By Dina iG. Levy
Seems at how division of safeguard schooling, education and improvement associations are suffering from the consolidated of DoD amenities and adjustments in governance constitution.
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The opportunity to consolidate operations promised signiﬁcant economies of scale. AFIS requested that the Army Audit Agency (USAAA) conduct an audit of the requirements for the consolidated school. 2 million in cost savings per year and the need for 85 fewer faculty members. The relocation and consolidation would also mean a decrease in instructional space from 390,000 square feet to 292,000 square feet. Armed with the studies, AFIS put together a plan to consolidate the three service-run functions into a single joint school.
Thus, although DoDPI lost institutional knowledge and experienced some challenges in hiring replacements in the short run, in the long run it was able to make beneﬁcial changes to the composition of its staﬀ. Many key decisions about DoDPI’s relocation were outside the Institute’s control. The decision to close Fort McClellan was discussed for several years and over three rounds of BRAC before the base was added to the 1995 BRAC list. Although many DoDPI leaders antici- Department of Defense Polygraph Institute 35 pated that the Institute would have to move, they had no control over the timing of that decision.
Finally, DINFOS has enhanced its cost-eﬀectiveness by not only consolidating the physical space of its facility, but also by consolidating the curriculum from the original 52 courses oﬀered by the three schools to 26 courses. The DINFOS case also provides insights in terms of the involvement of stakeholders in decisionmaking. The public aﬀairs leadership and AFIS played primary roles in the decisions to consolidate and relocate. They recognized the need to consolidate governance early on, and AFIS was named functional sponsor for public aﬀairs and visual information in 1992.
Base Realignment and Closure by Dina iG. Levy