Original Date: 02/24/1997
Revision Date: 04/14/2003

Base realignment and closure (BRAC) actions within the Army Industrial Operations Command (IOC) have required difficult human resource decisions affecting the total population of the command. Through an aggressive out- placement program, IOC has minimized involuntary separations, while maintaining a flexible, responsive, and highly capable organization.

BRAC 91 directed the merger of the Headquarters, U.S. Army Armament, Munitions, and Chemical Command (AMCCOM) and Headquarters, U.S. Army Depot System Command. This merger formed a new commandthe Industrial Operations Commandheadquartered at Rock Island Arsenal (RIA). The merger resulted in human resources being relocated from Chambersburg, PA to Rock Island, IL. Reaffirmed by BRAC 93, the Headquarters, IOC was established at Rock Island during FY95. Additionally, the AMCCOM armament and chemical missions transferred to the U.S. Army Tank-Automotive Command (TACOM) in Warren, MI.

Since FY93, downsizing and BRAC closure initiatives have affected the IOC. The workforce population has been reduced from more than 42,800 to 23,300 through reassignments, transfers, relocations, retirements, resignations, and reductions in force (RIFs). Highest priority of the Command has been to provide a variety of out placement mechanisms and resort to involuntary separations, such as RIFs, only as a final option. Since FY93, fewer than 850 involuntary separations have occurred from the initial 42,800 employee workforce. This success can be attributed to an aggressive out-placement program that keeps employees well counseled on out- placement tools available to them. Out-placement offices were established at various installations to provide employee guidance, counsel , and assistance in making difficult transition decisions. The out-placement program developed fair and consistent policies and procedures; helped employees with the widest possible range of choices for their future; and allowed affected employees time to plan their future while maintaining morale and an orderly transition to a smaller workforce.

Out-placement tools consisted of Voluntary Separation Incentive Pay (VSIP); VSIP Phase II (an expanded version of VSIP); Priority Placement Program; Out-placement Subsidy (a BRAC initiative allowing pay for moving expenses); Non-Federal Hiring Incentive; Voluntary RIF (allowing employee full severance pay depending on service time, age, etc.); Interagency Career Transition Plan (allowing transfer and training); and Retraining Grants (Joint Training Partnership Act provides $5,000 to $10,000 grants per employee for training).

Out-placement offices at the various IOC installations maintain close interface and coordination with each other, as well as with their state and local governments and businesses for placement opportunities. Employees receiving involuntary separation are provided guidance and assistance in preparing resumes and job placement outside Army and DoD organizations and non-government organizations.

Major reductions occurred during FY93 through FY95, with some level of workforce stability experienced in FY96 and continuing into FY97. With the aggressive out-placement program and strong support of the Headquarters, IOC, involuntary separations have been minimized to less than 5% of the total losses. Integrity of the IOC organization remains flexible, responsive, and highly capable to serve its customer needs.

For more information see the Point of Contact for this survey.