installation resource management 2 jun 16 - pdi 2016 · 3 of 23 installation resource management...
TRANSCRIPT
1 of 23
IMCOM integrates and delivers base support to enable readiness
for a self-reliant and globally-responsive
All Volunteer Army
WE ARE THE ARMYrsquoS HOME
Installation Resource Management
2 Jun 16
2 of 23
Installation Resource Management
What is the Installation Management Enterprise
Why was it established
How do we resource requirements
3 of 23
Installation Resource Management
Installation Management Enterprise
Installation Management Command (IMCOM)
manages Army installations to support
readiness and mission execution provides
equitable services and facilities optimizes
resources sustains the environment and
enhances the wellndashbeing of the military
community
4 of 23
Installation Resource Management
5 of 23
Installation Resource Management
Installation Management Command was
established in 2003 as the Installation
Management Agency Mission was to ensure
ldquouniform base ops servicesrdquo were being
provided at each installation Common Levels
of Support (CLS) were established Common
Output Level Standards (COLS) (Air Force)
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
2 of 23
Installation Resource Management
What is the Installation Management Enterprise
Why was it established
How do we resource requirements
3 of 23
Installation Resource Management
Installation Management Enterprise
Installation Management Command (IMCOM)
manages Army installations to support
readiness and mission execution provides
equitable services and facilities optimizes
resources sustains the environment and
enhances the wellndashbeing of the military
community
4 of 23
Installation Resource Management
5 of 23
Installation Resource Management
Installation Management Command was
established in 2003 as the Installation
Management Agency Mission was to ensure
ldquouniform base ops servicesrdquo were being
provided at each installation Common Levels
of Support (CLS) were established Common
Output Level Standards (COLS) (Air Force)
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
3 of 23
Installation Resource Management
Installation Management Enterprise
Installation Management Command (IMCOM)
manages Army installations to support
readiness and mission execution provides
equitable services and facilities optimizes
resources sustains the environment and
enhances the wellndashbeing of the military
community
4 of 23
Installation Resource Management
5 of 23
Installation Resource Management
Installation Management Command was
established in 2003 as the Installation
Management Agency Mission was to ensure
ldquouniform base ops servicesrdquo were being
provided at each installation Common Levels
of Support (CLS) were established Common
Output Level Standards (COLS) (Air Force)
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
4 of 23
Installation Resource Management
5 of 23
Installation Resource Management
Installation Management Command was
established in 2003 as the Installation
Management Agency Mission was to ensure
ldquouniform base ops servicesrdquo were being
provided at each installation Common Levels
of Support (CLS) were established Common
Output Level Standards (COLS) (Air Force)
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
5 of 23
Installation Resource Management
Installation Management Command was
established in 2003 as the Installation
Management Agency Mission was to ensure
ldquouniform base ops servicesrdquo were being
provided at each installation Common Levels
of Support (CLS) were established Common
Output Level Standards (COLS) (Air Force)
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
6 of 23
FY16 Installation Services
Garrison Services Garrison Services (Continued) MEDCOM Health Services
Garrison Commander Office
100 Installation Management 425 Geospatial Information and Services (GIampS) 950 Patient Care
Installation Support Offices 200 Unaccompanied Housing Management 951 Health Support for Readiness amp Mobilization
102 Administrative and Civil Law 400 Facilities Engineering Services Mgmt 952Dental Support for Readiness and Mobilization
103 Criminal Law and Discipline 402 Custodial Services 953 Preventive Medicine Services124
104 Client Services 403 Solid Waste Management
105 Claims 404 Maintenance ndash Grounds NETCOM Information Technology Services
106 Religious Support 405 Master Planning 701 Communication Systems and System Support
107 Public Affairs 406 Real EstateReal Property Administration 703 Information Assurance
109 Equal Employment Opportunity (EEO) 407 Leases 700 Automation
111 Internal Review 408 Snow Ice and Sand Removal AMC Logistics Services
112 Installation Safety and Occupational Health 500 Electrical Services 300 Clothing and Equipment
Resource Management Office (RMO) 501 HeatingCooling Services 301 Retail Supply
124 Resource Management (Old 115116)502 Water Services 302 Asset Management
503 Waste Water Services 304 Laundry and Dry Cleaning Services
118 Installation TDA Management (Cost Only) 504 Other Utility Services 305 Food Services
Plans Analysis and Integration Office (PAIO) 505 Environmental Compliance 306 Materiel Support Maintenance
121 Management Analysis 510 Pest Management 307 Transportation Services -NTVs
Human Resources (DHR) 512 Utilities Privatization 308 Transportation Services -Other
113 Administrative Management 421 Maintenance ndash Railroad 309 Ammunition Supply Services
250 Substance Abuse 424 Army Cemeteries Installation (Mission) Services
800 Military Personnel Services Emergency Services (DES) 101 Protocol Services
803 Continuing Education Services 401 Fire and Emergency Response Services 110 EO (Equal Opportunity)
Morale Welfare and Recreation (DMWR) 600 Physical Security 117 Management Accounting
202 Army Lodging Management 601 Law Enforcement Services 122 Contracting (ACC)
251 Army Community Services Plans Training Mobilization amp Security (DPTMS) 123 Banking
252 Child Youth and School Services 602 Anti-Terrorism Services 422 Real Property Demolition
253 Sports Recreation and Libraries 603 Installation Security Program Mgnt Support 605 Correctional Services (OPMG)
254 Business Operations 604 Emergency Management 802 Civilian Personnel Services
Public Works (DPW) AFH 702 MultimediaVisual Information Processes 909 Deployment Planning
201 Family Housing Management 900 Airfield Operations 910 Deployment Training
414 Facilities Maintenance - Army Family Housing 901 Mobilization and Deployment Support 911 Staging Area Operations
Public Works (DPW) SRM 902 Operations 912 Hazardous Material Preparation
409 Minor Construction 903 Training Land Sustainment 913 Container and Pallet Operations
411 Facilities Maintenance ndash Vertical 904 Range Management 914 ArrivalDeparture Airfield Control Group
420 Facilities Maintenance ndash Horizontal 905 Training Support Centers 915 Port Support Activity
906Mission Command Training Support Program 916 Commercial Truck Operations
917 Convoy Support Operations
CLS Totals Color Key 918 Rail Loading Operations
Total CLS services = 54 Garrison services included in CLS 919 In-transit Visibility
Total Service Support Programs (SSPs) = 275 Garrison services not included in CLS 920 Personnel Deployment Processing
Garrison directorates and offices 921 Military Ocean Terminal Deployment Spt Ops
Installation services provided by other than IMCOM 922 AMC Ammunition DepotActivity Deployment
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
7 of 23
ISR - CLS Relationship
Common Levels of Support (CLS)
CL1 ndash Customer serviced
within 30 minutes 95 of
time
CL2 ndash Customer serviced
w 30 min 89 of time
CL3 ndash Customer serviced
win 30 min 79 of time
A ndash Provide Casualty Operations
Services
B ndash Provide Personnel Processing
Services ndash InOut Processing
C ndash Provide Soldier Readiness
Processing
D ndash Provide CACID
Card Services
Service 800
Military
Personnel
Services
QPSG
Management
Decision
Package
(MDEP)
Service Service Support
Programs (SSPs)
Primary Service
Category (PSCs)
Performance Measures
(CLs)
Performance Measures
(Quality Rating)
(Metric Result)
Service
Human
Resources
Standard
GarrisonOrganization
(SGO)
SGO
Installation Status Report ndash Services (ISR-S)
Management
Decision
Package
(MDEP)
Major
Service
Area
(MSA)
Management Decision Package(MDEP)
Management Decision Package(MDEP)
G8 Manpower Models (SSP Process Sequence Model)
G
A
R
B
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
8 of 23
Installation Resource Management
Resourcing the Installation Management
Enterprise
Start with traditional plan program budget execution
(PPBE) process
Ensure pay is covered for all on board personnel
Implement funding letter adjustments
Evolving issues Storm damage stationing emerging
requirementsArmy leadership initiatives
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
AF Installation amp Mission Support Center
AFIMSC Update to PDI
Jun 16
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
AF Installation amp Mission Support Center
AFIMSC Defined The Air Force Installation and Mission
Support Center serves as the single intermediate-level
headquarters staff supporting AF-wide installation and
expeditionary support activities
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
AFIMSC Organization
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
Next Stepshellip
PPLAN Signed by 30 Sept 2016
Full Operating Capability (FOC) 1 Oct 2016
Stabilize ndash 1 Oct 16 to 30 Sep 18
BPRs to Evaluate Effectiveness of New Organization amp
Processes and Integrate Common Activities Across PSUs
Realign Funding amp Manpower within the Enterprise to
Maximize Efficiencies amp Deliver Capability at Right Echelon
(HQ Det PSU)
Right size ndash 1 Oct 18 to 30 Sept 21
BPR Efforts Drive Further Efficiencies and Workload
Requirements within Enterprise
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
Whatrsquos Different
Where IampMS fundingbudget policyfinancial services
guidance comes from (ldquoWho you callrdquo)
New OAC (OAC 18) for IampMS Requirements
ndash Changes cash flow dynamics (for better on OAC 18 reqts)
DetachmentHQ relationships
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
Whatrsquos the Same
Cash Flow Principles
ndash Resolve problems at lowest level
ndash Fund mission-criticalcommander priorities first (within the OAC)
Major Budget Drills
8020 Rule Travel Limitation Sustainment Floor
UFR Submissions Through MYREOY Strategy
BA Management
ReimbursementFunds Control Balancing
Corporate Process ReviewPrioritization of
Requirements
Financial Services Support Provided to FSOs
Accounting (via installation amp MAJCOM)
Processes Largely Unchanged Just Different Partner
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
ldquo1st Inningrdquo Takeaways
CPTSCC role in messaging amp Decision Support
ndash ldquoTravel vouchers take 30 days to payrdquo
ndash ldquoIrsquom shorted $18K in this EEIC ndash my IDrsquos a messrdquo
ndash Not everythingrsquos an ERR
AFIMSC standup created no new $
Solve problems at lowest level
AccountingEOM Balancinghellipneed your help
Read Business RulesFiscal Guidance
Improve Cost Accounting Discipline
Enterprise-Wide Execution Focus
ndash Meet Time on Targets for CE projects
Communicate Communicate Communicate
Communication Critical to Change Management
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
Whatrsquos to Come
Effective properly scoped Quality Assurance Program
ndash AFIMSC focus needs to be on quality of analysis amp follow-up not
admin or competition
ndash Heart of successful QA program still at the installation level
Use Continual EvaluationData (MICT Metrics etc) to
InformDevelop Financial Services Training
FY17 Execution Plan Development
ndash SAFFM AFBEAT used for Ex Plan drill
Lots of Long-Term Opportunities for Standardization
ndash BMCs T-MOAs Utility Levels COLS Support Agreements
Strategic SourcingCategory Management Service Contract
Reviews Acqusition ldquosmoothingrdquohellip
ndash Patiencehellipwill take timehellipfirst priority is ldquogetting up amp runningrdquo
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
bull Get the People
bull Get Connected
bull Take Capabilities
bull Establish Business RulesRoles
bull Supportive External Communication
bull Implement Initial Lesson Learned
AF-Wide CPTS
MICT Analysis Virtual
Assessment
Disbursing
SAVs
CSS Tracking
Lessons Learned
Share AF-Wide
FIAR Sampling
QA Program
(Focus Metrics)
Audit
Metrics
Financial Services Oversight
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
18
Historical IampMS Cycle
0
10
20
30
40
50
60
70
80
90
100
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
MYR
Really
Payback
FSRM
FSRM
Payback
TOTs
Huge Acq
Workflow
Large $rsquos
to Execute
EOY
8020
Clear
Withholds
Congressional Action
Large ERA Taxes
Baseline held at Air Staff
Minimal Acq Workload
Receipt of Funds
FSRM - Bill Payer
Multiple Withholds
Decentralized Sustainment
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
TOTs
Congressional Action
Smaller ERA Taxes
Air Staff Push gt of $$
Desired IampMS Funding Cycle
AFIMSC Push $$ to
Execute Earlier
Increase CC Flexibility
Reduced Functional
Withholds
Increase
Construction
Projects
in Current Yr
Less Stress
to 8020
Execute Fallout
on IPL amp FillKill
More Acq
Workload
Less Acq Workload
Soft Close
EOY
Execution
Success
Patience and Consistency Required to Change Culture
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
20 of 23
CompareContrast Responsibilities
Contracting agency is part of AFIMSC Contracting is separate command
from IMCOM
AFIMSC organized by function IMCOM organized by geography
Activation of AFIMSC will support meeting DoD mandate of 20
reduction in management staff levels IMCOM taking a 25 reduction in
HQ staff
Both Commands provide Morale Welfare and Recreation service
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
21 of 23
Measure of OutputOutcome
Common Levels of Support (CLS)
Common Output Level Standards (COLS)
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
22 of 23
Future Joint Base Initiatives
Process for handling cross-service funding issues
StandardizingStreamlining Support Agreements
Standardized Levels of Service
Co-advocacy on certain mission support funding
issues to OSD
23 of 23
QUESTIONS
23 of 23
QUESTIONS