CLOSING OUT THE MISSION


The Tooele Chemical Agent Disposal Facility (TOCDF), UT, was built in the 1990s to facilitate the destruction of chemical agent-filled munitions, some of which had been stored at the depot since 1942. TOCDF was the last facility to complete its disposal operations; the last 155 mm mustard projectile was destroyed there on Jan. 21, 2012. (Photos courtesy of CMA)


In 1985, Congress authorized disposal of the nation’s aging and deteriorating stockpile and identified the Army as the authority responsible for management of the construction, operation and closure of nine chemical demilitarization sites at storage locations around the country. It should be noted that the mission for destruction of the stockpile at two storage sites was later transferred to the Program Executive Office Assembled Chemical Weapons Alternatives (ACWA).


Tere were many unknowns at the outset of this mission regarding the condition of


the munitions and chemical agents


contained within them. Tis venture would be a first-of-its-kind operation, and initial cost estimates for the destruction of the chemical weapons stockpile were $2.1


billion. Te entire spectrum of applicable federal, state and local environmental requirements was undefined. In addition, destruction technology at full


scale


was not yet proven, and little industrial experience existed for the task beyond that gleaned from the Army’s research and development.


Early in the 1990s, as testing was being completed at the pilot incineration-based demilitarization facility on Johnston Atoll (a former military chemical weap- ons disposal


facility), and construction


was underway at the first of four incin- eration-based facilities in the continental United States, the Army estimated a life- cycle cost increase of the program to $6.5 billion. Design and testing of these incineration-based facilities were ongoing


in the midst of ever-increasing changes in legal, environmental and mission requirements. Other complications arose from public concerns, and there were limitations on the acquisition strategies available for use on the program because of its financial magnitude and the multi- tude of applicable regulations.


Multiple competing however, contract this awards


were established to encourage com- petition;


approach


diminished the desire among contrac- tors to collaborate. Tis contributed to cost and schedule growth and proved inefficient overall.


CONTRACTING CHALLENGES In 1997, challenges to the program continued to emerge and escalate as the


ASC.ARMY.MIL


101


CONTRACTING


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