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Increase Installation Resiliency

Szabo quoteGoal Leader: Linda Szabo, Installation Logistics Division Chief

Goal Description: This goal creates tools and actionable plans to ensure the execution of mission-critical installation and mission support priorities are aligned with higher headquarters and Air Force priorities. This will reduce vulnerabilities while enhancing our ability to protect, respond, and recover from disruptions to operations and supporting infrastructure. 

LOE 1 Goal 2 Objectives:

  • G2.A — Complete 90% of cost effective energy solutions within 30 months of execution method approval date. 

    PROGRESS TO DATE: Since beginning to track the award of cost-effective solutions against the 30-month execution time line, we have our first project to be awarded with the specific period: an Energy Savings Performance Contract at Hurlburt Field, Florida. Additionally, we are adding more projects to the pipeline.
     
  • G2.B — Category Managers will execute 75% of the recommendations identified in the approved/endorsed Category Execution Plans (CEPs) by Sep 22. 

    PROGRESS TO DATE: The Category 4 Strategic Plan in final draft and on track for July submittal to the Deputy Under Secretary of the Air Force, Management (SAF/MG) for endorsement. Additionally, the Government-wide Working Dog Category Intelligence Report was completed Sept. 30, 2020, and identified six program improvements for 5,000 dogs in 14 federal agencies.
     
  • G2.C — Meet and sustain 90% execution of <1 day on the Pick, Pack and Ship (PPS) segment for Transportation Priorty-1 shipments to assure high priority government material is available at the time of need, NLT 2nd qtr CY21. 

    PROGRESS TO DATE: Although we haven’t hit the 90% goal yet, we have made significant gains in process visibility and training, system upgrades, and shipment velocity since inception of this Air Force Inspection System compliance item in September 2019.  We achieved a high of 89% in January 2021, up from 60% upon commencement of the LOE.  
     
  • G2.D — Provide commanders a tool for installation resiliency by fully implementing the Access Control Point Tool by NLT 31 Dec 21. 

    PROGRESS TO DATE: We trained more than 300 program managers on ACP tool functionality and capabilities.

What can you tell us about your objectives?
We’re executing four primary objectives to develop and enhance installation resiliency across 77 installations. The first objective of completing 90% of cost effective energy solutions within 30 months of execution method approval date aims to expedite the implementation of various categories of energy initiatives across the enterprise. Energy is at the center of all installation operations; improving this infrastructure will greatly enhance resiliency across all bases. 

The next includes executing 75% of the recommendations identified in approved category execution plans. The long-term goal of this objective is to establish an overreaching execution model for category and enterprise managers for things like facility and working dog projects and installation and mission support funding. Funding partnered with an effective installation resiliency execution plan will provide commanders a decision support tool and help with prioritizing requirements. 

The final two objectives directly impact installation-level operations and include meeting and sustaining 90% execution of less than one day on the pick, pack and ship segment for transportation priority one shipments and providing commanders a tool for installation resiliency by fully implementing the Access Control Point Tool. Taken together, these objectives harden installations by ensuring the fast and efficient movement of supplies to and from worldwide logistics hubs, and by assessing, tracking, and prioritizing installation access control point health and upgrade requirements. Both target support and protection to the warfighter.

What positive impact has your progress had on Airmen, commanders and/or the mission so far?
To achieve our goal of meeting and sustaining 90% execution on the PPS segment for transportation priority one shipments in less than a day, our team created training products, made system upgrades to prevent human error input and enabled opportunities for Airmen/Guardians and leaders of the same to review internal processes and thus to increase shipment velocity to the warfighter. All of these initiatives are benefitting the entire Air and Space enterprise.

What challenges have you encountered along the way and how have you adjusted for them?
For the 90% PPS goal, a great initial challenge was compiling and assessing the data and persuading installation personnel that the goal is important. We overcame those obstacles by training our own team, creating training products for the field and marketing this effort through monthly calls with transportation officers and front line workers to educate them on correct procedures.

Why is Increasing Installation Resiliency important to AFIMSC? 
The installation resiliency team goal was designed to pivot infrastructure and operational programs from a reactive to proactive posture through targeted objectives and innovative initiatives. This will reduce vulnerabilities, mitigate threats, harden installations, and provide commanders at all levels with the cutting edge tools and procedures to effectively protect Department of Defense infrastructure and execute critical mission sets. 

How does your goal support AFMC, Air Force and National Defense Priorities?
The National Defense Strategy calls for the DoD to foster a competitive mindset by “rebuilding military readiness as we build a more lethal Joint Force” and “reforming the Department’s business practices for greater performance and affordability.” Resiliency is at the heart of readiness. LOE 1 Goal 2 directly impacts these calls to action and enables National Defense Strategy focus areas to achieve a more lethal, resilient, innovative and modernized force. 

Creating an agile fund allocation process and improving category execution plans will target installation performance and affordability. Meanwhile, improving transportation operations, developing the Access Control Point Tool, and efficiently executing energy solutions will hone in on readiness across the Air Force and Joint Force. 

How are you measuring success?
We’ll measure success in two parts. First, the tracking and execution of the five primary objectives, their 14 sub-objectives and associated timelines is essential. In 2021, objectives C & D are projected to be completed while objective B will be completed in September 2022. Objective A is unique in that success will be based on each energy-solution project and a 30-month timeframe that starts on the execution method approval date. 

Secondly, we’ll measure teams’ ability to pivot objectives to meet changing demands over the next 2-3 years. Even in the early stages of goal and objective development, milestones moved several times during working group analysis. As organizations, strategies and policies change, the willingness to quickly adapt and modify based on desired results is key to effectiveness. As we complete shorter-term objectives, implementing value-added replacement objectives based on stakeholder input will continue to enhance installation resiliency over the long term. 

What are your next steps?
We’ll be briefing our PPS goal at the logistics readiness conference in August. We will then codify a new 85% goal into policy, and will continue to monitor compliance on a quarterly basis to ensure velocity sustainment around that goal.

For the ACP tool, draft policy is with Air Force headquarters for review and publication. We are also reviewing the implementation tool and gathering data to identify areas for improvement.

Finally, we’ll continue evaluating energy solutions projects at the 10, 20, and 25 month execution point to validate the 90% goal of cost effective energy solutions within 30 months of execution method approval date. We’ll also be adding more energy resilience projects to the pipeline as they transition from planning to execution. Additionally, in the near future, we will begin to focus on climate resilience-type projects to combat issues caused by weather or nature.  

Is there anything you would like to add?
Installation resiliency is more than hardening the base and duplicating processes and infrastructure across the base. It’s about ensuring a funds allocation process is agile and assesses risk to mission and risk to force. It encompasses prioritizing infrastructure requirements and repair needs, as well as standardizing and streamlining the contracting process. It’s about ensuring base access control points are assessed equally so priority for repairs and upgrades can be accomplished in the order of need. It’s about ensuring high priority supplies and equipment are expedited through the shipping process and, lastly, it’s about ensuring energy-efficient projects and upgrades are completed in a timely manner to expediently affect energy savings and energy independence. Increasing installation resiliency is paramount and we can find ways to increase resiliency in almost everything we do.

(Current as of July 8, 2021)