Asset Management Update for SAME

1. Asset Management Update for SAME Col Liesel Golden HQ USAF/A7CA 28 May 09

2. Air Force Leadership Priorities “At the headquarters, our responsibility is to optimize the effectiveness of the limited resources available, across all Air Force missions. This includes determining how to modernize and recapitalize an aging inventory - one of the Air Force's most critical challenges.”~ Michael B. Donley, Secretary of the Air Force • Reinvigorate the Air Force Nuclear Enterprise • Partner with the Joint and Coalition team to win today’s fight • Develop and Care for Airmen and their families • Modernize our aging air and space inventories • Acquisition Excellence “Sustain risk in infrastructure and facilities…” 4

3. 2008 A7C Strategic Plan Goal 1: Provide more effective Civil Engineering warfighter capabilities ready to meet current and emerging Air Force and combatant commander requirements. Goal 2: Cultivate and support a trained and capable Total Force Civil Engineering team, military and civilian, ready to meet mission requirements. Goal 3: “20/20 x 2020” Offset the reduction in funds available for installation support activities by achieving efficiencies & reducing by 20% the AF physical plant that requires funds, by 2020. Key Enablers: NexGen IT, AFSO21, Communications, & Leadership 3

4. “20/20 by 2020” Vision Reduce the portion of the Air Force obligation authority required to support installation support activities by twenty-percent by… • Improving efficiency through business process transformation to mitigate the risk of negative mission impact caused by budget reductions leading to deteriorating infrastructure • Focusing our limited time and funding on the infrastructure we need to perform the mission, diverting resources away from excess, obsolete, and under-utilized infrastructure Reduce the Air Force physical plant by twenty-percent, by the year 2020 by…

5. Asset Management:What is it? • A structured, standardized approach to maximize value and utility of built & natural assets • Manage assets from a holistic portfolio perspective • Standardized processes, levels of service across the AF • Use of IT to analyze data, drive Key Performance Indicators • Making informed asset decisions based on business case principles (risk, cost & benefits) • Spending scarce dollars at the right place and right time for maximum effect • Proven internationally and becoming commonplace in the US 5

6. Asset Management:Process Current Requirements Future Requirements Assets Available Capability Assessment Gap Analysis Assets Required Asset Management Approach Update Assets Renewal Existing Assets Services & Sustainment New Assets Acquisition Under-Used Assets Recover Value Surplus Assets Disposal Non Asset Solutions • Determine future requirements • Determine current resources & capacity & condition • Perform gap analysis • Identify opportunities, determine options • Build best business case for decision-makers 6

7. Asset Management:Example Activity • Level of Service:Water is always available, safe to drink, clear and free from odor, and delivered under pressure Water Treatment Plant • Performance Measures: • Number of outages • Water quality complies with applicable standards • Pressure at hydrants meets fire protection codes • Maximum duration of outages • Targets: • Less than 2 per month • 100% Compliance • 100% Compliance • No outages over 4 hours Water Source Transmission Line Customer Activity: Provide Water Supply

8. Activity Management Risk Management Predicted Levels of Service Predicted Cost of Service Risk Management Decreased Cost Asset Management:Links Levels of Service to Cost Provide Fire Services Cost: High Previous LOS: 24x7, respond to 2 simultaneous events Cost: Lower Adjusted LOS: Respond to 1 event and investigate a second

9. Air Force Core Activities 9

10. AMP Concept Similar to Family Housing Master Plans • There will be five Activity Management Plans (AMP) per base • Facilities • Utilities • Transportation Networks & Airfield Pavements • Waste Management • Natural Infrastructure • AMP formats standardized across the AF • Allows standardized LOS and KPIs • Allows rollup of data to MAJCOM, HAF for “apples to apples” visibility, resource advocacy & allocation • AMP drives execution throughout the year • Defines how CE provides mission support • Documents corporate decisions for knowledge transfer • Linked to CE Strategic Plan 10

11. MCAMP AF Comprehensive Asset Mgt Plan (AFCAMP) AMP MCAMP AMP MCAMP AMP HAF - FOA MCAMP Standardized LOS, KPIs, processes, policy & risk-based resource allocation rolls down from top AMP AMP MCAMP BCAMP MAJCOM Comprehensive Asset Mgt Plan (MCAMP) AMP BCAMP AMP BCAMP AMP MAJCOM BCAMP AMP BCAMP AMP Base Comprehensive Asset Mgt Plan (BCAMP) AMP AMP BASE AMP AMP AMP Asset Management:AMP Framework

12. Space Optimization:Accomplishments Corps of Discovery on Space and Occupancy industry practices Created standardized procedures, established Key Performance Indicators (KPI’s) and Levels of Service (LoS) Updated AF Policy in AFI 32-1084 Fielding S-File tool

13. Space Optimization:Accomplishments Net (USAF) Usable Rentable Interior Gross Exterior Gross • Adopted industry-standard OSCRE and BOMA terminology 13 13

14. Space Optimization:Accomplishments • Playbook standardizes process, defines data requirements and roles & responsibilities, enables sharing of best practices, and consolidates guidance & procedures

15. Space Optimization:Accomplishments Current State • ACES-RP Data: • Organization • Primary Category Code • Secondary Category Code Future State • S-File Data: • Organization • Primary Category Code • Embedded Space Type • Job Function • Energy Health • Reports Future: Standardized approach enables new capabilities 15

16. The Asset Mgt Journey… We are moving incredibly fast… …but we have a long way to go! 20xx? 2008 2006 If you don’t like change, you’re going to like irrelevance even less. General Eric Shinseki 16

17. QUESTIONS?