In today's increasingly fiscally conscious environment, the Department of Defense must examine new ways of executing existing missions more efficiently. Given the basic core commonality of installation management functions within the current operating environment, one area the Department of Defense should consider examining is consolidation of installation management functions into a single agency or joint command. While each military department delivers virtually identical installation management services, the current organizational structures and methods used vary greatly. This thesis examines the installation management organizational framework of the Office of the Secretary of Defense, Department of the Army, Department of the Air Force, and Department of the Navy (including both Navy and Marine Corps) within the context of Defense Department guidance and existing laws such as the Goldwater-Nichols Act, BRAC 2005, and Title 10 U.S. Code so that the feasibility of a future consolidation effort might be determined and areas for further study proposed.

Approved for public release; distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)