A Fort Lee BRAC Overview
by Maria Dane
Establishing the Army’s Sustainment Center of Excellence requires close
coordination among several installations, the movement of organizations
and personnel without disrupting ongoing training requirements, and completion
of major construction projects while meeting mandated deadlines. By the time
the dust settles in 2011, Fort Lee will be the Army’s third largest training installation.
n 2005, Congress endorsed a Defense Base Principles Guiding the Transformation
Closure and Realignment (BRAC) Commission To implement these BRAC 2005 congressional man-
recommendation that Fort Lee, Virginia, stand up dates, the Combined Arms Support Command (CAS-
the Sustainment Center of Excellence (SCoE). Today, COM) and Fort Lee are following four main guiding
a walk around Fort Lee offers impressive physical principles in standing up the SCoE. The first principle is
evidence that the installation is well on its way to to “train the load to standard,” meaning that all students
fulfilling that mandate. Almost 5 million square feet receive training that meets all requirements. This is the
of facilities (over 1 million square feet more than the Army Training and Doctrine Command’s (TRADOC’s)
Pentagon) are under construction to transform Fort edict and its number one mission. The commanding gener-
Lee into the Army’s SCoE. When completed, the new al of TRADOC has stated that there will be no disruption
construction will more than double the size of the of training during the time it takes to implement BRAC.
post’s facilities. To date, the new SCoE headquarters The second principle is to minimize interruptions of
building, the Army Logistics University (ALU), and training. Much emphasis is placed on minimizing delays
the Simulation Training Center have been completed in course start and completion dates. Several of the
and are operational, paving the way for achieving what schools relocating to Fort Lee have adjusted their move-
will be a remarkable training capability by the BRAC- ment plans to adhere to this principle.
directed deadline of 15 September 2011. The third principle is to take care of employees and
families. Both Major General James E. Chambers, the
BRAC-Directed Changes CASCOM commanding general, and Colonel Mike
The 2005 BRAC Commission report outlines Morrow, the garrison commander, are working hard to
what CASCOM and other agencies need to accom- improve the quality of life at Fort Lee. Many construction
plish by September 2011: relocate the Ordnance projects—including dining, lodging, transportation, fit-
Center and Schools from Aberdeen Proving Ground, ness, and recreation facilities—are underway to take care
Maryland, and Redstone Arsenal, Alabama, to Fort of Soldiers and their families.
Lee; move the Transportation Center and School The final principle is to ensure that every CASCOM
(minus certain specialized elements) from Fort employee moving from another installation to Fort Lee
Eustis, Virginia, to Fort Lee; consolidate the Quar- to work will have a job. Since many job vacancies will
termaster Center and School, already at Fort Lee, arise, CASCOM leaders promise to help those workers
into the SCoE; and expand the Army Logistics Man- who commit to relocate to Fort Lee and its surrounding
agement College (ALMC) to become ALU. communities. Overall, CASCOM and Fort Lee stand
Other BRAC-directed changes for Fort Lee affect behind the number one mission—to train the load to
joint and Department of Defense (DOD) organizations.