1. Director, AFIMSC Expeditionary Support
Brig Gen
Linda Hurry
Director, AFIMSC Expeditionary Support
12 Oct 16

2. Warfighters supporting Warfighters
What is AFIMSC?
Warfighters supporting Warfighters
350 person team of absolutely innovative Airmen delivering 100+ capabilities formerly provided by 933
Provides AF-wide installation & mission support activities
Manages $6B+ annual budget supporting 77 installations, 10 major commands, and 2 direct reporting units
warfighters supporting warfighters
Is there a more effective and efficient way to manage common, day-to-day, installation support/base operating support (BOS) and expeditionary support activities? 2

3. AF Installation & 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 fills the MAJCOM staff role for Installation and Mission Support (I&MS) functions. Installations do not fall under AFIMSC C2; they will coordinate with/through AFIMSC but not report to it.

4. Our Mission and Vision Mission Vision
Deliver globally integrated combat support and shape the foundation of America’s Air, Space, and Cyberspace power
Vision
One team revolutionizing combat support … agile, innovative, and networked … warfighters supporting warfighters!

5. I&MS Functions at AFIMSC
Civil Engineers
Security Forces
Contracting
Services
Finance
Logistics Readiness*
Chaplain Corps
Communications*
Public Affairs
Agile Combat Support is an Air Force distinctive capability that touches every functional area and is key to meeting the US Air Force's mission to organize, train, equip, and employ air and space power. Agile Combat Support provides the essential capabilities and functions to deploy, establish, operate and maintain operations of an airbase and the associated services (sustain), and recover coalition air and space forces.
Although we often refer to ACS as a collective body, AFIMSC administers the Installation and Mission Support functions. Aircraft Maintenance, Life Cycle Logistics, and the depot side of logistics are not part of the I&MS side of the house.

6. AFIMSC Enterprise

7. Primary Subordinate Units
AFICA
Responsive Enterprise Acquisition Solutions to Enable Efficient and Effective Mission and Installation Operations
Deliver Services Programs and Activities to Build and Sustain Ready and Resilient Airmen and Families
AFSVA
Provide Civil Engineering Services & Enterprise Lifecycle Leadership to Air Force Installations that Enable the Warfighter
AFCEC
Develops, delivers and executes programs that secure US Airpower…to ensure its freedom of maneuver in all environments
AFSFC
FM CoE
Expert, On-demand, Specialized Financial Analysis for Decision Support to AF Installations & Major Commands
Pay Travel Claims with Excellence and Deliver Responsive Customer Support to Financial Services Offices World-wide
AFFSC

8. Face of AFIMSC to the MAJCOMs
Detachments
SERVICES
CAPABILITIES
Civil Engineering
Basing and Beddowns
Space Planning/Optimization
Emergency Services Programs
Theater-unique Engineering Requirements
Communications
E&I Contracting
Mail Manager
Functional Oversight of Cyber Workforce
Cyber Infrastructure Planning
Security Forces
Site (OL)/Airfield Assessments
Support MAJCOM Senior AF FP Advisor
MAJCOM Risk Mng’d Working Grps
Vulnerabilities Prioritization
Mgmt/Ops of MAJCOM Contract
Comptroller
Knowledge Ops Support
Resource Advisor
GPC & DTS Management
Face of AFIMSC to the MAJCOMs

9. Commodities to Capabilities
Deployed
Air Force
Installation
COCOM
POTUS
DLA
AFMC
Industry
Community
Energy

10. Enterprise-Wide Successes
See Handout for Notes

11. Enterprise-Wide Impact ise-Wide Successes
I&MS Funding Execution: AFIMSC achieved better than the congressionally mandated 80% obligation rate for the month of July. The breadth of the AFIMSC budget greatly assisted the Air Force in exceeding the 80% obligation threshold. SAF distributed $181M to AFIMSC for OCO, FSRM and must pay requirements enabling flexibility to distribute requirements across budget activities. Returned $22M from Reserve Management Account (RMA) for installation maintenance projects.
But resourcing is more than just money, and how much money an individual MAJCOM or base get. It is about how we use not just our money, but our time, our people, and our effort. It is knowing were to spend that money and who/what needs it the most and what they best way to spend it is. It is about making the tough decisions and doing what is in the best interest of the Air Force, not an individual customer. We are going to show you some of the ways we do that know and some of the ways we are looking to do this in the future.
Investment & RECAP: The Installation Health Assessment (IHA) was prompted from the SPG tasker to present cost effective options to deliver installation and mission support capability more efficiently to drive down operating costs. During this effort, we have produced an agile framework to present the health of Installation and Mission Support (I&MS) at multiple levels, such as HAF, CFL, MAJCOM or installation, providing an overall assessment. The IHA defined mission areas (capabilities), within I&MS functional areas that are easily understood to measure performance, operating cost and risk factors. Their overall health are linked to current performance metrics, such as AFCOLS and will mature with targeted data management. Additionally, we explored options within the Air Force Community Partnership and Total Force construct and identified potential opportunities which could impact the I&MS enterprise immensely. We foresee the momentum of the Installation Health Assessment to continue; it’s been well received by HAF/A3, AFMC/5/8/9 and AFIMSC leadership. Our goal is for the IHA to inform the SP3 and budgeting process and gain creditability to match the confidence AF leaders have in the Weapons System Enterprise Review.
IDRMP: HQ AFIMSC was tasked to establish a methodology to identify risk management projects for prioritized funding across the AF I&MS enterprise. AFIMSC/IZP’s Integrated Defense Cell conducted a roll-up of installation level Integrated Defense Risk Management Process (IDRMP) data in order to conduct an enterprise-wide analysis of Anti-terrorism & Force Protection (AT/FP) issues. The cell collected ForcePro risk data pulls spanning 82 installations, yielding over 100,000 lines of risk data, affecting over 13,000 AF assets & events. This data was then consolidated, coded and merged into one program to permit the comparison of risks and vulnerabilities across the enterprise.
The current consolidated IDRMP product affords a unique, first-look roll-up to identify trends in the AT/FP risk process, and find efficiencies that might be ideally addressed through the modification of tactics, techniques and procedures deemed must-remedy issues across the AF enterprise and assist in prioritization of resources allocated to mitigate these risks. Additionally, the process has presently yielded an opportunity to “fine tune” the IDRMP process by identifying procedural issues with the current risk assessment process.
Condition of Small arm Range: For the first time we have an enterprise wide view of all ranges in the Air Force. This allows us to know which ranges are most critical both in terms of needing repair and use. This knowledge was used to inform the FY18 MILOCN working group and ensure priority was placed on those ranges with the greatest need. It also influenced the decision to add ranges to the list of potential community partnership opportunities to pursue. Portfolio Analysis: Infrastructure is a huge part of our portfolio and includes not just the things you can see and touch on the base but our environmental infrastructure, our energy infrastructure, and our built infrastructure. With the stand-up of AFIMSC we are able to look at this in a way we never have before to include how much risk we are willing to take with our infrastructure, should we invest and if we do what is the best way to make this investment. Our work on the Offutt Runway COAs is a great example of this. Not only did our COA save the Air force $51M, and provide the right product to our costumer. But it highlighted how it takes the entire AFIMSC team working together to provide the best solutions for our Air Force. From the Airfield Pavement Evaluation team at AFCEC who creates the pavement condition indexes to the FM CoE who did the economic analysis. To the headquarters/AFCEC team who put the COAs together and out detachment at the MAJCOM who helped socialize it and build the trust in us that we provide accurate, quality solutions. This one small success story for one piece of Infrastructure across all our installations is the tip of the iceberg as far as the potential AFIMSC can provide.

12. “What If” Readiness FAMs MFM
Relook at readiness and make more predictive, pull lessons learned and turn them into resourcing decisions, better capture true mission capability of a base that must support oplans
Focused on operational employment of forces by warfighting units…limited ability to assess home installations
FAMs
Management & Planning of all psnl/eqpmt to support wartime/peacetime contingencies
MFM
Management of I&MS Career Fields…health, manning, training, policy development

13. True Mission Capability--Deployed AND Home Station
“What If” Readiness
Standardized Readiness
Reporting
New METs
Relook at readiness and make more predictive, pull lessons learned and turn them into resourcing decisions, better capture true mission capabilitiy of a base that must support oplans
WF Sq’s are not reporting capabilities for the appropriate level of force employment
AFOP – AF Operational Level of War; should be reported by the AFFOR
AFTA – AF Tactical level of War; (i.e. UTCs) assessed by AEF Command Structure
OP – Operational level of War; CCDR employment of the force requirements
Comprehensive Core METs will encompass full-spectrum capabilities and enable E-W standardization across “like” units
Currently each MAJCOM/reporting unit can “choose” which METs to report against
The lack of standardization impedes proper analytics; negates E-W mitigation efforts
Comprehensive Core METs will in essence become an AF Service Task list which will align into the AFTL and facilitate the transition between Service OT&E and CCMD employment responsibilities IAW Title 10
Predictive Readiness Analysis
True Mission Capability--Deployed AND Home Station

14. “What If” Combat Airmen
Sensors
Semi-Autonomous
What If…we had cross functional UTCs to support Airmen with multiple AFSC skills levels? What if we though about how to deploy differently?
Autonomous
RPAs/Drones
Combat Airmen…Multi-skilled, Innovative, Agile

15. “What If” Deploying Airmen
What If…we had cross functional UTCs to support Airmen with multiple AFSC skills levels? What if we though about how to deploy differently?
Adaptive & Responsive…Balance Deploy to Dwell
RPAs/Drones

16. “What If…” The Next War Spoke Enemy Spoke Spoke Hub Spoke
Missile Defense
Spoke
Spoke
MOB
Spoke
UTO Objectives
Conduct FARP operations from dispersed locations
Complicate enemy targeting
Dispersed ops reduce impact of enemy strikes
Rapid changes get inside enemy OODA loop
UTO Impact on Flight Ops
Decreases range/flight time to combat zone
Increases time over target
Shifts sortie generation to FOLs
MOBs focused on repairing broke/damaged aircraft
Increased # of maintenance personnel to perform FARP activities
Hub
Spoke
Spoke
MOB
Hub
Spoke
Hub
MOB
Spoke
The Next War

17. Agile Adaptable Resilient Innovative Bold Dynamic Strength
Future I&MS
Resilient
Flexible
Empowered
Creative
Innovative
Agile
Balance
Bold
Speed
Strength
AFFOC
SWIFTLY, OPERATIONAL AGILITY, DYNAMIC,, SPEED, COORDINATION, BALANCE, STRENGTH, INTEROPERABILITY
Collaborative
Dynamic
Adaptable
Interoperable

18. Think Differently is-Wide Successes
"Here's to the crazy ones…The rebels. The trouble-makers. The round pegs in the square holes. The ones who see things differently. They're not fond of rules, and they have no respect for the status-quo. You can quote them, disagree with them, glorify or vilify them. But the only thing you can't do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.“ – Apple Corporation

19. Warfighters Supporting Warfighters!

20. Backup slides

21. Expeditionary Support Directorate (XZ)
SERVICES
CAPABILITIES
Readiness Division
- Functional Area Managers
- Readiness Reporting
- IPR Oversight
Training and Support Division
- MAJCOM Functional Managers
- Formal/Mission Ready Training
- All I&MS Readiness Training
Plans and Analysis Division
- ACS Analytics
- Assess CCDR requirements
- Research I&MS lessons learned (best practices / training)
Expeditionary Support
Directorate
Brig Gen Bradley Spacy
Readiness
Division
Col Troy Koepnick
Training and Support
Col Rob Snodgrass
Plans and Analysis
Col Marc Vandeveer
AFIMSC’s Expeditionary Support Directorate, or XZ, is responsible for providing a full-spectrum of support capabilities that support the warfighter. Their mission is to Train, equip, and deliver agile combat support to warfighting commands...faster, smarter, better!
The Directorate is comprised of three Divisions with 102 personnel (14 Officer, 21 Civilian and 67 Enlisted) total, led by Brigadier General Linda Hurry.
XZ truly embodies the “warfighters supporting warfighters” spirit because of the important missions they perform.
Our Readiness Division, or XZR, provides support to 92K I&MS Airmen across 34 Functional Areas. In this important Division, Functional Area Managers provide key and critical support for their career fields where they perform a myriad of roles and responsibilities that support the deployment machine. FAMs verify all taskings, they coordinate reclama actions, and support Readiness Reporting, all in support of the MAJCOM A3s and the installations. To date this Division has worked over 10,000 deployment taskings and they continue to win the trust with MAJCOMs to expand what they do in the enterprise-wide mission they perform.
The Training and Support Division, or XZT, is doing some pretty exciting work as well. XZT has an enterprise-wide mission to manage close to 9K Mission Ready Training Quotas for over 34 Installation and Mission Support (I&MS) AFSCs. These supported AFSCs include Civil Engineers, Security Forces, Logistics, Force Support Services, Contracting, Finance and Public Affairs. XZT and its training mission and processes are in development and ramping up. In FY17, XZT will fully perform its critical mission as a one-stop shop for all AFSCs within the I&MS portfolio as it assumes training quota management responsibilities from all the MAJCOM A1s. XZT is also standing up a centralized function to provide MAJCOM Functional Management. 34 MAJCOM Functional Manager (MFMs) located at HQ AFIMSC oversee manning allocations in coordination with AFPC; they coordinate manpower actions in support of the installations and MAJCOMs, and they play a critical role to support the education and training activities for their career fields. XZT is also working initiatives to improve readiness training for the I&MS, to further integrate functional communities into regional training centers, to enhance homestation readiness training, and is leading way to advance AFIMSC/CC’s top priority I&MS Airmen of the Future concept.
Finally, the Plans and Analysis Division is our AFIMSC Commanders’ “Think Tank” for I&MS concept development (eg. The Skunks). This Division has been involved in a number of multifaceted projects that include Strategic Planning Guidance taskers to identify cost effective means for the delivery of I&MS capabilities such as developing a comprehensive way to measure Installation Health, investigating potential benefits of incorporating more Total Force into our services, and developing various community partnerships. Additionally, they contribute to the development of Installation of the Future (IotF) and I&MS Airmen of the Future concepts. They are the technical lead for identifying developmental gaps, offsets, and disconnects. In addition, XZP is assisting PACAF with specific issues such as A2AD & Adaptive Basing Construct, ISCs/priority challenges, and contingency beddown planning. They are working with RAND to look at global ACS processes and participating in Adaptive Planning exercises/war gaming to include Exercise Pacific Sentry. Finally, they will be leading the first ever I&MS WEPTAC in April 2017.
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Our “Support to Airmen” Platform

22. Installation Support Directorate (IZ)
SERVICES
CAPABILITIES
Protection Services Division
- Security Forces COLS, pubs, AFIS & budget managers
- Integrates AF-wide 1st Responder communities
Operations Support Division
- Cyber support/transmission systems & FOIA
access/release
- Deployment & distribution logistics operations
Installation Engineering Division
- Reach back & support for Civil Engineering (Operations, programming & planning requirements)
Services Technical Advisor
- MWR, Lodging, Food, Child/Youth & Nonappropriated Funds program reach back, oversight and support
Operations Support Division
Col Robert Borja
Protection Services Division
Col Joseph Milner
Installation Support
Director
Mr. David Dentino
Installation Engineering Division
Col Andra Clapsaddle
Services Technical Advisor
Mr. Mike Bensen
– 36 Different AFSCs
AFIMSC’s Installation Support Directorate is responsible for providing a full-spectrum of support capabilities commonly found within a Mission Support Group.
The Installation Support Directorate (or IZ) provides I&MS strategic vision, processes, and validation/prioritization of resources to enable commanders to achieve their mission. IZ is a “Globally Networked Installation Support” Directorate integrated with our primary support units to provide the following intermediate HQ management common services to the field:
Protection Services – Lead for integrating ALL the first responder communities (SF, Fire, EOD and EM). Coordinates and supports installation’s CATM, Physical Security, & Air Base Defense requirements through Common Output Level of Standards, publications, Air Force Inspection Systems, and budget execution.
Comm – Builds the engineering and infrastructure POM and execution year workplans. Supports, advises & serves as SMEs in the development of strategies & guidance for communication/cyber systems. This also includes Privacy Act policy and the release of information related to Freedom of Information Act requests.
Logistics - Provides enterprise-wide logistics management for deployment & distribution processes. Support provided includes standardized intermediate-level oversight, policy, and guidance for Vehicle Operations, Air Transportation (for Non-Aerial Ports), Log Plans, Traffic Management and Support Agreements capabilities.
CE – Provides enterprise-wide support, coordination, & validation for Civil Engineering community planning & programming of facility operations, sustainment, restoration, & modernization requirements
Services – Integrates AFSVA functions with the rest of AFIMSC capabilities. Provides oversight, technical advice & support for Air Force Morale Welfare Recreation, Lodging, Food, Child and Youth and nonappropriated fund programs such as NAF Human Resources, NAF Contracting and NAF Financial Management. In addition, provides technical management support to the Commander for the Services authorities assigned to the AFIMSC and provides Services functional input to the appropriated fund planning, programming, budget and execution processes for the AFIMSC aligned Services PEs.
Lastly, IZ is matrix organized to integrate these “Globally Networked installation Support” common services.
Integrated Installation Support

23. Resources Directorate (RM)
SERVICES
CAPABILITIES
Financial Mgt
Division
- Budget Formulation & Execution
- Financial Services
- Financial Oversight Programs
Plans and Programs
- Plan I&MS Enterprise Lead (EL) portfolio
- Program I&MS EL portfolio
- Program Element Monitors
Ops Research
Integrated Operations Research
Risk-Informed Solutions to I&MS Issues
- Represent I&MS Issues to AF Analytic Community
CAPABILITIES
Budget Formulation & Execution
Financial Services
Financial Oversight Programs
Plan I&MS Enterprise Lead (EL) portfolio
Program I&MS EL portfolio
Program Element Monitors
Integrated Operations Research
Risk-Informed Solutions to I&MS Issues
Represent I&MS Issues to AF Analytic
Community
Resources
Directorate
Ms Monica Anders
Financial Mgt
Division
Col Larry Rice
Plans and Programs
Ms Alison Overbay
Ops Research
Mr Mike McMillie
F2: The Resources Directorate works to ensure effective allocation of limited resources to support commanders.
The Financial Management Division (RMF) works directly with both the Air Staff and installations to budget and execute all I&MS funds. This done via a separate administrative code (Operating Agency Code) that enables funding to be sent directly from Air Staff to AFIMSC, separate from MAJCOM accounts, specifically to be used for I&MS programs. This Division also assumed all intermediate-level (former MAJCOM-level) responsibilities for financial services support and guidance. Working with Detachment FM staffs, they provide military, civilian and travel pay assistance and support to Financial Services Offices worldwide, and works with the Air Force Accounting and Finance Office to address policy changes in these areas. Additionally, this Division executes a variety of Financial Oversight programs, many with AF-wide reach, to ensure compliance with fiscal laws and Air Force regulations, support DoD’s Financial Improvement and Audit Readiness efforts, as well as to provide objective data and decision support information to guide continual improvement and training efforts for financial management programs.
The Plans and Programs Division: Develops works directly with all I&MS stakeholders to plan and program the assigned I&MS Enterprise Lead portfolio. This includes conducting gap analysis, prioritization, and risk assessments for the programs assigned to our I&MS portfolio. Additionally, the division is responsible for establishing the internal governance structure in which all resource decisions are made. Finally, the division has assumed program element monitor (PEM) responsibilities for all the program element codes assigned.
The Operations Research Division (RMO): Provides Analytical and Scientifically based research across the whole of the AFIMSC to increase the knowledge available to Senior Leaders/Decisions makers. RMO is a cross-cutting entity in AFIMSC designed to integrate analytical techniques and capabilities among the Directorates/Divisions. Situated in the Resources Directorate, RMO works closely with the Plans & Programs Division to evaluate future force structure options and funding to achieve the best risk-informed solutions for the Air Force. Operations Analysis also interacts with the Financial Management
Division by helping to tighten any seams in the PPBE process. RMO enables analysis of multi-directorate programs by working with the Installation and Expeditionary Support Directorates, helping present a broader picture and prevent stove-piping. There is a critical need to ensure Mission Support is appropriately represented in analytical efforts across the Air Force and DoD and RMO serves as that conduit in working with and supporting the Air Force Analytic Community. Decision-makers need sound data to supplement their judgments and the Operations Research Division serves as a force multiplier to strengthen this in the I&MS enterprise.
Trend and Risk analysis to inform planning/budget/planning choices.
Providing Resources to Support Commanders