Joint Expeditionary Base Little Creek-Fort Story Logo Commander, Navy Region Mid-Atlantic  |  Joint Expeditionary Base Little Creek-Fort Story
Commander, Navy Installations Command
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Joint Basing Background

The National Defense Authorization Act for Fiscal Year 2002 Authorized DoD to pursue one BRAC round in 2005 which initiated the complex analysis and decision process that involved virtually all levels of DoD management, from installation through major command and component/agency headquarters to the Office of the Secretary of Defense (OSD). Ultimately, the independent commission made its recommendation to the President and it was approved in November 2005. Part of the realignments and closures was the concept of “Joint Basing”.

Joint Basing called for two or more adjacent or nearby installations to consolidate installation management functions and be run by a designated Service. The intent is to save the Defense Department $2.3B over 20 years. Within DoD, installations use military, civilians, and contractors to perform common Installation Support functions, which are executed using similar processes.

Installations identified for Joint Basing share a common boundary or are in close proximity, which provides a significant opportunity to consolidate the delivery of Installation Support functions and realize savings. The Department of Defense is using this opportunity to create the conditions for more consistent and effective delivery of Installation Support.

Joint Basing enables DoD to identify, capture, and continue significant savings through consolidation of services and support to free resources for other priorities, Joint Basing allows flexibility to consider the best business practices and ensure that war-fighting capabilities are preserved or enhanced.

Beginning in January 2007, the former Naval Amphibious Base Little Creek and Fort Story personnel began actively  developing a process and procedures to effectively implement Joint Basing between the two organizations. First and foremost in the planning process was the consideration for the impact to personnel at both installations. The implementation team was forward leaning to make the plan work, yet ensuring that all concerns were taken into account that directly impact all affected personnel.  The installations effectively become one command on October 1, 2009.

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