignment and Closure, and stationing of modular forces.

circle Fund Base Operations and Sustainment accounts to meet minimum support levels while providing a predictable funding level at Army installations.

circle Fully fund Sustainment, Restoration, and Modernization accounts to slow the rate of deterioration of Army infrastructure.

circleFully fund the Installation Information Infrastructure Modernization Program.

Enhance Logistics Readiness

While the Global War on Terror remains our top priority, we must also prepare the Army for future challenges.  To be successful, we are transforming the Army’s structure, equipment, and processes, while sustaining the Army’s ability to fulfill the full range of its global commitments. 

The Army Force Generation (ARFORGEN)Army Force Generation (ARFORGEN)
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 process identifies emerging equipment requirements and permits a complete corporate view of equipment readiness.  Our Reset ProgramReset
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 enables us to meet those requirements and quickly restore the capabilities of our units.  Congress has funded this restoration process for this year and must continue to do so in future years.  Our Retrograde ProgramRetrograde Task Force
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enables us to account for and redistribute millions of dollars in excess equipment to meet warfighting requirements. 

We are ensuring that Logistics TransformationAddendum I: Enhance Army Logistics
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 keeps pace with Army Transformation initiatives by: 

The following initiatives (found at Addendum G) reinforce our efforts to Provide Infrastructure and Support:



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