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Optimize Infrastructure

Brenda Roesch quoteGoal Leader: Brenda Roesch, AFIMSC Installation Support Directorate Facilities Engineering Chief and Enterprise Manager

Goal Description: The Air Force must slow down or halt the degradation in the most critical infrastructure assets based on their importance to the National Defense Strategy. This goal is putting plans in place so AFIMSC can better advocate for infrastructure funding, effectively spend the resources we get and ensure bases spend their resources effectively in line with the Infrastructure Investment Strategy.

LOE 1 Goal 1 Objectives:

  • G1.A — Increase built infrastructure funding in the POM to meet 2.3% Plant Replacement Value (PRV) for mx and repair (FSRMD + recap MILCON) NLT Sep 23

    PROGRESS TO DATE: Competing weapons systems priorities in the POM have delayed progress toward achieving 2.3% PRV resourcing. Our “fix from within” focus has therefore shifted toward reducing PRV in order to ensure the funding in the POM reaches closer to the 2.3% PRV target as outlined in the Infrastructure Investment Strategy. 
  • G1.B — Reduce infrastructure footprint by 1.2 million square feet annually in accordance with Infrastructure Investment Strategy

    PROGRESS TO DATE: Related to G1.A, when the numerator (funding) cannot be raised then the denominator (PRV) reduction is a viable avenue to meet the 2.3% PRV target goal. Recent AFIMSC Installation and Mission Support Weapons and Tactics Conference working groups recommended multiple courses of action that contribute to more aggressive plant footprint reduction opportunities, to include exploration of telework policies and leveraging local community services which may present infrastructure footprint reduction. Reduction of footprint is one way to reduce plant replacement value. 
  • G1.C — Reduce annual failed facilities by 5% annually in the highest T-MDI bands (60-100) and develop annual failed facilities mitigation plans

    PROGRESS TO DATE: Currently, we are falling short of the target goal. However, business rules, incentives and policy are being put in place to accelerate performance toward the target. Air Force policy is in draft to ensure all military construction growth is offset with equivalent demolition/reduction that will focus on the lowest T-MDI assets and emphasize consolidation into better condition facilities. I-WEPTAC recommendations included aggressive targets for demolition/consolidation resource expenditure annually ($325 million a year) and the POM demolition resourcing line item has been doubled to $45 million a year beginning in FY23 and will be increased to $71 million a year beginning FY24. Decentralized FSRM incentives have been put in place requiring annual demo/consolidation project submittals from each base and data input on facilities space utilization to identify opportunities for demo/consolidation projects.
  • G1.D — Achieve AF target to satisfy OSD admissibility criteria for MILCON projects prior to submission of annual PB

    PROGRESS TO DATE: This goal has been achieved, a huge success story and 180-degree turn around. This success will translate to keeping our MILCON funds in the program!

What can you tell us about your objectives?
In order to optimize our infrastructure, certain objectives need to be met that will enable ready, resilient, and lethal power projection platforms across the Air Force. First and foremost, funding our Maintenance and Repair portfolio to a minimum of 2% Plant Replacement Value (PRV) by September 2023 and 2.3% PRV by September 2026 while executing the I2S.

To put it simply, the goal is to improve facility and infrastructure funding through the Program Objective Memorandum while building the tools and culture to make smart, lifecycle investments. Shifting infrastructure spending from “worst first” to a decisive, data-educated approach for requirements identification will help drive efficiencies and target investment in accordance with lifecycle asset management principles and mission risk.

What positive impact has your progress had on Airmen, commanders and/or the mission so far?​
Airmen, commanders and missions are benefiting from increased data driven decision making that ensures the limited FSRMD resources are going to the right places and the right time, maximizing bang for the buck! Higher quality dormitories, child development centers and workplace quality of life enhancements are direct benefits of FSRMD optimized investment and divestment.

What challenges have you encountered along the way and how have you adjusted for them?
Challenges focus on the competing priorities from weapons systems in the POM for resourcing and finding solid opportunities to demolish and consolidate. New business rules, incentives and policy are all being developed in tandem to shape behavior in the field, in alignment with the I2S and NDS. 

Why is Optimizing Infrastructure important to AFIMSC?
The core emphasis of AFIMSC is mission success in the field. Global Reach, Global Vigilance and Global Power rely upon the foundational bedrock of optimized infrastructure as the power projection platforms. Optimizing infrastructure shifts the focus away from just-in-time maintenance and repair to anticipating mission critical, longterm repair and modernization before costly failures occur. The combination of a widened aperture, collaborative visibility of data and diversity of asset classes allows us to balance risk tradeoffs, enabling agile issue resolution in support of installation success. Forecasting infrastructure asset performance equips us with a predictive capability to streamline enterprise-scale efficiencies.

How does your goal support AFMC, Air Force and National Defense Priorities?
Optimizing the Air Force’s power projection platforms supports the NDS by enabling lethal missions with reliable, resilient bases, facilities and infrastructure. Optimizing infrastructure helps installations improve the reliability and efficiency of their assets across every aspect of the value chain to deliver rapid return on investment. To get us there, the I2S objectives guides us to plan smartly with enhanced visibility into the condition, risk, criticality and age of various mission assets to help decrease the Air Force’s exposure to infrastructure vulnerabilities and emphasize planning with sound, integrated, rejuvenated data. 

Further, our goal helps to strengthen decision-making by focusing capital commitments based upon true asset condition and mission dependency. The objectives facilitate stakeholder information sharing to create efficiencies, reduce costs and risks, and shorten overall time for infrastructure and facility repairs in the field while preventing failures with timely, cost-effective investment.

How are you measuring success?
Success is measured by realizing specific I2S metrics, such as increasing infrastructure resourcing to a level where optimization is achieved. Implementing the I2S will inevitably translate into improved building and infrastructure conditions at the right time, at the right locations, aligned with the NDS. Implementing the I2S and including right-sized investment will also result in reduced mission risk and vulnerabilities while simultaneously increasing reliability and resiliency.

Our prediction is that key indicators, such as facility risk assessment codes, fire safety deficiencies, emergency work orders and facility failures, will all experience downward trends when the I2S is resourced and executed consistently over multiple FYDPs.

What are your next steps?
Continue to advocate in the POM for resourcing, but rather than wait for resourcing to arrive, the focus will be on “fixing from within” through internal transfers of R&M funding to demo line and emphasize plant footprint reduction at every opportunity. Additionally, ensuring every dollar of limited resourcing received is optimized in accordance with the I2S and NDS at every level, ensures the dollars are achieving maximized return on investment.

Is there anything you would like to add?
The Air Force and the nation as a whole collectively face a moral imperative to balance cost efficiency with a significant overhaul of our rapidly deteriorating infrastructure, both inside and outside the fence. Unlike our sister services, the Air Force fights from the base. Our national defense and the economy depend upon a solid, reliable infrastructure backbone. The nation depends on this infrastructure foundation as the driving engine to enable innovation and maintain its geopolitical edge to defend against the increasingly cutthroat, global economic future.

National infrastructure spending has steadily declined since the 1940s and is projected to continue to decline. The U.S. currently spends a fraction of gross domestic product on infrastructure compared to other developed nations, well below what is needed. Investing in infrastructure is investing in our future. The Air Force is streamlining the way we locate, engineer and operate our diverse, complex assets in order to balance and mitigate risk for the future of our force.

(Current as of July 16, 2021)