DTIC ADA494635: Air Force Civil Engineer, Volume 16, Number 1, 2008

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Civil Engineer
Air
Vol. 16
Force
No. 1
2008
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1. REPORT DATE 3. DATES COVERED
2008 2. REPORT TYPE 00-00-2008 to 00-00-2008
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Red Horse Update: in the air and on the ground. (Air Force Civil
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Engineer, Volume 16, Number 1, 2008)
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Air Force Civil Engineer (AFCESA/PCT),139 Barnes Drive, Suite REPORT NUMBER
1,Tyndall AFB,FL,32403-5319
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Civil Engineer
Air
Vol. 16
Force No. 1
2008
Features
4 Managing Air Force Assets
Asset management is a new philosophy for Air Force
civil engineers.
8 Learning from Your Experiences
Capturing lessons learned is an important part of
the job.
10 Changing the Face of an Island
Andersen AFB has been a major strategic asset since
WWII. Changes are coming that will expand the
base’s value, and CEs are a major part of the process.
12 Joint Training a Reality at AFIT
Sections
AFIT teaches its first joint engineer course.
13 A Breadth of Experience
20 From the Front
The new Chief of Enlisted Matters brings plenty of
24 Technology
experience to the job.
26 Construction Notes
14 Special Section:
28 CE World
RED HORSE Gallops On
At home or abroad, whether for war for humanitarian
purposes, the HORSE never stops running.
Let us know how we’re doing. Please take the
survey at https://wwwmil.afcesa.af.mil. Look for the link
directly below the magtazine icon.
On the Cover
The Civil Engineer Air Force Civil Engineer is published quarterly as a funded newspaper by the Professional
Maj Gen Del Eulberg Communications staff at the Air Force Civil Engineer Support Agency, Tyndall AFB, Fla. This
publication serves the Office of The Civil Engineer, HQ U.S. Air Force, Washington, D.C. Readers
SrA Franklin Rosas, a member of the AFCESA Commander may submit articles, photographs, and artwork. Suggestions and criticisms are welcomed. All
Col Richard A. Fryer, Jr.
554th RED HORSE Squadron’s Air photos are U.S. Air Force, unless otherwise noted. Contents of Air Force Civil Engineer
Chief, Professional Communications are not necessarily the official views of, or endorsed by, the U.S. government, the Department
Assault team, prepares to rappel out of Dr. Ronald Hartzer of Defense, or the Department of the Air Force. Editorial office: Air Force Civil Engineer,
an HH-60 helicopter. Editor AFCESA/CEBH, 139 Barnes Drive, Suite 1, Tyndall AFB FL, 32403-5319, Telephone [phone],
(photo by A1C Daniel Owen) Ms. Teresa Hood DSN 523-6242, FAX [phone], and e-mail: [email protected]. All submissions will be
edited to conform to standards set forth in Air Force In struction 35-301 and The Associated Press
Graphic Designer
Stylebook. Air Force Civil Engineer is accessible on the Internet from AFCESA’s home page:
Mr. Guy Ivie
http://www.afcesa.af.mil. Individual subscriptions available via GPO (http://bookstore.gpo.gov).
Lessons Learned Are Vital to Our Capabilities
Every time I visit our bases at home and abroad I see talented, hard-working,
well-trained civil engineers paving the way for the future not only of our Air
Force, but also our nation and the world. As the articles in this issue of the Air
Force Civil Engineer magazine portray, civil engineers tangibly and positively
impact peoples’ lives across the globe.
Civil engineers have a central role in supporting our national security goals.
Whether it’s enabling global engagement by managing the significant infrastruc-
ture buildup on Andersen AFB, Guam; building schools and medical clinics in
Central America; or operating “outside the wire” to enable construction and
repair in Iraq and Afghanistan; our customers consistently remind us that we
perform our mission very effectively.
One reason for our success has been our training for these various missions. A
fundamental element in maintaining our capabilities is learning what worked
and what didn’t from those who’ve come before us. This became the foundation
for our training as well as our tactics, techniques, and procedures – our
doctrine. Key to making this all work is our “lessons learned” process.
I am a huge believer in lessons learned because they drive how we do our jobs
at all levels of our Air Force. We allocate our limited resources based on how
we organize, train, and equip, which affects — and is affected by — how we do
our jobs. Therefore, it is essential that we do our jobs using the most effective
and efficient methods possible. We do this by learning from our predecessors
and by using initiative and ingenuity to respond to emerging factors to create
new “lessons learned.” This is illustrated in this issue’s history article on Brig Gen
Archie S. Mayes (ret), who greatly influenced today’s Air Force civil engineering
through his ingenuity and innovation.
The lessons-learned process is a form of continuous transformation, because
these lessons drive changes and improvements in business processes. We must
ensure that these lessons are available and applied enterprise-wide, which is
why I centralized the civil engineer lessons-learned process at AFCESA. You can
read more about this in the article on p. 8.
Another reason for our success is that Airmen get the job done with impressive
creativity and expertise. These qualities are vital in today’s fast-paced world,
whether to implement new technology at our garrison bases, or respond to the
constantly changing tactics of our enemies in Iraq and Afghanistan.
On a separate note, we said “good bye” to CMSgt Wayne Quattrone, honor-
ing his long, distinguished career at his retirement ceremony in February. I have
every confidence, however, in CMSgt Patrick Abbott, who will continue the
proud heritage of our CE Chiefs of Enlisted Matters. You can read about him in
the article on page 13.
Once again, I sincerely thank you for everything you do for our nation and our
Air Force.
Del Eulberg
Major General, USAF
The Air Force Civil Engineer
Air Force Civil Engineer Vol. 16/1, 2008 3
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(photo of Elmendorf AFB, Alaska, by SSgt Matthew Rosine)
Managing
Air Force Assets
Maj Gen Del Eulberg, The Air Force Civil Engineer
How would you define the term “Asset Management”? been easy. There’s always more to do coupled with our
innate desire to do it better.
Googling the term brings up about 28,700,000 results in
less than a second. So it’s easy to see how the two words One obvious example of asset management is how we
“asset” and “management” might mean different things to manage and use facility space at our bases. We know we
different audiences. But in reality the term “asset manage- have excess or underutilized facility space on our instal-
ment” has the same underlying meaning, no matter who lations, but we don’t exactly know how much or where,
you are or what business you’re in. At its most basic, asset and it’s costing the Air Force millions of dollars in wasted
management is a structured, strategic approach for decid- energy as well as operations and maintenance funds. We’re
ing how to optimize assets to gain their maximum perfor- working to get a handle on our inventory, and to create
mance. That’s it. space standards and processes that allow us to “shrink from
within” our fence lines.
So why has asset management received so much press over
the past five to 10 years in both the private and public This critical initiative underpins our CE transformation
sector? There are two primary reasons, one representing vision of “20/20 by 2020”: achieve efficiencies to offset the
challenges and the other opportunities. The challenges: 20% reduction in funds available for installation support
increased pressure from shareholders and taxpayers for ac- activities, and reduce the amount of the current Air Force
countability and prudent use of scarce resources. The op- physical plant we spend money on by 20% by the year
portunities: powerful new data-analysis technologies that 2020. For the same reason, we’re also ratcheting up our
help decision makers maximize the use of those resources. demolition, utilities privatization, and enhanced use lease
efforts – all pure asset management moves.
Our Air Force civil engineer community is faced with the
same challenges and opportunities. We’re under intense We’re trying to optimize not only the assets, but also their
budgetary pressure, with the expectation that we’ll wring impact on the warfighting mission and the actual activities
more performance out of every dollar while still maximiz- they support. Asset management principles, such as busi-
ing our renowned installation support. We’re also at the ness case analysis to weigh cost, benefits, and risk will help
cusp of an exciting period where we’ll acquire our new us to fight credibly for scarce dollars and then target them
civil engineer IT system, Agile Information Management, toward optimizing delivery of asset-supported activities.
to replace ACES. AIM will enable us to manage and analyze We can no longer afford to allocate resources according
our data so that we can make wiser investment decisions. to some fair-share, “peanut butter spread” method – asset
We’ve visited private and public sector organizations that management is all about a proactive, fact-based approach
use asset management principles to address these chal- to analyze data to make the best decisions possible. Our
lenges and opportunities, and every single one of them has new AIM system will enable this analysis and give leaders
made tangible, long-term gains in both the efficiency and at all levels vastly increased visibility into our portfolio and
effectiveness of their production methods or the service costs.
they provide. It’s time for us to do the same.
To give you a glimpse into the realm of the possible, on
You might ask, “Isn’t asset management just a new term for the next page are three sample scenarios about how CE
the way we’ve always done business?” I’d answer, “yes and personnel in the not-too-distant future might take an asset
no.” Our engineers have always done a terrific job sustain- management approach in doing their jobs.
ing our installations as warfighting platforms, but it’s never
Air Force Civil Engineer Vol. 16/1, 2008 5
Scenario one: Scenario two:
The Asset Optimization Team was excited. Looking for cost The base’s OPR for the CE activity “Provide Water” was the
efficiencies and better ways to support the mission, they lead for ensuring that all aspects of this activity are man-
had recently finished a comprehensive review of the base’s aged and optimized. He coordinated on all aspects of water
entire installation portfolio. Scrutinizing the data behind with other squadron functionals, including operations
the key performance indicators on the unit’s dashboard, (infrastructure); environmental (quality); fire (pressure), and
they had discovered a promising opportunity to achieve design (new projects). An e-mail from the Air Force’s subject
the Air Force’s goal of increasing the space utilization ef- matter expert for the “Provide Water” activity announced
ficiency of their administrative space by 5%. They proposed a change to the standard Air Force Level of Service that
moving a small unit out of an older office building and con- would result in a higher water quality from new EPA regula-
solidating it with other units in a newer building. The team’s tions. The “Provide Water” functional team met and quickly
financial analyst not only demonstrated that demolishing concluded that the higher quality standard would mean
the old office building would boost space utilization ef- significantly greater costs for production and testing.
ficiency, but also that the savings in energy and O&M funds
would pay for the consolidation in less than three years — a As they studied the Activity Management Plan outlining
superb return on investment that would compete very well their long-term strategy for providing water, they realized
at headquarters for limited facility funds. that it might be more economically feasible to shut down
the base’s water treatment plant and purchase city water,
During the meeting, the Portfolio Planner mentioned that and then use the resulting savings on several water infra-
her routine discussions with off-base parties indicated a structure projects to improve their reliability and conserva-
growing interest by the private sector in lease opportunities tion goals. The AMP already had the current data needed
for administrative space on base. Businesses spending their to perform a feasibility and cost analysis: routine O&M costs
own capital to upgrade the facility would save installation for all phases of providing water; a prioritized list of projects
resources; providing cash or “in-kind” services to lease the with cost estimates; and even the depreciated value of the
available facility would then save the Air Force money and treatment equipment. It outlined the installation’s project-
provide a steady income stream for other base require- ed water demand for the coming years and any long-term
ments. With these potential options in hand, the team environmental issues. Since the “Provide Water” team uses
prepared a business case analysis for leadership review. their AMP as a day-to-day management plan, they always
have a real-time picture of any impacts from changes and
the necessary information to make the best long-term
activity decisions.
Managing Activities Is Part of Managing Assets
One of the ways we’re implementing an asset manage- is the best way to perform/deliver? It really compels us to
ment approach is by focusing first on activity manage- think: Why are we doing what we are doing, the way we
ment of Air Force civil engineering core activities. Let’s are doing it?
use a simple example — a water treatment plant — to
illustrate what we mean by Activity Management (see Associated with that activity is a desired level of service.
figure at right). For example, water should be always available, safe to
drink, free of odor, and under adequate pressure to serve
A water treatment plant is clearly a physical asset. That the need.
physical asset is used simply as a tool to perform an ac-
tivity, that of providing water. This activity is an end-to- In order to meet the level of service, we must have clear
end process — from water source to the end customer. measures and targets that tell us how well we’re performing
it, such as those examples shown in the diagram. This will
Why is this distinction so critical? Because when you allow us to deliberately manage the activity based on the
fixate on the asset, you start to lose focus on exactly service/support provided, and will provide a framework
what service or support you’re providing to a mission/ to raise or lower levels of service based on mission need or
customer. Is optimizing that asset important? You bet it resource availablity.
is. However, that asset is just a means to an end. What
are you trying to accomplish with the asset? When you We’re developing standard Activity Management Plans
take this perspective, you begin to ask a much broader with levels of service for our core CE activities, and will be
set of questions, such as: Is this activity necessary? What testing them for Air Force use over the next sixmonths —
stay tuned for more details.
6 Air Force Civil Engineer Vol. 16/1, 2008
Scenario three:
A multi-skilled team performed a “retro-commissioning” building’s comprehensive O&M summary, instantly updat-
inspection on an older facility to determine its suitability for ing other key facility factors such as plant replacement
the communications squadron’s new mission. The team de- value, condition index, Q-rating, and any associated activity
cided that a new chiller unit was required to handle the new management plans.
load of sensitive computer equipment and forwarded the
material request through an electronic notebook. How did Are these scenarios far-fetched fiction?
the team know which chiller unit to buy? Because through a
central Air Force buy, all bases prepurchase units with “just
Absolutely not. They’re very real examples of what is hap-
in time” delivery from the same manufacturer. This not only
pening today all over the world, and are just a few high-
saves the Air Force 35% over purchases done the old way, it
lights of where asset management principles, enabled by
also standardizes design templates, maintenance processes,
robust technology, are paying huge dividends. I know that,
and training programs.
as a Type A, “Get ‘er done” community, we want to make
changes just like these and see immediate improvements.
Months later, CE’s AIM computer system automatically
But understand that we’re just beginning our asset manage-
scheduled a preventative maintenance work order for the
ment journey; it will be a few more years before we can
chiller. The work order was based on a tiered maintenance
grow our processes and technologies to maturity.
schedule tied to the facility’s mission criticality, as well
as additional analysis by experts from the Air Force Civil
Engineer Support Agency on this particular unit. When the We are entering an exciting time for Air Force civil engi-
craftsman arrived, he scanned the tag on the building with neering and I realize what a monumental challenge it will
a radio-frequency scanner, pulling down the full main- be to explore and develop our asset management ap-
tenance history and current maintenance requirements. proach even while we’re at war. But I’m convinced that, as a
During his work, he noticed one of the chiller gauges had a team, we can successfully address both our challenges and
significant out-of-range reading, and recorded this problem opportunities on behalf of our Air Force and our nation.
on his handheld unit. We can’t afford not to!
This data on this particular chiller unit becomes part of
the Air Force’s centralized, worldwide database, allowing
AFCESA experts to monitor and analyze performance. They
notice a particular trend with this chiller, and notify the
manufacturer to resolve and publish a fix. The craftsman’s
maintenance data is also automatically fed back into the
Level of Service: Water is always available, safe to drink, clear and
free from odor, and delivered under pressure
Water Performance Measures: Targets:
• Number of outages • Less than 2 per month
Source
• Water quality complies with • 100% Compliance
applicable standards
• Pressure at hydrants meets • 100% Compliance
fire protection codes
• Maximum duration of outages • No outages over 4 hours
Water
Transmission Line Treatment Plant
Provide water supply Customer
Air Force Civil Engineer Vol. 16/1, 2008 7
Learning

from Your Experiences
HQ AFCESA Assumes Responsibility for AF Civil Engineer Lessons Learned
MSgt Darius Johnson, HQ AFCESA/CEXX
What is a Lesson Learned? The AFL2P
A “lesson learned” is defined as an The Air Force Lessons Learned
The norm for Air insight gained that improves military Program, or AFL2P, exists to enhance
operations or activities at the stra- readiness and improve combat
Force civil engineer tegic, tactical, or operational level, capabilities by capitalizing on the
and results in long-term, internal- experiences of Airmen. These past
deployments is now ized change to an individual, group experiences assist senior leaders in
of individuals, or an organization. In programming, budgeting, and al-
rotational individual February 2007, The Air Force Civil locating resources to make changes
Engineer, Maj Gen Del Eulberg, des- to doctrine, organizations, training,
augmentation ignated Headquarters Air Force Civil materiel, leadership, education, per-
Engineer Support Agency at Tyndall sonnel, and facilities.
and Army ‘in-lieu- AFB, Fla., as the central location for
the Air Force Civil Engineer Les- The first step in the Lessons Learned
sons Learned Program. For the Civil Program process is collection, which
of’ deployments
Engineer community, this means that includes obtaining information found
lessons learned at all levels of civil in formal reports, such as after-action
to Operations
engineering are collected, validated, reports and inspections, or through
disseminated, and tracked through a individuals submitting observations
Iraqi Freedom
central point of contact. that they think can benefit the Air
Force or their career field. The second
and Enduring
The Office of Air Force Lessons step in the process is validation, a
Learned, or AF/A9L, shares lessons process in which a reviewer confirms
Freedom. It has
learned through the Advanced Les- that an observation contains identifi-
sons Management System, which can able lessons or issues to be processed
become increasingly
be accessed via the internet: through AFL2P. The third step —
arguably the most important — is
important to capture https://lessonslearned.langley.af.mil (for dissemination. In this step, identified
unclassified information) and validated lessons and issues are
lessons learned and distributed to the appropriate lead
For classified lessons learned, contact Air Force agencies for further action
share them with the theAFCESA Reach-Back Center. and resolution, and made available for
the widest appropriate use. Tracking
entire CE community. In addition to ALMS, civil engineers is the fourth and final step in the les-
can also use HQ AFCESA’s Lessons sons learned process. Tracking allows
Learned Community of Practice. In AFL2P to stay engaged and provide
this CoP, lessons learned submitted support and any necessary updates to
by deployed and in-garrison CEs are key users of lessons learned informa-
organized by location, unit, flight, and tion. Tracking is both a short-term and
specific career field. The L2 CoP is long-term step, with the ultimate goal
found at https://wwwd.my.af.mil/afknprod/ of tracking lessons learned through
ASPs/CoP/EntryCoP.asp?Filter=OO-EN-CE-A2.
8 Air Force Civil Engineer Vol. 16/1, 2008
When civil engineers
return from deployment,
they bring along lessons
learned as well as their
gear.
(photo by Ms. Sue Sapp)
“cultural internalization” and issues through resolution closed lessons learned; SSgt Jones looks through General
development and implementation. Topics and finds that there was an issue with engineering
flight personnel rotating out in September during end-
CE Lessons Learned of-year project preparation and that the issue has been
resolved. The lesson learned recommended that rotation
HQ AFCESA’s program mirrors AFL2P’s program, focusing time be shifted to eliminate interference with EOY re-
on the same four steps: collection, validation, dissemina- sponsibilities. The issue was resolved by Maj Gen Eulberg
tion, and tracking. In addition to receiving inputs through making all CE deployments to 179-day tours effective Jan.
dissemination by Headquarters Air Force and Major Com- 1, 2008. Therefore, the team at Balad will now rotate out in
mand A9L offices, civil engineers can also directly put their July rather than September.
observations in the A9L system using the civil engineer in-
put page located at https://lessonslearned.langley.af.mil/afcks/share/ If CE deployments had not been changed, the AFCESA
singleinput_ce.asp?sel=share&sub=single or by selecting “Submit Lessons Learned Review Panel would have tasked this
CE Lessons Learned” beneath the “Action Items” header on observation out to U.S. Central Command Air Forces
AFCESA’s Lessons Learned CoP. who would have worked with the Aerospace Expedition-
ary Force Center to determine a solution to the problem.
These inputs come directly to HQ AFCESA for action. Updates to open lessons learned can be monitored under
Once received, the AFCESA Lessons Learned Review Panel “Active L2s (Under review)” heading on the AFCESA L2
reviews the input and assigns it to the proper subject CoP home page.
matter expert. The review panel establishes an estimated
completion date and continues to follow up on the input As CEs continue to deploy, disseminating lessons learned is
until the assigned SME provides a recommendation or critical for more efficient operations and allowing person-
resolution to the observation. If the observation becomes nel to perform their wartime mission more effectively.
a lesson learned, the review panel recommends a dissemi- Centralizing CE lessons learned at HQ AFCESA benefits
nation method based on its importance. Dissemination de- the CE community by reducing the instances of multiple
vices include e-mails, weekly activity reports, the Air Force MAJCOMs working similar efforts. The streamlined process
Civil Engineer magazine, and The Air Force Civil Engineer’s also ensures continuity and responsiveness to facilitate
monthly VTCs. The lessons learned originator is notified of rapid implementation of changes.
its disposition and action taken.
Questions or problems with the Lessons Learned
What does this mean to an engineer preparing for an Program can be resolved by contacting the AFCESA
upcoming deployment? Here’s an example: SSgt Jones, Lessons Learned section at CE [email protected] or
3E6X1, has just received a 179-day tasking to the 332nd the Reach-Back Center at DSN 523-6995 or commercial
Expeditionary Civil Engineer Squadron in Balad, Iraq. He 888-AFCESA1.
wants to know what to expect at his new job. In addition
to contacting his predecessor, he logs onto the AFCESA
MSgt Johnson manages the Air Force CE Lessons Learned
Lessons Learned CoP. The 332nd ECES doesn’t have any
Program at HQ AFCESA, Tyndall AFB, Fla.
Air Force Civil Engineer Vol. 16/1, 2008 9