Documentos de Académico
Documentos de Profesional
Documentos de Cultura
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•" DTIC
FOR
*
MARCH 1988
PREPARED BY
.0--
Section V. Conclusion 4
Section I. Introduction 13
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 I. Introduction 47
Section I. Introduction 73
.1
-
LIST OF TABLES
IV List of Abbreviations 9
iii
" !I
CHARTER -ONE
INTRODUCTION
I. REPORTING REQUIREMENT - -
1J
.I
II. CONTENT AND ORGANIZATION
3 "a
V. CONCLUSION
4
SECTION VI. STATISTICAL SUMMARY AND ABBREVIATIONS
A
41
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TABLE IV
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
IDPP # CATEGORY
Strategic Forces
101 Strategic
103 Intelligence and Communications
105 Guard and Reserve
106 Research and Development
Auxiliary Forces
12
CHAPTE Ta
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
-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 __
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.
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.
=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
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
-I
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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.
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
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4 0" - 4
CHAPTER THREE
I. INTRODUCTION
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.
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.
II
-49_
III. RELATIONSHIP OF BASE STRUCTURE TO FORCE STRUCTURE
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.
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.
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.
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.
INDIVIDUAL (600)
None.
53S
IV. BASE OPERATIONS SUPPORT (BOS) COSTS FOR FY 1989
:I
54-=i
NAVY
BASE OPERATING SUPPORT COSTS
$ Millions
Fifty US Territories/ Foreign/
Major Defense Program States Possessions Overseas Total
Airlift/Sealift -- -- -- --
Central Supply
& Maintenance 1371.3 27.9 46.4 1445.6
Administration &
Associated Activities 138.5 -- 2.8 141.3
55
V. ACTIONS TO REDUCE BASE OPERATIONS SUPPORT (BOS) COSTS
56
SECTION VI
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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. -
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.
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.
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
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.
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.
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.
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 __
- Basing Requirements
- 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.
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
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
89t
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SECTION VI
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CHAPTER FIVE
MARINE CORPS BASE STRUCTURE
I. INTRODUCTION
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.
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.
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.
(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.
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.
-. .
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.
~-1
III. RELATIONSHIP OF EASE STRUCTURE TO FORCE STRUCTURE
Not applicable.
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.
Nct applicable.
122
MISSION SUPPORT FORCES (400)
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.
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.
INDIVIDUALS (600)
Not applicable.
15
!6
i-
_o , ;6
IV. BASE OPERATIONS SUPPORT COSTS
126
p I
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V. ACTIONS TO REDUCE ANNUAL BASE OPERATIONS COSTS
128_
SECTION VI
129
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