P-Plan_Revision_1_for_Implementation_of_PAD_12-03_-_Vol_1 1 .pdf

Headquarters United States Air Force

(HQ USAF)

Programming Plan (P-Plan) Revision 1 for Implementation of Enterprise-Wide Civil Engineer Transformation (PAD 12-03), Volume 1

7 January 2014

Headquarters United States Air Force

Washington, D.C.

P-Plan for Implementation of Enterprise-Wide Civil Engineer Transformation

TABLE OF CONTENTS

PURPOSE

BACKGROUND

OBJECTIVES

GUIDING PRINCIPLES

IMPERATIVES

1.0 INSTALLATION

1.1. ASSET MANAGEMENT

1.2. INSTALLATION ORGANIZATIONAL CONSTRUCT

1.3. INSTALLATION MANAGEMENT FLIGHT (CEI)

1.4. ENGINEERING FLIGHT (CEN)

1.5. OPERATIONS FLIGHT (CEO)

2.0 CE GROUPS

2.1. CE GROUPS OVERVIEW

2.2. AIR FORCE MATERIEL COMMAND (AFMC) CE GROUP/DIRECTORATE

CONSTRUCT

2.3. CEG ELEMENTS

3.0 MAJCOM

3.1. MAJCOM OVERVIEW

3.2. ASSET MANAGEMENT

3.3. INSTALLATION MANAGEMENT DIVISION (A7I)

3.4. ENGINEERING DIVISION (A7N)

3.5. OPERATIONS DIVISION (A7O)

3.6. MAJCOM ORGANIZATIONAL STRUCTURES

4.0 AIR FORCE CIVIL ENGINEER CENTER (AFCEC)

4.1. AFCEC OVERVIEW

4.2. LINES OF AUTHORITY

4.3. AFCEC SUPPORT STAFF

4.4. AFCEC DIRECTORATES/COEs

4.5. AFCEC AMP ALIGNMENT/DUTIES

4.6. PLANNING AND INTEGRATION DIRECTORATE

4.7. FACILITY ENGINEERING CENTER OF EXCELLENCE

4.8. ENERGY DIRECTORATE

4.9. ENVIRONMENTAL CENTER OF EXCELLENCE

4.10. OPERATIONS DIRECTORATE

4.11. INSTALLATIONS CENTER OF EXCELLENCE

4.12. READINESS DIRECTORATE

4.13. DIRECTOR OF STAFF

4.14. CHIEF FINANCIAL OFFICE (CFO)

4.15. CHIEF INFORMATION OFFICE (CIO)

4.16. OFFICE OF THE STAFF JUDGE ADVOCATE

PURPOSE

This P-Plan lays the groundwork for executing organizational-specific actions and processes at the base, major command (MAJCOM), and field operating agency (FOA) level which are required to support HQ USAF Program Action Directive (PAD) 12-03, Implementation of Enterprise-Wide Civil Engineer Transformation (CET). The civil engineer (CE) squadron, group, and MAJCOM organizational structures, processes, and governance across the Air Force are standardized to the maximum extent possible while accounting for mission needs and availability of manpower. The Air Force Center for Engineering and the Environment (AFCEE), the Air Force Civil Engineer Support Agency (AFCESA), and the Air Force Real Property Agency (AFRPA) merge into one FOA, which is known as the Air Force Civil Engineer Center (AFCEC). In addition, PAD 12-03 transforms key CE capabilities to achieve the best use of defense dollars, maintain CE core competencies, provide effective, “full spectrum” CE combat support, and provide efficient installation support. Those key capabilities include: strategic integration and comprehensive planning, requirements identification and program development, design and construction (D&C), operations and maintenance (O&M), environmental, real property (RP), base realignment and closure (BRAC) cleanup and disposal of property, readiness, energy, family housing and unaccompanied housing, furnishings management, and financial management (FM).

BACKGROUND

The Air Force CEs initiated CET planning in 2006 and started implementing the plan in 2007 with the approval of PAD 07-02, dated 19 Apr 2007, laying the foundation for the CET journey.

The actions outlined in PAD 12-03 continue the Air Force CE’s effort to implement a multi-pronged asset management approach to centralize, standardize, streamline, re-organize, and enhance efficiency at all levels of the CE enterprise. Through increased centralization, improved management and oversight of requirements, comprehensive program development, and efficient execution, the Air Force will better apply its limited resources and reduce risk to mission and airmen. The CET effort provides a significant portion of the overall Air Force savings in terms of dollars and manpower reductions and will improve our ability to prioritize future requirements to make the best use of defense dollars.

OBJECTIVES

This document will guide organization of CE resources and align CE processes as consistently as possible across all levels of the CE enterprise. It will address implementation considerations and actions required to accomplish the changes approved by PAD 12-03, Implementation of Enterprise-Wide Civil Engineer Transformation. This P-Plan supports CE’s strategic posturing by providing guidance which minimizes risk and preserves mission capability (MISCAP) during the accelerated CET.

GUIDING PRINCIPLES

Air Force Policy Directive (AFPD) 32-10, Installations and Facilities, requires installations to employ a sustainable asset management approach using common levels of service (LoS) by implementing activity management plans (AMP) for built and natural (B&N) assets. This approach integrates requirements to deliver installation support services needed for mission execution, provides the capability to advocate for resources, then supports allocation of the necessary resources to provide, operate, maintain, and protect facilities, infrastructure, and installations required for effective mission support worldwide at their lowest life-cycle cost.

Asset management can be defined as the expertise and processes required to integrate enterprise-wide B&N asset investment decisions using factors including mission impact, facility condition, safety deficiencies, military judgment, quality-of-life, Air Force Common Output Level Standards (AF COLS), Joint Base Common Output Level Standards (JB COLS), strategic policy directives, laws, executive orders (EXORD), and Congressional interest items. The asset management process takes these requirements and aligns them into long-term and short-term investment execution strategies. In short, asset management facilitates a centralized approach to B&N asset resource allocation decisions across the Air Force. The asset management process results in decisions from a single enterprise-perspective rather than as a series of decisions with different resource priorities from various elements within the Air Force.

The asset management process is made up of the following steps: 1) Asset visibility, data maintenance, and accountability: Collecting accurate, dynamic facility/infrastructure performance data (standardized) is the primary feedback loop informing analysts which assets need resources (manpower/money) allocated (aligned to strategic mission requirements/goals).

2) Requirements definition: Providing the capability to define the scope of and resources to operate, provide energy savings, maintain, sustain, and restore facility and infrastructure required to support installations and their missions. 3) Planning and investment strategy development: The process of developing plans that guide investment decisions that support Air Force strategic priorities and minimizes risk to mission and airmen. Includes the analysis and evaluation of requirements and opportunities using business rules (e.g., LoS, gap analysis, risk to mission, risk to airmen) to maximize beneficial value to the Air Force and return on investment (ROI). Process operationalizes asset management to support funds allocation. 4) Program development-prioritization/allocation/advocacy: Prioritizing the requirements and opportunities to develop a complete program investment plan. Air Force comprehensive asset management plan (AFCAMP) provides near term (FY+2) investments aligning with program budget authorities. 5) Project development / programming: Developing the final scope and cost solution for facility and infrastructure requirements within established priorities and resources allocation. 6) Execute the program. The term “Asset Management” refers to steps 1-6 in (Figure 1 below) their entirety, while the AFCEC led “Management of the Portfolio” refers to steps 3-6.

Figure 1: Requirements and Opportunities Investment Process

A key component of the CET and implementation of asset management is the collection and sustainment of data to assist with the identification of investment requirements and opportunities. Built infrastructure data includes asset performance data such as operating cost, energy consumption, space utilization, as well as data on facility/infrastructure condition. For natural infrastructure (NI), data on land, air, and water capacity can inform investment opportunities. LoS and associated metrics connect mission needs with support requirements.

In addition, enabling sustainment management system (SMS) tools inform the identification process by predicting life-cycle investment requirements of an asset. This data comes from the installation. In order to accurately capture this information in a standardized, repeatable process, each echelon (installation, MAJCOM, and FOA) must align processes and personnel to capture and report standardized/accurate data.

The AMPs and comprehensive asset management plan (CAMP) capture long-term investment planning and execution planning. The end state process for long term investment planning is for base activity management plans (BAMP)/MAJCOM activity management plans (MAMP) to provide unprioritized requirements to the Air Force activity management plans (AF AMP) and support the Future Years Defense Program (FYDP) +2 and the program objective memorandum (POM) process. In many cases these requirements are generated at the Air Force enterprise level using centrally managed processes. The end state process for execution planning is for the programs that are centrally managed (including housing, environmental, restoration and modernization [R&M], demolition, and others) to provide prioritized investments to the bases for inclusion in their base comprehensive asset management plans (BCAMP). These priorities are based on enterprise level analysis. The BCAMP and MAJCOM comprehensive asset management plan (MCAMP) processes will provide the necessary coordination/validation and apply any required mission aspects for consideration including emergent data/requirements for the AFCAMP process. The AFCAMP is to be developed corporately through prioritization of requirements consistent with AF COLS, JB COLS, program business rules, and Air Force investment strategy balancing the risk to mission and risk to airmen with fiscal realities.

The intent of AF COLS is to improve consistency in the delivery of installation support services across the Air Force while balancing risk, affordability, and quality of life. CE program groups will be responsible for all AF COLS within their area of responsibility. Installations will provide timely AF COLS performance reporting as well as input into the annual AF COLS change process. MAJCOMs will review installation AF COLS inputs and submit proposed changes to the annual AF COLS change process. The Air Force Office of The Civil Engineer (AF/A7C) and AFCEC will review all AF COLS submittals and provide suggested AF COLS changes to respective program groups for adjudication and appropriate vetting through the AF COLS Executive Steering Group for final disposition.

IMPERATIVES

The Air Force will redesignate AFCESA as AFCEC.

Standard operating procedures (SOP) establish relationships, governance, and other principles agreed to by the Assistant Secretary of the Air Force for Installations, Environment & Logistics (SAF/IE) and the Deputy Chief of Staff/Logistics, Installations & Mission Support (AF A4/7) related to the common functional areas assigned to SAF/IE in Headquarters Air Force Mission Directive (HAF MD) 1-18 and to AF A4/7 in HAF MD 1-38. These procedures are intended to provide for appropriate SAF/IE and AF A4/7 high- level oversight within their respective functional areas and to confirm governance structures and mutually-established principles to facilitate decision-making actions and reduce duplication of effort between SAF/IE and AF A4/7 while increasing operating effectiveness and efficiency.

Secretariat delegation of authorities will remain in place and are revised as required.

Appropriate Air Force instructions (AFI), directives, or other exercises of authority are accomplished or revised as needed to support implementation. In addition, playbooks are developed to codify new processes.

Appropriate support agreements (such as host tenant support agreement [HTSA], inter-service support agreement [ISSA], memorandum of understanding [MOU]/memorandum of agreement [MOA], interagency agreements required by Comprehensive Environmental Response, Compensation, and Liability Act [CERCLA]) are accomplished/revised as needed to support implementation.

Legislation is not required to implement these changes.

Upon redesignation from AFCESA to AFCEC, the FOA is moved, without personnel and equipment, to Joint Base San Antonio (JBSA) – Lackland Air Force Base (AFB).

Tyndall AFB and JBSA – Lackland AFB will continue to house AFCEC as the primary locations.

The AFCEC will not assume transferred workload from the MAJCOMs or installations until the corresponding resources have transferred to the AFCEC or an MOU between existing AFCEE/AFRPA and the MAJCOMs is in place.

This P-Plan does not affect any programs for the Air National Guard (ANG). ANG environmental restoration account (ERA) funds to include manpower, temporary duty, and supplies (MTS) and project funding is issued directly to the ANG by the Office of the Deputy Assistant Secretary for Budget (SAF/FMB) in coordination with the AF/A7C.

The Air Force Reserve Command (AFRC) will continue to execute authority over its CE programs as required by 10 United States Code (USC) Chapter 1803, 10 USC Chapter 8038, 31 USC 1301, and AFI 65-601 Volume (Vol) 1, Budget Guidance and Procedures.

However, the AFRC will, unless prohibited by these legal and regulatory authorities, adhere to the processes, procedures, and management principles detailed in this P-Plan.

Appropriate MOUs are prepared between AFCEE/AFRPA and AFRC to address and ensure statutory requirements and determine appropriate oversight for AFRC to conduct its fiduciary roles and responsibilities and to provide for greater overall efficiency for the Air Force.

Funding associated with ERA will continue to be centrally managed at the AFCEC.

Funding for AFCEC advisory and assistance services (A&AS) contractor support and temporary duty (TDY) travel are limited to current baseline due to fiscal constraints and restrictions on outsourcing of government activities. Decreases in these funding areas will directly decrease the AFCEC's capacity to support field units.

For the purpose of this P-Plan, direct reporting units (DRU) with CE staffs and/or CE units are treated as MAJCOMs.

The AFCEC personnel at JBSA – Lackland AFB are serviced by a single personnel office.

All AFCEC operating locations (OL) are serviced by the host installation personnel office.

Select CE positions across the enterprise are acquisition coded in accordance with (IAW) the Defense Acquisition Workforce Improvement Act (DAWIA).

Provide effective “full spectrum” combat support capabilities and efficient installation support ...“open base, operate/sustain base, recover base, close base.”

Integrate expeditionary combat and installation support activities.

Preserve “one base/one wing (WG)/one boss” concept to develop future Air Force senior leaders, but advocate/compete for centralized funding programs.

Preserve sustainment and recovery capabilities for installations.

Maintain “hands-on” and “core” installation operations.

Centralize, standardize, prioritize, and optimize the delivery of installation support to enable enterprise-wide advocacy and allocation of resources to reduce “risk to mission” and “risk to airmen”.

Preserve focus on quality of life and mission using asset management, AF COLS, JB COLS, and best life-cycle value.

Preserve lines of authority between the Office of the Secretary of the Air Force (SAF) and Air Staff.

Leverage strategic sourcing opportunities to reduce operational costs.

Leverage industry, public sector, and Sister Services’ lessons learned.

Field next generation CE information technology (IT) systems.

Obtain and sustain total asset visibility of B&N infrastructure.

Develop and utilize life-cycle SMS to define life-cycle cost for component investment and renewal requirements.

Table 1: P-PLAN IMPLEMENTATION TIMELINE

MILESTONE

OFFICE OF PRIMARY

RESPONSIBILITY (OPR)

DATE

Squadron/Group Restructure Initial Operating Capability (IOC)

1 Oct 2012

Squadron/Group Restructure Final Operating Capability (FOC)

1 Oct 2013

MAJCOM IOC 1 Oct 2012

MAJCOM FOC 1 Oct 2014

FOA IOC 1 Oct 2012

FOA FOC 1 Oct 2014

1.0 INSTALLATION

1.1. ASSET MANAGEMENT

Figure 2: Installation AMP and sub-AMP Alignment

AMP and sub-AMP definitions and activity alignment to the squadron flight structure.

Base civil engineers (BCE) may choose to further assign action officers to work specific portions of each sub-AMP.

1.1.1. Installation Management Flight AMPs:

1.1.1.1. Real Estate and Natural Infrastructure (RE&NI) AMP Activity Description/Definition/Scope: Encompasses the provision and management of the land, air, and natural water resources relating to the installation. It includes, but is not limited to: the management of land directly associated with required airspace, air quality (AQ), and frequency spectrum with respect to (WRT) CE; ensuring the land portfolio is accurately identified and recorded (e.g., military training land, non-military land, air installation compatible use zone [AICUZ], quantity distance [QD] arcs); the acquisition of additional land to meet identified future installation requirements; the leasing, sale, or other forms of disposal of surplus land; general oversight of the installation’s total land portfolio, including land leased by the USAF; the management of in-grants and out-grants; ensuring the interim care of land programmed for disposal; the management of clean-up of contaminated sites; the recreational use of the land; and the management of impacts of encroachment to NI, closed landfill sites; pests; and natural water resources (other than those related to the water supply and wastewater activities). Natural resources management (NRM) (e.g., threatened and endangered species, protection of fish, wildlife habitats and other endangered species, forests, regulatory floodplains): Encompasses minerals;

historical, archaeological and cultural resources (CR); restoration (e.g., natural resource [NR] damage, erosion management); environmental monitoring and compliance; public outreach; education and training; compliance with National Environmental Policy Act (NEPA) (environmental impact analysis process [EIAP]);

and enforcement of land use restrictions.

1.1.1.2. (RE&NI) Sub-AMP Environmental Quality (EQ) Activity Description/Definition/Scope: The EQ sub-AMP is responsible for compliance with environmental centric functions to include HazWaste management, conserving NI (e.g., air shed, surface water, natural habitats, mineral resources) to provide sufficient quantity (e.g., acreage, volume), quality (e.g., condition) to directly support military readiness and operational activities, and mission support activities by employing ecosystem management and natural infrastructure management (NIM) philosophies. Management tools include but are not limited to: integrated natural resources management plans (INRMP), natural infrastructure assessments (NIA), and other appropriate data sources and plans. It also needs to meet all applicable federal, state, local, final governing standards (FGS), Department of Defense (DOD), USAF, and host country’s national environmental directives. The EQ sub-AMP manager works closely with other sub-AMP managers to support other sub-AMPs (e.g., wastewater/stormwater area of operations (AO) to provide a comprehensive utility management capability). This sub-AMP should consider other planning processes such as range sustainment, bases comprehensive planning, encroachment prevention, bird/wildlife aircraft strike hazards, and applicable airfield management activities, when developing the sub-AMP.

1.1.1.3. (RE&NI) Sub-AMP Environmental Restoration (ER) Activity Description/Definition/Scope: The ER sub-AMP is responsible for ensuring appropriate cleanup of contaminated NI (to include munitions) to meet regulatory requirements and provide maximum availability of the assets to support mission execution.

1.1.1.4. (RE&NI) Sub-AMP Hazardous Waste (HazWaste) Activity Description/Definition/Scope: Encompasses the provision and management of HazWaste services. Ensures all applicable federal, state, local, FGS, DOD, USAF, and host country’s national environmental directives are met. Encompasses the provision and management of services related to the collection, storage, handling, packaging, and disposal of all solid waste services that are defined as HazWaste.

Services are performed pursuant to 40 Code of Federal Regulations (CFR) Part 261.3, or authorized state or host nation rules and regulations. It includes Resource Conservation and Recovery Act (RCRA), state, and FGS defined HazWaste plus HazWaste recycling.

1.1.1.5. (RE&NI) Sub-AMP Real Estate Transactions (RET) Activity Description/Definition/Scope: The Installations Center of Excellence (ICE) is currently developing this new activity.

1.1.1.6. (RE&NI) Sub-AMP Leased Space Activity Description/Definition/Scope: The ICE is currently developing this new activity.

1.1.1.7. Facilities (F) Sub-AMP Accompanied Housing Activity

Description/Definition/Scope: The accompanied housing sub-AMP manager is responsible for government owned, leased, and privatized housing activities and furnishings. For locations with privatized housing, the requirement for operations, supplies, services and furnishings are maintained in the government housing office operations. For outside the continental United States (OCONUS) housing locations, the requirement for operations, supplies, maintenance, repair, renovation and/or replacement, services, and furnishings are maintained in the government housing office operations. Funding is handled through the FinPlan process. The family housing action officers coordinate programming of projects and opportunities recommended by the housing master plan for improvement, repair and sustainment of family housing as well as the demolition or change in use of surplus facilities.

1.1.1.8. (F) Sub-AMP Unaccompanied Housing Activity Description/Definition/Scope:

Encompasses unaccompanied housing management, renovation, repair and replacement including unaccompanied housing furnishings and supplies. The installation unaccompanied housing sub-AMP manager advocates and coordinates requirements at quarters improvement committee (QIC) meetings, and with the Facilities AMP manager. The installation unaccompanied housing sub-AMP manager prepares an annual quarters improvement plan (QIP) to identify furnishings requirements for AMP and POM builds. Additionally, the unaccompanied housing sub-AMP manager coordinates support for the development of the dormitory master plan (DMP). The unaccompanied housing sub-AMP managers coordinate programming projects or opportunities recommended by the DMP for improvement, repair, and sustainment of unaccompanied housing as well as demolishing or changing the use of surplus unaccompanied housing.

1.1.1.9. (F) Sub-AMP Facility Space Activity Description/Definition/Scope: At the installation level, the Facility Space sub-AMP manager is responsible for space management.

The role of Facility Space management involves leading both the space accountability and space planning functions to ensure the installation is meeting mission facility space needs while minimizing facility footprint and associated costs.

Space accountability includes working with customers requesting space, evaluating space requests against existing standards, and processing space requests through the Facility Board as appropriate. Space accountability requires space utilization surveys as often as necessary to support the space request process and meet installation needs, but no less than every five years as part of the RP facility review.

The Facility Space sub-AMP process includes all on-base space accountability (with exception of military family housing [MFH]) and unaccompanied housing which are covered under their respective sub-AMPs) as well as off-base leased space. Space accountability is the responsibility of the Installation Management Flight (CEI)/Real Property Office (RPO), and requires support from the Engineering Flight (CEN)/Geo Integration Office (GIO) providing spatial data updates and the Engineering Flight/Program Development section to evaluate space requests against existing standards and policy/guidance. Space planning is the analysis of current space utilization and identification of underutilized space and opportunities for infrastructure reduction, to include consolidation. Space planning is critical in support of facility consolidation and demolition opportunities to minimize facilities and associated costs as called out in AFPD 32-10. Space planning captures opportunities for more efficient facility space use in installation space optimization plans (a component of the Installation Development Plan [IDP]) and informs MAJCOM space management plans. Space planning is the responsibility of the Engineering Flight/planning. The installation BCE has the flexibility to assign the Facility Space sub-AMP manager role to either the Installation Management Flight or Engineering Flight based on available manpower. At the MAJCOM, the Facility Space sub-AMP manager is responsible for strategic space planning, which is the analysis of current space utilization in conjunction with upcoming space needs. Space planning ensures existing space is used efficiently to support current mission needs as well as future beddowns, realignments, or other strategic initiatives. The MAJCOM Facility Space sub-AMP manager is responsible for identifying and planning complex reduction efforts at installations where opportunities for large-scale reduction exist.

1.1.2. Engineering Flight AMPs:

1.1.2.1. Facilities AMP Activity Description/Definition/Scope: Encompasses the planning, design, construction, operation, maintenance, repair, sustainment, restoration and modernization, and demolition of facility assets, including housing (e.g., unaccompanied housing, accompanied housing), as well as facility space accountability, space planning, and service contracts (solid waste/grounds/custodial).

There are several sub-AMPs that support the Facilities AMP. There are also Facilities sub-AMPs (e.g., unaccompanied housing sub-AMP) that are more service related and are aligned to provide the support for all facilities. Any Facility activity support not specifically assigned to a separate sub-AMP is the responsibility of the Facilities AMP.

1.1.2.2. (Facilities) Sub-AMP Facilities Structure and Finishes Activity Description/Definition/Scope: The Facilities Structure and Finishes sub-AMP manager is responsible for those systems consistent with UNIFORMAT II substructures, shell, and interiors including roofs, interior/exterior walls, windows and doors, floors and foundations, and stairs. The Facilities Structure and Finishes sub- AMP manager is responsible for the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility related assets and associated FYDP+2 requirements identification. The Facilities Structure and Finishes sub-AMP manager works closely with technical staff knowledgeable in the different systems. BCEs may choose to further assign sub-AMP managers to work specific portions of this sub-AMP.

1.1.2.3. (RE&NI) Sub-AMP Land Management Activity Description/Definition/Scope: The Land Management sub-AMP manager is responsible for ensuring sufficient quantity, quality, and arrangement of land as a platform for mission sustainment. The sub- AMP includes, but is not limited to, range sustainment, pest management, compatible land use and encroachment prevention, bird/wildlife aircraft strike hazards, and applicable airfield management activities. Management tools include encroachment prevention plans, IDPs, etc. The Land Management sub-AMP manager coordinates with other sub-AMP managers as required (e.g., the wastewater/stormwater sub-AMP manager regarding watershed issues). The sub- AMP land manager is also responsible for coordinating with housing to ensure they track the location of the privatized housing area at continental United States (CONUS) bases.

1.1.3. Operations Flight AMPs:

1.1.3.1. Airfield and Transportation Networks (A&TN) AMP Activity Description/Definition/Scope: Encompasses the provision and management of infrastructure networks to enable the safe and efficient movement of people, equipment and material across the installation and airfield pavements to enable the safe and efficient movement of air and space craft.

1.1.3.2. (A&TN) Sub-AMP Pavements Activity Description/Definition/Scope: The Pavements sub-AMP manager is responsible for all Air Force-owned roads, bridges, parking lots, curbs and gutters, traffic signals, signage, marking, sidewalks, walkways, rail systems, and docks. This also includes traffic management and planning. The Pavements sub-AMP manager works with the Facilities AMP manager regarding docks that are part of buildings. If the dock is a separate structure, the pavements action officer has primacy. If the dock is part of a building, the Facility AMP manager has primacy. The Pavements sub-AMP manager is jointly responsible for the FYDP+2 infrastructure pavements and traffic/traffic controls plans.

1.1.3.3. (A&TN) Sub-AMP Airfield Pavements Activity Description/Definition/Scope: The Airfield Pavements sub-AMP manager is responsible for all Air Force-owned airfield pavements including runways, taxiways, aprons, and miscellaneous airfield pavements. This includes signage, pavement markings, and aircraft arresting systems (AAS). The Airfield Pavements sub-AMP manager is jointly responsible for the FYDP+2 infrastructure pavements and traffic/traffic controls plans.

1.1.3.4. Utilities AMP Activity Description/Definition/Scope: Encompasses the provision and management of water supply, wastewater, energy, and fuels services. This includes the management of supporting infrastructure networks and meeting regulatory requirements, such as EQ and public health permitting, sampling, analysis, and reporting IAW applicable laws and regulations. Real property installed equipment (RPIE) generators and equipment authorization inventory data (EAID) generators:

responsibilities include airfield, roadway, area, and security lighting, lightning protection, grounding and bonding systems, and cathodic protection (CP).

1.1.3.5. (Utilities) Sub-AMP Electrical Activity Description/Definition/Scope: The Electrical sub-AMP manager is responsible for all Air Force-owned electrical power production and transmission systems within the base boundary normally up to the five foot line of serviced structures, and service contract oversight for electrical distribution systems within the base boundaries that have been privatized IAW 10 USC 2688.

This includes overhead and underground distribution lines, substations and switching stations, generation plants, and poles. An exception to the five foot line rule is where electrical service entrances exceed 600 volts. Responsibilities include airfield, roadway, area and security lighting, lightning protection, grounding and bonding systems, and CP. Responsibilities also include arc flash, relay coordination, and electrical system modeling programs. The electrical sub-AMP manager provides facility industrial control systems (ICS) inputs to the Facilities AMP manager.

Generator fuel supplies to meet emergency electrical requirements are sub-AMP manager responsibilities only in the sense of ensuring adequate tankage, not day-to-day operational fueling. The Electrical sub-AMP manager is responsible for FYDP+2 infrastructure plans to include electrical, CP, and airfield lighting plans. Airfield and roadway lighting/lightning protection systems and AAS are also covered in the A&TN AMP, so must coordinate with A&TN Airfield Pavements sub-AMP manager for requirements. Provide facility ICS inputs to the Facilities sub-AMP manager.

1.1.3.6. (Utilities) Sub-AMP Wastewater/Stormwater Activity Description/Definition/Scope:

The Wastewater/Stormwater sub-AMP manager is responsible for all Air Force-owned and privatized industrial wastewater, domestic wastewater, and stormwater systems. This includes lift stations, collection lines, manholes, wastewater treatment plants, oil/water separators, and other pre-treatment units: storm water pipes, swales, detention/retention areas, and outfalls. The Wastewater/Stormwater sub- AMP manager also works closely with the Land sub-AMP manager to provide watershed-level stormwater planning. The Wastewater/Stormwater sub-AMP manager has primacy for all related manmade structures and the Land sub-AMP manager consults regarding the effects those structures (or the lack thereof) have on the watershed. Coordination between affected sub-AMP managers is essential; the dividing line is the five-foot line for facilities under the Facilities AMP manager and paved surfaces for A&TN sub-AMP managers. The Wastewater/Stormwater sub- AMP manager is responsible for the FYDP+2 infrastructure wastewater and storm drainage plans.

1.1.3.7. (Utilities) Sub-AMP Potable/Non-Potable Water Activity Description/Definition/Scope: The Potable/Non-potable Water sub-AMP manager is responsible for all Air Force-owned and privatized potable water, non-potable water, and fire emergency services (FES) systems up to the five foot line of structures. This includes wells, distribution lines, potable water treatment plants, wastewater treatment plants, pumps, valves, hydrants, and storage. The Potable/Non-potable Water sub-AMP manager is responsible for the FYDP+2 infrastructure water plan.

1.1.3.8. (Utilities) Sub-AMP Mechanical Distribution Activity Description/Definition/Scope:

The Mechanical Distributions sub-AMP manager is responsible for all facilities that are for the sole purpose of providing transmission, monitoring, and maintenance support to the distribution system. This includes all Air Force-owned and privatized non-electric energy transmission systems (natural gas, hot water, steam) within the base boundary up to the five foot line of structures. The Mechanical Distribution sub- AMP manager is also responsible for all facility-specific heating, ventilation, and air conditioning (HVAC) systems and facility mechanical rooms. The Mechanical Distribution sub-AMP manager is responsible for FYDP+2 infrastructure plans to include natural gas and HVAC plans.

1.1.3.9. (Facilities) Sub-AMP Waste/Grounds/Custodial Services (Service Contracts) Activity Description/Definition/Scope: The Waste/Grounds/Custodial Services (Service Contracts) sub-AMP manager is responsible for all integrated solid waste management (ISWM) activities, to include municipal solid waste, industrial solid waste, and construction and demolition debris. This includes collection and disposal services, composting operations, mulching operations, recycling operations, qualified recycling programs (QRP), rubble yards, borrow pits, construction debris staging, monofills, and landfills on station. The Waste/Grounds/Custodial Services (Service Contracts) sub-AMP manager is responsible for ensuring sufficient resources and future capacity to support ISWM activities for mission sustainment. The Waste/Grounds/Custodial Services (Service Contracts) sub-AMP manager is responsible for the overall accountability of maintaining installation grounds (according to AF COLS authorizations or JB COLS) and custodial services for the overall accountability of maintaining installation custodial service contracts (according to AF COLS authorizations or JB COLS). Includes, but is not limited to:

grass care, maintaining overland drainage features, the planting and maintenance of trees, shrubs and landscape surfaces, operation, maintenance, and replacement of existing irrigation systems, and other work associated with ensuring that the installation grounds are maintained in a sustainable and professional state. May also include pest management.

1.1.3.10. (Facilities) Sub-AMP Mechanical/HVAC Systems Activity Description/Definition/Scope: The Mechanical/HVAC sub-AMP manager is responsible for those systems consistent with UNIFORMAT II mechanical systems and conveying systems including cooling, heating, ventilating, and elevators. The Mechanical/HVAC sub-AMP manager is responsible for the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility-related mechanical/HVAC assets and associated FYDP+2 requirements identification. The Facilities Mechanical/HVAC sub-AMP manager works closely with technical staff knowledgeable in the different systems.

1.1.3.11. (Facilities) Sub-AMP Facilities Interior Utility Systems Activity Description/Definition/Scope: The Facilities Interior Utility Systems sub-AMP manager is responsible for those systems consistent with UNIFORMAT II plumbing systems, electrical systems, and FES including interior water and wastewater, fire suppression, lighting, alarms, and interior electrical. The Facilities Interior Utility Systems sub-AMP manager is responsible for the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of facility-related assets and associated FYDP+2 requirements identification. The Facilities Interior Utility Systems sub-AMP manager works closely with technical staff knowledgeable in the different systems. BCEs may choose to further assign sub-AMP managers to work specific portions of this sub-AMP.

1.1.4. AMP Manager Duties:

1.1.4.1. Responsible for data related to and management recommendations for a system or systems at the base level

1.1.4.2. Manages the planning of an activity and integrates the sub-activities into the BAMP and integration of their activity into the BCAMP

1.1.4.3. Facilitates integration of sub-activity managers’ requirements and priorities into BAMP and BCAMP to assess the activity, identify requirements, and effectively plan, program, budget, and execute resources necessary for optimal life-cycle operation of the activity using a risk-based approach; balance risk to mission and risk to airmen.

The AMP manager will facilitate planning, programming, budgeting, and execution

(PPBE)

1.1.4.4. Manages the development and monitoring of metrics in assigned B&N infrastructure by tracking and evaluating goals, metrics, and trends ensuring the activity meets or exceeds all key performance indicators (KPI) to deliver optimal service. Monitors and reviews CE LoS, measures/tracks metrics

1.1.4.5. Assists in defining/prioritizing requirements within the respective activity, identifying and working to resolve issues

1.1.4.6. Functionally responsible to ensure the inventory of B&N assets reflects a sufficient level of detail to manage condition

1.1.4.7. Evaluates whether the repair or replacement recommendations from SMS (e.g., NexGen IT, BUILDER) are valid by using their knowledge of built assets and its related data

1.1.4.8. Utilizes SMS (e.g., NexGen IT, BUILDER) to identify FYDP +2 investment requirements to repair/sustain systems throughout their life-cycle. Participates in

BCAMP development for execution planning as well as BAMP development for strategic investment planning.

1.1.4.9. Compliance with asset management processes related to B&N asset management;

conducts/supports staff assistance visits (SAV)/inspections and compliance visits

1.1.4.10. Reviews and consolidates inspection requirements for non-preventive maintenance inspection (PMI) items or other specialized inspections

1.1.4.11. Conducts regular quality assurance (QA) reviews of SMS data to ensure accuracy.

Ensures SMS data remains current and updated and reflects a true picture of the current status/health of covered systems

1.1.5. Additional AMP Manager Duties for Built Assets:

1.1.5.1. Ensures that SMS (e.g., NexGen IT, BUILDER) reflects an accurate built asset and RPIE inventory for assigned buildings and that the built asset-RPIE relationships are established

1.1.5.2. Supports condition assessments/inspections and ensures relevant data is entered into the SMS for visibility and analysis. AMP managers at the installations are responsible for ensuring the accuracy and timely entry of relevant data. Analyzes assessment data to ensure it accurately reflects the condition of the asset

1.1.5.3. Works with preventive maintenance (PM) manager (operations flight), PM craftsman (located in the operations flight), and engineering flight to ensure inspection protocols are completed and that condition assessment data in the built asset inventory are updated as a result of PMI results

1.1.5.4. Performs analysis using the facility condition index (FCI), remaining service life (RSL), mission dependency index (MDI), PM/corrective maintenance, and defined condition standards and other factors (non-condition based) to identify requirements that need sustainment, or restoration and modernization funding. Responsible for a complete list of work requirements with parametric cost estimates

1.1.5.5. Performs work planning to include development of the maintenance execution plan (MEP), maintenance action plan (MAP), and the long range maintenance plan (LRMP) based on available funds and budgetary constraints. This involves grouping requirements into projects or opportunities and developing a detailed, fundable cost and work estimate for projects or opportunities on the MEP and MAP working with other flights in the squadron

1.1.6. Sub-AMP Manager Duties:

1.1.6.1. Sub-AMP Manager: Sub-AMP managers are responsible/accountable (as it relates to activity ownership) to the BCE leadership to provide the activity to the customer, as long as needed. Accountability is limited by scope of duties of the employed position. Accountability is the acknowledgment and assumption of responsibility for actions, products, decisions, and policies including the administration, governance, and implementation within the scope of the employment position and encompassing the obligation to report, explain, and be answerable for resulting consequences. An activity is defined as a particular service (or group of services) that an organization provides or a specific action or process undertaken by a government to convert resources to products or services (outputs). Examples of activities include providing electrical power, providing unaccompanied housing, etc. The sub-AMP manager is the individual who has been assigned ultimate responsibility for a system or systems at the MAJCOM or installation level

1.1.6.2. Responsibility for a sub-activity at the base level, ensures accurate accountability of sub-AMP asset inventories

1.1.6.3. Continuously monitors and assesses the sub-activity asset condition performance and highlights sub-standard asset performance using data on energy use, system reliability, and plant operations cost

1.1.6.4. Evaluates and diagnoses root cause of assets demonstrating sub-standard performance

1.1.6.5. Defines requirements and/or validates pre-existing SMS-defined life-cycle requirements to correct root cause of deficiencies/issues

1.1.6.6. Makes decision/recommendation on how to correct deficiencies/issues

1.1.6.7. Continuously improves base level processes and provides input to MAJCOM/AFCEC to continuously improve AMP/MAJCOM/AFCEC processes and change playbooks

1.1.6.8. Leverages data analysis tools (e.g., SMS) to help develop sub-activity requirements/solutions

1.1.6.9. Applies/evaluates KPIs, targets, and measures to determine pre- and post-execution sub-activity performance and trends

1.1.6.10. Ensures requirements are developed using a balanced risk management approach and prepares sub-activity requirements and priorities to enable Headquarters Air Force (HAF) and AFCEC portfolio management (PfM) and centralized funding models

1.1.6.11. Supports BAMP development through requirements/solutions identification across the FYDP+2

1.1.6.12. Assists with BCAMP build – communicates relative importance/rank of sub-activity requirements and proposes actions and execution methodologies

1.1.6.13. Effectively plans, forecasts, and advocates for resources (e.g., manpower, money).

Ensures requirements use risk based approaches to optimize life-cycle operation and support strategic goals

1.1.6.14. Ensures discipline to and utilization of standardized sub-activity processes and data models

1.1.6.15. Finds opportunities to efficiently execute limited funding (e.g., strategic sourcing) invested in the most critical facilities first IAW AMPs

1.2. INSTALLATION ORGANIZATIONAL CONSTRUCT

Figure 3: Installation Organizational Construct

Details for Readiness and Emergency Management (R&EM), Explosive Ordnance Disposal

(EOD) and FES are not described in this P-Plan because they have not been re-organized as a result of PAD 12-03.

*Note: Missile Engineering Flight (CEM) approved Air Force Global Strike Command (AFGSC) variance.

1.3. INSTALLATION MANAGEMENT FLIGHT (CEI)

1.3.1. CEI OVERVIEW

1.3.1.1. The installation management flight melds the FM and resource advocacy functions found in the former resources flight with asset management flight’s capital asset functions (housing, dormitory, and furnishings management) and is focused on optimizing the installation's B&N assets. The resources, force management, RP, and housing management elements of this flight retain the same responsibilities they held following PAD 07-02.

1.3.1.2. Asset management alignment in the installation management flight – the following AMP manager as well as sub-AMP managers reside within this flight:

Activity Management Plans (1 AMP):

o RE&NI AMP

AMP Manager Duties: see Appendix I, Section 1.0

Sub-Activity Management Plans (6 sub-AMPs):

o RE&NI sub-AMP: EQ o RE&NI sub-AMP: ER o RE&NI sub-AMP: HazWaste o RE&NI sub-AMP: Transactional/Leased Space o Facilities sub-AMP: Accompanied Housing o Facilities sub-AMP: Unaccompanied Housing o Facilities sub-AMP: Facility Space

Sub-AMP Manager Duties: see Appendix I, Section 1.0

1.3.2. ORGANIZATIONAL CONSTRUCT

Figure 4: Installation Management Organizational Construct

Note: The five digit organization structures above are used if resources are available.

Variations to the five digit organizational structure shown above are not authorized, unless an organizational change request (OCR) is submitted IAW AFI 38-101, Air Force Organization. If necessary due to the size of the organization, six digit organizational structures may be authorized on a case-by-case basis pending OCR approval.

1.3.3. ELEMENTS

For detailed task listings for each element in the installation management flight, please see Appendix I, Section 2.0 – Installation Management Base Level Flight Tasks (BLFT).

1.3.3.1. ASSET ACCOUNTABILITY (CEIA)

1.3.3.1.1. The asset accountability element will only be created if the total number of personnel in this element warrants it. If not warranted, each of the entities of RP, resources, force management, and NexGen IT administrator will report directly to the Installation Management Flight Chief.

1.3.3.1.2. RP will ensure an accurate inventory of the installation’s RP portfolio and facilitate optimum use of RP assets and will work closely with AFCEC ICE. The

RP section of the asset accountability element provides and manages activities relating to RP accountability and reporting, to include acquisition and disposal of RP assets. Space accountability is the responsibility of the RPO and is completed in this element, to include accounting for facility space in the space-file (S-File)/NexGen IT by ensuring data accurately reflects current space use and is regularly updated and maintained.

1.3.3.1.3. Resources will continue to provide financial planning, budgeting, and cost accounting for the BCE and will assist the other flights in their business models by advising them on their financial strategies and risks, and ensuring expenditures meet flight and squadron goals. They will maintain liaison with the base comptroller and serve as the CE squadron (CES) advisor to the base financial working group (FWG).

1.3.3.1.4. Force management will act as the focal point for BCE manpower and personnel issues. This element will advise other flights on effective and efficient manpower strategies. They will develop human resource plans, support manpower analysis, and serve as the squadron liaison to the base manpower office.

1.3.3.1.5. NexGen IT element will act as the focal point for sustaining the unit's CE legacy IT systems (Interim Work Integrated Management System [IWIMS], Automated Civil Engineer System [ACES], etc.). Over the next few years, a more robust and powerful information management tool (NexGen IT) will be introduced. It is undetermined just how far the new NexGen IT system will go in replacing the different CE legacy systems; so this element’s focus will grow to provide the Functional Systems Administrator (FSA) function for both the CE legacy and NexGen IT systems simultaneously. They will hold expertise in the various client software applications and design and assist with end-user applications, data management/mining functions, and perform applicable system maintenance functions. The intent is to code these positions as FSA as their duties will vary greatly from the standard Computer Systems Administrator (CSA) roles based on the already established consolidated customer service/support function.

1.3.3.2. HOUSING MANAGEMENT (CEIH)

1.3.3.2.1. Housing management ensures eligible personnel and their families have access to affordable, quality housing facilities, and services. This element is responsible for family, unaccompanied and privatized housing programs, leased housing, general officer homes (GOH), housing referral and relocation services, and the installation furnishings management program. The element provides management oversight and compliance of the privatized housing project in cooperation with developers, private owners, and managers.