When the 2005 Base Realignment and Closure (BRAC) Commission rejected the Department of Defense's (DoD) recommendation to close Cannon Air Force Base (AFB), that decision afforded the opportunity to identify a new mission and has resulted in the base hosting an Air Force Special Operations Command (AFSOC) wing. As an enduring base undergoing a significant mission change that includes transfer of ownership from Air Combat Command to AFSOC, Cannon AFB must be retooled in a myriad of different ways. The Air Force's implementation of the mission change is carefully designed and being deliberately executed to minimize the potential for lapses in unit readiness based on transition activities. However, the Air Force cannot accomplish the Cannon AFB transition alone. The success of the transition demands the engaged participation of the communities in eastern New Mexico to provide numerous support services to active duty military, DoD civilian employees, supporting contractors and their families.

The decision of the Secretary of Defense to transfer ownership of Cannon AFB to the AFSOC — effective October 1, 2007 — has presented, and will continue to present, significant opportunities and challenges to the Microplex (the cities of Clovis and Portales and Curry and Roosevelt counties in eastern New Mexico). In order to take full advantage of the opportunities and successfully meet the challenges that will evolve over the next several years, the Microplex must comprehensively plan for growth in the community that will occur both on- and off-base. This necessity is driven by the combination of changes the community will experience based on the departure of the F-16 Fighter Wing and the need to satisfy different requirements to beddown the 27th Special Operations Wing (SOW) between 2008 – 2013. Overlaying the mission change and transition of Cannon AFB, and their direct and indirect implications for the Microplex, are those changes that will result from general planning actions and normal growth patterns. These changes are driven by community development not directly associated with the base, but desired for economic diversity, and vital to the Microplex's future.

To help satisfy the foregoing planning demands, the Microplex contracted with Keystone International, Inc. to research and produce a Regional Growth Management Plan (RGMP) to address the many issues to be faced in the coming years. Though primarily focused on the implications of mission and population changes at Cannon AFB, the RGMP will also assess and incorporate impacts from other anticipated growth in the Microplex.

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Plan Components

Physical Conditions

The physical footprint of the Microplex is comprised of key components of the RGMP: Land Use, Public Utilities and Infrastructure, Transportation, and Housing.

• Land Use - inventory, review, and assess existing municipal and county land use plans and policy documents that provide guidance for local planning decisions.
• Public Utilities and Infrastructure - assess the current reserve capacity and future demands on utilities and infrastructure.
• Transportation - assess the effect of changes in traffic circulation on traffic patterns and modes of travel.
• Housing- coordinate with Cannon AFB and area housing representatives to determine future housing needs.

Community and Social Services

As the population of eastern New Mexico increases there will be a corresponding demand on community support such as health and social services; police, fire, public safety and other emergency services; and educational services at all levels. The RGMP will consider and coordinate the various Microplex service providers' plans for future need and make recommendations for additional steps, as appropriate. Emphasis will be on population increases due to the estimated growth of Cannon Air Force Base and the project team will ensure that the recommendations in the RGMP include identifications of potential funding sources.

• Health and Social Services - assess the availability of community, medical, behavioral health, and social services, specifically for the military and family members, and creation of strategies for improved delivery of those services.
• Public Safety and Emergency Services - (fire, police, ambulance): assess the ability of numerous public safety and emergency service providers to meet the needs of the growing population.
• Education - prepare for the potential increase of children in local school districts, evaluate the capacity of schools to absorb additional students, and recommend strategies to meet the anticipated need.

Fiscal and Economic Impact

Community cooperation will be key in identifying opportunities for economic development and promoting strategies for an improved fiscal, economic and social quality of life throughout the Microplex. The Team's approach identifies, models, and analyzes potential economic impacts of the transition at Cannon AFB while examining alternative strategies for positive growth, job creation, and training.

• Economic Impact and Employment - assess the potential impacts to the regional economy and opportunities for a coordinated approach to economic planning
• Quality of Life - ensure positive relationships with neighboring communities through the use of quality of life/sustainability indicators.

Public Outreach

The Public Outreach portion of the RGMP is designed to enhance communication and coordination among the local governments, military installation, private and nonprofit sectors and the general population. The goal is to ensure that service and infrastructure needs are identified and service levels, projects, and organizational structures associated with satisfying them accurately anticipate and plan for potential increases.

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