Ada 201615

D DEPARTMENT OF DEFENSE
BASE STRUCTURE REPORT

FOR
FISCAL YEAR 1989
-li
(m
•" DTIC
FEBRUARY 1988 "M
OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE

(PRODUCTION AND LOGISTICS)
fE6!WRYLUTON B A~ThE2 Ai?

Ap~rove!d for publc rtJlc..
I Dlt~xibufion Uz1nW3do
BASE STRUCTURE REPORT
FOR
*
FISCAL YEAR 1989
MARCH 1988
PREPARED BY
.0--
OFFICE OF THE ASSISTANT SECRETrARY OF' DEFENSE
(PRODUCTION AN4D LOGISTICS)

TABLE Or CONTENTS
CHAPTER ONE INTRODUCTION PAGE
Section I. Reporting Requirements 1
Section II. Content and Organization 2
Section III. Service Base Structure Chapters 2
Section IV. Base Operating Support Costs 3
Section V. Conclusion 4
Section VI. Statistical Summary and Abbreviations 5
CHAPTER TWO ARMY BASE STRUCTURE
Section I. Introduction 13
Section II. Base Structure Overview 13 I
Section III, Relationship of Base Structure to 17

Force Structure
Section IV. Base Operations Costs 24
Section V. Actions to Reduce Base Operating 26

Support Costs
Section VI. Army Base Structure 29
Accession For
NTIS GRA&I
DTIC TAB 1 . 4
Unannoutood 0
Justifrioatio
SDigtrilbtion/
Availlblllty Codes -
Avail a_
&d/or
Dist Special.
CHAPTER THREE NAVY BASE STRUCTURE
Section II. Base Structure Overview 48
Section III. Relationship of Base Structure to 50

Force Structure
Section IV. Base Operations Support Costs 54
Section V. Actions to Reduce Base Operations 56

Support Costs
Section VI. Navy Base Structure 57 -
CHAPTER FOUR AIR FORCE BASE STRUCTURE
Section III. Relationship of Base Structure to 81

Force Structure
Section IV. Base Operating Costs 87
Section V. Actions to Enhance Efficiencies and 87

Reduce Costs
Section VT. Air Force Base Structure 91
CHAPTER FIVE MARINE CORPS BASE STRUCTURE
Section IIY. Relationship of Base Structure to 121

Force Structure
Section IV. Base Operation3 SuppoLt Costs 12G
Section V. Actions to Reduce Annual Base 128

Operations Costs
Section VI. Marine Corps Base Structure 129

ii
.1
-
LIST OF TABLES
TABLE TITLE PAGE
I Department of Defense Real Property Summary 6
II Summary of DoD Installations 7
III Summary of-Base Operating Support Costs 8
IV List of Abbreviations 9
V Installation Defense Planning and Programming 12

(IDPP) Categories/
Vi Army Base Operating Support Costs 25
VII Summary of Number of Army Inatallations 30
VIII Navy Base Operating Support Costs 55
IX Summary of Number of Navy Installations 58
X Air Force Base Operating Support Costs 90

XI Summary of Number of Air Force Installations 92
XII Marine Corps Base Operating Support Costs 127
XIII Summary of Number of Marine Corps Installations 130
iii
" !I
CHARTER -ONE
INTRODUCTION
Military installations are vital to the nation's security, and

quality facilities greatly enhance the working and living condi-
tions of our military people and their families. The base struc-
ture of the Department of Defense-(DoD) comprises over 5,500
properties with almost 27 million acres of land, and has an origi-
nal investment cost of roughly $66 billion and a replacement value
for FY 1989 estimated at $460 billion. Defense installations and
properties range from unmanned navigational aid stations of less
than a half acre to the Naval Station at Norfolk, Virginia with
over 60,000 employees and Nellis Air Force Base in Nevada with over
3 million acres.
The worldwide military base structure supports our defense-

population, which consists of an active force of nearly 2.2 million ..
military personnel, 1.7 million guard and reserve members, and 1.2
million civilian people. The investment that this country makes in
its defense facilities is an investment in its military people --
an investment that is repaid in the form of improved pr4de, greatet
performance, and• better combat• readiness. ••-%• q .- {i"Q"
I. REPORTING REQUIREMENT - -
The Base Structure Report is prepared by the Department of

Defense to (a) provide information on military installations, (b)
explain and justify the relationship between the current DoD base
structure and the proposed military force structure, and (c)
identify base operating support costs and evaluate possible alter-
natives to reduce such costs.
A written report on DoD base structure is required to be

submitted annually by the Secretary of Defense to the Congress
under the provisions of Section 115 of Title 10, United S-ates
Code. The Public law calls for the repoit to identify, define, and
group by mission and by region the types of military bases, instal-
lations, and facilities. This Base Structure Report satisfies that
requirement for FY 1989. It should be used in conjunction with the
following related DoD reports for FY 1989 that contain information
on defense forces, funds, equipment, and other resources.
o Secretary of Defense Annual Report to the Congress.
o The Defense Manpower Requirements Report.
o The Military Manpower Training Report.
1J
.I
II. CONTENT AND ORGANIZATION
The Base Structure Repo1rt has been prepared to provide an

understanding of the scope and purpose of DoD base st.ucture as it
is today. The Report identifies military bases, installations, and
facilities, and furnishes information on each major, minor, or
support installation, as defined by each Military Service, to
include its location by the name of the nearest city; an Installa-
tion Defense Planning and Programming category, which classifies
the installation by major Defense programs; an indicator of the
relative size of the installation; assigned number of military and
civilian personnel; acreage; and principal unit or mission. The
bases identified in this Report are arrayed by Military Service and
then by region, i.e., the 50 United States, U. S. Territories and
Possessions, and foreign areas.
III. MILITARY SERVICE LIASE STRUCTURE CHAPTERS
Each Military Service provides a narrative description of its

base structure and the relationship of base structure to force
structure; the composition of base operating support costs; pro-
grammed expenditures for base operating support and actions taken
to reduce anual base operating support costs; and its installa-
tions worldwide. Each Service chapter contains the following
Sections.
$erction Til
I Introduction
II Base Structure Overview
III Relationship of Base Structure to Force Structure
IV Base Operating Support Costs

V Actions to Reduce Base Operating Support Costs
VI Service Base Structure
Each installation entry includes a category code (1, 2, or 3)

that is based upon a classification system developed by the Servic-
es based on their own definitions. All bases with more than 300
full-time civilians are included because that is the threshold for
congressional notification of base closures in Section 2687 of
Title 10, United States Code. For the most part, training and
bombing ranges, communication sites, Reserve Centers, outlying
landing fields, and other, often unmanned, properties are not
included in this Report.
Two categories of population data are depicted for each instal-
lation. The authorized full time permanently assigned military and
civilian personnel represent the basic installation population.
Added to this population are the appropriated fund financed con-
tr -or personnel assigned to the installation, the average daily
studt-it load, if applicable, and a daily equivalent Reserve Compo-
nent -raining load, as appropriate, to result in the "total person-
nel" at the installation. This latter figure more accurately
reflects the installation population workload.
IV. BASE OPZRATING SUPPORT COSTS
All base operating support, either directly or indirectly,

contributes to the performance of the military mission. This
report identifies base operating support costs as those overhead
costs (i.e., the general cost of doing business or, conversely, the
cost of mission operations not readily assignable to the missions
themselves) of providing, operating and maintaining the defense
base structure.
The definition of base operating support costs that this report .
follows provides a reasonable and uniform basis for reporting the

support costs of operating defense installations. Base operating
support costs refers to the cost of services -- goods and people --
needed to operate and maintain defense installations so that the
operational forces can pursue their mission objectives. This
includes:
o Real Property Maintenance Activities - Maintenancet and
repair, minor construction, operation of utilities, and other
engineering support
o Base Operating Support - Payments to the General Services

Administration; administrative and data processing activities;
supply operations; maintenance of installed equipment; bachelor
housing operations and furnishings; morale, welfare, and
recreation activities; and other base services and personnel
support
o Construction - Military construction, including family

housing new construction and improvements I
o Family Housing Operation and Maintenance - Family housing
management, services, utilities, furniture and equipment,
leasing, maintenance, and repair
3 "a
V. CONCLUSION
Military base structure is dynamic and has evolved over time to

its present composition. Changing force structure, wartime scenar-
ios, resource availability, advancing technology, and many other
factors have influenced the size of the base structure and the
location of the bases. Today, two of the factors -- changing force
structure and resource availability -- especially combine to
require that the Department have the flexibility to efficiently
close and/or realign some bases. This is necessary to save money,
and will require some form of legislative relief. In addition, DoD
is continuing to seek ways to improve the general management of its
base strucr:ure. The Department continues to have the objective of
an efficient and economic base structure to meet current and
projected peacetime and wartime requirements.
4
SECTION VI. STATISTICAL SUMMARY AND ABBREVIATIONS
The following pages provide a summary of the installations and

real property identified in the Military Service chapters as well
as an explanation of the terms and abbreviations used in this
report.
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TABLE IV
'RASE STRUCTUVE REPORT
LIST OF ABBREVIATIONS
ACFT Aircraft
ACT Activity
ADMIN Administration
AF Air Force
AFB Air Force Base
AFR Air Force Reserve
AFRC Armed Forces Reserve Center
AFS Air Force Station
AGB Air Guard Base
AGS Air Guard Station
AGY Agency
AMMO Ammunition
ANG Air National Guard
APT Airport
ASW Anti-Submarine Warfare
BN Battalion
BOMB Bombardment
CBT Combath
CDEC Combat Developmert Experimentation Command
CINCPAC Commander in Chief, Pacific
CIV Civilian
CMD Command
CNTL Control
COMM Communications
CONST Construction
CSOC Consolidated Space Operations Center
CTR Center
DEV Development
DIA Defense Intelligence Agency
DIV Division 9
DLA Defense Logistics Agency
DMA Defense Mapping Agency
ED Education
ELEC Electronic
ENG Engineering
FAC Facility
FED Federal
FLD Field
FMF Fleet Marine Force
FORSCOM Forces Command (Army)
FWD Forward
9
GD Ground
GP Group
GRND Ground
HELO Helicopter
HQ Headquarters
IAP International Airport
ICP Inventory Control Point
INST Institute
IPAC Intelligence Command, Pacific
LANT Atlantic
LOG Logistics
MAB Marine Amphibious Brigade
MAC Military Airlift Command
MAG Military Airlift Group (Air Force)
MAG Marine Air Group (Marine Corps)
MAP Municipal Airport
MAW Marine'Air Wing
MC Marine Corps
MCAS Marine Corps Air Station
MCB Mar-he Corps Base
MCCES Ma*
,:.ne Cor-ps Communications and Electronics School
MECH Mechanized
MED Medical
MEDCOM Medical Command
MI'
LMili ta y
14SL Missile
i%.ARE Naval Air .rk Facility
NAS Naval Air zcion
NATO North Nit'an- : Treaty Organization
NAV Naval
NSA Nati or Se,.-'-_iity Agercy
OFF Off "
OPS
OPNS 0perat xos
PAC Pacific
PAVE PAWS Phased-Spray Radar
PERS Personnel
PROC Procurement
PROD Production
PROF Professional
PR Project
P1 Point
PUB Public
10
R&D Research and Development
RAF Royal Air Force
RC Reserve Component
RDT&E Research, Development, Test and Evaluation
REC Recreation
RECON Reconnaissance
REG Regional
RES Reservation
SCH School
SPT Support
SQ Squadron
STA Station
STRAT Strategic
SUB Submarine
SUP Supply
SURV Survival
SYS System
T&E Test and Evaluation
TAC Tactical
TAC Tactical Air Command (Air Force)
TNG Training
TRADOC Training and Doctrine Command (Army)
TRP Troop
USAF U.S. Air Force
USAREUR U.S. Army, Europe
USMA U.S. Military Academy
USMC U.S. Marine Corps
WG Wing
WKS Works
13."
TABLE V
INSTALLATION DEFENSE PLANNING AND PROGRAMMING (IDPP) CATEGORIES
IDPP # CATEGORY
Strategic Forces
101 Strategic
103 Intelligence and Communications
105 Guard and Reserve
106 Research and Development
General Purpose Forces
202 General Purpose

204 Airlift/Sealift Forces
205 Guard and Reserve
Auxiliary Forces
303 Intelligence and Communications

306 Research and Development
307 Central Supply and Maintenance
Mission Support Forces

401 Strategic
402 General Purpose
Central Supporc Forces
507 Central Supply and Maintenance

508 Training, Medical and Other Personnel Activities
509 Administration and Associated Activities
12
CHAPTE Ta
ArMi BASE STRUCIA

1. INTUXTI- •-
The Anw Base Structre Chapter to the Man Requiireents Report

for FY 1989 is submitted in coupliance with Section 115 of Title 10,
United States Code. This chapter is ocuprised of five basic sections.
Section I is the Introduction. Section II, Base Structure Overview,
discusses historical data on the base structure and related manpower
trerds, outlines the factors which have influenced the Army base structure
from World War II to the current date, and details the criteria expected
to apply to installation planning for the next 20 years. Section III
relates the needs of the major activities within each Installation Defense
Planning and Programing (IDPP) category to the current base structure.
Major changes to the FY 1989 base structure are also described. Section
IV gives a breakdown of projected Army Base Operations Oosts for FY 1989.
Section V swuarizes recent major actions taken to redue Base Operations
Costs and outlines criteria which would apply to such actions in the
future.
Section IV consists of the listing of the installaticon, activities,
and properties ccoprisinr the base structure.
It should be noted that many large installations have multiple
missions and that primary missions shown in Section VI are not necessarily
all inclusive. For instance, Fort &Ox, KAntucky, supports the Armor
School, an Army Training Center, and a major ocobat unit. The: foilc*ing-
definitions were used to distinguish the various categories of
installations:
A rajor installatin is defined as a contiguous parcel of land with
facilities and nprovements thereon having a comnand and control
organization providing a full range of BASOPS functions in sur3ort of
assigned missions. -
A minor installation is defined as an installation which is under

the ccmumad of and receives resources support from the comwxrer of
another installation which is geographically distant.
Other 1 property holdings are defined as other DA-c•ntrolled
parcels of land and inprovements thereon noniontiguous to a major or
subinstallation such as training areas, test areas, family homsing
complexes, and other special lards.
II. BASE STMCrE OVEVIEW
The mission of the U. S. Army is to organize, train, and equip for
prompt and sustained combat coincident with operations for effective
prosecution of war. That mission entails a wide variety of functions
requiring both general anJ specialized base structure support.
13
The Anry supports that mission from an essentially fixed base
stntWre which has evolved f rom mast requirements. The current base.
structure was shaped by the de Is of World War II and the Korean War.
Mhile the for- structur, weapons technology, 4nd tactics have
continually changed, the face of the base struuture, the inherent land and
real property assets of individual installations have remained constant.
Within that framewvrk there have been efforts to nirpve and optimize the
base structure to met the current needs of the Army.
Stationing decisions for Army units and operations are made to
optimally balance mission requirments with the base structure available.
As a result, the Army has been able to reduce the mnuber of irwtallations
by nearly 200 in the last decade.
The Army is basically tied b-- its existing installatians to support
its crrent force structure. We to aging base stracture and constrained
land assets, the Army is defining a base structure policy as maintaining
the current facilities, correcting deficiencies, and replacing or
rermating the deteriorated facilities to provide the best mix of
maintenance, cmistnction and renewal. Operationally the Army is
innovatively providing for acauiring and sustaining proficiency within the
most effective use of existing resources. The Base Structure of the Army
today is constantly being reviewed with the objective of maximizing its
utilization.
The followiij factors will govern Army installation planning for the
next 2 0 years:
1. Pulation Migration - The oonoentration of the U. S. population
is projected to ve toward the southern and western states. This will
lead to potential ounflict for land use between the Army and private
interests in those areas. In light of the projected land restrictions and
increased real estate costs, future land requirawnts must be identified
and the rights acquired as soon as possible.
2. Socio-Ecrxnic and Environment Encroadment - Cmmrcial and
enviromental interests will increasingly create pressures on cur
installations to divest real estate or restrict utilization. The Any
mist recognize this requirement and responsibility and rove to ezphasize
innovative land use and inprove future planning.
3. Political Interest - A national consensus exists in favor of
Defense econory and efficiency that will drive close scrutiny of base
cperations. There will be escalating pressure for base closures and - !
realignmwnts.
4. Changes in Overseas Forces - Conventional arms control
agreements could result in the removal of U. S. forces from Europe or
from other theaters. Similarly, changes in alliancs could make
facilities in scme oountries unavailable to Army forces. In addition, the
U. S. could decide unilaterally to withdraw forces fron various regions of
the world. The U. S. strategic lift capability might change and allow
some strategic cmditments to be met from Q)HUS. In such instaroes,
significant numbers of U. S. Anry troops formerly stationed O00NUJS might
be moved home. Appropriate facilities would have to be provided.
hII -*
5. Techmo:.ogy Imacts - many Army installations are dependent Won
existing tcmologies. Expanding tedmlogies wil- ivpact the
infrastructure of the installations as ccmuAicaticnes syste change,
transportation nets such as railroads which formed the major
transportation systems for many installations are abandoned, and new
weapcans and training strategies change facilities requirements.
Emph.sis muist be placed on continied imprvement in planning
tcward the future organization, physical strture, modernimation, and
location of Army installations and activities. These considerations will
undoubtedly entail significantly increased costs in both the plannirg and
inpl..ntation phases of these actions. The contirnung decrase in
uzdevelcped land demands sophisticated planning for the acquisi•tion, use,
and release of Arny property.
The preceding broad factors are mainly, oriented toward
retention and/or expansion of the existirg Army base structte overall.
In the event adjustments are required within the existing structure due to
major force structure changes, mission changes, budgetary considerations,
or other be
degrees, appliedtheto following
factors, specific criteria
future realignment actions. would, in varying
I. MISSION MRER TS. The stated or pcstulated mission

rqieet of specific activities, within the ountext of the entire
force stnicture, should be the principal factors which drive choioes
among stationing alternatives. They are the baseline against which all
other factors must be weighed. Mission r ireaw-ts may be increased by
new *wpon system which require mre training lar4/sPa•-.
2. BRWGET/MNW OSTRAINMS. Thase inseparably related factors
are the principal limitation to attaining and maintaining a particular
base structure at all levels. They can influence decisions on retention
of individual structures or retention of entire installations.
3. COST SXV11M. A major objective of the Army is to aoccmlish
the assigned mission at the least cost. where otherwise comparable
alternatives exist the trie "least cost" both in terms of dollars and
manpower must be selected. Typically, an installation closure will not
produce total savings of its annual base operations costs because
continuing activities will have to be aoomoodated elsewhere, in-house, or
by other means, such as by contract. .
4. PE L 73MLENCE. The adverse inpact of military and
civilian personnel turbulec muist be given consideration because of both
the high costs and the adverse effect on morale, productivity, and
readiness.
S. CIVILIAN LABOR MARKET. Scm Army missions involve utilization
of a highly specialized and unique civilian work force, characterized by
deep roots in the local ccmwnity and reluctant to relocate with the
transfer of the functions they perform. The lack of an adequate labor
market thus beoxmes a factor in evaluatirg proposed realigrment actions.
-5
#I.
6. FACIT•S/EMING AVAIIABILfIl. MaxiJmm Utiliaticn Of
existing facilities with minimum expenditures for new facilities is a
major goal in all realigrment actions. This includes both missionr
related facilities and support facilities on-post and available hcusing
bath on-post and off-post. Large carital investments for replacement
facilities mitigate against relocation of activities which require highly
specialized, high cost facilities or, in the case of major cambat units,
large land areas.
7. CAPITAL INVESED. This factor is directly related to the
preoeding factor. Having made a large capital investment In facilities at
a particular installation, the Army tends to be tied to that installation
for the duration of the useful life of the facilities.
8. GOA14iIC 10C N. The geographic location influences the
ability of assigned forces to execute their mission. Weather, terrain,
proximity to air and surface transportation, etc., all contribute to
retention of installations which enhance cperational effectiveness.
Likewise, selection of new installations for stationing must take all of
these geographically related factors into account.
9. IAND AMEA. 7he need for adequate and suitable land area to
wipport major cobat units and their supporting forces is a major
consideration. Bases mist be capable of supporting the readiness and
deployment training of the assigned forces as envisioned in the United
States strategy. This requirement often determines which bases will be
retained in the active inventory.
10. IMPACT K OI•ER SEKI1CES/AG4CMtS. The Army provides support
to many units and activities of the Department of Defense end other
Federal agencies. inherent in any base realigrnent action is
oonsiderati-n of the impact on those agencies.
11. C.JNTY IPACT. Civilian support resources (e.g., cammunity
hausirnr, mical facilities, schools, and recreational facilities) are a
consideration in developing base realigrnment actions. Of particmlar
iqortance is family housing. Adequate support should exist either on or
off a gaining installation to avoid 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
cxmmmnities, particularly those in which the major souroe of the eocic
base is the military installation. Mien possible, realignment actions are
designed to minimize the impact on local ccmmities.
12. E VfMM ENTAL IMPACT. All realignment actions must be
assessed to determine their inpact on the enviroment.
13. UENGY RESMURCE IMPACt. An initial assessment addressing such __
factors as enexgy requirements, availability, and cost nust be made to

determine the rotential energy impact of all installation realignnents,
reductions, or closures.
t• ---
14. RESEVE C360MUS SUPPORT. The increased COais on the
utilization of Reserve Oziponent forces to meet future onttixrency
requirements must be considered. Ihese units are genexrally onstituted in
areas where there are population rescurces. Their readiness dqenC on,
ammV other things, acess to adequate local ranges and trainirg areas.
This requires that the range facilities and training areas not only be of
the proer size and oonfiguration, but also that they be within reasonable
cumwting distance. Many of cur bases, both active and inactive, are used
extensively for support of these units both for weekend training and
annual trainim-. The impact on these type units is an interal part of
any analysis.
15. MDBE!UATIN AND ccONTING YREWIMM4 7h. type and
rniber of bases required are determined by the need to be capable of
supporting the strategy directed by national policy and the cperational
and training requirements of the Army. The base structure ust provide
sufficient flexibility to suppo.t various oontinre-cies, to include the
expansion of the training base, when required, to provide sufficient
traihed personnel to ueet the ontingecip-s.
16. ENa. Urban and airspa-* encroadment into vital areas
surrounding installations is of oantinuing omxern. Some installations
which were originally xvmote have attracted major population growth and,
at; a iesult, continued cperations have been threatened thbrcgh urban
expansion. Civilian aviation activity has served to restrict the airspace
available for military cperations at some installations. Eroachment,
therefore, is an element which mist be considered in determiingri the
Sa..,. y of-- in......latin. It is also possible that mjor
weapt= changes may effectively "lutgrc' existing installaticn sizes.
For .xample, ranges now adequate for artillery firing may become too small 4
for weapons which may be introduced in the future.
17. LONG-RANGE PLANS. Redistribution and reonfiguration of Army
forces rather than an expansion of force structure is likely to influenz -
base structure in the long term. Requireents for ranges and maintenane
infrastructure will umdoubtedly change as new weapons and equipmant are
introduced into tactical units, Changes in the ratio of permsonnel to
vehicles/major equipment and in the number of personnel in units will
cause "reoonfigurations" of units that create rxw demands on base
structure. Finally, redistribution of units-the arrival of units
returning from OOCNtUS--will also create demands on base strcture.
II. RELATIOHSKIP OF BASE S` TO FORCE,,MTClU
The Army's major omnbat mission elements use their portion of the
base structure only for training, quartering of personnel, and maintenance
of equipnent in preparation for the ombat mission and then as a
sustaining base in the event of actual conflict.
I A
Overseas deployed units should be located in close proximity to the
area of their anticipated wartime mission. The precise locations,
however, are determined by what the host government can and will make
available. Major factors impacting on decisions for overseas base
structu support include mission requirents, political considerations,
host nation support, and the availability of U. S. fumAin.
The stationing of divisions and other major tactical units is given
priority consideration based on such critical factors as the presenoe of
adequate maneuver and training space and ranges, the availability of
housing and support, and restricting enviromental impacts. Since
stationing choices are of necessity made frcm existing installations
originally aoqired to reet less demanding past conditions, these stations
involve same c promise of currently forecasted ideal xnditions. As
noted in Sect,.on II, mdernized foroes are presently "outgrowing" their
installations. For those divisions having prepositioned unit equipment in
overseas theatars, precise location in QZ*US vis-a-vis the primary wartime
mission is no longer a major consideration. Strategic airlift can move
personnel and their individual eqaipment east or west with minimal
si.nifiL-;t time diffei-ntial. For units scheduled to move by surface
tr=surt with full equipment later in a particular deployment scenario,
location within the 00W(S is still a consideration.
The CONUS logistics base structure, to include installations with.
research and development as primary missions, is also largely
evolutionary. It is what remains of World War II moblzation, created at
widely dispersed locations in anticipation of enemy attack against the
homeland. Much rationalized and modernized, it is serviceable and capable
of pe-forming its mission of supporting deployed forxces.
STRATIGIC FORCES- -,100
Base Requirements:
The basing of strategic forces is confined primarily to
caminications type activities which are normally satellited cnr
irw.tallations for logistical support.
GENERAL K E I!LRS (200)

Base Requirements: .
The Army nust train the way it will fight. The battalion task
force, the lowest level at -which all elements of the corbined arm team
come together, mist regularly practice offensive and defensive tactics
deployed on frontages and depths camarable to those expected in wartime.
When battalions have demonstrated critical task proficiency, brigade
exercises should be ca,4ucted so as to bring into play tho full rane of
fire support, operations, and logistical contingencies. Division
camiariers should deploy critical elements of their cmands in order to
exercise an appropriate range of ccmbined arms operations in a joint
setting.
Units without prepositioned equipment overseas should be located at
installations in prodJnity of, or having easy aooess to air and surface
transportation,
rost the portbi oforder
likely to deploy, enbarkation
t~hat they(sea
canand air) quickly
respond from which they are
to early
deployment requiaemits. Units should also be stationed in proxlhity to
the coastsyet
to COMMS, and borders of the Nation to be in position to ootnter threats
they nust have sufficient land to train and firm their
weapa*s. They should rnt be stationed near heavily populated areas,
imustrial coMplexes, or other strategic targets. The sur ozdJi area
sh:uld offer sufficient space for dispersal to ensure that the unit itself -
does not present an inviting milita•y target and is affordable a
reasonable degree of survivability. Training areas should provide the
force with a wide array of climatological and tcogLahical features in
which to train and which represent a crocs-section of the world's
environments.
Active installations should be located so as to readily acocmmodate -
Reserve Component units in the event of mobilization, without
necessitating excessive movement and delay from hcm station to
mobilization station. Inplicit also in the mobilization stationing
requirment is the necessity for providing Reserve O2uonent units with
annual training and inactive duty training sites.
In the continental United States, the major active oumbat units are:
11 divisions (includes four divisions with two active brigades and onw
Ar1y National Guard mrout brigade), two separate brigades, an air
cavalry combat brigade, an infantry (Ranger) regiment, and an armored
cavalry regixent. The units are s-tuctured for a variety of envirxommts
and uwissio's.- The goal is to maintain a torce which is available for
rapid xommitment.
In Europe, four divisions, three forward deployed and one special
mission brigade, and two armored cavalry regiments retain the high level
of readiness necessary to peanit an imediate response to any aggression
against the NAMO allianoe.
In the Pacific, the divisions in the Republic of Korea and Hawaii
are ready to perform their assigned ocmbat mission.
The Army is trrently forming the 6th Infantry Division (Light), in .4

Alaska from the existLrq 172nd Infantry Brigade. The 6th Infantry
Division (LT) will by FY 1989 have two active brigades in Alaska, and one
rowudout brigade. There is one special mission brigade in Panama, the
193rd Infantry. The above will provide a ready response to any
contingency whidi might arise in these areas.
=4
All ten Army National Ward divisiora, 17 o'xbat brigdeks (five of
whi&ch rtun-out active divisions), and fok- ariored cavalry regiments are
located in the on~tinental United States. Additionally, owe ca*at
brigade is located in Hawaii and one comibat brigade is located in Poerto
Rico. The Army Reserve has three combat brigades hi the United States.
Both the Army National Guard and the Army ksarve maoor oambat units
provide the Total Arvy a substantial omat force. The followin depict8
stationing of Active and Reserve Caionent divisions:
Active-Divisions =•
ist Infantry (Medhanized) 2/ Fort Riley, Kansas
2d Iiifantry 2/ Canp Casey, ]Korea
3rd Infantry (Medwrized) WurziaV Germany
w,
4th Infantry (Mechanized) Fort Carsen, Oo1orado
5th Infantry (Mehanized) 2/ Fort Polk, ioiisiana
6th Infantry (Light) 2/ Fort Wainwright, Alaska
7th Infantry (Light) Fort Ord, California
8th Infantry (Vecbanized) 2/ Bad Kreuznach, Germany
9th Infantry (Motorized) Fort Lewis, Washington
10th Infantry (Light) 1/ Fort Dr=m, New York
24th Infantry (Mechanized) 2/ Fort Stewart, Georgia
25th Infantry (Light) Schofield Barracks, Hawaii
ist Cavalry 2/ Fort Hood, Texas
1st Armored A2/
4rbach, Germany
2d Armored J/ Fort Hood, Texas
3rd Armored _/ Frankfurt, GrAmvny
82d Airborl'ne Fort Braga, North Carolina
101st Airborne (Air Assault) Fort Caqiel1, Kentucky
Ai National Guard _Dvis~i~

_ ••gJ tLo A/
26th Infantry Massachusetts/Owvcnticut
28th infantry Bensylvw"
29th Infantry (Light) V=rg-nia/M -land
35th Infantry (Mechanized) Kansas/Nebraska/4issouri/Kentucky
38th Infantry IndiarnV/daichan
40th Infantry Californ '.a
42d Infantry New York,
47th Infantry fbnnesota/Iowa Illinois
49th Armored Texas
50th Aemored New Jeýey/Vexmo.nt
I/ One brigade deployed forward
2/ •xndcout division
tocations shown are division headquarters. Units are dispersed at
L/
mu/ltiple sites.
4/ First state listed is division headquarters
Nondivisional combat general purpose forces are distributed
thrtcxjout the base structure with enmhasis on providing balanced fottes
at the major ccaibat iirt installations.
4~0
The Any r"ts also i.intain smiaotive installations which are
reqaii~d prinarily for the support of trainirq of the Mserve Ooqc mitz
and for mobilization. In aclition, there are State-ownra/lo&ad
J/nsta)la':ions which axe required for suport of weekend ard anriual
train.rq ad mobilization. Active cmrponet installations also perform
these functions but are not kdecuato to satisfy the total requir~mnt.
The Any cannot fulfill full mobilization requirements in the time frau*
envisioned urder current strategy unless these installatlons are
maintained. Aocess to ackditionlL acreage for rneauvr purposes will be
essential to the extensive trainii]q requied to make the robilized forc.,
fully oonW:at, ready.
'l.trmiml and outport tfutions are under the Military Traffic
managant Ocým (M1W), which has area omrlnd headuarters at Bayotv ,
New Jersey and Oakland, California. Each arfa ounmand heac rters
commands a military ocean terminal for general cargo at its respective
location and military outports at various owneial ports. The DOD
tramsportation mission is acowXqlished alnc~t exclusively by utilizing
cnsiyuial resources. The military ooea teminals, which are slhaed with
industry during peacetima, will be retuned to military use when needed.
Hazards involved in movirg anmmtition require that separate Governvent-
owned tandinals be maintained.
AU~1LtI~QFOrCES (300)
Basing F~qaixreunts.i
R.s_.tcdh• develc,.nt, testing. and evaluation (RDNO&E) of Army
material, weapons, and suLport systems are acmplished primarily by the
US ArW Material Ccmma4d, Strategic. Dfense OMand (SDC), US Army Medical
Research and Developnt C uwnd, and US Aivy Corps of Engineers.
acxi li ment of these missions requires availabtlity of n •s test
failty mp~lexes, laboratory and researc/h facilities, aid abuinistrative
heiuarztor facilities. heseaiitThesies are eit c rated as 1DT&E
installati~ons/aotivities or as tenant facilities on other than R&
installations. Generally, these research and testhq facilities require a
highly sophisticated equipent inventory and work force. Facilities
devoted to testing are usually located in reote areas nrcessitatiuq
maintenance of a constant on-site work force. These facilities are an
integral part of the Army's overall material development and acquisition
mission a)nd significantly contribute to the attairmnt of US efforts to
maintaij a lead in weapon system technology.
Tbe Us Any Informaticn Sýstem Ccmmand (USAISC) provides Arniy-wide
not-tactical Information Mission Area support. To provide Information
Mission support, USAISC roeqires tenant facilities at met installations.
The primary subdisciplines include non-tactical ccmmnications,
Autcartion, Records Managafent, Printing and Publication, and Audio
Visual. Additionally, installations are used by USAISC to suport the
Defense Ccammuications Systmn and Army Cczrand and Control re auirents.
21
L
MISIcO SUPPORT M (400)
13asinm Requirements:
To provide adequate ammand, control, and management of the Army
resources, it is essential that necessary administrative space be
available. These installations serve as haves for major cimnarmd
hear, for units engaged in supervising Reserve Conmcrent training
and readiness, and for unique specialized functions. They require a
highly sophisticated work force not normally fc~md at remote locations
and rapid modes of close-in transportation. They are an integral part of
the '"otal Anry" and significantly contribute to the attainment of a
comat ready Ary.
CETRL SU-PrO• FORCES (500)
Basing Requirements:
Since 1813, arsenals have been the continuing centers for the
preservations of unique skills required for the defense of the United
States. Their role has evolved from one of manufacturing, storage, and
maintenance of weapons to one of serving as the nuclei frum which private
idustry obtained "know-hA;' to mass produce a multitude of products used
in war. More reoently, their manufacturing activities have been limited
to production of very small quantities of item where a producer in
private industry could not be found. Their primary mission , s to support
the research and developnent program by prv-idinx the capability to build
prototype research wnd developnent items and to provide a production base
in the event of mobilization. A semond major area of production type
bases is the Gavenment-owed, contractor-cparated (GOOD) plants used in
the production of mziiticns, tanks, aircraft, electronics, and missiles.
A number of these are presently in standby status, with others active.
The fact that these plants are contractor-cperated provides the Army the
flexibility to more readily expand or contract our capability ccnsistent
with requirements. Continued mdernization of these plants is essential
to assure a viable capability attuned to prospective needs.
Depot storage and maintenance Lequirements consists of :
1. Wholesale depots which have the responsibility for the storage,
maintenance, and distribution of major items; including storage of go-to-
war stocks for Reserve Oceponent forces. These depots may also have the
additional requirement for safe storage, maintenance, distribution and, in
scme cases, demilitarization of explosives, special weapons, and toxic and
chemical materiel.
2. Distribution depots which have the responsibility for supporting
assigned geographic areas, both CONUS and overseas, for storage andr
distri•ktion of secondary items. In some instances, they have maintenance
activities and may continue to have this mission in the future.
Service schools have the primary mission of replenishing forces with
trained personnel in peacetime and maintaining a wartime expansion
capability to support mobiliz3tion. Driven by iuprovements in
ocmumicative technology and by the reed to conduct tralhnin relevant to
new organizations, tactics, and weapons systems, these schools will aim at
establishing centers of excel]ence for the training and doctrine of all
branches.
The initial entry level training centers will develop and administer
programs of instruction driven by the same factors discussed above on
Servioe schools.
Medical facilities and activities provide health services to active
Army forces and other authorized beneficiaries. Station (cumivnity)
hospitals provide basic and general ambilatory 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 other Military Services
aid Federal agencies. Medical centers also provide the primary
capabilities for care of casualties in the event of contingencies or
robilization and the source of graduate, specialized, and technical
traininq for health professionals and technicians that staff Army field
forces and station hospitals.
INDIVIXAIJS (600)
The Army has ro major installations falling into this IDPP category.
2,3
S
IV. BASE OPERAtIONS COSTS (BOS) COSTS FOR FY 1989
A summary of the FY 1989 Estimated Base Opexations Costs as defined in the

introduction follows.
-I
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114
25
V. ACMIC2S TO PED[UC ANNUAL BASE OPERATICNS 006OIS
The Army cxinthraes an active progre-i to prcmote management efficiencies
and consolidate or eliminate functions in order to reduce base operations
costs. A rurber of these will affect the PY 1989 I%4get:
1. CIzCMIZATICHAL EFFIT.C. The Army conducts efficienzcy
reviews of orgwa-izaticns to create the most efficient organization using more
efficient met/xods of performing required work. These studies are conducted
on both nc,-x•itractible and contractible functions. In the cases of the
latter, the results of the efficiency review are tested by using the
pr-orem- nt process to ompetitively select a coaractor whose costs are
coupared to the govenmeut oosts.
In IU 86, the Army began the first ArM -wide Efficiency Review,
using the installation Directorate of PescArro banagement as the test bed.
This study will omrbine the techniques of the efficiency review with the
staffing standards based on efficiently operated organizations. This will
serve as the model for future applications on Army-wide functions.
Durirx FY 1986, over 400 spaces were saved thrcLjl efficiency
reviews. In addition, over 1800 spaces wre cmwerted to contractor
operations where the cost of onxtracting was less than the cost of continued
perforace by government employees. These spaces were redirected to higher
priority Army nissions.
2. WDUC= CAPIM INVESTMr These programs include
the Quick Remrn on Tavestbnt Program, Productivity Enhancing Capital
Investnt Progrm, ary, GSD Productvity investment Funds. Urder the
Productivity Capital Investnt Pregrar, money is set aside for fast payback
capital tools, equipment, and to irmove readiness. Modernized equipment and
facilities provided thrazuh these programs raise organizational productivity
and improve the quality of suort services. In addition, troops are trained
with state-of-the-art equipment leading to a more ready force. Equipmnt
purchased under these programs include loading raU.;; weapons training
simulators; hand-held radios which assisted in the Grenada incident; and
asphalt reclaimers. For every $1 invested, $17 is returned in benefits over
the econmnic life of the item purchased. A positive envircment is created
for Army leaders through cuportunities enabling then to obtain modern
equipment and facilities; to reapply mrniwr and dollars toward other
priority imntatives; to motivate the work force; and to achieve an efficient
and cost effective organization. These achievements will assist the Army in
meeting the President's productivity (three percent per year) goal.
3. VAUJE ENGINEEIG (VE. The Value Engineering Program enhances
productivity by eliminating unnecessary functions that contribite to costs of
wearon systems, equriments, or Processes, but not to performance. VE takes
advantage of state-of-the-art technology to produce cost savings for the
Army. Value Engineering Incentive clauses are included in all contracts of
$100,000 or more and contractors are encouraged to submiit resource conserving
Value EngineeriMCbange Proposals (VECPs) to reduce contract costs. The
contractor's incentive is that he shares up to 50 percent of the net savings
resulting frcm accepted and implemented VECPs. Value Engineering is playing
a significant role in achieving the President's goal to increase pr•'uctivity
2? 6
three percent per year. VE Program averages a return on investment of $15
for each dollar invested.
4. ENERY ONSERVATION. The Army used approximately 15 percent of the
total energy corsmumd by DOD in FY 87 at a cost of 1.42 billion dollars. In
FY 87 the Army reduced facility energy use by 4.1 peroent and mobility fuel
use by 5.2 percent over Fi 85 levels of cmrspticn. These energy
conservation efforts resulted in a cost avoidance of 27.8 million dollars.
The Army was the only Service to meet and surpass the FY 75 - FY 85
Presidentially assigned energy reduction goals. Ths achievement represented
a cost avoidance of 3.2 billion dollars for the period. The Army will strive
to achieve stated energy goals by Army Installation managers taking advantage
of the Arm Energy Awareness Program; Energy Enginering Analysis Program
(EEAP) ; Energy Qonversion Investmnt Program (ECIP); Fuel Coners ion Program;
and Energy Research, Development, Test, and Evaluation (RDr&E) Program.
5. RWWCU MWAGZEMU: Initiatives in this area include the model

Installation Program (NIP) and the Graduate Program which are designed to
improve efficiency and effectiveness in base coperations by reducing
administrative and regulatory roadblocks and seeking better ways of doing
business. Under the NIP, installations are authorized and encaaraged to
submit sugestions for improving installation %perations. The Ariy is
ccimitted to approving these reccma-endations unless they are considered
illegal. or pritentially harmful. Under the Model InstallatiorVGraduate
Program, HOM has implemented rnnreros initiatives directed at applying the
MIP management approach Army-wide. Ihe Army Regulation Reduction Program
(ARRP) has as its objectives the reduction of Army regulaticns by at least
one-third and to make reaulations instruments of policy, eliminating
uruvcessary detail of inplementation. This resllts in greater authority for
the oammander to manage the installation. In order to identify better ways
to manage resouroes at installations, the Army began a test of the unified
budget caoept at two CXIIUS installations in Octoer 1986. To the extent
alllwed by statute, financial management restrictions (floors, ceilings,
targets, etc) have been renaved for the test installatians, creating a
"colorless vony' budget. Installations will be able to determine how to
best spend the limited resources to insure mission accamplishments.
Implementation of DOD Dir. 4001.1 provides the additional inpetus to the
concept of pushing responsibility and authority to the level where the work
is being acxxmplished and will significantly affect the operation of
installations. Efforts are underway to develop and provide formal training
in installation management; under the aegis of the Army Management Staff
College. The thought is to enable civilian and military managers to receive
trainirq on the Army's management system, better preparing them to operate
and maintain installations. The Army has elected to cczbine the Anry
Suggestion Program (AS2) with the NIP. To handle the tens of thousands of
proposals expected to be submitted, the Army (Office of the Chief of Staff,
Director of Managemnent) undertook contractual action to fully autamate the
transmittal process. The autnamted process is known as IDEA EXPRESS and is
expected to be fully functional by mid 1988.
6. MODEL CONST ARUIO
AN PROGRAM. The Model Construction Agent
Program is part of the OSD-sponsored Model Installp.tions Program. The Corp s
of Enineers is an active participant and currently has fcxr organizations
27
designated as Model Ocnstruction Agents. They are: the Tulsa District, the
Portland District the Europe Division and the Oold Regions Research
Engineering Laboratory. 7he purpose of the Model Costruction Agent Program
is to develop innovative proposals intended to free the Corps of Eineers.
field onostrution agency ccmanders from trneoessary restraints and to
provide the ca-w.er the authority needed to execute his respcnsibilities.
Each of the four model construction agents are intended to be testing grounds
for ideas that would bring needed change to any fu-ctional areas involved in
the cxecution of both the Military Oorstructien Program (Army and Air Force)
and the Civil Works Programs. Ideas that have tested out well will becane
candidates for Oorps-'wide export and ultimately will result in Corps of
Eimiers regulations being dmared. To date over 4000 prxoosals have been
submitted that can be approved by the OQrps' subordinate (district or
division) cmnarder. Approximately 10 percent of all proposals submitted
require approval at. headquatters (either at the Corps of ngineeri s,
Departmint of Army, Deartmnt of Defense or other Federal Agency).
Prq> als are being aduptied at a 5 to 1 rate. Within the Hea&cuarteam,
U. S. A--y Corps of Engineers, the approval rate is better than 8 to 1.
28
SECTION VI
ARMY BASE STRUCTURE
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LJ44-.. CD
4 0" - 4
CHAPTER THREE
NAVY BASE STRUCTURE
I. INTRODUCTION
The Navy Base Structure Chapter to the Manpower Requirements

Report for FY 1989 is submitted in compliance with Section 115
of Title 10, United States Code. The Navy Chapter consists of
five sections in addition to the Introduction. Section II, Base
Structure Overview, discusses factors affecting the number and
capabilities of Navy Shore Bases. Section III relates major
Navy bases to the forces supported within the framework of the
Installation Defense Planning and Programming (IDPP) categories.
Section IV, Base Operations Costs, provides a summary table by
major defense programs of those costs included in this category.
Section V discusses the Navy's continuing process for appraising
base operations costs. Section VI is a listing of installations
defined as major, minor or support activities which have plant
accountability for land, structures, buildings or utilities.
Major activities (Cat Code 1) are defined as: homeport loca-
tions of the operating forces with a minimum assigned strength
(or equivalent) of a battlegroup, DESRON, SUBRON, PHIBRON, or 6
or more fleet air or land-based squadrons and activities that
provide depot-level maintenance to the operating forces. Minor
activities (Cat Code 2) are defined as: RDT&E activities,
training activities, hospitals, homeport locations of the oper-
ating forces with a lesser assigned strength than of a major
activity. Support activities (Cat Code 3) are defined as all -•
other naval activities with plant accountability which support

a minimuw of 300 DOD civilians.
Most bases listed in Section VI have multiple missions.

Only primary missions are shown. Personnel assigned to ships
and aircraft squadrons which are homeported or assigned at a
given base are included in Section VI, personnel data.
47
I1, BASE STRUCTURE OVERVIEW
As a nation with global interests and responsibilities in a
formal alliance structure, the United States requires a strong,
vital, and well-supported Navy to execute its national military
strategy. During peacetime operations, the Navy must satisfy a
variety of national commitments and respond to frequent demands
for forward presence. Those demands require global mobility and
flexibility, and an overseas basing structure for support.
Sister services are integrated with Navy and Marine Corps opera-
tions. Allies are a most important part of the strategy through
a system of treaties, multilateral agreements, and other bilat-
eral commitments. National policy gives direction to the Global
Maritime Elements of United States National Military Strategy,
comprising the Maritime Strategy. Based on deterrence, that
strategy is global, forward, and cedes no vital area by default
as we operate in conjunction with our sister services and
allies. In the event of a crisis, the Navy, which has been the
nation's principal military instrument for crisis response since
1946, protects American interests overseas and provides a broad
range of escalat-ion control. Naval forces are th.• lead element
of the forward movement which demonstrates United States and
allied will and determination. In time of global conventional
war, the Navy provides a credible deterrent, but aggressively
seizes and presses home the strategic initiative if deterrence
fails. Vital resupply lines are protected, naval warfare is
conducted far forward, and maritime power is projected against
targets at sea and on land.
These demands, coupled with the growing challenge posed by

Soviet maritime forces, drive our naval force planning and dic-
tate requirements that our forces must be able to meet. The
forces must be large enough to support our alliance system in
peace and war. They must also be capable of operatinq effec-
tively in forward areas, most likely against heavy Soviet
opposition.
Our base structure is integral to the peace-keeping and war-
fighting capability. The breadth of our locations is global.
The depth must be adequate to accommodate the full range of
logistics required to operate and maintain the platforms, weap-
ons, and sensor systems needed for maritime superiority.
Following the Vietnam War, the size of the Fleet was reduced
and subsequent budget cutbacks forced the slowdown of base mod-
ernization. Some naval bases were closed. Others were scaled
down and real estate excessed to achieve an economical base pos-
ture for the smaller Fleet. Even with the reduced base struc-
ture, the amount of military construction funded each year has
not kept pace with the aging of the facilities. Congressional
cuts of over 20 percent for the last three years, FYs 1986-1988,
have set back the increased military construction budget
requests needed to maintain our shore establishment. The aver-
age age of Navy facilities is 41 years with the Navy's shipyards
having an average facilities age of 55 years. At the current
rate of investment of approximately 500 million dollars per
year for the replacement and modernization componet of the
Navy's MILCON program, there will be a constant increase in the
number of facilities which have exceeded their economic life.
Since the end of the Vietnam War, turmoil in the Persian
Gulf region, Southwest Asia, the Caribbean, Central America, and
South America has increased our defense commitments instead of
permitting them to decrease to match our reduced Fleet size,
During thii same period, the Soviet fleet has increased in size
and sophistication of weaponry. The stronger Soviet fleet is
being used to expand their sphere of political influence through
logistic support of destabilization and revolutionary political
movements in non-communist countries.
These factors support the need to rebuild the strength of

our naval forces and base structure. It is recognized that this
must be accomplished with limited financial resources. Effec-
tive naval strength can only be attained and maintained at the
most economical cost if the basing is carefully structured ane
adequately capitalized for renewal to support the needed forces.
The Navy continuously reviews its base structure to ensure the
leanest adequate combination of bases.
II
-49_
III. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE
Rebuilding the nation's maritime strength requires changing

and strengthening the base structure to support the growing
fleet. The base structure is critical to a stronger Navy.
Changes to the base structure support the following six goals
for our general purpose naval forces:
1. Improve readiness and sustainability;
2. Meet global responsibilities - achieve a 600-ship fleet

with optimum force modernization completed by the year 2000;
3. Expand and improve power projection forces, including

aircraft carrier battle groups, battleships, amphibious assault
ships, and cruise missile forces:
4. Upgrade anti-submarine warfare capabilities:
5. Improve capabilities to intercept bombers and cruise

missiles; and
6. 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 our

Maritime Strategy, the Navy reviewed its base structure and its
effectiveness in supporting the needed force structure. A
principal concern was that homeporting in the continental U.S.
and Hawaii was not optimum in the contexts of military strategy
or operations. The second concern was how to accommodate the
130 additional ships coming into the tleet as we build to the
600 ship, 15 Carrier Battlegroup force level. With Norfolk and
San Diego each having in excess of 100 ships assigned at the
start of President Reagan's administration, adding the new ships
to these locations would have concentrated more than 50 percent
of our entire fleet in only two ports. These concerns resulted
in development of the Strategic Homeporting Plan.
The Strategic Homeporting Plan is based upon several

principles:
1. Dispersal of forces to maximize survivability. This
complicates warfare targeting by the enemy, whether terrorist or
conventional, and reduces the losses of capital ships from a
relatively simple but sharply focused attack.
2. Honeporting in more diverse geographical locations to , -•
provide opportunity to train and operate in a variety of areas.

There is a growing consensus that if a US-Soviet conflict occur-
red, the bulk of the combat at sea is likely to take place in
the Aleutian/Northwest Pacific Theater and in the northerly sea
lanes of communication (SLOCs) of the Atlantic. Homeporting in
the Northwest United States would enhance our responsiveness in
the Northern Pacific. Defending Iceland and controlling the
50
northern flank is vital to our NATO commitments. Homeporting
in the Gulf of Mexico is needed to protect our SLOCs supporting
transshipment of vital raw materials to the U. S. and signifi-
cant amounts of initial mount-out and resupply provisions of
ammunition, fuel, and equipment to the European Theater. A
physical presence in the Gulf will also enhance our responsive-
ness to potential Caribbean/Central American conflicts. The
geographical dispersion of active forces also increases the
opportunity for collocated Reserve Ships to train as part of an
integrated total force.
3. Collocation of ships to form balanced battlegroups which

are prepared to undertake the full spectrum of naval warfare
missions upon leaving the harbor. No time is lost gathering
ships. Carriers and battleships are not exposed without proper
escort.
4. Maintenance of an adequate industrial base by homeport-

ing ships near additional locations with existing private sector
industrial capacity. This permits taking advantage of that
capacity during peacetime and to surge to wartime production
levels more rapidly.
5. Development of additional logistic support complexes to

support our expanding Navy and to sustain our forward Maritime
Strategy. While maximizing the use of existing base infrastruc-
ture, new dispersed bases must be provided to permit implementa-
tion of the other principles of the Strategic Homeporting Plan.
The types, number, and location of aircraft rework facili-

ties, weapons ranges, and other support bases remain the same.
Specialized education and training complexes support recruit
training, specialized skill training, officer acquisition train-
ing, and undergraduate flight training. Fleet training is pro-
vided at selected operation bases. Initial skill training is - -
provided in proximity to acquisition training. No new bases or
major real estate expansions have been identified for these
functions.
A brief discussion of the missions and structure changes by

Installation Defense Planning and Programming Category follows.
A listing of the major activities within these categories is
provided in Section VI.
STRATEGIC FORCES (100)
The Submarine Base, Bangor, Washington, became fully opera-

tional on I July 1981. The Submarine Base, Kings Bay, Georgia,
is supporting a full squadron of submarines and is the site for
an East Coast Trident Base with an initial operating capability
(IOC) of December 1989.
GENERAL PURPOSE FOR.-ES (200)
The Fleet aircraft basing concept retains the minimum number
51
of bases for programmed aircraft and collocates carrier-based
tactical and carrier-based anti-submarine warfare (ASW) air-
craft. No new air bases are planned; however, the Naval Air
Station at Fallon, Nevada is being expanded to accommodate air
training at supersonic air speeds and to construct facilities
for air strike training. Air bases receiving the F/A-18 air-
craft and other air warfare weapon systems are being modernized
through construction of new facilities but are not being
expanded in acreage.
The Reserve Air Stations are being modernized for the Ready
Reserve Air Squadrons who are now receiving "state-of-the-art"
weapon systems. This is in contrast to the former policy of
providing them "secondhand" systems discarded by the regular
Navy.
AUXILIARY FORCES (300)
The Navy Command and Control System provides the means to

exercise operational direction of naval forces. It ensures that
the National Command Authorities, unified commanders, naval com-
ponent commanders, and subordinate naval commanders are able to
receive sufficient, accurate, and timely information on which
to base their decisions and have the means to communicate their
decisions to the forces. No major changes In base structure
have been identified for these bases. Emphasis is on moderniza-
tion of the sensor systems to attain needed security, sensitiv-
ity, and immunity to electronic countermeasures.
MISSION SUPPORT FORCES (400)
Implementation of the Strategic Homeporting Plan is planned

in two parts:
1. Adjusting the mix of ships in our traditional ports of
Norfolk, Charleston, Mayport, Newport, San Diego, Sarn Francisco,
and Pearl Harbor to attain the proper types of escorts for our
Battleship Surface Action Groups (BB SAGs) and Carrier Battle
Groups (CVBGs) .
2. The Navy is developing new homeports for a BB SAG in the
Northeast at Staten Island, New York City, a CVBG in the North-
west at Everett Washington, a BB SAG and CVBG along the Gulf
Coast, and finally a second BB SAG centered at Hunters Point in
San Francisco.
Cruise missile forces are being introduced to distribute

offensive striking power throughout the fleet.
designed for anti-ship strikes.
The Harpoon is
The Tomahawk has the range to
reach both ships and shore targets beyond the horizon. These
- A
systems are being deployed at existing bases but require modern-
ization of maintenance and storage facilities.
Amphibious assault forces are receiving the Landing Craft, -

Air Cushioned (LCAC) vehicle and the MV-22 tilt rotor aircraft
5") &~
which will improve their ship-to-shore mobility. These forces
are also receiving the LHD-i multipurpose amphibious assault
ship and the LSD-41 Cargo Variant ship to provide increased lift
and dock-loading capability.
Advanced base planning is underway to support the attack

submarine community in replacing the SSN-688 class submarine
with the SSN-21. This new weapon system will be deployed at
four homeports.
The new weapon systems for the amphibious and the submarine
communities are being deployed at existing bases. These systems
require modernization of logistic support ranging from the
waterfront facilities for the ships and hangars for the aircraft
to weapons supply and maintenance facilities.
CENTRAL SUPPORT FORCES (500)
The Naval Medical Command, through a network of regional

medical and dental centers, associated hospitals, and dispensa-
ries, provides medical care in support of the fleet and to other
qualified beneficiaries. Renewed emphasis has been placed on
wartime medical readiness resulting in readiness being the driv-
ing factor in determining the size and composition of the medi-
cal care system. Medical readiness improvements are providing
two San Clemente class tankers which are being converted into
floating general hospitals with 1,000 beds and 12 operating
roo-ms each.
The Naval Education and Training Command provides trained

personnel to man and support the fleet, This includes recruit
training, officer acquisition training, specialized skill train-
ing, flight training, and professional development education.
The average age of the Training Command's facilities is 37
years. In the training function, which is 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 support functions. This is being
accomplished, as funding is provided, by modernizing facilities
on existing bases. Under the auspices of the Navy's Air Instal-
lation Compatibility Use Zone (AICUZ) Program, a study completed
in October 1987 for the NAS Whiting Field Pensacola, Florida,
complex developed a long-range plan for a system of landing
fields, airports, and air space to support Naval aviation
training through the year 2000.
INDIVIDUAL (600)
None.
53S
IV. BASE OPERATIONS SUPPORT (BOS) COSTS FOR FY 1989
A summary of the estimated FY 1989 Base Operations Support

Costs follows.
:I
54-=i
NAVY
BASE OPERATING SUPPORT COSTS
$ Millions
Fifty US Territories/ Foreign/
Major Defense Program States Possessions Overseas Total
Strategic Forces 143.5 -- -- 143.5
General Purpose Forces 1213.1 49.3 429.5 1691.9 m

Intelligence &
Communication 55.7 15.6 38.1 109.4
Airlift/Sealift -- -- -- --
Guard & Reserve Forces 220.4 220.4
Research & Development 259.4 259.4
Central Supply
& Maintenance 1371.3 27.9 46.4 1445.6
Training, Medical &

Other General
Personnel Activities 638.2 4.4 39.4 682.0
Administration &
Associated Activities 138.5 -- 2.8 141.3
Support to Other Nations --..
Subtotal 4040.1 97.2 556.2 4693.5
Construction 1377.3 17.2 73.9 1468.4
Family Housing 0&M 347.1 89.4 76.3 512.8
Total 5764.5 203.8 706.4 6674.7
55
V. ACTIONS TO REDUCE BASE OPERATIONS SUPPORT (BOS) COSTS
Base Operations Support (BOS) costs are directly related to

the size of the shore bases which in turn is driven by the size
of the operating forces. There is also a direct relationship
between BOS funding levels and a shore base's readiness, ie. its
ability to support the operating forces.
Navy has developed a new initiative to improve the readiness

of our shore establishment by arresting its deteriorating phys-
ical condition. This new initiative is called Shore Facilities
Life Extension Program (Shore FLEP). It is a new concept of
programming and executing Maintenance of Real Property (MRP) and
Replacement/Modernization MILCON that ties faciiity condition to
mission readiness. The accurate measurement of shore station
readiness has also been enhanced through an expansion of the
Navy's Base Readiness Reporting System, OPNAVINST 3501.167B.
Other major programs to improve shore base management and

thereby reduce BOS costs are as follows.
1. Study in-house commercial activities with a view towards

conversion to contract where economically justified. Since FY
1979, studies have been conducted on approximately 22,000 posi-
tions. Of those, about 50% were converted to contract. Of the
11,000 positions remaining in-house, a reduction of 1,925 people
has been achieved, or an average reduction of 17 percent.
2. Develop excellent installations through the Model

Installations Program (MIP). The goal of the program is to pro-
vide the base commander with a vehicle to identify and test the
removal of regulatory obstacles in an effort to ensure a better
place for our people to live and work. During FY 1987, this
program was expanded to include all shore activities through the
Model Installations Extension Program (MIEP). As of 30 Septem-
ber 1987, 1,136 MIP initiatives had been submitted with an
approval rate of 85%. During the first year of the new program,
274 MIEP initiatives were submitted with an approval rate of
over 90%.
3. Reduce costs through application of more energy effi-

cient facilities and systems throughout the support establish-
ment and operating forces. The Navy-wide goal is to reduce
facility energy consumption per square foot by 12% (measured
from FY 1985 baseline) at Navy Shore Bases by the end of FY
1995.
56
SECTION VI
NAVY BASE STRUCTURE
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Chapter Four
Air Force Base Structure (U)
I. INTRODUCTION
The Air Force Base Structure Chapter to the DOD Base
Structure Report for FY 1989 is submitted in accordance with
Section 115, Title 10, United States Code. Section I describes
the criteria and rationale for classifying all Air Force
facilities into one of four categories: major installations,
minor installations, support sites and other activities.
Section II, Base Structure Overview, discusses historical data
on base structure and describes the criteria used by the Air
Force t:D determine the Air Force base structure. Section III
relates the needs of the major activities within each
Installation Defense Planning and Programming Category (IDPPC)
to the current base structure. Major changes to the FY 1989
force structure and their impact on the base structure are also
described in Section III. Section IV details projected Air
Force base operating costs for FY 1989. Section V summarizes
major actions taken and alternatives being pursued to reduce
base onerating costs. Finally, Section VI contains a numerical
summary of all Air Force facilities and by name listing of
major and minor Air Force installations.
During 1986 the Air Force reclassified all facilities into
one of four categories: major installations, minor
installations, support sites, and other activities. -
The primary reason for the reclassification effort was to

update and describe accurately the Air Force's actual
installation posture. The previous systen, categorized all Air
Force properties as either major or minor installations.
Clearly, many of those properties were not "installations" and
should not have been reported as such. With the Air Force's
broad spectrum of roles, missions and organizations of varying
sizes, two categories did not accurately describe the Air Force
structure. The four new categories are explained below.
1. A maJQr installation is a self-supporting center of - -,
operations for Air Force combat, combat support, or traiinig.
To qualify as a major installation, an activity must satisfy
all of the following criteria:
a) Be operated by an Active, Guard, or Reserve unit of
gxoiup size or larger.
b) Have all the organic support to accormplish the unit
mission. For examp:le, a major flying organization has
the organic maintenance to support its aircraft and the
organic base support structure to manage resources and
maintain facilities.
73
o) Have real property accountability through ownership,
lease, permit, or other written agreement for all real
estate and facilities necessary to conduct the unit's
assigned mission. Agreements with foreign governments,
or Federal, State or local agencies, which give the Air
Force jurisdiction over real property meet this
requireme~nt. In the case of Guard or Reserve units at
civil airports, shared use agreements (as opposed to
joint use agreements where the military owns the
runway) normally do not give the Air Force exclusive
control over runways, taxiways, etc., and therefore, do
not meet the criteria to be major installations.
2. Minor installations are facilities operated by Active,
Guard, or Reserve units of at least squadron size that do not
satisfy all the criteria for a major installation. Examples off
minor installations are Guard or Reserve squadron flying
operations that are located at civilian controlled airfields.
These are smaller operations compared to active organizations
where the Air Force owns and controls the runways and requires
larger support operations for a permanent base population.
3. A support-site is a detached piece of real property
operated by the Active, Reserve, or Guard component that
provides general support to the Air Force mission as opposed to
supporting a particular installation. Examples of support
sites are missile tracking sites; radar bomb scoring sites; Air
Force-owned, contractor-operated plants; and radio relay sites.
4. The fourth classification category is called QJti=

atv s.. These are Air Force units that have little or no
real property accountability over the real estate they occupy.
Examples include Active, Guard or Reserve Air Force units that
are located on installations belonging to other services or
leased office space that supports recruiting detachments,
Office of Special Investigations Detachments, etc.
In conclusion, the Air Force classification system is
designed to accurately describe Air Force installation posture.
Major installations are self-supporting centers of operations.
Minor installations are smaller operations with squadron or
larger presence. Support sites are detached entities that
provide generalized support to the Air Force mission. Finally,
other activities are Air Force functions that have little or no
real property accountability. To place these categories in
FY 89 context, the Air Force possesses a total of 258
installations: 140 major and 118 minor. The remaining
properties are smaller and/or non-self supporting. Many have
limited acreage and no personnel assigned.
741
1I. BASE STRUCTURE OVERVIEW
The Air Force base posture has been carefully structured
to support 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 are required. The factors used to determine
whether or not a base would be a suitable realignment or
closure candidate vary widely from operational to physical
requirements. Ultimately, however, all base realignments must
be carefully weighed against the overall mission requirements
of the Air Force and flexibility to meet future basing needs.
Historical Data
The Air Force strives to maintain an optimum base
structure to support the currently assigned and projected
forces. For example, between 1960 and 1980 force structure
declined. As a result the Air Force has reduced Continental
United States (CONUS) major installations by 40% and overseas
major installatioK.s by 62%. The Air Force has also reduced
minor installaticns and support facilities by 26%. Although
force structure has grown since 1980, base structure has
remained relatively constant. Other management actions, such
as mission transfers to the Guard and Reserve, have also
contributed to what has been a declining number of
installations, AS Air
4 bn Sp •,,s4 4-S "p ,
uat-e
the most effective installations are selected for retention .
based upon specific considerations and criteria.
MAJOR CONSIDERATIM AND CRITERIA:
In determining the effeotiveness of an installation, major

oonstderation must be given to operational and training
requirements, force deployment, use of multi-mission bases, and
future flexibility.
These considerations have evolved into a broad set of

criteria which are used by the Air Force in developing and
evaluating base realignment proposals. They are geographic
location, facilities availability and condition, community
services available to support Air Force aotivities/population,
potential to accommodate future force requirements, existing or
future encroachment which might impact Air Force operations,
budgeting considerations inherent in the proposed realignment
action, possible adverse environmental impact, and mission
degradation as a result of force turbulence.
Air National Guard and Air Force Reserve units must also
consider demographics in making basing decisions. The local
and surrounding communities must have a population base large
enough to support recruiting of full and part-time personnel.
( '.
Major oonsiderations and criteria cannot be weighed
independently in reaching basing decisions; rather, they have
to be evaluated as a whole to achieve an optimum balance. The
relationships between each of the four major oonsiderations and
the resultant oriteria are discussed next.
MAaQR CONSIDERATIONS:
Operational and Trainind Requirements: Since the Air
Force base 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 are of
paramount importance. Each force element, such as strategic
offense, tactical fighter, strategic airlift, or training,
places unique demands on airspace, ranges, training routes,
lines of communioation, and facilities,
The current base posture reflects a force beddown in which
the forces' operational and training requirements are best
supported. The entry of new weapon systems into the Air Foroe
inventory may, however, require changes to that base posture.
Other factors such as a revised threat assessment, loss of
training areas, and enoroehment may also require force
realignment. In each case, the Air Force continually seeks to
optimize its base posture consistent with its overall force
equi.-'rents ese requiremn' will b.%;e n4.44
III under the appropriate Installation Defense Planning and

Programming Category (IDPPC).
meD• DZ=Ll: The Air Force's force structure is
based on national strategy. This strategy determines not only
potential geographical areas in which U.S. forces would be
used, but also which forces would be deployed or employed from
the CONUS. The number and type of bases required to support
these forces, both overseas and in the CONUS, directly relate
to our ability to meet our strategic goals.
Use of Multi-Mission Bases: A major expense of each
installation is the cost of resources required to "open the
door," i.e., the fixed base operating support resources such as -
facilities, manpower, and materials required because of the
mere existence of the installation. These costs (such as road
repair and facilities upkeep) are relatively insensitive to
changes in the assigned mission, Variable base operating
support resources are adjusted to support requirements of the
assigned missions. When missions are compatible and facilities
are available, collocating two or more missions can often
reduce costs. For example, a support mission (logistics depot)
may coexist with a major operational unit (taotioal fighter
wing). Additionally, missions fulfilled by a relatively small
number of personnel and equipment may be accommodated most
economically on bases which have major missions.
76
Althcugh consolidation of missions may yield economies,
the Air Force must also consider the compatibilitl of assigned
missions, Collocations which create competition for scarce
resources (such as gunnery range availability) may save support
dollars but could increase operational ousts or adversely
affect combat readiness.
Future Flexibility: Realignment actions which result in
base closures limit future flexibility to meet programmed and
unprogrammed force adjustments. Consequently, bases selected
for closure shoul4 generally be those with the least
flexibility to absorb future requirements. If flexibility were
the sole determinant, bases which have constraints such as
airspace limitations, enoroaohment by civilian aotivities,
limited real estate, inadequate community services, and poor
faclities should logically be considered for closure prior to
bases which have the potential to accommodate additional or new
missions.
Speoial Overseas Politioal ConUiderations: TSAF posture

overseas may often be a result of host nation requirements
which dictate less than an optimum basing solution, Because of
these political restrictions, the USAF is not always free to
operate, expand, or contract its overseas operations in a
totally unrestricted manner. This of course impacts on the
USAF's ability to carry out certain aspects of its mission.
CRITERIA: (Developed from the above major considerations)

GeQgrxa'phio Location: The geographic looation of an
installation influences the ability of assigned forces to
execute their missions. Geographio factors include weather,
availability of training areas, proximity to employment/
deployment routes, airspace availability, and transportation
networks. For each mission, there are optimum geographic
locations which provide maximum operational effectiveness. See
Section III for additional discussion.
Lrlity Availability: A goal in realignment actions is

maximum use of existing faoilities and minimum expenditure for
new facilities. Mission related facilities as well as support
facilities must be considered. An operational flying aotivity,
for example, will require a runway complex (with specific
width, length and load-bearing capacity), adequate ramp space
ior aircraft parking, and a maintenance complex capable of
supporting the assigned aircraft (e.g., proper size docks and
hangars, sufficient communications, electronics, and avionios
maintenance space. etc.). As newer, high performance
supersonic aircraft are added to the Active, Guard, and Reserve
inventories, the Air Force's need for airspace and ranges must
be balanced against civil aviation's need for airspace and
environmental concerns. Conversely, for administrative and
headquarters activities, the proper amount of administrative
7 '
space is essential. For non-flying training activities,
classroom and student housing are key factors. Foz 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. For example, laboratories, which must
be shielded from electronio emissions are expensive and time
consuming to construct. Relocation to installations which do
not h,, , facilities available to accommodate these functions
may z_..be feasible due to the cost and time for
reconstruction. Also, due to mission reqairements, these
facilities must often be duplicated and operational prior to
shutting down the current activity. This creates a temporary,
expensive, redundant requirement not only for facilities and
equipment, but manpower as well. Similar circumstances exist
in relocating some flying suppoxt functions, such as aerial
port facilities, which require large terminal complexes to
receive and process cargo an& passengers.
Facility requirements for small missions are many times
satisfied with minimum modifications to existing bases. This
is particularly true if the unit's equipment has no special
stowage or maintenance requirements. Requirements for
aft. The o4verallsace
. atlver. San be mt in various ways, such as
conversion of excess space in other functional areas.
The overall oondition of the real property facilities at
the base is an important element in the selection process.
Relocating an activity to another base may be more appropriate
if that activity is currently on an installatiin where most
mission and support functions are boused in substandard and
deteriorated faoilities which would soon have to be replaced
even if the activity remained in place. It is generally more -•
economical to construct a few additional facilities at a more
modern base and consolidate missions rather than to replace the
substandard facilities and continue base operating costs at two
buses.
An additional consideration is the extent a base's -
fauilities support other activities or installations in the
area. If a base provides hospital, housing and other support
functions for surroundind installations, it may not be possible
to Coolpletely close the base. As a result, savings from the
realignment may be significantly less than at a base where all
activities can be shut down and facilities declared excess.
Q•~unitCe: Civilian resources (e.g., community

housing, medical facilities, schools, and recreational
facilities) are a consideration in developing base realignment
0
actions. When possible, base realignment actions should take
maximum advantage of existing civilian resources which can be
used to support the assigned personnel. Of particular
importance is family housing. Areas which have a residual
capability to house Air Force families adequately not only
negate the cost of providing government housing but also
facilitate rapid completion of the proposed realignment
actions. Conversely, areas in which oommunity support
facilities are limited place greater emphasis on the base
housing and facilities. Adequate facilities, both on and off a
base, are important in terms of morale. The contribution of
the civilian community in this area is very important.
Future Force Requirementa: Future force requirements must
be responsive to changes in national policy and threat
assessments. Since these requirements cannot be predicted with
certainty and are subject to unprogrammed changes, flexibility
must be maintained within the existing base posture. This
entails developing reasonable assumptions on what force changes
might occur and determining how the various basing options
could support these changes. Future fighter systems, for
exa•,ple, will have an increasing requirement foV tr*.4-uing in
the supersonic regimes of flight. Closing a base w ,'.g'good
access to supersonic flying airspace would thus be
shortsighted.
Although flexibility is a subjective consideration, some
instances do lend themselves to objective analysis. For
example, for pilot production, capacity at each undergraduate
pilot training base can be determined. Based on the required
levels of pilot production, the degree of flexibility (unused
production capao:.ty) within the system can be determined and
the system's surge capacity can be calculated. As a result,
the degree of flexibility in the system can be predicted and
controlled. Workload versus base capacity can simil&rly be
determined for other training and support activities.
Unfortunately, must potential changes are not the res;ult
of clearout worklrc,4 and a.:" difficult to quantify. For
example, the fley Lty of the base system to accommodate -
redep2qyment of for.•,:'d deployed tictical units to the CONUS
dpendo on many variables. Among these are type of unit,
activity levels of the units, as, well as a determination as to
whether they are to ne retained %s active duty forces o-.
transferred to Guard or Reserve status. In these instances,
the under' ling assumptions are subjective. Subjectivity
notwithstanding, it is important that base realignment
alternatives be we:Lghed in terms of their potential to meet
ur.programimed f orce changes.
/,n±: Urban and airspace en-roaohment into vital
areas surrounding installations is of continuing concern. Some
installatiow ,.ioh were originally built well away from - -
79I
population centers have subsequently attracted major growth
and, as a result, are now pressured by line of sight intrusion,
noise complaints, and encroachment into accident potential
zones. The potential of air traffic congestion must also be -_
considered in basing programs. increased civil and private air
activity has reduced airspace availablE( for military
operations. Encroachment, therefore, iL an important element
in determining the continued viability of an installation and
future base realignment actions.
A program to protect installations from encroachment is in

progress. Under Air Installation Compatible Use Zone (AICUZ)
guidancp, planning data is provided to an intergovernmental/
interagency forum to reduce encroachment through comprehensive
planning, zoning, real property rights, acquisitions and
similar activities. However, in areas where encroachment has
become a major problem, its impact must be considered in
developing future plans.
Budge: High cost, single mission installations with

limited real estate and outmoded, functionally inefficient
facilities are prime candidates for closure. Significant
annual savings may result from the closure of such bases.
However, the relative cost-effectiveness must be determined on
a case-by-case basis. Closing a base by eliminating the
mission or function generally results in significant annuai.
savings. Retaining and consolidating missions can result in
savings by "economies of scale." These s&vings are offset in
part or whole, however, b7 the costs to move a unit's personnel
and in facilities needed to consolidate. Initial and annual
savings m,'st be weighed against the one-time construction and
relocation costs of the various options. Cost savings from
closure of a multimission base usually result in a longer
period of amortization because costs are incurred to move the
primary unit and all other units to new beddown locations.
Consolidations which minimize the investment in new facilities
while maximizing the annual savings may be considered. Again,
large outlays in construction or equipment funds are generally
not cost-effective and options which depenc. on such outlays are
generally avoided unless no other suitable alternative exists. __
EBnyiLGn•en. All proposed federal actions must be

analyzed to det 'mine the significance of potential
environmental .i.pacts. The analysis may firid the proposed
action has no significant effect on the human environment and
qualifies for a categorical exclusion and therefore needs no _
further study. Alternatively, it may reveal the proposed
action requires either an environmental assessment or the more
extensive environmental impact statement. Each of these
documents is prepared in accordance with strict national,
presidential, and departmental regulations. When completed,
they provide additional data to aid in the decision making
process,
I•
80 j
• ,.• • •J.. • a• •' •. . •..* •.*.... . .. ?.•.. - ..........:-o 1 i•• ~ S . i.... . ...... ~ ,*,•
Pf•.t. hy. u.~,.th
Mission DegradatiQn: Realignment actions, by their very

nature, result in turbulence both in personnel and in mission
effectiveness. The degree of turbulence is a consideration if
the resulting mission degradation is of such proportion as to
be significant. Certain activities cannot be allowed to "stand
down" and, as a result, realignments of these activities
require extraordinary measures to permit virtually
instantaneous relocation. Also, work force composition is a
consideration in that a highly specialized or unique work force
of civilians may complicate relocation. These factors must be
A considered in evaluating realignment actions.
i:I. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE
Force programming is dynamic and subject to many variables

and revisions. Basing is closely tied to force posture and,
thus, is also dynamic. Changes occur in response to altered
assessments of the existing threat, force level and composition
changes, revised deployment concepts and strategy, the
continuing Impact of resource management efforts, and national
political adjustments. Each change in force posture has the -
potential to cause additional base adjustments in training and ....
logistioal support areas. Thus, Air Force base structure may
only be defined within the context of existing circumstances.
A substantial change in these circumstances, e.g., a decision
to reduce overseas forces, would require adjusmvents in the
existing CONUS base structure. Timing of the introduction o,,.
expansion of a weapon system influences base selection, as do
changes in force size and deployment concepts. In additton.
base requirements for USAF weapon and support systems va:ry
greatly due to differing weapon characteristics, operational
support, and training requirements.
The ability to attain and maintain an operational posture

which will insure national security and support legitimate
international commitments continues to be a prime objective in
Air Force deployment decisions. Base selection axkd developrent
must not only support employment plans for major weapon systems
(along with their required combat support capabilities), they
must also provide for training requirements generated by those
systems. This development must also consider related test and
development activities, adequate personnel, logistics and
communications support.
The Air Force places oonsider'Able emphasis on attaining

maximum economies in the base supporu q.rea, thereby enabling a
greater proportion of the defense dollar to be expended on
direct combat capability. Review of the base structure is
continually ongoing to identity inistallations whose closure
might ressult in resource savings without impacting combat
capability.
Since each mission category has its own unique operational
and training requirements which dictate the Air Force base
structure, each will be discussed separately. Specific major
and minor installations falling into each mission category,
generally referred to as the IDPPC, are listed in Section VI.

Basing Requirements - Strategic Offense
In the basing of strategic offensive forces, careful
consideration is given to geographic locations which maximize
survivability of the force. For example, USAF Inter-
Continental Ballistic Missiles (ICBMs) require sufficient area
for adequate dispersal of launch sites. If Soviet submarine
launched missiles are postulated to be the most critical threat
against our bombers and tankers, then inland bases provide the
greatest survivability due to the longer flight time of the
missiles. This does not imply that only inland bases should be
considered for strategic offensive forces. Flying weather,
airspace congestion, runway and pavements, maintenance and
support facilities, and munitions storage capacity are all
factors in basing decisions. A coastal base's force
survivability can be enhanced through reposturing and dispersal
to achieve the time needed to launch the force safely and
effectively.
Other operational requirements such as targeting, ranging --
and bomber/tanker mating must be considered when determining
force beddown locations. Lateral support supplied to other
commands, such as tactical aircraft contingency and overseas
deployment refueling requirements, is also a necessary
consideration. Some overseas basing also ernances strategic
operational effectiveness. -•
- Coming Force Structure Actions and Their Impact on

Base Structure
The Administration has committed the United States to a :
program of strategic force modernization, including
modernization of the ICBM force and deployment of the B-1B and
Advanced Technology Bomber. In keeping that commitment, the
Air Force is deploying 50 Peacekeeper missiles in Minuteman III
silos at F. E. Warren AFB, WY and continues to study survivable
basing options for additional missiles. Further, the Air Force
is in the initial stages of developing and deploying a Small
ICBM. Basing studies for this system are also underway.
Lastly, the Air Force is continuing to plan and program
for the development of the Strategic Training Range Complex in
the northwestern United States.
- Basing Requirements - Strategic Defense
For strategic defensive systems, factors such as enemy
weapon system performance, likely targets. snd routes of attack
are considered in basing decisions. Also considered are
assessments of warning time available, speed of reaction, and
the probable time to intercept, identify, and destroy the enemy
vehicle. After consideration of all factors involved, a
determination is made of the most effective deployment area.
In general, this analysis dictates peripheral oovfrage of the
Continental United States for both radar and interceptor
aircraft basing, with forwar'. deplu;d ay.d over-the-horizon
radars providing early attack w4!nrng.
- Coming Force Structure Aotions and. Their Impact on
Base Structure
Tub kir Force initiative to upgrade and streanillne the Air
Defense forue structure is continuing. The modernIzetion
effort to replace aging air defense F-106 and F-4C aircraft
with more capable F-M:s and F-4Es is progressing on achedule.
Additionally, the Air Force has announced selection of the
modified F-16A as winner of the follow-on air defense
interceptor competition. It will sustain the fleet well into
the next century.
The Air Force is moving ahead with the deployment of the
Over-the-Horizon Backscatter radar syustem. Construct.ion of the
East Coast system is nearly complete, with one sector fully
operational. Site selection is in its final stage for the
Central and Alaskan radars and construction will soon begin on
the West Coast system.
Basing requirements - Space Operations
Air Force Space Command, a component of US Space Command,
manages and operates assigned space assets. These missions
require a decentralized facility structure that provides
coverage for attack warning, surveillance and satellite
control.
- Coming Force Structure actions and their Impact on
Base Structure
Falcon AFB, which is just east of Colorado Springs and
home of the 2nd Space Wing along with with Onizuka AFB near
Sunnyvale, CA, are expanding to assume a greater role i.n
satell.ite control and space shuttle missions.
GEF6.JMYQ FORCES C.2-00.1•_
- Basing Requirements - Tactical

The nature of the tactical mission and its inherent
equipment complexity require oonsiderable training facilities
in the OONUS. Accessibility of weapons ranges, proximity to
training airspace (to include supersonic capability) and
suitable weather to conduct the large volume of training are
necessary. CONUS units conduct the initial weapon system
training foz all US Tactical Air Forces and also provide a
ready source of deployable forces for contingency response.
This world-wide deployment tasking places some additional
constraints on basing posture since forces should be
conveniently aligned to airlift and tanker support. In
addition, tactical forces which directly support the Army,
such as tactical air control units, should be located as close
as possible to svupport peacetime Army training requirements.
Tactical forces overseas are based according to strategic,
tactical, and security policy considerations in addition to the
usue.l CONUS basing criteria. Each base must be capable of
efficient peacetime operation and be prep&red to meet the
mission reaquirements it is tasked to conduct in combat or
contingency situations. Each type of mission has its own
peculiar basing requirements according to current strategies
and contingenoy plans. The need for combat dispersal must be
considered along with a requirement to receive forces from the
CONUS in time of crisis. The overseas base struc ire must
maintain a 'apability to respond to changing tacltical and
strategic situations. The overseas base structure requires
cooperation of host governments, hence basing requirements must
be set in the context of international security policy.
- Coming Force Strvoture Actions and Their Impact on
Base Structure
The Air Force will continue to modernize t'
active inventory.
tighter "orce
as it brings additional new F-IS and F-16 airc'. ft into the
The results of this effort will be aimed
the Air Reserve Forces where inoreaiing numb-ers uf older F-I.
will be retired and replaced with F-4Es a:Ad F-16L fr -," the
I
aotive forces. As a part of this ovirall effort. th. i-r
National Guard has been given a dedicated train c-! 1b. l;y
in the F-16 for the first time. This capabi it½ wil" .e
expanded as the ANG acquires mo3-e F-16 asseti-.
""
84
- Basing Requirements - Mobility
Beddown locations for airlift units are normally
determined by wartime tasking, peacetime operations and
training requirements.
Units primarily tasked to support intertheater airlift
are normally located along the east" and west coasts of the
United States in proximity to major transportation hubs. This
basing strategy maximizes efficient use of available ýirlift
assets and expedites unit and cargo movement through the DOD __
transportation system. Forces primarily tasked to support

intratheater airlift requirements and close support of combat
forces are located in proximity to the units of types of forces
they will support. TheSe airlift units require extensive
training areas for low-level flying and restricted airspace for
practicing aerial delivery of paratroopers and equipment.
Collocating airlift with supported units enhances integration
and builds cohesiveness.
- Coming Force Structure Actions and Their Impact on Base
Structure
Airlift force structure changes are designed to modernize
aAd realign the force and to expand the role of the Air Reserve
Forces in the airlift mission. The Air Force will tr&nsfer the
final C-5A aircraft to the Air National Guard and Air Force
Reserve units, continuing the expansion of their role in
strategic airlift. The active duty force will continue its
modernization with the delivery of the last C-5B. Light and
heavy-lift helicopter capability will be reduced as older, less
capable systems are retired.
Special operations forces will be strengthened by the
introduction of additional 1H-53 Pave Low helicopters and
MC-130H Combat Talon aircraft into the inventory. Additional
changes will also be made as a result of the FY 87 Defense
Authorization Bill which directed the formation of a Unified
Special Operations Oommand (USSOCOM) which was established on
13 Apr 87.
- Basing Requirements
Air Force Systems Command (AFSC) is responsible for the

research, development, production, and procurement actions
neoessary to acquire aerospace weapon systems and support
systems essent:lal to the Air Force mission. AFSC delivers
complete and operable systems to users such as Strategic A1.r
Command, Tactical Air Command, and. Military Airlift Command.
'-o accomplish its mission, AFSC must have extensive test
facility complexes for alrcraft, missiles and associated 6
cOmronniuts. These complexes require :unways, large areas of
restricted airspace, numerous range and tracking facilities,
and access to environmental testing facilities. Facilities for
administration of test programs and the correlation of basic
and applied research during weapons development are also
required.
The Air Force Communication Command (AFCC) mission is to

provide the Air Force and the Department of Defense with
communications, data automation, electronic and engineering
installation, and air traffio oorktrol. For this tasking, AFCC
requires faoilities which permit reac.y access with related
oommeroial facilities. Other locations in relatively remote
areas act as communications liris.
- Coming Force Structure Actions and Their Impact on Base
Structure
There are no major force structure changes.
- Basing Requirements
Extensive facilities are required for mission support
fuxnotions to properly sustain Air Force mission equipment and
personnel. Fo" example, zediium range aircraft require
ref-aeiing rstops on transoceanic flights. These installations
must have runways of sufficient length and weight bearing
capacities to support transient M.rcraft and must have adequate
bileting and other services available for transient personnel.
tcComing Force Structure Actoions and Their Impact on Base

.Structure
There are no major force structvre changes.

•iT 1 SZ'•ORT FORQ•L•Q.
The mission of the Air Force Logistios Comwand (APLC) is
to Provide responsive, effective, and. economical support to
meet the wide variety of missions assigned to the United States
Air Force. To accomplish these tasks effectively, logistic
support ins'tallations must be adJaoent to ÷ransportaton
network terminals and fauilities to enable rapid support.
Extensive warehousing, open storage and aircraft maintenance
facilities, plus faoilities for automated requisitiontng, 3
procurement, and associated data. storage activities ,.tre
es'cential.
Air Training Command. (AT(;) recquires the availability of

extensive clasisroom, library and study faoilities. Secure
training faoilities are required when training is teinr A
oonducted on classified systems.
86
The locations of flying activities within areas of
favorable flying 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.
- Coming Force Structure Aotions and Their Impact on Base
Structure
There are no major force structure changes.
IV. BASE OPERATING COSTS FOR FY 1989
A summary of the estimated FY 1989 cost ($ million) for

Air Force Base Operating Support follows.
Base operating costs identified in this section are not

limited to those major and minor installations described in
Section VI, but include all Air Force property listed in the
real property inventory.
Base operating costs as defined here include military
family housing and military construction costs as well as the
recurring operating costs such as utilities, facilities
maintenanOe and other support activities. Users are cautioned
that military family housing, military oonstruotion, and
recurring operating costs vary among bases. Therefore, base
operating costs, defined as these are, would not be suitable
for comparisons among bases.
Additional details related to Air Force management of base

operating support functions can be obtained from the Air Force
study entitled, Air Force Mana gement of Base Openoatinj lag G
.oms.. This study describes the relationship of Air Force
base operating support functions to the Air Force combat
capability and outlines how the Air Force is organized to
conduct base operating support activities.
V. ACTIONS TO ENHANCE EFFICIENCIES AND REDUCE COSTS
The Air Force oointinues an active program to promote management

efficiencies and to consolidate and eliminate missions and
activities in order to reduce base operating costs.
1. The Air Force has signed a joint procurement agreement with
the Federal Aviation Administration (FAA) to purchase three-
dimensional radar replacements for Joint Surveillance System
(JSS) sites. This 3-D Radar Replacement Program will enable
the Air Force to transfer ownership of 8 military-only JSS
sites to the FAA resulting in savings of 1017 iimanpower spaces
and a cost avoidance of $35 million per year. While waiting
0,
for implementation of this program. the Air Force is pursuing
other cost-savings measures, A minimally-attended, oontract-
maintained FPS-117 radar was installed at Gibbsboro AFS, NJ in
January 1985 which allowed reallocation of 85 manpower spaces.
Additionally, the JSS site at North Truro AFS, MA was
transferred to the FAA in July 1985 resulting in another 85
manpower spaces available for reallooation. The Air Force has
requested that the FAA investigate the feasibility of assuming
ownership of additional military radar sites prior to
installation of the 3-D Radar Replacement. An agreement has
already been signed for the take over of three sites.
2. The Air Force continues to participate in the Department of
Defense Model Installation Program (MIP). The goal is to
ensure excellent places for our people to live and work. MIP
provides installation commanders a vehicle to identify and
remove regulatory obstacles that block pursuit of better ways
of providing base-level support. Since it began in January
1984, the NIP has genert.ted more than 18,000 initiatives.
HQ USAF has approved eighty-six percent for testing and over
1400 issues for Air Foroe-wide implementation.
The Air Force expanded the Model Installation Program to all
Air Force installations effective 1 Jan 87. As an adjunct
test, the Air Force began testing "unified installation budget"
concept at two installations on I Oct 86. The purpose of the
test is to determine if installation commanders can use
resources more wisely if they are given greater spending
flexibility,
3. The Air Force has been an active participant in the Defense
Regional Interservioe Support (DRIS) program. This program is
designed to promote interservioe, interdepartmental and
interagenoy support within the Department of Defense and among
participating Executive Agencies. It also seeks to improve
effectiveness and economy in operations by eliminating
duplicate support services without Jeopardizing mission
accomplishment. The Air Force has 15 active Joint Interservice
Resource Study Groups (JIRSG) world-wide which conduct studies
of support functions within their geographical areas to
determine if interservioe support can be expanded, duplicate
funotions eliminated, or support services improved. The JIRSGs
are also tasked by OSD to interface with A-76 Commercial
Activities managers to share information and good ideas so as
to provide base services more effectively and at less cost to
DOD.
4. The Air Force continues to survey its land holdings under
the guidelines of Executive Order 12512 to identify unused,
underused or not optimally used property which can be declared
excess to Air Force requirements. From previous years'
surveys, 620 acres nave been identified as excess. However,
the Air Force must comply with environmental documentation
88
requirements prior to formal excessing to the General Servioes
Administration. In FY 198M, ten properties were surveyed; no
new land was identified as exoess. Sixteen more surveys are
soheduled for FY 1988.
A2
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SECTION VI
AIR FORCE BASE STRUCTURE
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CHAPTER FIVE
MARINE CORPS BASE STRUCTURE
I. INTRODUCTION
This Chapter presents the Marine Corps' approach to its

basing structure and the relationship of that structure to the
Marine Corps' tactical force structure. In addition, base
operating costs are identified.
The National Security Act of 1947, as amended, prescribes
the organizatikn of the Marine Corps.
Based on that law, the Marine Corps is organized into
operating forces assigned to the Fleet Marine Force; reserve
forces; security forces for naval installations, ships and
embassies; and a supporting establishment of operating bases,
air stations, training centers, logistics, and support bases
and headquarters elements.
Section VI is a listing of installations defined as major
or minor activities. Major activities are defined as those
installations which have a Current Property Value (CPV) of at
least $100 Million dollars or more. Minor activities are those
which have a CPV less than $100 Million. The only exception to
this is Camp Fuji, Japan and MWTC Bridgeport, California which
are training aiite for Camp Butler and Camp Pendleton
respectively.
115
S
Ii. BASE STRUCTURE OVERVIEW
Marine Corps tactical forces are assigned to installations
which provide suitable local and regional training
opportunities and position the forces for support and
responsiveness to contingency requirements.
The major Marine Corps operating forces consist of Fleet
Marine Force, Atlantic (FMFLANT) and Fleet Marine Force, Pacific
(FMFPAC). These forces are assigned as type commands to U.S.
Atlantic and Pacific Fleets, respectively. FMPLANT provides
forces for one Marine Amphibious Force (MAP) and FMFPAC provides
forces for two MAFs. These MAFs have multiple tasking of a
global nature and during contingencies may or may not remain in
their current theater of operations.
Specifically, FMFLANT will maintain one Marine Amphibious

Force (MW&) on the East Coast of the U.S. That MAF will provide
up to three Marine Amphibious Units (MAUs) at all times for afloat
deployments in the Atlantic, Caribbean, and Mediterranean. The
East Coast MAF will rotate battalions and fixed wing squadrons
to the Western Pacific.
FMFPAC will maintain two MAFs in the Pacific region. One
M-AF will remain forward deployed in the Western Pacific with
one Marine Amphibious Brigade (NAB) from that MAF stationed ill
Hawaii. One XADF will remain on the West Coast of the U.S. The
West Coast MAF and the 1st MAB in Hawaii rotate battalio)ns and
squadrons to the Western Pacific. The MAF's in the Western
Pacific and on the West Coast will continue to provide for
forward afloat deployments.
The Reserve Division/Wing Team is prepared on short notice
to augment/reinforue the active structure with additional
capabilities for a major war.
The three active MAFs in the FMF and the Reserve Division/
Wing team will be maintained at a maximum state of readiness
and deployment posture to asrure a capability for rapid and
effective response attywhere in the world to s4apport the national
strategy. The basic concept that links operating forces with
the base structure is the essential requirement to maintain a
base and logistics structure capable of:
- supporting peacetime fnrce and oppr:tional

commitments;
- accommodating rapid expansion to wartime force levels
in the event of mobilizaticn; and,
116:
I|
- waintaining a training and logistics support posture
that will provide sustained suppo.rl for forces commitcoej
overseas under full mobilization conditions.
Rationale for the Location of Major Activities:
3. Ground Combat Elements located at Camp Lejedne, Camp
Pendleton. Camp Butler and Marine Corps Ai- Station Kaneohe Bay
have the .llowing specific requirements:
a. Adequate training areas for both helicopter and over-
the-beach amphibious assault training.
b. Direct rail and highway access to ports of embarkation
(with one way transit time not exceeding four hours), and
across-the-beach out-load capability for all amphibious
shipping.
c. Helicopter shore facilities located to afford direct
embarkation of personnel, equipment and supplies aboard
amphibious shipping at sea from shore based facilities.
d. Light fixed-wing aircraft facilities, helicopter
landing sites, and fixed-wing Vertical/Short Take Off and
Landing (V/STOL) sitas to support air-ground team training
and operations.
e. Adequate facilities for combined arms training to
include impact areas for live firing of organic weapons.
f. Remote areas with suitable beaches and undeveloped
airfield sites for advance deployment training of air-ground
teams.
g. Ready access to established logistics support bases.
h. Sea, air, and beach areas with suitable adjacent

maneuver areas inland for the accomplishment of integrated
Navy/Marine amphibious training and exercises.
2. Aviation Combat Elements have thp following requirements:
a. Fighter and Attack Squadrons (VMFA/VMA) located at
Marine Corps Air Station, Beaufort, Cherry Point, El Toro,
iwakuni, Kaneohe Bay, and Yuma.
(1) A tactical jet air base within 200 wiles of a
,,a•jor operational/tactical base.
I
117
(2) Capability to conduct aircraft carrier
qualifications within 100 miles of a suitable air installation
which can be used in emergency situations such as low fuol
state or fouled deck diverts.
(3) Field mirror landing practice at the field and

other suitable outlying airfields within 100 miles of home
base.
(4) High performance air combat maneuvering (ACM) air

space free from other activity and within 100 miles of home
base.
(5) Sea and air space free from other activity for
safe firing of Sidewinder, Sparrow, or other air-to-air
missles currently in the inventory or those which will be
introduced or tested in the foreseeable future.
(6) Instrumented weapons range, targets and control

facilities free from other activity for safe firing of missle
weapons systems and for special weapons delivery training.
(7) Targets and control facilities for delivery of
air-to-air and air to surface ordnance, and ground, sea, and air
space free from other activity ai I installations for accomplish-
ment of necessary training with conventional ordnance. Targets
within 100 nautical miles of home base. If located greater than
100 miles from home base, a support field with appropriate
facilities will be required to support aviation unit
deployments.
(8) Fixed and moving shore and seaborne targets for
accomplishment of necessary all-weather training with
conventional ordnance and guided stand-off weapons which are
currently available or will be introduced.
(9) Ground Controlled Intercept/Marine Tactical Data

System (GCI/MTDS) units located so as to promote air-to-air
intercept training.
(10) Suitable air space for conduct of aerial

refueling practice.
(11) Adversary aircraft support facilities for ACM

training.
118
b. Marine Utility/Attack Helicopter/Marine Medium
Helicopter/Marine Heavy Helicopter/Marine Observation Squadrons
(HML/A/HMNI/HMH/VMO) located at Marine Corps Air Stations, Tustin,
New River, Futenma, Kaneohe Bay and Camp Pendleton.
(1) A helicopter air station located within 40 miles

of a Marine Division.
(2) High elevation, confined area, landing sites for

training rotary wing pilots.
(3) Protected air space and ordnance target complexes

within 50 miles of home base for training pilots and gunners.
(4) Outlying landing sites within 50 miles of home

base for the conduct of syllabus training including field
carrier landing practice...
(5) Facilities for all-weather training.

(6) Ready access to division training areas for
combined arms and assa.ilt helicopter joint vertical training.
(7) Ready access to helicopter capable amphibious

shipping (LHA/LPH) for the conduct of ship-based training and
operations.
3. Requirements of the Combat Service Support Elements

located at Camp Lejeune, Camp Pendleton, Camp Butler and
Marine Corps Air Station, Kaneohe Bay are as follows:
(1) Access to road and rail for the shipment and

receipt of supplies and equipment to support the MAFs.
(2) Storage and maintenance facilities to provide

the appropriate level of support to operating forces in
garrison and in preparation for deployment.
(3) Sea, air and beach areas with sufficient

training area to exercise command and control, landing
support operations, heavy engineer operations, tactical
motor transport, field medicine as well as supply and
maintenance in a field environment.
4. Marine Corps operating bases for forward deployed units in

Japan and Hawaii generally meet the requirements as stated
previously.
-. .
5. The Marine Corps base at Twentynine Palms, originally
established as an artillery training base and aviation gunnery
range, is now the Marine Corps Air Ground Combat Center
(MCAGCC). Twtentynine Palms' size and location permit
unrestricted ' ring of both artillery and air delivered ordnance.
The Headquartks of the 7th Marine Amphibious Brigade (MAB) and
selected subordinate units are located at Twentynine Palms.
Additionally, this base provides ample space for the maneuver
of mobile-mechanized tash forces. Ten Combined Arms Exercises
are scheduled each year and are conducted by Battalion or larger
size units. The Maxine Corps Cormunications-Electronics School
is also located at Twentynine Palms to take advantage of the
absence of electromagnetic interference and conflicting
electromagnetic transmissions.
6. The Marine Corps has two logistics support activities, one

at Albany, Georgia and the other at-Barstow, California. The
M1arine Corps logistics bases are geographically located to
provide the required direct support to individual FMF's at near
minimum operating and transporation costs. Both are located
in areas of relatively stable labor markets where there is
little competition from other government agencies or the
civilian sector for the required labor skills.
7. The Marine Corps maintains two recruit depots, one at

Parris Island, South Carolina and the other at San Diego,
California. Generally, recruits from the Western half of the
nation are trained at San Diego and those from the East are
trained at Parris Island. Female recruits are trained only at
Parris Island. The geographical locations of the present
depots reduce the travel costs of arriving recruits and of
graduating Marines.
~-1
III. RELATIONSHIP OF EASE STRUCTURE TO FORCE STRUCTURE
The Marine Corps base structure is reflective of the

mission to support its current and projected force structure
levels. It is continually under review for potential mission
changes, economy measures, and other relevant developments.
Not applicable.
GENERAL PURPOSE FORCES (200)
The two FMF Headquarters, Fleet Marine Force, Atlantic at

Camp Elmore, Norfolk, Virginia, and Fleet Marine Force, Pacific
at Camp Smith, Honolulu, Hawaii, are colocated with
Headquarters, Commander-in-Chief, Atlantic and Pacific
respectively, for command, control, and communications
efficiency.
The Marine Corps has three active Marine Amphibious Forces

(MAFs). Two MAFs and a portion of the third MAP are based in
the United States.
I MAF is based on the West Coast with its command element,

and its major ground combat element, the Ist Marine Division
(MARDIV), locatod at Camp Pendleton, California. The 3d Marine
Aircraft Wing (MAW), the aviation combat element of I MAF, has
its fixed wing aviation elements located at Marine Corps Air
Station (MCAS), El Toro, California ond MCAS, Yuma, Arizona.
The helicopter elements of the 3d MAW are located at MCAS,
Tustin, California and at Camp Pendleton. The ]st Force Service
Support Group (FSSG), I MAF's combat service support element is "
located at Camp Pendleton with detachments located at El Toro and
MCAGCC, Twentynine Palms. The Headquarters of the 7th Marine
Amphibious Brigade (MAB), located at Twentynine Palms, California,
is designated to marry up with equipment and supplies embarked
aboard the Maritime Prepositioning Ships-2. The units that
comprise the 7th MAB, are located at Twentynine Palms, Pendleton,
Tustin, and El Toro, California. Also located at MCAGCC, Twenty-
nine Palms are a reinforced infantry battalion, an artillery
battalion, a tank and a LAV Battalion. An expeditionary airfield
has been established to support training at the MCAGCC.
Additionally, I KAF is the follow-on force in the event of a
NATO/Warsaw Pact war or conflict in the Western Pacific area.
II MAP is based on the East Coast. The 2d MARDIV, the

Ground Combat 'Clement of II MAF, is located at Camp Lejeune.
Its Combat Service Support Element, the 2d FSSG is located at Camp
Iejeune with detachments located at Cherry Point and Beaufort.
The 2d MAW, the MAP's Aviation Combat Element, has its fixed wing
aviation units located at MCAS Cherry Point, North Carolina
3nd MCAS Beaufort, South Carolina. The helicopter units are
121
located at MCAS New River adjacent to Camp Lejeune. The
East Coast based MAP is the Marine Corps' primary force in
the event of a NATO/Warsaw Pact war. The headquarters of the
6th Marine Amphibious Brigade (MAB), located at Camp Lejeune,
Forth Carolina, is designed to marry up with equipment and
supplies embarked aboard Maritime Prepositioning Ships-] (MPS-]).
The units that comprise the 6th MAB are located at Camp Lejeune,
Cherry Point, and New R~i-ver, North Carolina and Beaufort,
South Carolina.
III MAP, consisting of ground, aviation, and logistic

components, is headquartered at Camp S. D. Butler, Okinawa,
Japan. Camp Butler is the collective for all Marine Corps
owned camps and facilities which comprise the Marine Corps base
structure on Okinawa. The Ground Combat Element of the 3d
14ARDIV (reinforced) is located at Camp Butler. The Combat Service
Support Element, 3d FSSG, is located at Camp Butler with a detach-
ment located at Iwakuni. The Aviation Combat Element is located
at MCAS Futenma, Japan. The tactical fixed wing aviation
component is based at MCAS lwakuni, Japan. Presently, every
infantry battalion and tactical aviation squadron and detach-
ment in III ANF is deployed to the Western Pacific from either
I MAP, II MAP or the 1st MAB under the Unit Deployment Program.
The forward based III MAP is immediately available for contingency
operations in the Western Pacific. The Ist Marine Amphibious
B.,igade (MAB) may provide additional ground and aviation forces
for. III MAF.
The Ist MAB is stationed at MCAS Kaneohe Bay, Hawaii and

is designated to marry up with equipment on board Maritime
Prepositioning Ships-3 (MPS-3). The ground combat element of the
Brigade consists of the 3d Marine Regiment, Brigade Service
Support Group, and associated support units. The aviation
component of tactical fixed wing aviation and helicopters is
also located at MCAS Kaneohe Bay. Dependents of the deployed
personnel are homnebased at MCAS Kaneohe Bay and require facilities
for their support. The Ist Marine Amphibious Brigade is
inmnediately available for contingency operations throughout the
Western Pacific.
AUXILIARY FORCES (300)
Nct applicable.
122
MISSION SUPPORT FORCES (400)
The Marine Corps Air Ground Combat Center (MCAGCC) was

formerly 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
a combined arms program in order to exercise and evaluate
participating unilts in the command, control, and coordination
of supporting arms. This mission includes providing the
training and guidance for Exercise Forces/Marine Air-Ground
Task Forces (MIAGTFs) in fire support planning and coordination.
To achieve the necessary degree of realism in combat training,
live ordnance, innovative training aids, and tactics and
techniques of the real world opposition forces are used.
Inherent in this mission is the requirement to examine
existing doctrine critically and to provide training opportunities
to identify innovative and more efficient means of accomplishing
the Fleet Marine Force (FMF) mission.
Henderson Hall is located adjacent to Headquarters Marine

Corps in Arlington, Virginia. Henderson Hall provides services
and support to Headquarters Marine Corps, including but not
limited to, enlisted members' billeting and messing, enlisted
and staff non-commissioned officer clubs, post exchange
services, and recreational facilities. Henderson Hall's
collocation with Headquarters Marine Corps increases the
efficiency of the suppcrt services it provides.
The Marine Corps Mountain Warfare Training Center (MCMWTC)

is located at Pickel Meadow in the Toiyabe National Forest,
Mono County, California. The Center provides mission-oriented
individual and unit training supportive of the Marine Corps
contingency missions on the northern flank of NATO, So'ithwest
Asia, and Northeast Asia. The climate and terrain of MCMWTC is
unique, offering high altitude, rugged mountain terrain and
f;evere winter conditions. It is the only such location the
Marine Corps has ready access to in the continental United
States. Mountain and cold weather skills car orly be obtained
by training in the environment. In addition to mountain an'd
cold weather skills, the training emphasizes smnall unit
leadership, teamwork, confidence, and physical toughening which
are applicable to any operational commitment.
123
Caxnp Fuji, Japan provides critical organic weapons
training ranges which are becoming increasingly unavailable on
Okinawa. The training area includes hand grenade, demolitions,
LAAW, mortar, tank, and artillery ranges. It affords the
capability for long range observed fire, tank maneuver, and
full employment of the Marine tank/infantry team. It also
provides a site for cold weather training. It it considered an
essential training area to support the Fleet Marine Force,
Pacific.
Marine Corps Auxiliary Landing Field (MCALF) Bogue is

located in North Carolina between Camp Lejeune and MCAS Cherry
Point. The installation has been altered to accouodate the
Expeditionary Airfield (EAF) program which is the present
mission of the airfield. The installation is divide( into two
geographical areas; a garrison area and an expeditionary area.
The garrison area provides support and services for those - -
personnel in EAF training and for EAF equipment evaluation.

The expeditionary area includes the airfield pavements and is
operated only within the capability o± the installed EAF
equipment to retain as reali-tic a combat environment as
possible. MCALF Bogue is the only installation on the East
Coast that provides training for flight and ground crews and -
for Marine Corps engineer and Naval Construction Battalion
personnel in installacion, maint,.nance, use, and operation
of EAF equipment.
CEN.TRAL SUPPORT FORCES (500)
The Marine Corps hai, logistic support bases in Albany, --

Georgia, and Barstow, California.
The Marine Corps maintains recruit depots at Parris

Island, South Carolina and San Diego, California.
The Marine Corps Combat Development Command (MCCDC)

is located at Quantico, Virginia. MCCDC provides professional
education for Marine Corps officers at the intermediatc and
career level. MCCDC also conducts officer acquisition training
for all Marine Corps officer candidates and infantry initial
skill training for newly commrissioned officers. Additionally,
L4CCDC provides communications initiail skill and skill progression
training for Marine Corps officers, and computer sciences
initial skill training for Marine Corps officer and enlisted
personnel. In addition, MCCDC develops the doctrine, tactics,
techniques, and equimrnent employed by landing forces in
1.24
amphibious operations and exercises academic supervision
over all Marine Corps formal schoolc. The Marine Securit-y
Guard Battalion is also located at MCCDC and is charged with
the training of Marine Corps security personnel for duty
with the Department of State.
Marine Corps Air Facility (MCAF), Quantico provides

maintenance and support facilities for HMX-I. HMX-I provides
helicopter support for the President of the United States, the
Vice President, members of the Cabinet, and foreign
dignitaries. MCAF, Quantico is situated within easy supporting
distance of the Capitol.
INDIVIDUALS (600)
Not applicable.
15
!6
i-
_o , ;6
IV. BASE OPERATIONS SUPPORT COSTS
A summary of the estimated FY 1989 Base Operations Support

Costs follows.
126
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V. ACTIONS TO REDUCE ANNUAL BASE OPERATIONS COSTS
The Marine Corps continues to pursue all means available to

'-,duce base operations costs, including:
1. Increased maintenance of real property (MRP) funding

in order to inhibit the growth of the cost of reducing the
backlog of maintenance and repair (BMAR).
2. Implementation of audit findings in order to obtain

recommended savings.
3. The Marine Corps is complying with the energy

conservation program in DOD and has instituted a Marine
Corps energy investment program. Both of these efforts result
in cost avoidance and reduced requirements in base operating
Costs.
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 Program.
7. The Marine Corps Air Station (MCAS) El Toro and Iwakuni,

Marine Corps Base, Camp Lejeune and the Marine Corps Logistics
Base (MCLB) , Albany are currently participating in the Office of
the Secretary of Defense sponsored Model Installations Program
which is designed to improve management efficiency of Base
Operations Support.
128_
SECTION VI
MARINE CORPS BASE STRUCTURE
129
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D DEPARTMENT OF DEFENSE

BASE STRUCTURE REPORT

FEBRUARY 1988 "M

OFFICE OF THE ASSISTANT SECRETARY OF DEFENSE

fE6!WRYLUTON B A~ThE2 Ai?

FISCAL YEAR 1989

OFFICE OF THE ASSISTANT SECRETrARY OF' DEFENSE

(PRODUCTION AN4D LOGISTICS)

CHAPTER ONE INTRODUCTION PAGE

Section I. Reporting Requirements 1

Section II. Content and Organization 2

Section III. Service Base Structure Chapters 2

Section IV. Base Operating Support Costs 3

Section VI. Statistical Summary and Abbreviations 5

CHAPTER TWO ARMY BASE STRUCTURE

Section II. Base Structure Overview 13 I

Section III, Relationship of Base Structure to 17

Section IV. Base Operations Costs 24

Section V. Actions to Reduce Base Operating 26

Section VI. Army Base Structure 29

Section II. Base Structure Overview 48

Section III. Relationship of Base Structure to 50

Section IV. Base Operations Support Costs 54

Section V. Actions to Reduce Base Operations 56

Section VI. Navy Base Structure 57 -

CHAPTER FOUR AIR FORCE BASE STRUCTURE

Section II. Base Structure Overview 75

Section III. Relationship of Base Structure to 81

Section IV. Base Operating Costs 87

Section V. Actions to Enhance Efficiencies and 87

Section VT. Air Force Base Structure 91

CHAPTER FIVE MARINE CORPS BASE STRUCTURE

Section I. Introduction 115

Section II. Base Structure Overview 116

Section IIY. Relationship of Base Structure to 121

Section V. Actions to Reduce Annual Base 128

Section VI. Marine Corps Base Structure 129

TABLE TITLE PAGE

I Department of Defense Real Property Summary 6

II Summary of DoD Installations 7

III Summary of-Base Operating Support Costs 8

V Installation Defense Planning and Programming 12

Vi Army Base Operating Support Costs 25

VII Summary of Number of Army Inatallations 30

VIII Navy Base Operating Support Costs 55

IX Summary of Number of Navy Installations 58

X Air Force Base Operating Support Costs 90

XII Marine Corps Base Operating Support Costs 127

XIII Summary of Number of Marine Corps Installations 130

Military installations are vital to the nation's security, and

The worldwide military base structure supports our defense-

The Base Structure Report is prepared by the Department of

A written report on DoD base structure is required to be

The Base Structure Repo1rt has been prepared to provide an

III. MILITARY SERVICE LIASE STRUCTURE CHAPTERS

Each Military Service provides a narrative description of its

II Base Structure Overview

III Relationship of Base Structure to Force Structure

IV Base Operating Support Costs

VI Service Base Structure

Each installation entry includes a category code (1, 2, or 3)

IV. BASE OPZRATING SUPPORT COSTS

All base operating support, either directly or indirectly,

follows provides a reasonable and uniform basis for reporting the