The Military Engineer l No. 66273 rive as early as February, and the clock was ticking. After several reconnais- sance and planning meetings, the team decided to focus on expanding three existing bases: FOB Tombstone II, FOB Wolverine and FOB Dwyer. FOB Tombstone II The 2nd Marine Expeditionary Bri- gade was identi?ed as the incoming tenant unit for FOB Tombstone II, which was later renamed Camp Leatherneck. The plan was to support an initial ca- pacity of 7,000 troops and eventual per- manent population of 15,000. The base camp expansion premise was military standard: Create a functional place for forces that is easily defensible and pro- vides good observation of the terrain, concealment against surveillance and protection from direct and indirect ?re. To understand the master planning requirement, the planners ?rst had to grasp the requirements for life sup- port, operations and maneuvering, and logistics. They then took into account possible changes to scope and the ad- dition of follow-on units, building ?ex- ibility into the plan as they went. This ?exibility, they would learn, ultimately saved the mission. According to project engineer Shaun Frost, the keys to proper planning were brutal honesty and delayed decision making. We had to practice whats called expectation management. Even though we wanted to move quickly, we would postpone decisions until the ab- solute latest moment because the out- come wasnt clear and may have to be adjusted anyway. The principal challenge was marrying all the requirements to a physical loca- tion. The base was 1,500 acres. Satisfy- ing the new estimates meant expanding the base to 3,000 acres. But a legion of complications quickly hindered the teams progress. Finding room to expand was dif?cult. Directly to the north was Shorbak, an Af- ghan National Army base. Immediately south was a British small-arms range. Because of an upcoming U.K. relief ef- fort, neither base could be relocated until months after the Marines were to arrive. Once nearby property was cho- sen, a labyrinthine real estate acquisi- tion process began, requiring lengthy discussions with the Afghanistan Min- istry of Defense to ensure minimal dis- ruption to the local population. Land aside, construction was an- other challenge that had to be tackled. The supply routes through Pakistan were uncertain at best, and a scarcity of military engineer units in theater meant that even if supplies came in, construc- tion couldnt begin. As if the mission wasnt already complicated enough, the Marine Corps made the decision to in- crease the initial population to 10,000 with a permanent population of 20,000 troops with no adjustment to the proj- ect timeline. With all this in mind, the team relied on the ?exibility they built into the plan and proceeded to divide the work into phases. Although it would require some troops to occupy tents, the team collab- orated with the U.S. Navys 25th Con- struction Regiment—the Seabees—to prioritize construction and keep work on schedule. With the teams and the Seabees Can-Do attitude, the expan- sion of Tombstone was ready to begin. FOB Wolverine Concurrently, the team was asked to identify a main base to support opera- tions east of Kandahar. The base had to be designed with a 7,000-ft runway and space for Stryker and combat aviation battalions of up to 40 rotary-wing air- craft. From the very beginning there were complications. The initial proposed site was adjacent to a forward operat- ing base in a mountainous area, posing not only a ?ight-path issue, but also a construction dilemma. The massive cut-and-?ll required would have been about 6.5 million-yd3 with just four months before boots hit the ground. Time was running thin. Hurriedly the team searched for an- By Maj. Landon M. Raby, USA Master Planning With roughly 90,000 coalition troops expected in Afghanistan by years end, base planners were left to answer a critical question: Where will everyone live?