Goal 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:
What can you tell us about your objectives?
We’re executing five primary objectives to develop and enhance installation resiliency across 77 installations. The first two include establishing an agile funds allocation process to assess risk to mission and risk to force by enterprise manager portfolio and executing 75% of the recommendations identified in approved category execution plans. The long-term goal of these objectives is to establish an overreaching funding and 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 next 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.
The final 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.
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 objectives B & A will be completed in September 2022 and fiscal year 2023 respectively. Objective E 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.
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 Feb. 25, 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