EP 1105-3-1
19 January 2009
PLANNING
BASE CAMP DEVELOPMET I THE
THEATER OF OPERATIOS
EGIEER PAMPHLET
Approved for public release; distribution is unlimited.
AVAILABILITY
Electronic copies of this and other U.S. Army Corps of Engineers publications are
available on the Internet at <http://www.usace.army.mil/inet/usace-docsl>. This site is the
only repository for all official USACE engineer regulations, circulars, manuals, and other
documents originating from HQUSACE. Publications are provided in portable document
format (PDF).
DEPARTMENT OF THE ARMY EP 1105-3-1
U.S. Army Corps of Engineers
CEMP-OP Washington, DC 20314-1000
Pamphlet
No. 1105-3-1 19 January 2009
Planning
BASE CAMP DEVELOPMENT IN THE
THEATER OF OPERATIONS
Protecting and enhancing the life, health, safety, and quality of life of the service member
is at the heart of the United States Army Corps of Engineers (USACE) military support
mission. As a part of that mission, the Corps of Engineers and all members of the
engineer family stand ready to provide vital planning, engineering expertise, and other
support to the operational Army, military Services, and other federal agencies. In so
doing, the Corps provides direct support and benefit to Soldiers and members of other
services, as well as allied and coalition nations and citizens of host nations (HNs)
wherever there is a dedicated U.S. interest or presence. Base camp development is an
example where USACE leadership and expertise have become a recognized and highly
valued resource. Our support to combatant commanders (CCDRs) in this area ensures
that base camps can act as power projection platforms throughout full spectrum
operations while allowing the promulgation of the operational mission intent in a most
effective, efficient, and sustainable manner that enables force protection and
augmentation of the CCDR's mission assets. As part of our effort in supporting this
mission, we have developed this engineering pamphlet (EP) to support base camp
development. While this pamphlet can be used by an experienced military planner as a
base camp development planning resource, its primary purpose is to provide a more
detailed discussion of the topics presented in the USACE Base Camp Development
Planning (BCDP) Course. It provides the user an overview of base camp development
planning; one of the five considerations and processes that contributes to the overall
lifecycle of base camp development (see field manual [FM] 3-34.400). It does not
specifically address design, construction, operations (sustainment), or closure/turnover
considerations beyond the planning process. While there are many specialties and
functions associated with successful base camp planning and development, this pamphlet
focuses primarily on the engineer-specific areas of base camp planning. Finally, this EP
is not specific to any single functional or geographic combatant command; it provides
general planning guidance that the user must analyze, refine, coordinate and, ultimately,
adapt to meet the CCDR's guidance and needs.
1. Purpose. This pamphlet fills a fundamental role in meeting this mission requirement
and establishes a process for—
• Selecting suitable base camp locations while coordinating with CCDRs, the
U.S. Department of State (DOS), the Federal Emergency Management
Agency (FEMA), other federal agencies as appropriate, and the HN.
• Planning and documenting the detailed actions needed for a properly located
and sized base camp that consider related land areas, facilities, utilities, and
other factors to provide service members with the safest, healthiest, and best
living and working conditions in the theater of operations (TO).
• Planning and executing the cleanup and closure of a base camp in a manner
that meets U.S. and HN standards or those approved by the theater command.
2. Applicability. This pamphlet applies to all Headquarters, USACE (HQUSACE)
elements and all USACE commands having responsibility for or a role in supporting the
planning, development, or establishment of a base camp as directed by the appropriate
authority within the U.S. government.
3. Distribution Statement. Approved for public release; distribution is unlimited.
4. References. Required and related references are at Appendix A.
5. Explanation of Acronyms and Terms. Doctrinal acronyms and special terms used in
this pamphlet are explained in the glossary. Many terms used by service members to
describe a base camp, however, have not yet been incorporated in the lexicon of current
joint and Army doctrine. For this pamphlet, the term base camp may, in some cases, have
applicability to some of the following terms: advanced operations base, forward
operations base, forward operating base, main operations base, base of operations
(specifically a designated facility), base, facility (where it applies to contingency support
operations), base complex, base development, forward logistics base, logistics base,
staging base, lodgment area, special forces operations base, bare base, enemy prisoner
of war (EPW) facilities, fire base, contingency operation base, contingency operation
site, contingency operation location, main operating base, forward operating site,
cooperative security locations, and convoy support centers.
I heartily endorse this document. Use it to enhance your knowledge and improve our
collective capability to meet this vital mission requirement.
FOR THE COMMANDER:
9 Appendices STEPHEN L. HILL
(See Table of Contents) Colonel, Corps of Engineers
Chief of Staff
• Planning and documenting the detailed actions needed for a properly located
and
sized base camp that consider related land areas, facilities, utilities, and
other factors to provide service members with the safest, healthiest, and best
living and working conditions in the theater
of
operations (TO).
•
Planning and executing the cleanup and closure
of
a base camp in a manner
that meets
U.S. and
HN
standards
or
those approved
by
the theater command.
2.
Applicability. This pamphlet applies to all Headquarters,
USACE
(HQUSACE)
elements and all USACE commands having responsibility for
or
a role in supporting the
planning, development, or establishment
of
a base camp as directed
by
the appropriate
authority within the
U.S. government.
3. Distribution Statement. Approved for public release; distribution is unlimited.
4. References. Required and related references are at Appendix A.
5. Explanation
of
Acronyms and Terms. Doctrinal acronyms and special terms used in
this pamphlet are explained in the glossary. Many terms used
by
service members to
describe a base camp, however, have not yet been incorporated in the lexicon
of
current
joint
and
Army
doctrine. For this pamphlet, the term base camp may, in some cases, have
applicability to some
of
the following terms: advanced operations base, forward
operations base, forward operating base, main operations base, base
of
operations
(specifically a designated facility), base, facility (where it applies to contingency support
operations),
base complex, base development, forward logistics base, logistics base,
staging base, lodgment area, special forces operations base, bare
base,
enemy prisoner
of
war (EPW) facilities, fire base, contingency operation base, contingency operation
site, contingency operation location, main operating base, forward operating site,
cooperative security locations, and convoy support centers.
I heartily endorse this document. Use it to enhance your knowledge and improve our
collective capability to meet this vital mission requirement.
FOR
THE
COMMANDER:
9 Appendices
(See Table
of
Contents)
lt\\Jl
)~PHEN
L. HILL
Colonel, Corps
ofEngineers
Chief
of
Staff
i
DEPARTMENT OF THE ARMY EP 1105-3-1
U.S. Army Corps of Engineers
CEMP-OP Washington, DC 20314-1000
Pamphlet
No. 1105-3-1 19 January 2009
Planning
BASE CAMP DEVELOPMENT IN THE
THEATER OF OPERATIONS
TABLE OF CONTENTS
Paragraph Page
Chapter 1. Introduction to Base Camps
The Operational Environment ............................................. 1-1 1-1
The United States Army ...................................................... 1-2 1-2
General Overview of Bases ................................................ 1-3 1-2
History of Base Camps ....................................................... 1-4 1-4
Types, Functions, and Construction Standards of Base
Camps ............................................................................. 1-5 1-5
Operational Challenges Associated with Base Camps ........ 1-6 1-14
Chapter 2. The Base Camp Development Planning Process
Introduction.......................................................................... 2-1 2-1
Description of the Base Camp Development Planning
Process ............................................................................. 2-2 2-1
Overview of Base Camp Planning Considerations.............. 2-3 2-5
Chapter 3. The Military Decision-Making Process and Master Planning
Process Relationship to Base Camp Development Planning
Introduction.......................................................................... 3-1 3-1
The Base Camp Development Planning Process and the
Military Decision-Making and Master Planning
Processes......................................................................... 3-2 3-1
Chapter 4. Preliminary Planning
Introduction.......................................................................... 4-1 4-1
Analyzing the Mission Statement and the Operation
Order ................................................................................ 4-2 4-2
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ii
TABLE OF CONTENTS (Continued)
Paragraph Page
Analyzing the Supported Unit's Mission and
Requirements .................................................................. 4-3 4-4
Base Camp Allowances and Standards................................ 4-4 4-9
Operationally Related Variables.......................................... 4-5 4-9
Chapter 5. Location Selection
Introduction.......................................................................... 5-1 5-1
Location Selection Considerations ...................................... 5-2 5-2
The Interrelationship Between the United States
and the Host Nation ........................................................ 5-3 5-3
General and Special Considerations .................................... 5-4 5-8
The Location Selection Team .............................................. 5-5 5-10
Acquiring and Managing Location Selection Information.. 5-6 5-18
The Location Selection Process (In Country)...................... 5-7 5-20
The Location Selection Record............................................ 5-8 5-22
Review and Approval of the Location Selection
Record............................................................................. 5-9 5-24
Chapter 6. Land Use Planning
Introduction.......................................................................... 6-1 6-1
The Land Use Planning Process .......................................... 6-2 6-2
Steps for Land Use Planning................................................ 6-3 6-2
Chapter 7. Facilities Requirements Determination
Introduction.......................................................................... 7-1 7-1
The Facilities Requirements Development Process............. 7-2 7-2
The Tabulation of Existing and Required Facilities ............ 7-3 7-7
Final Review and Approval ................................................. 7-4 7-9
Chapter 8. Selected Infrastructure Topics
Introduction.......................................................................... 8-1 8-1
Sanitation ............................................................................. 8-2 8-1
Water Supply ....................................................................... 8-3 8-3
Energy.................................................................................. 8-4 8-4
Solid Waste.......................................................................... 8-5 8-6
Protection Considerations.................................................... 8-6 8-9
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iii
TABLE OF CONTENTS (Continued)
Paragraph Page
Chapter 9. General Site Planning
Introduction.......................................................................... 9-1 9-1
The Base Camp Development Site Plan .............................. 9-2 9-2
How to Prepare the Base Camp Development Site Plan ..... 9-3 9-2
Utility and Other Supplemental Plans.................................. 9-4 9-6
The Action Plan ................................................................... 9-5 9-8
How to Prepare the Base Camp Development Site Plan
Action Plan...................................................................... 9-6 9-8
The Review and Approval Process...................................... 9-7 9-10
Chapter 10. Base Camp Cleanup and Closure
Introduction........................................................................... 10-1 10-1
Legal Requirements and Considerations .............................. 10-2 10-2
Operational Considerations Related to Base Camp
Cleanup and Closure ........................................................ 10-3 10-3
Executing Base Camp Closure.............................................. 10-4 10-6
The Base Camp Cleanup and Closure Archive..................... 10-5 10-8
Environmental Consideration ............................................... 10-6 10-10
Appendix A - References.......................................................................................... A-1
Appendix B - Decision Briefing Format to Support the Military
Decision-Making Process .............................................................B-1
Appendix C - Sample Documents to Support Preliminary Planning.........................C-1
Appendix D - Sample Documents to Support Location Selection ........................... D-1
Appendix E - Sample Documents to Support Land Use Planning ............................E-1
Appendix F - Sample Documents to Support Facility Requirements
Determination................................................................................F-1
Appendix G - Sample Documents to Support General Site Planning ..................... G-1
Appendix H - Sample Documents to Support Base Camp Cleanup and
Closure ......................................................................................... H-1
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iv
TABLE OF CONTENTS (Continued)
Page
Appendix I - Selected Environmental Considerations Associated With
Base Camp Planning, Operation, Cleanup, and Closure.................I-1
Glossary ........................................................................................................Glossary-1
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1-1
CHAPTER 1
Introduction to Base Camps
1-1. The Operational Environment. U.S. military forces conduct operations against, and
alongside, state and nonstate participants in all regions of the globe. These operations
cover the full spectrum of conflict, from stable peace, through unstable peace, to
insurgency and general war (see Figure 1-1 and FM 3-0). Within this spectrum,
operational themes may be used to describe the dominant major operation or phase of the
campaign within the land force commander's area of operation (AO). Limited
intervention, peace operations, irregular warfare, and major combat operations are those
themes that are related to insurgencies and general war.
Figure 1-1. The spectrum of conflict
a. The Army’s operational concept, as detailed in FM 3-0, is called full spectrum
operations. This refers to the Army’s ability to combine offensive, defensive, stability,
and civil support operations, simultaneously. The first three of these pertain primarily to
U.S. military operations in foreign countries. The last, civil support operations, pertains
only to support provided to civil authorities, such as disaster relief and border security,
conducted within the United States.
b. The Army has long defined offensive and defensive operations. While
conducting stability operations has been the predominant mission throughout its
existence, the Army has only recently established stability operations as a core Army
mission (see FM 3-0). Joint Publication (JP) 3-0 defines stability operations as an
overarching term encompassing various military missions, tasks, and activities conducted
outside the United States in coordination with other instruments of national power to
maintain or reestablish a safe and secure environment, provide essential governmental
services, emergency infrastructure reconstruction, and humanitarian relief. The
recognition of stability and civil support operations as core components of the Army
mission has greatly impacted how the Army views itself, trains, and conducts operations.
c. In addition to the full recognition of stability and civil support missions, the
Army now places greater emphasis on joint operations involving all U.S. military Service
branches; multinational operations with allied and coalition forces; and interagency
coordination with various U.S. and HN governmental and nongovernmental (NGO)
agencies. Cooperation with these entities, along with the expanded role of civilian
EP 1105-3-1
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1-2
contractors, has numerous implications for the planning and conduct of operations. The
Army seldom plans and conducts operations strictly with Army assets. It now plans for
and integrates all of the applicable components of national power into its missions.
1-2. The United States Army. The U.S. Army is the primary land component of the U.S.
Armed Forces. It is a force which continually evolves to meet strategic, operational,
tactical, and organizational challenges. The Army’s current period of evolution, generally
referred to as Transformation, has changed the Army from a forward deployed force
based largely in Europe and Asia, to a force based primarily within the United States.
Organizationally, the Army has transitioned from a division centric to a brigade centric
force. This force is more modular than the previous Army structure and enables the Army
to better deploy only the specific assets required to conduct and support a given mission.
Further developments of lighter and more sustainable equipment are also making the
Army faster and better organized and equipped to conduct operations with a smaller
logistics footprint. In addition to implications regarding equipment, training, and
personnel, Transformation has required the Army to adopt an operational mind-set that is
expeditionary and campaign focused.
a. Expeditionary capability is the ability to promptly deploy combined arms forces
worldwide into any operational environment (OE) and operate effectively upon arrival.
Expeditionary operations require the ability to deploy quickly with little notice, shape
conditions in the operational area, and operate immediately on arrival (see FM 3-0).
Expeditions are conducted on short notice and are of generally limited scope and
duration. The forces involved are closely tailored to meet the requirements of the
expedition in order to reduce the overall support requirements.
b. Campaign capability is the ability to sustain operations as long as necessary to
conclude operations successfully (see FM 3-0). Campaigns are sustained operations, quite
often evolving from expeditions, which may have changing missions and requirements.
They require significant commitments of assets and a robust infrastructure to support and
sustain them.
c. U.S. forces conducting expeditions and campaigns from forward deployed
locations will seldom have the luxury of conducting their missions from established
installations. They will most often operate from base camps (the generic term for a
variety of types of facilities) with a variety of construction standards and facilities. These
camps may be already established in nations adjacent to the operational area, or they may
be established once the operation has begun. Depending on the situation, base camps may
be planned from the start of the mission but typically evolve over time in response to
emerging mission requirements.
1-3. General Overview of Bases. A base is a locality from which operations are projected
or supported (JP 3-10). Army bases overseas typically fall into two general categories:
base camps and permanent bases or installations. A base can contain one or multiple units
EP 1105-3-1
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1-3
from one or more Services. It has a defined perimeter and established access controls, and
it takes advantage of natural and man-made features.
a. Base camps. A base camp is an evolving military facility that supports the
military operations of a deployed unit and provides the necessary support and services for
sustained operations. Base camps are typically designed to be used for short- to mid-term
periods, generally from a few months to a few years. They have a limited number of fixed
facilities constructed and typically have a well-defined perimeter and controlled access.
These facilities include various types of housing; sanitation; command and control (C2);
morale, welfare, and recreation (MWR); and supporting logistics infrastructure. These
facilities may include new or prefabricated construction and make maximum use of any
existing structures (with and without repair or modification). They are usually established
to support a specific mission or operation for an extended period of time and are closed at
the conclusion of that operation. These missions may include offensive, defensive,
stability, or civil support. Base camps are subject to a broad range of construction,
facility, and environmental standards, depending on the camp’s anticipated life span,
population, function, governing documents (for example, Central Command Regulation
[CCR] 415-5 [the Sand Book] or the Base Camp Facilities Standards for Contingency
Operations [the Red Book]), location, and the tactical and political situation.
b. Installations. An installation is a permanent location, designed and built for use
over the long term (decades). Installation facilities are generally designed and built by
civilian contractors according to U.S. construction standards. They are considered to be,
and are managed as, real property and are subject to strict and well-established design,
construction, management, and environmental regulations. Facilities on installations in
foreign countries typically match those found on installations within the United States
and are subject to a separate set of published standards. Installations are generally
managed, or experience a high degree of oversight, by civilians within Department of
Defense (DOD) agencies.
c. Base camps established for several years may evolve into installations. Often,
however, there is no clear point when this occurs. At either end of the time line (short-
term or long-term) the differences will be fairly clear. In the midterm, however, the
quality of life, construction, and environmental standards between base camps and
installations may experience significant overlap.
d. Base camp planners assist in the location, design, construction, and cleanup and
closure of base camps that support military forces or government organizations across the
spectrum of conflict. The BCDP process involves the integration of base camp types,
functions, allowances, and construction standards with the commander’s (customer’s)
requirements, resources, and available terrain. As such, base camps are not easily defined
entities. They are developed to meet various (sometimes competing) requirements, come
in all shapes and sizes, and integrate many similar characteristics. Above all, a base camp
is a physical location that provides forces (military or otherwise) with a secure, functional
EP 1105-3-1
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1-4
location from which to conduct and sustain operations while providing an adequate
quality of life for its occupants.
1-4. History of Base Camps. Military forces have used base camps in various forms
throughout history. They were used for essentially the same purposes that they are
today—as temporary and secure locations to conduct and support operations. As with
today, they sometimes evolved into permanent installations that affected the local
political and economic situation on a long-term basis.
a. The Roman Legions established base camps that provided fortified locations
from which to support operations or to fall back on in emergencies. Scouts moved ahead
of the line of march to locate defensible locations with access to adequate food and water
supplies and transportation networks. These camps enabled the Roman forces to establish
secure bases to operate from, influence and control the local populations, conduct nation
building, and secure their lines of communication (LOC). In some cases the locations of
these camps were ultimately transformed into cities. The remains of other camps can still
be found today.
b. Throughout its history, the U.S. military has employed base camps in support of
operations. The Civil War saw a rise in the specialization of camps developed to meet
specific missions. Some camps were established for support operations, while others
were established specifically for combat operations. States established camps of
instruction where new recruits were equipped and received their initial training before
joining the forces that were engaged in active operations. Other camps were established
primarily as logistics bases to store supplies and forward them on to the armies in the
field. These armies would often establish temporary camps in support of their current
operations or winter camps where they would rest and train until the opening of the
campaign season in the spring. Other small camps and earthwork forts were established
to secure key terrain and LOC against enemy raids and insurgent groups. The standards at
all of these camps varied, depending on the length of the mission, the type of forces
deployed, the level of threat, and other aspects of the tactical situation.
c. On the frontier, the U.S. Army was faced with policing, protecting, and exploring
a large geographic area with limited personnel and resources. Permanent installations,
generally referred to as forts, were located at key locations such as harbors, river
crossing, and road networks. These installations often included buildings constructed of
brick and stone, well-developed fortifications, and housing for Soldiers and their families.
From these installations, a network of smaller camps and depots was established where
small detachments of personnel could secure LOC, conduct patrols, and provide a
“presence” to reassure the local populations. A variety of local materials was used in their
construction, and quality of life for the Soldiers using them was diverse.
d. During the Vietnam War, base camps became the focal point of operations and
not just a means of supporting the troops in the field. While continuing to perform their
historic support function, base camps were essential for providing security for local
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1-5
populations. They were used as air bases for helicopter operations, patrol bases for forces
operating against the enemy, and fire support bases for artillery support. These camps
varied in size from the main division bases and airfields, often constructed with HN and
contractor assistance, to the smaller fire support and patrol bases that were constructed by
military personnel.
e. U.S. forces are presently deployed in base camps throughout the world. As with
camps throughout history, they vary in size and in quality of life based on the situation.
The OE has, however, made some changes in the appearance and operation of these base
camps. Compared to the camps of the past, they frequently have an improved quality of
life and are often subject to more stringent construction and environmental standards.
They also have a greater DOD civilian and civilian contractor presence.
1-5. Types, Functions, and Construction Standards of Base Camps. Base camps are
established to support a variety of missions across the full spectrums of conflict and
operations. Base camps are broadly defined by type and function, with facilities and
standards (construction, quality of life, and environmental) based on the camp’s
anticipated life span and population. The type of base camp provides a general idea of its
purpose and location in relation to the operation that it supports. The base camp's
function more narrowly defines its purpose and provides a better idea of the types of
facilities required in order to be effective. The anticipated life span further delineates the
base camp and helps to define the required standards and allowances.
a. Regardless of the type or function of base camp, the basic BCDP process and
sound engineering and master planning principles remain the same. As with any engineer
product, the end product is a reflection of the customer’s requirements, the “on the
ground” reality, and resource constraints. Ultimately, it is the responsibility of the CCDR
to determine the exact construction type based on locations, materials available, and other
factors to include specified standards (see FM 3-34, FM 3-34.400, and JP 3-34). The final
product, in terms of facilities and standards, is driven by the following five areas:
• Type and function of the camp.
• Anticipated base camp population (initially and follow-on occupation if
known).
• Anticipated camp life span.
• Standards used (Red Book, Sand Book, and others).
• Other command guidance (operation orders [OPORDs], operation plans
[OPLANs], and other directives). Security considerations will always be
integrated into planning guidance.
b. Types of base camps. Base camps consist of intermediate staging bases (ISBs)
and forward operating bases (FOBs) (FM 3-0). These are the two most common types of
base camps in support of military operations, but they are not the only possible variants
of base camps.
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(1) An intermediate staging base is a tailorable, temporary location for staging
forces and sustainment and extraction into or out of an operational area (JP 3-34). An ISB
is located close to the AO but out of the range of most enemy fires and political
influence. It allows forces to deploy, prepare, and train for operations. It is typically
located near developed airports, seaports, and/or other transportation facilities to allow
forces to deploy and redeploy with their equipment. It requires sufficient space for force
beddown to include surge capacity to handle rotating forces, equipment staging, and
necessary training areas. As with other bases, standards and allowances are determined
by the anticipated camp life span and population. These may include standards for
personnel assigned as long-term camp residents and separate standards for personnel who
are rotating through the base.
(2) Another type of base camp, a forward operating base, is an area used to support
tactical operations without establishing full support facilities (FM 3-0). While FOBs
range from small outposts to complex, large structures encompassing joint, interagency,
and multinational forces, they are primarily end users in the supply chain, oriented upon
the mission rather than sustainment. They are established to extend C2 or
communications, or provide local support for training and tactical operations.
Commanders may establish a FOB for temporary or longer operations. The FOB may
include an airfield or unimproved airstrip, an anchorage, or a pier along with other
logistics support infrastructure.
c. Functions of base camps. Base camps may be developed for a specific function or
may serve several functions. These functions determine what types of facilities are
required to support operations. While an ISB, by definition, has a specific function to
perform, FOBs may be developed for different purposes. A FOB may operate as a
multifunctional main operations base, a primarily tactical base, a logistics base, or in
support of training or civil-military operations. FOBs may also be established to support
humanitarian assistance and civil support missions. These base camp functions are not
specifically defined by doctrine, but do serve as a general guide to determine base camp
location and facility requirements. This section provides an overview of some of the key
characteristics of base camps that perform specific functions.
(1) Intermediate staging base. An ISB functions as a location where military forces
can stage into and out of the operational area. While generally similar to an FOB, it
includes the specific requirement to be able to handle the deployment and redeployment
of significant numbers of personnel and equipment, often over repeated rotations during a
period of several years. An ISB may serve as a “warm” base, where the infrastructure has
been developed to support possible contingency operations in a specific theater of
operations. A “warm” base generally has the capacity to support a large influx of
personnel and equipment and may have equipment and vehicles stored on location to
support operations and training. There will often be a small military and civilian force on-
site to maintain the base and the equipment until needed.
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(a) Size: Varies with the anticipated requirement, but may include the capacity for
up to several thousand personnel on-site at any given time.
(b) Location:
• Near the anticipated area of operations, but outside of the range of most
enemy fires and political influence.
• Close to airports and seaports (depending on the anticipated means of
deploying forces into theater).
• Close to road and rail networks to allow the rapid flow of personnel and
equipment.
(c) Base facilities:
• Housing. Adequate for the anticipated number of personnel (to include surge
requirements), generally consisting of buildings or modular/container units for
personnel assigned to the camp and tents for rotating personnel.
• Sanitation. Porta-johns up to a central sewer, depending on the camp location
and life span.
• Power. Usually provided by large on-site commercial generators or one or
more of the other Services' prime power units such as the Army 249th Prime
Power Battalion. In some cases, bases may use a central power plant or the
existing civilian electric grid.
• Fuel. Possibly extensive fuel support systems to include military- and civilian-
operated fuel bladders and below and aboveground fuel storage tanks.
• Water. Bulk water distribution, possibly including reverse osmosis water
purification units (ROWPU) or drilled wells.
• Aviation. Generally helicopter landing pads up to operational airfields,
depending on ISB location.
• Logistics. May include extensive warehousing and long-term, climate-
controlled vehicle storage and maintenance sites. Will generally have the
capacity to assist with sustaining military operations in the AO.
(d) Service member services:
• Medical. May include up to combat support hospitals with dental care. May
include a smaller medical clinic for personnel assigned to a “warm” base with
the ability to support rotational personnel.
• MWR. Depending on the length of time personnel may occupy the base, may
include up to theater facilities, post exchange (PX), internet cafés, long
distance phone service, ball fields, gyms, and organized recreation events.
• Other services. Finance, legal, and postal services and education or learning
centers may be available, based on the size and life span of the camp. Bath
and laundry services may include both military and civilian (tents, trailers, or
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new construction). Dining facilities (DFACs) will generally be operated by
contractors; however, military food service personnel may be required
initially.
(2) Forward operating base (main operations base). A FOB functioning as a main
operations base will have a robust infrastructure to support a wide variety of missions. It
provides a base from which tactical forces can conduct and sustain operations. It will
generally include extensive service member support facilities and services and will often
include aviation facilities. In some circumstances, military training, civil affairs missions,
and even the capacity to support civilian political functions and NGO activities may be
included. Close coordination with the customer is essential to determine necessary
requirements and standards.
(a) Size: Varies with the anticipated requirement, but may include the capacity for
up to several thousand personnel on-site at any given time.
(b) Location:
• Adequate available land area, often with existing structures that can be
integrated into the camp.
• Close to, or including, aviation facilities.
• Close to, or including, seaport facilities.
• Close to road and rail networks to allow the rapid flow of personnel and
equipment.
• May be based on the tactical situation; however, the ability to support and
sustain operations will probably be more important than tactical requirements.
(c) Base facilities:
• Housing. Adequate for the anticipated number of personnel (to include surge
requirements), up to and including new construction of buildings (based on
camp life span).
• Sanitation. Porta-johns up to central sewer (and possibly portable sewer
treatment plants), depending on the camp location and life span.
• Power. Usually provided by large on-site generators (commercial, Army
prime power, or other Service power units), but some bases in developed
countries may use a central power plant or the existing civilian electric grid.
• Fuel. Possibly extensive fuel support systems to include military- and civilian-
operated fuel bladders and below and aboveground fuel storage tanks
• Water. Bulk water distribution, possibly including ROWPUs or drilled wells.
• Aviation. Generally helicopter landing pads up to operational airfields,
depending on location.
• Logistics. Includes extensive warehousing and material handling capability.
Must have the capacity to sustain military operations in the AO.
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(d) Service member services:
• Medical. May include up to combat support hospitals with dental care.
• MWR. Depending on the length of time personnel may occupy the base, may
include up to theater facilities, PX, internet cafés, long distance phone service,
ball fields, gyms, and organized recreation events.
• Other services. Finance, legal, and postal services may be available, based on
the size and life span of the camp. Bath and laundry services will generally
include military and/or civilian assets (tents, trailers, and possibly new
construction). DFACs will generally be operated by contractors; however,
military food service personnel may be required initially.
(3) Forward operating base (tactical base). A FOB may operate primarily as a base
from which tactical operations are conducted. It provides a secure location and will
generally have only enough logistics capacity to support the force occupying the camp.
There is a great degree of variability based on the size, duration, and tactical situation.
(a) Size: Highly variable based on the size of the force, but will generally be from
company (100) to brigade strength (3,000 to 5,000 with reinforcement and additional
sustainment assets).
(b) Location:
Based primarily on the tactical situation (with respect to the mission
requirements as well as the ability to defend the base).
Ability to sustain operations is a secondary (but still important) consideration.
(c) Base facilities:
Housing. Adequate for the anticipated number of personnel (to include limited
surge requirements), generally consisting of tents and the use of existing
structures but may include prefabricated housing (trailers) and limited new
construction.
Sanitation. Generally burn out latrines and porta-johns, but possibly sewer
lagoons or portable sewer treatment plants.
Power. Tactical generators up to large on-site generators (commercial or
Army prime power).
Fuel. Organic unit fuel trucks and possibly military (and perhaps civilian
contractor) bulk fuel bladders.
Water. Unit water trailers and bottled water. ROWPUs or drilled wells may be
located on some sites.
Aviation. Generally helicopter landing pads up to operational airfields,
depending on location.
Logistics. Generally limited to sustaining military operations in the unit’s AO,
but may include some more extensive facilities.
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(d) Service member services:
Medical. Usually limited to organic unit assets, but may include up to combat
support hospitals on larger bases.
MWR. Somewhat limited, but may include up to internet cafés, phone service,
and PX trailers (depending on camp size and location).
Other services. Finance, postal, and legal services are usually limited to
organic unit provided assets. Bath and shower facilities may be very limited.
DFACs may be operated by contractors on larger bases; however, military
food service personnel and meals, ready to eat may be used exclusively.
(4) Forward operating base (logistics base). A FOB may be developed primarily to
support logistics operations. These bases may be established at airfields, ports, adjacent
to highway networks, or along supply routes where they function as convoy support
centers, providing sustainment support to military and civilian convoys supporting
military forces. While still requiring tactical forces survivability measures for camp
security, the base’s primary purpose is to provide logistics support. As with any other
base, the size and life span, as well as function, will determine facility requirements and
standards.
(a) Size: Highly variable based on the size of the force, but will generally be from a
few hundred to a few thousand.
(b) Location:
Near road, rail, airport, and/or seaport facilities. Typically on a main supply
route (MSR).
Tactical considerations are a secondary (but still important) consideration.
(c) Base facilities:
Housing. Adequate for the anticipated number of personnel (to include surge
requirements), generally consisting of tents and the use of existing structures
but may include prefabricated housing (trailers) and limited new construction.
Sanitation. Generally porta-johns, but possibly sewer lagoons or portable
sewer treatment plants.
Power. Tactical generators up to large on-site generators (commercial or
Army prime power).
Fuel. Unit fuel trucks and military (and perhaps civilian contractor) bulk fuel
bladders.
Water. Bulk water distribution, possibly including ROWPUs or drilled wells.
Aviation. Generally helicopter landing pads up to operational airfields,
depending on location and mission profile of the using unit.
Logistics. Extensive warehousing and material handling capability.
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(d) Service member services:
Medical. Organic unit assets up to combat support hospitals.
MWR. May include up to internet cafés, phone service, PX trailers (depending
on camp size and location), gyms, and ball fields.
Other services. Finance, legal, and postal services may be available, based on
the size and life span of the camp. Bath and laundry services will generally
include military and/or civilian assets (tents, trailers, and possibly new
construction). DFACs will generally be operated by contractors; however,
military food service personnel may be required initially.
(5) Forward operating base (training base). In certain circumstances, a FOB may
be established to support the training of U.S., allied, coalition, and HN personnel. These
bases will have the same requirements as other FOBs of comparable size and life span. In
addition, training areas, classrooms, weapons ranges, and separate housing units (with
potentially different standards) for students and instructors will be required.
(6) Forward operating base (civil affairs operations). Occasionally, the situation
may require that separate camps be established to support civil-military missions. These
missions may include humanitarian assistance, nation building, and civil support (within
the United States). Bases developed for civil affairs missions or support may have
specific needs such as allowing relatively easy access to the base by HN civilians and
housing and support facilities for government and HN civilians and NGO personnel. A
high degree of compartmentalization within the camp may also be required, with separate
facilities for military and civilian personnel. Civil support missions conducted within the
United States, such as FEMA villages, may also require a more stringent application of
construction and environmental standards than those required in foreign countries.
(7) Internment/resettlement (I/R) facilities. There are often requirements to
construct camps for use as I/R facilities. Internment camps are designed to hold hostile,
or potentially hostile, enemy combatants or civilians. Resettlement camps are created to
hold civilians that have been displaced, either by war or natural disasters. FMs 3-19.40
and 3-34.400 provide additional guidance and sample plans.
(a) Internment camps. Certain camps are designed to hold enemy combatants.
These individuals may be held for varying lengths of time, from a few hours for
interrogation up to months or even years. As with any base camp, the facility standards
will vary according to the camp’s size and life span. As an internment camp, there are
certain unique requirements that must be considered. These requirements may include—
Highly compartmented housing areas to allow for detainee segregation.
Separate areas for personnel administration, interrogation, in-processing, and
possibly trial services.
Separate areas for military personnel and contractor housing.
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Additional force protection measures to ensure that detainees and military
personnel are kept separate and secure.
Additional food service, religious, and other cultural facilities to support the
detainees.
(b) Resettlement camps. In situations where war or natural disasters have impacted
the civilian population, resettlement camps are often required. These camps have the
potential to be quite large and may hold personnel for extended periods of time. While
the threat level and the corresponding need for security measures may be low,
resettlement camps still present a number of challenges and various considerations for
planners. Some of these include—
Housing areas that accommodate separate families and families with children.
Facilities for the elderly.
Substantial medical facilities.
Separate areas for civilians and military personnel.
Relatively easy access for the civilian population, while still implementing
adequate security measures.
Space for NGOs to operate.
Provisions for separating groups that are potentially hostile to each other.
Areas dedicated for aid distribution.
d. Base camp standards. Construction and facility allowances and standards are
based on the camp’s anticipated life span, population, theater standards and, ultimately,
customer requirements. JP 3-34 establishes the basic guidelines for allowable facilities
and construction standards based on anticipated camp life span. Other sources, such as
the Base Camp Facilities Standards for Contingency Operations, the Red Book for the
United States European Command and CCR 415-1, the Sand Book for the United States
Central Command (USCENTCOM), provide additional guidance which takes into
account theater requirements. JP 3-34 establishes two phases for base camp construction
and use—contingency for camps in operation less than two years and enduring for camps
in use for more than two years. Within these phases there are five sets of construction
standards that guide planners in the selection of allowable facility standards. These five
standards include—organic, initial, temporary semipermanent, and permanent. The
temporary standard bridges the gap between the contingency and enduring phases. In
some circumstances, standards may evolve as the anticipated life span of the camp
changes. This often happens when the mission duration is unclear. A camp which begins
using organic construction standards may evolve into one with temporary or higher
standards. When the mission duration is clear, planners may opt to design the camp based
on the standard that matches the anticipated life span. If the camp is going to be in
operation for more than two years, construction may begin using temporary or
semipermanent design standards.
(1) Contingency phase. Base camps developed in the contingency phase are based
on three standards—organic, initial, and temporary, with the temporary standard bridging
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the gap to the enduring phase. Contingency phase construction is characterized by
generally austere living conditions and the use of organic unit equipment and military
engineer (rather than civilian contractor) construction (see JP 3-34).
(a) Organic. Organic construction is typical of what would be found in a tactical
assembly area. Organic standard construction is set up on an expedient basis with no
external engineer support, using unit organic equipment and systems or HN resources.
Intended for use up to 90 days, it may be used for up to six months.
(b) Initial. Characterized by minimum facilities that require minimal engineer effort
and simplified material transport and availability, initial standard construction is intended
for immediate use by units upon arrival in theater for up to six months. The primary
difference between organic and initial standards is the application of engineer effort to
improve living conditions above what the unit is able to accomplish on its own.
(c) Temporary. Characterized by somewhat minimal facilities, temporary standard
construction is intended to increase efficiency of operations for use extending to 24
months, but may fulfill enduring phase standards and extend to 5 years. It provides for
sustained operations and may replace initial standard in some cases where mission
requirements dictate and require replacement during the course of extended operations. It
requires extensive engineer support and may involve new construction, rather than
limiting operations to tents and existing facilities.
(2) Enduring phase. Enduring phase standards provide for a much improved quality
of life and facility efficiency over the contingency phase standards. Typically, the
enduring phase includes new construction by both military and civilian contractors, as
well as improved service member services and higher construction and environmental
standards. DOD construction agents (USACE, the Naval Facilities Engineering
Command [NAVFAC], or other such DOD approved activity) are the principal
organizations to design, award, and manage construction contracts in support of enduring
facilities. (See JP 3-34 for additional information.)
(a) Semipermanent. Semipermanent camps are designed and constructed with
finishes, materials, and systems selected for moderate energy efficiency, maintenance,
and life-cycle cost. Semipermanent standard construction has a life expectancy of more
than two, but less than ten, years. The types of structures used will depend on duration.
This standard may be used initially, if directed by the CCDR, after carefully considering
the political situation, cost, quality of life, and other criteria.
(b) Permanent. Permanent structures are designed and constructed with finishes,
materials, and systems selected for high energy efficiency and low maintenance and life-
cycle costs. Permanent standard construction has a life expectancy of more than ten
years. Construction standards should also consider the final disposition and use of
facilities and any long-term goals for these facilities to support HN reconstruction.
Congress and the CCDR must specifically approve permanent construction.
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e. Other construction standard considerations. The selection of specific construction
standards is based on more than just the anticipated life span of the camp. When selecting
standards, planners take into account the commander’s guidance, available materials and
labor resources, cost, and the tactical situation. If available, for instance, it may be more
efficient to use expeditionary base camp sets, such as the Army’s Force Provider, rather
than organic unit tents. If wood construction Southeast Asia huts (SEAHUTS) are
approved for temporary construction, it may be more efficient and effective (based on
resources, local climate and insects, and the local labor market) to use concrete masonry
unit construction instead. Planners must balance established standards with good engineer
judgment to obtain the best results.
1-6. Operational Challenges Associated with Base Camps. The planning and construction
of base camps present a number of challenges. As with any engineering or construction
project, there are time and resource constraints, laws and regulations, customer
coordination issues, and unclear/evolving missions. Some of the primary challenges
associated with base camps are theater entry conditions, mission duration, access to
resources, and competing requirements and visions.
a. Theater entry conditions. U.S. forces may enter a TO under permissive,
semipermissive or forced-entry conditions. These conditions refer to the relative level of
support that the governments or populations of the region will provide to U.S. forces. The
level of support or hostility that U.S. forces will encounter will have a significant effect
on base camp planning and construction.
(1) Permissive entry. In a permissive entry environment, U.S. forces are operating
with the support of the HN government(s) and can expect support from the majority of
the population. This situation makes base camp development much easier by allowing for
reduced tactical considerations, easier and more reliable access to resources, and
assistance from the local population in obtaining construction materials and contract
labor, including skilled labor assets. It also makes planning for base camps easier and
allows for the early reconnaissance of potential base camp locations.
(2) Semipermissive entry. A semipermissive environment presents greater
challenges. In this environment, U.S. forces may be invited into the nation or region by
the HN government(s); however, not all factions within the government or within the
local population will be supportive. This may dictate lower than desired facility standards
to avoid aggravating hostile factions. These situations may impede access to resources
and contract labor, will require greater security measures, and will limit the ability of
U.S. forces to conduct early reconnaissance of potential base camp locations. These
locations may also be driven, at least initially, by tactical rather than sustainment
concerns. Humanitarian assistance and civil support missions in response to natural
disasters also closely approximate a semipermissive environment. In these situations, the
damage caused by the disaster will have many of the same effects: limiting access to
resources, complicating transportation, and limiting initial reconnaissance.
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(3) Forced entry. Forced entry requires U.S. forces to conduct offensive operations
to gain a foothold or lodgment in a foreign country. These situations are very difficult to
plan for as access to potential base camp locations will be limited. A hostile government
or population will limit access to resources, both quantity and types available, and initial
base camp locations will be based on the tactical situation.
b. Mission duration. The length of the mission greatly impacts facility and standards
requirements. Short duration missions generally require fewer resources and have lower
standards, while longer missions require greater commitments. The most difficult
missions to plan for are those with an uncertain duration. Planners are forced to anticipate
requirements, and often completed work must be redone as the situation changes.
c. Access to resources. Access to resources, whether the ability to move them into
the theater or the availability within theater, impacts the planning and design of base
camps. In countries or regions with a well-developed infrastructure, materials and skilled
labor may be readily available, either by the relatively easy means of transporting them
into the area or through using local resources. If the infrastructure is poor or if the tactical
and political situations are not favorable (as in semipermissive and forced-entry
situations), resources will be harder to obtain.
d. Types of resources available. The relative abundance of certain types of
construction materials and the local labor market may also drive some base camp
planning and design decisions. The ability to obtain certain construction materials, such
as concrete rather then wood products, and the ability of the local labor force to work
with those materials, may dictate how camps are constructed. Other civilian trades, such
as the availability of skilled electricians and plumbers, will also impact designs and
construction management decisions.
e. Competing requirements and visions. While the customer is usually the final
decision authority, base camp planners must reconcile allowances (based on theater
guidance and established practices) with customer requirements and desires. The
customer may be the initial occupying unit or it may be the CCDR, the component
commander, or another element that is directing the construction of the base camp. In
fact, one of the initial challenges associated with base camp planning is obtaining an
estimate of the force structure that will be using the base camp. The force structure will
often change during planning and construction and will almost certainly change over the
base camp life span. Base camp planning balances the needs of the customer with the
reality on the ground, resource availability, and established standards. Often the
customer’s immediate needs, such as survivability requirements, compete with other
long-term needs. In long-duration missions, the changing environment and changes in
customers will require that planners adapt base camps designs to meet these changing
requirements.
f. Mitigation of uncertainty. Planners and engineers desire elegant solutions,
especially "right-sized" facilities and infrastructure. As soon as buried infrastructure is
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deemed feasible for the camp, the uncertainties inherent in all these challenges are best
met by installing deliberately oversized utility runs for the greatest flexibility in evolving
camp operations and use. "Right-sized" utility infrastructure can quickly become a false
economy as it may require the user to not only pay to dig up the same dirt twice, but also
can disrupt camp operations while doing so. Aside from getting the right amount of land
in the right location, utility infrastructure can be the tightest physical chokepoint through
which camp operational surges must pass. By maximizing utility capacity/diameter, only
the loads on, and the length of, the system(s) change over the camp lifecycle.
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CHAPTER 2
The Base Camp Development Planning Process
2-1. Introduction. The BCDP process describes the method by which base camps are
located, designed, constructed, and eventually closed. The process, though generally
linear, is not an absolute. There are many variables, such as tactical and political
restrictions, as well as engineering, resource, and funding constraints that impact the
process. Some of the steps listed in the process may, or must, also occur concurrent with
other steps. The BCDP process is evolutionary and is not a lock-step process. It requires
constant revision and coordination. Base camp development planning is a time-sensitive,
mission-driven, cyclical planning process that determines and documents the physical
layout of properly located, sized, and interrelated land areas, facilities, utilities, and other
factors to achieve maximum mission effectiveness, maintainability, and expansion
capability in theater. This chapter describes the general steps that base camp planners
follow in the BCDP. Further chapters will discuss some steps in greater detail.
2-2. Description of the Base Camp Development Planning Process. The BCDP process
consists of several, not always linear, steps. This process relates to the master planning
and military decision-making processes that are further discussed in Chapter 3. The final
product is a completed base camp plan that provides a logical and documented solution
for a base camp location, land usage, and facilities that will support the needs of the
customer and mission accomplishment. As shown in Figure 2-1, page 2-2, the steps are—
Initiate preliminary planning.
Location selection.
Land use planning.
Facility requirements development.
General site planning.
Design guide, programming, and construction.
Maintain and update plans.
Cleanup, closure, and archive.
a. Depending on the circumstances, not every step may be necessary for planners to
evaluate or execute. Oftentimes, the customer or the HN will have selected or will dictate
the base camp location. In other cases, planners may be asked to provide support to the
process, and the process may already be under development. In this instance, a base camp
has typically been located, a land use plan developed, and the facilities requirements
determined by military forces on the ground. The planner may be asked to support only
the general site planning, provide designs for new construction, or provide guidance on
typical of the environment where base camp planners operate. Regardless of the step in
which planners enter into the process, a working knowledge of the BCDP process is
necessary to enable them to provide the best possible guidance and, ultimately, a product
that best supports the customers needs.
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Figure 2-1. The base camp development planning process
b. It probably will be necessary to consider some steps in the process concurrently
with others. In time constrained situations, or situations where base camp planners are
involved after construction has already started, design and construction of certain aspects
of the base camp may be required before completion of the full BCDP process. For
example, once identified, survivability measures may be designed and construction
initiated before completing the general site plan or even before completing the entire land
use plan. This is not the preferred method, but it is a reality that will happen due to
mission and funding requirements. Planners should advise commanders that executing
construction before completing a plan can lead to less than optimal base camp master
plans, increased costs, and potentially increase the time required to complete the base
camp. In any case, programming funds for construction needs to begin as soon as it is
feasible to ensure proper resourcing. Where possible, base camp cleanup and closure
should be integrated early into the planning process. Early integration of cleanup and
closure activities, such as planning ahead for how sanitation facilities will be closed out,
can avoid or reduce future challenges. The following steps make up the BCDP process:
(1) Initiate preliminary planning. Early and thorough planning is essential for any
endeavor. Base camps must integrate competing requirements effectively in order to
operate efficiently. Initiating preliminary planning is essentially completing a mission
analysis—gathering the available information and determining what additional
information is required. As noted above, base camp planners may enter the process at this
initial step or somewhere further along the process. Performing a mission analysis,
whether completed by the base camp planner or by forces already on the ground, is the
vital first step. Mission analysis is where the planners answer basic questions and develop
requests for information (RFIs) about the project. Mission analysis is also the
corresponding first step in the military decision-making process (MDMP). This step is
essential to understanding the environment, both physical and operational, in which the
camp will operate. Chapter 4 covers mission analysis in relation to base camp planning in
greater detail.
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(2) Location selection. Finding the best possible location for the base camp requires
balancing tactical and operational requirements and the ability to sustain the camp with
terrain factors such as urban or rural areas, drainage, soils, vegetation, and topography. In
some cases base camps may be located on existing facilities. In other cases they may be
located on undeveloped land. In either case, it requires a careful balancing of
requirements to obtain the best location that meets operational, sustainability, and
engineering requirements (see Chapter 5).
(3) Land use planning. Although land use planning begins in the early stages of the
BCDP, it requires the planner to conduct a facility requirements analysis before it can be
finalized. Additionally, since land use can be impacted by the site selected, the planner
should confirm that the location selected is adequate and has been approved for the base
camp. This step in the process integrates the military units’ requirements (such as
survivability measures, housing, motor pools, and storage areas) with land use affinities
and terrain restrictions. It provides a general overlay of land use areas within the
proposed base camp (see Chapter 6).
(4) Facility requirements development. Facility requirements reflect the integration
of facility allowances with unit requirements. Allowances are based on the type of unit,
its size, and the anticipated life span of the base camp. These allowances are found in the
theater-specific guidance documents such as the Sand Book and include areas such as
square feet of housing space, square feet of command space, and allowances for specific
facilities such as chapels and movie theaters. JP 3-34 provides guidance related to facility
standards. Once allowances have been determined, they are reconciled with specific unit
requirements by validating or adjusting those requirements based upon specific unit
needs. For example, the Sand Book may specify a certain amount of square feet for
vehicle parking. Coordination with the unit, however, may reveal that they have specific
requirements, such as turning pads for armored vehicles. In addition, the theater guidance
documents do not take into account every unit requirement. Coordination with the unit
may reveal, for instance, that they have water purification units with specific needs.
Planners must work with the customer to reconcile what is allowed versus what is
required (see Chapter 7). Adjustments to these allowances must be justified.
(5) General site planning. Once preliminary site planning has been completed,
general site planning further refines the product. General site planning takes the initial
land use plan, facility requirements, and coordination with customer requirements, and
completes the base camp design. It includes individual building layouts shown within the
preidentified land uses. In this step, final decisions with regard to facility types,
standards, construction, and the final location of specific structures and facilities are
made (see Chapter 9).
(6) Design guide, programming, and construction. The design, programming, and
construction of base camps begin as early as possible in the BCDP process. This early
start is essential to ensuring that funding and resources are available and that the camp is
completed in time to conduct its mission.
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(a) Design. In most instances, it is necessary to design facilities for base camp use.
Although the design effort for some structures, such as vehicle parking areas, will be
minimal, others may require significant design effort. Beginning the design process early
is essential in order to determine facility types and required resources and make
recommendations on labor sources. Planners must balance quality of life, resources, and
funding constraints to determine the most efficient and cost effective designs. Depending
on the allowable standards, some facilities, such as facilities for housing and recreation,
aviation, sanitation, electrical distribution, and survivability measures, may require
significant design efforts. When facility allowances provide for new construction to
accommodate troop housing, for example, there may be several design options available
(tents, prefabricated trailers, SEAHUTs, or concrete/masonry construction). Selecting
designs early is critical to ensure adequate and timely resource availability. Where
possible, use suitable existing structures, established designs (such as those found in the
Theater Construction Management System [TCMS]), and prefabricated buildings. When
new construction is required, use established techniques, methods, and materials to
simplify planning, material, and labor requirements. The selected design determines, and
is also influenced by, resource requirements and availability. As such, planners must
select designs which can be supported by available construction materials and other
resources. The availability of materials will depend on the local market, access to other
markets (which may be determined by the military and political situation), transportation
assets, and available funding; for example, it may not be practical to design toilet
facilities with flush toilets if the resources (to include water) are not available. The
selection of a particular design also impacts, and is driven by, labor availability. The
labor for base camp construction may be supplied by military forces, contractors, or HN
workers. Each labor source has certain strengths and weaknesses based on equipment,
training, and experience. If certain labor assets are available, such as HN workers, it may
be beneficial to select designs that meet the local labor skills. Conversely, certain designs
may not be supportable based on the available labor pool. Designing wood frame
structures for use in a desert environment may not be the best choice if the local labor
pool is not familiar with it. They may, however, be skilled in masonry construction.
Considering the anticipated labor availability is an important part of the design process.
(b) Programming. Programming for funds must be completed as soon as possible to
ensure adequate support. This is especially important if construction will involve the use
of contractors or HN personnel, lease payments are required, or restoration and/or
damage payments are anticipated. In some circumstances, certain funds may only be used
for specific purposes. Consult with contracting representatives to determine fund
availability, restrictions on use, and information on how to obtaining funds and arrange
for payment to vendors. The contracting representatives, including those associated with
civil affairs units, can also provide guidance on the available labor pool, HN contractors,
and bid submission procedures and guidelines. If the project is congressionally funded,
DD Forms 1391 are required and can be prepared by a service member with the proper
expertise and experience. Upon completion, DD Forms 1391 must be reviewed and
certified by the appropriate level commander or his properly designated representative.
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(c) Construction. Construction of key facilities, in particular those required to
support survivability measures, should begin as soon as plans are approved. Construction
may be accomplished by military engineer units, contractors, or HN personnel (both HN
contractors and HN personnel under military unit supervision). Base camp planners must
determine, in conjunction with the construction unit, the proper sequence of events and
the critical path required to execute construction in a timely and efficient manner. HN
laborers and contractors may not adhere to expected construction and safety standards.
The implementation of an effective quality assurance and quality control plan is essential
to maintain standards, conserve resources, and maintain safety. In the often fluid nature
of deployments, logistic and labor shortages can also arise at short notice. Where
possible, anticipate and plan for delays and ensure adequate lead time to accommodate
logistics requirements.
(7) Maintain and update plans. All construction projects require the maintenance
and updating of construction plans. As these plans are altered, change drawings and
diagrams must be completed. The contract must specify receipt of as-built plans for each
portion of a project before payment for that portion or risk failure to capture the
information. These plans are especially important where safety or environmental matters
are involved. These include areas such as electrical systems (especially if buried lines are
involved), sanitation systems (such as buried sewer lines, sewer lagoons, and latrine pits),
ammunition holding areas, training areas (especially those that produce unexploded
ordnance (UXO), land fills/burn pits, and hazardous material (HM)/hazardous waste
(HW) storage and disposal sites. In addition, the land use plan, the tabulation of existing
and required facilities (TAB), and general site plans should be updated and records
maintained. Plans should initially be maintained at the office of the base camp mayor or
the base camp engineer. Theater guidance will provide further information on their final
disposition. In all cases, ensure that coordination is made for the handoff of all plans
when units or responsible parties are changing (such as during unit rotations).
(8) Cleanup, closure, and archive. As stated earlier, planning for base camp cleanup
and closure early in the process may mitigate problems later. Depending on the situation,
base camp cleanup and closure actions can be quite extensive. Significant activities
include environmental cleanup, removal or destruction of facilities, turnover of facilities
to the property owner or the HN, and removal of materials (see Chapter 10).
2-3. Overview of Base Camp Planning Considerations. Base camp planners must
consider a number of areas when proceeding through the BCDP process. These areas are
considered where and when it is appropriate to address them. Quite often, planners will
need to address competing requirements and develop solutions that meet the tactical or
operational situation. Many of these will be discussed in greater detail in other chapters;
however, this section provides an overview of some the issues that base camp planners
will have to address—survivability measures, functional areas, facility standards, facility
construction, infrastructure, and environmental considerations.
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a. Survivability measures. Survivability measures provide cover and mitigate the
effects of enemy weapons on personnel, equipment, and supplies. These measures range
from employing camouflage, concealment and deception to the hardening of facilities, C2
nodes, and critical infrastructure. Survivability is integrated throughout base camp
planning and is often the first area considered. Survivability measures include
establishing base camp security, such as perimeter walls and berms and entry control
points (ECPs); protective construction to protect structures against damage; and the
proper location of structures and facilities to help reduce the chances of being damaged.
In addition, certain safety setbacks may be required, or at least desirable, to keep living
and working areas away from perimeter walls and fuel and ammunition storage areas.
Planners must work with force protection experts and the units that will occupy the camp
to identify survivability measures to be implemented and integrated into the overall base
camp plan (see Chapter 8).
b. Functional areas. Certain functional areas are often grouped with, or next to,
other areas, based on affinity relationships. Simply put, these are areas with the same
general purposes (such as personnel housing) which can efficiently exist next to each
other and enhance operational effectiveness and quality of life. For instance, housing
areas may be located next to areas dedicated to recreation, but may not work well
adjacent to airfields. Depending on the size of the base camp and the commander’s
desires and requirements, the use of functional areas and affinity relations may play an
important part in developing the land use plan (see chapter 6). While there are no set
definitions of functional areas or affinity relationships, some typical divisions include—
Housing (US military, HN military, government civilians, and contractors).
Administration (including command posts and medical facilities).
Maintenance (to include motor pool areas).
Logistics (including warehouses, water, and fuel storage areas).
Airfields (helicopter and fixed wing).
Recreation (to include PXs, gyms, ball fields, and movie theaters).
Training (including weapons ranges and impact areas).
c. Facility standards. Facility standards are determined by the camp size, the
anticipated life span, governing documents, and the commander’s guidance. While JP 3-
34 and the theater governing standards provide a general overview of the standards, there
may be several different means of reaching the desired end state. For instance, an
allowance may specify a certain number of square feet for a chapel, but not specify the
construction to be used. Options may include the use of an existing building, tents, new
construction, or a prefabricated structure.
d. Facility construction. Planners consider and make recommendations on the best
means of constructing facilities. They must consider the materials available, whether
structures will be built on-site of prefabricated (such as housing trailers), and the type of
labor to be used (military, contractor, or HN labor). The type and availability of these
resources may drastically impact the final base camp plans.
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e. Infrastructure. The various types of infrastructure associated with base camps
depend on its size, function, location, and life span. The camp’s supporting infrastructure
includes a number of areas such as the road network, power generation and distribution,
sanitation systems, and measures to support personal hygiene.
(1) While smaller base camps may have minimal requirements in many of these
areas, larger base camps approach the size of small cities with all of the attendant
infrastructure issues. Base camp planners work with the supported commander to
determine the base camp’s requirements and make recommendations. These
recommendations take into account—
The tactical situation.
The base camp life span.
Allowable standards.
Suitability and maintainability.
Available resources.
Cost effectiveness (initial cost and sustainment costs).
(2) As stated earlier, there may be several means to achieve the desired result. In
some cases, an austere solution such as the use of burnout latrines rather then porta-johns,
may be the best solution. Chapter 8 discusses selected infrastructure requirements in
more detail.
f. Environmental considerations. Over the last few years, the military has developed
a greater understanding of, and placed greater emphasis on, environmental
considerations. While often considered to be focused on the protection of natural
resources, environmental considerations also include those measures designed to protect
military personnel and civilians from the impact of environmental hazards. In addition,
the requirement to clean up and close base camps and avoid liability for environmental
cleanup costs makes it imperative to include planning for these activities as early as
possible in the planning process (see Chapter 10). Base camp planners integrate
environment considerations into the BCDP in several areas including—
Environmental baseline surveys (EBSs).
HM/HW storage.
Petroleum, oils, and lubricants (POL) storage.
Waste disposal.
Toxic industrial chemical and toxic industrial material (TIC/TIM) hazards.
Disease vectors.
Storm water runoff.
Dust abatement.
Natural and cultural resource protection.
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CHAPTER 3
The Military Decision-Making Process and Master Planning Process Relationship to Base
Camp Development Planning
3-1. Introduction. This chapter describes both the MDMP and the master planning
process. Furthermore, it explains the similarities, differences, and relationships between
the two processes and how they support the planner and planning team in analyzing and
developing recommendations for each step of the BCDP process. In general terms, both
the MDMP and the master planning process facilitate the same goals; both are processes
that assist planners in organizing their thoughts by providing a framework that, if
followed, will ensure thoroughness, clarity, sound judgment, logic, and professional
knowledge to reach decisions. Since the primary customer, the military, uses the MDMP
to plan, it is incumbent upon planners to understand this process and how to apply it as a
tool to plan missions associated with military operations.
a. BCDP is a process that is typically time-sensitive and mission-driven. While it is
progressive and has an established set of steps, it is cyclical in that oftentimes, planners
must review the preceding steps to update discoveries and validate recommendations to
ensure that the best possible solution is put forward for decision. The process determines
and documents the physical layout of properly located and sized, interrelated land areas,
facilitates, and utilities to achieve maximum mission effectiveness. It considers all factors
including maintainability and expansion capability. To accomplish this task, planners can
use the MDMP or the master planning process steps to develop feasible, acceptable, and
suitable solutions to each of the steps of the BCDP process.
b. The military decision-making process is a planning tool that establishes
procedures for analyzing a mission, developing, analyzing, and comparing courses of
action against criteria of success and each other, selecting the optimum course of action,
and producing a plan or order (FM 5-0). The MDMP applies across the range of military
operations and is used by commanders and their staffs to organize their planning
activities, to share and ensure a common understanding of the mission and the
commander’s intent, and to develop effective plans and orders.
c. Master planning is a continuous analytical process which involves evaluation of
factors affecting the present and future development of an installation (Technical Manual
[TM] 5-803-1). While not stated, the steps of the process also have application to the
development of base camps since the development of an installation or a base camp
shares many of the same goals.
3-2. The Base Camp Development Planning Process and the Military Decision-Making
and Master Planning Processes. The BCDP process, in simple terms, is ‘master planning’
focused on base camps. It is accomplished much like the planning required for any
system or decision that requires a coordinated and synchronized set of steps or actions to
accomplish a long-term vision and subsequent objective. Master planning facilitates this
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planning with a set of steps similar to the MDMP steps. Since the MDMP is the primary
planning tool used by the military, it is reasonable that it would be the preferred method
for base camp planning. It is important to understand that whether the steps of the MDMP
or master planning are used to reach decisions for the steps of the BCDP process, the
results will be the same. In a general sense, the steps of the MDMP or the master
planning process provide the methodology to collect, organize, and evaluate data that is
pertinent to each of the BCDP steps. Figure 3-1 shows the similarities between the steps
of the MDMP and master planning.
MDMP Steps Master Planning Steps
Receipt of Mission Establish Vision
Mission Analysis Collect and Analyze Data
Course of Action Development Develop Goals and Objectives
Course of Action Analysis Develop/Evaluate Alternatives
Course of Action Comparison
Course of Action Approval Select Preferred Plan
Figure 3-1. MDMP and master planning similarities
a. Receipt of mission or establish vision. The BCDP process begins when
notification is given to the planning team that a base camp has been proposed or is to be
established. Typically, this notification (mission or vision) is received from a Service
Component command, a CCDR, or directly from an operational unit. The method of
generating the mission to develop a base camp (contingency plan, OPLAN, or OPORD)
usually determines the time available and the depth of planning necessary to support that
mission. When receiving the mission, the planning team should attempt to collect as
much data as possible concerning who, what, when, where, why, and how of the base
camp mission. Answering these questions allows the planning team to move to the next
step, mission analysis.
b. Mission analysis or collect and analyze data. Mission analysis is crucial to
planning as both the process and the products assist planners with situational awareness
and determining the scope of their mission. Determining the military mission, the number
and type of camp occupants, the primary function of the base camp, and the commander’s
intent will provide the planner a frame of reference to begin base camp development. It is
a continuous process of updating and evaluating new or discovered data. Following are
some of the tasks that should be accomplished during mission analysis (see Chapter 4 for
a more detailed discussion):
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Identify specified and implied tasks, ensuring that the team understands each
task’s requirements and the purpose for accomplishing each of the tasks so
that they are able to identify the essential tasks that must be accomplished to
successfully accomplish an individual step of the BCDP process and
subsequently, the development of a viable base camp.
Evaluate the assets available to the planning team. Having the right and
sufficient resources (expertise, time, and funding) should be identified and
corrected, if necessary, as soon as possible in the process.
Determine constraints or restrictions placed on the planner in the design and
development of the base camp; for example, a commander may dictate that
the base camp have a modular design.
Identify the facts and assumptions associated with the mission. The facts are
typically derived from reliable data sources such as orders or directives and/or
information confirmed by the appropriate customer. Other information
relevant to the situation, but not confirmed, should be listed as an assumption.
Assess the risk associated with the mission to both the team and the base camp
project. For example, if the team is tasked to select a site, there could be risk
to the team if the base camp is to be located in hostile territory. Conversely, if
they are not allowed to make an ‘on the ground’ reconnaissance, they may not
make an accurate assessment of the site. Minimize the risk by incorporating
all possible geospatial and intelligence information about the projected site.
c. Course of action development or develop goals and objectives. The remaining
steps of the MDMP or the master planning process are most commonly used to support
the BCDP process steps of site selection, land use planning, general site planning, and
cleanup and closure. Using the information gained from the mission analysis, the
planning team should begin to develop courses of action (COAs). In optimal situations,
the team should strive to develop three COAs with the screening criteria of feasible,
acceptable, suitable, and distinguishable. During every step of the BCDP process, the
planner must continue to request and develop information about the projected site. A
description of the screening criteria is as follows:
Feasible. A COA is considered feasible if it allows the team to accomplish the
mission within the available time, space, and resources available.
Acceptable. A COA is considered acceptable if it justifies the cost in
resources.
Suitable. A COA is considered suitable if it will accomplish the mission and
comply with the customer’s intent/guidance.
Distinguishable. A COA is considered to be distinguishable if it differs from
the others.
d. Course of action analysis/comparison or develop/evaluate alternatives. After the
planning team has developed the COAs, they must analyze and compare them to
determine which ones provide the ‘best solution’ for recommendation to the
customer/commander. To accomplish this, the team should complete the following steps:
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Review any remaining assumptions to ensure that they are still valid and if or
how they will significantly impact or influence a COA. If it is determined that
an assumption could invalidate a COA, the assumption should be resolved
before further COA analysis.
Develop evaluation criteria to evaluate the COAs against each other. The
evaluation criteria are derived from information gained through mission
analysis, technical expertise, experience, and any information that the
customer has identified as critical or significant (see Table 3-1). While there is
no established number of evaluation criteria selected, the criteria should be
limited to a manageable number and provide a degree of differentiation
between the COAs.
Table 3-1. Examples of evaluation criteria for site selection, land use planning, and
general site planning
Site Selection Land Use Plan General Site Plan
Soil Condition Size AT/FP Considerations
Probability of Natural Events Security Population Proximity
Water Availability
Functional and Operational
(Affinity) Relationships
Site Access
Sewage Utilities/Waste Disposal Terrain, Slope, Drainage
Power Supply Environmental Sensitivity Existing Vegetation
Environmental Conditions Sewage Treatment/Disposal Prevailing Winds
Communications Availability
Training Areas Climatic Orientation
Medical Facility Proximity Affinity Relationship
Analyze the advantages and disadvantages of each of the evaluation criteria
against each of the COAs. In some cases, the advantages and disadvantages
analysis may be subjective; however, a clear positive or negative for each of
the evaluation criteria should be demonstrated.
Weight the evaluation criteria based on the outcome of the subjective analysis
and the customer’s guidance, and compare the COAs using a decision matrix.
The use of either a maximization or minimization chart is acceptable. Table 3-
2 provides a simplified example of a decision matrix using weighted
evaluation criteria. In this example, the weighting has been designed to reflect
the larger numbers (maximization chart) being the better COA.
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Table 3-2. Example decision matrix using weighted evaluation criteria
Evaluation
Criteria
Weight COA 1 COA 2 COA 3
AT/FP
Considerations
5 1(5) 2(10) 3(15)
Population
Proximity
3 2(6) 1(3) 3(9)
Site Access 2 3(6) 1.5(3) 1.5(3)
TOTAL/Weight Total 6(17) 4.5(16) 7.5(27)
e. Course of action approval or select preferred plan. As COAs are delineated, it
becomes necessary for the planning team to provide the customer with a presentation of
options in an effort to obtain a decision. To reach a decision on the recommended COA,
the team must prepare a decision briefing. (See Appendix B, Figure B-1, for the decision
briefing format.) A decision briefing obtains an answer to a question or a decision on a
COA. To facilitate a successful briefing and ultimate decision, the planning team must
develop comparison charts, sketches, and other products that will enable the customer to
visualize and distinguish among the alternatives. Following the accepted decision
briefing format that includes detailed supporting products will ensure that the customer
can select and approve a COA even if that individual has not previously participated in
the process.
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CHAPTER 4
Preliminary Planning
4-1. Introduction. Preliminary planning incorporates those initial activities that assist the
planner in understanding the scope and magnitude of the mission while simultaneously
preparing the planner for follow-on actions as a part of the BCDP process (see Figure 4-
1). The purpose of preliminary planning is to help planners think critically, develop
situational understanding, anticipate decisions, and simplify complex issues to the point
that they can be better identified and managed. Preliminary planning also assists in
understanding organizational structures, allocating resources, directing and coordinating
future actions, and preparing for the next step in the BCDP process.
Figure 4-1. The base camp development planning process
a. Mission analysis is an ongoing step that involves the study of the various factors,
including the mission, the tactical and political situation, economic and cultural variables,
specified standards, and available resources that can impact BCDP. It is the cornerstone
of the BCDP process. Throughout the development of the base camp plan, planners
constantly review facts and assumptions, react to unanticipated requirements and events,
and refine the plan. These considerations are drawn from an analysis of the base camp’s
mission, size, and allowable standards and operationally related variables. Even in
circumstances where planners become involved in the process after it has already started,
they must still integrate the original analysis, and continue to revisit it, as they proceed
with their mission.
b. The preliminary planning steps include—
Analyzing the mission statement and/or OPORD to obtain key information.
Requesting or developing key information that may not yet be available.
Analyzing the supported units to determine unit organization, functional
requirements, and personnel and equipment numbers.
We are here
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Reviewing doctrine to determine what the base camp is allowed in terms of
facilities and associated standards.
Analyzing the various operational variables to determine their impact on
BCDP.
4-2. Analyzing the Mission Statement and the Operation Order. Mission analysis initially
involves examining the stated mission and then developing lists of specified and implied
tasks, facts and assumptions, and various constraints. The mission itself may come from a
simple request for support or a mission directive, or it may be imbedded in the OPORD.
Within the OPORD it is usually found in the sections that cover tasks to subordinates, in
the coordinating instructions, or in the engineer operations annex for Army orders. (In a
joint order it may be found in the engineer support plan.) Planners at all echelons analyze
this information to determine some of the initial planning requirements. These
requirements include determining and developing lists of specified and implied tasks,
facts and assumptions, and any specific constraints imposed on the mission. Reviewing
this information will generally result in a large number of questions that will need further
answers. Planners then develop RFIs that can be sent to higher headquarters, supported
units, and other agencies to obtain answers and clarification.
a. Receive the mission. A field force engineering (FFE) element may receive a
mission statement or directive to provide support to base camp construction. This mission
statement will include general information on the "who, what, when, and where" of the
mission. It is an abbreviated statement of the task that base camp planners must execute.
This mission may call for the team to field a specific request, such as for the design of a
sewerage lagoon, or it may be a directive to support the establishment of a base camp
from the ground up. In other cases, the FFE element will receive a more detailed plan,
such as an OPORD, that provides a greater amount of mission information. The first step
in mission analysis, once the mission statement or directive has been received, is to
analyze the information contained within the document. In addition to reviewing the
mission assigned to the base camp planning element, the team should also review the
mission statement and the OPORD of the supported and higher units to obtain additional
information.
b. Specified and implied tasks. Each mission, whether the base camp planning
mission or the supported unit mission, will have specified and implied tasks. FM 5-0
defines a specified task as a task specifically assigned to a unit by its higher headquarters.
It further defines an implied task as a task that must be performed to accomplish a
specified task or the mission, but is not stated in the higher headquarters order. Implied
tasks are derived from a detailed analysis of the higher headquarters order, the enemy
situation and COAs, and the terrain. A review of the information provided about the
mission may state that the planners must coordinate with the 1
st
Brigade Combat Team
(BCT) to develop a base camp, at an unidentified location, capable of supporting up to
3,500 personnel for up to three years and must include a helicopter landing area able to
support up to 12 helicopters at a time. This short statement provides a number of
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specified and implied tasks that planners must review to determine what additional
information is required.
(1) Specified tasks include—
Coordinate with 1
st
BCT.
Develop a 3,500-person base camp.
Plan for the construction of a helicopter landing field.
(2) A number of implied tasks can be inferred from this statement. Some of these
implied tasks include—
Determine the task organization of the BCT (what it includes and what its
needs are).
Confirm the antiterrorism/force protection (AT/FP) standards for the base
camp.
Conduct a site reconnaissance.
Develop a land use plan.
Obtain information on funding sources.
Coordinate with the aviation unit to determine specific requirements.
c. Facts and assumptions. As part of the planning process, base camp planners
develop a list of facts and assumptions. According to FM 5-0, facts are statements of
known data concerning the situation, including enemy and friendly dispositions, available
troops, unit strengths, and materiel readiness
.
An assumption is a supposition on the
current situation or a presupposition on the future course of events, either or both
assumed to be true in the absence of positive proof, necessary to enable the commander
in the process of planning to complete an estimate of the situation and make a decision on
the course of action.
(1) Facts are derived from information in the OPORD or other information sources.
They may include quantifiable items such as strength numbers, the amount of money
available for construction projects, the size of the available base camp area, and the soil
type at an airfield location. Facts may also include more intangible items such as the
overall threat level and the suitability of the local transportation network.
(2) An assumption is appropriate if it meets the tests of validity and necessity. FM
5-0 states that validity means assumption is likely to be true. “Assuming away” potential
problems, such as weather or likely enemy COAs, may produce an invalid assumption.
FM 5-0 defines necessity as whether the assumption is essential for planning. If planning
can continue without the assumption, it is not necessary and should be discarded. For
example, an assumption might be that the gravel source to be used for road construction
in the base camp will be adequate or that local vendors will continue to be willing to
provide their services. If there is significant risk associated with an assumption, it should
be noted.
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d. Constraints. Constraints are restrictions placed on the command by a higher
command. A constraint dictates an action or inaction, thus restricting the freedom of
action a subordinate commander has for planning (FM 5-0). Constraints may be specified
or implied from information contained in the OPORD or other documents, or they may
come from information received as a result of coordination with the supported unit.
Constraints may reflect a number of operational variables, but will quite often be based
on political, military, or resource issues. Some examples of constraints are—
Base camps must use established facilities.
Camps must be located to avoid overwatching terrain.
Lumber sources are not adequate for construction.
A particular vendor must be used for electrical supplies.
e. Commander’s intent and guidance. The guidance received from the commander
is a key source of planning information. In some cases, it takes the form of specified and
implied tasks or constraints. In other cases, it is general guidance that the commander
wants to see applied when and where possible. The commander’s intent provides his
vision on how he wants to see the camp look, how he wants it to operate, and what his
construction priorities are. For example, the commander may direct that emphasis be
placed on quality-of-life issues, such as shower facilities, that may otherwise exceed the
established standard allowances. Base camp planners integrate the commander’s
guidance into the BCDP and also advise the commander on what is allowable, feasible,
and efficient.
4-3. Analyzing the Supported Unit's Mission and Requirements. After analyzing and
extracting available information from the mission statement and the OPORD, planners
obtain additional information from the supported units scheduled to occupy the base
camp. Much of the information that base camp planners need can be obtained by this
coordination with the supported unit. Early coordination and the submission of an
effective list of RFIs will assist planners by reducing the time required to gather
information, thereby increasing the amount of planning time available. Analyzing the
supported unit and its mission will enable planners to—
Identify unit functions.
Determine unit structure.
Determine the planning strength for the numbers of personnel and equipment.
Define relationships among unit functions.
a. Identify unit functions. Identifying unit functions aids base camp planners by
providing information on what the overall unit mission is and how it can be expected to
operate. This, in turn, will assist planners in developing a base camp plan that meets the
unit's requirements. Identifying unit functions includes determining what its primary
mission objectives might be, what types of activities it might perform, and what its
responsibilities and capabilities might be.
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(1) One means of obtaining information on unit functions is from direct
coordination with the supported unit. Conversations with unit personnel that represent its
various functional areas—operations and training (operations staff officer [S-3]), adjutant
(human resources staff officer [S-1]), and supply (logistics staff officer [S-4])—will
reveal very quickly how the unit views its structure, mission, and unique requirements.
Coordination with civilian agencies being supported for the establishment of base camps
in support of disaster relief operations will provide similar information.
(2) Another means of obtaining information on unit functions is by referring to the
mission and operational information found in the unit’s modified table of organization
and equipment (MTOE) or table of distribution and allowances (TDA). Each Army unit
has an MTOE or a TDA that provides general information about its mission and
employment. It also contains very detailed information about its personnel and equipment
numbers and types. While difficult to read and understand, these documents can provide
valuable information if direct unit coordination is not possible.
(3) As an example of determining unit functions, a headquarters and headquarters
company (HHC) from a BCT is one of the units that will occupy a base camp. An
analysis of its operational information, shown in Figure 4-2, page 4-6, reveals several
things (noted in bold type), including its mission (to provide C2), how it is employed
(may deploy as more than one command post [CP] element) and some of its functional
needs (administration, communications, logistics warehousing areas, and such). While
this is an imperfect means of obtaining this information, it will still provide planners with
a basic understanding of the unit’s function and mission.
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OPERATIONAL INFORMATION
MISSION. To provide command, control, and supervision of the operation of the
brigade and attached units. The headquarters and headquarters company (HHC) also
provides operating personnel to support functional requirements for the headquarters.
EMPLOYMENT. (1) The HHC operates as a tactical and administrative
headquarters. The brigade headquarters is organized with a tactical (TAC) command
post (CP); a main CP, which consists of the tactical operations center (TOC); and a
brigade support area (BSA). (2) The TAC CP, located in the vicinity of the maneuver
battalions, consists of representatives of the S-2, the S-3, and the command section. It
plans and advises on mission strategies and moves as the tactical situation dictates. (3)
The main CP consists of the TOC. The TOC is divided into cells of coordinating and
special staff personnel and representatives from other units necessary to sustain combat
operations and plan for the future. (4) The BSA provides combat service support
functions to the brigade combat team (BCT). The communications element at this
location connects to the division signal center when attached to a division.
CAPABILITIES. (1) This unit provides: (a) Command, control, supervision, and
staff planning of the operation of the BCT and attached units. (b) Operation of the
TAC CP, the main CP, and the BSA. (c) A provost marshal operations section to
exercise operational control over assigned and attached military police (MP) units. (d)
Chemical, biological, radiological, and nuclear (CBR) staff services to the BCT
headquarters for smoke/decontamination operations, radiation monitoring and chemical
detection, and CBRN reconnaissance to support assigned and attached units. (e)
Personnel administration to organic and attached personnel. (f) Religious support to
organic and attached personnel.
Figure 4-2. An example of operational information being used to determine
unit functions
b. Determine unit structure. Further analysis of the unit will provide information on
its structure. The planner's interest is ultimately in determining the facilities (buildings,
land, and infrastructure) required to support the mission. This analysis will provide
additional information on what the unit may need in order to accomplish its mission.
Once again, direct coordination with the supported unit is the best method of obtaining
this information.
(1) The example shown in Figure 4-3 is for a heavy brigade combat team (HBCT).
The HBCT includes its organic HHC, two combined arms battalions, a cavalry squadron,
an artillery battalion, a brigade support battalion (BSB) (to provide logistics), and a
brigade special troops battalion. Of course, BCTs may also have other elements task-
organized to them.
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Figure 4-3. An example of a unit structure for a heavy brigade combat team
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(2) As a base camp planner, the presence of certain types of units within the
organization’s structure may result in certain assumptions and implied tasks. If the
artillery battalion will provide fire support, it may require areas to set up the firing
batteries. If the BSB includes maintenance elements, vehicle parking areas, maintenance
facilities, and storage areas for parts may be required. Planners can use this information
to further develop the lists of facts and assumptions and specified and implied tasks and
submit them to the supported units as RFIs.
c. Determine the planning strength for the numbers of personnel and equipment.
Coordination with the supported unit and a review of MTOE and TDA information will
provide planners with an estimate of the personnel and equipment to be supported within
the base camp. This information is critical to base camp development, as it is the basis of
the facility allowances and requirements further discussed in Chapter 7.
(1) Personnel. While base camps may be designed to support particular military
units, they are usually referred to as being designed to support a specific population size.
This distinction is important because units that occupy base camps change over time, and
additional personnel are often present beyond those assigned to a particular unit or units.
Coordination with the initial units and an analysis of the MTOE and TDA data form the
basis for the initial personnel estimate. Further analysis is required to determine
additional population requirements that result from other sources. The number and types
of personnel not only drive the overall base camp size requirements; they may also
influence base camp land use planning as there are often requirements to establish
separate working and living areas for military, HN, and contractor personnel that affect
overall utility requirements. The personnel living and working in a base camp typically
come from six sources. These sources include—
Military personnel that live and work on the base full time.
HN or multinational military personnel on base full time.
Civilian government personnel and civilian contractors on base full time.
Personnel (military and civilian) that may be transient (such as truck drivers
from transportation units that are on-site temporarily).
HN day workers that are on base during work hours only.
Surge capability to support rotating units conducting transfer of authority.
(2) Equipment. Military units deploy with a variety of equipment and vehicle types.
The equipment and vehicles on a base camp also include a variety of civilian vehicles
used by contractors for logistics and base camp operations. In some cases, equipment
may require special considerations, depending on their mission. These issues may include
significant operational and safety standoffs, space for bulk water and bulk fuel
operations, and line of sight for communications systems. In all cases, the amount and
type of equipment and vehicles will determine the relative size of areas devoted to
vehicle parking and maintenance. To effectively determine the actual equipment
requirements and constraints, the planner should maintain continuous dialogue with the
unit and update plans as appropriate.
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d. Define relationships among unit functions. Based on an analysis of unit functions
and organization, planners can develop relationships between the various elements. For
instance, certain identified functions for the HHC included personnel administration,
supply, communications, and C2. Elements within the entire HBCT may also be grouped
loosely into these areas; for example, the BSB providing supply support. These initial
groupings can form the basis for affinity relationships and functional areas as detailed
later in Chapter 6.
4-4. Base Camp Allowances and Standards. As noted in Chapter 1, base camps may be
described by the functions they perform, such as a main support base or a logistics
support base. The facilities on these bases, and the standards that they are constructed to,
is a function of the base camp’s purpose, size, and anticipated life span. JP 3-34 provides
the baseline standards for base camps based on anticipated life span, while other
documents provide information on allowable facilities. (See Appendix C for guidance on
allowable facility standards based on JP 3-34.) Using this information, planners can make
an initial analysis of the types of facilities, construction standards, and resources that they
can expect to use. This information, in turn, may generate RFIs and additional planning
considerations. For example, if a 3,500-person base camp is being developed in Europe to
support an HBCT and supporting military personnel and civilians for three years,
planners would use the applicable construction standards from JP 3-34 and would obtain
an estimate of the allowable facilities for a base camp of that size and life span from the
Red Book.
4-5. Operationally Related Variables. Chapter 1 provided a brief introduction to
operationally related variables, as outlined in FM 3-0, that planners use as a guide when
conducting mission analysis. These variables, present in differing forms and exerting
different amounts of influence, provide planners with a framework to analyze the various
aspects of the mission and the environment. Additionally, these operational variables may
serve as the basis for the evaluation criteria developed for COA analysis (see Chapter 3).
While not all of them have equal weight, most will in some way impact the environment
in which the base camp is located, designed, built, and managed.
a. Political variables. While at first political issues may not seem to be a matter for
base camp planning, the political environment can influence the decisions that planners
make. Operations may be conducted in environments that can be described as permissive,
semipermissive, or forced entry. These environments provide, among other things, an
indication of the levels of government and local support that can be expected. The
relative levels of support that the national and local governments provide, and the
services that they are capable of providing, may impact base camp decisions. In addition,
the political environment may be influenced by other forces, such as major transnational
corporations, private security companies, and various NGOs. The political situation will
often impact the base camp’s location, the standards used, and access to resources.
(1) Effect on location. In many circumstances, the HN government may provide a
specific location or may offer locations for assessment. These locations may be based on
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several factors, including the effect on ethnic, religious, and political groups, the need to
provide economic development to certain areas of the country, or the desire to avoid
negative publicity that may result from U.S. bases in certain areas. When more than one
site is offered as a base, planners must evaluate their relative merits and make a
recommendation. Often these locations will not be ideal, and planners must work to
provide the best base camp plan, based on the location.
(2) Effect on standards. The image that U.S. forces and the HN wish to project may
impact base camp standards. Politically, it may not be possible or desirable for U.S.
forces to project the image that they are staying in the country for an extended period.
Conversely, U.S. forces may wish to project the image that they are there to provide long-
term stability. The numbers and types of facilities developed and the construction
methods and materials used often provide an impression of the mission’s intent. For
instance, if U.S. forces have stated that the mission is of a short duration, but then begin
to build structures using concrete, the impression to the local population becomes that we
intend to stay for an extended period. In some cases, planners must temper what may be
allowed (based on the established standards) with what best fits the mission.
(3) Effect on resources. The political situation, both in the HN and in surrounding
countries, greatly impacts resource availability. If the HN is willing and able to provide a
significant amount of support, it can greatly assist base camp planners in determining
resource availability. If the HN is unwilling or unable to provide that support, obtaining
resources can be more difficult. Even when resources are available, the desire by the local
government to use certain vendors, for economic, cultural, religious, political, or personal
reasons, may impact the availability, types, and costs of resources used. For example, if
the local government wishes to patronize a certain local leader, it may be necessary to
procure materials or workers from that person, even if it is not otherwise the best choice.
Relations between neighboring countries may also impact resource availability. In some
cases, nations may prevent or delay the movement of materials necessary for base camp
construction. In other cases, the political environment may require that certain countries
contribute resources. In either case, delays at border crossings are a typical cause for
delays in material deliveries. While base camp planners may not be responsible for
making or influencing these decisions, they are certainly influenced by them and must
remain aware of them.
b. Military variables. Planners must consider many military aspects related to the
mission, the situation, the military organization, and requirements of units that will
occupy the base camp. Some of these considerations also pertain to base camps
developed for civilian applications such as disaster relief. These considerations include
quantifiable aspects such as numbers of personnel and equipment, organizational history,
and dynamics. Planners work to integrate these various military aspects into the base
camp planning process and use them as tools to evaluate and make various decisions.
Requirements to address I/R issues will alter the planning considerations for a base camp,
but the same basic principles apply.
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(1) Equipment. Equipment types and the associated ammunition and fuel storage
requirements can have a significant impact on base camp planning. Base camps may be
designed to house specific units or a specific population size, with units varying over
time. Nevertheless, certain equipment types will require specific design considerations. If
U.S. forces are constructing the base camp, the equipment available to support base camp
construction and sustainment should be considered. When planning for equipment
requirements, coordinate with the anticipated occupying units or subject matter experts
(SMEs) on equipment types and requirements (see paragraph 4-3).
(2) Manpower. Base camps are built, sustained, and inhabited by both military and
civilian personnel. These include full-time base camp residents, part-time residents (such
as personnel assigned to transportation units that are often on the road), and day workers
who occupy the camp during their work hours. Each of these groups may have specific
requirements. Base camps often include a provision to support surge populations such as
during unit rotations. The overall base camp population and the overall size and
associated infrastructure requirements determine facility allowances. Paragraph 4-3
provides additional planning concerns related to base camp population.
(3) Doctrine. Various references impact base camp operations. These include FMs,
service regulations, theater-specific base camp guidance (such as the Sand Book), and
other documents including status-of-forces agreements (SOFAs) and DOD Publication
4715.5-G. JP 3-34 provides the basic doctrine that establishes base camp standards and
allowances. Planners should be aware of the relevant documents that govern base camp
location selection, construction, operations, sustainment, and closure. The Judge
Advocate General (JAG) of the various services can provide information on many legal
issues associated with base camps. These legal issues include liabilities, real estate
leasing, contracting, purchasing, and such.
(4) Training levels. The level of training possessed by personnel involved in
construction and sustainment may impact decisions regarding the base camp. Base camp
planners must be prepared to tailor their designs to the available skill sets. For instance,
military engineers are not typically trained to perform their tasks at the same level as
civilian contractors within the United States. While skilled in basic construction, they are
not generally trained or equipped to perform tasks such as dry wall installation or
installing commercial-type central heating and air systems. In addition, much of the
locally available HN labor pool may be limited in terms of their construction abilities.
While civilian contractors with the necessary skills to perform more complicated
construction may be available, the financial and tactical situations may prevent extensive
use of them. When planning base camps and developing designs for buildings and
infrastructure, planners must ensure that they are kept as simple as possible, consistent
with mission accomplishment and the skill sets of the available labor pool.
(5) Resource constraints. Resource constraints are one of the greatest challenges
that face base camp planners. They impact everything from determining the best location,
to design and construction, to the ability of the camp to sustain itself. These constraints
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include materials, money, personnel, equipment, and time. Some of these constraints are
directly related to base camp planning while others, such as the availability of
transportation assets, have an indirect but still important effect. Planners keep resource
availability in mind when determining site selection and designing camps in order to
determine if the designs are practical and feasible, given the materials, money,
manpower, and equipment available. Subparagraph 4-5.c. covers additional economic
issues related to resource constraints.
(6) Leadership. Decisions regarding base camp planning reflect the integration of
standards and allowances, technical expertise, and leadership decisions. Base camp
planners coordinate with military and civilian leaders to integrate their vision and
priorities into the final base camp plan. Planners review the mission statement and the
commander’s intent, and cooperate with and advise leaders on the best design and
management practices that will meet the commander’s goals. Often the commander’s
guidance may not be appropriate or attainable. In these situations, base camp planners
provide alternatives that will most closely meet the commander’s intent.
(7) Organizational culture. All organizations have a unique culture that influences
decision making and operations. This culture often defines the organization and
establishes a common framework of understanding. Planning for base camps is in many
ways influenced by this. If the organization values quality of life over certain operational
requirements, factors which influence it will be of greater importance. For instance, the
desire of the organization to provide for recreation facilities may require planners to
integrate them into the base camp plan. Sometimes this integration may come at the
expense of other base camp functions. In some circumstances, the desire to maintain
separate quarters for officers and enlisted personnel, or military, civilian, and contractor
personnel, may require changes to base camp site planning. Planners may also find
themselves working with military, HN, and civilian leaders who may come from very
different organizational cultures. Through constant communication and feedback with the
organizations they support, planners can determine the organization’s needs and develop
acceptable solutions.
c. Economic variables. Economic issues that impact base camp planning deal
primarily with resource and manpower availability; however, they also include areas such
as finance, contracting, and property rights. These issues often have both direct and
indirect effects on base camp planning.
(1) Resource availability. As noted in subparagraphs 4-5.a. and 4-5.b., certain
resources and manpower may be available in the HN that can support or detract from
base camp planning, design, and construction. In addition, the political and military
situations will also impact the availability of various resources. Planners take these issues
into account when developing the overall base camp plan.
(2) Financing. As with any project, base camps require money for construction,
operations, and sustainment. Funding may come from different sources, and certain
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sources may be “fenced” or limited for use in only specific circumstances. There may
also be requirements to support certain aspects of the local economy by the purchase of
materials and services.
(3) Contracting. Based on the base camp plan, there may be a requirement to use
contractors for all or part of the base camp’s construction. This requirement may come
from political requirements or from practical concerns pertaining to base camp
construction and sustainment. If contractors are used, ensure that contracting experts are
contacted for advice on the proper procedures and limitations.
(4) Property rights. Base camps are often constructed on land that was (or is)
privately owned. Involvement by military real estate, JAG, and civil affairs personnel is
essential to ensure that all legal, ethical, and moral concerns are met before initiating
construction. In addition, any land use agreements may require that the land be restored
to its original condition. This requirement may create additional challenges for base camp
planners to design facilities that are not only temporary, but also easily removable or that
present minimal environmental impacts.
d. Social variables. Social issues sometimes play a part in the base camp planning
process. In circumstances where base camps may include joint forces, HN forces, or
civilians of various nationalities, planners may need to accommodate certain social
issues. These social issues may include structures for religious services, separate living
areas for men and women, or even separate living areas for certain ethnic groups. While
social issues may play a part in base camps that serve primarily a military purpose, they
will be more prevalent if the camp is developed with a primary function of supporting I/R
or disaster relief.
e. Infrastructure variables. Where possible, base camps are located and planned to
make the maximum use of existing infrastructure. Using existing facilities may reduce
resource requirements, improve security, speed up base camp establishment, and improve
quality of life. Planners may use existing infrastructure as a selection criteria in
determining the best base camp location and will also use it to help determine the best
locations within the camp for specific base camp functions. The presence and use of
existing infrastructure is not, however, the only deciding factor. Concern for the other
operational variables must be integrated into the selection process.
(1) Advantages of using existing infrastructure may include—
Reduced time to occupy and establish the base camp.
Operational advantages such as existing bunkers, airfields, or storage
facilities.
Improved quality of life for base camp residents.
Reduced resource requirements.
Better access to existing power, water, and wastewater systems.
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Relative survivability of structures when existing buildings may provide
greater protection than tents or new construction.
(2) Disadvantages of using existing infrastructure may include the following
concerns:
Structures may be unsafe.
Structures may present an environmental health hazard.
Connecting to the existing infrastructure (such as water systems) may have a
negative impact on the local population.
Structures may not be suitable for survivability (such as structures that would
present a significant terrorist target; for example, hotels).
Occupying an existing structure may present a negative image of U.S. forces
to the population (such as using structures related to the prior regime).
Structures may overlook the base camp, presenting the enemy with
observation and a means to fire into the camp.
Infrastructure may include industrial facilities that cause pollution and present
health hazards.
Infrastructure may contribute to traffic congestion into and out of the base
camp and may present additional AT/FP issues.
Infrastructure may put U.S. forces into closer than desired proximity to the
local population.
f. Physical environment. The physical environment and factors such as terrain,
weather, and hydrology will affect many aspects of base camp planning. Location
selection in particular will be subject to environmental considerations. In some
environmental areas, the selection of construction materials, base camp layout, and
infrastructure within the base camp will also be affected. Planners consider several
environmental factors when planning for base camps. These factors may not be present in
all circumstances or their effect may be negligible. In almost all cases, they are still
integrated as part of the planning process. An EBS must be performed to determine the
environmental conditions at the site and is often performed in conjunction with an
environmental health site assessment (EHSA). The EBS and the EHSA will provide
valuable information that will support base camp planning decisions (see Chapter 10).
(1) Man-made structures. Base camps are often built in, or next to, urban areas. In
some circumstances, it may be possible to integrate existing infrastructure into the base
camp. This includes using buildings and facilities, roads, drainage structures, and
possibly the existing sewer, water, and electrical networks. Even when existing structures
are not used for the base camp, surrounding structures will impact it. These surrounding
structures may be beneficial or they may have a negative impact. The use of man-made
structures, and their relative benefits, depends on variables such as the location, the
structure's usefulness and safety, the impact on the local population, and the
political/military situation.
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(2) Climate and weather. Planners consider the prevailing climate and weather
when making decisions about several planning factors. While the actual base camp
location will not be based on the climate alone, the climate and weather will impact areas
such as drainage, layout, building materials, building design, and other infrastructure
requirements such as electrical power generation. Climate and weather may impact base
camp planning by—
Increasing or decreasing requirements for drainage.
Requiring measures for dust abatement.
Changing the relative needs for heating and air conditioning systems (and
associated electric power requirements).
Requiring planning for insulating buildings.
Requiring the burying and insulating of water lines to avoid freezing.
Suggesting building materials suitable for the environment (within the
anticipated base camp life span).
Requiring the design of buildings (and survivability construction) to withstand
snow loads.
Requiring internal road networks to handle excessive rainfall or to
accommodate snow removal.
(3) Topography. Topography, generally described as the overall terrain features or
the “lay of the land," influences base camp site selection, land use planning, and
survivability. While certain types of terrain present few difficulties for base camp
planners, other types may require planners to exercise a high degree of engineering and
master planning judgment. The advantages and disadvantages of the prospective site’s
topography are evaluated against the other selection criteria to determine its relative
effect.
(a) Topography exerts a great influence on site selection. Certain locations, such as
steep hills and floodplains, will prevent base camp construction in all but the most
unusual circumstances. In other cases, the topography may require extensive modification
such as extensive earthmoving activities. The overall work effort required to adapt the
topography to base camp use may have a significant influence on site selection and land
use.
(b) AT/FP measures are influenced by the topography of the base camp location.
Generally speaking, it is desirable to establishing a base camp on a terrain feature with
good fields of fire and observation of the surrounding area. However, locating certain
features within the base camp (such as CPs and fuel storage areas) where they can be
easily observed and targeted, is not desirable and should be avoided where possible.
Planners must also consider the topography surrounding the base camp. Where possible,
do not located base camps where high ground can dominate them and make it easier for
enemy forces to observe activities within the camp and to locate and engage targets.
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(c) Within the base camp itself, the topography will impact the land use plan and, to
a certain extent, the construction measures used. For instance, hilly areas may not be
suitable for vehicle parking areas or large buildings where extensive earthwork is
required. However, smaller structures may be located there. Flat areas may be difficult to
drain and require extensive grading and ditching. The construction methods used may
reflect terrain considerations. In some case, it may require less earthwork to construct
buildings on piers rather then on concrete slabs. Topography also impacts roads and
drainage structures. Steep grades that make vehicle movement difficult and increase
erosion may need reshaping to reduce their negative effects. The challenge for planners is
to use the terrain to the greatest effect and to develop the base camp plan in a way that
minimizes the construction effort involved.
(4) Hydrology. Hydrology refers to the movement of surface and subsurface water.
The availability of water and the effect that it can have on base camp operations presents
challenges to planners. While the availability of potable water may have an influence on
base camp planning, surface and subsurface drainage issues typically will have a greater
effect.
(a) Surface drainage, whether from existing streambeds or from water movement
over the ground’s surface, often has a significant impact on base camp operations. The
topography, soil type, climate, and rainfall intensity all affect surface drainage. Poor
drainage detracts from base camp operations by reducing trafficability and overall quality
of life. In certain circumstances, flooding may even occur that can damage or destroy
equipment. Surface drainage from areas off the base camp may also introduce pollution
and potential pathogens into the base camp area. Additionally, water leaving the base
camp area can carry pollutants created by the camp’s operations into the surrounding
areas, such as agricultural fields. Planning for drainage is one of the first steps in any
construction project. Base camp planners integrate these concerns into site selection and
land use planning to mitigate their negative effects and also provide assistance in the
development of drainage structures and runoff management plans.
(b) Subsurface drainage may allow for the movement of contaminants into and out
of the base camp area. These contaminants can include industrial chemicals, POL, and
human waste. This movement has the potential to negatively impact groundwater sources
used for drinking and irrigation. It is important for planners to understand what hazards
subsurface drainage presents and to integrate these considerations into planning when and
where possible.
(c) In certain cases, base camps may obtain water from new or existing wells. If a
well is located on the site, a study to determine its capacity and water quality should be
completed. In cases where it is desirable to drill a new well, a study of the area's
hydrology and geology is required to determine if well drilling is feasible. To avoid
potential health issues, all wells used should be tested; the water should come from
aquifers only and not from dug wells that only tap into the local groundwater supply.
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(5) 2atural resources. The natural resources present in the AO may provide an
indication of the materials available for base camp construction. They may also include
agricultural lands, endangered species that require protection, and such. Water resources
are a particular concern in certain areas of the world.
(a) Nations that have a large forest cover and an associated lumber industry, may be
able to provide wood for building materials. Similarly, a desert region will most likely
provide materials and laborers skilled in concrete and masonry construction. The local
availability of these resources, or their availability in neighboring areas, may influence
base camp planning.
(b) Besides impacting resource selection, base camp planners should also consider
the impact that the base camp may have on natural resources. Agricultural areas in
particular, and to a lesser extent endangered plants and animals, may be impacted by base
camp location and operations. As a general rule, it is desirable to avoid locating base
camps in areas where they will have a negative impact on natural resources. Planners, in
cooperation with military and civilian agencies such as military civil affairs teams, need
to ensure that any planning for base camps includes consideration of these issues.
(c) In many areas of the world, water is a scarce commodity. Any plan to use local
water sources needs to take into account its overall availability and how the base camp
water use will impact the local population. Planning for base camp operations, in
particular drainage and wastewater, should include methods to prevent contamination of
agricultural areas and water supplies. Planning may also include integrating water
conservation and wastewater treatment methods into the base camp design.
(6) Biological features and hazards. Other factors, such as disease vectors, dust, air,
water and soil pollution, and industrial hazards such as TIC/TIM hazards, will be present
in many circumstances. Planners should coordinate with other military and civilian
agencies to identify hazards that impact base camp planning and operations and develop
remediation plans. Accurate and thorough EBSs and EHSAs will assist in identifying
hazards (see Chapter 10).
g. Time. Time is often a critical factor affecting military decisions. Decisions
regarding base camp planning are usually made in a tight time line, often requiring
planners to operate with less than complete information. Whether planning a base camp
for military operations in a foreign country or disaster relief within the United States,
planners develop solutions that can be implemented in the time available. Decisions, such
as the use of certain materials or construction techniques, will often be made on the basis
of when the camp is required for operations. In some circumstances, portions of a base
camp may be required for use before completing the entire base camp. Sometimes, a base
camp may be constructed using the initial standard in order to provide timely beddown
for forces and then be improved to higher standards later when time is not as crucial. An
eighty percent solution in time to meet mission requirements may be more valuable than
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a one hundred percent solution later. Base camp planners integrate the different
operationally related variables into BCDP with an eye to meeting time requirements.
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CHAPTER 5
Location Selection
5-1. Introduction. This chapter presents a systematic process for finding the best possible
location for developing a base camp either in a TO or in other locations such as will
typically be required for stability or civil-support operations. Location selection, as part
of the overall base camp planning process, is shown in Figure 5-1.
a. Base camp location selection is the process of evaluating a series of possible
locations for a base camp. Using an array of available data, a team of functional and
operational experts selects and recommends, for command approval, the most suitable
location. The situation will dictate whether or not location selection will be needed.
Figure 5-1. The base camp development planning process
b. The product of base camp location selection is the location selection record. The
record consists of an executive summary and a detailed record that documents the
analysis of possible site locations and allows commanders to make informed decisions
regarding where base camp development will occur.
c. This step of the BCDP process, unlike any other step, may or may not be
required. The following information shows selected examples of when location selection
typically is and is not required:
(1) Examples of situations in which location selection will usually be required:
A U.S. governmental department or agency determines a base camp is
required.
A HN identifies broad land areas to be used for a base camp.
The U.S. government makes an agreement with a HN establishing
contingency sites within the HN.
We are here
We are here
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A military situation has stabilized in a host (or a hostile) nation to a point that
selecting potential base camp locations for U.S. forces and support activities is
feasible.
A HN requests U.S. assistance in planning and developing base camps.
(2) Even when the site of a base camp is fixed by other considerations, planners
must highlight the ramifications of a “poor” site from an engineering viewpoint.
Examples of situations in which location selection will often not be required:
A HN designates, and the United States approves, a specific parcel of land for
the United States to develop a base camp.
The United States acquires adequate facilities from a HN for a mission.
Specific strategic, operational, tactical, or technological requirements dictate a
particular, predetermined location.
The operational environment in the AO is unstable or poses a significant
threat, and base camps for U.S. forces and support operations are primarily
driven by tactical conditions (to include AT/FP considerations) and the
urgency of the situation.
5-2. Location Selection Considerations. Because of the complexities of every military
operation, each location selection undertaking is unique. The process and suggested
practices contained in this chapter are based on detailed, multidisciplinary data. This
guidance consists of optimums, ideals, approximations, and rules of thumb. It is not
intended as precise and prescriptive criteria. It should be kept in mind that the suggested
practices and data should be used only for general planning purposes. Adjustments must
be made to suit the uniqueness of each situation. However, there are some basic
guidelines that apply to every location selection process. Those guidelines include the
following:
a. The quality of the final selection of a base camp location is a function of the
number of potential base camp locations considered. Each location will have met the
goals and the minimum criteria for mission, AT/FP, tactical suitability, general adequacy,
and any other requirements dictated by the commander. A thorough map reconnaissance
using maps or remote sensing output is an essential first step of the process. All possible
geospatial and intelligence products available should be included in the planning process.
This can provide the team with a number of potential base camp locations to visit during
deployment.
b. Every location selection team should be carefully tailored to fit the situation. For
example, if the threat of terrorism is high, then AT/FP experts should be on the team. If
there is a shortage of water in the HN, then water resources specialists should be present.
If extensive aviation operations are planned or under way, airfield operations,
aeronautical services, and runway pavement experts should be either members of the
team or close at hand on a reachback basis.
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c. Thorough research and preparation before deployment provides the knowledge
base needed for the efficient accomplishment of field work. Of equal importance is
obtaining and providing the travel funding, diplomatic and legal clearances,
administrative support, logistical supplies and services, equipment, and adequate dining
and lodging arrangements for deploying members of the team.
d. The location selection process is enhanced by intensive and detailed surveys.
Time spent “on the ground” conducting rigorous surveys and optimizing USACE
reachback capabilities will assist in preventing surprises and improve the quality of the
data used to determine the "best" location.
e. The theater command must be involved and informed throughout the entire
location selection process. A liaison representative/planner from the FFE team is an
excellent channel for the location selection team to use in coordinating with the
combatant command and/or the theater command staff. See FM 3-34 for a doctrinal
discussion of FFE.
f. The U.S. DOS should also be involved and informed throughout the process. A
multitude of factors involving diplomatic procedures and international law must be
considered when the United States initiates and maintains a presence in a HN.
g. When the HN government and social structure are functional, appropriate
coordination through the DOS representative with HN representatives will enhance the
location selection process. DOS representatives will know the HN and the local
environment and understand how its government operates; they can be a great source of
assistance and advice, and can expedite the work of a location selection team and/or the
process. Coordination with HN representatives typically eliminates many unknowns, thus
ensuring that the planning process proceeds.
5-3. The Interrelationship Between the United States and the Host Nation. The magnitude
of the role of the United States and its interrelationship with the HN in base camp
location selection is often based on the result of the analysis of the operational variables
(see Chapter 4 of this pamphlet and FM 3-0).
a. In the case where the HN government is functional, the United States may be
entering into a set of conditions where it is an invited guest and partner of the HN. In this
case, U.S. presence will most likely be viewed by the HN as a distinct benefit. In this
type of environment, the HN can assist the United States in achieving its particular goals
and objectives.
(1) If the theater command has already established its presence in the HN, the HN is
relatively stable, and FFE resources have been deployed, then the HN can potentially
perform the following tasks or provide the following services relating to location
selection:
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Coordinate with the theater command by designating one of its
representatives, or a group of government officials, to work and negotiate with
U.S. or multinational authorities. Ideally, the HN diplomatic representatives
will work with DOS officials, while the HN military representatives,
engineers, and planners will work with their U.S. counterparts in the theater
command and on the location selection team.
Identify solid examples of potential land areas and available facilities for U.S.
use. HN engineers may be aware of geophysical requirements, material,
design, and construction considerations that might not be readily apparent to
the location selection team.
Provide the theater command with detailed information and advice about HN
laws, customs, and values, and other issues that can impact the analysis of the
operational variables.
Be a source of help in overcoming bureaucratic obstacles that might interfere
with the base camp development planning mission such as entry and residency
permits, duties and taxes on imported construction materials, use of the local
national labor force, use of airspace, and transportation facilities.
(2) In some instances, the HN might provide a full range of services and support.
This especially will be the case if the HN has a robust economy and if the HN is inviting
the United States into its country to bolster its defense forces or provide other benefits. In
several past instances, the HN paid all U.S. expenses associated with locating and
developing permanent military installations. Although these installations were primarily
for HN forces, agreements were reached whereby the United States could use them in
support of a contingency operation. In other instances, the HN provided a full range of
services but the United States paid for them.
(3) There will also be cases where base camp development will occur without the
support of a theater command. However, the appropriate combatant command must be
kept informed and given the opportunity to participate in the location selection process.
For example, the United States might need to establish a storage site for pre-positioned
war materiel, or it may need a strategic location to establish a base camp for high security
operations or equipment. In such cases, the HN might perform functions similar to those
in which a theater command is involved, to include the following examples:
The HN will designate representatives to work and negotiate with U.S.
authorities. In this case, U.S. representatives might consist of only a small
location selection team, including a DOS official. In the absence of theater
command involvement, the location selection team might consist of higher-
ranking members due to the direct U.S.-HN working relationship. For
example, in past cases when a theater command was not involved, teams
consisted of Department of the Army (DA) personnel, HQUSACE personnel,
and DOS Foreign Service Officers.
The HN will designate potential land areas and existing facilities that might be
used. First, the location selection team will assess the acceptability of these
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areas and facilities. The team will then negotiate with the HN to obtain the
required levels of tactical and AT/FP security along with necessary
transportation, utilities, and quality-of-life support.
As in the case of theater command involvement, the HN will be providing a
full range of services and support especially in cases where the HN will
jointly occupy the facilities along with U.S. forces.
b. The following applies when the HN will not have a functional government. The
nature of military conflicts often results in a severely disrupted or disestablished HN
government, economy, and social structure. In such situations, the U.S. military, using its
civil affairs, engineering, and other capabilities, moves to restore security, essential
services, and economic stability as quickly as possible. Base camp development planning
will begin as soon as the mission is assigned.
(1) When a theater command is controlling operations, maneuver, civil affairs,
military police (MP), and engineer units will typically provide security and stability. The
theater commander or the Army Service component commander will typically make most
of the decisions, including the selection of the final locations for base camps. When
recovery begins, the civil affairs organization will take the lead in restoring the HN
government, and the HN role in planning and decision making will increase over time. At
this point, previously unknown issues might arise such as the requirement to locate
military activities at prescribed distances away from religious facilities or cultural sites.
Resolution of such issues might require the adjustment or relocation of certain base camp
assets.
(2) In a contingency operation without the support of a theater command,
HQUSACE will be working with the DOS and other agencies without the HN’s
participation in the initial stages of the process. However, the appropriate combatant
command must be kept informed and given the opportunity to participate. As in the
previous case, if the HN government is functional, its role in planning and decision
making, as well as in the negotiation of use agreements with the United States, will
become an integral part of the process. Examples of such a situation might include
establishing camps for displaced persons, building EPW/detainee camps (in some cases,
outside the country where operations are taking place), and establishing safe locations
inside/outside of a TO for the storage of captured enemy munitions and other hazardous
materials.
c. The OE will directly affect base camp development in terms of the types of
facilities planned and constructed as well as the location selection process itself. One goal
is to provide the healthiest and safest environment possible for U.S. forces and those who
support the force. Therefore, the location selection process must collect and analyze as
much information as possible about the HN, the region, and all natural and man-made
forms, forces, and features that can affect U.S. presence.
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(1) The size of the U.S. force has a direct impact on the scope and cost of the land,
facilities, and physical infrastructure that will be required to support the mission.
Additionally, the potential socioeconomic and cultural impact on the HN should be
analyzed.
(2) The threat level to the United States, to include the potential for post-combat
terrorism, guerrilla activity, and lawlessness, must be considered. As stated throughout
this pamphlet, AT/FP is a top priority wherever U.S. forces are located. Examples
include—
(a) A HN government offered the Army a first-class, sixteen-story hotel for housing
deployed troops. The hotel was in a downtown area located adjacent to a four-lane,
divided boulevard that connected with the HN's major airport, the government center, and
nearby shopping districts. However, the building was designed with an open breezeway
on the ground floor, a portion of which contained a driveway for arriving and departing
guests, and access to an underground parking garage. The hotel’s restaurant, offices, and
fitness facilities, which were located on the second floor, overhung the breezeway for
some 40-50 feet. AT/FP experts on the location selection team advised the team leader to
request a different facility because of the hotel’s vulnerability to terrorist attack.
(b) A location selection team was looking at alternative locations for a battalion-
size FOB. The area was rural and the tactical environment was unstable. An area was
selected that consisted of a broad valley through which a small river and a two-lane
gravel-paved highway ran, with moderate to high hills on both sides of the valley. The
engineer member of the location selection team recommended a location in the flat plain
area, next to the highway, isolated from the river’s flood zones. The team’s Assistant
Chief of Staff for Operations and Plans (G-3) however, had a very different opinion about
where the operating base should be located. Although the site that the engineer
recommended would facilitate efficient construction, the G-3 was concerned that enemy
forces would occupy dominant terrain in the adjacent hills. From there, they could
observe and fire upon the facility. To eliminate this tactical threat, the operations planner
recommended locating the base camp on a dominant, nearby hill, between its military and
topographic crests. It was thought that this location would be more challenging to
develop, but immeasurably safer in the long term.
(3) The anticipated duration of the U.S. military presence will be influenced by
some of the following elements:
(a) When a HN requests a sustained U.S. presence, the negotiation process with the
HN usually results in the creation of a SOFA between the United States and the HN. The
level of involvement of a location selection team in the development of a SOFA will vary
depending on the situation. Alternatively, there may already be a SOFA, a treaty, a
United Nations resolution, or another agreement in place before the team’s arrival in
country. In other situations, the team may have some involvement in negotiating and
preparing such an agreement. The agreement may include—
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A description and list of the organizations, population numbers, locations,
operational capabilities, and the purpose of the U.S. military personnel to be
stationed in a HN.
A summary of the various elements of support that the HN will provide to the
in-country U.S. military force, how the United States will reimburse the HN
for its support, how the United States will support its in-country military
force, the channels of communication and diplomacy between the United
States and the HN, and how the United States and the HN will interact on
military matters.
A plan of action that addresses how long U.S. forces will be stationed in the
HN's territory. It may include a set of conditions and a timetable for the
eventual departure of U.S. forces from the HN’s territory. The agreement may
identify the prior-to-U.S.-use and the desired end-state condition of lands and
facilities used by the United States and what actions will be taken by the
United States to clean up, close, restore, and return the HN’s land and
facilities when the United States departs.
Specify certain policies and procedures governing how the United States will
be required to treat HN cultural, political, religious, environmental, historic,
and archeological matters.
(b) Based on past experience with U.S. overseas operations, use agreement
documents for individual parcels of land or individual facilities are almost always
required. This has even been the case in the high-threat and remote areas of a HN where
active combat operations were occurring. The use agreement documents identify
particular parcels of land, along with any existing facilities and improvements, which will
be made available to the United States. Also, the agreements specify the condition and
quality of the applicable lands and facilities when they are returned to the HN (when the
U.S. mission ends). It is likely that the location selection team will be involved in the
process of formulating use agreements and then negotiating them with the HN.
(c) It is extremely important that members of U.S. forces and those who support
them learn and respect the laws and customs of the HN. For example, it may be forbidden
to locate military facilities within certain distances of religious or educational facilities.
Work may be forbidden on certain days of the week or at certain times during the day.
The giving and receiving of gifts may be an essential social courtesy whenever visiting a
HN citizen or group. There may be unmarked religious or cultural features that, unless
carefully identified, might be unknowingly damaged and destroyed. HN law may require
certain permits, duties, or inspection procedures for construction material and equipment
that enters the country. Certain countries either permit or deny entry to visitors based on
ethnicity, religious beliefs, gender, and other personal characteristics.
(d) U.S. construction and environmental standards might be very different from the
HN standards. For example, in certain countries damage or destruction of even one small
tree triggers an intricate liability and replacement process. Even the smallest building
project passes through many layers of bureaucratic review before approval. In other
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countries, water is guarded as closely as currency. Yet in other countries, sanitation and
building standards do not come close to those of the United States. The location selection
team should identify those standards and practices that will affect base camp
development. If U.S. construction and environmental standards are higher than those of
the HN, the U.S. standards will be observed in most cases.
5-4. General and Special Considerations. An array of general and special considerations
must be taken into account once the location selection team enters the HN. If entry into
the HN is not possible, the team should use all possible sources to analyze and evaluate
the following considerations:
a. General considerations. There are two major areas of consideration that directly
affect service members and others assigned to a base camp and determine if the planning
for a base camp can be turned into reality.
(1) The security, health, and safety of U.S. personnel are primary considerations,
and they are of equal importance in accomplishing the deployed strategic or tactical
mission. Therefore, the first priority in base camp location and facility design includes
operational, tactical, security, AT/FP, UXO, and health considerations. As in the
examples given earlier, these considerations can lead a team to reject a modern hotel
offered by the HN to house U.S. personnel because of vulnerability to threat activity or
an otherwise excellent parcel of land that is ideal in terms of supporting construction
might not be acceptable due to poor tactical security.
(2) Construction should be feasible in terms of construction time, costs, material
availability, delivery and storage, access roads, site preparation, housing and support of
construction personnel, and essential utility requirements. Also, the developed location
should be capable of supporting a U.S. presence that might extend into an “enduring”
phase (see Chapter 1).
b. Special considerations. Special consideration should be given to the following
factors, some of which will impact on the first priority considerations stated above and
others which will impact the quality of life of base camp users:
(1) Soils, foundation, slope and site drainage, flooding, and seismic conditions.
These natural forces and influences are major determinants in location selection. In many
cases, if these are unfavorable, a prospective location must be ruled out. Seismic
conditions, in particular, in a HN have a strong influence on facility designs and
construction costs.
(2) Water supply, sanitary sewage, and industrial waste disposal. These basic
services are essential for sustained base camp support. In cases where these services are
inadequate, the base camp planning should specify continuous upgrading of these
services until they reach objective standards. For example, in the case of potable water,
individually purified or bottled water will first be replaced by treated water from water
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trailers, then water trailers will be replaced by treated and pipe-distributed water from
local wells or streams.
(3) Power supply. A reliable source of electrical power is essential for base camp
security, operations and maintenance, and quality of life. Planning should allow for
continued upgrading of the power supply system.
(4) Environmental policies. Generally, when U.S. environmental policies are more
stringent than those of the HN, the United States tries to observe its own standards. When
the opposite is the case, the United States makes every effort to observe local standards.
The location selection team must envision how and in what condition the land used for a
base camp will be returned to the HN.
(5) Communications and information management. Successful mission
accomplishment, as well as sound base camp operations and maintenance, require
excellent, easily accessible, and up-to-date communications and information management
tools. In some instances, the communications systems requirements will virtually dictate
the location of a base camp to achieve operability of communications equipment.
(6) Health and medical. Evaluation of candidate locations for a base camp should
exclude those with the presence of health hazards and include a plan to minimize the
occurrence of new health hazards in the future. Rigorous provisions for adequate
sanitation and medical care for base camp personnel must be a principal part of location
selection planning.
(7) The local labor market. An adequate, skilled local labor force can perform many
functions associated with base camp operations and maintenance with the benefit of
freeing service members to perform their primary missions.
(8) Existing adequate and available facilities. Maximum use of existing adequate
facilities will reduce the construction requirement and the time required to adequately
house the base camp’s assigned units.
(9) Sustainment training facilities for the deployed force. Deployed service
members who are not in an active combat role must maintain their tactical skills and
weapons proficiency. This becomes an absolute requirement if service members are in a
deployed noncombat situation for more than three months.
(10) Coordination. If possible, coordinate each prospective base camp location
selection possibility with the HN to verify that—
It does not conflict with any HN operational or development plan.
It complies with HN laws, regulations, policies, and programs.
It does not conflict with HN cultural, sociological, political, religious, or
historical infrastructure, facilities, rules, or customs.
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It meets with the requirements of U.S. and HN standards and agreements
regarding eventual cleanup, closure, and return to the HN owner(s).
5-5. The Location Selection Team. This section explains the mission, organizational
responsibilities, and possible scenarios for employing a location selection team. (See
Appendix D, Table D-1 [pages D-1 through D-4], for a selection team checklist.) The
mission of a location selection team is to search out and evaluate alternative locations for
stationing U.S., HN, or multinational forces or other military-supported missions, such as
disaster relief or the housing of dislocated populations. After evaluating the alternatives,
the team recommends the most advantageous base camp location(s) for approval by the
theater commander or other U.S. authority. If the military situation is relatively stable and
U.S. and HN diplomatic negotiations are either underway or concluded, then the DOS
will contact DOD and the location selection process will begin. If the situation is
unstable, or if it involves base camp development in a hostile environment, then the team
might consist of a forward engineer support team (FEST) under the sponsorship of a
theater command. If the HN is in a geographical area where the USACE is the DOD
construction agent, the combatant command or theater commander might task
HQUSACE to support the location selection. USACE will provide this service either in
support of or independent of the theater commander. When the service is provided
independently, USACE will function either under the appropriate combatant command
or, in rare instances, under direct DOD and Headquarters, Department of the Army
(HQDA) supervision. If the proposed base camp is in a geographical area where
NAVFAC or the U.S. Air Force (Air Force Civil Engineering Support Agency
[AFCESA]) is the DOD construction agent, then DOD will coordinate the required
guidance, task assignments, and execution arrangements among the departments. The
organizational interrelationships between the departments are shown by Figure 5-2.
a. The USACE has the mission to advise and support the CCDRs by means of a
liaison officer (LNO)-engineer planners located within these commands, and its deployed
and reachback FFE capability. If selected and so directed by the command, USACE will
plan, develop, design, and construct base camps in TOs within the DOD-designated
geographic areas of the world for which it has construction agent responsibility. This
mission includes planning for and preparing to execute location selection operations
using its assigned military and civilian personnel and civilian contractor augmentees.
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Figure 5-2. The organizational relationships of the location selection process
(1) HQUSACE either organizes a location selection team or assigns the
responsibility to an established FEST from one of its district offices. The former might
occur in the rare instances when USACE works under direct DOS-DOD-HQDA
supervision, and the latter typically occurs when USACE is tasked to support a command
deployed in theater. In the latter case, the FEST will first coordinate with the appropriate
combatant or joint command LNO/planner at the command headquarters. Then, under
combatant command sponsorship, it will travel to the HN. The Engineering Infrastructure
and Intelligence Reachback Center (EI2RC) will provide reachback support to the
deployed FEST.
(2) Once the location selection process is complete and the decision has been made
to establish one or more base camps or support facilities, USACE divisions and districts
are prepared to manage the construction of a base camp, or a series of base camps, within
their assigned operational areas. Base camp construction projects will be planned and
executed by the districts using either their internal engineering and construction
contracting capabilities or relying on agencies such as the Joint Contracting Command
(JCC) or the Defense Contract Management Agency for the preparation and management
of contracts.
b. The location selection team is normally set up and led by a person of sufficient
rank and position to enable effective coordination, obtain sufficient command visibility,
and affect unimpeded access to the HN government and the HN at large. The U.S.
military headquarters that establishes the team also provides or arranges for
administrative and other types of support.
(1) When location selection is performed independently of combatant command
leadership and participation, such as may be the case in a disaster relief or recovery
operation, a senior USACE representative may be appointed as the team leader. In certain
other instances, DOS or DOD officials might head the team.
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(2) The leader’s initial task is to tailor the team’s membership to the situation and
mission by selecting and appointing team members that represent the proper mix of
experience, professional disciplines, and appropriate areas of expertise. Some members
will be military personnel and some will be DA civilians or civilian contractors.
Depending on the types of expertise, ranks, and civilian grade levels appropriate to the
mission, the USACE team members will be from USACE district offices, with
augmentation, if needed, from Headquarters USACE and USACE division offices.
(3) Another duty of the location selection team leader is to determine which team
members will deploy and which will remain at home station. For example, the team’s
logistical support base is more effective if it remains close to a source of supply and
procurement, assuming it has access to reliable and efficient transport and delivery. On
the other hand, experienced planners, site designers, AT/FP, and tactical operations
experts need to see and walk prospective base camp locations in order to maximize their
contribution to mission accomplishment. Integration of a medical and other nonengineer
expertise may be a requirement.
(4) Depending on the situation, the location selection team might include personnel
from other U.S. agencies such as the DOS and, in some cases, personnel from allied or
coalition governments. As mentioned previously, the team leader may decide to include
HN representatives as team members or have them interact closely with the team.
c. The following twelve fundamental considerations relating to preliminary details
will contribute to the success of the location selection team:
(1) Ensure that each team member procures the necessary documents. With the
assistance of the DOS and the guidance contained at the HQUSACE Predeployment
Website, team members must procure the necessary passports, visas, HN entry, and other
theater clearance documents. The military status of the team members must be identified
and clarified so that the team members will be afforded Geneva Convention rights in any
situation regarding contact with hostile forces.
(2) Ensure that each team member meets health and immunization requirements. A
physical examination will be conducted of each potential team member to determine
his/her suitability and risk level, and immunizations will be brought up-to-date.
Arrangements should also be made for in-country medical care and medical evacuation in
the event of injury or illness.
(3) Verify security clearances in those cases where clearances are required. This is a
key issue under certain circumstances such as when a base camp is needed to support
classified operations.
(4) Ensure that deploying team members complete any required theater orientation
training. For example, in previous years, both military and civilian personnel supporting
operations in Bosnia and Afghanistan were required to complete theater orientation
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training before being allowed to enter the countries. If the situation demands, the team
should be provided weapons training; however, they are most often accompanied by
armed U.S. and HN military personnel and are not issued weapons.
(5) After ensuring the availability and presence of adequate mission funding, make
suitable travel, lodging, and other support arrangements, such as housekeeping and
laundry service. The deploying and reachback team members handling logistical support
should respond to requests from deployed team members as expeditiously as allowed to
get supplies and equipment sent to the team. This can include making some in-country
currency arrangements so that the team has access to additional cash if needed.
(6) Ensure that one or two team members are assigned as deploying and reachback
field office coordinators to obtain administrative supplies and provide support. They will
perform such tasks as sorting and filing data, ensuring that automation equipment
functions properly, and making repairs and adjustments as needed. They will perform
data entry tasks, handle review comments and their adjudication, ensure that team
members have adequate working supplies, prepare orders and correspondence, make
reservations and arrange schedules, and serve as "24/7" points of contact (POCs) for
administrative matters. This task will also include publishing military uniform and
civilian clothing guidelines; procuring badges; and preparing HN letters of invitation,
introduction, and authorization.
(7) Procure and test all communications and management information systems
before deployment. The availability of excellent, state-of-the-art systems that operate on
near-real time basis and software applications common to all team members is vital to the
reachback operation. Employment of multiple and redundant communications and media
systems is often advantageous to team operations. Some examples are Internet, word
processing, voice recording, satellite phone and data transmission, digital graphics, video
teleconferencing, photography, and real time streaming video. However, all of these
systems and communications should be thoroughly tested, and items such as spares and
power converters should be procured before the team deploys.
(8) Determine the protocol, sequence, and types of in-country contacts and visits.
There are usually more formal calls, briefings, meetings, and contacts required than
originally anticipated. These and other protocols should be identified, scheduled, and
attended (by the applicable team members).
(9) Coordinate arrival, departure, and visits with U.S. diplomatic and military
representatives present in the HN.
(10) Ensure that all team members have working level competency with a common
set of automation applications (of the same version) that will be used by all of the team
members. Expedite automation training for team members if needed.
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(11) Organize and make preliminary work assignments to the team members so that
each person knows what is going to be required while in country or while functioning in a
reachback capacity.
(12) Analyze and plan what information the team is going to collect, how it will be
obtained, and in what formats it will be assembled. Make special arrangements for
shipping bulky material such as engineering drawings, books, manuals, and maps.
d. Because the location selection process primarily deals with evaluating land,
facilities, and infrastructure, a location selection task is normally assigned to, organized,
and executed under the supervision of an engineer. However, the contribution made by
engineers and planners represents only one segment of the team effort. Experts in many
fields other than engineering are needed for a successful team effort and to assist with
analyzing and formulating recommendations. A location selection team might include
experts in—
(1) International and diplomatic relations. DOS liaison representatives and DOS
Foreign Service Officers are very familiar with the countries in which they serve and can
provide a valuable link between the HN government and location selection team. Often,
they speak the language and are familiar with local government officials, laws, politics,
customs, and religious practices.
(2) Military operations and training (Joint Staff Operations Directorate [J-3], G-3,
and S-3 officers). The “tactical valley” example, cited previously, demonstrates the value
of having operational planners on the team. Often the most constructible or accessible
locations have severe tactical vulnerabilities immediately apparent to an operational
planner.
(3) Antiterrorism and force protection. An AT/FP expert is an essential member of
the location selection team. The “16-story hotel” example given previously demonstrates
the need for such expertise.
(4) Medical and dental services. Team members can very easily develop health
problems or sustain injuries while deployed to a HN. The team should include, or have
access to, a nurse or Army health care specialist. If required, the team might include a
physician. The type of medical expertise required in the performance of an EHSA may
also be desirable.
(5) Civil affairs. Recent events in Afghanistan and Iraq demonstrate the essential
nature of a civil affairs mission. Often, a HN is initially without essential services, a
government, or security. A civil affairs representative on the team, who (ideally) speaks
the local language, can assist in defining the civil affairs issues associated with the
development of base camps. Examples include assisting the HN in forming or restoring
government organizations; assessing the technical skills, availability, and training
requirements for the HN’s labor force; determining the requirements for law enforcement
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and property security; reestablishing essential services and infrastructure; and setting up
mechanisms to resolve HN claims against the United States.
(6) Real estate. Arranging for the use of land and facilities in a HN by the United
States is not a simple matter. Skilled real estate appraisers and negotiators are required to
ensure that the United States obtains the proper facilities at a fair price. Also, as an
integral part of the initial land use agreement, the real estate team members will negotiate
the objective end-state of the facilities to be used by U.S. personnel. A basic goal for
every land use agreement is for the United States to return the land and facilities to the
HN at the conclusion of the U.S. mission in the same condition that they were before the
United States acquired them. Therefore, determining the condition of the land before the
United States takes possession is vital. The EBS can assist in accomplishing this task;
however, it must be understood that in some cases, returning land and facilities to the HN
in its original condition is not possible.
(7) Legal issues. In the past, location selection teams were limited in their legal
capability because their attorneys were familiar only with U.S. real estate and contract
law. To correct this limitation, it is recommended that the team include attorneys who
have experience with international law (see FM 27-10). Legal issues such as import
duties and taxes, personnel and equipment entry documents, residency permits, the
Geneva Convention status of U.S. nonmilitary personnel, policies on the use of imported
vice local construction materials, and the employment of the local labor force require
legal negotiation, agreement, and documentation.
(8) Cost estimating. While it is not necessary to have a contract (final) cost
estimator on the location selection team, an order-of-magnitude estimator is essential.
Cost issues usually arise at the very beginning of negotiations with a HN government.
Automation tools provide great assistance in preparing preliminary cost estimates, but an
experienced estimator will often see things not readily apparent to others. One example
might be the estimated increase in design and construction costs for a base camp located
in a seismic zone. Another example might be the increased base camp construction costs
connected with the removal of unmapped explosive hazards.
(9) Military police operations. MP representatives on the team will promote the
location selection process by evaluating the proposed site’s vulnerabilities to criminal
activity. They could also assist in identifying ground traffic control considerations and
provide insight as to the interaction with the HN constabulary agencies. If the site is to be
used for I/R, it is essential that one or more of the team members have the necessary
expertise to support this.
(10) Transportation planning. This area covers all modes and methods of moving
U.S. personnel, equipment, and construction materials to the proposed base camp
location in a HN. This and other areas may require members on the team, or other related
elements, to perform selected infrastructure reconnaissance operations (see FM 3-
34.170). Experts in some of the following areas may be team members:
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(a) Ports and navigation. Most heavy equipment and imported construction
materials will arrive by water. A ports and navigation expert on the team can assess the
capability of the HN’s ports and other water navigation assets to accommodate the
mission.
(b) Airports and airfields. Even if initial planning guidance does not call for
aviation facilities, it is virtually certain that at least some of them eventually will be
required. The possibilities for aviation support range from a simple helipad for C2 and
supply delivery helicopters to an airfield that will accommodate large Air Force cargo
aircraft such as the C-5A. Air traffic control, refueling, and field maintenance facilities
are a part of such mission requirements. Airfield planning, aeronautical support, and
pavement evaluation specialists can identify these requirements and make arrangements
for the many special reviews and approvals that may be required for aviation facilities.
(c) Roads, bridges, and highways. As mentioned previously, the HN's infrastructure
may be damaged by recent or ongoing combat operations, or it may lack maintenance or
be primitive in construction. Civil engineers with expertise in pavements, highways,
storm drainage, and bridges can identify the necessary repairs or construction to make
these assets capable of supporting a base camp.
(d) Railroads. In some countries, railroads are the only reliable means of ground
transport for significant numbers of personnel, heavy equipment, supplies, and
construction materials. Civil engineers with specialized knowledge and experience in
railroads can identify rail capabilities as well as the construction and repair requirements
needed to support base camp development and operation.
(11) Information technology and communications. The ability to locate, share, and
transmit information has become a basic warfighting requirement and is absolutely vital
to the planning, development, supply, and operation of base camps. The FFE concept
relies on excellent communications to expedite the process. Excellent communications
requires adequate operational, well-maintained, accessible, and regularly upgraded
equipment. An information technology and communications expert can examine the
situation in a HN and identify what exists and what is needed to achieve and maintain
information management and communications excellence.
(12) Environmental issues. An environmental expert (environmental support team
[EnvST], the United States Army Center for Health Promotion and Preventive medicine
[USACHPPM] environmentalist, or engineering staff environmental engineer) is an
essential member of the team. Such an expert can identify, at the very beginning of the
location selection process, the impact that base camp development and operation will
have on the HN's natural and man-made features and can recommend ways to avoid,
reduce, and mitigate adverse impacts. Oftentimes, they are the ones that complete the
EBS and related EHSA before U.S. occupancy and development. Environmental experts
are also essential for identifying how the land and facilities used by U.S. forces will be
returned to HN control when a U.S. presence is no longer needed or required.
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(13) Procurement and contracting. This member of the team should have knowledge
and experience in U.S. procedures as well as those of the HN or similar countries.
Location selection may be influenced by the proximity of a local labor force and HN
contract laws and regulations. Procurement lead time for certain critical equipment and
materials may have similar influences.
(14) HN sociological, political, cultural, and religious characteristics. The purpose
of such expertise on the location selection team is primarily to prevent U.S. decisions
from unknowingly ignoring, disrupting, or offending the government and the populace of
the HN and, in some cases, members of allied or coalition military forces. Sometimes the
DOS or civil affairs representatives discussed above can provide this important input to
the decision-making process.
(15) Morale, welfare, and recreation. Personnel assigned to or using a base camp
must be provided with sufficient MWR facilities and activities for off-duty enjoyment.
Recreational facilities may exist in the HN that can be used by U.S. personnel.
Alternatively, a relatively complete array of MWR facilities might be needed at the base
camp. Such facilities, including facilities for personal communications with family
members back home, help offset some of the hardships involved in a deployed status. An
MWR expert can identify the proper mix of facilities needed for MWR support of the
mission and might provide suggestions for positive interaction between U.S. personnel
and the HN populace by means of shared recreational facilities and shared participation
in public events.
(16) Real property management, maintenance, and repair. Experts in base camp
operation and maintenance will have a strong influence on location selection. Members
of the 412
th
and 416
th
Theater Engineer Commands are skilled engineers especially
trained in managing and contracting the operation and sustainment of base camps.
Similar expertise is resident in other Services as well (see FM 3-34 and JP 3-34).
(17) Various special services related to the HN. Many of the previously discussed
areas of expertise have stressed the need for a positive interaction with the HN. In certain
instances, particularly if the military situation is relatively stable, it can be advantageous
to have an official of the HN government on the location selection team. This
representative will be a constant source of guidance regarding the impact of a base camp
location on the HN populace, including HN social, cultural, and religious values and HN
capabilities to support and interact with the U.S. presence.
(18) U.S. military security personnel. In marginally stable situations, or in cases
with a high threat of terrorist activity, U.S. military support personnel might be attached
to the team to provide security.
e. Figure 5-3, page 5-18, shows how a location selection team might be organized.
The entire array of functions shown is meant to show the possible range of expertise that
might be needed. The mission will determine the actual team composition. Most likely,
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an actual location selection team will have far fewer members than shown in Figure 5-3.
Some of the members depicted in Figure 5-3 will deploy and others, probably the
majority, will function in a reachback capacity.
Figure 5-3. Possible location selection team members
5-6. Acquiring and Managing Location Selection Information. Gathering preliminary
planning information involves thinking through the mission set of problems. Planners
must then decide what information should be collected before deploying to the HN and
what information should wait to be collected after deployment to the HN. The team
initially meets to assign tasks regarding the fundamental details stated previously.
Respective members are assigned tasks for collecting and analyzing information about
the mission to be supported, the HN, and prospective base camp locations. Typical
products and sources of information that should be collected are shown in Appendix D,
Table D-2 (page D-4).
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a. Collecting planning information involves assembling, evaluating, and studying as
much relevant information as possible before the team deploys. Make maximum use of
electronic documents and automated files in formats readily accessible to all members of
the team. The following steps are helpful in collecting information before deployment:
(1) Collect the most accessible information first to help determine what information
must be collected later.
(2) Use caution in limiting the quantity and types of information to be collected in
the preliminary stages of location selection.
(3) Let the appropriate location selection team members take the lead in deciding
what information should be collected.
(4) “Triage” information into what is essential, what may have value, and what
should be discarded.
(5) Interpret information. Team members will collect and analyze as much data as
possible in their respective areas of expertise.
(6) After collection and initial analysis, conduct working sessions in advance of
deploying to the HN.
(7) After respective team members present the information they have collected, the
team leader determines which information is relevant and applicable to the location
selection operation. Figure 5-4, page 5-20, shows an example of how to analyze and
evaluate the initial information gained during the location selection step.
(8) The team leader determines those areas where more information should be
sought or requires further study. Table 5-1, page 5-20, shows the data management
process.
b. Information must be properly managed, compiled and organized so that—
(1) Its source is clearly recorded (marked with the date, contact information
regarding the source, and the venue in which the information was obtained such as phone
call, meeting, interview, internet, remote sensing, library, or document research).
(2) It is in a format that allows updating or expansion (this relates to the common
software mentioned previously in this section). File structures for storage and retrieval of
information should also be common, relatively intuitive, and familiar to all members of
the team.
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(3) Any individual piece of information can be readily compared to related data
(easily linked with, queried, and interactive with related data when applicable). Database
software, such as MS Access®, offers such a capability.
Figure 5-4. Information analysis and evaluation
Table 5-1. Data management
Data Management Process
1. Each team member manages a specific data area.
2. Team working sessions determine the relevance of various data elements.
3. Irrelevant data is discarded.
4. Potentially important data is maintained.
5. Data and data sources are verified.
6. Discrepancies are identified and resolved.
7. Data is rank ordered, based on its usefulness.
c. The proof of good data management is the ability to quickly answer questions
such as: Who gave you that information? When/how was that decided? Where did you
get that? and Where’s the criteria or standard for that? It’s almost certain that such
questions will arise during briefings to various command groups, other U.S. agencies, and
HN representatives.
5-7. The Location Selection Process (In Country). This paragraph describes typical
actions that a location team will accomplish during the deployed phase of the task. It
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should be understood that each mission and situation will require some variation to the
procedures described here.
a. Upon arrival in the HN, the team will—
(1) Make contact with the DOS and HN representatives. Ideally, this should occur
immediately upon the team’s arrival in the HN, such as a phone call from the point of
entry to the designated POCs who will come to the point of entry to meet the team.
(2) Check communications with team members who remain in the United States or
at the headquarters from which the team deployed. If something doesn’t function
properly, it should be corrected before the team begins examining prospective base camp
locations.
(3) Perform any required entrance and exit briefings, courtesy calls, meetings, or
visits. There are usually more of these than originally anticipated. Concise, informative,
and courteous information briefings can enhance HN and local command cooperation
with the fieldwork. If necessary, ensure that high quality interpreters are available.
(4) Secure and verify the adequacy of lodging and various aspects of support such
as dining, laundry, health care, housekeeping, supplies, and required documentation, and
arrange scheduling, security, and transportation for the inspection of prospective
locations. As discussed previously, good team performance depends on the team leader
taking good care of team members.
b. While in the HN, the team objectives are to—
(1) Visually inspect prospective locations by walking or driving over each land area
under consideration, immediately ruling out locations that will not support the mission,
and explaining why they are unacceptable.
(2) Negotiate with DOS and HN representatives, if necessary. This should include
identification of the existing condition of the land areas to be used for the base camp as
well as the expected condition to which these areas will be restored when U.S. use is
terminated.
(3) Select one or more locations for U.S. base camps from among a number of solid
alternative possibilities. A rule of thumb is to locate at least three acceptable alternative
locations for one base camp before identifying and explaining the rationale for
recommending the most advantageous COA or alternative. The advance collection of
remote sensing data and the liberal use of video recordings at each alternative location
will expedite this process.
(4) See and compile enough information to document the task with a location
selection record (discussed in paragraph 5-8) upon which further decision making and
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subsequent planning will be based. It is important to identify the rationale and measures
needed to accomplish cleanup, closure, and restoration (or turnover) of the base camp
when the U.S. presence is terminated.
5-8. The Location Selection Record. The location selection record is the formal record of
the steps taken to coordinate, evaluate, and perform the location selection process. It is a
basis for various land and facility use agreements between the United States and the HN
and serves as a starting point for subsequent planning design. It provides commanders
with information upon which to make base camp location decisions, but it must also look
into the future and address eventual base camp cleanup, closure, and turnover concerns. It
can contain more detailed planning information based on HN requests to perform
additional planning tasks such as estimating the cost of construction, illustrating
preliminary facility designs, and estimating HN labor force requirements. The contents of
the location selection record may include written, recorded, photographic, graphic,
database, and video graphic information addressing the general and special
considerations discussed previously. Appendix D, Tables D-3 and D-4 (pages D-5
through D-24), contains an example of a comprehensive format for the location selection
records (executive summary and detailed record). However, the format may vary
depending on the actual situation. The record should include—
A general introduction. This section will consist of an executive summary, a
summary of the mission statement, a description of the process that was used
in the field to survey, and a recommendation of the most advantageous base
camp location(s).
A description of the HN. The geographic, demographic, socioeconomic,
cultural, and religious aspects of the HN population will be described in this
section.
An analysis of AT/FP factors, along with other factors that affect the security
of persons and property, that influence the recommended base camp
location(s).
A description of the recommended base camp location(s), areas, and
boundaries.
The climatological and meteorological conditions of the HN. In addition to
weather data, other conditions, such as seismic vulnerability, will be included
in this section.
A real estate section. In addition to describing the pending and concluded real
estate agreements made with the HN, this section will identify the base camp
cleanup and closure objectives for the time when U.S. presence is expected to
end. For example, if the land to be occupied by the base camp is a farmer's
cattle grazing land, the objective upon cleanup and closure will be to return
that land to good grazing quality or other use agreeable to the owner.
A regional factors section. This section will relate broad HN demographic,
social, economic, cultural, and religious traditions, behaviors, and preferences
to specific examples that exist in the region where the location selection
process is being undertaken, such as in the case of locations of religious
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facilities, cemeteries, educational institutions, mercantile centers, and
industry. Also, this section will discuss the local labor market in terms of its
capability to support U.S. construction, base operations functions, and
administrative functions.
A section containing the EBS (ideally supported by a companion EHSA). The
EBS describes the condition of the land and real property chosen for
development of a base camp, ideally before occupancy or construction takes
place. Therefore, the EBS identifies the preoccupation environmental
conditions for the protection of troop health and safety and pre-existing
environmental conditions that protect U.S. interests from spurious claims at
closure. It also establishes an objective end state to which the land area must
be restored. Coordination with the theater command’s environmental
management officer during location selection will minimize future challenges
and claims. The EBS will be conducted by the environmental management
officer, expert members of the location selection team, other engineer
representatives, or as contracted by the theater command. Either the location
selection team leader or the prospective base camp commander will ensure
that copies of the EBS are forwarded to the theater command’s engineer and
to the officer assigned to handle legal claims against the United States. A
comprehensive EBS includes—
♦ A precise, illustrated and mapped description of the location including
present land uses and conditions, health and safety conditions, and the
objective end state to which the land area must be restored at base
camp cleanup and closure.
♦ A description and mapping of observed spills or soil staining.
♦ The present and recommended methods of sanitary waste disposal.
♦ The recommended methods of water supply and discharge.
♦ Recommendations regarding HW/infectious waste collection and
disposal.
♦ A description and mapping of any underground and above ground
storage tanks.
♦ A description and mapping of drums and containers of HW.
♦ Any additional aspects deemed to be significant to existing baseline
conditions.
An estimated water consumption section. This section will estimate the
requirements for water consumption from a low-end, austere “initial”
condition to a high-end, fully developed base camp condition.
A sewage and waste disposal section. This section will describe the facilities
and approaches recommended for sewage and waste disposal requirements
from the low-end to the high-end state of conditions.
An air pollution control section. This section will address the matter of
attaining and maintaining favorable air quality standards for the base camp
and the surrounding HN region. Also, this section can describe any
agreements reached between the United States and the HN regarding measures
to control air pollution in the area of the base camp.
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A transportation facilities section. This section will describe the HN, regional,
and local transportation network; it will provide an estimate of the
transportation system’s capacity and a summary of relevant problems that
require attention. It will evaluate roads and bridges for wheeled- and tracked-
vehicle access, railroads, waterways, and air transportation. It will also
provide information and analysis regarding a potential aviation component for
each potential location selection site. Aviation requirements can span from
helipads for command, control, and resupply helicopters all the way to
operational and supporting facilities for U.S. Air Force cargo and combat
aircraft.
A traffic control section. The MP member and the transportation planner
member of the location selection team will prepare this section by describing
the capacities, chokepoints, tactical and AT/FP vulnerabilities, and
engineering deficiencies that require attention.
A drainage and erosion control section. Planning for base camp drainage must
be an integral part of the location selection task. Adverse drainage conditions
not only affect the health of base camp occupants; it also affects trafficability,
equipment readiness, and morale. This section will address those concerns.
A power and fuels section. This section will identify sets of estimated
demands for austere operation (initial) and the methods recommended to meet
these demands, followed by demands that will result from improvement of the
base camp’s facilities and infrastructure (organic to permanent, if applicable).
A communications and information management section. This aspect of the
infrastructure has become an absolute requirement for U.S. forces from the
initial phases of a mission to its completion.
A conclusions and recommendations section. This section will explain, in
detail, the process used to arrive at the recommended location. Alternative
locations that were considered will be described and compared to each other,
and the candidate locations will be listed in order of merit. Significant
shortfalls and vulnerabilities will be described, as well as subsequent planning
needed to follow the location selection process. The requirements for eventual
base camp and copies of U.S. and HN agreements will also be included.
A list of exhibits. Examples of these exhibits include maps, photographs,
digital video recordings, memoranda of meetings and interviews, field notes,
and copies of U.S. and HN agreements.
5-9. Review and Approval of the Location Selection Record. The review and approval
process for the base camp facilities allowances will most likely consist of a series of
information and decision briefings to command groups at appropriate levels. The
approval granted will be recognized as being that of a preliminary approval of the
facilities that might be required at the proposed base camp. In a typical situation,
assuming that a theater command is in place, the review and approval chain likely will
proceed from the base camp to the appropriate intermediate headquarters, to the theater
command headquarters, and perhaps to HQDA. Special reviews and approvals, such as
those required for aviation, munitions, and ranges and training facilities, will likely be
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obtained or be underway before submitting the requirements document through the
command approval chain. A typical flow of TO reviews and approval is shown in Figure
5-5. In this figure, the dotted lines represent coordination and information exchange that
should be on-going, regardless of the review and approval process requirements. In
special cases, there will be exceptional oversight, such as Executive Office, Cabinet level,
or Congressional oversight of a plan to establish a base camp in a foreign country. In
those instances, a planner may be asked to provide information beyond that which is
customarily associated with the development of a base camp.
Figure 5-5. The flow of reviews and approvals
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6-1
CHAPTER 6
Land Use Planning
6-1. Introduction. This chapter defines and describes the land use planning process which
is the touchstone of the base camp development planning process (see Figure 6-1). The
paragraphs contained herein explain how to prepare and obtain review and approval of
the base camp land use plan and how this plan becomes the foundation of the base camp
development plan.
a. Land use planning is defined as the process of calculating, mapping, and
planning the allocation of land areas based on general use categories, mission analysis,
functional requirements, functional interrelationships, standards, criteria, and guidelines.
Figure 6-1. The base camp development planning process
b. Land use planning integrates the natural and man-made physical elements of a
base camp and the human (military and sociocultural) activities that take place within and
around it.
c. The physical appearance of a land use plan resembles an assembled jigsaw
puzzle, because each piece of the plan (each representing a land use) is intended to fit
together with the others to form a mutually supporting whole. The land use pattern
accounts for constraints that cannot be overcome, takes advantage of opportunities that
exist, accommodates existing requirements, and allows room for future expansion.
Compatible land uses are placed close to each other and incompatible land uses are
separated.
d. A land use plan depicts general locations for land use areas in relation to existing
development patterns (all natural and man-made forms), forces, and features at the base
camp location. They range from fairly elaborate plans to very simple plans, usually
depending on resources (time, availability of software, and such) and the situation. See
We are here
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Appendix E, Figures E-1 through E-3 (pages E-1 through E-3), for example land use
plans.
e. A land use plan should show the basic scheme for main vehicular and rail
networks and the locations most suitable to support air access. It should designate the
most advantageous locations and alignments for the mains, the stations, and the plants
associated with the utility systems. More detailed utility system alignments are addressed
later in the planning process as part of the general site planning topic presented in
Chapter 9.
6-2. The Land Use Planning Process. A land use plan is the product of collecting and
analyzing data to include estimating land area requirements, performing environmental
and functional analyses, and developing and comparing alternative schemes. Each
alternative is a solid, logical solution to satisfying the requirements. After analyzing the
alternatives, the planning team decides upon the most advantageous alternative, and then
uses it as a basis for developing the proposed land use plan. This plan then becomes the
base camp land use plan after command approval. The land use plan is the 'skeleton' upon
which, and the ‘compartments’ within which, the development of the base camp will
occur. If a land use plan is based on solid planning information and careful analysis, and
is flexible enough to accommodate change and short-range issues, major revisions are
rarely needed. (See Appendix E, Table E-1 [pages E-4 and E-5], for a sample land use
plan checklist.) Many professional publications are devoted to the subject of land use
planning. Here, the process is reduced to a series of twelve pragmatic steps that promote
understanding, reduce complexity, and minimize the use of theoretical and technical
language. While the process will be discussed in terms of steps, it really should be
thought of as a cyclical, not linear, "start-to-finish" process. The process is analogous to a
tailor making a suit of clothes for a customer. The tailor goes "back and forth" between
the steps of the tailoring process—fitting, marking, altering, and refitting—to achieve a
quality result. Later on, if the customer's size should change, the tailor goes back again
and alters (but does not totally remake) the suit.
6-3. Steps for Land Use Planning. The steps in the land use planning process are listed
below. Each will be discussed in subsequent paragraphs, along with suggested ways to
accomplish each step.
Collect information.
Set land use goals and objectives.
Calculate land area requirements.
Conduct an environmental analysis.
Prepare an environmental overlay.
Conduct a functional analysis.
Produce a functional relationship overlay.
Develop alternative land use plans.
Select the best alternative land use plan.
Obtain the commander’s approval.
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Obtain higher headquarters approval.
Implement and maintain the land use plan.
a. Collect information. This step involves the collection and data
analysis/evaluation process that was discussed in Chapters 3 and 4. The information
essential for the preparation of the land use plan would include the mission, population,
and equipment data; an analysis of the HN information; the EBS (and EHSA if
available); the TAB; as much imaging and map data about the location as can be
obtained; and command and operational planner guidance and preferences (see Figure 6-
2). One way to organize the collection task is to group the information into sets of
planning factors as follows:
Figure 6-2. Data essential for successful base camp land use planning
(1) Tactical and AT/FP operational factors. A civil engineer might recommend a
nearly level area as the best land upon which to construct the built-up areas of a base
camp. However, if dominating terrain surrounds it, operational planners might determine
this land to be tactically vulnerable and would recommend against constructing a base
camp in that location.
(2) Environmental factors. These factors include both natural and man-made
features that affect the location. Environmental factors (depicted on the environmental
overlay) are constraints influencing the environmental impact of the development and
operation of a base camp. Each constraint varies in impact depending on the land use
category. For example, a floodplain area is not suitable for heavily developed uses but
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may be used as open space, clearance zones, buffers, or outdoor training and recreation.
The noise zones around an airfield are not suitable for housing, but might be used for
industrial, maintenance, or noise-producing training activities.
(3) Technical factors. Base camp development planning requires the consideration
of a vast number of technical factors. Many of these factors are not immediately visible at
the time of a ground survey; they include such factors as geologic sinks or weak soil
structure, seismic zones, catastrophically severe weather, electromagnetic radiation
zones, aircraft flight corridors, and accident potential zones. The need to deal with
technical factors could also arise when new, larger, or more lethal weapons systems are
introduced if such new weapons would require sustainment training at a base camp’s
firing ranges.
(4) Socioeconomic factors. Socioeconomic factors influence the development of a
realistic plan. Social factors include the accommodation of HN laws, regulations, politics,
customs, and religious considerations. Economic factors include the amount and
availability of U.S. funds to develop the base camp as well as the effect that the U.S.
presence has on the HN economy. These may lead to trade-offs between what is most
ideal, what is most expedient, what is most realistic, and what is most respectful of the
HN preferences. An example of this occurred when a poultry farmer contacted a local
commander and complained that low altitude helicopter flights had caused his chickens to
stop producing eggs. The command had unknowingly aligned a low altitude flight
corridor right over the farm. Realignment of the corridor resolved the complaint and
ensured the farmer a continued livelihood.
b. Set land use goals and objectives. This step involves mapping out a strategy for
the land use plan. Questions to be answered include—what should the plan accomplish,
what opportunities and constraints should be addressed and, most importantly, exactly
how will the land use plan support and enhance mission accomplishment. To assist in the
task of setting goals and objectives, the following set of definitions applicable to goal
setting is provided:
(1) Goal. A desired outcome, not necessarily quantifiable; a valuable target for
planning.
(2) Objective. A more specific component of a goal, usually quantifiable and
sometimes linked to a schedule or time line. Objectives are used to measure progress
toward a goal. (See Appendix E, Figure E-4 [page E-6], for an example of goals and
objectives for a land use plan.)
c. Calculate land area requirements. Calculating land area requirements is a task
that establishes the scope or size of the land use plan. Specifically, it estimates the
required minimum size of each land use zone based upon the size of the unit, mission,
requirements, and other factors identified during the mission analysis. (See Appendix E,
Table E-2 [page E-7], for general land use planning factors.) Typically, an expansion
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factor to accommodate both known and unknown future expansions of the base camp is
added to the applicable zones.
(1) The planning team can use a TAB (see Chapter 7 for more information) as a
technique to plan, calculate, and document the estimated land area requirements for each
facility requirement.
(2) In the process of calculating land area requirements, one question that the
planning team must keep in mind is, “Is there enough area within this land use zone to
accommodate everything, plus room for expansion?” The Army changes at a much faster
pace than many comparable large organizations in the civilian sector. In a TO situation,
the tempo of change is even more accelerated. A sound land use plan must leave room to
accommodate such changes for both anticipated and potential contingency missions. The
following paragraphs discuss both forms of expansion planning.
(a) Anticipated expansion. An individual land use that has been designated by a
land use plan should include a portion set aside to accommodate expansion. Base camps
should be planned to accommodate expansion beyond current mission and population
levels. For example, a two-BCT base camp might leave enough land area to
accommodate a third BCT projected for deployment to the base camp at a later time. That
additional expansion land may lie initially inside or outside of the established initial
perimeter of the base camp depending upon a series of factors such as the availability of
and potential for future land lease agreements and/or the likelihood of the additional
commitment of forces.
(b) Contingency expansion. Land use zones should include sufficient area for
expansion that might be required to support a new mission as well as unanticipated
changes to the current mission. For example, a base camp may potentially have the
mission to house large numbers of displaced persons. A degree of imagination and a solid
mission analysis are used to anticipate the unexpected situations that can come to fruition
in the future. Likewise, utilities and infrastructure support planned to accommodate the
present mission should be slightly oversized to allow for expansion.
(3) Allow for anticipated and unanticipated expansion within land use areas. A
commonly used rule of thumb in calculating land use area requirements is to first
estimate the known facility and infrastructure requirements and mathematically compute
the area; for example, acres or hectares, required to accommodate them. Then, add an
arbitrary percentage to the result to arrive at the land use area requirement, including the
expansion zone (see Figure 6-3, page 6-6).
(4) An example of visionary planning regarding contingency expansion occurred at
a base camp that did not initially have an aviation mission assigned to it. However, the
planning staff designated a large, open area, as "airfield" on the land use plan. Initially,
the planners at higher headquarters questioned this apportionment of land, stating that no
aviation mission had been assigned. The local planners responded with, "Yes, but we
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know that many U.S. operations eventually requires aviation support." The higher
headquarters allowed the "airfield" land use designation to remain on the plan. Soon after,
the operational tempo increased dramatically and the base camp was ordered to construct
a C-130-capable airstrip and provide the supporting facilities.
Figure 6-3. Planning for expansion
d. Conduct an environmental analysis. The environmental professional on the
planning team, assisted by other members, should make a careful reconnaissance of the
land area proposed for the base camp using the EBS (and ideally the associated EHSA)
that was generated during the location selection step. This, along with other information,
will be available in the location selection record. If appropriate, request the participation
of knowledgeable HN government representatives, private citizens, and landowners.
(1) The objective of this analysis is to define the magnitude, significance, locations,
and boundaries of all environmentally, socioculturally, or historically sensitive areas
within or near the boundaries of the base camp. The written portion of this analysis will
be added to the base camp development record. The graphic portion will be discussed in
paragraph 6-3.e.
(2) Some of the environmental attributes and factors that the planning team should
look for and analyze include—
Safety and AT/FP clearance zones.
Restricted areas.
Airfield clearance zones.
Noise.
Topography.
Floodplains.
Wetlands.
Soils.
Threatened or endangered species.
Contaminated sites, landfills, and hazardous/toxic waste.
Water and wastewater treatment facilities.
Surface water and groundwater (aquifer recharge areas).
Presently Planned
Development
Expansion
Zone
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Electromagnetic transmission zones.
Historical, archeological, cultural, and religious sites.
Wind patterns and air pollution.
Underground storage tank sites.
Adjacent landowners and occupants.
Open space/buffer areas.
Seasonal constraints/restrictions.
e. Prepare an environmental overlay. Using a topographic map and the information
taken from the environmental analysis, prepare a map overlay or computer-aided drafting
and design (CADD) layer that graphically depicts the identified environmentally-
sensitive attributes or factors. Mark these by labeling, boundary denoting, and location
marking. It is especially important to mark the boundaries of those areas that, regardless
of the reason, should not be considered for any development. Preparation of the overlay
should, ideally, include contact with the HN government. The HN can help to determine
if there are any concerns about environmental resources or political, archeological,
cultural, historic, or religious considerations, and uncover any aspects of the base camp
location or surrounding region that may affect the HN’s ability to develop and manage
the land in the future. An example of an environmental overlay is provided in Appendix
E, Figure E-5 (page E-8).
f. Conduct a functional analysis. This step in the land use planning process relies on
the mission and force structure documents, the land area requirements estimate, and the
principles and practices discussed in this section. The analysis is an iterative process and
will involve several attempts before an acceptable solution is reached.
(1) Different planning organizations have different lists and names for land use
categories. In other words, there is no single standard set of categories and titles for land
use categories. They can range from just a few categories to hundreds.
(2) In the interest of simplifying the BCDP process, the land use categorizations
presented in this first method are reduced to just a few that are functional in nature, have
a common purpose, and denote major and significant land uses. The categories listed
below are broad in function and used for land use planning. Refinements to primary uses
will be made in a later step. These categories include—
Airfield.
Operational.
Maintenance.
Industrial.
Supply/storage.
Administration.
Community facilities.
Training areas, facilities, and ranges.
Ammunition/explosives storage.
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Housing (unaccompanied/other).
Recreation (indoor/outdoor).
Medical.
Open space (safety and AT/FP buffers).
(3) Having acquired an understanding of land use categorization, it is possible to
make the functional analysis. The following two techniques demonstrate reliable methods
that can be used to verify the affinity relationships and to determine the most efficient
flow of functions between and among the major functional land use categories.
(a) The land use matrix method. This method of analysis is useful when most
members of the planning team are not experienced with graphic techniques and have a
limited ability to use map overlays, sketches, or other drawings. The matrix method,
when simplified to as few land use categories as possible, is useful also for explaining
land use affinity to members of the base camp command group and representatives of
assigned units. The matrix uses a "crosswalk" methodology in which each use area is
duplicated on both axes and clearly shows land use compatibilities and incompatibilities.
See an example of a land use matrix in Appendix E, Table E-3 (page E-9).
(b) The affinity relationships diagram method. The commonly used term for this
method is bubble diagramming. It is most useful when members of the planning team are
trained in and oriented to the use of maps, graphics, sketches, and other drawings. To
refine their analysis, some planners go a bit further and draw the bubbles in various sizes
to indicate the relative amount of land that must be apportioned for each use. See an
example of an affinity relationships diagram in Appendix E, Figure E-6 (page E-10).
g. Produce a functional relationship overlay. Preparing a functional relationship
map overlay promotes an understanding of land use dynamics by placing the land area
estimate and the functional analysis in the context of the actual base camp location. It
consists of a series of alternative trial overlays. The overlay shows the required land use
categories by sketching them as “bubbles” over a topographic map of land allocated for
the base camp. See Appendix E, Figure E-7 (page E-11), for an example of a functional
relationship overlay. Land uses of adjacent areas beyond the camp boundaries are also
shown.
(1) This procedure has the following three basic objectives:
To develop a product that will assist in developing a plan for locating all
facilities identified for inclusion by the analysis in a manner that promotes
interaction between related, compatible activities while separating
incompatible or conflicting ones.
To preserve and protect significant natural, cultural, and environmental
features. Solid land use analysis and site development promotes efficient
mission accomplishment, protects and improves living and working
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conditions at the base camp and, eventually, contributes to its effective
cleanup and closure.
To ensure that each land use area (and eventually each proposed site within
each land use area) has ample space to accommodate both anticipated and
unforeseen expansion.
(2) The planning team accomplishes the map analysis as follows:
Obtain a topographic map or a digital topographic map and refer to the land
area requirements estimate. Secure any additional maps and inventories
relating to existing buildings, infrastructure, and other real property facilities.
Additional supporting materials include a TAB (if applicable and available),
an environmental overlay, and the functional analysis bubble diagram or land
use matrix. Ideally, topographic maps would show existing facilities. If they
do not, these facilities should be sketched onto the map. Label the existing
facilities and structures and annotate their status (retain or demolish).
Analyze and diagram the circulation systems. The ground transportation
system is the "spine" of a land use plan. Circulation determines the
accessibility and efficiency of flows between one land use and another. Show
the major and minor circulation routes and identify potential locations for
primary and secondary ECPs for vehicles and pedestrians by relating them to
the existing major transportation corridors serving the location. In some
instances, heavily used low altitude aircraft corridors should be shown. See
Appendix E, Figure E-8 (page E-12), for an example of a circulation systems
analysis.
Analyze the buildable areas. The planning team should consult the location
selection record and the environmental overlay and, if necessary, perform
additional field reconnaissance of the base camp location. An analysis is made
of the land area to verify which land areas will support construction, which are
marginal in that respect, and which will not support construction. See
Appendix E, Figure E-9 (page E-13), for an example of a buildable areas
analysis.
Identify and analyze major activities and structures. Identify major activities
and existing structures, and highlight those facilities that can be used to
enhance mission support. For example, there may be a prominent, well-sited
building that would serve very well as the base camp’s headquarters. Analyze
what activities must take place inside each land use category in order to
identify the facilities within them that will have heavy activity flows between
them such as the activity flow between a maintenance area and an industrial
area, or an activity flow into and out of a community center. This analysis
may indicate opportunities for consolidating related, compatible activities that
are dependent on each other within a single structure or complex. See
Appendix E, Figure E-10 (page E-14), for an example ‘snapshot’ of a major
activities and structures analysis.
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Perform additional analyses. Special circumstances may warrant additional
map analyses. Examples include analyses of AT/FP and personal/property
security, cultural and religious locations, and historical buildings and places.
Prepare the functional relationship map overlay. After completing a sufficient
number of map analyses to rule out any major mistakes and omissions in land
use planning, and to unequivocally delineate where development could occur
and where it definitely should not occur, the functional relationships map
overlay is prepared. If these analyses and the foregoing functional analysis
step have been done thoroughly, preparation of the functional relationships
overlay will require only a few tries before it presents a reasonably sound
planning approach. In essence, this overlay can be thought of as the transfer of
the bubble diagram to the analyzed realities of the base camp’s land area.
h. Develop alternative land use plans. It is especially important to acquire land and
organize and place structures on it, because it directly enhances (or detracts from)
mission accomplishment and base camp quality of life. A land use plan is the broad
framework within which all subsequent planning will occur. Properly sized land use
zones and categories are the compartments within which, and between which
development, human habitation, interaction, and expansion will occur.
(1) Land use planning involves questioning, analyzing, and inserting the results of
that process into a plan capable of being implemented. In the process of questioning and
analyzing, two of the most important questions that planners must keep asking
themselves are: “Is there enough area within this land use zone or category to
accommodate everything, plus room for development and/or expansion?” And, “Am I
cutting off any future options or reducing flexibility by configuring a land use zone or
category this way?”
(2) The land use planning physical process is accomplished through the following
steps:
(a) The planning team, assisted by representatives of the base camp users if
possible, returns to the topographic map discussed earlier and the environmental overlay,
and refers to the functional analysis map overlay. If using automated drafting equipment,
this would mean referring to the base layer with all topographic and physical features
layers, the environmental overlay layer, and a layer containing the functional analysis.
(b) The team begins by sketching or plotting in the boundaries of the various land
use zones. If reasonable, the team can be divided into smaller groups and tasked to
develop a land use plan. The most effective way to accomplish this is for each group to
locate and establish boundaries around the largest and most problematic land use zones or
categories first, then work through the smaller and less problematic land use zones and
finally, address the land uses, such as buffer zones and nonfiring outdoor training, that
are the least dependent on other uses.
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(c) Each land use should be individually evaluated for its size adequacy according
to the land area requirements estimate. The evaluation should focus on any critical
dimensions or clearances (in accordance with the standards and criteria documents) and
compatibility with other lands uses (according to the functional analysis).
(d) The groups should reevaluate and adjust their respective copies of the functional
analysis map overlay to account for new ideas and insights.
(e) Numerous attempts might be necessary before the groups are satisfied with their
land use planning solutions. As each trial land use plan is prepared, the following tests
will help evaluate the merits of each proposal. A written record should be kept as each is
being tested. The following attributes would be tested:
Functional relationships among land uses. A relationship exists when the
activities that comprise two or more land uses are interdependent. Conversely,
some land uses allow greater flexibility in location.
Dependencies among land uses. Dependencies are evident by the flows of
materiel, information, units and people, energy, support services, and
administrative services. Expediting flows between two interdependent land
uses can best be achieved by locating them next to each other. Flows may be
in one or both directions. In a one-directional flow, for example, food from a
central rations issue facility moves to DFACs throughout the base camp,
implying a one-way dependency in which only one of the functions is the
recipient. The best location for the central rations issue facility is influenced
by the respective locations of the DFACs it supports. In a two-directional
flow, there is a flow in both directions, whereby activities in two different
land uses benefit by the flows between them. For example, unaccompanied
personnel benefit by living close to retail troop support and MWR facilities
because they depend on these facilities. Reciprocally, these facilities are
successful because unaccompanied personnel are close by.
(f) Land uses may be linked by organizational relationships and compatibilities of
their component activities and equipment. Some examples include—
A FEST may park and maintain its vehicles in a central motor pool in a
nearby location even though the motor pool is operated and controlled by the
S-4.
The organizational vehicle maintenance and parking facilities of the battalions
assigned to a BCT can be located near each other and reasonably close to the
brigade headquarters and the brigade’s subordinate units.
Units with tracked vehicles operate much differently than wheeled vehicles
and have a far greater impact on road surfaces. Separate roads and trails
should be provided for them if possible. Tracked-vehicle maintenance and
parking areas should be located on the outside edge of built-up areas.
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(g) Performance analysis. This test would ensure that each trial land use plan
(COA) conforms to the tenets stated in subparagraph 6-3.h. and in the land use planning
checklist in Appendix E, Table E-1 (pages E-4 and E-5).
(h) End-state analysis. Each alternative land use plan (COA) must envision the
eventual termination of the U.S. mission. The base camp must be effectively cleaned up
and closed (see Chapter 10).
(i) Important tenets of land use planning. The land use planning process is defined
by various tenets, but planners must keep in mind that there is no "ideal" plan. Each
mission, force structure, and available land area is unique. Furthermore, missions,
doctrines, needs, and technologies may change with the passage of time. Some common
sense rules can be applied in relation to "what belongs next to what." Additionally, most
TO facilities designs contain recommended base camp layouts. These recommended
layouts can be “site adapted” if there is simply no time to execute the planning process.
However, an "ideal land use arrangement" that appears to work well in one place cannot
automatically be assumed to work well in another. A few of the more important tenets are
discussed in the following paragraphs:
Adjacent communities. In HNs with functional governmental and civic
infrastructure, coordinating with local communities and government activities
to shape the land use plan and to resolve differences strengthens the planning
process. Toward this objective, a land use plan should, if possible, depict the
existing and proposed land uses in areas surrounding the base camp.
Mixed-use concept. Land use planning is more than just grouping all uses or
categories and/or facilities of similar type together in large mass. Each land
use area should be a mixture of compatible activities that allow them to
function efficiently. For example, housing areas, although shown as a single
land use category, usually contain a wide range of troop support facilities and
recreational areas, and they may include real property maintenance and repair
facilities. Airfields not only contain the operational facilities associated with
aircraft; they may also contain housing, dining, and vehicle maintenance
facilities for the personnel and units assigned to the airfield. Another way to
think of the mixed-use land use planning concept is that the land use structure
of a base camp is anchored on a framework of nodes or centers that are
concentrations of compatible, interrelated activities (see Figure 6-4) with
larger, more predominant and specialized activities, in the largest nodes. The
nodes have functional linkages, both within and among nodes. An analogy
might be that of a headquarters having subordinate activities in a number of
remote locations, all working together to accomplish the mission. The
following diagram illustrates the nodes concept as it would apply to Army and
Air Force Exchange Service (AAFES) retail operations.
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Figure 6-4. Example of main and satellite nodes
Utilities. The most advantageous general alignment or location of utility
system mains, stations, and plants should also be shown (a detailed layout of
utility systems occurs later in the planning process).
Arrange land uses compactly in a built-up area, if threat conditions do not
require dispersal.
Establish open areas outside the built-up areas for training activities;
maneuver; and required AT/FP, safety, noise, and operational clearances. A
myriad of regulations, criteria, and rules of thumb govern the dimensions, area
requirements, safety, isolation, and clearance distances and boundaries related
to the configuration and placement of land uses. Many of them require open
space to meet standards. Additionally, if U.S. forces are deployed more than
several months and are not engaged in active combat, they must conduct
sustainment training. This generates the requirement for an array of training
facilities, including firing ranges and maneuver training areas (see Figure 6-5,
page 6-14).
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Figure 6-5. Example of safety clearance zone for a firing range
Designate different land uses for different activity types and intensities. For
example, planners would not locate a medical land use adjacent to a busy
community center or near a noisy airfield. If using the nodes concept, small
clinics and dispensaries might be located in these more active, noisy zones
(see Figure 6-6).
Figure 6-6. Example of required separation distance
Separate those functions that require special AT/FP, health, safety, or security
arrangements. For example, many activities require separation for safety
reasons. The quantity safety distance governing the development and
operation of ammunition supply points (ASPs), which is shown in Figure 6-7,
is a requirement that is widely understood and obeyed. However, one that isn't
Surface Danger
Zone
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very well known is the 0.25-mile (0.4-km) isolation distance and downwind
location that is required for sewage and industrial waste treatment facilities.
Figure 6-7. Example of quantity safety distance for munitions storage and handling
Locate land use areas adjacent to each other that have strong functional
interrelationships. Troop housing located within convenient walking distance
of dining, recreational, or retail facilities is an example of beneficial adjacency
(see Figure 6-8).
Figure 6-8. Example of convenient walking distance
Locate mixed, compatible uses within one major area (see Figure 6-9, page 6-
16). Group compatible land use functions together in multiple use areas.
Surrounding each node, described previously as a part of the mixed-use
concept, is a "density" of interaction that declines with increased distance
from the center. Distance influences the distribution of activities and the level
of activity at any location. A proven rule of thumb that applies to Americans
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is that they consider convenient walking distance to be any distance of 0.25
mile (0.4 km) or less.
Figure 6-9. Example of mixed and combined uses
Use the existing traffic circulation and utility systems to serve high activity
land use areas. An example might be to locate supply facilities that are subject
to heavy truck and rail traffic close to the main traffic artery or rail spurs (see
Figure 6-10).
Figure 6-10. Example of high activity area and planned circulation system
Use natural features and terrain to provide an attractive setting for living areas
and other community functions. The use of existing vegetation and terrain
features can make a base camp a pleasant place to live and work. For example,
recreational facilities located on prominent terrain features can provide
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patrons with attractive views of the surrounding countryside, providing a
relaxing, calming atmosphere (see Figure 6-11).
Figure 6-11. Example of using attractive natural features
Arrange for convenient access to community facilities for the base camp
population. On a large base camp, the use of the nodes concept would provide
a community center for main troop support facilities as well as satellite retail
and recreational facilities within convenient walking distance in the troop
housing areas. The distance influence in the nodes concept is shown in Figure
6-12, page 6-18, using an AAFES as an example.
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Figure 6-12. Example of the use of nodes to facilitate convenient walking
distances
i. Select the best alternative or COA land use plan or take the best from each
alternative or COA for a new best plan. If the planning team has been separated into
groups, each group should have tested its trial plans and arrived at its own best effort. At
this point, the entire team comes together and compares each of the planning solutions
(see Figure 6-13). Each of the solutions should represent a good, solid alternative or COA
land use plan and should be included in the base camp development records. After
reviewing all the alternatives, the team has the following two options to select or develop
the best alternative or COA:
(1) Choose one of the alternative plans as being superior over the others to
recommend to the commander or—
(2) Take the strongest points from each of the alternative plans and arrive at a new
“best alternative” land use plan to recommend to the commander.
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Figure 6-13. The alternatives analysis process
j. Obtain the commander’s approval. The planning team carefully consolidates its
notes and prepares, schedules, and rehearses a decision briefing to obtain the
commander’s approval of the recommended land use plan.
(1) It is advantageous to present the functional analysis overlay and the alternative
land use plans or COAs during this briefing and discuss the advantages and
disadvantages of each. Sometimes it aids comprehension to characterize each of the
alternatives with a title, such as “The Disbursed Development,” “The Line of Clusters,”
“The Concentric Rings,” and so forth.
(2) A member of the planning team not presenting the briefing should listen
carefully and write down the comments and responses of the commander and the staff.
The command group will offer valuable guidance and insights that must be incorporated
into the finalized land use plan.
(3) In addition to the graphic portion of the land use plan, a set of written
companion policies should be discussed and approved. These policies will impact the
land use goals and objectives and will be implemented to sustain the land use plan
throughout the life of the base camp. The policies would be the rough equivalent of the
zoning laws and ordinances that govern the development of most U.S. cities and many
counties. They define what can and cannot be constructed, modified, or placed within
each land use zone. Without these policies and their enforcement, facility and
infrastructure development can become, knowingly or unknowingly, a hodgepodge of
incompatible, unsecured, unsafe, unattractive, and inconveniently located facilities. Once
the policies are approved and put in place, observance of them becomes a collaborative
effort of the base camp command group, the base camp planning board, all units, and the
individuals residing on the base camp. Appendix E, Table E-4 (page E-15), shows an
example of land use policies. These policies should apply to all levels of subsequent
planning.
k. Obtain higher headquarters approval. The review and approval process for the
base camp land use plan may vary, based on the uniqueness of each base camp mission.
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However, in a typical situation, the review and approval chain likely would proceed from
the base camp to the appropriate intermediate headquarters, to the theater command
headquarters, and perhaps to HQDA. Special reviews and approvals, such as those
required for aviation, munitions, and ranges and training facilities, would likely be
obtained, or be underway, before submitting the requirements document through the
command approval chain. A typical flow of TO reviews and approval is shown in Figure
5-5, page 5-25.
(1) Once the land use plan is approved by the appropriate command authority, it
becomes the centerpiece of the objective land use arrangement. It provides the starting
point for all the subsequent steps of the planning, programming, design, and construction
processes that result in a complete and useable base camp.
(2) The intervals and requirements for the submittal of formal updates to a base
camp's land use plan are established by the theater command. Generally, a major revision
of a land use plan represents a very significant planning action. The bulk of the land use
planning process may need to be repeated. Examples include—
(a) A base camp that was originally planned as a logistical facility was assigned a
new mission to house tactical units, including organic and supporting aviation assets,
firing ranges, and maneuver training areas. This would represent a major revision of the
land use plan.
(b) A significant reduction of U.S. forces in the theater typically requires that a base
camp or portions of the base camp be cleaned up, closed, and returned to the HN. In this
case, a small contingent of U.S. personnel would normally remain indefinitely in a much
smaller base camp. This would require a significant change to the land use configuration.
(3) In some special cases, it is possible that there would be Executive Office,
Cabinet level, or Congressional oversight of a plan to establish a base camp in a foreign
country. Therefore, it is conceivable that a planner would be asked to provide information
beyond that which is customarily associated with the development of a base camp.
l. Implement and maintain the land use plan. The plan is initially prepared and
implemented with the advice and consent of the plan’s affected groups. Planners solicit
comments, and coordinate land use approaches with the base camp’s command group, its
assigned units, and, in some cases, certain HN representatives, as a routine matter during
the development of the land use plan. Once the base camp exists and the base camp
planning board is in place, it will assume the responsibility of maintaining the land use
plan.
(1) The approved land use plan, along with the record of the land use planning
process contained in the base camp development record, is the template within which the
base camp will be developed. One way to make the land use plan work is to develop
actions and programs that will implement various aspects of the plan. Examples of
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actions and programs that are the products of land use policies may include the
development of—
A firing range and maneuver training area complex.
Unaccompanied personnel housing complexes.
A service member support and community center area.
(2) Once the base camp becomes operational, there is a need for continuous review,
revisions, and submittal of updates for higher headquarters approval. If the land use plan
is solid, the objective would be to focus on the details of the plan and not on overhauling
its framework. The process depends on keeping users involved and making major or
minor revisions based on situations such as changes to the mission, population, user
requirements, technology, equipment, weapons systems, HN concerns, and
environmental concerns.
(3) The process of implementing a land use plan must be accompanied by an effort
to keep it relevant. Regular review by the base camp planning board and the appropriate
higher command, at times using USACE, NAVFAC, or AFCESA expertise, is an
excellent way to maintain relevance.
(4) The planning process must include a feedback mechanism so that new
information can be incorporated into future planning. For example, the acquisition of new
data can require an adjustment to the original land use goals and objectives. The best
feedback mechanism consists of presenting the land use plan to assigned units and other
users, soliciting comments and guidance from the appropriate higher command and, if
security conditions permit, providing copies of the land use plan to HN governmental
agencies. Appropriate distribution of the land use plan, an open door policy regarding
access to the local planning staff, visits by the planners to the units and other users, and
frequent base camp planning board meetings collectively represent the most effective
means of obtaining timely feedback.
(5) The ultimate test of any plan is the extent to which the base camp’s leaders
adhere to it. Land use plans that are based upon specific goals and objectives provide a
framework for prudent decision making and stave off short-term solutions that either
create or fail to solve long-term problems. Leaders and planners must understand that
there is a difference between amending a land use plan in light of new information or
changed circumstances and altering the plan due to capricious preferences. In certain
situations, it is very difficult to maintain the plan without compromising its vision and
coherence. The higher headquarters review and approval process and the act of
maintaining good working relationships with planners at higher headquarters, can serve
as a check and balance for capricious, unwise, or dangerous revisions of a land use plan.
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CHAPTER 7
Facilities Requirements Determination
7-1. Introduction. Army facility planners must serve as facilitators, translators, and
interpreters between the many interests involved in procuring, using, operating, and
cleaning up and closing base camp facilities. This is especially true in the case of
determining facility requirements (see Figure 7-1). The planning team must translate
facility allowance information into terminology that prospective base camp users can
understand and relate to their base camp needs. Planners must listen carefully, question
thoroughly, and understand completely what the users say regarding any special base
camp and operational needs associated with their respective unit. They must do the same
regarding HN needs and preferences, if applicable. Finally, planners must translate all of
this into the very precise, quantitative language used by those who will execute the base
camp development plan—the project programmers (and other engineering budget
planners), designers, other engineers, and the constructors. See Appendix F, Table F-1
(page F-1), for an example facilities requirements planning team checklist.
Figure 7-1. The base camp development planning process
a. As discussed in Chapter 4, the planning team has analyzed the mission and the
force structure (population and equipment) of the prospective base camp users, made use
of the automated TCMS, referred to standards and allowances from recent deployments,
and prepared a list of facilities allowances. However, it must be absolutely understood
that these allowances are, at best, a preliminary estimate of what might be needed at a
base camp; they are not true requirements.
b. Facilities requirements are determined by coordination and dialogue between the
planning team, the prospective base camp users and, if the situation allows, HN
representatives. Facilities requirements are command-vetted and are an approved list of
We are here
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existing and proposed facilities and infrastructure that must be present on the base camp
to support the mission.
7-2. The Facilities Requirements Development Process. The mechanics of the facilities
requirements determination process are shown in Appendix F, Figure F-1 (page F-2). The
steps in the process for developing facilities requirements are summarized in the
following sections.
a. Inventory existing assets. As an initial and vital step in the requirements
development process, an accurate inventory of existing land, facilities, infrastructure, and
associated assets should be obtained or conducted. Together with the users and, if
possible, the HN representatives, planners inventory and analyze existing facilities and
determine which will be used to meet some of the user’s facility needs. Plans are made to
use these facilities to the maximum extent possible. A thorough inventory is facilitated by
obtaining or preparing accurate maps of the base camp area, to include the entire land
area, its boundaries and adjacent areas, and the location and configuration of existing
facilities. The inventory must be on a building-by-building, system-by-system, and land
parcel-by-land parcel level of detail. Automation systems should be used to record the
data and to keep it updated. Example lists of the types and measures of data that should
be portrayed by a real property inventory are contained in Appendix F, Table F-2 (page
F-3).
b. Analyze the mission. Before starting the process, the facilities allowances that
were identified during the preliminary planning step are used as the starting point for a
dialogue between the planning team, the prospective base camp users and, if possible, the
HN’s representative(s). In addition to the mission and population data derived from
available OPORDs, MTOEs, TDAs, and standard databases, representatives from the
units being assigned to the proposed base camp can provide and/or confirm critical unit
strength and special support requirements data. Factors such as the mission, the
population, the number and type of vehicles and equipment, the terrain, the climate, the
EBS, and the planned life span of the base camp, will have a considerable impact on the
base camp’s facilities requirements. Communication between the planning team and the
units they support during mission analysis will likely reveal some of the following, often
overlooked allowance-adjusting factors:
(1) Full-time occupants of a base camp create different demands for facilities than
part-time occupants, thus it is necessary to determine what percentage of these units'
population will actually be full-time occupants. If there will be part-time occupants,
knowing what type units will occupy the base camp and how often and for how long they
will occupy it is extremely important as it could impact the planning of various utility
systems. Commanders’ preferences often determine if, and by how much, the
requirements for housing and troop support facilities might be reduced to account for
part-time residents. Some commanders want bed space for every service member,
whether they are present at the base camp or out on operations. Other commanders might
decide that permanent residents would be provided housing space and that sufficient
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rotational housing space would be provided to accommodate those units that are part-time
occupants.
(2) A unit may be allowed facilities that it does not want or need. For example, a
particular location may not have enough people to justify those facilities or there may be
a lack of funds or personnel to build, operate, and maintain them. This is often
experienced in the MWR facilities allowances.
(3) A unit may have special requirements not immediately apparent from reviewing
the MTOE or OPORDs. Some examples include specialized firing ranges or maneuver
training areas, security facilities, additional entrances or exits, or highly technical
equipment requiring exacting standards. Often these and similar unique requirements are
not addressed by standard facility allowance criteria, thus the planning team must listen
very closely and, at times, coax these special needs out of the base camp user.
(4) Many logistical support units and industrial-type functions require facilities that
have no published allowances. Their requirements must be calculated individually and
accomplished in close coordination with the headquarters designated to perform the tasks
and operate the facilities.
(5) Commanders typically want an efficiency multiplier known as “unit integrity”
in housing and associated facilities. Planners must understand both the positive and
negative aspects of this concept during the adjustment of facilities allowances.
(a) Maintaining unit integrity enhances commanders' positive C2 of their troops and
equipment. This is accomplished most effectively when a unit’s troops and operations are
consolidated in one area of a base camp. In particular, this applies to their administrative,
operational, housing, maintenance, supply, dining, and some MWR facilities.
(b) Conversely, Congress, budget managers, DA planning criteria, and facility
utilization policies often do not recognize and actively discourage unit integrity because it
tends to waste building space.
(c) Maintaining unit integrity can cause a significant increase in housing and service
member support facility requirements. For example, if the commander of a 550-person
battalion was assigned to a brigade base camp that was built in a series of 150-person
barracks blocks, it is obvious the battalion would not fit into an even number of blocks.
Depending on the battalion, it would require 3.66 blocks. Insisting on unit integrity, the
commander would occupy four blocks in order to maintain command, control and
property security throughout the entire unit area. The commander would not permit
troops from other units to live in the remaining 50 barracks spaces in that fourth block.
The spaces likely would be used for that unit’s nonhousing purposes. Multiply this by
several battalions and the wasted barracks space becomes very significant. Planners must
work with unit commanders to strike a reasonable balance between the preference for
unit integrity and the need for efficient facility use. In the case of barracks, it is obvious
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that housing structures with a low individual capacity can do much to offset the waste
caused by unit integrity.
c. Determine allowances. Allowances are based on the anticipated life span of the
base camp (see JP 3-34) and various theater guidance source documents such as the Red
Book and the Sand Book. These sources, coupled with the TCMS, will provide the
planner the initial planning guidance necessary to determine authorized facilities and the
associated square footage for those facilities. The list of allowances will be adjusted to
account for the needs that can be met by existing facilities. It is further adjusted to reflect
the user’s special requirements, allowed but unneeded facilities, command preferences,
and other real-world needs and conditions.
d. Coordinate with the customer. While identified as step 4 of the facilities
development requirements process, the planner should strive to meet with the user earlier
in the process to assist in confirming assumptions and gain a clear understanding of user
needs and preferences. Simply stated, coordination with the customer throughout the
process is critical to a successful plan and subsequent base camp that fully supports user
needs.
e. Determine requirements. Military units that deploy to base camps are often
uniquely and specially tailored. Therefore, a unit may not need the “same” facilities
identified in allowance criteria and, in fact, may need substantially different or additional
ones. Planners must continue to revisit the mission analysis, coordinate, confirm, and
negotiate with the using units and, at times, obtain theater command guidance and
adjudication regarding the types and sizes of needed facilities. Appendix F, Figure F-2
(page F-4), provides a graphic of the requirements determination process. Tradeoffs
among ideal arrangements in a base camp may be made after facility criteria are
compared to a unit’s real functional requirements. The realities of a base camp
development budget almost always mean that a base camp’s facility requirements must
be rank ordered, based on the importance of each requirement to the base camp’s
mission. Also, special facilities have unique planning, programming, design,
construction, and acquisition standards. These facilities include airfields and aviation
support, fuel and munitions storage and handling, standard ranges and training facilities,
medical and dental facilities, chapels, commissaries, PXs, working dog kennels, detainee
facilities, some types of MWR facilities, special maintenance facilities, AT/FP features,
and utility systems. Any adjustments must be reviewed and approved by the respective
facility proponents for these types of facilities. Appendix F, Table F-3 (pages F-4 through
F-6), provides an example of operational requirements that produce functional
requirements.
f. Document existing and required facilities. Facilities requirements are recorded in
a TAB. The TAB must have sufficient detail to mesh with the exacting processes of
construction project programming (if required), design, and construction. Paragraph 7-3
of this chapter describes the details of developing the TAB.
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g. Analyze shortfalls and excesses. The planning team, in coordination with the
base camp users and the HN representatives, if applicable, and with solid command
support, must analyze the inventory to identify shortfalls and excesses. A fundamental
principle for conducting this analysis is to reduce the need for construction by making
innovative use of as many existing facilities as possible.
(1) The analysis should include the following tasks:
Evaluate the condition and adequacy of the existing facilities and eliminate
from the inventory those facilities that do not meet health, structural, and
safety standards, are not economically repairable, or cannot be renovated or
modified to meet user needs. This analysis should include both horizontal
(roads and utilities) and vertical construction. In a HN, this typically means
negotiating to either demolish the facilities or to mothball them until the base
camp area is returned to the HN.
Encourage commanders to maximize facility use, taking full advantage of
those facilities determined to be adequate and able to support the mission.
Once use is approved by the commander, ensure that the facilities are
completely safe and floor space usage is optimized.
If the situation warrants, recommend unit and personnel reassignments to
improve facility use. In cases where U.S. forces occupy a series of existing
base camps, commanders and staffs can work to maximize the use of facilities
across more than one base camp, potentially reducing or eliminating theater
construction requirements. This practice, called “cross-leveling,” can achieve
a better fit between facility assets and unit requirements.
Identify facility repair and renovation requirements. Repairs or renovations
may be required on some existing facilities to bring them to an acceptable
standard for their intended use. Such requirements should be noted and
identified in the TAB.
Recommend conversion or diversion of current facilities to meet new
requirements. As a base camp’s mission matures and changes over time, a
way to solve the problem of providing new or different facilities is to convert
and divert existing facilities to meet the new requirements whenever possible.
A conversion involves a physical alteration of a current facility so that it can
serve a different purpose. An example of a conversion is changing a DFAC
into transient quarters by adding partitions, doors, hallways, a recreation
room, and latrines. A diversion involves using a facility for a purpose other
than its intended purpose without having to make any physical changes to the
building. An example of a diversion is using a former school as administrative
space for a personnel services detachment.
Consider using one facility for more than one purpose as a way of meeting
some temporary base camp requirements. For example, the dining area of a
DFAC could be used as administrative, conference, or recreational space
when it is not being used for its primary purpose.
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Identify additional HN facilities that could be leased or otherwise obtained if
needed. Careful analysis of these potential assets, with special consideration
of AT/FP, health, and safety adequacy, could reduce or eliminate the need for
new construction.
(2) The planning team, in coordination with base camp users, should consider using
the following steps to accomplish an analysis of each facility type for which a
requirement has been identified:
(a) Determine if a shortfall is a temporary one. For example, there could be a
situation where some of the assigned units of a BCT would not be scheduled to join the
unit in the base camp. This would eliminate a facility requirement, or another facility
action would result in the shortfall being met, where the overall result is that a particular
set of required facilities would not have to be constructed.
(b) Except for the above, all other shortages would be considered longer term, and
because they represent raw requirements, they should be further refined to account for the
realities of each particular situation. Some examples are—
As discussed earlier, those portions of a base camp’s population that operate
in the field or have some of its members assigned to other locations would
represent a fractional, or reduced, requirement in terms of utilities demand.
The same would apply to day workers and transient personnel. If the base
camp commander agrees that housing facilities would be provided for the base
camp's permanent residents and rotational housing for just one unit that would
be standing down from field operations, then a considerable downward
adjustment could be made in the housing construction requirement. Still other
service members might be required to live in combat vehicles or occupy guard
posts and fighting positions for operational security reasons. This might
reduce the housing requirement even further.
Existing surplus building space could be either diverted or modified
(converted) to meet new space requirements. Generally, this approach is more
cost-effective and time saving than new construction.
HN assets could meet part of a facility requirement. Leasing space from the
HN or negotiating other use agreements with the HN could be a sound way of
satisfying some space requirements. Utility support might also be provided by
the HN.
The alternative of new construction or land acquisition actions would be
initiated only after all other workable alternatives were examined and
discounted.
(c) As shortfalls and excesses are identified and analyzed, they should be
incorporated into a series of alternatives or COAs. In the initial stages of any shortfall and
excesses analysis effort, it is conceivable that a large number of COAs would be
considered for a particular component of a plan, such as a utility system or a traffic
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circulation system. As the COAs are further analyzed, planners should conceptualize two
or three COAs for each facility type in which a deficit is identified. Each COA should be
a logical and workable approach to satisfying a facility requirement. While it is typically
enough to consider only three COA schemes for each requirement, the uniqueness of a
particular mission may require that more than three COAs be considered.
(d) The COA selection process should begin with an analysis of the COA that has
the simplest solution to the facilities requirement. The analysis process should continue
by considering the remaining COAs in order of increased complexity and cost. The goal
of COA analysis should be to find the best combination of practicality and cost-
effectiveness while still meeting the facilities requirement. The realities of such factors as
AT/FP, safety, service member quality of life, constructability, budget, materials, labor,
and HN limitations and preferences should guide the review, and a dialogue should
continue until the most advantageous COA is determined. In close coordination with the
prospective user and, if possible, HN representatives, the planner should—
Determine possible ways and means to meet temporary requirements.
Identify the refinement calculations that would be used to account for interim,
special users.
Determine the best ways to meet facility requirements using existing assets
acquired from the HN or the allies, or as a result of reassigning space.
Identify those COAs that best meet the land and facilities requirements and
that require land acquisition or new construction. Together, they constitute the
recommended COA.
h. Recommend the best alternative (course of action). The results of this COA
analysis and review process should be brought before the commander, his staff, and the
base camp planning board, if one has been established. The most often used method for
obtaining approval of planning proposals is to schedule and present a decision briefing
for the appropriate decision maker. As with other decision briefings that may be given
during the base camp development process, the format is based on an evaluation of
alternatives or COAs, the reasoning as to the preferred COA, and a request for a decision
or an approval. After the commander’s verbal decision or approval, the selected COA
must be documented in a dated memorandum for record or similar document. The written
record is usually prepared by a member of the planning team for the signature of the
commander, and the signed document is placed in the base development planning record.
7-3. The Tabulation of Existing and Required Facilities. A TAB is a summary of the
mission; planned population data; plan-shaping vehicles and equipment; existing assets;
facility allowances; and facilities requirements, excesses, and shortfalls. It is the
fundamental detailed record of the facilities requirements development process.
a. The purpose of a TAB is to depict, in one cohesive document, a base camp’s
mission, unit strength, and major equipment so that the planner can present a detailed
account of the base camp’s existing assets, its facility allowances, and its actual facilities
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requirements. The TAB promotes the efficient use of existing assets and serves as a basis
for programming (or other funding), designing, and constructing the base camp’s
required facilities.
b. The building blocks of a TAB, as shown in Figure 7-2, are used to finalize the
development and portrayal of facility requirements, using either a manual or automated
means. The building blocks of a TAB include the portrayal and analysis of the—
Mission and population data.
Major and significant, plan-shaping vehicle and equipment data.
Consideration of operational, functional, and special requirements.
Inventory and proposed use/disposition of existing assets.
Allowed facilities, based on standards, allowances, and criteria.
Required facilities.
Figure 7-2. The TAB building blocks and process
c. A TAB consists of the following five sections. The first four sections portray the
mission, population, organizational, and equipment data initially derived from MTOEs
and TDAs (see Chapter 4) and the adjustments that were made to reflect the actual
requirements of the prospective base camp users.
Section I: The Mission Statement.
Section II: Population Data.
Section III: Organizational Elements Data.
Section IV: Plan-Shaping Equipment Data.
Section V: Facilities Requirements Data. This section is the actual portrayal of
existing, allowed, and required facilities. Remarks are added to identify and
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explain the requirements, especially the adjustments that significantly deviate
from published facility allowances or the rationale for a particular facility
requirement.
d. The TAB format will vary depending on the situation. However, it should be
prepared making use of commonly available desktop software or TCMS. Whichever
technique is used, the user must ensure that it reflects or is modified (in the case of a
TCMS TAB) to provide all necessary items such as other units, tenants, contractors, and
support requirements. Since the data and other information will change regularly, the user
should be very familiar with the selected software. An example of a TAB is presented in
Appendix F, Table F-4 (pages F-7 through F-21), and is intended only as one suggested
format. The format should be altered by the user to suit the situation.
7-4. Final Review and Approval. The review and approval process for the base camp
facilities allowances would most likely consist of a series of information and decision
briefings to command groups at appropriate levels. The approval granted would be
recognized as being that of a preliminary approval of the facilities that might be required
at the proposed base camp. In a typical situation, assuming that a theater command is in
place, the review and approval chain likely would proceed from the base camp to the
appropriate intermediate headquarters, the theater command headquarters, and perhaps to
HQDA. Special reviews and approvals, such as those required for aviation, munitions,
ranges, and training facilities, likely would be obtained, or be underway, before
submitting the requirements document through the command approval chain. In special
cases, there might be Executive Office, Cabinet-level, or Congressional oversight of a
plan to establish a base camp in a HN. Therefore, a planner might be asked to provide
information beyond that which is customarily associated with the development of the
facilities requirements portion of BCDP.
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CHAPTER 8
Selected Infrastructure Topics
8-1. Introduction. Base camps often require extensive infrastructure to support operations
and ensure an adequate quality of life for base camp residents. The standard to which the
infrastructure is developed depends on the base camp’s function, size, and life span.
Developing and sustaining the camp’s infrastructure presents significant challenges, in
particular resource and environmental constraints. Added to this challenge is the need to
integrate survivability measures throughout the base camp. Areas of particular concern
include sanitation, water supply, energy, solid waste, and survivability measures. JP 3-34
establishes a baseline of facility standards and allowances based on the base camp’s
anticipated life span. These standards are further defined in theater-specific guidance
documents (see Appendix C).
8-2. Sanitation. Adequate sanitation is necessary for the quality of life of base camp
residents and for environmental protection. Dealing with sanitation issues consumes a
considerable portion of the base camp leadership’s time. Developing plans early that will
support sanitation measures can reduce management issues, improve base camp quality
of life, and mitigate environmental concerns.
a. Wastewater. Dealing with wastewater, including gray water and black water,
creates significant issues for base camp planners and managers. Common gray water
sources include laundries, wash racks, and showers, while black water come from various
types of toilet facilities. The measures used to handle these waste streams will vary
according to base camp population, base camp standards, contractor services, and base
camp location. As a general rule, more austere standards will be associated with base
camps that have short life spans, and more primitive means of dealing with wastewater
will be used. However, there may be circumstances when the method used will be more
typically associated with more robust base camps. Whenever possible, base camp
commanders will want to use the best available and efficient system in order to improve
quality of life. Location of wastewater disposal must be considered early in the planning
phase to minimize odors and prevent contamination of water supplies. A number of
methods exist to deal with wastewater issues.
(1) Burn out latrines. Burn out latrines are often the first method used for field
sanitation. They can be constructed by engineer or other military personnel and use
vehicle fuel mixed with the waste in order to burn it. They offer the advantages of being
easily constructed with limited skills, tool sets, and materials; they do not take up large
amounts of base camp area; they can be located anywhere within the camp consistent
with good field sanitation practices; and they minimize the amount of remaining waste
that must be disposed of. While effective in many regards, they do present quality of life
issues and require separate facilities (generally tubes embedded in the ground in crushed
rock) for liquid waste.
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(2) Porta-johns. Most base camps employ porta-johns at some point in their
development. Porta-joins require minimal labor to construct, and they can generally be
located anywhere within the base camp. While these facilities are suitable, they generally
require contractors for servicing and, unlike burn out latrines, the waste must be moved to
a sanitary landfill site.
(3) Sewerage lagoons. Sewerage lagoons may be developed in support of base
camp operations. They provide a means of treating and disposing both black and gray
water, while avoiding the need for contractors to remove waste to landfills (assuming that
the overall system integrates flush toilets to dispose of solid wastes). They do, however,
require significant land area, proper soil types to reduce the danger of groundwater
contamination, and adequate pitch from the facilities to the lagoon to allow for water
flow. Odor can be a concern if not properly designed. Lagoons should be located
downwind of base camp and a significant distance from water supply. While military
engineers may construct simple holding ponds, actual lagoons that provide for proper
breakdown of wastes require engineering advice from civil engineers.
(4) Septic system and leach fields. A septic system and leach fields allow for both
black and gray water treatment and disposal. While an efficient means of disposal, as
with lagoons, they require a significant amount of area. In addition to the space
requirement, they also need distribution pipes, distribution boxes, septic tanks for solids,
crushed rock, and geotextile fabric. These requirements may add to the overall logistics
burden. While not completely removing the land area for use, they do limit use of the
leach field area to traffic that will not crush the pipe system. Mound systems may be
required for high groundwater conditions. For poor percolating soils, alternate secondary
treatment such as Multi-Flo aeration units must be designed. Simple constructed wetlands
provide final pathogen removal for surface water discharge. Septic system treatment
requires civil engineering expertise and site testing to be installed properly.
(5) Wastewater treatment facilities. Currently, the military has a limited ability to
construct and operate wastewater treatment facilities. Military assets are limited to water
purification units which are generally not used to handle black or gray water. Some small,
portable or semiportable systems are available from contractors, and the military has
engaged USACE reachback assistance or private industry with the requirement to
develop portable, scalable systems that will support base camp operations. The use of
wastewater treatment systems can greatly reduce logistics requirements by recycling
water for use in areas such as toilets, wash racks, and for dust abatement.
b. Dining facilities. Base camps, whether used for military or civilian disaster relief
purposes, often have allowances for DFACs. These may be a tent that personnel simply
eat in or a structure that resembles a DFAC on an established military installation. Army
cooks generally prepare meals using mobile kitchen trailers able to feed up to 350 people
or containerized, trailer-mounted systems that can feed up to 600 people. Contractor-
operated DFACs, on the other hand, can be quite large and require extensive cooking and
food storage facilities (to include refrigeration requirements). Regardless of the size,
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DFAC operations require large quantities of water for cooking and cleanup. While units
in the field may establish gray water soakage pits for DFAC wastewater, larger base
camps will require other options.
c. Personal hygiene. Ensuring personal hygiene is crucial for the health of deployed
military personnel. At the most austere end of the standards spectrum, military personnel
use field expedient showers to provide a minimal level of hygiene. Military units may
also take advantage of laundry and bath units that provide special tents with hot and cold
water for showers. Established base camps under more robust standards may use
contractor-supplied, prefabricated shower trailers that are often self-contained with water
heating and recycling systems. In other cases, military engineers or contractors may
construct shower facilities from available materials. As with all wastewater, there is the
need to dispose of or recycle it properly.
8-3. Water Supply. Base camps need water for everything from drinking, to sanitation, to
vehicle radiators. Since local water systems are often not safe, available, or reliable, other
methods of obtaining water must be used. The most common source of drinking water is
bottled water. While bottled water is safe and convenient, it does require transportation
into the base camp, and the empty bottles represent a significant portion of the base
camp’s solid waste management. Water purification and well drilling present more
sustainable alternatives to the use of bottled water.
a. Water purification. Production of bulk water for all purposes is often
accomplished by water purification—generally through the use of ROWPUs. These units
are provided by both the military and contractors. Water purification units require
adequate space to set up operations, and they must be in close proximity to a surface
water source such as streams. In some cases, it may be possible to tap into existing water
distribution systems, including fire hydrants. Caution must be exercised to ensure that
existing systems meets water quality standards. Also, using existing systems may not be
possible if it has a negative impact on the local population.
b. Well drilling. In some cases, well drilling may be an option. Military personnel
and civilian contractors both have the capability of drilling water wells. However, before
drilling, a study of the hydrogeology and hydrology of the area is required to determine if
it is practical. The study should incorporate a test well drilling program. Initial
information on hydrogeology is available via USACE reachback. Drilled wells may be
integrated into a water distribution system within the base camp, or water may go into
storage tanks or bladders for distribution by vehicles. Groundwater normally has a low
chemical or biological threat of contamination and does not usually experience a large
seasonal variation in quantity. After preventive medicine personnel test approve a
groundwater source, treatment is not usually required; however, chlorination is
recommended. (See FM 5-484/NAVFAC P-1065/Air Force Manual [AFMAN] 32-1072
for more information.)
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8-4. Energy. Base camps require power generation equal to that of a small city. In fact,
the inefficiencies inherent in power generation systems and in the design of the facilities
typically result in significant power waste. For instance, in hot climates where air
conditioning is required, it is not unusual to see air conditioning units capable of cooling
a large house being used to cool a small tent. Energy consumption in base camps requires
a significant amount of resources. Power generation requires fuel for the generators,
materials (such as cables) to establish power distribution, maintenance personnel (often
civilian contractors) to maintain and service equipment, and spare parts for the variety of
generators that may be in service.
a. Base camp power issues. Most base camps are powered by individual generators
that feed power either to a specific facility or piece of equipment, or to a group of
structures such as a housing area. While the generators may be attached to a distribution
system within the area to which they provide power, they are seldom networked into a
comprehensive power grid. Planning for power requirements and integrating the
generation and distribution network into the base camp is a significant part of effective
base camp planning.
(1) Generator placement. Generators must be placed close to the equipment,
buildings, or areas that they support in order to minimize the materials needed to
establish the distribution system and to avoid voltage drops that can impair equipment
function. They must also be located to allow for easy service and maintenance, in
particular refueling.
(2) Generator protection. Generators should be protected against enemy action and
accidents, whenever possible. Protection measures may include overhead roofs,
protective walls or berms, and secondary containment measures for fuel spills. In addition
to providing protection for generators, the use of protective walls or berms will help to
reduce noise pollution.
(3) Power distribution. Power cables and distribution boxes feed power from the
generator to the various facilities that it supports. In some cases, voltage transformers
may also be required to step up or step down voltage as required. Additionally, most U.S.
equipment operates at 110 volts, while most foreign countries use 220-volt systems. The
cable network itself may be employed above or below ground. In either case, appropriate
safety measures must be implemented to prevent damage to cables and to reduce
electrocution hazards to personnel.
(4) Electrical system design. Most military engineers and engineer units are not
trained to establish power distribution networks. While there are some military personnel
trained to develop these systems, they are generally few in number. If personnel with the
required experience are not available, planners must contact civilian SMEs and will often
be required to employ civilian contractors to establish the power grid.
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b. Base camp standards related to power generation. Depending on the allowable
standard, base camps may be powered by organic military equipment, Army prime power
units, or a mix of civilian generators. While the more robust standards may allow for the
development of a centralized power system, the more austere standards will rely on de-
centralized power generation and distribution (see Appendix C).
(1) Organic unit equipment. Military units are generally equipped with a limited
number of power generators. Most of these generators range from 3 to 10 kilowatts and
are designed to support CP operations and provide a limited amount of power for items
such as unit light sets. While other, larger generators (generally ranging from 30 to 100
kilowatts) are available, they are normally dedicated to the operation of specific
equipment items and facilities; for example, water purification units, radars, and rock
crushers and facilities such as field hospitals. This limited amount of power generation
capability should only be depended on for base camps constructed to the organic
standards; it should be replaced where possible by more substantial systems as soon as
they become available.
(2) Prime power. The Army’s 249
th
Engineer Battalion (Prime Power) can provide
a limited amount of power generation capability for both military operations and civilian
emergencies. Prime power platoons can develop up to 3 megawatts of power, and they
have a limited capability to construct and repair overhead power distribution systems.
They are also able to provide the expertise needed to conduct power studies and
determine power requirements and develop distribution plans. (See FM 3-34.480 for
more information.)
(3) Military base camp sets. The military employs modular base camp sets, such as
Force Provider and Harvest Falcon, to establish base camps on short notice. These
preconfigured sets include generation capability sufficient to support the anticipated base
camp size.
(4) Commercial generators. Once a base camp is established, commercial
generators are the most common means of providing power. These generators, whether
purchased directly by military units or provided by contractors, produce power to support
all aspects of base camp life, thereby freeing up military generators to focus on specific
unit requirements. Commercial generators employed in base camps are usually arranged
with a generator supporting a specific facility (such as a DFAC) or a group of facilities
(such as a block of housing units). In some circumstances, a large generator may provide
power to an entire base camp via an electrical distribution system.
c. Other considerations for power generation may include the use of the existing
civilian power grid, energy conservation measures, and developing technology.
(1) Existing civilian power grids. In well-developed countries with adequate
electrical distribution systems, it may be possible to use the existing power network. This
may prove to be more efficient and reliable than generator systems; however, certain
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restriction will apply. If the network will not support the additional load, the public
perceives that U.S. forces are using resources they need. If the threat level is high, using
the existing network will not be a viable option.
(2) Energy conservation measures. In some cases it may be efficient to introduce
energy conservation into the power management program. Measures such as enforcing
temperature settings, limiting use of certain items, and designing structures for energy
efficiency may reduce the overall electrical load required. While most of these measures
would be adopted for base camps at the higher end of the standards scale, some measures,
such as providing insulation for tents and limiting power use to certain items, can be
implemented at all standard levels.
(3) Developing technology. Various initiatives are underway to develop improved
electrical generation and distribution systems. Some of these include the use of fuel cells,
generators that operate from hydrogen generation, and microgrid systems that control the
distribution and generation of electrical power. These systems, when fully matured, may
make it possible to reduce the sustainment requirements associated with providing
electrical support to base camps.
8-5. Solid Waste. Base camps generate solid waste typical of a small town. This waste
includes all types of paper, glass, wood, plastics of all types, metals, and DFAC wastes as
well as specific items ranging from broken auto parts to televisions and freezers.
Disposing of this waste has become a significant issue for base camp managers. (See TM
5-634/NAVFAC MO-213/Air Force Regulation [AFR] 91-8 for more information.)
a. Landfills. A common method of disposing of solid waste is the use of landfills
(see Unified Facilities Criteria [UFC] 2-240-10A for more information). These areas may
be used to dispose of most nonhazardous materials. They must be designed to
accommodate the population over the anticipated base camp life span. Often, multiple
landfill sites will be required, which must be approved by the CCDR responsible for the
area of landfill location. Depending on the circumstances, substantial coordination with
the HN may be required to obtain the necessary land and possibly environmental permits
and studies. Planning considerations when establishing landfills include—
Locate the landfill downwind from the base camp (or at least downwind from
housing, medical, and dining facilities).
Locate the landfill in a controlled area where personnel using the site are not
subject to enemy attack and local civilians will not have access.
Locate the landfill away from runways (bird hazard), floodplains, wetlands,
aquifers, seismic zones, and unstable areas.
If HN contractors are dumping at the site, coordinate with the supported unit
for security considerations.
Provide recommendations to the base camp residents on items to avoid
placing in the landfill, including liquid or hazardous waste.
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Plan for daily and final landfill soil cover materials with proper compaction
for control of vectors, water infiltration, gas migration, and erosion, as well as
support for vegetation, vehicular traffic, and fire resistance.
If necessary (due to the depth of the groundwater level and the slope of the
land), plan for a liner and a leachate collection system and monitoring (during
the life of the landfill and during post-closure) of the landfill for
contamination that may migrate off-site.
Provide proper drainage control around the landfill.
Address additional environmental requirements (for example, explosive gas
control).
Develop record keeping requirements for the closure plan.
If off-site landfills are used, temporary holding facilities at the base camp will
be required.
b. Burn pits. Burn pits are used to dispose of paper, some plastics, and other
combustible items. While burn pits reduce the overall waste volume and may be the
preferred means of disposing of certain waste streams, they present some health and
quality-of-life issues. As with landfills, burn pits should be located downwind of housing,
medical, and dining facilities, whenever possible, and the content entering the burn pit
should be monitored to prevent the disposal of HM/HW. Burn pits are a possible solution
for smaller camps that do not have contractor support. Mobile incinerators and mobile
waste-to-energy systems would be much better than burn pits as long as they are
modular, mobile, and simple enough for service members to use and maintain. Live
ammunition and batteries must be kept out of burn pits, incinerators, and landfills.
c. Recycling. Recycling offers an opportunity to reduce solid waste requirements
and the overall logistics burden. While smaller base camps or those with shorter life
spans will often not have provisions for recycling, it can be an advantage on larger
camps. Presently, recycling on military base camps is limited to certain items. While
items such as plastic, glass, and metal cans are not generally recycled, other items of
military use may be. These items include storage containers, wood that may be reused for
construction, vehicle parts from damaged or destroyed vehicles, and items that service
members may procure such as tables, chairs, and televisions. Provision for a recycling
center for items such as these can reduce the overall solid waste burden. In addition, it
may be possible to establish sites to store waste POL for future recycling.
d. Commercial contractors. Base camps often use commercial contractors to remove
solid waste. In some cases, the waste is disposed of on the base camp; in other cases, it is
removed and disposed of in local landfills. When facilities on the base are used, planners
should integrate them into the base camp plan. When commercial contractors are used,
security and liability concerns may need to be addressed. The supported units may need
to develop security measures, such as ECPs, to manage contractors who are removing
waste from the base camp.
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e. Composting. DFAC waste, wood chips, shredded cardboard, paper, hay, and
sewage sludge can be successfully mixed and composted using the AGILE Flex (or
similar) composting system. The compost is processed over a six-week period into a
usable soil amendment and can serve as a good fill for landfills. Odor can be a major
concern if anaerobic conditions occur (due to the lack of adequate turnover). Protective
measures for consideration include potable water well and setback distances, vector and
dust control measures, surface water runoff requirements, and minimum static water table
depths.
f. Incinerators, burn boxes, or air curtain destructors. Medical incinerators should be
the standard incinerator used for medical waste because of their optimum design to
withstand high temperatures. Commercial incinerators are available that will reduce some
components of the solid waste stream to ash (for example, DFAC waste, paper,
cardboard, and a wide variety of plastics). Burn boxes or air curtain destructors are least
desirable and should be avoided whenever possible because of the air pollutants that
result and the high amounts of fuel needed to cause efficient burning (one gallon of fuel
per cubic meter of waste). Careful sorting is required to remove ammunition, glass,
batteries, metal of all types, and most wood products. Incinerators are also expensive to
purchase and operate. Finally, incineration can produce potentially toxic ash. If there are
a significant number of batteries in the waste stream, the ash may become contaminated
with heavy metals. Composting is typically the preferred method to remove DFAC waste,
paper, and cardboard from the solid waste stream. Plastics, POL, and other chemicals are
efficiently reduced by incineration. Recycling programs can be used to reduce plastic
components more efficiently.
g. Petroleum-contaminated soils (PCS). PCS may be land farmed as they are in the
United States. Land farming is an aerobic microbial, ambient temperature process that
uses the PCS, a micronutrient source (such as compost), a bulking agent (such as straw or
wood chips), and time. The components are mixed and kept somewhat moist so that the
microbial community will “eat” the petroleum products within the soil over time. Land
farming can be successful on virtually any size plot. PCS from outlying camps or isolated
spills can be consolidated and treated at a central location. The bioremediation produces a
nutrient-rich soil amendment with greatly reduced petroleum concentrations that can be
used for a wide variety of purposes. Disposing of PCS by any other method (for example,
putting in containers for third-party disposal) is very expensive and should be avoided in
all but extreme circumstances. By using proper base material, such as geotextile liners,
clay, or bentonite, groundwater sources can be protected from leachate.
h. Hazardous waste. Management and disposal of HW can be a significant issue. It
is important that the waste is carefully managed and disposal options are identified early.
HW must be collected in an orderly satellite accumulation point (SAP) as soon as it
becomes a hazard. HW is best collected in the original or similar container (55-gallon
drum) and must be clearly marked and dated. Ideally it is kept in a covered area, on
pallets to be kept off the soil, and have a secondary containment system. A SAP is a
temporary storage area, not a permanent solution. If there is a Defense Reutilization and
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Marketing Service (DRMS) available, they may accept some HW. Often, however
DRMS does not have the necessary agreements in place to transport and dispose of this
material. Other means of ultimate disposal include a certified HW incinerator or contract
disposal. Finally, HM can be cross-leveled across organizations with the establishment of
a hazardous materials mart (HAZ MART) operation. A HAZ MART diverts HM from
becoming HW via a central collection point for unused or partially used HM that units
turn in and can be reissued to other units. It is not a HW collection point.
i. Integrated waste management. The best approach to handling solid waste is an
integrated program that incorporates the best methodologies for the given location to
reduce the number of solid waste components that must be destroyed. An integrated
approach can conserve resources through a recycling plan and reduce landfill and
contractor requirements for removing certain components of the waste system. For
smaller base camps, this approach is not economical or practical. Since most of these
camps are run by service members with little contractor support, the process must be
simple. Whatever the size of the base camp, there must be a plan. However, the plan
often depends on the population and the contractor support available. An example of
integrated waste management includes—
Waste segregation at the source into recyclables (plastics, wood, cardboard,
and metal).
Compostable material (DFAC wastes, paper, wood chips, other organics).
HW.
Medical waste.
DRMS-acceptable materials (demilitarized equipment, furniture, computers,
hardware, and clothing).
Burn waste.
PCS.
Solid wastes for landfill deposit.
8-6. Protection Considerations. Protection refers to the related tasks and systems that
preserve the force so that the commander can apply maximum combat power.
Survivability, and in particular survivability construction, refers to measures taken that
protect personnel, equipment, and structures from attack and mitigate damage that may
result. These measures include those that either conceal potential targets or protect
potential targets against damage or destruction. Base camp planners work with the
supported units to integrate protection considerations and survivability measures into
base camp planning, design, and construction. FM 5-103 and the Joint Forward
Operations Base (JFOB) Force Protection Handbook provide further guidance on
survivability and protection considerations. See FM 3-10 for a broader discussion of
protection considerations.
a. Entry control points. Base camps require secure entry and exit locations to
control traffic and prevent infiltration by hostile forces. As well as protecting the base
camp against infiltration by hostile elements, the ECP must also be able to protect itself
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against attack. Common threats against ECPs include attacks by vehicle and suicide
bombers as well as direct attacks by small arms and rocket-propelled grenades. ECPs
must be designed to allow for the efficient flow of personnel and equipment (and possibly
HN labor and supplies) while still providing adequate security against various threats.
Multiple ECPs may be necessary for a base camp.
b. Perimeter security. Base camps often employ perimeter security measures in the
form of fences, protective walls, or earth berms. These structures enclose the entire base
camp area and provide for protection against observation and direct fire. Guard towers,
constructed using various methods, are employed to provide additional security. Base
camp planners are often called on to support the design of perimeter security features. As
with all construction in the TO, the design takes into account available materials and
labor skills as well as the supported unit's security requirements.
c. Standoff distances. When planning a base camp, maintaining standoff distances
can be an important means of enhancing survivability. Standoff in the larger sense refers
to locating the base camp away from populated areas or potential attack locations. This
will prevent enemy forces from coming within firing range of the camp without
detection. In some cases, this may require removing buildings and clearing the terrain
around the camp. For example, trees and rubble piles along the camp perimeter could be
removed and flattened to provide clear fields of observation. Maintaining standoff
distances also refers to keeping those structures, such as perimeter walls, fencing, and
predetonation screens (screens that detonate rocket-propelled grenades or contact-fused
munitions before hitting their target), at the required distance from the facilities that they
are protecting. Maintaining these standoff distances and employing measures to keep
potential enemy forces at a safe distance from potential targets can greatly enhance
survivability.
d. Base camp site plan. The base camp site plan integrates efficient overall use and
protection requirements. While the base camp location is partially selected based on the
tactical situation, planning within the base camp also integrates measures that will
increase protection. For example, ammunition holding areas (AHAs) and fuel storage
areas will be located away from critical assets and housing areas, and ECPs will be
located to minimize civilian vehicle traffic into certain areas of the base camp.
e. Protective construction and facility hardening. Various methods exist for
hardening structures against attack. While unit commanders will want to provide the
maximum amount of protection possible, certain structures will receive the highest
priorities. These include C2 facilities, critical radar units, AHAs, fuel storage areas, and
personnel housing. Other common sites include medical facilities, DFACs, and power
generation equipment. Survivability measures include measures as simple as placing sand
bag walls around tents and as extensive as providing overhead cover for important
buildings. Base camp planners integrate facility hardening into the overall plan by
ensuring that adequate space is available around structures or groups of structures to
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integrate survivability measures. Planners also provide design and construction advice on
the development of various survivability measures.
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CHAPTER 9
General Site Planning
9-1. Introduction. This chapter describes the general site planning process and how it is
accomplished (see Figure 9-1). The goal of this process is to organize requirements and
site conditions into a documented plan that supports the base camp’s mission. This is
accomplished by producing a written record of the general site planning process, a base
camp development site plan (BDSP) that portrays the physical layout of the required
facilities and infrastructure, and an action plan that establishes the priority and the
sequence of base camp development. (See Appendix G, Table G-1 [pages G-1 through G-
3], for an example BDSP checklist.) Like all the other components of the BCDP process,
general site planning is a process based on an analysis of alternatives or COAs.
Figure 9-1. The base camp development planning process
a. General site planning, as it applies to base camp development planning, is
described as a team effort that includes the selection and layout of site locations for the
areas, facilities, and infrastructure required for a specific base camp. It requires
multidisciplinary expertise in that it is a process that links together architecture,
engineering, military operations planning, AT/FP, the environment, social science, and
community planning. Furthermore, throughout the general site planning process,
operational, functional, aesthetic, environmental, and health and safety issues are
addressed in detail. Finally, the user’s interaction with planners and the user’s review of
the base camp planning effort are indispensable components of a multidisciplinary
general site planning process.
b. Oftentimes, planners and engineers define site planning differently. Engineers
consider site planning to mean the engineering designs for clearing a single construction
site, performing drainage tasks, and stabilizing the surface and subsurface conditions to
prepare a worksite for a subsequent project. General site planning, the term that is used
We are here
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in this chapter and in the Army facility planning community, means finding and plotting,
to scale, a logical location for every aboveground area, facility, and infrastructure
requirement, along with the portrayal of the various, often invisible, major utility
corridors, safety clearance zones, and various boundaries that influence and support the
plan.
c. The primary "tools" used in general site planning are the land use plan (see
Chapter 6), the environmental overlay (see Chapter 6), and the TAB (see Chapter 7).
9-2. The Base Camp Development Site Plan. The BDSP is the overlay of a topographic
map or CADD base-plus-features layer that shows the location of future development
sites. It contains dimensioned-to-scale, plan-view outlines, called “footprints” of the
proposed buildings and site improvements such as roads, hardstands, and parking areas,
identified in the TAB. (See Appendix G, Figures G-1 and G-2 [pages G-4 and G-5], for
sample footprints.) Once a layout is established and approved by the local commander
and, as required, by higher headquarters, the BDSP becomes the basis for the utility
system overlays or layers that subsequently become utility system plans and other
supplemental plans as required for effective operation of the base camp.
9-3. How to Prepare the Base Camp Development Site Plan. General site planning for a
base camp requires a multidisciplinary team approach founded on technical, tactical, and
operational considerations. No individual, profession, or discipline has all the knowledge
and skills needed to successfully prepare the layout of a base camp. In addition to the
many technical experts, it behooves the team to include a base camp user representative.
a. There is no "one right answer.” While there may be dozens of ground rules and
“rules of thumb” that increase the chances of preparing a successful BDSP, there is no
unanimously ideal BDSP. Each plan will be unique, and each one will be shaped by the
mission, the unit(s) it will support; the land upon which it is to be developed; and the
respective backgrounds, skills, and contributions of the planning team members.
b. Usually, no more than three or four alternate general site plans are sketched out
to depict the proposed development of a base camp. Each alternative approach or COA
should support the environmental overlay and the land use plan, and will consist of
logical arrangements of the proposed facilities and infrastructure. Each will be derived
from the diagramming of ideal affinity relationships, tempered by the reality of existing
facility locations and the off-base and on-base environment. Each COA may be based on
a theme or point of emphasis to allow comparisons and tradeoffs as the COAs are
compared.
c. Base camp development planners have a solid point of reference from which to
begin the preparation of the BDSP. The suggested layouts found in the TCMS, site plans
from base camps from recent deployments, and plans contained in the various TO facility
criteria are examples of quality references. It is important to realize that these layouts are
intended only as a starting point, designed to help a planner envision how an array of
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facilities might look when arranged on a piece of ground and to see what belongs next to
what. Consulting these layouts reduces the chance of major planning mistakes or
omissions. Additionally, if there is no opportunity to execute the BCDP process in its
entirety, the planning team may be forced to use the criteria-suggested layouts almost
exactly as they appear in these sources.
d. There are four essential steps in the preparation of the BDSP. These steps are—
(1) Assemble and review reference documents. When preparing the BDSP, the
planning team should assemble and make maximum use of topographic and existing
facility maps (or CADD layers) and plans, and any other special studies. Maps that
portray existing conditions, especially the environmental overlay and the buildable areas
analysis, provide detailed information about the base camp location. This includes
information relating to existing buildings and permanent development constraints such as
floodplains and cultural features. The land use plan, as discussed in Chapter 6, will serve
as the foundation of the BDSP.
(2) Retrieve the requirements from the TAB. The primary source document for
building and facility requirements is the TAB. As established in Chapter 7, the TAB
identifies the scope of each facility requirement and what portion of the requirement will
be met by existing facilities (when there are existing assets).
(3) Obtain or prepare footprints. The next step involves the translation of the
various facility requirements displayed in the TAB into typical building footprints to be
shown on the BDSP. A footprint is a representation of the proposed facility in plan view
(looking straight down from above). The building footprint does not need to be based
upon detailed facility planning or design, but should represent the size and shape of a
typical facility of the type proposed. For a one-story building, the footprint will reflect the
entire square footage of the required facility. For multistory buildings, the area of the
footprint will be in proportion to the number of floors, relative to the total square footage
of the building. A building footprint can be approximate or exact, depending on the
information available. Standard building designs have been identified for certain types of
structures and should be used when appropriate. Other facilities shown on the BDSP
include new roads, parking lots, storm drainage retention basins, electrical substations,
recreational fields, firing ranges, and such. These facilities have typical footprints which
are reflective of their function and use.
(4) Place the footprints on the BDSP in the proper land use zones. The location of a
facility’s footprint within an appropriate land use area is based partly upon the mission
and functional requirement for that facility and partly on the siting principles presented
later in this chapter. The analysis involved in plotting a site will vary, depending upon the
complexity and scope of the facilities being sited. The siting of a single building requires
an on-the-ground site inspection and an informal functional analysis, whereas the siting
of an entire complex of buildings may require the development and analysis of alternative
schemes. An effective technique to develop alternative schemes or COAs is to divide the
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team into multidisciplinary subteams of three or four members each and to ask each
subteam to put together a buildings and facilities arrangement. A few pointers include—
(a) The largest areas and facilities and those which have the most exacting location
requirements should be sited first, followed by the remaining facilities. A metaphor is “to
fold the largest pieces of laundry first, then the smaller pieces will shake out more
easily.” Airfields, helipads, rail yards, firing ranges, POL storage facilities, water and
wastewater treatment facilities, and munitions storage and handling facilities are good
examples of location- and mission-sensitive facilities.
(b) It is helpful to post a land use “bubble diagram” on a wall along with the land
use plan where they can be viewed as a constant reminder of the functional relationships
that must be maintained as the facilities are arranged on the base map or base-plus-
features CADD layer.
(c) A practical way to go about arranging the facilities is to make to-scale paper
cutouts of the various facility footprints (individual facilities as well as complexes) and
shift them around on the base map until satisfactory locations and arrangements are
found. When using this technique, the planner should refer to AT/FP setback
requirements to ensure that proper distances are maintained. Photograph the cutouts on
the map and make notes regarding this COA. This becomes the basis for one of several
COAs that will lead to selection of the final recommended BDSP. The process should be
repeated, using the paper cutouts, to generate additional COAs. This same concept might
be applied on a paperless basis with CADD or multilayer/floating object desktop graphics
software, making sure to save each alternative layer and make written notes regarding
each COA developed.
(d) The selection of a location for facilities should be based on achieving the most
desirable functional relationships. As building locations are determined, site access, off-
street parking areas, and other site-supporting features should be determined as well.
e. To locate the footprints of proposed buildings and facilities on the BDSP, the
team should follow generally accepted site planning principles. Some of these principles
include—
(1) The relationships between buildings.
(a) Buildings should be related in groups. Essential considerations include the
provision of site access; separation of wheeled-vehicle, tracked-vehicle, pedestrian, and
service traffic; the functional and visual arrangement of space between buildings; the
establishment of a compatible building scale; architectural character; and provision for
future growth and expansion.
(b) Facilities that serve large numbers of people should be sited for maximum
visibility and exposure within a building grouping. Facilities with intensive use should be
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oriented so that the points of access will be readily identifiable. Visually prominent sites
should be considered for buildings of symbolic importance such as the base camp
headquarters or the chapel.
(c) The open space network of a building group should be coordinated with the
open space system of the entire base camp.
(d) Cluster development patterns which facilitate joint use of common areas should
be considered.
(e) Proposed buildings and facilities should be sited to ensure compatibility with
adjacent land uses.
(2) Roadways, site access, and parking.
(a) Before determining road networks, planners should consider the location,
number, and type of ECPs. The internal road network itself should clearly reflect the
service and access requirements of the proposed buildings, facilities, and occupants.
Proposed facilities should provide sufficient right-of-way to accommodate possible
roadway widening. Major street intersections should be arranged at right angles and with
adequate width and site distances. Offset intersections less than 125 feet apart should be
avoided. The number of access points to primary roadways should be minimized, and on-
street parking should be prohibited on primary and secondary roadways. Access to
parking areas should be coordinated so that vehicular pedestrian conflicts are avoided.
Internal vehicular circulation should be coordinated to serve a group of buildings. Finally,
the relationship of road networks to required standoff distances must also be considered.
(b) Parking areas able to serve several adjacent facilities should be combined when
possible. Such areas should be screened and landscaped to reduce visual impact on
adjacent areas. Service areas should be located so that they are screened from roadways
and adjacent uses. Ideally, circulation should provide at least one way in, a way around or
through, and another way out. An experienced infantry sergeant once gave his Soldiers
the following tactical guidance, "Never come back in by the same route you followed
when you went out.” The inverse of this maxim applies equally to the layout and design
of circulation systems.
(3) Utilities and drainage. In siting utility and drainage facilities, conflicts with
existing major utility lines should be avoided to minimize development cost. All
buildings and facilities should be located on well-drained sites and not in major drainage
courses.
(4) Energy conservation. Prevailing winds, solar orientation, and microclimatic
conditions should be considered in facility siting in order to allow for conservation of
energy and user comfort and convenience.
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(5) AT/FP, environmental, and safety restrictions. Restrictions such as explosive
quantity safety distances, noise contours, airfield and helipad safety zones, historical
buildings or places, archeological sites, sensitive natural areas, unsuitable soils, and range
surface danger zones should be considered when siting proposed buildings and facilities.
(a) The importance of AT/FP standards cannot be stressed enough. Planners should
review applicable AT/FP UFCs such as UFC 4-010-01, UFC 4-010-02, the Joint Forward
Operations Base Force Protection Handbook (JFOB), Graphic Training Aid (GTA) 90-
01-010, and combatant command standards (Red Book and Sand Book), and consult with
AT/FP experts such as those at the USACE Protective Design Center (see Appendix G,
Figures G-3 and G-4 [pages G-6 and G-7], for sample standoff distance and building
separation diagrams).
(b) When applicable, the boundaries of environmental/safety restrictions will be
shown on the BDSP. Even though these restrictions have been considered during
development of the land use plan, they should be reviewed again to ensure that all
constraints have been considered in siting individual buildings.
9-4. Utility and Other Supplemental Plans. Once the recommended BDSP has been
finalized by the planning team with assistance from design engineers (if they are not
already team members), the team plans the layout of all primary, secondary, and tertiary
utility lines in order to provide the appropriate services to each building and facility. Sites
for the proposed water and wastewater treatment plants and solid waste disposal should
already be located on the BDSP, but an additional check by the experts is advisable.
Communications personnel often will call for site adjustments to meet the operating
requirements of their equipment.
a. A key factor in the planning of utility systems layout is providing for
maintainability and survivability. For example, a planning team would not locate
underground mains along the axis and beneath the pavement of a roadway, but would
align it off to the side so that repairs requiring excavation would not interrupt traffic flow.
In another example, if high winds or extreme climates are prevalent, buried (instead of
overhead) electrical lines should be considered to reduce service interruptions and
maintenance requirements.
b. The philosophical approach to the development of utility, information, and
communications systems should be one of steady upgrade and improvement within the
limits of the particular circumstances found within the theater. For example, the plan
should be to replace initial burnout latrines with chemical toilets and then to replace
chemical toilets with a robust waterborne sewage collection and treatment system.
Generators should give way to commercial, uninterrupted power. Unimproved roadways
should be replaced with gravel ones, and wheeled-vehicle roads should be paved with
asphalt or concrete. Field communications equipment should be replaced eventually with
fixed communications systems, and so forth.
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c. Per capita consumption, demand, and production rates for utility systems are
established by theater standards criteria and allowances. The guidance documents that
supported recent operations are another good source for estimated per capita allowances.
Additional criteria are contained in the TCMS. However, it is always best to provide a
reasonable amount of additional capacity to meet surge demands and accommodate the
possible expansion of the base camp.
d. A utility capacity analysis should be performed wherever existing utilities are
available or where they have been partially developed. For example, data is collected
about sewer, electrical, and water systems and then compared to the proposed population
data to analyze potential utility shortfalls. The philosophy of such an analysis is that “a
chain is as strong as its weakest link.” The results of one such analysis are shown in
Appendix G, Figure G-5 (page G-8).
e. When planning the utility systems, a factor known among military facility
planners as planning strength should be taken into account. The planning strength of a
base camp is the total number of personnel falling into one of at least three categories.
(1) The number of authorized personnel of the base camp’s assigned units. A unit's
authorized number of personnel is contained in its MTOE or TDA documents. In a TO
situation, the required population and equipment density should be used.
(2) The number of personnel who are not listed on an MTOE or TDA for the units
assigned to the base camp. These could include allied or coalition forces assigned to the
base camp, nonappropriated fund (NAF) personnel such as community club employees,
HN employees, civilian personnel displaced by military operations or emergencies, and
contractor personnel.
(3) The number of personnel consisting of portions of any of the two previous
categories who would be considered as fractional individuals. Some examples of
fractional individuals include—
HN personnel who work in the base camp only during working hours (about
one-third of a 24-hour day).
Units or portions of units that stage through the base camp on their way to
other locations. For example, they might only arrive for an evening meal, an
overnight stay, a breakfast meal, refueling and servicing of their vehicles, and
then depart.
Assigned personnel who spend the majority of their time conducting
operations away from the base camp. Although many commanders want to
provide housing for all of these service members, the fact remains that they
place little demand on the utility systems and certain other services while they
are not occupying the base camp. Since these personnel are not full-time
occupants of a base camp, the contributions of these individuals to the base
camp’s total planning strength are fractionalized by multiplying the number of
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individuals in this category by the fraction of time they would be present at
the base camp.
9-5. The Action Plan. Once the BDSP, the utility overlays, and other supplemental plans
are completed, the planning team takes the next important step to prepare an action plan.
An action plan establishes the priority order for the execution of a base camp’s list of
development projects, including listing the actions associated with executing these
projects. Figure 9-2 shows how the BDSP and the action plan together contribute to the
“Where?" and "When?” elements of the BCDP.
Figure 9-2. Four of the “five Ws” answered by the base camp development plan
9-6. How to Prepare the Base Camp Development Site Plan Action Plan. The
implementation of any plan, especially in the case of a BDSP, includes the need to
determine what must happen where, in what sequence, when and, often, by whom. The
BDSP resolves the “where” issues. But other means are needed to identify what projects
and associated actions should be done first, second, third, and so forth. In other words,
what has to be known is: “What must happen before other things can happen?” For
example, building demolition or explosive ordnance disposal (EOD) may be required
even before a new site can be accessed. There may be various nonconstruction actions
required, such as moving people out of an area so that development can occur, leasing
facilities from the HN so that construction requirements can be reduced, or obtaining
funds to pay for a HN labor force.
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a. There are several ways to prepare an action plan. The three most common ones
are—
(1) A project phasing plan. The first way to prepare an action plan is with a project
phasing plan. This project phasing plan becomes a vital part of the BCDP and is prepared
and submitted according to the policies of the appropriate higher command. The phasing
plan consists of a copy of the BDSP annotated to identify individual project locations,
other actions, and the time frames in which the projects will be programmed and
executed. It also contains a project phasing map. The basic objective of the project
phasing plan is to outline a flexible, short-term program of projects based on the goals,
objectives, and site locations proposed by the BDSP. Another important objective of the
project phasing plan is to show which improvements have the highest priority for
implementation in light of the identified level of allocated funds or other available
resources required to implement the plan’s recommendations. Also, the document
provides a means by which development funding programs can be measured in terms of
how well they meet the base camp’s requirements.
(a) Project identification. The first step in preparing a phasing plan is to arrange the
projects identified by the TAB and/or TCMS into groups. In some cases, the higher
headquarters might later combine all of the projects identified into one project and add it
to their critical construction list. The groups of projects are as follows:
New facilities, utilities, and infrastructure that must be constructed.
Existing facilities and infrastructure that must be improved or repaired to meet
functional requirements.
Existing facilities that must be replaced because they are inadequate.
Existing utility systems that must be improved or replaced.
Existing road networks that must be improved or replaced.
(b) Project scope. The scope (size or similar quantitative aspect) of the projects
identified in the TAB document represents the basic data for the prioritization of the
projects to be included in the project phasing plan and on the project phasing map. Where
a project can logically be programmed in two or more stages, project phasing should be
considered in order to make the most effective use of available resources. An example of
a project phasing map is shown in Appendix G, Figure G-6 (page G-9).
(2) A sequencing chart. A second way to prepare an action plan is to use a
sequencing chart. A Gantt chart and a critical path method chart are two examples of a
sequencing chart. These charts show a sequence of events that includes not only the
construction projects but also the supporting policies, standards, actions, unit relocations,
and major maintenance and repair tasks.
(3) Lists of projects and other real property associated actions. A third way to
prepare an action plan is to prepare a time-sequenced project list, such as the ones
submitted to higher headquarters in support of construction and major maintenance and
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repair projects. An example or a portion of a sequencing list is shown in Appendix G,
Table G-2 (page G-9).
b. The process for prioritizing construction projects is as follows:
(1) The process should begin with an evaluation of each project on the project list
and end with the preparation of a prioritized list of construction projects. To facilitate the
prioritization process, the projects should be organized into similar sets of projects that
support the specific objectives of the BCDP. The priority of the projects should be based
on how each project would—
Contribute to achieving a specific goal and objective identified in the base
camp development record.
Resolve a current problem or be necessary to carry out other projects.
Contribute to the completion of facilities or programs already underway.
Be funded within authorized levels or qualify for funding from other sources.
Improve the quality of the natural or man-made environment.
Be incorporated into existing facilities to extend or improve their functional
capability.
Have the capacity to support multiple functions.
(2) The basis for prioritization should be a function of how well each project
contributes to accomplishing the goals and objectives of the BCDP. (See Appendix G,
Table G-3 [page G-10], for an example of a project priority list with phasing sequence.)
One way to prioritize projects is as follows (keep in mind that each priority group could
consist of many projects and associated actions):
Priority Group #1 - Projects that meet an AT/FP, health, safety, or
environmental requirement.
Priority Group #2 - Projects that resolve a critical mission support or
functional deficiency.
Priority Group #3 - Projects that are a necessary precondition for other
projects to support base camp development.
Priority Group #4 - Projects that resolve a current but noncritical functional
deficiency.
Priority Group #5 - Projects that support future expansion capability.
Priority Group #6 - Other projects.
9-7. The Review and Approval Process. The appropriate combatant or theater
commander will designate the level(s) of command that will have site approval authority,
with the exception of approvals for special types of projects, as described earlier. A site
approval certifies the acceptability and constructability of a proposed facility location.
Proper siting denotes that each project identified by the TAB or the TCMS has been
located on a proposed site that conforms to the tenets listed on the BCDP checklist.
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a. All proposed projects must have site locations portrayed on the BDSP and be
approved by the base camp commander and the designated higher command approval
authority, regardless of the type of funding or project size. This would apply to all
projects that involve—
Construction or relocation of facilities.
Additions to existing facilities.
Replacement of a facility at the same location with a facility of a different use
category.
Facility siting that requires a change to the approved land use plan.
b. In most instances, a project site approval would become invalid when the site
location of a project or set of projects changes. The appropriate higher headquarters
would determine if a particular shift in location qualifies as a resiting. All site approvals
based on safety criteria or a special technical review and approval become invalid when
the project scope or location is changed from that which was approved by the command
and the agency or office responsible for issuing the initial approval. Requests for
revalidating a site approval should be processed as soon as possible after a site relocation
or project rescoping requirement becomes known.
c. The combatant or theater commander or the appropriate intermediate
commander, if so designated, would determine the BCDP documents to be prepared and
those requiring review and approval. Examples of such documents include—
(1) The BDSP as described in this chapter.
(2) Utility overlays to the BDSP showing the existing utilities recommended for
retention, modification, abandonment, or replacement; the primary components and
alignments of all proposed utilities; and all central utility plants.
(3) The base camp development record with emphasis on the portions that explain
the alternatives analysis process that led to the approved BDSP. (See Appendix G, Table
G-4 [pages G-11 and G-12], for example formats for the base camp development plan
record).
(4) The action plan. This plan would be placed in the base camp development
record along with a description of the rationale used in the general site planning process.
It might also be submitted as a separate set of documents in support of the construction or
land acquisition programming process.
(5) Other possible overlays/layers or variable-scale extracts of the BDSP. These
could include—
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(a) AT/FP plan. This overlay might portray physical features, measures, zones, and
clearances planned to protect the force and to provide for the physical security of
property. Typically, this plan is a controlled-access document.
(b) Transportation plan. This plan shows recommendations for the highway and
railroad systems that would serve the base camp including proposed layout; type, class,
and weight of rail; and width and load capacity of roads, bridges, hardstands, paved
parking areas, and tracked-vehicle trails.
(c) Range and training land program development plan. This plan would be
prepared in coordination with the USACE Range and Training Land Program (RTLP)
Mandatory Center for Expertise (MCX), Huntsville, Alabama. It is normally required for
enduring locations where range firing or maneuver training would be conducted on a
sustained basis.
(d) Information systems plan. This plan shows existing and proposed major
command, control, communication, and information management features.
(e) General drainage plan. This plan shows all existing major storm water drainage
facilities recommended for retention, modification, or abandonment and the primary
components of all new drainage features and structures.
(f) Airfield plan. At base camps where high-use airfield or heliport facilities are
planned, a separate plan would show the airfield facilities only. The scale may vary from
the base topographic maps in order to ensure that the layout complies with exacting
airfield criteria. Special reviews and approvals are required for this type of plan.
(g) Area development plans. These plans are enlarged portions of the BDSP that
show the detailed development of proposed complexes, community centers, utility
services, firing ranges, or a single key building and its associated support elements.
(h) Other plans. These plans enhance base camp development and management and
are prepared on an optional basis. Some examples are—cultural and natural resources
management plans, MWR facilities plans, unit-specific site plan extracts, AAFES
facilities plans, facilities utilization plans, facility maintenance and repair plans, parking
plans, DFAC support plans, and signage plans.
d. The review and approval process for the recommended base camp requirements
COA would vary based on the respective commands and the uniqueness of each base
camp mission.
(1) In a typical situation, the review and approval chain likely would proceed from
the base camp to the appropriate intermediate headquarters, to the theater and/or
combatant command headquarters, and perhaps to HQDA. Special reviews and
approvals, such as those required for aviation, munitions, and ranges and training
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facilities, should be obtained in advance, or be underway, before submitting the BDSP
and action plan through the command approval chain.
(2) In some special cases, there could be Executive Office, Cabinet-level, or
Congressional oversight of a plan to establish a base camp. In such cases, a planner might
be asked to provide information beyond that which is customarily associated with the
development of a base camp.
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CHAPTER 10
Base Camp Cleanup and Closure
10-1. Introduction. When the U.S. military presence in a HN is terminated or reduced, the
force is reconfigured, or the United States no longer requires a particular location, base
camp cleanup and closure actions will likely become necessary (see Figure 10-1). Base
camp cleanup and closure, when planned and properly executed, is a complex set of
procedures.
a. After prior wars, many U.S. military base camp areas were stripped of valuable
property and equipment, fenced off, then left to rust and deteriorate. Munitions,
petroleum products, toxic chemicals, combat losses, and solid wastes were improperly
buried in unmarked, unmapped locations or simply left where they stood. Not only did
this situation occur in overseas areas, the same condition is sometimes found within the
United States. This has left a hazardous and dangerous legacy in many locations.
b. A key element of a sound BCDP is that base camp cleanup and closure planning
must start when base camp planning first begins. Exit strategy development intensifies as
the location selection process and the environmental baseline analysis are executed and
land use and general site planning are accomplished. The strategy must go on to plan the
cleanup, restoration, and return of the base camp land area to its HN owners.
c. It is vital that an initial EBS and EHSA be performed as soon as possible to
accurately document the site condition. This information is crucial not only for the health
of service members and civilians, but also to provide a baseline of information about the
site to ensure that U.S. forces do not incur additional liability for preexisting
environmental conditions.
Figure 10-1. The base camp development planning process
We are here
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10-2. Legal Requirements and Considerations. A wide range of U.S. and HN laws,
regulations, policies, and procedures may apply to an operation involving the cleanup and
closure of a base camp. In those cases where U.S. policies are more stringent than those
of the HN, the U.S. policies will usually govern. Although they do not have the force of
law within a TO, the ethical and practical intent, as well as the spirit, of many U.S. laws
strongly influence how base camp cleanup and closure operations should be planned and
executed. Specifically, there are certain laws and agreements which have direct impact on
base camp operations.
a. Land use agreements. The land use agreement for the U.S. occupancy of a base
camp is the basis for the facilities-related interaction between the United States and the
HN and is the keystone document in fostering the successful execution of a cleanup and
closure plan. The land use agreement may be an appendix to a SOFA. The land use
agreement would define where the U.S. military presence will be located and what HN
facilities it may use. This document would contain information about how a base camp
cleanup and closure operation would be coordinated, executed, inspected, and
documented.
b. Status of forces agreements. SOFAs are arrangements made between the United
States and specific HNs that specify various privileges and responsibilities on the part of
both parties. These agreements include a number of areas, from the legal status of U.S.
forces and personnel, to particular basing rights at certain locations. These agreements
may also include information specific to the HN regarding base camp construction
standards, HN contracting, cleanup and closure guidelines, and environmental guidance.
c. Final governing standards (FGS). While SOFAs apply to a variety of
considerations, FGS are environmental standards developed in cooperation with a
specific HN. While the environmental considerations of base camp closure and cleanup
may be specified in the FGS, other aspects of camp closure, such as facility turnover to
the HN, may be found in the SOFA. DOD Publication 4715.5-G provides the criteria for
developing FGS.
d. Overseas environmental baseline guidance document. If specific SOFAs and/or
FGS are not developed, base camps will adhere to provisions in DOD Publication
4715.5-G as applicable. This publication provides a baseline of environmental
compliance considerations. Command policy and fragmentary orders should also be
reviewed for environmental considerations.
e. Guidance in OPLANs and OPORDs. Annex L to Joint OPORDs and Appendix 2
to Annex F (Engineer) of Army OPORDs provide environmental guidance to units
conducting operations. This guidance will provide information on how the commander
sees the unit executing its mission with respect to environmental considerations. This
information, in particular that found in Annex L to Joint OPORDs, will reflect the
guidance received from the theater Joint Environmental Management Board and will
integrate the various legal requirements.
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f. Basel Convention. The Basel Convention is an international agreement that
regulates the movement of HM/HW across international boundaries. This convention
may affect base camp operation, cleanup, and closure by impacting how HM/HW is
disposed of.
g. Executive Order 11987, Organic Organisms. This executive order prohibits the
importation of exotic species, including plants, animals, and fungi, into the U.S.
ecosystem. As a result of this order, all U.S. equipment must be washed and inspected
before return to the United States. An implied task that results from this order is the need
to establish wash rack facilities at base camps, in particular ISBs where equipment is
being prepared for movement, in order to clean equipment.
10-3. Operational Considerations Related to Base Camp Cleanup and Closure. Base camp
cleanup and closure presents many challenges. In most circumstances, agreements with
the HN specify the final end state of camp closure or turnover. Since it is also necessary
for forces to continue living on or near that camp, the closure plan must take this and the
associated AT/FP measures into account.
a. Base camp closure agreements. If a base camp closure agreement exists with the
HN, it will drive the procedures and end state of the camp closure. The overall agreement
will specify the status and condition of the camp at turnover or closure. Preferably, the
land use agreement will establish the end state of the property before camp closure or
turnover. A number of areas may be addressed when dealing with base camp cleanup and
closure agreements. These should be integrated into the base camp closure plan.
b. The base camp closure plan. The centerpiece of a superior base camp cleanup
and closure plan is the meticulous documentation of every task performed as part of the
cleanup and closure operation. The base camp cleanup and closure plan is the mechanism
that governs how the cleanup and closure operation, as indicated in the closure
agreement, will be performed, managed, and documented. As a minimum, a base camp
cleanup and closure plan should document the following tasks:
(1) Condition of the property. The initial EBS should provide a baseline for what
the property looked like, especially with regard to environmental considerations, before
the camp was established. The closure plan will address issues such as filling in
excavations, removing structures, closing landfills, remediating the environment, and
restoring pre-existing land uses such as agriculture.
(2) Disposition of facilities. If there were existing structured on the site, or if others
were built, the closure plan will have to address if those buildings are be removed or
turned over to the HN. If turnover is anticipated, the plan should also include guidance on
the facility conditions and specify who is to perform what level of repairs.
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(3) Environmental cleanup standards. The closure plan should include which
environmental standards, such as the SOFA, FGS, or DOD Publication 4715.5-G, will be
used and how those provision will be implemented.
(4) UXO removal. UXO removal is a crucial part of base camp closure, and the plan
should address the responsibilities of all parties involved.
(5) Site mapping. This task encompasses land areas, buildings and structures, and
infrastructure, and would include a real property inventory (RPI) or building information
schedule (BIS). Corresponding maps would be annotated with the locations of various
cleanup and closure actions, and may also indicate the phasing of these tasks. The site
mapping should show the base camp infrastructure as well as any UXO, fuel and
HM/HW spills, and other environmental considerations.
(6) Execution of base camp closure. Creating phasing plans, schedules, and specific
task assignments for realistically achieving the desired land and facilities condition is
essential to an effective closure plan. The phasing plans and time frames for achieving
the objective end state should be sequenced in priorities; for example, which tasks should
happen first, second, third, and so forth? Who is assigned to perform these tasks? Which
tasks must be accomplished before others? Which tasks can be accomplished
simultaneously? Critical path or Gantt charts could be used to portray phasing. Appendix
H provides a sample of this portion of a base camp closure plan.
(7) Checklists. Checklists should be developed for inspectors to certify the
acceptability or unacceptability of the many cleanup and closure tasks at predetermined
phases of execution and to indicate what corrective actions would be required. This is
especially important in the case of EOD; nuclear, biological, and chemical (NBC)
weapons; certification of firing range cleanup and closure; and hazardous and toxic waste
cleanup and disposal (see Appendix H).
(8) Methods of adjudicating claims. In the event that claims for damages do incur,
or there are disputes over closure standards, a method of adjudicating these claims should
be included in the closure document.
(9) Signatures. Provide a section in the plan for appropriate U.S. and HN signatures
to certify that the agreed upon objective end state conditions have been achieved.
(10) Uncompleted actions. Provide a section in the plan (if applicable) to indicate
the activities and locations where the objective condition could not be achieved,
including the appropriate explanations and justifications.
(11) Base camp records. Maintain accurate records of before, during, and after
activities to assist with base camp closure and liability issues (see paragraph 10-5).
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c. Specific closure considerations. A number of areas within the base camp closure
may require specific considerations. Some of these include facilities, disposition of
materials, force protection measures, land, and environmental considerations.
(1) Facilities. Whether existing or new construction was used in the base camp, a
plan must be developed to specify the facility turnover to the HN. Considerations for
facility turnover include—
Which buildings will be turned over and which one will be demolished or
removed.
Who is responsible for removal or demolition and what is the disposition plan
for waste materials?
What are the provisions for the joint inspection program between U.S. forces
and the HN?
Should financial arrangements be made for the transfer of funds to implement
building repair or demolition?
What are the provisions for the legal transfer of real property?
(2) Disposition of materials. Base camps include large quantities of a variety of
different materials, ranging from concrete barriers for AT/FP to electrical wiring
providing power distribution for the base camp. In most cases, these materials will not be
removed by U.S. forces, but will be turned over to the HN or disposed of properly. The
base camp closure plan should address the disposition of these materials. Options may
include disposal, sale to the HN government, sale to HN civilians, or “controlled looting,"
whereby civilians are allowed to scavenge for materials. Some materials that are often
specified for disposition include—
Construction materials.
Office furniture.
Generators and heating and air conditioning units.
Electrical wiring.
Plumbing, water, and sewerage materials.
General supplies.
Communications wire and equipment.
Tents.
(3) Protection measures. It will likely be necessary to leave certain AT/FP measures
in place during the cleanup and closure process. The base camp closure plan should
include considerations related to maintaining AT/FP measures, while ensuring that those
not needed are integrated into closure. Many of the materials associated with base camp
protection will be disposed of locally or turned over to the HN. Some of the specific areas
of concern include—
Removing or turning over barbed wire and perimeter fencing.
Filling in fighting positions.
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Removing or turning over concrete barriers and HESCO barriers or sand bags.
Bulldozing protective berms and filling in antivehicle ditches.
Removing or turning over additional structures and material such as guard
towers and perimeter lighting.
(4) Land. In some cases, it may be necessary to return the land to its original
condition. This may include the removal of any additional rock or gravel that was spread
on the site, the removal of roads, regrading the area to match its original drainage, and re-
establishing agricultural areas.
(5) Environmental considerations. A variety of environmental considerations must
be addressed. These are discussed further in paragraph 10-6.
10-4. Executing Base Camp Closure. The base camp closure assessment team (BCCAT)
is a high-level planning team that executes the orders to deconstruct base camp assets and
enables the redeployment of military units that were stationed there. It works to develop
and execute base camp cleanup and closure. Activities lists associated with the BCCAT
and base camp closure in general are located in Appendix H.
a. Tactical considerations. The tactical situation at the time that the base camp
closure is executed will determine much of how the closure plan is executed. A forced
withdrawal from the camp, whether caused by the military, environmental, or political
situation, will greatly reduce the amount of closure activities that can be executed. The
threat condition may dictate that only essential personnel and supplies are removed in
order to speed up the closure process and reduce the number of convoys required. In
addition, the tactical situation will dictate the amount and types of AT/FP measures that
must remain in place.
b. Approaches to base camp cleanup and closure. The base camp cleanup and
closure team develops and identifies at least three solid base camp cleanup and closure
alternative plans, selects the best alternative, briefs it to the commander for approval and,
once approved, proceeds with cleanup and closure. Although there are many detailed
approaches to accomplishing base camp cleanup and closure across the broad range of
base camp facilities, several general ones (each of which is suitable for modification or in
combination with other alternatives) are discussed as follows:
(1) The regressive approach. A regressive approach means that the base camp
cleanup and closure team, along with an assigned military and civilian workforce, would
accomplish all cleanup, demolition, and disposal actions for a base camp where living
and support facilities gradually consolidate (shrink and decrease) over time.
(a) For example, in the case where utility services have been disconnected, the base
camp cleanup and closure team and its assigned workforce would be relying on portable
water tanks and power generators.
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(b) Another example is the case where all buildings have been dismantled. Cleanup
and closure personnel would operate from tents, containers, and their assigned vehicles
while completing base camp cleanup and closure operations.
(2) The enclave approach. In this approach, the transition team, its workforce, and
the security force, would occupy a secured central enclave of facilities within the base
camp area throughout the cleanup and closure process. Beginning at the base camp
periphery, all other facilities would be demolished on an incremental basis until the
central enclave is reached. Then the team and its personnel would occupy short-term
living space, such as containers or tents, until the last enclave would be eliminated.
(3) The off-site approach. In this approach, the team and its assigned workforce and
security force would live at a location other than the base camp, such as at another U.S.
facility or on the local economy. Security forces would protect the base camp at all times.
The cleanup and demolition operation would be carried out across-the-board without the
need to retain any facilities and services, because there would be no remaining full-time
occupants.
(4) The contractor approach. Under this alternative, the base camp would be
vacated by U.S. forces and turned over to a U.S. or multinational contractor for cleanup
and closure. The contract would be prepared and awarded by the applicable joint
contracting command. The base camp cleanup and closure team would have critical input
to this process and may be asked by the joint contracting command to assist in
administering the contract. Although this might be the most costly alternative to execute,
it would free U.S. military forces for other missions.
(5) The host nation government approach. This approach would turn over the base
camp, in whole or in part, to the HN for either closure using HN labor or continued use
by the HN. It is important to understand that when government-owned structures and/or
equipment are turned over to a HN, coordination through the Office of Defense
Cooperation, the U.S. Embassy, and the real estate team which may be augmented or
otherwise supported by the USACE Contingency Real Estate Support Teams (CREST)
must be accomplished before closure. This requires interagency coordination between the
Secretary of Defense (SECDEF), the Joint Chiefs of Staff, and the DOS. The base camp
cleanup and closure team would have less control over this alternative as compared to the
others. Such an approach requires formal agreements with the HN that release the United
States from all liabilities in connection with turnover of the base camp to the HN.
Possible conditions of turnover might be—
(a) On an "as-is" basis, although interagency coordination must be accomplished
first as described above.
(b) After the United States performs a specified amount of cleanup, demolition,
maintenance, and repair.
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(c) After the HN performs a specified amount of U.S.-reimbursed cleanup,
demolition, maintenance, and repair.
(6) The U.S. intragovernmental agency approach. In this approach, the base camp
would be turned over to a specific U.S. government agency, such as the United States
Agency for International Development or the Peace Corps, based on an agreement
between DOD, through the U.S. DOS, and another U.S. government department.
Turnover will be either in an "as-is" condition or after certain maintenance, repair, and
cleanup tasks have been performed. A transition period of joint action between the
BCCAT and the receiving agency would be required for property transfer, redeployment,
or disposal tasks. For example, a joint command turns over a base camp to the U.S. DOS
for housing displaced persons.
10-5. The Base Camp Cleanup and Closure Archive. The base camp cleanup and closure
archive is a compendium of documents, maps, the complete base camp development
plan, audiovisual media, closeout EBS, and other information that records the life span of
a base camp through to its cleanup and closure—what has taken place and been done
there by whom, where, when, how and, in some cases, why.
a. Reasons for establishing a base camp cleanup and closure archive include—
Establishing a complete record of what was done, what could not be done, and
why.
Influencing future land use.
Providing a record to prevent future liability against U.S. forces.
Providing maps and records to ensure environmental protection and the safety
of HN civilians.
b. The U.S. military may not leave a base camp without first preparing a complete
record of what was done and what was not done, or not possible to do, to clean it up and
close it. A detailed, permanent historical record of the location should be created with the
objective of facilitating the future use of the location, while at the same time preventing
unknown future actions that could jeopardize health, life, safety, and the environment.
Ethically, the United States may not absolve itself of the responsibility for how it used the
land it occupied. Once it is assembled, the recommended process for administering the
base camp cleanup and closure archive is—
(1) First, the BCCAT would take the archive to the appropriate security office,
where it would be reviewed to determine which parts are classified (not releasable to the
HN, allies, or the U.S. general public).
(2) Second, the full record copy of the archive would be sent to the office
designated as the ‘office of record’ for base camp cleanup and closure archives by the
appropriate unified command or theater commander. For example, within the U.S. Army
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Europe (USAREUR) the office of record for these archives is USAREUR-Office of the
Judge Advocate.
(3) Third, the archive should be provided to the appropriate U.S. DOS
representative, because the DOS likely would assume that providing base camp closure
information to the HN is their responsibility, subsequent to their representatives signing
appropriate statements of closure. A copy of the archive should also be forwarded to the
Headquarters, USACE Office of History and USACHPPM.
(4) Finally, the DOS or an office of record designated by the theater commander
would certify the archive, then provide an abridged, unclassified version of it to the HN
(if applicable), U.S. allies, and the U.S. National Archives for the Public Record.
c. The base camp cleanup and closure archive documents and maintains the
following key information:
(1) Information that may be required in the future by individuals conducting
approved scientific, medical, environmental, legal, and military research.
(2) General information regarding the agreements between the United States and the
HN that form a chronological history of the base camp, including information on its
occupants and operations and the facts detailing its cleanup and closure.
(3) Precautionary information relating to health, safety, and environmental matters,
especially with respect to the existence of red zones (areas containing UXO, NBC
material, and other hazardous and toxic residue).
(4) Technical information and operational records regarding any facilities and
equipment that existed in a base camp when the United States relinquished control of it to
the HN, where applicable.
(5) Decision-making information that could be used by the HN to determine how
the former base camp’s land might be used and further developed in the future.
(6) Information listing the POCs for questions concerning the procedures used and
the tasks accomplished during base camp cleanup and closure.
d. A recommended list of contents for the archive is as follows:
(1) All components of the base camp development plan, including the base camp
cleanup and closure plan and the closeout EBS.
(2) Maps, real property, construction, operation, maintenance, repair, and facility
utilization assignment records of the former base camp.
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10-10
(3) The RPI or the BIS that lists and describes land areas, buildings, and structures
located within the base camp boundaries.
(4) Lists and records of the base camp’s land management and facility-related
projects and associated actions.
(5) Range and training area utilization records, if applicable, including range maps
and the types of weapons fired at each range.
(6) Lists of the units, organizations, and names of POCs, as well as names of
responsible officials involved in base camp development, operation, maintenance, repair,
and cleanup and closure.
(7) A brief history of the base camp, including a description of the military
operations that took place at the base camp and in the vicinity.
(8) Copies of real estate leases and/or use agreements, utilization inspection, and
disposal reports and documents.
(9) Copies of all U.S. and HN agreement, interaction, and approval documents.
10-6. Environmental Considerations. Environmental considerations will play a large role
in base camp cleanup and closure. The extent that they factor into base camp closure and
cleanup will depend on agreements with the HN; laws, regulations, and treaties; and the
tactical situation. While there are many environmental aspects to base cleanup and
closure, certain areas will have the greatest impact. These areas include the completion of
the closeout EBS, landfill and latrine closure and marking, HM/HW removal, POL
removal (to include contamination), and the protection and restoration of cultural sites.
See Appendix I for additional information on environmental considerations associated
with base camp planning, operation, cleanup, and closure.
a. Closeout EBS. The closeout EBS documents environmental conditions as they
exist at base camp closure and provides a comparison with the initial EBS performed
when the base camp was established. This allows for a common frame of reference
between the United States and the HN and provides for protection from liability for
damages that were not caused by U.S. forces or activities. The closeout EBS should be
performed by qualified environmental personnel to get the best results and may include
the requirements to conduct soil and water sampling to determine the presence and type
of contaminants.
b. Landfill and latrine closure and marking. When closing base camps, all landfills,
latrines, and DFAC soakage pits must be closed and marked. While simple methods will
generally involve only covering with earth, agreements with the HN may require more
detailed methods and some form of long-term monitoring to detect potential groundwater
contamination as some landfills may have been poorly constructed from the outset. In the
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absence of formal guidance, best management practices must be used. This may entail
enlisting environmental experts to ensure the best possible solutions.
c. Hazardous materiel/hazardous waste; petroleum, oils, and lubricants; and medical
waste removal. These materials, in particular HM/HW and medical wastes, can represent
a significant portion of the workload associated with base camp cleanup and closure. In
particular, closure agreements may require that any spills be cleaned up before camp
closure. All material not earmarked for turnover to the HN must be removed from the
camp. The removal process must include proper safety measures for transportation and
storage. Since the movement of HM/HW is constrained by international agreements,
early planning is essential to ensure that transportation and international boundary transits
can be arranged in a timely manner.
d. Cultural sites. In some circumstances, the base camp location may include sites
of cultural, religious, or historic importance to the HN. In the event that damage has
occurred to these sites, it is necessary to make repairs and restoration. While U.S. forces
may be well-intentioned in this regard, any repair or restoration plans must include the
advice and assistance of SMEs to ensure that the attempted repairs do not lead to more
damage.
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A-1
APPENDIX A
References
REQUIRED
These are the sources quoted or paraphrased in this publication.
Executive Order 11987, Organic Organisms, 24 May 1977
DD Form 1391, FY__ Military Construction Project Data
DOD Publication 4715.5-G, Overseas Environmental Baseline Guidance Document
(OEBGD), 1 May 2007
UFC 2-240-10A, Sanitary Landfill, 16 June 2004
UFC 4-010-01, DOD Minimum Antiterrorism Standards for Buildings, 8 October 2003
UFC 4-010-02, DOD Minimum Standoff Distances for Buildings, 8 October 2003
Joint Forward Operations Base (JFOB) Force Protection Handbook, December 2006
JP 3-0, Joint Doctrine
JP 3-10, Joint Security Operations in Theater
JP 3-34, Joint Engineer Operations
Base Camp Facilities Standards for Contingency Operations, the Red Book
CCR 415-1, Construction and Base Camp Development in the USCE2TCOM Area of
Responsibility, the Sand Book
FM 3-0, Operations
FM 3-10, Protection
FM 3-19.40, Internment/Resettlement Operations
FM 3-34, Engineer Operations
FM 3-34.170, Engineer Reconnaissance
FM 3-34.400, General Engineering
FM 3-34.480, Engineer Prime Power Operations
FM 5-0, Army Planning and Orders Production
FM 5-103, Survivability
FM 5-484, Multiservice Procedures for Well-Drilling Operations {NAVFAC P-1065/
AFMAN 32-1072}
FM 27-10, The Law of Land Warfare
GTA 90-01-010, Joint Contingency Operations Base (JCOB) Force Protection
Handbook
TM 5-634, Solid Waste Management {NAVFAC MO-213/AFR 91-8}
TM 5-803-1, Installation Master Planning
RELATED
These sources contain relevant supplemental information.
Chairman of the Joint Chiefs of Staff Manual 3122.03A, Joint Operation Planning and
Execution System, Volume II (Planning Formats and Guidance)
JP 1-02, Department of Defense Dictionary of Military and Associated Terms
JP 3-28, Civil Support
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Text of the Basel Convention found at <http://www.basel.int/text/documents.html>
Air Force Doctrine Document (AFDD) 1, Air Force Basic Doctrine
AFDD 2, Operations and Organization
AFDD 2-4, Combat Support
AFDD 2-4.1, Force Protection
AFDD 2-4.4, Bases, Infrastructure, and Facilities
Air Force Handbook 10-222 Vol. 4, Environmental Guide for Contingency Operations,
1 March 2007
Army Regulation (AR) 200–1, Environmental Effects of Army Actions
AR 405-90, Real Estate: Disposal of Real Estate
FM 1-02, Operational Terms and Graphics {MCRP 5-12A}
FM 3-07, Stability Operations
FM 3-100.4, Environmental Considerations in Military Operation
FM 21-10, Field Hygiene and Sanitation
Naval War Publication (NWP) 4-04, 2aval Civil Engineering Operations
Navy Tactics, Techniques, and Procedures (NTTP) 4-04.1M/Marine Corps War
Publication (MCWP) 4-11.5, Seabee Operations in the MAGTF
NTTP 4-04.3, 2aval Contingency Engineering Operations
United States Army Central Command (ARCENT) Pamphlet 415-1, Contingency Base
Camp Handbook
USACHPPM Technical Guide 230, Chemical Exposure Guidelines for Deployed Military
Personnel, August 2001
USAREUR, Base Camp Closure Guide, 19 October 2005
USACE Europe District, Installation Management Activity, Europe Region, “You Spill,
You Dig II,” an environmental handbook for sustained deployment operations
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APPENDIX B
Decision Briefing Format to Support the Military Decision-Making Process
B-1. Decision Briefing Format. FM 5-0 describes the doctrinal process for the military
decision-making process. The accepted format is provided in Figure B-1.
1. Introduction
a. Greeting. Address the decision maker. Identify yourself and your
organization.
b. Type and Classification of Briefing. For example, "This is a
decision briefing. It is UNCLASSIFIED.
c. Problem Statement.
d. Recommendation.
2. Body
a. Facts. An objective presentation of both positive and negative facts
bearing upon the problem.
b. Assumptions. Necessary assumptions made to bridge any gaps in
factual data.
c. Solutions. A discussion of the various options that can solve the
problem.
d. Analysis. The criteria by which you will evaluate how to solve the
problem (screening and evaluation). A discussion of each course of
action's relative advantages and disadvantages.
e. Comparison. Show how the courses of action rate against the
evaluation criteria.
f. Conclusion. Describe why the selected solution is best.
3. Closing
a. Questions?
b. Restatement of the recommendation.
c. Request a decision.
Figure B-1. Decision briefing format
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APPENDIX C
Sample Documents to Support Preliminary Planning
C-1. Base Camp Standards. JP 3-34 establishes the general standards and allowances for
base camps, based on anticipated camp life span. The types of standards are as listed in
Figure C-1.
Figure C-1. Force beddown/base development standards
C-2. Base Camp Allowances. Based on the selected standard for the base camp, JP 3-34
provides for certain general allowances and facility construction standards, as shown in
Table C-1, pages C-2 and C-3. These may be modified, based on the theater guidance
documents, unit and operational requirements, and the commander’s intent.
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C-2
Table C-1. Contingency construction standards in theater
Contingency Construction Standards in Theater
Organic Standards
• Support on expedient basis with no external engineer support.
• Uses unit organic equipment and systems and/or HN resources.
• Mission duration typically 1-90 days.
• Provides for initial force presence and maneuver activities until force flow
supports arrival of engineer resources.
Initial Standards
• Characterized by austere facilities requiring minimal engineer effort.
• Intended for immediate operational use by units upon arrival for a limited time
ranging up to 6 months.
• May require replacement by more substantial or durable facilities during the
course of operations.
Temporary Standards
• Characterized by austere facilities requiring additional engineer effort above that
required for initial standard facilities.
• Intended to increase efficiency of operations for use up to 24 months.
• Provides for sustained operations.
• Replaces initial standard in some cases where mission requirements dictate. The
temporary standard may be used initially if so directed by the CCDR.
Types of
Construction
Organic Initial Temporary
Site Work Minimal to no site
work; maximized
use of existing
facilities
Clearing and
grading for facilities
including drainage;
revetments of POL,
ammo storage, and
airfield parking;
aggregate for
heavily used
hardstands; and soil
stabilization
Engineered site
preparation,
including paved
surfaces for vehicle
traffic areas and
aircraft parking,
building
foundations, and
concrete floor slabs
Troop Housing Unit tents Tents (may have
wood frames and
flooring)
Wood frame
structures,
relocateable
structures and
modular building
systems
Electricity Unit tactical
generators
Tactical generators:
high and low
voltage distribution
Nontactical or
commercial power
and high or low
voltage
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C-3
Table C-1. Contingency construction standards in theater
Contingency Construction Standards in Theater
Water Water points and
bladders
Water points, wells,
and/or potable water
production and
pressurized water
distribution systems
Limited pressurized
water distribution
systems that support
hospitals, dining
halls, fire fighting,
and other major use
Cold Storage Contracted or unit
purchased
Portable
refrigeration with
freezer units for
medical, food, and
maintenance storage
Refrigeration
installed in
temporary structures
Sanitation Unit field sanitation
kits and pit latrines
Organic equipment,
evaporative ponds,
pits or burnout
latrines, lagoons for
hospitals, and
sewage lift stations
Waterborne to
austere treatment
facilities—priorities
are hospitals, dining
halls, bathhouses,
decontamination
sites, and other high
volume users
Airfield Pavements* Tactical surfacing,
including matting,
aggregate, soil
stabilization, and
concrete pads
Conventional
pavements
Fuel Storage Bladders Bladders Bladders and steel
tanks
*The type of airfield surfacing to be used will be based on soil conditions and the
expected weight and number of aircraft involved in operations.
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C-3. Facility Requirements Factors. The types and amount of facilities required in the
base camp will be driven by several factors, as outlined in Chapters 1 and 4. Some of
these factors are listed in Figure C-2.
Facility Requirements Factors
• Mission and operational objectives
• Total force structure to be supported
• Expected duration of force deployment
• Types of equipment to be employed
• Number of days of supply to be stocked in the operational area
• Standards of construction
• Operational area medical policy
• Operational area climatic conditions
• Time-phasing of force deployment
• Force protection (for example, AT/FP standoff distances)
• Hazardous material management and waste disposal
• Proximity to lines of communications
• Utility requirements
• Availability and suitability of existing HN infrastructure
• Real property factors
• Environmental restrictions
• Cultural and historic sites and sensitive natural resources
• Safety requirements (for example, explosive safety distances,
airfield clearance, fire prevention)
Figure C-2. Facility requirements factors
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APPENDIX D
Sample Documents to Support Location Selection
D-1. Location Selection Team Checklist. The location selection team checklist is
provided to assist teams with the identification of major tasks that may need to be
accomplished to support site selection. The sample checklist shown in Table D-1, pages
D-1 through D-4, is not all inclusive, as listed tasks may or may not be applicable to a
specific mission and others may need to be added as the mission evolves.
Table D-1. Sample location selection team checklist
Check Task
By
(Initial)
PRELIMIARY
Tailor team to meet the situation; assign specific responsibilities,
duties and team objectives, deployable and reachback designations.
Review the list of requirements (refer preliminary planning/mission
analysis) and facility standards to roughly estimate base camp land
area requirements.
Conduct preliminary multidisciplinary research and remote imaging
analysis.
Study base camp site layout plans from recent deployments to
estimate land area requirements.
Study the existing SOFA, if one exists.
Verify that the following coordination has occurred (if necessary):
Travel funding.
Travel arrangements.
Passports and visas.
Medical, dental, and preventative medicine clearances.
Diplomatic and legal clearances.
Administrative support.
Theater orientation/training, automation, and other training.
Logistical supplies and services.
Equipment.
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D-2
Table D-1. Sample location selection team checklist
Check Task
By
(Initial)
In-country dining, living, office arrangements.
In-country tactical security, AT/FP, personal and property security,
and crime prevention measures.
In-country transportation, all applicable modes.
Coordinate the visit to HN with the appropriate unified command
and Combatant/Theater Command Field Force Engineering Liaison
Officer.
Coordinate the visit with the U.S. DOS and invite participation.
If appropriate, coordinate a visit with the U.S. embassy in the HN.
I COUTRY
Contact U.S. representatives; make required courtesy calls and in-
briefings.
Contact, coordinate with, and invite HN participation in the process,
if appropriate. Obtain interpreters if necessary.
Conduct communications checks with the TeleEngineering
Operations Center/EI2RC.
Secure and verify the adequacy of lodging, dining, transportation,
and other logistical and operational needs.
Consult or offer assistance in developing a SOFA if one does not
exist.
Consult or offer assistance in developing additional use agreement
documents.
Visually inspect prospective locations by walking or driving over
each land area under consideration to immediately rule out locations
that will not support the mission.
Participate in negotiations with U.S. and HN representatives, if
necessary. This should include identification of the existing
condition of the land areas to be used for the base camp as well as
the expected condition to which these areas will be restored when
U.S. use is terminated. Conduct or arrange an EBS of each
proposed base camp locations.
Attempt to select a minimum of three locations for the base camp
from among a number of (good) alternative possibilities.
Compile enough information to document the task with a location
selection record upon which further decision-making and
subsequent planning will be based.
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Table D-1. Sample location selection team checklist
Check Task
By
(Initial)
Major considerations for each proposed site:
Identify, analyze, and record all AT/FP and safety issues.
Identify, analyze, and record all operational and tactical issues.
Assess health, safety, and medical factors.
Assess and determine the feasibility of construction, utilities, and
other resources at each potential location.
Special Considerations for each proposed site:
Soils, foundation, slope and site drainage, flooding, and seismic
conditions.
Water supply, sanitary sewage, and industrial waste disposal.
Power supply.
Environmental policies; U.S. and HN.
Supports communications and information management
requirements.
Availability and skill level of the local labor market.
Availability of local construction materials (especially sand, gravel,
and concrete).
Status and availability of existing facilities.
Expansion potential.
As a minimum, verify with the H2 that each prospective location—
Does not conflict with any HN operational or development plans.
Complies with HN laws, regulations, policies, and programs.
Does not conflict with HN cultural, sociological, political, religious,
or historical infrastructure, facilities, or rules.
Meets with the requirements of U.S. and HN standards and
agreements regarding eventual cleanup, closure, and turnover to the
HN.
Conduct exit briefings and courtesy calls as required.
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D-4
Table D-1. Sample location selection team checklist
Check Task
By
(Initial)
WHERE AD WHE APPROPRIATE
Draft the location selection record.
Prepare, schedule, and conduct decision briefings as required to
obtain approval of the base camp location.
Finalize the location selection record.
Ensure that all team equipment and supplies are cleaned, repaired,
inventoried, and returned to the proper work/storage locations or
turned in to the property book officer.
Ensure that team members are out-briefed.
D-2. Information and Sources for Input. Table D-2 provides a very basic list of sources of
information that will assist the team with selecting an appropriate location.
Table D-2. Example of information and sources for input
Useful Information for a Location Selection Team
AREA OF OPERATIO OR HOST ATIO GOVERMET IFORMATIO
Country studies Intelligence data (Central Intelligence
Agency Studies)
Threat analysis Diplomatic documents
HN policy, guidance, preferences DOS, media
U.S. FORCES IFORMATIO
Command initiatives, preferences Mission statement(s), timetable(s)
Force structure documents (MTOEs and
TDAs) from United States Army Force
Management Support Agency
Operation plans
Logistical planning requirements Unit/mission orientation briefings
CULTURAL/GEOPHYSICAL IFORMATIO
Maps: regional, vicinity, topography Terrain, Geological Studies
Meteorological, seismic data Geographic Information System
Socioeconomic studies Cultural and religious studies
Archeological documents Environmental studies
IFRASTRUCTURE AD FACILITY DATA
Facility inventories Facility maps, plans and drawings
Traffic surveys and studies Real estate documents
Utility studies Minutes, memos, briefing slides, and such
Engineering technical studies Route and trafficability studies
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D-3. Executive Summary Location Selection Report. The executive summary of the
location selection report shown in Table D-3 provides the user with a summary of the
detailed report. The purpose of the report is to provide the user a description of the site
selected, describing very clearly and in general terms, the primary factors considered and
their impact on the decision.
Table D-3. Sample executive summary location selection report
Outline of
Subject
Description and Explanation
1. Designations,
purpose, and
recommended site
location
2. Description of
areas or
communities
a. Location with references to principal nearby cities or towns.
b. Population of towns and cities within a 50-mile radius.
c. General area classification (agriculture, urban, desert, forest).
d. General climate conditions.
e. Direction of prevailing winds.
f. Health conditions.
g. Presence of threat by natural events such as earthquakes, volcanoes,
floods, hurricanes, or tornadoes.
h. Transportation facilities (airfields, highways, waterways, and
railroads).
i. Presence of industrial development.
j. Presence of HN or U.S. defense or military establishments.
k. Availability, AT/FP assessment, and suitability of existing facilities
including housing that may be used by U.S. forces.
3. Description of
recommended site
location
a. Location.
b. Estimated required land area and any land available for possible
expansion.
c. AT/FP and military considerations.
d. Current and future impact of HN laws, regulations, procedures, and
preferences affecting base camp development with emphasis on real
estate and construction law.
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D-6
Table D-3. Sample executive summary location selection report
Outline of
Subject
Description and Explanation
e. Estimated number of real property ownerships, both privately
owned and government (HN) owned.
f. Present use and improvements on property.
g. Recommendations regarding restoration to former uses, or other
uses, at such time as the facility is cleaned up and closed.
h. Outstanding oil, gas, mineral, timber, grazing, water, and other
rights.
i. Terrain (general topographic features, slope of the land, vegetative
cover, drainage features).
j. Soil (type and depth).
k. Water (nature and source of required water).
l. Sewage disposal (any available existing facilities and
recommendation as to disposal and/or treatment requirements and
methods).
m. Wastewater treatment and disposal.
n. Solid waste disposal (requirements and methods).
o. Electric power (available facilities and service, required
construction with estimated costs and unit rates at which power can be
purchased).
p. Fuels (types, availability, unit cost, and estimated associated
construction costs).
q. Transportation (roads, railroads, inland waterways, port facilities,
airports, including distances from principal population centers,
highway route description, names of serving railroads, distances to
rail-heads, order-of-magnitude cost of construction required to provide
required transportation access).
r. Presence of natural and manmade obstacles affecting construction.
D-4. Detailed Location Selection Report. The detailed location selection report is a
primary component of the BCDP record. Table D-4 provides a list of subjects that should
be covered in the report; however, it may be necessary to incorporate additional topics if
they are considered and/or impact the selection of the site.
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Table D-4. Example of a detailed location selection report
Outline of Subject Description and Explanation
1. General Include any general remarks and also include—
a. A copy of the directive(s) that established the location selection
action.
b. The mission statement of the proposed base camp, the description
of the longevity-category of facility designs, and the projected
population.
c. The names, titles, and contact information of the deployed and
reachback location selection team members.
d. The descriptions of the alternative locations examined with a
brief statement of the rationale used to recommend the best
alternative.
e. The concurrence signatures of the appropriate U.S. and HN
officials.
2. Description of
the HN
Description of the geographic, demographic, socioeconomic,
cultural, and religious aspects of the HN population. Identify the
nearest city or town to the potential base camp locations and the
county (or province) in which they are located.
3. AT/FP
Considerations
a. The strategic military and AT/FP environment.
b. The AT/FP environment within the HN.
c. The HN operational environment and considerations.
d. AT/FP advantages and vulnerabilities of the potential locations.
e. The operational advantages and limitations of the potential
locations.
f. Recommended AT/FP designs, practices, and procedures.
4. Description of
the location and
boundary
Provide a description and the approximate area expressed in acres or
hectares. Include areas that could support possible expansion.
Describe and analyze the following:
a. Expandability. The availability of suitable land adjacent to
proposed development that could be procured and developed at
reasonable cost if the mission is later increased; the availability of
life support resources.
b. General topographic conditions in relation to requirements.
Assessment of the suitability of the topography to accommodate the
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D-8
Table D-4. Example of a detailed location selection report
Outline of Subject Description and Explanation
base camp development. Also include a statement as to type and
extent of grading required and a statement assuring that the
topography of the location will/can meet the AT/FP and operational
requirements.
c. Present use. For example, agricultural grazing, residential, or
unused land (desert, jungle, rock) with percentage of each type of
use if there are multiple uses involved.
d. Soil and foundation conditions. Nature of subsoil, particularly
with reference to—
(1) Soil strength and consolidation characteristics that control
foundation type and construction procedures.
(2) Depth to rock as affecting construction costs where trenching
and grading are involved.
(3) Amount of rock at surface as affecting building and grading
costs; elevation and fluctuation of ground water level.
(4) General character of the soil and degree to which it is self-
draining, impervious, erosion or frost susceptible; soil
classification and bearing capacity (CBR or K value).
e. Hydrological and geological conditions and features. The location
should be such that all construction can be sited beyond the
“standard project flood outline”, unless functions demand otherwise,
such as riverfront facilities. When the location is in the flood plain
of a stream or river, the hydrological data should be reported,
including stream flow records, stage records, information on flood
conditions and flood control works, effect of general topographic
features of the area, and characteristic runoff data. The record
should also include a general description of the geological
formation. Identify the seismic zone in which the base camp will be
located. Identify any other geological hazards; for example,
volcanoes, karst (sinkhole) terrain, and landslide potential.
5. Climatologic and
meteorological
conditions
The type of construction and the suitability of the location for the
health, comfort, and safety of personnel and the surrounding
population. Provide comments for —
a. Temperature:
(1) Minimum of record.
(2) Mean annual minimum.
(3) January and July mean daily lows.
(4) January and July means.
(5) January and July mean daily highs.
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(6) Mean annual maximum.
(7) Maximum of record.
b. Precipitation:
(1) Average annual precipitation.
(2) Number of years for which records are available.
(3) Maximum and minimum monthly precipitation (naming the
months in which these occur).
(4) Mean annual number of days with measurable precipitation.
(5) Maximum amount of rainfall and snowfall for a 24-hour
period, mean annual snowfall (measured as snow).
(6) Mean annual number of days with more than 50 percent snow
cover.
c. Frost. Mean and maximum depth and average annual duration.
d. Air movement:
(1) Direction and average velocity of prevailing winds.
(2) Maximum velocity and direction of winds of storm
proportions (those with peak gusts of Force 11 or greater on the
Beaufort scale).
(3) Probable frequency of storms.
(4) Frequency and duration of air inversions.
e. Health conditions. The presence of swamps, mosquito breeding
conditions, rodent-infested or deteriorating areas, air pollution,
endemic diseases, or health deficiencies associated with the regional
climate, or other factors that would affect human health or comfort.
f. The record of hazardous climatic or weather occurrences; for
example, tsunami, floods, tornadoes, sandstorms, hurricanes, and
typhoons.
6. Real estate
considerations
a. General. Detailed information on—
(1) Location.
(2) Estimated area of land.
(3) Estimated number of ownerships within proposed base camp
boundaries and information on private ownerships versus
government ownerships.
(4) Improvements on property.
(5) Outstanding oil, gas, mineral, timber, grazing, water, and
other rights.
(6) Cost of acquisition, lease, damage claims, or other use fees, if
applicable.
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(7) Terms of any SOFA, UN resolutions, treaties, or other like
agreements.
b. Local economic factors. Reconnaissance should be made to
determine that there would be a minimum of infringement on the
rights of others and a minimized impact on the local civilian
economy. Include an estimate as to the estimated tax loss resulting
from U.S. use, if applicable.
c. Outstanding rights. Presence of outstanding oil, gas, mineral,
timber, grazing, water, and other rights; nature of claims or
subsurface rights (patented or non-patented claims, leases, options);
extent of development; present status of activity (prospecting,
operating, or idle); estimated area of land involved; and market
value of such rights.
d. Type of land (based on ownerships) and estate to acquire. DOD
and DA policy relative to the type of land (based on ownership) and
the minimum estate that should be acquired.
e. Relocations. Identification of and estimated cost of relocation of
utilities (power and telephone poles and lines, highways, railways,
gas and oil pipelines) cultural, religious facilities, and cemeteries
which would interfere with the use of the land area proposed for
base camp development. In the case of cemeteries, cultural, or
religious facilities that would become inaccessible to the HN public
due to security or other concerns, state the arrangements that have
been made to facilitate access or to provide alternate locations.
7. Regional factors The following information and considerations are important:
a. General. Possible effects of the development on nearby towns and
the regional area during construction and subsequently, as to the
capability to support U.S. military presence to include—
(1) Utilities.
(2) Highways.
(3) Schools.
(4) Housing facilities.
(5) Recreation facilities.
(6) Other service facilities.
b. Population and locality. The analysis should include the—
(1) Population of all nearby cities and towns.
(2) Present land use controls and projected local development.
(3) Extent to which HN zoning laws and building codes are
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effective.
(4) Economic impact of development.
(5) Culture, customs, and attitudes of local citizens.
(6) Impact on desired public image.
c. Housing. The analysis should include—
(1) Housing for any relocated population.
(2) Housing for construction labor force.
(3) Housing for Department of the Army Civilians, NAF
personnel, contractor, and local national labor force.
d. Labor. The analysis should include the—
(1) Availability of skilled and unskilled labor from the HN.
(2) Cost of labor (from local sources or elsewhere).
(3) Extent to which laws, local/religious customs, and procedures
in HN may affect efficiency and construction costs.
e. Historic, cultural, religious, and archeological sites. Map and list
all historic, cultural, religious, and archeological features and sites
within the area. Describe the impact of construction. Include
information and results of coordination with HN officials and
provide recommendations to remove or mitigate any adverse
effects.
f. Sources and costs of construction materiel. Availability, costs,
quality, and quantities of procurable materials through local sources
of supply. A local source of such material may affect construction
cost savings. Costs and quantities of these and other materials to be
shipped from the United States or other sources of supply. Describe
HN policy regarding import taxes, tariffs, and entry permits for
construction materiel.
g. HN resources and economic base. Assess the capability of the HN
economic base to support a U.S. military presence. For example,
agricultural, industrial, commercial, retail, and recreational sectors,
as applicable.
8. Environmental
considerations
Environmental considerations are an integral part of the location
selection process. While the operational situation may often dictate
the locations, whenever possible environmental considerations need
to be integrated into the decision process. As a minimum, the
following information should be considered or conducted:
a. The presence of TIC/TIM or HM/HW hazards (including asbestos
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and polychlorinated biphenyls.
b. Industrial facilities in the area that may subject personnel to
contaminants.
c. Potential for dust or noise issues.
d. Landfills and waste dumps in the proximity of the potential base
camp site.
e. Drainage both into and from the site.
f. Proximity to civilian populations.
g. Adequacy of space and location for HW/HW and POL storage
and protection.
h. Adequacy of space for latrine and gray water facilities.
i. Existing environmental infrastructure such as water and sewer.
j. Overall safety of existing structures on the site.
k. Proximity to areas of standing water that may spread illness.
l. Possible endangered species or critical habitats that may be
impacted.
m. Presence of historic, cultural, or religious sites.
n. Appropriate environmental surveys, assessments, and reports (for
example, EBS, Joint Assessment, Environmental Condition Report
(ECR), and Environmental Closure Report).
9. Water supply
estimated
requirements
Water supply requirements for the different types of development
and water demand are determined from USACE criteria and, if
available, experience-based demand computations.
a. Existing supplies. Analyze any existing water supply and
distribution systems that could be used by the United States as
follows:
(1) Sources of supply.
(2) Quantities immediately and ultimately available at the point
of diversion to U.S. use.
(3) Excess supply available and not already allocated.
(4) Type of treatment.
(5) Name of owner (HN government, individual, or
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municipality).
(6) Rates at which water is available.
(7) Distance from base camp location to available supply.
(8) Residual pressure at point of diversion from existing system
at total quantity of flow.
(9) Ground elevations and static pressures at points of diversion
and proposed use.
(10) Records of chemical and bacteriological analyses.
(11) Approximate cost of construction needed to supply
necessary water at required pressure.
b. Well supply. If existing surface supplies cannot be utilized, then
conduct a reconnaissance to determine the availability and economy
of well supply should cover the following:
(1) Reports on ground water resources, if available.
(2) Rainfall data.
(3) Reports from operating water companies procuring water
from the same formations.
(4) Records of available well logs, drawdown data, total
pumpage from area, variations in elevation of ground water
table.
(5) Records of chemical and bacteriological analyses.
(6) Temperature.
(7) Approximate location of wells.
(8) Procedure by which title to water and right to pump and
transport required quantity can be secured, if such steps are
necessary.
(9) Approximate cost of construction needed to supply necessary
water at required pressure.
c. Surface supply. In the absence of existing supplies and the non-
availability of adequate and economical well supplies,
reconnaissance to determine the advisability and economy of a
surface supply should include the following:
(1) Topographic maps showing total drainage area of stream or
reservoir.
(2) Rainfall and run-off data (stream gauging records).
(3) Survey of sources and kinds of possible contamination:
- Quantity, location, and degree of treatment of sewage
entering stream.
- Quantity, character, and location of industrial wastes
entering stream.
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(4) Records of chemical and bacteriological analyses of proposed
supply.
(5) Location of available reservoir locations and geological data
relating to underlying formations that may affect foundation
conditions.
(6) Location and probable cost of pumping station, supply line,
and treatment plant.
(7) Procedure by which title to water and right of diversion is to
be secured.
(8) Approximate cost of construction needed to supply necessary
water at required pressure.
d. Obligations. Describe the potential fiscal or other obligations of
the U.S. government as a result of base camp use of HN municipal
water supplies.
e. Development time. Estimate the approximate length of time
required to develop adequate water supply, and resulting effect on
construction procedures.
f. Peculiarities. Any peculiarities concerning quantities, taste, or
chemical analyses, especially if varied during different times of
year.
g. Summary. Summary of findings: existing supplies, well supply,
and surface supply, stating which source of water should be used or
developed.
10. Sewage and
waste disposal
The quantities of sanitary sewage or waste materials for the different
types of development are estimated at rates established by
unified/combatant command and USACE standards, allowances and
criteria. The analysis of the sewerage system should include the
following:
a. Description. Description of available waterways for receiving the
treated waste flow, including their water quality standards, drainage
areas, flows, characteristics, and the use made of the waterway
above and below the point of discharge of treatment plant effluent.
b. Terrain. Description of the terrain, including its topography and
suitability for the design and the construction of collecting sewers.
c. Subsoil. Description of the subsoil, including the extent of rock,
ground water, permafrost, and loose soil requiring sheeting; all as
affecting the cost of sewer-trenching.
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d. Existing facilities. Description, with maps and drawings, of
accessible existing sewage/wastewater treatment plants, if any,
giving their locations and capacities.
e. Possible location(s). Statement regarding possible locations of
sewage/wastewater treatment plants, including capacity for
expansion of flows and treatment units, and points of discharge for
treated effluent.
f. Industrial waste. Statement concerning industrial waste disposal,
covering the following points:
(1) Description of local regulations effecting disposal of
industrial waste into streams.
(2) Determination of effects of disposal of proposed industrial
waste.
(3) Description of possible contamination of underground water
supplies if lagoons are proposed for waste disposal.
(4) Possibility of using evaporative methods where climatic
conditions permit.
(5) Adequacy of area for disposal of toxic materials. Adequacy
of area for containment, storage and/or treatment prior to
controlled disposal of toxic materials by an approved method.
g. Type of treatment. Recommendation as to the degree and type of
treatment that will meet the requirements of the command, the HN,
and local health officials with recommendations as to the disposal of
effluent and a rough estimate of the cost of installing the type of
treatment recommended.
h. Solid waste. Statement concerning proposed methods of solid
waste disposal; for example, sanitary landfill, incineration or, if
feasible and appropriate, through HN municipal or regional systems.
i. Infectious waste. Description of how infectious waste will be
handled and disposed.
11. Air pollution
control
The analysis should cover such air pollution considerations as
combustion of fuel, sulfur oxides, stacks, storage and handling of
fuels and ash, solid waste disposal, and other pollution producing
processes in relation to air pollution standards.
12. Transportation
facilities
Transportation is the backbone and vascular system of military
operations and logistical support. Even if certain other parts of this
record are either not applicable or cannot be completed, a detailed
transportation assessment is imperative.
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a. Highways. Assess and describe the adequacy of highways with
emphasis on the MSR, railheads, harbors or other transportation
centers, existing primary highways in relation to location of the
proposed base camp. Describe type and condition of existing
surfacing, width of existing surfacing, shoulders and right-of-way,
extent to which bridges are posted for limited loads or for
inadequate width/height of clearance. Data on each bridge or grade
separation structure to include type, capacity, horizontal and vertical
clearances.
b. Local roads. Adequacy of roads from adjoining towns or from the
primary highway system over which an appreciable volume of
construction material may be hauled. If such roads are other than
those referred to above, furnish additional information.
c. Volume. State the approximate average and peak hourly traffic
under present conditions, the estimated average daily and average
peak hourly traffic flow during construction of the base camp, and
the estimated average daily and average peak hourly traffic during
subsequent normal operation of the base camp.
d. Required repairs and improvements. Describe any requirements
for reconstruction of existing highways or construction of new
highways to bypass the present location or to replace any public
roads that need to be closed. Describe other desirable, but not
essential, highway adjustments or improvements, such as overpasses
or underpasses.
e. Loads and types of vehicles. Describe the roads that would have
to be traversed between cantonment (built up) areas of the base
camp and areas of tactical operations, isolated firing ranges, or
maneuver areas. Include a definite statement as to the adequacy of
the highway system within a radius of approximately 200 miles of
the base camp location with reference to supporting military
wheeled vehicles. Recommend ways to segregate wheeled from
tracked vehicle operations. State the types of pavement (for
example, concrete, high-type bituminous concrete, or light
macadam, sand, clay, or other light, flexible surfaces). Identify
routes that require strengthening to carry military traffic.
f. Roads within the base camp area. Assess roads from public
highways to the location and roads within the location to include the
following:
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(1) Estimated length, required type of construction, and estimated
cost for roads to provide access between the location and existing
public highways.
(2) Existing roads within the boundaries of the proposed base
camp that are presently adequate to support use by motorized
equipment.
(3) Estimated locations and costs of new roads between the
cantonment and any training areas.
(4) Policies and preferences of HN officials regarding the closure
of existing roads.
(5) Requirements and recommendations as to highway
specifications for primary and secondary roads.
(6) Availability and suitability of materials for road construction.
(7) Size, estimated cost, and number of bridges that must be
repaired or constructed.
(8) Extent of temporary work needed to initiate base camp
construction, pending provision of permanent access roads and
connecting railroads.
(9) Estimated cost of road work necessary on part of local
authorities, and estimated cost of work to be financed from
construction funds.
g. Railroads. The analysis of railroads and rail accessibility, if
applicable, should cover the following:
(1) Name of serving railroad with which connection can most
conveniently be made.
(2) Name of second railroad with which connection can be made,
where volume of traffic necessitates, or where proximity
warrants better rates or improved service.
(3) Location and distance of nearest station, freight office, and
post office from location.
(4) Adequacy of existing railroad to handle construction
materials and subsequent freight traffic.
(5) Estimated length of access line to the location, weight of rail,
rail gauge, quantities and kind of grading, with a statement of
construction difficulties to be encountered. Include highway
crossings and drainage structures needed to provide satisfactory
alignment and grade to reach location.
(6) Estimated total cost of access railway and total cost to the
U.S. government. This information should be supported by
topographic data.
(7) Maximum degree of curve and percent of grade; also
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elevation at main line and at the terminal(s).
(8) Grade crossings (existing and proposed) in connection with
public highways, desirability for constructing grade separations,
and the estimated cost of such work.
(9) Data on any bridges which may be required, with spans and
estimated cost.
(10) Justification of rail service compared with other methods of
delivery, based on cost of construction and operation,
anticipated volume of traffic, and military necessity. In the case
of small facilities such as internment camps and field hospitals,
rail connections to the location may not be feasible.
h. Ports, harbors, and inland waterways. The analysis should cover
the following:
(1) Anchorage areas.
(2) Storage facilities.
(3) Berthing facilities.
(4) Port clearance facilities.
(5) Materials handling equipment at dockside (including gantry,
floating, or other dockside cranes).
(6) Repair yards.
(7) Safety gates.
(8) Navigational hazards.
(9) Bottom and beach characteristics.
(10) Lock location and description.
(11) Channel characteristics.
(12) Tides and currents.
(13) Meteorological conditions.
(14) Volume and capacity of daily traffic movement
(throughput).
i. Existing airports and airfields. Aviation access almost certainly is
or eventually will be required by U.S. forces. This is an area of the
transportation analysis that should rely on expert assessment,
preferably by aviation planners and experienced aviators. If
possible, also consult with United States Army Aeronautical
Services Office, the United States Air Force, and any HN
aeronautical agencies in the process. The analysis should cover the
following:
(1) Location.
(2) Type and number of access facilities.
(3) Characteristics and dimensions of runways and aprons.
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(4) Locations, size, and number of hangars.
(5) Administrative facilities.
(6) Storage facilities for aircraft parts and equipment.
(7) Aircraft fuel storage and dispensing facilities.
(8) Volume and possible capacity of air traffic.
(9) Potential locations for airfields and/or heliports.
(10) Meteorological conditions.
(11) Airfield and heliport suitability. All factors not fully
covered elsewhere in the record that may influence selection of
an airfield location should be covered. Also, any factor covered
elsewhere, which because of its significance would materially
affect airfield or heliport construction, should be analyzed.
(12) Flying conditions. Any factor that may restrict flying
activity should be covered. The analysis should include the
following:
(a) Obstructions and hazards to air navigation.
(b) Proximity to firing ranges, ammunition depots, areas of
population, aviation-prohibited or restricted areas, or civil
airways.
(c) Airspace responsibilities and procedures.
13. Traffic
management
factors
The analysis should include the following:
a. Types of carriers available (railroads; carriers by water and motor
vehicle; freight forwarders; express services—air, rail, and motor;
airlines and helicopter services; and pipelines).
b. Constriction or choke points and methods to be used to minimize
or eliminate them.
c. Quality and quantity of service by mode (adequacy, flexibility,
frequency, reliability, and speed).
d. Movement facilities (location and capacity of railroad yards;
freight houses; equipment; for example, freight cars, switching
locomotives, barges or vessels, trucks, track scales, deicing
facilities, and loading ramps; track connections, existing or possible;
and local transit, pickup and delivery).
e. Accessorial services (transit, reconsignment, switching, weighing,
dockage and wharfage, and refrigeration).
f. Availability of passenger services (individual and troop units).
g. Cost of transportation (rates on raw materials and finished
products, as appropriate; charges for accessorial services; handling
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and warehousing cost, charges for disposing of waste material, if
any; and rate relationships).
14. Drainage and
erosion control
considerations
The analysis, based on an on-location reconnaissance, should
include the following:
a. Topography, size and shape of drainage area, and extent and type
of anticipated area development.
b. Capacity, elevation, and condition of existing drains, channels, or
waterways that will be affected.
c. Climatic conditions, particularly precipitation characteristics, as
related to runoff.
d. Soil conditions relating to erosion and infiltration rates.
e. Outfall and downstream flow conditions, including high-water
occurrences and frequencies.
f. Effect of proposed drainage construction on local interests’
facilities, and evaluation of local interests’ requirements that will
affect the design of the drainage system. Consideration should be
given to probable effects of runoff diversions or of adverse effects
on water quality from disposal of drainage in waterways.
15. Power and fuel
considerations
a. Electrical distribution systems.
(1) Existing transmission or distribution line location in relation
to the location, including distance and direction, name of owner
and local official, and location of power generating sources
(show on map).
(2) Capacity, voltage, and operating frequency of transmission or
distribution line and capacity available to location.
(3) Reliability of power supplies, indicating number and duration
of power interruptions during the past 2 years.
(4) Rate information, showing demand and energy charges and
average cost per kilowatt hour.
(5) If electric line extension to location will involve expenditure
of U.S. government funds, give estimated amount and costs of
required facilities, and state extent of HN participation.
b. Heating fuel. The fuel selected from those which are available
depends on the planned life of the facility, and the following
considerations:
(1) If coal is selected, the analysis should include the cost of coal
per short ton delivered to the development; cost of handling,
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Table D-4. Example of a detailed location selection report
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storage and issue; ash handling and removal cost; and the cost of
providing a storage area. The ‘as received’ heating value of the
coal in BTU per pound should be furnished on the basis either of
coal currently used in the area or representative analyses from
mines from which the coal will probably be procured.
(2) Fuel oil is not normally available from a pipeline and must be
brought to the location by tank car or tank truck. The costs to be
considered are cost per gallon of the fuel oil; the heating value
of the fuel oil in British thermal unit (BTU) per gallon based on
the commercial number designation of the oil and/or its specific
gravity at 60 degrees Fahrenheit; the cost of storage tank(s); the
cost of pipeline to the storage tank location where applicable;
and the cost of transportation, pumping, storage, and issue.
(3) Gas may be selected if the supply is adequate, and when all
factors are considered, including initial cost, manpower
requirements, operating and maintenance requirements, is found
to be the most economical fuel. As a rule, the availability and
cost of manufactured gas prohibits its use. Natural gas should be
considered only when the line required to supply the
development is short, is secure, and the general site layout of the
base camp avoids an extensive distribution system serving small
loads in isolated locations.
(4) Liquid petroleum gas should not be considered for use unless
the refining source of supply is within a one-day trucking
distance of the base camp. Safety procedures for handling are
absolutely essential. Central storage should be provided with
delivery either by tank truck to smaller service tank locations or
by distribution piping. The following information, as applicable,
should be supplied where gas or oil is available and proposed for
use:
(a) Distance to, size of, and pressure in nearest pipeline or
point of supply.
(b) Maximum amount of gas or oil that can be supplied.
(c) Available reserves for 10-year demand. BTU content of
gas or grade of oil.
(d) If a new pipeline and/or other facilities must be built to
bring a sufficient quantity of gas to the boundaries of the
location, give length, size, time of connection, and
approximate cost of line and other facilities that must be
constructed at government expense.
(e) Determine extent to which gas company will cooperate in
providing necessary extensions that will provide adequate
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supply at minimum cost to the government. Pressure of gas
that the company can maintain at point of delivery at
boundary of location.
(f) Names and addresses of utility companies supplying gas.
(g) Rates at which gas can be procured. Character of soil in
area through which proposed gas lines must be installed.
16.
Communications
considerations
a. Telephone service.
(1) Accessibility to major lines of communication.
(2) Proximity to government-owned radio communications.
(3) Line and trunk characteristics and capacity of existing
telephone facilities and outside plant and ability to accommodate
the increased load without expansion of facilities.
(4) Estimated cost of expanding the facilities to accommodate
the anticipated load, and subsidization expected from the
government.
(5) Capacity of local telephone company exchange and ability to
handle increased traffic on short notice.
(6) Rate information.
(7) Summary of capability and capacity to support of U.S. uses.
b. Radio/satellite communications.
(1) Documentation showing the measured RF noise and signal
levels existing at the proposed antenna location or data
necessary for computation of these levels.
(2) Plan of proposed antenna fields and its relationship to other
facilities.
(3) Suitability of the surrounding terrain for microwave and
satellite links including profile charts.
c. Communications systems safety and security analysis should
address:
(1) Data demonstrating that electromagnetic radiation from
existing nearby equipment will not violate criteria for personnel
or material.
(2) Data to demonstrate that proposed equipment will not violate
electromagnetic radiation vulnerability criteria for personnel or
material.
(3) Deficiencies and potential vulnerabilities regarding
communications security.
17. Conclusions
and
recommendations
The conclusions reached as a result of the reconnaissance are briefly
summarized to indicate—
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a. Summarize the AT/FP environment within the HN and at the
recommended base camp location. Recommend the security level,
security procedures, facility and infrastructure designs, and the
degree to which the HN local population should be involved in the
action.
b. The unique engineering and construction features of the location,
the features particularly favorable to economical construction, and
those which would adversely affect it.
c. The individual topographic conditions satisfying or not satisfying
the criteria to be met for the applicable type of development. For
example, if ranges and training facilities are required, are terrain and
vegetative cover conducive to construction and operation of such
facilities.
d. A general, brief comparison with other locations under
consideration.
e. A description of the feasibility, acceptability, and suitability of
the recommended location as they pertain to the primary purpose of
base camp.
f. Describe any HN construction laws, regulations, policies, or
customs that could impede development and operation.
g. Describe adjustments that may be needed to military requirements
to accommodate HN and local requirements.
h. Provide assurance that the proposed land acquisition covers
minimum essential needs plus expansion capability and will support
and enhance mission accomplishment.
18. Exhibits The exhibits attached to the location selection record should include,
as a minimum, the following:
a. General location maps.
b. Property ownership maps.
c. General topographic maps (Army Map Service Military Editions,
enhanced satellite or aerial photos, or others, if available).
d. Recommended environmental plans, standards, and practices to
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Table D-4. Example of a detailed location selection report
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be used during construction and by initial base camp occupants
(approved by the appropriate commander prior to the start of
construction).
e. Maps showing transportation facilities.
f. Maps showing existing utilities (power, access roads, gas lines).
g. Aviation charts (if available).
h. Plan showing broad land use concepts. Based on established and
approved facility allowances of the base camp, a schematic or
concept plan overlay should be prepared. The objective of this plan
is to demonstrate that sufficient land area is available to support the
mission of the base camp as well as known and any unforeseen
future expansion. The plan may be based on available remote
surveys, topographic maps, or CADD layers to include topography.
The plan overlay or layer will show, in broad, general fashion, the
recommended groupings of proposed land uses in relation to the
surrounding areas and connecting transportation facilities.
EP 1105-3-1
19 Jan 09
E-1
APPENDIX E
Sample Documents to Support Land Use Planning
E-1. Land Use Plan Options. A land use plan can be completed using various methods.
Figure E-1 and Figures E-2 and E-3, pages E-2 and E-3, show some of the most common
methods used to produce the plan: CADD software, manual drafting, or readily available
desktop software.
Figure E-1. Land use plan (color-coded, using CADD software)
EP 1105-3-1
19 Jan 09
E-2
Figure E-2. Land use plan (manual drafting method)
N
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EP 1105-3-1
19 Jan 09
E-3
Figure E-3. Land use plan (desktop graphic software)
EP 1105-3-1
19 Jan 09
E-4
E-2. Land Use Plan Checklist. The land use plan checklist shown in Table E-1 provides
some basic parameters that should be considered to optimize the land use plan.
Table E-1. Sample land use plan checklist
Land Use
Parameter
Analyze the COA To Ensure That— Initial
FOR THE EVALUATIO OF EACH COA FOR LAD USE
1. Size The (total) land area is of adequate size and dimensions,
including expansion capability, to support the current mission
and both anticipated and unforeseen expansions.
2. Associations Other land uses essential to the efficient functioning of
activities or facilities associated with a particular land use
have been addressed in the planning.
3. Interactions The nature of the interactions (kind, frequency, importance of
flow) between the different land uses has been researched and
incorporated. Command guidance and preferences have
likewise been incorporated.
4. Adverse
Influences
External effects associated with a land use that would
adversely affect another adjacent use have been identified and
mitigating actions recommended. For example, heavy
vehicular traffic into one land use area might cause this traffic
to flow through an adjacent land area where it would create a
disturbance and a safety problem. Rerouting this traffic
around the second area would mitigate the potential problem.
5. Location Land uses that are "footloose" in terms of dependencies on
other land use areas have been located in relatively
independent areas. Land uses have been identified which
have a specific location requirement relative to site
suitability.
6. Challenges and
Opportunities
The functional relationships overlay has been examined to see
if related land uses or similar activities are located too far
from each other, where compatible activities can be
consolidated, and where "stray" individual functions may be
located too far away from the functional area most closely
related to them. Proper use of prominent terrain features
offers the opportunity for increased tactical capability,
AT/FP, and potential site locations for prominent facilities;
for example, major unit or base camp headquarters, or
recreational facilities.
7. Security Safety, personnel and property security, and AT/FP
considerations have been included.
8. Combination Land use zones will facilitate a combination of functionally
related or compatible uses into single structures or
complexes, where feasible.
EP 1105-3-1
19 Jan 09
E-5
Table E-1. Sample land use plan checklist
Land Use
Parameter
Analyze the COA To Ensure That— Initial
9. Disposal The plan is organized so that base camp cleanup and closure
(or turnover to the HN) can proceed in an orderly, sequential,
incremental, or concentric fashion when the U.S. mission is
completed.
10. Environmental The recommended COA accommodates constraints imposed
by environmental factors. Areas that should not be developed
are clearly delineated.
11. Conservation
and Preservation
The important characteristics of the base camp and its
resources that should be taken advantage of, or preserved,
have been considered.
12. Infrastructure Transportation and, possibly, main utility considerations are
delineated on the plan.
FOR THE EVALUATIO OF THE SELECTED “BEST” COA
Parameter The Selected Plan Provides—
Initial
13. Open Space Maintenance of open areas outside the built-up area for
training activities, maneuvers, and required operational and
AT/FP setbacks and clearances.
14. Separation Separation of uses with different intensities of activity and
separation of functions requiring special security
considerations.
15. Grouping Grouping of compatible functions in areas intended for
multiple uses.
16. Adjacency Land uses with important functional relationships have
adjacent locations.
17. Clearances Conformity to operational safety clearances and noise criteria.
18. Expansion Allowance for anticipated and unanticipated expansion within
land use areas.
19. Use of Positive
Natural Features
Use of natural features and terrain to provide an attractive
setting for living areas, recreational areas, and other
community functions.
20. Access Convenient access to troop support and community facilities.
21. Road Access Accessibity to primary roads for land uses generating high
traffic volumes.
EP 1105-3-1
19 Jan 09
E-6
E-3. Goals and Objectives Statements for a Land Use Plan. Figure E-4 shows an example
of goals and supporting objectives statements to assist the planner in developing a
comprehensive strategy for a land use plan.
Figure E-4. Example of goals and objectives statements for a land use plan
Goal 1. Provide real property support for successful accomplishment of assigned
base camp missions.
(a) Objective. Ensure that sufficient training ranges, facilities, and maneuver
areas are available on a continuing basis, having them operational by 1 February
20xx.
(b) Objective. Develop and implement a Range and Training Land Program
Development Plan not later than 15 November 20xx.
(c) Objective. Support and assist assigned units in achieving their sustainment
training goals on a continuing basis; complete development of a classroom and a
close-in nonfiring training area by 30 September 20xx.
Goal 2. Set aside sufficient land area for expansion to support both anticipated
and unforeseen missions and other changes.
(a) Objective. Provide sufficient expansion area to house two additional interim
brigade combat team combined arms battalions projected to arrive on or about 31
December 20xx; ensure that the plan is complete and approved by 31 August
20xx.
(b) Objective. Unstable conditions in ______ may lead to a large number of
refugees crossing the border into the vicinity of Camp X-Ray. This mission has
not been assigned to Camp X-Ray at present, but it is anticipated. Therefore,
ensure sufficient land area to house a displaced persons camp for 5,000 persons in
the current land use plan; ensure that the plan is completed and approved by 31
August 20xx.
(c) Objective. Analyze and plan for presently undefined force structure and
mission changes, leaving room for expansion within individual land use
allocations in the current land use plan; ensure that the plan is completed and
approved by 31 August 20xx.
EP 1105-3-1
19 Jan 09
E-7
E-4. Land Use Planning Factors. Table E-2 provides some initial planning factors to
assist the planner with calculating land area requirements for an HBCT-sized element.
Table E-2. General Base Camp Land Use Planning Factors
Land Use
Area
(in acres)
Suggested
Range
(in acres)
Facilities Included Remarks
Industrial 155 150-160 Wastewater treatment,
electrical generation,
incinerator, vehicle
maintenance
Community/
Administrative
99 90-110 Medical, fire and rescue,
postal, dining,
headquarters,
briefing/chapel, parade
field
Troop Housing 230 225-250 Housing, showers,
latrines, bunkers
Includes
expansion
capability (surge
areas).
Supply/Storage 453 430-460 Military vehicle parking,
wash racks, ammunition
storage, open storage
Morale/Welfare/
Recreation
65 50-75
Heliport
Facilities
129 110-130 Heliport aprons, tie-
down area, maintenance
hangar, operations,
control tower, available
fuel storage and truck
parking, radar site
This is for a
heliport of 12
helipads. If only
one helipad is
needed, less
land would be
required.
Open
Space/Buffer
703 650-850 ECPs, guard towers,
AT/FP buffers
Includes 350
acres of clear
space outside
the security
fence.
Contractor Area 108 75-150
EP 1105-3-1
19 Jan 09
E-8
E-5. Environmental Overlay. Figure E-5 depicts a basic example of an environmental
overlay used to supplement the land use plan.
Figure E-5. Example of an environmental overlay
N
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Wetland
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Area
0 km
EP 1105-3-1
19 Jan 09
E-9
E-6. Land Use Compatibility. Table E-3 and Figure E-6, page E-10, show two methods
the planner can use to assist in determining or verifying the compatibility of land use
functions.
Table E-3. Example land use matrix
Land Use
Categories
Evaluated
Administration
Commercial Services
Community Facilities
Family Housing
Maintenance
Manufacturing and Production
Medical/Dental
Operations
Recreation
Research/Development/Testing
Research Land/Buffer
Supply Storage
Training
Troop Housing
Utilities
Water Areas
Wetlands
Administration
Commercial Services
O
Community Facilities
O O
Family Housing
█ ▲
O
Maintenance
█ █ █ █
Manufacturing and
Production
█ █ █ █ O
Medical/Dental
▲
O ▲
▲
█ █
Operations
█ █ █ █ O O █
Recreation
O O O O █ █ O █
Research/
Development/Testing
▲
O █ █ O O ▲
█ ▲
Research Land/Buffer
O O O O O O O O O O
Supply Storage
▲
█ █ █ O O █ █ ▲
▲
O
Training
█ █ █ █ █ ▲
█ █ ▲
█ O ▲
Troop Housing
▲
O O █ █ █ ▲
█ O █ O █ █
Utilities
▲
▲
▲
█ O O █ ▲
▲
▲
O O █ █
Water Areas
O O O O ▲
▲
▲
▲
O █ O █ █ O █
Wetlands
█ █ █ █ █ █ █ █ O █ O █ █ █ █ O
O Compatible ▲ Neutral █ Incompatible
EP 1105-3-1
19 Jan 09
E-10
Figure E-6. Example affinity relationships diagram
EP 1105-3-1
19 Jan 09
E-11
E-7. Functional Relationship Overlay. To confirm the compatibility of functional areas of
a land use plan, the planner can develop a functional relationship overlay like the one
shown in Figure E-7. A comparison of the overlay with the land use matrix or affinity
relationships diagram will assist the planner in identifying noncompatible uses
.
Figure E-7. Example functional relationship overlay
EP 1105-3-1
19 Jan 09
E-12
E-8. Analysis Overlays. Figures E-8 and E-9 and Figure E-10, page E-14, show the most
common overlays designed to assist with the various analyses that are necessary to
develop a successful land use plan.
Figure E-8. Example circulation systems analysis
Base Camp Boundary
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Gate #2
Gate #4
Gate #3
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EP 1105-3-1
19 Jan 09
E-13
Figure E-9. Example buildable areas analysis
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Gate #2
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FLOOD
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AMMO
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AIRFIELD CLEARACE ZOEAIRFIELD CLEARACE ZOE
EP 1105-3-1
19 Jan 09
E-14
Figure E-10. Example major activities and structures analysis
EP 1105-3-1
19 Jan 09
E-15
E-9. Selected Land Use Policies. Land use policies are an inherent part of a viable land
use plan. Table E-4 shows examples of policies that should be part of the land use plan.
Table E-4. Example of selected land use policies
Policy Type
Description
Expansion Policy Reserve an area for construction of additional
unaccompanied enlisted housing "above and beyond" current
projected military strength levels.
Action 1: Dispose of HN storage sheds in Area "Z" to free up
land for one additional battalion-sized complex and—
Action 2: Remove tents and containers in Area "L" to free up
land for one more additional battalion-sized complex.
Displaced Persons
Expansion Policy
Provide an expansion zone area for contingency development
of a displaced persons camp in the event of instability in
________.
Action: Provide 20% expansion factors in the utility lines
planned to serve development in Area "A." The displaced
persons camp would be buffered from the U.S. portion of the
installation, but utilities would extend from Area “A.”
AT/FP Policy All land use zones and subdivisions thereof will provide for a
setback distance of at least 45 meters between the building
lines of primary gathering places and the edge of major
streets and roads. Land area will be provided for construction
of protective berms, fences, and other barriers. Standoff
buffers will be provided between and around all land use
zones.
OTE: Land use goals and objectives developed during the identification phase will
be the basis for developing more specific measures for implementing them. Each base
camp will have to develop its own set of policies and actions to implement these
policies. These can be very specific.
EP 1105-3-1
19 Jan 09
F-1
APPENDIX F
Sample Documents to Support Facility Requirements Determination
F-1. The Facilities Requirements Planning Team Checklist. Like many of the other
checklists provided in this pamphlet, the facilities requirements planning team checklist
(shown in Table F-1) is provided to assist teams with the identification of major tasks that
may need to be accomplished to accurately determine facility requirements.
Table F-1. Example of a facilities requirements planning team checklist
Check Task
By
(Initial)
Initiate and maintain a working relationship with the prospective
base camp user(s).
Initiate and maintain working relationship with the host nation,
through the U.S. DOS representative, if appropriate.
Explain the list of facilities allowances to the prospective base
camp user (and HN representatives if appropriate). (See Chapter
3.)
Conduct a detailed inventory of (any) existing facilities along with
the prospective base camp user.
Analyze the existing facilities and infrastructure for shortfalls and
excesses along with the prospective base camp user.
Determine the base camp user’s special needs and facilities that
are allowed but which the user states are not needed.
Develop and analyze alternatives to meet facilities requirements.
Schedule, rehearse, and conduct a decision briefing to explain and
request the appropriate commander’s approval of the most
favorable alternative to meet facilities requirements.
Request and obtain written approval of the facilities requirements,
and place this in the BCDP record.
Make a record of the facilities requirements development process,
placing the quantitative and qualitative data in the TAB and the
base camp development record.
Submit the TAB for higher command approval, as appropriate.
EP 1105-3-1
19 Jan 09
F-2
F-2. The Mechanics of the Process. The process of moving from facilities allowances to
facilities requirements is shown in Figure F-1. It is important for the planner to
coordinate the allowances and requirements with the customer and the HN throughout the
process.
Figure F-1. The mechanics of the process—from facilities allowances
to facilities requirements
F-3. Asset Inventory. Before determining facilities requirements, it is important to
inventory available assets. Table F-2 describes some of the major items and the
associated information needed for an appropriate inventory.
EP 1105-3-1
19 Jan 09
F-3
Table F-2. Examples of inventory data
Attribute Measure or Qualification
Land
Area(s), names and dimensions
Description of terrain, vegetation, and such
Present use or use before U.S. presence
Use(s) by U.S. forces
Planned use after U.S. redeployment
Operational and AT/FP considerations
Environmental aspects/vulnerabilities
Projected date of U.S. return to owner(s)
Buildings
Building number or letter designation
Gross area
Capacity, if applicable
Designed use
Year built
Type of construction
Conformance with AT/FP standards
Condition of each building system
Installed equipment
Utility support (to each building)
Projected date, method of disposal or turnover
Infrastructure
Name, number, or letter designation
Length, area, and such
Type of construction
Capacity or capability
Projected date, method of disposal or turnover
Utility systems
Each component name, number, or letter
Length, area, and such
Type(s) of construction/material used
Capacity or capability, each component or
subsystem
Operational and AT/FP considerations and
vulnerabilities
Projected date, method of disposal or turnover
EP 1105-3-1
19 Jan 09
F-4
F-4. Primary Factors Influencing Requirements. There are many factors that influence
actual requirements. The primary factors and process, shown in Figure F-2, require
coordination and flexibility from the planner due to changes in the situation or the
acquisition of new information.
Figure F-2. The requirements determination process
F-5. Operational Requirements. Table F-3 provides an example of some of the
operational requirements that could impact the functional requirements. In coordination
with the customer, the planner should identify operational requirements as early in the
BCDP process as possible.
Table F-3. Operational requirements that produce functional requirements
Operational Requirements Functional Requirements
There is a threat from enemy aircraft or
ballistic missiles.
Facility designs will either include, or
require quick access to, overhead cover
and lateral protection from indirect fire
and standoff weapons. Dispersed site
locations are required.
The estimated terrorist threat is very high. Inhabited facilities must be set back from
streets and roadways in accordance with
current protection design standards.
Berms, barriers, fences, lighting, guard
posts are required.
EP 1105-3-1
19 Jan 09
F-5
Table F-3. Operational requirements that produce functional requirements
Operational Requirements Functional Requirements
Assigned armor units need ammunition
storage capacity for two basic loads.
The ammunition storage quantity/density
will be increased to account for armor unit
requirement. Increased quantity/safety
distance is required.
New facilities construction will be
accomplished by contract method.
Contractor housing, administrative, plant,
storage, disposal areas, and haul routes are
required.
Operating artillery and air defense
systems will be located within the base
camp land area but separate from built-up
areas.
Add requirements for fire support bases to
appropriate facility categories, such as
remote housing, service member support,
hardened ammunition holding, and AT/FP
structures. Add this ammunition
requirement to the required ASP capacity.
Rotary wing aircraft operations require
“hot” refueling and rapid reloading of
weapons systems.
AHA and fuel storage/pumping are
required at airfield—close but cannot
violate safety criteria.
Some assigned units have male and
female service members.
Typically requires separate living, latrine,
and shower facilities for each gender.
Air assault rapid reaction mission requires
that an infantry company be deployed by
rotary wing aircraft within 30 minutes,
followed by a larger force.
The airfield should be within reasonable
distance of troop housing via multiple
access routes. A marshaling area; a
command, control, and communication
building; and a briefing building are
required at the airfield.
Units will carry enhanced prescribed load
list, spare parts, and components.
Parts storage areas in maintenance
facilities should be increased.
Operations require rapid reaction
combined arms battalion force.
Tracked-vehicle hardstand designs need
multiple exits to area of operations that
are ideally separated from wheeled-
vehicle traffic.
BCT and battalion commanders C2 some
operations from rotary wing aircraft.
Sufficient helipads should be located close
to HQs and C2 facilities.
Base camp security will include mounted
patrols around the base camp perimeter.
A paved perimeter road will enhance
efficiency of patrols. Add this to
requirement for paved roadways.
Because of its location on the MSR,
transportation units will use the base camp
as convoy offloading and/or stopover
point.
Semitrailer truck aprons are required at
warehousing facilities. Secure hardstand
and driver/crew housing is required for
overnight stopover of convoy trucks and
security vehicles.
EP 1105-3-1
19 Jan 09
F-6
Table F-3. Operational requirements that produce functional requirements
Operational Requirements Functional Requirements
Because of the duration of the mission,
sustainment training of assigned units is a
requirement.
Consult RTLP MCX. Add required ranges
and training facilities to facility
requirements. Include simulators.
Service members will not have privately
owned vehicles or access to buses or taxis.
Provide service member support facilities
within 1/4 mile (0.65 km) walking
distance of unaccompanied personnel
housing areas.
Base camp maintenance and repair will be
performed by contractor forces.
Contractor housing, administrative,
storage, and shop areas are required. (It
may be possible to use the area initially
occupied by the construction contractor.)
F-6. TAB Format. The TAB is the planner’s detailed record of the facilities requirements
development process. Table F-4 provides an example format for adequately documenting
the necessary data.
EP 1105-3-1
19 Jan 09
F-7
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO I: MISSIO STATEMET
Mission Statement:
SECTIO II: POPULATIO DATA
Category umber of persons (required strength):
Unit
A
Unit
B
Unit
C, and
such
NAF,
Contract,
and such
Total
LOWER GRADE AND EQUIVALENT PERSONNEL
Enlisted Personnel, grades E-1 to E-5
U.S. Civilians GS-5 and below
NAF Employees, grades 1 and 2
U.S. Civilians WG-1 to WG-11 or WL-1 to
WL-5
Contracted Laborers
COMPANY GRADE AND EQUIVALENT PERSONNEL
Midgrade Enlisted, E-6 to E-7
Warrant Officer, WO-1 and WO-2
Officer, O-1 and O-2
U.S. Civilians GS-6 to GS-9
NAF Employees, NF3
U.S. Civilians, WS-1 to WS-7
U.S. Educators Schedule C1 to C3
SENIOR COMPANY AND FIELD GRADE AND EQUIVALENT PERSONNEL
Senior Enlisted, E-8
Chief Warrant Officer, CW-3 and CW-4
Officers, O-3 and O-4
NAF Employees NF4
Educators Schedule C4 and up, D-F, M-O
and Teaching Principals – schedule L
SENIOR GRADE PERSONNEL
Senior Enlisted, E-9
Chief Warrant Officers, CW-5
Officers, O-5 and O-6
U.S. Civilians, GS-13 to GS-15
NAF Employees, NF5
EP 1105-3-1
19 Jan 09
F-8
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
EXECUTIVE GRADE PERSONNEL
Officer, O7
U.S. Civilian Senior Executive Service
NAF Employee, NF6
SECTIO III: ORGAIZATIOAL ELEMETS DATA
Organizational Element
Quantity
Brigade combat teams/brigades
Each
Battalions or squadrons
Each
Companies, batteries, and troops within the battalions
Each
Separate companies, batteries, and troops
Each
Separate detachments, and teams
Each
Base operations directorates and offices
Each
U.S. contracting firms
Each
Local national contracting firms
Each
Other organizations, and agencies
Each
TOTAL
SECTIO IV: PLA-SHAPIG EQUIPMET DATA
(Examples Only):
Unit
A
Unit
B
Unit
C
NAF,
Contract,
and such
Total
C-17 Cargo Aircraft, U.S. Air Force (USAF)
418
Th
Tactical Airlift Squadron Air
Liaison Officer (ALO) Guidance
2/Week
C-130 Cargo Aircraft (USAF)
418
Th
Tactical Airlift Squadron ALO
Guidance
2/Day
AH-60 Apache Helicopter
UH-60 Blackhawk Helicopter
M-1A1 Abrams Main Battle Tank
M-2 Bradley Infantry Fighting Vehicle
M-109 Paladin 155mm Medium Self-
Propelled Howitzer
Multiple Launch Rocket System
Commercial Tractors and Semitrailers, Fuel
Tankers
EP 1105-3-1
19 Jan 09
F-9
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
ROADS
Primary
Mi
SY
Secondary
Mi
SY
Tertiary
Mi
SY
Tracked Vehicle
Mi
SY
DIIG
FACILITIES
SF
PN
HOUSIG
Lower Grade and
Equivalent
SF
PN
Company Grade and
Equivalent
SF
PN
Senior Company and
Field Grade and
Equivalent
SF
PN
Senior Grade
SF
PN
Very Important
Persons (VIPs)
SF
VIP, Task Force
Allowance
SF
EP 1105-3-1
19 Jan 09
F-10
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
TOILETS AD
SHOWERS
Male
SF
Fixtures
Female
SF
Fixtures
HEADQUARTERS
FACILITIES
Task Force
Headquarters
SF
Brigade Headquarters
SF
Battalion
Headquarters
SF
Company Admin and
Supply
SF
SUPPLY
FACILITIES
Supply Support
Activity Warehouse
SF
CF
Supply Warehouse,
Brigade Allowance
SF
Direct Exchange/
Central Issue Facility
SF
EP 1105-3-1
19 Jan 09
F-11
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
FIACE AD
PERSOEL
SUPPORT
SF
PN
POSTAL
FACILITY
SF
LAUDRY
COLLECTIO/
DISTRIBUTIO
POIT
SF
AVIATIO
Fixed Wing Runway
and Taxiway
SY
Length/
Largest
Aircraft
Fixed Wing Apron
SY
# Aircraft
Helicopter Parking
Pad
SY
# Aircraft
Vehicle Parking,
Aircraft Servicing
SY
#Aircraft
Helicopter Landing
Pad
SY
EA
Aircraft Fuel Storage
and Refuel Point
EA
GAL Outlets
Control Tower
EA
Class/Ht.
Airfield/Squadron
Operations
SF
Aviation Ground
Vehicle Maintenance
Shop
SF
Bays
EP 1105-3-1
19 Jan 09
F-12
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Helicopter and
Aircraft Wash Racks
SY
# Aircraft
Hot Refueling Point
EA
GAL
Hot Rearm Point
EA
# Aircraft
COMMUICA-
TIOS
COMPOUD/
ETWORK
SERVICE CETER
Small
SF
Medium Small
Facility
SF
Medium Facility
SF
Large Facility
SF
MEDICAL AD
DETAL
FACILITIES
Battalion Aid Station
SF
Beds
Medical Clinic
SF
Treatment
Areas
Dental Clinic
SF
Treatment
Units
EP 1105-3-1
19 Jan 09
F-13
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Holding Clinic
SF
Beds
Field Hospital
SF
Beds
Mobile Surgical Unit
SF
Operating
Rooms
MOTOR POOLS
Maintenance Shop,
Battalion
SF
Bays
Maintenance Shop,
Separate Company
SF
Bays
Maintenance
Administration
SF
Maintenance Pad
SY
Type
Vehicle Storage
Hardstand
SY
# Vehicles
Oil and Lubricant
Storage
SF
Wash Rack
EA
# Vehicles
FUEL STORAGE
Fuel Storage
EA
GAL
EP 1105-3-1
19 Jan 09
F-14
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Fuel Dispensing
EA
Outlets
HAZARDOUS
MATERIALS
FACILITIES
Hazardous Waste
Collection Point
EA
Class
Hazardous Materials
Warehouse
SF
Class
PARKIG LOTS
Military Vehicle
Parking, Wheeled ¾-
Ton and Smaller
SY
#Vehicles
Military Vehicle
Parking, Wheeled, 2
1/2-Ton and Larger
SY
# Vehicles
Commercial and
Civilian Vehicle
Parking
SY
# Vehicles
Military Vehicle
Parking, Tracked
SY
# Vehicles
DIRECT SUPPORT
MAITEACE
Direct Support
Maintenance Shop
SF
Bays
Direct Support
Material Storage
SF
EP 1105-3-1
19 Jan 09
F-15
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Direct Support
Vehicle Holding Area
SY
# Vehicles
Direct Support Paint,
Oil & Lubricant
Storage
SF
KEELS
SF
# Animals
MORGUE
SF
# Casualties
DEFESE
REUTILIZATIO
AD MARKETIG
Defense Reutilization
and Marketing Office
SF
Defense Reutilization
and Marketing
Salvage Yard
Acres
Defense Reutilization
and Marketing
Covered Storage
SF
AMMUITIO
SUPPLY
Ammunition Storage
Bunker
SF
Type and
Capacity
Ammunition
Handling Area
SY
Type and
Capacity
Basic Load
Ammunition Holding
Area
Acres,
Type, and
Capacity
EP 1105-3-1
19 Jan 09
F-16
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Captured
Ammunition Holding
Area
Acres,
Type, and
Capacity
Munitions Disposal
Area
Acres
Capacity
FIRE
PROTECTIO
Fire Station
SF
Bays
Airfield Fire and
Rescue Station
SF
Bays
Aircraft Deluge Fire
Suppression
EA
GAL
TRAIIG
Deployed Training
Support Center
SF
# Students
Deployed Distance
Learning Center
SF
# Students
Training and
Audiovisual Support
Center
SF
Small Arms Virtual
Trainers
EA
# Students
Indirect Fire Trainer
EA
# Students
27-Meter Range
EA
# Points
EP 1105-3-1
19 Jan 09
F-17
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Deployable Firing
Range and Targetry
System
EA
TYPE
Assorted Nonfiring
Training Courses/
Outdoor Classrooms
EA
#students
Maneuver Training
Area
Acres
Unit-Types,
# Units
MILITARY
POLICE STATIO
SF
AREA SUPPORT
GROUP/TEAM
Directorate of
Logistics Facilities
SF
Acres
Directorate of Public
Works Facilities
SF
Acres
Directorate of
Contracting Facilities
SF
Directorate of
Information
Management
Facilities
SF
Directorate of
Personnel and
Community
Activities Facilities
Security Officer
Facilities
Safety Office
Facilities
SF
EP 1105-3-1
19 Jan 09
F-18
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
FORCE
PROTECTIO
Bunkers/Living-
Fighting Bunkers
EA
PN
Guard Towers
EA
Type
Constructed Fighting
Positions
EA
Type
Base Camp Entry
Control Points
EA
Type
Fencing and
Barricades
LF/EA
Mi
SERVICE
MEMBER AD
AUTHORIZED
PERSOEL
SUPPORT
Chapel
SF
Seats
Education Center,
Defense Logistics
Agency
SF
# Students
Education Center,
Military Occupation
Specialty (MOS)
SF
# Students
ARMY AD AIR
FORCE
EXCHAGE
SERVICE (AAFES)
EP 1105-3-1
19 Jan 09
F-19
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Barber/Beauty/
Alteration/Pressing
Facility
SF
Post Exchange (PX)
SF
PX Warehouse
SF
Food Service/
Concession Stands
SF
EA
MORALE,
WELFARE, AD
RECREATIO
(MWR)
Fitness Facility
SF
Field House,
Multipurpose Facility
SF
# Seats
Community Center
SF
Theater,
Multipurpose Use
SF
# Seats
MWR Warehouse
SF
Multipurpose Court
EA
Multipurpose Athletic
Field
EA
Fitness Course
EA
EP 1105-3-1
19 Jan 09
F-20
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
AMERICA
FORCES
ETWORK
FACILITY
SF
COTRACTOR
FACILITIES
Contractor
Administration
Building
SF
Contractor Plant
EA
Output
Capacity
Contractor
Equipment Storage
Area
SY
# Equipment
Contractor Covered
Storage Area
SF
Type
Material
Contractor Vehicle
Parking Area
SY
# Vehicles
UTILITIES
Water Plant
EA
GAL
Water Wells
EA
GAL
Wastewater
Treatment Plant
EA
GAL
Electric Power
Generation Facility
EA
KW
EP 1105-3-1
19 Jan 09
F-21
Table F-4. Example format for a tabulation of existing and required facilities (TAB)
SECTIO V: FACILITIES REQUIREMETS DATA
Key to Units of Measure/Capacity: SF – Square Feet; SY – Square Yards; Mi – Statute Miles; CF – Cubic Feet;
PN – Persons; EA – Each; Ht – Height; GAL – Gallons; KVA – Kilovolt Amps; KW – Kilowatts
Fac. Type/
Name
(Examples Only)
Primary &
Secondary
Unit of
Measure or
Capacity
Total
Allowed
Total
Required
Existing
Adeq.
Existing
May Be
Made
Adeq.
Existing Inadeq.
Mothball (M) or
Demolish (D)
Remarks
Electric Substation
EA
KVA
Heating, Ventilation,
and Air Conditioning
EA
Type
Water Lines
LF
Size
Sewer Lines
LF
Size
Electric Lines
LF
KVA
Gas Lines
LF
Size,
Pressure
EP 1105-3-1
19 Jan 09
G-1
APPENDIX G
Sample Documents to Support General Site Planning
G-1. The Base Camp Development Site Plan Checklist. The BDSP checklist is a resource
designed to provide planners a comprehensive list of the attributes that should be
considered throughout the BCDP process. Since the BDSP requires products from the
various steps of the process, many of the listed attributes will have been accomplished
before the actual development of the plan. This checklist, shown in Table G-1, pages G-1
through G-3, should be reviewed and will serve as a reminder for planners of all the
coordination and actions required to develop a successful base camp plan.
Table G-1. Example of a base camp development site plan checklist
Attribute Description Initial
1. Team Effort The BDSP was prepared by a multidisciplinary planning
team.
2. User
Coordination
The prospective base camp user was represented on the
planning team.
3. HN Coordination The HN was represented on the planning team (if
applicable).
4. Source
Documents
The environmental overlay, the TAB, and the land use
plan were among the source documents used to prepare
the BDSP.
5. Comprehensive-
ness
The BDSP fully conforms to the land use plan. All new
area, facility, and infrastructure requirements identified by
the TAB have been sited on the BDSP.
6. Site Visits The planning team has visited and inspected all site
locations proposed by the BDSP and have determined
them to be constructible.
7. Technical
Reviews
Technical reviews for special facilities, such as
aeronautical, munitions storage and handling, ranges and
training, high security, communications, medical, and
religious, have been sought in advance and accomplished.
8. Alternatives The finalized BDSP is based upon the development and
comparative analysis of alternative approaches.
9. Health, Safety,
and Security
The base camp layout protects and provides for the health,
safety, and security of its occupants. In this regard, the
BDSP complies with the criteria established by Unified
Facilities Criteria (UFC) 4-010-01 and applicable Army
and theater standards.
EP 1105-3-1
19 Jan 09
G-2
Table G-1. Example of a base camp development site plan checklist
Attribute Description Initial
10. Functional
Efficiency
The base camp general site layout facilitates operational
efficiency, particularly regarding time-distance
relationships between various functions. The BDSP is
functional in terms of supporting the mission while
providing the maximum possible quality of life to the base
camp occupants.
11. Flexibility The BDSP ensures the ability of the existing development
pattern to adapt to change. It has the capacity to
adequately support the existing and projected missions, as
well as unforeseen expansions. The plan designates
certain buildable areas as expansion zones.
12. Use of Existing
Facilities
The plan maximizes the use of existing adequate HN
facilities, thereby reducing construction requirements,
development costs, and the time it takes to become fully
operational. At the same time, the proposed changes to
these facilities take into account the eventual closure of
the base camp and the return of these facilities to HN
control.
13. Sustainability
and Conservation
The conservation of renewable resources is evidenced in
the BDSP. The development minimizes irreversible
changes to the form and condition of the land upon which
the base camp is located. Energy conservation results
from the efficient arrangement of facilities.
14. Environmental The base camp layout protects and enhances the
environment. The general site layout of the base camp is
based upon the environmental overlay, avoiding
environmentally sensitive zones. Wherever possible,
environmental enhancements are planned.
15. Maintainability The arrangement and composition of facilities on the
BDSP will ensure that maintaining them is as efficient as
possible.
16. Harmony and
Aesthetics
The BDSP provides for harmony between natural and
man-made features, taking advantage of positive features
to enhance mission performance and quality of life. The
layout of the base camp respects the landscape (terrain,
vegetation, waterways, geology, soils, and such). The plan
demonstrates respect for and harmony between natural
and man-made forms, forces, and features.
EP 1105-3-1
19 Jan 09
G-3
Table G-1. Example of a base camp development site plan checklist
Attribute Description Initial
17. Surrounding
Community
The plan provides for compatibility between the base
camp and its surrounding community, if applicable.
Military operations are kept an acceptable distance away
from HN residential areas. The plan takes HN religious,
cultural, and socioeconomic characteristics into account.
18. Circulation The BDSP achieves road network accessibility and traffic
circulation. The BDSP provides access to the MSR, and it
makes sure that the facilities within the base camp are
convenient to one another and to the users.
19. Climate and
Seismic
The BDSP takes the climate into consideration with
respect to building locations and orientation. The plan is
sound with respect to the climatic zone, and makes
allowances for the seismic zone and the potential for
hazardous weather.
20. Utility Plans The utility overlays provide for constructible,
maintainable, efficient, expansible, and cost-effective
utility support with adequate capacity to support the
planning strength plus surge capacity.
21. Other Plans Other plans that are based on the BDSP and are required
by the theater command have been prepared.
22. Area
Development Plans
Enlarged, more detailed plans have been prepared for
areas of intense development; for example, community
centers and service member support areas, if applicable.
23. Base Camp
Cleanup and
Closure
The facility layout proposed by the BDSP has taken base
camp cleanup and closure into account.
24. Action Plan The plan is based on a feasible and cost-effective concept.
The layout is both constructible and cost-effective. In
applicable cases, it is compatible with HN requirements
and preferences.
25. Approvals The final review and approval process for the BCDP,
including the BDSP, is understood and has been/is being
followed. BDSP revalidation requirements are understood.
26. Ownership The base camp commander and the commander of the
using unit(s) have a sense of ownership of the BDSP and
the entire base camp development plan.
EP 1105-3-1
19 Jan 09
G-4
G-2. Facility Footprint. The footprints shown in Figure G-1 show some of the typical
facilities that should appear on the BDSP. The facilities should represent the size and
shape of a typical facility of the type that is being proposed for the plan.
Figure G-1. Typical facility “footprints” drawn at various scales
x
x
x
x
x
x
x
x
x
x
x
x
x
x x
x
x x
x
x
Various Buildings
Parking Spaces
Motor Pool
Football Field
and Track
Softball Complex
Each box represents 10 automobile parking spaces. Actual number of parking spaces
shown will be that required to support the proposed building or facility.
x
xx
xx
x
x
xx
x
xx
xx
xx
xx
xx
xx
x x
x
x x
x
xx
Various Buildings
Parking Spaces
Motor Pool
Football Field
and Track
Softball Complex
Each box represents 10 automobile parking spaces. Actual number of parking spaces
shown will be that required to support the proposed building or facility.
EP 1105-3-1
19 Jan 09
G-5
G-3. Footprint of a SEAHUT Housing Cluster. Figure G-2 depicts a typical SEAHUT
cluster. The number of required clusters is derived from the TAB.
Figure G-2. Footprint, Southeast Asia hut (SEAHUT) housing cluster
derived from the TAB
G-4. Standoff Distances and Building Separation. Standoff and building separation are
necessary for force protection and required by regulation. Planners should verify
distances to ensure that the most current minimum distances are incorporated and that
they satisfy the user’s situation requirements. Figures G-3 and G-4, pages G-6 and G-7,
provide examples of minimum separation and standoff distances.
EP 1105-3-1
19 Jan 09
G-6
Figure G-3. Standoff distances and building separation–controlled and uncontrolled
perimeter
..
ell
li
E
·c
&.
~
£
c
0
(..)
Standoff
Distances
and
Building
Separation-
Controlled
Perimet
er
Low
Occupancy
~
Building
~
45
m=
148ft
25m=
82ft
10m=
33ft
--------~~~----
-
----
-
- -
~~----
--
rrnlTI-rn
4
5m
45 m
=148ft
25m=
82ft
10m=
33ft
Parking
Sta
ndoff
Distances - No Controlled Perimeter
EP 1105-3-1
19 Jan 09
G-7
Figure G-4. Standoff distances and separation for expeditionary and temporary structures
Controlled Perimeter
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(12ft)
between--
structures
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Roadways
* Distance varies by construction
and category
of
structure.
EP 1105-3-1
19 Jan 09
G-8
G-5. Comparison Analysis. Figure G-5 depicts a comparative analysis of the anticipated
population against selected systems. This tool can assist planners in very quickly
identifying shortfalls with various infrastructure and/or utility systems. Planners should
ensure that they consider the effects of surge and the potential for a change of mission
when conducting this analysis.
Figure G-5. Comparative analysis, existing utility systems
G-6. Base Camp Plan Phasing Tools. Figure G-6 and Table G-2 show examples of the
tools necessary for incorporating phasing into the base camp plan. Together, the map and
the prioritized project list will assist planners in tracking progress. If priorities change,
the map should also be updated to incorporate those changes.
0
10
20
30
40
50
60
51,612
32,544
25,113
34,091
35,514
33,149
31,986
CURRENT
POPULATION
SANITARY
SEWER
ELECTRICAL
CAPACITY
WATER SYSTEM
CAPACITY
Collection System
Utility capacity vs population
Treatment Plant
Supply
Distribution
Storage
Distribution
PRESENT
ENGINEERED
CAPACITY
31,986
ELECTRICAL
SHORTFALL
PRESENT
POPULATION
0
10
20
30
40
50
60
51,612
32,544
25,113
34,091
35,514
33,149
31,986
CURRENT
POPULATION
SANITARY
SEWER
ELECTRICAL
CAPACITY
WATER SYSTEM
CAPACITY
Collection System
Utility capacity vs population
Treatment Plant
Supply
Distribution
Storage
Distribution
PRESENT
ENGINEERED
CAPACITY
31,986
ELECTRICAL
SHORTFALL
PRESENT
POPULATION
EP 1105-3-1
19 Jan 09
G-9
Figure G-6. A project phasing map
Table G-2. Example of a prioritized project list
Phase
Action or Project Scope
Estimated Cost
($000)
01 PN FR 08-01
UPH Renovation Phase I
92,100/422 SP 2,500
Self-help improvements TBD 100
Dispose of temporary buildings 150,000 SF 443
Unit relocations for Renovation II 1 battalion 500
02 PN FR 09-01
UPH Renovation Phase II
105,250/422 SP
2,629
Self-help improvements TBD 100
Unit relocations for Renovation III
1 HBCT (+) 2,000
Dispose of temporary buildings 150,000 SF 450
03 PN FR 10-01
UPH Renovation Phase III
272,400/997SP 5,100
Self-help improvements TBD 100
Dispose of temporary buildings 150,000 SF 475
Unit relocations for Renovation IV
1 battalion 500
KEY
HBCT - heavy brigade combat team PN FR - project number
SF - square feet SP- support personnel
TBD - to be determined
UPH - unaccompanied personnel housing
EP 1105-3-1
19 Jan 09
G-10
Table G-3. Example of a project priority list with phasing sequence
Priority
Project
umber
Project Description
Phasing
Sequence
1 858 Vehicle Maintenance Shop
2 3118 Hazardous Materials Facility
3 6424 Modified Record Fire & Combat Pistol Range
4 13532 Vehicle Maintenance Shop
5 16032 Upgrade M16 Record Fire Range 3
6 16443 Religious Activity Facility
7 17154 General Instruction Building
1
8 18166 Vehicle Maintenance Facility
9 18600 Upgrade Primary Power
10 19636 Physical Fitness Training Facility
11 19699 Vehicle Maintenance Facility
12 20807 Tracked Vehicle Maintenance Facility
2
13 21660 Railhead Upgrades 3
14 22560 Physical Fitness Training Center w/5
15 22993 Vehicle Maintenance Facility
16 23301 Upgrade Night Fire Range
17 23484 Hazardous Material Storage Facility
3 (Cont'd.)
18 27775 Vehicle Maintenance Facility
19 33967 Tactical Equipment Shop
20 3626 Vehicle Maintenance Facility
21 14104 Open Storage Area
22 14112 Road Improvements and Truck Pad
4
23 14529 Vehicle Maintenance Facility
5
G-7. Base Development Plan Record. Table G-4, pages G-11 and G-12, shows two
examples of a base development plan record. Whatever format is used, the lead planner
must ensure that it contains all the documents that were pertinent to the planning of the
base camp. It is recommended that at least three paper copies and supporting digital
copies be made of the record. Additionally, it is recommended that, as a minimum, one
copy be submitted to the appropriate level of command, one copy be maintained at the
base camp, and one copy be retained by the planning team leader.
EP 1105-3-1
19 Jan 09
G-11
Table G-4. Two possible formats for a base camp development plan record
Format 1 Format 2
Section Title of Section Section Title of Section
- Title Page - Title Page
- Commander's letter w/portrait - Commander’s Letter
- Table of contents - Table of contents
1 Introduction 1 Introduction
1.1 Purpose and need 1.1 Purpose and need
1.2 Base camp development plan 1.2 Background of planning process
2 Goals and Objectives 1.3 Base camp development plan
2.1 ______Theater command’s
strategic plan
2 Goals and Objectives
3 Plan Findings and
Recommendations
2.1 Base camp vision and goals
3.1 Findings, recommendations,
and urgent issues
2.2 Mission
4 Local and Vicinity Profile 2.3 Facilities
4.1 Setting and history 2.4 Objectives
5 Overview of Plan Documents 3 Findings and Recommendations
5.1 Land use plan 3.1 Methodology
5.2 Tabulation of existing and
required facilities
3.2 Findings
Glossary 4 Local and Vicinity Profile
Acknowledgments and
maintenance
4.1 Overview
4.2 The adjacent community and
region
4.3 Base camp-community planning
issues
Maps
4.4 Regional development issues
Regional Development Issues 5 Plan Documents - Overview
Environmental Overlay 5.1 Plan policies
Expansion Capability 5.2 Planning board records
Building Conditions 5.3 Plan policies and enforcement
process
Base Camp Development Site
Plans (General Site Planning)
Appendixes
Figures and Tables
A Interview Notes
Plan documents B Glossary
EP 1105-3-1
19 Jan 09
G-12
Table G-4. Two possible formats for a base camp development plan record
Format 1 Format 2
Goals of the planning process C Tabulation of Existing and
Required Facilities
Urgent issues and plan
recommendations
D Update Requirements and
Information
Population of Camp ______ Tables (Various—Appear throughout
the document)
Impact on the local economy Maps (Various—Appear throughout
document)
Camp ______ utility capacity
vs. population
Figures (Various—Appear throughout
document)
Summary of essential facilities
requirements
Photos (Various—Appear throughout
document)
Essential facilities
requirements analysis
Renovation and construction
programs
Preparers, data sources, and
update information
EP 1105-3-1
19 Jan 09
H-1
APPENDIX H
Sample Documents to Support Base Camp Cleanup and Closure
H-1. Base Camp Closure Organization (BCCO). The base camp will often require a
BCCO to organize cleanup and closure activities. This organization will be drawn from
the base camp residents and will likely include representatives from the theater
command. Figure H-1, page H-2, provides a sample BCCO.
EP 1105-3-1
19 Jan 09
H-2
Figure H-1. Sample base camp closure organization
2 Clerks
Admin NCO
Infantry Div
Liaison/Plnr.
Logistics
Planner
Plans
Allied & Dept of
State Liaison
Officers
Host Nation
Projects Section
Operations
Section
Operations
PM Alpha
PM Bravo
Project Mgmt (PM)
Force Prot
Officer
General Engr
Facilities NCO
Driver/Radio
Operator
Weapons
Security NCO
Fire Prev
NCO
Sustainment Tm
Force Prot
General Engr
Facilities NCO
Driver/Radio
Operator
Property NCO
Closure Tm
Real Estate
Team
Ch Real Estate
Environmental
Specialists
Ch
Environmental
Base Camp Closure Org.(BCCO) Chief
Criminal
Investig. Div
Army Audit
Agency
Defense
Reutil. & Market’g
LOGCAP
Contractor
Safety
Ammo
Coordinating
Agencies
Ammo Storage
NCO
Preven. Medicine
NCO
Attorney (SJA)
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Environmental
Specialists
Environmental
Specialists
Base Camp Closure Organization (BCCO)
Base Camp Assessment
Team (BCAT)
2 Clerks
Admin NCO
Infantry Div
Liaison/Plnr.
Logistics
Planner
Plans
Allied & Dept of
State Liaison
Officers
Host Nation
Projects Section
Operations
Section
Operations
PM Alpha
PM Bravo
Project Mgmt (PM)
Force Prot
Officer
General Engr
Facilities NCO
Driver/Radio
Operator
Weapons
Security NCO
Fire Prev
NCO
Sustainment Tm
Force Prot
General Engr
Facilities NCO
Driver/Radio
Operator
Property NCO
Closure Tm
Real Estate
Team
Ch Real Estate
Environmental
Specialists
Ch
Environmental
Base Camp Closure Org.(BCCO) Chief
Criminal
Investig. Div
Army Audit
Agency
Defense
Reutil. & Market’g
LOGCAP
Contractor
Safety
Ammo
Coordinating
Agencies
Ammo Storage
NCO
Preven. Medicine
NCO
Attorney (SJA)
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Environmental
Specialists
Environmental
Specialists
Base Camp Closure Organization (BCCO)
2 Clerks
Admin NCO
Infantry Div
Liaison/Plnr.
Logistics
Planner
Plans
Allied & Dept of
State Liaison
Officers
Host Nation
Projects Section
Operations
Section
Operations
PM Alpha
PM Bravo
Project Mgmt (PM)
Force Prot
Officer
General Engr
Facilities NCO
Driver/Radio
Operator
Weapons
Security NCO
Fire Prev
NCO
Sustainment Tm
Force Prot
General Engr
Facilities NCO
Driver/Radio
Operator
Property NCO
Closure Tm
Real Estate
Team
Ch Real Estate
Environmental
Specialists
Ch
Environmental
Base Camp Closure Org.(BCCO) Chief
Criminal
Investig. Div
Army Audit
Agency
Defense
Reutil. & Market’g
LOGCAP
Contractor
Safety
Ammo
Coordinating
Agencies
Ammo Storage
NCO
Preven. Medicine
NCO
Attorney (SJA)
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Environmental
Specialists
Environmental
Specialists
2 Clerks
Admin NCO
Infantry Div
Liaison/Plnr.
Logistics
Planner
Plans
Allied & Dept of
State Liaison
Officers
Host Nation
Projects Section
Operations
Section
Operations
PM Alpha
PM Bravo
Project Mgmt (PM)
Force Prot
Officer
General Engr
Facilities NCO
Driver/Radio
Operator
Weapons
Security NCO
Fire Prev
NCO
Sustainment Tm
Force Prot
General Engr
Facilities NCO
Driver/Radio
Operator
Property NCO
Closure Tm
Real Estate
Team
Ch Real Estate
Environmental
Specialists
Ch
Environmental
Base Camp Closure Org.(BCCO) Chief
Criminal
Investig. Div
Army Audit
Agency
Defense
Reutil. & Market’g
LOGCAP
Contractor
Safety
Ammo
Coordinating
Agencies
Ammo Storage
NCO
Preven. Medicine
NCO
Attorney (SJA)
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Real Estate
Team
Environmental
Specialists
Environmental
Specialists
Base Camp Closure Organization (BCCO)
Base Camp Assessment
Team (BCAT)
EP 1105-3-1
19 Jan 09
H-3
H-2. Base Camp Closure Activities. Base camp closure encompasses a variety of
activities. While not all of the activities listed below will be required for each camp, this
list is typical of many of the tasks accomplished by the BCCO that are required for an
effective base camp cleanup and closure. Conducting coordination with and obtaining
approvals from appropriate commands is vital to the success of the closure organization
and subsequent camp closure. A typical array of interdependent command, staff, and
operational activities and events that might be involved in a base camp closure operation
include—
Initiate preliminary planning.
Conduct location selection.
Plan land use.
Coordinate BCCAT assessments.
Conduct a risk assessment (preliminary hazard analysis).
Submit the ammunition site plan to higher HQ.
Identify communication and data line removal requirements.
Establish lists of equipment and material disposition.
Review real estate leases or other use agreements, resolved real estate claims,
and condition survey reports.
Cancel nonessential work orders.
Prepare a list of hazardous substance spills and contamination.
Identify AAFES and MWR requirements.
Prepare a list of environmentally sensitive operations.
Prepare closure plans for environmentally sensitive services.
Identify staging areas requirements (areas where troops and equipment
assemble awaiting transport).
Review phased troop redeployment schedule.
Prepare a list of equipment being loaned, leased, or provided by the United
States to the HN or vice versa.
Prepare a list of structures and infrastructure.
Begin initial negotiations with HN utilities.
Prepare an incineration plan.
Prepare a preliminary closure plan.
Make an initial BCCAT visit to the base camp.
Begin closure and restoration dialogue with property owners or HN officials.
Provide a preliminary notice to vendors and concessions.
Establish a preliminary force protection planning cell.
Pre-position military vans at staging areas.
Prepare restoration estimates.
Conduct an interim BCCAT visit to the base camp.
Conduct an imminent health threat inspection.
Prepare a disposition plan.
Prepare a final base camp closure dismantling plan and obtain approval from
the commander.
Prepare a restoration (earthwork) plan.
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19 Jan 09
H-4
Conduct unit police (pick up and clean up) of areas for trash and hazardous
substance spills.
Conduct unit movement of organic equipment to staging area.
Begin redeployment of units.
Conduct unit movement of nonorganic property to staging area.
Reduce utilities and contracted services.
Accomplish initial consolidation (shrinkage) of the base camp.
Prepare an ECR.
Give final notice to vendors and concessions.
Close down, demilitarize, and remove firing ranges; restore to established
standard.
Give notice of lease termination to property owner(s).
Accomplish negotiations with utilities.
Prepare the final force protection consolidation plan and obtain approval from
the commander.
Accomplish final lease negotiations.
Close vendors and concessions.
Redeploy AAFES.
Redeploy all nonessential units.
Send range removal certification to the appropriate command.
Accomplish spill removal or cleanup.
Conduct final consolidation (shrinkage) of the base camp.
Install generators, if needed.
Conduct a local radiation closeout survey.
Redeploy the Class A agent (finance officer).
Terminate utilities.
Complete dismantling.
Complete solid waste removal.
Prepare the final risk inspection report.
Certify that the dump site (if there was one) is closed.
Complete HW removal.
Complete restoration (earthwork).
Redeploy contractor(s) and DOD civilians.
Document spill removal/cleanup.
Prepare an ECR and file it with the office of record at the command.
Redeploy MWR personnel, equipment, and resources.
Conduct an outgoing inspection by the United States and property owner(s).
Ensure correction of deficiencies noted during the inspection.
Conduct a final BCCAT visit to the base camp.
Redeploy base camp operators and units involved in the closure.
Consolidate environmental, real estate, and work order files.
Proof and assemble base camp cleanup and closure archive.
Ensure that base camp cleanup and closure archive becomes permanent files
at the designated office of record.
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H-5
Ensure that the security manager reviews the archive and abridges a copy to
eliminate classified/sensitive documents.
Ensure that the base camp cleanup and closure archive, abridged by the
security manager, is sent to the U.S. National Archives as public record;
Headquarters, USACE Office of History; and to the HN government.
H-3. Camp Cleanup and Closure Execution. Base camp cleanup and closure, as with any
detailed project, requires a means of planning and tracking progress. One tool, as shown
in Figure H-2, is a work schedule developed using Microsoft Project. Other planning
tools, both automated and manual, may also be used. A good visual means to articulate
the base camp cleanup and closure plan is through the use of maps, as shown Figures H-3
and H-4, pages H-6 and H-7, that graphically depict how the plan will unfold.
ID Task Name
Dura-
tion
1 Cleanup and Closure 47d
2
Remove MWR, dayroom, AAFES 3d
3
Remove first 56 modular billets 6d
4
Remove second 65 billets 7d
5
Recover first 6 ablutions 2d
6
Recover first sewage/water tanks 2d
7
Remove third 147 billets 15d
8
Remove final 55 billets 6d
9
Recover remaining 6 ablutions 3d
10
Recov’r remain’g sewage/H2O tanks 2d
11
Re-grade site drainage, re-seed 2d
12
Remove GP Meds, rake, re-seed 2d
13
Rem’v sidewalks/matting/hex plates 2d
14
Rem’v force prot structures, re-seed 2d
15
Remove concertina, mow, re-seed 2d
16
Remove berms, rake, re-seed 5d
17
Joint inspection, lease termination 1d
18 32d
Sep 20 Sep 22 - Oct 5 Oct 6 - Oct 20 Oct 21 - Nov 2
Nov 3
Prepare Archive, submit for appv’l
ID Task Name
Dura-
tion
1 Cleanup and Closure 47d
2
Remove MWR, dayroom, AAFES 3d
3
Remove first 56 modular billets 6d
4
Remove second 65 billets 7d
5
Recover first 6 ablutions 2d
6
Recover first sewage/water tanks 2d
7
Remove third 147 billets 15d
8
Remove final 55 billets 6d
9
Recover remaining 6 ablutions 3d
10
Recov’r remain’g sewage/H2O tanks 2d
11
Re-grade site drainage, re-seed 2d
12
Remove GP Meds, rake, re-seed 2d
13
Rem’v sidewalks/matting/hex plates 2d
14
Rem’v force prot structures, re-seed 2d
15
Remove concertina, mow, re-seed 2d
16
Remove berms, rake, re-seed 5d
17
Joint inspection, lease termination 1d
18 32d
Sep 20 Sep 22 - Oct 5 Oct 6 - Oct 20 Oct 21 - Nov 2
Nov 3
Prepare Archive, submit for appv’l
Figure H-2. Sample project work schedule
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H-6
Figure H-3. Phasing plan, total land area
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H-7
Figure H-4. Phasing plan, built-up areas
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I-1
APPENDIX I
Selected Environmental Considerations Associated With Base Camp Planning,
Operation, Cleanup, and Closure
I-1. General. This appendix provides base camp planners, operators, and users with
checklists on integrating key environmental considerations in the planning, construction,
operation, cleanup, and closure of base camps.
a. Environmental related reports. Key environmental reports associated with base
camps include the EBS, the EHSA, and the ECR.
(1) The EBS is conducted during location selection before occupation or as soon as
possible after occupation. An EBS and an EHSA are essential in identifying
preoccupation environmental conditions for the protection of troop health and safety and
for the protection of U.S. interests from spurious claims at closure. An EBS is required as
soon as practicable after a base camp location has been approved. The environmental
management officer (EMO), an engineer representative, an EnvST, or a contractor
managed by the base camp commander conducts the EBS. Ideally, the EBS should be
performed as part of the location selection process in order to minimize future challenges.
The EMO should confirm the existence of an EBS for all U.S. locations in the area of
responsibility. The base camp commander or the EMO should ensure that copies of all
EBSs are forwarded to the theater engineer and the appropriate Staff Judge Advocate
(SJA) office. Ultimately, the theater engineer should ensure that the EBS is forwarded to
USACHPPM. A comprehensive EBS would include consideration of the following
potential influences upon the environment:
Observed spills or soil staining.
Sewage and sanitary waste disposal.
Water supply and wastewater discharge.
Garbage and HW collection and disposal.
Underground and above ground fuel storage tanks.
Drums and containers of HM.
Stored munitions or UXO.
Any additional features and conditions that are considered significant to
existing baseline conditions; for example, the presence of historic, cultural, or
religious features, facilities, and customs that would affect, or be effected by,
the base camp.
(2) The EHSA is typically conducted in conjunction with or as soon as possible
after the EBS as the two documents support each other. The EHSA determines if
environmental contaminants from current or prior land use, disease vectors, or other
environmental health conditions could pose health risks to personnel at deployment sites;
therefore, it should be completed as part of the site selection. It also identifies industrial
facility operations and commodities near the site that could, if damaged or destroyed,
EP 1105-3-1
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I-2
release contaminants harmful to personnel. While the EBS is generally more visual and
engineer-related, the EHSA is more analytical (including a greater variety and detail of
sampling), with a greater focus on health hazards. The assessment is typically
accomplished by medical personnel familiar with environmental conditions that could
adversely impact operations associated with base camp functions. Like the EBS, copies
of the EHSA should be forwarded to the theater engineer and the appropriate SJA office.
(3) The ECR is conducted before property turnover. An ECR is essential in
documenting postoccupation environmental conditions to help protect U.S. government
liability for pollution or other adverse environmental impacts that occur after departure
from the base camp. The EMO or designated representative prepares the ECR in exact
comparison with the previously prepared EBS and EHSA. Every topic presented in the
EBS and the EHSA is addressed and reported in the ECR. If samples were taken and
analyzed in the EBS and the EHSA, samples should be taken from the same locations and
analyzed by the same procedures as a part of the ECR process. There may also be
additional areas of concern that require sampling and analysis if the U.S. presence has
significantly altered the environment. The ECR, the EBS, and the EHSA are maintained
by the base camp and are archived by higher headquarters and USACHPPM for use by
real estate personnel and/or the SJA. The base camp commander or the EMO should
ensure that copies of all ECRs are forwarded to the theater engineer and the SJA Claims
Office.
b. Environmental facilities and standards established herein apply to the three
durations (based on the expected life span of the base camp) as defined in Chapter 1. The
decision matrix shown at Table I-1 summarizes key environmental facilities, practices,
procedures, documentation, and standards based on three construction standards.
Table I-1. Concept of operations environmental management matrix
Initial Standard
(0 – 6 months)
Temporary Standard
(6 - 24 months)
Semipermanent
Standard
(>24 months)
Site
Environmental
Documentation
EBS, EHSA, ECR, and
joint assessment
EBS, EHSA, ECR, and
joint assessment
EBS, EHSA, ECR, and
joint assessment
Potable Water
Sources
Bottled water/water points,
wells, and other potable
water production and
pressurized water
distribution systems or
Force Provider
Wells/treatment
plants/purchase locally
with the approval of the
theater engineer
Wells/treatment
plants/purchase locally
with the approval of the
theater engineer
onpotable
Water Use
Dust control and wash
racks, irrigation, toilets
Dust control and wash
racks, irrigation, toilets,
grease trap cleaning
Dust control and wash
racks, irrigation, toilets,
grease trap cleaning
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I-3
Table I-1. Concept of operations environmental management matrix
Initial Standard
(0 – 6 months)
Temporary Standard
(6 - 24 months)
Semipermanent
Standard
(>24 months)
Wastewater
Toilet—organic
equipment, burn barrels,
facultative lagoons/ Force
Provider
Gray water—
discharge to facultative
lagoons, municipal or
camp wastewater
treatment plant (WWTP)
Toilet—
wastewater from
ablution (AB) units or
latrines to austere
treatment facility
Gray water—discharge
to facultative lagoons,
municipal or camp
WWTP
Toilet—wastewater to
WWTP from
latrines/AB units or
masonry/prefabricated
buildings
Gray water—discharge
to facultative lagoons,
municipal or camp
WWTP
Sewage Sludge
N/A N/A
Contract off-site
disposal, land apply and
or compost if practical
Grease Traps
N/A
Required for DFAC and
gray water—dispose of
grease via anaerobic
digester, contract
disposal, or compost
Required for DFAC and
gray water—dispose of
grease via anaerobic
digester, contract off-
site
disposal, or compost
Hazardous
Waste
Defense Reutilization
Marketing Service –
International (DRMS-I),
petroleum contaminated
waste (PCW) treatment,
oil blending
DRMS-I, PCW and PCS
treatment, oil blending
DRMS-I, PCW and PCS
treatment, oil blending
Spill Response
Planning
Unit standing operating
procedure (SOP); spill
prevention, control, and
countermeasures (SPCC)
plan; spill response plan;
and equipment and
reporting
Unit SOP, SPCC, spill
response plan, and
equipment and reporting
Unit SOP, SPCC, spill
response plan, and
equipment and reporting
Spill Cleanup
POL Sheen Field Test,
2,000 parts per million
(ppm) total petroleum
hydrocarbons (TPH) for
JP-8 turbine fuel, 10 ppm
for gasoline
POL Sheen Field Test,
2,000 ppm TPH for JP-
8, 10 ppm for gasoline
POL Sheen Field Test,
2,000 ppm TPH for JP-
8, 10 ppm for gasoline
Petroleum
Contaminated
Soil
Clean up using spill
cleanup standards above,
then use DRMS-I contract
for off-site disposal
Clean up using spill
cleanup standards above,
then DRMS-I, contract
off-site disposal—land,
farm, or biopile
Clean up using spill
cleanup standards above,
then DRMS-I, contract
off-site disposal—land,
farm, or biopile
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I-4
Table I-1. Concept of operations environmental management matrix
Initial Standard
(0 – 6 months)
Temporary Standard
(6 - 24 months)
Semipermanent
Standard
(>24 months)
Petroleum
Contaminated
Water
Sorbant treatment,
Defense Logistics Agency
(DLA) or contract off-site
disposal; limit emulsions
Sorbant treatment, DLA,
contract off-site
disposal, or oil-water
separator (OWS); limit
emulsions
Sorbant treatment, DLA,
contract off-site
disposal, or OWS; limit
emulsions
Infectious
Waste
Contract off-site disposal,
transport back to home
station or to a two-stage
incinerator
Contract off-site
disposal, transport back
to home station or to a
two-stage incinerator
Contract off-site
disposal, transport back
to home station or to a
two-stage incinerator
atural
Resources and
Endangered
Species
Obtain lists, survey base
camps, limit impacts
Obtain lists, survey base
camps, limit impacts
Obtain lists, survey base
camps, limit impacts
Archeological,
Historic,
Cultural, and
Religious
Features and
Facilities
Obtain lists, survey base
camps, limit impacts
Obtain lists, survey base
camps, limit impacts
Obtain lists, survey base
camps, limit impacts
Requests for deviation from this standard would be submitted in writing through the
theater engineer to the deputy theater commander for approval.
I-2. Environmental Checklist. Table I-2 shows an environmental checklist for proposed
actions. It is imperative that the proper documentation resulting from actions associated
with the checklist be forwarded to the appropriate command and distributed further as
necessary.
Table I-2. Environmental checklist for proposed actions
1.
AIR QUALITY
a. Does the base camp have existing air pollution emissions?
b. Will the proposed action involve air pollution discharges?
c. Are there actions and areas for which remediation is not possible?
2.
WATER RESOURCES
a. Have waters/wetlands been identified?
b. Does the proposed action involve construction/demolition or other work
involving—
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I-5
Table I-2. Environmental checklist for proposed actions
(1) Excavation or fill in HN waters?
(2) Operations to modify navigable waters?
(3) The discharge of dredged or fill materials?
c. Has the 100-year floodplain been delineated?
d. Does the proposed action involve construction in or otherwise affect the
100-year floodplain?
e. Does the proposed action involve—
(1) A pollution discharge?
(2) Storm water runoff?
3.
ARCHEOLOGICAL, HISTORIC, CULTURAL, AD RELIGIOUS
RESOURCES
a. Have surveys of archeological and historic resources been conducted?
b. Have historic structures and buildings 50 years and older been
identified?
c. Have known archeological sites and areas of the base camp with high
potential been located?
d. Will the proposed action affect archeological, historic, cultural, or
religious features, facilities, or infrastructure?
4.
EDAGERED SPECIES
a. Are endangered or threatened species present?
b. Have endangered species surveys been conducted on the base camp?
c. Have endangered species surveys been conducted in the surrounding
area?
d. Will the proposed action affect endangered or threatened species?
5.
ATURAL RESOURCES
a. Will the proposed action affect natural resources?
b. Have various natural resource management areas been identified?
6.
OISE
a. Has a base camp Installation Compatibility Use Zone noise study been
conducted?
b. Have areas where noise levels affect land use been identified?
c. Will the proposed action affect noise levels?
7.
HAZARDOUS MATERIALS/WASTES
a. Does the proposed action involve the use of HM?
b. Will the proposed action generate HW?
c. Have arrangements been made with the DRMS-I for the disposal of
HM/HW?
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I-6
Table I-2. Environmental checklist for proposed actions
8.
EVIROMETAL DOCUMETATIO
a. Has the EBS and/or the EHSA been conducted?
When it is known that a base camp will close—
b. Has the joint assessment/preliminary environmental assessment been
conducted?
c. Has the ECS been conducted?
Upon closure of the base camp—
d. Has the ECR been prepared and submitted to the theater engineer and
the theater SJA Claims Office as a part of the base camp cleanup and
closure archive?
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Glossary-1
GLOSSARY
Acronyms and Terms
Section I
Acronyms:
AAFES Army and Air Force Exchange Service
AFCESA United States Air Force Civil Engineering Support Agency
AFDD Air Force doctrine document
AFR Air Force regulation
AHA ammunition holding area
AO area of operation
AR Army regulation
ASP ammunition supply point
AT/FP antiterrorism/force protection
BCCAT base camp closure assessment team
BCCO base camp closure organization
BCDP base camp development planning
BCT brigade combat team
BDSP base camp development site plan
BIS building information schedule
BSB brigade support battalion
C2 command and control
CADD computer-aided drafting and design
CCDR combatant commander
CCR Central Command regulation
COA course of action
CP command post
CREST contingency real estate support teams
DA Department of the Army
DFAC dining facility
DOD Department of Defense
DOS Department of State
DRMS Defense Reutilization Marketing Service
EBS environmental baseline survey
ECP entry control point
ECR environmental conditions report
EHSA environmental health site assessment
EI2RC Engineering Infrastructure and Intelligence Reachback Center
EMO environmental management officer
EnvST environmental support teams
EOD explosive ordnance disposal
EP engineering pamphlet
EPW enemy prisoner of war
FEMA Federal Emergency Management Agency
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Glossary-2
FEST forward engineer support team
FFE field force engineering
FGS final governing standards
FM field manual
FOB forward operating base
G-3 Assistant Chief of Staff for Operations and Plans
GTA graphic training aid
HAZ MART hazardous materials mart
HBCT heavy brigade combat team
HHC headquarters and headquarters company
HM hazardous material
HN host nation
HQDA Headquarters, Department of the Army
HQUSACE Headquarters, United States Army Corps of Engineers
HW hazardous waste
I/R internment/resettlement
ISB intermediate staging base
J-3 Joint Staff Operations Directorate
JAG Judge Advocate General
JCC Joint Contracting Command
JCOB joint contingency operations base
JFOB joint forward operating base
JP joint publication
LNO liaison officer
LOC lines of communication
MCX Mandatory Center for Expertise
MDMP military decision-making process
MP military police
MSR main supply route
MTOE modified table of organization and equipment
MWR morale, welfare, and recreation
NAF nonappropriated fund
NAVFAC Naval Facilities Engineering Command
NBC nuclear, biological, and chemical
NGO nongovernmental agency
NTTP Navy tactics, techniques, and procedures
OE operational environment
OPLAN operation plan
OPORD operation order
PCS petroleum-contaminated soils
PDF portable document format
POC point of contact
POL petroleum, oils, and lubricants
PX post exchange
RFI request for information
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Glossary-3
ROWPU reverse osmosis water purification unit
RPI real property inventory
RTLP Range and Training Land Program
S-1 human resources staff officer
S-3 operations staff officer
S-4 logistics staff officer
SAP satellite accumulation point
SEAHUT Southeast Asia hut
SECDEF Secretary of Defense
SJA Staff Judge Advocate
SME subject matter expert
SOFA status-of-forces agreement
TAB tabulation of existing and required facilities
TCMS Theater Construction Management System
TDA table of distribution and allowances
TIC toxic industrial chemical
TIM toxic industrial material
TM technical manual
TO theater of operations
UFC unified facilities criteria
USACE United States Army Corps of Engineers
USACHPPM United States Army Center for Health Promotion and
Preventive Medicine
USAREUR United States Army Europe
USCENTCOM United States Central Command
UXO unexploded ordnance
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Glossary-4
Section II
Terms:
assumption
A supposition on the current situation or a presupposition on the future course of events,
either or both assumed to be true in the absence of positive proof, necessary to enable the
commander in the process of planning t complete an estimate of the situation and make a
decision on the course of action. (FM 5-0)
base
A locality from which operations are projected or supported. (JP 3-10)
base camp
An evolving military facility that supports the military operations of a deployed unit and
provides the necessary support and services for sustained operations. See Chapter 1 of
this EP.
base camp development planning
A time-sensitive and mission-driven, cyclical planning process that determines and
documents the physical layout of properly located, sized, and interrelated land areas,
facilities, utilities, and other factors to achieve maximum mission effectiveness,
maintainability, and expansion capability in theater. See Chapter 2 of this EP.
base camp development site plan
An overlay or graphic design of the physical layout of the required facilities and
infrastructure, dimensioned-to-scale with plan-view outlines of the proposed buildings
and site improvements with necessary topographic features. See Chapter 9 of this EP.
constraints
Restrictions placed on the command by a higher command. A constraint dictates an
action or inaction, thus restricting the freedom of action a subordinate commander has for
planning. (FM 5-0)
environmental health and safety assessment
An assessment to determine past, present and future environmental , health, and safety
risks associated with land use, disease vectors, and environmental contamination caused
by hazardous materials, hazardous wastes, and other health and safety related condition.
See Chapter 10 of this EP.
forward operating base
An area used to support tactical operations without establishing full support facilities.
(FM 3-0)
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Glossary-5
facts
Statements of known data concerning the situation, including enemy and friendly
dispositions, available troops, unit strengths, and materiel readiness. (FM 5-0)
general site planning
Finding and plotting, to scale, a logical location for every aboveground area, facility, and
infrastructure requirement, along with the portrayal of the various, often invisible, major
utility corridors, safety clearance zones, and various boundaries that influence and
support the base camp development plan. See Chapter 9 of this EP.
implied task
A task that must be performed to accomplish a specified task or the mission, but is not
stated in the higher headquarters order. (FM 5-0)
intermediate staging base
(DOD) A tailorable, temporary location for staging forces and sustainment and extraction
into and out of an operational area. (JP 3-34)
land use planning
The process of calculating, mapping, and planning the allocation of land areas based on
general use categories, mission analysis, functional requirements, functional
interrelationships, standards, criteria, and guidelines. See Chapter 6 of this EP.
location selection
The process of evaluating a series of possible locations for a base camp. See Chapter 5 of
this EP.
master planning
A continuous analytical process which involves evaluation of factors affecting the present
and future development of an installation. (TM 5-803.1)
military decision-making process
A planning tool that establishes procedures for analyzing a mission, developing,
analyzing, and comparing courses of action against criteria of success and each other,
selecting the optimum course of action, and producing a plan or order. (FM 5-0)
necessity
Whether the assumption is essential for planning. If planning can continue without the
assumption, it is not necessary and should be discarded. (FM 5-0)
specified task
A task specifically assigned to a unit by its higher headquarters. (FM 5-0)
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Glossary-6
stability operations
(DOD) An overarching term encompassing various military missions, tasks, and activities
conducted outside the United States in coordination with other instruments of national
power to maintain or reestablish a safe and secure environment and provide essential
government services, emergency infrastructure reconstruction, and humanitarian relief.
(JP 3-0)
