Attach__No__1B_-_EMS_Consolidated_Playbook.pdf

The Air Force Civil Engineer Environmental Management

System (EMS) Playbook

Air Force Civil Engineer EMS Playbook

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Table of Contents Overview

1.1 Purpose

1.2 Implementation

1.3 Scope and Applicability

1.4 Organization

1.5 Limitation

Scope and Commitment Statement

2.1 Defining the Scope

2.2 AF ESOH Policy

2.3 Installation Commitment Statement

Aspects and Impacts

3.1 Environmental Aspects and Impacts

3.2 Prioritization Scores

3.3 Aspect Status

3.4 Annual Review and Update

Legal and Other Requirements

4.1 AFLOA Legal and Other Requirements List

4.2 Installation-Specific Requirements

4.3 Annual Review and Update

EAPs and Performance Indicators

5.1 Objectives and Targets

5.2 EAPs

5.3 Developing EAPs

5.4 Approval and Periodic Reviews

Resources, Roles, and Responsibilities

6.1 Resources

6.2 PPBE

6.3 Roles and Responsibilities

6.4 Annual Review and Update

Communication

7.1 Internal Communication

7.2 External Communication

7.3 Communications with Contractors and Suppliers

7.4 Annual Review and Update

Document and Records Management

8.1 Recommended Documentation Lists

8.2 Electronic Document Control

8.3 Version Control

8.4 External Documentation

8.5 Obsolete Documents

8.6 Annual Review and Update

Emergency Preparedness and Response

9.1 Response Plans and Procedures

9.2 Testing and Review

9.3 Reporting Emergencies

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9.4 Annual Review and Update

Competence, Training, and Awareness

10.1 Training Procedures and Matrices

10.2 Competency

10.3 Awareness Training

10.4 Senior Leader Training

10.5 Practitioner Training

10.6 EMS Coordinator Training

10.7 Training Records

10.8 Annual Review and Update

Operational Controls

11.1 Identification and Implementation

11.2 Documentation

11.3 EMPs

11.4 Contracts

11.5 Annual Review and Update

EIP

12.1 Shop-Level Conformance Check

12.2 Program-Level Conformance Check

12.3 Program-Level Compliance Check

12.4 Internal EMS Audit

12.5 UEI/External EMS Audit

12.6 Annual Review and Update

Monitoring and Measurement

13.1 Equipment Calibration

13.2 Quality Assurance

13.3 Environmental Performance Measures & Reporting

13.4. Environmental Incident Reporting

13.4.1 Inspections

13.4.2 Spills and Environmental Releases

13.4.3 EAs and HNEAs

13.5 Annual Review and Update

Corrective and Preventive Action

14.1 Shop-Level Deficiencies

14.2 Program-Level Conformance Deficiencies

14.3 Program-Level Compliance Deficiencies

14.4 Internal EMS Deficiencies

14.5 UEI/External EMS Deficiencies

14.6 EAs

14.7 Annual Review and Update

Management Review

15.1 Frequency/Schedule

15.2 Content

15.3 Performance Grading

15.4 Documentation

15.5 Annual Review and Update

Appendix A Acronyms

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Appendix B References Appendix C Resources

Tables Table 1-1 Playbook Organization Table 12-1 Types of Inspections Table 13-1 Environmental Event Timeline Requirements Table 14-1 Location of Documented Corrective Actions

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Overview An Environmental Management System (EMS) enables an organization to develop environmental policies, establish objectives and processes to achieve compliance commitments, act as needed to improve its performance, and demonstrate the conformity of the system to the requirements in International Organization for Standardization (ISO) 14001:2015, Environmental management systems–Requirements with guidance for use. In accordance with (IAW) Air Force Instruction (AFI) 32-7001, Environmental Management, the Air Force (AF) EMS should use key components specified in ISO 14001:2015 to implement and operate an effective management system framework that meets mission requirements.

1.1 Purpose

This playbook describes processes, roles, and responsibilities for the development of the AF EMS at any level IAW AFI 32-7001, Environmental Management. The AF EMS has many components and this playbook assists users in understanding and managing EMS policy, planning, implementation, operation, inspecting, corrective action, monitoring and measuring performance, management review requirements, and continuous improvement.

1.2 Implementation

The AF EMS is implemented using the AF’s and Air National Guard’s (ANG) Microsoft SharePoint tools:

eDASH eDASH is the Regular AF (RegAF) and Reserve’s SharePoint tool that supports the EMS standardization methodology and approach as the ‘one stop’ source for AF environmental and sustainability programs at all levels (https://cs2.eis.af.mil/sites/10040). It provides a central repository and clearing house for AF enterprise-wide programs to ensure consistent, efficient, and effective procedures and performance indicators, information management, communications, operational controls, and program management reviews (PMRs) at all levels.

eDASH websites function as an electronic EMS manual that fulfill the requirements of this playbook to develop and maintain effective processes and EMS documentation to ensure conformance and mission effectiveness as described in AFI 32-7001.

Virtual Environmental Management Office (VEMO)

VEMO functions and provides the same objective for the ANG as eDASH, but is based on the ANG’s unique requirements and authorities and is aligned independent of eDASH (https://intelshare.intelink.gov/sites/vemo). VEMO serves as the functioning organizational EMS manual for ANG and a tool to aid in communication between Air National Guard Readiness Center (ANGRC) and individual ANG installations. VEMO websites fulfill the requirements of this playbook to develop and maintain effective processes and EMS documentation to ensure conformance and mission effectiveness as described in AFI 32-7001 and ANGRC procedures.

1.3 Scope and Applicability

This playbook applies to all AF installations designated as EMS appropriate facilities;

Government-Owned/Contractor-Operated (GOCO) facilities; Direct Reporting Units (DRUs);

RegAF units; Air Force Reserve Command (AFRC) units; Primary Supporting Units (PSUs); and https://cs2.eis.af.mil/sites/10040/Shared%20Documents/AFLOA%20List%20Attachments/ISO%2014001%20(15Sep15).pdf https://cs2.eis.af.mil/sites/10040/Shared%20Documents/AFLOA%20List%20Attachments/ISO%2014001%20(15Sep15).pdf https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://cs2.eis.af.mil/sites/10040/Shared%20Documents/AFLOA%20List%20Attachments/ISO%2014001%20(15Sep15).pdf https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://cs2.eis.af.mil/sites/10040 https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://intelshare.intelink.gov/sites/vemo https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf

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Field Operating Agencies (FOA) not located on AF installations. IAW AFI 32-7001, an EMS appropriate facility is any facility that must comply with environmental regulations or whose operations may impact the environment (i.e., directly or indirectly, individually or cumulatively). The AF and ANG have a defined list of appropriate facilities on eDASH/VEMO that must establish a fully conforming EMS and use eDASH/VEMO as their electronic EMS manual and information technology support systems.

Note: This playbook serves as supplemental guidance for RegAF and Reserve installations only. Additional guidance for the ANG multi-site EMS and ANG installations is located on

VEMO.

1.4 Organization

The EMS Playbook follows the Plan-Do-Check-Act (PDCA) cycle as outlined in the table below.

Each chapter is devoted to one of the 14 elements of the AF EMS:

PLAYBOOK CHAPTER ALIGNMENT TO EMS

2 Scope and Commitment Statement PLAN 3 Aspects and Impacts PLAN 4 Legal and Other Requirements PLAN 5 EAPs and Performance Indicators PLAN 6 Resources, Roles, and Responsibilities PLAN 7 Communication DO 8 Document and Records Management DO 9 Emergency Preparedness and Response DO 10 Competence, Training, and Awareness DO 11 Operational Controls DO 12 Environmental Inspection Process (EIP) CHECK 13 Monitoring and Measurement CHECK 14 Corrective and Preventive Actions CHECK 15 Management Review ACT Table 1-1 Playbook Organization

1.5 Limitation

This playbook does not replace, supersede, or circumvent existing Department of Defense (DoD) or AF policy.

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Scope and Commitment Statement Identifying the scope of the management system and applicable policies is the first step in developing an EMS. Changes to an installation’s scope and commitment statement affect the execution of every other EMS element. Refer to AFI 32-7001, Sections 1.3 and 3.1 for requirements.

2.1 Defining the Scope

The scope should describe which organizations, facilities, and locations are included within the Wing/installation’s EMS. The scope of an EMS may be a single installation or multiple installations (i.e., multi-site EMS). Typically, the scope includes all organizations within the boundary of an installation(s)/joint base and/or within commander’s span of control;

however, there are some exceptions. Organizations can be excluded if:

• Support agreements outline that the host does not provide environmental support.

• Organizations fall under different lines of command authority (i.e., other DoD agencies, or non-DoD federal agencies residing on the installation).

• Organizations are covered under a separate EMS and environmental aspects/impacts are outside the installation’s management responsibility.

The installation’s EMS scope should be documented on eDASH.

2.2 AF ESOH Policy

Air Force Policy Directive (AFPD) 90-8, Environmental, Safety, and Occupational Health Management and Risk Management, is the Environment, Safety, and Occupational Health (ESOH) Policy for the AF. It defines and establishes the AF ESOH Program and directs the ESOH functional offices to develop separate but complementary management systems. This AFPD applies to all RegAF, AFRC, and ANG personnel and operations.

AFPD 90-8 describes the AF’s ESOH vision, “…to be a world leader in ESOH management – to provide better care for our Airmen and our environment – to meet our mission in air, space, and cyberspace.” To meet this vision, the AF is committed to the following three priorities:

1. Comply: Comply with all ESOH legal obligations.

2. Reduce risk: Ensure availability of workforce, natural, and manmade resources by effectively managing ESOH risks.

3. Continuously improve: Instill a culture of continuous ESOH improvement.

2.3 Installation Commitment Statement

Although the AF-wide environmental policy is established through AFPD 90-8 and environmental programs established through AFPD 32-70, Environmental Considerations in Air Force Programs and Activities, it is important for installations to provide context for their management systems and environmental programs. Installations must provide a supplement to AFPD 90-8 as a commitment statement that outlines their specific mission requirements and regional/local environmental concerns. The statement must include a commitment to continuous improvement, pollution prevention, and compliance with legal and other requirements. A Wing/installation’s commitment statement provides a framework for setting https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd32-70/afpd32-70.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd32-70/afpd32-70.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf

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The environmental commitment statement can be a memorandum or a visual aid (e.g., poster) and should be provided to units for posting/distribution through Cross-Functional Team (CFT) members, Unit Environmental Coordinators (UECs), and Facility Managers.

Wing/installation leadership should be provided an opportunity to sign to demonstrate their commitment.

The commitment statement must be documented on eDASH, at a minimum. Installations should consider posting on their public website and Wing/installation SharePoint sites.

2.4 Annual Review and Update

The commitment statement must be reviewed and approved annually by the installation’s CFT and Environment, Safety, and Occupational Health Council (ESOHC).

The annual review should consider updates to policy, mission changes, mission priorities, Wing/installation goals, and changes in commander’s span of control (i.e., added or removed locations). Once complete, the review and approval must be documented on eDASH. Appropriate documentation locations are the eDASH Management Review Tool, the eDASH Scope and Commitment Statement installation supplement, and/or meeting slides and minutes.

The AFI requires that the commitment statement be reviewed and approved at least annually;

however, it does not require a signature. If the commitment statement is signed, it does not have to be signed by current leadership; however, an annual review documenting current leadership approval is strongly recommended.

The installation’s supplement for this element must be reviewed annually and documented on eDASH. Appropriate documentation locations are within the installation supplement (i.e., late review/revision dates) and/or the Finding Tracker Tool.

https://cs2.eis.af.mil/sites/10629/

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Aspects and Impacts Environmental aspect identification and prioritization is a key process within the AF’s EMS. The management of aspects is intended to mitigate potential impacts/risks. IAW AFI 32-7001, installations are required to review and update their list of aspects at least annually. In support of this requirement, the AF has developed an Environmental Aspect Inventory (EAI) Tool on eDASH.

Each installation is required to input, review, and update its environmental aspects listed in the Tool. Refer to AFI 32-7001, Section 4.1 for requirements.

3.1 Environmental Aspects and Impacts

Environmental aspects are activities, products, or services that interact with the environment.

The degree the aspect interacts, positively or negatively, with the environment is defined as the aspect’s impact. The AF has standardized a list of aspect categories and sub-categories that can apply to all installations, which is maintained in the EAI Tool on eDASH. Refer to the EAI Tool User Guide for the current list.

The inventory is intended to be comprehensive of all the environmental aspects at an installation. At a minimum, an installation will have a listing in the EAI Tool for each of the 12 major aspect categories. The only exception would be if an installation does not have one or more aspects on site (e.g., there are no Cultural Resources on the installation).

3.2 Prioritization Scores

One of the purposes of an EMS is to limit the negative impacts an installation has on the environment. Therefore, environmental aspects are scored to determine their relative priority and allow installations to focus their available resources on aspects that have the greatest negative impact on the environment or risk to mission.

Numerous factors can influence whether an environmental aspect should be considered a high priority environmental aspect, including updates to policy, mission changes, mission priorities, Wing/installation goals, changes in commander’s span of control (i.e., added or removed locations), and prioritization scores determined by the EAI Tool. The installation ultimately determines which aspects require additional attention; however, this section highlights criteria that are applicable and suitable for most AF installation operations and conditions.

The aspect scoring criteria includes these five elements: Relative Costs; Environmental Risk;

Regulatory Implications; Potential Mission Degradation; and Community Concern. Each criterion is scored on a numerical scale that ranges from 0 (low) to 5 (high) as defined in the EAI Tool User Guide. The sum of the criteria scores provides the aspect’s overall Prioritization Score, which is then used for prioritizing aspect impacts for mitigation.

3.3 Aspect Status

Aspects fall into one of the three statuses outlined below:

Maintain

• An Environmental Action Plan (EAP) is not developed. (Please see Chapter 5 for more information on EAPs.)

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• Aspect is currently in compliance.

• Operational controls are in place to mitigate and manage.

• No targets/opportunities are available to improve performance.

Example: Maintain fuel storage tanks compliance, such as performing inspections, providing training, and following operating procedures and installation specific management plans.

Study

• An EAP may be developed.

• Installation is unsure of where opportunities exist to improve performance.

• Objectives and targets may have been established to research opportunities.

Example: Study a natural habitat for an endangered species or a wastewater system to determine the amount of infiltration.

Improve

• An EAP is developed.

• Opportunities, objectives, and measurable targets have been identified.

Examples: Pollution prevention (P2) initiatives, specific trainings, physical improvements such as adding a containment berm, or other physical or procedural controls.

When determining what action(s) the installation should take to mitigate aspects with negative impacts, it is a good idea to review the installation’s EMS commitment statement and use as a guide to determine the appropriate approach. By focusing on high priority aspects, the installation takes a “worst-first” approach to improving overall environmental stewardship by improving the management of specific aspects or by reducing overall impacts.

3.4 Annual Review and Update

A thorough review is a multi-step process that involves reviewing current aspects, assessing the need for new ones, discussing with program managers and the CFT, and obtaining the appropriate approvals for the final EAI from the CFT. The final EAI and any year to year changes (e.g., regulatory, mission, organizational) should be briefed to the ESOHC. The revised/updated EAI on eDASH displays the culmination of this process.

Annual reviews must be documented in the EAI Tool (e.g., Last Review Date field) and the Management Review Tool (e.g., EAI Review and Approval). Installation-specific procedures should be documented in the installation’s supplement on eDASH.

The installation’s supplement for this element must be reviewed annually and documented https://cs2.eis.af.mil/sites/10040/WPP/ManagementReview/Tool/Home.aspx

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Legal and Other Requirements Installations are responsible for reviewing and understanding their legal and other requirements as they relate to the environmental activities and processes within their EMS scope. Refer to AFI 32- 7001, Section 4.2 for requirements.

4.1 AFLOA Legal and Other Requirements List

Air Force Legal Operations Agency (AFLOA) and the Air Force Civil Engineer Center (AFCEC) maintain a list of all agency-level requirements with which all AF levels must comply. This includes all Federal regulatory requirements, mandates from Executive Orders (EOs), AFIs, AFPDs, and other commitments made by an installation or supporting units. For AF locations outside the United States (OCONUS) and United States (US) territories, the list includes DoD requirements, combatant and sub-unified combatant command requirements, country specific Final Governing Standards (FGS), and the Overseas Environmental Baseline Guidance Document (OEBGD) standards. The AFLOA Legal and Other Requirements List is updated at least annually and is available on eDASH.

4.2 Installation-Specific Requirements

State, local, and installation-specific requirements must be identified and documented on eDASH. This can be accomplished by adding links to state and local regulatory websites to installation eDASH sites, and ensuring plans and permits are documented in the Plans and Permits Tracker. Environmental program managers are strongly encouraged to sign-up for state and local regulatory updates via list-serve, email notification, etc. to ensure they receive the most current information.

Installations should define and document the environmental requirements between host and tenants or other organizations (e.g., Support Agreements, Memoranda of Understanding/ Agreement [MOU/MOA], or other similar agreements). These agreements include the environmental aspects that should be reviewed carefully by the environmental program managers to ensure requirements are met, operational controls are developed, and responsibilities are assigned and implemented. Support agreements may be uploaded to eDASH or their location identified on program pages along with the office of primary responsibility (OPR).

Installations should ensure that aspect compliance status is accurately captured and tracked in appropriate tools (e.g., Finding Tracker Tool; Enforcement Actions, Spills, and Inspections Environmental Reporting [EASIER]; Plans and Permits Tracker; eDASH dashboards, etc.). The Management Review Tool’s dashboard functionality is a helpful display that consolidates tool information into one view for easy cross-referencing across tools.

Installation-specific procedures for identifying and communicating requirements should be documented in the installation’s supplement on eDASH.

4.3 Annual Review and Update

The installation’s supplement for this element must be reviewed annually and documented on eDASH. Appropriate documentation locations are within the installation supplement (i.e., late review/revision dates) and/or the Finding Tracker Tool.

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EAPs and Performance Indicators EAPs establish formal objectives and targets for those aspects categorized as study or improve, and elements within the EMS framework that could be continuously improved. IAW AFI 32-7001, installations are required to create and implement at least one EAP, which must be approved by the CFT and ESOHC. In support of this requirement, the AF created the EAP Tool on eDASH. Refer to AFI 32-7001, Section 5.1 for requirements.

5.1 Objectives and Targets

Objectives support an overall environmental goal, consistent with the installation’s environmental commitment statement for an organization to achieve. EAPs can have one or more objectives. Examples of objectives include: reducing hazardous air pollutants, studying noise impact on an endangered species, or reducing air emissions.

A target is a specific measure that supports the identified objective. Targets must be “SMART”

– Specific, Measurable, Attainable, Realistic, and Timely. Objectives may have one or more targets. Example targets include:

• Beginning this year, all paper products purchased shall contain at least 20% post-consumer recycled content.

• Eliminate all used antifreeze disposed of as waste by 30 December 2020.

• Conduct a field study to identify Native American burial sites by February 2020.

• Maintain fuel tank compliance by conducting monthly tank and berm inspections beginning June 2019.

5.2 EAPs

Every installation/multi-site EMS must have at least 1 EAP to address either a high priority environmental aspect or to continually improve an EMS element IAW Department of Defense Instruction (DoDI) 4715.17, Environmental Management Systems.

An EAP is a tool that documents and enables an organization to achieve their environmental goals. EAPs outline the overall vision of the effort, objectives, targets, and tasks necessary to accomplish it. It provides supporting information concerning aspects, impacts, process types, operational controls, regulations/guidance, cost-benefit analysis, and resources required.

EAPs are the “roadmaps” describing how each objective and target will be achieved. It is through the EAPs the installation begins to translate policy into executional goals and concrete actions. Because aspects may be maintained, studied, or improved, the level of detail may vary from EAP to EAP. For example, an EAP written to continue management of a hazardous material storage facility would likely be less complicated than an EAP written to improve a significant industrial water discharge aspect with a dozen contributing sources.

Note: It is very important to understand that the decision whether to create and implement an EAP does not replace an installation’s responsibility to comply with goals, targets, plans, etc. developed under regulatory programs, plans, and permits. EAPs developed under the EMS to achieve objectives and targets associated with environmental aspects will be completed in conjunction with plans developed for specific regulatory programs. EAPs should https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://cs2.eis.af.mil/sites/10040/WPP/EAPTool/Home.aspx https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/471517p.pdf?ver=2018-11-13-130928-893 https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/471517p.pdf?ver=2018-11-13-130928-893

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5.3 Developing EAPs

While EAPs may be developed by the CFT; it is recommended they be developed by a team of stakeholders (e.g., environmental program managers, UECs, etc.) that contribute to the aspect and therefore have a vested interest in ensuring it is scoped, planned, and executed properly. Because aspects in the AF EMS are a roll-up of various processes, it is possible that specific processes contributing to an aspect may be treated differently within the EAP. For example, an Air Quality EAP for controlling Volatile Organic Compound (VOC) air emissions may include an objective to reduce emissions from painting processes and monitor emissions from degreasing operations. Two different objectives are included in the EAP; however, both are working to mitigate VOC air emissions. The CFT/EAP stakeholder team should consider the overall contribution of processes to the aspect relative to the other contributing processes, and the possibility of legal or other requirements that could limit the team’s options.

Other things to consider during the EAP development process include:

• Including the “who, what, when, where, how, and how much” in each EAP.

• Building on the plans and programs that exist for environmental compliance, health and safety, and/or quality management purposes.

• Re-evaluating existing action plans when considering significant changes to products, processes, facilities, or materials, and making this re-evaluation part of a change management process.

• Keeping the EAP simple and focused on continual improvement of programs over time, if appropriate.

• Coordinating environmental programs with mission plans and strategies to exploit cost-saving opportunities.

After the information described above has been collected in enough detail to generate the plan of action, an EAP should be created and documented using the EAP Tool. Draft EAPs should be categorized as “Not Started” until approved for implementation by the CFT and ESOHC. Installation-specific procedures regarding EAP development should be documented in the installation’s supplement on eDASH.

5.4 Approval and Periodic Reviews

Once EAPs are drafted, they should be presented to the CFT for review to ensure they are consistent with the installation’s EMS policy and procedures. Once reviewed, EAPs should be presented to the ESOHC for approval.

“In Progress” EAPs should be reviewed by the CFT and ESOHC at each meeting and must be approved by both groups at least annually. A good rule of thumb is to review and update EAPs in preparation for CFT meetings, which should occur quarterly. Installation-specific procedures regarding review schedules should be documented in the installation’s supplement on eDASH.

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The installation’s supplement for this element must be reviewed annually and documented

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Resources, Roles, and Responsibilities The installation’s senior leadership is responsible for ensuring resources are available to establish, implement, maintain, and improve their EMS. Refer to AFI 32-7001, Chapters 2 and 6 for requirements.

6.1 Resources

Resources include financial resources, organizational infrastructure, human resources, and specialized skills. AFI 32-7001 provides an overview of EMS resources, including programming and budgeting requirements, EMS teams (e.g., ESOHC, CFT) and roles implemented at installation-level (e.g., CFT Chair and members, EMS Coordinator, UECs, etc.).

6.2 PPBE

The AF Environmental Quality (EQ) Planning, Programming, Budgeting, and Execution (PPBE) process plans and programs for the monetary needs of its personnel and equipment that are charged with protecting human health and the environment.

Planning

The EQ PPBE Planning phase focuses on compliance with all applicable federal, state, local environmental regulations, standards, DoD, and AF environmental policies. Planning provides the means for AF personnel to anticipate changes and understand the long-term implications of near-term choices and decisions, which could have future significant effects on the environment. Such regulations include those surrounding air quality, hazardous and solid waste disposal, water quality maintenance, cultural/natural resource management, etc. As a result, it is necessary to plan and prepare for anticipated sampling, permit acquisition, regulatory fee payments, operational controls execution, required workforce, and trainings that are vital for complying with those regulations.

Identification of programmatic EMS resource disconnects or initiatives must be coordinated with the Air Force Installation and Mission Support Center (AFIMSC) Program Element Monitor (PEM) and the AFCEC’s PPBE Branch (AFCEC/CZCP) to develop the planning choices for the subsequent Program Objective Memorandum (POM) cycle.

Programming

The EQ PPBE Programming phase converts AF planning decisions, programming guidance, and defense guidance into a detailed allocation of resources to meet capabilities and apply resource constraints to achieve fiscal balance. Programming applies resources to programs that provide the capabilities required to achieve the strategic priorities and missions. For example, Headquarters Air Force (HAF) uses the EQ PPBE Workspace on eDASH to prioritize EQ requirements according to a variety of factors. Each suggested project is to be programmed IAW the following three Programming Guides and is subject to the approval of senior leadership:

• EQ Programming Guidance: The Matrix consolidates programming rules into one location by describing what is a valid Operations and Support (O&S) requirement, what is a valid Non-Recurring requirement, and what is not valid for either category.

The intent of the Matrix is to capture as many EQ requirements as possible.

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• EQ Standard Titles: The EQ Standard Titles document is organized by Program Budget 28 (PB-28) codes and includes specific details for standardized programming.

• EQ Prioritization Model Score: Every Standard Title is assigned a Standard Score which ranks each project based on five factors (Return on Investment, Environmental Risk, Regulatory Implications, Mission Degradation, and Community and Other Concerns) to determine its priority and funding sequence.

Project/Requirement level programming will be coordinated through AFCEC/CZCP or the respective PPBE Working Group leads in the Resource Allocation Model (RAM). Open season for Project/Requirement identification on the EQ Integrated Priorities List (IPL) begins in October and ends in early December each year.

Budgeting

The EQ PPBE Budgeting phase prices the program and develops justification and an execution plan. The EQ PPBE Budgeting phase is completed in the fiscal year (FY) prior to the planned execution year. The Financial Plan/Spend Plan/Execution Plan supports this phase. The Execution Plan begins with the IPL and is adjusted based on emergent or unforeseen EQ requirements. Plans are finalized between March and June each year.

Execution

The EQ PPBE Execution phase is the real-world application and implementation of the PPBE process—execution performs the approved plan. During this phase, the AF manages and accounts for funds and manpower to carry out the approved plan. EQ PPBE Execution occurs in the current FY when funding is distributed and spent on approved projects. Funding execution is through centralized funding.

Centralized funding is managed by the Program Management Office (PMO). Funds can be distributed through methods such as, Line of Accounting (LOA), Miscellaneous Obligation Reimbursement Document (MORD), Operating Budget Authority Documents (OBADs), Purchase Requests (PRs), Military Interdepartmental Purchase Requests (MIPRs), and Government Purchase Card (GPC) purchases.

A large portion of the EQ program is to fund Fence to Fence (F2F) acquisitions that consolidate multiple environmental compliance requirements at an installation. These acquisitions are typically funded through MIPRs and are executed by contract through other agencies (i.e., US Army Corps of Engineers [USACE], General Services Agency [GSA]).

Funds sent to installations are done by OBADs with the installation identified through its Operating Budget Authority Number (OBAN). These requirements are typically executed through base contracting or GPC and subsequently obligated. Installation commitments are established using procurement requests such as a certified copy of an AF Form 9, Request For Purchase, or AF Form 616, Fund Cite Authorization (FCA).

Note: For more information on the EQ PPBE process refer to the EQ PPBE Programming Guide and eDASH.

https://cs2.eis.af.mil/sites/10622/EQPPBE/Module/Guidance/Environmental%20Quality%20Programming%20Guide.aspx https://cs2.eis.af.mil/sites/10622/EQPPBE/Module/Guidance/Environmental%20Quality%20Programming%20Guide.aspx https://static.e-publishing.af.mil/production/1/saf_aq/form/af9/af9.pdf https://static.e-publishing.af.mil/production/1/saf_aq/form/af9/af9.pdf https://static.e-publishing.af.mil/production/1/saf_fm/form/af616/af616.pdf https://cs2.eis.af.mil/sites/10622/EQPPBE/Module/Guidance/Environmental%20Quality%20Programming%20Guide.aspx

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6.3 Roles and Responsibilities

The organizational structure and EMS responsibilities assigned to each unit and individual must be clearly defined and communicated. While an EMS is largely sustained by the participation and commitment of many personnel performing their day-to-day activities IAW sound environmental practices, many duties must be formally assigned with clear roles and responsibilities and with accountability for performance and results that are in direct support of the EMS framework. A clearly defined organizational structure and set of formal responsibilities allows the EMS to evolve and be less dependent on individuals and more dependent on the management system that has been created. More specific roles and responsibilities can be found in AF directive publications and AF communication tools (e.g., eDASH). Installation-specific roles and responsibilities should be documented in the installation’s supplement on eDASH.

ESOHC

The ESOHC is responsible for conducting an annual management review IAW AFI 32-7001 to determine the adequacy, suitability, and effectiveness of their EMS.

ESOHC Chair

The ESOHC Chair ensures their EMS is established and maintained IAW AFI 32-7001. This individual is responsible for providing necessary resources to establish, implement, and maintain the EMS, including establishing an installation-wide CFT.

The ESOHC Chair is responsible for the appointment of the CFT Chair and ensuring unit commanders appoint UECs as directed. Unless otherwise delegated by the ESOHC Chair, the EMS Coordinator is the Environmental Element Chief (or equivalent role). Appointment letters do not have to identify personnel by name; designations can be by position/organization at the ESOHC Chair discretion. These appointment letters can be consolidated with other EMS appointments, such as UECs.

CFT

The CFT is responsible for implementing and maintaining the EMS IAW AFI 32-7001. CFT members must be formally assigned; however, the team’s composition is at the discretion of the CFT Chair. A CFT typically includes:

• CFT Chair

• EMS Coordinator

• Environmental Program Managers

• Public Affairs Office (PAO)

• Contracting Office

• Staff Judge Advocate (SJA)

• Wing Inspector General (IG) Personnel

• Emergency Response Representative (e.g., Fire Department, Readiness)

• UECs (primary and alternate)

The primary responsibilities of the CFT include:

• Using CFT meetings to work across medias, shops, and activity lines and ensure a consistent message is being communicated throughout the installation and monitoring the progress of EAPs.

https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf http://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf

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• Participating in the installation’s inspection process (e.g., Commanders Inspection Program [CCIP], EIP), including reviewing proposed corrective/preventive actions and tracking findings to closure.

• Ensuring adequate operational controls exist to manage, mitigate, or reduce negative environmental impacts.

Note: The CFT may work or be consolidated with other established working groups depending on the installation’s needs.

CFT Chair

The CFT Chair must be at least a deputy group commander or higher IAW AFI 32-7001. The Chair facilitates quarterly CFT meetings and ensures there is shared accountability and participation from all organizations included in the installation’s EMS scope. This person reports to the ESOHC on the progress and performance of the EMS, including facilitating the management review. The CFT Chair’s responsibilities cannot be delegated to other personnel.

Unit Commanders

Unit commanders are responsible for ensuring environmental compliance within their organization. This includes supporting installation-specific environmental objectives and targets, training personnel to make them aware of their environmental duties, participating in environmental inspections, and implementing corrective actions for environmental deficiencies.

IAW AFI 32-7001, organizational and/or squadron commanders must appoint UECs in writing and keep appointee letters current. These appointment letters do not have to identify personnel by name; designations can be by position/organization as requested by the CFT Chair or ESOHC Chair.

EMS Coordinator

The EMS Coordinator is responsible for the day-to-day operation of the EMS and ensures documents and records are developed, implemented, and maintained IAW AFI 32-7001 and installation-level procedures. Unless otherwise delegated by the ESOHC Chair, the EMS Coordinator is the Environmental Element Chief (or equivalent role). Depending on the size and complexity of the installation, it may be beneficial to identify a primary and alternate EMS Coordinator or identify multiple EMS Coordinators that are responsible for different areas.

Environmental Program Managers

Environmental program managers serve as the lead and technical representative and consultant for their assigned environmental programs IAW DoD and AF policies/procedures.

Environmental program managers serve as a liaison with external stakeholders (e.g., regulators) on environmental issues, participate in the installation’s inspection process (e.g., EIP), identify training requirements within their programs, and ensure compliance with legal and other requirements. These personnel are key to ensuring that the EAI Tool accurately reflects the installation’s operations, aspects are prioritized appropriately, and EAPs are implemented and effective in improving an installation’s environmental performance.

https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf

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UECs

Primary and alternate UECs, appointed by their respective Unit Commanders, serve as a conduit between their unit and the installation environmental function on any environmental aspects or associated impacts IAW their mission activities. UECs should attend CFT meetings as requested by the CFT Chair, support internal and external inspection activities (including tracking findings to closure), attend any required training, and maintain an up-to-date UEC Toolkit to ensure successful turnover after their appointment.

Note: The UEC Toolkit is available on eDASH as an optional way to maintain UEC continuity and shop-level information.

Supporting Roles/Positions

Many EMS-related supporting roles/positions and responsibilities required and defined by AF guidance documents (e.g., AFPDs, AFIs, etc.), should already be fully documented. These include the variety of environmental working groups, response teams, and individual positions such as:

• Hazardous Material Management Program (HMMP) Team

• Storm Water Pollution Prevention Team

• ESOHC members

• Qualified Recycling Program (QRP) Subcommittee

• Suppliers and contractors (especially on-site support contractors)

• Petroleum, Oil, and Lubricants (POL) Team

It is highly encouraged that CFTs identify supporting roles/positions important to implementation and maintenance of the EMS. An important consideration in defining responsibilities is to ensure position descriptions, performance plans, and other related information are updated to clearly reflect and communicate individual responsibilities.

Note: The EMS CFT can be combined with other environmental working groups referenced above to consolidate environmental efforts into fewer meetings.

6.4 Annual Review and Update

The installation’s supplement for this element must be reviewed annually and documented https://cs2.eis.af.mil/sites/10040/WPP/UECToolkit/UEC%20Toolkit.aspx

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Communication Internal communication is essential to coordinate with organizations and personnel included in the EMS scope; motivate them; inform them of their roles and responsibilities; and maintain their awareness of EMS initiatives and update chain of command on environmental issues and successes.

External communication allows the views of interested parties to be considered in the EMS. To be effective, internal and external communication must be established between all stakeholders in a manner that facilitates two-way (up and down the chain of command/peer-to-peer/on and off the installation public and regulatory) dialog between interested parties. Refer to AFI 32-7001, Section

3.2 for requirements.

7.1 Internal Communication

Installation eDASH sites are the primary tools for communicating environmental information throughout the AF EMS framework. Environmental program managers should communicate relevant environmental information by adding EMS and program area content on eDASH pages (e.g., documents, links, legal and other requirements, training requirements, operational controls, etc.). The EMS Coordinator should periodically update EMS documents and tools to ensure personnel have access to the most current information. The EMS Coordinator and environmental program managers should ensure personnel know how to access eDASH and how to locate documentation. The installation’s eDASH site link should be included on all internal communications (e.g., briefings, meetings, training events).

Installations may use other communication methods to ensure personnel are aware of AFPD 90-8 and the installation’s environmental commitment statement, scope determination, operational controls, and relevant information, including, but not limited to: emails, bulletin boards, newcomer’s briefings, commander’s calls, training sessions, CFT/ESOHC meetings, UECs, newsletters, newspaper articles, internet, brochures, etc. GeoBase, where available, is an internal AF enterprise tool that provides visualization of facilities, infrastructure, and environmental data.

Installations should consider using PAO to facilitate communication with internal audiences to meet operational, informational, training, research, legal, historical, and administrative needs, when appropriate.

Installation-specific procedures for internal communication should be documented in the installation’s supplement on eDASH. Installation supplements should contain procedures and preferred methods for internal and external communication; define standard Wing/ installation communication practices (e.g., weekly activity reports, mission updates, commander calls); and establish communication paths that can disseminate information outside of the CFT and ESOHC (i.e., Facility Boards, Facility Use Boards, Encroachment Planning-Installation Planning Committees).

7.2 External Communication

The AF has established the framework for effective environmental communications as defined in AFPD 35-1, Public Affairs Management, AFI 35-101, Public Affairs Responsibilities and https://static.e-publishing.af.mil/production/1/af_a4/publication/afi32-7001/afi32-7001.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf https://static.e-publishing.af.mil/production/1/saf_ie/publication/afpd90-8/afpd90-8.pdf https://static.e-publishing.af.mil/production/1/saf_pa/publication/afpd35-1/afpd35-1.pdf https://static.e-publishing.af.mil/production/1/saf_pa/publication/afi35-101/afi35-101.pdf

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Management, AFI 35-105, Community Relations, and AFI 35-108, Environmental Public Affairs.

IAW these directives, installations have several EMS-specific external communication requirements as outlined below. Installation-specific procedures for external communication should be documented in the installation’s supplement on eDASH.

Environmental Commitment Statements

Installations are required to develop environmental commitment statements that must be made available to the public; however, the method is at the installation’s discretion. Some installations choose to post a copy of their statement on their public website, while others provide a copy upon request. The preferred communication method should be documented in the installation’s supplement on eDASH.

Note: If an installation elects to post the statement on their public website, installations should ensure the most current version is posted at least annually.

Prioritized Aspects

CFTs and ESOHCs must communicate environmental aspects if required by law.

Note: AFI 32-7001 previously required installations to document a record of their decision whether to communicate aspects; however, this is no longer a requirement.

Regulatory Reporting

Installations must report all environmental information required by regulations to the appropriate authorities. Environmental program managers and Bioenvironmental Engineering (as it pertains to the Safe Drinking Water Act [SDWA]) are the primary interface with representatives of regulatory agencies. The installation’s supplement should define procedures for responding to regulatory agencies (including federally recognized Native American Tribes, Alaska Native Tribes, and Hawaiian Tribes) concerning environmental regulatory information (e.g., records request for Title V Air Operating Permit); notifications of releases; violations of permits; responses to Enforcement Actions (EAs); and general situation inquiries. The supplement should establish processes for responsibility, if prior coordination with chain of command is required, and time-lines for responses.

Public Request for Information

Public inquires or request for information can come in many forms, including Freedom of Information Act (FOIA); public requests thru PAO; open community meetings; Restoration Advisory Boards (RABs); social media; and in-person drop ins. The installation’s supplement should include processes and procedures for proper and vetted responses to community requests.

Environmental Performance

The CFT and ESOHC must ensure inputs from external interested parties are considered. All written external input concerning environmental performance of the installation shall be directed to the appropriate program manager IAW AFPD 35-1, AFI 35-101, AFI 35-105, and AFI 35-108.