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Airport (IAP), Bahrain, with staff provided by the Riyadh AECE. In late 
December/early January, the AECE at Riyadh was relocated to King Khalid IAP 
(Riyadh), and the AECE at Dhahran was relocated to King Fahd IAP. Additional 
AECEs were established in mid January at Jubail IAP and King Khalid Military 
City, the fourth and fifth strategic hubs. The AECEs at those five locations
remained operational throughout the air and ground campaigns.
During the drawdown/redeployment phase, strategic AE operations
were gradually consolidated at King Khalid Military City and King
Fahd IAP. The AECE at Muharraq IAP ceased its operations on 3
March, King Khalid IAP closed on 10 March, and Jubail IAP closed
on 17 March. A summary of the AECEs, by location during the
round campaign, is at Table 2.

Table 2, Aeromedical Evacuation Control Elements

Location				AECE			Personnel
Jubail IAP			1				23
King Fahd IAP			1				22
King Khalid IAP		1				16
King Khalid Mil City	1				24
Muharraq IAP			1				13
Total				5				98


(2) Training. The Riyadh AECE staff was tasked to train and equip all 
incoming AECE personnel for standardization of operations. Due to the 
newness of AECE operations, many of the procedures were being developed for 
the first time. In December, a one week AECE training program was designed 
and implemented. Forty-five personnel were trained in (a) mission 
management, (b) aircrew management, (c) personnel management, (d) medical 
equipment management and (e) administrative practices. This comprehensive 
program utilized personnel from the three existing hubs as instructors. In 
addition, each AECE was given an operations manual which the Riyadh AECE 
staff had produced and published.

(3) Administrative Functions. Due to the large number of personnel in 
theater, the AECEs were initially required to perform many administrative 
functions normally performed by an orderly room, including billeting, mail 
handling, DV/VIP travel/escort arrangements and personnel management. 
Billeting for 1611 AES(P) personnel at each hub was handled by 
administrative specialists assigned to the AECEs who, in turn, coordinated 
with the local billeting office. Although a time consuming and often 
problematic effort, this practice enabled the 1611 AES(P) to maintain a 
large degree of unit integrity in its living accommodations. Mail

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