The BCAT provided the FOB mayor with guidance on the order of tasks for reducing its footprint.
The BCAT was responsible for providing the FOB mayor with assessments that determined the feasibility of the Afghans using gifted items.
The BCAT could handle all the minor details of deconstructing a base; however, all the major decisions were still made by the FOB mayor.
After the BCAT completed its assessment and briefed the leaders on the courses of action available, other enabler teams, including military or civilian engineer assets, the materiel redistribution team, and the forward retrograde element, began conducting the deconstruction process chosen by the leaders.
During the five-month deployment, the 17th CSSB BCAT section executed more than 37 missions to over 30 different locations.
BCATs play an important role in ensuring the supported location meets all milestones and fulfills all requirements to close or transfer the base.
The Lean Six Sigma project focused on the BCATs' long lead times for individual site visits.
Data was collected for the number of days BCATs spent on site, the number of days prior to closure that the visit was conducted, and the number of days before closure that FERP and FEPP packets were submitted.
* Establish a forward retrograde element concept in order to position the BCATs as far forward as possible so they can quickly deploy and work closely with task force engineers.
New predictability in the BCATs' mission planning helped increase the average time a site is visited prior to closure from 86 days to 172 days.
BCATs continue to provide commanders and base supervisors with planning, evaluation, and execution assistance for a successful operation.
The FRE consists of a mission command element, a BCAT
, a mobile redistribution team (MRT), customs border and certification agents, and a mobile container subject matter expert.