SMS Playbook Consolidated.pdf

Updated 01.28.2022

Air Force Civil Engineer Sustainment Management Systems Playbook

Sustainment Management System Playbook

SMS – Overview Introduction

Base-Level Application

Real Benefits

Good Data Rolls Up

OSD Requirements

Implementation Support

More than a Mandate

Policy Adherence

Playbook Purpose

Operations Flight Labor Reporting for SMS Activities

Frequency of SMS Assessments

We are now sustaining an AF-wide facility condition assessment (FCA) process that follows standard processes throughout the AF for all built infrastructure. The ability to anticipate built infrastructure failures, thereby minimizing emergency response to failures as part of daily operations, has arrived and is changing how we budget, plan, and prioritize built infrastructure requirements. Bases that have embraced this paradigm shift will reap the benefits much earlier than bases that have not. The Air Force Civil Engineer Center Operations Directorate (AFCEC/CO) is actively managing the Air Force-wide sustainment of the Sustainment Management System (SMS), a suite of web-based software applications developed by the Army Corps of Engineers to help leadership, civil engineers, technicians, and Activity Management Plan (AMP) Managers and Sub-AMP Managers influence when, where, and how to best maintain the AF’s built infrastructure. Figure 1 below details the different SMS systems and their corresponding applications.

In the near future, the current suite of software applications will be replaced by the Enterprise SMS (ESMS), a modernized software application suite that combines all current SMS software applications into a single integrated suite with modules established for all the categories of infrastructure and facilities. According to the current development schedule the ESMS is schedule for full operational capability during FY 25.

Sustainment Management System Applications

Figure 1 Sustainment Management Systems

Base-Level Application At the installation level, SMS provides scenario, trend, and cost analysis capabilities. SMS automates the means of exploring different action plans under various budget scenarios. SMS’s Work Item Cost Analysis tool determines the return and return-on-investment (ROI) for each work activity type (i.e., do nothing, stop gap repair, repair, replace) to identify the most cost-effective options, showing the benefits of repair versus replacement as well as the consequences of deferring work for a given item. This makes multi-year work plans easier to formulate and funding requests easier to justify. Further, base personnel can analyze the total dollar amount attributed to an asset (e.g., an HVAC unit) over its lifespan against its relative condition, perform root cause failure analysis, determine whether a project exists to remedy the current problem, and initiate service requests to best address newly validated requirements.

SMS’s condition index trend analysis can search through base inventory to forecast the best time to initiate maintenance or repairs several years in advance, thereby helping bases prepare out-year budgets and lower the total asset lifecycle cost of ownership. Bases can anticipate the optimum time frame (i.e., the “sweet spot”) to repair specific components and minimize the penalty cost increases incurred from deferring maintenance, and can later determine whether work performed did actually reduce the number of issues recorded against a given asset resulting in lifecycle cost savings. Work items not completed in one year will be generated the following year at a higher cost due to inflation and additional deterioration. Constrained scenario analysis provides insight into what portion of the inventory will suffer at any given funding level. As a result, bases can achieve optimal facility performance out of the repair dollars invested.

Real Benefits Even in its early stages, users of an SMS realized the benefits of this powerful tool. To be able to realize the benefits of SMS and implement proactive asset management principles, bases must establish and maintain an updated inventory of their facilities along with current assessments. With the help of AFCEC’s Asset Management Team (AMT), installation Operations Engineering personnel worked SMS BUILDER implementation. Prior to SMS implementation, facility assets only gained attention if something broke, while other unidentified issues existed and were left to fester and eventually fail. This drives to the basic principle of SMS: current condition assessments enable proactive corrective maintenance and minimize reactive service requests.

Looking into the future, powerful data visualization tools are currently being developed with early versions already fielded for initial use. These data visualization tools automate graphic presentation of the current and predicted conditions of facilities, systems, and potentially even components within systems, enabling civil engineer leaders from work team, to shop level, to flight, squadron, group and major command levels to quickly understand the current and future condition of critical infrastructure assets. These facility conditions can be aligned visually with current labor efforts to repair assets, and these analyses provide valuable insight on how to invest available resources for the maximum positive impact. With this type of powerful insight, civil engineers will proactively resolve problems before they occur, resulting in highly reliable, right-sized, agile infrastructure that fully supports whatever missions demand.

Good Data Rolls Up SMS provides enterprise-wide asset visibility of condition and geographic data, enabling higher levels of CE leadership to project long-term built infrastructure requirements. The Installation Health Assessment (IHA) long term analysis developed by HQ IMSC was based on facility BUILDER data and visually illustrated to AF leadership the future impacts over a 50-year time horizon of the various possible levels of built infrastructure funding and clearly demonstrated the tremendous value of accurate, complete, and current SMS data. SMS data can also supplement or validate requirements models for the development of installation Activity Management Plans (AMPs) that feed the Program Objective Memorandum (POM) process and support the development of projects for inclusion in the AF Comprehensive Asset Management Plan (AFCAMP). The Air Force can truly operationalize asset management principles in its real property built infrastructure portfolio based on refreshed data, which is essential in a highly resource-constrained environment. This can be done for large centrally funded infrastructure investment programs as well as for in-house work task completion targeted at “sweet spot” component replacements.

OSD Requirements In addition to the urgency in managing CE’s built infrastructure portfolio, the DoD mandated that all facilities and components in the Real Property Asset Database (RPAD) be inspected and rated using SMS or alternate data system which generates Facility Condition Index (FCI) by September 2017 to coincide with concurrent Financial Improvement and Audit Readiness (FIAR) requirements. Historically, the Air Force used different methodologies (ex: E-Comet) for assessing the condition of its assets, but with the 2013 DoD mandate, this approach has changed and become consistent across each of the military Services and DoD Agencies. This resulted in the ability to consistently plan, program, and budget work for facilities throughout the DoD. Further, it enabled the connection between asset management best practices and resulting benefits, such as reduced workloads and better-targeted project funding based on more refined future year requirements. There is an ongoing need to provide guidance (i.e., a standard assessment process) to the field to both achieve and sustain the mission of standardizing, collecting, analyzing, validating, and maintaining accurate horizontal and vertical infrastructure data to support resource allocation and operational decisions.

Implementation Support To deploy and optimize the use of SMS, comply with the DoD mandate, and ultimately operationalize asset management principles across the AF CE Enterprise, AFCEC/CO has developed this SMS Playbook to provide standardized, base-level guidance for sustaining facility inventories and conducting facility condition assessments.

This Playbook incorporates input (e.g., successes, best practices, lessons learned) from Operations Engineering Elements at several bases. Sections on SMS-specific guidance (e.g., BUILDER Supplemental Guidance, etc.)

describe roles and responsibilities, desired outcomes, data sources, references, prioritization criteria, and practical examples for leveraging the SMS outputs to inform requirements identification, development, and accomplishment.

More than a Mandate As a primary element of CE Transformation and CE’s Asset Management philosophy, SMS represents a shift to a proactive versus reactive asset management strategy. Instead of keeping assets operational throughout their lifecycle by relying primarily on corrective repairs (after a system or component has failed due to significant loss of function), this strategy focuses on predicting and completing condition-based repairs. Anticipating and completing repairs can be accomplished prior to system failure with the support of SMS, resulting in higher performing assets at lower lifecycle costs. Base-level users are operating a powerful, user-friendly tool to support improved daily operations, and AFCEC, IMSC, and Headquarters AF/A4C will achieve enterprise-wide asset visibility to inform wide-scale resource allocation and strategic planning efforts. SMS establishes a knowledge base that makes built infrastructure data more complete, consistent, reliable, and accessible to AF CE personnel at all levels. All CE personnel must strive to fully operationalize asset management.

Policy Adherence Table 1 below highlights the primary policy drivers of the SMS process. For a more detailed explanation, see the DoD Memorandum, Standardizing Facility Condition Assessments, in the References section of this Playbook.

POLICY APPLICABILITY

Executive Order (EO) 13327, Federal Real Property Asset Management (2004)

• Requires all DoD Components to adopt a common process for conducting FCAs

• Requires a Facility Condition Index (FCI) to be recorded for all real property assets. Per Real Property Inventory Reporting guidelines, Condition Index (CI) is a required data element for all real property assets and is defined as, “a general measure of the constructed asset’s condition at a specific point in time. CI (also referred to as Facility Condition Index [FCI]), is calculated as the ratio of Repair (and Maintenance) Needs to Plant Replacement Value

(PRV).”

National Defense Authorization Act (NDAA)

• Identified September 30, 2017 as date when DoD financial statements shall be audit ready (FCIs for every asset in the RPAD are a necessary metric for audit readiness). NOTE: This effort continues—some statements missed deadline.

POLICY APPLICABILITY

DoD Memorandum, Standardizing Facility Condition Assessments (2013)

• Requires all DoD Components to adopt a common process that incorporates the SMS modules developed by the USACE ERDC’s CERL

• Requires all DoD Components to properly record an FCI for each Real Property asset on their installations in their respective real property databases

AFI 32-1001, Chapter 4

• Requires Operations Flights to collect, input, maintain, and update data utilizing AF-mandated Information Technology systems.

• Requires data be maintained for Sustainment Management Systems (e.g. BUILDER, PAVER, future designated sustainment management products)

Table 1 Applicable Policy

Playbook Purpose The purpose of this Playbook is to provide standardized and centralized base-level guidance to conduct FCAs, record FCA data into the appropriate SMS or comparable system repository, and utilize the SMS outputs to analyze, plan, and forecast future work requirements for both in-house and contract accomplishment. By adhering to this guidance, base-level civil engineers will comply with EO 13327, NDAA 2010, DoD Memo:

Standardizing Facility Condition Assessments, and AFI 32-1001. Further, following SMS guidance supports the foundation for operationalizing asset management for the CE Enterprise, which was first articulated in PAD 07- 02 and again in PAD 12-03. Executing this transformation will enable the AF and DoD to optimize the service life of all facilities across its entire asset portfolio, thus enabling improved support and resiliency to achieve assigned missions even in the midst of always tightening Congressional budgets.

Note: SMS implementation and sustainment across the Air Force will be an on-going effort for years to come.

Portions of the SMS Playbook are still under development as implementation and guidance for several of the systems (e.g., U.SMS and RAILER) are fully defined. This "living" Playbook will incorporate updates as both SMS Implementation and corresponding SMS modules mature, and it will serve as a prime repository for the latest information on implementation strategy and SMS/asset-specific best practices.

Operations Flight Labor Reporting for SMS Activities Craftsmen assigned to actual time accounting (ATA) cost centers (Workgroups) and whom perform asset condition assessments in conjunction with performing Preventive Maintenance (PM) or Corrective Maintenance (CM), will charge their assessment time to the respective PM/CM task. When performing condition assessments in support of R&O (e.g., as members of an installation Built Infrastructure Assessment team [BIAT]) function, but while NOT permanently assigned to them, craftsmen will charge their time to Indirect Work Task, Administrative Task – Condition Assessment. More information is available on the Direct Time or Indirect Time BPL Page.

Frequency of SMS Assessments Installations will sustain and accurately maintain the SMS database on a regular, recurring, and routine basis.

Sub- AMP Managers and working groups (at AFCEC and base) will work within their units to accomplish this.

Sustainment includes ensuring timely, accurate, and responsive Real Property Capitalization updates to SMS data as a standard process of work order and project closeouts and new equipment installations made during corrective maintenance activities.

SMS data should be updated each time maintenance or repair work has been completed that results in a changed condition which should receive an updated assessment. As craftsmen visit a facility, they should include time as part of their standard process to perform and update condition assessments.

After the original September 2017 deadline for completing initial assessments passed, OSD guidance further mandated that installations complete approximately 20% of their SMS re-assessment cycle per year (i.e., 20% of total square footage). As most installations assessed the majority of their facilities during one or two years initially, the “leveling out” process to achieve a coherent 20% per year requires thoughtful planning, precise execution, and persistent follow-up over a period of several years to achieve the leveling out of the assessment workload.

https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20Ops%20Wiki/Indirect%20Time%20Tasks.aspx https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20Ops%20Wiki/Direct%20Time%20or%20Indirect%20Time.aspx https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20Ops%20Wiki/Direct%20Time%20or%20Indirect%20Time.aspx

Sub-AMP Managers and working groups must ensure they maintain their assessment data current which means every facility is reassessed at least once every five years. More frequent assessments may be requested or advisable if needed to validate the probability of failure (PoF) calculation in support of projects competing for centralized funding, or to correct previous ratings or related errors.

In the future, OSD is considering a transition to using the Building Condition Index and similar indices for Utilities and TNAP assets as a more meaningful method of assessing the actual conditions of the built infrastructure portfolio as used for planning and policy guidance development and implementation.

Figure 3 High Level SMS Work Closeout Process

Figure 4 High Level SMS Work Plan Process

SMS – Implementation Plan: Overview Purpose

Key Milestones

Roles and Responsibilities

Purpose Provide guidance and coordinate efforts related to implementing SMS across the Air Force CE enterprise. This implementation plan addresses those issues common to all SMS component systems. Individual implementation plans have been developed to address the specific tasks associated with implementing each of the specific SMS component systems (e.g., BUILDER, PAVER, and those in development such as ESMS). The overall purpose of this plan is to coordinate all SMS efforts to enable all AF personnel to operationalize asset management principles as an integral part of day-to-day business practices. These principles will result in current, accurate and consistent asset data for use across the Air Force portfolio at all levels from the individual shop to the Air Staff.

Data Sources and Data Exchanges

• Real Property Data: Real property accountability information required for SMS modules will be sourced only from an authoritative system (e.g., ACES-RP, NexGen IT, and DRRS-AF). All real property information must be Real Property Information Model (RPIM) compliant.

• Geospatial Data: When GIS data is used to represent DoD real property assets, the SMS community/users will use GIS data from the component's designated authoritative source. In most cases, this should be the component Installation Geospatial Information & Services (IGI&S) program of record. DoDI 4165.14 will clarify the requirement for GIS data representing the location and extent of real property assets, and references the applicable DoD standards for developing and maintaining such data. All geospatial data shall be compliant with the Spatial Data Standards for Facilities, Infrastructure, and Environment (SDSFIE) in its most current version.

• Real Property Facility Quality Rate: SMS modules will become the only authoritative data sources to populate the FCI into the real property inventory system's "Real Property Facility Quality Rate" data field.

• System Reconciliations: Before October of each year, DoD Components shall reconcile data between SMS modules and their real property database.

Condition Index Reporting

SMS-computed FCI will be entered in the "Facility Physical Quality Rate" data field for all assets on an installation’s real property database. This includes the CIs for facilities occupied/used by tenant organizations per DoDI 4165.70, "Real Property Management." CI data validation is to be annotated by the Real Property Office (RPO) who codes an "Asset Review Type Code" with "INSP" and entering the corresponding review date into the real property asset's record. No recorded inspection data shall be older than five years.

Real Property Assets Not Supported by a SMS Tool: Currently, there are SMS modules for Transportation Networks and Airfield Pavements; buildings; roofs; and railways. Modules for other built infrastructure (e.g., utilities and liquid fuel systems) are under various phases of investigation and development by CERL. For assets not presently supported with a SMS module, assessments shall be conducted with qualified personnel to determine existing physical deficiencies, estimate the cost of maintenance and repairs, and/or restore the assets to dependable operation using established industry cost guides to derive the FCI (e.g., Defense Logistics Agency [DLA]) use of the American Petroleum institute’s standard or assessing liquid fuels systems).

Inspection and Data Update Frequency: Installations will follow the user manual for each SMS tool to perform BIA. The SMS tools are designed to allow facility maintenance technicians the ability to update facility data as they are performing their normal preventive maintenance rounds or responding to service requests. However, the condition data of each asset shall undergo a comprehensive validation on no less than a five-year cycle at minimum (an average of 20% of installation assets should be re-assessed annually). It is recommended that condition validation coincides with the real property physical inventory requirement described in DoDI 4165.14, Real Property Inventory and Forecasting, Enclosure 3, para. 6.

Key Milestones

Implementation of SMS across Air Force assets will be an on-going effort for years to come since the various SMS components are at differing levels of maturity and it will take some time to fully work through the process changes.

• Ongoing During Annual Cycle:

o SMS Facilities data are adequately populated to enable generation of infrastructure requirements to support development of the FY XX Integrated Priority List (IPL), the FY XX

– XX POM submission, the FY XX – XX Air Force Comprehensive Asset Management Plan (AFCAMP) and the FY XX – XX Air Force Activity Management Plan (AFAMP)

• In Progress, Ongoing:

o Linear segmentation will be completed for horizontal systems in accordance with the guidance provided in the AF/A7C memo dated 1 Apr 13, Subject: Air Force Linear Segmentation Implementation Guidance.

o Each asset in the Air Force built infrastructure portfolio (i.e., Facilities, Utilities, and

Transportation Networks Airfield Pavements (TNAP)) will have a facility condition index properly recorded in the real property data base based on inspections conducted using the SMS standard process completed for all facilities and facility components as required by the Office of the Under Secretary of Defense, Acquisition, Technology and Logistics (OUSD[AT&L]) memo dated 10 Sep 13, Subject: Standardizing Facility Condition Assessment.

o Sustaining, managing, and refining of SMS data will be fully incorporated into daily facility maintenance and repair activities. R&O normally accomplishes sustainment, management and refining of SMS data; which includes feedback from the facility maintenance and repair activities (known as Actual Time Accounting (ATA) Workgroups) as issues are identified and/or warranted during the corrective or preventive maintenance visits. Review the AFCEC/COO series of Playbooks for further information.

ROLES RESPONSIBILITIES

AF/A4C

AF/A4C will provide policy and guidance and advocate for resources as appropriate.

Additionally, AF/A4C will provide:

• Sustainment Management System program oversight

• Geographic Information System (GIS) program oversight

• Real Property program oversight

• Integrated information technology solutions

AFCEC

AFCEC will ensure that the standard operating procedures contained in this Playbook are compliant with procedures put forth by OSD in addition to the following:

• Review all proposed changes to the Playbook

• Propose revisions to existing AFIs to incorporate SMS

• Propose substantive Playbook updates affecting resourcing to the CE

Corporate Structure for approval

• Provide GIS expertise

• Provide Real Property expertise

• Track status of program implementation within AFIMSC

• Advocate for centralized contract funding

• Review and submit proposed changes to business rules and Playbook guidance and directives

• Manage centralized contracts as needed

• Assist the bases in executing BIA evaluations of real property assets and input data into SMS

• Track status of program implementation & compliance with this implementation plan

• Manage the centralized pavement evaluation program including programming and budgeting for pavement evaluations and pavement condition index (PCI) surveys

• Incorporate language in MILCON project contracts to provide BIA information in the appropriate SMS format at the time of turnover

• Obtain, where possible, enterprise-wide authority to operate (ATO) for IT systems associated with SMS

Base Civil Engineer Organizations

• Populate and maintain, with support and assistance of AFCEC, SMS with complete, current, and accurate asset data needed to generate sustainment, maintenance and repair requirements for the installation’s built infrastructure

• Incorporate ongoing built infrastructure asset data collection, validation, and management into day-to-day operations and maintenance activities

• Assist AFCEC, MAJCOM, and IMSC with verifying/addressing SMS data issues

• Use requirements identified by SMS to develop and program projects per AFCEC-provided business rules based on gap analysis and risk assessment efforts

• Ensure vendors accomplishing maintenance/repair work by contract provide the needed updates to asset inventory/condition, including equipment/components, in the appropriate SMS format

• Ensure that Base Maintenance Contracts have the necessary provision to perform BIA and maintain current and accurate data in the SMS databases

Table 2 SMS Roles and Responsibilities

SMS – High Level

Measures of Success

Roles and Responsibilities

Narrative

Introduction This narrative describes the standardized and recurring process of conducting Built Infrastructure Assessments, recording assessment data into a SMS tool or comparable information repository, and utilizing the system outputs to analyze, plan, and forecast future work requirements at the base and for Air Force Real Property Assets. The corresponding process map depicts an ongoing process. This process provides the framework for installations to operationalize asset management principles and comply with the DoD Facility Condition Assessment mandate. It also provides a framework to ensure a sustained data set beyond the initial round of assessments.

Note 1: This process assumes that installations have a current and accurate inventory of each of their real property assets, and the base is currently addressing the DoD mandate requiring all real property assets be inventoried and assessed.

Note 2: The CE asset class for Built Infrastructure includes airfields, buildings, building improvements, structures, utility systems, linear structures (e.g., roads, sidewalks, railways, etc.), and Real Property Installed Equipment (i.e., equipment attached to and made part of buildings and structures). References to Built Infrastructure Assessments (BIA) include the three categories of Facilities, Utilities, and TNAP:

• Includes vertical, horizontal, and Real Property Installed Equipment (RPIE)

• Includes buildings, structures, utilities systems, improvements, and appurtenances thereto

• Building: A roofed and floored facility enclosed by exterior walls and consisting of one or more levels that is suitable for single or multiple functions

• Structure: A real property facility that is classified as other than a building, linear asset, or land

• Linear Structure: Infrastructure whose function requires that it traverse land (such as roads, rail, pipeline, utilities, fences, guard rails, or pavement)

• RPIE: Government-owned or leased equipment that is permanently attached to and made part of buildings and structures (such as heating systems) but not movable equipment (such as plant equipment)

• Asset Management Programs: Facilities, Utilities, and Transportation Networks and Airfield Pavements

(TNAP).

Measures of Success AFCEC/CO defined the measures below as indicators of progress towards operationalizing asset management principles, meeting the DoD mandate, and achieving overall data integrity across the SMSs. AFCEC/CO will conduct quarterly base data pulls to monitor and evaluate these measures.

HQ AFIMSC may from time to time establish financial incentives to drive performance towards meeting the established measures. These measures will be publicized separately from this playbook.

MEASURES CALCULATION TARGET BENEFIT

Inventory / assessment completion (as a measure of the initial assessment required to meet the DoD mandate);

all assessments are considered “current” if performed within the past five years

Prerequisite: A facility is complete when all seven of the applicable key building systems are inventoried/assessed and recorded. If an applicable system is not assessed, then the facility is marked incomplete.

If a facility does not have all seven key building systems, Data managers will remove the absent system(s) record from the facility and make corresponding comments within the

SMS.

Facilities: % of the installation's total square footage (as opposed to # of buildings) Utilities: % of total unit of measure (e.g., linear feet) TNAP: % of total unit of measure (e.g., linear feet, square yards for pavement)

100% complete

Operationalizes asset management principles

Enables informed, data-driven decision-making

Enables forecasting of work requirements with proactive methodology

Enables status tracking and advanced analyses of operating and performance problems

Achieves compliance with DoD mandate to standardize Facility Condition Assessments

Data integrity (quality/accuracy)

Percent of quality/accurate data collected as measured through QC reports/data checks from SMS, Sub- AMP Manager validation, and field surveys.

Quality/Accuracy is comprised of:

1. Current within five years

2. Validity of ratings (percent of ratings within a given set of parameters

a. QC5 Report (inventoried but not assessed)

b. Major leaps or drops in CI from year to year

c. MDI-based spot checks

d. Future measures to be developed

3. Correlation between SMS data and RPAD data (as an indicator of alignment)

a. Percent assets recorded in RPAD vs SMS

b. Percent of assets that match CIs

100% current

Operationalizes asset management principles

Enables informed, data-driven decision-making

Enables forecasting of work requirements with proactive methodology

Enables status tracking and advanced analyses of operating and performance problems

Identifies data manipulation and other anomalies

Ensures financial audit readiness

Table 3 Measures of Success

The roles and responsibilities defined here apply to all processes in this Playbook. More specific descriptions are provided in the respective SMS process narratives.

AMP Manager

Each installation will provide a primary and alternate SMS Point of Contact (POC) to work with AFCEC SMS POCs. Installation POCs must be from the Operations and Engineering Flights.

• Determines number of data managers, assessors, and read-only users at their installation

• Ensures accuracy of SMS data inputs for the installation

• Responsible for an asset lifecycle management portfolio containing all planning, design, construction, operation, maintenance, repair, sustainment, restoration, modernization (SRM), and demolition of assigned AMP assets.

Note: These responsibilities correspond to the AMP Manager role and responsibilities delineated in AFI 32-1001, Chapter 4; AMP managers must be assigned from the Operations or Engineering Flights.

Sub-AMP Manager

• Serves as first line of defense in ensuring data quality for each SMS data set

• Manages the Built Infrastructure Assessment Team (BIAT), ensuring data inputs are accurate, consistent, and understandable

• Performs quality assurance after the BIAT’s quality control efforts

• Responsible for the asset lifecycle management portfolio containing all systems consistent with their assigned Sub-AMP area

• Develops the overall operation, maintenance, repair, compliance, sustainment, and recapitalization of Sub-AMP portfolio assets Note: These responsibilities correspond to the Sub-AMP Manager role and responsibilities delineated in AFI 32-1001, Chapter 4; Sub-AMP managers must be assigned from the Operations or Engineering Flights.

Installation Built Infrastructure

Assessment Team

(BIAT)

Conducts condition assessments on recurring basis to maintain data currency Initiates updating of real property inventory, as required Updates asset work history, inputs data into the SMS, and performs initial quality control prior to uploading to the SMS

Table 4 SMS AMP and Sub-AMP Manager Roles and Responsibilities

Narrative This section applies to inventory and assessment data entry from:

• New construction, replacement, or major repair efforts

• Initial Assessment Requirement

• Established recurring requirement, such as a minimum of 20% per year

Process 1.0 – Conduct Built Infrastructure Assessment

This process provides guidance and instruction for base-level civil engineers to conduct Built Infrastructure Assessments, record assessment data into the appropriate SMS, and, as required, update the real property inventory (RPI). The following triggers initiate this process:

• Facility changes, to include New Construction, Replacement, or Major Repair yielding a change in condition

• Initial assessment to comply with the September 2013 DoD BUILDER mandate to

“Standardize Facility Condition Assessments”

• Established recurring requirement, as determined by each base to operationalize asset management and maintain compliance (i.e., meet the DoD mandate)

The Built Infrastructure Assessment Team (BIAT) coordinates assessment logistics with the base Asset Manager and conducts the recurring assessments. After conducting an assessment, the BIAT performs quality control (QC) on the assessment data before uploading it into the appropriate SMS tool or comparable information repository. If required, the BIAT coordinates completion of the Department of Defense (DD) Form 1354, Transfer and Acceptance of DoD Real Property, or Air Force Form 123, Request for Changed Use of Real Property with the base Real Property Office (RPO) to initiate the update of facility inventory data in the Accountable Property System of Record (APSR), either ACES-RP or NexGen IT. For example, updates to facility inventory data would be required following capital improvement, acquisition, or improvement to Real Property that increases an asset or RPIE unit of measure, as well as following major maintenance, repairs, and renovations. Update to the APSR may be needed if previous acquisition or improvement work was never updated for whatever reason.

Proceed to Process 2.0 Analyze and Plan Work Process 2.0 – Develop Current-Year Requirements

As the BIAT uploads assessment data into the SMS, the SMS generates various reports to document building, utilities, or pavements condition indices (CI), work items, raw score lists, and consequence analysis models. The Sub-AMP Manager conducts a quality and validation check of the SMS outputs and works with the AMP Manager to coalesce those requirements into actionable service requests or into programmed projects that meet the Work Requirement Review Board (WRRB) and/or Facilities Utilization Board (FUB).

The AMP Manager presents the prioritized list of requirements to the WRRB and the WRRB determines approval on execution method for work and assigns execution responsibility (i.e., Operations or Engineering).

In-house projects are executed via the Work Management Playbook, while Engineering projects are programmed for year of execution and sent to the FUB for approval and prioritization. When a project is approved and funded, it is executed via the Project Execution Playbook. Approved requirements that are not funded remain in the system as “deferred” requirements and are used to inform the Forecast process. Any requirements deemed invalid will be removed from the system.

Proceed to Work Management Playbook, Process 3.0 Plan Work, Step 3.11 Review Draft Facility Project

Process 3.0 – Forecast Out-Year Requirements

The Forecast process outlines how the Air Force will forecast future budget requirements, leveraging long-term projections enabled by SMSs. Each SMS will also provide a consequence analysis of investment decisions, which will consider impacts of not funding or deferring funding of requirements. These may include impact to remaining service life and total cost of ownership of the assets, to probability of failure, to consequence of failure, and any resulting mission impacts. Forecasting provides visibility of needed work at the right time BEFORE costly and unrecoverable deterioration occurs. In addition, forecasting provides visibility into the scale of future requirements, which is integral to the process of developing future year budgets and procurement strategies.

End

SMS – 1.0 Conduct Built Infrastructure Assessment

Roles and Responsibilities

Narrative

Introduction The Built Infrastructure CE asset class includes Facilities, Utilities, TNAP (e.g., roads, bridges, sidewalks, and railways), and Real Property Installed Equipment (i.e., equipment attached to and made part of buildings and structures). This process standardizes the collection and assessment of built infrastructure data, which informs a variety of asset management and investment planning work products (e.g., Activity Management Plans). Failure to follow instructions provided within this guidance may prevent requirements from receiving prioritization and/or funding consideration within the Air Force Comprehensive Asset Management Plan (AFCAMP) development and Integrated Priority List (IPL) execution.

Prior to conducting assessments, base AMP Managers should prioritize assets according to their value to the mission and current condition. The Mission Dependency Index (MDI) reflects each asset’s value to the mission, while the condition may need to be estimated at the beginning of this effort. From there, AMP Managers identify, train, and equip a Built Infrastructure Assessment Team (BIAT), staffed either internally or by contract to perform the inventory and assessment. AFCEC will centrally manage assessments of bridges, airfield pavements, rails, and dams, in which case the BIAT will be formed by AFCEC Teams/AFCEC Consultants. The BIAT will be comprised of different roles and experts depending on the asset(s) in need of assessment. The BIAT coordinates their approach with the applicable base Sub-AMP Managers and performs the assessments, collecting and cleaning data prior to uploading to the applicable SMS. If at any time, a new asset is identified (e.g., found-on-base or in need of a “change in use” designation), the Sub-AMP Manager provides the Real Property Accountable Officer (RPAO) the Real Property data from the assessments, as doing so will directly affect the base’s ability to qualify for sustainment funding and leverage assessment data to make informed decisions in later processes.

Each of the following roles applies to the installation:

AMP Manager

• Prioritizes the built infrastructure to be assessed based on data provided by the Base Sub- AMP Manager

• Ensures on-base BIATs are adequately resourced and trained to perform assessments

• Coordinates support for centrally-managed assessments

BIAT

• Coordinates with the base AMP Manager and various Facility Managers to arrange logistics and acquire pertinent facility data

• Conducts inventory and the initial assessment

• Updates work history as available

• Performs initial calibration quality control of the inventory and assessment data

• Records data in the SMS

• Performs a gap analysis of the SMS data and rectifies any issues following data entry. BIATs may be in-house or contracted personnel/consultants

• Pavements, bridges, rail networks, and dams assessments are centrally managed;

however, local assessment still may be required to comply with guidance.

Table 5 Installation Roles and Responsibilities

This section applies to inventory and assessment data entry from:

• New construction, replacement, or major repair efforts

• Initial Assessment Requirement

• Established recurring requirement, such as a minimum of 20% per year

Step 1.1 – Generate prioritized list of built infrastructure to assess Role: AMP Manager

The AMP Manager pulls reports from the applicable SMS component, NexGen IT, or the Automated Civil Engineering System (ACES) to identify the assets on the installation that are in greatest need for investment. The AMP Manager creates separate, prioritized assessment lists for each type of built infrastructure based on Mission Dependency Index (MDI) or Tactical MDI, Condition Index (CI), work task history, leadership feedback (e.g., facilities on the flight-line may be a high priority), mission changes, project priorities, etc. Refer to the SMS-specific supplements for additional guidance regarding leveraging existing, canned data reports to aid in the prioritization of built infrastructure types (e.g., Final 9, Facility System Quick View for BUILDER). The output of this process is a prioritized assessment list. In accordance with the Activity Management Plan (AMP), it is recommended that AMP Managers provide asset visibility across the Future Years Defense Program (FYDP) +2.

Tips/Reminders:

• To support assessment training, the AMP Manager may suggest the BIAT assess a Facility, perhaps one with a low MDI rating (e.g., any facility with MDI less than 40), to test the assessment process and allow opportunities for practice, feedback, and baselining

Proceed to Step 1.2.

Step 1.2 – Form assessment team(s) Role: AMP Manager

After prioritizing the built infrastructure needing assessment, and identifying the resources required to conduct the assessment, the installation AMP Manager (or designated rep) will form the BIAT. If the assets being assessed are centrally managed, the BIAT will be formed by AFCEC. In all cases, the teams will reflect the composition of the installation (military, contractor, civilian, mix) and should be selected according to a required skill level (five level or better), craft, and experience (minimum of two years). As needed, the AMP Manager or designated rep will contact the AFCEC Reachback Center (850-283-6995) with requests for support needed to perform the assessments in-house. At the end of this process, the AMP Manager will have identified, trained, and equipped a team necessary to conduct the assessments.

Tips/Reminders:

• Specific guidance related to identifying, training, and equipping assessment teams is located in the supplemental guidance section of this playbook (e.g., BIATs for pavements, bridges, rails, and dams are formed at the AFCEC level, while BIATs for facilities and utilities are formed at the installation level)

• Refer to the applicable Asset Visibility Workspaces within CE DASH for further information.

Proceed to Step 1.3.

Step 1.3 – Pull inventory and assessment data Role: BIAT

The BIAT pulls all current data to gather knowledge of the asset prior to conducting the assessments. For initial assessments, the team pulls as-built drawings (from electronic or flat files), GIS information (GeoBase), built infrastructure projects (Automated Civil Engineer System [ACES] – Project Management- [PM]), 7115 inventory report (ACES – Real Property [RP]), or work performed on or scheduled for the asset (NexGen IT). For recurring assessments, the team uses the SMS to gather information generated since the last assessment.

Tips/Reminders:

• Standard Assessment Preparation Checklists have been developed and are organized according to asset type and discipline

Proceed to Step 1.4.

Step 1.4 – Coordinate with Asset Manager Role: BIAT

The BIAT, or in the case of pavement assessments, works with the asset manager to discuss the current condition of facilities to be assessed, time of last maintenance, and any special considerations, such as security requirements, permits requirements, safety issues, photographic restrictions, entry authorizations, or flight line driver’s licenses. The BIAT also provides an agreed upon schedule of assessments and locations prior to arrival. Installation-based (i.e., non-contracted) BIATs will likely already have access to necessary equipment. After reviewing the detailed information of the built infrastructure assessment needs and coordinating with the asset manager, the BIAT adds any missing inventory to the execution schedule to ensure full coverage of assessment needs.

Tips/Reminders:

• Asset managers may include Facility Managers, Airfield Manager, Operations Superintendent, Operations Engineering personnel, etc.

• A standard questionnaire may be used to retrieve required information from the asset manager

If ‘vertical facilities,’ proceed to Step 1.5.

If ‘linear facilities,’ proceed to Out-of-Scope Process, Migrate Data to GIS 4.0.3.1 Gold Standard.

Step 1.5 – Perform Facility Condition Assessment Role: BIAT

The BIAT conducts a physical assessment of the horizontal assets and records data using standard assessment worksheets and data capture tools/software. See the SMS-specific guidance sections of this Playbook for specific assessment instructions and recommendations for data capture support.

If ‘RP updates necessary,’ proceed to Process 1.12, Draft AF Form 123 or DD Form 1354 and submit to RPAO. If ‘RP updates not necessary,’ proceed to Step 1.13.

Out-of-Scope Process – Migrate Data to GIS 4.0.3.1 Gold Standard Role: BIAT

Data needs migrated to the most current Spatial Data Standard for Facilities, Infrastructure and Environment (SDSFIE) version, which is currently SDSFIE 4.0.2 Gold, prior to conducting assessments and segmentation.

ESRI conversion tools, crosswalk software, and implementation videos are accessible on the CE Portal. Refer to the Utilities Guidance section of this Playbook for more information.

If ‘TNAP,’ proceed to Step 1.6 Perform TNAP Facility Mapping.

If ‘Utilities,’ proceed to Step 1.9 Perform Utilities Facility Mapping.

Process 1.6 – Perform TNAP Facility Mapping Role: BIAT

Once the RPAO, GeoBase Office, Pavement Engineer, and Airfield Manager have accumulated relevant data from their respective informational sources, the representatives from these offices meet to form the Facility Map Development Team. The Facility Map Development Team conducts a facility-by-facility review of the pavements facility map created by the GeoBase Office. The team updates the map as required to ensure accountability for 100% of the pavements assets in the RP database. The team assigns unassigned assets to a new or existing facility and creates separate pavement facility maps for the airfield, and roads & parking networks. Linear assets are assigned according to usage, or CATCODE;

the Real Property Unique Identifier (RPUID) serves as the linkage between RP and GeoBase records, as opposed to facility identification (FACID).

Proceed to Process 1.7, Implement TNAP Segmentation Rules.

Process 1.7 – Implement TNAP Segmentation Rules

Role: BIAT

This process describes the method of assigning segments to a facility number on the GeoBase map and in the pavement management system. In order to ensure the entire pavement inventory is mapped consistently and accurately, pavement evaluation teams and contractors use this process when conducting a structural pavement evaluation or PCI survey. For pavements, bridges, and, in some cases, rails, this process is typically performed by centrally-managed AFCEC teams or consultants. Processes for other non-pavement assets are under development.

Proceed to Step 1.8.

Step 1.8 – Perform TNAP Condition Assessment Role: BIAT

The AFCEC Team/AFCEC consultant imports a shape file of the pavement facility map provided by the GeoBase Office into PAVER and makes branch and section assignments on the map from within PAVER.

Next, the AFCEC Team/consultant generates field inspection datasheets and conducts the field evaluation.

Once the evaluation is complete, the AFCEC Team/consultant updates the PAVER database with the field data, including any updated branch and section information, and incorporates any changes to the pavement facility map using either AutoCAD or ESRI software.

If ‘RP updates necessary,’ proceed to Process 1.12, Draft AF Form 123 or DD Form 1354 and submit to RPAO. If ‘RP updates not necessary,’ proceed to Step 1.13.

Step 1.9 – Perform Utilities Facility Mapping Role: BIAT

Once team has accumulated relevant data from their respective informational sources, they conduct a facility-by- facility review of the utilities facility map created by the GeoBase Office. The team updates the map as required to ensure 100% accountability of the linear utilities assets in the real property database.

Any unassigned linear assets will be assigned to either a new or an existing facility. Linear assets are assigned according to usage, or CATCODE; the RPUID serves as the linkage between RP and GeoBase records, as opposed to FACID.

Proceed to Process 1.10, Implement Utilities Segmentation Rules.

Process 1.10 – Implement Utilities Segmentation Rules Role: N/A

After identifying and mapping utility systems, the BIAT assigns segments to utility assets on the GeoBase map.

Proceed to Step 1.11.

Step 1.11 – Perform Utilities Condition Assessment Role: BIAT

The BIAT collects data by physical examination of assets and, if applicable, determine what discrepancies exist in the existing inventory or assessment data. The GeoBase Office incorporates any changes found by the BIAT on the facility map.

Tips/Reminders:

• CE Operations provides support to the BIAT in identifying linear segments and essential non- linear components associated with linear assets.

If ‘RP updates necessary,’ proceed to Process 1.12, Draft AF Form 123 or DD Form 1354 and submit to RPAO. If ‘RP updates not necessary,’ proceed to Step 1.13.

Step 1.12 Draft AF Form 123 or DD Form 1354 and submit to RPAO Role: BIAT/Sub-AMP Manager

If the BIAT identifies a change in use (i.e., change in CATCODE) for a built infrastructure asset, the Sub- AMP Manager completes an Air Force Form 123, Request for Changed Use of Real Property and submits to the RPAO to initiate an inspection to confirm that observation. Refer to the Appendix Form Guide of the Real Estate Transactions, Accountability, and Inventory Playbook for instructions for completing the AF

Form 123.

A Department of Defense (DD) Form 1354, Transfer and Acceptance of DoD Real Property form is required to document an inventory adjustment (e.g., Found on Site) in the RP inventory. The Sub-AMP Manager drafts the DD Form 1354 and submits to the Operations Flight Commander for review, who reviews and submits to the RPAO to initiate an inspection to confirm the observation.