Consolidated_AFAMP_Playbook_Amendment_0004.pdf

FY18-22 AFAMP Playbook

Consolidated PDF

Date of Playbook Consolidation: 14 August 2014

Note: Please check the Playbook on the CE Portal for the most updated version. Updates are communicated through the “Playbook Updates” list on the right hand side of each Playbook.

FY18-22 AFAMP - Introduction

A PROCESS THAT FLOWS FROM THE MECHANICAL ROOM TO THE AIR FORCE BOARD ROOM

Asset visibility is critical to ensuring Air Force leaders at every level have complete visibility of the total cost-of-ownership of the Air Force physical plant and understand how long-range installation budget decisions impact Air Force mission effectiveness in the future.

Asset visibility forms a data foundation upon which the Air Force accurately measures and communicates these risks to defend needed funding. The key to building this data foundation is the active participation of each and every Airman in asset visibility-driven processes during the performance of their preventive and corrective maintenance business routines. Every Airmen, Every Day! The good news is that Air Force Airmen are already participating in asset visibility; they are in our mechanical rooms turning wrenches; they know where our trouble systems are; they know the condition of our installations’ assets. The Air Force Activity Management Plan (AFAMP) is what standardizes the documentation of these processes to ensure that asset visibility flows from the mechanical room to the Air Force Board Room.

Many tools and procedures aimed at helping to standardize execution of asset visibility processes are actively being developed. The AMP process will continue to evolve and improve within the next few years. This FY18-22 AFAMP Playbook has been created to help train and equip Air Force Airmen with the ability to provide asset visibility through simplified standards and procedures. It serves as an online how-to resource, reference guide, and virtual toolkit for Airmen to utilize in the execution of asset visibility on a daily basis.

ASSET MANAGEMENT DOES NOT STOP AFTER THE INTEGRATED PRIORITY LIST

The AMP process, supported by the data foundations of Sustainment Management System (SMS) and Automated Civil Engineering System – Project Management (ACES-PM) will facilitate the development of a suite of Air Force decision-making tools to assist commanders in making resource, investment, and allocation decisions. Providing asset visibility across the Future Years Defense Program (FYDP) +2 is the cornerstone of this process. It is the responsibility of all Civil Engineers to contribute to asset visibility and the AMP process.

The AMP process, the Sustainment Management System (SMS) and Automated Civil Engineering System – Project Management (ACES-PM)-based data foundations it supports, will facilitate the development of a suite of Air Force decision-making tools to assist commanders in making resource, investment, and allocation decisions. Providing asset visibility across the Future Years Defense Program (FYDP) +2 is the cornerstone of this process. It is the responsibility of all Civil Engineers to contribute to continuous asset visibility and the AMP process. Asset management efforts cannot simply stop after the development of near-term focused Integrated Priority Lists (IPLS).

The graphic below serves as both a summary and table of contents for the FY18-22 AFAMP Playbook.

FY18-22 AFAMP – Overview

Purpose Total Cost of Ownership of the Air Force Physical Plant Utilizing Sustainment Management Systems Targets for FY18-22 POM Cycle Transferring Existing Data AMP and Sub-AMP Specific Calculations and Programming Battle Rhythm PPBE and POM Process Training

Under recent processes and organizational norms, Air Force Civil Engineers at the installation focus programming efforts on the year of execution – what is needed now. The Air Force budgeting process, however, is focused on a five year window that looks past the year of execution to consider what is needed three to seven years from now. At its core, the Activity Management Planning (AMP) process is about marrying up installation level planning and programming efforts to the Air Force budget.

Total Cost of Ownership of the Air Force Physical Plant

Total Cost of Ownership (TCO) is a ten year estimated cost for an asset under predefined optimal conditions. To deviate from this baseline scenario means to take on risk which will generally translate to increased future costs or asset portfolio value degradation. Running alternative scenarios in the SMS tools shows the estimated cost impacts over a ten year horizon while considering the overall life span of an asset. Asset visibility data foundations make this powerful capability of articulating the cost of risk due to near and long term decisions possible. TCO requires asset and services evaluations and identification of true needs and levels of service to enable the mission. TCO will aid in answering important questions: What will it cost to maintain the installation ‘weapon system platform’ moving into the future? What condition are the assets in, what is the expected performance level of the assets (anticipated life span), what is the disposition of the assets (demolition, repair, replacement, run to failure, etc.), and what is the cost benefit and value to sustain the assets? Are the assets worth investing in, at what level, or is it best to divest?

Figure 1: Forecast of Total Cost of Ownership of Air Force Assets

Utilizing Sustainment Management Systems

For years, Civil Engineers at the installations have been asked to use the Automated Civil Engineering System – Project Manager (ACES-PM) to identify and load valid projects across the Future Years Defense Plan (FYDP) +2. To date, we have corporately been unable to create visibility of the total cost of ownership through this process. Sustainment Management Systems (SMS) and GeoBase offer a more accurate and efficient alternative because they allow visibility of asset requirements versus projects. With a basic inventory and direct assessment, these tools can generate a lifecycle cost profile for an asset. At the strategic level, those asset profiles can be compiled to form Air Force budget profiles for installation facilities (BUILDER), pavements (PAVER), and utilities (GeoBase-interim). While this clearly does not represent the complete picture, Air Force Civil Engineering Center, Planning and Integration Directorate (AFCEC/CP) will use SMS and GeoBase as a complement to ACES-PM to maximize the Air Force’s ability to estimate true requirements and levels of service across the budget planning window. The table on the FY18-22 AFAMP Splash Page identifies the various data standards and IT systems needed to articulate the total cost of ownership across the Air Force asset portfolio. Additionally, this table establishes aggressive initial inventory and assessment timelines within each sub-activity.

These timelines will facilitate the Civil Engineering community’s ability to more accurately inform and defend the Program Objective Memorandum (POM) and align with the Office of the Secretary of Defense’s (OSD) original mandate to adopt SMS into our corporate processes by September of FY18.

Targets for FY18-22 POM Cycle

Program Objective Memorandum (POM) Cycle targets and details for each Sub-AMP are contained in respective portions of this Playbook. In general, targets for increasing the data foundations supporting asset visibility have been framed as:

Lifecycle Requirements in SMS/GeoBase: Inventory and assess 25% of Air Force physical plant by the spring of 2015 and 50% by spring of 2016. This promotes continued progress within an active 4 year plan to complete an initial full Air Force physical plant inventory and assessment by 1 MAR 2018. This aggressive timeline will support our community’s ability to inform Air Force POM build efforts with an increasingly accurate data foundation capable of communicating funding needs and impact.

Non-Lifecycle Requirements in ACES-PM: Program 100% of known requirements according to associated AMP and Sub-AMP business rules NLT 15 MAY 15.

Transferring Existing Data

Many Major Commands (MAJCOM) and installations have implemented systems designed to provide asset visibility and condition. With the Office of the Secretary of Defense mandate to use BUILDER and PAVER, and the Air Force’s decision to use GeoBase as our interim Utilities standard, we must make every effort to transition the data into these systems. If a MAJCOM or installation has asset data or surveys of any kind, please contact AFCEC/COAF, POC Mr. Bill Hawkins, bil.hawkins@us.af.mil, DSN: 523-6991, to explore avenues for transferring that data to BUILDER, PAVER, or GeoBase. This represents a great opportunity to quickly achieve asset visibility for your installation.

AMP and Sub-AMP Specific Calculations and Programming

Requirements will be developed using the minimum programming requirements and standard project titles in the AMP/Comprehensive Asset Management Program (CAMP) ACES-PM Data Entry Guide, as well as the data standards and IT systems each AMP and Sub-AMP specific business rules identify. Follow the AFCEC guidance in this Playbook for AMP and Sub-AMP requirements.

Battle Rhythm

The below graphic follows the full progression of AMP development and POM support as it occurs in a single 2+ year cycle. Rough timeframes for Civil Engineering (CE) Installation Governance Structure and AFCEC governance meetings are also depicted.

mailto:bil.hawkins@us.af.mil

Figure 2: AMP-POM Strategy Battle Rhythm

PPBE and POM Process Training

In June of 2014 AFCEC hosted a 2 day Programming, Planning, Budgeting and Execution (PPBE) training proctored by Science Applications International Corporation (SAIC). The 10 block course was tailored toward AFCEC personnel, but contains valuable knowledge everyone in the CE community should begin familiarizing themselves with.

AFCEC has made the training available through this Playbook; it covers the entire PPBE process and familiarizes the audience with terminology, timelines, corporate structure, and members' roles and responsibilities within each of PPBE’s 4 phases.

The AMP process and data foundations this Playbook supports directly feed into the larger PPBE & POM processes and will enable the CE community to communicate requirements and the impacts of varying funding levels better than it ever has before, which is a critical in a resource constrained environment. It is recommended that users take time to view the provided training material in order to gain a wider perspective of how the AF obtains funding and understand how asset visibility efforts feed into this larger process.

Slides and videos for this PPBE Training course may be found in the toolbox on this page. Because many blocks of instruction tend to build off of each-other, it is recommended that users view the videos in order along with the associated training slides for that block of instruction.

FY18-22 AFAMP – Facilities AMP

Roles and Responsibilities Data Standards, Inventory, and Assessment Guidance Facilities CAMP Guidance Data Foundations Milestones IT System and Training Resources Equipment

The purpose of the Facilities Activity Management Plan (AMP) Process is to determine future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural resources to support the Air Force mission. In short, this process is to ensure that we have the right funding, the right inventory, and the right execution strategy to sustain our ability to support mission capability requirements. This process contributes to the six Civil Engineering (CE) core capabilities as follows:

Figure 1: CE Core Tasks and Capabilities

Planning Integration: Integrates executive policies and directives to generate strategies and plans providing enterprise-wide standardized Air Force Activity Management Plan (AFAMP) guidance (Future Years Defense Plan [FYDP]+2) for installation requirement development.

Asset Visibility: Ensures Automated Civil Engineering System – Project Management (ACES-PM), Sustainment Management Systems (SMS) (e.g., BUILDER) and Space file (S-file) data are complete, accurate and continuously updated.

Requirements Identification: Analyzes SMS data and review of waste/grounds/custodial (“Big 3”) contracts to identify funding requirements. Incorporate space optimization to ensure existing facility assets are used when developing requirements where appropriate. Ensures known or anticipated changes to the portfolio (e.g., demolition and new construction) are addressed when developing multi-year requirements.

Gap/Opportunity Analysis: Identifies and evaluate alternatives for meeting requirements (e.g., consolidation and divestment [isolate, demolish, lease out]), particularly with respect to facilities and systems with low condition indexes.

Goal is to time funding of requirements to maximize facility service life and minimize total cost of ownership of assets.

Risk Assessment: Considers impacts of not funding or deferring funding of requirements, particularly with respect to impact to remaining service life and total cost of ownership of the assets, as well as effects to probability of failure, consequence of failure, and resulting mission impacts. Current and future trending analysis of SMS data, funding histories and remaining service life can reveal the effect of past investment decisions.

Execution: Reviews requirements to identify possible methods for efficient execution, e.g., strategic sourcing or multi-installation execution opportunities. Also assesses requirements in light of established Air Force Common Output Level Standards (AF COLS) levels. Considers alternatives to address impacts of unfunded requirements (e.g., divestment or privatization).

Roles and Responsibilities

Air Force Civil Engineer Center (AFCEC):

Collaborate across AMPs, Sub-AMPs and stakeholders to set enterprise wide standards for Planning Integration

Establishes Roles and Responsibilities within the asset management framework

Establishes authoritative data systems and minimum data requirements needed to make decisions and to be used in activity integration and decision tool development

Ensures that all work is standardized across AMPs and Sub-AMPs

Establishes AMP and Comprehensive Asset Management Plan (CAMP) processes to be maintained and submitted by the installations and/or Major Commands (MAJCOM)

Conducts analysis of all data sets for the purpose of enterprise metric related trends, process improvements, enterprise procurement, etc.

Maintains AMP Playbook with latest guidance and resources

Creates tests and fields standard equipment, templates and training supporting base level execution

Provides AMP data for MAJCOM and Installation review and revision

Packages AMP data with installation and/or MAJCOM input for submission to Headquarters Air Force (HAF) to inform budgetary and strategic decision making

MAJCOM:

Reviews and provides input on Playbook guidance and resources

Reviews AMP processes and data, provides additional guidance to installations and validates installation inputs

Installation:

Reviews and provides input/feedback on Playbook guidance and resources

Reviews AMP processes and data and performs adjustments to data in SMS / ACES-PM as needed

Maintains Life Cycle and Non-Lifecycle data required to provide asset visibility across the FYDP+2

Data Standards, Inventory, and Assessment Guidance

This step-by-step process provides simplified guidance for minimum BUILDER and ACES-PM data field entry requirements in support of Facilities Activity Management Plan (AMP) development. Failure to follow instructions provided within this guidance may prevent requirements from receiving prioritization and/or funding within Air Force Comprehensive Asset Management Plan (AFCAMP) development and Integrated Priority List (IPL) execution. Typically, vertical facilities can be assessed as a whole, as an individual task, or assessed per system shop personnel are out at the site executing work orders or RWP. As part of the Asset Management culture, shops should develop the practice of checking and updating BUILDER as part of their work day activities. This will facilitate complete and accurate data sets.

BUILDER Information, Training and Resources may be found in the toolbox on this page.

Step 1: Focus on inventory and assessment of worst and most important requirements First

Sub-AMP managers and Sub-AMP working groups should collectively identify the installation’s worst and most important systems requirements to best focus initial assessments and BUILDER data input efforts. The reasonable goal established for this cycle is 25% of all buildings assessed no later than 1 March 2015 and 50% of all buildings assessed no later than 1 March 2016. Focus should be to assess the worst facilities and/or systems first, working toward the overall goal of assessing 100% of facilities by 1 March 2018. The following outline includes reference tools and guidelines meant to serve as a starting point. The Operations Engineering Playbook provides instructions for pulling various Interim Work Information Management System (IWIMS) and Automated Civil Engineering

System (ACES) reports that may facilitate focus in the outlined areas below. These may be found in the Reports and Tools section of the Operations Engineering Playbook provided in the toolbox.

Focus Area Source Sub-AMP Manager and Working Group General Guidelines

Age Condition

Performance

ACES-RP

IWIMS

DSWs

Focus assessments and data entry on the installation’s systems in greatest need of future investment. These may be determined based on numbers of DSWs and/or O&M costs in conjunction with age. Existing installation data management systems and/or stand-alone trackers may facilitate this process.

Mission Dependency

Index (MDI) ≥ 80

ACES-RP

Narrow initial focus on assessment and data entry of system requirements within the installation’s most critical facilities.

Common Sense

Shop Knowledge Craftsmen Experience

Work to leverage the wisdom and experience of the craftsmen within their shops to zero in on assets, systems, and/or components that common sense clearly highlights as requiring focus within the next 10 years. This practical approach should ensure that those assets with a notional high Probability of Failure (PoF) are included in near-year requirement builds.

Table 1: Sub-AMP Working Group Resources and Guidelines

Step 2: Establish BUILDER Facility Record and Minimum System, Component, and Section Data

While the Air Force transitions to BUILDER as its primary facilities Sustainment Management System (SMS), not all facilities (assets), systems, components, and/or sections will have completed inventory and/or condition assessment data.

Before systems, components, and sections may be minimally assessed, a facility record must be created. Once a facility record is established, users may then add systems, components, and component sections to a building’s inventory (e.g.

System: HVAC, Component: Cooling Generation, Section: Condenser). Users are to populate each of these elements with as much data as is already available. At a minimum, users must identify the UNIFORMAT II (Tri-Service Standards), Level 4, Building Element Code, and provide a current rating as instructed in the Facility Condition Assessment Playbook, "Perform Assessment" Section (Playbook provided in Toolbox). These minimum data sets will facilitate AMP analysis supporting strategic and budgetary decision making while informing Comprehensive Asset Management Plan (CAMP) refinement processes prior to requirement execution years.

Sub-AMP managers will work with shop craftsmen to inventory and populate system, component, and section BUILDER data for those requirements identified in Step 1 utilizing the BUILDER Engineered Management System (EMS) Version

3.1 User-Manual and the Condition Assessment Manual V3.1.1. These may be found in the toolbox on this page.

Air Force Civil Engineering Center (AFCEC) guidance for conducting condition assessments may be found in the Facility Condition Assessment Playbook on the CE Portal.

Step 3: Sustain and maintain data

Following the completion of current Sustainable Infrastructure Assessments (SIA) and the population of facility inventories and assessments in BUILDER, installations will sustain and maintain these data sets on a regular, recurring basis. Sub- AMP managers and working groups will work with their units to include updates to BUILDER data as part of their Work Order closeouts and new equipment installation processes. Ideally, BUILDER data will be updated daily based on recurring and direct scheduled work performance per building. Sub-AMP managers and working groups must ensure that full facility condition assessments are revalidated as automatically scheduled within BUILDER and/or at least once every 4 years.

Step 4: Utilize data to analyze and fine-tune work programs

Once Building, System, Component, and Section data is completed and Direct Condition Ratings are assigned, BUILDER provides a condition index for each element. Over time, the completion of full facility system assessments and data sustainment allows BUILDER to produce reports for analysis and improvement of existing work programs. Inventory, Condition, and Functionality reports at the Complex, Facility, and/or Systems level may inform Work Order supply budgeting, benefit scheduling strategy, improve business case analyses, and/or facilitate advocacy for third party funding.

Step 5: Inform Commander decision-making and influence the Air Force budget

For the AMP to remain relevant, it must become a tool to inform commander decisions. BUILDER data is compiled within an Operational Risk Management framework for commanders’ use in developing priorities and articulating risks and opportunities to MAJCOM commanders, Air Force leadership, within the POM and ultimately the President’s Budget (PB).

Therefore, the establishment, maintenance, and sustainment of this data is essential to informing commander decisions, influencing the Air Force budget (including the local installation’s budget), and advocating for funding at the installation level.

Facilities CAMP Guidance

Programming and project scoring guidance for the Facilities CAMP can be found in the CAMP Playbook.

Data Foundation Milestones

25% 50% 75% 100%

1 MAR 15 1 MAR 16 1 MAR 17 1 MAR 18

Table 2: Facilities AMP Data Foundation Milestones

BUILDER SMS

A number of resources are available to assist civil engineers in managing the Facilities AMP. For Facilities CAMP guidance and other resources see the Toolbox on this CE Portal page and within each Sub-AMPs page.

SMS Implementation plans being developed by AFCEC/CO will be posted in the applicable AMP Toolboxes on the CE

Portal as they are published.

No special equipment is required to manage this Sub-AMP, however tablet input devices are currently being evaluated for field use.

Return to FY18-22 AFAMP Main Navigation https://app.eis.af.mil/a7cportal/CEPlaybooks/IM/AA/CAMP/Pages/PlaybookProcesses.aspx?PrintOrder=2 https://app.eis.af.mil/a7cportal/CEPlaybooks/IM/AA/AMP_4_0/Pages/default.aspx

FY18-22 AFAMP – Facilities – Accompanied Housing Sub-AMP

Data Standards, Inventory, and Assessment Guidance Data Foundations Milestones

The purpose of the Facilities - Accompanied Housing Sub-Activity Management Plan (Sub-AMP) process is to determine Accompanied Housing future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural infrastructure to support the Air Force Mission.

Housing Sub-Activity Management Plan (Sub-AMP) data is collected and maintained through the Family Housing Master Planning process, including Housing Requirements and Market Analysis (HRMA) studies, Housing Community Profile (HCP) assessments, and Family Housing Master Plans (FHMP).

Step 1: Family Housing Master Plan

Support efforts to update and maintain Family Housing Master Plan documents (e.g., HRMAs, HCPs) through data calls, site visit support, and thorough review of documents and reports.

Step 2: Migrate Data into SMS/Builder

The historic FHMP planning process created a thorough facility condition assessment and inventory data set for Family Housing assets. That data is currently housed in a proprietary contractor database (e-COMET). The Air Force Civil Engineer Center (AFCEC) is responsible for migrating enterprise-wide FHMP data into the Sustainment Management System (SMS)/BUILDER system.

Step 3: Sustain and Maintain Data

Once data migration is complete, the Air Force will be responsible for managing and maintaining inventory and condition for housing assets. To this end, updates to FHMP documents will include SMS updates in contract task orders.

Data Foundations Milestones

The following table lists key milestones for establishing a complete record of assets and associated requirements and activities in the authoritative data source.

TBD

Table 1: Accompanied Housing Sub-AMP Data Foundations Milestones

Until migrated to BUILDER, the current Information Technology (IT) system is e-COMET, a proprietary contractor database. Due to limited outside access, questions and inquiries regarding e-COMET data should be directed to the Accompanied Housing Sub-AMP Manager:

Kelly Childress (AFCEC/CPAD) Accompanied Housing Sub-AMP Manager

DSN: 969-8245

Commercial: 210-395-8245 kelly.childress@us.af.mil

A number of resources are available to assist civil engineers in managing the Accompanied Housing Sub-AMP. For Family Housing Comprehensive Asset Management Plan (CAMP) guidance and other resources, see the Toolbox on the Civil Engineering (CE) Portal.

SMS Implementation plans being developed by AFCEC Operations Directorate (AFCEC/CO) will be posted in the applicable AMP Toolboxes on the CE Portal as they are published.

No special equipment is required to manage this Sub-AMP, however tablet input devices are currently being evaluated for https://app.eis.af.mil/a7cportal/CEPlaybooks/IM/AA/CAMP/Pages/PlaybookProcesses.aspx?PrintOrder=12

FY18-22 AFAMP – Facilities – Unaccompanied Housing Sub-AMP

Data Standards, Inventory, and Assessment Guidance Data Foundations Milestones

The purpose of the Facilities - Unaccompanied Housing Sub-Activity Management Plan (Sub-AMP) process is to determine Unaccompanied Housing future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural infrastructure to support the Air Force mission.

Step 1: Identify Requirements

Identify all unaccompanied housing requirements, demolition, or change in use of surplus facilities across Future Years Defense Program (FYDP) +2.

Ensure that the Automated Civil Engineering System (ACES), BUILDER, and S-files are complete, accurate, and continuously updated.

Step 2: Align DMP requirements with BUILDER and ACES-PM

Verify that requirements identified in the Dorm Master Plan (DMP) are inventoried and assessed in BUILDER, as well as programmed in ACES-Project Management (PM) in the correct year across the FYDP. Use the DMP Dorm Inventory spreadsheet to identify the correct FYDP year to program a requirement (no later than the year the Q-Rating is projected to fall to Q3). Look for the FY Tabs across the bottom of the Excel file and filter for your installation (these are the projects that should be programmed for execution no later than that year). The second tab identifies inadequate dorms recommended for divestiture/demolition that should be programmed and/or executed in a timely manner.

Ensure that all programmed projects include the word “Dorm” in the project title.

The first order of prioritization is Q-Rating (the higher the Q-Rating, the higher the priority). The second order of prioritization is Tier Rating, which is based on the Total Facility Condition Score (TFCS) (the lower the TFCS, the higher the priority).

With the exception of emergent requirements, projects submitted for a future year Air Force Comprehensive Asset Management Plan (AFCAMP) must have been previously identified in the AMP as a FYDP requirement.

Verify that the programmed requirements are aligned with DMP recommendations and any known or anticipated changes to the portfolio (e.g., demolition and new construction) are addressed when developing multi-year requirements.

Step 3: Gap/Opportunity Analysis

Review requirements identified in the DMP and develop alternative uses for under-utilized assets (e.g., divest for alternate use or demo) (see “All Dorms for Divest-Demo” Tab in DMP Dorm Inventory spreadsheet). Consider alternative uses prior to acquiring additional assets (e.g., demo-consolidation).

Ensuring that authoritative data sources are

1 Mar 15 1 Mar 16 1 Mar 17 1 Mar 18

Table 1: Unaccompanied Housing Sub-AMP Data Foundations Milestones

Until migrated to BUILDER, the current IT system is a proprietary contractor database (e-COMET). Due to limited outside access, questions and inquiries regarding e-COMET data should be directed to the Unaccompanied Housing Sub-Activity Management Plan (Sub-AMP) Manager: Shannon Buckley, t.buckley@us.af.mil, DSN 969-8243, 210-395-8243.

A number of resources are available to assist civil engineers in managing the Unaccompanied Housing Sub-AMP. For Facilities Comprehensive Asset Management Plan (CAMP) guidance and other resources, see the Toolbox on the Civil Engineering (CE) Portal.

SMS Implementation plans being developed by AFCEC Operations Directorate (AFCEC/CO) will be posted in the

No special equipment is required to manage this Sub-AMP, however tablet input devices are currently being evaluated for

FY18-22 AFAMP – Facilities – Structures and Finishes Sub-AMP

Data Standards, Inventory, and Assessment Guidance Data Foundations Milestones

The purpose of Facilities - Structures and Finishes Sub-Activity Management Plan (Sub-AMP) process is to determine Structures and Finishes future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural infrastructure to support the Air Force mission.

The Structures and Finishes Sub-Activity Management Plan (Sub-AMP) consists of all interior/exterior finishes, flooring, windows/doors, foundations, superstructures, and steel beams to identify multi-year requirements.

This step-by-step process provides simplified guidance for minimum BUILDER data field entry requirements in support of Structures and Finishes Sub-AMP development. These are typically assessed per system as shop personnel are out at the site executing work orders or a recurring work program (RWP). As part of the Asset Management culture, shops should develop the practice of checking and updating Structures and Finishes portions of BUILDER as part of their everyday activities.

Step 1: Focus on inventory and assessment of worst and most important requirements first

Sub-AMP Managers and Sub-AMP working groups should collectively identify the installation’s worst and most important systems requirements to best focus future assessments and BUILDER data input efforts. The reasonable goal established for this cycle is 25% of all buildings assessed by 1 March 2015 and 50% of all buildings assessed by 1 March 2016. Focus should be on assessing the worst facilities and/or systems first, working toward the overall goal of assessing 100% of facilities by 1 March 2018. The following outline includes reference tools and guidelines meant to serve as a starting point. The Operations Engineering Playbook provides instructions for pulling various Interim Work Information Management System (IWIMS) and Automated Civil Engineering System (ACES) reports that may facilitate focus in the outlined focused areas. These may be found in the Reports and Tools section of the Operations Engineering Playbook.

Condition

Performance

ACES-RP

IWIMS

DSWs

Focus assessments and data entry on the installation’s systems in greatest need of future investment. These may be determined based on numbers of DSWs and/or O&M costs in conjunction with age. Existing installation data management systems and/or stand-alone trackers may facilitate this process.

Mission Dependency

Index (MDI) ≥ 80

ACES-RP

Narrow initial focus on assessment and data entry of system requirements within the installation’s most critical facilities.

Common Sense

Shop Knowledge Craftsmen Experience

Work to leverage the wisdom and experience of the craftsmen within their shops to zero in on assets, systems, and/or components that common sense clearly highlights as requiring focus within the next 10 years. This practical approach should ensure that those assets with a notional high Probability of Failure (PoF) are included in

Step 2: Establish BUILDER Facility Record and Minimum System, Component, and Section Data

While the Air Force transitions to BUILDER as its primary facilities Sustainment Management System (SMS), not all facilities (assets), systems, components, and/or sections will have completed inventory and/or condition assessment data.

Before systems, components, and sections may be minimally assessed, a facility record must be created. Once a facility record is established, users may then add systems, components, and component sections to a building’s inventory (e.g.

System: HVAC, Component: Cooling Generation, Section: Condenser). Users are to populate each of these elements with as much data as is already available. At a minimum, users must identify the UNIFORMAT II (Tri-Service Standards), Level 4, Building Element Code, and provide a current rating as instructed in Facility Condition Assessment Playbook, "Perform Assessment" Section. These minimum data sets will facilitate AMP analysis supporting strategic and budgetary decision-making, while informing Comprehensive Asset Management Plan (CAMP) refinement processes prior to requirement execution years.

Sub-AMP Managers work with shop craftsmen to inventory and populate system, component, and section BUILDER data for those requirements identified in Step 1 utilizing the BUILDER Engineered Management System (EMS) Version 3.1 User-Manual and the Condition Assessment Manual V3.1.1. These may be found in the Toolbox on this Civil Engineering (CE) Portal page.

Air Force Civil Engineering Center (AFCEC) guidance for conducting condition assessments may be found in the Facility Condition Assessment Playbook on the CE Portal.

Step 3: Sustain and maintain data

Following the completion of current Sustainable Infrastructure Assessments and/or the initial population of worst and most important facilities requirements in BUILDER, installations sustain and maintain these data sets on a regular, recurring basis. Sub-AMP Managers and working groups work with their units to include updates to BUILDER data in Work Order closeouts and new equipment installations. Ideally, BUILDER data will be updated daily based on recurring and direct scheduled work performance per building. Sub-AMP Managers and working groups must ensure that full facility condition assessments are revalidated as automatically scheduled within BUILDER and/or at least once every four years.

Step 4: Utilize data to analyze and fine-tune work programs

Once Building, System, Component, and Section data is completed and Direct Condition Ratings are assigned, BUILDER provides a condition index for each element. Over time, the completion of full facility system assessments and data sustainment allows BUILDER to produce reports for analysis and improvement of existing work programs. Inventory, Condition, and Functionality reports at the Complex, Facility, and/or Systems level may inform Work Order supply budgeting, benefit scheduling strategy, improve business case analyses, and/or facilitate advocacy for third party funding.

Step 5: Inform commander decision-making and influence the Air Force budget

For the AMP to become relevant, it must become a tool to inform commander decisions. BUILDER data is compiled within an Operational Risk Management framework for commanders’ use in developing priorities and articulating risks and opportunities to MAJCOM commanders. Therefore, the establishment, maintenance, and sustainment of this data is essential to informing commander decisions, influencing the Air Force budget (including the local installation’s budget), and advocating for funding at the installation level.

The following table lists key milestones for establishing a complete record of assets and associated requirements and

Table 2: Structures and Finishes Sub-AMP Data Foundations Milestones

A number of resources are available to assist civil engineers in managing the Structures and Finishes Sub-AMP. For Facilities CAMP guidance and other resources, see the Toolbox on the CE Portal.

SMS Implementation plans being developed by AFCEC Operations Directorate (AFCEC/CO) will be posted in the

No special equipment is required to manage this Sub-AMP, however tablet input devices are being evaluated for field use.

FY18-22 AFAMP – Facilities – Facility Space Planning Sub-AMP

Data Foundations Milestones

This section is currently under development.

The following table lists key milestones for establishing a complete record of assets and associated requirements and

TBD

Table 1: Facility Space Planning Data Foundation Milestones

SMS Implementation plans being developed by AFCEC Operations Directorate (AFCEC/CO) will be posted in the applicable AMP Toolboxes on the Civil Engineering (CE) Portal as they are published.

FY18-22 AFAMP – Facilities – Integrated Solid Waste Management Sub-AMP

Roles and Responsibilities Data Standards, Inventory, and Assessment Guidance Data Foundations Milestones

The purpose of the Facilities - Integrated Solid Waste Management Sub-Activity Management Plan (AMP) process is to determine future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural infrastructure to support the Air Force mission. In short, this process is designed to see that we have the right funding, the right inventory, and the right execution strategy to sustain our ability to support mission requirements. Specifically, this process contributes to the six Civil Engineering (CE) core capabilities as follows:

Planning Integration: Integrates Executive policies and directives to generate strategies and plans providing enterprise-wide standardized Air Force Activity Management Plan (AFAMP) guidance (Future Years Defense Program [FYDP]+2) for installation requirement development.

Asset Visibility: Ensures information for the enterprise-wide IT platform, Big 3 Service Contracts Homepage, and Air Force Common Output Level Standards (AF COLS) is complete, accurate and continuously updated.

Requirements Identification: Conducts review of Integrated Solid Waste Management (ISWM) contracts to identify funding requirements. Ensures known or anticipated changes to the portfolio, e.g., population changes, demolition and new construction, are addressed when developing multi-year requirements. Ensure contracts are built to deliver services as dictated by the published AF COLS level. Please see the AF COLS Portal (link located in the Toolbox on the CE Portal) for more information.

Gap/Opportunity Analysis: Determines if service contracts can be modified, completed with in-house personnel, reduced, or increased according to AF COLS level.

Risk Assessment: Considers impacts of not funding, particularly with respect to mission, public health, morale, and degradation of resources.

Execution: Reviews requirements to identify possible methods for efficient execution, e.g., strategic sourcing or multi-installation execution opportunities. Also assess requirements in light of established AFCOLS levels. Consider alternatives to address impacts of unfunded requirements.

Collaborates across AMPs, Sub-AMPs and stakeholders to set enterprise wide standards for Planning Integration.

Establishes Roles & Responsibilities within the asset management framework

Establishes authoritative data systems and minimum data requirements needed to make decisions and to be used in activity integration and decision tool development

Ensures that all work is standardized across AMPs and Sub-AMPs

Establishes AMP and CAMP processes to be maintained and submitted by the installations and/or MAJCOMs

Conducts analysis of all data sets for the purpose of enterprise metric related trends, process improvements, enterprise procurement, etc.

Maintains AMP Playbook with latest guidance and resources

Creates tests and fields standard equipment, templates and training supporting base level execution

Provides AMP data for Major Command (MAJCOM) and Installation review and revision

Packages AMP data with installation and/or MAJCOM input for submission to Headquarters Air Force (HAF) to inform budgetary and strategic decision making

Reviews PWS prior to bid requests on new ISWM contracts (ISWM AFCOLS Program Manager)

Reviews AMP processes and data, provides additional guidance to installations and validates installation inputs

Reviews AMP processes and data and performs adjustments to data in ACES-PM and the AFCEC “Big 3” Service Contracts SharePoint site as needed

This step-by-step process provides minimum data field entry guidance for the ISWM Facilities Sub-AMP. Failure to follow instructions provided within this guidance will generate skewed Air Force level of service costs and fail to support accurate analysis of AF COLS service as well as associated budgeting and resource decisions by senior Air Force leadership. The current AF direction is to integrate AF COLS into the Fiscal Year (FY) 17 Program Objective Memorandum (POM), timely and accurate data is crucial to facilitate this process.

Step 1: Collect ISWM data from existing service contract

Sub-AMP Managers need to examine the comprehensive delivery of ISWM services as executed locally in accordance with approved AF COLS under the 2009 ISWM PWS template. For AF COLS FY14 there will only be two categories of service: 1) General municipal solid waste and food waste (formerly separate) and 2) Installation recycling program.

Placing an economic face to the total cost of service is the first step in delivering accurate quantities and costs for the Air Force. The 2009 ISWM PWS template is located in the reference toolbox on the right hand side of the page. Installations should be able to capture the necessary Sub-AMP data using their existing contract and supporting technical exhibits.

Step 2: Navigate to AFCEC Big 3 Service Contract SharePoint site

The user accesses the Big 3 Service Contracts SharePoint Site, which as worksheets and instructions to assist with data collection efforts. For Site Access Problems: AFCEC’s SharePoint Administrator can be reached at DSN: 969-8938 or via email at: afcec.sharepoint@us.af.mil.

mailto:afcec.sharepoint@us.af.mil

Figure 2: Big-3 Service Contracts SharePoint Site

Step 3: Data entry

The user selects their base from the drop-down list and enters the data requested on the form. The general data entry rules are shown in the figure below. If data field does not apply, the user leaves the field bank blank. The user must matrix contract costs as best possible if local accomplishment does not follow template exactly. The prorating of costs is an acceptable practice. If services do not match AF COLS level, the user adds comments noting the differences. ISWM Sub-AMP data collection is expected to be accomplished only once per year in the first quarter of the FY. Additional data calls within the AMP data call process may be periodically used. Out of cycle data entry will be requested when major modifications occur to existing contracts or when new contracts are awarded.

Figure 3: New ISWM Record Screenshot

*Note ‘Annual Other Cost’ means ALL total direct and reimbursable costs, e.g. anything not directly paid for by CE (Annual CE Cost).

Step 4: PWS and other file upload

The user uploads the current PWS and contract line item number (CLIN) summary in .pdf format.

Figure 4: File Upload Screenshot

The following table lists key milestones for establishing a complete record of assets and associated requirements and

100%

FY14 Q1

Table 1: ISWM Sub-AMP Data Foundations Milestones

A number of resources are available to assist civil engineers in managing the ISWM Sub-AMP. For Facilities Comprehensive Asset Management Plan (CAMP) guidance and other resources, see the Toolbox on the CE Portal.

SMS Implementation plans being developed by AFCEC Operations Directorate (AFCEC/CO) will be posted in the

No special equipment is required to manage this Sub-AMP.

FY18-22 AFAMP – Facilities – Grounds Maintenance Sub-AMP

Roles and Responsibilities Data Standards, Inventory, and Assessment Guidance Data Foundations Milestones

The purpose of the Facilities-Grounds Maintenance Sub-Activity Management Plan (Sub-AMP) is to determine future requirements as accurately as possible enabling leaders at all levels to develop strategies to seek the resources needed and shape the inventory of built and natural infrastructure to support the Air Force mission. In short, this process is designed to see that we have the right funding, the right inventory, and the right execution strategy to sustain our ability to support mission requirements. Specifically, this process contributes to the six Civil Engineering (CE) core capabilities as follows:

Planning Integration: Integrates executive policies and directives to generate strategies and plans providing enterprise wide standardized Air Force Activity Management Plan (AFAMP) guidance (Future Years Defense Program [FYDP] +2) for installation requirement development.

Asset Visibility: Ensures information for the enterprise-wide IT platform, Big 3 Service Contracts Homepage, and Air Force Common Output Level Standards (AF COLS) is complete, accurate and continuously updated.

Requirements Identification: Conducts review of Grounds Maintenance contracts to identify funding requirements.

Ensures known or anticipated changes to the portfolio, e.g., population changes, demolition and new construction, are addressed when developing multi-year requirements. Ensures contracts are built to deliver services as dictated by the published AF COLS level (the link to the AF COLS Portal is located in the Toolbox on this CE Portal page).

Gap/Opportunity Analysis: Determines if service contracts can be modified, completed with in-house personnel, reduced, or increased according to AF COLS level.

Risk Assessment: Considers impacts of not funding, particularly with respect to mission, public health, morale, and degradation of resources.

Execution: Reviews requirements to identify possible methods for efficient execution, e.g., strategic sourcing or multi-installation execution opportunities. Also assesses requirements in light of established AF COLS levels. Consider

Collaborate across AMPs, Sub-AMPs and stakeholders to set enterprise wide standards for Planning Integration.

Establishes authoritative data systems and minimum data requirements needed to make decisions and to be used in activity integration and decision tool development

Ensures that all work is standardized across AMPs and Sub-AMPs

Establishes AMP and CAMP processes to be maintained and submitted by the installations and/or MAJCOMs

Conducts analysis of all data sets for the purpose of metric related trends, process improvements, enterprise procurement, etc.

Maintains AMP Playbook with latest guidance and resources

Creates tests and fields standard equipment, templates and training supporting base level execution

Provides AMP data for Major Command (MAJCOM) and Installation review and revision

Packages AMP data with installation and/or MAJCOM input for submission to Headquarters Air Force (HAF) to inform budgetary and strategic decision making

Provides standardized performance work statement (PWS) templates (Grounds Maintenance AFCOLS Program Manager)

Reviews PWS prior to bid requests on new contracts (Grounds Maintenance AFCOLS Program Manager)

Reviews AMP processes and data, provides additional guidance to installations and validates installation inputs

Service Contracts site as needed

This step-by-step process provides minimum data field entry guidance for the Grounds Maintenance Facilities Sub-AMP.

Failure to follow instructions provided within this guidance will generate skewed Air Force level of service costs and fail to support accurate analysis of AF COLS service as well as associated budgeting and resource decisions by senior Air Force leadership. The current Air Force direction is to integrate AF COLS into the FY17 POM, timely and accurate data is crucial to facilitate this process.

Step 1: Collect Grounds Maintenance service data from the total source of service providers

Sub-AMP Managers must examine the total set of service providers for the comprehensive delivery of grounds maintenance. There are approximately thirty individual services considered as grounds maintenance. While a grounds maintenance service contract may typically be the single tool, there are many bases that use government resources for all or partial grounds maintenance, have base maintenance contracts that may not cover all areas, and/or use supplemental contracts for various services that round out the total suite of standard PWS elements. Placing an economic face to the total cost of service is the first step in delivering accurate quantities and costs for the Air Force. Current AF COLS are based off the level of service in the 2009 Grounds Maintenance PWS (located in the Toolbox).

Step 2: Navigate to AFCEC’s Big 3 Service Contract SharePoint site

The user accesses the Big 3 Service Contracts SharePoint Site, which provides worksheets and instructions to assist with data collection efforts. For Site Access Problems: please contact AFCEC’s SharePoint Administrator at DSN: 969-8938 or via email at: afcec.sharepoint@us.af.mil.

Figure 2: Big-3 Service…