Integrity - Service - Excellence
Asset Management
Update for SAME
Col Liesel Golden
HQ USAF/A7CA
28 May 09
1
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
2

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
I n t e g rrisk
i t yin- infrastructure
S e r v i c e - Eand
x c facilities…”
ellence
“Sustain
4
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.
n t e g r i tIT,
y AFSO21,
- S e r v i cCommunications,
e - E x c e l l e n c e & Leadership
Key Enablers: I NexGen
3
“20/20 by 2020” Vision
Reduce the portion of the Air Force obligation authority
required to support installation support activities by twentypercent by…
Improving efficiency through business process
transformation to mitigate the risk of negative mission
impact caused by budget reductions leading to
deteriorating infrastructure
Reduce the Air Force physical plant by twenty-percent, by
the year 2020 by…
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
Integrity - Service - Excellence
4
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
Integrity - Service - Excellence
5
Asset Management:
Process
Current
Requirements
• Determine future requirements
• Determine current resources & capacity & condition
• Perform gap analysis
• Identify opportunities, determine options
• Build best business case for decision-makers
Future
Requirements
Capability Assessment
Gap Analysis
Assets
Available
Assets
Required
Asset Management Approach
Existing
Assets
Update
Assets
New
Assets
Under-Used
Assets
Surplus
Assets
Services &
Sustainment
Renewal
Acquisition
Recover Value
Disposal
Integrity - Service - Excellence
Non
Asset
Solutions
6
Asset Management:
Example Activity
Level of Service: Water is always available, safe to drink, clear
and free from odor, and delivered under pressure
Water
Source
Performance Measures:
Targets:
• Number of outages
• Less than 2 per month
• Water quality complies with
applicable standards
• 100% Compliance
• Pressure at hydrants meets
fire protection codes
• 100% Compliance
• Maximum duration of outages
• No outages over 4 hours
Transmission Line
Water Treatment
Plant
Customer
I n t Activity:
e g r i t y -Provide
S e r v i cWater
e - E xSupply
cellence
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Asset Management:
Links Levels of Service to Cost
Activity
Management
Provide Fire Services
Predicted
Levels of Service
Risk Management
Previous LOS: 24x7, respond to 2
simultaneous events
Risk Management
Adjusted LOS: Respond to 1
event and investigate a second
Predicted
Cost of Service
Cost: High
Decreased Cost
Cost: Lower
Integrity - Service - Excellence
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Air Force Core Activities
Core Activities
Components
Facilities
Housing
Provide Facilities
Custodial Services
Flight & Space Operations (except pavements)
Provide Utilities
Energy (Water / Wastewater / Stormwater / Electric /
Gas / Other)
Provide
Transportation
Transportation Networks (Roads & Airfields)
Integrated Solid Waste
Provide Waste
Management
Hazardous Waste
Land Management
Provide Natural
Infrastructure
Grounds Maintenance
Environment
Integrity - Service - Excellence
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AMP Concept
10

There will be five Activity Management Plans (AMP) per base
1. Facilities
2. Utilities
3. Transportation Networks & Airfield Pavements
4. Waste Management
5. 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
I nSimilar
t e g r ito
t yFamily
- S e rHousing
v i c e - Master
E x c e lPlans
lence
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Asset Management:
BASE
MAJCOM
HAF - FOA
AMP Framework
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AMP
AMP
AMP
AMP
AMP
MCAMP
MCAMP
MCAMP
MCAMP
MCAMP
AMP
AMP
AMP
AMP
AMP
BCAMP
BCAMP
BCAMP
BCAMP
BCAMP
AMP
AMP
AMP
AMP
AMP
Base
Comprehensive
Asset Mgt Plan
(BCAMP)
AF
Comprehensive
Asset Mgt Plan
(AFCAMP)
MAJCOM
Comprehensive
Asset Mgt Plan
(MCAMP)
Integrity - Service - Excellence
Standardized
LOS, KPIs,
processes,
policy & riskbased resource
allocation rolls
down from top
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
Integrity - Service - Excellence
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Space Optimization:
Accomplishments
Net (USAF)
Usable
Rentable
Interior Gross
Exterior Gross
I n t e g r i t y - S e rOSCRE
v i c e - Eand
x c eBOMA
l l e n c eterminology
Adopted industry-standard
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Space Optimization:
Accomplishments
Phase V
Space
Occupancy
Management
Phase IV
Reporting
Space Data
Phase III
Interior
Measurement
Phase I
Phase II
Gathering Real
Exterior
Property &
Measurement
Space Data
M-6: OPTIMIZE SPACE UTILIZATION – OVERALL PROCESS – Version: 03/06/2009
Start
1.1. Educate
Management &
Stakeholders; Conduct
Stakeholder Workshops
2.1. Conduct
Facility Manager
Interviews
1.2. Prepare Field
Survey
2.2. Record
Building Exterior
Measurements
3.1. Conduct Walk
Around / Survey of
Facilities
3.2. Record Building
Interior Measurements
(BOMA adapted
template)
4.1. Compile Data
in Standard
Format
4.2. Review Data
5.1. Request
Space
5.2. Conduct Move
Planning &
Management
(Hoteling)
2.3. Gather
Installation CIP &
Aerial Imagery for
GIS
3.3. Categorize
Space Assets (by
category)
2.4. QA / QC Data
3.4. Generate
CAFM Asset
Layers
3.5. Attribute
CAFM Asset
Layers & Update
CAFM Database
3.6. QA / QC Data
6.0. Maintain /
Update Space
Data
4.3. Provide Data
for Space
Request /
Consolidation /
Demolition
End
Optional
Shape Key
= Process Step
Playbook standardizes process, defines data requirements and
roles & responsibilities, enables sharing of best practices, and
consolidates
guidance
Integrity - S
e r v i c e -&
E procedures
xcellence
= Decision Point
= On-Page Reference
= Off-Page Reference
= Involved in
Process
= Not Involved in
Process
= Start & End
Space Optimization:
Accomplishments
ACES-RP Data:
 Organization
 Primary Category Code
 Secondary Category Code
S-File Data:
 Organization
 Primary Category Code
 Embedded Space Type
 Job Function
 Energy Health
 Reports
I n t e g r i t y -approach
S e r v i c e enables
- E x c e l lnew
ence
Future: Standardized
capabilities
15
The Asset Mgt Journey…
We are moving incredibly fast…
20xx?
…but we have a long way to go!
2008
2006
If you don’t like change, you’re going to
like irrelevance even less.
General Eric Shinseki
16
Integrity - Service - Excellence
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QUESTIONS?
Integrity - Service - Excellence
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