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BASE STRUCTURE REPORT

FOR_____

FY 87 .p

JANUARY 1986

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TABLE OF CONTENTS

CHAPTER CONTENT PAGE

ONE INTRODUCTION

Section I. Reporting Requirement 1

Section II. Content and Organization 2

Section III. Department of Defense Base Structure 3

Section IV. Regional Classification 4

Section V. Categorization of Military 4Installations

Section VI. Base Operations Support Costs 4

Section VII. Conclusions 5

TWO ARMY BASE STRUCTURE

Section I. Introduction 13

Section II. Base Structure Overview 14

Section III. Relationships of Base Structure 19to Force Structure

Section IV. Base Operations Support Costs 26 K

Section V. Actions to Reduce Annual Base 27Operations Support Costs

Section VI. Army Base Structure 31

*THREE NAVY BASE STRUCTURE


Section II. Base Structure Overview 68 *

Section III. Relationships of Base Structure 71to Force Structure Aalblt o

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CHAPTER CONTENT PAGE

Section IV. Base Operations Support Costs 76

Section V. Actions to Reduce Base Operations 78Support Costs

Section VI. Navy Base Structure 81

FOUR AIR FORCE BASE STRUCTURE



Section III. Relationship of Base Structure 114to Force Structure



Section VI. Air Force Base Structure 125

FIVE MARINE CORPS BASE STRUCTURE



Section III. Relationships of Base Structure 165to Force Structure



Section VI. Marine Corps Base Structure 173 .... -

sIX MISCELLANEOUS

List of Abbreviations 179

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LIST OF TABLES .

TABLE PAGE O

I. Installation Defense Planning and Programming 6(IDPP) Category Classification System

II. Installation Defense Planning and Programming 7

(IDPP) Categories .... #. 4

III. Department of Defense Military Property Summary 8

IV. Department of Defense Real Property Holdings 9and Investment

V. Major Defense Programs, Department of Defense 10Base Operations Support Costs

VI. Summary of Number of Department of Defense 11Installations and Properties

VII. Major Defense Programs, Army Base Operations 26Support Costs

VIII. Summary of Number of Army Installations 33and Properties.

IX. Major Defense Programs, Navy Base Operations 77 , "Support Costs

X. Summary of Number of Navy Installations 83and Properties a-

XI. Major Defense Programs, Air Force Base Operations 121 ".'-".'-Support Costs

XII. Summary of Number of Air Force Installations 127 .

and Properties .

XIII. Major Defense Programs, Marine Corps Base 171 *.-.-..;.

Operations Support Costs <K'.--..

XIV. Summary of Number of Marine Corps 175Installations and Properties

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CHAPTER ONE

INTRODUCTION

The Department of Defense is pleased to submit-the tenth BaseF ucture Report to the Congress4 in compliance with Section138(c) of Title 10, United States-Cocdde--This report is an Annex .to the FY 1987 Defense Manpower Requirements Report.

This report should be read and used in conjunction with thefollowing related Department of Defense (DoD) FY 1987 reportswhich contain informtion on the DoD forces, personnel, funds,equipment, and other resources needed for FY 1987 and beyond: -

o Department of Defense Annual Report, Fiscal Year 1987from the Secretary of Defense. "

o The Defense Manpower Requirements Report for FY 1987.

o The Military Manpower Training Report for FY 1987.-.. S.- .'',

I. REPORTING REQUIREMENT

This report on the DoD base structure is required to besubmitted to the Congress under the provisions of paragraph (3) i.

of Section 138(c) of Title 10, United States Code that requiressubmission of the annual Defense Manpower Requirements Report.The Base Structure Report will identify, define and group bymission and by region the types of military bases, installationsand facilities and will provide an explanation and justificationof the relationship between this base structure and the proposedmilitary force structure together with a comprehensiveidentification of base operating support costs and an evaluationof possible alternatives to reduce such costs.

In addition, the report includes information on the Now--

historical trends of the base structure and data on the size andpopulation of the installations listed in Section VI of each of %the Military Service Chapters as required by Senate ArmedServices Committee Report Number 95-129.

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p II. CONTENT AND ORGANIZATION

The Report contains information on the DoD base structureassociated with the forces and personnel levels included in thePresident's Budget for FY 1987. The Report has been preparedJwith the intent of providing an understanding of the scope, sizeand purpose of the base structure as it exists at the presenttime-,~ The base structure is identified in this report by

Military Service and regionally, by bases in the 50 States, U.S.

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Territories and Possessions, and foreign overseas areas. Listedin the report are installations which can be directly related to

* the force levels of the Military Services. Installations havebeen categorized and are discussed on the basis of their primarymission. The categorization of installations is based upon aclassification system developed for this report and is depictedon Tables I and II at the end of Chapter One. For the most part,Reserve Centers, Reserve Component weekend training sites andother small properties are not separately identified. Also notincluded are separate properties used for housing sites,navigational aids, radar sites, etc. In addition toclassification of the base structure, as part of thejustification and explanation of the base structure, the majorunit, activity, or purpose of each separately identifiedinstallation is provided.

Base operations support costs for each Service, as compiledfrom the DoD budget process, are also identified together with anexplanation of actions being taken by the Defense Department to

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reduce such costs. Proposed actions affecting the base structureand base operations support costs are also highlighted anddiscussed.

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The report is organized into five chapters: , ,.

Chapter One - INTRODUCTION

This chapter includes an introduction to the report, anexplanation of the DoD Installation Defense Planning andProgramming (IDPP) Categories, the scope, size, and real propertyinvestment of the entire DoD base structure, and the definitionof base operations support costs.

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Chapters Two through Five - MILITARY SERVICE BASE STRUCTURES

These chapters discuss in detail the relationship of thebase structure to the Service force structures; the compositionof base operations support costs and the programmed expendituresfor this area; actions taken to reduce annual base operationssupport costs; and the identification of Service installationsworldwide. Chapter Two provides the information on the Army basestructure , Chapter Three the Navy base structure, Chapter Fourthe Air Force base structure, and Chapter Five the Marine Corpsbase structure. Each chapter contains the following Sections.

Section Title

I Introduction

II Base Structure Overview

III Relationship of Base Structure to Force Structure

IV Base Operations Support Costs

i %0 V Actions to Reduce Annual Base Operations Support Costs

VI. Service Base Structure Listing by Geographi' Area

III. DOD BASE STRUCTURE

The worldwide DoD base structure for FY 1987 comprisesseparate installations and properties and will accommodate anactive force of 2,151,000 military and 1,043,000 civilianpersonnel. These installations and properties range from asmall, one-half acre of land for a navigational aid, to theArmy's Fort Hood, TX, the most heavily populated to Nellis AFB,at three million acres, the largest in the DoD inventory. TableIII at the end of this chapter depicts the total DoD propertiesand installations by Military Department and region (U.S., U.STerritories and Possessions and foreign overseas areas).

Worldwide, the installations and properties under thecontrol of the DoD at the end of FY 1987 comprise 26.4 millionacres of land of varying interests with a total original realproperty investment cost of $62.5 billion. The total acreage andreal property investment by Military Department and by region areshown in Table IV at the end of Chapter One.

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IV. REGIONAL CLASSIFICATION

The DoD base structure has also been classified by region,which together with the Installation Planning and Programming,(IDPP), Category Classification System and the actual location ofeach military base enables identification of the purpose, regionand location of each principal base. The regional classificationfor the military base structure is based upon the location of the .military base in the 50 States, U.S. Territories and Possessions,or foreign overseas areas.

V. CATEGORIZATION OF MILITARY INSTALLATIONS

The four Military Services, in the following chapters,identify and group their principal installations and associatedimportant properties using the IDPP Category and regionalclassification systems developed for this report. Each suchinstallation is identified by name, location of nearest city,State, and its major unit, activity, or function. A narrativeexplanation and justification by IDPP Category of the basestructure in relation to the force levels is presented in each ofthe Military Services' Chapters. The Senate Armed ServicesCommittee requires that information on the size and population of " 'the installations be included. Two categories of population dataare depicted on the listings. The authorized full tiiepermanently assigned military and civilian personnel representthe basic installation population. Added to this population arethe appropriated fund financed contractor personnel assigned to -- " -the installation, the average daily student load, if applicable,and a daily equivalent Reserve Component training load, asappropriate, to result in the "total personnel" at theinstallation. This latter figure more accurately reflects theinstallation population workload. Both the population and landarea data in the listings are for the end of the latest available .'.-fiscal year. Table VI contains a summary, by IDPP category andby regional classification, of the number of installations andproperties listed in Section VI of each of the Military ServiceChapters.

VI. BASE OPERATIONS SUPPORT COSTS

All base operations support, either directly or indirectly,contributes to the mission of the strategic and tactical forces;however, this report identifies base operations support as thatsupport which is considered to be the overhead costs,(i.e., the general cost of doing business or, conversely, thecost of mission operations not readily assignable to the missionsgthemselves) of operating the defense base structure.

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The definition of base operations support costs which this reportfollows provides a reasonable and uniform basis for reporting thesupport costs of operating defense installations to the Congress.Base operations support costs refers to the cost of services --

goods and people -- needed to operate and maintain defenseinstallations so that the operational forces can pursue theirmission objectives. This includes:

o Real Property Maintenance Activities - (Maintenanceand repair, minor construction, operation of utili-ties, and other engineering support)

o Base Operations Support - (Payments to the GeneralServices Administration, administration, retailsupply operations, maintenance of installationequipment, bachelor housing operations/furniture,morale, welfare and recreation activities, otherbase services, and other personnel support)

o Other Base Operations Support - (Costs not includedin the Base Operations Support category above) suchas authorized military and family housingconstruction, family housing operations andmaintenance, and commissary operations.

VII. CONCLUSION

In conclusion, the base structure is a dynamic element ofthe DoD force posture and has evolved over time to its presentcomposition and size. Changing forces, wartime scenarios,resources availability, technology and many other factorsinfluence its size and composition. In addition, the DoD isconstantly trying to improve the management and efficiency of thebase structure. In all these actions, DoD has the objective ofestablishing the most effective, efficient and economic basestructure to meet current and projected peacetime, contingency,and mobilization requirements.

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TABLE II

IINSTALLATION DEFENSE PLANNING

AND PROGRAMING (IDPP) CATEGORIES

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101 Strategic Forces - Strategic103 Strategic Force - Intellgence and Communications105 Strategic Forces - Guard and Reserve106 Strategic Forces - Research and Development

202 General Purpose Forces - General Purpose203 General Purpose Forces - Intelligence and Coimmunications204 General Purpose Forces - Airlift/Sealift Forces205 General Purpose Forces - Guard and Reserve206 General Purpose Forces - Research and Development

303 Auxiliary Forces - Intelligence and Communications305 Auxiliary Forces - Guard and Reserve306 Auxiliary Forces -w Research and Development307 Auxiliary Forces - Central Supply and -aint. (Eastern Test Rn.c

401 Mission Support Forces - Strategic402 Mission Support Forces - General Purpose403 Mission Support Forces - Intelligence and Communications

404 Mission Support Forces - Airlift/Sealift Forces405 .Mission Support Forces - Guard and Reserve

502 Central Support Forces - General Purpose503 Central Support Forces - Intelligence and Communications505 Central Support Forces - Reserve and Guard506 Central Support Forces - Research and Development507 Central Support Forces - Central Supply and Maintenance508 Central Support Forces - Training, Medical and Other Perscnne.

509 Central Support Forces - Administration and Associated Act-,..~

601 Individuals - Strategic .602 Individuals - General Purpose603 Individuals - Intelligence and Comunications604 Individuals - Airlift/Sealift Forces605 Individuals - Guard and Reserves [608 Individuals - Training, Medical and Other Personnel

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CHAPTER TWO

ARMY BASE STRUCTURE

I. INTRODUCTION

The Army Base Structure Chapter to the Manpower RequirementsReport for FY 1987 is submitted in compliance with Section 138 ofTitle 10, United States Code, as amended by Senate Armed ServicesCommittee Report No. 95-129. This chapter is comprised of fivebasic sections. Section I is the Introduction. Section II, BaseStructure Overview, discusses historical data on the basestructure and related manpower trends, outlines the factors whichhave influenced the Army base structure from World War II to thecurrent date, and details the criteria expected to apply toinstallation planning for the next 20 years. Section III relatesthe needs of the major activities within each InstallationDefense Planning and Programming (IDPP) category to the currentbase structure. Major changes to the FY 1987 base structure arealso described. Section IV gives a breakdown of projected ArmyBase Operations Costs for FY 1987. Section V summarizes recent

-" major actions taken to reduce Base Operations Costs and outlinescriteria which would apply to such actions in the future.

Section VI consists of the listing of the installations,• .activities, and properties comprising the base structure.

It should be noted that many large installations havemultiple missions and that primary missions shown in Section VIare not necessarily all inclusive. For instance, Fort Knox,Kentucky, supports the Armor School, an Army Training Center, anda major combat unit.

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II. BASE STRUCTURE OVERVIEW ~:

The mission of the U.S. Army is to organize, train, and equipfor prompt and sustained combat coincident with operations for

- ~ effective prosecution of war. That mission entails a widevariety of functions requiring bcth general and specialized basestructure support.

The Army supports that mission from an essentially fixed basestructure which has evolved from past requirements. The currentbase structure was shaped by the demands of World War II and theKorean War. While the force structure, weapons technology, and

* tactics have continually changed, the face of the base structure,the inherent land and real property assets have remainedconstant. Within that framework there have been efforts toimprove and optimize the base structure to meet the current needsof the Army.

* Stationing decisions for Army units and operations are madeto optimally balance mission requirements with the base structureavailable. As a result, the Army has been able to reduce thenumber of installations by nearly 200 in the last decade.

The Army is basically tied to its existing installations tosupport its current force structure. *Due to aging base structureand constrained land assets, the Army is defining a basestructure policy as maintaining the current facilities,

* correcting deficiencies, and replacing or renovating thezdeteriorated facilities to provide the best mix of maintenance,

* construction and renewal. Operationally the Army is innovativelyproviding for acquiring and sustaining proficiency within themost effective use of existing resources. The Base Structure ofthe Army today is constantly being reviewed with the objective ofmaximizing it utilization.

*The following factors will govern Army installation planningfor the next 20 years:

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- -1. Population Migration - The concentration of the U.Spopulation is projected to move toward the southern and western

*states. This will lead to potential conflict for land usebetween the Army and private interests in those areas. In lightof the projected land restrictions and increased real estatecosts, future land requirements must be identified and the rights

acquired as soon as possible.

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2. Socio-Economic and Environment Encroachment -Commercial

* and environmental interests will increasingly create pressures on* our installations to divest real estate or restrict

utilization. The Army must recognize this requirement and.responsibility and move to emphasize innovative land use and

* improve future planning.

*3. Political Interest - A national consensus exists in favor* of Defense economy and efficiency and that will drive close

scrutiny of base operations. There will be escalating pressure*for base closures and realignments.

* 4. Technology Impacts - Many Army installations aredependent upon existing technologies. Expanding technologieswill impact the infrastructure of the installations ascommunications systems change, transportation nets such asrailroads which formed the major transportation systems for many

-. installations are abandoned, and new weapons and training- strategies change facilities requirements.

Emphasis must be placed on continued improvement in planning -

toward the future organization, physical structure,Smoderni. ition, and location of Army installations and

ttactivities. These considerations will undoubtedly entail- significantly increased costs in both the planning and

implementation phases of these actions. The continuing decreasein undeveloped land demands sophisticated planning for theacquisition, use, and release of Army property. :.

The preceding broad factors are, in the main, oriented towardretention and/or expansion of the existing Army base structureoverall. In the event adjustments are required within the

* existing structure due to major force structure changes, mission* changes, budgetary considerations, or other factors, the

following specific criteria would, in varying degrees, be appliedto future realignment actions.

*1. MISSION REQUIREMENTS. The stated or postulated missionrequirements of specific activities, within the context of theentire force structure, should be the principal factors whichdrive choices among stationing alternatives. They are thebaseline against which all other factors must be weighed.Mission requirements are increased by new weapon systems whichrequire more training land/space.

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2. BUDGET/MANPOWER CONSTRAINTS. These inseparably relatedfactors are the principal limitation to attaining and maintaininga particular base structure at all levels. They can influencedecisions on retention of individual structures or retention ofentire installations.

3. COST SAVINGS. A major objective of the Army is toaccomplish the assigned mission at the least cost. Whereotherwise comparable alternatives exist the true "least cost"both in terms of dollars and manpower must be selected.Typically an installati-n closure will not produce total savingsof its annual base operations costs because continuing activitieswill have to be accommodated elsewhere, in-house, or by othermeans, such as by contract.

4. PERSONNEL TURBULENCE. The adverse impact of military andcivilian personnel turbulence must be given consideration becauseof both the high costs and the adverse effect on morale,productivity, and readiness.

5. CIVILIAN LABOR MARKET. Many Army missions involveutilization of a highly specialized and unique civilian workforce. Many of these people establish deep roots in the localcommunity and are reluctant to relocate with the transfer of thefunctions they perform. The lack of an appropriate labor market I..thus becomes a factor in evaluating proposed realignment actions.

6. FACILITIES/HOUSING AVAILABILITY. Maximum utilization ofexisting facilities with minimum expenditures for new facilitiesis a major goal in all realignment actions. This includes bothmission related facilities and support facilities on-post andavailable housing both on-post and off-post. Large capitalinvestments for replacement facilities mitigate against -relocation of activities which require highly specialized, highcost facilities or, in the case of major combat units, large landareas.

7. CAPITAL INVESTED. This factor is directly related to thepreceding factor. Having made a large capital investment infacilities at a particular installation, the Army tends to betied to that installation for the duration of the useful life of .the facilities.

8. GEOGRAPHIC LOCATION. The geographic location influencesthe ability of assigned forces to execute their mission.Weather, terrain, proximity to air and surface transportation,etc., all contribute to retention of installations which enhanceoperational effectiveness. Likewise, selection of newinstallations for stationing must take all of thesegeographically related factors into account.

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9. LAND AREA. The need for adequate and suitable land areato support major combat units and their supporting forces is amajor consideration. Bases must be capable of supporting thereadiness and deployment training of the assigned forces asenvisioned in the United States strategy. This requirement oftendetermines which bases will be retained in the active inventory.

10. IMPACT ON OTHER SERVICES/AGENCIES. The Army providessupport to many units and activities of the Department of Defensea nd other Federal agencies. Inherent in any base realignment

action is consideration of the impact on those agencies.11. COMMUNITY IMPACT. Civilian support resources (e.g.,

community housing, medical facilities, schools, and recreational* facilities) are a consideration in developing base realignment* actions. Of particular importance is family housing. Adequate

support should exist either on or off a gaining installation toLavoid a realignment action being counter-productive in terms of

morale. Conversely realignment actions which reduce the Army*presence in an area may cause serious impact on civilian .%

communities, particularly those in which the major source of theeconomic base is the military installation. When possible,

realgnmnt ctios ae dsiged t miimie te imacton ocarelgmnIciosaedsgecteiiiete mato oacommunities.

12. ENVIRONMENTAL IMPACT. All realignment actions must beassessed to determine their impact on the environment.

13. ENERGY RESOURCE IMPACT. An initial assessmentaddressing such factors as energy requirements, availability, andcost must be made to determine the potential energy impact of allinstallation realignments, reductions, or closures.

14. RESERVE COMPONENTS SUPPORT. The increased emphasis onthe utilization of Reserve Component forces to meet futurecontingency requirements must be considered. These units aregenerally constituted in areas where there are populationresources. Their readiness depends on, among other things,access to adequate local ranges and training areas. Thisrequires that the range facilities and training areas not only beof the proper size and configuration, but also that they bewithin reasonable commuting distance. Many of our bases, bothactive and inactive, are used extensively for suport of theseunits ooth for weekend training and annual training. The impacton these type units is an integral part of any analysis. N

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15. MOBILIZATION AND CONTINGENCY REQUIREMENTS. The type andnumber of bases required are determined by the need to be capableof supporting the strategy directed by national policy and theoperational and training requirements of the Army. The basestructure must provide sufficient flexibility to .upport variouscontingencies, to include the expansion of the training base,when required, to provide sufficient trained personnel to meet 4the contingencies.

16. ENCROJACHMENT. Urban and airspace encroachment intovital areas surrounding installations is of continuing concern.Some installations which were originally remote have attractedmajor population growth and, as a result, continued operationshave been threatened through urban expansion. Civilian aviationactivity has served to restrict the airspace available formilitary operations at some installations. Encroachment,therefore, is an element which must be considered in determining

* the future viability of an installation. It is also possiblethat major weapons changes may effectively "outgrow" existinginstallation sizes. For example, ranges now adequate forartillery firing may become too small for artillery weapons whichmay be introduced in the future.

17. LONG-RANGE PLANS. Force expansion studies, total Army U-.

analysis, and other force-related planning tools predict withsome measure of certainty the size and shape of future forceneeds. However, since the future forces cannot be predicted withcertainty and are subject to programmed changes, flexibility toaccommodate these changes within the base structure should bepreserved when possible and economical. This entails developingreasonable assumptions on what unprogrammed force changes mightoccur and determining how the various options could support theassumed force changes.

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I III. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE

The Army's major combat mission elements use their portion ofthe base structure only for training, quartering of personnel,and maintenance of equipment in preparation for the combatmission and then as a sustaining base in the event of actualconflict.

Overseas deployed units should be located in close proximityto the area of their anticipated wartime mission. The preciselocations, however, are determined by what the host governmentcan and will make available. Major factors impacting ondecisions for overseas base structure support include missionrequirements, political considerations, host nation support, andthe availability of U.S. funding.

The stationing of divisions and other major tactical units isgiven priority consideration based on such critical factors asthe presence of adequate maneuver and training space and ranges,the availability of housing and support, and restrictingenvironmental impacts. Since stationing choices are of necessitymade from existing installations originally acquired to meet less

O demanding past conditions, these stations involve some compromise_ %*of currently forecasted ideal conditions. As noted in Section

II, modernized forces are presently "outgrowing" theirinstallations. For those divisions having prepositioned unitequipment in overseas theaters, precise location in CONUS vis-a-vis the primary wartime mission is no longer a majorconsideration. Strategic airlift can move personnel and theirindividual equipment east or west with minimal significant timedifferential. For units scheduled to move by surface transportwith full equipment later in a particular deployment scenario,location within the CONUS is still a consideration.

The CONUS logistics base structure, to include installationswith research and development as primary missions, is alsolargely evolutionary. It is what remains of World War IImobilization, created at widely dispersed locations inanticipation of enemy attack against the homeland. Muchrationalized and modernized, it is serviceable and capable ofperforming its mission of supporting deployed forces.

STRATEGIC FORCES (100)

Base Requirements: '-.

The basing of strategic forces is confined primarily to. . communications type activities which are normally satellited on

installations for logistical support.

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GENERAL PURPOSE FORCES (200)

Base Requirements:

The Army must train the way it will fight. The battaliontask force, the lowest level at which all elements of thecombined arms team cane together, must regularly practiceoffensive and defensive tactics deployed on frontages and depthscomparable to those expected in wartime. When battalions havedemonstrated critical task proficiency, brigade exercises shouldbe conducted so as to bring into play the full range of firesupport, operations, and logistical contingencies. Divisioncommanders should deploy critical elements of their commands inLorder to exercise an appropriate range of combined armsoperations in a joint setting.

Units without prepositioned equipment overseas should belocated at installations in proximity of, or having easy accessto air and surface transportation, the port of embarkation (seaand air) from which they are most likely to deploy, in order thatthey can respond quickly to early deployment requirements. Unitsshould also be stationed in proximity to the coasts and bordersof the Nation to be in a position to counter threats to CONUS, *

yet they must have sufficient land to train and fire theirweapons. They should not be stationed near heavily populatedareas, industrial complexes, or other strategic targets. Thesurrounding area should offer sufficient space for dispersal toensure that the unit itself does not present an inviting militarytarget and is afforded a reasonable degree of survivability.Training areas should provide the force with a wide array ofclimatological and topographical features in which to train andwhich represent a cross-section of the world's environments.

Active installations should be located so as to readilyaccommodate Reserve Component units in the event of mobilization,without necessitating excessive movement and delay from home 1station to mobilization station. Implicit also in themobilization stationing requirement is the necessityfor providing Reserve Component units with annual training andinactive duty training sites.

In the continental United States, the major active combatunits are: 11 divisions (includes four divisions with two activebrigades and one Army National Guard roundout brigade) , twoseparate brigades, an air cavalry combat brigade, an infantry

20

(ranger) regiment, and an armored cavalry regiment. The unitsare structured for a variety of environments and missions. Thegoal is to maintain a force which is available for rapidcommitment.

In Europe, four divisions, three forward deployed and onespecial mission brigade, and two armored cavalry regiments retainthe high level of readiness necessary to permit an immediateresponse to any aggretsion against the NATO alliance.

In the Pacific, the divisions in the Republic of Korea andHawaii are ready to perform their assigned combat mission.

The Army has deployed the 6th Infantry Division (Light) withtwo active brigades and one roundout brigade in Alaska and onespecial mission brigade in Panama to provide a ready response toany contingency which might arise in those areas.

All ten Army National Guard divisions, 17 combat brigades(five of which roundout active divisions), and four armoredcavalry regiments are located in the continental United States.Additionally, one combat brigade is located in Hawaii and oneccmbat brigade is located in Puerto Rico. The Army Reserve hasO three combat brigades in the United States. Both the Army

National Guard and the Army Reserve major combat units providethe Total Army a substantial combat force. The following depictsstationing of Active and Reserve Component divisions:

Active Divisions Location

1st Infantry (Mechanized) 1/ Fort Riley, Kansas2d Infantry 3/ Camp Casey, Korea3rd Infantry (Mechanized) 3 Wurzburg, Germany4th Infantry (Mechanized) 1/ Fort Carson, Colorado5th Infantry (Mechanized) 2/ Fort Polk, Louisiana6th Infantry (Light)2/ Fort Wainwright, Alaska7th Infantry (Light)2/ Fort Ord, California8th Infantry (Mechanized) 3/ Bad Kreuznach, Germany9th Infantry Fort Lewis, Washington10th Infantry (Light) 2/ Fort Drum, New York24th Infantry (Mechanized)2/ Fort Stewart, Georgia25th Infantry (Light) 2/ Schofield Barracks, HawaiiIst Cavalry 2/ Fort Hood, Texasist Armored 3/ Ansbach, Germany2d Armored 1/ Fort Hood, Texas

21

.----- °---,.- .--.- ;

3rd Armored 3/ Frankfurt, Germany 182d Airborne Fort Bragg, North Cdrolina101st Airborne (Air Assault) Fort Campbell, Kentucky

Army National Guard Divisions Location 4/

26th Infantry Massachusetts/Connecticut28th Infantry Pennsylvania29th Infantry (Light) Maryland/Virginia35th Infantry (Mechanized) Kansas/Nebraska/Missouri/

Kentucky38th Infantry Indiana/Mich igan40th Infantry (Mechanized) California42d Infantry New York47th Infantry Minnesota/Iowa/Illinois49th Armored Texas50th Armored New Jersey/Vermont

1/ One brigade deployed forward.2/ Roundout division./ Locations shown are division headquarters. Units are

dispersed at multiple sites.4/ First state listed is division headquarters.

Nondivisional combat general purpose forces aredistributed throughout the base structure with emphasis onproviding balanced forces at the major combat unitins tal la t ions.

The Army must also maintain semiactive installations which .are required primarily for the support of training of theReserve Components and for mobilization. In addition, thereare State-owned/leased installations which are required forsupport of weekend and annual training and mobilization.Active component installations also perform these functions i'"

but are not adequate to satisfy the total requirement. TheArmy cannot fulfill full mobilization requirements in the timeframe envisioned under current strategy unless theseinstallations are maintained. Access to additional acreagefor maneuver purposes will be essential to the extensivetraining required to make the mobilized force fully combatready.

Terminal and outport functions are under the MilitaryTraffic Management Command (MTMC), which has area commandheadquarters at Bayonne, New Jersey and Oakland, California.

22

Each area command headquarters comimands a military oceanterminal for general cargo at its respective location andmilitary outports at various commercial ports. The DODtransportation mission is accomplished almost exclusively byutilizing commercial resources. The military ocean terminals,..,4which are shared with industry during peacetime, will bereturned to military use when needed. Hazards involved inmoving ammunition require that separate Government-owned 4.

terminals be maintained.

AUXILIARY FORCES (300)

Basing Requirements:

Research, development, testing, and evaluation (RDT&E) ofArmy materiel, weapons, and support systems are accomplishedprimarily by the US Army Materiel Command (AMC), US ArmyMedical Research and Development Command, and US Army Corps ofEngineers. Accomplishment of these missions requiresavailability of numerous test facility complexes, laboratory

* and research facilities, and administrative headquarters* facilities. These facilities are either operated as RDT&E

-installations/activities or as tenant facilities on other thanRDT&E installations. Generally, these research and testingfacilities require a highly sophisticated equipment inventoryand work force. Facilities devoted to testing are usuallylocated in remote areas necessitating maintenance of aconstant on-site work force. These facilities are an integralpart of the Army's overall materiel development andacquisition mission and significantly contribute to theattainment of US efforts to maintain a lead in weapon systemstechnology.

*The US Army Information System Command (USAISC) providesArmy-wide non-tactical communications and air traffic controlsupport. To provide base communications support, USAISC

-. requires tenant facilities at most installations.Additionally, installations are used by USAISC to support theDefense Communications System and Army command and control

* requirements.

1W I-

23 0: *

MISSION SUPPORT FORCES (400)


To provide adequate command, control, and management ofArmy resources, it is essential that necessary administrativespace be available.. These installations serve as homes formajor command headquarters, for units engaged in supervisingReserve Component training and readiness, and for uniquespecialized functions. They require a highly sophisticatedwork force not normally found at remote locations and rapidmodes of close-in transportation. They are an integral partof the "Total Army" and significantly contribute to theattainment of a combat ready Army.

CENTRAL SUPPORT FORCES (500)


Since 1813, arsenals have been the continuing centers forthe preservation of unique skills required for the defense ofthe United States. Their role has evolved from one ofmanufacturing, storage, and maintenance of weapons to one ofserving as the nuclei from which private industry obtained .-

* "know-how" to mass produce a multitude of products used inwar. More recently their manufacturing activities have been

* limited to production of very small quantities of items wherea producer in private industry could not be found. Theirprimary mission is to support the research and developmentprogram by providing the capability to build prototyperesearch and development items and to provide a productionbase in the event of mobilization. A second major area ofproduction type bases is the Government-owned, contractor-operated (GOCO) plants used in the production of munitions,tanks, aircraft, electronics, and missiles. A number of theseare presently in standby status, with others active. The factthat these plants are contractor-operated provides the Armythe flexibility to more readily expand or contract our

* capability consistent with requirements. Continuedmodernization of these plants is essential to assure a viablecapability attuned to prospective needs.

*Depot storage and maintenance requirements consist of:

1. Wholesale depots which have the responsibility for thestorage, maintenance, and distribution of major items,including storage of go-to-war stocks for Reserve Component&!

*forces. The:se depots may also have the additional requirement

24

for safe storage, maintenance, distribution and, in somecases, demilitarization of explosives, special weapons, andtoxic and chemical materiel.

2. Distribution depots which have the responsibility forsupporting assigned geographic areas, both CONUS and overseas,for storage and distribution of secondary items. In someinstances, they have maintenance activities and may continue

* to have this mission in the future.

Service schools have the primary mission of replenishingforces with trained personnel in peacetime and maintaining a

- wartime expansion capability to support mobilization. Driven- by improvements in canmunicative technology and by the need toN.

conduct training relevant to new organizations, tactics, andweapons systems, these schools will aim at establishing

* centers of excellence for the training and doctrine of allbranches.

The initial entry level training centers will develop andadminister programs of instruction driven by the same factorsdiscussed above on Service schools.

_ Medical facilities and activities provide health services- to active Army'forces and other authorized beneficiaries.

* Station (community) hospitals provide basic and generalambulatory and inpatient health services. In addition to

- basic and general health services, Army medical centers* provide regional specialty and sub-specialty consultative and

* referral health services for the Army, as well as otherMilitary Services and Federal agencies. medical centers alsoprovide the primary capabilities for care of casualties in theevent of contingencies or mobilization and the source of

* - graduate, specialized, and technical training for healthprofessionals and technicians that staff Army field forces and

* station hospitals.

INDIVIDUALS (600) -)

The Army has no major installations falling into this IDPPcategory.

25

-. . . . . . - -- -. , - . - ' -- w - - -,- - . . - - -

IV. BASE OPERATIONS SUPPORT (BOS) COSTS FOR FY 1987

A summary of the estimated FY 1987 Base Operations Support

Costs follows.

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V. ACUI)NS TO REDUCE ANNUNL BASE CPERATICNS ODSTS

The Army continues an active program to prcmote managemrent efficienciesand consolidate or eliminate functions in order to reduce base operations

.- v costs. A rumber of these will affect the FY 1987 budget:

1. (FNIZATI(hL EFFICIENCY REVIEWS. Efficiency review of contractible(referred to as Camrrcial Activities [CA] ) and non-contractible (called ArmyPerformance Oriented Reviews and Standards [AORS]) functions are wellunderway. Management of these similar program ws merged during EY 1985.Jointly. they are called the Organizational Efficiency Review Program (OERP).

o The contractible portion, governed by Office ofManagement and Budget Circular A-76, is a logicalprocess by vtich installations measure the costs ofin-house operations and compare these costs withperformance of the same functions by the privatesector. Over the 8-year history of CA in the Army,significant savings have been realized by the rigors ofthe CA requirements, and the necessity to formulate thein-house "bid" on the Mst Efficient Organization(MEO). Regardless of the cutcame of the costcomparison, savings to the government are realizedthrough either a more efficient in-house operation or acost effective conversion to contract. During FY 1985,39 cast studies were campleted, covering 2,477 military a'and civilian spaces. Of this nmber 1,837 military andcivilian spaces were redirected to higher priority Armymissions because the final decision resulted in aconwers ion to performance by a private sectorcontractor. By FY 87, the Army expects to completeadditional studies on functions irwolving 12,275military and civilian spaces.

o The success of the CA program led to the decision of

require similar (AIPMRS) studies on non-contractibleelements of the TDA Army. Just as for conercial"Lactivities, a performance work statement (PWS)

management study and quality assurance plan areprepared. These products validate the work beingperformed, identify needed improvements, determine themost efficient organization, and provide a means bywhich the quality of the work can be assured andmonitored after the MEO is implemented. Even thoughthese non-contractible functions do not canpete with theprivate sector, they are made more efficient as the

27. . .. 7r

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-• - .-- "

result of an intensive efficiency review. This program . " *

is just starting to deliver results. By FY 87, theArmy expects to complete studies covering over 26,000spaces.

2. POUTIVITY CAPITAL INVES1MENT PROGRAMS These programs indicate theQuick Return on Investment Program, Productivity Enhancing Capital InvestmentProgram, and OS) Productivity Investment Funds. Under the ProductivityCapital Investment Programs, money is set aside for fast payback capitaltools, equipment, and facilities that save manpower, reduce costs, increaseproductivity, and improve readiness. Modernized equipment and facilitiesprovided through these programs raise organizational productivity and improvethe quality of support services. In addition, troops are trained with state-of-the-art equipment leading to a more ready force. For example, the types ofequipment purchased under these programs include loading ramps; weaponstraining simulators Ahkich erhance feedback on marksmanship while saving liveammunition; hand-held radics which assisted in the Grenada incident; andasphalt reclaimers which refurbish roads damaged by training exercises. Forevery $1 invested, $17 is returned in benefits. A positive environment iscreated for Army leaders through opportunities enabling them to obtain modernequipment and facilities; to reapply manpower and dollars toward otherpriority initiatives; to motivate the work force; and to achieve an efficientand cost effective organization. These achievements will assist the Arny inmeeting its goal established by the President to increase productivity threepercent per year.

3. VALUE ENGINEERING (VE). Value Engineering, an organized approach toobtain optimum value for every dollar spent, is a technique that has provensuccessful in effective cost-savings. The Army Value Engineering Program iscurrently producing over $400 million in net annual savings and costavoidance. As a result of the introduction of Value Engineering Programs atUS Army Training and Doctrine Command and US Army Forces Command in FY 1985and the increased emphasis on VE regarding spare parts and contractor VEChange proposals, net VE savings are targeted to reach a total of $600 millionby the end of FY 1986. Value Engineering will play a significant role inachieving the President's goal to increase productivity three percent per -year. The Value Engineering (VE) Program averages a return on investment of$20 to $1. Private sector contractors help in this program through exercisingthe incentive clauses in their contracts which allow contractors and the Armyto share in net savings resulting from Value Engineering Change Proposals.

4. EBEGY WONSERV TIig. The Army consumed 17.4 percent of the totalenergy consumed by DOD in 1984. Of that amount, 83 percent was consumed atfixed facilities and 17 percent was consumed in mobility operations.

.0.

28

- ... .*.._

Therefore, energy conservation is a primary concern for Army installationmanagers. Since 1975, energy consumption has been reduced by 22 percent. TheArmy's Energy Conservation Programs (Energy Engineerirq Analysis Program(EEAP); Energy Conservation Investment Program (ECIP); Fuel Conversion; ArmyEnergy Awareness Program; and Facilities Energy Research, Development, Testand Evaluation (RUT&E) Program) have a goal of reducing, compared to a baseyear of FY 85, energy consumption in existing facilities by 8 percent persquare foot of active space in FY 1995. 4

Since 1973, the Army has achieved an impressive reduction in energyconsumption. However, during this sane period, the costs of energy for theArmy have risen more than 300 percent. Realities such as this are "thechallenge" facing the Army's installation managers.

L

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29

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CHAPTER THREE

NAVY BASE STRUCTURE

I. INTRODUCTION

The Navy Base Structure Annex to the ManpowerRequirements Report for FY 1987 is submitted in compliancewith Section 138 of Title 10, United States Code. The NavyAnnex consists of five sections in addition to the 4Introduction. Section II, Base Structure Overview, discussesfactors affecting the number and capabilities of Navy Shore JBases. Section III relates major Navy bases to the forcessupported within the framework of the Installation DefenseOperations Costs, provides a summary table by major defense

programs of those costs included in this category. Section Vdiscusses the Navy's continuing process for appraising baseoperations costs. Section VI is a listing of installations.activities, and properties comprising the base structure.

Most bases listed in Section VI have multiple missions.Only primary missions are shown. Personnel assigned to shipsand aircraft squadrons which are homeported or assigned at agiven base are included in Section VI. personnel data.

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I1. BASE STRUCTURE OVERVIEW

As a nation with global interests and responsibilities ina formal alliance structure, the United States requires astrong, vital. and well-supported Navy to execute itsnational military strategy. During peacetime operations, theNavy must satisfy a variety of national commitments andrespond to frequent demands for forward presence. Those -.-

demands require global mobility and flexibility, and anoverseas basing structure for support, addresses the range ofpossibilities for the effective application of maritime poweralong the spectrum of peace to global conventional war to wartermination on favorable terms. Sister services areintegrated with Navy and Marine Corps operations. Allies area most important part of the strategy through a system oftreaties, multilateral agreements, and other bilateralcommitments. National policy gives direction to the GlobalMaritime Elements of United States National MilitaryStrategy, comprising the Maritime Strategy. Based ondeterrence, that strategy is global, forward,-and cedes novital area by default as we operate in conjuction with oursister services and allies. In the event of a crisis, theNavy -- which has been the nation's principal military -instrument for crisis response since 1946 -- protectsAmerican interests overseas and provides a broad range ofoptions to the National Command Authority for the purpose ofescalation control. Naval forces are the lead element of theforward movement which demonstrates United States and alliedwill and determination. in time of global conventional war,the Navy provides a credible deterrent, but agg-ressivelysei..es and presses home the strategic initiative ifdeterrence fails. Vital resupply lines are protected, navalwarfare is conducted far forward, and maritime power isprojected against targets at sea and on land.

These demands, coupled with the growing challenge posedby Soviet maritime forces, drive our naval force planning anddictate requirements that our forces must be able to meet.The forces must be large enough to support our alliancesystem in peace and war. They must also be capable ofoperating effectively in forward areas, most likely againstheavy Soviet opposition.

Our base structure is integral to the peace-keeping andwar-fighting capability. The breadth of our locations isglobal. The depth must be adequate to accommodate the fullrange of logistics required to operate and maintain theplatforms, weapons, and sensor systems needed for maritimesuperiority. .

Following the Vietnam War, the size of the Fleet wasreduced and subsequent budget cutbacks forced the slowdown ofbase modernization. Some naval bases were closed. Others

68

4%z-..

were scaled down and real estate excessed to achieve aneconomical base posture for the smaller Fleet. Even with thereduced base structure, the amount of military constructionfunded each year has not kept pace with the aging of thefacilities. The average age of Navy facilities is 40 yearswith the Navy's shipyards having an average facilities age of54 years. At the current rate of investment of approximately500 million dollars per year. there will be a constantincrease in the number of facilities which have exceededtheir economical life.

Since the end of the Vietnam War, turmoil in Southwest -Asia. the Persian Gulf region, the Caribbean. CentralAmerica. and South America has increased our defensecommitments instead of permitting them to decrease to matchour reduced Fleet size. During this same period, the Sovietfleet has increased in size and sophistication of weaponry.The stronger Soviet fleet is being used to expand theirsphere of political influence through logistic support ofdestabilizing and revolutionary political movements innon-communist countries.

These factors support the need to rebuild the strength ofour naval forces and base structure. It is recognized thatJthis must be accomplished with limited financial resources.Effective naval strength can only be attained and maintainedat the most economical cost if the basing is carefullystructured and adequately capitalized for renewal to support

Vie- the needed forces. The Navy continuously reviews its basestructure to ensure the leanest adequate combination ofbases. Base realignments are carefully weighed against theoverall mission requirements and future basing flexibility.

As requirements are evaluated, the most effectiveinstallations are retained. Consolidation of bases andexcessing of bases are used to carve away unnecessary costs.'Considerations used to assess potential realignments includethe following: .~~

1. Strategic and operational impact - how theclosure/realignment would effect strategic or operationalcapabilities, and how the action would improve theoperational efficiency of the base structure.

2. Fiscal and budgetary impact - the costs and savingsas well as manpower changes associated with each proposedaction.

3. Local economic impact - the primary effects of eachproposed action on the economies of the losing or gainingcommunities.

te4. Environmental -the effects of the proposed action onteenvi.ronment.

69

These considerations provide a broad set of criteria usedin developing and evaluating base realignment proposals. Theyare as follows: mission degradation resulting from forceturbulence, geographic location, facilities availability andcondition, community services available, potential toaccommodate future force requirements, existing or futureland use incompatibilities which might adversely impactoperations, budgeting considerations inherent in the proposed .realignment action, and possible adverse environmental impact.

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.-." III. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE

Rebuilding the nation's maritime strength requiredchanging and strengthening the base structure to support thegrowing fleet. The base structure is critical to a strongerNavy. Changes to the base structure support the followingsix goals for our general purpose naval forces:

1. Improve readiness and sustainability;2. Meet global responsibilities, build a 600-ship fleet

by the end of the decade;3. Expand and improve power projection forces, including

aircraft carrier battle groups, battleships, amphibiousassault ships, and cruise missile forces;

4. Upgrade anti-submarine warfare capabilities;5. Improve capabilities to intercept bombers and cruise

missiles: and6. As a complement to the enlarged fleet, modernize and

expand our support and mine warfare forces.

In moving toward these goals, and in the context of ourMaritime Strategy, the Navy recently reviewed its basestructure and its effectiveness in supporting the neededforce structure. A principle concern was that homeporting inthe continental U. S. and Hawaii was not optimum in thecontexts of military strategy or operations. The secondconcern was how to accommodate the 130 additional shipscoming into the fleet as we build to the 600 ship/I5 CarrierBattlegroup Force level. With Norfolk and San Diego eachhaving in excess of 100 ships assigned at the start ofPresident Reagan's administration, adding the new ships tothese locations would have concentrated more than 50 percentof our entire fleet in only two ports. These concernsresulted in development of the Strategic Homeporting Concept.

The Strategic Homeporting Concept is based upon severalprinciples:

- Dispersal of forces to maximize survivability. Thiscomplicates warfare targeting by the enemy, whether terroristor conventional, and reduces the losses of capital ships froma relatively simple but sharply focused attack.

- Homeporting in more diverse geographical locations toprovide opportunity to train and operate in a variety ofenvironments and reduce response time to potential conflictareas. There is a growing consensus that if a US-Sovietconflict occurred, the bulk of the combat at sea is likely totake place in the Aleutian/Northwest Pacific Theater and inthe northerly sea lines of communication (SLOCs) of theAtlantic. Homeporting in the Northwest would enhance ourresponsiveness in the Northern Pacific. Defending Iceland

K. and controlling the northern flank is vital to our NATO* k commitments. Homeporting in the Gulf is needed to protect

our SLOCs supporting transhipment of vital raw materials tothe U. S. and significant amounts of initial mount-out andresupply provisions of ammunition, fuel, and equipment to the

(.

71

*~~~ 17.'*7-7,-.7" 1 .. V

European Theater. A physical presence in the Gulf will alsoenhance our responsiveness to potential Caribbean/CentralAmerican conflicts. The geographical dispersion of activeforces also increases the opportunity for collocated ReserveShips to train as part of an integrated total force. .

-Collocation of ships to form balanced battlegroupswhich are prepared to undertake the full spectrum of r.avalwarfare missions upon leaving the harbor. No time is lostgathering ships. Carriers and battleships are not exposedwithout proper escort.

-Maintenance of an adequate industrial base byhomeporting ships near additional locations with existingprivate sector industrial capacity. This permits takingadvantage of that capacity during peacetime and to surge towartime production levels more rapidly.

-Development of additional logistic support complexes tosupport our expanding Navy and to sustain our forwardMaritime Strategy. While maximizing the use of existing baseinfrastructure, new dispersed bases must be provided topermit implementation of the other principles of theStrategic Homeporting Concept.

The types, number, and location of aircraft reworkfacilities, ordnance activities, weapons ranges, and othersupport bases remain the same. Specialized education andtraining complexes support recruit training. spetializedskill training, officer acquisition training, andundergraduate flight training. Fleet *training is provided at **

selected operation bases. Initial skill training is providedin proximity to acquisition training. No new bases or majorreal estate expansions have been identified for thesefunctions.

A brief discussion of the missions and structure changesby Installation Defense Planning and Programming Categoryfollows. A listing of the major activities within thesecategories is provided in Section VI.


The Submarine Base, Bangor, Washington became fullyoperational on I July 1981. The Submarine Base; Kings Bay,Georgia is supporting a full squadron of submarines and isthe site for an East Coast Trident Base which is due to beoperational in FY 1989.

GENERAL PURPOSE FORCES (200) .

The Fleet aircraft basing concept retains the minimumv. number of bases for programmed aircraft and collocates

carrier-based tactical and carrier-based anti-submarinewarfare (ASW) aircraft. No new air bases are planned:however, the Naval Air Station at Fallon. Nevada. is beingexpanded significantly to accommodate air training at super-sonic air speeds and to construct facilities for air strike

72

%V,* -.. .-~~r :~~~ -~~'y:~.s

training. Air bases receiving the F/A-18 aircraft and otherair warfare weapon systems are being modernized throughconstruction of new facilities but are not being expanded inacreage. t

The Reserve Air Stations are being modernized for theReady Reserve Air Squadrons who are now receiving the"state-of-the-art" weapon systems. This is in contrast to theformer policy of providing them "second-hand" systemsdiscarded by the regular Navy.


The Navy Command and Control System provides the means toexercise operational direction of naval forces. It ensuresthat the National Command Authorities, unified commanders,naval component commanders, and subordinate naval commanders -are able to receiv. sufficient, accurate, and timelyinformation on which to base their decisions and have themeans to communicate their decisions to the forces. No majorchanges in base structure have been identified for thesebases. Emphasis is on modernization of the sensor systems toattain needed security, sensitivity, and immunity toelectronic countermeasures. I-.,


Implementation of the Strategic Homeporting Concept isplanned in two parts: '

1. Adjusting the mix of ships in our traditional portsof Norfolk. Charleston, Mayport. Newport. San Diego, SanFrancisco, and Pearl Harbor to attain the proper types ofescorts for our Battleship Surface Action Groups (BB SAGs)and Carrier Battle Groups (CVBGs).2. Developing new homeports for a BB SAG in the

Northeast. a CVBG in the northwest, a BB SAG and CVBG in theGulf. and homeporting a second BB SAG on the West Coast.

This implementation should be completed in the early1990's. The Secretary of the Navy has selected Staten Island(Stapleton/Fort Wadsworth) in New York City as the preferredsite in the northeast. The first ships should arrive at thissite in September 1988. In the northwest. Everett.Washington was selected as the preferred site. The first ,.-. 'ships should arrive at this site in December 1988. Ahomeporting plan for the Gulf is being developed, to includeseveral cities. A BB SAG is proposed for Corpus Christi.Texas; Naval Reserve Force vessels for Galveston. Texas; aCVBG for Pensacola. Florida; Pascagoula, Mississippi; and theMobile. Mississippi area; and miscellaneous ship homeports inLake Charles. Louisiana; Gulfport, Mississippi; and Key West,Florida. Studies are underway to enable the Final Record ofDecision to be made by February 1987. On the west coast.

73'

r~r - - . r-r -. -r .re r W.. 7% . r .

studies are underway to select a suitable site or mix ofhomeports among Long Beach. California; San Francisco,California; and Pearl Harbor. Hawaii. The final decision .*

will be announced about February. 1987.

Cruise missile forces are being introduced to distributeoffensive striking power throughout the fleet. The Harpoonis designed for anti-ship strikes. The Tomahawk has therange to reach both ships and shore targets beyond thehorizon. These systems are being deployed at existing basesbut require modernization of maintenance and storagefacilities.

Amphibious assault forces are receiving the LandingCraft. Air Cushioned (LCAC) vehicle and the MV-22 tilt rotoraircraft which will improve their ship-to-shore mobility.These forces are also receiving the LHD-]. multipurposeamphibious assault ship and the LSD-41 Cargo Variant ship toprovide increased lift and dock-loading capability.

Advanced base planning is underway to support the attacksubmarine community in replacing the SSN-688 class submarinewith the SSN-21. This new weapon system will be deployed atfive homeports.

The new weapon systems for the amphibious and thesubmarine communities are being deployed at existing bases.These systems require modernization of logistic supportranging from the waterfront facilities for the ships andhangars for the aircraft to weapons supply and maintenancefacilities. .

CENTRAL SUPPORT FORCES (500)

The Naval Medical Command; through a network of regionalmedical and dental centers, associated hospitals, anddispensaries, provides medical care in support of the fleetand to other qualified beneficiaries. Renewed emphasis hasbeen placed on wartime medical readiness resulting inreadiness being the driving factor in determining the sizeand composition of the medical care system. Medicalreadiness improvements are providing two San Clemente classtankers which are being converted into floating generalhospitals with 1.000 beds and 12 operating rooms each.t

The Naval Education and Training Command provides trainedpersonnel to man and support the fleet. This includesrecruit training, officer acquisition training, specializedskill training, flight training, and professional developmenteducation. The average age of the Training Command'sfacilities is 36 years. In the training function, which is

74

characterized by high technological change of weapon systems' "used by the trainees in these facilities, modernization of

the bases is required more frequently than in other supportfunctions. This is being accomplished, as funding isprovided by modernizing facilities on existing bases. Astudy is underway for the Pensacola. Florida. Naval AirTraining Complex to determine the base structure required to"fly the training program into the twenty-first century." .

The study will recommend needed base realignment actionsneeded to protect the critical airspace.

INDIVtDUAL (600)

None.

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* iv. ~ u~ i~±vr~ SUPPORT (BOS) COSTS FOR FY 1987 *:..1Y~ --- :.--

A suimnary of the estimated FY 1987 Base Operations Support.4

4.. Costs follows.

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V. ACTIONS TO REDUCE BASE OPERATIONS SUPPORT (BOS) COSTS

The Navy assigns responsibility for base operations tothe Commanding Officer of each individual shore activity.Major claimants perform a strong management role and thestaff of the Navy Department provides guidance and long termobjectives. The Navy has established a central programsponsor for Base Operations Support (BOS) and is creating aframework to manage this program to be responsive to theneeds of the operating forces and the requirements of OSD,OMB and Congress.

There is a direct relationship between effectiveness ofshore bases and overall readiness of the Navy. Effectivenessof shore bases is dependent on effectiveness of the baseoperations support functions. Constrained BOS resourcesrequire resources being applied up to. though not beyond.requirements. The Navy is seeking an adequate level ofeffectiveness in the base operations support function and theprotection of its capital investment in the shore establish-ment with the use of the minimum possible resources toachieve that level.

The management process to accomplish this consists offour parts: assessment, programming of resources, budgeting.and management improvements.

This process relies on assessments by Commanding Officersand intermediate commanders in the chain of command todetermine the Navy's ability to perform shore base missionsat current and projected resource levels.

The results of these assessments are now being used in

the acquisition and distribution of resources.

LONG-RANGE GOALS OF BASE OPERATIONS MANAGEMENT

To provide an acceptable level of readiness at shoreactivities with the minimum commitment of resources.

MAJOR OBJECTIVES -

-- To place emphasis on the study of in-house commercialindustrial type activities with a view towards conversion tocontract accomplishments where economically justified. SinceFY 1980 an in-house savings of 1147 people has beenachieved. This is a 14 percent average reduction.

-- To develop excellent installations to carry out Defensemissions through the Model Installations Program. As of 23December 1985, 170 initiatives have been approved and 60 arepending. The number of activities participating in thisprogram is expected to increase from 6 to 10 activities in FY1986.

78

- To determine and to provide funding alternatives for baseoperations program deficiencies at the shore activity levelthat detract from the Navy's ability to support the operatingforces.

- To determine and to provide funding alternatives for baseoperations program deficiencies in personnel support areasthat directly impact the Navy's ability to retain qualitypersonnel and that detract from the quality of life for allnaval personnel.

- To recover from a long-term trend of depressed funding in -Maintenance of Real Property (MRP) which has resulted inmarginal to poor facility conditions with the potential forimpact on readiness and adverse life cycle economics.

- To conform to the direction of Executive Order 12003,which amends Executive Order 11912 relating to energy policyand conservation,,.and to reflect a reduction in energyconsumption at Navy Shore Bases.

- To replace existing, deteriorated facilities with newfacilities that are less expensive to maintain.

Base operations support costs are directly related to thesize of shore bases which are directly related to the size ofthe operating forces. The method of accomplishing theobjectives in base operations is directed toward identifyingthe minimum resources required to adequately support theoperating forces. Considering this direct relationship, theobjective of establishing a "minimum cost of ownership" isimperative for accomplishing management improvement.

79 .

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CHAPTER FOUR

AIR FORCE BASE STRUCTURE

I. INTRODUCTION

The Air Force Base Structure Chapter to the DOD BaseStructure Report for FY 1987 is submitted in accordance withSection 138, Title 10, United States Code. Section II, BaseStructure Overview, describes the criteria used by the Air Forceto determine the Air Force base structure. It also includeshistorical data on the base structure and related manpowertrends. Section III relates the needs of the major activitieswithin each Installation Defense Planning and ProgrammingCategory (IDPPC) to the current base structure. Major changes tothe FY 1987 force structure and their impact on the basestructure are also described in Section III. Section IV detailsprojected Air Force base operating costs for FY 1987. Section Vsummarizes recent major actions taken to reduce base operatingcosts and also describes some alternatives that the Air Force ispursuing in this area. Finally, Section VI consists of thelisting of Air Force installations, activities and properties

L comprising the base structure.

The IDPPC classification system considers only the primarymission at multimission installations. At installations wheremore than one significant mission exists, the Air Force hassubjectively determined the primary mission.

10.

V._

107 '~ "4. .V

lOI.

.. .. .. ... .. .. .. .. .. .. .. .. .. .. .... . . . .

"---' --' -- L -' L'' ''- "-' .. ,-' ''-.'_-" ' ' ' "

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11. BASE STRUCTURE OVERVIEW

The Air Force base posture has been carefully structured tosupport the assigned forces. Since forces are a dynamic element,

* their supporting base posture is also dynamic. As forces evolve,base requirements change and realignments in the base posture arerequired. The factors used to determine whether or not a basewould be a suitable realignment or closure candidate vary widelyfrom operational to physical. Ultimately, however, all baserealignments must be carefully weighed against the overallmission requirements of the Air Force and future basing

flexibility.

The Air Force strives to maintain an optimum base structurejjto support the currently assigned and projected forces. Forexample, as force levels were reduced during recent years thenumber of Air Force bases was also reduced. other managementactions, such as mission transfers to the Air Reserve Forces,have also contributed to what has been a declining number ofinstallations. As Air Force base requirements are evaluated, themost effective installations are selected for retention based

k upon specific considerations and criteria.

MAJOR CONSIDERATIONS AND CRITERIA:

lTn determining the effectiveness of an installation, majorconsideration must be given to operational and trainingrequirements, force deployment, use of multi-mission bases andfuture flexibility.

These considerations have evolved into a broad set ofcriteria which is used by the Air Force in developing andevaluating base realignment proposals. They are: geographiclocation, facilities availability and condition, community

* services available for Air Force activities/population, potentialto accommodate future force requirements, existing or futureencroachment which might impact Air Force operations, budgeting --

considerations inherent in the proposed realignment action,possible adverse environmental impact, and mission degradation as

1 0 a result of force turbulence.

Air National Guard and Air Force Reserve units must alsoconsider demographics in making basing decisions. The local andsurrounding communities must have a population base large enoughto support recruiting of full and part time personnel.

These major considerations and criteria cannot be weighedindependently in reaching basing decisions; rather, they have tobe evaluated as a whole to achieve an optimum balance. Therelationships between each of the four major considerations andthe resu-ltant criteria are discussed below. ~

* MAJOR CONSIDERATIONS:

Operational and Training Requirements: Since the Air Force base

108

posture exists to support the missions of the assigned forces,*the ability of each base to meet its assigned forces' unique

operational and training requirements is of paramountimportance. Each force element, such as strategic offense,tactical fighter, strategic airlift, or training, places unique

*demands on airspace, range requirements, deployment andemployment routes, availability of lines of communications,survivability and facility requirements.

The current base posture reflects a force beddown in whichthe forces' operational and training requirements are bestsupported. The entry of new weapon systems into the Air Forceinventory may, however, require changes to that base posture.

*Threat reassessment, loss of training areas, encroachment and thelike may require force realignment also. In each case, the AirForce seeks to continually optimize its base posture consistentwith its overall force requirements. These requirements will besummarized in Section III under the appropriate InstallationDefense Planning and Programming Category (IDPPC).

Force Deployment: The Air Force's force structure is based on *-

niational strategy. This strategy determines not only potentialgeographical areas in which U. S. forces would be used, but alsowhich forces would be deployed or employed from the ContinentalUnited States (CONUS). The number and type of bases required tosupport these forces, both overseas and in the COtIUS, directly

relate to our ability to meet our strategic goals.Use of Multi-mission Bases: A major expense of each installationis the cost of resources required to "open the door," i.e., thefixed base operating support resources such as facilities,manpower, and materials required because of the mere existence of

* the installation. These costs (road repair, for example) arerelatively insensitive to changes in the assigned mission.Variable base operating support resources are adjusted to supportrequirements of the assigned missions. When missions arecompatible and facilities available or obtainable, collocatingtwo or more can often reduce costs. For example, a supportmission, such as a logistics depot, may coexist with anoperational unit, such as a tactical fighter wing. Additionally,missions which have a relatively small number of personnel andequipment may be most economically accommodated on bases whichhave major missions.

Although consolidating missions may yield economies, the AirForce must also consider the compatibility of assignedmissions. Collocations which create competition for scarce

* resources (such as gunnery range availability) may save supportdollars, but could increase operational costs or adversely affectcombat readiness. Additionally, with too many minor missionsI@assigned to any given installation, closing that installation maybecome quite difficult if the base's major mission is removed.In this sense, consolidating missions may actually inhibit futureflexibility.

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-7............

Future Flexibility: Realignment actions which result in baseclosures limit utre flexibility to meet programmed andunprogrammed force adjustments. Consequently, bases selected forclosure should generally be those with the least flexibility to

* absorb future requirements. if flexibility were the soledeterminant, bases which have constraints such as airspacelimitations, encroachment of civilian activities, limited realestate, inadequate community services and poor facilities shouldlogically be considered for closure prior to bases which have thepotential to accommodate additional or new missions.

* CRITERIA: (Developed from the above major considerations)

* Geographic Location: The geographic location of an installationinfluences the ability of assigned forces to execute theirmi.ssion. Geographic factors include weather, availability oftraining areas, proximity to employment/deployment routes,survivability, airspace availability and transportationnetworks. For each mission, there are optimum geographiclocations which provide maximum operational effectiveness. SeeSection III for additional discussion.

* Facility Availability: A goal in realignment actions is maximum b

use of existing facilities and minimum expenditure for newfacilities. Mission related facilities as well as supportfacilities must be considered. An operational flying activity,for example, will require a runway complex (with specific width, .--

length, and load bearing capacity), capacity for aircraftparking, and a maintenance complex capable of supporting theassigned aircraft (e.g., proper size docks and hangars,sufficient communications-electronics and avionics maintenancespace, etc.). Conversely, for administrative and headquartersactivities, the proper amount of administrative space is

*essential. For non-flying training activities, classroom and PJ* student housing are key factors. For all actions, availability* of housing (bachelor and family) for any increase in population

* - is a significant element.

Certain unique facility requirements are generated by- intelligence, communications, logistics, and research and

development activities. Laboratories, facilities which must beshielded from electronic emissions, and the like are expensiveand time consuming to construct. Relocation to installationswhich do not have facilities available to accommodate thesefunctions may not be feasible due to the cost and timeconstraints. A.lso, due to mission requirements, these facilitiesmust often be duplicated and operational prior to shutting downthe current activity. This creates a temporary, expensive,redundant requirement for not only facilities and equipment, butmanpower as well. Similar circumstances exist in relocating someflying support functions, such as aerial port facilities, whichrequire large terminal complexes to receive and process cargo and gpassengers.

Facility requirements for small missions may generally be met

110

with only minor modifications to existing bases. This isparticularly true if the unit's equipment has no special storage . -

or maintenance requirements. Requirements for administrativespace can be met in various ways, such as conversion of excessspace in other functional areas; however, such action may not becost effective and may limit future flexibility.

Additionally, the overall condition of the real propertyfacilities at the base is an important element in the selectionprocess. Relocating an activity to another base may be moreappropriate if that activity is currently on an installationwhere most mission and support functions are housed insubstandard and deteriorated facilities which would eventuallyhave to be replaced even if the activity remained in place. Itis generally more economical to construct a few additionalfacilities at a more modern base and consolidate missions ratherthan to replace numerous facilities and continue base operatingcosts at two bases.

An additional consideration is the extent a base's facilitiessupport other activities or installations in the area. Forexample, if a base provides hospital, housing and other supportfunctions for surrounding installations, it may not be possibleto completely close the base. As a result, savings from therealignment may be significantly less than at a base where allactivities can be shut down and facilities declared excess.

Community Service: Civilian resources (e.g., community housing,medical, schools and recreational facilities) are. a considerationin developing base realignment actions. When possible, baserealignment actions should take maximum advantage of existingcivilian resources which can be used to support the assignedpersonnel. Of particular importance is family housing. Areaswhich have a residual capability to adequately house Air Forcefamilies not only negate the cost of providing governmenthousing, but also facilitate rapid completion of the proposedrealignment action. Conversely, areas in which community supportfacilities are limited place greater emphasis on the base housingand facilities. Adequate facilities, both on and off a base, areimportant in terms of morale. The contribution of the civiliancommunity in this area is very important.

Potential: Since future force requirements cannot be predictedwith certainty and are subject to unprogrammed changes,flexibility must be maintained within the existing base posture.This entails developing reasonable assumptions on what forcechanges might occur and determining how the various basingoptions could support these changes. Future fighter systems, forexample, will have an increasing requirement for training in thesupersonic regimes of flight. Closing a base with good access tosupersonic flying airspace would thus be shortsighted.

Flexibility is a subjective consideration, although someinstances do lend themselves to objective analysis. For example,for pilot production, capacity at each undergraduate pilot

111

7 7

training base can be determined. Based on the required levels ofpilot production, the degree of flexibility (unused productioncapacity) within the system can be determined, and the system'ssurge capacity can be calculated. As a result, the degree offlexibility in the system can be predicted and controlled.,il

* Workload versus base capacity can be similarly determined for* other training and support activities.

Unfortunately, most potential changes are not the result ofclearcut workloads and are difficult to quantify. For example,the flexibility of the base system to accommodate redeployment offorward deployed tactical units to the CONUS depends on manyvariables. Among these are type of unit, activity levels of theunit, as well as a determination as to whether they are to beretained as active duty forces or transferred to reservestatus. In these instances, the underlying assumptions aresubjective. Subjectivity notwithstanding, it is important thatbase realignment alternatives be weighed in terms of their

* potential to meet unprogrammed force changes.

*Encroachment: Urban and airspace encroachment into vital areassurrounding installations is of continuing concern. Someinstallations, which were originally built well away from

* population centers, have subsequently attracted major growth and,as a result, are now pressured by line of sight intrusion, noisecomplaints, encroachment into accident potential zones and thelike. The potential for air traffic congestion must also be Aconsidered in basing programs. The increased civil and privateair activity has reduced airspace available for militaryoperations. Encroachment, therefore, is an important eliment indetermining the continuing viability of an installation andfuture base realignment actions.

A program to protect installations from encroachment is in* progress. Under Air Installation Compatible Use Zone (AICUZ)

guidance, planning data is provided to an intergovernmental/interagency forum to reduce encroachment through comprehensiveplanning, zoning, real property rights, acquisitions and similaractivities. However, in areas where encroachment has become amajor problem, its impact must be considered in developing futureplans.

Budget: High cost, single mission installations with limitedreal estate and outmoded, functionally inefficient facilities areprime candidates for closure. Significant annual savings mayresult from the closure of such bases. However, the relativecost effectiveness must be determined on a case by case basis.Consolidation of missions to allow a base closure generallyresults in significant annual savings. These savings are offsetin part or whole, however, by the investment required in unit

* move funds and in facilities needed to consolidate. Initial andannual savings must be weighed against the one-time constructionwhic minimaize cothe invetmen vaiu newfailits. whileliaimingwhc andrelcaioncoto the varsmetiou optfciion Conslidainsin

* the annual savings may be considered. Again, large outlays in

112

construction or equipment funds are generally not feasible andoptions which depend on such outlays are generally avoided unlessno other suitable alternative exists.

Environment: All proposed major federal actions must be analyzedto determine if any of the activities associated with the actionwill cause a significant impact on the human environment orprecipitate public controversy on environmental issues. Basedupon this analysis, a "finding of no significant impact" is madeor an environmental impact statement is prepared, filed with theEnvironmental Protection Agency, and circulated for governmentagency and public comment. These comments are incorporated intostudy documents used as an aid in decision making.

Mission Degradation: Realignment actions, by their very nature,result in turbulence both in personnel and in missioneffectiveness. The degree of turbulence is a consideration ifthe resulting mission degradation is of such a proportion as tobe significant. Certain activities cannot be allowed to "standdown" and, as a result, realignments of these activities requireextraordinary measures to permit virtually instantaneousrelocation. Also, work force composition is a consideration inthat a highly specialized or unique work force of civilians maycomplicate relocation. These factors must be considered inevaluating realignment actions.

113

°.*.. ...

--.- - -. W"V W1W 1rr.r

II.RELATION~SHIP OF BASE STRUCTURE TO FORCE STRUCTURE

Force programming is dynamic and subject to many variablesand revisions. Basing is closely tied to force posture and,thus, is also dynamic. Changes occur in response to alteredassessments of the existing threat, force level and compositionchanges, revised deployment concepts and policies, the continuingimpact of resource management efforts and national politicaladjustments. Each change in force posture has the potential tocause additional base adjustments in training and logisticalsupport areas. Thus, Air Force base structure may only bedefined within the context of existing circumstances. Asubstantial change in these circumstances, e.g., a decision toreduce overseas forces, would require adjustments in the existingCONUS base structure. Timing of the introduction or expansion ofa weapon system influences base selection, as do changes in force

* size and deployment concepts. In addition, base requirements forUSAF weapon and support systems vary greatly due to differingweapon characteristics, operational support and training

* requirements.

The ability to attain and maintain an operational posturewhich will insure national security and support legitimate

* international commitments continues to be a prime objective in* Air Force deployment decisions. Base selection and development* must not only support employment plans for major weapon systems

(along with their required combat support capabilities), theymust also provide for training requirements generated by thosesystems. This development must also consider related test and

* development activities, adequate personnel, logistics andcommunications support.

Nevertheless, the Air Force places considerable emphasis onattaining maximum economies in the base support area, therebyenabling a greater proportion of the defense dollar to beexpended on direct combat capability. Therefore, review of thebase structure is continually ongoing to identify for furtherstudy installations, both major and minor, whose closure mightresult in resource savings without impacting combat capability.

Since each mission category has its own unique operationaland training requirements which dictate the Air Force basestructure, each will be discussed separately. The specific basesfalling into each mission category, generally referred to as the

* IDPPC, are listed in Section VI.

* ST!RATEGIC FORCES (100)

Basing Requirements -Strategic Offense

In the basing of strategic offensive forces, carefulconsideration is given to geographic locations which maximize the ~~survivability of the force. For example, USAF Inter-ContinentalBallistic Missiles (ICBMs) require a sufficient area for adequate

114

dispersal of launch sites. If Soviet submarine launched missileso'' * are postulated to be the most critical threat against our bombers

and tankers, then inland bases provide the greatest survivabilitydue to the longer flight time of the missiles. This does notimply that only inland bases should be considered for strategicoffensive forces. Flying weather, airspace congestion, runwayand pavements, maintenance and support facilities, and munitionsstorage capacity are all factors in basing decisions. A coastalbases' survivability can be enhanced through reposturing anddispersal to achieve the time needed to safely launch the force. ___

Other operational requirements such as targeting, ranging andbomber/tanker mating must be considered when determining forcebeddown locations. Lateral support supplied to other commands,tactical aircraft contingency and overseas deployment refuelingrequirements, is also a necessary consideration. Some overseasbasing also enhances strategic operational effectiveness.

- Coming Force Structure Actions and Their Impact on 3aseStructure

Because of operational requirements for additional KC-135tanker aircraft in the northern tier of the United States, theAir Force is reviewing its aerial refueling basing structure withan eye toward relocating forces and, perhaps, activating new

: tanker operating locations. Any changes resulting from thisreview would more effectively support strategic flying forces.

_ In a related issue, the Air Force has recently completed a studyaddressing'the shortage of KC-135 aircraft to fill programmedauthorizations in the late 1980s. The study concluded that,through inactivation of an existing tanker squadron and minorrealignment of assets, a balance could be attained betweenairframes and authorizations without jeopardizing the ability ofthe Air Force to meet its wartime commitments.

The Administration has committed the United States to aprogram of strategic force modernization, including modernizationof the ICBM force. In keeping with that commitment, the AirForce is placing a total of 50 Peacekeeper missiles in MinutemanIII silos at F.E. Warren AFB, WY. Further, the Air Force is inthe initial development stages of producing and deploying a SmallICBM. Basing studies for this system are under way. Finally,Titan II deactivation is proceeding as planned with final phaseout due in mid 1987.

Lastly, the Air Force is continuing to plan and program forthe development of the Strategic Training Range Complex in thenorthwestern United States.

- Basing Requirements - Strategic Defense

For strategic defensive systems, factors such as enemy weaponsystem performance, likely targets and routes of attack areconsidered in basing decisions. Also considered are assessmentsof warning time available, speed of reaction, and the probable

115

time to intercept, identify and destroy the enemy vehicle. After 'consideration of all factors involved, a determination is made ofthe most effective deployment area. In general, this analysisdictates peripheral coverage of the Continental United States forboth radar and interceptor aircraft basing, with forward deployedand over-the-horizon radars providing early attack warning.

- Coming Force Structure Actions and Their Impact on BaseStructure

The Air Force initiative to upgrade and streamline the-AirDefense force structure is continuing. The modernization efforthas been primarily aimed at replacing aging F-106 and F-4Cs withmodern, more capable aircraft. In 1986, the Air Force willconduct a competition to identify a follow-on air defenseinterceptor which will sustain the fleet into the next century.

The Air Force is moving ahead with the deployment of theOver-the-Horizon Backscatter radar system. Construction on theEast Coast is nearly complete and locations have been selectedfor the West Coast system. Planning is underway for the Centraland Alaskan radars. The Air Force is also expanding the PavePaws radar system with Southeast and Southwest sites and therebyproviding increased warning of Sea Launched Ballistic Missiles.


Basing Requirements - Tactical

The nature of the tactical mission and its inhereit equipmentcomplexity requires considerable training facilities in theCONUS. Accessibility of weapons ranges, proximity to trainingairspace (to include supersonic capability) and suitable weatherto conduct the large volume of training are necessary. CONUSunits conduct initial weapon system training for all US TacticalAir Forces and also provide a ready source of deployable forcesfor contingency response. This world-wide deployment taskingplaces some additional constraint on basing posture since forcesshould be conveniently aligned to airlift and tanker support. Inaddition, tactical forces which directly support the Army, such - "as tactical air control units, should be located as close aspossible to support peacetime Army training requirements.

Tactical forces overseas are based according to strategic,tactical, and security policy considerations in addition to theusual CONUS basing criteria. Each base must be capable ofefficient peacetime operation and be prepared to meet the missionrequirements it is tasked to conduct in combat or contingencysituations. Each type of mission has its own peculiar basingrequirements according to current strategies and contingencyplans. The need for combat dispersal must be considered alongwith a requirement to receive forces from the CONUS in time of -crisis. The overseas base structure must maintain a capability t %to respond to changing tactical and strategic situations. Theoverseas base structure requires cooperation of host governments,

116=,_~:.;: ~ ___________________________

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t

hence basing requirements must be set in the context of

- :. international security policy.

- Coming Force Structure Actions and Their Impact on BaseStructure - -4

The Air Force will continue to modernize the fighter force asit brings additional F-15 and F-16 aircraft into the inventory.A large part of this effort will be aimed at the Air ReserveForces where increasing numbers of older F-4C aircraft will be Iretired and replaced with F-4Es and F-16s. As a part of thisoverall effort, the Air National Guard will be given a dedicatedtraining capability in the F-16 for the first time.

Overseas actions will include the modernization of theaterforces as well as the introduction of the EC-130 aircraft toEurope and E-3 AWACS aircraft to Alaska.

- Basing Requirements - Mobility

Beddown locations for airlift units are normally determinedby wartime tasking, peacetime operations and trainingrequirements.

Units primarily tasked to support intertheater airlift arenormally located along the east and west coasts of the UnitedStates and in proximity to major transportation hubs. Thisbasing strategy maximizes efficent use of available airliftassets and expedites unit and cargo movement through the DOD

transportation system. Forces primarily tasked to supportintratheater airlift requirements and close support of combatforces are located in proximity to the units or types of forces "-.they will support. These airlift units also require extensivetraining areas for low level flying and restricted airspace forpracticing airdrop delivery of paratroopers and equipment.Collocating airlift with supported units enhances integration andbuilds cohesiveness.


Airlift force structure changes are designed to modernize andrealign the force and to expand the role of the Air ReserveForces in the airlift mission. Air National Guard and Air Force -.Reserve units will continue to receive C-5A and C-141B aircraftfrom the active forces, thus expanding their role in intertheaterairlift, while a number of C-130A units will be modernized withC-130E and C-130H aircraft.

Modernization of active duty C-5 units is continuing with thedelivery of the C-5B aircraft. The special airlift mission willI.be similarly modernized by the introduction of C-20 aircraft to

replace the older C-140.

Special operations forces will be strengthened by the

117 [

introduction of additional HH-53 Pave Low helicopters to theinventory.

g AUXILIARY FORCES (300)

- Basing Requirements

The Air Force Systems Command (AFSC) is responsible for the .research, development, production and procurement actions

j necessary to acquire aerospace weapon systems and support systemsessential to the Air Force mission. The command deliverscomplete, and operable systems to using commands such asStrategic Air Command, Tactical Air Command and Military AirliftCommand. To accomplish its mission, AFSC must have extensivetest facility complexes for aircraft, missiles and associatedcomponents. These complexes require runways, large areas of >1restricted airspace, numerous range and tracking facilities, andaccess to environmental testing facilities. Facilities foradministration of test programs and the correlation of basic andapplied research during weapons development are also required.

The mission of Air Force Communications Command (AFCC) is toprovide the Air Force and the Department of Defense with servicein communications, data automation, electronic and engineeringinstallation, and air traffic control. For this tasking, AFCCrequires facilities which permit ready access with relatedcommercial facilities. Other locations in relatively remote5 areas act as communications links.


Data automation and communications technologies are rapidlyconverging fields. The Air Force has recognized the need toinitiate organizational changes to effectively manage thecapabilities this convergence is offering. Hq AFCC has takenactions to integrate its traditionally separated data automation-and communications/electronics functions into a consolidatedinformation systems mission. To implement this new approach, theAir Force will form Informations Systems (SI) staffs at severalMajor Command Headquarters. These staffs will provideinformation systems support directly to the MAJCOM commanders.



Extensive facilities are required for mission supportfunctions to properly sustain Air Force mission equipment andpersonnel. For example, medium range aircraft require refuelingstops on transoceanic flights. These installations must haverunways of sufficient length and weight bearing capacities tosupport the transient aircraft and must have adequate billetingand other services available for transient personnel.

118

", .; '.. , ', "" ." . -, ,"- " " ", ' --- ' " •.- - - ,' .""," . . •- ' . . - ' ., ' ,.,' " . " * " * •- •-* -• - -,. . . •• .'


There are no major force structure changes.

CENTRAL SUPPORT FORCES (500) .


The mission of the Air Force Logistics Command (AFLC) is to -provide responsive, effective and economical support to meet the -wide variety of missions assigned to the United States AirForce. To accomplish these tasks effectively, logistic supportinstallations must be adjacent to transportation network jterminals and facilities to enable rapid support. Extensivewarehousing, open storage and aircraft maintenance facilities,plus facilities for automated requisitioning, procurement, andassociated data storage activities are essential.

Air Training Command requires the availability of extensiveclassroom, library and study facilities. Secure trainingfacilities are required when training is being conducted onclassified systems. Extensive medical facilities are required atbases where a primary function is medical support.

The location of flying activities within areas of favorableflying weather and adjacent to unrestricted areas of airspace is

: %- essential for undergraduate pilot training (UPT) bases. Three

parallel runways.are highly desirable for main training bases,with auxiliary fields within a short distance from the main base.


The Air Force will consolidate all intelligence training atGoodfellow AFB, TX beginning in 1987. This action will promoterealistic training and support multifunctional intelligence andoperational systems.

11 p.

119

~~~~~~~~~~~~~~~....'-.'-'-.-.-... ....... ...................... -.................... . . . .".-

IV. BASE OPERATING COSTS FOR FY 87

A summary of the estimated FY 1987 cost ($ million) for AirForce Base Operating Support follows.

Base operating costs identified in this section are notlimited to those major installations described in Section VI, butinclude a'.l Air Force property included in the real propertyinventory.

Base operating costs as defined here include military familyhousing and military construction costs as well as the recurringoperating costs such as utilities, facilities maintenance andother support activities. Users are cautioned that militaryfamily housing and military construction costs vary among basesfor different reasons than do the recurring costs includedhere. Therefore, base operating costs, defined as these are,would not be suitable for comparisons among bases.

Additional details related to Air Force management of baseoperating support functions can be obtained from the Air Forcestudy entitled, Air Force Management of Base Operating SupportFunctions. This study describes the relationship of Air Forcebase operating support functions to the Air Force combatcapability and outlines how the Air Force is organized to conductbase operating support activities.

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V. ACTIONS TO ENHANCE EFFICIENCIES AND REDUCE COSTS

The Air Force continues an active program to promote managementefficiencies and to consolidate and eliminate missions andactivities in order to reduce base operations costs.

1. The Air Force has signed a joint procurement agreement withthe Federal Aviation Administration (FAA) to purchase three-dimensional radar replacements for Joint Surveillance System(JSS) sites, beginning in 1989. This 3-D Radar ReplacementProgram will enable the Air Force to transfer ownership of 9military-only JSS sites to the FAA resulting in savings of1017 manpower spaces and a cost avoidance of $35 million.While waiting for implementation of this program, the AirForce is pursuing other cost-savings measures. A minimally-attended, contract-maintained FPS-117 radar was installed atGibbsboro AFS, NJ in January 1985, which allowed reallocationof 85 manpower spaces. Additionally, the JSS site at NorthTruro AFS, MA was transferred to the FAA in July 1985,resulting in another 85 manpower spaces available forreallocation. The Air Force has requested that the FAAinvestigate the feasibility of assuming ownership of othermilitary radar sites prior to installation of the 3--Dreplacement in 1989.

2. The Defense Relocation Account is a program, in which the AirForce actively participates, designed to save defense dollars

*through consolidation/relocation of missions or functions.one project has been approved by OSD for FY 87 which will addapproximately $2.25 million to the FY 87 President's Budgetfor Congressional approval. That project involvesconstruction of an administrative facility for headquartersAir Force management Engineering Agency at Randolph AFB,TX. There is an anticipated 4.5 year payback period.

3. As an active participant in the OASD(A&L)I Model InstallationProgram (MIP), the Air Force is now trying new, innovativebase management techniques at 10 Air Force bases. Goals ofthe test program include decentralizing authority in order toincrease efficiency of base support services and to upgradeliving and working conditions of Air Force people. Successof the first year's operation prompted an expansion in boththe size and scope of the program. Five new installations,including one overseas, have been added to the originalfive. Also, the MIP has spawned similar programs in the AirNational Guard, at the Air Logistics Center and withinseveral major commands.

4. Under the auspices of the Commercial Activities Program, theAir Force is continually performing cost comparisons toidentify the most economical method for accomplishing variousAir Force workloads. During FY 85, the Air Force completed56 full cost comparisons which resulted in contract awards in25 cases. An additiona . 22 activities were converted tocontract as a result of modified cost comparisons while five

123

activities qualified for direct contract conversion. The AirForce currently has over 400 activities under considerationfor contracting, totaling nearly 11,000 manpowerauthorizations.

5. The Air Force has been an active participant in the DefenseRecional Interservice Support (DRIS) program. This programis designed to promote interservice, interdepartmental andinteragency support within the Department of Defense andamong participating Executive Agencies. It also seeks toimprove effectiveness and economy in operations byeliminating duplicate support services where that can be donewithout jeopardizing mission accomplishment. The Air Forcehas 15 active Joint Interservice Resource Study Groups(JIRSG) world-wide which conduct studies of support functionswithin their geographical areas to determine if interservicesupport can be expanded, duplicate functions eliminated, orsupport services improved. The JIRSGs are also tasked by OSDto interface with A-76 Commercial Activities managers, AodelInstallation Programs and Peer Competition representatives toshare information and good ideas so as to provide baseservices more effectively and at less cost to DOD.

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L

CHAPTER FIVEMARINE CORPS BASE STRUCTURE

I. INTRODUCTION

This Chapter presents the Marine Corps' approach to itsbasing structure and the relationship of that structure to theMarine Corps' tactical force structure. In addition, baseoperating costs are identified.

The National Security Act of 1947, as amended, prescribesthe organization of the Marine Corps.

Based on that law, the Marine Corps is organized intooperating forces assigned to the Fleet Marine Force; reserveforces; security forces for naval installations, ships andembassies; and a supporting establishment of operating bases,air stations, training centers, logistics, and support basesand headquarters elements.

The Marine Corps has identified no future force prograrswhich will change the basic organization of the Marine Corps orits installation alignment.

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II. BASE STRUCTURE OVERVIEW

Marine Corps tactical forces are assigned to installationswhich provide suitable local and regional trainingopportunities and position the forces for support andresponsiveness to contingency requirements.

The major Marine Corps operating forces consist of FleetMarine Force, Atlantic (FMFLANT) and Fleet Marine Force, Pacific(FMFPAC). These forces are assigned as type commands to U.S.Atlantic and Pacific Fleets, respectively. FMFLANT providesforces for one Marine Amphibious Force (MAF) and FMFPAC providesforces for two MAFs. These MAFs have multiple tasking of aglobal nature and during contingencies may or may not rerain intheir current theater of operations.

Specifically, FMFLANT will maintain one Marine ; nphibiousForce (MAF) on the East Coast of the U.S. That MAF will provideup to two Marine Amphibious Units (MAUs) at all times for afloatdeployments in the Atlantic, Caribbean, and Mediterranean. TheEast Coast MAF will rotate battalions and fixed wing squadronsto the Western Pacific.

FMFPAC will maintain two MAFs in the Pacific recion. OneMAF will remain forward deployed in the Western Pacific withone Marine Amphibious Brigade (MAB) from that MAF stationed in '"".Hawaii. One MAF will remain on the West. Coast of the U.S. TheWest Coast MAF and the Ist MAB in Hawaii rotate battalions tc ,..the Western Pacific. The MAF's in the Western Pacific and onthe West Coast will continue to provide for forward afloatdeployments.

The Reserve Division/Wing Team will be prepared on shortnotice to augment/reinforce the active structure withadditional capabilities for a major war.

The three active MAFs in the FMF and the ReserveDivision/Wing team will be maintained at a maximum state cfreadiness and deployment posture to assure a capability forrapid and effective response anywhere in the world to supcortthe national strategy. The basic concept that links cperatinaforces with the base structure is the essential requirement zcmaintain a base and logistics structure capable of:

- supporting peacetime force levels and operationalcommitments;

- accommodating rapid expansion to wartime force levelsin the event of mobilization; and,

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- maintaining a training and logistics support posturethat will provide sustained support for forces committedoverseas under full mobilization conditions.

Rationale for the Location of Major Activities:

1. Ground Combat Elements located at Camp Lejeune, CampPendleton, Camp Butler and Marine Corps Air Station Kaneohe Bayhave the following specific requirements:

a. Adequate training areas for both helicopter andover-the-beach amphibious assault training.

b. Direct rail and highway access to ports of embarkation(with one way transit time not exceeding four hours), andacross-the-beach out-load capability for all amphibiousshipping.

c. Helicopter shore facility located to afford directembarkation of personnel, equipment and supplies aboardamphibious shipping at sea from shore based facilities.

d. Light fixed-wing aircraft facilities, helicopterlanding sites, and fixed-wing Vertical/Short Take Off andLanding (V/STOL) sites to support air-ground team trainin--and operations.

e. Adequate facilities for combined arms training toinclude impact areas for live firing of organic weapons.

f. Remote areas with suitable beaches and undevelocedairfield sites for advance deployment training of air-grcundteams.

g. Ready access to established logistics support bases...

h. Sea, air, and beach areas with suitable ad-acentmaneuver areas inland for the accomplishment of intecratedNavy/Marine amphibious training and exercises.

2. Aviation Combat Elements have the followina requirements:

a. Fighter and Attack Squadrons (VMFA/VMA) located atMarine Corps Air Station, Beaufort, Cherry Point, El Toro,Iwakuni, Kaneohe Bay, and Yuma.

(1) A tactical jet air base within 200 miles of amajor operational/tactical base.

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(2) Capability to conduct aircraft carrierqualifications within 100 miles of a suitable air installationwhich can be used in emergency situations such as low fuelstate or fouled deck diverts.

(3) Field mirror landing practice at the field andother suitable outlying airfields within 100 miles of homebase.

(4) High performance air combat maneuvering (ACM) airspace free from other :.ctivity and within 100 miles of homebase.

(5) Sea and air space free from other activ;ity forsafe firing of Sidewinder, Sparrow, or other air-to-airmissiles currently in the inventory or those which wil'" beintroduced or tested in the foreseeable future.

(6) Instrumented weapons range, targets and control •facilities free from other activity for safe firing of miss ,".1weapons systems and for special weapons delivery trarninc.

(7) Targets and control facilities for delv',er,: ofair-to-air, and air to surface ordnance in around, sea, and a_'rspace free from other activity and installations for aomoih-ment of necessary training with conventional ordnanco. Targe-swithin 100 nautical miles of home base. If located cr_ ater t:an -' *

100 miles from home base, a support field with apprcoriate-facilities will be required to support aviation unitdeployments.

(8) Fixed and moving shore and seaborne taraets o:raccomplishment of necessary all-weather training wit" .conventional ordnance and guided stand-off weapcns which arecurrently available or will be introduced.

(9) Ground Controlled Intercept/'Marine Tactical ZataSystem (GCI/MTDS) units located so as to promote air-to-airintercept training.

(10) Suitable air space for conduct of aerialrefueling practice.

(11) Adversary aircraft support facilities for ACMtraining.

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bV

b. Marine Attack Helicopter/Marine Light Helicopter/Marine

Medium Helicopter/Marine Heavy Helicopter/Marine ObservationSquadrons (HMA/HML/HMM/HMH/VMO) located at Marine Corps AirStations, Tustin, New River, Futenma, Kaneohe Bay and CampPendleton.

(1) A helicopter air station located within 40 miles .of a Marine Division.

(2) High elevation, confined area, landing sites for 4

training rotary wing pilots.

(3) Protected air space and ordnance tarcet complexeswithin 50 miles of home base for training pilots and gunners.

(4) Outlying landing sites within 50 miles of hcmebase for the conduct of syllabus training including fieldcarrier landing practice.

(5) Facilities for all-weather training.

(6) Ready access to division training areas for .combined arms and assault helicopter joint vertical training.

(7) Ready access to helicopter capable amphibiousshipping (LHA/LPH) for the conduct of ship-based traininc ar.d

-= operations.

3. Requirements of the Combat Service Support Elementslocated at Camp Lejeune, Camp Pendleton, Camp Butler and MarineCorps Air Station, Kaneohe Bay are as follows:

(1) Access to road and rail for the shipment andreceipt of supplies and equipment to support the MAF's.

(2) Storage and maintenance facilities to orovid%the appropriate level of support to operating forces ingarrison and in preparation for deployment.

(3) Sea, air and beach areas with sufficienttraining area to exercise command and ccntrol, landinasupport operations, heavy engineer operations, tacticalmotor transport, field medicine as well as supply andmaintenance in a field environment.

4. Marine Corps operating bases for forward deployed units inJapan and Hawaii generally meet the requirements as state-previous ly. .-

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5. The Marine Corps base at Twentynine Palms, originallyestablished as an artillery training base and aviation gunneryrange, is now the Marine Corps Air Ground Combat Center(MCAGCC). Twentynine Palms' size and location permitunrestricted firing of both artillery and air delivered ordnance.The Headquarters of the 7th Marine Amphibious Brigade (MAB) andselected subordinate units are located at Twentynine Palms.Additionally, this base provides ample space for the maneuverof mobile-mechanized task forces. Ten Combined Arms Exercisesare scheduled each year and are conducted by Battalion or larger 4size units. The Marine Corps Communication-Electronics School isalso located at Twentynine Palms to take advantage of theabsence of electromagnetic interference and conflictingelectromagnetic transmissions.

6. The Marine Corps has two logistics support activities, oneat Albany, Georgia and the other at Barstow, California. TheMarine Corps logistics bases are geographically located toprovide the required direct support to individual F:F's at nearminimum operating and tr'nsportation costs. Both are locatedin areas of relatively stable labor markets where there islittle competition from other government agencies or thecivilian sector for the required labor skills.

7. The Marine Corps maintains two recruit depots, one atParris Island, South Carolina and the other at San Diego,California. Generally, recruits from the Western half of thenation are trained at San Diego and those from the East aretrained at Parris Island. Female recruits are trained oni>? atParris Island. The geographical locations of the presentdepots reduce the travel costs of arriving recruits and cfgraduating Marines.

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III. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE

The Marine Corps base structure is reflective of themission to support its current and projected force structurelevels. It is continually under review for potential missionchanges, economy measures, and other relevant developments.


Not applicable.


The two FMF Headquarters, Fleet Marine Force, Atlantic atCamp Elmore, Norfolk, Virginia, and Fleet Marine Force, Pacificat Camp Smith, Honolulu, Hawaii, are collocated withHeadquarters, Commander-in-Chief, Atlantic and Pacificrespectively, for command, control, and communicationsefficiency.

The Marine Corps has three active Marine Amphibious Forces(MAFs). Two MAFs and a portion of the third MAF are based inthe United States.

I MAF is based on the West Coast with its headquarters,and its maior ground combat element, the 1st Marine Division(MARDIV), located at Camp Pendleton, California. -The 3d MarineAircraft Wing (MAW), the aviation component of I MAF, h4s itsfixed wing aviation elements located at Marine Corps AirStation (MCAS), El Toro, California and MCAS, Yuma, Arizona.The helicopter elements of 3d MAW are located at MCAS(MCAS), Tustin, California and at Camp Pendleton. The ist ' '

Force Service Support Group (FSSG), I MAF's locistical comconent,is located at Camp Pendleton with detachments located at ElToro and MCAGCC, Twentvnine Palms. The Headquarters -thMarine Amphibious Brigade (MAB), located at Twentynine Palms,California, is designated to marry up with equipment andsupplies embarked aboard the Maritime Prepositioning Ships-'.The Units that comprise the 7th MAB, are 'ocated at TwentvninePalms, Pendleton, Tustin, and El Toro, California. Also lcca-edat MCAGCC, Twentynine Palms are a reinforced infantry battalion,an artillery battalion, a tank and an LAV Battalion. Anexpeditionary airfield has been established to support trainincat the MCAGCC. Additionally, I MAF is the follow-on force inthe event of a NATO/Warsaw Pact war or a conflict in the WesternPacific area.

11 MAF is based on the East Coast. The 2d MARDI', theGround Combat Element of II MAF, is located at Camp Lefeune.Its logistic component, the 2d FSSG is located at Camp Le~eune

* with detachments located at Cherry Point and Beaufort. The 2d ".MAW, the MAF's Aviation Combat Element, has its fixed wingTaviation units located at MCAS Cherry Point, North Carolinaand MCAS, Beaufort South Carolina. The helicopter units are

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located at MCAS New River adjacent to Camp Lejeune. The

East Coast based MAF is the Marine Corps' primary force inthe event of a NATO/Warsaw Pact war. The headquarters of the 46th Marine Amphibious Brigade (MAB), located at Camp Lejeune,North Carolina, is designated to marry up with equipment andsupplies embarked aboard Maritime Prepositioning Ships-i (WPS-i).The units that comprise the 6th MAB are located at Camp Lejeune,Cherry Point, and New River, North Carolina and Beaufort,South Carolina. 4

III MAF, consisting of ground, aviation, and logisticcomponents, is headquartered at Camp S. D. Butler, Okinawa,Japan. Camp Butler is the collective for all Marine Corpsowned camps and facilities which comprise the Marine Coros Basestructure on Okinawa. The Ground Combat Element of the 3dMARDIV (reinforced) is located at Camp Butler. The logisticscomponent, 3d FSSG, is located at Camp Butler with a detach-ment located at Iwakuni. The helicopter component is locate-at MCAS(F), Futenma, Japan. The tactical fixed wing aviationcomponent is based at MCAS Iwakuni Japan. The forward basedIII MAF is immediately available for contingency operationsin the Western Pacific. The 1st Marine Amphibious Brigade (MAB)may provide additional ground and aviation forces for % 1AF.

The 1st MAB is stationed at MCAS, Kaneohe Bay, Hawaii andis designated to marry up with equipment on board MaritimePrepositioning Ships-3 (MPS-3).. The ground component of theBrigade consists of the 3d Marine Regiment, Br.igade ServiceSupport Group, and associated support units. The aviationcomponents of tactical fixed wing aviation and helicopters isalso located at MCAS, Kaneohe Bay. The 3rd Marine Reciment ofthe Ist MAB rotates battalions to the Western Pacific under theUnit Deployment Program. Dependents of the deployed personnelare homebased at MCAS, Kaneohe Bay and require facilities fortheir support. The Ist Marine Brigade is immediately availablfor contingency operations throughout the Western Pacific.


Not applicable.

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The Marine Corps Air Ground Combat Center (MCAGCC) wasformerly known as Marine Corps Base, Twentynine Palms, --.

California and is commonly referred to as the "Combat Center".The mission of the Combat Center is to administer and conduct acombined arms program in order to exercise and evaluateparticipating units in the command, control, and coordinationof supporting arms. This mission includes providing the 4training and guidance for Exercise Forces/Marine Air-GroundTask Forces (MAGTFs) in fire support planning and coordinatinn.To achieve the necessary degree of realism in combat trainina,live ordnance, innovative trainina aids, and tactics andtechniques of the real world opposition forces are used.Inherent in this mission is the requirement to examineexisting doctrine critically and to use exercises to identif"innovative and more efficient means of accomplishinc the Flee-Marine Force (FMF) mission.

Henderson Hall is located adjacent to Headquarters MarineCorps in Arlington, Virginia. Henderson Hall provides servicesand support to Headquarters Marine Corps, including but notlimited to, enlisted members' billeting and messing, enlisted

- . and staff non-commissioned officer clubs, post exchangeservices, and recreational facilities. Henderson Hall'scollocation with Headquarters Marine Corps increases theefficiency of the support services it provides.

The Marine Corps Mountain Warfare Training Center (MCM.TC)is located at Pickel Meadows in the Toivabe National Forest,Mono County, California. The Center provides mission-crientedindividual and unit training supportive of Marine Corpscontingency missions on the northern flank of NATO, SouthwestAsia, and Northeast Asia. The climate and terrain o= MCMWTC isunique, offering high altitude, rugged mountain terrin and severe winter conditions. It is the oniy such location -ne

r Marine Corps has ready access to in the continental UnitedStates. Mountain and cold weather skills can onlv be obtainedby training in the environment. In addition to mountain. an-cold weather skills, the training emphasizes small unitleadership, teamwork, confidence, and physical toughening whichare applicable to any operational commitment.

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Camp Fuji, Japan provides critical organic weaponstraining ranges which are becoming increasingly unavailable onOkinawa. The training area includes hand grenade, demolitions,LAAW, mortar , tank, and artillery ranges. It affords thecapability for long range observed fire, tank maneuver, andfull employment of the Marine tank/infantry team. It alsoprovides a site for cold weather training. It is considered anessential training area to support the Fleet Marine Force,Pacific.

Marine Corps Auxiliary Landing Field (MCALF) Boque islocated in North Carolina between Camp Lejeune and MCAS CherryPoint. The installation has been altered to accommodate the - -Expeditionary Airfield (EAF) program which is the presentmission of the airfield. The installation is divided into tt'cgeographical areas; a garrison area and an expeditionary area.The garrison area provides support and services for thosepersonnel in EAF training and for EAF equipment evaluation.The expeditionary area includes the airfield pavements and isoperated only within the capability of the installed EAFequipment to retain as realistic a combat environment asposzible. MCALF Bogue is the only installation on the EastCoast that provides training for flight and ground crews andfor Marine Corps engineer and Naval Construction Battalionpersonnel in the installation, maintenance, use, and operationof EAF equipment.

qICENTRAL SUPPORT FORCES (500)

The Marine Corps has logistic support bases in Albany,Georgia, and Barstow, California.

The Marine Corps maintains recruit denots at ParrisIsland, South Carolina and San Dieao, California.

The Marine Corps Development and Education Ccmma-.d . ,C C) 2is located at Quantico, Virginia. MCDEC provides rofessi-na_education for Marine Corps officers at the intermediate andcareer level. MCDEC also conducts officer accuisiticn trainincfor all Marine Corps officer candidates and infantry -initialskill training for newly commissioned officers. Additionally,MCDEC provides communications initial skill and skill prcoressicntraining for Marine Corps officers, and computer sciencesinitial skill training for Marine Corps officer and enlistedpersonnel. In addition, MCDEC develops the doctrine, tactics, "techniques, and equipment employed by landing forces in

1. .-2

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amphibious operations and exercises academic supervisionover all Marine Corps formal schools. The Marine SecurityGuard Battalion is also located at MCDEC and is charged with Pthe training of Marine Corps security personnel !or dutywith the Department of State.

Marine Corps Air Facility (MCAP), Quantico providesmaintenance and support facilities for HMX-1. HMX-1 provideshelicopter support for the President of the United States, the 4Vice President, members of the Cabinet, and foreigndignitaries. MCAF, Quantico is situated within easy supporting -distance of the Capital.

INDIVIDUALS (600)

Not applicable.

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IV. BASE OPERATIONS SUPPORT (BOS) COSTS FOR FY 1987

A szurnary of the estimrated FY 1987 Base Operations Supportcosts follows.

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V. ACTIONS TO REDUCE ANNUAL BASE OPERATIONS COSTS

The Marine Corps continues to pursue all possible means toreduce base operations cost, including:

1. Increased maintenance of real property (MRP) fundingin order to inhibit the growth in the cost for reducing thebacklog of maintenance and repair (BMAR).

.•o

2. Implementation of audit findings in order to obtainrecommended savings.

3. The Marine Corps is complying with the energyconservation program in the DOD and has instituted a MarineCorps energy investment program. Both of these efforts resultin cost avoidance and reduced requirements in base operatingcosts.

4. The construction of projects under the MCON Energy

Conservation Program (ECIP).

5. Continuation of the Efficiency Review Program.

6. Continuation of the Commercial Activities Proaram.

7. The Marine Corps Air Station (MCAS), !" Toro andthe Marine Corps Logistics Base (MCLB), Albany are current-ly participating in the Office of the Secretary of Defensesponsored three-year test of the Model Installations Programwhich is designed to improve management efficiency of BaseOperations Support.

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REPORT FOR FY V2 (U ASSISTANT DEFENSE DSE … · COPAG h" " ONE ITRODUT I O ,f-I' ') S-.. *. -...

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Transcript of REPORT FOR FY V2 (U ASSISTANT DEFENSE DSE … · COPAG h" " ONE ITRODUT I O ,f-I' ') S-.. *. -...