AFIMSC Organizational Strategy · 2021. 4. 9. · the same time, we’re steadfast in our further commitment to their off-duty and family lives by ensuring they have safe and secure

1AFIMSC Organizational Strategy

2 AFIMSC Organizational Strategy

TABLE OF CONTENTSCOMMANDER’S INTENT ........................................................................................ 3 AFIMSC ORGANIZATION ....................................................................................... 4AFIMSC WORLDWIDE ENTERPRISE ....................................................................... 4AFIMSC BY THE NUMBERS .................................................................................... 5LOE1 ................................................................................................................... 9LOE2 ................................................................................................................. 18LOE3 ................................................................................................................. 23 APPENDIX OVERVIEW ....................................................................................... 34APPENDIX A — LOE 1 ........................................................................................ 35APPENDIX B — LOE 2 ........................................................................................ 38APPENDIX C — LOE 3 ........................................................................................ 41GLOSSARY ........................................................................................................ 45

“It is crucial that every AFMC Airman understands just how important our mission is to the Air Force and how each of us impacts national security.”

Gen. Arnold W. Bunch Jr., AFMC commander

Your Success is Our Mission!


This AFIMSC Strategy Document represents the strategic priorities – major Lines of Effort (LOEs) and related goals – we’re pursuing to optimize our delivery of Installation and Mission Support (I&MS) to the Air Force and Space Force. We developed the LOEs and their 16 goals to align with Air Force Materiel Command’s strategic LOEs, which dovetail into the Department of Air Force priorities. Our mission operations are focused on these three major areas: • Increase Lethality and Readiness: This is the mission. It’s what

the global AFIMSC team of more than 3,500 military, civilians and contractor support teams execute every day to ensure the Air and Space Forces have the I&MS funding and capabilities they need to conduct their missions.

• Strengthen Airmen and Families: This is the heart and soul of our Air Force. Our Airmen and Space Force Guardians are the human weapons systems who make any and all mission accomplishments and successes possible. We’re committed to ensuring they have the training, equipment and resources required to accomplish their duties in garrison and down range. At the same time, we’re steadfast in our further commitment to their off-duty and family lives by ensuring they have safe and secure facilities and homes, and that they can achieve a work-life balance by maintaining the social, mental, physical and spiritual pillars of Comprehensive Airmen Fitness.

• Pursue Organizational Excellence: We can’t optimize our mission delivery if we don’t look at ourselves and get after the things we need to do to mature our organization and processes, while getting capabilities to the warfighter at the speed of relevance. We’re doing this by continuously innovating internally and executing programs across the force that enable the I&MS community to bring new ideas and innovations to the fight. We will always focus on making ourselves better so we can make the Airmen and Guardians we support better.

We’ve designed this guide to be a living document. We’ll update the status of our progress on a quarterly basis and will push related products out that keep these critical LOEs and their execution in front of our team and our customers. Every operation we plan and conduct is tied to this strategy and, if it’s not, it’s irrelevant to us and the commanders and Airmen we support. Everyone in our organization can see themselves somewhere in the goals we’re pursuing. They are the core of our mission. When we achieve them, we’ll move on to new goals and the cycle of continuous improvement and pursuit of excellence will continue. The AFIMSC Strategy Office is the Office of Primary Responsibility for managing and administering our strategy. For questions or more information, please send an email to the Strategy and Innovation Workflow box at [email protected].


JOHN T. WILCOX IIMajor General, USAFCommander

Message from the Commander

AFIMSC, with headquarters at Joint Base San Antonio-Lackland, Texas, comprises 10 detachments and four Primary Subordinate Units, or PSUs.


AFIMSC Organization

AFIMSC Worldwide Enterprise

2,380 Civilians

750 Enlisted

= 10

324 Officers

2,380 Civilians

750 Enlisted

= 10

324 Officers

2,380 Civilians

750 Enlisted

= 10

324 Officers

Covered installation commanders’ must-pay bills and their top priority unfunded requirements.

Received by installationsin construction taskingorder project funding.

To cover natural disaster recover efforts.

For environmentalcontracts.

In Covid-19 relief efforts. In overseas contingencyoperations funding.

Disbursed among small accounts toAFIMSC headquarters, detachments and primary subordinate units.

$8.2 BILLION execution in FY 2020

AFIMSC Workforce: 3,454


AFIMSC By The Numbers


0

200

400

600

800

Civil Engineer

Comm & Info

Contracting

FinancialManagement

Force Support

History &

Museum

Intelligence

LegalLogistics

Medical

Program

Management

Public Affairs

SafetyScientist &

Engineer

Security

Special Investigations

958

122

473

299

197

1 3 43106

356

13 3 1683

4

Civilian Career Fields

100

80

60

40

20

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11SX13NX

13SX14FX

14NX15AX

16FX16GX

16RX17DX

21RX30CX

31PX32EX

38FX43HX

51JX52RX

61DX62EX

63AX64PX

65FX71SX

87GX88AX

91CX92SX

92TX96DX

97EX

1 1 1 3 1 1 1 1 1 4 7 9 6

26

104

21

2 4 71 2

6

78

81 2 1 1 2

6 9 6

Enlisted Air Force Specialty Codes

0

50

100

150

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1Z3XX2A3XX

2F0XX2G0XX

2S0XX2T0XX

2T1XX2T2XX

2T3XX2W0XX

3D0XX3D1XX

3E0XX3E1XX

3E2XX3E4XX

3E5XX3E6XX

3E7XX3E8XX

3E9XX3F0XX

3F1XX3F2XX

3F3XX3F5XX

3N0XX3P0XX

4A0XX4C0XX

4N0XX4Y0XX

5J0XX5R0XX

6C0XX6F0XX

7S0XX8F0XX

8I0XX8U0XX

9A2XX9E0XX

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1 1 1 1 3 7 6 11 10 6

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1 415

41

4 6 6 8 311

2110

18

49

3 1

31

3

174

210 7

1 18

117

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1 3 1 1 1 1 3

99

Officer Air Force Specialty Codes


AFIMSC By The Numbers


MISSIONDeliver globally integrated installation and mission support to enhance warfighter readiness and lethality for America’s Air and Space Forces.

VISIONOne integrated AFIMSC team revolutionizing combat power and installation support for Airmen and families.

VALUESResponsiveness: Meeting the needs of our customers is Job Number 1! We embrace accessibility, partnerships and collaboration.

Innovation: We solicit and resource innovation at every level. We know there’s more than one way to get to “yes,” and we’re taking calculated risks to deliver what our Air Force and Space Force customers need today.

Trust & Transparency: We are driven to earn trust through transparent processes and services to enable the force to deliver lethality anytime, anywhere.

Empowerment: We empower our people at the lowest level across our integrated team to deliver what our Air and Space Forces need in today’s global power struggle.

Family & Fun: We are a connected and united team, supporting our workforce and our families, who make all our mission success possible.

Diversity: We value diversity as a strength, respect all teammates, and embrace our differences.

STRATEGIC PRIORITIESIncrease Lethality & ReadinessStrengthen Airmen & FamiliesPursue Organizational Excellence


AFIMSC Strategic FrameworkOur AFIMSC strategy focuses on three Lines of Effort: Increase Lethality and Readiness, Strengthen Airmen and Families, and Pursue Organizational Excellence. These LOEs support our organization, the Air and Space Force, and the greater Defense enterprise. Everyone in AFIMSC plays a part.

The AFIMSC Strategic Plan creates a strategic framework for making progress toward achieving goals within each LOE. The framework (illustrated below) enables us to focus on our priorities with measurable outcomes that support data-driven decision-making.




Increase Lethality and ReadinessDelivering lethality and readiness requires combat-ready forces and infrastructure that enable successful mission accomplishment. The AFIMSC team builds and maintains the platforms from which the Air Force operates in air and space. Increasing lethality and readiness is at the heart of what we do every day so that the Air Force can defend, deter, fight and win wars.

GOAL 1

Optimize Infrastructure: 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.

GOAL 2

Increase Installation Resiliency: This goal creates tools and actionable plans to ensure the execution of mission-critical priorities for installation and mission support 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.

GOAL 3

Improve Strategic Basing: 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.

GOAL 4

Revolutionize Base Lethality: Using several key processes, this goal develops actionable steps to transform the “installation of today” to the “future blueprint” through effective resourcing in a constrained environment. This holistic approach empowers an installation’s ability to achieve mission success using existing capabilities, through innovation and resource-informed advocacy.

GOAL 5

Prioritize Airmen Readiness: A top AFIMSC priority is Airmen readiness, which relies on dynamic programs and funding to produce highly trained and mission-ready Airmen. This goal will prioritize training funding to reduce gaps and prevent bases from making high-risk choices that leave the Air Force vulnerable.

LOE 1 Champion: Monica Anders, AFIMSC Resources Director

Line of Effort 1


OPTIMIZE INFRASTRUCTURE

“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 cut-throat, global economic future.”Brenda Roesch

Goal LeaderBrenda Roesch, AFIMSC Installation Support Directorate Facilities Engineering Chief and Enterprise Manager

Goal DescriptionThe Air Force must slow down or halt the degradation in the most critical infrastructure assets based on their importance to the NDS. 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.

OBJECTIVESIn 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 Val-ue (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

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

G1.B — Reduce infrastructure footprint by 1.2 million square feet annually in accordance with Infrastructure Investment Strategy

G1.C — Reduce annual failed facilities by 5% annually in the highest T-MDI bands (60-100) and develop annual failed facilities mitigation plans

G1.D — Achieve AF target to satisfy OSD admissibility criteria for MILCON projects prior to submission of annual PB

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.

CONNECTING TO THE AFIMSC MISSIONThe core emphasis of AFIMSC is mis-sion 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 infra-structure shifts the focus away from just-in-time maintenance and repair to anticipating mission critical, long-term 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 trade-offs, enabling agile issue resolution in support of installation success. Fore-casting infrastructure asset perfor-mance equips us with a predictive ca-pability to streamline enterprise-scale efficiencies.

Line of Effort 1, Goal 1

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https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Increase-Lethality-and-Readiness/Optimize-Infrastructure/


OPTIMIZE INFRASTRUCTURE

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESOptimizing the Air Force’s power pro-jection platforms supports the NDS by enabling lethal missions with reliable, resilient bases, facilities and infrastruc-ture. 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 em-phasize planning with sound, integrat-ed, 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.

MEASURING SUCCESSSuccess is measured by realizing specific I2S metrics, such as increas-ing 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 simul-taneously increasing reliability and resiliency.

Our prediction is that key indica-tors, such as facility risk assess-ment codes, fire safety deficiencies, emergency work orders and facility failures, will all experience downward trends when the I2S is resourced and executed consistently over multi-ple FYDPs.

FINAL THOUGHTSThe Air Force and the nation as a whole collectively face a moral imper-ative 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 infra-structure compared to other devel-oped 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.

“Infrastructure resilience is critical to our ability to fight.” Brig. Gen. John Allen, Air Force Civil Engineer Center Commander


INCREASE INSTALLATION RESILIENCY

Goal LeaderLinda Szabo, Installation Logistics Division Chief

Goal DescriptionThis 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.

OBJECTIVESWe’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


G2.A — Establish an agile funds allocation process to assess risk to mission/risk to force by Enterprise Manager (EM) portfolio focused on increasing installation resiliency NLT FY23

G2.B — Category Managers will execute 75% of the recommendations identified in the approved/endorsed Category Execution Plans (CEPs) by Sep 22.

G2.C — Meet and sustain 90% execution of <1 day on the Pick, Pack and Ship (PPS) segment for Transportation Priority-1 shipments to assure high priority government material is available at the time of need, NLT 2nd qtr CY21

G2.D — Provide commanders a tool for installation resiliency by fully implementing the Access Control Point Tool by NLT 31 Dec 21

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

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.

“Increasing installation resiliency is paramount and we can find ways to increase resiliency in almost everything we do.”Linda Szabo


VISIT go.usa.gov/xs9VE FOR CURRENT L1G2 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Increase-Lethality-and-Readiness/Increase-Installation-Resiliency/


CONNECTING TO THE AFIMSC MISSIONThe 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.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESThe 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.

MEASURING SUCCESSWe’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.

FINAL THOUGHTSInstallation 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.

INCREASE INSTALLATION RESILIENCY

A ground-mounted solar array connected to the Hill Air Force Base electric grid delivers increased energy production to the base. Energy is at the center of all installation operations; improving energy infrastructure will greatly enhance resiliency across all bases.


IMPROVE STRATEGIC BASING

“Basing decisions 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.”Steve Shea

Goal LeaderSteve Shea, AFIMSC Installation Support Directorate Mission Activity Integration Division chief

Goal DescriptionStrategic 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.

OBJECTIVESIn order to improve the information that supports strategic basing decision making, we are working in five areas:

• Building on the suite of tools that aggregates more than 200 operational and base operating support data elements from every active duty installation which enables visualization and analysis of options.


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.

CONNECTING TO THE AFIMSC MISSIONAFIMSC 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.

G3.A — Conduct 10 Enterprise Wide Looks NLT 30 Sep

G3.B — Conduct 10 pre-site surveys NLT 30 Sep

G3.C — Codify AFIMSC Support in AFI 10-503 (Complete)

G3.D — FOC ATLAS within SIPR

G3.E — Populate 6 critical data fields in basing tracker for MAJCOM BARs


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• Training major commands and detachments on the tools they have access to and those we can provide and encourage their use.

• Using our tools to improve the validity of time and cost estimates for the beddown of forces.

• Developing and building relationships with the acquisition community to ensure early collaboration.

• Developing a database to understand the validity of the data and information provided in the strategic basing process.

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Increase-Lethality-and-Readiness/Improve-Strategic-Basing/


IMPROVE STRATEGIC BASING

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESBasing 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.

MEASURING SUCCESSWe 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.

FINAL THOUGHTSI 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.

Artist rendering of a B-21 Raider concept in a hangar at Ellsworth Air Force Base, S.D. As announced by the secretary of the Air Force in March 2019, Ellsworth is the preferred location for the Air Force’s first B-21 main operating base. (Courtesy graphic)


REVOLUTIONIZE BASE LETHALITY

“By providing basing lethality, each installation becomes a weapon system poised to meet today’s challenges, while maintaining the deterrence required to protect our national resources.”Kent White

“To compete, deter and win, we will need to generate combat power faster than our adversaries.”Gen. Charles Q. Brown, Jr., Chief of Staff of the Air Force

Goal LeaderKent White, AFIMSC Plans and Programs Division Chief

Goal DescriptionUsing several key processes, this goal develops actionable steps to transform the “installation of today” to the “future blueprint” through effective resourcing in a constrained environment. This holistic approach empowers an installation’s ability to achieve mission success using existing capabilities, through innovation and resource-informed advocacy.

OBJECTIVESTo increase lethality and readiness as defined by resilient and ready installations, revolutionize basing lethality will focus on three areas:

• Base survivability: operationalize the Fight the Base flight plan by the end of fiscal year 2021;

• Creation of a blueprint for installation of the future by end of fiscal year 2021; and

• Establishment of a baseline to identify, track, and advocate for installation and mission support shortfall priorities by theater, including equipment, buildings and people.


G4.A — Base survivability - Operationalize the Fight the Base flight plan by end of FY21

G4.B — Optimize - Create framework for installation of the future blueprint w/2 focus areas by end of FY21

G4.C — Advocate - Identify, track, and advocate for I&MS shortfall priorities by theater - equip, building, people

CONNECTING TO THE AFIMSC MISSIONAFIMSC leads the charge for base lethality as we provide the civil engineering expertise, skill and innovation in airfield damage repair to quickly assess, repair and return the runway and base to operational status. AFIMSC also provides security forces and the equipment needed to protect aircraft and facilities for the fight and deterrence. In addition, AFIMSC provides the services to feed and care for our Airmen, which remains a critical piece of providing basing lethality the world over.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESBuilding a more lethal force is one of three lines of effort central to the NDS laid out in 2018. By providing basing lethality, each installation becomes a weapon system poised to meet today’s challenges, while maintaining the deterrence required to protect our national resources.

MEASURING SUCCESSEach objective is measured by a timeline to formulate, operationalize and field respective initiatives. This could take months and years to accomplish as each initiative is unique and supports the fight. Establishing a baseline for IM&S shortfall priorities will guide and reveal opportunities for improvement in advocacy of resources.


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https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Increase-Lethality-and-Readiness/Revolutionize-Base-Lethality/


PRIORITIZE AIRMAN READINESS

“The individual Airman is at the heart of all we do in the Air Force. The goal to prioritize Airmen readiness takes a deliberate and focused look at how we prepare them for mission requirements.”Col. Andrew Pate

Goal LeaderCol. Andrew Pate, Chief, Expeditionary Support Division, AFIMSC Expeditionary Support and Innovation Directorate

Goal DescriptionA top AFIMSC priority is Airmen readiness, which relies on dynamic programs and funding to produce highly trained and mission-ready Airmen. This goal will prioritize training funding to reduce gaps and prevent bases from making high-risk choices that leave the Air Force vulnerable.

OBJECTIVESWe have five objectives:

1. Monitor and report training deficiencies quarterly for Installation and Mission Support Airmen required to attend Silver Flag, an intense course conducted at Tyndall Air Force Base, Florida; Andersen Air Force Base, Guam; and Ramstein Air Base, Germany. The course teaches and reinforces skills necessary for I&MS Airmen to enter a hostile, unestablished area and create a working air base.

2. Formally train 80% of new civilian Defenders by the start of fiscal year 2023.

3. Develop five new increments of the contingency contracting officer training program – one per year for five years.

4. Centrally fund 100% mission readiness training starting in fiscal year 2021.

5. Increase overall AFIMSC mission readiness training attendance to more than 95%.


G5.A — Monitor and report training deficiencies for I&MS Airmen required to attend Silver Flag every quarter

G5.B — Formally train 80% encumbered Civilian Defenders by start of FY23

G5.C — Develop five new increments of the Contingency Contracting Officer training program - 1 per year for 5 years, beginning FY20

G5.D — Centrally fund 100% Mission Readiness Training starting in FY21

G5.E — Increase overall AFIMSC Mission Readiness Training execution rate to >95%

CONNECTING TO THE AFIMSC MISSIONAll of our goals help AFIMSC enhance I&MS warfighter readiness and lethality. Additionally, goal 5 focuses the AFIMSC enterprise on supporting Airmen and maximizing their readiness to ensure we are able to meet NDS requirements.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESThe individual Airman is at the heart of all we do in the Air Force. The goal to prioritize Airmen readiness takes a deliberate and focused look at how we prepare them for mission requirements. We are the Airman’s advocate and prioritize resources for their training and development. This enterprise perspective supports Air Force and National Defense Priorities by ensuring they’re fully trained for mission requirements.

MEASURING SUCCESSMonthly Defense Readiness Reporting is reviewed for mission support Airmen along with training milestones to ensure objectives are kept on track. That progress is reported quarterly to AFIMSC leadership for engagement and advocacy.


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https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Increase-Lethality-and-Readiness/Prioritize-Airmen-Readiness/


Strengthen Airmen and Families

We strengthen Airmen and families by providing safe places for them to live, train, work and play. We foster the Whole Airmen Concept by delivering quality of life and morale, welfare and recreation programs. By building strong communities where Air Force members have a sense of belonging and security, Airmen can concentrate on executing the mission, knowing the Air Force is taking care of them and their families.

GOAL 1

Improve Quality, Utilization and Management of Unaccompanied Housing: AFIMSC is charged with making sure Airmen across the Air Force are ready and installations are operationally resilient and able to produce uninterrupted airpower. This goal focuses on taking care of Airmen by ensuring access to safe, quality dorms thereby allowing them to focus on the mission in support of Air Force Materiel Command, Air Force and national defense priorities.

GOAL 2

Improve Housing for Airmen and Families: This goal commits the Air Force to provide Airmen and their families safe homes and secure communities they are proud to call home. This goal is nested in Air Force Materiel Command’s priority to strengthen the Air Force and Space Force teams by planning and executing programs to build resilient families and improve their quality of life.

GOAL 3

Optimize community cohesion to build resilient Airmen and families: We will deploy new initiatives and optimize current programs to make sure our most valuable resource, our Airmen and their families, are provided what they need to thrive at work, home and play.

GOAL 4

Execute Enterprise-wide Customer Service Strategy: We will identify, measure and analyze customer satisfaction to continuously improve enterprise results and external stakeholders’ experience with AFIMSC. We’ll share this customer feedback with the right people, in the right way, at the right time to influence positive changes and a culture of customer satisfaction throughout AFIMSC.

LOE 2 Champion: David Dentino, Executive Director, Air Force Civil Engineer Center

Line of Effort 2


IMPROVE QUALITY, UTILIZATION AND MANAGEMENT OF UNACCOMPANIED HOUSING

“A big part of taking care of Airmen is making sure they have access to safe, quality dorms so they can focus on their mission in support of AFMC, Air Force and National Defense priorities.”Danielle Poyant

Goal LeaderDanielle Poyant, Air Force Dorms Activity Management Program Manager

Goal DescriptionAFIMSC is charged with making sure Airmen across the Air Force are ready and installations are operationally resilient and able to produce uninterrupted airpower. This goal focuses on taking care of Airmen by ensuring access to safe, quality dorms thereby allowing them to focus on the mission in support of Air Force Materiel Command, Air Force and national defense priorities.

OBJECTIVESWe are focusing on three main areas:

1. Resource the Dorm Master Plan through focused investment. The Air Force currently has a dorm investment strategy aimed at $200M in sustainment and maintenance every year. Funding constraints have prevented this level of investment from being realized. As a result, current dorm capitalization is not keeping pace with the accelerated degradation of dorms in the field.

2. Drive bases to plan, program and


G1.A — 100% of Dorm Master Plan requirements submitted during each AFCAMP

G1.B — Develop dorm operations framework by end of FY21

G1.C — 100% of bases meet 95% utilization for unaccompanied housing by end FY22

submit improvement projects for their dorms that fall below our condition goal of 80 on the building condition index, or BCI. This allows us to prioritize requirements within the Air Force Comprehensive Asset Management Plan.

3. Build, track and report on dorm utilization, management, conditions, furnishings and other areas of interest to the Airmen

CONNECTING TO THE AFIMSC MISSIONAll Air Force infrastructure is failing at an accelerated pace due to decades of under investment as the service invested other priorities such as weapon systems, new technologies and Combatant Command support. Dorms are no different; currently 32% (FY20) of our permanent party and technical training dorms are below the condition goals we’ve worked with AF/A4C to incorporate into policy.

With so many dorms in an unacceptable condition, we have roughly 22,000 Airmen living in dorms that the private sector would not accept. This translates to a lower quality of life for our Airmen, and impacts retention and recruitment,

and garners scrutiny from concerned stakeholders. When quality and lack of capacity issues arise at installations, AFIMSC is in the unique position to build and resource get-well plans, prioritized by risk and dorm condition, to fix this problem for the entire Air and Space Force.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESAFIMSC is charged with making sure Airmen across the Air Force are ready and installations are operationally resilient and able to produce continuous airpower. A big part of taking care of Airmen is making sure they have access to safe, quality dorms so they can focus on their mission in support of AFMC, Air Force and National Defense priorities.

MEASURING SUCCESSWe are measuring success in five ways:

1. The amount of dorm requirements that are funded.

2. The change in dorm condition indexes.3. The refresh rate of dorm furnishings.4. Work order completion rates for dorm

repairs.5. Room turnover rate.

FINAL THOUGHTSAFIMSC can impact change in funding available for dorm requirements and assist bases with their dorm investment strategies. The improvement of dorm utilization and management in the field is ultimately up to the local commander, but we are here to support in any way we can.


CLICK HERE FOR CURRENT L1G1 INFO


IMPROVE HOUSING FOR AIRMEN AND FAMILIES

“This goal takes care of our most valuable resource, Airmen and their families. We are building a trusting relationship with our Airmen by holding project owners accountable for maintaining safe homes where our Airmen live.”Yvonne Brabham

Goal LeaderYvonne Brabham, Air Force Housing Division Technical Director, Air Force Civil Engineer Center

Goal DescriptionThis goal commits the Air Force to provide Airmen and their families safe homes and secure communities they are proud to call home. This goal is nested in Air Force Materiel Command’s priority to strengthen the Air Force and Space Force teams by planning and executing programs to build resilient families and improve their quality of life.

OBJECTIVESThe objective of this goal is to track and achieve 51 Military Family Housing Initiative (MHPI) improvement tasks by the end of 2021. Another objective is to implement all rights as stated in the MHPI Tenant Bill of Rights, signed in February 2020 by the Secretary of the Air Force.


G2.A — Performance Incentive Fee (PIF) Restructure by May 2021

G2.B — Review EFMP in the Leasing Process by CY21

G2.C — Process for Reporting Health and Safety Issues by Dec 2021

G2.D — Universal Leases – Navy Led by CY21

G2.E — Dispute Resolution Process by CY21

G2.F — Pursue Jurisdiction at Off-Base Housing by Jan 2021

G2.G — Maintenance Records to New Residents Prior to Lease by Dec 2021

G2.H — Review Utility Billing Process by CY21

CONNECTING TO THE AFIMSC MISSIONThis goal is nested in AFMC strategy by ensuing our military families are living in safe, habitable homes. Housing is an emotional trigger; when our Airmen are satisfied with their housing experience, this leads to a more productive work life balance. This is especially true as families live in the age of COVID.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESThis goal takes care of our most valuable resource, Airmen and their families, with this ethos echoed throughout all echelons starting with the Air Force Priority of Growing Strong Leaders and Resilient Families. We are building a trusting relationship with our Airmen by holding project owners accountable for maintaining safe homes where our Airmen live.

MEASURING SUCCESSSuccess is being measured by tracking and achieving 51 MHPI improvement tasks by December 2021 and implementing all tenant rights as stated in the MHPI Tenant Bill of Rights.

“We recruit Airmen; we retain families…and we owe them the ability to have safe living conditions and work spaces.” Gen. Arnold W. Bunch, Jr., Air Force Materiel Command commander


VISIT go.usa.gov/xs9V7FOR CURRENT L2G2 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Strengthen-Airmen-and-Families/Improve-Housing-for-Airmen-and-Families/


OPTIMIZE COMMUNITY COHESION TO BUILD RESILIENT AIRMEN & FAMILIES

“Through focused efforts on programs that build resilient military members and strong Air Force communities, we can directly improve our #1 warfighting capability: our people.”Joanne Dimitriou

Goal LeaderJoanne Dimitriou, Air Force Services Center Executive Director

Goal DescriptionWe’ll deploy new initiatives and optimize current programs to make sure our most valuable resource, our Airmen and Guardians, and their families, are provided what they need to thrive at work, home and play.

CONNECTING TO THE AFIMSC MISSIONAFIMSC has the capability within itself to make a significant impact on building cohesive Air Force communities and resilient Airmen and Guardians. With this capability comes the responsibility to take action.


G3.A — Efficiency - Apply economies of scale and a centralized view to save time and resources to improve cohesion and resiliency in FY’21

G3.B — Optimization - Execute, measure, and improve current portfolio of programs

G3.C — Child Care - Advocate for child care expansion funding, execute funded construction projects, and increase child care options across the enterprise

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESAirmen, Guardians and their families face increased life challenges associated with a military lifestyle. Through focused efforts on programs that build resilient military members and strong Air Force communities, we can directly improve our #1 warfighting capability: our people.

MEASURING SUCCESSThere are a number of existing performance measures and measures being developed that can inform us on whether we are accomplishing our goal. These include measures in areas such as child care capacity, fitness, healthy eating options, financial services and a number of others.

“Resiliency is readiness and readiness breeds culture.” Chief Master Sgt. of the Air Force JoAnne S. Bass


VISIT go.usa.gov/xs9V6 FOR CURRENT L2G3 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Strengthen-Airmen-and-Families/Optimize-Community-Cohesion-to-Build-Resilient-Airmen-Families/


ENTERPRISE-WIDE CUSTOMER SERVICE STRATEGY

“Every Airman and every function in AFIMSC has a customer. Improving the customer experience will improve enterprise results, and ultimately drive positive outcomes to the mission and Airmen, Guardians and families.”Joanne Dimitriou

Goal LeaderJoanne Dimitriou, Air Force Services Center Executive Director

Goal DescriptionWe will identify, measure and analyze customer satisfaction to continuously improve enterprise results and external stakeholders’ experience with AFIMSC. We’ll share this customer feedback with the right people, in the right way, at the right time to influence positive changes and a culture of customer satisfaction throughout AFIMSC.

LOE 2 GOAL 4 OBJECTIVE

G4.A — Develop, launch, and execute AFIMSC Enterprise-wide Customer Satisfaction measurement capability NLT Dec 21

CONNECTING TO THE AFIMSC MISSIONWe must embrace the fact that every Airman and every function in AFIMSC has a customer. Improving the customer experience will improve enterprise results, and ultimately drive positive outcomes to the mission and Airmen, Guardians and families. Prioritizing customer satisfaction will also increase trust and transparency in AFIMSC. Measuring and executing this goal effectively across the enterprise will ensure customer satisfaction is universally applied and embraced across the I&MS portfolio – to include functions that have not traditionally measured/reported customer satisfaction metric.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESSatisfied Airmen and Families leads to the higher retention we need to sustain the Air Force Materiel Command and Air Force missions – and ultimately support our National Defense priorities.

MEASURING SUCCESSOur objective includes some of the key big picture measurements we will use and we’ll continue to look for other analytics that provide us actionable data we can use to improve customer satisfaction.


VISIT go.usa.gov/xs9VeFOR CURRENT L2G4 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Strengthen-Airmen-and-Families/Enterprise-wide-Customer-Service-Strategy/


We pursue organizational excellence by first syncing our strategic priorities with those of our higher headquarters to support the National Defense Strategy. We’re focused on growing and retaining high-performing professionals to execute our mission. We’re maturing our processes and finding ways to better collaborate and communicate with our customers. We’re committed to developing and fielding innovations that deliver capabilities smarter, faster and cheaper.

Pursue Organizational Excellence

GOAL 1

Drive Enterprise Behavior Using Data Analytics: This goal empowers decision-makers at all levels in the Installation and Mission Support enterprise to realize the full potential of data to inform their daily activities, enabled by high-quality data analytics products that are flexibly tailored, packaged and scoped to their needs. This goal is achieved when a data culture exists across the entire enterprise.

GOAL 2

Increase Innovation Opportunities: The aim of this goal is to empower Airmen across the organization to find better ways of accomplishing their mission. We need to create a culture, provide the tools and training, and make it easier for anyone in our workforce to navigate that ecosystem successfully. There are amazing amounts of resources and funding our enterprise can tap into and it will continue to grow.

GOAL 3

Improve Strategic Communication: The focus of this goal is to better connect the AFIMSC team with each other and customers. We accomplish this by delivering a deliberate communication narrative. We coordinate and plan with stakeholders on enterprise-targeted messaging and events. Through collaboration and community, we quickly identify and mitigate areas lacking in persistent, consistent and effective communication.

GOAL 4

Develop I&MS Experts & Leaders: This goal seeks to optimize the onboarding hiring process, and achieve deliberate growth by developing, implementing and maximizing force development opportunities, processes and programs required to improve and retain enterprise talent. It provides direction to develop and sustain competent installations and mission support Airmen, setting the foundation for the development of specific experiential opportunities and programs to educate, train, and purposefully develop a highly trained and multi-faceted I&MS workforce.

LOE 3 Champion: Lorna Estep, AFIMSC Executive Director

Line of Effort 3


GOAL 5

Ensure Connectedness Across AFIMSC: We are a stronger and more successful team when we are connected across our global enterprise. The AFIMSC team is the sum of all our military, civilian and contractor members and their families. This goal ensures connectedness between the headquarters, primary subordinate units and detachments through targeted data-informed opportunities, tools and processes. It will improve transparency, communication, and a shared sense of belonging and purpose.

GOAL 6

Increase Organizational Maturity: When it comes to organizational maturity, our goal is simple: maximize organizational effectiveness and efficiency for maximum mission delivery. This goal defines the optimized organization to help identify and close performance gaps. We highlight and prioritize opportunities and track our progress by measuring AFIMSC against established performance characteristics of organizational maturity.

GOAL 7

Advance IT & Collaboration: This goal ensures we develop effective information technology portfolio management, collaboration and maturity. Through innovation and applying economies of scale across the organization, we can return time and resources to AFIMSC in addition to providing enhanced customer support to meet mission needs and vision.


DRIVE ENTERPRISE BEHAVIOR USING DATA ANALYTICS

“Our goal is to empower decision makers at all levels in the Installation & Mission Support enterprise to realize the full potential of data to inform their daily activities, enabled by high-quality data analytics products that are flexibly tailored, packaged, and scoped to their needs.”Marc Vandeveer

Goal LeaderMarc Vandeveer, AFIMSC Chief Innovation Officer

Goal DescriptionThis goal empowers decision-makers at all levels in the Installation and Mission Support enterprise to realize the full potential of data to inform their daily activities, enabled by high-quality data analytics products that are flexibly tailored, packaged and scoped to their needs. This goal is achieved when a data culture exists across the entire enterprise.


OBJECTIVESOur objectives are to grow the agility, proficiency and community of data analytics across the enterprise while automating data connections to authoritative databases. Agility is achieved by growing the data analytics capabilities for each enterprise portfolio by deploying, monitoring, and maintaining a data and business intelligence ecosystem. Proficiency is grown by training analytics content creators and consumers according to their role in the organization. The community grows as organizations see the value of data analytics and opt in. Automated data ingest is a force multiplier across all of these areas; it is vital that data is available, up to date, and accurate to build trust in our products.

CONNECTING TO THE AFIMSC MISSIONAFIMSC’s first major data analytics project showed that Air Force infrastructure was unsustainable based on past levels of funding for Facilities Sustainment, Restoration, and Modernization. Within months, those products were part of an advocacy push that resulted in the Infrastructure Investment Strategy being signed in early 2019 by the Secretary of the Air Force, the Air Force chief of staff and major command commanders. This calls for an increase in that budget of more than $2 billion along with a more data-driven approach to deciding what gets repaired when. There’s nothing unique about FSRM; we can take that data-driven approach to optimizing and advocating for all of our enterprise portfolios.

G1.A — Agility – Grow Enterprise Portfolio data analytics capabilities by deploying, monitoring, and maintaining a data and business intelligence ecosystem

G1.B — Proficiency – Grow user base of 1,000 trained users and share analytics best practices

G1.C — Community – Grow users from 1,128 to 1,950 by end of CY21

G1.D — Data Automation – Connect 6 of 12 authoritative databases to the AF “Vault” data lake by end of FY21

“The future of the Air Force is data and it is staring us right in the face. How we approach and adapt to that data will mean everything.” Eileen Vidrine, Air and Space Forces chief data officer.


VISIT go.usa.gov/xs9VuFOR CURRENT L3G1 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Drive-Enterprise-Behavior-Using-Data-Analytics/


DRIVE ENTERPRISE BEHAVIOR USING DATA ANALYTICS

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESThe NDS calls for us to “complement our current workforce with information experts, data scientists,” and others in order “to use information, not simply manage it.” Building advanced data analytics capabilities is a force multiplier in achieving all strategic priorities because it shortens the OODA (observe, orient, decide, act) loop, yielding higher quality strategic and tactical decisions in less time. In fact, this year’s I-WEPTAC has two mission area working groups that will use a tremendous amount of data gathered the past three years to offer options to senior Air Force leaders to invest in infrastructure in alignment with the NDS, a major pivot in targeted investment to ensure our most viable capabilities are resilient for decades to come.

Initially developed by the Air Force Installation and Mission Support Center, enhancements to the IHA tool are providing Air Force commanders with the information they need to accurately prioritize funding requirements for more critical mission support areas than ever before.

MEASURING SUCCESSThe past few years have been all about growth. From first establishing a cloud analytic capability in coordination with the AF Chief Data Office in April 2019 and loading 12 initial products into the Visible, Accessible, Understandable, Linked and Trusted (VAULT) data lake, we have grown a user base of 1,128 making use of 125 products. We’ll continue to grow – we expect to get to 1,950 users and 146 products by the end of 2021 – but the emphasis is shifting to maturity and engagement. We have developed a training plan, and we want 1,000 trained consumers and creators by the end of 2021. Furthermore, we have identified 12 key databases to automatically ingest data from, and we intend to get half of them within a year.

FINAL THOUGHTSAs we continue to drive forward the “Democratization of Data” and enable better decision support, anyone in the enterprise can become part of the community of data-driven thinkers. We have licenses available to access analytics in a secure cloud-based platform that requires a simple CAC log-in. To find out how, click on the Installation Health Assessment tile on the AFIMSC SharePoint page. We’ll also be rolling out an email subscription service to have your selected analytics delivered to your inbox, so be on the look-out for more on that!


INCREASE INNOVATION OPPORTUNITIES

“The innovation ecosystem is diverse and dynamic. We need to create a culture, provide the tools and training, and make it easier for anyone in our workforce to navigate that ecosystem successfully.”Marc Vandeveer

Goal LeaderMarc Vandeveer, AFIMSC Chief Innovation Officer

Goal DescriptionThe aim of this goal is to empower Airmen across the organization to find better ways of accomplishing their mission. We need to create a culture, provide the tools and training, and make it easier for anyone in our workforce to navigate that ecosystem successfully. There are amazing amounts of resources and funding our enterprise can tap into and it will continue to grow.

LOE 3 GOAL 2 OBJECTIVESOBJECTIVESOur objectives are to grow opportunities – both in ideas submitted, awarded through Small Business Innovation Research or the Secretary of the Air Force Acquisition’s “Big Bets” in their STRATFI program – and collaborate across bases and their squadron innovation funds. The more we educate and train the enterprise on these fantastic opportunities, the more we empower Airmen to be successful!

We’re also looking at establishing an innovation collaboration space in downtown San Antonio in cooperation with Geekdom. They have three floors in the middle of downtown and access to startup companies, senior mentors and meeting rooms. COVID-19 has slowed acquiring this space, but we hope to have it up and running in 2021.

CONNECTING TO THE AFIMSC MISSIONThe Air Force was built on innovation, but it also has much institutionalized bureaucracy. Our goal, and our innovation office, plays an important role in breaking down those roadblocks and helping our Airmen realize their great ideas. There is an entire ecosystem and coalition of the motivated that are driven by forward progress; harnessing that energy is important to AFIMSC.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESOur people drive our innovation efforts across the enterprise. Their ideas are helping develop mobile apps our Airmen strongly desire and developing drones with advanced sensors and machine learning to deliver requirements better, faster and cheaper. We currently have efforts ongoing in every part of our enterprise from environmental, infrastructure, force protection, contracting and acquisition, robotics process automation, childcare even a digital landscaping effort directly supporting AFIMSC Strategy.

MEASURING SUCCESSOur STRATFI project with Aerial Applications is a great example to measure success. Currently, we use expensive multi-million dollar contracts to assess habitat for endangered species. Our 4-year effort will replace those contracts with drones that can do it for tens of thousands, and do it quicker and with greater accuracy.

We have multiple efforts going on in Small Business Innovation Research and we’ve been able to add outside funding to our $3 million internal budget. To date, we have secured $63 million in matching funds from other government sources or venture capital.

G2.A — Develop – Shepherd ideas through innovation into implementation

G2.B — Capability – Advance engineer, Services, and Defender Sparks

G2.C — Community – Scale outreach events

G2.D — Collaboration – Grow collaboration opportunities


VISIT go.usa.gov/xs9p3FOR CURRENT L3G2 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Increase-Innovation-Opportunities/


IMPROVE STRATEGIC COMMUNICATION

“Our ability to tell our story internally and externally informs and educates our team, customers and the American public about our role in national defense.”Mike Briggs

LOE 3 GOAL 3 OBJECTIVESOBJECTIVESWe established an Advocacy Team, what we call the A-Team, with representatives from across AFIMSC who support branding and strat comm activities. A-Team members serve as ambassadors of the HQ and PA efforts to better connect our team through strat comm, strategy and morale activities. In the area of communicating with external customers, we’re going to support existing communication efforts underway and any new ones in the future by establishing quarterly talking point packages that target timely information we want our customers to know, such as when we’ll make initial funding distribution, changes in Services programs, combined tasking order release, etc. In addition to these timely talking points, we’re creating messaging packets to communicate mission and program information internally and externally. As we sync with the AFMC communication strategy, we’ll align efforts with our higher headquarters to execute command and Air Force communication priorities.

CONNECTING TO THE AFIMSC MISSIONWe are a young organization – a toddler as Maj. Gen. Wilcox refers to us – and while we’ve established ourselves in a very short time as the most integral I&MS function in the Air Force, we’ve not codified and executed consistent strategic communication like more mature organizations such as MAJCOMs do. This is our process for doing that and being persistent and consistent in our strategic communication planning and execution.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESOur ability to tell our story internally and externally informs and educates our team, customers and the American public about our role in national defense. We seek to include messages in all our communication that highlight how we’re increasing lethality and readiness, taking care of Airmen and families, and striving for team excellence and innovation. Those topics let everyone know we play a critical role in delivering command, Air Force and national defense priorities.

MEASURING SUCCESSWe’re establishing surveys, data analytics, focus groups and other tools to help us gather point-in-time feedback so we can see how are efforts are changing awareness and behaviors in our target audiences as we execute information campaigns. Other measures include having our products picked up by Air Force and external websites, growing our social media audience, and using web data to understand where we’re doing well and what we need to improve.

G3.A — Conduct communication engagements targeted to AFIMSC team and customers to grow AFIMSC awareness, understanding and advocacy.

G3.B — Grow followership on Facebook by 10% in CY21.

G3.C — Increase active A-Team membership and participation 20% in CY21 to better support AFIMSC strategic communication operations.

Goal LeaderMike Briggs, AFIMSC Public Affairs Chief

Goal DescriptionThe focus of this goal is to better connect the AFIMSC team with each other and customers. We accomplish this by delivering a deliberate communication narrative. We coordinate and plan with stakeholders on enterprise-targeted messaging and events. Through collaboration and community, we quickly identify and mitigate areas lacking in persistent, consistent and effective communication.


VISIT go.usa.gov/xs9pxFOR CURRENT L3G3 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Improve-Strategic-Communication/


“Success is not just measured by numbers. Success is also defined by how we develop our people and provide the processes, support and tools needed that enable us to be exceptional.”Robert Jackson

DEVELOP I&MS EXPERTS & LEADERS

LOE 3 GOAL 4 OBJECTIVES• Decrease the competency/

certification gap by 10%• Increase training and education

participation by 10% per year• Capture and track the data

that shows the impact of force development execution

• Decrease civilian hiring timeline by 15% in FY21

CONNECTING TO THE AFIMSC MISSIONProviding opportunities for personal and professional growth enables us to develop and sustain a highly capable, high-performing, diverse team with the ability to perform in complex environments. During strategy sessions in early 2020, the leadership team realized we needed continued emphasis on developing I&MS professionals and a formal line of effort that focuses on career development, training and support in order to promote growth within our organization. This goal and its overarching “Pursue Organizational Excellence” line of effort empowers us to continue achieving excellence internally so we can continue to improve our support for the mission by leveraging human capital and talent within AFIMSC.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESOur goal focuses on developing our most valuable asset: people. A trained and developed team is foundational to increasing lethality and readiness. Each higher echelon maintains a line of effort, policy, and/or strategy that incorporates the development of our human capital workforce. Our goal aligns with and supports higher-level priorities as we continue to create/increase opportunities in order to develop our people and

increase their knowledge, skills and abilities in order to be competitive and maintain the world’s greatest workforce.

MEASURING SUCCESSMost of our objectives have a numerical goal to ascertain success. However, success is not just measured by numbers. Success is also defined by how we develop our people and provide the processes, support and tools needed that enable us to be exceptional. As our goal continues to mature, we’ll periodically need to reassess whether the training, development and force management efforts are meeting current capabilities and they’re flexible enough to respond to future requirements.

G4.A — Hiring Process - Decrease civilian hiring timeline through workforce planning by 15% in FY21

G4.B — Rotation - Establish a rotation program target of 2-3% within the Center (5% stretch) (Broadening and Experiential)

G4.C — Career Planning - Increase IDP utilization by 70% by end of year

G4.D — Training & Education - Increase training and education participation by 10% per year

G4.E — ROI - Capture and track the data that shows the impact of force development execution


VISIT go.usa.gov/xs9paFOR CURRENT L3G4 INFO

Goal LeaderRobert Jackson, AFIMSC Director of Personnel

Goal DescriptionThis goal seeks to optimize the onboarding hiring process, and achieve deliberate growth by developing, implementing and maximizing force development opportunities, processes and programs required to improve and retain enterprise talent. It provides direction to develop and sustain competent installations and mission support Airmen, setting the foundation for the development of specific experiential opportunities and programs to educate, train, and purposefully develop a highly trained and multi-faceted I&MS workforce.

OBJECTIVESWe have seven main objectives:• Publish an AFIMSC supplement for

Center Senior Functional roles and responsibilities

• Designate 5% of AFIMSC positions as “experiential” by the end of the year

• Increase Individual Development Plan utilization by 70% by the end of the year

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Develop-I-MS-Experts-Leaders/


ENSURE CONNECTEDNESS ACROSS AFIMSC

Being better connected can help us improve talent management, resiliency, and diversity and inclusion, all of which contribute to greater capabilities. Chief Master Sgt. Edwin Ludwigsen


CONNECTING TO THE AFIMSC MISSIONThis goal contributes to AFIMSC MVPs (mission, vision/values and priorities); specifically integration with our values of Family & Fun, Trust & Transparency, Responsiveness, Innovation, Diversity and Empowerment. All of the values are important as they contribute to collaboration across our diverse unit to meet the needs and wants of the organization. This LOE is one that reaches out beyond just the members of AFIMSC. We need to synchronize with our spouses and families as well. It is important that we put forth a concerted and consistent effort to contact spouses and families and do all we can to “pull them in” or “reach out to them” and CONNECT with them regularly.

Through the LOE initiatives that AFIMSC is working toward, we’re in a great position to sync up with our spouses and get a lot of great feedback about what their needs/wants are from our organization. We’ve leveraged all of that input to help us develop some possible action plans – including multiple social media platforms, social groups, ideas/best practices from similar centers, AFIMSC app, and

more – that get after those areas where we can better connect with them to share information, networking resources, points of contact for support across an installation, etc. Through communication and connectedness, we’re in position to do some great things for our teammates.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESOur AFIMSC LOE and goal cascades from the NDS, Air Force and AFMC Priorities as connectedness contributes to greater opportunities to develop integration internally and externally. Integration supports and facilitates better business practices, warfighting

G5.A — Identify - Collect data on events hosted, diversify events held, track post event data after each event by end of CY21

G5.B — Detect - Strengthen methods of detecting & execute connectedness needs by CY21

G5.C — Analyze - Interpret data to determine what events are successful and prioritize future efforts by CY21

G5.D — Grow - Map network of outreach and connectedness across all AFIMSC by March‘21

Goal LeadersChief Master Sgt. Edwin Ludwigsen, Command Chief Master Sergeant;Chief Master Sgt. Christel Perkins, Major Command Public Affairs Functional Area Manager; andSenior Master Sgt. Eric Peterson, First Sergeant

Goal DescriptionWe are a stronger and more successful team when we are connected across our global enterprise. The AFIMSC team is the sum of all our military, civilian and contractor members and their families. This goal ensures connectedness between the headquarters, primary subordinate units and detachments through targeted data-informed opportunities, tools and processes. It will improve transparency, communication, and a shared sense of belonging and purpose.

OBJECTIVESWe believe our efforts to achieve these objectives will be from an iterative perspective as we continue to tailor our actions through repetition while we incrementally grow, develop and sustain courses of action that contribute to the overall goal of generating connectedness “buzz” across AFIMSC.


VISIT go.usa.gov/xs9prFOR CURRENT L3G5 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Ensure-Connectedness-Across-AFIMSC/


ENSURE CONNECTEDNESS ACROSS AFIMSC

concepts, and change management strategies from our institutional and organizational leaders, including the CSAF strategic approach “Accelerate Change or Lose.”

We can also boost personal and professional bonds that strengthen our entire team, including members and families. Being better connected can help us improve talent management, resiliency, and diversity and inclusion, all of which contribute to greater capabilities. The AFIMSC LOEs and goals strategically align to ensure our resources and actions align to the higher headquarters MVPs and objectives in support of the I&MS enterprise.

MEASURING SUCCESSWe will collect baseline data on AFIMSC Round Table activities, AFIMSC Directorate of Personnel developmental events, chaplain engagement efforts and other viable sources to determine the raw numbers for each event, including resources, time, money, effort, schedule, etc. We have some traditional recurring events that support connectedness – including the Spring Olympics, summer events, Fall Fest, Thanksgiving and holiday parties – and we know we do those events well.

However, we need to gather data and determine what worked well and what didn’t. Do folks at the PSUs or detachments feel connected the same way teammates at the AFIMSC HQ do

To instill a culture that embraces family and fun, AFIMSC built goals into its strategic plan aimed at improving morale, resilience and unity, and made “Family & Fun” one of its organizational values.

with those events? Can we connect better with them virtually for events they host or support that are centric to their location or their operational specific culture, such as security forces, civil engineering, services, or overseas detachments? We solicit feedback from multiple data sources as needed to help us better tailor events, create new events or even stop having a certain event if it isn’t meeting the mark. That is where the iterative process will be value added. The steady repetition of collecting data, reviewing data, accessing/revising/changing plans as needed and executing while we incrementally grow will help us develop and sustain COAs that contribute to the overall connectedness goal and, again, create that “buzz.”


INCREASE ORGANIZATIONAL MATURITY

In 2020, AFIMSC debuted a comprehensive, interactive capabilities library called LAUNCH. LAUNCH serves as a portal for customers to learn about AFIMSC products and services, better

understand the Center’s organizational construct and missions, and find contact information for mission areas.


CONNECTING TO THE AFIMSC MISSIONAn optimized AFIMSC will have a consistently high rate of mission delivery, will be able to easily target large problem sets, can innovate to close performance gaps, and operates with maximum efficiency and effectiveness.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESPursuing organizational maturity supports Air Force Materiel Command’s LOE 2: Speed with Discipline. This goal drives the center to develop and codify business processes that enable us to rapidly, but with innovation and discipline, deliver our mission to best support our customers. Through strategy, the center will ensure installation and mission support priorities are aligned to AF and NDS priorities.

MEASURING SUCCESSGoal 3.6 uses a maturity assessment tool developed for AFIMSC in 2016. There are 14 categories ranging from governance to information technology to supporting people. Currently, the center is progressing toward 2021 and 2026 performance targets and even exceeded some targets as of a 2020 assessment.

Goal LeaderChris Underwood, Technical Director, Financial Analysis Division

Goal DescriptionWhen it comes to organizational maturity, our goal is simple: maximize organizational effectiveness and efficiency for maximum mission delivery. This goal defines the optimized organization to help identify and close performance gaps. We highlight and prioritize opportunities and track our progress by measuring AFIMSC against established performance characteristics of organizational maturity.

OBJECTIVESOur team is focused on improving key internal business processes that support an optimized organization. Near term objectives include:

• Implement and execute an AFIMSC strategy to realize performance goals

• Pursue transformation initiatives to modernize the organization and align our AFIMSC strategy to Air Force and NDS demands and challenges in FY21

• Build a comprehensive capabilities library to replace our founding Program Action Directive 14-04 and associated Programming Plan and provide an AFIMSC authoritative operating instruction that codifies AFIMSC 2.0

• Evaluate corporate structure reform to establish a battle rhythm, formalize topics and share information for decision making

Final ThoughtsAFIMSC is well on its way to an optimized state, but there is more to do. Here are a few of our short-term successes: We’ve officially launched our strategy, we are maturing our approach to performance-based metrics through innovative use of Small Business Innovation Research funds, we are currently exploring future operating models to align with Air Force transformation initiatives, and we are close to closing out AFIMSC 2.0.

G6.A — Measure & Implement - Ensure execution and adoption of prioritized items and fulfill action plans by end of CY21

G6.B — Optimize - Improve organizational outcomes through agility and adaptability by achieving maturity matrix level 4 (sustained) by end of CY21

G6.C — Strategy - Integrate, build, and automate strategy into enterprise by end of CY21

“We’re trying to get to where every single person can see themselves in (our) vision and mission statement and get behind (our) values.” Maj. Gen. Tom Wilcox, AFIMSC Commander


VISIT go.usa.gov/xs9p2FOR CURRENT L3G6 INFO

https://org2.eis.af.mil/sites/13942/AFIMSC%20Library/SitePages/AFIMSC%20Library.aspx

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Increase-Organizational-Maturity/


ADVANCE IT & COLLABORATION

LOE 3 GOAL 7 OBJECTIVESCONNECTING TO THE AFIMSC MISSIONAccomplishing our goal means better support to customer, optimized spending for IT and reduced risk to the organization.

SUPPORTING AFMC, AIR FORCE AND NATIONAL DEFENSE PRIORITIESLike all of our goals, our goal is ultimately focused on improving AFIMSC’s ability to deliver installation and mission support to our Air and Space Forces in support of AFMC, Air Force and National Defense priorities.

MEASURING SUCCESSWe’re implementing a service catalog outlining AFIMSC IT capabilities and portfolio management to manage and track IT investment, projects and activities related to AFIMSC Enterprise IT.

Goal LeaderMichael Osborn, AFIMSC Chief Information Officer

Goal DescriptionThis goal ensures we develop effective information technology portfolio management, collaboration and maturity. Through innovation and applying economies of scale across the organization, we can return time and resources to AFIMSC in addition to providing enhanced customer support to meet mission needs and vision.

OBJECTIVESWith an overall goal of Enterprise IT Strategic Management, we are focused on:• Implementing IT strategy portfolio

management, strategic sourcing and governance;

• Collecting and prioritizing AFIMSC mobile application candidates; and

• Improving daily customer experience through customer support, education and feedback on IT helpdesk, Office 365 and voice services.

G7.A —Establish AFIMSC IT Portfolio roadmap for consolidation of similar IT systems and implement migration to standards based IT architecture by end of FY21

G7. B — Apply economies of scale to consolidate at least 3 contracts with savings of >20% and provide more robust capabilities in FY21

G7.C— Ensure 100% of IMSC has access to tools, information and training to accomplish transition from CVR to CHES TEAMS by 1 June 2021

G7.D — Improve daily customer experience through increased customer support, education and feedback on IT Helpdesk, Office 365, and voice services (DS)

G7.E — Ensure IT system accreditation and cyber surety compliance across AFIMSC IT Enterprise

Collaborative IT tools have been integral to AFIMSC’s ability to keep the mission going and stay connected during the COVID-19 pandemic.

“Our goal is ultimately focused on improving AFIMSC’s ability to deliver installation and mission support to our Air and Space Forces in support of Air Force Materiel Command, Air Force and National Defense priorities.”Michael Osborn


VISIT go.usa.gov/xs9pjFOR CURRENT L3G7 INFO

https://www.afimsc.af.mil/About-Us/AFIMSC-Strategy/Pursue-Organizational-Excellence/Advance-IT-Collaboration/


Appendix Overview

How to Follow the Appendix

INITIATIVES

OBJECTIVES

GOALS

LINES OF EFFORT

As we continue to optimize our delivery of I&MS to the Air Force and Space Force enterprise, the organization will measure progress and outcomes across the LOEs, goals and objectives using initiatives. The information displayed in the main section of the document covered each of the LOEs and associated goals and objectives. The following appendices (A, B and C) will provide a closer look at initiatives and the targeted ways in which we will track our progress and measure outcomes of the AFIMSC strategy. Use this as a reference for more information about how we are seeking to accomplish our goals, by focusing on enabling objectives and initiatives. As this is a living document, we’ll update the status of initiatives on a quarterly basis and provide additional content where needed.


Appendix A LOEs, Goals, Objectives and Initiatives

LOE 1: Increase Lethality and Readiness

Goa

l 1: O

ptim

ize

Infr

astr

uctu

re

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

G1.B Reduce infrastructure footprint by 1.2 million square feet annually in accordance with Infrastructure Investment Strategy

B.1 Expand objective to track I2S PRV reduction strategy (1.2M sq ft annually)

G1.C Reduce annual failed facilities by 5% annually in the highest T-MDI bands (60-100) and develop annual failed facilities mitigation plans

C.1 Operationalize asset management (provide the tools & training)

C.2 Build FSRM risk driven allocation methodology (metrics and incentives)

G1.D Achieve AF target to satisfy OSD admissibility criteria for MILCON projects prior to submission of annual PB D.1 Get on the approved FY+2 MILCON Integrated Priority List (IPL) 2

Initiatives

Goa

l 2: I

ncre

ase

Inst

alla

tion

Resi

lienc

y

G2.A Establish an agile funds allocation process to assess risk to mission/risk to force by Enterprise Manager (EM) portfolio focused on increasing installation resiliency NLT FY23

G2.B Category Managers will execute 75% of the recommendations identified in the approved/endorsed Category Execution Plans (CEPs) by Sep 22

B.1 AFCEC evaluate recommendations identified in approved/endorsed CEP by Apr 21 and execute 75% of the recommended actions by Sep 22

G2.C Meet and sustain 90% execution of <1 day on the Pick, Pack and Ship (PPS) segment for Transportation Priority-1 shipments to assure high priority government material is available at the time of need, NLT 2nd qtr CY21

C.1 Monthly, report PPS movement status/trends/challenges to aerial port and logistics readiness squadron leadership

C.2 Codify TP-1 movement standards in AFI 24-602v2

G2.D Provide commanders a tool for installation resiliency by fully implementing the Access Control Point Tool NLT 31 Dec 21

D.1 Incorporate mandatory use of the tool in AFI 31-101, replacing current Methodology Matrix, NLT 30 Mar 20

A.1 Identify and establish enterprise-wide resiliency definition by cost category NLT Sep 21

A.2 Develop and allocate funding baselines IAW risk models (IHA, AFCOLS, ERM Dashboard and other data/risk analysis tools) NLT Jul 22

A.3 Establish resiliency funds allocation identifiers to the execution dashboard and incorporate into future years budget requests NLT Sep 22

B.2 AFSFC complete implementation of working dog procurement best practices NLT Sep 22

D.2 Retrieve remaining (15/643) Access Control Point capabilities NLT Mar 20

D.4 Develop a mechanism to monitor temporary and permanent solutions and identify unacceptable risk or gaps NLT Dec 21

G2.E Complete 90% of cost-effective energy solutions within 30 months of execution method approval date

E.1 Brief Updates/Progress/Significant Issues at Facility Energy Panel (monthly) and SAF/IEE during Energy PMRs (every 3-4 months)

N/A

D.3 Monitor incident/breach data and create health and effectiveness measurements of the access control points NLT Dec 21


LOE 1: Increase Lethality and Readiness (cont.)G

oal 3

: Im

prov

e St

rate

gic

Basi

ng

Objectives

G3.A Conduct 10 Enterprise Wide Looks NLT 30 Sep

G3.B Conduct 10 pre-site surveys NLT 30 Sep

G3.C Codify AFIMSC Support in AFI 10-503 (Complete)

G3.D FOC ATLAS within SIPR

Initiatives

Goa

l 4: R

evol

utio

nize

Bas

e Le

thal

ity

G4.C Advocate - Identify, track, and advocate for I&MS shortfall priorities by theater - equip, building, people

C.1 Synchronize and deliver POM options and planning choices to AF (RMP)

C.2 Conduct base installation plan reviews for Operational Contract Support (OCS) equities in support of CCDR and AF Components (AFICC)

C.4 Procure European Defense Initiative equipment (track yearly) (AFSFC)

G3.E Populate 6 critical data fields in basing tracker for MAJCOM BARs

C.3 Develop a prioritized contracting Analysis of Operating Environment (AoE) collection and maintenance plan (AFICC) executing country market research reports over the next year

C.5 Codify and implement IWEPTAC review board process NLT June 21 (XZPS)

N/A

N/A

N/A

N/A

N/A

G4.B Optimize - Create framework for installation of the future blueprint w/2 focus area by end of FY21

G4.A Base survivability - Operationalize the Fight the Base flight plan by end of FY21

A.1. Pursue end states put forth by “Fight the Base” under Culture, Defense, ActiveDefense/Passive Defense, Recovery, Cyber, Logistics, Mission Assurance beginning with areas which AFIMSC has predominant OPR responsibilities (XZPS) Operationalize the Fight the Base Flight plan by achieving MAJCOM concurrence

A.2 Unlock a measure of success for “Fight the Base” implementation and resilience (if base has A,B,C it is resilient) CREATE ‘IHA’ to show base vulnerability (XZP/OR) implement fight the base flight plan and evaluate successes after one year.

A.3 Develop Revolutionize/Improve Expeditionary Airfield Damage Repair Capability (EADR) in FY22 and field in FY23 (AFCEC/CX)

B.1 Create Joint All domain Command and Control (JADC-2) as an integral piece of the blueprint for installation of the future (Common operating picture (ATAC)) (RMP)

B.2 Establish and lead AFIMSC Geospatial Info & Services (GI&S) Portfolio Program (IZS)

B.3. Create and develop the first Installation Resilience Operations Center (IROC) Prototype that enables effective communication and management of installed Facility Related Control Systems at Tyndall AFB

B.4. Create and develop the first Digital Twin (DT) and Enhanced Integrated Base Defense Tool (EIBDT) for the Installation (Tyndall AFB)


LOE 1: Increase Lethality and Readiness (cont.)G

oal 5

: Pri

oriti

ze A

irm

en R

eadi

ness

Objectives

G5.A Monitor and report training deficiencies for I&MS Airmen required to attend Silver Flag every quarter

G5.B Formally train 80% encumbered Civilian Defenders by start of FY23

G5.C Develop five new increments of the Contingency Contracting Officer training program - 1 per year for 5 years, beginning FY20

G5.D Centrally fund 100% Mission Readiness Training starting in FY21

Initiatives

G5.E Increase overall AFIMSC Mission Readiness Training execution rate to >95%

N/A

N/A

N/A

N/A

N/A


LOE 2: Strengthen Airmen and Families

Goa

l 1: I

mpr

ove

Qua

lity,

Util

izat

ion

and

Man

agem

ent o

f Una

ccom

pani

ed H

ousi

ng

Objectives

G1.A 100% of Dorm Master Plan requirements submitted during each AFCAMP

G1.B Develop dorm operations framework by end of FY21

Initiatives

Goa

l 2: I

mpr

ove

Hou

sing

for A

irm

en a

nd F

amili

es G2.A Performance Incentive Fee (PIF) Restructure by May ‘21

G2.B Review EFMP in the Leasing Process by CY21

D.1 Project Owners’ Location specific leases and addenda proposals due to Mildeps (15 Dec 20)

A.1 Finalize metric and threshold negotiations by May ‘21

B.1 Project Owners’ Location specific leases and addenda proposals due to Mildeps (15 Dec 20)

B.3 AFCEC/CI amend MHPI legal documents as necessary (CY21)

D.2 Universal Lease available to residents (Dec 20)

B.2 Universal Lease available to residents (Dec 20)

C.1 Evaluate August reports and recommend closure (Oct 20)

A.1 Integrate installation and Commander’s input with Dorm Master Plan, AFCAMP, and MILCON

A.2 Standardize dorm master plan condition assessments for 25% of bases per year

A.3 Program requirements/projects for BCIs < 80 and BCCIs < 70

B.1 Define requirements for dorm operations

B.2 Improve projections into POM for dorm operations

B.4 Program requirements/projects for BCIs < 80 and BCCIs < 70

B.3 Capture and track the right data to establish a baseline and determine trends over time

G2.C Process for Reporting Health and Safety Issues by Dec ‘20C.2 AFCEC begin quarterly reporting of Life / Health / Safety work orders (Dec 20)

G2.D Universal Leases – Navy Led by CY21

Appendix B LOEs, Goals, Objectives and Initiatives

G1.C 100% of bases meet 95% utilization for unaccompanied housing by end FY22

N/A


LOE 2: Strengthen Airmen and Families (cont.)

Objectives Initiatives

G2.E Dispute Resolution Process by CY21 (cont)

E.1 Project Owners’ Location specific leases and addenda proposals due to Mildeps (15 Dec 20)

E.2 Universal Lease available to residents (Dec 20)

E.3 OSD needs to determine who should have final decision authority (consider IG as Independent Party)E.4 OSD needs to determine how the Mildeps will contract & fund (TBD)

E.5 OSD to issue final Dispute Resolution Process (TBD)

E.6 SAF/IEI to include guidance in AFI 32-6000 (TBD)

E.7 AFCEC/CI to amend MHPI legal documents as necessary (CY21)

Goa

l 2: I

mpr

ove

Hou

sing

for A

irm

en a

nd F

amili

es (

cont

.)

G2.F Pursue Jurisdiction at Off-Base Housing by Jan ‘21

F.1 Transfer to implementing agency (Nov 20)

F.2 Installations coordinate with local law enforcement agencies for increased patrols at private parcels (Dec 20)

F.4 AF/IEI to provide final plan to OSD to report to Congress (Jan 21)

F.3 Pending OASD(S) guidance, AF/A4 determining appropriate policy for pursuit of concurrent jurisdiction (TBD)

G2.G Maintenance Records to New Residents Prior to Lease by Dec ‘21

G.1 MilDeps negotiate and finalize maintenance history document with Partners (15 Dec 20)

G.2 AFCEC/CIM to develop process to provide prospective resident with maintenance history (TBD)

G.3 OSD issue final maintenance history process (TBD)

G.4 SAF/IEI issue directive to POs to use OSD’s maintenance history process (30 Days After Receipt)

G.5 POs agree to the maintenance history details to be provided (Dec 20)

G.6 POs complete necessary software updates to meet implementation guidance (Nov 21)

G.7 Survey MHOs to verify PO compliance (Dec 21)

G.8 AFCEC/CI to review & amend MHPI legal documents as necessary (CY21)

G2.H Review Utility Billing Process by CY21

H.1 OSD publish certification and validation requirements (TBD)

H.2 AFCEC update UA Program guidance, incorporate OSD policy & AFAA’s recommendations (TBD)

H.3 Develop and publish UA Program Manual (Dec 20 to develop, TBD to publish, awaiting OSD guidance)

H.4 Implement OSD certification and validation requirements (Dec 20 TBD, awaiting OSD guidance)

H.5 Restart UA Program (Jan 21 +3 months post-receipt of OSD guidance)

H.6 AFCEC/CI to amend MHPI legal documents as necessary (CY21)


LOE 2: Strengthen Airmen and Families (cont.)G

oal 3

: Opt

imiz

e Co

mm

unity

Coh

esio

n to

Bui

ld R

esili

ent

Airm

en a

nd F

amili

es

Objectives

G3.A Efficiency - Apply economies of scale and a centralized view to save time and resources to improve cohesion and resiliency in FY’21

G3.B Optimization - Execute, measure, and improve current portfolio of programs

G3.C Child Care - Advocate for child care expansion funding, execute funded construction projects, and increase child care options across the enterprise

Initiatives

A.1 Reduce PCS voucher payment timelines (CPI event at 5 bases to start) (RMF)

A.2 Replace fitness equipment by 15% across the AF annually pending APF support (AFSVC)

A.3 Right Size AF Lodging VQ /TLF Inventory to maintain no less than 90% occupancy rate (AFSVC)

C.1 Increase usable child care capacity by 500 spaces over the next 5 years (2% in 5 years) (AFSVC)

C.2 Increase viable child care options across the enterprise by 1% each year (AFSVC)

Goa

l 4: E

nter

pris

e-w

ide

Cu

stom

er S

ervi

ce S

trat

egy

G4.A Develop, launch, and execute AFIMSC Enterprise-wide Customer Satisfaction measurement capability NLT Dec 21

B.1 Increase healthy feeding and campus style dining at non-Food 2.0 facilities (AFSVC)

B.2 Deploy 9 CONUS installations with Food 2.0 capability by Oct 2022 (AFSVC)

B.3 Measure and increase strong bonds capabilities (IZH)

B.4 Partner with HAF/A1 to create and publish AF Exceptional Family Member Program Respite Child Care standards and procedures for both families and providers (AFSVC)

N/A


LOE 3: Pursue Organizational Excellence


G1.A Agility – Grow Enterprise Portfolio data analytics capabilities by deploying, monitoring, and maintaining a data and business intelligence ecosystem

A.1 Host Tableau “Blueprint” executive strategy session NLT 30 May 21A.2 Execute enterprise manager working group data analytics priorities 5 Mar, Jun, Sep

Goa

l 1: D

rive

Ent

erpr

ise

Beha

vior

Usi

ng D

ata

Anal

ytic

s

G1.B Proficiency – Grow user base of 1,000 trained users and share analytics best practices

B.1 Establish introductory, intermediate, and advanced training classes across the enterprise and track attendance, and send an end of course survey

B.2 Distribute eLearning licenses to customers

B.4 Establish analytics best practices hub

B.3 Develop data science curriculum for AFIT asset management course NLT Aug 21

G1.C Community – Grow users from 1,128 to 1,950 by end of CY21

C.1 Publish quarterly newsletter by Jan ’21

C.2 Establish IMSC data user group by Jan ‘21

C.3 Require additional credentials for establishing Tableau account

C.4 Run “Viz-of-the-Month” on IMSC PA outlets to increase data literacy/culture

G1.D Data Automation – Connect 6 of 12 authoritative databases to the AF “Vault” data lake by end of FY21

Goa

l 2: I

ncre

ase

Inno

vatio

n O

ppor

tuni

ties

G2.A Develop – Shepherd ideas through innovation into implementation

A.1 # Ideas implemented

A.2 Ideas submitted past 1,000

G2.B Capability – Advance Engineer, Services, and Defender Sparks

B.1 AF IMSC Ventures funds initial Sparks projects

B.2 Track # projects led by spark

B.3 Establish robust outreach campaign

G2.C Community – Scale outreach events

C.1 Host Annual Innovation Rodeo

C.2 Host Annual Innovation Summit

C.3 Grow Installation Sparks community

C.4 Pursue MAJCOM TID and Det. innovation integration in FY21

C.5 Theme MSG Working Groups in CY ‘21 (RPA, ML, AI, Mobile Apps, UAS)

N/A

Appendix C LOEs, Goals, Objectives and Initiatives


LOE 3: Pursue Organizational Excellence (cont.)G

oal 3

: Im

prov

e St

rate

gic

Com

mun

icat

ion

Objectives

G3.A Conduct communication engagements targeted to AFIMSC team and customers to grow AFIMSC awareness, understanding and advocacy.

G3.B Grow followership on Facebook by 10% in CY21.

G3.C Increase active A-Team membership and participation 20% in CY21 to better support AFIMSC strategic communication operations.

Initiatives

A.1 Deliver IMSC Connections newsletter to AFIMSC enterprise and customers by first week of each month (to include key spouse group).

A.2 Conduct marketing campaign for AFIMSC communication channels and platforms to increase use by 10%.

A.3 Conduct marketing campaigns to increase participation in major AFIMSC events (CC Calls, Town Halls, Let’s Connect, etc.) by 20% from CY21 to CY22.

A.4 Execute at least one commander/senior leader engagement with the internal team per month (CC Call, town hall/brown bag lunch, email correspondence, video, face-to-face engagement).

B.1 Conduct Facebook marketing campaign internally and externally to drive people to page. Baseline is current followership. End of December 2021 number determines whether objective is met.

C.1 Conduct leadership engagement campaign initiated by CC opening remarks at A-Team meeting followed by A-Team awareness campaign with CCs, Directors and Senior Enlisted Leaders to solicit their support for A-Team involvement and designation of members.

C.2 Determine AFIMSC pockets of population (more than 12 members in single location) and solicit membership from those organizations. Longer range, helps determine locations in AFIMSC enterprise to receive IMSC-TV connectivity in later phase of that network migration.

Goa

l 2: I

ncre

ase

Inno

vatio

n O

ppor

tuni

ties

(con

t)

G2.D Collaboration – Grow collaboration opportunities

D.1 Establish Geekdom lease space

D.2 Leverage RAPIDx

D.3 SIF funds initial opportunity in FY21

D.4 Develop DID (Digital Innovation Dashboard)

D.5 Grow intrapreneur base to 50

B.2 Market AFIMSC FB page to similar I&MS military, government and NFE FB pages.


LOE 3: Pursue Organizational Excellence (cont.)


G4.A Hiring Process - Decrease civilian hiring timeline through workforce planning by 15% in FY21

Goa

l 4: D

evel

op I

&M

S Ex

pert

s &

Lea

ders

G4.B Rotation - Establish a rotation program target of 2-3% within the Center (5% stretch) (Broadening and Experiential)

B.1 Execute and track rotations program

B.2 Create GSU Specific opportunities in FY21

G4.C Career Planning - Increase IDP utilization by 70% by end of year

C.1 Measure what organization is doing this and which ones are not, highlight superstars

C.2 Assess if mitigation plan helped increase participation next time around

G4.D Training & Education - Increase training and education participation by 10% per year

Goa

l 5: E

nsur

e Co

nnec

tedn

ess

Acro

ss A

FIM

SC

G5.A Identify - Collect data on events hosted, diversify events held, track post event data after each event by end of CY21

A.1 Collect data on each event: Document purpose of event, document attendance response, measure actual attendance, and capture response either concurrently or through post-event surveys

A.2 Host X targeted events based off data by end of CY21

A.1 Ensure timely recruitment execution efforts by submitting request within 72hrs of anticipated vacancy

A.2 Finalize selection within 15 calendar days of candidate referral list

D.1 Track number of people that attended classes

D.2 Track type of courses taken (see what is popular and what is not) and identify how people learned about course offering (when signup have them ID)

D.3 Do marketing blitz for launching of courses (include training calendar, A-Team, Chain of Command packets) (awareness)

D.4 Align funding to established training priorities

G4.E ROI - Capture and track the data that shows the impact of force development execution

E.1 Identify KPIs and begin tracking and reporting on them - retention, development, satisfaction/connectedness (as established in LOE3G5 and LOE2G4), mission readiness/ability to achieve mission success, # “partisans”

E.2 Tie participation in these programs to KPI outcomes

G5.B Detect - Strengthen methods of detecting & execute connectedness needs by CY21

B.1 Develop playbook for outreach program across all Dets & PSUs (A-Team, Round Table, i-Mentor) (tools, technique, method)

G5.C Analyze - Interpret data to determine what events are successful and prioritize future efforts by CY21

C.1 Collect baseline data on AFIMSC Round table Cal, DP development activities, chaplain engagement

C.2 Analyze event data, establish baseline of tracking raw numbers for event resources (resources mean time, money, effort)

G5.D Grow - Map network of outreach and connectedness across all AFIMSC by March‘21

D.1 Build “squishy” map of who we connect with and make it a conversation point to drive action (method: focus group, 1 question sample survey)


LOE 3: Pursue Organizational Excellence (cont.)


G6.A Measure & Implement - Ensure execution and adoption of prioritized items and fulfill action plans by end of CY21

A.1 Establish intended impact and track success of action plans execution - report progress, adoption, success, LL, and results quarterly

A.2 Build comprehensive capabilities library NLT Aug 21

Goa

l 6: I

ncre

ase

Org

aniz

atio

nal M

atur

ity

G6.B Optimize - Improve organizational outcomes through agility and adaptability by achieving maturity matrix level 4 (sustained) by end of CY21

B.1 Conduct YoY maturity matrix assessment/survey every January

B.2 Execute corporate structure reform to establish battle rhythm, formalize topics and share information for decision making (DS; OCR: RM); establish optimization process

G6.C Strategy - Integrate, build, and automate strategy into enterprise by end of CY21

C.1 Mature AFIMSC strategy execution and capture KPIs that show impact to strategically significant mission priorities

C.2 Data visualization of strategic goals, LOEs, and access strategy on multiple platforms

Goa

l 7: A

dvan

ce I

T O

rgan

izat

iona

l Mat

urity

& C

olla

bora

tion

G7.A: Establish AFIMSC IT Portfolio roadmap for consolidation of similar IT systems and implement migration to standards based IT architecture by end of FY21

A.1 Develop an AFIMSC IT Enterprise portfolio by March 2021

A.2 Analyze IT systems and applications to identify consolidation opportunities by April 2021

A.3 Analyze, develop then implement an AFIMSC Enterprise standards IT architecture by September 2021

A.4 Establish a CIO Enterprise Manager presence NLT June 21

G7.B: Apply economies of scale to consolidate at least 3 contracts with savings of >20% and provide more robust capabilities in FY21

B.1 Identify 10 target systems/applications for cloud migration

B.2 Optimize and report on IT optimizations

B.3 Reduce hardware expenditures by 20%

G7.C: Ensure 100% of IMSC has access to tools, information and training to accomplish transition from CVR to CHES TEAMS by 1 June 2021

C.1. Train employees on how to use available collaboration tools by 1 June 2021 to achieve mission success during CVR transition

C.2. Continue to grow technology-assisted collaboration gains made during COVID and continue gains during the Office of the Future (O2F) initiative

G7.D: Improve daily customer experience through increased customer support, education and feedback on IT Helpdesk, Office 365, and voice services (DS)

D.1 Establish industry best practices for IT customer service

D.2 Set expectation of 72 hour turnaround time. Track results by category and rank of requester

D.3 Improve DEOCs score YOY

D.4 Capture and quantify user needs to prioritize IT improvements

G7.E: Ensure IT system accreditation and cyber surety compliance across AFIMSC IT Enterprise

E.1 Develop IT Enterprise system accreditation portfolio


Appendix D Acronyms

Glossary of Acronyms

AFAA Air Force Audit AgencyAFCAMP Air Force Comprehensive Asset Management PlanAFCEC Air Force Civil Engineer CenterAFCOLS Air Force Common Output Level of Service

AFICC Air Force Installation Contracting CenterAFIMSC Air Force Installation and Mission Support Center

AFSFC Air Force Security Forces Center

AoE Analysis of Operating EnvironmentAPF Appropriated Fund(s)ATAC Advanced Tactical Acquisition CorpsBCCI Building Component Condition IndexBCI Building Condition IndexCCDR Combatant CommanderCEP Category Execution PlansCIO Chief information OfficerCONUS Continental United StatesCPI Continuous Process ImprovementCTR Click-through RateDID Digital Innovation DashboardDP Development ActivitiesEADR Expeditionary Airfield Damage RepairEFMP Exceptional Family Member ProgramEM Enterprise Manager / Enterprise ManagementEMWG Enterprise Management Working GroupERM Enterprise Resource ManagementEWL Enterprise Wide LookFOC Full Operational Capacity

AFMC Air Force Materiel Command

AFSOC Air Force Special Operations Command

AFDW Air Force District of Washington

AETC Air Education and Training Command

ACCACP

Air Combat CommandAccess Control Point

AMC Air Mobility Command

AFGSC Air Force Global Strike Command

AFWIC Air Force Warfighting Integrating Capability

FSRMD Facility Sustainment, Restoration, Modernization and Demolition


FSRM Facility Sustainment, Restoration and Modernization

GI&S Geospatial Information and ServicesI&MS Installation & Mission Support

IAW In Accordance WithIDP Installation Design Package IHA Installation Health Assessment IPL Integrated Priority ListIT Information TechnologyI-WEPTAC Installation and Mission Support Weapons and Tactics ConferenceIZ Installation Support DirectorateJADC-2 Joint All Domain Command and ControlKPI Key Performance IndicatorsLOE Line of EffortMAJCOM Major CommandMHO Military Housing OfficeMHPI Military Housing Privatization InitiativeMILCON Military Construction MilDeps Military Department or Dependent MSG Mission Support Group

Glossary of Acronyms (cont.)

NDS National Defense StrategyNLT No Later ThanOASD Office of the Assistant Secretary of DefenseOCS Operational Contract SupportOSD Office of the Secretary of Defense PA Public Affairs

PB Program and BudgetPCS Permanent Change of StationPIF Performance Incentive FeePMRs Program Management ReviewPOM Program Objective Memorandum PPS Pick, Pack and ShipPRV Plant Replacement Value PSU Primary Subordinate UnitR4R Recharge for ResiliencyRM AFIMSC Resources Directorate

RPA Remotely Piloted AircraftROI Return on Investment

SIF Squadron Innovation FundSIPR SECRET Internet Protocol Router (Network)TID Technology Integration DetachmentTLF Temporary Lodging FacilityT-MDI Tactical Mission Dependency Index

PACAF Pacific Air Forces

TP-1 Transportation Priority - One

I2S Infrastructure Investment Strategy


UA Unmanned AircraftUAS Unmanned Aircraft Systems

Glossary of Acronyms (cont.)

UTM Unit Training ManagerVQ Visitor’s QuartersWG Working GroupXZ Expeditionary Support and Innovation DirectorateYoY Youth of the Year

USSF United States Space ForceUSAFE U.S. Air Forces in Europe

Documents

AFIMSC Organizational Strategy · 2021. 4. 9. · the same time, we’re steadfast in our further commitment to their off-duty and family lives by ensuring they have safe and secure