Goal Leader: Steve Shea, AFIMSC Installation Support Directorate Mission Activity Integration Division chief
Goal Description: Strategic basing decisions are multifaceted and relate to the stationing or basing of weapon systems, squadrons, capabilities and forces for both Air and Space Forces. AFIMSC is uniquely positioned to provide an objective enterprise-wide look to help Air Force decision-makers understand the value of various candidate locations. This goal seeks to optimize the entire process by leveraging authoritative data and AFIMSC expertise.
LOE 1 Goal 3 Objectives:
What can you tell us about your objectives?
In order to improve the information that supports strategic basing decision making, we are working in five areas:
We have developed multiple dashboards for planners to use that dramatically expedite the ability to understand the opportunities or gaps in capabilities that exist at Air Force installations to meet new mission requirements. Our objective is to have these dashboards used widely and effectively to expedite and streamline the early planning processes, and we have made great progress on this objective.
In addition to providing support for early analysis, our team is building automation tools to streamline and add transparency to the site survey process. We are able to take the data sources and compare that with the basing requirements and determine preliminary infrastructure requirements that inform the site survey process.
What positive impact has that progress had on Airmen, commanders and/or the mission so far?
When the AFIMSC Installation Support Directorate’s basing and beddown branch provides assistance at the beginning of the process, there are several benefits for the mission, including:
Why is Improving Strategic Basing Decisions important to AFIMSC?
AFIMSC is uniquely positioned to provide an objective enterprise-wide look at what can be emotional decisions for wings and MAJCOMs. From our vantage point, we can help the Secretariat understand the value of various candidate locations without being influenced by any bias. By employing the in-house expertise of the AFCEC team, we can help in the planning process, which should enable better cost estimates and more accurate beddown requirements.
How does your goal support AFMC, Air Force and National Defense Priorities?
Basing decisions result in a significant resource investment in (or possibly divestment) in the Air Force. They also directly impact the ability of the Air Force to meet mission requirements effectively and efficiently. They are fundamental to strategy and are of great enduring importance to the Air Force.
How are you measuring success?
We are initially measuring success quantitatively, because we lack access to data that can objectively tell us how accurate past cost estimates and construction timelines were. In the future, we’ll have a database of historical information to determine how accurately the enterprise identified requirements, estimated the cost of construction and predicted the time it takes to complete the beddown process. The historical information will also identify leading indicators of success or risk for in-progress efforts.
This is very important because poor time and cost estimates result in “broken glass” in various operation and maintenance and military construction programs and negatively impact acquisition; thus ultimately negatively impacting the ability to Fly, Fight and Win.
What are your next steps?
We’re working with the Air Force Strategic Basing Division and Air Force MAJCOMs on standardized products, such as reports and templates, for Air Force basing actions.
Is there anything you would like to add?
I mentioned above we provide the capability to integrate and analyze large volumes of data. The primary tool that our team uses is called Advanced Technology for Lightning Analysis and Study (ATLAS).
This tool pulls together data from authoritative data sources and helps us understand the capacity of installations to support future specified mission sets. This tool blends business and location intelligence software to help planners visualize and analyze vast quantities of data and distill that data into useful information so that planners can make decisions on where to potentially beddown various missions. ATLAS is still in development and is an excellent example of where automation of data and analysis allows for a significantly smaller centralized staff to make decisions in a fraction of the time and cost from processes that existed prior to the stand up of AFIMSC.
(Current as of July 26, 2021)
LOE 1: Increase Lethality & Readiness
1. Optimize Infrastructure
2. Increase Installation Resiliency
3. Improve Strategic Basing
4. Revolutionize Base Lethality
5. Prioritize Airmen Readiness
LOE 2: Strengthen Airmen & Families
1. Improve Quality, Utilization and Mgt of Unaccompanied Housing
2. Improve Housing for Airmen & Families
3. Optimize Community Cohesion to Build Resilient Airmen & Families
4. Enterprise-wide Customer Service Strategy
5. Office of the Future
LOE 3: Pursue Organizational Excellence
1. Drive Enterprise Behavior Using Data Analytics
2. Increase Innovation Opportunities
3. Improve Strategic Communication
4. Develop I&MS Experts & Leaders
5. Ensure Connectedness Across AFIMSC
6. Increase Organizational Maturity
7. Advance IT & Collaboration