GOAL 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.
G1.A – Achieve 2.3% plant replacement value funding in accordance with Infrastructure Investment Strategy (I2S) with focus on both numerator (POM resourcing) and denominator (footprint redux)
G1.B – Plant Replacement Value (PRV) reduction 1.2 million square feet annually in accordance with I2S
G1.C – Reduce degraded high Mission Dependency Index & focused infrastructure no later than (NLT) 30 Sep 22
G1.D – Execute FY23 approved decentralized facilities sustainment, restoration and modernization (dFSRM) incentives tracking and supporting FY22 performance & develop FY24 infrastructure optimization incentives
DRIVING THE MISSION
Infrastructure optimization is a critical component of the AFIMSC mission. Air Force and Space Force infrastructure funding is the center’s largest portfolio. Optimizing the investment of these funds brings a positive impact to the center’s mission effectiveness.
2021 PROGRESS & ACCOMPLISHMENTS
We made huge progress in data-driven, decision-making capabilities. The development of two asset management tools for data analysis of facilities and transportation infrastructure led to the establishment of a focused investment strategy to improve the conditions of dormitory and child development center assets. FSRM incentives were also implemented to improve infrastructure data quality, obligation rates, and focus investments toward infrastructure in the optimal lifecycle range and demolition projects toward reducing footprint.
Developing and issuing the new Authority to Advertise memorandum for the FY22 decentralized FSRM program was our biggest achievement. Issuing advanced authority to installations in July 2021 enabled an advanced start in the FY22 dFSRM execution process which increased project execution capacity and capability at local levels to optimize infrastructure.
Overall, our work is helping the Air Force better manage infrastructure and resources. In addition to that, the dorm and CDC focused investment strategy will boost quality of life for Airmen, Guardians and families.
GOALS FOR 2022
We will build on our data analysis tools with the development of the utilities infrastructure asset management tool. A new incentive will improve real property records and increase accuracy of facility sustainment modelling. We will also increase focus on demolition efforts to reduce infrastructure footprint and advocate to include a FY24 POM disconnect between current FSRM funding and the 2.3% plant replacement value goal established by the I2S.
IN THE NEWS
(Current as of Dec. 6, 2021)
LOE 1: Increase Lethality & Readiness
1. Optimize Infrastructure
2. Increase Installation Resiliency
3. Improve Strategic Basing
4. Revolutionize Base Lethality
5. Prioritize Airmen and Guardian Readiness
6: Data Driven Execution Plan Process
7: Integrate Air Base Command and Control
LOE 2: Strengthen Airmen, Guardians & Families
1. Improve Quality, Utilization and Management of Unaccompanied Housing
2. Improve Housing for Airmen, Guardians & Families
3. Optimize Community Cohesion to Build Resilient Airmen, Guardians & Families
4. Enterprise-wide Customer Service Strategy
5. Implement 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
8. Building an Inclusive and Equitable Culture/Environment