INTRODUCTION
In this era of downsizing, privatizing, and restructuring, the Department continues to pursue creative and effective management initiatives to reduce infrastructure costs and optimize logistical support. DoD's overarching goal is to maintain and improve long-term military readiness and to ensure the Department addresses modernization needs. The Commission on the Roles and Missions of the Armed Forces (CORM) emphasized outsourcing the Department's commercial activities as a way to streamline support activities and achieve cost savings. Over the coming months, the Department will investigate outsourcing (using federal funds to pay a private company to do defense work) or privatizing (completely transferring to the private sector) many commercial-type support activities, such as depot maintenance, materiel management, family housing, and base management and infrastructure.
This chapter will specifically address those initiatives and objectives the Department is implementing to improve installations and logistics management, including those related to the CORM recommendations.
INSTALLATIONS
Meeting the Challenge of Installation Readiness
Military readiness and the ability to attract and retain quality personnel depend, to a large degree, on the installations where DoD people work and live. To better match facilities with the emerging force structure, the Department will continue to realign and consolidate functions. To hasten the modernization of facilities, the Department is using new management and financial tools, such as private capital, to leverage limited resources. To enhance the way the Department manages its installations and provides services to its people, the Department is redesigning business practices to improve customer service and lower costs.
The Department's efforts focus on achieving the following four objectives:
The Department's plans for achieving these objectives are described below.
Supporting Readiness and Quality of Life
The Department is steward of the world's largest dedicated infrastructure, managing about 42,000 square miles of land and a physical plant valued at about $570 billion. To manage this infrastructure effectively and economically requires engineering insight, business acumen, and sufficient resources. Base closures and overseas disposals significantly reduced that infrastructure to a level that better meets the needs of the nation's armed forces. However, DoD must continue building new facilities to relocate missions from bases designated for closure, replace uneconomical and severely deteriorated facilities, and support new or expanded missions.
The ability of DoD facilities to support and enhance military readiness depends on the condition of DoD's physical plant. Deteriorated facilities undermine readiness in two principal ways. First, deteriorated facilities are more likely to fail, and facility failures can directly compromise the mission. This lesson was learned during mobilization for Operation Desert Shield, when dilapidated rail lines and portions of aircraft runways failed due to the lengthy deferral of needed repairs. Second, deteriorated facilities impair readiness by lowering the quality of life of military and civilian families, by reducing the efficiency of uniformed and civilian workers, and by detracting from the retention of highly qualified and motivated personnel. Well constructed, properly equipped, adequately maintained facilities help to improve personnel performance. Thus, good facilities are force multipliers; they enable and motivate forces to improve productivity without an increase in their numbers.
Another Departmental initiative for improving the quality of life for military and civilian families is to improve the service provided during shipments of families' household goods. The effort includes simplifying household goods processes, improving quality of service, reducing loss and damage, and streamlining claims procedures.
Using Private Sector Methods to Enhance Military Housing
Individual surveys of Service personnel and their families, Military Service data, and the findings of the Defense Science Board's Quality of Life Task Force all confirm that the Department has not met its goal of providing adequate, affordable housing for all its personnel. While the extent of the problem varies among the Services, between unaccompanied and married quarters, and between on- or off-post accommodations, virtually every sector of the DoD housing market warrants significant improvement. This challenge is particularly acute if solutions are to be found within existing resource levels, while generating significant improvements in the near term.
The percentage of married personnel has steadily risen since the advent of the all-volunteer force. Currently, 60 percent of the force is married. Reflecting overall social patterns, the military force includes increasing numbers of single parent families, blended families which are often larger than average, and families in which both parents are service members. All these developments stress a housing delivery system that has proven inefficient and inadequate.
Service data paint a bleak picture. The private sector -- DoD's primary source of family housing -- supports about two-thirds of military families. About 12 percent of these families judge their housing inadequate, usually due to safety, cost, or commuting distance. Of the approximately 300,000 families living in government-owned or controlled housing, almost 200,000 families are considered unsuitably housed. The principal problems here are deteriorated conditions, small size, and lack of contemporary amenities. Much of DoD's family housing stock was built in the 1950s and 1960s and now faces block obsolescence. Large numbers of these quarters must be replaced or renovated to bring them to contemporary standards.
The barracks situation is no less acute. About 450,000 enlisted service members live in barracks -- most by direction, not choice. In all too many circumstances, these facilities are substandard, inadequately maintained, or obsolete. While government-owned family housing is on average 33 years old, barracks are about 40 years old, with many substantially older. The barracks challenge is exacerbated by rising expectations for accommodations by the professional enlisted force and the increasingly large gap between those expectations and DoD's deteriorating barracks stock. DoD has recently revised the Department's construction standard to meet contemporary needs. Unless DoD develops a more efficient delivery system, provision of these new quarters will extend for decades. Assuming current funding levels and procurement practices, the Department faces a 30 year timeline to resolve the family housing problem, and even longer for barracks. These alternatives are simply not acceptable.
After consulting with government and private housing experts, DoD concluded that a combination of private housing capital and commercial construction techniques could significantly improve the Department's ability to solve these problems. A joint-Service study team identified three basic categories of private financing tools that allow the Department to attract private capital investment: guarantees and direct loans, commitments, and investments. The National Defense Authorization Act for Fiscal Year 1996 provided authority to use these tools.
To use these tools, the Department established the Housing Revitalization Support Office (HRSO), jointly staffed by the Office of the Secretary of Defense (OSD) and the Services. In 1996, the HRSO plans to test these tools in a variety of markets. In following years, the Department anticipates a rapid increase in the use of these authorities to stretch appropriated funds with private capital. As the Services gain experience, the authorities will devolve to them. HRSO will finalize the policy and procedures, report to Congress, and request permanent authority for using the tools.
In addition, the Department is examining ways to draw more thoroughly on private sector management practices through the creation of service-specific, nonprofit housing corporations. Such organizations could increase private sector efficiencies of tools recently provided to the Department. Conceptual plans enabling legislation are currently under review.
Improving Installation Management
The integrated facility management approach is the catalyst for improving installation management policies, guidelines, and tools.
The annual DoD Installation Commanders' Conference and Commanders' Forum give installation commanders and DoD policy makers an opportunity to discuss new policies and to improve existing ones. The Department is collaborating with installations, major commands, and Service staffs to improve the ability of base commanders and managers to effectively manage their installations. This customer-focused perspective views the warfighting CINCs as the ultimate customers and the installation commanders and managers as the immediate customers responsible for providing the installation facilities and services required to sustain a ready force.
This effort stresses changing policy and developing methods and systems to enable installation commanders and staff to enhance their productivity and more effectively manage installation resources. The significant commonality across Services in installation management offers the opportunity to leverage scarce dollars and human resources. Value-added tools and management approaches include developing a common information technology operating environment and decision metrics for installation commanders. This long-term effort will strive to significantly improve installation management.
The Department of Defense is the largest centrally managed energy consumer in the United States. The Department's installations consume over 70 percent of the building and facility energy the federal government uses. It costs nearly $2.9 billion each year to heat, cool, light, and provide mission support energy to the 2.5 billion square feet of DoD floor space throughout approximately 400,000 buildings around the world. The Department recognizes its responsibility for energy efficiency and stewardship for the nation and is developing and implementing a vigorous program of energy and water conservation by changing utility procurement policies to reduce its annual energy bill by buying in bulk and taking advantage of rebates for demand reduction. The magnitude of the Department's energy use provides an opportunity to greatly reduce government costs through improving energy resource management and applying emerging technologies.
The Department historically is a leader in energy cost containment through conservation and participation in state utility regulatory proceedings. Increasing budget constraints make such efforts more important in the coming years. Energy efficiency does not mean shutting off energy supplies, reducing energy supplies, or making people uncomfortable. Many opportunities exist for using newer technologies and improving engineering techniques that improve productivity and comfort while reducing energy consumption and cost. DoD's focus is on a long term strategy to invest today to save in the future.
The primary long-term goals of the Department's program, reflected in Executive Order 12902, are to reduce, by the year 2005, installation energy use by 30 percent, from a baseline of 1985, and improve industrial energy efficiency by 20 percent by the year 2005, from a baseline of 1990. DoD also is required to identify and accomplish, by 2005, every energy and water conservation measure with a payback of 10 years or less. The FY 1994 cost avoidance resulting from the installation energy program is estimated at $300 million. Continued progress toward meeting program goals depends on increased program support and investment funding.
Resizing the Base Structure
The Department's Base Realignment and Closure (BRAC) process has been the major tool for reducing the domestic base structure. Three principles guide the Department's BRAC process: (1) improve military effectiveness; (2) save money by reducing overhead; and (3) achieve these goals through a fair and objective selection process. The 1988 Defense Secretary's Commission on Base Realignment and Closure approved 16 major domestic closures, as well as numerous small sites. The 1991 and 1993 Base Closure and Realignment Commissions are responsible for another 54 major closures. The 1995 Commission recommended closing an additional 27 major domestic installations.
While the Department has made significant progress, the domestic base structure continues to exceed needs. Even after the approved recommendations of these four BRAC rounds are implemented, the Department will have excess infrastructure. Balancing the Department's force and base structures by eliminating unnecessary infrastructure is critical to preserving readiness.
An important element of defense infrastructure is test and evaluation (T&E) facilities. Realigning and closing T&E facilities must be carefully planned to retain essential and unique capabilities. The Air Force consolidated T&E infrastructure by eliminating overlaps and realigning missions to three main sites. By FY 1997, the Army will consolidate T&E functions at five major test centers. Navy consolidated research and development T&E at four main test sites. The Services collectively oversee T&E downsizing through an Executive Agent, consisting of the Service Vice Chiefs of Staff.
In order to retain only those resources necessary to the Services' missions, the Department supports the 1995 Commission's recommendation that Congress authorize another BRAC Commission for the year 2001.
The following table depicts the costs and savings associated with BRAC.
| Table III-5 | ||||
| BRAC Costs and Savings ($ million) | ||||
|---|---|---|---|---|
| BRAC 1988 | BRAC 1991 | BRAC 1993 | BRAC 1995 | |
| 6-Year Cost | 1,931 | 3,593 | 6,320 | 3,600 |
| Environment Cost | 820 | 1,342 | 1,705 | 550 |
| 6-Year Savings | 2,352 | 6,306 | 7,530 | 3,900 |
| Annual Savings | 700 | 1,600 | 1,900 | 1,600 |
The recommendations of the 1995 Base Realignment and Closure process will provide significant savings to the Department. Over the next 20 years, the total BRAC 95 savings will be approximately $19 billion. Once BRAC 95 recommendations are implemented, the Department will realize annual recurring savings from all BRAC efforts of approximately $6 billion. It is vitally important the Department rapidly implement the approved closure recommendations to speed the economic recovery of affected communities and realize the expected savings to DoD and the taxpayers.
MEETING THE LOGISTICS MANAGEMENT CHALLENGE
An effective logistics program to distribute, maintain, and replace materiel is essential to mission success, that is to give combat units the equipment and support services they need when they need them. Operation Desert Storm demonstrated the need for effective logistical support. The management challenge for the logistics system is to maintain or improve levels of support to military customers while radically reducing the structure and overhead associated with delivering that support.
An intense, two-day off-site in August 1995 helped logistics managers focus on important logistics management initiatives. Senior Defense and logistics personnel from the Services and the Defense Logistics Agency (DLA) attended. The off-site provided an opportunity to focus on management initiatives currently being pursued and to set goals for future improvements.
Last year the Department issued a Logistics Strategic Plan to provide a comprehensive roadmap for improvement and to tie together initiatives coherently. The plan provides strategies for achieving more reliable, cost-effective, and prompt service, while concurrently reducing the Department's infrastructure. Defense plans and the Planning, Programming, and Budgeting System incorporate these priority strategies to enhance the ability to resource and monitor their implementation. Logistics personnel will use the plan in 1996 to measure progress and compare performance against the plan's goals and comparable goals identified at the logistics off-site.
Current logistics management initiatives that will be discussed in this section include improved customer support, privatization and outsourcing, successful business practices, improved asset management, improved logistics response time, and logistics business systems.
Improved Customer Support
The military departments are pursuing several maintenance management improvement initiatives that will lead to better customer support.
An Army initiative, Integrated Sustainment Maintenance (ISM), reduces logistics costs and enhances customer support by consolidating several levels of maintenance and moving repair capability as far forward as possible. ISM integrates requirements determination, asset availability, and maintenance capability at the national level. Under this concept, a regional workloader prioritizes and distributes work in that region, using centers of excellence, based on capabilities and repair programs. This concept should maximize repair capability and optimize the use of available resources.
The Navy is moving toward a regional maintenance concept. Under this concept, ship, aircraft, and component maintenance will be accomplished within a given region, using all available resources, regardless of the location at which maintenance is performed. Resources (equipment, facilities, and personnel) would be shared among activities to ensure maximum resource utilization. Ultimately, the user will see only a single, accessible, responsible provider.
The Air Force's Lean Logistics effort, an interrelated series of logistics initiatives, will reduce infrastructure and shrink the logistics footprint, while maintaining capability and sustainability. A Two-Level Maintenance (2LM) concept with effective business practices (e.g., Just-in-Time and Electronic Data Interchange) will be implemented. Under the 2LM concept, the Air Force reduces intermediate-level maintenance requirements for selected avionics and engines, which in turn reduces base-level maintenance and support personnel, equipment, and facilities. High velocity, time-definite delivery of parts, with heavy reliance on the commercial transportation sector, will reduce inventory and increase pipeline flow. Reparable parts move from bases to repair centers at Air Force depots and then return to the bases via highly reliable transportation.
The net effect of these initiatives will be improved customer support, increased efficiency, better resource utilization, reduced infrastructure, and a shrunken logistics footprint.
Privatization and Outsourcing
As part of the Department's privatization and outsourcing initiative, it is assessing materiel management outsourcing opportunities in reutilization and marketing, distribution depots, inventory control point functions, and contractor supply support strategies. This assessment includes many issues: providing adequate capability to meet surge requirements during wartime; ensuring broad private sector participation; improving the contracting process; and eliminating restrictive regulations on the Defense customer. Initial materiel management privatization strategies will be available in 1996.
The Department is also reviewing outsourcing and privatization in the area of depot maintenance as recommended by CORM. During FY 1994, the Department spent approximately $13 billion for depot maintenance of weapons systems and equipment. In terms of commodities, fixed wing aircraft and sea systems each absorbed 35 percent of the available maintenance funding followed by combat vehicles, artillery, automotive, and other ground equipment with 17 percent; helicopters with 5 percent; communications and electronics with 4 percent, and missiles with 3 percent.
The Department agrees with the CORM recommendations for outsourcing depot maintenance. However, it must retain a limited organic capability to meet essential wartime surge demands, promote competitions, and sustain institutional expertise. Initial planning for determining and achieving the proper balance between public and private sector sources has begun. A major objective within the plan will be to sustain materiel readiness at current levels throughout the transition to greater privatization to the extent the law permits. As a result of budget considerations and the general drawdown of military forces, the Department is continuing the already dramatic reductions in the maintenance infrastructure (facilities and personnel) in depot maintenance.
Successful Business Practices
The Department implements successful business practices from industry and expands best processes from within DoD. An Inventory Control Point Benchmarking Team reviewed several commercial analogs to Inventory Control Point processes and found ways to improve inventory management. Direct vendor delivery is now the norm for pharmaceutical requirements and some clothing. Commercial distribution of subsistence at shore dining facilities began last year. Local purchase authority for centrally managed items was increased. Field activities can make best value purchases and limit using the central supply system to cases where value is added. The Navy and DLA are pioneering a concept of aggregating purchases from multiple Inventory Control Points to a single source in one contract to get better prices.
A significant change in the approach to automated depot maintenance systems is to use a Manufacturing Resources Planning environment, rather than specifying the exact software to be used. Implementing an improved system and a common operating environment will result in increased economies and faster return of weapons and equipment to the joint warfighters.
The Defense Medical Logistics Standard Support (DMLSS) program will integrate the medical materiel and services logistics functions with commercial practices, provide more products and services faster for lower costs, and eliminate redundant maintenance and overhead of eight Service and Agency legacy systems. The Prime Vendor Program (Pharmaceutical) segment of the DMLSS has been implemented at 150 ordering sites, including Europe.
Improved Asset Management
The National Security Strategy to fight and win two nearly simultaneous major regional conflicts with less investment in war reserve inventory requires the Department to cut inventories and distribute materials into common-user stockpiles to support multiple theaters. Maintaining visibility of material in storage and transit and rapidly transporting stocks between theaters are essential to this new logistics doctrine.
The Department has exceeded its inventory reduction goals. Since 1990, the Department reduced its inventory from $104 billion to approximately $76 billion through FY 1994 in constant FY 1995 dollars. Further reductions will leave an inventory of approximately $55 billion by 2001 in constant FY 1995 dollars. Disposal actions, handled by Defense Reutilization and Marketing Service (DRMS), increased from $10.6 billion in FY 1990 to $25 billion in FY 1994, the last year for which statistics are available. DRMS efficiently managed this workload increase while reducing processing sites by 9 percent and limiting workforce growth to 4 percent.
DoD reduced covered storage by 29 percent and decreased storage locations from 57 to 35 between September 1992 and June 1995. BRAC 95 will further decrease the total number of storage sites to 19 by the end of FY 2001. Since 1990, DLA has seen $845 million in savings for military construction, personnel, and equipment, due to depot consolidation improvements, reduction in distribution workload, and a BRAC-mandated reduction in distribution infrastructure.
Total Asset Visibility (TAV) is the ability to provide timely, accurate information across the functional areas of procurement, supply, transportation, maintenance, personnel, and medical, and through all management levels from wholesale through retail. TAV tracks the location, movement, status, and identity of personnel, equipment, units, and supplies within and among the components and the unified commands. The need for TAV is based on increasing readiness and reducing the cost of providing logistics support. As DoD downsizes, TAV contributes substantially to efficiency improvements. Managers can offset wholesale procurements with excess retail assets; users have increased confidence, thereby reducing duplicate requisitions; and TAV exposes bottlenecks in the supply and transportation systems. The Joint Logistics Advanced Concept Technology Demonstration, initiated in FY 1996, will develop a logistics information management and planning tool to support the Commanders of Joint Task Forces, as well as the unified CINCs.
A major transportation initiative of TAV is Intransit Visibility (ITV), the capability to track defense cargo as it moves in unit deployments, sustainment, and redeployments, as well as track passengers, medical patients, and personal property from origin to final destination. The transportation program supports moving materiel, personnel, personal property, and maintaining transportation infrastructure services. In FY 1995 DoD's transportation program cost over $10 billion. The Department relies on the commercial transportation industry to meet over 85 percent of its peacetime and wartime transportation requirements. DoD refines partnerships with that industry to promote a better understanding of military requirements and commercial capabilities to allow maximum use of industry's extensive capabilities to meet peacetime and mobilization requirements.
The Global Transportation Network system is being developed to support an integrated ITV capability, which translates into reduced procurements and inventories and a shorter pipeline. This will save costs significantly, but place greater demands on the transportation system for expedited delivery. Building a unified, common-user TAV capability, reaching from the unit, depot, and vendor to the foxhole, is one of the Department's highest logistics priorities.
Improved Logistics Response Time
Last year the Department began an initiative to reduce logistics response time. To meet the needs of a smaller, more mobile force, with a smaller logistics infrastructure, a major shift is required towards customer needs and customer measures of logistics system performance.
Slow response times undermine the customers' confidence in the supply system and drive the need for increased inventory levels. Progress was made in improving time measurement and reporting, essential first steps to enhancing the performance of segments of the logistics pipeline. Automated data collection is expected to improve. New performance standards require accelerated processing of customer requisitions. Process improvements were initiated; many have produced dramatic improvements. DLA's efforts reduced distribution processing times at one depot by 12 days; two depots reduced processing times by one-half. A government-owned, contractor-operated depot, established in Memphis, Tennessee, provides premium delivery service for selected items. The depot, operated for the government by a private sector firm, began operations last summer. The Department is studying trade-offs between supply and transportation to optimize performance and costs.
Ongoing transportation initiatives, such as ITV, will result in savings by reducing transportation costs and reducing logistics response time by improving transit times. Other programs, promising improved readiness and cost reductions, are the Reengineer the Transportation Process, the Joint Transportation Corporate Information Management Center (JTCC), and the Defense Transportation Electronic Data Interchange (EDI) initiatives. A Reengineering Transportation Task Force is reengineering the Department's transportation acquisition and financial processes. The JTCC is standardizing transportation migration systems to avoid system duplication. The Defense Transportation EDI initiative reduces manpower, time, and paper flow currently required for acquiring and paying for transportation services.
A portion of the Logistics Response Time initiative looks to improve both retail (base level) maintenance and wholesale (depot level) maintenance repair cycle times. Identifying metrics for maintenance will include standards for local and depot repair cycle times, resulting in satisfying customer orders in a more timely fashion, thereby reducing inventories.
Logistics Business Systems
Significant progress has been made in developing and implementing modern logistics information systems. These systems and process improvements will support an annual defense logistics cost of more than $44 billion, involving more than 2.2 billion transactions from over 1,000 locations that acquire, maintain, and distribute inventory valued at over $70 billion. This effort, a major focus at the logistics off-site, emphasizes using standard logistics data to facilitate implementing technologically advanced automated information systems. High levels of data accuracy and reliability diminish the uncertainty of logistics business decision making. The Logistics Integration Team was set up to develop a common architecture, data migration strategy, coordinated deployment schedule, and procedures to support joint site surveys. The objective is a common operating environment using standard data which can be separated from applications and shared by many users so that logistics systems will operate together. This approach, coupled with open systems architecture, relational data bases, reliable communications, and standard Electronic Commerce (EC)/EDI transactions, will enhance the responsiveness of support to joint operations in materiel management, depot maintenance, distribution, transportation, and medical logistics.
The Joint Engineering Document Management Information and Control System (JEDMICS), the Global Data Management System (GDMS), and the Work Flow Manager products of the Joint Computer Aided Acquisition and Logistics Support System (JCALS) substantially progressed during this past year. The JEDMICS release 2.5, available late November 1995, provided the minimal functionality required to retire the Army and Air Force legacy document control systems. JEDMICS will support the Services and DLA during 1996. The GDMS and Work Flow Manager products of the JCALS program were successfully tested and approved for implementation.
Pilot efforts to integrate the JEDMICS, GDMS, and the Work Flow Manager products of JCALS with elements of the materiel management and depot maintenance systems show success. JCALS products successfully demonstrated utility and flexibility in supporting the DDG-51 Aegis Shipbuilding Program. The Air Force started a similar initiative at Warner-Robins Air Logistics Center, Georgia, supporting the F-15, which promises equivalent levels of success. The Army developed a plan for incorporating the JEDMICS and JCALS products into Combat Mobility Systems as a pilot, forming the foundation for an Army-wide integrated data environment (IDE) and a transition to a paperless acquisition process for many Army programs.
The Continuous Acquisition and Life Cycle Support (CALS) strategy primarily consists of identifying requirements for exchanging and sharing integrated digital product data, easily and accurately, among dissimilar processes and systems using a set of standards. The CALS Office was restructured to use Integrated Product Teams (Thrust Area Teams) to facilitate CALS strategy implementation throughout DoD. A DoD Master Plan defines the CALS strategic overview, implementation strategy, IDE template, and a concept of operations.
The Services successfully implemented the CALS strategy in a number of weapon system programs. The Army's Combat Mobility System developed a plan to completely reengineer its business process using the CALS strategy. The Army Missile Command's Lead Army Materiel Command Integration Support Office will lead and facilitate transitioning standard systems, processes, and technical infrastructure to the IDE. Four weapon systems are initially targeted: the Multiple Launch Rocket System, Patriot, Javelin, and Hawk. The other Services achieved equivalent successes this year.
NATO approved a CALS strategy in June 1995. The United States chairs the NATO CALS Management Board. A memorandum of understanding that 10 nations signed in November 1994 will soon add two nations, Belgium and Denmark.
The CALS Office supports acquisition reform by reviewing, consolidating, and eliminating CALS documents which increase costs, replacing them with commercial and industry documents, where feasible, or providing a way to adopt International Standards Organization documents. A CALS-led joint working group is reducing Data Item Descriptions (DIDs). Results to date are a 13 percent reduction of DIDs equating to an Office of Management and Budget paperwork burden reduction of 1.2 million man-hours.
The CALS Office is also facilitating a transition to the UN/EDIFACT standards set supporting requirements for Electronic Data Interchange. UN/EDIFACT is an internationally accepted standards set.
The Distribution Standard System (DSS), flagship of the logistics systems modernization effort in terms of management and results, will be implemented by FY 1997. The development and deployment strategy incrementally adds process improvements in distribution depots which receive, store, and issue DoD assets. The DSS will allow early deployments, legacy system replacement, and improved return on investment. It currently supports the distribution mission of seven depots, accounting for over 50 percent of the Department's workload.
CONCLUSION
The Department continues its efforts to ensure quality facilities to support the Defense mission. Through leveraging private sector capital, improved management, energy savings initiatives, and rapidly implementing approved base closures, the Department of Defense is meeting the challenge of a dwindling Defense top line. By implementing these initiatives, the Department intends to properly size infrastructure, support readiness and quality of life, and manage its installation costs effectively and efficiently.
