Base Visit Report from BRAC Commission Visit to DFAS Charleston, SC dtd 7 June 2005 Page: 2 of 3
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SECRETARY OF DEFENSE JUSTIFICATION:
This action accomplishes a major facilities reduction and business line mission realignment,
transforming the current DFAS organization into an optimum facilities configuration, which
includes strategic redundancy to minimize risks associated with man-made or natural
disasters/challenges. All three of the gaining sites meet DoD Antiterrorism/Force Protection
(AT/FP) Standards. The current number of business line operating locations (26) inhibits the
ability of DFAS to reduce unnecessary redundancy and leverage benefits from economies of
scale and synergistic efficiencies. Overall excess facility capacity includes approximately 43
percent or 1,776,000 Gross Square Feet (GSF) in administrative space and 69 percent or 526,000
GSF in warehouse space with many locations lacking adequate threat protection as defined in
DoD AT/FP Standards. Finally, the three locations have potential to evolve into separate
Business Line Centers of Excellence and further enhance "unit cost" reductions beyond the
BRAC facilities/personnel savings aspect.
The three gaining locations were identified through a process that used Capacity Analysis,
Military Value, Optimization Modeling, and knowledge of the DFAS organization, and business
line mission functions. The Military Value analysis, of 26 business operating locations, ranked
the Buckley AFB Annex, CO, the Defense Supply Center-Columbus, OH, and the MG Emmett
J. Bean Federal Center, Indianapolis, IN, as 3, 7, and 9 respectively. The Optimization analysis
not only included the factors of available capacity and expansion capability, but also included
business line process and business operational considerations in identifying the three-location
combination as providing the optimal facilities approach to hosting DFAS business line
Subject matter knowledge of business line missions and its operational components, along with
business process review considerations and scenario basing strategy, was used to focus reduction
of the 26 locations and identification of the three gaining locations. The scenario basing strategy
included reducing the number of locations to the maximum extent possible, while balancing the
requirements for an environment meeting DoD Antiterrorist and Force Protection standards,
strategic business line redundancy, area workforce availability, and to include an anchor entity
for each business line and thus retain necessary organizational integrity to support DoD customer
needs while the DFAS organization relocation is executed.
MAIN FACILITIES REVIEWED:
Military Value 2: In its present configuration, the DFAS Charleston building has a total
capacity of 661 available workspaces and a warehouse area of 120,000 square feet with its own
separate air control system. The excess space in the facility includes rooms formerly used for
training that is now done online and through an e-library. The building has its own on-site
generator and a new CCTV and security system installed in 2005 at a cost of $315,000. Force
protection requirements have been addressed by pushing back the security perimeter, proofing
windows and a closed circuit television. The North Charleston police have a police station in the
immediate vicinity. Additional improvements are necessary to meet anti-terrorism force
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United States. Defense Base Closure and Realignment Commission. Base Visit Report from BRAC Commission Visit to DFAS Charleston, SC dtd 7 June 2005, book, July 8, 2005; (digital.library.unt.edu/ark:/67531/metadc16715/m1/2/: accessed August 20, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.