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Preface

The National Military Strategy, embracing principles of-Deterrence, Forward Presence,Crisis Response, and Reconstitution, requires a revisioning for Army installations,Central to this new installation role is the capacity to respond rapidly from the CONUSbase with overwhelming force in response to regional crises, to enhance deterrence, andto perform peacetime missions. This strategy marks the dawn of a new era for Armyinstallation management and philosophy.

Installations of the twenty-first century must have the capability to train, mobilize,deploy, sustain, support, recover, and reconstitute assigned and mobilized operatingforces, The traditional boundary between tactical and sustaining base activities willdisappear as the installation power projection platform assumes an active role in thewelfare of deployed operating forces.

The installation/garrison commander has enormous responsibilities as he guides theinstallation to support the National Strategy and the movement of our installations topower projection platforms. To execute this successfully, the commander must under-stand the core installation management functions and understand the responsibilitiesof an installation commander.

FM 100-22 provides guidance for readiness, business practices, and quality of life asit pertains to military installation management. This publication provides the processesfor the core installation management functions.

The proponent of this publication is HQ TRADOC. Send comments and recommen-dations on DA Form 2028 directly to Commandant, USALMC, ATTN: ATSZ-LSI,Fort Lee, Virginia 23801-6050.

Unless this publication states otherwise, masculine nouns or pronouns do not referexclusively to men.

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PART ONE

FUNDAMENTALS FOR THE FUTURE

CHAPTER 1

The Imperatives and Installation Management Goals

Commanders exercise installation managementwhen they plan, organize, staff, direct, and control ac-tivities to accomplish the installation’s mission. Thisdefines the role of the installation in the achievement ofthe overarching goals of the Army and the militarystrategy. The commander’s mission is to build installa-tions of excellence. This is done by maintainingreadiness requirements, executing sound businesspractices, and enhancing the quality of life of themilitary community. This links the mission to the over-arching goals of the national military strategy. Themission supports the role the Army and each installa-tion plays within that strategy. Commanders face thischallenge regardless of the role of the installation theycommand. It could be the home of a deploying force, anammunition plant, a major training center, or othersupporting activity.

CONTENTS

INSTALLATION DEFINED

NATIONAL SECURITY STRATEGY

THE ARMY STRATEGIC ISSUES

THE INSTALLATION COMMANDER ASA FORCE INTEGRATOR

THE ARMY IMPERATIVES

INSTALLATION MANAGEMENT GOALS

PRINCIPLES FOR ACHIEVINGMANAGEMENT GOALS

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INSTALLATION DEFINED

An installation is an aggregation of contiguous or near resource documents. Installations, are designed to sup-continguous common mission-supporting real property port America’s Army. Activities on the installationholdings under the jurisdiction of the Department of receive installation support in accomplishing their mis-Defense controlled by and at which an Army unit or sions. Examples of these are schools, hospitals, reserveactivity is permanently assigned. The Army organizes in- component elements, and Army divisions. An installa-stallations using tables of organization and equipment, tion can be compared to a civilian community or a citytables of distribution and allowance, and personnel where people work, train, live, and play.

NATIONAL SECURITY STRATEGY

The National Security Strategy of containment, As we move into the twenty-first century, the Armywhich served the nation through the cold war, has will be smaller, CONUS-based, power projection,evolved into a strategy of enlargement — expanding the regionally focused force required to maintain a 360world community of free-market democracies. In sup- degree view of the world. The Army’s power projectionport of that National Security Strategy, the Armed force emphasizes versatility and adaptability withinForces are pursuing a strategy of engagement. Engage- units, joint and combined capabilities, enhancedment is the United States remaining involved as a world lethality, global sustainability, and rapid deployability.leader. The fundamental tenets of our engagement Our installations have a direct role in the marshaling,strategy are Deterrence, Warfighting and Operations training, and deploying of these forces. Army installa-Other Than War. The Army’s role in this strategy is to tions in both CONUS and forward presence locationscontinue providing well-led, well-trained and well- will serve as launching and recovery pads. These projec-equipped forces to combatant commanders. tion platforms will sustain and recover deployed forces.

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Installations will be essential to the process of sustain- Commanders must see installations as crucialing the deployed force by caring for families and management nodes within a system geared to sup-personal property. This role significantly contributes port the national military objectives. Installationsto the success of our power projection force. are key elements of the Army sustaining base. They

are the sites where the capability to achieve nationalmilitary objective is born, interwoven, and matured.

THE ARMY STRATEGIC ISSUES

Before the breakup of the Soviet Union, the Armystrategy directed its resources to deter an East-Westconflict between the superpowers. Now, the Army canno longer concentrate on a clearly definable enemy.Today, the Army must be able to respond to a threatto the United States’ national interests. This could beanywhere in the world. The decline of communism hasnot ushered in a peaceful world free of turmoil anduncertainties.

The strategy of deterrence, which served the nationwell for nearly 50 years, will yield to one of assurance.Assurance means that the United States, as the onlyremaining superpower, will act as a stabilizing in-fluence around the world. To be credible, the UnitedStates must maintain an Army in which our allies andother nations can have confidence. To accomplish thistask, the Army must address four strategic issues.These issues and how they impact at the installationlevel are discussed below.

MAINTAINING THE EDGEMaintaining the edge requires a well-trained and

ready force. A trained and ready force needs an in-stallation that has a fully effective capability totrain, launch, sustain, recover, and reconstitute theforce. The installation requires training and supportfacilities to deploy and recondition returning forcesrapidly and to maintain the edge between contingen-cy missions. It means providing the facilities andservices that make the installation a home to theforce.

RESHAPING THE FORCEReshaping the force includes the Army’s sustaining

base infrastructure as well as the active and reservecomponent mission elements. Reshaping means chang-ing the operating support infrastructure. The goal is tomake it quantitatively and qualitatively more produc-tive. Reshaping has two components: organizationaland behavioral. Organizationally, the Army will leaseunderutilized facilities to other DOD and non-DOD

agencies, streamline remaining installations, and com-bine duplicative activities. Behaviorally, the Army willchange its management processes and approaches. Itwill make the best use of declining resources and takeadvantage of proven information technology.

RESOURCING THE FORCEThe challenge facing leaders is to be more efficient

and effective in getting the most out of reducedresources. To attain these results, the Army must em-power its commanders to take a more entrepreneurialapproach in managing their installations. The Armymust create an environment in which commanders arefree of unnecessary restriction. Additionally, com-manders must know the cost of doing business andbalance costs with requirements. Proper prioritiza-tion of installation requirements within availableresources is key to an installation commander’s suc-cess. The goal is to make installations more productiveso they can better serve soldiers, civilians, and familymembers. This may result in closing unneeded in-stallations, streamlining remaining installations, orparticipating in regionalization initiatives with localgovernments. Installation commanders should con-sult with their staff judge advocates and directors ofresource management regarding those specific in-stances in which they can charge for services and retainfunds received at the installation.

INTEGRATING THE FORCEThe Army must base its force integration strategy

on the America’s Army concept. The strategy mustsupport achieving continual readiness. Active forcesmust develop ways to work more closely with instal-lation augmentation reserve component units. Thiswill ease the change needed to meet surge require-ments related to mobilization and contingencymissions. Active and reserve component units mustcoordinate their activities with the supporting in-stallations. This will enable the Army to respond tocontingencies rapidly. Integrating the force also meansthat commanders must view their role as a force

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integrator. This is at the most basic level of the Army plan at the installation level to convert the integrationstructure – the installation. It takes a well-executed plan into reality.

THE INSTALLATION COMMANDER AS A FORCE INTEGRATOR

Force integration is the systematic management ofchange. It includes the introduction, incorporation, andsustainment of doctrine, organizations, and equipmentto improve the effectiveness of the Army to accomplishassigned missions. Force integration is the manage-ment process used by commanders to field capableforces. Many organizations throughout the defenseestablishment contribute to the creation of an in-tegrated force. Force integration comes together mostoften at the installation level. Effective installationmanagement creates installations of excellence. In-stallations of excellence launch ready forces todestinations all over the world in defense of the nation’snational interests and within the United States to pro-vide domestic support.

Installations provide more than simply a training areafor the military community. Installations field, house,sustain, nurture, and care for the America’s Army. Theyalso provide for the interaction between force readiness,training, sustaining, and maintaining. Installation com-manders must balance these requirements continuouslyto achieve the ultimate readiness of the force.

Installations also serve as the home for both thepeople and the families in the force. They provide theenvironment for the creation and maintenance ofcamaraderie and esprit de corps in the Army. They are

essential to the Army socialization process becausethe instilling of Army traditions and values occurs atinstallations. Values such as commitment, honor, andcourage prepare the Total Army force to cope with thesacrifices required from the Total Army family duringtimes of crisis. Installations of excellence provide anenvironment that fosters the successful execution ofmissions. This is through the human dimensions ofliving, working, playing, and increasing individualpotential.

All installation activities are key ingredients tothe development of a well tuned and motivated fight-ing force. Examples of these activities are facilitiesengineering, housing, environmental, health support,recreation, community activities, and logistics opera-tions. Unfortunately, the Army’s installation managementhistory shows that commanders treated many of theseactivities independently. Commanders must under-stand that all activities performed at an installation areinterdependent.

To balance and harmonize installations, communityand family activities are continual requirements forinstallation management. Commanders can synchronizeand harmonize the activities when they enjoy totaland simultaneous visibility of everything done at theinstallation.

THE ARMY IMPERATIVES

The Army has identified six imperatives that lay outcore competencies that are essential to the continuedsuccess of the America’s Army. These imperatives arequality, doctrine, force mix, training, modernization,and leader development. The Army established instal-lation management goals to aid in the development of anew installation management paradigm. The paradigmrequires that installations of the future be powerprojection platforms. They also must provide a home tothe force and be equipped as a productive work andtraining site. Installation commanders can aid in thedevelopment of a warfighting edge. They must developmanagement strategies that balance the Army impera-tives with the installation goals. The six Army imperativesare discussed below.

QUALITYQuality entails attracting and retaining high-quality

soldiers and civilians. Even more, it means that qualitymust be in everything the Army sets out to do. Beyondquality people, it means quality facilities, quality service,and quality products. Continual quality improvementsat installation level are required. This is essential if Armyinstallations are to contribute to the transformation of thenext-generation fighting force. Embracing the Total ArmyQuality (TAQ) Program is the commander’s best tool toachieve continual quality improvement.

DOCTRINEThe Army is engaging in an unprecedented revision

of its basic doctrine. For example, this manual provides

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the Army’s sustaining base leaders, to include installa-tion commanders, with the same understanding andsingleness of purpose that the revised FM 1OO-5 providesfor operating forces. Installation commanders, in theirrole as force integrators, must understand and har-monize power projection and installation managementresponsibilities.

FORCE MIXForce mix includes developing a balance between

peacetime management and a planned surge capabilityto expand installation operations rapidly. Force mixmust include consideration of day-to-day active com-ponent and civilian staffing requirements. It also mustinclude the need for reserve component and civilianaugmentation during times of crisis.

TRAININGContingency mission training is essential to achieve a

sustainable and recurring ability to project the forcebased at the installation, including the reserve com-ponents. This training also must provide for thedevelopment of a capability to recover and reconstitutereturning forces. Training must incorporate assets of theentire installation to include the soldiers, civilians, andfamily members who must maintain quality servicesduring deployments. Power projection will only be aseffective as the installation’s ability to execute forceprojection. This includes rapid deployment of forces,reconstitution, and resocialization of returning forces.

MODERNIZATIONModernization of the installation infrastructure is as

basic to the overall mission capability as is the modern-ization of the operating forces. As the power projectionconcept becomes a reality, the installation involvementwill increase. It must maintain the edge in providingworld-class facilities that are critical to the credibility ofthis concept.

LEADER DEVELOPMENTAs installation management undergoes a change, the

Army will push more responsibility and authority tolower levels. This will require junior leaders and civilianmanagers to learn and practice leadership and manage-ment skills before associated with mid- and high-levelleaders. The development of these new skills for profes-sional career progression in installation managementwill be the focus of our leader development instruction.This instruction must focus on the application ofmodern market economy and business managementtechniques and on the development of entrepreneurialprograms. It also must focus on the nurturing of leaderswho are willing and able to be innovative to achieve adifferent way of conducting the Army’s daily business.As the Army develops these installation managementexperts, more empowerment aimed at first-line super-visors will result.

INSTALLATION MANAGEMENT GOALS

As the home for the Army forces, installations mustprovide world-class support. This support includestraining, readiness, force projection, sustainment,recovery, and reconstitution. Further, installations mustcontinue to provide living and working environmentswhere soldiers, civilians, and families can excel. Basicchanges must occur in how the Army manages its instal-lations to achieve this world-class support. Installationmanagement goals provide the guidance, focus, anddrive to attain these installations of the future.

RESHAPE FOR POWER PROJECTIONThe Army will meet this goal when installations

develop the plans necessary to expand existingcapabilities, when directed, in order to provide staffs,facilities, and infrastructure to train, mobilize, deploy,support, sustain, and reconstitute mission and follow-onforces. This includes in-house reserve components,

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community, and contractors support. This is no easytask since the Army of the future will be primarily aCONUS-based contingency force. This force is atailorable and sustainable force focused on respond-ing to short-notice, regional crises.

All installations in America’s Army are members ofthe power projection team and have correspondingresponsibilities. For example, responsibilities may ex-tend from training, provisioning, and deploying atactical unit, to acting as a CONUS support base.

A support base provides and ships individuals,materiel, intelligence, and services to execute an as-signed mission. Commanders must organize theirinstallations to support their power projection respon-sibilities through several inherent phases. These aretraining, deployment, support, follow-on, and reconstitu-tion.

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IMPROVE SOLDIER AND CIVILIANQUALITY OF LIFE (QOL)

The Army, as an institution is made up of soldiers,civilians, and families. The Army provides equitable ser-vices – fairness to all soldiers, single and married.

Quality of life, as defined in the criteria contained inDA Pamphlet 600-45, must be in the forefront of the instal-lation commander’s list of priorities. It is through theattainment of the Army Communities of Excellence objec-tives that the Army attracts and retains the best soldiersand civilians.

USAREUR QOL is guided by CINCUSAREUR ap-proved standards. These standards are designed tosupport USAREUR readiness, morale, and retention byproviding acceptable levels of service. Standards are ex-pressed in terms of accessibility, availability, and servicequality.

ACHIEVE ENVIRONMENTALSTEWARDSHIP

Commanders will help the Army in meeting this goal.They must move their installations environmental posturebeyond compliance and restoration to preservation andconservation of the environment. Full integration occurswhen everyone on the installation automatically includesenvironmental impact considerations when planning andexecuting activities. Awareness to the environment needsto equate to the awareness the Army places on safety.

REVITALIZE INSTALLATIONINFRASTRUCTURE

The principal goal of this strategy is two-fold: satisfyArmy mission requirements and contain the level offacility deterioration. The facility investment priorities arethose having the greatest impact on unit readiness andquality of life. It also must be a stable platform to supportthe projection of forces. Master planning expressed as along-term commitment, is key to the attainment of thisgoal. Commanders also must take steps to support andupdate the master plan of preceding commanders.

MACOMs can aid installations in achieving this goalby integrating all efforts into a long-range plan based onThe Army Plan (TAP). This plan must contain a capitalinvestment strategy that identifies installation require-ments and projects a path toward their achievement.

REVITALIZE INSTALLATIONFUNCTIONAL PROCESSES

Base support funding and manpower levels mustcompete for limited resources. Installation commanders

must redesign their management practices and systemswhere necessary to achieve an overall improvement inproductivity.

The Army strategy to achieve this goal focuses onTAQ management techniques. TAQ techniques helpcommanders identify missions, functions, organizations,and processes no longer required. The commandershould concentrate his efforts on enhancing core func-tions to become more efficient. The commander, usingTAQ, can continually improve his processes. This en-sures that each function performed at the installationwill provide excellent customer service, improveproductivity, and focus the entire installation on quality.

ESTABLISH PARTNERSHIPS — COMMUNITY,INTERSERVICE

The intent of this goal is to break the mold of self-sufficient outposts. Its intent is to streamlineinstallation management through regionalizing, con-solidating services, and contracting where desirable,cost-effective, and militarily possible. Under exist-ing concepts, commanders may achieve the properinfrastructure by combining or sharing capabilitieswith other installations. Infrastructure within thisgoal means those support activities, support ser-vices, and real property normally provided by theinstallation to its customers. Commanders shouldinvestigate establishing synergistic relationships withstate, county, or local community governments tosatisfy specific installation services and infrastructurerequirements while providing for those governmentneeds also.

RESOURCE FLEXIBILITYInstallation operational expenses must be directly

linked with specific tenant support requirements andoutput. The achievement of this goal will cause tenantsto recognize the daily cost of doing business and enablethe commander to operate efficiently. The commanderis the on-site business manager with the trust andauthority to manage and control resources in the mosteffective and efficient manner. To accomplish this, theArmy must identify and eliminate unnecessary policy,procedural, and system restrictions which hamper thegarrison commanders flexibility to manage in an effec-tive and efficient manner. Likewise, the Army mustidentify and import successful private sector practicesand procedures to improve the efficiency and effective-ness of similar appropriated fund and nonappropriatedfund operations and activities.

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TRAIN THE INSTALLATIONTEAM OF THE FUTURE

This goal entails transforming the Army’s humanresource programs to build a participative and com-mitted installation management team. This team mustbe capable of meeting the uncertainties and technologi-cal complexities of a constantly changing environment.To accomplish this, the Army must invest in and expandpolicies and programs. The programs must support the

professional and personal development in installationmanagement of soldiers, civilians, and families. Com-manders must view these investment programs asessential to the enhancement of the Army’s competitive-ness to attract, train, and keep a proficient militaryand civilian work force. This is a necessity if installationsare to continue to benefit from thousands of hours ofvolunteer work family members provide. This will makeexcellent installations even better in the future.

PRINCIPLES FOR ACHIEVING MANAGEMENT GOALS

The underlying principles that support achievement MACOMs and installations, using TAP, adapt theof installation management goals are: goals and objectives to their specific situations

Installations to support the Army imperatives. and develop specific execution plans in support oftheir installations.Leaders devoted to the achievement of the goals. Installations include the necessary actions intoA proactive public affairs program. their installation master plans.

The Army education system teaches leaders to be Leaders and functional managers at every levelentrepreneurs and to employ TAQ to achieve con-tinuous improvement. must include resource requirements into their

PPBES submission to begin funding streams forimplementing actions.

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CHAPTER 2

Organizational Concepts

When organizing installations to attain the requiredcapabilities, commanders must analyze the functions,operations, missions, and work load of the installationsthey command. Then they must apply the Army’smanagement policies. Commanders must differentiatebetween the terms installation commander, garrisoncommander, area support group commander, and theinstallation support activity commander.

INSTALLATION COMMANDER

The installation commander is usually the seniorcommander on the installation. The installation com-mander has responsibility for the real estate, facilities,operations, activities, and personnel on the installation.Commanders of depots, arsenals, proving grounds, andArmy divisions and corps are good examples of instal-lation commanders. They also may opt to perform thiscommand function themselves. Commanders ofdivisions or corps must consider that in most cases theywill deploy with the force. Therefore, garrison or instal-lation support activity commanders provide thecontinuity of the installation command when the instal-lation commander deploys.

GARRISON COMMANDER ANDINSTALLATION SUPPORT ACTIVITY

COMMANDER

Garrison commanders are centrally selected forcommand. The garrison and installation support ac-tivity commanders are responsible for day-to-dayoperations. They are responsible for the comprehen-sive planning necessary to achieve and maintainexcellent living and working conditions for all person-nel on an installation. They also are responsible forsupporting local mobilization plans. During deploy-ments they remain at the installation to receivefollow-on reserve components. They also care for thefamilies and civilians left behind and sustain othercritical post missions such as research and testing. Theinstallation commander may assign other missions forthe garrison and installation support activity com-mander to accomplish, as required.

CONTENTSPage

INSTALLATION COMMANDER 2-1

GARRISON COMMANDER AND INSTALLATIONSUPPORT ACTIVITY COMMANDER 2-1

AREA SUPPORT GROUP (ASG) COMMANDER 2-1

BASE SUPPORT BATTALION (BSB) COMMANDER 2-2

lNSTALLATION ORGANIZATIONALRELATIONSHIPS 2-2

TYPES OF ORGANIZATIONS 2-2

FUNCTIONAL GROUPINGS OFORGANIZATION 2-2

INSTALLATION OPERATINGRELATIONSHIPS 2-3

ARMY ORGANIZATION FOR INSTALLATIONMANAGEMENT 2-4

INSTALLATION MANAGEMENTORGANIZATION 2-5

CONSOLIDATION AND REGIONALIZATION 2-8SUPPORT AGREEMENTS AND TENANT UNITS 2-8

NEW DIRECTIONS 2-9

The Army uses the area support group to manage

AREA SUPPORT GROUP(ASG) COMMANDER

multiple, geographically dispersed installations in loca-tions other; than the US or its territories. In some cases,this is in addition to the ASG’s normal mission of provid-ing combat service support. Central selection boardsselect the commanders for these groups. These officersare usually colonels or lieutenant colonels (promotable).Area support group commanders execute the day-to-day management of installations under their control inmuch the same way garrison and installation supportactivity commanders perform within CONUS.

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Flexibility is the key to the selected organization. They also may have the area support group commandersOCONUS MACOMs should establish an installation report directly to the MACOM.management role for senior mission commanders.

BASE SUPPORT BATTALION (BSB) COMMANDER

The Army may use the base support battalion to focus is the delivery of services with policy and manage-manage garrisons OCONUS. Usually these base support ment oversight provided by the ASG.battalion commanders operate under the command of OCONUS ASG and BSBs use the concept of Areaan ASG. They perform their functions in much the same Support Teams to manage subinstallations. These areway garrison and installation support activity com-manders do at a CONUS subinstallation. Their primary small activities of service providers who operate under

the command and control of either the ASG or BSB.

INSTALLATION ORGANIZATIONAL RELATIONSHIPS

Army installations are assigned to and operate undercommanders of MACOMs or MSCs where applicable,such as in the US Army Materiel Command (AMC),and the US Army Reserve Command (USARC). Instal-lations consume, provide, maintain, and otherwisecontrol significant resources while executing DOD,DA, and MACOM mandated programs. Theseprograms are reviewed, analyzed, and resourced at DAlevel. The coordination required between all involvedelements is accomplished more effectively when thereis a basic organizational framework that is familiar

throughout the Army. Such a framework is essential forlinking resource management support systems, such asautomated information systems and training developmentprograms, to organizational elements. To understandsuch a framework, you must identify the type organiza-tions and their functional grouping that are foundwithin an installation. Regardless of the organizationaland functional grouping, it is important to understandthat every activity and individual are part of the instal-lation team. All have a responsibility to make theirinstallation a great place to live and work.

TYPES OF ORGANIZATIONS

DEPLOYABLE ORGANIZATIONSTOES usually describe deployable organizations, The

TOE prescribes the combat mission capabilities and or-ganizational structure. It also identifies minimum essentialpersonnel and equipment required for the unit to performunder conditions of sustained combat. The TOE is thebasis used by the Army to develop authorization docu-ments called MTOEs. MACOMs develop MTOEs totailor the organization to particular requirements or todescribe authorized levels of organization for peacetimeforce structure within resource constraints.

NONDEPLOYABLE ORGANIZATIONSTDAs usually describe nondeployable organizations.

Soldiers and civilians man these organizations. Underthe force projection concept, the Army may designatesome TDA organizations as deployable. The Army clas-sifies TDA organizations as standard or one-of-a-kind.

The Army uses standard TDAs to describe two ormore organizations that perform the same mission.There are two approaches to standardizing TDAs. TheArmy uses horizontal standardization for TDAs thatapply to more than one MACOM. It uses verticalstandardization for TDAs that apply to more than oneorganization but only within a single MACOM. One-of-a-kind TDAs describe unique organizations such as theUS Military Academy.

FUNCTIONAL GROUPINGS OF ORGANIZATION

THE MISSION ELEMENT being. An example of a mission element would be IIIThe mission element is the primary organization(s) Corps Headquarters at Fort Hood, Texas or the US

of the installation. It is the installation’s reason for Army Field Artillery School at Fort Sill, Oklahoma.

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There is no single mission element at installations es-tablished solely to support tenants.

NONSUPPORTING TENANTSNonsupporting tenants are present at most, but

not all, Army installations. These are organizationsthat contribute to neither the primary mission norspecific support function of the installation. An ex-ample is the Military Traffic Management Command(MTMC), Transportation Engineering Agency, locatednear Fort Eustis, Virginia. This status does not relieve

SUPPORTING TENANTSThere is a comparable standard group of support-

ing tenants at most Army installations. These areorganizations assigned to MACOMs other than theinstallation’s MACOM. The supporting tenants’MACOMs locate their subordinate organizations atthe installation to provide a particular service. Ex-amples are health services, criminal investigations,exchange and commissary services, and dependentschools in OCONUS locations.

the organization of its responsibilities to support theinstallation in making it a community of excellence.

INSTALLATION OPERATING RELATIONSHIPS

MTOE AND TDA ORGANIZATIONSAs a general operational concept, the MTOE

units deploy from installations to participate in con-tingencies. At the same concept level, the Armyidentifies TDA organizations that provide installa-tion base support, remaining in place after the forcedeploys. At many installations the situation is morecomplex. Some MTOE units work with and add tothe capabilities of TDA organizations. Also in thefuture, the Army may designate some TDA elementsas deployable. These TDAs are predominantly com-prised of deployable civilians. Examples are thoseassigned to AMC that provide logistics support inthe theater of operations.

OCONUS, the MACOM often augments the TOE-based area support groups and base support battalionswith a TDA organization to provide installation sup-port. When this mix of TDA, MTOE, and the PersonnelResource Document (PRD) resources exists, com-manders must define the operating relationships usingwartime operations as the overriding consideration.

The complexity of the MTOE and TDA relation-ships at installation level presents an operationalchallenge to commanders. In some instances they maylose some base support resources as these assets deploywith the force. For this reason, installation commandersmust carefully plan for these eventualities. The use ofsplit operations may provide relief until the situationstabilizes. Installation commanders must plan to leavean organization at the installation to provide support tonew mission elements or tenants or to recover thereturning force.

NONSUPPORTING TENANTS ANDTHE INSTALLATION ORGANIZATION

The installation organization provides services tononsupporting tenants. Usually, these organizationsorganize under the TDA method. Should the nonsup-porting tenant have a wartime mission, the installationmust include its requirements in the support plans.These organizations, in turn, must provide their fairshare to the overall well-being and support of the entirecommunity.

SUPPORTING TENANTS ANDTHE INSTALLATION ORGANIZATION

Supporting tenants are organizations assigned toMACOMs other than the installations ’’parent” MACOM.MACOMs place these organizations on installations toprovide specific required services. Some examples of sup-porting tenants are the US Army Health ServicesCommand (HSC) for health care services, the US ArmyInformation Systems Command (AISC) for informationservices, the US Army Corps of Engineer (USACE) forconstruction, real estate, engineering and environmentalsupport, and AAFES for exchange services. Commanderswill consider the commanders or directors of these or-ganizations as part of the installation management team.These tenants work closely with the commander andstaffs to provide quality goods and services to the entirecommunity.

SUBINSTALLATIONS ANDSUBCOMMUNITIES

The Army also uses a concept of subinstallations andsubcommunities to enhance the effectiveness of opera-tions. For example, in CONUS the Army uses this conceptwhere multiple installations are assigned to a given

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MACOM located in or near the same geographical blend the mission, resources, and all operational fac-location. The Army also uses the concept OCONUS to tors particular to their installations. In particular,enhance the effectiveness of operations where a given commanders must tailor and clarify the relationshipmission element is stationed at multiple locations. The between the installation and garrison commander. InMACOM or Major Support Command (MSC) should certain instances, they are one in the same.use the guidance contained in paragraph 1-7, AR 5-3,to establish the subinstallation or subcommunity Commanders should strive to create and sustain

management programs that emphasize delegationrelationships between the appointed garrison com-mander and their staff. and economic use of resources. This includes estab-

lishing quantifiable goals, eliminating nonessentialSTRUCTURAL CONSIDERATIONS positions, and recognizing the work force. Paragraph 3-4

The primary consideration in setting up an instal- of AR 570-4 contains additional guidance in organiza-lation structure is the logical alignment of functions tional structure considerations. It also contains positionand work centers to achieve the most productivity. management policies.When organizing the installation, commanders must

ARMY ORGANIZATION FOR INSTALLATION MANAGEMENT

DEPARTMENT OF THE ARMY LEVELThe Assistant Chief of Staff for Installation Manage-

ment is organized as an Army Staff agency withinheadquarters, Department of the Army. Its installationmanagement missions and functions were derived fromfunctions transferred from other agencies. Specificallythey are the Director of Management, the Chief ofEngineers, the Deputy Chief of Staff for Personnel, andthe Deputy Chief of Staff for Logistics. The ACSIM hasARSTAF responsibility for the formulation, manage-ment, and evaluation of installation doctrine. TheACSIM is the policy proponent for MWR and familysupport programs and is additionally responsible forpolicies, management, and oversight of all Army nonap-propriated fund instrumentalities assets and supportsystems. ACSIM also is responsible for training,facilities, housing, construction, real property, naturalresources, and environmental plans, programs, andtechnical policy for DA.

MACOM LEVELMACOMs are the bridge between the resources re-

quired at installation level and the insertion of theserequirements, properly prioritized, into The Army Plan(TAP). TAP, published biennially, provides theMACOMs with the basis for the development of specificprograms and policies. The Army develops theseprograms by setting priorities for the allocation of bothdollar and manpower resources. It also establishesprocurement and distribution priorities using the Armyforce packaging methodology (FPM).

FPM is a detailed statement of priorities based upondecisions of the SA and the CSA. The FPM is based on thepremise that forces are most critical in the early stages of aconflict. These forces receive a higher resource prioritythan later deploying forces. FPM permits decision makersat all levels to compare alternatives against common criteria.

The Army links TAP and Planning, Programming,Budgeting and Execution System (PPBES), withinresource limitations, to best meet the demands of nationalmilitary strategy. MACOMs should seek installation par-ticipation in developing TAP and prioritizing installationrequirements. Some examples of MACOM and installa-tion involvement are real property maintenance and repair,minor construction, facilities use, and base operations.

Installation management at the MACOM level isusually associated with the TRADOC and FORSCOM.The US Army Reserve also manages selected installa-tions. They use different organizational structures tomanage their installations. FORSCOM uses the DeputyChief of Staff for Personnel and Installation Manage-ment (DCSPIM), while TRADOC uses the DeputyChief of Staff for Base Operations (DCSBOS) tomanage their installations. Both concepts combine mostbase operations under a single directorate. USARCmanages base operations (BASOPS) through multiplefunctional directorates. These MACOMs manage theirinstallations using similar programs based on TARAMC installations are typically depots, provinggrounds, arsenals, laboratories, and ammunition plants.The industrial nature of these installations differs fromthe troop or community environment found in TRADOCand FORSCOM. AMC installations are managed as a

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business, and BASOPS is an integral part of the totaloperation. It is this mission difference that accounts for thebasic organizational variations in installation management.

Installation support costs of depots, arsenals, ammuni-tion plants, and proving grounds are generally fundedthrough the Defense Business Operations Fund(DBOF), procurement, or Research, Development,Test and Evaluation (RDTE) funds. Operations andMaintenance, Army (OMA) funds, support FORSCOMand TRADOC installation activities. Operations and

Maintenance, Army Reserve (OMAR) funds supportUSARC installations effective FY95. Under the DBOFconcept, customers order services or products from AMCinstallations. DBOF provides the working capital toproduce the services or products ordered. AMC bills thecustomer for the costs of the services (including a portionof the installation overhead). The customer, when makingpayment, repays the DBOF. MTMC also operates its in-stallations using a portion of the DBOF.

INSTALLATION MANAGEMENT ORGANIZATION

The management focus at installation level is thedirectorate staff. This staff supports the commander ingarrison operations much as a G-staff supports a com-mander for tactical operations. In a directorateorganization, directors are the key management officials.This is because of the significant responsibility andauthority delegated to them, commensurate with as-signed duties. Their delegated authority may vary fromfull operational control of functions, supervision of of-fices that have some autonomy, to providing little morethan administrative support. Based on guidance receivedfrom higher headquarters and the installation or garrisoncommander, directors are responsible for programs andbudgets. They are responsible to assure operationaleffectiveness and efficient use of all resources.

The Army has developed a standard structural template.This template accommodates the differences between in-stallations and provides a required degree of organizationalflexibility.

Leading, managing, and synchronizing installationresources are complex tasks. Commanders must seek tomaintain an overview of the entire organization. They mustseek to perceive their own role in the context of a com-prehensive understanding of the organization. They needthe patience to learn how their organization works and thediligence, intelligence, and analytical skills to solve com-plex organizational problems. They must chart promisingnew directions for the organization. The commandersmust have the courage to carry their decision making andplanning to the proper ends. To aid in this process,commanders need sound knowledge in the operationalintricacies of the base operations functions.

INSTALLATION SPECIAL ANDPERSONAL STAFF

The commander appoints and specifies the duties ofthe installation special and personal staff. The staff size

and composition will vary by installation based on itsmission and the impact of ongoing consolidation andregionalization efforts.

Inspector General (IG)The Inspector General advises the commander on the

state of economy, efficiency, discipline, morale, and espritde corps. He also advises on the quality of command,management of readiness resources, and leadership ofthe organization. Other areas of support are inspections,problem analysis and evaluation, investigations and in-quiries, assistance, teaching, and training.

Staff Judge Advocate (SJA)The Staff Judge Advocate provides legal services to

commanders, staffs, soldiers, and other authorized per-sonnel in the following seven functional areas:

Administrative law (including contract law, en-vironmental law, water law, and standards of con-duct.)Civil law (including labor and employment law andcivilian personnel law.)Claims.Criminal law.International law (status of forces, host-nation support, war reserves and international agreements).Legal assistance.Operational law (including review of OPLAN/OPORD,rules of engagement, law of war, and contingencyissues).

SJAs also provide the annual ethics briefing man-dated by the Office of Government Ethics.

The US Army Trial Defense Service provides defensecounsel to represent soldiers at courts-martial and otherproceedings as law or regulation provides.

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The US Army Trial Judiciary provides military judgesfor general and special courts-martial.

Internal Review and Audit Compliance (IRAC)The IRAC function is a tool to assist the commander

in evaluating installation operations. An IRAC officereporting directly to the Commander or Deputy Com-mander/Chief of Staff will be comprised of professionalauditors and provide the following basic capability:

Conduct internal audits of functions or organization-al entities within the command which have known orsuspected problems, determine the nature and causeof the problem, and develop recommendations tosolve them.Provide troubleshooting capabilities, which con-sist of quick reaction efforts, are normally un-programmed, and geared to prevent seriousproblems from developing.Provide an audit compliance function by serving asthe command point of contact with external auditgroups. In addition, IRAC will facilitate the externalaudit reply and response process and conduct follow-up audits as mandated by DA and DOD policies.

Because IRAC is capable of auditing at all levels withinthe Army, some installation commanders may find theIRAC office aligned directly under the division or corpscommanders rather than the local installation commander.In such instances, the installation commander shouldsubmit installation audit requirements to IRAC forprioritization by the division or corps commander whenthe Annual IRAC Plan is prepared.

Command HistorianThe command historian develops and publishes the

mission element’s history and directs the installation’shistorical programs and activities. His functional respon-sibtities include the annual command history, historicalperspective to planning and decision-making processes,and historical monographs and studies.

Public Affairs Officer (PAO)The installation public affairs officer supports the in-

stallation commander by assisting him in fulfilling hisobligation to keep installation personnel, the local com-munity and the American people informed and helpinghim to establish the conditions which lead to confidence inthe excellence of the installation and its execution of opera-tions in peacetime, conflict, and war. This is critical tobuilding teams, bridging boundaries, and creating a com-munity atmosphere characterized by inclusion, concern,

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support, and consensus. The public affairs officer andhis staff accomplish this by:

Identifying the perceptions, attitudes, and informa-tion expectations and requirements of internal andexternal audiences.Evaluating the potential impact of information oninternal and external audiences.Developing information communication strategiesas a fully integrated part of the planning and decision-making process.Assessing the effectiveness of the information com-munication strategy.Serving as the interface between the media and themilitary.Educating training and counseling soldiers, familymembers, and civilian employees on their publicaffairs responsibilities, rights, and roles.Establishing and maintaining media relations whichcontribute to balanced, fair, and accurate coverageby expediting the flow of complete and timely infor-mation and supporting open and independentreporting and access to installation organizations andpersonnel.Communicating the installation and Army perspec-tive and commitment to excellence.

Installation ChaplainThe installation chaplain provides support and advice

to the commander and to all installation agencies on allmatters of religion, morals, and morale as affected byreligion.

The installation chaplain has staff responsibility for thefollowing:

A comprehensive religious support training strategyand program for soldiers and their families, activeand reserve components.Worship services, religious activities, religiouseducation, and pastoral support for soldiers and theirfamilies.Chaplain Family Life Centers which provide com-prehensive family programs such as marriage andfamily counseling family enrichment programs, andfamily ministry training for Unit Ministry Team mem-bers.Administration and management of the installationnonappropriated chaplains’ fund.

FM 100-22

Supervision of the use of chapels and religiousfacilities.Planning for continuity of religious support in theevent of mobilization.Administrative functions in the areas of planning,programming force structure actions, and budgetinput.

INSTALLATION SUPPORT ACTIVITY STAFFDirectorate of Plans,

Training, and Mobilization (DPTM)The DPTM encompasses normal G3/S3 functions for

the installation. Typical functions are plans, operations,training, unit readiness objectives and levels, mobiliza-tion planning, and force integration. It also includesrange operations, museums, aviation, NBC activities,training aid support, security and counterterrorism,and setting command priorities. The training functionsinvolve coordinating installation support of residentunits and activities and managing training facilities. Italso includes training activities of garrison forceunits, small units, deployable civilians and personnelwho are not in trainee or student status. The DPTMalso provides RC support and ROTC support forsummer training. They coordinate use of trainingareas, supply, maintenance, other logistics support, andbudgeting. Visual Information (VI) activities assigned toTraining Support Center (TSC) may at the discretion ofthe MACOM/FOA commander remain as an organiza-tional subelement of the TSC.

Mobilization responsibilities include-Planning for mobilization, unit readiness, anddeployment of units assigned to or stationed onthe installation.Planning for administrative, logistical, and move-ment support of RC units during the alert, homestation, and movement phases of mobilization.Planning for the reception at, administrativeprocessing through, and logistical support for as-signed aerial and surface ports of embarkation.Planning for the support or employment of forces- -assigned for CONUS contingencies, accordingto instructions in specific plans.Directorate of Counterintelligence and

Security (DCINT/SEC)This section describes traditional Army security

countermeasures (SCM), counterintelligence (CI),

and SCM/CI planning programs that are provided byUS Army garrisons and installations. Garrisons andinstallations which provide any or all of these programs,services and functions will have a DCINT/SEC and willalign these programs, services, and functions underthe DCINT/SEC (except as noted under CommandersOptions in AR 5-3).

This directorate does not include physical security ofmaterial and facilities that are normally provost marshalfunctions. In every case, the DCINT/SEC is organized toaccommodate the mission, priorities, and policies dic-tated by the commander. To efficiently and effectivelycarry out its missions, the DCINT/SEC must have accessto the commander for all CI and security measuresissues for which the commander has sole responsibility.

Typically, the DCINT/SEC functions include, butare not limited to:

Close and continuing coordination with the provostmarshal for physical security, force protection,combating terrorism programs, and preparing an-nual threat statements.Close and continuing coordination with the Direc-torate of Information Management for informa-tion systems security (ISS) programs.Implementation of the Personnel Security pro-gram which includes close and continuing coor-dination with civilian and military personneloffices and the Alcohol/Drug Abuse Preventionand Control Program offices; personnel securityinvestigations and continuing evaluation; andmanagement of the security clearance program.Develop and execute security programs for theprotection of national security information, toinclude Information Security, Industrial (con-tractor) Security, Personnel Security, InformationSystems Security Security Awareness, Education,and Training.Conduct security inspections.Develop and execute programs for the securityof COMSEC materials and threats of espionage,sabotage, and subversion.Provide security awareness, education, and train-ing for all supported organization personnel, in-cluding training for security managers.Coordinate the Intelligence Oversight Program.

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Provide all intelligence and security counter-measures support necessary to meet mobilizationmissions.Command operations security (OPSEC) sup-port.Perform combating terrorism and threat (CBT/T)intelligence responsibilities.Develop and execute the Subversion and

Current intelligence reporting.Foreign disclosure, technology transfer andforeign visit approvals.

Part III of this manual covers the remainder of thebase support operations required at an installationby functional area. These operations are coveredby functional area; for example, Chapter 9 coversEngineer Management and Chapter 10 addresses

Espionage Directed Against the Army (SAEDA) Contract Management.awareness and reporting programs in accordancewith AR 381-12.

CONSOLIDATION AND REGIONALIZATION

Some installation functions can be combined or In some instances, support is provided to or fromregionalized so that economies of scale can be real- other Services under the Defense Regional Inter-ized by one installation providing a service to two or service Support Program. Examples are the Defensemore installations. Alternate service providers include Commissary Agency (DeCA), the Defense Financeother MACOMs, DOD, all Services, local-state and Accounting Service (DFAS), and Defense Print-governments, industry, local businesses, and academia. ing. This applies when installations of differentFor example, regionalization efforts are ongoing for Services are located in the same geographical area.the functions of the Civilian Personnel Office (CPO), Printing services were consolidated under the Navy atcommunication-electronic repair, and contracting at DOD level to gain a cost saving, as explained in Defensevarious installations. Management Review Decision 998.

SUPPORT AGREEMENTS AND TENANT UNITS

As consolidation and regionalization take place,support agreements will take on greater importance.Such agreements may be established with other Armyactivities, DOD, or with other government agencies.In overseas commands, such relationships can beestablished and documented in host-nation supportagreements.

An agreement will document the services providedand the cost of that service to the tenant units. Theseagreements are coordinated with all customers toensure that the priority of service meets and supportstheir mission requirements. In overseas commands,relationships with foreign governments can be estab-lished and documented in host-nation supportagreements. Because the force projection mission isthe highest priority for some installations, all tenantsmust plan for the impact of mobilization on theirnormal levels of support.

The basis for installation area support is to providecustomers with access to support and services on ageographical basis. All installations have responsibilitiesfor providing off-post intraservice support. As a

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result, some installations become focal points for receiv-ing requests and coordinating support with otherinstallations.

A coordinating installation (CI) is responsible forensuring proper support through communication andnegotiation. The coordination will ensure the mosteconomical support available, maximum use ofgovernment in-house capability, and support from thenearest installation having the capability. A CI, whenappropriate, may use its own existing functional andadministrative capabilities to provide support toArmy off-post customers. When this is the case, theCI also becomes the supporting installation (SI). AnSI is responsible for providing reliable and timely sup-port as negotiated with the CI and the Army customer.

Mobilization support comes from the peacetimecoordinating installation and supporting installationuntil the mobilized entity arrives at its mobilizationstation. Mobilized Army National Guard units aresupported at home stations through movement toassigned mobilization station. This support is providedby the state Adjutant General (AG) of the home state,

FM 100-22

the State Area Command, and appropriate US property existing boundary lines. This support is to be equal toand fiscal officers. support provided to the installation and tenant activities

Coordination and support policies, in accordance with and requires that formal support agreements be estab-AR 5-9, require that support be provided regardless of lished.

NEW DIRECTIONS

The focus for the future is to break the mold of the As the installation missions evolve, some newpast. We must create an installation environment that programs are emerging that are designed to enhancesupports all tenants from a business perspective. the quality of life and improve customer services. TheseChange is necessary to operate in a force projection programs are resource multipliers and will continue tostrategy that places the installation in the role of a force be implemented as resources are decreased and the totalprojection platform. force is downsized.

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CHAPTER 3

Installation Management Programs

Installation management requires the use of manyprograms available to a commander to enhance thecapabilities of his installation. Regardless of themethods used or the techniques selected to directspecific programs, the establishment of an overallvision is essential for proper direction. This visionmust consider the involvement of programs that willresult in success.

ELEMENTS OF SUCCESS

To increase performance and productivity, DOD andthe Army have established programs designed to assistinstallation commanders in their task of aiming resourcesat a common goal of readiness. These programs incor-porate five elements for success. These elements are thecustomer, the organization, the leader, the work force,and the standard of service:

The customer, both internal and external who isthe recipient of the services or product, must feelthat there is a caring commitment on the part ofthe Army to excellent service with excellentfacilities in a quality environment.The organization consists of the entire installation.There must be a feeling of teamwork. All tenantswho receive services and reside in, or use, thefacilities must feel they are a part of the installa-tion. Organizations do this not only through thereceipt of services but by making sure they totallysupport the installation in making it a great placeto live and work.The leadership must commit to the philosophy ofdeveloping excellence in everything they do andcontinuous improvement.The soldiers, families, tenant unit members,retirees, and civilian employees must trust theleadership to support their individual and collec-tive efforts in striving for excellence. A committed,caring community inspires people to feel betterabout themselves, the community, and the Army.The standard of service execution is the measure-ment of success to the leadership and the com-munity.

CONTENTSPage

ELEMENTS OF SUCCESS 3-1

TOTAL ARMY QUALITY (TAQ) 3-1

ARMY COMMUNITIES OF EXCELLENCE(ACOE) PROGRAM 3-2

INSTALLATION OF EXCELLENCE 3-2

BUSINESS PRACTICES OF EXCELLENCE 3-3

HUMAN RESOURCE DEVELOPMENT TRAINING 3-4

INSTALLATION STATUS REPORT 3-5

A proactive installation public affairs effort is criticalto the successful implementation of these programs.Open, honest, accurate, complete, and timely com-munication of the leadership’s perspective andcommitment helps build morale, esprit, trust, con-fidence, and dedication. It enhances discipline andmission accomplishment. It leads to a more committed,caring community dedicated to being a good neighbor,providing service, and achieving excellence in allrespects. Management controls are the rules, devices,and procedures designed to ensure what is planned inall of the various functional processes does in fact hap-pen. Management controls are found in every functionand program in the Army. Ensuring that these controlsare in place and operating as intended is an inherentmanagement responsibility. By emphasizing the impor-tance of strong management controls, commandersreduce the risk that their scarce resources will bewasted. It ensures that these resources are directedtoward mission accomplishment.

TOTAL ARMY QUALITY (TAQ)

TAQ management is not a program but a way of life.It is a highly structured management approach anddisciplined leadership philosophy defined in AR 5-1directed at continuously improving the overall perfor-mance of an organization. Its most important feature isthe empowerment of individuals to build on the ag-gregate capabilities of the quality Army. This guiding

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principle supports the foundation of TAQ in achievingcontinuous improvement of all products and services.

Regardless of the level of the organization, TAQimplementation involves:

Leadership’s personal commitment.Willingness to accept “learning curve” mistakes inthe implementation process.

Establishment of a tailored infrastructure.A meaningful assessment process.Universal education and training.Meaningful recognition.Development of a customer-focused organization.Achieving planned results.Customer feedback.

ARMY COMMUNITIES OF EXCELLENCE (ACOE) PROGRAM

ACOE is a program that combines overall planningof community facilities and services to achieve the mis-sion of taking care of people. ACOE complements andprovides depth to everything the Army does on theinstallation. At its best, the ACOE program is acommander’s program that consists of-

Service excellence.Facilities excellence.Environmental excellence.Excellence awards based on evaluation.An excellence plan for each community.Excellence awareness and education.Services and facilities guidelines.

The fundamental approach to ACOE centers on theS-E-R principle. Commanders can set high standards,

INSTALLATION

The key to achieving Installations of Excellence isdeveloping a comprehensive and achievable plan whichresponds to military mission requirements as well asaddresses the military and the surrounding localcommunity’s general needs. The garrison commandermust also deal with the continuing dynamics of a chang-ing Army. He needs to establish managerial strategiesfounded on the TAQ concept which compliment theInstallation Management Action Plan (IMAP) and alsoaccept nothing less than quality. These stategies shouldaddress issues such as-

Who should be involved in the installation plan-ning and goal setting process.What basis should be used to make planningdecisions.How can these decisions be enforced.

evaluate progress against those standards, and thenreward those who achieve excellence. The concept ofexcellent service encompasses a friendly helpful attitudeand a concern for fulfilling the customers’ needs.Prompt and better service can be achieved by requestingcustomer feedback and applying quality improvementtechniques.

A facilities improvement program starts with an in-stallation design. This design acts as a guide that setsstandards and contains a long-range and stable plan.Achieving these standards begins with a customer-oriented self-help program. This program should givepeople access to materials, tools, and expert advice.DA Pamphlet 600-45 contains the standards and guidelinesfor a successful program. Awareness, education, and agood awards program sustain the encouragement ofpeople.

OF EXCELLENCE

How should funds be allocated for facilities andservices within the community.What will be the reaction to these decisions, andhow can they best be communicated to internal andexternal audiences?

When implementing strategies, the commander mustclearly articulate the mission of the installation. He thenprovides a vision that clearly shows the direction andobjectives of the installation for the out-years. The com-mander develops this vision through a comprehensiveanalysis of the entire installation with the cooperation ofall affected groups. These groups include family mem-bers, soldiers, trainers, civilian personnel, retirees, andneighboring community officials. Above all, the visionmust clearly delineate a path that prioritizes the expen-diture of resources. Chapter 10 discusses the use of theInstallation Advance Acquisition Plan (IAAP) as theprocess by which the efforts of all personnel responsible

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for an acquisition are coordinated and integratedthrough a comprehensive plan.

The commander may use many approaches to imple-ment a management strategy that targets the realizationof the vision. The following tenets show commonalitywith the most successful approaches currently used bycivilian and military communities.

ACTIVE CITIZEN INVOLVEMENTRegardless of the method used, active citizen invol-

vement is an essential part of the community goal settingand planning process. Methods for involvement may beas varied as public meetings, workshops, retreats,newspaper articles, television presentations, and com-munity surveys. The citizen involvement process canproduce strong community commitment for a plan andprovide support for future planning decisions based onthat plan.

ACCURATE DATABASECommunities must begin their goal setting and plan-

ning process by obtaining an accurate picture of thecurrent conditions. Local planning staffs develop thesepictures, often called “environmental scans.” Theseplanning staffs act in an advisory capacity to broaderbased planning groups. The scans should use the instal-lation mission as a prism. A scan should containinformation such as population trends, land use,economic conditions, housing, and transportationcapabilities. The development of the scans is vital tothe development of the commander’s vision. A well-developed scan can be used to compare communityrealities in order to arrive at achievable action plans.

ESTABLISHMENT OF A STEERING ANDMANAGEMENT GROUP

The commander may establish a management groupor matrix task force to guide the goal setting process and

ensure that it remains “on track.” The group shouldremain in place after the goal setting is achieved toensure that goal implementation strategies are actuallyenforced. Group members may include a mixture ofstaff representatives and community volunteers.

ESTABLISHMENT OF ACCEPTED STANDARDSThe commander must consider the establishment of

specific operational standards in order to achieve thegoals. The standards can also be used to guide andevaluate future design and planning decisions. Thestandards to be effective must actually regulate and notsimply be examples.

COMMUNICATION OF THE STANDARDSOnce established, the standards must be communi-

cated to the installation’s internal and externalaudiences. Internal and external information expecta-tions, potential reactions, communication channelsaccessible, and resources and time available must beassessed. An integrated information communicationstrategy to reach and educate all audiences must beplanned. Messages have to be developed for differentaudiences and different media. Spokespersons must beidentified, media products must be provided, and sup-porting communication opportunities must becoordinated. The effectiveness of the information com-munication strategy must be evaluated. Responses to themessages and programs must be assessed and adjust-ments to the strategy or programs made to strengthenunderstanding and confidence.

ENFORCEMENT OF THE STANDARDSTo be effective, standards must be enforced. The

commander may decide to empower a group to reviewplans and designs. This group will determine whether ornot those plans and designs conform to establishedstandards.

BUSINESS PRACTICES OF EXCELLENCE

Business practices and procedures are applicable to Installation goals can be achieved by enhancing theinstallation management operations in the same way decision-making process through the use of cost-benefitthey apply to commercial firms. Economic analysis con- or cost-effectiveness analysis. The key elements of anterns the basic problem of economic choice (value economic analysis are establishing and defining the goalreceived for value sacrificed) and, as such, has been or objective desired. This is followed by formulatingapplied informally by individuals whenever they make a appropriate assumptions and evaluating alternatives fordecision in the market place. Economic analysis con- accomplishing each objective. Next determine the costcepts and methods provide techniques that can be used (inputs) and benefits (outputs) of each alternative andfor more formal and effective decision making. compare costs and benefits of all alternatives. Then rank

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the alternatives and test the sensitivity of major uncer-tainties on the outcome analysis.

The goal is to maximize the benefits for a given cost orto achieve a given performance objective at a minimumcost. The application of economic analysis in all corefunctions (fiscal, personnel, services, logistics, informa-tion, and engineering) will provide a structure formanagers to make sound economic decisions.

ARMY IDEAS FOREXCELLENCE PROGRAM (AIEP)

The AIEP challenges soldiers and civilians to submitideas that increase the efficiency and productivity of theArmy. AIEP proposals enable commanders and staffsto find new ways to operate activities. These ideas canalso contribute to the elimination of barriers to soundmanagement.

COMMERCIAL ACTIVITIES (CA) PROGRAMThe objective of the CA program is to improve per-

formance and management of Army resources. Thisimprovement is accomplished through the systematicexamination of Army commercial activities and con-tracts. This will determine if goods and services arebeing provided in the most cost effective and efficientmanner.

The CA program is not applicable overseas.DOD COMPUTER-ELECTRONIC

ACCOMMODATIONS PROGRAM (CAP)The DOD CAP provides accommodations for dis-

abled persons to enter or reenter the workplace. It is theDOD program to set the example in meeting the re-quirements of the Americans with Disabilities Act.Funds are available for hardware, software, training,and other assistance to the disabled worker.

FACILITIES REDUCTION PROGRAMThe purpose of the facilities reduction program is to

reduce the CONUS-based facilities inventory, includingAlaska and Hawaii. This program includes three ele-ments:

Improved utilization of permanent facilities.Consolidation into the best facilities.Disposal of the worst facilities.

To implement the program, annual reduction targetswere developed for each of the MACOMs with majorCONUS landholdings. The reduction program also in-cludes the requirement to dispose of 1 square-foot oftemporary facilities for each square-foot of new con-struction. Disposal in the footprint of new constructionmay be funded from MILCON dollars. Other disposalis subject to availability of OMA, RDTE, and DBOFdollars.

REVIEW AND ANALYSIS PROCEDURESReview and analysis procedures can take different

forms, but each represents a significant aspect of con-trol. In the broad sense, these are monthly and quarterlycomparisons of actual results with budgeted goals andobjectives. More specifically, monthly performancereports can be developed to show variations betweenactual performance and the budget. Significant varia-tions should be studied, with emphasis on determiningthe underlying causes rather than giving undue concernto the results.

There are many types of review and analysis formatsin existence. With slight modification, any of them canprovide the manager with the key elements he needs toachieve, maintain, and improve services and productexcellence.

CUSTOMER SURVEYS ANDQUESTIONNAIRES

Customer surveys and questionnaires provide valu-able information on satisfaction or dissatisfaction with aparticular service or product. Information on satisfac-tion of hours of operation or the desire or need toincrease, decrease, or change quality or quantity is re-quired for change to occur. Common opinions willsurface rapidly and need consideration in relationshipto the entire customer population.

HUMAN RESOURCE DEVELOPMENT TRAINING

The need for a continuous training process and the already been implemented in conjunction with thenecessity to fully develop basic business-and customer- ACOE program.service-oriented skills in the work force are absolutely Some generalizations can be made about meetingessential. For instance, customer relations training has developmental needs of the installation staff. Identifica-

tion of the skills and knowledge needs is the first step.

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To meet these needs, training can be from in-housesources such as courses, seminars, and on-the-jobcoaching. Professional training is available throughCPO channels, commercial firms, associations, localcolleges, and universities.

Training and development programs and servicesmust be designed and conducted in such a way as tocontribute to the goals of the organization. A major goalis to achieve and sustain a competitive attitude in thework force. By directing programs and activities towardthe improvement of the organization and its people,

training and development can make substantive con-tributions to the attainment of the goals.

In more specific terms, individual training anddevelopment programs are management tools that canhelp improve productivity and product quality, increasesales, and reduce employee turnover. These benefits, inturn, will lead to higher profits or an increased returnon investment. From an employee’s point of view, train-ing and development programs can result in improvedjob skills and better opportunities for promotion andcareer development. These programs provide increasedjob satisfaction and improved quality of work life.

INSTALLATION STATUS REPORT (ISR)

The ISR is a decision support system currently underdevelopment, designed to assist installation com-manders with installation management. It will alsoprovide Army leadership a better means of justifyingand prioritizing the allocation of scarce installationresources. Upon completion, it will be comprised ofthree parts: infrastructure, environment, and services.The report is designed to measure these areas based onassigned C-ratings, using Armywide standards. TheISR has great potential as a management tool forredefining installation management processes of thefuture. Characteristics of the ISR follow–

The ISR will enable the installation commander toarticulate the environmental conditions and statusof program management as well as identifyshortfalls.The ISR will assess the condition of installationfacilities and the status of facilities requirements.This will allow the installation commander to moreeffectively articulate his infrastructure needs andresource requirements.The installation ISR will combine the installationinfrastructure status with the resource require-ments to sustain and improve the installation.

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PART TWO

CRISIS MANAGEMENT

CHAPTER 4

Readiness

Installation and garrison commanders and their This will identify the requirements for resources tostaffs must assess and manage installation readiness. meet the established readiness standards.Installation readiness assessment and management ef-forts must he directed toward improved overall forcereadiness. Each installation will measure differentreadiness elements because of size, mission, location,and capability. Installation mission differences alsocan alter the critical areas to be measured. It is thesedifferences in installation readiness elements thatmust he articulated to agencies outside the installation.

CONTENTSPage

MISSION READINESS 4-1

READINESS DEFINITIONS 4-1

INSTALLATION READINESS TASKS 4-2

MISSION READINESS

Effective and efficient readiness begins with people.People are the principal readiness component. A caring,nurturing, supportive installation environment that en-hances human potential is a direct readiness and totalforce morale multiplier. This central caring theme iscrucial for readiness decisions, and it applies to familieswhen deployments occur. It requires command involve-ment to be successful. Installation TDAs should betailored to mission accomplishment and to best supportmobilization, deployment, sustainment, redeployment,and demobilization of the forces.

A perspective on how to think about installationreadiness is from a capability analysis that relates tomission-essential tasks. Installation readiness is theability to deliver to the force the support for which itwas designed and resourced. Measurement of instal-lation readiness capabilities is an emerging discipline.

Current thinking relates installation capabilities to theinstallation’s mission. These capabilities are the basis forreadiness measurement. There are many readiness in-dicators, but the current formal analytical measurementsare geared to America’s Army readiness. Even withmultiple and diverse Army installation missions, it ispossible to identify core readiness components. This willensure that people, equipment, supplies, training, andsupporting technologies can provide sustainment sup-port. Army installations, whether arsenals, depots,laboratories, or designated contingency platforms witha large concentration of forces, are support bases. Thisis where force projection tasks are accomplished.Therefore, Army installations contribute directly toAmerica’s Army readiness. The readiness mission canbe accomplished by the implementing eight genericreadiness tasks.

READINESS DEFINITIONS

Unit readiness is the ability of a unit to accomplish forces. It also must man, equip, replenish, modernize,the mission for which it was designed. and train forces in peacetime. Concurrently, it involves

Installation readiness is the ability to deliver to the planning to prepare, mobilize, deploy, employ, and sus-force the missions for which it was designed. tain them in war to accomplish assigned missions,

redeploy, and demobilize the forces.Army force readiness is the ability within its estab-

lished structure to station and command and control

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INSTALLATION READINESS TASKS

Installation readiness tasks vary based upon the typeof installation-FORSCOM, TRADOC, AMC, MTMCor OCONUS. Generally for installations which supportdeployable units there are eight installation readinesstasks. These are-

Ensure that the installation work force, supplysupport, services, and facilities are sized, trained,and available for sustainment, deployment, recep-tion and training support.Evaluate and adjust the installation force structurefor technical, business, and customer-oriented ef-ficiencies.Determine the personnel and industrial mobiliza-tion requirements necessary to support safelysustainment, deployment, redeployment, anddemobilization strategies.Determine the logistics nodes for sustainment sup-port.Define transportation augmentation requirementsfor deployment and redeployment.Define the installation capability to safely receive,process, and support mobilized and deployingforces.Force protection and security.Define the installation’s capability to support an-ticipated increases in media interest, presence,and inquiries.

Readiness tasks for other types of installations willfocus on their primary mission. An AMC installation,for example, will focus on moving supplies to trooplocations. The readiness tasks follow:

Mobilization of production resources.Issue and ship munitions.Issue and ship spare parts.Provide other supplies required by deployedforces.

Procedures for development of capability plans forinstallations with a mobilization mission are essential forinstallations that must focus on time-constraineddeployments and near-and long-term sustainmentoperations. Installation readiness is directly linked to

the capability of deploying units with accompanying andfollow-on sustainment supplies.

Installation capabilities transcend Army functionsof-

Personnel.Strength accountability.Religious support.Fiscal management.Human resources.Property.Environment.Safety.Services.Engineer.Housing.Information (both mission area and public affairs).Morale, recreation, and welfare.

The synergistic effect of these functions achievesinstallation capability readiness. These functions can besimplified and prioritized for execution and resourcingat installation level. The development of an installationmission essential task list (METL) is a method. TheMETL can act as a focus for qualitative assessment anda yardstick for quantitative readiness measurement. Theprocedures to develop a METL are in FM 25-100.

The national strategy principles of power projectionand sustainment require installation commanders tomeasure, understand, and articulate installation readi-ness. Installation readiness competes for resources withother Army capability components. Some of thesecomponents are force structure, modernization, sus-tainability, and combat readiness. Installation resourcesalso must be prioritized and distributed according tomission requirements. Prioritization of resource re-quirements for the repair of facilities and the support ofsoldiers and their families must become the norm forinstallation commanders. Funding levels to support thepriority must be stable and consistent with availableresources. The flexibility to use them wisely must beinherent in installation and garrison commands.

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CHAPTER 5

Mobilization, Deployment, Redeployment, andDemobilization (MDRD)

This chapter provides a broad framework for ageneral understanding of mobilization, deployment,sustainment, redeployment, and demobilization func-tions at the installation. FM 100-17 contains detailedinformation on MDRD.

MDRD ORGANIZATION

Many civil and military organizations share theresponsibilities for conducting MDRD operations.Beginning with the Commander-in-Chief, and con-cluding with the commanders of individual militaryunits, the MDRD process is a complex undertakingthat requires coordination among the executing andsupporting commands.

Within the MDRD organizational structure, in-stallations may be assigned additional duties asmobilization stations (MS), CONUS ReplacementCenters (CRC), coordinating installations (CI),supporting installations (SI), demobilization sta-tions (DMS), or any combination of these duties.The primary responsibility of a MS/DMS is toreceive, accession, house, command, support, train,redistribute resources and validate units for deploy-ment. They also prepare for and support deploymentof the active component (AC) and mobilizing unitsand individuals.

CIs are designated points of contact for off-postunits and activities seeking to obtain necessary sup-port. CIs must also identify where this supportcomes from. SIs provide the actual support to off-post units and activities. DMS and CDCs completethe outprocessing of units and individuals beingseparated or released from active duty and return-ing to reserve status.

Force projection operations will be conductedfrom CONUS or forward-presence locations inresponse to directions from the National CommandAuthorities. The massing of Army combat powerwill rely on the Army’s ability to mobilize, deploy,and sustain a crisisforces, if required.

response force and reinforcing

CONTENTS

MDRD ORGANIZATION

MOBILIZATION PHASES

SUSTAINING BASE SUPPORT-FORCEPROJECTION PLATFORMS

FACILITIES REQUIREMENTS

DEPLOYMENT PHASES

REDEPLOYMENT PHASES

DEMOBILIZATION PHASES

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In order for the Army to meet its force projectionmission, the installation must be prepared to serveas the force projection platform. Therefore, theinstallation must have the capability to:

Safely mobilize, receive, house, process,validate, deploy, and sustain remaining forces,follow on units and family support groups.Assist in reception in CONUS as the force shiftsMRC priority and redeployment of forces.Maintain installation support requirements forthe remaining military community after deploy-ment.

When serving as a force projection platform, theinstallation must be prepared to support the in-creased information communication requirementsthat will occur. Installations will face a flood of newsmedia representatives and a surge in queries for in-formation from the press and the public. A broadspectrum of internal information requirements willarise. This increased information communicationmission will start at the alert phase and continuethrough the end of demobilization. Installation com-manders must be prepared to provide maximuminformation with minimum delay within the bounds ofOPSEC. They must ensure that public affairs con-siderations are incorporated in all MDRD planningand activity.

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MOBILIZATION PHASES

The national military strategy places an enormouspremium on the capability of the United States togenerate forces. For the US Army, mobilization is theprocess by which it provides the supported combatantcommander with three basic components required formission accomplishment:

Force (units).Manpower (individuals).Logistics support.

Mobilization is a phased process designed todevelop sequentially but upon execution may occurconcurrently and continuously. It is designed to rapid-ly expand and enhance the response capability of theArmy in support of a crisis or natural disaster.Mobilization affects both the active component andreserve component structures.

There are five phases of mobilization:Planning.Alert.Home station.MS.Port of embarkation. For AC Phase III and IV arethe same as home station (HS) is their full timelocation. See Figure 5-1. The installation is in-volved in all phases.

PHASE I: PLANNINGThis phase concerns all AC and RC efforts at all levels

during peacetime to plan and train for assigned wartimetasks. The commander of each Army installation or activityshould ensure that the installation mobilization plan ad-dresses civilian support for the wartime mission of theinstallation and serviced tenant activities. The commandermust review and update the MOBTDA annually. Thisensures that the MOBTDA accurately reflects the civilianmanpower, work load, and skill requirements necessary toaccomplish the mobilization mission. To ensure adequatestaffing is available to perform the mobilization mission,appropriate positions on the MOBTDA must be desig-nated as key, emergency essential and cadre. Commandersmust also conduct an annual screening of civilianemployees to identify reservists and military retirees.Responsibility of this phase includes-

Maintaining and improving combat readiness pos-ture.

Preparing for operational missions to includedeployment plans for AC.Preparing mobilization plans and files as directedby higher headquarters for RC.Providing required data to the RC.Ensuring unit movement data accuracy.Conducting mobilization and deployment trainingfor RC.Conducting deployment training for AC.

Support planning for mobilization of units must con-sider the-

Available resources.Operational requirements in concert with nationalstrategy and regional contingencies.Training requirements as influenced byCAPSTONE and Directed Training Association(DTA).Equipment status.Reported readiness condition of the units to bemobilized.Impact of mobilization on the installation anddeployable civilians.Impact of mobilization on soldiers.Impact of mobilization on families.Impact of mobilization on the community aroundand servicing the installation.

Units will experience different levels of readiness dueto organizational changes, personnel posture, equip-ment transition, and training status. Reserve Com-ponent units may have some untrained soldiersawaiting initial entry training, split-option trainees,and other nonmilitary occupational specialty qualifiedsoldiers. Planning includes replacements for non-deployables whose condition cannot be correctedbefore unit deployment. Commanders also must havea plan for replacing and determining the dispositionof nondeployable soldiers.

Logistically, units may lack all authorized equip-ment and supplies and may be deficient in prescribedload lists (PLL) or have equipment serviceabilitydeficiencies for which the installation must have aplan to resource.

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Installations must plan for equipment transition andtraining and the additional resources required to con-duct training. MACOM directives should detail alladministrative, logistics, and training actions requiredto manage units in peacetime and to transition RC unitsto active duty. Installations should plan to effectively usenondeployables in CONUS sustaining positions. Effectiveplanning and preparation will ensure rapid mobilizationand subsequent rapid deployment.

During the planning phase, each unit completes asmany administrative and personnel processing actionsas peacetime regulations permit before being orderedto active duty. For example, the unit should complete asmany medical, dental, financial, and legal requirementsas possible. For RC units, plans for follow-on phasesmust include-

Completing administrative actions necessary to ac-cess reserve units into the active Army.Conducting unit movement planning to MS.Determining the status of units and how to improvethem.

Garrison commander planning for mobilization mustinclude the following issues: split base operations, familysupport groups support, and command relationshipswith the reserve units backfilling the installation. A criti-cal component in planning for mobilization is therequirement to provide family support activities. Instal-lation and unit commanders should implement andreevaluate family care plans. This will ensure adequatecare for dependent family members of single parents,dual military service couples, and deployable mission-essential civilians. Continued family support is requirednot only for families of soldiers assigned to the installa-tion, but also for families of RC soldiers, DA civilians,and other Service members. Active installations or fami-ly assistance centers established by other commandsmay assist these families.

Detailed guidance for planning the use and manage-ment of civilian personnel in support of militarycontingency operations is contained in AR 690-11. Asan integral part of the mobilization planning process,commanders of Army installations and activities will:

Ensure that mobilization planning adequately ad-dresses civilian support of the wartime mission ofthe installation and serviced tenant activities. Par-ticular emphasis should be placed on planning forthe support issues relating to those Army civilians

who will be required to deploy in support ofmilitary operations.Ensure that managers and CPOs have the resourcesneeded to carry out their mobilization respon-sibilities.Review and update annually the MOBTDA toensure that it accurately reflects the civilianmanpower, work load, and skill requirementsnecessary to accomplish the mobilization mission(AR 310-49); and annually provide an update copyof the MOBTDA to the supporting CPO.Evaluate periodically the effectiveness of installa-tion mobilization planning in addressing civilianissues, including those of serviced tenant activities.Organize and actively participate in periodicRecruiting Area Staffing Committee (RASC)meetings if the installation is within commutingdistance of at least one other DOD installation.

PHASE II: ALERTThis phase begins when an AC or RC unit receives

notice of a pending order. During this phase, State AreaCommands (STARCs) and Army Reserve Commandscontinue to cross-level individuals within their state orregion to bring alerted units to deployable status. Whenthese commands initiate cross-leveling, they must notifythe appropriate chain of command of the new unitstatus.

Actions to complete the administrative and person-nel processing actions are continued during the alertphase. This phase ends with the effective date ofmobilization at home station. DA, through the Person-nel Command and the Army Reserve Personnel Center,will plan to fill individual requirements from the In-dividual Ready Reserve and Retired Reserve when thelevel of mobilization authorizes.

PHASE III: HOME STATIONThis phase begins with the RC unit’s entry on active

federal duty or the AC’s preparation for deployment.Inventory of unit property, dispatch of an advance partyto the MS, and loading out – either on organic equip-ment or on designated movement vehicles which areprovided through coordination with the STARC defensemovement coordinator (DMC), unit movement coor-dinator (UMC), Installation Transportation Officer(ITO), and MTMC.

During this phase, units take actions to speed transi-tion to active duty status. In CONUS, units required to

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convoy to the MS request convoy approval from thestate movement control center. It provides an approvedconvoy movement order using mobilization movementcontrol. This phase ends when the RC unit arrives at theMS or the AC at the Point of Embarkation (POE) as adirect deployer.

PHASE IV: MOBILIZATION STATIONThis phase begins when the RC unit arrives at the

MS or mobilization site. For a deploying unit, it encom-passes all actions required to meet deployment unitvalidation criteria, resulting in assurance of the unit’smission capability. Nondeploying units may not movethrough a fully established MS. They do not requirevalidation and will be accessioned to active duty byan SI.

In CONUS, upon arrival of an RC unit, commandof the unit passes, except in Army Special OperatingForces (ARSOF) units, from the CONUSA to the instal-lation or MS commander. Actions include processingpersonnel and equipment. Necessary individual andcollective training are conducted and may vary asevaluations and circumstances dictate. To ensure suf-ficient time to accomplish all tasks, MS commandersshould verify any training and processing completed

at the HS to prevent repeating it at the MS. The goal ofthe unit during this phase is to achieve missioncapability in the shortest possible time.

All units must conduct and continually update sol-dier readiness processing (SRP) and processing foroverseas movement (POM) activities. Unit prepara-tion includes using the Transportation CoordinatorAutomated Command and Control InformationSystem (TC ACCIS) to maintain and update unitmovement data bases. This is for equipment andpersonnel deployment preparation activities.

This phase ends when the unit arrives at the POE.PHASE V: PORT OF EMBARKATION

This phase begins with the arrival of the unit at thePOE. Actions at the surface POE or air POE includepreparing and loading equipment as well as manifestingand loading personnel. Designated MS commandersplan and operate marshaling areas for the POEs. Thisphase ends with the departure of personnel and equip-ment from the POE and command passes to the gainingCINC in the theater in accordance with the OPLAN inexecution.

SUSTAINING BASE SUPPORT-FORCE PROJECTION PLATFORMS

The Army installations that support MDRD must beseen as force projection platforms. To sustain the forceprojection platform, the planner must consider person-nel services administration and support, logisticssupport, unit training, and unit validation.

PERSONNEL SERVICEADMINISTRATION AND SUPPORT

Requirements for soldier and DA civilian supportvary considerably, depending on the nature and scopeof the operation or conflict. Installation support re-quirements will include the functions of-

Soldier and deployable civilian readiness.Medical support.Dental support.Postal support.Morale, welfare, and recreation support.Safety and risk assessment support.Legal support.Family assistance support.

Finance support.LOGISTICS SUPPORT

Installation logistical requirements include all thoserequirements for materiel, supplies, services, and sol-dier support activities to accomplish the mobilizationprocess. The requirement for logistical support extendsacross the operational continuum.

Army units will maintain Automated Unit Equipment-Lists (AUEL) containing mobilization/deploymentmovement requirements data according to appropriatecommand guidance. Both AC and RC units will maintainaccurate unit movement data at all times during planningto reflect HS to MS to POE movement requirements.Units will update data as significant transportation chan-ges occur to the unit’s AUEL.

The TC ACCIS supports the collection of detailedmovement data. It allows for electronic submission ofthe information to US Transportation Command(USTRANSCOM) for scheduling strategic transporta-tion and to MACOMs for planning force movements.

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Commanders and planners at all levels must ensurethat requirements are accurately stated and docu-mented. Priority of support is given to early deployingunits. This support includes immediate repair or re-placement of equipment and provision of basic loads,other accompanying supplies, and individual equipment.

Because RC units and individuals are mobilizedwith existing authorization levels, the use of projectcodes may be authorized. Mass cancellation of openrequisitions is required for RC units. RC units re-requisition using higher priority and appropriateproject codes AC units simply upgrade the priorityand change the delivery location. Commanders mustensure that equipment is available and operationallyready and that basic loads of all classes of supply areavailable for issue. MSs should be prepared to modifyequipment as determined by materiel developers andmateriel change regulatory guidance. Installationsneed to be aware of types of equipment needed to bemodified so that required parts are available when theunit arrives. Deploying units are required to turn-inexcess supplies and equipment to the DOL.

UNIT TRAININGUnit training at the MS will be restricted by the

time, equipment, facilities, and personnel available. Theunit commander, in conjunction with the mobilization

assistance team (MAT), determines unit trainingpriorities. This is based on such factors as TOE mission,CAPSTONE guidance, unit status report (USR) riskassessment, recommendations of the MAT, andSRP/POM requirements.

UNIT VALIDATIONThe MS commander is responsible for validating

deploying RC units. Unit validation is the final check toensure deploying units have reached required levels ofreadiness and are mission capable. It includes assessingthe readiness areas of personnel, equipment on hand,equipment status, and training. Generally, the validationstandard is a C level as stated in AR 220-1 with a minimumcriteria established by Headquarters, DA. The com-mander completes unit validation according toFORMDEPS and other appropriate guidance. The MScommander will validate all RC units less GO com-mands validated by the CONUSA commander. This isbased on recommendations and concurrence of thevalidation team. Representatives of the US Army Spe-cial Operations Command will aid in validation ofARSOF units.

The AC Division Commander, unless deployed, willvalidate Roundout or Roundup Brigades. If the ACdivision has deployed, the CONUSA commander willvalidate all general officer commands for deployment.

FACILITIES REQUIREMENTS

Facilities requirements for mobilization include allthose requirements for existing facilities, spacemanagement, and expansion of the installation. Theserequirements may include the use of off-post facilitiesto support installation requirements, new construc-tion, and inactivation or disposal of facilities inpeacetime to support MDRD.

These facilities include training, maintenance,supply, administration, billeting, transportation, andsupporting utilities of water, sanitary sewers,electricity, heating and cooling, and solid waste dis-posal. Examples of these facilities are-

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Family Assistance Centers (FACs) to provideone-stop location for delivery of soldier andfamily support services.Airfields, roads, railroads, and railheads.Warehousing to support basic loads and addi-tional requirements at staging areas.

Facilities to support actual deployments or asarrival and departure airfield control groupoperations, ammunition holding areas, marshal-ing areas, and port facilities to support installa-tion Seaport of Embarkation (SPOE) missions.

EXISTING FACILITIESThe installation commander must plan for surge

capacity during mobilization and must plan to use allavailable assets and facilities to accommodate themobilized units.

EXPANSION OF FACILITIESON THE INSTALLATION

Expansion of facilities on the installation is avail-able through the use of preengineered buildingsystems or other rapidly erectable light mobilizationstructures. Another means of expansion is to leasebuildings identified through the nonindustrialfacilities program.

FM 100-22

DEPLOYMENT PHASES

Deployment is the planning, preparation, and move-ment of forces and their support base from any locationto an area of operations in response to a military needor crisis. Deployments are conducted in five phases:

Predeployment activities.Movement to the POE.Strategic lift.Theater reception.Theater onward movement.

Installations are involved only in the predeploymentactivities and movement to the POE.

PHASE I: PREDEPLOYMENT ACTIVITIESThe installation will assist commanders, soldiers, emer-

gency essential civilian employees, and their families inpreparing for deployment. Activities include provision of:

Predeployment briefings to assist soldiers, deployingArmy civilians, and their families in putting theirpersonal affairs in order, and to inform them ofavailable support services in the community.Support and assistance to commanders in estab-lishing and training Family Support Groups (FSGs).Identifying families with major problems requiringspecial assistance and support.

Other activities are provided in AR 608-1, Chapter 2,Section II.

During normal peacetime operations, the installationprepares AC units for crisis action and force projectionmissions. It prepares to be a MS for RC units. Installationsassigned a mobilization mission must have a complete planfor conduct of this phase and movement to POE.

To support rail movements and staging requirements,installations will maintain existing tracks, ramps, facilities,and staging areas for their deployment missions. Installa-tion and deploying commanders must precoordinate theprocurement, use, control, and return or recycling ofblocking, bracing, and tie-down equipment throughout thedeployment. Installations must ensure that deploying unitsmaximize airlift and sealift capabilities by preparing

unitized loads of ammunition, supplies, and equipmentto the maximum extent possible.

The installation must coordinate with the support com-mander. The support combatant commander establishesmilestones for safe loading and transporting units andaccompanying supplies to the POE. This includes embark-ing them aboard strategic lift and transiting them to thePOD. The supported commander’s required date to haveforces at the destinations is the end goal from which allcommon-user transportation must be planned. Phase I endswhen the MS validates the unit for deployment.

Installations will maintain the required amount ofstrategic 20 foot containers to deploy AC and RC unitequipment with units rolling stock. Deploying com-manders must ensure all 20 foot containers are reportedon units AUEL and report all critical containers throughthe chain of command, FORSCOM. Deploying com-manders will coordinate for the movement of 20 footcontainers through the installation transportation office.

PHASE II: MOVEMENT TOPORT OF EMBARKATION

Units complete SRP and are validated after completingthe mobilization process and predeployment activities.Units update AUELs to deployment equipment lists andsubmit them to the appropriate authority. Equipment isloaded with emphasis on maximum use of troop and cargospace. This ensures full utilization of costly, limitedstrategic lift.

The installation ensures that units deploying get toAPOEs or SPOEs by appropriate means. Installations thatare tasked to provide marshaling areas to surface ports anddeparture airfield groups to airfields must sustain unitsuntil they are loaded on air or sea transportation. Phase IIconcludes with the departure of the strategic lift at POE:

Wheels up for aircraft.Passage of the last buoy marking the channel to theSPOE for vessels.Transfer of authority to the gaining CINC occurs inaccordance with the OPLAN in execution.

REDEPLOYMENT PHASES

Redeployment is the preparation for and movement after the combatant commander has achieved condi-of forces, manpower, and materiel from an AO to fol- tions favorable to US interests or as directed by thelow-on designated CONUS or OCONUS bases. This is National Command Authority (NCA). It is the CINC in

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the AO who plans and implements redeployment.Redeployment should not be considered as retrogrademovement but a new deployment. Redeployment mustinvolve force integrity so units may be diverted anywhere,ready to fight.

Redeployment must be planned and executed in amanner that facilitates the use of redeploying forces andsustainment equipment and supplies to meet new crises.Movement is usually nontactical. It returns an AC forceto its home station and mobilized reserve forces andindividuals through DMS back to their home stations.

Redeployment is conducted in six phases. Thesephases are-

Reconstitution for strategic movement.Movement to redeployment assembly.Movement to POE.Strategic lift.Reception at POD.Onward movement from POD.

The installations are involved only with reception at PODand onward movement to the next in CONUS POE.

PHASE V: RECEPTION ATPORT OF DEBARKATION

This phase begins with the arrival of forces and theirsustainment equipment and supplies at the POD. Itends with the departure of the forces and their sus-tainment equipment and supplies from the POD. Thisis after receiving Department of Agriculture andUS Customs clearance.

The installation receiving the forces and sustainmentequipment and supplies develops a reception andreconstitution or onward movement plan. This is for allarriving forces and sustainment equipment and sup-plies. This includes providing the necessary port supportstructure to manage the effort.

When possible, commanders send advance parties tocoordinate the orderly processing of redeployment forces.

One of the primary requirements during this phase iscoordinating the onward movement of deploying forcesto their follow-on destinations. This coordination re-quires personnel who know the unit, its organicpersonnel, its movement configurations, and its ultimatedestination. These personnel work with MTMC repre-sentatives, supporting ITOs, or Theater ArmyMovement Control Agency (TAMCA) in completingthe required documents for moving the forces and sus-tainment equipment and supplies to the finaldestinations. FORSCOM designates a liaison officer toassist the port commander, the MTMC representative,and the returning unit in resolving conflicts. Thepreferred methods for onward movement mirror thoseprescribed for deployment. AC equipment will beredeployable to the unit’s installation. RC equipmentmay return to a home station demobilization site orequipment storage site based on reconstitution plans.

PHASE VI: ONWARD MOVEMENT FROMPORT OF DEBARKATION

This phase begins with the reconfiguration of forcesand sustainment equipment and supplies at a desig-nated marshaling area outside the processing area. Itconcludes with their arrival at their destination.FORSCOM representatives conduct a visual inspectionof convoying equipment while it is in the marshalingarea. The FORSCOM representative will divert equip-ment not meeting movement or maintenance standardsto a designated location for repair before onward move-ment to destination.

The supporting installation commander is respon-sible for the health, welfare, and support of arrivingforces. He is responsible for assisting with their onwardmovement. In this capacity, he sustains the forces andindividuals until they arrive at their prescribed destina-tion. This may require assisting them in obtainingintratheater airlift, commercial and military highwaytransportation, military convoy, rail, or other modes formoving forces and individuals to their destinations.

DEMOBILIZATION PHASES

Demobilization is a critical factor in the Army’s soldiers and families to ease the transition fromstrategic reconstitution. Demobilization must be mobilization/deployment to demobilization/redeploy-planned with the same degree of energy and detail ment. This includes counseling and workshops.as mobilization. Effective demobilization enhances Demobilization of some units may occur at the samereadiness and soldier morale. Installation support agen- time other units are being mobilized, deployed, orties (chaplains, ACS) will provide reunion support to redeployed. Demobilization is conducted in five phases.

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The installation is heavily involved in all phases exceptPhase II.

PHASE I: DEMOBILIZATIONPLANNING ACTIONS

Demobilization planning starts concurrently withmobilization planning. It ends with the decision torelease RC units and individuals from active duty.Demobilization planning encompasses an analysis of thework load required to efficiently complete thedemobilization process over time. This planning mayinclude-

Relocating units and individuals.Incorporating annual training for nonmobilizedRC units to support demobilization.Temporarily hiring civilian personnel.Using individual volunteers (via temporary toursof active duty) to support critical missions withinthe demobilization process.Mobilizing additional RC units. (Last resort)

PHASE II: AREA OF OPERATIONSDEMOBILIZATION ACTIONS

This phase starts with reconstitution actions intheater and ends when the units and individual soldiersreport to the POE for onward movement. The installa-tion has no actions in this phase.

PHASE III: PORT OF EMBARKATION TODEMOBILIZATION STATION

This phase overlaps with redeployment phases tomove soldiers to the DMS. An example of a demobiliza-tion process that may occur during this stage is awelcome ceremony for returning soldiers at the CONUSPOD before arrival at the DMS.

PHASE IV: DEMOBILIZATION STATIONThis phase starts with arrival at the DMS and ends

with the RC unit’s or individual’s departure to HS orhome of record. Installations must house, feed, andprovide on-site transportation to units and individualsduring this stage.

Installation commanders ensure that all medical anddental actions, finance records, legal and entitlementbriefings, personnel records updates, and logistics filesare current before a soldier is released. Completion ofrequired medical examinations, line-of-duty determina-tions, and finance actions to complete final pay arecompleted before issuing DD Forms 214.

Installations must be prepared for expanded familysupport and media coverage of welcoming ceremoniesduring this stage. Welcome and departure ceremoniesare vital components of the demobilization process thatinstallations must plan and execute. Soldiers willremember the effort made to welcome them home.Installations should include families of soldiers as partof the ceremonies. Ceremonies should be brief butmeaningful.

Prior to releasing units, the installation will assistthe units in the planning for restoring equipmentand supplies to a prescribed level of readiness. Furtheractions include-

Coordinating PLL and ASL accounts.Shipping equipment to HSs, equipment concentra-tion sites, and mobilization and training equipmentsites, as determined by the CONUSA in coordina-tion with the NGB and USARC.Preparing movement orders for unit members toreturn to their HS and individuals to their home ofrecord.

PHASE V. HOME STATION ORHOME OF RECORD

This phase begins with departure from the DMS andends with release of units at their HS and individuals attheir home of record. The unit reverts to RC status basedon a date and time established by CONUSA orders,except ARSOF units that are released by US ArmySpecial Operations Command (USASOC).

Unit members are not always released at the sametime. Transition leave, medical hold, rear detachments,and trail party personnel require different release dates.The specific release date for unit members is noted ontheir movement orders from the installation. The unitflag is demobilized based on criteria established byFORSCOM. Individuals are released from active dutyon their return to their home of record. The end of thisstage rolls into Phase I of mobilization planning.

During a conflict, RC units may lose their pure RCcomposition through extended cross-leveling,redistribution, and replacement actions. Mobilized RCunits may contain USAR, ARNG, and AC personnel.Equipment may often be mixed from active or RCsources.

Once demobilization is initiated, FORSCOM iden-tifies the DMS for all units. Units are then directed toreturn to the installation from which they originated or

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an alternate location. Active duty personnel are reas- unit may be released or transferred to RC status assigned according to the DA reconstitution plan. Reserve individuals. Strategic reconstitution of the total force isunits (flags) are released and soldiers assigned to the initiated as part of the mobilization planning phase.

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CHAPTER 6

Domestic Support Operations

The Department of Defense responds to domesticdisasters and/or emergencies in accordance with avariety of plans with different federal agencies in thelead. The most prominent of these plans is the FederalResponse Plan (FRP) which is coordinated by theFederal Emergency Management Agency (FEMA). TheDOD is constrained as to the services it can perform insupport of civil authorities by the provisions of theRobert T. Stafford Disaster Relief Act, 42 USC 5121 etseq. Under 42 USC 5170b, however, the President mayauthorize the Secretary of Defense to use DODresources for performing on public and private landsany emergency work that is made necessary by an inci-dent that may ultimately qualify for assistance, whichis essential for the preservation of life and property. Theperiod of the emergency work cannot exceed 10 days.Also, under DOD Directive 3025.1, commanders may

provide this assistance when time does not permit priorapproval from higher headquarters. In addition, USCorps of Engineers has civil authorities, respon-sibilities, capabilities, and funding under 33 USC 701nwhich are unique within the Department of Defense. Asa consequence, USACE is involved in disaster responsemore frequently than the rest of the DOD.

CONTENTSPage

RESPONSIBILITIES 6-1

BASE SUPPORT INSTALLATIONS (BSI) 6-2

FEDERAL RESPONSE PLAN 6-2

SUMMARY 6-3

RESPONSIBILITIES

Primacy for responding to disasters and emergenciesrests with state and local authorities. When a disasterthreatens or occurs, local authorities take immediatesteps to warn and evacuate citizens, alleviate suffering,and protect life and property. If additional help isneeded, the governor may direct execution of the state’semergency plan, use state police or national guardsmen,or commit other state resources as the situationdemands.

PRESIDENTIAL DECLARATIONWhen the response and/or recovery requirements

are beyond the capabilities of local and state forces andassistance programs, the governor may request that thePresident declare a “major disaster” or an “emergency.”The Stafford Act provides the President authority to usefederal resources to supplement state and local efforts.

FEMABy Executive Order 12148, the President delegated

to the director of FEMA the authority to establishpolicies for and coordinate all civil defense and civilemergency planning, management, mitigation, and as-sistance functions of federal executive agencies. After aPresidential declaration, the associate director ofFEMA appoints a federal coordinating officer (FCO)

who is responsible for coordinating all federal disasterrelief assistance programs to ensure the maximum effec-tiveness of federal assistance.

SECRETARY OF THE ARMYUnder the provisions of DOD Directives 3025.1 and

3025.12, the Secretary of the Army is the DOD executiveagent for military support to civil authorities. Hisoperating agent is the Director of Military Support(DOMS).

DOMSThe DOMS is the DOD primary contact for all

federal departments and agencies during periods ofdomestic civil emergencies or disaster response. Aftercoordination with the chairman of the Joint Chiefs ofStaff, the DOMS designates a supported CINC as theoperating agent. This could be CINCUSACOM for adisaster in the continental United States or Puerto Ricoor the US Virgin Islands; or USCINCPACOM for Alas-ka, Hawaii, and the Pacific area.

CINCThe supported CINC designates a component com-

mand, a headquarters to execute the disaster reliefoperation. This headquarters will designate and deploy

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a Defense Coordinating Officer (DCO) and, based onthe severity of the situation, may deploy a Joint TaskForce. Within the continental United States, theCONUSAs of FORSCOM can provide the JTF head-quarters. The CONUSAs are Army regionally orientedcommands with geographic boundaries. These head-quarters interact on a daily basis with state and localauthorities, the FEMA regions, and other federal agen-cies on a variety of issues that provide the foundation

for rapid and smooth transition to support operationsduring periods of disaster response.

DCOThe DCO is the DOD interface with FEMA, other

federal providers, and the state coordinating officerrepresentative located in the disaster field office (DFO).The DCO is responsible for validating and coordinatingmission assignments from the FCO.

BASE SUPPORT INSTALLATIONS (BSI)

The CINC may designate an installation of anyService or Defense Agency to provide the DCOspecified, integrated resource support to the DODMilitary Support to Civil Authorities (MSCA) responseeffort. This installation is normally located outside of,but within relative proximity to, the disaster area.

Resources provided by BSIs may include, but arenot limited to, technically qualified personnel to assistin disaster response, minimal essential equipment, andprocurement support. A BSI may also serve as a mar-shaling or staging or mobilization area for MSCA sup-port.

The DCO is vested by the CINC with the authority totask the BSI for support to the DCE. This authority ispublished in the DCO activation order and in the orderdesignating abase support installation.

Unless otherwise directed by the Secretary ofDefense, survival of the DOD personnel and resources,recovery of military capabilities, force reconstitution,and continuity of military operations have priority overMSCA. Resources available from the BSI may belimited due to the effects of the disaster or attack, andfurther restricted based on a realignment of militarypriorities. Support will be temporary in nature, usingresources not required for preparation or conduct ofmilitary operations.

FEDERAL RESPONSE PLAN (FRP)

The FRP is the umbrella plan that guides thefederal government support to state and local govern-ments. The FRP outlines federal, including DOD,responsibilities and provides the framework for coor-dinating civil-military requirements between theDCO and the other Emergency Support Functions(ESF). Along with the DOD, 26 other federal depart-ments and agencies provide support under the fullimplementation of this plan. The plan groups thetypes of assistance needed during a disaster or civilemergency into 12 functional areas called EmergencySupport Functions. The responsibility for each ESF isassigned to a primary agency. Several support agen-cies may be assigned for each ESF. The DOD is as-signed as the primary federal agency for EmergencySupport Function 3- Public Works and Engineeringand as a support agency for the other 11 functions.USACE has been designated the DOD lead agencyresponsible for planning and response for ESF 3.The federal government provides assistance underthe overall direction of the federal coordinating

officer appointed on behalf of the President by thedirector of FEMA.

IMMEDIATE RESPONSEImmediate response is that action authorized to be

taken by a military commander or by responsible of-ficials of other DOD agencies to provide support tocivil authorities to prevent human suffering, save lives,or mitigate great property damage. Under theprovisions of DOD Directive 3025.1, any commanderor DOD official acting under “immediate response”authority shall advise the DOMS through commandchannels by the most expeditious means available andshall seek approval or additional authorization asneeded.

In the event of imminent serious conditions result-ing from any civil emergency or attack, all militarycommanders are authorized to respond to requestsfrom the civil sector to save lives, prevent humansuffering, or limit property damage. This immediateassistance by commanders will not take precedence

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over their combat and combat support missions, norover the survival of their units. Military commanderswill notify the DOD executive agent through theirsenior commander by the most expeditious means andseek guidance for continuing assistance whenever DODresources are committed under immediate response cir-cumstances.

Commanders may use immediate response authorityto assist in the rescue, evacuation and the emergencymedical treatment of casualties, the maintenance orrestoration of emergency medical capabilities, and thesafeguarding of public health. Commanders may alsoassist the emergency restoration of essential public ser-vices and utilities. This may include fire fighting, com-munications, transportation, power and fuel. They mayalso consider providing immediate assistance to assistpublic officials in emergency clearance of debris, rubble,and explosive ordnance from public facilities and otherareas to permit rescue or movement of people andrestoration of essential services. However, commandersshould recognize that this is not a blanket provision toprovide assistance. Such requests are time-sensitive andshould be received from local government officialswithin 24 hours following completion of a damage as-sessment. Commanders will always consider the impactthat providing immediate response would have on theirmilitary mission requirements and not jeopardize them.

Although immediate assistance will be given with theunderstanding that its costs will be reimbursed, it shouldnot be delayed or denied when the requester is unableor unwilling to make a commitment to reimburse.LEGAL CONSIDERATIONS AND CONSTRAINTS

In conducting Military Support to Civil Authorities(MSCA), DOD components must comply with ap-plicable legal requirements. These requirements areoutlined in federal statutes, executive orders, regula-tions promulgated by other federal agencies, a DOD

directive, and a memorandum of agreement with otherfederal agencies and relief organizations. Before com-mitting DOD resources, the servicing judge advocatemust determine what legal authority forms the basis forMSCA. In most situations, MSCA is preceded by arequest from competent civil authority (usually FEMA)for support which the civil authorities cannot provide.In rare instances where prior communication withhigher headquarters is not possible, local commandersare authorized to provide MSCA to save lives, preventhuman suffering, or mitigate large property damagewhen imminently serious conditions result from either acivil emergency or attack. Military operations will al-ways have precedence over MSCA, unless otherwisedirected by the Secretary of Defense.

FUNDINGThe Economy Act 31 USC 1535 permits federal

agencies to provide goods and services to other federalagencies on a reimbursable basis. The Stafford DisasterRelief Act requires reimbursement to the DOD for theincremental costs of providing support. Approvalauthority and reporting requirements vary dependingupon the duration and type of support requested.

The cost of Army assistance in a major disaster oremergency must be documented. The request for reim-bursement is submitted through the CONUS com-mander to the FEMA regional director initiating theassistance request. Military expenses qualifying forreimbursement include expenses and pay of civilianpersonnel and travel and per diem for all Army person-nel. It also covers replacement costs for consumablesupplies, transportation costs, repair and replacementcost of supplies and equipment, repair parts, cost ofpetroleum products, and aircraft flight hours. If com-manders perform disaster assistance missions nottasked by FEMA, the Army may not be reimbursed forthe cost.

SUMMARY

The Army may be called upon to assist in various statutory requirements. The bottom line for com-domestic support operations. Commanders should manders is that they should discuss plans, policies,scrutinize each request for aid, whether it be for equip- programs, exercises, funding, and operations with theirment or training, to ensure that it conforms with legal advisors.

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PART THREE

BASE SUPPORT OPERATIONS

The next twelve chapters provide an introduc- support, public affairs operations, financial, con-tion to BASOPS functions. These functions form tracting, environmental, and safety. Base servicesthe core of installation management and are essen- include transportation and electronic (signal) com-tial for the overall daily sustainment of all post munications, operation of utilities, maintenance andoperations. These functions contribute to quality repair of real property, minor construction, andof life for all tenants and impact directly on the other engineering support. It also includes securityreadiness status of the installation as a force and administrative services (including ADP support)projection platform. BASOPS includes supply provided by or through activities of the supportingoperations, maintenance of materiel, personnel installation.

CHAPTER 7

Training Support

The Army must train continually to develop and the training schedule of Reserve Component personnelmaintain combat-ready soldiers and units that can with the USAR/TAG.perform mission essential tasks to specific standards.Training builds self-confidence, promotes teamwork CONTENTSand esprit de corps, and develops professionalism in Pageleaders. At the installation level, it is the functional INSTALLATION SERVICES AND SUPPORTresponsibility of the Directorate of Plans, Training, and MATERIALS 7-1Mobilization to ensure that the installation is capableof providing efficient, effective, and realistic training THE INTEGRATED TRAINING AREA

MANAGEMENT (ITAM) PROGRAM 7-4support for the units training on the installation as wellas responsibilities assigned by AR 5-9. The installation MOBILIZATION CONSIDERATIONS 7-4should coordinate training support requirements for

INSTALLATION SERVICES AND SUPPORT MATERIALS

The DPTM supervises the training programs of as-signed units and ensures that military trainingrequirements and quotas are being met. The installationmust be able to assist active and reserve units in conduct-ing their Individual Training and Evaluation Programsand the Army Training and Evaluation Programs.

In addition to services, the installation must also haveadequate support materials available to train the force.Ranges and training aids, simulators, devices, andsimulations need to be available to the units that trainon the installation. These support materials and servicesmust be produced to support both training realism andtraining standards. Training support materials and ser-vices, both in quality and quantity, are essential for theinstallation’s training support effort.

The challenge is to continue to train individuals andunits to the required standards. TRADOC will identify

training support needs of the Army. It is eachcommander’s responsibility to identify individual andunit training support needs. These needs are passed tothe installation planners. These planners purge andvalidate requirements and forward them to the installa-tion training support center (TSC). In turn, the TSC willforward any requirements beyond its capability to sup-port its MACOM.

TRAINING LAND AND RANGESThe Army Ranges and Training Land Program

(RTLP) is under the direction of the DA DCSOPS. TheRTLP provides central management and prioritizationfor planning, programming, designing, and constructionof new live fire ranges and the inventory, use, and ac-quisition of training lands.

A large number of installations will be necessary tosupport total mobilization. Thus, it may not be possible

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to provide all areas with the training land and ranges thatideally are needed. New ranges that are constructedshould be multipurpose and adaptable for at least low-level collective training. Maximum use should also bemade of existing ranges and training areas. Low-costupgrading or adaptation of ranges and training areasmay be necessary to maximize training options.

The following are considerations that installation andcommunity commanders must take into account whenmanaging and administering the RTLP:

Determine the number and type of ranges neededto accomplish individual and collective training tosupport METL developed in accordance with FM25-100, and integrate requirements into theinstallation’s master plan, RDP, and Five-YearMCA Plan.Comply with range availability, scheduled and ac-tual usage objectives prior to initiating and at-tempting to justify new range and training landrequirements.Identify live fire and maneuver training landrequirements in accordance with TC 25-8 andAR 405-10. Update and forward installation LandUse Requirement Study (LURS).Submit the installation RDP to the MACOM forintegration into the MACOM RDP. Five-YearPlans will be processed in accordance withAR 415-15, as appropriate.Develop procurement, operations, maintenance,and construction resource requirements to sup-port RTLP projects for inclusion in POM submis-sions in accordance with AR 1-1 and forward tothe respective MACOM.Identify centrally managed targetry and device re-quirements to support RTLP projects and forwardto appropriate MACOM.Review and validate installation Ranges and Train-ing Facilities Reports (Appendix C, AR 210-21)and submit revalidated information to the respec-tive MACOM NLT upon request.Establish procedures for the safe conduct ofoperations on all firing ranges within the installa-tion area of responsibility, including recreationalranges. Ensure that commanders of using unitsand subordinate organizations and activities desig-nate, train, and certify individuals to perform theduties of range officer-in-charge and range safetyofficer during tiring periods.

Identify potential environmental and naturalresource impacts early during the planningprocess in accordance with ARs 200-1, 420-46and 420-74. Prepare National EnvironmentalPolicy Act (NEPA) documentation in accordancewith AR 200-2.Forward all major safety issues and concerns thathave potential Armywide impact to training opera-tions and facilities through the MACOM safetyoffice to TRADOC Communicative Skills Offices(CSO) for Headquarters, DA review, include ac-curate description of and mitigative action takenpending DA resolution.Coordinate with the installation medical activityto ensure that all reasonable measures to preventadverse health effects are incorporated into rangeregulations and standard operating procedures.Two examples of adverse health effects are hearingloss and lead poisoning.

TRAINING SUPPORT CENTER (TSC)Many installation TSCs with their graphic arts,

photo, and television production capabilities, in concertwith in-house printing plants, will produce lesson plans,lesson materials, graphic training aids, and video tapesfor shipment where needed. The TSC training aidsfabrication capability will also be used to build manyitems such as subcaliber devices, targets, simulatorgames, map-reading aids, and marksmanship aids. Theuse of outside contractors is encouraged for as many ofthe following tasks as possible, particularly during fulland total mobilization.

Training devices and simulators are used recur-ringly by units training on the installation. Plans needto be established assuring the availability of theirrepair parts and the train-the-trainer packages. Theseplans will be of significant value in the event ofmobilization.

At installation level, installation planners identifytraining support materials and locally produced train-ing devices and mock-ups to the servicing TSC. TheTSCs at training centers and service schools will:

Produce training support material locally whereproduction is possible but cannot be resourced.Plan for the production of locally produced devicesand mock-ups by having plans and specificationson file.Ensure that needed Class IX items will be available.

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Identify all mobilization training support materialthat is beyond local production capability.

For full and total mobilization, outside contractorswill be used for as many of the below tasks as possible.Forethought should be given to the requirements ofthese contracts in order that adequate statements ofwork or specifications may be developed rapidly uponmobilization.

Provide instruction in those military tasks and skillswith civilian counterparts, especially in high tech-nology, low-density MOSs.Develop and manage devices, simulations, andsimulators.Manage ADP capability to support the training basein its expanded mobilization responsibilities.Conduct new equipment and new organizationtraining.

Key considerations that address how to overcomeequipment and facility shortages are described below.While these considerations will be specifically aimed atInitial Entry Training (IET), they can apply to all trainingon an installation.

Equipment ShortageMake maximum use of training aids, devices, andsimulators.Use equipment pooling and collocation of tem-porary equipment pools at high-density training sites.Use commercial substitute equipment.Use obsolete equipment compatible with trainingportions or all of current tasks.Use double-shifting.

Weapons ShortageMake use of pooling to enhance schedulingflexibility.Use facsimiles for all training not requiring func-tional weapons.Use the Multiple Integrated Laser EngagementSystem (MILES).

Range ShortageUse double-shifting of ranges, and make use ofexpedient range facilities.Use hasty ranges in lieu of normal range facilities.

Use multipurpose ranges. Constructing a 25-meterline on applicable ranges allows for zone firing withimmediate transition to follow-on instruction.

Training AmmunitionCease all nonessential firing demonstrations, thatis, firepower demonstrations.Establish tight controls covering ammunition turn-in procedures to ensure that unused ammunitionis available for immediate reissue.Use subcaliber ammunition, where feasible.Use training aids and devices, that is, Rimfireadaptors, Weaponeer, MILES.

Vehicle ShortageLease or rent nontactical vehicles.Use the 10 mile (one-way) walk or ride rule incomputing vehicle transportation requirements.This distance may be reduced to 5 miles where losttraining time becomes a degraded factor.Establish mobile maintenance teams to performon-site repairs.Reduce drivers training by 25 percent, and conducttraining concurrently with other training activities.

Facilities ShortageUse austere, temporary facilities, such as foamdomes and hutments, until support facilities can beset up to mobilization requirements. The EngineerAnnex to the Installation Mobilization Plan willprovide a more detailed plan.Lease or rent civilian facilities.Use spartan training facilities, including outdoorfacilities, weather permitting.Schedule training facilities to achieve maximumuse. Schedule classrooms or laboratories on a24-hour multishift basis, as necessary. Scheduleoutdoor facilities on a first-to-last basis.Make round-robin use of training sites.

INDIVIDUAL TRAINING ANDEVALUATION (ITEP) PROGRAM

The DPTM needs to ensure that concern is placedon the testing and evaluating of soldiers on their instal-lations. Two specific locations that come to mind are theinstallations training centers or the Army ContinuingEducation System facility. The specific mission of theITEP is to provide testing support to all eligible soldiers.

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There are two areas of service that need to be made the defense language aptitude battery, the defense lan-available to the installation soldiers. In the area of self- guage proficiency test, and the officer selection battery.development the installation needs to be concerned with Installations outlined in Map B-12 of AR 5-9 willself-development testing (SDT), soldiers SDT notices,and common task tests and administration manuals. In ensure coordination of provision of training and audiothe area of Army personnel testing, installations need to visual support services for Active Army, ROTC,

be able to provide for armed forces classification testing, ARNG, and USAR personnel within their designatedgeographic area.

THE INTEGRATED TRAINING AREA MANAGEMENT (ITAM) PROGRAM

Environmental considerations, resource conserva-tion, and the need to maintain realistic training areashave become crucial land management issues for mostArmy installations. The Army must maintain an effec-tive level of combat readiness and at the same timepromote good stewardship of the land on which it trains.

The Integrated Training Area Management Programis an automated program being developed by the USArmy Construction Engineering Research Laboratoryto mitigate land management problems.

THE TECHNOLOGYITAM includes six major elements that are integrated

to provide US Army land managers with a comprehen-sive approach to land management. The elementsinclude:

A comprehensive, multimedia environmentalawareness program.Standardized long-term land condition-trendanalysis (LCTA) program to inventory andmonitor Army land.

Rehabilitation and revegetation technologies.Physical erosion control technologies for soil con-tainment and runoff control under training condi-tions.Computerized decision support systems that caninclude analytical and color graphics capabilitiesfor planning, scheduling, and land maintenance.Integration of the training mission with naturalresource requirements.

The long-term gains for the installation using ITAMsystem center on:

More realistic training experiences which, in turn,enhance Army readiness and fighting capabilities.Reduction in the cost of land management andtraining.Increased potential to acquire or lease new landsdue to a good land management reputation.Also see environmental management.

MOBILIZATION CONSIDERATIONS

To meet training requirements and to assist the train-ing base in its mobilization role, installation plannersmust assure that USAR training divisions and separatetraining brigades sustain their proficiency in conductingMOB POI. These units must train periodically at theinstallation where they will mobilize. Therefore, closeand continuous planning with installation planners isnecessary.

USAR forces schools must sustain their proficiencyfor validated mobilization missions in accordance withalignments in the TRADOC Mobilization and Opera-tions Planning System.

TRADOC service schools must consider usingqualified civilian instructors in their training support

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effort, either as members of their staffs or under con-tract.

Although the mission of TRADOC is individual andcollective training, some individual training, due to thework load, will have to be conducted when a soldier getsto his unit. A decision to expand the training base initialentry training capacity by using units within the operat-ing forces in an institutional training role will be madeat Headquarters, DA. Detailed strategies and planningassumptions for expanding the training base are con-tained in the Training and Mobilization and PlanningSystem (TMOPS).

The MOB POI and MOB Army Program for In-dividual Training (ARPRINT) are key documents for

FM 100-22

the installation mobilization planner. The MOB POIserves as a resource document, while the installation’sMOB ARPRINT load determines the number ofcourses. Together they allow the installation plannerto build a picture of the total resource requirementsfor conducting IET. At this point and with all otherinstallation missions in mind, the installation plannerwill apply training strategies to stretch the knownresources as far as possible.

Training support materials and services will be thekey alternative means of overcoming many of the timeand resource constraints. Mobilization plans throughoutthe training base will identify and document the train-ing support needed to meet the surge in trainingrequirements. Where mobilization training materialscan aid the peacetime training base, procurementaction will be taken. However, if peacetime budgetconstraints make procurement impossible, requisi-tion details will be completed and pre-positioned atinstallation TSCs.

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CHAPTER 8

Personnel and Community Activities

This chapter includes aspects of people programsthat include human resources management, education,community, and family support programs. The Armyhas entered into a partnership with its soldiers andfamilies to make available programs and servicesneeded. These are to provide a quality of life that isequal to that of their fellow Americans.

Personnel and community activities reach all com-ponents of the America’s Army family. These activitiescover abroad spectrum of programs and services. Theyextend from the management of civilian and militarypersonnel to issues related to family programs. Childand youth services, child abuse or neglect and spouseabuse, exceptional family members, and relocation andtransition assistance are often emotional and routinelydemand command attention. The garrison commanderappoints the nonappropriated fund (NAF) contractingofficer and ensures NAF funds are properly used viathe NAF contracting process. The dual funding, suchas using appropriated and nonappropriated funds tosupport the three categories of morale, welfare, andrecreation (MWR) activities, poses unique challenges.Title 10, United States Code, Section 2490a containsthe fiduciary responsibility for NAFs. See AR 215-1 forthe situations in which appropriated fund support can

be provided to nonappropriated fund instrumen-talities (NAFIs).

The programs directly impact morale, organization-al esprit, and personal development. It is critical thatinstallation and garrison commanders provide effec-tive leadership in guiding these programs. As the Armybecomes a smaller force, it fosters even greaterexpectations for continued Quality of Life (QOL)programs. The focus on these programs will placecommanders and their staffs in the forefront of allQOL issues.

CONTENTSPage

CIVILIAN PERSONNEL MANAGEMENT 8-1

MILITARY PERSONNEL MANAGEMENT 8-4

COMMUNITY AND FAMILY ACTIVITIES 8-5

COMMUNITY AND FAMILY PROGRAMSMANAGEMENT PRINCIPLES 8-5

MWR SUPPORT MOBILIZATION, CONTINGENCY,AND WARTIME OPERATIONS 8-7

ARMY COMMUNITY SERVICE (ACS) 8-8

CIVILIAN PERSONNEL MANAGEMENT

The goal of the National Performance Review(NPR) is to create a “government that works betterand costs less.” The Army fully supports the initia-tives stemming from the NPR to build streamlinedorganizations that are characterized by greaterdecentralization, delegation of authority and em-powerment of employees. Many of these initiativeswill have long-term impacts on civilian personnelmanagement practices in the future. Some basics willnot change, however. The most important being thatauthority, responsibility, accountability for leadingand caring for civilians are delegated through the chainof command to commanders, and in turn, to subor-dinate managers and supervisors. Civilian personneloffices’ main purpose is to assist commanders and linemanagement in acquiring, developing, and retaininga civilian work force of the right numbers and with theright skills to carry out the Army’s various missions.

To understand civilian personnel management, it ishelpful to understand the different types of employeesand the rules that govern them.

APPROPRIATED FUND EMPLOYEESEmployees are paid from funds appropriated by

Congress of the United States. The majority of theseemployees are US citizens who are governed by thefederal civil service laws, government-wide policiesand regulations issued by the Office of PersonnelManagement (OPM), policies established by the Of-fice Secretary of Defense and the Department of theArmy, and local labor agreements.

NONAPPROPRIATED FUND EMPLOYEESThe funds generated through the sale of goods

and services pay NAF employees. AR 215-3 and locallabor agreements contain policies and procedures for

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administering the total personnel program for DA NAPemployees. These policies maintain uniform and fairemployment practices in keeping with the Army’s tradi-tional concept of being a good employer.

LOCAL NATIONALSThe Army also employs local nationals in overseas

areas. Federal law, DOD policy, and the requirementsof the applicable host-nation agreements or Status ofForces Agreements (SOFAS) form the framework ofpersonnel management and administration of theseemployees. Within this framework, administration is tobe consistent with host-nation practices. Generally asingle set of policies and procedures apply to localnational employees within each country, regardless ofwhether they are paid from NAF or appropriated funds.

COMMANDERS’ RESPONSIBILITIESInstallation commanders are responsible for leading

and caring for their civilian employees and are account-able through the chain of command. Commanders arealso responsible for the effective implementation andevaluation of civilian personnel policies and programswithin their organizations. They develop and effectivelyuse subordinate supervisors, managers, and the CPOstaff to establish and maintain a positive work environ-ment.

Specific commander responsibilities include:

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Ensuring the availability of civilian personnel ser-vices necessary to recruit, compensate, develop,use, and retain an effective work force.Guaranteeing equality of opportunity in all or-ganizations.Developing and maintaining a local civilian per-sonnel program according to policies, programs,and legal and regulatory requirements.Fostering a positive labor-management relation-ship at the installation. This requires an under-standing of the rights and responsibilities ofmanagement, employees, and labor organizationsunder the Federal Service Labor-ManagementRelations Statute.Providing leadership and guidance to supervisorsto achieve the most effective use of civilians.Funding and paying all civilian/injury illnesscosts sustained as a result of federal governmentemployment; reemploying employees who sustaindisabling injuries or occupational diseases as aresult of their employment.

SUPERVISORS RESPONSIBILITIESCommanders delegate authority to supervisors for

leading and managing subordinate civilian employees.The supervisor is responsible for-

Managing work assignments and position struc-ture.Selecting and assigning employees.Coordinating with the Civilian Personnel Officerand the installation labor counselor in regard tolabor relations issues, and prior to implementingchanges in the working conditions of civilianemployees who are members of collective bargain-ing units.Evaluating employee performance.Training and developing employees.Using incentives.Maintaining management-employee communica-tions.Administering constructive discipline.Maintaining a positive labor-management rela-tions program.

CIVILIAN PERSONNELOFFICERS' RESPONSIBILITIES

Civilian Personnel Officers and their staffs areresponsible for providing commanders and line officialsauthoritative advice and services needed to carry outtheir leadership and personnel management respon-sibilities. The CPO, often structures as a separate officereporting directly to the commander, provides theseservices and supports to the commander, managers andemployees in areas such as training and development;labor relations; position management and classification;recruitment and placement; performance management;pay; benefits and entitlements; discipline; incentiveawards; work force reduction, and adverse actions. TheCPO assists the commander to ensure that managementactions affecting civilian employees support the Army’smission as well as the commanders’ specific programsand objectives and likewise enhance the Army’s reputa-tion as a good and fair employer; ensures employeeproductivity supports EEO; and maintains effectivecommunity relations.

The CPO is the designee of the installation or activitycommander responsible for administering the civilianpersonnel management program. As such, the CPOprocesses personnel actions; maintains hard copy andautomated personnel records; prepares reports; provides

FM 100-22

information services; provides interpretations onpolicies and guidance pertaining to civilian personnelmanagement; and serves as the local administrator forthe Army civilan career programs.

LABOR-MANAGEMENT RELATIONSWith the conclusion of the National Performance

Review and the issuance of the Vice-President’s reportto the President in September 1993, the environment oflabor-management relations has begun to shift fromadversarial to collaborative. In focusing on principlesprivate corporations use to achieve high-performancestatus, the report notes the necessity of empoweringemployees to get results. It was further recognized thatin order to effectively empower employees, agenciesand unions must work cooperatively. In response to thereport, the President issued Executive Order (EO)12871, Labor-Management Partnerships.

The intent of the EO 12871 is to stimulate a shift to anonadversarial culture where both labor and manage-ment identify organizational problems and addresscommon interests and goals as partners. Installationsoperating in partnership with exclusively recognizedunions realize the existence of common objectives suchas mission accomplishment, improved customer ser-vice, reduction of costs, and set out to devise jointsolutions for problems in these areas.

To assist agencies in the culture change, the EOexpands the scope of bargaining and requires labor-management partnership councils be established, whereappropriate. Commanders are responsible for trainingemployees, both labor and management, in methods ofdispute resolution such as alternative dispute resolutiontechniques and interest-based bargaining approaches.Successful labor-management relations requires com-manders to encourage empowerment of employeesthrough their elected labor representatives and foster apositive labor-management relationship at the installa-tion.

CIVILIAN TRAINING AND DEVELOPMENTWhile the size of the civilian component continues to

decrease, the need for civilian leader development andtraining is increasing. A need for a smaller multiskilledcivilian work force is rapidly expanding. To meet theseneeds, many initiatives have been developed and imple-mented.

Civilian leader development training providesconfident, competent, innovative leaders. It is a three-stage common core training plan consisting of intern,

supervisory, and managerial training. The CivilianLeader Development Action Plan provides a blueprintand a strategy to prepare civilians for leadership assign-ments throughout the Army.

A recent career management initiative is the ArmyCivilian Training, Education, and Development System.This system blends progressive and sequential workassignments and formal training for Army’s civilianemployees as they progress from entry to senior levelpositions. It provides a structured approach to techni-cal, professional, and leadership training, similar to thatnow used by the military.

CIVILIAN ILLNESS AND INJURYCOMPENSATION (CIIC) PROGRAM

The Federal Employees’ Compensation Act (FECA)was enacted in 1916 to provide monetary compensation,medical care and assistance, vocational rehabilitationand retention rights to Federal employees who sustaindisabling injuries, including occupational diseases, as aresult of their employment with the federal govern-ment. The Act also provides for the payment of funeralexpenses and compensation benefits to qualified sur-vivors of a federal employee who dies as the result ofhis or her employment. The Act is funded by theEmployees’ Compensation Fund (funds appropriatedby Congress) and reimbursed by the various federalagencies through the annual chargeback system two yearsafter employees are paid.

Headquarters, Department of the Army recognizedthe rising costs of injury compensation in 1988 andcreated the Civilian Resource Conservation Program(CRCP) to control it. To reverse escalating costs trends,goals were established to reduce costs by 2 percent peryear during FY 89-93 in these areas: FECA chargebackcosts, long-term disability rolls, lost time injury rate, andcontinuation of paydays. The CRCP has been extendedthrough FY 96 with reduction goals of 5 percent basedon FY 93 baseline experience. The Army requires instal-lations to fund and pay all civilian injury/illness costsincluding tenant activities. The Assistant Secretary ofthe Army (Financial Management) allocated dollarsbased on FY 91 compensation bill payable in FY 93 plusthe standard rate of inflation approved by OSD. Head-quarters, DA will not consider unfinanced requirementrequests for any portion of your CIIC payment. Fundingshortfalls must be absorbed. The proper accountingcodes for the payment are MDEP VINJ and EOR12RB, and both should be used.

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Beginning FY 94 the Civilian Personnel ManagementServices (CPMS), Department of Defense (DOD), willprovide administrative services to Defense Componentson FECA issues. Components will retain responsibility forclaims management at the installation level. Advisory ser-vices will be available from 12 regional liaison offices. Auniform chargeback verification and tracking system willbe available at each installation which will be accessible bythe liaisons and CPMS headquarters. Guidance on whichfunctions should be performed at the installation level arecovered in a DOD Civilian Personnel Manual chapter oninjury compensation.

CIVILIAN MOBILIZATIONHistorically, civilians have played an important role in

the conduct of US military operations. More recently,Army civilians have established themselves as an integraland vital part of America’s Army team. With distinction,they perform critical duties in virtually every functionalfacet of combat support and combat service support, bothat home and abroad. Based on these historical contribu-tions of Army civilians, the rapidly advancing technologyand highly sophisticated weapon systems, and the overallreduction of the Army size, it is anticipated that increasedreliance will be placed on their skills and services. Armydoctrine is evolving which will increase the reliance oncivilians to provide the “tethered support” of militaryoperations crossing the spectrum from home installationto deployed sites anywhere in the world. In additioncivilians assigned to logistics support and certain otherorganizations will be involved in “split operations” as themodularity concept is built into units to make them morereadily deployable and able to support operations of vary-ing sizes. Serving beside deployed soldiers, Army civilianswill provide the critical skills necessary to assure theavailabilitity of essential combat systems and weaponry;thereby maximizing the fighting capability of the combatsoldier and the Army wartime mission success.

Plans for military readiness must also include full con-sideration and well-developed plans for civilian readiness.

It is essential that Army planners at all levels fully in-tegrate the identification, use and management of Armycivilians into the mobilization and contingency planningprocess. AR 690-11 provides the basic guidance for theuse and management of Army civilians in support of con-tingency operations.

Commanders and managers should develop andmaintain appropriate emergency plans and proceduresbased on their unique local organizational and staffingarrangements which will facilitate the effective and effi-cient deployment of Army civilians in support of avariety of military contingency operations.

EQUAL EMPLOYMENT OPPORTUNITYThis civilian EEO program is separate from the

Military Equal Opportunity Program. The EEO pro-gram is concerned with providing equal opportunities inemployment issues for all Army civilians and job ap-plicants. Major components of the program aredevelopment and implementation of affirmativeemployment programs, special emphasis programs, ad-ministrative processing of discrimination complaints, andproviding EEO training to include prevention of sexualharassment training. The EEO officer reports directly tothe commander and is the commander’s principal ad-visor on all matters pertaining to civilian equalemployment opportunity. The EEO officer also serves asthe POC for management, the work force, communitygroups and other organizations and agencies. The EEOstaff provides the following services for the commander:staff assistance and consultation, advice to managers, su-pervisors, employees, and job applicants.

To ensure that management officials are involved andcommitted to the Army EEO program, strong commandsupport and clearly stated EEO policy are required forproviding equal opportunity for a culturally diversecivilian work force. ARs 690-12 and 690-600 provide theguidelines for the Army’s civilian EEO programs.

MILITARY PERSONNEL MANAGEMENT

Military personnel managers support all TDA garrison and decorations, and casualty management. Also includedsoldiers and MTOE nondivisional soldiers. Normally, the are military personnel and data base management, iden-corps and division G l/Adjutant General perform these titivation cards, retention, reassignment, enlisted and officerfunctions for divisional soldiers on FORSCOM and transfers and discharges, personnel inprocessing/out-OCONUS installations. These functions include officer processing, retiree interface, and postal operations.and enlisted management, replacement operations, en- Operational procedures for military personnel manage-listed and officer promotions, evaluations, military awards ment procedures are found in AR 600-8.

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COMMUNITY AND FAMILY ACTIVITIES

TRANSITION ASSISTANCEThe Army Career and Alumni Program (ACAP)

serves as the commander’s primary agency for develop-ing, coordinating and delivering transition employmentservices. It supports eligible soldiers, DA civilians, andtheir families. The ACAP consists of a transition assis-tance office (TAO) and a job assistance center. TheTAO must be the first step in the transition process.TAO provides individual transition plans, integratesinstallation services, and provides TQM to the transi-tion process. The job assistance center (JAC) is thecontracted installation service provider delivering jobsearch skills and access to a national and local jobresource database, and career counseling. Through theservices of ACAP, the Army shows that it does take careof its own. ACAP provides assistance to individualsleaving active duty as well as DA civilian employees whoare also transitioning to the work force as privatecitizens. The ACS program provides these services oninstallations that do not have ACAP offices.

EQUAL OPPORTUNITYThe military EO and affirmative action program

manager is the commander’s principal assistant for thesupervision of the installation EO program. The pro-gram consists of affirmative action plans, complaintprocessing, and training. The EO manager is normallya special staff officer reporting directly to the com-mander.

EDUCATIONThe Army Continuing Education System (ACES)

provides educational programs and services to support

the professional and personal development of soldiers,adult family members, and DA civilians. ACESprograms help to improve the combat readiness of theAmerica’s Army by expanding soldier skills, knowledge,and aptitudes to produce confident, competent leaders.Education programs and services support the enlist-ment, retention, and transition of soldiers. ACES instillsthe organizational value of education within the Army.It promotes the professional and personal value ofeducation to the individual soldier. Education centersprovide support for all military, civilian, and familymembers through local community colleges and univer-sities.

ALCOHOL AND DRUG ABUSE PROGRAMThe Alcohol and Drug Abuse Prevention and Con-

trol Program (ADAPCP) is a comprehensive commandprogram. ADAPCP is to conserve manpower and toensure individual readiness through preventing andcontrolling the abuse of alcohol and other drugs. TheADAPCP manager is usually a special staff officerreporting to the DPCA.

ADAPCP is responsible for all aspects of a drug-freeworkplace. The alcohol and drug control officer(ADCO) manages the DOD, DA, and Health andHuman Services guidelines for biochemical testing. TheADCO, as the program manager, will provide com-prehensive drug and alcohol program services. Thiscovers identification and referral, prevention andeducation, treatment and rehabilitation, and biochemi-cal testing.

COMMUNITY AND FAMILYPROGRAMS MANAGEMENT PRINCIPLES

MANAGEMENT PRINCIPLES the necessary construction to provide excellent facilitiesThe guiding management principles are to determine for the population of the installation. Nonappropriated

installation and patron needs, set priorities, and manage fund (NAF) expenditures are based on NAF cash flowthe operations and finances in a business-like manner. requirements, program needs, assessment of return onProgram managers must develop strategies to increase investment (ROI), and potential for NAF constructionefficiency. This involves optimizing benefits to soldiers, supporting the MWR program.civilians, and their families from all operations and services A series of initiatives developed by MACOMs and DAprovided while reducing costs, identifying operations identified MWR and other CFS management tasks. Thewhich may be eliminated, consolidated or modified to best installation MWR fund operates within the parametersmeet demand and fiscal requirements. Capital expendi- determined by the Army four-Star board of directorsture is based on a detailed long-range plan that will provide (BOD). The board provides strategic direction, and

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reviews major policy issues. At the local level, managersmust develop local strategies and a long-range plan forreplacement of the physical plant. They also determineand prioritize installation program requirements in theannual review of the installation five-year MWR plan.They must-

Operate from a profit and loss perspective.Generate earnings that are sufficient to fund theinstallation capital purchase and minor constructionprogram.Make installation contributions to NAF major con-struction program.Set aside funds for long-term requirements.

MWR FIVE-YEAR PLANThe development of community and MWR-related

facilities, personnel and financial requirements, theirprioritization, and funding is a demanding respon-sibility. The basis for the management and improvementof MWR and community programs is the five-yearMWR plan. This plan integrates the MWR BOD strategiesfor facilities construction and maintenance.

The purpose of the plan is to -Provide a balanced program of MWR activities,programs, services, and facilities.Assure integration of MWR activities with theinstallation’s overall community and family sup-port program.Support and improve the living standards, morale,and physical and mental fitness of soldiers,families, and other eligible community personnel.Rank programs according to the significance oftheir contribution to readiness and retention.Identify and satisfy future MWR program needs,based on needs assessments and market analysis.ONE FUND OR SINGLE NAFI CONCEPT

An installation MWR fund (IMWRF), frequentlycalled the “one fund” or “single fund” is a NAFI estab-lished to receive, disburse, and program MWR NAFs. Onmost installations, a single NAFI performs these ad-ministrative functions; however, some exceptions includeNAFIs such as Chaplain fund Billeting, Fischer House,USMA and Disciplinary Barracks NAFIs, which are ad-ministered and accounted for separately from the “onefund.” IMWRF revenues are a result of income fromresale activities and fees charged for various activities.The DPCA operates the “one fund NAFI and is

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responsible for integrating APF and NAF program-ming, planning, and execution to support the MWRprogram. In this complex program, managers enter anentrepreneurial role. This requires them to focus ontotal cash management. Regulatory and fiscal guidanceis in ARs 215-1 and 215-5.

MWR ACTIVITIESThe administration of MWR activities is especially

challenging in the resource management area. They areresourced with both APFs and NAFs. NAFs aregenerated from the sale of products, services, and userfees paid by MWR patrons. They are also generatedfrom external sources such as AAFES dividends, Armyrecreation machines. and contracts. These activitiesoperate using a mixture of APF and NAF supportthe way local communities use fees and tax dollars.The overall MWR program consists of three DODcategories – mission sustaining, basic community sup-port, and revenue-generating business activities –which are the basis for APF support authorized:

Category A – Mission sustaining activities - fit-ness and athletic facilities, gymnasiums,libraries, unit activities, sports, and recreationcenters funded with appropriated (or taxpayer)dollars.Category B – Community support activities -child development services, arts and crafts,auto crafts, outdoor recreation, information,ticketing, and registration, youth services andentertainment (music and theater), funded bya mixture of APFs (taxpayer) and NAFs.Category C – Revenue generating business ac-tivities - golf courses, clubs, bowling centers,Army recreation machines, Armed Forcesrecreation centers, and guest houses fundedwith NAF.

These activities provide a broad scope of self-education and skill development, physical fitness, andleisure-time activities that appeal to all segments ofthe military community. The necessary interrelation-ship between installation and neighboring civiliancommunities has improved over the years, allowing usto realize that some of these services are more effi-ciently provided in cooperation and coordination withcivilian communities. This is especially importantwhen assessing an installation’s needs and developingthe five-year plan. In this regard, the military andcivilian communities can complement each other.

FM 100-22

YOUTH SERVICES (YS)YS provides leisure and social recreation services,

youth fitness and sport, and youth development servicesin three program areas:

Leisure and social recreation.Physical fitness and sports.Youth leadership and development.

The Leisure and Social Recreation program providesa wide variety of developmental activities whichpromote social interaction, personal growth, and teachlifelong leisure and coping skills. Components of thisprogram include before and after school programs,summer day camps, dances, cultural activities, the artscrafts and music, dance lessons, and performances), aswell as family and community activities (Easter EggHunts, fourth of July carnival, “Breakfast with Santa”).

The Physical Fitness and Sports program provides chal-lenging opportunities for youth of all ages to participate ina variety of team and individual sports such as T-ball,softball, basketball, and football. The program philosophyemphasizes fun, learning the fundamentals of games andsportsmanship, maximum participation and physical con-ditioning for all youth, rather than “winning at all costs.”For those youth more interested in individual sports, per-sonal physical fitness and outdoor adventure, there areprograms to meet those needs as well.

The leadership and development program em-phasizes social responsibility, community involvement,and intellectual stimulation. Program components in-clude youth-to-youth sponsorship, teen and preteenadvisory groups, community service projects career ex-plorations, job skills training, teen centers, satelliteoutreach services, individual development plans, andsupport groups.

CHILD DEVELOPMENT SERVICES (CDS)Army Child Development Services programs pro-

vide developmental child care for children ages 4

weeks to 12 years using three comprehensive sys-tems:

Child Development Centers (CDCs).Family Child Care (FCC) homes.Supplemental Program and Services (SPS).

Child care is available to reduce the conflict betweenparental responsibilities and unit mission requirements.

CDC programs offer full-day, part-day, and hourlycare in a centralized setting for military and civilianfamilies assigned to the installation. Most centers areopen 60 to 75 hours per week, 10 to 20 hours longer thancivilian operations. The operating hours in Army CDCsare determined by the installation commander and aregenerally based on patron surveys, documented use, andcenter feasibility studies. Center sizes usually range incapacity from 60 children to as much as 300 at any onetime. CDC programs are required to seek national ac-creditation through an impartial body, using standardizedprogram guidance materials.

The Family Child Care (FCC) system offers careprovided by military spouses operating as independentcontractors who reside in government owned or leasedquarters. FCC is a cost effective, flexible child care deliverysystem which provides full-day, part-day, specialized ser-vices such as extended hour or sick child care. In additionto increasing the availability of care, the FCC program is amajor source of family member employment.

SPS offers additional child care options to increasechild care capabilities both on and off-post. Major SPSprograms include short-term alternative child carehourly care for organized group functions; SPS homesoperated off-post by Army providers and licensed by thestate; school-age and latch key programs located inschools, youth centers or chapels; and SPS resource andreferral which centrally register children and placesthem in on-post programs, refers parents to off-postcare options, and maintains the waiting list for patronsneeding CDS care.

MWR SUPPORT MOBILIZATION,CONTINGENCY, AND WARTIME OPERATIONS

MWR activities are necessary for reducing combat degree of certainty that family members left behind instress. This is done by temporarily diverting the safe havens are receiving necessary services.soldiers’ focus from their combat situation. Emphasis Commanders will ensure successful and continuingon MWR programs during contingency operationswill vary with the tactical situation. The program recreation programs by providing MWR staffing and logis-

tical support. Each unit is responsible for procuring,adapts to suit the situation. The soldier must have some

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assembling, and shipping its own athletic and recreationkits. It is also responsible for operating athletic ac-tivities, recreation programs, unit lounges, and AAFESImprest Fund Activities.

MWR and A&R kit equipment tailored to unit needsare obtained and maintained locally. Installation MWRlibraries will provide all deploying units a 30-day supply ofbook kits for leisure reading. Units are responsible fordistribution and transportation.

Commanders of deployable units and installationcommanders will jointly determine deployable civilianMWR personnel. This is based on the number of per-sonnel available, local requirements after units deploy, andthe needs of the deployable unit. Volunteers recruited bythe US Army Community and Family Support Center(USACFSC) from the Army MWR community provideadditional civilian personnel. Designated individualswill continue to perform installation, community,MACOM and Army MWR duties during peacetime.

Upon assignment, unit MWR coordinators willreceive training by brigade recreation specialists. LocalAAFES managers will furnish AIFA materials andtraining for coordinators and specialists.

Installations of deployed units will continue to offerbasic MWR activities as long as possible during all levelsof mobilization. Program restructure through reallocat-ing resources, detailing personnel, and redirectingon-going programs may be necessary.

MACOMs may approve requests from installationsto suspend user fees at any reasonable or appropriatepoint during contingency operations and mobilization.The installation sends a copy of any fee suspension toUSACFSC to document future request for reimburse-ment. APFs are used to the fullest extent authorized asIMWRF must absorb NAF losses resulting from any lossof revenue. MACOMs have the flexibility to transferNAF to help those installations experiencing negativecash flow.

ARMY COMMUNITY SERVICE (ACS)

ACS centers are the hub for social service programsdesigned to meet the needs of the Americans Army family.The ACS mission is to assist commanders in maintainingreadiness of individuals, families, and communitieswithin the America’s Army family. They do this bydeveloping, coordinating, and delivering services. Theseservices promote self-reliance, resiliency, and stabilityduring war and peace. ACS programs are increasinglyprevention oriented, with an emphasis on working moreclosely with commanders. Federal law, executive order,and DOD policy mandate many of the programsprovided by ACS. The following ACS programs exist atArmy installations worldwide.

MOBILIZATION ANDDEPLOYMENT ASSISTANCE

Soldiers must be assured that family members leftbehind are receiving support and assistance as needed.ACS is the commanders principal advisor on familysupport during mobilization. A major function of ACSis to assist commanders by providing programs and sup-port activities. The support is to help America’s Armyfamily members successfully manage the challengesof mobilization and deployments. ACS providespredeployment briefings, services to waiting families,reunion assistance, sponsorship assistance, and crisisintervention. Support and training for unit family support

groups and establishment of family assistance centersare critical support elements of the ACS program.

INFORMATION, REFERRAL, ANDFOLLOW-UP PROGRAM

This program links members of the America’sArmy family with appropriate military and civilianresources capable of addressing their needs. Informa-tion and referral includes answering questions, simpleand complex referrals, and client and case advocacy.Examples of subject areas in the comprehensive infor-mation and referral database include social services,schools, child care, elder care, volunteerism, andcommunity resources. In addition, the Leaders’ Guideto Human Services is provided for unit leader’s refer-ence in referring soldiers.

RELOCATION ASSISTANCE PROGRAM (RAP)RAP provides support, information, preparation,

counseling, and education for managing the demandsof the mobile military lifestyle. This program providescontinued support throughout the assignmentprocess. Essential program components includebriefings, workshops, sponsorship, pre-and post-move counseling, and emergency services. All ACScenters provide automated relocation assistance in-formation on all installations through the StandardInstallation Topic Exchange Service, Welcome Packets,

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Lending Closet, and counseling services. Objectives ofACS RAP are to provide a focal point for the coordina-tion and provision of comprehensive relocationassistance to members of the Army family.

CONSUMER AFFAIRS AND FINANCIALASSISTANCE PROGRAM (CAFAP)

CAFAP helps members of the Army family achieveand maintain a sound financial posture, present finan-cial difficulties, and become knowledgeable consumers.The program provides education and guidance on basicfinancial skills; budget development, credit, checkbookmaintenance, debt liquidation and personal financial readi-ness. In addition, information and classes are provided onsound consumer practices, such as major purchases, lifeinsurance, and investments.

FAMILY MEMBER EMPLOYMENTASSISTANCE PROGRAM (FMEAP)

The primary purpose of the ACS FMEAP is to assistfamily members interested in employment by providingtimely information on jobs available in the area and othersupportive services necessary to minimize the employmentproblems associated with frequent moves. A major focusof the FMEAP is teaching effective job search skills,resume preparation, career goal setting and providingemployment skill-building training to give Army familymembers the competitive edge needed to secure employ-ment. In addition, FMEAP works with local employers todevelop job resources for family members. While theACAP primarily focuses on transitioning soldiers,FMEAP’s principal customers are young spouses. How-ever, the FMEAP also assists youth, active duty, retireesand others with various aspects of employment.

EXCEPTIONAL FAMILY MEMBERPROGRAM (EFMP)

The EFMP coordinates the installation’s com-prehensive and integrated network of agencies to assistArmy family members with special social, medical, oreducational needs. The program’s database provides as-signment managers with information on localresources to consider assignments or reassignments.Child/Family Fund activities publicize EFMP to identifyeligible family members. Special activities such as daycamps and adapted aquatics may be coordinated withYouth Services.

FAMILY ADVOCACY PROGRAM (FAP)The ACS FAP addresses child abuse or neglect and

spouse abuse. The program is designed to identify, prevent,

report, and treat soldiers and families involved in spouse andchild abuse. FAP provides comprehensive services to helpcommanders end family violence and promote family well-ness. ACS FM services include community education onidentification and reporting procedures and preventionprograms supporting good parenting family communica-tions, and stress reduction. Foster care and respite careservices are also coordinated through the ACS FAP.Prevention is emphasized by working with high riskfamilies before and after the birth of a child.

PRE/POST MOBILIZATION SUPPORTACS provides training for Family Support Group

Leaders. Predeployment briefings alert soldiers andfamily members to issues that need attention and sour-ces of support while the soldier is away. As directed by thecommander, ACS will operate the Family Assistance Center.

ARMY FAMILY TEAMBUILDING (AFTB) (Proposed Program)

The AFTB is to provide sequential and progressivetraining to all members of the America’s Army on infor-mation and skills needed for individuals and families tofunction at optimum levels with the least amount ofexternal support, during peacetime and deployment.Training classes will target three levels: those new to theArmy, emerging leaders, and senior spouses. Coursetopics appropriate to each level have been developed.AFTB enhances Army readiness through training thatencourages self-sufficiency and self-reliance resulting inpersonal and family readiness. Attendance by spousesand other family members at training classes is optional.

VOLUNTEERSThe installation volunteer coordinator helps pro-

gram managers recruit, keep, and recognize volunteersfor family support programs. This position is often notpart of the ACS staff. It reports directly to the chief,family support division, or to the DPCA.

Volunteers represent a significant resource for ACS.They improve program planning provide a capacity tomobilize community support, expand the efforts ofmilitary and civilian staff, and extend family supportservices. The program includes a careful matching ofinterests to opportunities. It provides structuring ofdaily duties of each volunteer to ensure a sense of pur-pose and contribution.

FAMILY SUPPORT GROUP (FSG) PROGRAMThe FSG program helps the commanders and unit

FSG leaders in the effective use and operation of a FSG.

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The program provides resource information and trainingand advice concerning awards for the FSG volunteers. Ithighlights the contributions of the FSG’s to the welfareof the families and the Army. The FSG program providesresources to FSG leaders allowing them to manageeffectively the FSG. The FSG is a vital part of unitreadiness and mission success.

ARMY FAMILY ACTION PLANPROGRAM (AFAP)

The AFAP is a management tool for commanders topromote positive change at installation, major Armycommand, and Headquarters, Department of the Army.Through an annual installation symposium, active duty

and reserve component soldiers, retirees, DA civilians,and family members identify and prioritize quality of lifeconcerns to installation leadership. The AFAP processrequires that issues are staffed and worked by installa-tion staff elements and that progress or resolution isreported to installation leadership. The resolution ofinstallation issues results in increased operational ef-ficiency, improved customer service, and stronger localprograms. The AFAP, as a Total Army Quality process,allows commanders to forward issues that requireresolution at a higher level. Delegates at an annual DAAFAP conference elevate many of these issues to theArmy Staff for resolution.

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CHAPTER 9

Engineering Management

The engineering management operations at theinstallations are diverse and complex. Directorate ofPublic Works (DPW) requires a work force withskills in professional engineering, management,contract administration, and the crafts and trades.The organization must be able to cope with varyingrequirements. A sound management system is es-sential for increasing productivity and attainingmaximum return for resources expended to ac-complish the mission. The management system mustprovide the engineer with the tools to make efficientand effective decisions. Information is needed todeal with both complex and routine engineeringproblems, and the ability to expedite simplerepairs. The engineering management system willuse available automated management informationsystems to facilitate all requirements. The engineer-ing management system must receive support from

THE ENGINEERING MANAGEMENT STRUCTURE

The Office of the Assistant Secretary of the Army(Installations, Logistics and Environment) (OASA(I, L&E)) provides the overall policy and programdirection for engineering on the Army installation. Thefacilities and housing directorate, ACSIM, has Armystaff responsibility. It provides guidance for the for-mulation, management, and evaluation of facilities,construction and real property management. The instal-lation management support activity, ACSIM, providesassistance and technical guidance to MACOMs andinstallations with efforts to create Army communitiesof excellence for soldiers and their families. The USArmy Center for Public Works (USACPW) providestechnical support to DPWs at installations and assiststhe ACSIM and OASA (I, L&E) in implementingDPW policy and programs.

The MACOM commanders provide command su-pervision of facilities engineering at the installationthrough their staff engineers, or engineering functionsin the Deputy Chief of Staff for base operations support.The MACOM engineer provides oversight, technicalguidance, and validation for maintenance and repair(M&R) projects. He also prioritizes M&R projectsexceeding the installation commanders approval

the installation commander to be successful. This sup-port may he best demonstrated by requiring work to beaccomplished according to planned and approvedpriorities in accordance with the Real PropertyMaster Plan.

CONTENTSPage

THE ENGINEERING MANAGEMENTSTRUCTURE 9-1

OUTYEAR MANAGEMENT SYSTEMS 9-2

AUTOMATED ENGINEERING MANAGEMENTSYSTEMS 9-2

KEY POLICIES 9-2

authority. He also ensures that internal controls are inplace and executed as required.

Responsibilities of installation commanders are to-Establish and maintain a Real Property MasterPlan in accordance with AR 210-20.Establish an efficient and effective facilities en-gineering organization in accordance with ARs 5-3and 420-10.Approve the resource management plan to includethe annual work plan and programs for facilitiesengineering ensuring all investments are in accord-ance with the installation Real Property Master Plan.Establish procedures to identify and managefacilities in accordance with AR 420-16 to includemaintaining an accurate Real Property inventoryand management system.Apply internal control review procedures andidentify deficiencies to the MACOM for assistanceand resolution.Approve procedures for the DPW to request as-sistance from the Corps of Engineers direct sup-port district or division or US Army Center forPublic Works. Also request assistance from the

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US Army Environmental Center for work which all aspects of firefighting, including 1st Respondercannot be accomplished with existing DPW Hazardous Materials (HAZMAT) and Emergen-resources and capabilities. cy Medical Services, fire prevention, and activeAssure that a Fire Emergency Services plan is and passive measures in facilities design. This isoperating throughout the installation. This includes normally performed by the DPW.

OUTYEAR MANAGEMENT SYSTEMS

To provide the facilities and services required to meet business. The following paragraphs will discuss some ofthe needs of the units, soldiers, workers, and families, the management policies, practices, and changes thatthe installation must find more efficient ways of doing will affect engineering management at the installation.

AUTOMATED ENGINEERING MANAGEMENT SYSTEMS

The Integrated Facilities System-Mini/Micro (IFS-M) IFS-M also is the single-source database for facility-re-is the system of record for management of real property lated and budget-supportive information.assets. All new facilities engineer automation require- DESKTOP RESOURCE FORments and all non-DPW related interface must be REAL PROPERTY (DR-REAL)compatible with IFS-M at the data element level. Anynew system should be coordinated through USACPW. DR-REAL is a personal computer based software

INTEGRATED FACILITIESpackage. It automates the task of real property inventory

SYSTEM-MINI/MACRO (IFS-M)management for installations that are not scheduled toreceive IFS-M. It also is specifically designed to aid

IFS-M is the newest generation of automated systems installations in updating, reporting, and querying theirto support the DPW Real Property Maintenance Ac- real property databases. DR-REAL helps prepare thetivity (RPMA). It also supports the Army family housing Army military real property inventory and the buildingmissions that pertain to work order management. Its information schedule reports. It is a counterpart to themain advantages are interactive processing with anon-line real property module of IFS-M, providing similarupdate, query capability, and report flexibility. IFS-M reports. DR-REAL has been fielded to support activeprovides information on most of the DPW activities. Army, RC, and NG installations. It also is being fielded

to support the Corps of Engineers.

KEY POLICIES

The following paragraphs describe key policies thatestablish installation engineering management direc-tion.

RESOURCE MANAGEMENT PLAN (RMP)The RMP provides the DPW manager with a critical

tool for planning the effective accomplishment ofthe DPW mission. It serves as the hub plan aroundwhich all DPW short-and long-range plans are coor-dinated and developed. The RMP is a consolidation ofall DPW developed plans into a single integrated plan.This plan reflects all major requirements, initiatives,actions, and objectives up to six years into the future.In addition, the plan contains supplementary manage-ment information pertinent to the DPW operation.When properly developed, the RMP serves as the basis

for unconstrained requirements report and commandbudget estimate preparation. In short, the RMP depictsan installation’s complete DPW program and thestrategy to accomplish it. The plan is flexible in format,content, and amount of detail. The content of RMPconsists of four major sections:

Long-range goals and objectives.DPW programs.Annual work plan.Management information.

The first three sections closely parallel the plan-ning and programming processes as reflected in thePPBES. The fourth consolidates basic informationessential to day-to-day management.

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ANNUAL WORK PLAN (AWP)The AWP is vital to the efficient and effective

accomplishment of the engineering mission. The AWPis a component of the RMP. It provides all majorrequirements for accomplishment in the upcoming fis-cal year. Feeder reports into the plan include theinstallation hazard abatement plan. The plan shoulddescribe and estimate the cost of as many significantprojects, tasks, expenditures, initiatives, and capabilitiesas possible. For the recurring and predictable costs,such as utilities and summer overhauls, reasonable es-timates can be included in the AWP for the entire year.Other requirements, such as minor construction andtravel, are less predictable, and the level of detail in theAWP will be less for the later quarters of the fiscalyear. Preparation of the workload portion of the AWPusually begins in the second quarter of the fiscal yearpreceding the plan year in order to coincide withdevelopment of the Command Budget Estimate (CBE).

ENVIRONMENTALSTRATEGY FOR THE ENGINEER

Installation responsibility for overall direction ofthe environmental and natural resources manage-ment program may be integrated with the DPW. It alsomay be organized as a special staff under the installationcommander. The DPW remains responsible for incor-porating environmental considerations into all aspectsof facility and housing management. Such considera-tions include-

The

Impacts of repair, maintenance and construction.Energy and water consumption.Wetlands.Noise.Ground cover and soil stability.Wildlife.Storm water runoff.Cultural resources.Water demand and supply.Hazardous waste management.DPW must integrate and incorporate these con-

siderations early in the planning process and throughoutthe implementation process. These actions are impera-tive to achieving environmental stewardship. The USArmy Center for Public Works provides an automatedtool for installations to conduct water supply and

management. This system is named the InstallationWater Resource Analysis and Planning System.

In foreign nations, political implications have muchmore direct impact on defense readiness and construc-tion programs than in CONUS. The similarity betweencommercial manufacturing challenges in the areas of air,water, and waste pollution and those faced by the Army isapparent. Additional issues involve noise, culturalresource preservation, endangered species, and othernonpollution subjects. The size of most military reserva-tions cause environmental problems to become majorand costly considerations. Activities involving environ-mental considerations include helicopter flight routes,isolated maneuver areas, and weapons range firing. Lessobvious areas of concern are the environmental im-pacts of proposed base closures or of new landacquisition.

The DPW reviews and approves staff consideration ofthe environmental consequences of proposed programs.He coordinates preparation of the formal environmentaldocumentation. He subsequently supervises the installa-tion progress toward operations to accomplish missionswithout damaging the environment. Each staff elementor unit has the responsibility to assess the environmentalconsequences of its operations. Hazardous wastemanagement plans for the installation are a significantDPW responsibility, especially where industrial opera-tions are performed, typically in AMC. This may be amajor customer-requested DPW workload that involvesmany other organizations on the installation. A key facetof environment programs is maintenance of ranges underintense training demands using state-of-the-art naturalresource technology to ensure training realism and safety.

RESOURCE MANAGEMENTESSENTIALS

Financial management is the set of actions neededto identify, obtain, manage, and account for funds re-quired to accomplish mission objectives. Out-year planningusually needs more emphasis to enable DPW tocompete for diminishing fund sources. Financialmanagement data are important aids to managers forplanning, for directing day-to-day operations, for iden-tifying deviations from plans, and for developingoptimum solutions. The DPW financial accounting andreporting system should meet the following financialmanagement needs:

• Adequate financial data for effective management.

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Effective control and accountability of all funds,property, and other assets for which the DPW isresponsible.Reliable information to serve as the basis of sub-missions supporting the DOD’s Planning,Programming and Budget System (PPBS) and theArmy’s PPBES.Full disclosure of the financial results of DPWactivities.

The current financial system supporting the DPW isthe Standard Finance System (STANFINS). Until thesystem is updated by the Defense Finance and Account-ing Service, the DPW will be increasingly dependentupon IFS-M data to assist in resource management.

The DPW RPMA budget consumes over 50 percentof an average installation’s base operating budget. It isvital that the DPW stay involved in the financial manage-ment of the DPW organization and the installation.Financial management is one of the most effective waysto keep track of an organization’s “health.” It also candetect early warnings of potential problems.

PROJECT APPROVAL ANDWORK LIMITATIONS

A minor construction project includes all worknecessary to produce a complete and usable facility ora complete and usable improvement to an existingfacility. Construction projects with a funded cost of$300,000 or less shall normally be financed from otherthan MCA appropriation. These are Army O&M, orRPM,D (RPM,D funds are available only until 30 Sep-tember 1994 unless otherwise extended by Congress).

An installation commander has approval authority touse the Real Property Maintenance, Defense Accountas a source of funding for minor construction or repairscosting between $15,000 and $300,000. All delegationsand redelegations of approval must be in writing. Theapproval authority for maintenance and repair projectsis outlined in AR 420-10.

The following constitute a statutory violation:

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Planned acquisition or improvement of realproperty facilities through a series of minor con-struction projects.Subdivision of a construction project to reducecosts to a level that meets a statutory limitation orthe splitting or incrementing of costs of a projectto reduce costs below an approval threshold.

Development of a minor construction project sole-ly to reduce the cost of a military constructionproject below the level at which Congress wouldbe informed of the cost variation.The misclassification of minor construction workbetween construction, maintenance, and repair.

REAL PROPERTYMANAGEMENT AND PLANNING

The real property master plan (RPMP) is the installa-tion commander’s instrument for unifying planning andprogramming for installation real property managementand development. It is based on assigned installation mis-sions and guidance contained in a variety of plans and otherdocuments. These plans and documents govern the RPMP.They include the Army long-range planning guidance, theArmy long-range facilities plan, the Army plan the POM,PBG, the Army stationing and installation plan, and Armyforce structure documents. Real property master planningis an interactive process. This includes integrating theplanning guidance and other plans, recording the planningprocess, and providing the framework for decision making.

The RPMP consists of four components-Long-range component (LRC).Capital investment strategy (CIS).Short-range component (SRC).Mobilization component (MC).

The RPMP lays out the management and develop-ment of the installation as it transitions from its existingconditions, through the short term, to support long-range peacetime and mobilization missions. The LRCestablishes the basic framework and specific operationsby documenting the installation capabilities, constraints,and opportunities. It describes the environmentalbaseline showing significant environment or installationdevelopment. An element of the LRC is the installationdesign guide. It provides specific guidance on the ex-terior and interior design parameters toward achievingaesthetically pleasing working and living environments.The CIS establishes how unrestrained facilities require-ments and planning goals will be met over time withinrealistic resource constraints. It is a bridge between long-range and short-range planning, connects with programming,and maps a strategy of revitalizing and developing realproperty and infrastructure. It plans interim actions tomeet requirements on a short-term basis. It also providesa means of assuring that real property resources are beingapplied in the best way to meet mission objectives. The

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SRC integrates real property master planning into thesix-year POM. This identifies and justifies specific realproperty projects, integrating all projects regardless offund source and reflecting real property planning andmanagement. The mobilization component provides asystematic time-phased evaluation of an installation’sability to meet mobilization requirements throughfacilities, utilities, housing, and engineering services. Itdevelops the expansion capability analyses for theLRC into specific plans to allocate existing facilitiesand acquires needed additional facilities to supportmobilization missions, functions, and tasks.

Real Property Planning Board (RPPB) supports theinstallation commander in his responsibility to manageand develop the installation. The RPPB guide-

Develops and maintains all components of theRPMFP.

Coordinates with nearby installations, DOD andfederal agencies, and local governments.Ensures that the RPMP address all real propertyrequirements for missions and community needs.Determines architectural and design themes.Ensures that plans are in harmony to protect andenhance the environment.Formulates construction and major repair pro-gram.Oversees space utilization management.

The installation commander should ensure that acopy of the Real Property Master Plan is provided to theDirectorate of Contracting and considered in advanceacquisition planning.

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CHAPTER 10

Contract Management

This chapter provides an overview of the overall ac-quisition process and its underlying principles, tools,and techniques. The installation is responsible for thecoordination of a vast amount of resources to ensurethat the units, organizations, and residents it supportsare well cared for. The Army budgets billions of dollarsfor operations and maintenance. It spends largeamounts of these funds through its installation con-tracting offices. The primary activity for obligation ofthese funds is the installation directorate of contracting(DOC).

Contracting is one of the several functions involved inthe Army’s acquisition process. It is the DOC’s functionto obtain the Army’s equipment, supplies, or services ofthe proper quality and sufficient quantity at a fair andreasonable price.

Army managers face the challenge of coping with thishigh volume of contracting actions. The manager’s ac-quisitions are scrutinized by contractors, auditors, theGeneral Accounting Office (GAO), Congress, and thenews media and must be accomplished in a manner thatis above reproach. Therefore, the governing policy andlegal guidance are both detailed and voluminous andcan be quite rigid to protect the integrity of the process.For these reasons every appropriated fund (APF) Armyacquisition must be accomplished in accordance with the

Federal Acquisition Regulation (FAR), the DefenseFAR supplement (DFARS), the Army FAR supplement(AFAR), the Federal Information Resource ManagementRegulation (FIRMR) and any MACOM guidance.

CONTENTSPage

THE ACQUISITION PROCESS 10-1

SCOPE AND MAGNITUDE OF INSTALLATIONACQUISITION 10-1

LAWS AND REGULATIONS 10-2

AUTHORITY AND RESPONSIBILITY 10-3

INSTALLATION CONTRACTING PROCESS 10-3

COMPETITION IN CONTRACTING 10-7

US GOVERNMENT BANKCARD 10-9

CONTACTS WITH INDUSTRYREPRESENTATIVES 10-9

RECEIVING UNSOLICITED PROPOSALS 10-10

CONTRACTING SUPPORT FOR DEPLOYINGUNITS 10-10

THE ACQUISITION PROCESS

Each contracting action at the installation has as its type of goods and services required; the size, type, com-origin a need for a service or product. The requirement’s plexity, and urgency of the requirement; and theidentification and funding sets into motion an acquisition applicable laws and regulations all influence the actionscycle, beginning with acquisition planning and ending taken.with contract administration and close-out after thedelivery and acceptance of services or products. The term acquisition covers the entire cycle from

need identification and funding through contract ad-While the acquisition process includes all of the actions ministration and close-out. The term contracting covers

that must be taken in obtaining the required goods or the portion of the acquisition cycle starting with theservices, it must be emphasized that there is no single set purchase request (as a culmination of the planning step)of actions for each step in the process. Variables such as through contract close-out.

SCOPE AND MAGNITUDE OF INSTALLATION ACQUISITION

BASE SUPPORT and services. Most of these requirements are met by theThe maintenance and operation of installations and installations. Some items in common use throughout

bases requires a multiplicity of housekeeping materials the DOD are centrally controlled and managed by

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agencies such as the DLA or the General Services Ad-ministration (GSA).

AREA SUPPORTContracting operations in support of installations in

a geographic region or area provide on an economicbasis, consolidation of buying and related professionalservices that can meet the needs of many customeractivities in the area served. This is accomplished throughBlanket Purchase Agreements and Requirements-typecontracts which specifically designate multiplelocations.

INDUSTRIAL SUPPORTThe arsenals, munitions plants, and overhaul

facilities of the Army are major industrial enterprisessimilar in many respects to their counterparts inprivate industry. The support of these installationsdemands a high degree of coordination among research,engineering, production, and acquisition staffs. Thiswill ensure that proper materials and equipment areavailable to meet manufacturing and productionschedules.

TRANSPORTATION SERVICESThe normal volume of personnel and materiel

movement to include personal property shipment andstorage, personnel movements, and unit movementsupport services is in excess of what can be providedby DOD. The acquisition of considerable air andsealift as well as land transportation is, therefore,required. This is a specialized field of contractingwhere particular laws, regulations, and industry prac-tices substantially affect the techniques and mannerof doing business.

CONSTRUCTIONMuch of the maintenance, repair, and minor con-

struction of existing facilities are performed in-house

or by installation contracts. Certain design, engineer-ing, and construction of major new facilities alongwith environmental and installation support servicesare acquired from private industry by the USACE.The field of military engineering contracting requiresextensive education and experience in architectural,engineering, environmental, and construction disiplines.This field is subject to specific laws, techniques, andtrade practices.

There are long-term consequences from installationacquisitions that have a profound impact on the localeconomy. Acquisition programs influence businessdecisions of local companies in such areas as expansion,inventory levels, and modernization of equipment, andjobs. When an acquisition is well managed, costs aredecreased and installation and local business relation-ships are improved. At the same time, the capability tosupport the installation during emergency/mobilizationperiods can be greatly enhanced.

Installation contracts provide significant leverage forthe implementation of national, social, and economicpolicies that have been established by congressionallegislation and executive orders. These policies createcontractual obligations related to economic and socialareas, such as-

Preference for small and small disadvantaged busi-ness and economically distressed areas.Preference for Federal Prison Industries, Inc.,UNICOR, and workshops for the blind and otherseverely handicapped.Domestic suppliers.Requirement for safe and sanitary working condi-tions and for the payment of minimum wages.Provisions for equal employment opportunity,employment of veterans, and the employment ofblind and other handicapped individuals.

LAWS AND REGULATIONS

Federal directives govern the scope and authority ofthe Army in contracting actions. DOD and other agen-cy regulations establish the functions and authority ofthe departments, agencies, and courts. These authoritiesestablish procedures for the conduct and regulation ofacquisition activities, as well as the form and generalcontent of contractual instruments.

The FAR is the primary document that coversthe acquisition process for the DOD and the FAR is

supplemented by the DFARS. For the Army, the AFARSfurther supplements each of these regulations. Althoughdeviations from these directives are possible, specificauthority must be obtained by the requesting agency.Ample justification outlining the unique circumstancessupporting either a local or class deviation is necessary.

It is essential that the legal advisor review procure-ment files for legal sufficiency and sound businessjudgment. If legal questions arise anytime before or after

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the award of a contract, the legal office should be con- and protests should be coordinated immediately withsuited as soon as possible. Appeals of contract claims the legal advisor.

AUTHORITY AND RESPONSIBILITYThe President, as Commander-in-Chief, has the

authority for ultimate direction of the DOD and itsmilitary departments — including all logistical functions.The President’s authority to set broad defense policyderives from the US Constitution and acts of Congress.

Congress, however, exercises control over militaryacquisitions by approving defense programs and relatedfunding through the annual DOD Authorization andAppropriation Acts. Although executive departments,including the Army, are not dependent on Congress forlegal authority to contract, the services are bound by thefiscal restrictions imposed by Congress in passage of theattendant funding.

The authority to contract flows through the OSD andOSA to the MACOMs. The commander of each Armycommand is the head of contracting activity (HCA) forthat command. The HCA is responsible for the manage-ment and conduct of acquisitions to accomplish theassigned mission. The HCA has the authority to acquiresupplies, equipment, and services by contract for that

activity. The HCA appoints a principal assistant respon-sible for contracting (PARC). The PARC accomplishesthose delegable responsibilities of the HCA describedin the AFARS, or as directed by DOD or DA. Contract-ing authority is further delegated by the PARC inselecting and appointing contracting officers who haveauthority to enter into, administer, or terminate con-tracts.

Every organization, whether corporate, municipal,state, or federal, must have agents who act as its repre-sentatives in making contracts. The general andstatutory powers of the government to contract are ex-ercised through delegation to specified agencies. Theseagencies, in turn, empower agents to perform the con-tracting functions. The contracting officer’s authority tobind the United States is restricted. The limitations arespecified in the appointment warrant, directives of thatdepartment, the FAR and its supplements, federalstatutes, and interpretative decisions of the ComptrollerGeneral and courts or boards.

INSTALLATION CONTRACTING PROCESS

Installation contracting requires the interaction ofnumerous players and the expertise of many offices toeffectively contract for services and supplies in supportof the installation and many offices. Installation DOCoffices acquire a wider range of commodities and usemore contractual instruments to complete their missionthan any other contracting organization in the Army.Approximately one-third of the acquisition dollarsobligated, and over 95 percent of the individual actions,are accomplished through small purchase procedures.The balance is accomplished through formal contract-ing processes. Typical items bought by an installationcontracting office are shown in Table 10-1.

Contract types are grouped into two broad categories:fixed-price and cost reimbursement contracts. The con-tract types range from firm-fixed price, in which thecontractor has full responsibility for the performancecosts and the resulting profit or loss to a variety of costreimbursement types. The cost-plus-fixed fee contractrequires minimal contractor responsibility for the per-formance costs and the negotiated fee (profit) are freed.

Whereas, the cost reimbursement incentive type con-tract tailors the fee (profit) to the uncertainties involvedin contract performance and the contractor’s ability tocontrol performance costs plus his quality of perfor-mance determines the fee (profit) entitlement.

The process of contracting at an installation consistsof eight phases shown in Figure 10-1.

Preaward planning consists of establishing a needand planning ahead for the proposed acquisition. At theinstallation, this should consist of an installation advanceacquisition plan (IAAP) approved by the commander.The IAAP is the process by which the efforts of allpersonnel responsible for an acquisition are coordinatedand integrated through a comprehensive plan. Studies haveshown that commitment to the IAAP process results inbetter work load management. Good planning results inthe most efficient and timely acquisition of installationrequirements and permits consolidation of requirementsto ensure maximum cost effectiveness. The IAAP boardconsists of the principal staffs and customers. The board

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should meet at least quarterly to examine the plan,discuss milestones, and adjust priorities as necessary.

Ideally, 30 percent of the funds should be obligatedin each of the. first two quarters with not less than 80percent of all funds obligated by the end of the thirdquarter. However, the financial management processoften does not allow this obligation rate, and DOC staffmust plan and execute year-end rushes. Installationcommanders committed to the IAAP process generallyhave directorates with good working relationships. TheIAAP provides the commander a system to adjustpriorities and track the status of installations programs.

Requirements determination consists of those ac-tions a customer takes to identify what needs to be doneby contract. While the DOC will often assist the cus-tomer, it is the customer’s responsibility to adequatelydescribe the product, service, or construction require-ments and any special details needed for the DOC toacquire the item or service. As soon as a requirement isidentified, someone should be assigned as the acquisi-tion manager to be responsible for assembling allrequired contract documentation. The acquisitionmanager should form a team of experts early in theprocess. This team will help accomplish all the tasksassociated with the purchase of the needed goods orservices.

The presolicitation phase is the period when theDOC in coordination with the functional proponentdetermines the method of procurement and plans forcontract administration. The DOC must process all thenecessary paperwork provided by the requiring activityfor restrictive requirements. Also, the DOC ensures allthe laws and regulations are met prior to solicitation.This is the most important phase. Continual coordina-tion between the requiring activity and the DOC isrequired to assure the Statement of World PerformanceWork Statement (SOW/PWS) and related documentsclearly and concisely reflect the government’s needs.Any error or omission will result in delays and improperawards and costly contract modifications.

Solicitation is the phase in which the requirement isadvertised to prospective contractors.

The solicitation is the agency’s invitation to submitbids or offers on the requirement – described in detailby the statement of work. There are two basic acquisi-tion methods represented by a solicitation:

Sealed bidding.Negotiated competitive proposals.

Source selection consists of the review and evaluationby the government of bids and proposals received fromofferors to determine the relative advantages and disad-vantages of proposals, their compliance with contractterms, and a comparison of the proposals with theevaluation factors that will be used in making theaward in negotiated procurements. Unless anotherofficial is designated, the contracting officer willselect the company to receive the award. The contract-ing officer will also determine each offerors’s responsibilityprior to making award.

The Army is emphasizing a “best value” approach tocontract award rather than what is commonly known asaward to “the lowest bidder.” While this may ultimatelybe a compliance technical issue, basically the term “bestvalue” means the best technical solution and/or serviceswith price as only one of the factors for evaluation ofcontractor proposals/offers. In the case of CA typecontract awards, the installations must make a person-nel commitment to contract administration for the lifeof the contract at the time it decides to contract out.

Contract award consists of those actions necessary toformally announce the winning contractor and ensuresall legal requirements have been met. In most cases,award is followed by the performance period describedin the contract, together with administration by thegovernment representatives assigned to monitor thework.

However, the law also allows for unsuccessful of-ferors to interrupt this process by filing of bid protestsin an effort to either delay the award, cancel the procure-ment, or have the award reassigned to themselves. Thelegal procedure for the processing of bid protests isdescribed in detail by agency regulation. Depending onthe type of contract affected, a bid protest may bedecided in one of several different agency forums orfederal courts. Most protests of federal contracts arefirst reviewed by either the affected agency or by the USGeneral Accounting Office. However, the General Ser-vices Board of Contract Appeals is the appropriateforum for ADPE protests.

Contract administration is a time and resource con-suming phase in which the government manages theperformance requirements of the contract. Contractadministration ends upon delivery, payment, andclose out. Services and construction contracts, in par-ticular, require extensive monitoring to ensure thegovernment is receiving everything included in thecontract. Resources, procedures, and personnel should

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be identified for training prior to contract solicitationto ensure that quality levels are monitored properly andperformed in accordance with the terms of the contract.The Commercial Activities Program, service, and con-struction contracting require a considerable amount ofplanning and manpower to ensure proper execution ofa contract. Close-out is the final acceptance of andpayment for the contracted services or items and thedeobligation of any remaining funds. Most contract filesare held for a specified number of years and then trans-ferred to records holding for disposition.

COMPETITION IN

When the decision has been made to satisfy a re-quirement with contractor support, there are severalvalid means to accomplish this goal.

The most preferred method is full and open competi-tion. Competition is mandated by law and generallyresults in lower costs and higher quality. A sole sourcemay be possible if there is only one responsible sourcecapable of satisfying the requirements. Technical andrequirements personnel are responsible for providingall necessary data to support their recommendation toexclude a particular source. It may also be possible tolimit competition in certain emergency situations.Public law requires acquisitions to be planned farenough in advance to allow adequate time for full andopen competition. The law requires the approval of awritten justification and approval (J&A) documentwhenever the contracting officer determines that fulland open competition is not appropriate for theprocurement. The J&As are closely examined by thelegal advisors and higher headquarters to ensure allrequirements are met.

The Competition in Contracting Act of 1984 re-quires contracting officers promote and provide for fulland open competition to the maximum extent prac-ticable in soliciting offers and awarding contracts. Thecompetition advocate in the contracting activityreviews functional activity requirements. He takes ap-propriate action to ensure competition is obtained. Toobtain maximum open competition, requirementsover the specified threshold will be published in theCommerce Business Daily. This is the public notifica-tion media used by US government agencies to identifyproposed contract actions and awards. Prescribedwaiting periods for responses from potential offerors

The DOC team concept must be used in the con-tracting process. All talents and expertise must beused. When an acceptable, funded procurement pack-age is submitted, the DOC becomes the manager of thecontracting process. Delegated authority to contract-ing officer representatives (COR) is under the authorityof, coordination with, and decision of the contractingofficer. Functional managers are key players on thecontracting team.

CONTRACTING

will be adhered to so all responsible sources will havethe opportunity to compete.

Under limited circumstances, contracting withoutproviding for full and open competition is authorizedsubject to detailed justification and approvals. Theseseven circumstances are identified below:

Only one responsible source and no other suppliesor services will satisfy agency requirements.Unusual and compelling urgency.Industrial mobilization; or engineering, develop-mental, or research capability.International agreement.Authorized or required by statute.National security.Public interest (requires prior congressionalnotification).

The lack of or delay in receipt of funding, last minuteplanning, or “the boss wants it” are not authorized excep-tions to the congressional mandate for competition.

SMALL BUSINESS CONSIDERATIONSGovernment policy is to place a fair proportion of its

contracts with small businesses. These businesses areindependently owned, not dominant in the field, andmeet the criteria size standards set by the Small BusinessAdministration. Small disadvantaged business concernsare at least 51 percent owned by individuals who aresocially and economically disadvantaged. The primarypurposes of increased small business contracting are tobroaden the industrial base for mobilization and enhancecompetition. To ensure small business and small disad-vantaged business participation, a method known as aset-aside is used. When requirements for supplies andservices are determined to be susceptible to performance

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by small or small disadvantaged business, they maybe set-aside for exclusive participation by these firms. Section 8(a)of the Small Business Act also establishes a program thatauthorizes the Small Business Administration to enter intoall types of contracts with other agencies. It also awardssubcontracts to small and disadvantaged business firmseligible for program participation. These awards can beeither sole source or competitive within the 8(a) program.

OFFLOADINGOffloading is used by a requiring activity to obtain con-

tracting support from other than its assigned contractingoffice. Although there is no prohibition against contractoffloading, the practice can significantly heighten the poten-tial for waste and abuse; loss of management control overArmy appropriated funds and the acquisition process; andAnti-Deficiency Act Violations. This is especially true whenrequirements are offloaded for convenience or expediencyto non-DOD agencies, which maybe generally unaware oflimitations and special requirements placed on DOD ac-quisitions bylaw or DOD and DA regulations. Of particularconcern in this regard are:

Surcharges and administration fees levied by theacquiring activity are an added expense.Contracting, legal, resource management, and ADPrules and regulations are frequently circumventedwhen offload occurs.Property accountability procedures are bypassedand property generated as a result of offloads doesnot get into the Army’s inventory.

If an activity requires contracting support fromother than its assigned servicing contracting office(s),it shall coordinate requests for such support with theassigned servicing contracting office. These actionsshould be completely documented, containing thesame information that would be required in aprocurement request package to the assigned con-tracting office. The chief of the appropriate assignedcontracting office must conduct a review in order todetermine whether offloading will be more economi-cal or otherwise more beneficial to the Army thanhaving the contracting support provided by that con-tracting office. Certain offloading requests must beapproved by general officers.

CONTRACT ADMINISTRATIONContract administration is an important part of

Army installation operations. However, the degree to

which savings are achieved and an acceptable level ofquality is maintained depends on the motivation andmanagerial skills of the contractor and assignedgovernment personnel. For that reason, the purposeof contract administration is to assure the contract isperformed as specified. It also assures that any sig-nificant failures (contractor or government) are actedupon in a timely manner.

Contract administration is a multidisciplinaryprocess. Its success depends on communication andcooperation. The leader of the contract administrationteam is the contracting officer, who will determine thecomposition of the team. The FAR and the statutesprovide the contracting officer with authority. Theauthority of the team members is determined by thecontracting officer. The number of personnel and skillsneeded should be commensurate with the technical com-plexity of the contract. Personnel may increase ordecrease depending upon the quality of the contractor’sactual performance. It is critical that the functionalmanager for the particular product or service have con-tinuous, significant involvement during phases ofcontract administration.

CONTRACTING OFFICER’SREPRESENTATIVE

A contracting officer may select and designate anygovernment employee, military or civilian, to act as hisauthorized representative in administering a contract.This is for contracts not assigned to Defense ContractManagement Command (DCMC) for administrationsubject to the authority and limitation set forth byregulation. In selecting an individual for designationas his authorized representative, the contracting officerensures that the individual possesses qualifications andexperience commensurate with the authorities withwhich he is to be empowered. If an individual is to bedesignated as a Contracting Officer’s Representative(COR), the contracting officer should assure thattraining is received.

Each designation of a COR will be in writing. Itshould clearly define the scope and limitations of hisauthority and shall include the statement that theauthority is not redelegable. The COR has noauthority to modify or waive provisions of the con-tract. The COR keeps the contracting officerinformed of potential problems at all times.

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US GOVERNMENT BANKCARD

The US Government Bankcard is authorized for usein making over-the-counter or telephone purchases ofsupplies or nonpersonal services when a single deliveryand payment will be made. Items purchased over-the-counter must be available immediately, and no backordering is allowed. Those purchased during telephonetransactions must be part of a single delivery and mustbe delivered within 30 days or within the billing cycle.The credit card purchase program is designed to mini-mize cost and administration burden and reduceprocurement lead-time. The card may not be the mostefficient and economical means of acquiring suppliesand services for all activities or for each purchase.Prior to requesting a credit card, each activity mustmeet with the DOC. This meeting will determine ifthe credit card is the most efficient method ofacquiring supplies and services. Small organizationswith infrequent purchases may not realize the benefitsand increased efficiencies that are possible throughuse of the bankcard.

The delegation of authority provided to eachcardholder sets the individual limit up to $2,500 for

noncontracting activities. Warranted contracting of-ficers within the DOC on any single purchase have alimit of not more than $25,000. The delegation mayalso set specific restrictions by the commander onthe use of the card. Each time a cardholder makes apurchase with a bankcard, the bank authorizationwill deny the purchase should the amount exceed thesingle purchase limit. These limits are established toensure that procurement laws, as implemented by theFAR, DFARS, and AFARS are followed. Limits alsominimize the potential for abuse. Each cardholder willbe assigned a monthly purchase dollar limit.Cardholders under each approving official will beassigned a cumulative monthly office dollar limit.

Cardholders must ensure that the following ele-ments are present prior to making any purchases:

Have authorization to purchase.Have a request to purchase.Have available funds.Have authority for local procurement.

CONTACTS WITH INDUSTRYREPRSENTATIVES

Installation managers will probably have contactswith industry representatives outside the scope of theformal acquisition process. These contacts are constrainedby numerous laws and regulations. Nevertheless, suchcontacts are very often helpful in accomplishing theinstallation mission. To avoid problems, commandersand managers should routinely seek the advice of theirSJA (particularly the ethics counselors and contractattorneys). Following that advice, commanders shouldgenerally be able to engage in meaningful dialoguewith industry representatives. Some situations whichmay arise and related general rules are outlined asfollows:

Avoid any perception of favoritism to any onesource, particularly when dealing with former DAor DOD officials. There are special issues whendealing with industry representatives who areformer government employees. Personnel whomeet with or brief industry representatives mustbe cognizant of the need to avoid furnishing infor-mation if an unfair competitive advantage is thelikely result. Contracting officers are the best

people to talk with the contractors to avoid thepossibility of unauthorized commitments.Only contracting officers are authorized to com-mit the government with respect to award of acontract or the obligation of dollars. Com-manders must ensure that no one makes any com-mitments, encourages, or instructs a contractor toperform work in anticipation that a contract willeventually be awarded.The government may not request a contractor toprovide goods or services at no charge to thegovernment. It is acceptable practice for a contrac-tor to provide a briefing on his capabilities or todemonstrate a product. However, before anydemonstrations are conducted, a written vendordemonstration agreement must be executed. Legaland contracting advisors should be consulted priorto such a request to ensure propriety of the re-quest.If the proposed subject of a discussion with acontractor is a matter that could constitute con-tractor assistance, it should not be discussed with

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industry representatives until, or unless, the con- Again, to be on the safe side, consult the ethicstracting officer has made disclosure of the counselor or your contracting officer before talking withproposed subject to all potential sources. any contractor.

RECEIVING UNSOLICITED PROPOSALS

A unsolicited proposal is a written offer to perform a unsolicited proposals. These proposals can be made avail-task or effort involving unique or innovative methods able to government agencies for potential use in theor approaches that have originated or developed out- accomplishment of their missions. All unsolicitedside the government. This proposal is initiated and proposals received should be forwarded to the con-submitted to the government by a prospective contrac- tracting office without delay. The contracting office musttor in anticipation of obtaining a future contract. It is the formally evaluate all valid proposals.DOD policy to foster and encourage the submission of

CONTRACTING SUPPORT FOR DEPLOYING UNITS

The DOC must be prepared to support deploying There are on-call procedures for obtaining con-forces. The DOC should ensure that – tracting support in emergencies.

Mobilization plans are in place to support deploy- Contractors are identified to provide emergencying forces. logistical support to our forces.

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CHAPTER 11

Logistics Management

This chapter describes logistics activities at the in-stallation. It shows how the installation as the lowestechelon within the Army provides logistics support totroop units, training centers, and other designated cus-tomers. The installation logistics operations areresponsible for arming, fueling, fixing, moving, andsustaining the force.

INSTALLATIONLOGISTICS RESPONSIBILITIES

Normally, the Director of Logistics (DOL) is thedesignated installation logistician. The DOL directs theprovisioning of support to units and staff activities lo-cated at the installation. The DOL also supports ReserveComponent units and activities satellite to the installa-tion, ROTC elements at designated universities,applicable recruiting stations, and other Army elementsin the assigned geographical area in accordance withAR 5-9. In addition, the DOL is responsible for provid-ing support to other Services or government agencies asagreed upon through Memorandums of Understanding(MOUs) or interservice support agreements. The

CONTENTSPage

INSTALLATION LOGISTICS RESPONSIBILITIES 11-1ARMING 11-1FUELING 11-2FIXING 11-3MOVING 11-4SUSTAINING 11-4DOL RESPONSIBILITIES 11-5LOGISTICS SUPPORT IN AMC 11-6OTHER LOGISTICS SUPPORT 11-6

DOL must interface with many outside activities andagencies in order to provide logistics support to theinstallation (see Figure 11-1). Providing the supportusually includes the acquisition and allocation of allresources needed to accomplish the mission.

ARMING

Arming is the supplying of Army units and othersupported activities with weapon systems and ammuni-tion. At the installation level this is the responsibility ofthe Installation Supply Activity (ISA). The supply ac-tivity executes this mission by requisitioning from theappropriate National Inventory Control Point (NICP).The arming function will vary from installation to instal-lation. It will depend on the mission of the unitsassigned and the weapon systems authorized in theMTOE. Generally, the ISA will store the tenants’ basicloads of ammunition.

AMMUNITION BASIC LOADInstallations store training ammunition and some of

the basic load of ammunition for the units supported bythe installation. The remaining basic load is maintainedin the supply system. During deployments the basic load,to include the one stored at the installation, may accom-pany the unit or maybe shipped separately to meet the

unit at the port of debarkation. Additionally, the instal-lation must coordinate with AMC to synchronize theammunition shipments that originate from their depots.Decisions on the method of shipment depend on thedeployment mission. The decision on the method ofshipment of ammunition should be made early during thedeployment phase of the operation and must be coor-dinated with the MTMC.

OPERATIONAL READINESS FLOATNormally the ISA will not stock weapon systems or

major end items, except for the ORF which is accountedfor on the installation’s supply stock record account andhand receipted to the Installation Maintenance Activity(IMA) for day-to-day management. Coordination be-tween the IMA and the ISA is required when an ORFweapon system is to be issued to a unit to fill a shortage orreplace an item in maintenance which cannot be repairedwithin a specified time period.

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FUELINGAt the installation level the responsibility for fueling of the vehicle mission determine how the fuel is dis-

the force falls under the DOL. Petroleum, Oils andLubricants (POL), also known as Class III supplies,falls into two categories: bulk and packaged. BulkPOL is stored in containers larger than 55-gallon drumsand it consists of motor gasolines, diesel fuel, and aviationturbine. Packaged POL is stored in 55-gallon drums orsmaller containers, and it consists of lubricants, an-tifreeze, and hydraulic fluids. Packaged POL may alsoinclude fuels.

BULK FUELBulk fuel at an installation can be dispensed directly

to TOE and TDA units for further distribution to theirsubordinate units. Organizations will also receive theirfuel through the use of a gas pump operation, whichis usually located at the POL point. The requirements

11-2

pensed. The fuels dispensed at the gas pump arecharged to the proper installation activity through anautomated credit card system or other accounting sys-tem. Packaged products are handled through the samesupply channels as Class II and IV supplies.

The procedure to obtain bulk fuels begins with aforecast prepared by the TOE and non-TOE organiza-tions. The forecasts are based on previous usage,projected needs, and scheduled events such as exer-cises. These forecasts are sent to the ISA where they areconsolidated and submitted to the Army Petroleum Cen-ter which consolidates Army requirements and forwardsthem to the Defense Fuel Supply Center, a subordinateelement of the Defense Logistics Agency (DLA).Defense Fuel Supply Center (DFSC) awards contracts forthe fuel and a contractor delivers to the installation.

FM 100-22

PACKAGED OIL AND LUBRICANTS the ISA may issue to the requesting unit. RequisitionsIn installations that house a division, the packaged which have passed through the corps MMC will bypass the

POL requisition is sent to the MMC. If the package ISA and go direct to Defense Automatic Addressing Sys-product is on hand above the requisitioning objective, tern (DAAS) for transmission to the supply system.

FIXING

Each installation in the Army provides maintenancesupport to its tenants and other satellite elementsthrough an IMA. The IMAs generally provide DS andGS maintenance and are tailored to fit the particularrequirements of the installation. For example, on instal-lations with units that have an organic TOE DS or GSmaintenance capability, the IMA may provide backupsupport or may, through agreements, provide the DS orGS on some selected items of equipment. To eliminateduplication, IMAs maybe organized to work alongsideTOE DS or GS maintenance units. On installationswith no organic TOE DS or GS maintenance capability,the IMAs perform all DS and GS maintenance. The keyto organizing for maintenance at each installation is theachievement of a flexible system that provides the bestuse of the resources available. The organizationaldecision is made by the installation commander inconsultation with the DOL.

INSTALLATIONMAINTENANCE OPERATIONS

However when an installation commander organizesthe IMA, it has the responsibility for scheduling andperforming maintenance operations, including thosethat support organizations outside the installation. Exceptfor organizations with organic DS/GS maintenancecapability, IMA is responsible for the DS and GS main-tenance support for-

Tactical and support vehicles.General support equipment.Special purpose equipment.Aircraft.Combat vehicles.Weapons and fire control equipment.Communication and electronic equipment.Instructional and range devices.Tactical Communication Security (COMSEC)equipment.Furniture.

Clothing and textiles.Nontactical vehicles.Floating equipment.Office equipment.Small arms.

The IMA is not responsible for providing DS andGS maintenance support for medical equipment andequipment installed in buildings. Generally, the direc-torate for health services is responsible for medicalequipment and the DPW is responsible for equipmentinstalled in buildings. Also the IMA is not responsiblefor fixed-base COMSEC equipment. The Director ofInformation Management (DOIM) has the respon-sibility for the DS/GS maintenance of fixed-baseCOMSEC equipment. The IMA, through ISA, mayperform the DS/GS maintenance of fixed basedCOMSEC equipment for the DOIM.

Other responsibilities of the IMA involve themanagement of the maintenance assistance and in-struction team where this function is resourced, andthe Army oil analysis program. The IMA alsomanages the Army warranty and Modification WorkOrder (MWO) programs and coordinates the test,measurement, and diagnostic equipment calibrationsystem which is operated under the control of AMC.

Another maintenance element that may be foundin some installations is the AMC Logistics AssistanceOffice (LAO). The IMA maintains close coordinationwith the LAO to assure the proper management of theAMC support available.

CONTRACTOR OPERATEDPARTS STORE (COPARS)

Along with the maintenance of TMP vehicles theISA may administer a COPARS. This store providesover-the-counter sales of selected repair parts. SinceCOPARS cannot compete with the Army supply systemor the GSA contract maintenance, its use is limited toArmy-owned nonstandard equipment.

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MOVING

Most military shipments begin and end at an instal-lation. This makes the installation transportation officer(ITO) one of the most essential links in the Army systemto move the force except at installations where a jointpersonal property shipping office is located. Sustain-ment of day-to-day installation operations and movementof the force involves the provision of passenger, freightand personal property movement services, managementof leased GSA vehicles program, and the operation of aTMP. The TO is also responsible for providing rail andwatercraft services, when required, and for movementof 20 foot containers. During exercises and contingencydeployments, the ITO is responsible for coordinatingthe unit moves. This includes the coordination of convoyclearances required for the units to gain access to portsof embarkation with the state movement control centeroperated by the STARC.

It is advisable to collocate the passenger and personalproperty movement services within an established ACScomplex on the installation. The passenger movementservices branch should be located near the commercialtravel office. The freight elements may be located near

the receiving and shipping branches of the ISA. Themotor pool is located where it provides easy access tomain installation arteries. Also, the motor pool may becontractor operated in its entirety.

The ITO must ensure it is in compliance with the laws,tariffs, and regulations governing the shipment of person-nel and material via commercial carriers. The ITO mustalso assure compliance with all laws and regulations whenshipping or handling sensitive or hazardous materials.Many of the regulations are promulgated by governmentalagencies such as the Department of Transportation, statemovement control centers, the Interstate CommerceCommission, and the US Coast Guard. OCONUS ITOsmust also ensure compliance with host-nation regulations.To assure compliance, the ITO must maintain constantdaily coordination with the MTMC. This coordinationinvolves the proper use of the automated systems,such as the TC ACCIS and the Transportation OperationPersonal Property System (TOPPS). The JTR Volumes1 and 2, DOD Regulations 4000.25 and 4500.34-R,ARs 55-46, 55-71, 55-355, and 58-1 contain proceduresfor the conduct of installation transportation operations.

SUSTAINING

There are five elements tied to the task of sustainingsoldiers at the installation level. These are personnel,health, services, quality of life, and general supply sup-port. Personnel, health, and quality of life issues areaddressed in other chapters of this manual. The DOL isresponsible for the provision of services and generalsupply support. Services consist of food services, cloth-ing exchange, mortuary affairs, and laundry. Generalsupply support consists of the provision of all othercategories of supplies.

FOOD PROGRAMThe installation food service advisor is the staff of-

ficer responsible for the Army food program. Theprogram is operated under the auspices of AR 30-1. Allor portions of this program may be operated under acontract at some installations. In this case, the foodservice advisor may act as the contracting officers rep-resentative (COR) and implement quality assurance inaccordance with the terms, conditions, and specifica-tions of the contract. The contracting officer mayappoint any individual as the COR.

The food program includes the issue of Class I to diningfacilities, field training and support to the RC for IDT. Atthe installation level the Troop Issue Subsistence Activity(TISA) issues all the subsistence or establishes contractsfor direct vendor deliveries to the dining facilities. TheTISA is operated under the provision of AR 30-18.

The Defense Commissary Agency (DeCA) is taskedto operate a commissary system for resale of groceriesand household supplies to authorized customers. DeCAmay under certain conditions (no TISA available at theservice installations) also be charged with the respon-sibility of providing supplemental troop issuesubsistence support through the TISA to military diningfacilities. The DOL at the installation is usually assignedas the installation’s POC for commissary matters andhosts the commissary advisory council. The council actsas a forum for the commander’s representatives to dis-cuss quality of service and to make recommendationsfor improvements. Recommendations may cover allaspects of the operation, those controlled by the localDeCA commissary officer and those under the purviewof the installation commander. The council meets on aquarterly basis, or as required.

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CLOTHING AND EQUIPMENTOrganizational clothing and individual equipment is

handled at the installation through the Central Issue Facility(CIF). This activity operates under the ISA and stocks, issues,recovers and exchanges organizational clothing-individualequipment (OCIE), while maintaining accountabtity. TheCIF at an installation provides support within its appointedgeographical jurisdiction. In USAREUR, CIFs have beencentralized. Annexes exist at each BSB or AST located morethan 30 minutes from a main CIF.

Military clothing is also stocked in Army Military Cloth-ing Sales Stores (AMCSS), which are operated by theArmy and Air Force Exchange Service (AAFES) underAR 700-84. AMCSS can sell or exchange those itemsauthorized under the conditions stipulated by DA.The installation DOL provides logistics support, staffadvice, and policy definition and guidance to the AMCSS.

LAUNDRY SERVICEMost installations also provide laundry and drycleaning

support to the soldiers. On some installations, the DOLoperates a full-service laundry and drycleaning facility,while on others this function is operated under contract.Also, installations may choose to provide this servicethrough Interservice Support Agreements (ISSAS) withother governmental agencies, as appropriate.

GENERAL SUPPLY SUPPORTThe ISA is responsible for providing general supply

support to the soldiers. It accomplishes this mission by

overseeing the functions of materiel management, cus-tomer assistance, storage, and distribution.

General supplies in the categories of Class II, III (P)IV, VII, and IX are provided to authorized tenants, toinclude USAR and ROTC units satellite on the instal-lation. The overall supply management for all classes ofsupply is provided through the use of the Standard ArmyIntermediate Level Supply System (SAILS). This sys-tem accomplishes the supply control and financialfunctions. The ISA is responsible for the managementof reparable and returned items. The ISA may managean installation reparable exchange activity (RXA). TheRXA provides the installation with high usage Class IXitems that are reparable at the installation level by theIMA.

The ISA operates a self-service supply center(SSSC) at most installations and a clothing initialissue point at some installations and training centers.The SSSC is a store that provides low-dollar expend-able and durable items which are used on a daily basisby units and activities. Office supplies, housekeepingitems, handtools, and dining facility items are ex-amples of supplies kept on hand. The Clothing InitialIssue Point (CIIP) normally operates at any installa-tion which has a training center to issue clothing tonewly arrived soldiers. A temporary CIIP may beestablished to issue individual clothing and equip-ment when there is a large volume of new arrivals atthe installation.

DOL RESPONSIBILITIES

Major functions are the preparation of logistics sup-port plans for mobilization, training base support,emergencies, and disaster relief.

The DOL also must plan for the establishment ofsplit operations. Split operations may be necessarywhen the requirement exists to operate from both in-theater locations and from the installation from which aunit deploys.

The DOL is the primary logistician for assigned ac-tivities, not tenant organizations. The DOL providescoordinated logistics support to tenant unit forcemodernization efforts. He also plans and supervises,in coordination with the DPTM, all logistical training.

The DOL, appointed as the installation commandsupply discipline monitor, administers the commandsupply discipline program. The DOL reviews the supply

operations for the installation commander assuringthat regulatory compliance is followed by on-post andsupported activities. The DOL also provides guidanceand policy support on matters of logistics for the instal-lation to include the monitoring of all reports of surveyand inventory adjustment reports. At most installa-tions, the DOL also administers the Defense RegionalInterservice Support (DRIS) program. Some installa-tions have the DRIS coordinator located in the Directorateof Resource Management. Other responsibilities includethe management of the energy management program inaccordance with AR 11-27, Supply Management ArmyRetail, DBOF Fund, financial management for LogisticsBase Operations accounts, ammunition surveillanceoperations, and the operation of the central point for thereceipt of hazardous materials entering the installation.The DOL tracks the hazardous materials from the time

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FM 100-22

they enter the installations to the time they leave or are also responsible for the upkeep of and determiningconsumed. The DOL provides property book account- the eligibility for the use of the installation cemetery.ability for installation property furnished units and The DOL maintains historical data pertaining toactivities, and it submits CBS-X and serial number each death and interment and reports this informationreporting on installation reportable equipment. The to higher headquarters. The DOL is also responsibleISA serves as the installation mortuary officer, respon- for systems analyst functions for automated logisticssible for inspection and disposition of remains. He is systems.

LOGISTICS SUPPORT IN AMC

Logistics support within the AMC installation maintenance. These functions are usually consolidatedcommunity reflects the AMC mission focus on re- into an Equipment Management Division (EMD).search and development, test and evaluation, and The EMD is subdivided into branches managingindustrial operations. AMC logistics directors are or- equipment authorizations and property book account-ganized to support installation mission personnel and abtity, dispatching and control of all mobile equipmentequipment. In doing so, AMC DOLs perform many (including firefighting and utility rail equipment),of the same functions as their other MACOM equipment maintenance, and other equipment pools.counterparts. They perform additional functions such This organization ensures that any installation equip-as the management of equipment authorizations, as ment-related support issue or problem can be readilywell as the management of equipment utilization and addressed and quickly resolved.

OTHER LOGISTICS SUPPORT

Logistics support is provided to the installation by logistical services and support to the Army in the follow-several non-Army agencies. The GSA has a direct impact ing areas:on the installation. GSA is responsible for providing goods and services needed for day-to-day operations.Through its federal supply services, GSA supplies theArmy with those classes of supplies and items which itmanages. These items are normally identified as itemswhich are available in the commercial market and are

Supply support.Technical logistics services (property disposal).Contract administration.Bulk fuels supply and storage.

not weapons related or peculiar to a single Service. Many AMC offers support during periods of natural dis-installations also lease nontactical vehicles from GSA. aster, such as Hurricane Andrew, through the use of the

Mobile Logistics Support Element.The DLA is another organization that has an irn-

pact at installation level. This organization provides

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CHAPTER 12

Housing Management

This chapter provides an overview of housingmanagement responsibilities for: Army Family Hous-ing (AFH), Unaccompanied Personnel Housing (UPH),Transient Housing (TH), and Community Homefinding,Relocation, and Referral Services (CHRRS). Discus-sions follow on: Automation, Financing withAppropriated Funds (AF) and NonappropriatedFunds (NAF), Repair and Maintenance (R&M), andFurnishings.

Excellent housing strengthens military readiness. Itfrees soldiers from day-to-day concerns and worries onthis aspect of their quality of life and enables them toconcentrate on performance of duty and improvingthemselves militarily. Quality housing instills prideand furthers the Army’s pursuit of excellence. It is avital link and part of the concept for military com-munities of excellence.

Housing managers are responsible for monitoringthe AFH appropriation in accordance with congres-sional limitations contained within the “Act,” andOMB, DOD and Army circulars, directives and techni-cal notes.

INSTALLATION FAMILY HOUSING

FAMILY HOUSING MANAGEMENTAll family housing facilities, services, and programs

will be operated in support of soldiers and their familiesin accordance with an approved plan. The installationcommander will operate and manage the housingprograms according to AR 210-50.

The installation housing manager is responsible forthe centralized management and administration of allhousing functions, including-

Efficient use of all family housing resources.Proper and timely coordination of all family hous-ing matters and related activities with supportingagencies.Determination of family housing requirements.Development of programs for construction im-provement, leases, operations, and maintenance incoordination with appropriate staff elements.

CONTENTSPage

INSTALLATION FAMILY HOUSING 12-1

UNACCOMPANIED PERSONNEL HOUSINGMANAGEMENT 12-4

TRANSIENT HOUSING MANAGEMENT 12-4

GENERAL OFFICER QUARTERSMANAGEMENT 12-4

HISTORIC FAMILY HOUSINGMANAGEMENT 12-5

FISHER HOUSES 12-5FURNISHINGS MANAGEMENT 12-5

DEFERRED MAINTENANCE AND REPAIR 12-6

FAMILY HOUSING FACILITIES MANAGEMENTINITIATIVES 12-6

BARRACKS INITIATIVES 12-7

TRANSIENT HOUSING INITIATIVES 12-7

OUTLOOK 12-7

In OCONUS, the Government Rental HousingProgram (GRHP). GRHP is a special lease be-tween the US government and the host-nationlandlord. Rental fees, including utilities cannotexceed the soldiers housing allowance.

Congressional and OSD policy requires that, ifneeded, additional family housing is to be obtained inthe following priority from-

Available off-post civilian housing.Off-post assets developed through housing urbandevelopment programs (where applicable).Acquisition of additional governmental-owned orleased housing.

The Army’s goal for each installation is a net vacancyrate of 1 percent for adequate dwelling unit (DU), whilethe maximum acceptable rate is 2 percent (net). No vacan-cy rate is set for dwelling units which have been identifiedas substandard in accordance with 10 USC 2830.

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Installations with vacancy rates above 5 percent arerequired to determine if excess family housing exists onthe installation. Failure to meet vacancy rate goals resultsin an unprogrammed requirement for military payappropriation housing allowances and retention of ex-cess quarters requires unnecessary expenditure of limitedoperations and maintenance funds.

Adequate housing will be assigned to soldiers fromvoluntary waiting lists. No unit will be kept vacant whenready for occupancy. The installation commanderdetermines if exceptions are required for key and essen-tial personnel, trainees, and students. Following are tipsto improve use and occupancy:

Review all housing management options in theassignment and termination process. Do not holdunits vacant for key and essential personnel.Develop a continuous short- and long-range hous-ing turnover plan.Establish a self-help program to perform basicminor maintenance and repair and improve thehousing quality.Maintain voluntary waiting lists by grade and num-ber of bedrooms needed.Project availability dates of units and notify ap-plicants.Allow sufficient time for applicants to vacateprivate-sector housing and to make arrangementsfor transportation and delivery of householdgoods.Organize work force (in-house or contract) to per-form all work between occupancy with one team.Ensure maintenance and repair (M&R) contractterms meet the desired between occupancy M&Rgoals.Redesignate quarters as necessary to assure maxi-mum occupancy and equitable waiting times for alltypes of housing.

HOUSING OPERATIONMANAGEMENT SYSTEM (HOMES)

HOMES improves the quality and range of housingservices to soldiers and their families. This automationsystem adds to quality of Army life by helping retainvaluable Army personnel. HOMES assists housingmanagement personnel in providing services quickly,efficiently, and in generating substantial costs savings. Itis an intergral part of the installation support modules

for in and out processing and for the Army improvedmilitary pay incentive. HOMES also ensures that-

Incoming soldiers do not have long waits in hous-ing offices to process applications.Incoming unaccompanied personnel are not is-sued statements of nonavailability and funds foroff-post housing when unaccompanied personnelhousing is available on post.Housing personnel can track the availability offamily housing units quickly and accurately, reduc-ing unnecessary quarters downtime, and betterserve soldiers and their families.Customers may receive off-post and on-post hous-ing information at the time of application.

COMMUNITY HOMEFINDINGRELOCATION REFERRAL SERVICES

CHRRS ensures that military personnel and theirfamilies receive counseling and professional advice forobtaining adequate housing in the local community.These services include-

Establishing contacts with local government andprivate housing authorities, actively soliciting theposition of community housing to meet militarydemand.Obtaining and maintaining lists of adequate rentaland sales units reflecting the full ranges of price,sizes, and locations of housing assets.Counseling all applicants concerning the EqualOpportunity in Off-Post Housing program. Coun-seling personnel regarding standards of conduct,the rights and responsibilities of landlords andtenants, and the availability of assistance fromCHRRS office in resolving disputes, Providing in-formation on the community and the support ser-vices available.Providing information on housing under restric-tive sanction and housing not to be rented bymilitary.Counseling on homefinding, buying, selling, andrenting.Resolving complaints concerning off-post housingproblems in accordance with AR 210-50, Chapter 6.Providing individual assistance to departing sol-diers concerning housing at new duty station.

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Ensuring that only nondiscriminatory advertise-ments of rental or sales housing units appear inDOD facilities or publications.FAMILY HOUSING REVITALIZATION

The Army Family Housing Whole NeighborhoodRevitalization Program is a comprehensive effort ofwhole house and whole neighborhood revitalization.This provides a systematic approach for improvinghousing up to current construction standards whilesimultaneously eliminating Deferred Maintenanceand Repair (DMAR). Revitalization considerssafety, habitability, adequacy, durability, functionalrequirements, correction of environmental hazards,and energy efficiency. The goal is to extend the usefullife of housing by 25 years. If revitalization is not themost cost effective alternative, then replacementhousing will be accomplished. To establish a com-prehensive method of determining fundingrequirements, the Army has furnished a housing assess-ment guide for use in preparing project submissions.

The revitalization program uses assessment pro-cedures described in the guide. The results are usedto initiate detailed studies of housing areas andproject submissions. The installation and MACOMinput plans will identify, estimate, validate, andprioritize this extensive program. These documentsprovide an inventory of quarters requiring revitaliza-tion and give preliminary funding estimates. Inaccordance with the Army family housing guide, theDD Form 1391, and project documentation must beprepared accurately.

FAMILY HOUSING CONGRESSIONALREPORTING THRESHOLDS

Exceeding cited funding thresholds require con-gressional notification and approval. The fundingthreshold contained in regulations (ARs 210-13 and210-50) has been established by the congressionalcommittees. This will provide congressional pro-gram oversight and control in critical managementareas.

Family Housing ImprovementThreshold (Statutory)

The statutory limit (10 USC 2825) for improve-ments, including concurrent maintenance and repair,is $50,000 per military family housing unit multipliedby the area construction cost index (ACCI) asdeveloped by the Department of Defense for the

location concerned at the time of contract award. Thestatutory limit is $60,000 per DU, as adjusted by theACCI, for improvements to make a unit suitable forhabitation by a handicapped person. The Secretaryof the Army may waive these limitations in accord-ance with the provisions of 10 USC 2825.

Improvements to OverseasFamily Housing Units (Administrative)

The House appropriations committee’s thresholdon improvements to overseas units is $35,000 (ab-solute limit; not subject to ACCI adjustment). Ifimprovements for a specific DU exceed the $35,000limitation over a three-year period, then fundsshould be requested in the first year of the three-year period. The justification to Congress mustidentify all improvements and major maintenanceand repair expenditures that occurred during thethree-year period prior to the submittal. It shouldalso include all work planned for the followingthree years. Normal notification is through thebudget submission to Congress. Out-of-cycle re-quests require congressional notification throughOASA (I,L&E) and a 21-day waiting period priorto contract award.

General and Flag Officer Quarters (GFOQ)Maintenance and Repairs (Administrative)

Obligations for all maintenance and repairs (ex-cluding operations) for each GFOQ per fiscal year(FY) are limited to $25,000, unless the quartershave been included in the budget justificationmaterial. Out-of-cycle requests are limited to onesubmission each year for the total Army. In addi-tion to the $25,000 M&R limitation, total O&M perquarters/FY exceeding $50,000 (M&R < 25,000) re-quires prior approval by ASA(IL&E). Incidentalimprovements are limited to $3,000 per unit/FY.

Maintenance and Repair Projects,Non-GFOQ (Administrative)

A limitation of $15,000 per DU applies to allmajor maintenance and repairs (including inciden-tal improvements) for non-GFOQs per fiscal year.Prior approval from Congress is required to exceedthis limitation. Normal notification is throughbudget submission. Out-of-cycle requests requirecongressional notification through OASA (I,L&E)and a 21-day waiting period.

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UNACCOMPANIED PERSONNEL HOUSING MANAGEMENT

Unaccompanied Personnel Housing-Includes unaccompanied personnel housing, of-ficer, and enlisted quarters.Also includes barracks and transient UPH.May include government-leased UPH.

The following areas of UPH management are criticaland require leadership interest or involvement:

Close coordination with troop commanders to en-sure-

– Meeting the Army goal for a utilization rateof 95 percent for adequate housing for eachinstallation.

– Adequate maintenance and repair of UPHfacilities with current programs for recurringmaintenance and repair.

– Geographic bachelors are only housed on aspace available basis when it will not result in

issuance of certificates of nonavailability tobonafide UPH soldiers.

– Furnishings (furniture and equipment) in suf-ficient quantities and good condition, withreplacement programs budgeted in the H ac-count.

– Real property utilization program to limit theavailability of barracks to commanders whodo not meet occupancy goals.

Maintenance of accurate and current UPH realproperty records.Documentation of UPH conversion and diversionactions (95 percent).Adequate funding of the UPH H account in theOMA budget.Programs for UPH new construction and modern-ization are sound, supported by valid require-ments, and realistic.

TRANSIENT HOUSING MANAGEMENT

Transient housing provides short-term accommoda- all types of travelers in arranging Army lodgingtions for visitors and other personnel temporarily worldwide.without permanent housing due to TDY, PCS, or other Service charges should cover reasonable opera-travel. Transient housing includes both temporary lodg- tion, maintenance and improvement costs whening for personnel on TDY and guest housing. TheACSIM is the functional proponent for both TDY lodg-ing and guest housing.

Facilities, furnishings, services, and other amenitiesshould be comparable to moderately priced commercialhotel and motel accommodations. The followingguidance should be applied:

Assignment and other operations proceduresshould be defined and implemented to maximizeuse of facilities. Full advantage should be taken ofthe capabilities of automated systems such asHOMES and other management improvementsat all levels. An automated Central ReservationCenter provides a toll-free number 24 hours/day,7 days/week for making reservations and assisting

appropriated fund support is not authorized oravailable. Service charges should be established bythe type of facility on a per person basis at a levelsufficient to meet immediate and short- and long-range obligations. UPH service charges must beminimized in accordance with AR 210-50, Chapter 2,and supplemental budget guidance. Service char-ges cannot be set to support the IMWRF or otherless profitable NAFIs on the installation. Servicecharges should not be inflated or used for nonbil-leting purposes.Internal control systems to ensure adequatesafeguards against fraud, waste, mismanagement,and misappropriation shall be implemented.Prompt, efficient, and courteous customer serviceshould be emphasized.

GENERAL OFFICER QUARTERS MANAGEMENT

AR 210-13 prescribes policies, procedures, and maintaining, repairing, and improving quarters formanagement responsibilities for furnishing, operating, general officers. The regulation addresses effective

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stewardship of these highly visible quarters. It em- The following tips should be used to improve GFOQphasizes the occupants’ special needs. The regulation management:also mandates a long-range maintenance plan for eachunit.

Congressional interest continues to focus on themanagement of GFOQs. Congressional oversight hasincreased awareness of the cost of doing business. Theyencourage application of the prudent landlord concept.Careful management is becoming increasingly important.Many of the GFOQs are historic buildings that repre-sent a part of our national heritage. They should bemaintained and preserved for future generations. Care-ful planning will ensure that maintenance and repair aredone when needed.

Schedule a briefing for newly arrived general of-ficers. This briefing should cover reporting re-quirements, congressional funding limitations,programmed work, and long-range plans for thequarters.Encourage occupant involvement in the manage-ment of GFOQs in order to minimize costs andlimit changes as a result of personal preference.Remember that good record keeping is a key totimely and prudent programming of major com-ponent replacements, as well as cyclic main-tenance.

HISTORIC FAMILY HOUSING MANAGEMENT

Family housing units that are listed on the national or council on historic preservation for federal projects.state register of historic places are contributing struc- The state office and council review focus on the effecttures often within a historic district. Units determined of rehabilitation on a historic resource.eligible or those that are potentially eligible for listing Rehabilitation plans are measured against themust be maintained in accordance with the stated policy.Stewardship of historically significant facilities imparts Secretary of Interior’s standards for rehabilitation. Thea special responsibility to the managing installation and plans are categorized as having impact, adverse impact,

to the occupants. Decisions on use, operations, and or no impact. Impact items are evaluated individually.They may be inherently undesirable but, because ofmaintenance must consider those characteristics that

contribute to the quarters’ historic significance. circumstances, are unavoidable. Minimizing impact ofany kind is the goal. Adverse impact items are serious

Work that may affect historically significant housing items that breach the historic fabric. No impact itemsmust be coordinated with the applicable state historic are of interest, but only peripherally, to the historicpreservation office starting with the planning phase. fabric.This office is the jurisdictional extension of the advisory

FISHER HOUSES

Fisher Houses, associated with Army Medical Treat- to be near patients undergoing long-term serious medi-ment Facilities (MTFs), are provided as gifts to the cal treatment at the Army MTF on the installation.Army by the Zachary and Elizabeth M. Fisher ArmedForces Foundation. Their stated purpose is to provide Policies regarding the operation of an installationlow-cost housing for Servicemembers or their families Fisher House are being developed. The Office of the

Surgeon General is the proponent for Fisher Houses.

FURNISHINGS MANAGEMENT

Types of furnishing authorized and their basis of issue The provision of housing furnishings and equipmentare identified in common table of allowances (CTA) varies widely between CONUS and OCONUS. In50-909 or 50-970. Authorizations are limited to those CONUS, the Army does not authorize family housingcontained in the CTA. Nonstandard items and excep- furnishings or household equipment items except fortions must be approved by DA. Table 12-1 shows the kitchen appliances (ranges and refrigerators).types of furnishing generally authorized.

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In OCONUS, family housing furniture support items. Furnishings are also loaned to soldiers pendingvaries from full furniture support to limited support. receipt of their household goods. AuthorizationsThis depends whether the area is authorized full or provided in CONUS also apply in OCONUS. The Armylimited Joint Federal Travel Regulation (JFTR) or on authorizes furniture support in private housing to unac-economic feasibility for the provision of furnishings companied soldiers in the grade of E7 or above. Otherfor the particular area. Through limited support, sol- unaccompanied soldiers may receive furniture supportdiers receive household appliances, washers, dryers, if government-controlled facilities are not available.wardrobes, kitchen cabinets and various furniture

DEFERRED MAINTENANCE AND REPAIR

DMAR are projects included in the annual workplan, which could not be executed because of a lack offunds. These projects are reported as deferred at theend of the fiscal year. The deferred projects are addedto the DMAR list. The total estimated cost of theprojects on this list is referred to as DMAR.

Unfinanced requirements of maintenance andrepair will be recorded as DMAR only if the followingconditions are met:

It is a valid requirement and has been included inthe AWP.It remains unfinanced in the reported FY.Projects are prioritized by MACOM-developedcriteria.Higher headquarters validates installation DMAR.Validation is made when DMAR is equal to orgreater than 20 percent of its annual maintenanceand repair requirements.

FAMILY HOUSING FACILITIES MANAGEMENT INITIATIVES

In addition to the whole neighborhood revitalization cost effectiveness of the operations and maintenanceprogram, the Army staff is developing guidance and program, and to develop an installation family housingmethods to assist the installation to modernize and make community plan. Conservation of scarce resources isenergy efficient kitchens, to increase the energy efficiency the primary purpose of these programs.of the whole house, to establish criteria for measuring the

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BARRACKS INITIATIVES

The Whole Barracks Renewal Program (WBRP) is a as a total renovation rather than piecemeal maintenanceDA initiative to provide funding for barracks new con- and repair projects.struction and modernization projects. The program The standard design and construction is a two-personincorporates interior and exterior improvements. It 220 NSF room with one bath per private room for UPHalso includes DA centrally procured initial issue fur- facilities constructed or upgraded in FY94 and beyondnishings. The goal of the program is to provide single Soldiers with a rank of private through specialist will besoldiers with accommodations they can proudly callhome. The philosophy of the program is a holistic ap-

housed two to a room. Sergeant through sergeant majorwill be housed in a private room.preach to bring barracks up to the new Army standard

TRANSIENT HOUSING INITIATIVES

The ACSIM is implementing a number of initia-tives and programs to assist installation billeting andguest housing offices to provide efficient, effective, andcomprehensive transient housing services to soldiers,civilians and their families:

Central Reservations Center.Lodging Success Program.

Lodging Operation of the Year.Best Buy Program for lodging furnishings andamenities.Training with Industry Program.Professional Development Workshops.

OUTLOOK

As the Army draws down, less movement and longer analyze their military mission and make a determinationtours will become common. This will contribute to less of the minimum essential housing on-post needed todemand for on-post facilities because more soldiers may meet that mission. The arguments for retaining the min-elect to buy a home. Funding for upkeep of government imum essential housing must use compelling militaryowned and controlled facilities continues to be more readiness rationale. Housing was not listed in the Desertand more constrained. DMAR and BMAR growth is Shield/Desert Storm after action report as a problemescalating. Fewer dollars are being spent on the existing area during mobilization and deployment. CHRRS toinventory to control deterioration. This practice and the meet off-post housing demand needs to be strengthened.increasing desire of soldiers to own their own homes are As senior soldiers who can afford to buy homes opt tomaking on-post facilities less desirable. With the grim do so, the existing government inventory should be madeoutlook on the funding posture, the existing inventory available to junior soldiers who cannot afford to buy orreduction is a growing consideration and in some cases rent off-post.an absolute necessity. Installation commanders must

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Chapter 13

Information

This chapter describes the Army InformationMission Area (IMA) principles and disciplines. Cur-rent programs and initiatives for modernization andsustainment of IMA within the installation infrastruc-ture are presented for each IMA discipline.

PRINCIPLES OFINFORMATION MANAGEMENT

Essential guiding principles that provide a basis forthe information mission area as it develops for theyear 2000 and beyond are contained in the ArmyEnterprise Strategy Vision document:

Provide the Warfighter systems that meetvalidated needs.Provide the Warfighter C41 systems that inter-operate in Joint and Combined operations.Provide the Warfighter assured access to mission-essential military and commercial space-basedsystems that support the Force Projection Armyacross the entire operational continuum.Provide the Warfighter an integrated digital infor-mation network that supports warfighting systemsand assures C2 decision-cycle superiority.Provide the Warfighter a modern power projec-tion platform to support peacetime operations,training, mobilization, force projection, split-baseoperations, and redeployment. See Figure 13-1.Provide the Warfighter more efficient informationsupport for combat and peacetime operations.Provide the Warfighter the ability to access andexchange information at needed levels of clas-sification using a single C41 system.

Management

CONTENTSPage

PRINCIPLES OF INFORMATIONMANAGEMENT 13-1

INFORMATION MANAGEMENT STRUCTURE 13-1

INFORMATION MANAGEMENT PROCEDURESAND PROCESSES 13-3

MANAGEMENT ESSENTIAL 13-5

INFORMATION MANAGEMENT’SNEW DIRECTION 13-5

TELECOMMUNICATIONS 13-6AUTOMATION 13-6RECORDS MANAGEMENT, PUBLISHING &

PRINTING, AND LIBRARY MANAGEMENT 13-7

VISUAL INFORMATION 13-7

Provide the Warfighter electromagnetic spectrumsupremacy in order to maximize the benefitsof maneuver and tempo in conjunction withfirepower.Provide the Warfighter synchronized C41capabilities that leverage commercial technol-ogy.Provide the Warfighter with cost effective train-ing, testing, and rapid prototyping through state-of-the-art modeling and simulation.

INFORMATION MANAGEMENT STRUCTURE

IMA functions include all activities and resourcesemployed in collecting, processing, managing, andproviding data. IMA also focuses management’s at-tention on specific commander’s responsibilities andestablished procedures that feed the PPBES, andidentifies people to accomplish the managementtasks. The installation commander’s role in IMA haschanged dramatically in recent years. Formerly, IMA

consisted of three distinct operational environmentsstrategic, theater and tactical, and sustaining base.Changes in information systems technology haveblurred these boundaries, and the goal of the EnterpriseStrategy is to implement a seamless operational en-vironment from the CONUS installation to the foxhole.Within this goal, the installation commander leadsthe power projection platform from which split-base

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operations are conducted through the use of the seam- set of documents starts with a capstone AIA developedless information network.

The Army Information Resources ManagementProgram (AIRMP)(AR 25-1) defines policies, respon-sibilities, and the process to identify informationresources, validates information requirements, and es-tablishes a systematic approach for satisfying thoserequirements. Information resources include data or in-formation, information systems, associated equipment,support facilities, software, and personnel. The Army In-formation Architecture (AIA) defines relationshipsamong Army elements in a hierarchy of documents. This

by the Director of Information Systems for Command,Control, Communications, and Computers (DISC4).Subordinate organizations (Headquarters, DA staffproponents and MACOMS) add detail to the capstoneAIA consistent with their missions. Developing theAIA is a top down process based on the guidance fromDISC4 that specifies Armywide standards essential fordata sharing and interoperability.

Key players in the Army information policy, direc-tion, and guidance include DA, TRADOC, AMC, andUS Army Information Systems Command (USAISC).

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At DA, the DISC4 implements Army policy and reviews, council to assist the commander/DOIM in coordinatingvalidates, and approves the AIA. Headquarters, DA and prioritizing IMA services for most installation ac-functional proponents, in coordination with DOD, tivities.develop standard systems for executing the Army’s TitleX responsibilities. TRADOC formulates information The DOIM is responsible for the full range of infor-management and information systems management mation services for a specific geographic area. Theconcepts and doctrine for the theater and tactical and support provided includes mobilization planning assis-

tance for information services and, upon mobilization,strategic environments. PEO communications and PEOcommand and control are the materiel developers for information services support to federalized State Area

Command Reserve Components (STARCs).information systems for the theater and tactical andstrategic environments, less the Army portion of theDefense Information System. USAISC is the materieldeveloper for the Army’s portion of the Defense Infor-mation System in the strategic environment. It providesEchelon Above Corps support in theater and tacticalenvironment and provides sustaining base informationservices to include telecommunications. The ProgramExecutive Officer for Standard Army Management In-formation System (PEO STAMIS) is the materieldeveloper for automated information systems, both tac-tical and sustaining base systems.

Sustaining base information management takesplace at MACOMs and installations. The MACOMsprovide staff supervision, coordination, and resourc-ing while the installation provides support directly tothe users. Installation commanders are required to es-tablish an installation information management support

Information management encompasses all dis-ciplines of the IMA:

Telecommunications.Automation.Records management.Publishing and printing.Library management.Visual information.

Library management and visual information are IMAdisciplines but may not be under the DOIM’s control.

In USAREUR, information management is providedby the 5th Signal Command. Separate installation assetsdo not perform IM functions. 5th Signal is the DOIMsupport at each Area Support Group (ASG).

INFORMATION MANAGEMENT PROCEDURES AND PROCESSES

The DOIM manages the Army’s information servicesat the installation level. The DOIM is an installation staffactivity supporting all tenant organizations.

The DOIM develops and maintains the AIRMP anddirectly manages and supervises the informationmanagement staff and operational activities in the sixIMA disciplines. Library management and visual infor-mation may report to different staff elements dependingon the commander’s prerogative. Through the ad-ministration of the AIRMP, the DOIM develops andmaintains the installation’s information architecture.The MACOM develops its architecture using struc-tured methods, such as the Information RequirementsStudy (IRS). The result is a document that identifiesinformation requirements and relationships andprovides an organization with a macroview of its infor-mation needs, information deficiencies, and priorities.It maps high level information needs to the processesthat create and use the information in support of theorganization’s mission and goals.

By comparing the information needs in the MACOMIRS model as shown in Figure 13-2 with the currentcapabilities, documented in DOD, Headquarters, DA,and MACOM plans, commanders can identify deficien-cies and initiate requirements documents to correct thedeficiencies. The IMA requirements or tenant activitiesare identified to the DOIM in terms of the IMAcapability that is needed. Before proceeding, the DOIMwill verify the nature of the IMA requirement, common-user versus unique IMA support; new start versusupgrade of existing IMA services/resources; capital in-vestment versus expense type funds that will be needed,the availability of funding support, whether the IMArequirement is within the approval threshold of theinstallation, urgent out-of-cycle requirement versus in-cycle requirement. Unique, noncommon user IMArequirements must first be submitted by the tenant ac-tivity for verification/approval via command/functionalproponent channels, before further processing by theDOIM. Additionally, if the requirement is beyond the

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approval threshold of the installation, it must be sub- Management Support Council (IMSC) ensures that themitted under IMA MOD Plan procedures for approval.The appropriate approval(s) of the IMA requirementserves as the basis for budgeting/programming of funds.Assuming the appropriate funding support is available,the DOIM proceeds with developing the most cost ef-fective/efficient technical solutions to structure aproposed IMA project for approval by the DOIM or theinstallation commander via the Installation’s Informa-tion Management Steering Committee. The same holdstrue for those IMA requirements that have beenvalidated via command/functional proponent channelsand/or approved via requirement statement submissionby the tenant activity to its MACOM or by the DOIM toits MACOM, as appropriate, provided the submittinginstallation has been designated to develop and imple-ment supporting IMA projects. The Information

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priorities follow DA guidance and support all customersin a specific geographic area.

Requirement Statements (RS) are developed forthose new information requirements that are not satis-fied by the baseline and objective configuration.Installation commanders will validate and forwardunmet requirements which exceed local authority to thenext higher level for action. DISC4 integrates andDCSOPS prioritizes these requirements and publishesthe RS Status Report for the Army, which authorizesthese requirements to compete for funds in the nextPPBES cycle. DISC4 also appoints/specifies materieldeveloper responsibilities.

Funding may be provided through the PPBES cycleand identified in OMA, RDTE, and OPA programs.

FM 100-22

OPA funds programmed by the materiel developer via forces while at the Mobilization Station. Essential ser-the Long Range Research-Development and Acquisi- vices include all the basic services as outlined in Annextion Plan (LRRDAP) are required for hardware K of the Army Mobilization and Operations Planningrequirements costing more than the expense/investment and Execution System. Appointed DOIM offices have athreshold, currently $25,000. Approval thresholds for supporting installation responsibility to provideIMA acquisitions are described in Figure 13-3. mobilization information services planning assistance.

Mobilization information services support plan- Upon mobilization, the federalized STARCs alsoning must be considered during the operational receive their support on a geographical basis.readiness improvement phase for Reserve Component

MANAGEMENT ESSENTIAL

Information management is a valuable asset that accomplished via command channels. The prime func-can provide integrated information systems to all tion of validation is to ensure information requirementsusers. As requirements are developed, validation is a are essential to mission support. An integrated informa-key process to ensure that interoperable systems are tion management organization can improve installationdeveloped consistent with the principles of informa- productivity and enable more effective delivery oftion management. The validation process must be BASOPS services.

INFORMATION MANAGEMENT’S NEW DIRECTION

The end of the cold war and the subsequent reevalua- Projection.” The new strategy has been documented in thetion of our nation’s Armed Forces structure has resulted new FM 100-5, “Operation,” in terms of split-basedin many significant changes to the Army. As the Army operations, at the strategic level. The impact upon instal-is downsizing to reflect new national policy realities and lations is potentially dramatic, as they transition frombudget constraints, the Army is changing its strategy for peacetime training locations to warfighting enclaves as thefighting as well. During the past 100 years the Army Power Projection Base for future overseas task forcestrategy has evolved to one of forward deployed forces deployments. Installation oriented projects that are gain-to respond to worldwide threats. This strategy is chang- ing increased importance to enable the projection of IMAing, as our overseas forces are downsized and power at the Army’s Power Projection installations willreconsolidated in CONUS, to a new strategy of “Power be summarized for several IMA disciplines.

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TELECOMMUNICATIONS

Power Projection C4 Infrastructure (PPC41) is aHeadquarters, DA initiative to upgrade the telecom-munications infrastructure at Army installations toensure it supports power projection. Planning for PPC41began in FY92 and represents a major upgrade oftelecommunications infrastructure for many CONUSinstallations in the past 40 years. Infrastructure upgradesare required to support the data transmission of manyArmy and joint service programs - Sustaining Base In-formation Services (SBIS), Defense Message System(DMS) that will be fielded in the next decade. PPC41 isnot a separate program, but rather an initiative thatcombines four existing programs. The components ofthe telecommunications infrastructure are:

The telephone switch.The outside cable plant.The backbone data network.The gateway to external networks, such as theDefense Data Network (DDN).

PPC41 supports the deployed commander by upgrad-ing capacity and reliability of the infrastructure to whichthe deployed forces will connect for access to support agen-cies and information in all functional areas. PPC41 willsynchronize the upgrade of all four infrastructure com-ponents to reduce the cost and disruption at eachinstallation, and to prepare for the arrival of softwareprograms whose data transmissions will require the en-hanced capability. PPC41 fielding will be in accordancewith an approved Installation Sequence List (ISL) cor-responding to the DCSOPS and FORSCOM ForcePackage priorities, to ensure highest priority sites arecompleted first. At this time, the ISL focuses only onUS CONUS installations (to include Alaska andHawaii); however, future plans may include ReserveComponent and OCONUS installations. Any installationtelecommunications modernization and sustainmentis managed through USAISC through ISEC-CONUSand the program manager for Switched Systems.

AUTOMATION

The SBIS program begins the process of transitioningthe sustaining base to an open systems environment(OSE) by providing a centralized infrastructure acquisi-tion and coordinating the transition of sustaining baseapplications software. Migration to OSE will promotecompetition, lower acquisition costs, reduce depend-ence on vendor unique systems, increase systeminteroperability, promote data sharing, and reduceoperations and maintenance costs. The infrastructurewill provide commercial off-the-shelf (COTS) hardwareand system software, associated communications, andother common user items. The scope of the programaddresses the initial modernization of validated andprioritized functional applications software and as-sociated infrastructure. Support will be provided forselected Headquarters, DA systems, MACOM InternalSupport Modules (MISM), Installation SupportModules (ISM), and required unique applications. TheArmy will continue to support, in parallel, existing ap-plications and infrastructure until they are redesigned,converted, or replaced by systems operating in an OSE.

ISMs will provide commanders and tenant ac-tivities with integrated data and the ability to managedaily operations and functions more effectively. TheISM database will allow the installation user to extract

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common data and share information across installationorganizations.

The ACSIM is the functional proponent for ISM.This standardization effort is to replace the many ad hocsystems now in operation. The DOD corporate informa-tion management has dictated that no new automatedsystems will be developed without a review of the busi-ness methodology of the functional area. The financialmanagement community has already agreed to examineand restructure current business practices to stand-ardize these functions.

There are 27 initial functional requirement docu-ments identified and under development by the ISMproject manager. The first group includes personnel,logistics, and financial management functions. FutureISM will undergo a rigorous development and testingcycle before fielding. These ISM will represent reen-gineered functions that will enable better service to thecustomer and respond to reductions in manpower, dol-lars, and time. The ISM provide single point data entry,standardization, elimination of manual processes, andreduction of redundant and duplicative systems.

Examples of ISM applications include the real proper-ty management tool (RMAT) and the directorate of

FM 100-22

information management management information sys-tem (DOIMMIS).

RMAT will identify installation facility requirements,will develop and evaluate strategies to satisfy them, andwill support decision making. RMAT will use spatialdata systems technology (geographic information sys-tem) to allow dynamic querying of installation databases and presentation of results in graphic or tabularformat. This system will draw on and integrate severalexisting automated systems.

DOIMMIS focuses on managing the automation andcommunications assets available at the installation levelwith the DISN management philosophy and IntegratedSystems Management Control Center (SBIS solution)structure; developing and controlling all capabilitiesand infrastructure needed to support those assets; andsupporting military power projection concepts and

Army C4I for the Warrior requirements. It introducesstate-of-the-art technology for engineering, planning,and operations through the use of database drivengraphics (spatial data technology (RMAT)) andstatistical information to portray an event or situation.

Major Command Internal Support Modules (MISM)perform the same function at the MACOM level. TheMISM, unlike the ISM, which are primarily transac-tion oriented systems, are more like Decision SupportSystems, Report Generators, and Executive Informa-tion Systems. MISM are being developed and are alsounder the review of the Corporate InformationManagement and the financial community. MISMand associated ISM efforts could well change allaspects of our business procedures in the very nearfuture.

RECORDS MANAGEMENT, PUBLISHING&PRINTING, AND LIBRARY MANAGEMENT

An initiative proposed as an ISM and currently beingreviewed by Headquarters, DA is the Mass MailingSystem. It will reduce postage and administration costsfor repetitive mailing lists by automating the mass mail-ing tasks.

OFFICIAL MAIL AND DISTRIBUTIONThe Army official mail program is operated on a

pay-as-you-go basis. Payment for all United States Post-al Service (USPS) support is by check, money order, orAdvanced Deposit Trust Account (ADTA). Implement-ing guidance for the Army Official Mail andDistribution Program is found in AR 25-51. The DOIMis responsible for providing guidance and support forthe program, which addresses the use of postage meters,mailing permits, special mail services, and postage

stamps; procedures for prepaid postage; and cor-respondence distribution management. Instructionshave been issued for implementation of Zip+ 4 at Armyinstallations.

FIELD PRINTINGEvery effort must be made to requisition field print-

ing requirements from the Defense Printing Service(DPS). The DOIM is responsible for managing andproviding guidance to customers on acquiring print-ing support needed for mission accomplishment. In theevent of and during mobilization, authority is granted tothe field to produce any departmental publication, in-cluding blank forms, necessary to support missionrequirements.

VISUAL INFORMATION

Combat Camera (COMCAM) is visual informationdocumentation (VIDOC) supporting the full range ofArmy operations including Joint, Combined, and Inter-agency Operations. Digital still imagery and motionimagery provide all levels of commanders and staffs withvisual images of conditions and events before, during,and immediately after operations. Visual imagery assistscommanders in making informed decisions duringoperations.

Training and Visual Information Support System(TRAVISS) provides Installation Training/VisualInformation Support Centers with an automated ap-plication that will enhance operations and productivitywhile significantly improving management capabilitiesthrough real-time data availability. Its strength lies inits ability to provide on-line real-time management datato include supply balances, personnel time and perfor-mance data, work order activity, and equipmentmaintenance schedules. Customers will gain easy access

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to support services such as color laser printing manuscriptlayout and review, still photography, local purchase sup-port, graphics, and business preparations. TRAVISS willcombine the best features of the automated systems cur-rently in use across the Army, namely TRADOC’s WorkOrder Management System/Audio Visual Library Sys-tem (WOMS/AVLS) and FORSCOM’s TrainingSupport Automated Management System (TSAMS).

The Electronic Multimedia Imaging Center (EMIC)Plan provides for a centralized electronic capability atthe installation level for creation, storage, and manipula-tion of visual images. This plan will guide MACOMs inthe transition from wet chemistry processes to electronicprocesses in providing visual information products andservices. Electronic imaging technology will encom-pass more than 350 visual information activitiesArmyWide; these activities will change their names fromVI centers to EMICs and be equipped with several

different types of systems that provide graphics, photo,transmission, and self-help capabilities.

In the future installation-level information manage-ment products and services will enable operationspersonnel to seamlessly exchange informationamong BASOPS organizations, tenant activities,and higher headquarters. Distinctions among thevarious IMA disciplines will blur and then disap-pear. Using commercial technology, a small highlytrained IMA work force will enable commandersto achieve high productivity gains and rapid sup-port for decision making. New systems will bedeveloped in strict conformance with standards toachieve interoperability and integration of systemsthroughout DOD, while dramatically reducing sus-tainment costs. DOD will exercise tight controlover new development to ensure maximum reuseof DOD and joint systems.

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CHAPTER 14

Financial Management

This chapter includes resourcing the base opera-tions (BASOPS) requirements needed to operate acommunity of excellence. Areas addressed are existingstructure, appropriations, revolving fund concepts, in-stallation operation and structure, the implementationof the Defense Business Operations Fund (DBOF) anda variety of other initiatives, nonappropriated funds,and finance and accounting operations.

To assist commanders in managing more effectivelywith reduced resources, commanders are given greaterfinancial flexibility. Actions are ongoing to eliminatemoney fences and to change laws and other governmentalpolicies. This will support the initiative of providinggreater financial flexibility to installation commanders.

DEFINITION

Financial management is a process of acquiring, as-signing priorities, allocating and using resources (people,money, material, facilities, information, and time) in aneffective and efficient manner.

FINANCIALMANAGEMENT STRUCTURE

DOD uses the Planning, Programming, and BudgetingSystem (PPBS) as its primary system for managing itsmilitary functions. PPBS is the parent system of theArmy Planning Programming, Budgeting, and Execu-tion System (PPBES). PPBES is a major decision-makingprocess that interfaces with OSD and Joint planningand links directly to OSD planning and Budgeting.

PLANNING, PROGRAMMING, ANDBUDGETING SYSTEM

The PPBS is a cyclic biennial process used todevelop a plan, a program, and a budget for the DOD.PPBS is a logical process of identifying needs, deter-mining resource requirements, and allocating theresources. The result of the PPBS cycle is a packageof programs to be carried out over a period of six yearswhich is called the Future Year Defense Program(FYDP).

CONTENTSPage

DEFINITION 14-1FINANCIAL MANAGEMENT STRUCTURE 14-1PLANNING, PROGRAMMING, AND BUDGETING

SYSTEM 14-1FUTURE YEARS DEFENSE PROGRAM 14-2PLANNING, PROGRAMMING, BUDGETING,

AND EXECUTION SYSTEM 14-2ARMY APPROPRIATIONS 14-2AUTHORIZATION AND APPROPRIATION 14-4COMMITMENT AND OBLIGATION 14-4CONTINUING RESOLUTION AUTHORITY 14-4WORKING CAPITAL FUNDS 14-4DEFENSE BUSINESS OPERATIONS FUND 14-5NONAPPROPRIATED FUNDS (NAF) 14-7INSTALLATION FINANCIAL MANAGEMENT

ORGANIZATION 14-8PROGRAM BUDGET ADVISORY COMMITTEE

(PBAC) 14-8FINANCIAL TOOLS 14-8FINANCIAL AND PROGRAM PERFORMANCE

INITIATIVES 14-9REVIEW AND ANALYSIS 14-10MANPOWER MANAGEMENT 14-10FINANCE AND ACCOUNTING

OPERATIONS 14-10RESOURCE RECOVERY AND RECYCLING

PROGRAM (RRRP) 14-10

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FUTURE YEARS DEFENSE PROGRAM

The FYDP is the data base developed from the Each of these programs is subdivided into programDefense Program (DP). It is managed by the OSD elements that represent integrated subprograms com-Comptroller. It also contains the resources associated bining personnel, equipment, and facilities. Together,with all programs of the Services and other DOD agen- these elements constitute an identifiable militaryties. The FYDP contains 11 major defense programs. capability.

PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION SYSTEM

The PPBES is the Army’s primary financial manage-ment system. Planning is recognizing the threat to ournational security and developing a strategy to meet thatthreat. The major product of the planning phase is theDefense Planning Guidance and US Army guidance inthe form of The Army Plan and Army Program Guidance.

Programming translates planning guidance into acomprehensive and detailed allocation of forces, man-power and dollars. The installation provides input to theMACOMs via the Army Modernization InformationMemorandum (AMIM), Modernization Resource In-formation Submission (MRIS), the Program ObjectiveMemorandum (POM), and the Long Range Research,Development and Acquisition Plan (LRRDAP). In theAMIM and MRIS, installations provide information onwhat new equipment will be fielded. In the POM, instal-lations provide information on new initiatives. ThePOM lists the Army’s proposed use of dollars projectedfor the next six years. This is in terms of forces, man-power, training, research and development, procure-ment, construction, logistics, and all other requirementsto sustain the force. When the POM is approved byOSD, it is called a POM Defense Program. The OSDdecision is published in the Program Decision

Memorandum (PDM), which tells the Army what partsof the POM are approved. The PDM also tells what hasto be changed. The POM is the end of the programmingphase. The funding for Research, Development, Testand Evaluation (RDTE) and Government Owned Con-tractor Operated (GOCO) installations is managed bythe Secretary of the Army for Research, Developmentand Acquisition (SARDA), and the LRRDAP is usedfor planning and programming.

Budgeting expresses the resource requirements ofthe POM and LRRDAP in terms of manpower anddollars, categorized by congressional appropriation. Itincludes explaining and obtaining the resources fromCongress.

Execution is the last phase of the Army PPBES. Itbegins when financial authorization documents arereceived at the installation. Execution is made up ofmany functions. These include fund control, commit-ment and obligation management, reimbursable ac-tivity, and cash and debt management. It requiresextensive accountant involvement in processing finan-cial data. This includes generating accounting reports,analyzing execution results, and advising resourcemanagers of current and potential trends and problems.

ARMY APPROPRIATIONS

Army appropriations consist of five basic functional clothing, subsistence, disability benefits, death gratuities,areas that are common to all Services: servicemen’s group life insurance (SGLI) and permanent

Military personnel. change of station (PCS) travel. MPA is centrally managedOperation and maintenance. at DA. MPA is an annual appropriation, available for

Research, development, test and evaluation.obligation for one fiscal year only.

Military construction. RESERVE PERSONNEL, ARMY (RPA)

Procurement. RPA provides pay and allowances for Army Reserve

MILITARY PERSONNEL, ARMY (MPA)soldiers performing duty in an active duty or an inactiveduty status. These costs include retired pay accrual,

MPA provides pay and allowances for active Army individual clothing, subsistence, incentives, disabilitysoldiers. These costs include retired pay accrual, individual benefits, death gratuities, SGLI, PCS costs, travel and

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per diem. RPA is an annual appropriation, available forobligation for one fiscal year only.

NATIONAL GUARD PERSONNEL,ARMY(NGPA)

NGPA provides pay and allowances for Army Na-tional Guard soldiers performing duty in an activeduty or an inactive duty status. These costs includeretired pay accrual, individual clothing, subsistence,incentives, disability benefits, death gratuities, SGLI,PCS costs, travel and per diem. NGPA is an annualappropriation, available for obligation for one fiscalyear only.

OPERATION AND MAINTENANCE,ARMY (OMA)

OMA provides for operation and maintenance ofthe Army not otherwise provided for by any otherappropriations. For example, these expenses includepurchasing equipment and supplies, production ofaudiovisual instructional material and training aids.OMA funds civilian pay and allowances, operationand maintenance of active component units, installa-tions, and equipment which does not have to be pur-chased from a procurement appropriation, purchaseof supplies and repair parts, TDY costs, and recruit-ing and retention. OMA is an annual appropriation,normally available for obligation in one fiscal year.

OPERATION AND MAINTENANCE,ARMY NATIONAL GUARD (OMNG)

OMNG is for expenses not otherwise provided forin other appropriations necessary for training, or-ganizing, and administering the Army NationalGuard. These expenses may include training of units,procurement of organizational equipment, supplies,repair parts, services, and maintenance. OMNG fundscivilian pay and allowances; training, operation andmaintenance of National Guard units, facilities, instal-lations, and equipment; purchase of supplies, repairparts and services; recruiting and retention. OMNG isan annual appropriation, normally available for obliga-tion in one fiscal year.

OPERATION AND MAINTENANCE,ARMY RESERVE (OMAR)

OMAR is for expenses not otherwise provided forin other appropriations for training, organizing, andadministering the Army Reserve. The expenses mayinclude repair of facilities, installations, and equip-ment; purchase of supplies and repair parts and services;

recruiting and retention. OMAR is an annual ap-propriation, normally available for obligation in onefiscal year.

RESEARCH, DEVELOPMENT, TEST, ANDEVALUATION, ARMY (RDTE)

RDTE includes procurement of end items, weapons,equipment, components, materials, and services re-quired for development of equipment, material, orcomputer applications software; its developmental testand evaluation, its initial operational test and evalua-tion the operation of research and development instal-lations/activities, including direct and indirect efforts,expense and investment costs; acquisition or construc-tion of industrial facilities costing less than $300,000 atgovernment-owned, government-operated facilities;and acquisition and construction at contractor-owned,contractor-operated government facilities.

MILITARY CONSTRUCTION, ARMY (MCA)MCA provides funds for acquisition, construction,

installation and equipment of temporary or permanentpublic works, military installations, and facilities forthe active Army. MCA is a multiple-year appropria-tion available for obligation for five years. Although theMCA appropriation is for five years, the authorizationis good for only three years unless specifically extendedby Congress. Without an extension, an initial obligationof funds must be made within three years to save theauthorization.

MILITARY CONSTRUCTION,ARMY RESERVE (MCAR)

MCAR provides for planning and design, construc-tion, acquisition, expansion, rehabilitation, and conver-sion of facilities for the training and administration ofthe USAR. MCAR is a multiple-year appropriationavailable for obligation for five years.

MILITARY CONSTRUCTION,ARMY NATIONAL GUARD (MCNG)

MCNG provides for planning and design, construc-tion, acquisition, expansion, rehabilitation, and conver-sion of facilities for the training and administration ofthe National Guard. MCNG is a multiple-year ap-propriation available for obligation for five years.

MILITARY CONSTRUCTION,ARMY FAMILY HOUSING (AFH-C)

AFH-C funds planning, design, construction, im-provement and acquisition of military family dwellingunits and related facilities including the cost of the

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property and all associated real estate costs. AFH-C isa multiple-year appropriation available for obliga-tion for five years.

OPERATION AND MAINTENANCEARMY FAMILY HOUSING

AFH-O provides funds for the full life cycle ofmilitary family dwelling units. Annual funds providefor the leasing of family housing on the economy andfor payment of mortgage principal and interest onspecific privately financed housing projects. AFH-O isa one-year appropriation, available for obligation forone fiscal year only.

PROCUREMENT, ARMY (PA)The procurement appropriation provides funds for

Army aircraft, missiles, weapons and tracked combatvehicles, ammunition, equipment and ADPE equip-ment that cannot be purchased with operations andmaintenance appropriations, and other procurement.Procurement appropriations are three-year appropria-tions. The Army justifies the annual budget requests forthe obligation authority for procurement of each itemcontained in the long-range materiel requirementsplan. BASOPS at GOCO installations is funded by thePA appropriation. Construction at these installations isalso funded by PA, not MCA.

AUTHORIZATION AND APPROPRIATION

Authorization of funds is recommended by theArmed Services Committees for new programs orcontinuance of existing programs. They also recom-mend funding limits on these programs. Authoriza-tion acts do not grant actual funds, but provide the

COMMITMENT

A commitment of funds is an informal or ad-ministrative reservation of funds for a specific pur-chase. An obligation is the action taken to establisha liability against the US government that will

legal authority to obligate funds. An appropriations actprovides funds to DOD and permits DOD to incurobligations and to make payments out of the USTreasury for specified purposes.

AND OBLIGATION

ultimately result in a disbursement from the USTreasury. The dollar amount established by Congressfor a particular appropriation limits the amount of totalobligations that may be incurred.

CONTINUING RESOLUTION AUTHORITY

When a defense funding bill is not passed and spent. This rate is normally based on the spending ratesigned into law by 1 October each year, a temporary of the prior fiscal year. Under a CRA, no new programsfunding instrument called a Continuing Resolution may be started. This delay restricts the time availableAuthority (CRA) is passed by Congress. The CRA to obligate funds when they are appropriated for thespecifies the maximum rate at which funds can be next fiscal year.

WORKING CAPITAL FUNDS

Congress authorized the Secretary of Defense to Initial capital financing is provided by Congress toestablish working capital funds (also known as revolv- start operations by a one-time appropriation. Once aning funds) to finance inventories of stores, supplies, activity is capitalized it recovers the costs incurred byequipment, and certain services. Costs are financed by selling inventory or services to its customers. Prior tothe fund from the time materiel is requisitioned and Fiscal Year 1992, the Army Stock Fund (ASF) and theacquired until it is issued for use or consumption. A Army Industrial Fund (AIF) were included in thisworking capital fund or revolving fund is intended to category of working capital or revolving funds.emulate the business premise that the final productmust absorb all costs that have been incurred to produce it.

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DEFENSE BUSINESS OPERATIONS FUND

On 1 October 1991, DOD combined all existingrevolving funds, including the former Army Stock Fund(ASF) and Army Industrial Fund (AIF) into DBOF. TheDBOF was to operate under the policies then in placefor stock and industrial funds as modified by changesissued by OSD from time to time. The major changesfrom the former Service-managed funds included:

Transfer of all assets and liabilities from theServices to DOD.The addition of all costs in the prices of products(including depreciation of facilities and equip-ment; pay of military personnel; managementheadquarters costs).Initiation of the capital purchases program.

The DBOF is a revolving fund for financing DODbusiness. DBOF provides a business managementstructure where customers (mission forces) andproviders (support activities) can be made aware ofthe total cost of goods and services. Cost visibilityenables customers to seek the lowest price. It alsoencourages the providers to offer services at thelowest cost to remain competitive and viable. TheArmy-managed business areas included in DBOFare Supply Management, (formerly ASF); DepotMaintenance – Other and Depot Maintenance –Ordnance (both formerly a part of the AIF).

UNIT COSTUnit cost is a management tool for monitoring

costs and making resource allocations based on costand output. The unit cost of a business activity iscalculated by totaling the operational costs of theactivity and dividing those costs by its work load in-dicators or output. The result is the cost required toproduce a single item, which is its unit cost.

Unit costing techniques are now focused on supplydepot operations, inventory control points, andstock funding activities of depot level reparable.Business areas now under active unit cost develop-ment are product engineering, major end items, con-tract administration services, and RDTE. Unit costand output measurements have not been firmly es-tablished in all areas, but additional outputs con-tinue to be investigated.

SUPPLY MANAGEMENT, ARMY (SMA)SMA business area is the most prominent

DBOF-funded activity at the installation. It was

originally chartered by OSD as the ASF to financethe supply of repair parts and minor items of equip-ment. It also has the ability to purchase common useconsumable supply items in support of installationactivities. The fund initially finances items such astank tracks, carburetors, gun tubes, and other con-sumable items. (It excludes financing major end itemssuch as tanks, trucks, and artillery.) When repairparts are issued to a using unit, the unit pays SMAfor the total cost.

SMA (as well as all other DBOF-funded ac-tivities) is self-sustaining (or revolving). The fundinventories are paid for when ordered by or issuedto the consuming activity. The proceeds are depositedin the DBOF treasury account and become avail-able to buy more inventory. This cycle continues forthe life of the fund.

SMA contains a wholesale division and retaildivisions. AMC as a wholesaler is responsible forpurchasing from private industry and selling to theretail divisions, which are located in each MACOM.The retail divisions (which also buy locally and fromthe Defense Logistics Agency (DLA) and GeneralServices Administration) sell to consumers, who arefinanced by various appropriations (OMA; Procure-ment of Ammunition, Army (PAA); DBOF).

SMA prices its products to recover the acquisitioncost of the individual item plus a surcharge to recoveroperating costs. The surcharge categories aretransportation, inventory expenses and maintenance,costs of operations, and price stabilization.

Obligation authority is an annual limit placed onprocurement actions of the fund. This limit also actsas a control for procurements. It allows the DBOFto purchase only enough inventory to cover cus-tomer demands and maintain the desired level ofsafety stock. It limits operating costs and credits tocustomers.

SMA business managers must be concerned withan inventory turnover rate that will satisfy customerdemands and require a minimum dollar investment.If inventories increase and sales decrease, more ofthe fund capital is tied up in inventory. This reducesthe operating cash available for acquisition of newsupplies.

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DEPOT MAINTENANCE – OTHER ANDDEPOT MAINTENANCE – ORDNANCE

The depot maintenance business areas are DBOF-funded activities which were formerly funded throughthe AIF. They provide industrial and commercial typeservices within DOD. Army depot maintenance in-cludes two businesses:

Depot Maintenance — Other (formerly managedby Depot Systems Command). This businessarea sustains fighting forces worldwide withdepot-level supply and maintenance of desig-nated materiel through a logistically-ready in-dustrial base. Integrated supply and maintenanceoperations provide for the receipt, storage, main-tenance, and shipment of major end items andammunition to worldwide units and customers.(DLA is responsible for secondary items dis-tribution.)Depot Maintenance — Ordnance (formerlymanaged by Armament, Munitions and ChemicalCommand). This business area procures artillery,small arms, and munitions, end items and majorcomponents for all Services. It also performs en-gineering, repair, manufacturing, renovation,demilitarization, and product assurance in sup-port of this materiel.

In February 1994, the Industrial Operations Com-mand (IOC) was activated by merging managementelements of both of the depot maintenance businessareas as well as management elements of othernon-DBOF related functions. The IOC is the singlemanagement command for both businesses effective10 October 1994.

As for the other revolving fund activities, the DepotMaintenance Army business area uses working capitalto finance the initial cost of providing goods and ser-vices requested by its customers. Customers reimbursethe business area. Work load at industrial-type ac-tivities is generated by customer orders. Customerorders are obligations of the ordering activity andcreate a contractual-type relationship between theindustrial fund activity and the customer.

There are three basic types of work orders-project,service, and commanders. The project order is aspecific order for the manufacture of materials, sup-plies, equipment, and other work or services. Serviceorders are for routine, recurring, or other servicesthat cannot be authorized by issuing project orders.

Commander’s orders are used when it is necessary tocommence work of an emergency nature prior to thereceipt of an order.

Customer rates are established on a fiscal year basis.These rates are established at levels intended torecover costs plus an applicable surcharge. This isnecessary to provide working capital to ensure con-tinued operation of the fund. This stabilized rate policyserves to protect appropriated fund customers fromunforeseen inflationary pressures as well as other costuncertainies.

The Depot Maintenance Army operates on a breakeven basis. The operating activities under this conceptpromote a businesslike approach to accomplish com-plex and necessary defense efforts, resulting in aflexible system which maximizes the use of financial,manpower, and other resources required to respond tofluctuations in work load. This concept permits cus-tomers to budget for end products or services requiredrather than the component parts or efforts necessary toachieve those end products or services.

The Depot Maintenance Army cost center is anorganization composed of people, funds, facilities,equipment, and materiel required to perform a specificfunction. Cost centers collect, distribute, and controlcosts. There are two basic types of cost centers-directand indirect. Direct cost centers are engaged in andassociated with the performance of actual productivework. Sometimes these cost centers are called produc-tive cost centers. Although direct costs centers mayincur indirect costs, most of their effort is related tocustomers or identifiable products. These costs arechargeable to the customer’s order.

Indirect cost centers do not directly contribute tothe product. There are two types of indirect costcenters-production support and general and ad-ministrative. Production support cost centers are over-head to a particular mission but are not considered baseoperations and are not identifiable to a job. Examplesare scheduling, engineering, quality control, and inven-tory management. General and administrative costcenters are considered base operations and equallybenefit all installation activities. Examples are person-nel functions, accounting, security, maintenance andhousekeeping, and management. These costs cannot bereasonably associated with any particular outputs andare allocated over all production.

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NONAPPROPRIATED FUNDS (NAF)

The financial management of NAF is an importantelement in operating any installation. While funds arenot appropriated by the Congress, NAF is an integralpart of an installation’s total fund availability. SomeNonappropriated Fund Instrumentalities (NAFIs) arebusinesslike activities where profits and losses are im-portant indicators of performance. Income from NAFoperations remains at the generating installation forsupport of the NAFI programs and capital purchases insupport of NAFIs.

BUDGETING PROCESSESNAF budgets provide operating managers with

resource data to be used in command managementdecision making. The budgetary process identifies an-ticipated appropriated and nonappropriated fundresources.

Four types of budgets are prepared for NAFIs. Theannual operating budget projects income and expensesand permits the comparison and analysis of programmeddata with actual data. Capital project and minor construc-tion budgets show projections for working capital acquisi-tion renovation, expansion, and replacement of fixedassets and indicate sources of funding.

Cash flow budgets show existing cash resources andanticipated cash receipts and disbursements, andforecast cash balances on specified dates. The cash flowbudget should be reconciled with the operating andcapital expenditure budgets. The NAF and ap-propriated funds (APF) support budget is preparedannually. This budget identifies the sources of ap-propriated and nonappropriated funds that will beapplied to projected activity requirements.

Actual and programmed performance by thesebudgets will be compared monthly to identify and cor-rect significant variances. Commanders must ensurethat local generation of income is maximized. Thecommander’s statement required at the end of thebudgeting process, states where the funds to supportthe programs were generated.

ACCOUNTING SYSTEMAppropriated fund and nonappropriated fund ac-

counting systems will furnish reports as required. Alldirect, readily identifiable expenses incurred in sup-port of NAF activities must be accumulated in theaccounting system at the activity level.

Nonappropriated fund accounting support will beprovided by the consolidated Central Accounting Of-fice (CAO) at Red River Army Depot. CAOs aredesigned to provide the installation with professionaland standardized accounting and reporting functionsfor nonappropriated fund activities. The CAO is anorganizational entity of the Defense Accounting Office.The CAOs provide analytical interpretation of financialstatements and provide recommendations for financialimprovement of all NAF operations.

Significant inroads have been made in the automa-tion of NAF accounting, reporting and payroll functionsunder the auspices of the Nonappropriated FundInformation Standard System (NAFISS). NAFISS hasbeen implemented to provide standard automated ac-counting and to improve managerial decision making.The system can also provide a payroll function where allCONUS NAF employees are paid from a centralprocessing site. This precludes each installation fromdoing its own payroll function.

NAF RESPONSIBILITIESInstallation commanders are responsible for check-

ing the morale support programs to ensure maximumand fair benefits are provided to military personnel.They also ensure that NAF budget guidance is fol-lowed. This responsibility includes achieving the re-quired income objectives and evaluating actualperformance against budget projections.

The US Army Community and Family Support Cen-ter (USACFSC) is the program manager who is respon-sible for managing NAF resources and identifyingresource requirements. It also provides budgetguidance development and budget preparation, inter-prets financial reports, and evaluates managementreporting needs. The Defense Finance and AccountingService (DFAS)-Indianapolis Center is responsiblefor accounting and reporting for NAFIs. DFASdevelops accounting policy, procedures, and direc-tion, and conducts quality assurance reviews. TheUSACFSC and DFAS have the responsibility to en-sure the adequacy and cost effectiveness of account-ing and reporting services.

The Assistant Secretary of the Army for FinancialManagement (ASA(FM)) is responsible for oversightof NAF. This responsibility is executed throughanalysis of NAF cash flow, investment results, andfinancial plans. In addition, the ASA(FM) chairs the

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Finance Committee of the Morale, Welfare, and Recrea- mentioned in Chapter 8. Board membership consists oftion (MWR) Board of Directors and the Principal Deputy the four-star MACOM commanders and the USARPACAssistant Secretary of the Army (Financial Management) commander. Through the various committees, the boardco-chairs the Audit Committee of the board. develops or approves future policy, financial plans, audit

Fiduciary responsibility for decisions affecting the reviews, and NAF major construction projects. Foruse of NAP resides with the commanders and ultimately commander’s responsibilities, regarding control ofwith the members of the MWR Board of Directors as chaplain funds, refer to AR 165-1.

INSTALLATION FINANCIAL MANAGEMENT ORGANIZATION

The Director of Resource Management (DRM) is thestaff director responsible for implementing the resourcemanagement program of the command. The DRM coor-dinates recommends and provides professional manage-ment analysis, advice, and assistance on use of financial andmanpower resources. This includes-

Program and budget analysis and formulation, ex-ecution and control.Synchronization of appropriated and nonap-propriated budgets.Managerial accounting.

Development, management, and coordination ofmanpower, equipment, and documentation programs.Management analysis includes but is not limited tomanagement improvement programs, principles andpractices; professional management assistants; ef-ficiency and functional analyses; the ManagementControl Program; organization and functionsmanual; installation productivity improvementprograms; cost and economic analyses; review andanalysis program, Army Ideas for Excellence Pro-gram (AIEP); and commercial activities.

PROGRAM BUDGET ADVISORY COMMITTEE (PBAC)

The PBAC generally includes the directorate staff Achieve reasonable balance and coordination be-of the installation and is not charged formally with tween proposed missions, activities, and resourcesbeing a decision-making body. However, its delibera- assigned to subordinate commands and agencies.tions and recommendations are sent to the installation Present a staff coordinated proposed budget to thecommander and are a major factor in final decision. commander.PBAC membership also should include any tenants Ensure budget execution is accomplished with real-who provide significant reimbursement for operating time audit to achieve desired cost-effectiveness.the installation. The significance of this body can bebest described through the accomplishment of its prin- Financial management is a commander’s responsibilitycipal functions, which are- and cannot be delegated to the DRM. To aid the com-

mander in carrying out this responsibility, PBAC assists inInterpret the budget and manpower guidance determining the priority for use of funds. This group is alsoreceived from higher authority and integrate this vital in the critical function of reviewing actual use of fundswith the commander’s guidance. versus programmed use and recommending adjustments.Develop a plan for preparing a budget that will The PBAC provides a sound system for control and useefficiently accomplish the command’s mission.Apply methods and standards of performance

of resources. However, it requires understanding com-

data and other experience factors to specific mand direction, and timely review of the actual versus theprograms and budget areas. programmed status of funds by the commander and his

principal staff officers.

FINANCIAL TOOLS

Accounting systems are used to collect both financial well as a tool for the administration of programs andand managerial information to report the use of resources. planning.Accounting systems serve as a control mechanism as

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The Congressional Chief of Financial Officers Act of1990 mandates financial management reform. Theresponsibility for compliance and ensuring accuracy ofreports and reporting deficiencies rests with the chainof command. Commanders should:

Certify the integrity of data in financial account-ing systems which interface with the Finance andAccounting/Defense Finance Accounting Sys-tems or the Standard General Ledger.Notify MACOM when DA/DOD systems donot provide accurate information or operate asdesigned.Ensure integration of functional and financialsystems to provide reliable, accurate, and timelyinformation to decision makers.

There are a number of ongoing government-wideinitiatives that are intended to improve financial andprogram management within federal agencies. Two ofthe most important are legislative initiatives that willhave significant impact on installation management —the Chief Financial Officers Act of 1990 and theGovernment Performance and Results Act of 1993.Taken together, these initiatives point to the inevitabletransition to results-oriented program managementand performance budgeting.

THE CHIEF FINANCIALOFFICERS (CFO) ACT

The passage of the CFO Act of 1990 (Public Law101-576) is creating a profound effect on Armymanagement. The purpose of the CFO Act is to im-prove accountability and financial reporting byfederal agencies. Its main objective is to provide ac-curate and timely financial information for decision-making purposes. Its scope encompasses all opera-tions, to include mission training, division operations,logistics, and all facets of installation management(real property or base operations). Installation com-manders must emphasize operational discipline, com-pliance, and effective management control acrosstheir areas of responsibility.

The goal of full implementation is financial execu-tion information for all operational functions that isintegrated with programmatic/budgetary informationfor full disclosure decision making, performancemeasurement, and accountability at all levels of

Establish and maintain internal managementcontrols program.Report and track material weaknesses in thereporting of financial accounting systems.Ensure reconciliation of financial system generalledger balances with the installation facilities sys-tem and property book balances.

Resource management requires that both financialand managerial accounting information be gatheredin a single integrated accounting system. This ensuresconsistency of information in both the managerial andfinancial sense. Accounting data can be used for com-paring the actual performance against an establishedstandard or plan.

FINANCIAL AND PROGRAM PERFORMANCE INITIATIVES

management and leadership. The Act has the potentialto break down the “stovepipes” that currently existbetween functional and financial processes. This changefrom a vertical to horizontal management approachincreases the ability for the installation commander tomake optimal decisions.

THE GOVERNMENT PERFORMANCE ANDRESULTS ACT (GPRA)

The Government Performance and Results Act of1993 (Public Law 103-62) builds on the framework ofthe CFO Act. Its purpose is to improve the effective-ness and accountability of federal programs by settingprogram goals, measuring performance against thosegoals, and reporting publicly on the results. TheGPRA requires all federal agencies to submitstrategic plans (beginning FY 97 for FY 98 andbeyond), annual performance plans for every activityin the agency budget (beginning FY 99), and annualreports of actual performance (beginning March 2000).Pilot projects begin in FY 94.

Implementation of the GPRA requires developingperformance measures that will link resources re-quested (in the annual budget and performance plan)to anticipated levels of outputs and outcomes. It isexpected that the annual financial reports required bythe CFO Act and the annual performance reportsrequired by the GPRA will be consolidated into singleannual reports that explain the actual utilization ofresources (compared with what was planned) andthe corresponding results achieved.

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REVIEW AND ANALYSIS

Review and analysis (R&A) is the critical examina-tion of all facts concerning a mission, operation, oractivity. It explains and interprets deviations, deficien-cies, trends, and forms the basis for command decisionmaking. R&A is defined as the management process of

MANPOWER

Manpower management focuses on human resourcerequirements and the organization and position struc-ture in which they are best used. This includes an ac-curate determination of requirements in terms of bothquantity and quality to perform specific tasks andunits of work and upon the organization and position

systematically comparing and evaluating actual perfor-mance against established goals. R&A is a basic ele-ment of a management control system. Recommend thatupdates be left to the discretion of the commander.

MANAGEMENT

structure in which they will be most efficiently andeconomically used. Specific manpower managementfunctions include requirements determination; plan-ning, programming and budgeting; documentation,allocation; utilization; and analysis and evaluation.

FINANCE AND ACCOUNTING OPERATIONS

THE DEFENSE FINANCE ANDACCOUNTING SERVICE (DFAS)

Installation commanders will go to DFAS-In-dianapolis for the intraservice pay, disbursing and ac-counting support furnished under the responsibilitiesof AR 5-9.

The Defense Finance and Accounting Servicebegan capitalizing the Service component finance andaccounting (F&A) resources in October 1992. DefenseAccounting Offices now provide F&A support on areimbursable basis to all but the following: tacticalorganizations, Corps of Engineers, National GuardBureau, classified activities, TRADOC nonappropriatedfunds activities, and OCONUS locations. Althoughthere are current plans to capitalize OCONUS operationsin the Pacific and Panama, Europe is excluded at thistime. The Army remains responsible for F&A supportto Europe.

ARMY TOE FINANCE UNITSArmy TOE finance units provide finance support to

TOE commanders, units and soldiers only. They do notprovide the AR 5-9 installation area support.

RESERVE PAY INPUTAll Reserve Component pay functions are to be su-

pervised by the US Army Reserve Command (USARC).USARC will tell commanders what activity is to providethe Reserve pay functions.

MOBILIZATION OF RESERVE COMPONENTSForces Command will coordinate directly with the

National Guard Bureau and the DFAS relative to pro-cedures to be implemented for the mobilization of theReserve Components.

RESOURCE RECOVERY AND RECYCLING PROGRAM (RRRP)

RRRP is one avenue for installation Qualified Recy- to potential buyers when materials were not purchasedcling Program (QRP) to generate revenues through the with appropriated funds. Recyclable materials consist ofsale of recyclable materials. Defense Reutilization and items that have been or will be discarded but may beMarketing Service (DRMS), through local Defense used after undergoing some type of physical or chemicalReutilization and Marketing Offices, is the primary ac- processing. Examples are-tivity within DOD responsible for the sale of recyclable Rubber.materials purchased with appropriated funds. Anotheroption available to the QRP is direct marketing of Aluminum.recyclable materials to potential buyers when authorized Copper wire.by DRMS. Installation QRPs may also market directly Metal and wood scraps.

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Expended brass.Paper.Glass.

As stated in Title 10, USC 2577, all sales proceedswill be credited to funds available for operation andmaintenance at the installation in amounts sufficient tocover costs for processing recyclable materials at theinstallation. Up to half of the proceeds, after operatingcosts are covered, can be used for pollution abatement,energy conservation, or occupational safety and healthactivities. With greater command emphasis, this pro-gram can increase revenue.

significant. These charges are increasing greatly as aresult of new and more stringent environmental regula-tions. They also increase with declines in aggregatelandfill sites and capacity. In addition to added revenuesthat recycling provides to the installation, the programalso provides lasting benefits to the environment.

In USAREUR, host-nation requirements hinder thepotential for revenue. Recyclable, by law, cannot bedisposed of in landfills or incinerator plants. Ratherthan saving money, disposing of recyclable materialoverseas costs money. Required by law, and benefitingthe environment, recycling will not be a source ofrevenue.

Avoidance of current year landfill charges is anotherbenefit of RRRP participation. Landfill charges are

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CHAPTER 15

Environmental Management

This chapter outlines installation management vision is clear. The Army will be a national leader inphilosophy goals, policies, and programs designed to environmental and natural resource stewardship. Aprotect the environment and conserve our natural and sound strategy of proper management, leadership, andcultural resource heritage. In recent years, concern for commitment will achieve this vision.the environment has increased. Both the Army and thepublic have increased their expectations concerningenvironmental stewardship. Army budgets commit alarge portion of our scarce resources to environmen-tal programs. The National Environmental PolicyAct requires commanders at all levels to evaluateenvironmental impacts of activities before makingdecisions. At overseas locations, this guidance is sup-plemented by Executive Orders 12088, 12114, andDOD Directive 6050.16.

The Army recognizes the growing environmentalchallenges as it enters the next century. The environmental

POLICY

CONTENTSPage

POLICY 15-1

CRITICAL ELEMENTS FOR SUCCESS 15-3

ENVIRONMENTAL PROGRAMS 15-3

INSTALLATION TEAM FOR ENVIRONMENTALMANAGEMENT 15-8

The Army recognizes the commitment to protectingthe environment and accepts the role of environmentalstewardship. The Army has developed a strategy toachieve this policy.

The concept of environmental stewardship is designedto inspire, direct, and empower Army personnel at alllevels. The basic commitments reflected in the policy aredemonstrating leadership, being good environmentalstewards, and protecting the environment.

The US Army Environmental Strategy into the twen-ty-first century is a comprehensive program that providesthe direction for achieving the goal of environmentalstewardship. The strategy consists of specific goals, ob-jectives, and an action plan. It harnesses the strengths ofthe Army – command leadership, organization, andcommitment to purpose – to achieve environmentalstewardship by wisely using and managing resources.

The strategy consists of four environmental programareas-compliance, restoration, prevention, and conser-vation. These four areas are environmental pillarsbecause they support the vision of environmentalstewardship. Each pillar has an associated goal. Theyare-

Give immediate priority to sustained compliancewith all environmental laws.

Continue to restore contaminated sites as quickly asfunds permit.Focus efforts on pollution prevention to reduce orstop pollution at the source.Conserve and preserve natural and cultural resourcesso they will be available for present and futuregenerations.

COMPLIANCE PILLARThe compliance pillar goal requires the Army to follow

all environmental laws. Compliance assures the operationsat Army installations meet federal state, local and ap-plicable host-nation environmental requirements andArmy regulations. The Army’s challenge is to comply withall the applicable requirements of these laws.

In the 1970’s and 1980’s our nation produced many newenvironmental laws designed to protect the environment,to include laws and regulations in the areas of waste waterdischarge, threatened and endangered species, noiseabatement, wetlands, air quality attainment, historic sites,and solid and hazardous waste management. In October1992, the Federal Facility Compliance Act became ef-fective. This law subjects our installation solid and haz-ardous waste operations to the same penalties fornoncompliance imposed upon civilian firms. In otherwords, the government gave up sovereign immunity.

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Under the law, fines can be as high as $25,000 per dayper violation.

The Army has not met its goal to be free of citationsfor noncompliance. It continues to receive violationnotices for facilities that do not meet requirements offederal and state laws.

Commanders must emphasize the importance of fol-lowing laws designed to protect the environment. Theymust ensure organizations are properly staffed to meetthe challenge and establish positive working relation-ships with communities and regulators. The NationalEnvironmental Policy Act (NEPA) requires com-manders at all levels to evaluate environmental impactsof activities before making decisions. NEPA must beinstitutionalized within the decision-making processeswith particular emphasis in the operational area.

The Army Environmental Compliance AssessmentSystem was established to help installation commandersidentify compliance deficiencies. It helps them developcorrective actions, identify resource requirements andtrack the corrective actions. If the installation deter-mines that it is out of compliance, the commandernotifies the MACOM and energizes the installation en-vironmental team. Team members must negotiate withregulatory agencies to set compliance requirements andtimetables and develop a corrective action plan. Theyalso prepare and submit a 1383 Report. This becomesthe justification for the budget request. Action is thentaken to implement the corrective action plan and toseek help from support agencies.

RESTORATION PILLARRestoration includes all activities necessary to clean

up installations contaminated by past practices. Therestoration goal is to protect human health and environ-ment through rapid clean up of contaminated sites.

The Army has identified over 10,500 potentially con-taminated sites and has studied most sites determiningcontamination limits and composition. Study results will beused in site cleanup with installation commanders activelyparticipating in management of the cleanup on site.

Even though some cleanup may take decades to com-plete, the Army is committed to starting cleanup on 12percent of the sites yearly and have all identified sitesstarted by the beginning of the twenty-first century.

PREVENTION PILLARThe prevention goal is to adopt and implement in-

tegrated management approaches, procedures, and

operations to reduce all environmental contaminationand pollution. The pollution prevention pillar strategyfocuses efforts on preventing or reducing pollutionbefore it is released. Pollution prevention is accomplishedthrough reducing or eliminating wastes and conservingresources. It also includes using raw materials and ener-gy more efficiently and reducing the emission of toxicmaterials.

The Army has achieved success in reducing theproduction of hazardous waste. Reducing hazardouswaste avoids the high cost of disposal and reducespotential environmental contamination. The preventiongoal is to reduce hazardous waste production in fiveyears by 50 percent.

Commanders can prevent pollution by instilling thepollution prevention ethic in all mission areasthroughout the Army community.

CONSERVATION PILLARThe conservation goal is to conserve, protect, and

enhance environmental and natural and culturalresources. Commanders must use all practical meansconsistent with Army missions so present and futuregenerations may use and enjoy them. Conservation isthe protection, improvement, and use of natural andcultural resources. This is done according to principlesconsistent with good stewardship and the maintenanceof training lands.

The Army has a major role in managing the nation’snatural resource base. In its national defense and civilworks missions, the Army is entrusted with thestewardship of more than 20 million acres of land,including America’s unique natural and culturalresources. Sixty-three Army installations are home toat least one federally listed threatened or endangeredspecies. Army installations have more than 10,000 his-toric buildings assembled in over 80 separate historicdistricts. The National Register of Historic Places liststhese and more than 100,000 archaeological sites.

The protection, care, and wise management ofnatural and cultural resources are critical to ensuringthe Army can perform its national defense mission. TheArmy must continue to move toward integrating ourtraining and industrial missions with the conservationof these limited, precious resources. The Army mustinstitutionalize a strong stewardship ethic and bond itfirmly with our goal to maintain a trained and readyforce.

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CRITICAL ELEMENTS FOR SUCCESS

The Army environmental strategy provides the criti-cal elements to hold the structure together. The sixpolicy elements listed below are critical to the strategy’sfulfillment and must have the full commitment of theArmy’s top leadership:

Commit the chain of command — Leadershipdirection and support are needed to implementimprovements in all facets of Army activities andoperations. Environmental directives are com-municated through the chain of command andArmy leaders must ensure their implementation.Organize for success — To meet future environ-mental challenges, the Army must continue tobuild high quality, multidisciplined organiza-tions. They must have access to top managementon environmental issues.Spread the environmental ethic — Ethicalstewardship is a natural outgrowth of the Army’srole as a protector of US national and economicsecurity. In everything the Army community does,it must show concern for the environment.

Train and educate the force – As good training isinstrumental in winning wars, proper educationand awareness play a crucial role in implementingchanges within the Army to promote environmen-tal stewardship.Prioritize Army resources – The cost of environ-mental protection is part of the costs of maintain-ing a ready, well-equipped, and well-trained Army.Emphasis must be on innovative and cost-effectiveapproaches to environmental concerns.Harness market forces – Considering environ-mental costs in Army acquisition decisions canspur suppliers to develop more environmentallybenign products. Working with the private sectorto share innovations, technologies, and ideas willhelp preserve and enhance the environment. Itwill increase the Army’s influence through its pur-chasing power. It is Army policy to minimize thepurchase of hazardous material (HAZMAT).Through the logistics community the Army canbring its considerable purchasing power to bearcausing environmentally benign materials to bebought whenever possible.

ENVIRONMENTAL PROGRAMS

The following environmental programs provide thebasic structure to support the Army’s environmentalobjectives. Successful program implementation re-quires proactive senior leadership involvement, ade-quate resources, communication, and organization.Program policies are stated in AR 200-1. Each programhas an associated strategy action plan designed withspecific actions needed to achieve stated program ob-jectives. The goals and related Army policies for en-vironmental programs are outlined below.

NOTICE OF VIOLATION (NOV)CONTROL AND MANAGEMENT PROGRAMThe goals are to demonstrate leadership in environ-

mental protection and improvement and to comply withall applicable federal, state, regional, and local environ-mental quality goals.

Installation managers should monitor compliancewith applicable federal, state, regional, and local en-vironmental quality requirements. Unit, activity, or in-stallation commanders who receive any notices ofnoncompliance should immediately coordinate theNOV with their legal office and must report the event to

their MACOM. MACOMs must, within 48 hours,report receipt of NOVs, consent orders, or complianceorders to the Army Environmental Center.

All personnel will ensure that all instances of non-compliance with environmental laws and permits areidentified and corrected immediately. This begins withwritten requests and reports through the chain of com-mand. Installation managers will identify funding re-quirements and deadlines for implementation. Theyalso identify areas where correction is dependent onmajor construction, budget submission, or other long-range programming and execution requirement.

ENVIRONMENTAL COMPLIANCEASSESSMENT SYSTEM (ECAS)

The goals are to assist commanders in attaining andsustaining compliance with environmental laws andregulations. Policies state that each installation willauthorize an external assessment at least once every fouryears. Installations will develop corrective actions toaddress the deficiencies identified in the external assess-ment. Each installation will conduct an internal self-as-sessment at the midpoint of the assessment cycle.

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Assessments are conducted using the standard ArmyECAS protocol. Assessments in OCONUS commandsare implemented to ensure compliance with the sub-stantive standards of applicable host-nation environ-mental laws, regulations, international agreements, andfinal governing standards. This is all according to DODDirective 6050.16.

Installations or facility managers prepare the previsitECAS questionnaire during the ECAS scoping phase.They take an active role during the on-site assessmentto include in-briefs and exit briefs. They also help in thedevelopment of corrective actions, choose the final cor-rective actions, and implement corrective actions. Ac-tive involvement of the installation environmentalquality control committee is strongly encouragedthroughout the ECAS process.

OVERSEAS ENVIRONMENTALCOMPLIANCE PROGRAM

The goals are to develop, implement, and complywith standards and regulations which adequatelyprotect human health and the environment at overseasArmy installations. DOD Directive 6050.16 and theOverseas Environmental Baseline Guidance Document(OEBGD) lay out procedures and criteria for environ-mental compliance at DOD installations OCONUS.DOD executive agents are appointed to identify hostnation and SOFA environmental standards. They alsoevaluate whether these or the baseline guidance is thegoverning standard for particular programs in specificcountries. The agents also issue final governing standards(FGS) and periodically revalidate standards.

Unless inconsistent with applicable host-nation law,base rights, status of forces (SOFA) agreements, orother international agreements, the baseline guidanceapplies when host-nation environmental standards donot exist, are not applicable, or provide less protectionto human health and the natural environment than thebaseline guidance.

NATIONAL ENVIRONMENTALPOLICY ACT

The goals of the National Environmental Policy Actof 1969 are to provide efforts to eliminate damage to theenvironment and to achieve a better understanding ofecological systems and natural resources. An additionalgoal is to integrate public involvement in federaldecision making. Following NEPA will fulfill the social,economic, and other requirements of present and futuregenerations of Americans.

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NEPA requires commanders at all levels to evaluateenvironmental impacts of activities before makingdecisions. The Army must institutionalize NEPA withinour decision-making process with particular emphasisin the operational area. In making decisions, Armyleaders weigh such factors as mission requirements,technical issues, schedules, and costs. NEPA adds onemore factor to the decision-making matrix—environ-mental impact.

Installation managers need to ensure the wise use ofnatural resources on Army lands. This is done bymatching military mission activities with the ecologi-cal compatibility of the land and natural resources.Commanders must-

Integrate environmental considerations into thedecision process in accordance with AR 200-2.Avoid mission delays by identifying and planningfor environmental requirements that will apply tomission activities.Comply with all laws requiring approval ofregulatory agencies before taking actions that mayhave environmental consequences.Monitor proposed actions and ensure that ap-propriate environmental documentation is prepared.Once a decision is made, monitor to ensure com-pliance with mitigation and monitoring commit-ments made in NEPA documentation.Coordinate environmental documents and publicaffairs initiatives with MACOMs. Help in thereview of environmental documents prepared byDOD and other Army or federal agencies.Ensure the public is involved in and informedabout the environmental analysis during thedecision-making process.

AIR QUALITY MANAGEMENT PROGRAMThe goals are to control the emissions to the atmos-

phere to protect human health, protect the environ-ment, and comply with all applicable federal, state,and local air quality control regulations. Installationmanagers need to-

Identify sources of air emissions; determine thetype and amount of pollutants being emitted.Ensure that all activities conform with applicablestate and federal implementation plans and con-duct conformity determinations as required.Monitor sources of regulated pollutants to ensurecompliance with applicable standards.

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Obtain required permits for the construction andoperation of regulated sources.Procure commercial equipment that meets ap-plicable standards.Cooperate with federal, state, and local authoritiesin achieving the goals of implementation plans.Obtain training or certification for operators ofair pollution sources in order to meet regulatoryrequirements and minimize emissions from thesesources. Specific guidance to meet these objec-tives is in DA Pamphlet 200-1, Chapter 4, andpage 4-1 of Draft AR 200-1, Chapter 4, paragraph4-1b(1) to (6).

RADON REDUCTION PROGRAMThe RADON goal is to reduce the risk of lung cancer

to soldiers, their families, and civilian personnel by mini-mizing exposures to radon. The policy requires identifica-tion of structures owned and leased by the Army that haveindoor radon levels greater than four picocuries per liter(Pci/L) of air. Commanders must modify all Army-ownedstructures having radon levels greater than four Pci/L andreduce levels to four Pci/L or less. Commanders mustreport all instances of noncompliance; notify occupants ofthe result of random monitoring and what actions arenecessary and maintain an archival database compatiblewith the Army system for storing all measurement data.

ASBESTOS MANAGEMENT PROGRAMThe goals are to manage asbestos (including all asbes-

tos-containing materials, friable and nonfriable), and tominimize environmental release and subsequent occupa-tional and incidental exposure. The policy is to–

Exclude asbestos from all DA procurement where anasbestos-free substitute exist.Handle, store, transport, and dispose of asbestos inaccordance with federal, state, local, and applicableoverseas requirements.Establish multidisciplinary installation asbestosmanagement teams.Develop and execute installation wide asbestosoperation and management programs designed tominimize exposure of individuals to asbestos, untilabatement is accomplished for areas known to haveasbestos.Perform installation wide surveys to establish andmaintain an inventory of all DA controlled structurescontaining asbestos.Assess all areas known or suspected to have asbestos.

Meet the notice requirements in demolishing anybuilding, with or without asbestos-containingmaterials, and in conducting renovation work thatinvolves the stripping and removal of asbestos con-taining material.Evaluate the potential exposure sources.Promptly take remedial action on identified healthhazards.Prevent the occupational exposure to asbestos in ac-cordance with applicable legal and medical standards.Report all instances of noncompliance.

DRINKING WATER MANAGEMENT PROGRAMThe goals are to conserve water resources, protect them

from contamination and ensure their availability forlegitimate use. It also ensures compliance with all ap-plicable regulation. The policies are to-

Preserve rights to and conserve all water resources.Provide drinking water that satisfies the most strin-gent regulations and standards set by EnvironmentalProtection Agency (EPA) and applicable state andlocal agencies.Provide drinking water that satisfies Army standardsdeveloped for field environments and other military-unique situations.Report all instances of noncompliance.

Relationships and responsibilities are described in thewater supply regulation AR 420-46.

WASTE WATER MANAGEMENT PROGRAMThe goals are to protect our water resources from

contamination and to ensure that all installations complywith their permits. The policies are to-

Control or eliminate all sources of pollutants to sur-face or ground waters by conventional treatmentsystems or by employing alternative or innovativeprocesses.Demonstrate leadership to attain the national goalsof zero discharge of water pollutants.Cooperate with federal state, regional and localauthorities in forming and carrying out water pollu-tion control plans.Report all instances of noncompliance.

ENVIRONMENTAL NOISEABATEMENT PROGRAM

The noise goal is to protect present and future instal-lation missions and protect the health and welfare ofmilitary personnel, family members, and civilian

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employees. The goal also includes protecting the public,and reducing community annoyance from environmen-tal noise where feasible. The policy is to-

Reduce harmful or objectionable noise impacts tothe greatest practical extent.Comply with applicable laws respecting the controland abatement of environmental noise.Maintain an active program to protect the presentand future operational capabilities of installationsand facilities.

HAZARDOUS WASTEMANAGEMENT PROGRAM

The hazardous waste management goal is to managehazardous waste to promote the protection of publichealth and the environment. The policy is to-

Substitute nontoxic, nonhazardous materials fortoxic/hazardous ones.Ensure compliance with local, state, and federalhazardous waste requirements.Ensure waste management practices that includegeneration, treatment, storage, disposal, and transpor-tation are managed to protect public health and theenvironment.Reduce the need for corrective action through con-trolled management of solid and hazardous waste.Report all instances of noncompliance.Track hazardous material and waste from initialdetection to final resolution.Minimize purchase of hazardous material.

SOLID WASTE MANAGEMENT PROGRAMThe goal is to manage the generation, collection,

storage, processing treatment, and disposal of solidwastes in compliance with federal, state, and local en-vironmental laws and regulations, by using an integratedmanagement approach to arrive at the most cost-effec-tive and environmentally safe procedures. Army installa-tions will minimize the generation and disposal of solidwastes by actively encouraging and participating insource reduction, reuse, recycling and comportingprograms. Installations will develop and maintain Af-firmative Procurement Programs for acquiring recycl-able and recycled content products.

UNDERGROUND STORAGE TANK PROGRAMThe goal is to ensure compliance with federal,

state, and local environmental laws and regulations.The policy is that underground storage tanks will not be

used to store hazardous waste. All new and replacementunderground storage tanks will use double wall con-struction with an interstitial space. The exclusion givento heating oil tanks under Resource, Conservation andRecovery Act (RCRA) Subtitle I is not recognized byArmy policy. In all cases abandoned undergroundstorage tanks are to be removed from the ground.

INSTALLATION RESTORATION PROGRAMThe goal is to clean up previously contaminated lands

on active Army installations as quickly as funds permitto protect human health and the environment. Thepolicy states that the Army will-

Protect the health and safety of installation person-nel and the public.Protect the quality of the environment by identify-ing and addressing the threats posed by uncon-trolled hazardous materials.Comply with state, regional, and local require-ments applicable to the cleanup of hazardousmaterials contamination to include site safety.Promote establishing a comprehensive public af-fairs program.Solicit public comments on proposed actions andconsider public comment in decision making.Keep the EPA and state regulators informed ofIRP activities and request their comments onArmy plans and reports.

INSTALLATION POLLUTIONPREVENTION PROGRAM

The goals are to adopt and implement integratedmanagement approaches, procedures, and operationsin all Army mission areas. This is to conserve and reducethe consumption of resources. The goals also minimizethe environmental contamination and pollution result-ing from water usage and solid waste generation. Thepolicy is to-

Conserve water and other natural resources.Minimize or eliminate sources of pollutants to theair, land, and surface or ground water due to waterusage and solid waste generation.Demonstrate leadership to attain national goals setfor controlling water pollutants.Conserve and recover resources.Reuse or recycle materials that normally enter thesolid or liquid waste stream.

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Cooperate with federal, state, regional, and localauthorities in the formation of water resources,solid waste, and waste water management plans.Report all instances of noncompliance and im-plement actions to achieve compliance.

CULTURAL RESOURCEMANAGEMENT PROGRAM

The goal is to ensure that the Army manages thecultural resources under its control in compliancewith the public laws. It also must support a spirit ofstewardship of America’s historic and cultural heritage.The policy is to-

Establish policies and processes for timely andefficient compliance with all public laws andregulations.Identify properties that meet eligibility criteria forinclusion on the National Register of HistoricPlaces and other cultural resources requiring con-sideration under the law.Develop installation cultural resources manage-ment plans as part of the installation master plan.Use historic buildings, structures, and places in amanner consistent with the mission. Ensure thatthe historic integrity of the property is notdamaged.Protect the research integrity of archaeologicalsites and honor places and traditions of value tothe military personnel and others.Consult with groups and individuals associatedwith cultural resources on installations about theirprotection, access, and use.Provide the necessary natural and cultural resourcestraining to all Army personnel.

NATURAL RESOURCESMANAGEMENT PROGRAM

The goal is to integrate wise use of natural resourcesexisting on Army lands with installation trainingand/or testing mission operations while adhering toapplicable legal requirements. Commanders should-

Develop and implement training and/or testing mis-sion compatible, progressive programs for landmanagement and use while maintaining a healthy ecol-ogy and the long-term capability of the land to sustainthe installation training and/or testing mission.Plan land use to avoid or reduce adverse effects onthe environmental quality and the installation train-ing and/or testing mission..

Prepare and implement an Integrated NaturalResources Management Plan (INRMP) for the in-stallation in coordination with all installation missionfunctional elements and appropriate federal andstate agencies.Ensure that natural resources issues receive the at-tention of and are considered by the installation’sEnvironmental Quality Control Committee.FISH AND WILDLIFE AND ENDANGERED

SPECIES MANAGEMENT PROGRAMThe goal is to maintain a trained and ready Army while

meeting its environmental compliance and stewardshipresponsibilities. These policies are listed in the En-dangered Species Act and related environmental statutes.The policies designed to accomplish the program goals arefor DA personnel at all levels to-

Ensure they carry out mission requirements in har-mony with the requirements of the EndangeredSpecies Act (ESA).Work in harmony with trainers or land users and withthe federal agencies charged with enforcement of theESA.Engender proactive attitudes within the installationin managing the conservation of endangered specieswhile meeting the imperative of maintaining a trainedand ready Army.Establish cooperative and mutually beneficial work-ing relationships with all installation elements, otherDOD and federal agencies, state, and public interestorganizations on endangered species matters.Identify and locate endangered, threatened, and can-didate species on installations.Prepare installation Endangered Species Manage-ment Plans (ESMPs) for all endangered andthreatened species.Annually monitor compliance with and the effective-ness of ESMPs.Consult with the US Fish and Wildlife Service orNational Marine Fisheries Service on any activity thatmay affect an endangered or threatened species.

TRAINING LAND MANAGEMENT PROGRAMThe goals are to preserve and protect natural and

cultural resources and implement land managementprograms that determine and monitor land use carryingcapacities. It also must balance uses with Capabilities,protect sensitive biological and cultural resources, andrepair and restore damaged land.

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Installation managers should-Monitor the condition and trends of training landsusing the Integrated Training Area Management(ITAM) methods.Use ITAM data for land use planning, document-ing long-term cumulative damage, and main-tenance programming.Site military missions according to the capabilitiesof lands to sustain such uses.Implement training procedures to reduce long-term cumulative damage to training lands and im-prove environmental quality.Enforce training restrictions that protect traininglands and environmental quality.Renovate damaged training lands to the pointwhere they maintain environmental quality andprovide realistic training opportunities.Minimize long-term cumulative damage to train-ing lands using such techniques as training arearotation and scheduling to avoid critical areas orcritical times of the year.Educate military personnel in the philosophies andregulations about management of training landsand environmental protection.Ensure that water supplies and water rights areavailable to support fish and wildlife programs.

ENVIRONMENTAL TRAINING PROGRAMThe goals are to develop highly competent environ-

mental staff at all levels and develop an environmentallyaware and knowledgeable Army community and workforce. The goal also includes developing quality environ-mental training and awareness products that supportthe overall environmental program.

The policy is to institutionalize the ethic of environ-mental stewardship on the installations by providingenvironmental awareness training to units and the com-munity and developing a high quality environmentalstaff at the installation level.

PUBLIC AFFAIRS PROGRAMThe importance of public involvement as an integral

part of the installation environment program requires con-stant emphasis. The goal of the public affairs program is topromote the ethic of environmental stewardship.

Policies are to promote active public affairs involve-ment in every aspect of environmental programs im-plementation and disseminate policy on all activitiesaffecting the environment throughout the installationand community. Public involvement is a planned effortto reduce citizen conflict through mutual two-way com-munication. The public affairs officer must have adetailed plan to keep the public and the work forceenvironmentally aware of issues and programs. It is alsoimportant to build a cooperative and trusting relation-ship with the environmental regulatory community.

1383 REPORTING SYSTEMThe primary purpose of the RCS 1383 Report and

supporting 1383 data base is to identify all Army environ-mental program requirements. These requirements aretracked from the time they are first identified until they areexecuted. The data reported in the 1383 Report is used toforecast costs of new program requirements. The data isalso used in policies under development or proposed forpromulgation by the Congress and EPA. It is used toprepare budget guidance, build the POM, develop budgetestimates, and validate budget requests. It helps in assess-ing the execution of the Army environmental program.This includes the objectives of the eight-year Armystrategic action plan at all levels. It is also used to prioritizeand distribute funds in times of shortfall. The 1383 Report,produced from the 1383 database, is required by executiveorder. The report is submitted semiannually through theMACOM and the Army Environmental Center to DA forfinal review and approval. The report is then sent to EPAand to OMB, who use the information in preparing thePresident’s budget for submission to Congress. The 1383system has become the centerpiece for programming andplanning resources needed to execute the Army’s environ-mental program.

INSTALLATION TEAM FOR ENVIRONMENTAL MANAGEMENT

The commander is responsible for the installation done by using the Environmental Coordinator andenvironmental program and can best achieve success Environmental Quality Control Committee (EQCC).through strong command involvement and the effi- Each installation must have an EQCC. The EQCCcient use of the installation staff. This is primarily acts on the broad range of environmental programs

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outlined in this chapter. The EQCC advises the instal-lation commander on environmental priorities, policies,strategies, and programs. The EQCC will normally meetmonthly and include as a minimum, the following mem-bers:

The environmental coordinator, who is key indeveloping the action plans and monitoring com-pliance of all programs.The DPW, who may have the responsibility for theoverall direction of the environmental protectionprogram.The safety officer, who manages and monitorscompliance with Occupational Safety and HealthAdministration (OSHA) requirements in environ-mental management. Statutory and regulatorysafety requirements are included in complianceand restoration issues. Safety is also involved intraining, inspections, reviews of SOPS and siteplans, and serves as advisor to the commander andenvironmental personnel on OSHA and safemanagement of hazardous materials.

The environmental law specialist, who should beinvolved in planning, executing, and monitoringthe environmental programs. Environmental per-mits and negotiation of compliance agreementsare areas of special concern.

Army Medical Department Preventive Medicinepersonnel, through training, oversight and direct sup-port, who assist the installation environmental staff andoperational units meet their responsibilities related tocompliance, restoration, prevention, and conservation.They are involved with interpretation and implementa-tion of health-based environmental standards. Theyshould be involved with the health aspects of pollutionprevention and conservation efforts. They can provideoccupational healthcare and industrial hygiene servicesnecessary to maintain compliance during restorationwork. Examples of typical restoration support includes:reviewing health and safety plans prior to work; identify-ing and evaluating work related health problems; andproviding recommendations to control or eliminate anyhealth hazards identified.

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CHAPTER 16

Installation Safety Program

The installation commander faces an enormouschallenge balancing operational requirements withmanaging risks. Safety risk assessment and riskmanagement provide the commander with a systematicprocess for addressing this challenge through the day-to-day decision making at all Army installations.

Army safety activities are organized to protect theforce and enhance warfighting capabilities. This is donethrough a systematic and proactive process of hazardidentification and risk management. These activitiessupport the commander by early identification of safetyproblems which could potentially degrade readiness ormission accomplishment. Actions to address thesesafety problems are in turn initiated and implementedthrough command channels.

To assist commanders in achieving their goals,these activities are organized into a cohesive ArmySafety Program. The Army Safety Program is a sourceof technical support to commanders. The program em-bodies safety policies, procedures, criteria, informa-tion, and personnel assets throughout the Army and its

supporting agencies and contractors. The Army SafetyProgram supports commanders and leaders at alllevels of the Army. The primary aim of this program isto satisfy the safety support needs of leaders at theMACOM and installation level.

CONTENTSPage

ARMY SAFETY VISION 16-1

ORGANIZATIONAL RELATIONSHIPS 16-2

POLICY 16-2

RESPONSIBILITIES 16-2

TECHNICAL RESPONSIBILITIES 16-4

STAFF RELATIONSHIPS 16-4

RISK MANAGEMENT 16-4

FUTURE DIRECTIONS 16-5

ARMY SAFETY VISION

The Army Safety Program is the model throughoutthe world for maximizing the mission effectiveness ofsystems, organizations, and operations. Army initiativesare the guiding force behind joint staff safety planning.Safety needs and criteria are completely integrated intoArmy command and decision processes as to betransparent to a casual observer looking for a separatesafety program. The safety program is implemented bycommanders. The safety structure is organized andpositioned to provide them technical support. The samesafety processes used in wartime will be used in trainingand garrison environments. The goal is to provide Armysoldiers and civilian employees with the most risk-freeworkplace of any federal or industrial setting. They willunderstand and feel a personal involvement in Armyprocesses to continuously improve upon those succes-ses. They apply risk management techniques intuitivelyin all daily activities, on and off duty. Soldiers and theirfamilies are provided with a living environment freefrom unnecessary hazards. They are also educated inreduction of risk in their personal lives. Unnecessaryexpenditures of Army fiscal and manpower resources to

correct safety deficiencies are eliminated by incorporat-ing risk management criteria. This is done duringg theoriginal planning and design of Army training, opera-tions, facilities, and systems.

Force protection, the fourth element of combatpower, which includes maneuver, firepower, and leader-ship, conserves the fighting potential of a force so com-manders can apply it at the decisive time and place asexplained in FM 100-5. Safety is a major component offorce protection in all Army operations in both thegarrison setting and on the battlefield. Safety must beintegrated into the unit METL. Safety, through thesound application of risk assessment and risk manage-ment, must be included in every step of the planningprocess. It is crucial to the successful conduct of opera-tions and the preservation of combat power as definedin FM 101-5.

The Army Safety Program is leader implemented andsoldier and employee focused. Guidance and informa-tion are exchanged between commanders and leadersand their respective safety offices.

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ORGANIZATIONAL RELATIONSHIPS

Armywide safety activities are characterized by Army Safety Center. At the MACOM level command,centralized policies and decentralized execution. The safety officers work directly for the commander. Thecentralized policies are built around systematic proces- safety managers work in close coordination with allses to be implemented at all levels of command (the unit, facets of the command, for example DPCA, DPW, andinstallation, corps, MACOM, and DA). the resource managers, in delivering services that en-

At the DA level, the Director of Army Safety works hance force protection. (See Table 16-1.)directly for the CSA and is also the Commander, US

POLICY

Safety is a function of the chain of command. Leadersare responsible for the protection of personnel and equip-ment under their control. They are also responsible for theeffective implementation of both safety and occupationalhealth policies. The following principles integrate safetyand risk management into plans, programs, decisionprocesses, operations, and activities:

Accidents are an unacceptable impediment to theArmy mission, readiness, morale, and resources.Their prevention must be pursued aggressively.Leaders apply risk management in the decision-making process to minimize exposure to hazards andto ensure the safety of personnel and property.

Leaders take action quickly to correct deviationsfrom mandated standards, workplace hazards, andaccident causes.Performance standards for military and civilianmanagers and supervisors include both accidentprevention and occupational health responsibilitiesas rating elements.The acquisition of materials, equipment, facilities,and systems will maximize the use of engineeringdesign to preclude or control unacceptable risks.

RESPONSIBILITIES

The leader’s responsibility for safety arises from twodistinct sources-legal and moral. The legal mandate ofleadership states that a manager, like a commander, isresponsible for all that does and does not occur in hisorganization. This responsibility clearly extends to safety.The leader or commander must satisfy himself and oftenhis superiors and others, such as congressmen, judge ad-vocates, district attorneys, that a viable safety program isin place and functioning within the command. Similarly,the leader must answer when a mandated safety measureis not in place in his organization. Thus, leadership involvesa direct responsibility for the lives of every soldier,employee, and member of the public. Commanders mustorganize, staff, and support their safety program.

The moral responsibility states that those being led lookto their leader to set the example. The commander’s per-sonal example sends a message to superiors, subordinates,and peers. Soldiers and civilian employees are not often ina position to fully perceive or understand the risks inherentin the tasks they are directed to perform. They depend on

their leaders to ensure that they are protected frompotentially hazardous situations. Visible leader involve-ment in safety is the key to a successful safety program.Force protection is a never-ending responsibility. Theleader must set a positive example for risk managementto be integrated into daily operations. The following isa suggested commander’s task list for safety:

Establish safety policy. Include goals and objectives.Allocate resources (fiscal, staffing, managementtime).Establish and train to standards.Enforce standards using positive and negative incen-tives as needed.Make risk decisions. Establish a decision-makinghierarchy that ensures decisions are made at alevel consistent with their implications.Assess program results to assure that risks arebeing maintained at the lowest practical level.

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TECHNICAL RESPONSIBILITIES

The installation commander must obtain and use ensure that the staffing, technical expertise, organiza-safety staff resources to help accomplish his safety tional alignment, and focus of his ISO is appropriate totasks. The commander’s first source of support is the support the accident prevention responsibilities andinstallation safety office (IS0). The commander must supported tenants.

STAFF RELATIONSHIPS

The internal installation safety staff coordinates and coordination of accident prevention activities. Normal-cooperates with other installation directorates, the ser- ly, this manager is a member of the commander’s specialvicing Army Medical Department (AMEDD) unit and staff. The scope of this staff supervision and coordina-also three major support activities with Armywide mis- tion responsibility should address all program areassions, the Army Safety Center, the Army Environmen- relevant to the installation.tal Hygiene Agency, and the Army EnvironmentalCenter to provide a comprehensive program. In addi- The following functional areas complement thetion, commanders and leaders can obtain the support safety program and are managed and operated by

other installation organizations:of other DOD or non-DOD agencies, such as OSHA,Department of Transportation (DOT) or EPA.

To facilitate the support required, the installationcommander should designate a safety and occupa-tional health manager to provide staff supervision and

Fire Protection and Prevention.Occupational Health.Environmental Safety.

RISK MANAGEMENT

Risk management is a tool that enables leaders at alllevels to manage risks. Safety risk management is anextension of the decision-making process as outlined inFM 101-5. Risk management has become a part of ourcapstone doctrine in FMs 25-100 and 25-101. Riskmanagement has been integrated into the Army WarCollege curriculum and is being integrated in all profes-sional military education in the Army.

OBJECTIVESRisk management is the process of making opera-

tions safer without compromising the mission. Acci-dent experience shows that mission-stopper accidentsoccur when victims are ignorant of hazards andcountermeasures or when directed countermeasuresare ignored.

PRINCIPLES OF SAFETYRISK MANAGEMENT

These four principles are the core of the safety riskmanagement process:

Integrate risk management into planning. Riskmanagement must be the basis of decision making,not an afterthought or appendage. Deliberateplanning, which considers all risks, options, and

feasible controls, helps leaders avoid improvisedoperations that breed accidents. Early integrationis also particularly important in the design of pro-cedures, equipment, and facilities to prevent ex-pensive reengineering.Accept no unnecessary risks. The commanderwho has the authority to accept the risk has theresponsibility to protect the force from unneces-sary risk. An unnecessary risk is one that, ifeliminated, still allows accomplishment of theorganization’s mission.Make risk decisions at the proper level. Thisis normally the lowest level consistent withresources, authority, and capability. Therefore,the credible consequences of a course of actiondetermine who should assume responsibility.Accept risks if the benefits outweigh the costs.When a decision is called for, risk managementmethods should be used to determine the bestcourse of action. It is critical to weigh all the costs,real and potential, including long-term effects andlegal impacts.

The above principles are supplied through a five-stepsystematic process that helps leaders make informed

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decisions. Tables 16-1 and 16-2 summarize the process.Details of each step are discussed below:

Step one: Identify hazards. Step one is to identifyall potential hazards in the mission operation. Hazardsare conditions with the potential of causing injury topersonnel, damaging equipment, causing loss ofmateriel, or lessening the ability to perform a task ormission. All hazards should be identified before start-ing a new mission.

Step two: Assess hazards. This involves analyzingeach hazard to determine the probability of its causinga problem and the probable severity of the consequen-ces should such a problem occur. The result is a state-ment that qualifies the risk associated with the hazardsas extremely high, high, medium, or low, as shown inTable 16-2. Also, this step includes identifying controloptions to eliminate or reduce the hazard. Exercisingjudgment on how to eliminate or reduce hazards tolessen the overall risk is inherent in the process.

Steps one and two comprise the risk assessmentaspect of risk management. These conclude with a riskassessment that describes the impact of hazards on the

operation, the options available to reduce that impact,and the potential reductions in risk associated witheach option.

Step three: Make risk decision(s). This is wherethe risk must be weighed against the benefits of per-forming the option. No unnecessary risks should betaken. All decisions must be made at the proper level ofcommand (see Table 16-2).

Step four: Implement controls. This involves in-tegrating specific controls into plans, OPLANs,OPORDs, SOPs and technical data packages. Includedin this step is leader action to reduce or eliminatehazards.

Step five: Supervise. Supervision in this sense goesbeyond just ensuring that people do what is expected ofthem. It includes following up during and after an actionto ensure that all went according to plan. It also includesreevaluating the plan or making adjustments to accom-modate unforeseen issues and identifying lessonslearned for future use. This step also involves determin-ing the effectiveness of controls in reducing the prob-ability and severity of identified hazards.

FUTURE DIRECTIONS

The future of the Army Safety Program involveschange. Safety personnel performed a vital force protec-tion role in contingency and disaster relief operationssuch as Operation Desert Storm, Joint Task ForceAndrew, and Operation Provide Hope. Installationcommanders can expect that their safety staffs will con-tinue to support the varied mission of the Army in thefuture.

Recently, another variation of the safety office hasevolved — the safety office with its major focus toward amaneuver unit. Examples include the III Corps andXVIII Airborne Corps safety offices. Although themajority of their duties include operations that occur onthe installation, their aim is to provide safety servicesthat are exported with their supported unit when itdeploys. In these safety organizations, the safetymanager may direct his personnel to provide directsupport to various subordinate commanders. He mayactually work for the commander of that unit. The safety

function transcends the boundaries of the installationwhen the supported unit deploys. Deployment may beto another installation or to a forward mobilization areaor the combat zone. During these critical times, it isimperative that the safety function be carried on with thesame support and personnel to ensure continuity. Thetactical and training safety support that has been em-bedded within the unit in garrison cannot be rippedaway because the unit is engaging in war. Installationcommanders must identify, train, and support theseemergency essential civilians.

The number and type of legal safety mandates arealso expected to increase. OSHA safety standards aswell as transportation, aviation, and environmentalstandards will become more restrictive. The installationcommander must be ready to implement new ways ofdoing work to comply with these changes.

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CHAPTER 17

Health Services

This chapter sets the broad framework on how thehealth service support system works. It emphasizes thereadiness impacts of the health service support system.Also discussed are staff relationships, wartime expan-sion and surge capability, and family organizations.

The installation commander is responsible for thehealth and physical fitness of soldiers and families.The Army Medical Department, through the MedicalMACOM, staff and operate local medical, dental,veterinary, and preventive medicine support to assistcommanders meet their responsibilities. The Veteri-nary Service Support District (VSSD) commander orhis representative serves as installation veterinarianand assists in health service support.

MEDICAL READINESS

CONTENTSPage

MEDICAL READINESS 17-1

MISSION 17-1

STAFF RELATIONSHIPS 17-1

INSTALLATION HEALTH SERVICESSUPPORT 17-2

EXPANSION AND SURGE CAPABILITIES 17-3

FAMILY SUPPORT 17-3

NEW DIRECTIONS 17-4

Commanders are responsible for the health andphysical fitness of their soldiers. The Army MedicalDepartment advises and acts as the proponent for com-mand policy in accomplishing this responsibility. TheArmy Medical Department, medical and dental com-manders, and command surgeons-

Develop, train, evaluate, and maintain those medi-cal forces necessary to support the Army in awartime environment.Advise the command on those measures to take toassure health, fitness, and vigor of all members ofthe Army.Act as the proponent to provide those measuresneeded to assure health and fitness.

MISSION

The mission of the AMEDD is to maintain the healthof members of the Army, conserve the Army’s fightingstrength, and prepare for health support to members ofthe Army in times of deployment across a continuumof scenarios, ranging from international conflict tocivic actions and disaster relief. The AMEDD alsoprovides health care for eligible personnel in peacetimefor the sustaining base. The AMEDD is also responsiblefor maintaining the readiness and clinical/technical

competence of medical personnel to support Army re-quirements.

The Surgeon General is responsible for policy develop-ment, direction, organization, and overall managementof an integrated Army wide health service system. He isthe medical materiel developer for the Army and hisduties include formulating policy and regulations onassessing health service support, health hazards, andestablishing health standards.

STAFF RELATIONSHIPS

In establishing health services and health standards significant relationships with Assistant Secretary ofto maintain the Army’s fighting strength the AMEDD Defense (Health Affairs) (ASD (HA)) and the Under-crosses all staff boundaries within the DOD and has secretary of Defense (Emergency Services) (USD (ES)).

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THE OFFICE OF THE SURGEON GENERALThe mission of the Office of The Surgeon General

is to:Assist the Chief of Staff of the Army (CSA) andSecretary of the Army in discharging Title 10responsibility.Advise and assist CSA and Secretary of the Armyand other principal officials on all matters pertain-ing to the military health care system.Represent the Army to the Executive Branch, Con-gress, DOD agencies and other organizations onall health policies affecting the Army.Represent and promote AMEDD resource re-quirements.

Office of the Surgeon General (OTSG) has Armystaff responsibility for the following:

Health services for the Army and other agenciesand organizations.Health standards for Army personnel.Worldwide command programs to protect and en-hance health by control of the environment andprevention of disease.Policies and regulations concerning occupationalmedicine and industrial hygiene.Policies and regulations concerning the healthaspects of Army environmental programs.Health professional education and training forthe Army, to include training programs for allmilitary and civilian health care specialty areas in

clinical medicine, preventive medicine, nursing,dental, and veterinary practice.Executive agent of the Secretary of the Army forall DOD veterinary services.

Although TSG is responsible for these actions, thefocus of action may be either at OTSG or the newlyformed Medical Command (MEDCOM) (provisional),as explained in the following section.

MEDICAL COMMAND (PROVISIONAL)An intensive reorganization occurred in the

AMEDD during 1993 resulting in the formation of theMEDCOM (Provisional) and other subordinate com-mands. MEDCOM will commence operations duringFY 94. The missions of the newly formed MEDCOMare to:

Plan, develop, and integrate doctrine, trainingleader development, organization, materiel, andfacilities for the worldwide Army health servicesystem.Provide command and control of assigned andattached units, plan, program, budget and allocateresources, analyze utilization, and assess perfor-mance of the Army health service system.Allocate resources and assess performanceworldwide.

The MEDCOM will serve as the major command forhealth care, with directive authority and focus shiftedfrom OTSG.

INSTALLATION HEALTH SERVICES SUPPORT

The MEDDAC Commander is the installation staffofficer for health service support and is the com-mander of the Army Community Hospital (ACH).The MEDDAC provides preventive medicine, veteri-nary support, a health treatment facility, dental treat-ment facility, and, at selected sites, a blood bankingfacility.

PREVENTIVE MEDICINEPreventive medicine is a comprehensive program,

ranging from simple field sanitation procedures to ex-tensive and complicated monitoring techniques, neces-sary to protect the health and environment of Armypersonnel. The program, as outlined in AR 40-5, isdesigned to promote health and wellness and to main-tain the fighting force at maximum effective strength. It

maintains the physical well-being of all personnel forwhom the Army is responsible.

The supporting Preventive Medicine unit providesinstallation commanders support services in the follow-ing areas:

Disease and climatic injury prevention and con-trol.Occupational medicine and industrial hygiene.Community and family health.Health information and education.Nutrition.Health hazard assessment.Medical safety.Radiation protection.

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Pest and disease vector prevention and control.Environmental quality.Sanitation.Preventive medicine laboratory services.Field PVNTMED.Toxicology.Design review.

The Chief of Preventive Medicine has overall respon-sibility to provide installation commanders prevention,wellness, and health promotion advice as the principalpublic health advisor. Installation disease prevention,environmental health, occupational medicine, industrialhygiene, and other public health support are providedby preventive medicine assets. The community healthnurse (CHN) has access to an installation residentialcommunity and serves as an agent between the support-ing medical unit and installation families.

The CHN has the specific functions of-Assessing the total health needs, morbidity trends,and resources in the community.Planning, developing, organizing, implementing,and evaluating programs to meet the identifiedneeds in the community.Providing health promotion, health education, anddisease prevention programs for service membersand other members of the military community.Conducting a home visiting program.Supporting patient advocacy in the community.Evaluating, training, and supervising other health

HEALTH TREATMENT FACILITYThe Medical Treatment Facility (MTF) commander

directs the provisioning of treatment in the MTF. Thecommander will also supervise care and treatment andensure that each patient receives the best possible medi-cal support. Such care will be consistent with recognizedprofessional procedures and standards. When the re-quired care is beyond the capability of the MTF, thecommander, in accordance with AR 40-3, will arrangefor the patient’s care by-

Obtaining care from other Armed Forces MTFs.Releasing the medical management of the patientto another Armed Force MTF.Arranging for required care from civilian sourcesunder the civilian- health and medical program ofthe uniformed services.

DENTAL ACTIVITY (DENTAC)The DENTAC commander is the installation staff

officer for dental health service support and may also bethe dental clinic officer in charge. The DENTAC is adental treatment organization that-

Provides professional dental care and services toauthorized persons.Supervises the preventive dentistry program.Conducts educational programs.Supervises clinical investigations and research anddevelopment activities. -

The DENTAC receives its administrative and logis-tics support from the MEDDAC.

care personnel in community health-nursing.

EXPANSION AND SURGE CAPABILITIES

In the event of mobilization, AMEDD RC units and basis, to deploying units and units already in the theaterindividual RC personnel, such as IMA, will augment of operations under the PROFIS. AMEDD deployableboth deployable Army commands and the AMEDCOM units range in size, scope of mission, and capacity fromin expanding the CONUS base. Active component freed medical detachments to general hospitals. They may behealth care facilities will provide a large portion of the deployed at every level from organic elements ofprofessional medical personnel, on a predesignated maneuver battalions to corps and theater.

FAMILY SUPPORT

There is a complex assortment of programs to pro- expenses for retirees and family members who go totide soldiers and their families with high-quality, cost- civilian providers. This occurs when the MTF lackseffective health care. The oldest and best known is special services or is unable to provide support. TheCivilian Health and Medical Program of the Uniformed AMEDD manages efforts to control CHAMPUS costs,Services (CHAMPUS). CHAMPUS cost shares medical including DOD reform initiatives. Active duty soldiers

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do not come under CHAMPUS. When soldiers aretreated at civilian facilities due to emergency, distance,or special treatment needs, the Army pays providersdirectly under the open allotment supplemental careprogram.

At 20 major posts, the AMEDD offers family-prac-tice programs in which enrolled soldiers and theirfamilies are assigned to specific family-practicespecialists for their primary care. The family doctorconcept ensures continuity of care and has been wellreceived.

At several heavily populated CONUS sites, theAMEDD has established Primary Care for the UniformedServices clinics to serve eligible beneficiaries as an exten-sion of the MTF located on military installations. Theseclinics have X-ray, limited pharmaceutical, and otherprimary diagnostic capability. They are not staffed or

equipped for emergency or specialty care and they referpatients requiring that type care to the MTF for follow-up as needed. These neighborhood clinics are locatedoff-post. They are run by civilian primary-carespecialists under Army contract. Primary Care for theUniformed Services (PRIMUS) users pay no fees. Asimilar system is operated by the Navy and is known asNaval Care (NAVCARE). Beneficiaries of all Servicesare eligible for care at either of these facilities.

The Army Health Promotion Program is for soldiers,Army civilians, family members, and retirees. In-dividuals complete a health risk appraisal that includesblood-pressure and cholesterol screening. Based onresults of the appraisal, they are advised of their healthrisks and lifestyle changes that could improve theirphysical well being.

NEW DIRECTIONS

Gateway To Care (GTC) will be the standard Armyhealth-care system. It improves the quality of militaryfamilies’ health care, streamlines their access to care,and reduces the growth rate of the government andbeneficiary health-care costs.

GTC is the Army’s steppingstone to the DOD coor-dinated care system called managed care in civilianmedicine. Coordinated care assures quality and con-trols costs by guiding patients to the most efficientsources for the most suitable tests and treatments.

By enrolling in GTC, beneficiaries receive-Primary care from their own clinic or doctor. Eachfamily has a designated primary-care clinic orphysician.Consistent assurance of high-quality care. Theprimary-care provider coordinates and monitorsall of a patient’s care.Easy access to care and fast, convenient service.Reduced out-of-pocket costs for tests and specialtycare when referred by the primary-care physician.Savings come from receiving more cost-free in-housecare and paying negotiated, less-than-standard-CHAMPUS rates for civilian health care.

There is no single GTC plan. GTC is a formula forempowering hospital commanders to tailor their own coor-dinated-care systems to suit local resources and require-ments. Authority is decentralized so that commanders

can design localized programs for coordinating care andresources.

Commanders use a combination of CHAMPUS anddirect-care funds to organize the most cost-effective mixof services for their facilities. They then coordinatepatients’ care, referring them to the most economicalsources of quality care.

GTC stresses the patient’s role as a partner in his orher own care. Patients must understand the system sothat they can use it effectively, and they must get involvedin their own health care. Thus, GTC stresses educatingpatients and encourages them to seek information.

The revised Dependents Dental Plan took effect on1 April 1993. It provides improvement in the provisionof dental care for family members of all DOD uniformedServices active duty personnel. The revised DDPprovides categories of dental care and replaces thelargely nonexistent space available care in most militaryclinics in the past.

Beneficiaries eligible for the DDP will not receiveservices covered by the plan in US Army Health ServicesCommand dental treatment facilities, other than emer-gency care. Eligibility is defined as having two or moreyears remaining on active duty or submitting a letter ofintent to remain on active duty for two years or more.Beneficiaries not covered by the plan may be providedcare on a space available, standby basis only. Exceptionson an appointed basis are medically adjunctive care,

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space available care at installations where civilian primary care provided to installation units, tenants, andfacilities are unavailable, care in support of residency communities. This new focus on identification andtraining requirements, and completion of treatment resolution of preventable health problems and healthplans in process. promotion will assist commanders to meet readiness

Installations will benefit from the increasing em- responsiblities, target limited resources at the most costphasis on integration of preventive medicine, wellness, effective health care solutions, and improve community

health.and health promotion activities as distinct health careservices and as more visible components of traditional

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CHAPTER 18

Law Enforcement and Security

This chapter describes essential law enforcementfunctions needed on the installation. It also providesinformation on the responsibilities of the commanderto ensure law and order on the installation and thesecurity of Army resources. This chapter also ex-plains the role and relationship of the installationsUS Army Criminal Investigation Command (USACIDC)element.

AUTHORITY OFMILITARY COMMANDERS

The military commanders listed below have theauthority to enforce the necessary regulations toprotect and secure places and property under theircommand according to the Internal Security Act of1950 (50 USC 796):

Commanding officers of all military reservations,posts, camps, stations, or installations.Commanders of installation or activities subject tothe jurisdiction, administration, or in the custodyof defense agencies or separate operating ac-tivities.The military commander in the chain of commandimmediately above an installation or activity notheaded by a military commander. Such commanders

CONTENTSPage

AUTHORITY OF MILITARY COMMANDERS 18-1

POLICY 18-1

RESPONSIBILITIES 18-1

LAW ENFORCEMENT SERVICES 18-2

MAGISTRATE’S COURT 18-3

PHYSICAL SECURITY 18-3

SERIOUS INCIDENT REPORT (SIR) 18-4

CRIMINAL INVESTIGATIONS 18-4

SUPPLEMENTING RESOURCES 18-5

will enforce policies and procedures promulgatedunder the authority of the Internal Security Actof 1950.All tenant units and activities will defer to theauthority of the installation commander in enforc-ing this policy. AR 310-25 defines an installationand AR 600-20 discusses the selection of an instal-lation commander.

POLICY

The Provost Marshal (PM) is the installation carry out the security, force protection, and law enfor-commander’s advisor and planner for law and order cement operations. These operations are performedoperations and all matters on security related to crime. with strict regard for the needs of the Army and theThe PM is the chief law enforcement officer on the safety of the military community. At the same time, theinstallation. He provides the commander with profes- PM maintains a strict regard for the rights of the in-sional and technical advice concerning law and order dividuals making up the military community. Theobjectives, physical security, policies, and directives. On authority of MP to enforce military law, orders, andinstallations, the commander determines the degree of regulations, by apprehension if necessary, derives fromlaw and order required to provide order and discipline. law, regulation, and custom. Law enforcement is anThe PM implements the commander’s law and order inherent function of command.policies. Military police and civilian security guards

RESPONSIBILITIES

The DA, DCSOPS develops, implements, and main- to manage the Army Physical Security Program. Theytains policies, guidance, programs, goals, and objectives also have staff responsibility for the security of the

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Army and for law enforcement operations. Civilianoversight is provided by the Assistant Secretary ofthe Army for Installations, Logistics, and Environment(ASA(IL&E)).

The MACOM’s PM serves as the command’s ap-pointed physical security officer and establishes a for-mal physical security program and a law enforcementprogram. The installation commander must establish

programs to protect and secure places, property, andpeople on the installation. The installation PM will-

Maintain liaison and coordinate with USACIDCsupport elements, civilian law enforcement agen-cies, allied forces, and HN military and civil police.Develop plans and policies for law enforcementand physical security programs and operations.Direct MP operations.

LAW ENFORCEMENT SERVICES

Military police law enforcement operations help thecommander keep his command combat ready and com-bat efficient. By suppressing the opportunity forcriminal behavior, MP help the commander protect andensure the welfare of the military community.

MP undertake and support preventive programs toremove conditions promoting crime. MP enforcementefforts encourage voluntary compliance by all personnelwith laws, orders, regulations, and directives of the com-mander. When necessary, MP undertake active enfor-cement measures. MP take immediate action to haltcrimes in progress, to apprehend perpetrators and toaid victims. MP law enforcement services include –

Conducting official inquiries into incidents andcrimes involving the military community. This is aprimary means of protecting community membersand enhancing the commander’s order and dis-cipline.Providing liaison with the National Crime Informa-tion Center.Operating the MP station 24 hours a day, sevendays a week to provide law enforcement informa-tion and assistance to the military community andgeneral public.Preventing or reducing property damage and traf-fic injuries and deaths by controlling and develop-ing traffic accident prevention initiatives.Controlling crowds and providing security for in-stallation personnel and high-risk visitors.Maintaining liaison and interaction between MPand the civilian community. The PM establishesand maintains a highly professional relationshipbetween the MP and local civilian or foreign na-tional police.Absentee and deserter apprehension.Juvenile assistance.

Investigation and offender programs.Patrol activities.Military working dog program.Antiterrorism and counterterrorism operations.Physical security.Confinement operations.Access control.Vehicle and weapon registration program.Civilian interaction with civilian agencies andschools.

SPECIAL REACTION TEAM (SRT)When major disruptions or special threats occur, to

include acts of terrorism, resources must be committedin a graduated response to resolve the situation andrestore law and order. SRTs are one of the commander’sprincipal response forces. They are an integral part ofthe installation’s security.

Some situations requiring SRT employment may in-clude, but are not limited to, barricaded suspects, bar-ricaded suspects with hostages, sniper incidents,counterterrorist operations, VIP protection, andthreatened suicide incidents.

CIVIL POLICE LIAISONThe commander must establish effective relations

with civilian law enforcement agencies. This is best coor-dinated by the CPL. CPL representatives provide a focalpoint for the serving of legal papers upon the installa-tion. This includes arrest and apprehensions by civilianauthorities of soldiers and family members, coordina-tion of judicial proceedings involving soldiers, and coor-dination between commanders and soldiers and civiliandetention centers. CPL do not serve legal papers orapprehend military or civilian suspects on post; how-ever, CPL facilitate the orderly exercise of civil authorityon the installation.

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MAGISTRATE’S COURT

The US Magistrate system provides the installation personnel to the US Magistrate or take actions undercommander with the means of processing and disposing the UCMJ. This is for offenses constituting violationsof certain categories of misdemeanors in federal court. which are subject to trial in both jurisdictions. DUIPrimarily, this court handles traffic cases arising on offenses are normally tried in US Magistrate Court.installations. US district courts supervise the US This system provides-Magistrate courts. These district courts establish thepayment of freed sums for fines or forfeiture of collateralin lieu of court appearances for minor offenses. Onoccasion, US Magistrates will confine individuals forcertain misdemeanors.

Personnel subject to the UCMJ who pay a fine orforfeit collateral or whose cases are disposed of throughthe US Magistrate system normally will not be punishedunder the provisions of the UCMJ for the same viola-tions. The installation commander, on advice of theSJA, should establish policies on when to refer military

Uniform procedures for the collection of fines.The forfeiture of collateral in lieu of appearance.The scheduling of mandatory hearings or volun-tary hearings requested by defendants.A simple but sure method of accounting for fines,for collateral, and for violation notices issued.Convenience to the public.Enforcement of misdemeanors laws on Army in-stallations.

PHYSICAL SECURITY

The installation commander must ensure the im-plementing of physical security measures on the instal-lation. These measures will minimize the loss ofsupplies, equipment, and materiel through threats,natural or human. He normally exercises this chargethrough the PM.

PHYSICAL SECURITY PLANThe PM develops the installation physical security

plan for the commander’s approval. Security require-ments are based on information obtained from the PM'soffice, the USACIDC field offices, military intelligenceunits, agencies, and activities. Local civilian law enfor-cement agencies, annual DA physical security threatstatements, and OPSEC evaluations and surveys alsoprovide security requirements information.

All military installations are valuable to the nationaldefense structure. Within each installation, certainfacilities are essential to the mission of that installation.Facilities such as primary and auxiliary power sources,ammunition and POL storage, and reactors are ex-amples.

Because of the monetary and manpower costs ofphysical protection, many commanders will not be ableto achieve maximum protection for the entire installa-tion. Therefore, the specific criticality and vulnerabilityof various areas must be determined. Special protectionis provided for the most critical and vulnerable areas.

Areas of less importance and susceptibility are given lessprotection.

A highly critical area is one in which partial or com-plete loss would have an immediate and serious impacton the ability of an installation to perform its mission.The relative criticality of such an area may have no directrelationship to its size or whether it produces an endproduct. This must be determined upon the basis of itsimportance to the installation mission.

The commander must formulate and implement hisphysical security design from a total system approach. Itshould be organized in depth and contain mutually sup-porting elements. It should be coordinated to preventgap or overlap in responsibilities and performance.

SECURITY THREATSSecurity threat vulnerabilities are acts or conditions

that may result in the compromise of information; lossof life; damage, loss, or destruction of property ordisruption of the mission of the installation or facility.Before the physical security manager can develop aneffective security program, he must be fully aware of thepostulated threat statement issued by higher head-quarters. He also must determine the possibility of in-terference with the operational capabilities of theinstallation or facility from any and all sources. Recog-nition of all risks is mandatory if he is to make recom-mendations for physical security measures. Theseverity of security threat vulnerabilities depends on

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such variables as the type of installation or facility in-volved, mission or processes performed, physical layout,and construction. The geographical location, the enemysituation, terrorist threat, if any, and the existing state oflaw and order are most important factors.

The PM helps the commander anticipate and preventthe threat of terrorism to the installation. The PM-

Participates in the overall assessment of the instal-lation vulnerabtities and periodic update of theinstallation’s threat statement.Helps designate mission essential vulnerable areasand orient planned protection for these areas.Participates in developing MOU with federal,

Helps develop and implement the installation’splan for countering terrorism.Reviews antiterrorism programs to ensure OPSECprograms developed by other agencies on the in-stallation complement those developed by his of-fice.Coordinates with USACIDC for personal securityvulnerability analysis of high-risk personnel.Provides personal security for high-risk personsvisiting or leaving the area.Participates in the development of and supports allinstallation contingency plans. Directs the effortsof the installation’s SRT.

state, and local law enforcement agencies.

SERIOUS INCIDENT REPORT (SIR)

An actual or alleged incident, accident, misconduct,act or condition, either criminal or noncriminal, thatwarrants timely notice to DA because of its nature,gravity, publicity, or potential consequences requires anSIR. The incident should be reported, in accordancewith AR 190-40, despite the rank or position of theperson involved.

OBJECTIVES OF THE SIR SYSTEMProvides early notice to DA that a serious incidenthas occurred or may have occurred.Provides the chain of command with timely infor-mation to respond to queries from Congress,DOD, news media, and others.Serves to meet law enforcement reporting require-ments for selected criminal incidents.Is not designed to be used as a basis for statisticalcomparisons of commands.Is not intended to include reporting of all criminalacts.

REPORTABLE INCIDENTSCommanders must refer to AR 190-40 when evaluat-

ing the incidents that require reporting. More serious

incidents, classified as Category 1 or Category 2 SIRs,are time sensitive and require immediate (Category 1)or timely notice (Category 2). Commanders must exer-cise judgment in deciding additional incidents thatshould be reported. The commander may report anyincident based on the implications involved or the needfor timely notice.

Before reporting, the commander must consider thefollowing factors:

Severity of the incident.Adverse publicity the incident may cause.How the incident may impair unit effectiveness.

All pertinent information known at the time of SIRsubmission will be included. For some incident reports,all necessary information may be included in the firstreport, additional reports will be unnecessary. Add-onreports will be submitted if-

Additional pertinent information later developsthrough investigation.DA requests additional information concerning anSIR.

CRIMINAL INVESTIGATIONS

Investigations into possible criminal activities are for investigating crimes is divided among unit com-conducted by the MP office and the USACIDC. Military manders, MPI, and USACIDC special agents accordingpolice investigators (MPI) assigned to the PM office and to the type and seriousness of the incident. Respon-enlisted special agents or warrant officers assigned to sibility for the investigation depends on the nature of thethe USACIDC conduct the investigations. The purview incident and the elements of the crime.

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MPI works directly for the PM and special agents areunder the direct control of USACIDC. A close andpositive liaison is maintained between the PM office andthe USACIDC support element. Procedures at the locallevel ensure mutual cooperation and support. The closeworking relationship achieves optimum results in inves-tigations, apprehension of offenders, acquisition andtransmittal of police information, and the prevention ofcrime.

MPI and USACIDC teams have been created atsome installations for specialized investigative missionssuch as drug suppression, black market, and criminalinvestigation. Such joint teams are created by formalMOU between the local PM and the responsibleUSACIDC supervisor.

USACIDC elements are a part of the US ArmyCriminal Investigation Command, a major Army com-mand of the DA. Each USACIDC element is normallya tenant activity on an Army installation, providing in-vestigative support to the installation commander. Theyalso support commanders of all other Army elementslocated within a CIDC specified geographical area ofresponsibility. The commander or special agent-in-charge at each unit provides advice and guidance on allCIDC matters to supported commanders and provostmarshals or security officers.

The CIDC is responsible for investigating thoseArmy-related crimes punishable by death or confine-ment for more than one year. Exceptions are outlined inAR 195-2.

SUPPLEMENTING RESOURCES

The PM may sometimes need to augment his MPresources. Traditionally, military working dog (MWD)teams are used to extend PM resources. The teamsusually consist of one handler and a dog that can func-tion in place of a two-man MP team. Use of an MWDteam can double patrol assets.

Other resources available to the PM include the useof Army Reserve Forces, such as unit reserves and readyreserves, the DOD guard or police force, and con-tracted police services.

If the PM is considering contracting, he first iden-tities the specific service in need of augmentation. Thenhe coordinates with the local CA POC to see if theneeded service is subject to the Commercial ActivitiesReview Program. See AR 5-20. The CA program allows

privately-owned civilian firms to compete with in-housegovernment activities. Then the PM-

Coordinates with the installation DOC.Identities the needed contractor services.Determines if the services to be contracted can beperformed by a civilian company.Decides if contracting for the services will be costeffective.Decides if the services can be performed moreefficiently by a contractor.

With few exceptions, Title 10 Chapter 146 prohibitsthe use of appropriated funds to contract for securityguard services.

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CHAPTER 19

The OCONUS Environment

Working and living in overseas locations requirescommanders to consider and operate within host-nation culture, language and laws, and prevailingstate department agreements. The fact thatOCONUS military units do not have the typical com-munity support facilities and services found outsideCONUS posts means some requirements must becarried out differently, and additional respon-sibilities must be integrated. Close positive liaisonwith local governments and communities, and thecommand’s host-nation government relations of-ficer, will help ensure that operations are executablein the host-nation environment.

THE OCONUS ORGANIZATION

In OCONUS locations, an “installation” can mean any-thing from an antenna farm to a housing area to a PX area.In USAREUR the term “kasern” or “barracks” is com-monly used to identify those places where a unit worksor lives. OCONUS installations are geographicallydispersed ASGs, BSBs, ASTs, and installations can be“clustered” or be several hundred kilometers apart.

CONTENTSPage

THE OCONUS ORGANIZATION 19-1

RESHAPING THE FORCE 19-1

ORGANIZATIONAL CONCEPTS 19-l

SUPPORT AGREEMENTS AND TENANTUNITS 19-2

CRISIS MANAGEMENT 19-2

PERSONNEL AND COMMUNITY ACTIVITIES 19-2

INSTALLATION DPW MANAGEMENT 19-2

INSTALLATION DOL RESPONSIBILITIES 19-3

LAW ENFORCEMENT SERVICES 19-3

SUMMARY 19-3

RESHAPING THE FORCE

Unit changes remain an active issue with both tactical USAREUR has been a radical example of forceand ASG/BSB commanders. Withdrawing forces from drawdown. USAREUR is still meeting the arms controla foreign location has many of the same ramifications requirements set forth in international treaties. Locatedthat drawing down has in CONUS locations. It impacts at each ASG (except, currently, the 22d ASG in Vicenza,the surrounding community’s economic, social, and en- Italy) is a person responsible for ensuring thatvironmental balance. Commanders need to ensure that USAREUR is in compliance with the treaties and canlocal political interests are part of the planning process. take necessary action for inspections and oversight.They need to keep communications open, meet an- Although they work on site, these employees belongticipated strength targets, accept custodial respon- to, and receive their direction from Headquarterssibilities of remaining facilities, and return installations USAREUR’s ODCSOPS, CFE Division.to the host nation under agreed terms.

ORGANIZATIONAL CONCEPTS

Senior tactical commanders (STCs) are part of the they work with the ASG/BSB commanders to com-ASG/BSB/AST commanders’ network. The focus of the pete for necessary resources. Though not involved inSTC is tactical; he is dependent upon the ASG and BSB the day-to-day BASOPS operations, they still in-commanders to support their installation requirements. fluence the rating chain (some rate, or intermediateAs senior representatives of the ASG/BSB’s customers, rate ASG commanders).

19-1

FM 100-22

SUPPORT AGREEMENTS AND TENANT UNITS

US Forces are very visible in a foreign country. From agreements, and civil-military cooperation. Com-political events to military exercises, to joint ventures, to manders are provided support and information throughuse of local nationals in the work force, to common the MACOM Office of the Deputy Chief of Staff forthreats, commanders must be sensitive to the impact Host National Activities, US Forces Liaison Officerstheir actions will have on the military and host com- (USFLOs) and their Assistant for Political and Militarymunities. Each ASG has someone assigned to coor- Affairs (APMA).dinate actions pertaining to international relations,

CRISIS MANAGEMENT

In OCONUS locations, commanders must have a As a visible expression of the US commitment tomeans to evacuate the nonmilitary members of their world peace, OCONUS units are often called upon tocommunity. For example, USAREUR does this through provide humanitarian support to international missions.its Noncombatant Evacuation Operation (NEO) Pro- Directives for this type of support come from thegram. This program is a process to protect and evacuate Humanitarian and Refugee Affairs Office in the Pen-DOD sponsored noncombatants in Europe during tagon. Missions can range from providing life supportnatural diasters, threats or hostile actions against US to families of casualties being cared for in US forcescitizens and their property, or deterioration of security installations, to packaging, repairing, and distributingconditions. ASG commanders are responsible for en- supplies and equipment to war-torn countries.suring that their NEO program is current and ex-ecutable. The S3/DPTMS is the proponent.

PERSONNEL AND COMMUNITY ACTIVITIES

To ensure that personnel located in OCONUS loca- available to other than soldiers and their families. Fortions receive comparable mail service to their stateside example in USAREUR, a variety of personnel workingcounterparts, Army Postal Offices (APOs) operate on for DA are granted the privilege of using facilities nor-OCONUS installations. The Postal Battalion has post really authorized only for military (commissaries,offices located at each ASG, BSB, and AST. PX/BXs, libraries, and APOs). DA civilians and some

The disparity between the cost of living in a host- contractors are given identification (ID) cards duringnation economy and a military installation, security their tenure with USAREUR to allow them access tomeasures taken for US citizens living and working on US facilities and services. The local CPO office is theforeign soil, and the imperative to keep Army employees clearing authority for Army personnel for ID issuance;productive and ready during their assignment in the COR is the clearing authority for contract person-Europe, result in access to installations being made nel.

INSTALLATION DPW MANAGEMENT

Civilians assigned to OCONUS locations usuallylive in off-post housing. Military personnel sometimeslive off post, as well. Because of the complexities ofdealing in foreign language and with laws that are un-familiar to most US citizens, DPW runs a HousingOffice to facilitate the process. This office gives adviceregarding leases, assists in locating acceptable housing,translates associated documents, provides guidanceregarding utilities, and is available to help resolve minordisputes between a US renter and local landlord.

In OCONUS locations, the DPW may manage aHousehold Furnishings Program as exists inUSAREUR. Differences in electrical currents meanthat US-made appliances will not work overseas. TheUS government furnishes major appliances for useduring the tenure of the employee. By providing basicfurnishings, personnel assigned to OCONUS locationscan more easily transition into economy housing,without having to expend significant amounts of theirown resources.

19-2

FM 100-22

INSTALLATION DOL RESPONSIBILITIES

Use of vehicles and the authorization to drive in aforeign country is driven by a combination of host-country laws and US State Department agreements. Inmost cases, ID card holders operate vehicles underconditions similar to those stateside. Testing and opera-tion requirements vary by country. ASG and BSB DOLsoperate the inspection stations and drivers testing of-fices. Note: The Provost Marshal Office is responsiblefor the registration and issuance of license plates forprivately-owned vehicles.

In some overseas locations, for example USAREURwhere gas costs are sometime triple that in CONUS,USAREUR provides gas coupons for purchase of fuelon the host economy. Distinction is made between thoseused for TMP vehicles and those used for privatevehicles. AAFES is the proponent for the issuance andaccount maintenance of coupons, and sells the coupons(based on their cost) at its outlets. The supply staffofficer at each ASG orders coupons from AAFES andprovides them to motor pool vehicle users within theirfootprint.

LAW ENFORCEMENT SERVICES

The laws governing firearms are more stringent inOCONUS than in CONUS locations. Governed by host-nation laws, treaties and agreements, military regula-tions, and US customs laws, firearms control is ahigh-visibility issue that requires commander enforce-ment. The commander’s PMO is the proponent forfirearms registration and control.

Because US soldiers, their families, and Armycivilians are so visible in a foreign environment, civilianmisconduct programs may be instituted. For example,USAREUR instituted the Civilian Misconduct ActionAuthority (CMAA) for commanders’ use. BSB com-manders in USAREUR are responsible for the general

welfare, morale, safety, and good order in theirgeographical areas of responsibility. When any civilianor family member assigned within their AOR threatensthose protections, they can be disciplined under theCMAA.

Based upon the local SOFA, the US forces are al-lowed to import duty free goods for US personnel.Agreements require the military take appropriatemeasures to prevent abuse of this privilege. The objec-tive is to prevent illegal introduction of these com-modities in the host-nation’s economy. A ration card,issued to ID card holders, serves to meet this objective.The cards specify which commodities are controlled.

SUMMARY

OCONUS organizations operate in an ever-chang- affected by local and international events, interests,ing environment. Though many BASOPS activities and perceptions, as well as mandates from DOD andstay relatively stable from day-to-day, many others do Congress. The policies and structures will change, asnot. Commanders in overseas locations are significantly necessary, to meet such challenges.

19-3

FM 100-22

Glossary

ACRONYMS AND ABBREVIATIONS

A

A&R athletic and recreationAA assets accountingAAEMIS Army Automated Environmental

Management Information SystemAAFES Army and Air Force Exchange ServiceAAP affirmative action programAC Active ComponentACAP Army Career and Alumni ProgramACCI area construction cost indexACCS Army Command and Control SystemACE Assistant Chief of EngineersACES Army Continuing Education SystemACH Army Community HospitalACOE Army Communities of ExcellenceACS Army Community ServiceACSIM Army Chief of Staff for

Installation ManagementA/DACG Arrival/Departure

Airfield Control GroupADAM Armywide Devices Automated

Management SystemADAPCP Alcohol and Drug Abuse

Prevention and Control ProgramADCO Alcohol and Drug Control Office(r)ADP automated data processingADT active duty for trainingADTA advance deposit trust accountAF appropriated fundsAFAP Army Family Action PlanAFARS Army Federal Acquisition

Regulation SupplementAFH Army family housingAFH-CAFH-O

military construction, Army family housingoperation & maintenance,Army family housing

AFTB Army Family Team BuildingAG adjutant generalAIA Army Information ArchitectureAIEP Army Ideas for Excellence ProgramAIF Army Industrial FundAIFA AAFES Imprest Fund ActivitiesAIRMP Army Information Resources

Management ProgramAIS Automated Information SystemAISC Army Information Systems CommandALD Available-to-load-dateAMC Unites States Army Materiel CommandAMCCOM Armament, Munitions, and

Chemical CommandAMCSS Army Military Clothing Sales StoreAMEDCOM Army Medical CommandAMEDD Army Medical DepartmentAMIM Army Modernization Information

MemorandumAMOPES Army Mobilization Operations and

Planning Execution SystemANRC American National Red CrossAO area of operationsAOB annual operating budgetAPF appropriated fund(s)APMA Assistant for Political and Military AffairsAPO Army postal officeAPOE aerial port of embarkationAR Army Reserve; Army regulationARCOM United States Army Reserve CommandARM Army Recreation MachinesARNG Army National GuardARPERCEN Army Reserve Personnel CenterARPRINT Army Program for Individual TrainingARR annual recurring requirements

Glossary-1

FM 100-22

ARSOF Army Special Operations ForcesARSTAF Army StaffASA, CW Assistant Secretary of

the Army for Civil WorksASA(FM) Assistant Secretary of the Army for

Financial ManagementASA, IL&E Assistant Secretary of the Army for

Installations, Logistics, and EnvironmentASD Assistant Secretary of DefenseASD(HA) Assistant Secretary of Defense

(Health Affairs)ASF Army Stock FundASG area support groupASIMS Army Standard Information

Management SystemsASL authorized stockage listAST area support teamAUEL automated unit equipment listAVLS Audio Visual Library SystemAWP annual work plan

B

BASOPS base operationsBEQ bachelor enlisted quartersBIFC Boise Interagency Fire CenterBMAR backlog of maintenance and repairBOD board of directorsBOQ bachelor officer quartersBSB Base Support BattalionBSI Base Support InstallationBX base exchange

C

C2 command controlC-E communications-electronicsCA Commercial ActivitiesCAFAP Consumer Affairs and Financial

Assistance ProgramCAO central accounting office

CBE Command Budget EstimateCBS-X Continuing Balance System-ExpandedCCO Central Contracting OfficesCDC CONUS Demobilization Center;

Child Development CenterCDS Child Development ServicesCFE Conventional Forces, EuropeCFO chief financial officerCFRC Community and Family Program

Review CommitteeCFS community and family supportCG commanding generalCHAMPUS Civilian Health and Medical

Program of the Uniformed Serviceschap chaplainCHN Community Health NurseCHRRS Community, Homefinding,

Relocation, and Referral ServicesCI coordinating installationCIDC Criminal Investigation CommandCIF Central Issue FacilityCIIC Civilian Illness and Injury CompensationCIIP clothing initial issue pointCIM Corporate Information ManagementCINC Commander in ChiefCINCPAC Commander in Chief PacificCINCUSACOM Commander in Chief

US Atlantic CommandCIS Capital Investment StrategyCMAA Civilian Misconduct Action AuthorityCMF Career Management FieldCMRP Command Master Religious ProgramCOE Chief of EngineersCOMCAM combat cameraCOMSEC communications securitycommo communicationsCONUS Continental United StatesCONUSA Continental United States ArmyCOPARS contractor operated parts store

CAP computer-electronic accommodations program

Glossary-2

FM 100-22

COR Contracting Officer’s RepresentativeCOTS commercial off-the-shelfCPL civil police liaisonCPMC capital project/minor constructionCPMS Civilian Personnel Management ServicesCPO civilian personnel officeCRA Continuing Resolution AuthorityCRC Continental United States Replacement CenterCRCP Civilian Resource ConservationCSA Chief of Staff, U.S. ArmyCSI Component Sponsored IncentiveCSO Communicative Skills OfficesCTA common table of allowances

D

DA Department of the Army

Program

DAAS Defense Automatic Addressing SystemDAB Director of Army BudgetDAC Department of the Army CivilianDAO Defense Accounting OfficeDASAF Director of Army SafetyDBOF Defense Business Operations FundDCINT/SEC Director of Counterintelligence

and SecurityDCMC Defense Contract Management CommandDCO Defense Coordinating OfficerDCSBOSDCSOPS

DCSPERDCSPIM

Deputy Chief of Staff for Base OperationsDeputy Chief of Stafffor Operations and PlansDeputy Chief of Staff for PersonnelDeputy Chief of Staff for Personneland Installation Management

DD Department of DefenseDDP Dependents Dental PlanDDN Defense Data NetworkDDS Director of Dental ServicesDeCA Defense Commissary AgencyDEL deployment equipment listDENTAC Dental Activity

DEP Director of Environmental ProgramsDERA Defense Environmental Restoration AccountDERP Defense Environmental Restoration ProgramDESCOM United States Army Depot

Systems CommandDESR Defense Environmental Status ReportDFARS Defense Federal Acquisition

Regulation SupplementDFAO Defense Finance Accounting OfficeDFAS Defense Finance and Accounting ServiceDFO disaster field officeDFSC Defense Fuel Supply CenterDHS Director of Health ServicesDIS Directorate of Installation SupportDISA Defense Information Systems AgencyDISN Defense Integrated Systems NetworkDISC4 Director of Information Systems for Command,

Control, Communications, and ComputersDLA Defense Logistics AgencyDM Director of ManagementDMAR Deferred Maintenance and RepairDMC defense movement coordinatorDMR Defense Management Report DecisionDMS demobilization stations;

defense message systemDMSSC Defense Medical Systems Support CenterDOC Directorate of ContractingDOD Department of DefenseDOIM Director of Information ManagementDOIMMIS Directorate of Information Management

Management Information SystemDOL Director of LogisticsDOMS Director of Military SupportDOT Department of TransportationDP Defense ProgramDPAE Director of Program Analysis and EvaluationDPCA Director of Personnel

and Community ActivitiesDPS defense printing system

Glossary-3

FM 100-22

DPTMS Director of Plans, Training,Mobilization, and Security

DPW Directorate of Public WorksDRIS Defense Regional Interservice SupportDRM Director of Resource ManagementDRMS Defense Reutilization and Marketing ServiceDRMO Defense Reutilization and Marketing OfficeDR-REAL Desktop Resource for Real PropertyDS direct supportDSEC Director of SecurityDSS Decision Support SystemsDTA Directed Training AssociationDU dwelling unitsDUI driving under the influence

E

EAC echelons above corpsECAS Environmental Compliance Assessment SystemECAP Environmental Compliance

Achievement ProgramEDRE emergency deployment readiness exerciseEEO equal employment opportunityEER enlisted evaluation reportEFMP Exceptional Family Member ProgramEIP Equipment-in-placeEIS Executive Information SystemsEMD equipment management divisionEMIC Electronic Multimedia Imaging Centerenv environmentEO equal opportunity Executive OrderEOOPH Equal Opportunity in Off-Post housingEPA Environmental Protection AgencyEQ enlisted quartersEQCC Environmental Quality Control Committeeequip equipmentESA Endangered Species ActESF emergency support functionsESMP Endangered Species Management PlanEUCOM European Command

Glossary-4

F&AFAOFACFADFAPFAR

F

finance & accountingFinance and Accounting OfficeFamily Assistance CenterFunding Authorization DocumentFamily Advocacy ProgramFederal Acquisition Regulation

FBI Federal Bureau of InvestigationFCC Family Child CareFCO Federal Coordinating OfficerFECA Federal Employees Compensation ActFEMA Federal Emergency Management AgencyFEMS facility engineering management systemFGS final governing standardsFIRMR federal information resource

management regulationFM financial management; field manualFMEAP Family Member Employment

Assistance ProgramFOA field operating agenciesFORMDEPS FORSCOM Mobilization and

Deployment Planning SystemFORSCOM United States Army Forces CommandFPM force packaging methodologyFRP Federal Response PlanFSG Family Support GroupFSS Federal Supply ServicesFWS Fish and Wildlife ServiceFY fiscal yearFYDP Future Years Defense Program

G

G1 Assistant Chief of Staff, G1 (Personnel)G3 Assistant Chief of Staff, G3

(Operations and Plans)G&A general and administrativeGAO General Accounting OfficeGFOQ general and flag officer quartersGO general officer

FM 100-22

GOCOGPRAGRHP

Government-owned, contractor operatedgovernment performance and results actGovernment Rental Housing Program

GS general supportGSA General Services AdministrationGSF General Support ForcesGTC

HAC

Gateway To Care

H

House Appropriations CommitteeHAZMAT hazardous materialsHAZMIN Hazardous Waste MinimizationHCA head of the contracting activityHOMES Housing Operation Management SystemHPP Historic Preservation PlanHRO Housing Referral OfficeHN host nationHS home stationHSC Unites States Army Health Services Command

I

I&M inspection and maintenanceIAAP Installation Advanced Acquisition PlanIAW in accordance withICAM Integrated Computer-Aided ManufacturingICC Installation Contracting CenterICQ installation commanders quartersICUZ Installation Compatible Use ZoneID identificationIDEF ICAM definitionIDG installation design guideIET initial entry trainingIFS-I Integrated Facilities System-Increment IIFS-M Integrated Facilities System-Mini/MicroIG inspector generalIMA Installation Maintenance Activity

Information Mission Area

IMAP installation management action planIMSC Information Management Support CouncilIMWRF installation MWR fundINRMP Integrated Natural Resources

Management PlanIOC Industrial Operations CommandIOSC Installation On-Scene CoordinatorIR internal reviewIRA interim response actionIRAC Internal Review and Audit ComplianceIRDMIS Installation Restoration Data

Management Information SystemIRMP Information Resources Management PlanIRP Installation Restoration ProgramIRR Individual Ready ReserveIRS Information Requirements StudyISA Installation Supply Activity;

International Security AffairsISC Information Systems Command

Installation Sequence ListInstallation Support ModulesInstallation Safety OfficeInstallation Status Reportinformation systems security

ISCP Installation Spill Contingency PlanISLISMISOISRISSISSA Interservice Support AgreementsITAM Integrated Training Area ManagementITEP Individual Training Evaluation ProgramITO Installation Transportation OfficeITR information, ticketing, and registrationIWRAPS Installation Water Resources

Analysis and Planning System

J

J&A justification and approvalJAC job assistance centerJCS Joint Chiefs of StaffJFTR Joint Federal Travel Regulations

Glossary-5

FM 100-22

L

LAO Logistics Assistance OfficeLCTA Land Condition-trend AnalysisLEA law enforcement agenciesLRC long-range componentLRRDAP Long-Range Research

Development, and Acquisition PlanLURS Land Use Requirement Study

M

M&R maintenance and repairMACOM Major Army CommandMAISRC Major Automated Information

System Review CouncilMAIT Maintenance Assistance Instruction TeamMAT mobilization assistance teamMC Medical Corps; mobilization componentMCA Military Construction, ArmyMCARMCNGM-DayMDEP

Military Construction, Army ReserveMilitary Construction, National Guardthe day on which full mobilization is declaredmanagement decision packages

MDR mobilization, deployment,redeployment, and demobilization

MEDCEN United States Army medical centerMEDCOM Medical CommandMEDDAC Medical Department ActivityMETL mission essential task listMEVA mission essential vulnerable areasMH military historyMILCON military constructionMILES Multiple Integrated Laser

Engagement SystemMISM Major Command Internal Support ModulesMMC Materiel Management CenterMMS Mass Mailing Systemmob mobilizationMOA Memorandum of AgreementMOBEX Mobilization Exercise

Glossary-6

MOBTDA Mobilization Table ofDistribution and Allowances

MOS military occupational specialtyMOU Memorandum of UnderstandingMPA Military Personnel, ArmyMPI Military Police InvestigatorMRC Major Regional ContingencyMRIS Modernization Resource

Information SubmissionMRSA Materiel Readiness Support ActivityMS mobilization stationMSC major subordinate commandMSCA military support to civilian authoritiesMTF Medical Treatment FacilityMTMC Military Traffic Management CommandMTOE modification table of organization

and equipmentMWD military working dogsMWO modification work orderMWR morale, welfare and recreation

N

NAF nonappropriated fund(s)NAFI nonappropriated fund instrumentalityNAFISS Nonappropriated Fund

Information Standard SystemNAVCARE Naval CareNBC Nuclear, Biological, and ChemicalNCA National Command AuthoritiesNCOER noncommissioned officer evaluation reportNDMS National Disaster Medical SystemNEO noncombatant evacuation operationNEPA National Environmental Policy ActNG National GuardNGB National Guard BureauNGPA National Guard Personnel, ArmyNHPA National Historic Preservation ActNICP National Inventory Control PointNIFC National Interagency Fire Center

FM 100-22

NLTNOVNPLNPRNSF

no later thannotice of violationNational Priorities Listnational performance reviewnet square foot

O

OACE Office of the Assistant Chief of EngineersOASA(I,L,&E) Office of the Assistant Secretary

of the Army for Installations,Logistics and Environment

OCE Office of the Chief of EngineersOCIE Organizational Clothing and

Individual EquipmentOCONUS Outside the Continental United StatesODEP Office of the Director of

Environmental ProgramsODCSOPS Office of the Deputy Chief of

Staff for OperationsOEBGD Overseas Environmental

Baseline Guidance DocumentOER officer evaluation reportOH occupational healthOMA Operations and Maintenance, ArmyOMAR Operations and Maintenance,

Army ReserveOMB Office of Management and BudgetOMNG Operations and Maintenance,

National GuardOPA Other Procurement ArmyOPLAN operation planOPM Office of Personnel ManagementOPORD operation orderOPSEC operations securityOQ officers quartersORFOSAOSDOSE

Operational Readiness FloatOffice of Secretary of the ArmyOffice of Secretary of DefenseOpen Systems Environment

OSHA Occupational Safety andHealth Administration

OTSG Office of The Surgeon General

P

PA Procurement, ArmyPAA procurement of ammunition, armyPA/SI preliminary assessment/sites inspectionPALT Procurement Administration Lead TimePAO Public Affairs OfficerPARC Principal Assistant

Responsible for ContractingPBAC Program Budget Advisory CommitteePBC Program and Budget CommitteePBG Program Budget GuidancePCB polychlorinated biphenylsPci/L picocuries per literPCPSA Peninsula Civilian Personnel

Support ActivityPCS permanent change of stationPDM Program Decision MemorandumPEO Program Executive Officerpers personnelPERSCOM Personnel CommandPLL prescribed load listPM Provost MarshalPMO Provost Marshal OfficePOC point of contactPOD port of debarkationPOE point of embarkation; port of embarkationPOI Program of InstructionPOL Petroleum, Oil and LubricantsPOM preparation for overseas movement;

Program Objective MemorandumPOV privately owned vehiclePPBES Planning, Programming, Budgeting, and

Execution SystemPPBS Planning, Programming, and

Budgeting SystemPPC41 Power Projection for C4 Infrastructure

Glossary-7

FM 100-22

PRD personnel resource documentPRIMUS Primary Care for the Uniformed ServicesPROFIS Professional Officer Filler SystemPSA personnel support activityPTSR post mobilization training support requirementPVNTMED Preventive MedicinePWC public work centerPWS performance work statementPX post exchange

QOLQRPQWP

R&A

QQuality of LifeQualified Recycling ProgramQuarterly Work Plan

R

Review and AnalysisRA remedial actionRAP Relocation Assistance ProgramRASC Recruiting Area Staffing CommitteeRC Reserve ComponentRCS requirement control symbolRCRA Resource Conservation and Recovery ActRDP Range Development PlanRLO ready-to-load-dateRS Requirements StatementRDTE Research, Development, Test, and

EvaluationRI/FS remedial investigation/feasibility studyR&M repair and maintenanceRMAT real property management toolRMP resource management planROD record of decisionROI return on investmentROTC Reserve Officers Training CorpsRPA Reserve Personnel, ArmyRPM real property managementRPMA Real Property Maintenance Activity

RPPB real property planning boardRRRP Resource Recovery and Recycling ProgramRS requirements statementRTLP Range and Training Land ProgramRX Reparable ExchangeRXA Reparable Exchange Activity

S

S3 Operations and Training Officer (U.S. Army)SA Secretary of the ArmySAC Senate Appropriations CommitteeSAEDA Subversion and Espionage

Directed Against the ArmySAILS Standard Army Intermediate

Level Supply SystemSARDA Secretary of the Army, Research,

Development and AcquisitionSBEQ senior bachelor enlisted quartersSBIS Sustaining Base Information ServicesSCM security countermeasuresSDT self-development testingSECDEF Secretary of DefenseSEEC Senior Executive Environmental CouncilSELCOM Select CommitteeSEQ senior enlisted quartersSF square feetSGLI servicemen’s group life insuranceSHPO State Historic Preservation OfficeS1 supporting installationSIR Serious Incident ReportSJA Staff Judge AdvocateSOFA Status of Forces AgreementSOP Standard Operating ProceduresSOQ senior officer quartersSOW statement of workSMA supply management, armySPCCP Spill Prevention, Control, and

Countermeasures Plan

SPOE sea port of embarkation

Glossary-8RPMP Real Property Master Plan

FM 100-22

SPS Supplemental Program and Services USRC short-range componentSRP soldier readiness processingSRT special reaction teamSSSC self-service supply centerSTAMIS Standard Army Management

Information SystemSTANFINS standard finance systemSTARC State Area Command Reserve ComponentSTC senior tactical commander

T

TADSS Training Aids, DevicesTAG The Adjutant GeneralTAMCA Theater Army Movement Control AgencyTAO transition assistance officeTAP The Army PlanTAPES Total Army Performance Evaluation SystemTAQ Total Army QualityTC ACCIS Transportation Coordinator, Automated

Command and Control Information SystemTDA table of distribution and allowanceTDY temporary dutyTH transient housingTISA Troop Issue Subsistence ActivityTMOPS Training and Mobilization and

Planning SystemTMP transportation motor poolTOE table of organization and equipmentTOPPS Transportation Operation

Personal Property SystemTQM Total Quality ManagementTRADOC Training and Doctrine CommandTRAVISS Training and Visual Information

Support SystemTSAMS Training Support Automated

Management SystemTSC Training Support CenterTSCA Toxic Substances Control ActTSG The Surgeon General

UC unit costUCMJ Uniform Code of Military JusticeUCR unit cost resourcingUEPH unaccompanied enlisted personnel housingULN unit line numberUMC unit movement coordinatorUMD unit movement dataUOPH unaccompanied officer personnel housingUPH unaccompanied personnel housingURR Unconstrained Requirements ReportsUS United States (of America)USACE US Army Corps of EngineersUSACFSC US Army Community and

Family Support CenterUSACIDC US Army Criminal

Investigation CommandUSACPW US Army Center for Public WorksUSAEC US Army Environmental CenterUSAEHA US Army Environmental

Hygiene AgencyUSAEHSC US Army Engineering and

Housing Support CenterUSAHSC US Army Health Services CommandUSAISC US Army Information Systems CommandUSALMC US Army Logistics Management CollegeUSAMC US Army Materiel CommandUSAMEDCOM US Army Medical CommandUSAR US Army ReservesUSARC US Army Reserve CommandUSAREUR United States Army, EuropeUSARPAC US Army PacificUSASC US Army Safety CenterUSASOC US Army Special Operations CommandUSC United States CodeUSCINCPACOM US Commander in Chief

Pacific CommandUSD (ES) Undersecretary of Defense

(Emergency Services)

Glossary-9

FM 100-22

USFLO US Forces Liaison OfficerUSMA Unites States Military AcademyUSPFO US property and fiscal officersUSPS US Postal SystemUSR Unit Status ReportUSTRANSCOM US Transportation Command

V

VC Veterinary CorpsVEQ visiting enlisted quartersVI visual information

VIDCO visual information documentationVSSD Veterinary Service Support Districtvol volunteersVOQ visiting officers quarters

W

WBRP whole barracks renewal programWOMS Work Order Management System

Y

YS youth services

Glossary-10

FM 100-22

AR 1-1AR 5-1AR 5-3AR 5-9AR 5-20AR 11-27AR 25-1AR 25-51AR 30-1AR 30-18AR 40-3AR 40-5AR 55-46

AR 55-71AR 55-355AR 58-1AR 165-1AR 190-40AR 195-2AR 200-1AR 200-2AR 210-13

References

Army Regulations (ARs)Planning, Programming, Budgeting, and Execution System.Army Management Philosophy.Installation Management and Organization.Intraservice Support Installation Area Coordination.Commercial Activities Program.Army Energy Program.The Army Information Resources Management Program.Official Mail and Distribution Management.The Army Food Service Program.Army Troop Issue Subsistence Activity Operating Policies.Medical Dental, and Veterinary Care.Preventive Medicine.Travel of Dependents and Accompanied Military and CivilianPersonnel To, From, or Between Overseas Areas.Transportation of Personal Property and Related Services.Defense Traffic Management Regulation.Management, Acquisition and Use of Administrative Use Motor Vehicles.Chaplain Activities in the United States Army.Serious Incident Report.Criminal Investigation Activities.Environmental Protection and Enhancement.Environmental Effects of Army Activities.Installations General/Flag Officer’s Quarters (GFOQ) and InstallationCommander’s Quarters (ICQ) Management.

AR 210-20AR 210-21AR 210-50AR 215-1

Master Planning for Amy Installations.Army Ranges and Training Land Program.Housing Management.Administration of Army Morale, Welfare, and RecreationActivities and Nonappropriated Fund Instrumentalities.Nonappropriated Funds, Personnel Policies and Procedures.Unit Status Reporting.Dictionary of United Staes Army Terms.The Army Authorization Documents System (TADDS).

AR 215-3AR 220-1

AR 310-25AR 310-49AR 360-5 Army Public Affairs, Public Information.

References-1

FM 100-22

AR 360-7AR 360-80AR 360-81AR 405-10AR 415-15AR 415-35

AR 420-10AR 420-16AR 420-46AR 420-74AR 500-60AR 570-4AR 600-8AR 600-20AR 608-1AR 690-11AR 690-12AR 690-600AR 700-13AR 700-84

DA Form 2028

DA Pam 200-1DA Pam 360-3DA Pam 600-45

DD Form 214DD Form 1391

DOD Dir 3025.1DOD Dir 3025.12DOD Dir 6050.16

Army Broadcasting Service.Public Information.Command Information.Acquisition of Real Property and Interests Therein.Military Construction Program Development and Execution.Minor Construction, Emergency Construction, and Replacementof Facilities Damaged or Destroyed.Management of Installation Directorates of Engineering and Housing.Facilities Engineering Reports.Water Supply and Wastewater.Natural Resources Land, Forest, and Wildlife Management.Disaster Relief.Manpower Management.Military Personnel Management.Army Command Policy.Army Community Service Program.Mobilization Planning and Management.Equal Employment Opportunity and Affirmation Action.Equal Employment Opportunity Discrimination Complaints.Worldwide Ammunition Review and Assistance Program.Issue and Sale of Personal Clothing.

Department of the Army Form (DA Form)Recommended Changes to Publications and Blank Forms.

Department of the Army Pamphlets (DA Pares)Handbook for Environmental Impact Analysis.Army Hometown News Program.Guidelines for Community Excellence - Guidelines for Community Excellence.

Department of Defense Form (DD Form)Certificate of Release or Discharge from Active Duty.FY, Military Construction Project Data.

Department of Defense Directive (DOD Dir)Military Support to Civil Authority.Employment of Military Resources in the Event of Civilian Distriburances.Establishing and Implementing Environmental Standards at Overseas Installations.

References-2

FM 100-22

Department of Defense Regulations (DOD Regs)DOD Reg 4500.32R, VOL I. Military Standard Transportation and Movement Procedures.DOD Reg 4500.34R Personal Property Traffic Management Regulation.

Field Manuals (FMs)FM 25-100 Training the Force.FM 25-101 Battle Focused Training.FM 100-5 Operations.FM 100-17 Mobilization, Deployment, Redeployment, Demobilization.FM 100-19 Domestic Support Operations.FM 101-5 Staff Organization and Operations.

Training Circular (TC)TC 25-8 Training Land.

References-3

FM 100-22

I n d e x

Index-1

FM 100-22

Index-2

FM 100-2211 OCTOBER 1994

By Order of the Secretary of the Army:

Official:

GORDON R. SULLIVANGeneral, United States Army

Chief of Staff

Administrative Assistant to theSecretary of the Army

07314

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with DA Form12-11E, requirements for FM 100-22, Installation Management (Qty rqr block no.5273)

✰ U.S. GOVERNMENT PRINTING 0FFICE: 1994-528-027/20059

PIN: 073104-000