ARMY INSTALLATIONSSTRATEGYSUPPORTING THE ARMYIN MULTIPLE DOMAINSSEPTEMBER 2020

DECEMBER 2020

Army Installations Strategy
FOREWARD“It’s all about taking care of People. Installations must be in a position toallow the Army to do its job. As we transform the Army, we have totransform installations along with it.”GEN James C. McConville, Chief of Staff, Army
Installations are the platforms from which we build Army culture, care for our People,
and project and sustain forces. They provide critical capabilities essential to strategic
readiness and the Army’s ability to “Deploy, Fight, and Win our Nation’s wars,”
enabling operations synchronization, training, critical research, maintenance, andproduction activities essential for Army modernization and strategic sustainment.
In the current operating environment, we expect adversary actions directed against
the homeland. Installations are no longer sanctuaries. Together, we must ensure
installations have the ability to care for our Soldiers, Families, and Civilians, whileremaining resilient, and ready for Multi-Domain Operations (MDO). This strategy
provides the framework to achieve those outcomes.
Current and emerging trends require us to examine installations and infrastructure
through a new lens - we will revise doctrine, training, and investments accordingly.
We will define the critical installation capabilities required to support Army operations
in a persistently contested homeland, while providing services to meet the
expectations of the all-volunteer force. Installations should serve to enhance
recruitment and retention efforts, while supporting the Army’s most important asset:
its People.
This document takes a long-term view to build and harness the full capabilities
required of installations, and enable the Army to compete, deter, and win in acomplex security environment. The Army Installations Strategy describes how
installations will transform by 2035 into MDO-ready platforms that protect, support,
and enable the Total Army.
Supporting the Army priorities of People, Readiness, and Modernization, together we,
the Army Team, will transform our installations to meet the Army’s needs today,
tomorrow, and into the future. People First! Winning Matters! Army Strong!

Michael A. Grinston
Sergeant Major of the Army

James C. McConville
General, United States Army
Chief of Staff
1

Ryan D. McCarthy
Secretary of the Army

Army Installations Strategy
END STATEThis document will guide Army actions over time to achieve the following end state:
Modern, resilient, sustainable installations, enhancing strategic readiness in acontested MDO battlespace, while providing quality facilities, services, andsupport to our Soldiers, Families, and Civilians.
The 2018 National Defense Strategy calls upon the Department of Defense to transition,“from large, centralized, unhardened infrastructure (to basing solutions) that are smaller,
dispersed, resilient, adaptive (with) active and passive defenses.” Due to changes in
the Operational Environment, this guidance is as applicable in the homeland as in an
operational theater. Accordingly, we envision at “end state" that each Army installation
will be both a “platform” of mission specific capabilities as well as an active node within abroader “constellation” of installations connected across the Army enterprise.
As a platform, each future Army installation will employ a Common Operating Picture(COP) of its operational environment to guide decision making and resource allocations.
It will have in place the latest generation wireless communication to connect an array of
sensors as well as enable remote equipment diagnostics and distributed/virtual training.
Facilities and infrastructure will be adaptable and multi-purpose by design and able toaccommodate multiple tenants, systems, and missions. To the maximum extent feasible,
each installation will have resilient power, water, and communications systems– prioritized by mission requirement. There will be both passive and active defenses inplace across multiple domains. Installations will integrate with surrounding communities
and civil authorities and provide information enabled public services and lifestyleoriented features to the Total Army.
As a node within a constellation, each future Army installation will connect across the
Army through a shared COP and secure communications. This will allow theconstellation to form and reform quickly shifting mission and focus between installations
based on function, contingency, and local conditions, thereby creating adaptability andresilience across the Army enterprise. The nature of a constellation of installations will
permit distributed training over wide areas and the ability to combine “live” training with
virtual, augmented, and/or synthetic training. Similarly, this approach will support
knowledge sharing and collaboration between the Army’s scientific and testing
communities such as telemedicine, remote learning, and distributed work.

PURPOSEThis document sets strategic direction for Army installations to be “MDO-ready” for the
Army of 2035 and beyond. It will guide decision making at all echelons across the Armyregarding policies, planning, and practices. This document will provide stable,2

Army Installations Strategy
long-term direction to resource decisions that affect installation services, organizations,infrastructure, and capabilities. It applies to enduring bases and all Army installationsin the Strategic Support Area (SSA), which the Army Training and Doctrine Command(TRADOC) describes as the area of cross-combatant command coordination that
includes the strategic sea and air lines of communication and the homeland.
This strategy seeks to achieve four outcomes, each with a supporting line of effort.
Strategic OutcomesLines of Effort

1. Attract, Retain, and Enable People

Take Care of People

2. Project Combat Power & Sustain Operations
from a Contested Environment

Strengthen Readinessand Resilience

3. Modernized Installations Supporting theModernized Army

Modernize andInnovate

4. Healthy, Sustainable Training, Working, Living
Environment

Promote Stewardship

Figure 1: Army Installations Strategy – Strategic Outcomes and Lines of Effort

These outcomes and lines of effort derive from characteristics of the Operational
Environment (OE) to include: current and emerging threats, a technology influenced
future, and the requirements of MDO.

Army

THE OPERATIONAL ENVIRONMENTThe National Defense Strategy (NDS) states the “homeland is no longer a sanctuary.”
Threat assessments and national-level strategic guidance make it clear Army activities
in the homeland and on our installations are at increasing risk of disruption and attack.
Army installations also often depend on infrastructure and services in surrounding
communities, both subject to adversarial actions:
NDS 2018:

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Army Installations Strategy
The Army anticipates that adversaries will use sophisticated intelligence, surveillance,and reconnaissance (ISR) networks to target both military installations and soft targets
associated with friendly forces, including private sector organizations, civilian
infrastructure, institutional Army and joint targets, communication networks, and service
members’ families. Increasing access to cyberspace, space capabilities, and to
weapons of mass effects dramatically increases both the uncertainty and the risk fromadversary operations in the homeland.
In addition to deliberate and directed attacks from adversaries, Army installations exist
within a natural environment increasingly characterized by the effects of climatechange, extreme weather events, pandemics, and environmental degradation. Such
conditions will require adaption of existing infrastructure.
A key feature of the OE is theaccelerating rate of technologicalchange. Future Soldiers will expect
installations to modernize at pace withcivilian sector smart cities initiatives.
Opportunities that leverage technology
through creation of data-informed,
smart installations will allow the Army topivot from an industrial-age paradigm,
characterized by rigidity and purposebuilt specialization, to a data-rich,reconfigurable, and technologyenhanced information-age construct.
The Army must take advantage ofAmerican ingenuity, innovation, andculture of performance to learn andadapt in real time to rapidly evolving
conditions enabling commanders tomake better decisions about installation
operations (IO) and quality of life for ourfor ourf
People.

SMART CITIES“Smart Cities” around the world aremodernizing their infrastructure to improve
the social, economic, and environmental
wellbeing of their communities. These cities
use information and communication
technologies to increase operational efficiency,
share information, and enhance the delivery of
public goods and services. Examples include
providing citizens with real-time information
on weather, air quality, traffic conditions, androad hazards. Real-time requirements, notrepeated inefficient routines, drive key city
services, such as garbage collection and public
safety. Many smart cities are creating a single
information portal for access to all municipal
functions serving as a one-stop shop toregister for city services and community
activities. Citizens in these cities often (or willsoon) enjoy access to on-demand, app-enabledprovision of transportation, food andentertainment.

Installations facilitate the Army's ability to mobilize, deploy, and sustain forces insupport of Combatant Commanders. TRADOC Pamphlet 525-3-1, The U.S. Army inMulti-Domain Operations 2028 (MDO 2028), redefined the battlespace, adding the
SSA. The strategic importance of Army installations in the execution of the National
Security Strategy through multi-domain power projection will continue to be a criticaldimension of the military element of national power. The challenge for the Departmentof Defense and the Army is establishing the necessary conditions to ensure that
Installations will be fully capable of supporting their increasingly critical role as Power
Projection Platforms (PPPs).
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Army Installations Strategy
Installations often work with outside agencies and organizations, both private andpublic sector, at the local, State, and Federal levels to support operations.
Capabilities, such as real-time awareness of activities affecting operations, strategic
sustainment, and installation/homeland defense, require in-depth analysis andevaluation for potential gaps, seams, and solutions. Currently, the Army does not havea comprehensive capabilities development effort underway to ensure the survivability
and resilience of installations in the emerging operational environments.
The following assumptions concerning the OE and future Army operations will affectstrategy implementation, timeline, and resourcing.

ASSUMPTIONS
1. Adversaries will subject Continental U.S. homeland, overseas installations, andsurrounding communities to Anti-Access (A2) efforts by conventional andunconventional means, including but not limited to, cyber attacks, fomenting
protests, and criminal activity.
2. Per the Army Modernization Strategy (AMS), installations are expected tomodernize “at pace” with the rest of the Army.
3. The Army will have to compete for humancapital: installation conditions and services area factor in this competition.
4. The American public will expect mitigation ofenvironmental risks.
5. Climate change and extreme weather will
impose adaptation costs.
6. Internet of Things (IoT) technologies will
become embedded, pervasive, and ubiquitous:
it will be impossible to buy or build
infrastructure that is not “connected.”
7. The Army’s requirement to mobilize and deploy
formations to support combatant commanders
will remain or increase over time.

5

CLIMATE CHANGE
Likely impacts that climate change
will have on Army installations
include damaged infrastructure (sealevel rise, flooding, extreme
weather, land degradation, wildfire),
reduced access to training ranges,
and/or loss of testing and training
days, … heat-related illnesses, …
increased energy and water demand(heat, drought), and loss of energy
and water supply….
Report on Effects of a Changing Climate
to the Department of Defense.” DoD
Report to Congress, January 2019.

Army Installations Strategy
RISK
Failure to modernize and enhance installation capabilities to project power, defend
capabilities, create efficiencies, and preserve and protect resources risks the Army's
ability to deploy forces in support of MDO to meet the requirements of the National
Military Strategy.

STRATEGIC APPROACH
This Installations Strategy nests with the priorities of The Army Strategy; andcomplements and supports The Army People Strategy and The Army Modernization
Strategy. The strategy specifically addresses people, readiness, modernization, andreform in the context of Army installations.
To achieve our end state, the Army Installation Strategy pursues four strategic
outcomes supported by two critical enablers and organized along four Lines of Effort:
Take Care of People; Strengthen Readiness and Resilience; Modernize andInnovate; and Promote Stewardship. See Figure 2 for a diagram of the strategy
framework.

Figure 2: Army Installations Strategy Framework

6Army Installations Strategy
Strategic Outcomes
Strategic Outcome 1: Attract, Retain, and Enable People. The Army wins throughits People; they are the Army’s greatest strength. Safe operations and adaptable andtailorable quality of life programs for Soldiers and Families improve Army readiness andreduce uncertainty. Modern, robust, and efficient facilities; training and education; andmodern services are critical to the productive employment and development of Armytalent. The Army People Strategy will only succeed with sufficient and trained
professionals who provide key services and infrastructure. Our People promote theArmy as a great team to join, and installations as the best places to work and live.
Facility conditions; safe operations; modern services supporting the mind, body andspirit; Family programs and Morale, Welfare, and Recreation (MWR) functions are
essential components to take care of People and help the Army compete and win thefight for talent.
Strategic Outcome 2: Project Combat Power and Sustain Operations from aContested Environment. As the Army’s initial maneuver platforms, installations must
be able to operate and meet power projection requirements in and from a contested
environment. Army installations support Total Army operations to mobilize and project
forces and capabilities anywhere in the world at any time, even if contested.
Installations must be “operationalized” to address their new requirements throughintegrated protection and defense that is resilient to disruptions with a staff trained tooperate in wartime conditions. To ensure readiness, resilience, and Army mission
success, installations must sustain critical capabilities and support dynamic projectionof warfighter capabilities while simultaneously securing people, formations, andequipment from attack.
Strategic Outcome 3: Modernized Installations Supporting the Modernized Army.
As indicated in the Army Modernization Strategy, installations must modernize ‘at pace’with the rest of the Army to support a modernized MDO Army by 2035. To do this,installations must provide facilities, ranges, airfields, and support infrastructure thatpossess the appropriate physical characteristics required by new Army systems.
Proactively, installations will strive to achieve the lowest feasible life-cycle costs
through adaptive and integrative approaches to design, construction, and operations.
Modernized installations will require a command and control structure and COP topredict and act on the operational environment and emerging conditions. Coordination,
integration, and synchronization among Army Modernization Enterprise stakeholders
are critical to the installation enterprise and Army success. The information
environment must have sufficient connectivity to support fully instrumented andintegrated virtual, synthetic, and distributed training and testing as well as the ability tosupport real-time, remote equipment diagnostics and maintenance. Finally, installations

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Army Installations Strategy
must modernize and streamline all base operations functions, processes, and services,
and incentivize innovation and fiscal responsibility.
Strategic Outcome 4: Healthy, Sustainable Training, Working, Living
Environment. The Army’s readiness posture, modernization efforts, and our duty toprotect the safety, health, and welfare of our Soldiers and their Families are key to theoverall success of the Army. All reasonable and risk-informed actions must be taken toprotect Soldiers, their Families, and the Department of the Army Civilians who live andwork on Army installations. We must preserve Army training lands and ensure
protection of wildlife, critical habitats, and key ecosystems. The Army will maintain its
commitment to environmental protection.
Key Enablers: Two enablers support all four strategic outcomes: data analytics andpartnerships, are both reflected within and across each line of effort.
Data Analytics: The Army Enterprise and Data Analytics Strategy (EDAS 2018-2022)
identifies the incredible potential of big data analytics to drive innovation, accelerate
operational improvement, and advance the achievement of organizational goals andobjectives. The capability for the Army to see itself through data analysis will allow
prioritized resource investment over the long term. Success across all four lines ofeffort requires increased use of data science techniques, to include artificial intelligenceand machine learning. We will apply these techniques to connect resource allocation
decisions to measurable outcomes as well as to create a data-informed COP across the
Army’s installation enterprise. This data-driven enterprise will demonstrate the EDAS
characteristics of VAUTIS (Visible, Assessable, Understandable, Trusted, Interoperable, and Secure) with the support of a secure, latest-generation broadband
network, sensors, and a robust information technology infrastructure.
Partnerships: The Army has a long history of leveraging public-public, public-private,
and/or 3rd party partnerships to optimize use of other than appropriated funds, improve
Army readiness, and address underfunded requirements. These partnerships come in avariety of forms, but generally lead to increased investment on Army installations,enhanced provision of services, modernized infrastructure, and improved cooperation
with other Services and organizations. Partnerships with Joint bases, major
corporations, other government agencies, and local communities and businesses allprovide benefit to the Army. Recognizable partnership programs include theprivatization of utilities, privatized Army housing and lodging, deployment of energy
savings/generation technologies financed by reduced energy bills, Installation Support
Agreements with other services, and Federal agency partners and Intergovernmental
Support Agreements with local and State governments for the improvement of facilities,
and provision of base operations, maintenance, and sustainability services. The Armyalso seeks opportunities to work in a collaborative space with academia and private
industry to find new and innovative partnerships to create efficiencies, save money, andmodernize the Army. These shared resources and services enable enhanced
protection and freedom of maneuver in the SSA by synchronizing installation measureswith communities, DoD, and Federal agencies.
8Army Installations Strategy
The need for continued support of the Army’s partnership efforts will increase over time;
partnerships can enable each line of effort outlined in this strategy. Partnerships allow
installations to benefit from expertise and experience found in the private sector and/or
local communities to overcome budget constraints, expand capacity of shared services,and build integrated public systems and services. The Army requires both expertiseand sophistication to protect its interests during initial partnership development.
Appropriate oversight mechanisms must be in place to protect Army interests overpotentially multi-decade agreements. Cooperation and partnerships with local
communities to enhance Quality of Life initiatives and environmental stewardship willbuild resilience within the Army enterprise. As the program continues to grow,installations and communities will work more closely to identify strategic partnerships.

Lines of Effort
LOE 1: Take Care of People. Implementation Lead: Deputy Chief of Staff (DCS),
G-9; Execution Lead: Army Materiel Command (AMC). The Army priorities remain
people, readiness, and modernization. It is People - Soldiers, Families, Civilians,
Retirees, and Veterans - who will deliver them. People are the Army’s greatest strength
and we must take care of them. Quality of life (QOL) initiatives appear in both the Army
People and the Army Installation Strategies to improve the full range of Army care,
support, and enrichment programs. QOL efforts provide Soldiers and their Families
safe, quality Family and unaccompanied housing; accessible, affordable, and quality
childcare; Family programs; fitness facilities; services; and MWR opportunities.
a. Adapt Quality/Functional Facilities. The condition of Army facilities - living andworking spaces - must rival the commercial sector in functionality, quality,
resilience, and sustainability. Housing and dining facilities are criticalcomponents of Soldiers’ experienced QOL. Similarly, Families should haveready access to quality childcare and chapel facilities to accommodate diverse
spiritual needs. Ancillary facilities and green spaces that enhance living andwork environments - such as walkable development patterns, fitness centers,
and recreation areas - contribute to wellness and resilience. The Army must
provide quality facilities, whether owned and operated by the Army or shared orleased facilities on or off the installation, that enable the readiness of Soldiers,
Families, and Department of Army Civilians in an MDO environment.
b. Deliver Modern Services. Installations provide key QOL services and programs
that acclimate Soldiers and Families into the military community. Future recruits
will increasingly come from “smart cities” that streamline the provision of public
goods and services in a responsive, user-centric environment. This next
generation of potential Soldiers will expect similar levels of information,
convenience, and choice when it comes to Soldier and Family programs andservices offered on an Army installation. The Army will make all
9Army Installations Strategy
efforts to ensure its services and programs are easily accessible, customer
focused, data enabled, and protected.
c. Conduct Safe Operations. The Total Army expects safe activities andoperations on installations. The Army’s systematic approach for management
and execution of its safety, occupational, and environmental health (SO&EH)
program emphasizes use of modern SO&EH practices and technology systems
to better anticipate, recognize, evaluate, and control hazards that pose risks tothe people who live, train, work on, and visit our installations. Initiatives include
implementation of the Army Safety Occupational Health Management System(ASOHMS); increased oversight of Army housing to ensure the most effective
and efficient safety, occupational, and environmental health services; andestablishing or identifying Army centers, laboratories, and commands whose
mission it is to explore future technology opportunities that improve mishap
prevention and risk reduction.
LOE 2: Strengthen Readiness and Resilience. Implementation Lead: DCS, G-9;
Execution Lead: AMC. AR 525-30 defines Strategic Readiness as “the Army’s ability
to provide adequate forces to meet the demands of the National Military Strategy.”
Installations, as part of the SSA, are critical to the Army’s ability to train, equip, mobilize,
deploy, and sustain forces in support of Dynamic Force Employment and homeland
defense. They support military operations preparation and execution, providing
sustainable and secure infrastructure and services. Adversaries challenge thesefunctions when they seek to extend A2/AD capabilities to the SSA to undermine
operations and our ability to mobilize and deploy. The Army must “operationalize
installations” and apply the same traditional battlefield formations and capabilities
development analysis to installations.
a. Operationalize Installations. The Army must holistically address the need tooperationalize installations. The first step is a comprehensive Doctrine,
Organizations, Training, Materiel, Leadership and Education, People, Facilities,
Policy (DOTMLPF-p) analysis. Analysis outcomes will inform the capability
development process, and assess installation operations (IO) in a contested
environment. An Initial Capabilities Document to identify and address key
capability gaps, required doctrine, and solution options will then move the Army
forward toward “operationalizing installations.” At the core of requirements for an“MDO-ready” Army is the ability to project power. Supported by Mobilization
Force Generation Installations (MFGIs) and PPPs, multi-domain power projection
encompasses the Army’s ability to move and sustain troops and equipment overor through ports, roads, airfields, rail heads, and via Army Prepositioned Stocks(APS) to meet critical timelines associated with Army Operational Plans. All typesof installations (power projection, forward based, training, organic industrial base,research laboratories, etc.) will require a thorough capabilities assessment toensure their support of an MDO-ready Army.
10Army Installations Strategy
b. Expand Protection. To enhance strategic readiness, Army installations mustpossess both active and passive protection measures that preserve criticalcapabilities, assets, and activities essential to meeting NDS requirements. To
achieve this, the Army will develop comprehensive risk-based assessments for
installations and reflect these risks in a COP at echelon. These assessments
should inform a prioritized list of protection capabilities required to anticipate,prevent, or mitigate adversary actions.
c. Adopt Resilient Systems. Army energy and water systems will be resilient, cybersecure, and efficient. Federal law mandates the Secretary of Defense“carry out military construction projects for military installation resilience” and“ensure readiness of the armed forces for their military missions by pursuingenergy security and energy resilience” (10 U.S.C. 2815 and 2911, respectively).
Electrical, water, and communications systems on Army installations andsurrounding communities are essential to mission success, but remain vulnerable
to natural and man-made disruptions creating a “weak link” in the Army’s ability togenerate strategic readiness. The Army will take actions to ensure therobustness of key systems and capabilities, including facility and industrial control
systems of all types. Initial steps will determine the risks and cost of losing
power/water (i.e., putting a ‘price’ on resilience); develop appropriate return-oninvestment metrics to guide investments; and then prioritize those investments
based on contributions to mission accomplishment.
d. Educate and Train the Team. Just as the Army expects every unit and formation
to train as it fights, the Army should expect the same from its installations. Armyeducation and training must acknowledge the critical roles installations play in
mission accomplishment, and begin to change the Army culture to consider
installation requirements in support of readiness preparation. The installation
workforce must receive the education and training required to achieve Armymodernization objectives as well as to operate increasingly complex, IOT-enabled
infrastructure. Training events based on new or existing doctrine that exercise
inter-operability with local, State, Federal, and host nation entities will improve
installation readiness and adaptability in the face of constant change. In addition,
installations’ abilities to support operations in a contested environment require
new models and simulation tools as well as active participation in training eventsand exercises to ensure systems function as intended.
LOE 3: Modernize and Innovate. Implementation Lead: DCS, G-9; Execution Leads:
AMC/CIO. Army modernization requires that installations provide the facilities, systems,
and connectivity to support the Army on its path toward full MDO readiness by 2035.
Installation management practices must transform to accommodate new information-era
technologies. Innovation efforts support the Army priority of Reform. We will prioritize
those that create efficiencies, expand workforce productivity, and generate resilience.

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Army Installations Strategy
a. Modernize and Secure the Information Backbone. Army facilities systems andsupport infrastructure, including infrastructure funded through alternative financemethods, shall be cyber-secure and resilient through the full system life cycle.
Execution of the Army Network Implementation Plan is essential to all installation
and Army modernization efforts. Deployment of 5G and “next-Gen”
communications networks must be able to handle massive amounts of data withnear real-time production. A resilient and secure communications and network
infrastructure is essential to the defense of the homeland against adversarial
threats and natural adverse events. The backbone should enable key military
applications such as augmented and virtual reality training, autonomous vehicles,
Command and Control (C2), and remote diagnostics. At the same time, thisinfrastructure is critical to realize the benefits of “smart cities” technologies andcreate connected constellations of installations.
b. Support Army Modernization Initiatives in the AMS. The AMS states, “The Army
will plan for upgrades to maintenance facilities, motor pools, (ranges), network
infrastructure, administrative facilities, housing, barracks, secure facilities, andutilities upgrades to keep pace with other modernization efforts.” Force projection
requirements also require assessment of roads and highways, bridges, ramps,
marshaling yards, ammunition supply points, railways, and airfields. Real property
master plan processes will expand in technical sophistication, using data-informed
analysis and modeling to accommodate new specifications for modern equipment
and achieve better environmental analysis necessary to fulfill requirements of the
National Environmental Policy Act.
c. Transform Installation Operations. Installations must modernize operations, use
data-driven “smart city” approaches to transform the delivery of goods, andmodernize services and mission support. Sensors, scheduling applications, andremote monitors will create a COP of real-time conditions, occupancy, andavailability of stationing capacity across an installation. Using Artificial Intelligence/
Machine Learning (AI/ML) tools, installations will operate in a proactive manner.
The installation enterprise will place increased emphasis on modeling andsimulation to support master planning and education of garrison personnel.
Partnerships with the private sector will allow pilots and testing of newtechnologies. We must update facility standards and materials to adopt a total lifecycle cost mindset, resilience, modularity, and safety by “prevention throughdesign.” Multi-use, multi-tenant, adaptable, modular buildings are a means toachieve balance between standardization and demands for future flexibility.
Divestiture and modification of physical spaces will accommodate increases inremote or distributed work, reduce operating costs, and allow staff enhanced
capability to customize work areas. Tailored services will match the mission,
characteristics, and requirements of each installation.

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Army Installations Strategy
d. Reward Innovation. Innovation occurs and must be encouraged and rewarded atevery echelon. We must align incentives to inspire local, regional, and Army
Command (ACOM)-wide initiatives to improvereadiness, create efficiencies, and pilot“REFoRM” for Energy
potential capabilities for Armywide
deployment in support of modernization andIn the summer of 2020, the Armyeffectiveness. Army/LOE leads will
established the Resilient Energy
Funding for Readiness &evaluate proposed installation investments
Modernization (REFoRM) account,through the lens of return on investment toallowing installations’ energy cost
drive modernization, readiness, andsavings (ranging from $30-70M persavings to reflect total cost of ownership andyear, across the Total Army) to belife-cycle costs for financial planning. We willcollected into an account to fundpromote versatility in design/build
quality of life projects at installations(vs. purpose-built) infrastructure to speed
that saved energy, and to fund energy
restorationand construction andsecurity and resilience projects acrossthe Army. In an innovative twist, theconsolidate unit footprints. The Army will
Army has sourced these funds fromcontinue to pursue innovative acquisition
expired appropriations, repurposing
methods, partnerships, and financial andthem for use in the REFoRM account.
performance analysis and management
practices to enable modernization in the moststrategic and fiscally responsible way. Utility cost reductions and energy
resilience improvements accomplished with tools like cost-sharing initiatives andthird-party financed contracts illustrate the dual benefits of infrastructure
modernization and budget balancing achieved by innovative business practices.
Collectively, we must cultivate and disseminate knowledge and best practices
across the installation operations community to optimize innovation, efficiency,
and modernization.
LOE 4: Promote Stewardship. Implementation Lead: DCS, G-9; Execution Lead:
AMC. The value of the Army’s natural capital is immense and includes not only the worthof physical assets such as land, water, and bio-stock, but derived benefits like a healthy
environment, recreation, and goodwill. Preserving these assets in a safe, sustainable
manner is critical not only to Army readiness, but to the well-being of the Total Army andthose communities that surround and support Army installations.
a. Preserve Natural Resources/Sustain the Mission. Training land is limited, andrequirements for expanded-range complexes are growing. Army installations andfacilities must comply with environmental laws, meet sustainable design anddevelopment requirements, and conserve natural and cultural resources. The
Army must also address concerns of stakeholders and federally recognizedentities about mission critical training areas and ranges which are statutorily

13Army Installations Strategy
protected natural and cultural areas. The Army will ensure that the testing,training, sustainment, and fielding of weapon systems and supporting platforms
occur within environmental restrictions on installations. Early planning andstrong community partnerships with engaged and informed cross-functional
teams are required to address complex environmental issues.
b. Remediate Contaminants. The Army recognizes its responsibility to protect
Soldiers, Families, and the public from identified hazards associated with military
operations, past and present. Essential to QOL on and around our installations is
the ability to limit installation and community exposure to contaminants released
by Army activities into the air, land, and water. The Army implements
remediation to protect human health and the environment, in compliance withapplicable environmental laws and regulations, to investigate and respond tohazards posed by contaminants. The Army identifies and prioritizes sites forcleanup that represent the greatest risk to human health and the environment.
c. Implement Risk-Informed Metrics and Modern Technologies. The key toproactive stewardship on installations is understanding risk through identification,
analysis, and prioritization. The Army will use existing risk-informed metrics tostreamline reports, reduce waste, and enable mission modernization byadvancing environment, safety, and occupational health technologies. The Army
will use an array of innovative virtual and analytic tools to address high-priority
environmental quality technology requirements to reduce total ownership costs,
enhance mission capabilities, and fulfill the Army’s environmental sustainability
and stewardship responsibilities. New processes, tools, and materials are all
precursors to ensuring freedom to act, train, and sustain the mission.

GOVERNANCE
The installation enterprise relies on numerous commands and supporting organizations
to ensure operation and provision of capabilities consistent with Army priorities. To
provide oversight and strategic direction for the Army Installation Enterprise, the II PEG
co-chairs (the ASA (IE&E), and the Commanding General, AMC) will prioritize andsynchronize implementation and execution of this strategy and ensure integration into
the Planning, Programming, Budgeting, and Execution (PPBE) process, the Army
Campaign Plan, the Army Review Council, and other decision forums as required. The
G-3/5/7 will validate and approve prioritization requirements derived from Operation
Plans (OPLANs) and Posture requirements. The DCS, G-9 will implement/integrate
governance activities. The CIO, COE, G-3/5/7, and other providers and stakeholders
will attend collective governance forums as needed. Requirements, prioritization, andfunding associated with II PEG programs will remain a function of the II PEG co-chairs.

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Army Installations Strategy
IMPLEMENTATION / EXECUTION
The Army Installations Strategy covers years 2021-2035 and beyond, recognizing thatdecisions made today will have implications well into the middle of the century. The
DCS, G-9 will develop the initial Army Installations Strategy Implementation Plan
ensuring integration with the Army Campaign Plan and coordination across each lineof effort. The DCS, G-9 will be the supported organization in this role with theestablishment of a formal operational planning team and support from all installation
operations stakeholders. AMC is the ACOM execution lead for all LOEs, responsiblefor developing an execution plan with metrics and associated outcomes. The G-9 will
coordinate activities between the LOEs and establish an implementation frameworkand schedule, including periodic briefings to the governance body outlined above as
needed, but not less than twice annually. Figure 3 (below) summarizes the strategy’s
initial guide for implementation and execution.

Figure 3: Army Installations Strategy Framework - Initial Guide for Execution* Planning15

Army Installations Strategy
CONCLUSION
Installations, as capability-based platforms, provide the foundations for the Army's
individual and unit readiness and resilience. Army People live, train, and work on
installations, which provide the services that support them whether at home or abroad.
The Army forges its culture on installations. Connected into constellations, installations
provide enterprise-wide resilience and flexibility. Installations are a visible marker for
the Army’s transformation to an information-age organization, leveraging newtechnologies to support modern equipment, and connecting across the enterprise toproject Army power worldwide. Installations will work in partnership with local
communities, State, Federal, and other agencies to improve value to the Army,
generate efficiencies, and create a living and working environment that is safe, secure,and sustainable. This vision will require deliberate decisions, focused resourcing, andaction over the long term to build the right capabilities and enable the Army tocompete, deter, and win in a complex security environment.
Together, the Army Team will modernize and maintain installations and their diverse
capabilities long into the future to keep the Army strong and our People ready andresilient. People First! Winning Matters! Army Strong!

Glossary
Section I
Abbreviations
5G - 5th Generation mobile broadband network
A2/AD - Anti-access/Area Denial
AMC - U.S. Army Materiel Command
ASA (IE&E) - Assistant Secretary of the Army (Installations, Energy, andEnvironment)
ASA (M&RA) - Assistant Secretary of the Army (Manpower and Reserve Affairs)
COP - Common Operating Picture
DCS, G-9 - Deputy Chief of Staff, G-916

Army Installations Strategy
DOTMLPF-p - Doctrine, organization, training, materiel, leadership and education,
personnel, facilities, and policy
IGSA - Inter-Governmental Support Agreement
IOT - Internet of Things
MDO - Multi-Domain Operations
SSA - Strategic Support Area

Section II
Terms
Anti-access. Action, activity, or capability, usually long-range, designed to prevent anadvancing enemy force from entering an operational area. Also called A2. (JP 3-0)
Area denial. Action, activity, or capability, usually short-range, designed to limit anenemy force’s freedom of action within an operational area. Also called AD. (JP 3-0)
Army Military Installation. The real property of a base, camp, post, station, yard,
center, or other activity under the jurisdiction of the Secretary of the Army, including any
leased facility, or, in the case of an activity in a foreign country, under the operational
control of the Secretary of the Army, without regard to the duration of operational
control. Army installations may consist of one or more real property sites. The term
includes federally owned Army National Guard sites and facilities designated as depots,arsenals, ammunition plants, hospitals, terminals, and other special mission activities.
It does not include any State-owned National Guard installation or facility. Such term
does not include any facility used primarily for civil works, rivers and harbors projects, orflood control projects. (AD 2020-11)
Army Organic Industrial Base. The privately owned and government-owned
industrial capability and capacity available for manufacture, maintenance, modification,
overhaul, and/or repair of items required by the U.S. and selected allies, including the
production base and maintenance base. The Army's Organic Industrial Base comprises
manufacturing arsenals, maintenance depots, and ammunition plants in the U.S. (AR
700-90)17

Army Installations Strategy
Battlespace. The area where military operations are conducted to achieve military
goals consisting of all domains (air, land, maritime, space, and cyberspace), theelectromagnetic spectrum, and the information environment (including human cognitive
aspects). (TRADOC Pamphlet 525-3-1)
Climate change. Variations in average weather conditions that persist over multiple
decades or longer that encompass increases and decreases in temperature, shifts inprecipitation, and changing risk of certain types of severe weather events. (DODD
4715.21)
Enterprise. A unit of economic organization or activity
Fifth Generation (5G). A new global wireless standard for broadband capabilities after
1G, 2G, 3G, and 4G networks. 5G enables smart sensor technologies to connect
machines, objects, and devices.
Force projection. The ability to project the military instrument of national power fromthe United States or another theater, in response to requirements for military
operations. (JP 3-0)
Force protection. Preventive measures taken to mitigate hostile actions against
Department of Defense personnel (to include family members), resources, facilities,
and critical information. Also called FP. See also protection. (JP 3-0)
Installation Enterprise. The commands and organizations involved in oversight,
direction, supervision, implementation, and execution of installation functions. (AD2020-11)
Inter-Governmental Support Agreement. A legal instrument reflecting a relationshipbetween the Army (Secretary) and a State or local Government that contains suchterms and conditions as the Army (Secretary) considers appropriate to provide,
receive, or share installation support services and protect United States interests.
Mobilization Force Generation Installations (MFGIs). Army installations including
federally activated State-operated installations designated to provide continuous
Regular Component/RC power projection, combat preparation, post-mobilization
training, sustainment capabilities, and pre-mobilization training support. (AR 525-93)
Multi-Domain Operations. Operations conducted across multiple domains andcontested spaces to overcome an adversary’s (or enemy’s) strengths by presenting
them with several operational and/or tactical dilemmas through the combined
application of calibrated force posture; employment of multi-domain formations; andconvergence of capabilities across domains, environments, and functions in time andspaces to achieve operational and tactical objectives. (TRADOC Pamphlet 525-3-1)
18

Army Installations Strategy
Multi-Domain Power Projection. The exercise of the military element of national
power beyond the homeland through, into, and across all domains, the information
environment, and the electromagnetic spectrum. It synchronizes the projection offorces with the projection of the physical, virtual, and cognitive effects created bycapabilities that remain in the homeland.
Operationalize. To enhance an organization’s role and capabilities to take a more
operational approach to achieving stated objectives.
Operational approach. A broad description of the mission, operational concepts,
tasks, and actions required to accomplish the mission. (JP 5-0)
Operational environment. A composite of the conditions, circumstances, andinfluences that affect the employment of capabilities and bear on the decisions of thecommander. Also called OE. (JP 3-0)
Platforms. An Army Military Installation that supports unit deployment, re-deployment,
training exercises, or related power projection activities. (AR 525-93)
Power Projection Platforms. An installation capable of deploying a brigade-sizedforce or larger upon notification to meet CCMD OPLAN requirements within 10 days orless. (AR 525-93)
Protection. Preservation of the effectiveness and survivability of mission-related
military and nonmilitary personnel, equipment, facilities, information, and infrastructure
deployed or located within or outside the boundaries of a given operational area.
(JP 3-0)
Readiness. The ability of U.S. military forces to fight and meet the demands of the
National Military Strategy. Readiness is the synthesis of two distinct, but interrelated,
levels: unit readiness and Joint readinessResilience. The ability to prepare for and recover from disruptions that impact mission
assurance on military installations. (DoDI 4170.11)
Stakeholder. In public affairs, an individual or group directly impacted by military
operations, actions, and/or outcomes, and whose interests positively or negatively
motivate them toward action. (JP 3-61)
Strategic Support Area. The area of cross-combatant command coordination, that
includes the strategic sea and air lines of communication and the homeland. (TRADOC
Pamphlet 525-3-1)

19

Army Installations Strategy
Key Referencesa.

A New National Security Strategy for a New Era, 18 December 2017b.

2018 National Defense Strategy of the United States of Americac.

The Army Strategy, October 2018d.

2019 Army Modernization Strategy: Investing in the Futuree.

The Army People Strategy, October 2019f.

The Army Enterprise and Data Analytics Strategy (EDAS 2018-2022)g.

Army Innovation Strategy (2017–2021)h.

Joint Publication 3-0 (Joint Operations), 22 October 2018i.

Joint Publication 3-61 (Public Affairs), 9 May 2005

j.

Joint Publication 5-0 (Joint Planning), 16 June 2017k.

Department of Defense Report to Congress, “Effects of a Changing Climate to
the Department of Defense,” January 2019l.

Department of Defense Directive 4715.21 (Climate Change, Adaptation, andResilience), 14 January 2016m.

Department of Defense Instruction, 4170-11 (Installation Energy Management), 11
December 2009n.

Army Network Campaign Plan and Implementation Plans (2015, 2017, 2018)o.

Army Directive (AD) 2018-25 (Change of Program Objective Memorandum Program
Evaluation Group Co-Chairs), 7 December 2018p.

AD 2020-11 (Roles and Responsibilities for Military Installation Operations),
1 October 2020q.

Army Regulation (AR) 1–1, (Planning, Programming, Budgeting, and Execution), 23
May 2016
20

Army Installations Strategyr.

AR 10–87, (Army Commands, Army Service Component Commands, Direct
Reporting Units), 11 December 2017s.

AR 405–45 (Real Property Inventory Management), 1 November 2004t.

AR 525-93 (Army Deployment and Redeployment), 23 October 2019u.

AR 600–20 (Army Command Policy), 24 July 2020v.

AR 700-90 (Army Industrial Base Process), 30 January 2020w.

Headquarters, Department of the Army General Orders (GO) 2020–01(Assignment of Functions and Responsibilities within Headquarters, Departmentof the Army), 6 March 2020

x.

U.S. Army Training and Doctrine Command Pamphlet 525-3-1 (The U.S. Army inMulti-Domain Operations 2028), 6 December 2018y.

Toffler Associates, “Defining the Army Installations of the Future Final,” 2019z.

RAND, “The End of Sanctuary,” March 202021