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The Department of Defense (DoD) recently created 12 joint bases by consolidating the support functions of geographically close bases under the lead of a single service. The 2005 Base Closure and Realignment (BRAC) Commission recommended the joint-basing initiative based on the expected savings of $183.8 million annually. The objectives of the BRAC process were to achieve cost savings, transformation, improvement of capabilities, and enhancement of military value. Using a case study approach, this research identified the specific factors that contribute to the organizational successes of joint base contracting at Joint Base San Antonio (JBSA) and Joint Base Lewis-McChord (JBLM). These factors include processes, governance structures, organizational structures, and communication. This research also identifies barriers to consolidation as well as comparing and contrasting the way JBSA and JBLM operate. Additionally, this research identifies strengths and weaknesses of the approaches used by the Air Force and the Army. Thus, by documenting specific enablers and barriers, this research should help to guide the planning and implementation of future consolidations throughout DoD and other government organizations.
In its performance-based services acquisitions activites, the Air Force focuses on telling a provider what the Air Force needs rather than how the provider should meet that need.
Over the past decade, America's military and federal-civilian employees, as well as contractors, have performed vital and dangerous tasks in Iraq and Afghanistan. Contractors' support however, has been unnecessarily costly, and has been plagued by high levels of waste and fraud. The United States will not be able to conduct large or sustained contingency operations without heavy contractor support. Avoiding a repetition of the waste, fraud, and abuse seen in Iraq and Afghanistan requires either a great increase in agencies' ability to perform core tasks and to manage contracts effectively, or a disciplined reconsideration of plans and commitments that would require intense use of contractors. Failure by Congress and the Executive Branch to heed a decade's lessons on contingency contracting from Iraq and Afghanistan will not avert new contingencies. It will only ensure that additional billions of dollars of waste will occur and that U.S. objectives and standing in the world will suffer. Worse still, lives will be lost because of waste and mismanagement.
The 2005 Defense Base Closure and Realignment Comm. recommended that the DoD establish 12 joint bases by consolidating the mgmt. and support of 26 separate installations, potentially saving $2.3 billion over 20 years. This report evaluated DoD's: (1) efforts and expected costs to deliver installation support at joint bases; and (2) funding for facility sustainment, which includes the maintenance and repair activities necessary to keep facilities in good working order, at all installations. The auditor compared new support standards with the current support levels, visited 9 installations that will become 4 joint bases, and compared facility sustainment funding levels with requirements and goals. Includes recommendations. Charts and tables.

Military Base Realignment

United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Government Management, Organization, and Procurement

Published: 2008

Total Pages: 96


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We assessed whether DOD efficiently and effectively contracted for tactical vehicle field maintenance at Joint Base Balad, Iraq. Specifically, we evaluated the contract requirements and statement of work, contractor workload and utilization data, and whether there were organic assets available to perform the maintenance.