US Army Corps of Enginrs Constructicn Enginring Rsarch Laboratory HIgFLE Auusi1 89 USACERL INTERIM REPORT P-89/17 0AD-A212 588 FACILITIES ENGINEERING MANAGEMENT SYSTEM STUDY: A REVIEW OF FUNCTIONAL AREAS IN SELECTED ARMY INSTALLATION DIRECTORATES OF ENGINEERING AND HOUSING by Sin L. Hill DTIC,E LIT'CT E Sandra Kapps David M. Baily ~ L SEP 191989 Michal J. Bindr Grald J. Brown William D. Goran Elln N. Pity / Th U.S. Army Construction Enginring Rsarch Laboratory (USACERL) was taskd by th Facilitis Enginring Division, Offic of th Assistant Chif of Enginrs (now part of th U.S. Army Enginring and Housing Support Cntr) to conduct an indpth study of th Facilitis Enginring Managmnt Systm (FEMS), a mthodology dvlopd to manag and maintain th Army's ral proprty. FEMS is usd by Hadquartrs, Dpartmnt of th Army; th major commands; and Army installation Dirctorats of Enginring and Housing (DEHs). Th ovrall study goals ar to dscrib how th Facilitis Enginring managmnt procss is conductd, how Facilitis Enginring functions ar actually carrid out, and to dtrmin what changs ar ndd in ach functional ara of th DEH., This rport prsnts a rviw of th functional aras In slctd DEHs basd on data collctd on svn sit visits using a structurd intrviw format. Th purpos of th sit visits was to dscrib how Facilitis Enginring functions ar actually carrid out. Th intrviwrs rqustd information about ach task using fiv major catgoris: information flow and rquirmnts, rporting rquirmnts, rsourc problms, computr tools, and manual tools. Gnral aras of concrn that xistd in all aras of th DEHs wr idntifid. Spcific aras of concrn that th DEHs can ffctivly addrss in th short trm wr also idntifid, including: mor xtnbiv and up-to-dat mthods of training, mor mphasis on ducational programs, dvlopmnt of spcific DEH-rlatd computr tools, bttr prsonnl communication, rstructuring th DEH to bttr compt with privat industry at tims of budgt and prsonnl rduction, and liminating much of th procurmnt buraucracy involvd in computr acquisition. Approvcd for public rlas; (listribution is unlimitd. 89 9 18 015
UNCLASSIFIED SECURITY CLASSIFICATION OF THIS PAGE REPORT DOCUMENTATION PAGE DMS o07408 Eip Dat Jun 30 1986 la REPORT SECURITY CLASSIFICATION Ib RESTRICTIVE MARX)NGS UNCLASSIFIED 2a SECURITY CLASSIFICATION AUTHORITY 3 0 STRIBUTION 'AVAILABIILIry OF REPORT 2b'CASIIAINDOWNGRADING SCHEDULE Approvd for public rlas; 2b DCLASIFICTIONdistribution is unlimitd. 4 PERFORMING ORGANIZATION REPORT NUMBER(S) 5 OIORiNG ORGANZAT ON REPORT NuM8ER S) USACERL Intrim Rport P-89/17r 6a NAME OF PERFORMING ORGANIZATION 6b OFFICE SYMBOL 7a NAME OF MONITOR:N6 ORGANiZATiON U.S. Army Construction (if applicabl) Engr Rsarch Laboratory I 6c ADDRESS (City, Stat, anid ZIP Cod) 7b ADDRESSCity, Stat anid ZIP Cod) P.O. Box 4005 Champaign, If.; 6182/a-4005 Ba NAME OF CUNDING, SPONSORING j8b OFFICE SYMBOL 9 PROCUREMENT INSTR -MEN~T ide-%tification NuLMBER ORGANIZATION j(if applicabl) USAEHSC CEHSC-F FAD 88-U-80037, datd Novmbr 1987 Sc ADDRESS (Ciy, Stat. and ZIP Cod) 10 SOURCE OF FiNGCNG NUMBERS PROGRAM PROAE(T 7ASK I WAK UNIT Fort Blvoir, VA 22,060-5580 ELEMENT NO INO NO accessocn NO 11 -:LE (includ Scurity Classfication) Facilitis Enginring Managmnt Systm Study: A Rviw of Functional Aras in Slctd Army Installation Dirctorats of Enginring and Housing (U) 12 PERSONAL AUTHOR(S) Hill, Sin L. Kapps, Sandra; Baily, David Mi.; Bindr, Miichal J.; Brown, Grald i.; Goran, Wi'lliam D).; and Pity, El ln N. 3a TYPE OF REPORT 13b TIME COVERED 14 DATE OF REPORT (Yar. Mroth a)15 PA(-E COUNT intrim I IROM TO 1989, August 7 142 16 SUPPLEMENTARY NOTA7ION Copis ar availabl from th National Tchnical Information Srvic, 5285 PortRoyalRoad, Sprin fild, VA 22161. 17COSAT; CODES 18 SUBJECT TERMS (Carl:r- c on rvrs it ncpia"' ;nry dntinv by bock numbr) G) ROUP SUBGROUP FEMS mana'gmnt 13 Facilitis Enginring Managmnt Systm 131 Dirctorats of Enginring and Houssing. 19 ABSiRACT (Conltinu on rvrs sif ncssary and idntlify by block numbr) Th U.S. Army Construction Enginring Rsarch Laboratory (USACERL) was taskd by :h Facilitis Enginring Division, Off-ic of th Assistant Chif of Enginrs (now part of th U.S. Army Enginring and Housing Support Cntr) to conduct an indpth study of th Facilitis Enginring Managmnt Systm (FEMS), a mthodology dvlopd to manag and maintain th Army's ral proprty. FEMS is usd by Hadquartrs, Dpartmnt of th Army; th major commands; and Army installation Dirctorats of Enginring and Housing (DEl-Is). Th ovrall study goals ar to dscrib ho0w th Facilitis Engmncrin mniagmnt )rocs, is conductd, how Facilitis Enginring functions ar actually carrid ota, and t dtrmin what chare-s arc ndd in ach functional ara of th DEW. 10 DSTRIBUTOT,. AVA LABILITY 01' AIRSTPNC7 'I ABSTRA( C9 ' CLASS.KiCA'10\ Cl UN(:IASS'1ED1 L'Nt'MITFD Z) )AM VE a, -3 E C DTIC I SF Qs UNCLASSI FI ED 22a NAME 0 RE SPONSSLE INDiIDUAI, 22h IF.rC.(~(a~k -- I-' L' L Gloria J. Wink 9 7)5-61 I xt.353 ~c -MT DD FORM 1473,.84 MAR 8 1 AP'R d t1o, -Ay h uw~l,,r.'.lauj',t 1 4' ILA I -C '()% ', " Alloth, ~ O~'o~i'I, UINCLASSIFIED- (Cont 'd
UNCLASSIFIED BLOCK 19. (Cont'd) This rport prsnts a rviw of th functional aras in slctd DEHs basd on data collctd on svn sit visits using a structurd intrviw format. Th purpos of th sit visits was to dscrib how Facilitis Enginring functions ar actually carrid out. Th intrviwrs rqustd information about ach task using fiv major catgoris: information flow and rquirmnts, rporting rquirmnts, rsourc problms, computr tools, and manual tools. Gnral aras of concrn that xistd in all aras of th DEHs wr idntifid. Spcific aras of concrn that th DEHs can ffctivly addrss in th short trm wr also idntifid, including: mor xtnsiv and up-to-dat mthods of trzining, mor mphasis on ducational programs, dvlopmnt of spcific DEH-rlatd computr tools, bttr prsonnl communication, rstructuring th DEH to bttr compt with privat industry at tims of budgt and prsonnl rduction, and liminating much of th procurmnt buraucracy involvd in computr acquisition. UNCLASSIFIED I I II II
FOREWORD This rsarch was prformd for th Facilitis Enginring Division (now part of th U.S. Army Enginring and Housing Support Cntr), Offic of th Assistant Chif of Enginrs (OACE) using Oprations and Maintnanc, Army (OMA) funds supplid undr Funding Authorization Documnt (FAD) 88-080037, datd Novmbr 1987. Th Tchnical Monitor was Mr. Homr Musslman, CEHSC-F. Th work was prformd by a study tam composd of rsarchrs from th Facility Systms, Enginring and Matrials, Enrgy Systms, and Environmntal Divisions of th U.S. Army Construction Enginring Rsarch Laboratory (USACERL). Ms. Linda McCarthy and Mr. Stvn Fridrich conductd sit visits and providd valuabl input to th projct. Dr. Michal O'Connor is Chif of USACERL's Facilitis Systms Division. Th Tchnical Editor was Gloria J. Wink, Information Managmnt Offic. COL Carl 0. Magnll is Commandr and Dirctor of USACERL and Dr. L. R. Shaff-r is Tchnical Dirctor., TIS CA P., I [)TIC 1A;B A-1 Dist
CONTENTS DD FORM 1473 1 FOREWORD 3 1 INTRODUCTION... 5 Background Objctiv Approach Rport Organization 2 BUILDINGS AND GROUNDS DIVISION... 8 3 ENGINEERING, PLANS, AND SERVICES DIVISION... 10 4 FIRE PROTECTION DIVISION... 12 5 UTILITIES DIVISION... 13 6 HOUSING DIVISION... 16 7 ENGINEERING RESOURCE MANAGEMENT DIVISION... 20 8 SUPPLY AND STORAGE DIVISION... 22 9 ENVIRONMENTAL AND NATURAL RESOURCES DIVISION... 24 10 TROOP OPERATIONS DIVISION... 27 11 ADMINISTRATIVE SERVICES DIVISION... 29 12 SUM M ARY... 31 APPENDIX: Sit Visits to Major Commands 32 DISTRIBUTION Pag 4
FACILITIES ENGINEERING MANAGEMENT SYSTEM STUDY: A REVIEW OF FUNCTIONAL AREAS IN SELECTED ARMY INSTALLATION DIRECTORATES OF ENGINEERING AND HOUSING 1 INTRODUCTION Background Th Facilitis Enginring Managmnt Systm (FEMS) is th mthodology by which Hadquartrs, Dpartmnt of th Army; th major commands; and installation Dirctorats of Enginring and Housing (DEHs) maintain and manag th Army's ral proprty. An intrdivisional study group of U.S. Army Construction Enginring Rsarch Laboratory (USACERL) rsarchrs was organizd aftr USACERL was taskd to conduct an indpth study of th systm. Th ovrall study goals wr to dscrib how th Facilitis Enginring managmnt procss is conductd, how Facilitis Enginring functions ar actually carrid out, and to dtrmin what changs ar ndd in ach functional ara of th DEH. Rsults of a survy conductd to dfin th DEHs' currnt automation status wr publishd arlir.' In this phas of th study, DEH prsonnl from four continntal Unitd Stats (CONUS) installations wr intrviwd to dtrmin th spcific facilitis nginring (FE) tasks prformd as part of thir job. Th installations wr Fort Sill, OK, and Fort McClllan, AL, from Training and Doctrin Command (TRADOC); Fort Bragg, NC, from Forcs Command (FORSCOM); and Abrdn Proving Ground, MD, from Army Matril Command (AMC). This information was collctd in a structurd intrviw format that focusd on task dscription; input, output, and rsourc problms for task compltion; and additional computr and noncomputr improvmnt idas. Rsarchrs also conductd similar visits to thr installations outsid th continntal Unitd Stats (OCONUS). Th study tam visitd USASCH at Fort Shaftr, HI, in Wstrn Command (WESTCOM); and th 26th Support Group at Hidlburg, and VII Corps at Stuttgart, Wst Grmany, in U.S. Army Europ (USAREUR). Th sam typs of information wr collctd at ths installations and combind with th data collctd from th CONUS installations in a common data bas. Objctiv This rport documnts data from th sit visits which wr conductd to idntify and analyz how tasks wr prformd by th mmbrs of diffrnt DEH Divisions and Branchs. 'Simon Kim, t a]., Facilitis Enginring Managmnt Systm Study Volum I: An Automation Survy of Army Installation Dirctorats of Enginring and Housing, Intrim Rport P-88/15, VOL I/ADA196248 (U.S. Army Construction Enginring Rsarch Laboratory [USACERL], May 1988); Simon Kim, t a., Facilitis Enginring Managmnt Systm Study Volum II: Dirctorat of Enginring and Housing Tasks and Systms Usd, Intrim Rport P-88/15, VOL II/ADA196249 (USACERL, May 1988). 5
Approach Th rquird information was obtaind using a stiucturd intrviw format. organization was askd to supply information in fiv major catgoris: Each DEH 1. Information Flow and Rquirmnts. This catgory hlpd dtail "who nds what information" to prform DEH tasks and subtasks, and how th diffrnt lvls of managmnt intract in th organizational structur of th individual DEHs. 2. Rporting Rquirmnts. This catgory hlpd dtrmin th duplication of rporting rquirmnts and th usfulnss of various rports, whil providing anothr way to map th flow of managmnt information. 3. Rsourc Problms. This catgory confirmd th flings hld by Dpartmnt of th Army (DA) and svral Major Commands (MACOMS), and providd insight into DA, MACOM, and installation diffrncs in rsourc allocation. 4. ADP (Automatic Data Procssing). This catgory providd information about computr tools usd to support information managmnt activitis. It hlpd idntify thos DEH tasks that should b, but ar not currntly supportd by ADP tools. It,Tho providd idas about ADP tools and improvmnts that could b dvlopd for th DEH. 5. Non-ADP. This catgory providd information about additional nonautomatd tools that would hlp th DEHs incras fficincy and productivity. To validat th information collctd during th installation sit visits, rsarchrs also conductd sit visits to TRADOC, FORSCOM, and AMC hadquartrs. This "macro analysis" hlpd dtrmin th major organizational factors that affct DEH managmnt procdurs. Th Appndix contains th information from th MACOM sit visits. Rport Organization This rport is dividd into th 10 functional aras of a typical DEH (Figur 1). Each functional ara is composd of fiv sctions that corrlat to th fiv major catgoris of information collctd in th intrviws. 6
OPERATIONS OFFICE DIRECTOR OF ENGINEERING ADHUIGADMINISTRATIVE SERVICES OFFICE ENVIRONMENTAL RESOURCES PLANS. AND AND STORAGE OFFICEEN MAAEMN SEVIE DIISO OFIE idivision DVSO BUILDINGS AND FIRE HOUSING GROUNDS UTILITIES PROTECTION DIVISION DIVISION DIVISION DIVISION Figur 1. Organization of a typical Dirctorat of Enginring and Housing. 7
2 BUILDINGS AND GROUNDS DIVISION Th Buildings and Grounds (B&G) Division manags th maintnanc, rpair, and improvmnt of th installation's ral proprty facilitis. It provids custodial and pst control srvics, and manags th forstry, fish and wildlif, and land managmnt programs--xcpt at installations whr ths programs ar managd by th Environmntal and Natural Rsourc Division. Various tasks ar involvd in accomplising this mission, including: * Planning and xcuting th maintnanc and rpair (M&R) of buildings, structurs, roads, airfilds, railroads, hardstands, grounds, and drainag systms, 9 Providing insct and rodnt control, * Packing and crating, Snow rmoval, Custodial srvics, * Managing, schduling, and prforming organizational maintnanc of DEH quipmnt, Oprating th installation Slf-Hlp and Prvntiv Maintnanc programs, o Initiating M&R projcts and coordinating thir prparation with th Enginring Plans and Srvics Division, * Administring and providing assistanc in prparing contracts for contract work prtaining to th division, Providing tchnical advic and assistanc to Enginr Rsourcs Managmnt Division for planning, programming, and budgting for M&R of facilitis, and * Managing fish, wildlif, and land managmnt programs. Th major managmnt tasks includ: * Suprvising and coordinating th shops (carpntry, mtalwork, paint, tc.) to xcut minor maintnanc and rpair work (srvic ordrs [SOs]), maintnanc and rpair projcts (individual job ordrs (IJOs]), and routin maintnanc (standing oprating ordrs [SOOs]), 9 Suprvising th control, opration, and prformanc of organizational maintnanc (inspction, srvic, lubrication, and minor rpair) of all DEH quipmnt, * Idntifying, initiating, and dvloping tchnical critria for M&R projcts and providing input and rviw of plans and spcifications to th Enginring Plans and Srvics Division during projct dvlopmnt, * Dvloping contract rquirmnts (scop of work, stimat, quality control plan), * Monitoring all division srvic contracts including conducting quality assuranc and survillanc/valuation of contract prformanc, and 8
* Providing rqustd input for th DEH annual work plan (AWP) during th planning, programming, and budgting cycl. Th major rporting dutis includ: * Daily submittal of Labor and Equipmnt Cards (DA 4288) by shop prsonnl, * Monthly Rcipt of Srvics Rport and Daily Contract Dficincy Rports for all srvic contracts, * Intrnal rports for input into th AWT and othr Planning, Programming, Budgting, and Excution Systm (PPBES) documnts, and * Pst Managmnt Rport (DD 1532) for summary of psticids usd at th installation for pst control. Most of th M&R work prlormd by B&G is dictatd by Army and MACOM rgulations and initiatd by SOs, IJOs, and SOOs rcivd from th Enginr Rsourcs Managmnt Division. Th ovrwhlming rsourc problm for th division is that thy do not hav sufficint manpowr to prform th M&R work and inspct contractd srvics. A scondary problm is lack of quipmnt (.g., maintnanc vhicls, shop tools, and mchanical handling quipmnt) and untimly rpair and rplacmnt of xisting quipmnt. Currnt us of ADP tools within B&G is limitd. Thos installations that hav an Intgratd Facilitis Systm (IFS), us it to submit Labor and Equipmnt Cards and ordr supplis and matrials. A fw installations hav dvlopd rciving and compltion rports for tracking SO work. Hawaii has an ntir work managmnt program running on a Wang minicomputr. Most installations us word procssors to writ gnral corrspondnc and spcifications for srvic contracts. Som installations hav implmntd PAVER (a dcision support systm for pavmnt maintnanc managmnt) on a mainfram or microcomputr systm. Additional ADP tools that would b bnficial to th B&G Division ar: * Automatd schduling of organizational maintnanc, prvntiv maintnanc, and srvic contract inspctions, * Tracking of SO and IJO work, * Managing th slf-hlp invntory to dtrmin rordr rquirmnts, Gnrating and updating forms rquird for organizationz' maintnanc, * Managing psticid invntory, and * Gnrating 1532 rports. Many installations xprssd intrst in th various Enginrd Managmnt Systms (PAVER, ROOFER, PAINTER, tc, USACERL-dvlopd dcision support systms for pavmnts, roofs, and paints, rspctivly.) to hlp provid bttr input into dvlopmnt of th AWP. Th non-adp improvmnt citd most oftn was to rduc th amount of "rd tap" whn procuring prsonnl, supplis, and rplacmnt quipmnt. 9
3 ENGINEERING, PLANS, AND SERVICES DIVISION Th Enginring, Plans, and Srvics (EP&S) Division provids: 9 Dsign and nginring srvics, # Suprvision, inspction, and administration of projct contracts, * Installation mastr planning, 9 Programming of major construction, Ral proprty and ral stat managmnt, and Facilitis spac managmnt. This division is th cntr fur nginring and contract activitis associatd with facilitis nginring projcts. It is also th focal point for dvlopmnt of long-rang military construction plans and programs (mastr planning) for all funding programs and agncis. Th major tasks includ: Dvioping a projct scop and stimat to dtf.iin th funding catgory (Military Construction, Army [Mv4CA], Minor Military Construction, Army [MMCAI, Opration and Maintnanc, Army [OMA], tc), 9 Participating on th host installation planning board (IPB) to dtrmin prioritis, * Submitting th priority list to MACOM, 9 Dvloping th DD Form 1391 (whn ncssary), * Monitoring th dsign and inspcting construction, Accounting for all ral proprty and us, and * Using ral proprty data to dvlop mobilization and mastr planning activitis. Th major managmnt tasks includ: v Dvloping and monitoring nginring projcts, Ensuring complianc with appropriat funding authorizations, and Maintaining and using ral proprty invntory and us information to dvlop appropriat mastr and mobilization plats for th futur (5-Yar Plan). Th major rporting dutis includ: * Projct status, Ral proprty invntoris and us rports, 10
* Mastr and mobilization plans, and Th 5-Yar Plan. Work is initiatd in svral ways. Work may com from a MACOM dirctiv, stationing changs, a usr dvlopd Projct Dvlopmnt Brochur (PDB), or from an Enginr Rsourcs Managmnt Division work rqust (ENG 4283). Mastr and mobilization planning is a rcurring rquirmnt of th MACOM. Th major rsourc problm citd was a lack of adquat manpowr. Anothr rsourc problm found was a lack of automation quipmnt--spcially Computr-Aidd Drafting and Dsign (CADD)-- and softwar to do projct tracking, invntory, and us rpc-fs. Th most ffctiv ADP systms currntly bing usd ar Programming, Administration, and Excution (PAX) and th 1391 Procssor. Som organizations had dvlopd thir own microcomputr programs to do cost stimating and projct tracking. Th IFS ral proprty and us systm was criticizd for not providing ral-tim information. Additional ADP tools would includ an intgratd data bas managmnt systm (DBMS) that would rflct th ffct of changs in ral proprty on th scop of work. Nw buildings and convrsions affct computations of shortfalls during program dvlopmnt. ADP improvmnts includ a switch from manual tc automatd dsign calculations, CADD capabilitis, and ral-tim information for managmnt dcisions. Anothr improvmnt would b to rciv advanc notic about futur stationing plans and othr dcisions that hav an impact on facilitis. Extnsiv arly planning would allow prsonnl to gt out of th "put out th firs" mod. A study should b initiatd to rduc th numbr, typ, and frquncy of rports sinc too much tim is spnt duplicating data. 11
4 FIRE PROTECTION DIVISION Th Fir Protction (FP) Division manags th installation's fir prvntion and protction programs, including aircraft crash fir rscu oprations. It also provids initial rspons to hazardous matrial spill oprations. Svral tasks ar involvd in accomplishing this mission, including: Rspons to fir, aircraft crash, and hazardous spill situations, Training, inspcting, and invstigation oprations, and * Tchnical rviw and monitoring of construction projcts. Th major managmnt tasks includ: * Prparing an AWP for rcurring training, inspction, and maintnanc, * Dvloping mutual agrmnts with local fir dpartmnts, and * Conducting a Fir Marshal program. Th major rporting dutis includ maintaining fir inspction rports, dsign rviw rports, training rports, and fir invstigation rports. Work is initiatd in svral ways. Thr is an annual inspction, training, and maintnancc rquirmnt basd upon th AWP. In addition, FP must rspond to tlphon, radio, or alarm systm rqusts for assistanc. EP&S tasks FP to do tchnical rviw of prdsign concpts and plans for complianc with Army Rgulations and National Fir Cods. Th major rsourc problm citd was th lack of adquat manpowr to do ncssary inspction, training, and maintnanc activitis. Othr rsourc problms includ outdatd or inadquat firfighting quipmnt, inadquat library rsourcs on fir and hazardous matrials, and a lack of ADP hardwar and softwar for FP oprations. Som FPs ar using ral-tim monitoring and fir alarm systms run on a ddicatd minicomputr. On FP had purchasd a microcomputr and was dvloping a building data bas systm. Information managmnt has bcom affordabl through microcomputrs, and th nd for FP profssionals to incras productivity has nvr bn gratr. FP can computriz all rcordkping for th dpartmnt, including prsonnl fils, training rcords, and srvic rports. Softwar drawing programs can gnrat dtaild rspons maps. Th Abrdn Proving Ground FP auggstd using CAMEO (Computr-Aidd Managmnt of Emrgncy Oprations) to hlp manag hazardous matrial incidnts with a prsonal computr. Non-ADP improvmnts to FP includ improvd training programs and mor modm quipmnt. 12
5 UI'ILITIES DIVISION Th Utilitis (UT) Division is taskd with assuring that adquat oprational utility srvics ar providd to th installation. This invoivs: o Opration, maintnanc, rpair, and improvmnt of utility plants and systms, * Installation, maintnanc, and rpair of kitchn quipmnt, o Maintnanc, rpair, and minor construction of ptrolum, oil, and lubricant (POL) storag and dispnsing systms, o Opration of solid ful storag systms, o Maintnanc and rpair of lvators, building crans, and hoists as part of an xisting utilitis systm, and & Dvlopmnt and rviw of utilitis projcts. Th UT is also taskd with managing th installation's fixd facilitis nrgy consrvation program in coordination with th Dirctorat of Logistics (DOL). This involvs: " Oprating nrgy monitoring controls systms (EMCS), " Promoting nrgy awarnss on th installation, " Inspcting nw and xisting facilitis to assur conformanc with nrgy consrvation standards and practics, o Maintaining nrgy consumption rcords, @ Dvloping and rviwing nrgy consrvation projcts, and 9 Monitoring progrss towards Army nrgy consumption rduction goals. In practic, vry fw installations hav a UT. In som cass, th nonnrgy rlatd functions of th division hav bn combind with th functions of th B&G to form an Oprations and Maintnanc Division. In othr cass, nonnrgy rlatd utilitis tasks ar prformd by various othr divisions within th DEH. Tasks rlatd to th fixd facilitis nrgy consrvation program ar usually prformd by an Enrgy Coordinator, Enrgy Offic, or Enrgy Division, dpnding on th siz of th installation. In a fw cass, ths tasks ar prformd by a combind Environmntal/Enrgy Division. In th discussion to follow, th trm "utilitis prsonnl" will b usd to dsignat th prsonnl rsponsibl for prforming nonnrgy rlatd utilitis tasks, without rgard to th actual division(s) in which such prsonnl work. Similarly, th trm "nrgy prsonnl" will b usd to dsignat th prsonnl rsponsibl for prforming tasks rlatd to th fixd facilitis nrgy consrvation program. Th planning, programming, and budgting of utilitis oprations, maintnanc, rpair, and minor construction is a major managmnt task prformd by utilitis prsonnl. Opration, maintnanc, rpair, and minor construction activitis ar idntifid basd on knowldg of th gnral condition of xisting facilitis and historical prformanc data along with anticipatd nw rquirmnts. Ths rquirmnts ar prioritizd and placd into th 5-Yar Plan whrvr such prioritization warrants. 13
Othr managmnt tasks pcrformcd by utilitis prsonnl includ th purchas and sal of utilitis and th administration of utilitis contracts. Th purchas of utilitis involvs dtrmining th rquirmnts for nw utilitis contracts; participating in th ngotiations of th pric, languag, and lngth of utilitis contracts; crtifying utility company billings for paymnt; and providing utilitis consumption and cost information to nrgy prsonnl on a monthly basis. Sal of utilitis involvs calculating utility rsal rats, assisting in th dvlopmnt of utilitis sals contracts, rading utility mtrs and calculating utilitis usag for thos activitis and associations with whom utilitis sals contracts hav bn stablishd, stimating utilitis usag whr mtrd data ar not availabl, and prparing th ncssary documntation for utilitis sals billings. Utilitis contract administration involvs prforming th ncssary tchnical rviws of utilitis purchas and sals contracts whn modifications to xisting contracts ar rquird. Th major rporting rquirmnts for utilitis prsonnl ar gnrally limitd to maintaining utility plant oprating logs. Major rporting rquirmnts for nrgy prsonnl includ th monthly DEIS II rport, th monthly commandr's rport, and th installation annual nrgy plan. Enrgy prsonnl may also b taskd to provid a monthly ptrolum us rport to "h DOL for us in prparing th DEIS I rport. Most of th maintnanc and rpair work prformd by utilitis prsonnl is dictatd by Army and MACOM rgulations and initiatd by SOs, IJOs, and SOOs. A numbr of rsourc problms xist which ar uniqu to utilitis and nrgy prsonnl. Th aging and dtrioration of major utility systm componnts appars to b a problm at many installations. Cyclic inspction of facilitis to idntify ndd utilitis rpair work is prformd in only a vry limitd numbr of cass du to manpowr constraints. Utilitis prsonnl involvd with utilitis contracting do not always hav adquat training in this ara. Inadquat training of mtr radrs and utilitis consumption data ntry prsonnl lads to inaccuracis in data rporting. Most EMCSs usd by installations ar unrliabl; daily brakdowns ar a common complaint. Lack of a sufficint numbr of utility mtrs to provid mtrd us data for all utilitis rsal customrs ncssitats stimation procdurs lading to a lack of incntiv for nrgy consrvation by th customrs. Th xtnt of nrgy awarnss programs and nrgy consrvation fforts at any givn installation ar highly dpndnt on th dgr of command mphasis placd on nrgy rlatd mattrs. This rsults in a grat dgr of variation from installation to installation in th amount of rsourcs dvotd to nrgy consrvation programs. Existing ADP tools currntly usd by utilitis and nrgy prsonnl includ th DD Form 1391 Procssor Systm, ADDS, CAD systms, word procssing, spradshts, and a fw hom-grown automatd srvic ordr systms. Additional ADP tools that would prov usful to utilitis and nrgy prsonnl ar systms that would: 9 Provid for automatd cyclic maintnanc schduling, 9 Maintain purchas/maintnanc/rpair rcords for utility quipmnt by facility, * Provid quick accss to quipmnt parts lists, * Coordinat th on-hand supply of rpair parts to th frquncy of rplacmnt, * Provid ral-tim accss to th status of utilitis contracts, 14
9 Provid quick accss to utilitis maps and systm capacitis data, * Provid ral-tim accss to th status of utilitis and nrgy consrvation projcts, and * Provid for th full automation of utilitis billings and consumption data to liminat rrors in and duplication of data ntry. Non-ADP rlatd improvmnts includ training programs for utilitis prsonnl and bttr coordination btwn prsonnl taskd to dvlop utility projcts and prsonnl planning "outyar building us." 15
6 HOUSING DIVISION Th Housing (HOUS) Division is taskd with providing adquat housing and furnishings to all srvic mmbrs and thir familis. Various tasks ar involvd hi,,;complishing this mission. Ths includ: * Dtrmining th housing rquirmnts and ligibility of th srvic mmbr for govrnmnt housing, Dtrmining th availability of th numrous typs of housing both on- and off-post, Providing srvic mmbrs with complt off-post housing rfrral srvics, 9 Providing all rsidnts with adquat furnishings, * Assigning and trminating occupancy in all housing units, and # Providing adquat training in th us of slf-hlp facilitis. Th major managmnt tasks includ: * Planning, programming, and monitoring th xcution of installation housing oprations, Monitoring and analyzing us of all housing assts, * Dvloping th annual and long rang work plans, prioritis, and guidanc for construction, us, opration, maintnanc, and rpair of housing assts, * Planning, programming, and oprating th control, storag, handling, and distribution of furnishings, * Managing and maintaining th proprty books for furnishings, and tools. Managing th Housing Oprations Managmnt Systm (HOMES) and othr housing ADP Th major rporting dutis of HOUS ar th Utilization Rport, which th MACOMs submit to Congrss and input to th Command Oprating Budgt (COB). Rports on th us of all housing assts ar submittd quartrly, including transint quartrs occupancy data. HOUS submits its own AWP and Long Rang Plan (LRP). Th Budgt branch prpars a 5-yar financial statmnt and computs monthly varianc rports. Thr othr major budgt rports includ th housing managmnt, maintnanc, and las rports. Th Budgt branch was prviously rsponsibl for complting th Annual Housing Survy. This rport has rcntly bn rplacd by th Sgmntd Housing Markt Analysis (SHMA) rport and has bcom a major duty of this branch. Th Army Family Housing (AFH) Branch prpars construction projct updat rports and, in coordination with th Unaccompanid Prsonnl Housing (UPH) Branch, submits a Work and Srvic Ordr Compltion rport. Th Housing Rfrral Branch submits th Community Housing Rfrral Srvic Rport and th Community Housing Fdback Rport. Evry 3 months, USAREUR installations ar rquird to submit a rport dscribing th availability of housing (on- and off-post) that is usd to prdict futur housing nds. Howvr, ths guidlins ar not always adhrd to sinc Command and MACOM/DA intrst oftn dictat whn familis can accompany troop mmbrs. Th Furnishings Branch submits an Annual Furnishings rport and a rport on th damag to or loss of furnishings. It submits a quartrly rport on 16
rconciliation of stock and nonstock furnishings. Th proprty book valu rport is also submittd quartrly and a log of transactions is maintaind. Othr rports submittd by HOUS includ: * Contractor prformanc rports, * Training accomplishd and prformanc appraisal rports, Historical data rports on housing assts, * Th projct xcution rport, * Rports on numbr of in- and out-procsss, * Waiting lists for on- and off-post housing (using HOMES allows rporting of vacancis sortd by various rquirmnts--singl, doubl, tc), a Problm landlord or discrimination rports, 9 Rports on th divrsion and convrsion of housing assts, * Rports from th various ara and subara coordinators, and * Housing inspction rports. Most of th major rporting dutis ar facilitatd by HOMES and will b dis, ussd in mor dtail latr in this rport. Th arrival of a troop mmbr ithr at th bginning of a tour of duty or on tmporary assignmnt, or a gust rqusting housing quartrs at th housing offic is on way th prformanc of a housing task (assigning quartrs) is initiatd. Anothr vnt that initiats th prformanc of a task by th Housing Division is whn a troop mmbr lavs at th nd of th tour. Th Housing Division is rsponsibl for trminating th troop mmbr's "stay" in th housing facilitis, and complting th compulsory inspction to vrify th rquird condition of th unit. Th fforts of th Housing Division ar initiatd whn a problm xists with on of th housing units. A problm may hav bn idntifid in a routin prvntiv maintnanc visit, or by a call from th rsidnt, or may hav bn idntifid as a trnd in othr similar units. In any cas, a SO is placd and trackd (idally) through th DEH systm by th Housing Division. Anothr initiator of Housing tasks is th rqust for mor and/or diffrnt typs of housing whn th currnt assts continu to fall short of th rquirmnts. This prompts a rqust from th Housing Division to th Commandr and finally to th MACOM for a convrsion or divrsion of xisting housing assts. Numrous rsourc problms common to th othr divisions in th DEH also xist in th Housing Division. Ths includ lack of: 0 Manpowr, funding, installation-gnratd standing oprating procdurs (SOPs) and supplmnts to Army Rgulations (ARs), 9 Standard and nonstandard ADP hardwar and softwar, Highr command concrn that th standard systms b functional and not just a rsourc drain for th managr, 17
9 Qualifid programmrs whr adquat ADP facilitis do xist, * Accss to ral-tim managmnt information, and Effctiv communication btwn branchs and divisions on a day-to-day basis. Uniqu rsourc problms affcting th Housing Division dirctly ar a lack of adquat housing assts including quality transint or gust quartrs, and a lack of knowldg about conducting SHMA. Th lattr problm involvs not only rtraining but also som carr progrssion for Housing staff, rflcting a lack of managmnt concrn for mploy carr advancmnt programs in this division. A vital nd for automation xists in th slf-hlp stors to maintain rcords of accrud xpnditurs for buildings--to prvnt ovrspnding on th MACOM-imposd "cilings"--and to maintain historical data to kp accurat M&R and Contractor rcords on buildings. Th Housing Division has bn th rcipint of svral yars of concrtd fforts by th U.S. Army Enginring and Housing Support Cntr (EHSC) Systms Division in th dvlopmnt of HOMES. At th tim of th first installation visits, Fort Sill and Fort Bragg wr just going onlin and wr finding HOMES xtrmly usful for assignmnts and trminations, administrativ functions, furnishings managmnt, and budgt or accounting information. Prsonnl idntifid spcific problms concrning th ambiguity in rgulations and othr documnts that contradict HOMES. Howvr, thy flt that ths problms would b rsolvd in tim. Fort Shaftr has its own Data Cntr consisting of 28 Intl 310 CPUs that run th HOMES systm as on subsystm and th "hom-grown" Maintnanc Managmnt and Financial Managmnt systms as a scond subsystm. Thy ar agrly awaiting th dploymnt of th Housing Rfrral/Survy and Furnishings moduls for HOMES. Th Housing Divisions still us many Army standard systms as thy await th dploymnt of HOMES and its numrous moduls including HIMS, FESS, AMEDDPAS, JUMPS, and SIDPERS. Additional ADP tools ar ndd by HOUS to provid th ncssary prsonnl with ral-tim accss to parts of rstrictd data bass. This would rduc much duplication of ffort causd by th currnt limitd accss. Housing Rfrral would b abl to provid a much mor sophisticatd and up-to-dat srvic if thy wr allowd accss to ral stat listings in surrounding communitis. Svral installations rqustd th Prdictiv Maintnanc Modl systm, which is currntly undr dvlopmnt by USACERL, and othr automatd tools to hlp in trnd analysis. Also rqustd wr automatd vrsions of th COB and Annual and Long Rang Workplans to as modification, onlin hand rcipt programs, and systms to accss onlin Mastr Planning information for MCA projcts. Othr rqustd ADP tools includ an automatd vrsion of th SHMA, an automatd data bas of th installation's ral proprty and spac planning rquirmnts, and a natural languag translating systm to allow troop mmbrs to mak inquiris about thir lass--this would b xtrmly usful and could sav a substantial amount of mony in lgal fs for srvic mmbrs in non-english spaking countris. On of th most rqustd ADP tools is a systm to kp track of all historical information, building data, ongoing or plannd M&R projcts, and MACOM- and DA-imposd funding limits for ach building. Non-ADP improvmnts includ using Architct/Enginr (A/E) firms for lif cycl cost analyss of quartrs to hlp dcid whthr to rpair or rbuild, and using A/E firms whn th DEH cannot provid quick rsponss to Housing problms. Svral Housing Divisions statd that thr smd to b a lack of thorough knowldg of installation lvl managmnt by DA which could b rctifid by DA "srving tim" at th installation. Bttr coordination at highr lvls would nsur that th communitis ar supportd in th mannr appropriat for th dmands placd on thm. Minimizing "micro-managmnt" by MACOMs, which sms to b a significant problm for OCONUS installations, would allow HOUS to bttr conduct its businss as rquird by rgulations. Dvlopmnt of a Construction Managmnt Tam that would b rsponsibl for projct concpt and dsign, spcification and bluprint prparation, construction inspction, and contract tracking would also prov usful. Training 18
of Housing Prsonnl could b improvd by vidos of in- and out-procssing, slf-hlp dutis, and othr housing rlatd issus. Conducting onsit training for Housing managrs, spcially furnishings managrs, would improv th opration of th staff. Anothr notworthy ida is th public announcmnt of awards, training compltd, tc. This could lad to th cration by managmnt of laddr positions for carr nhancmnt and act as a dtrrnc against prsonnl turnovr--on of th most damaging problms inhrnt in th DEH. 19
7 ENGINEERING RESOURCE MANAGEMENT DIVISION Th Enginring Rsourc Managmnt (ERM) Division has th rsponsibility of managing th rsourcs rquird in support of th Army's Ral Proprty Maintnanc Activitis (RPMA). Sinc th costs involvd in maintaining and oprating th facilitis at Army installations ar high, it is th ERM's rsponsibility to mak optimum us of availabl manpowr, quipmnt, matrials, and funding. Th gnral rsponsibilitis of ERM ar financial managmnt, work managmnt, rviw and analysis of work prformd, and ADP systms support. Financial managmnt activitis includ planning, programming, budgting, budgt xcution, accounting, and rviw for th ntir DEH. Work managmnt includs: 9 Rcipt and valuation of all work rqusts, 9 Dtrmination of th mthod of work (in-hous, troop, contract, sif-hlp), * Coordination of administration work approval, * Planning and stimating work to b prformd by in-hous forcs, Dtrmination and coordination of matrial rquirmnts, Schduling, and * Work rcording, rporting, and tracking. In addition, ERM must prform rviw and analysis of compltd work in ordr to dtrmin mthods for improvmnt. Cyclical inspctions ar also prformd to dctcirmin maintnanc and rpair rquirmnts. ERM provids intrnal ADP systms support and coordinats xtrnal ADP systms. Othr miscllanous tasks includ coordination of managmnt programs such as intrnal control, Quality Assuranc (QA) and Army Efficincy Rviws; administration of contracts with outsid agncis; and intrsrvic support agrmnts within th DEH. Major managmnt tasks ar th dtrmination of rsourc rquirmnts and prparation of th Facilitis Enginr (FE) budgt for inclusion in th COB, suprvision of work rqusts to nsur timly compltion and complianc with policis and rgulations, and administration of th DEH budgt. Major rporting dutis includ prparation of th AWP, Unconstraind Rquirmnts Rport (URR), Prior Yar Prformanc Rport (PYPR), and th DEH portions of th Command Oprating Budgt Estimat (COBE), Budgt Excution Rviw (BER), and Prior Yar Rport (PYR). Rsourc problms uniqu to ERM ar rlatd to budgt planning and xcution. Lack of budgt guidanc and untimly information from outsid organizations mak it difficult to dvlop plans that mt th rquirmnts imposd by th Dpartmnt of Dfns in support of th annual Program Objctiv Mmorandum. Du to th uncrtainty of funding lvls within th DEH causd by "nd of th yar" mony dumps, it is difficult to xcut th budgt as plannd. In addition, rporting rquirmnts can b difficult to mt sinc th data rquird is oftn scattcrd and hard to obtain bcaus of th lack (if intgration btwn information rsourcs. Rsourc problms within ERM that ar typical to all aras within th DEH includ inadquat funding, manpowr, training, and ADP quipmnt. Spcific problms rlatd to manpowr ar th lack of skilld prsonnl causd by wag grad lvls bing too low for th work rquird, difficultis in 20
hiring and promoting, lack of training opportunitis, and th high turnovr rat of govrnmnt prsonnl. Shortags of ADP quipmnt, supplis, and support ar common, along with th lack of adquat applications softwar. Th standard Corps-wid ADP tools ar usd at most installations. Ths includ FESS, VIABLE, IFS, FEJE, PAX 1391 Procssor, and STANFINS. In most cass, ths systms ar considrd ffctiv but thir usfulnss is limitd bcaus of difficultis involvd in accssing th data. Hnc, thy ar primarily usd for upward rporting. Som installations hav dvlopd softwar applications on prsonal computrs using commrcially availabl packags such as DBas III, Lotus 1-2-3, and Multiplan. Most of ths applications ar ffctiv sinc thy giv th usrs mor flxibility for data manipulation, rporting, rviw, and analysis. Howvr, th xtnt of us of ths applications varis gratly from installation to installation and th ffctivnss dpnds on th ADP skills and nthusiasm of th DEH prsonnl. Thr is a major nd for additional ADP tools to improv information managmnt within ERM. Many manual procdurs could b prformd fastr and mor accuratly through automation, including: * Dvlopmnt of PC-basd applications for contract status and tracking, Automatic forms gnration, Projct managmnt, * Gnration of th AWP, * Invntory control, 9 Cost stimating, 9 Shop schduling, and * Improvd intrfacs to Corps-wid data bass. Non-ADP improvmnts suggstd for ERM ar typical throughout th DEH. includ th nd to: Th major ons Rduc buraucracy, @ Kp politics out of th dcision-making procss, Improv training, * Improv planning in ordr to liminat th currnt practic of crisis managmnt, * Clarify rgulations, * Rward good prsonnl to rduc turnovr rat, Improv guidanc from highr commands, Mak SOPs availabl for nw mploys, and Involv installations in major dcisions mad at DA/MACOM lvl. 21
8 SUPPLY AND STORAGE DIVISION Th Supply and Storag (SS) Division is taskd with managing th supply and storag of nonstandard, DEH-uniqu matrial. It also maintains proprty accountability for DEH-uniqu quipmnt. If nongovrnmntal DEH functions ar prformd by contractors, th govrnmntal functions of SS ar combind with th ERM. To accomplish thir mission, SS: * Initiats rqusts, Stors, issus, and rcivs turn-ins for FE supplis and matrials, * Maintains an invntory of supplis, fuls, and quipmnt uniqu to th DEH, and * Prforms maintnanc on this quipmnt. SS also administrs contracts with dlgatd authoritis and assists in financial invntory accounting. Th major managmnt task for this division is to nsur that thr is an adquat supply of matrials and oprabl quipmnt availabl at all tims. This includs coordinating th invntory of FE supplis, ful, and quipmnt with xisting rquirmnts and suprvising th distribution of supplis and matrial to th various shops as ndd. Thy ar also rsponsibl for rcording all of th maintnanc don on DEA quipmnt into th Proprty Maintnanc Book. Rports on physical invntory, hazardous matrial, ovrag quipmnt, and maintnamc ar gnratd annually. Monthly rports ar prpard concrning: Supply managmnt, * Excss invntory, * Prsonal tst rsults, * Turn-in and issu, POL, DEIS-I, and * Candidats for rsupply and ful us. Svral rports ar gnratd daily through zess and IFS. A quartrly stratification rport is also prpard. Occasionally, a vrbal rport on a critical ordr is rquird. Work for this division is initiatd from many sourcs including shops, inspctors, customrs, contractors, or th mobilization of troops. Som work is mandatd by rgulations, Bill Of Matrials (BOM). or ar rcurring rcquirmnts. 22.,,,=. lllll il,.=. =..,,, II =,,, m lllln I i I
Rsourc problms uniqu to this division ar lack of Matrial Handling Equipmnt (MHE), th nd for mor FESS trminals and traind popl to oprat thm, computrizd gas pumps, and bttr communication lins. Existing ADP systms includ FESS, PAL, FEPB, HOMES, AMEDDPAS, SAILS, VIABLE, and a microcomputr-basd systm for maintnanc schduling. FESS is usd at all of th installations visitd and is considrd ffctiv. Howvr, som installations do not hav th currnt vrsion of FESS. Additional ADP tools that could b usd by this division includ a ntwork btwn SS and vndors, a catalog data bas of vndors and itms, an optical charactr radr to rad supply rqust forms (2702s), and a barcoding systm for itms in th warhous. Nonautomatd improvmnts includ: * Scurity for consolidatd warhous aras with storag for gravl, sand, tc., * Th ability to rmov a vndor from th systm if thy rpatdly do not dlivr on tim, a Allowing contractors to tak quipmnt dirctly to th Proprty Disposal Offic (PDO) for rpair instad of th warhous, and opn warhouss (rathr than closd), Rporting th status of IJOs and SOs to th Matrial Coordinator, and * An incrasd authority limit for Blankt Purchas Agrmnts (BPAs). At installations whr th DEH work is contractd, th supply and storag should b placd in th hands of th contractor. 23
9 ENVIRONMENTAL AND NATURAL RESOURCES DIVISION Th Environmntal and Natural Rsourcs (EN) Division ovrss all nvironmntal programs for th installation and manags natural rsourc programs such as forstry, fish and wildlif, rang consrvation, agricultural outlasing, land managmnt, and grounds maintnanc. On som installations, part or all of th natural rsourcs programs ar maintaind within B&G. Likwis, at som installations, th rcycling and solid wast programs ar managd by UT. Installation nvironmntal programs includ pollution abatmnt, hazardous and toxic matrials managmnt, oil and hazardous spill managmnt, wast rcycling, and installation rstoration. Also, th historic prsrvation program and nvironmntal assssmnts and impact statmnts ar managd by this division. Ovrall, EN is taskd with nsuring that th installation is in complianc with Fdral, Stat (or host nation), and Army rgulations that protct natural and cultural rsourcs, and nsuring th habitability of th nvironmnt, both on- and off-post. Major tasks in accomplishing th nvironmntal mission includ: 9 Obtaining pcnnits for installation activitis rgulatd by govrnmnt jurisdictions (incinration, wasiwatr tratmnt, tc), 9 Monitoring th handling, movmnt, storag, and us of hazardous matrials and potntial p ollutants, 9 Emrgncy rsponss to spills of oil and hazardous matrials, 9 Educating installation prsonnl in handling hazardous matrials and in th rcovry of rcyclabl matrials, " Invntory of valuabl natural and cultural rsourcs, and dvlopmnt and implmntation of plans to protct thsc rsourcs from advrs impacts, Assssing potntial nvironmntal impacts of proposd nw installation activitis, and " Protcting installation lands against vgtation and soil loss and othr dgradation. Major lmnts of th natural rsourc program includ: 9 Maintaining and nhancing forsts, rangs, fish and wildlif hahitat, * Monitoring wildlif population, and stting quotas for harvsting of gam animals, Planting. thinning. and claring trs and othr vgtation, 9 Protcting and nhancing ndangrd spcis habitats, and 9 Dvloping and implmnting '-lans for land managmnt. and coordinating ths plns with training plannrs and rang control. Soni installations also las lands for grazing, hay mowing, or row crops. 24
Major managmnt tasks in this division includ: * Coordination of installation Envirorunntal and Historic Prsrvation Committs, 9 Dvlopmnt of procdural plans and policis, such as th Installation Spill Contingncy Plan, th Historic Prsrvation Plan, and th Natural Rsourc Managmnt Plan, and * Prparation of DEH budgt rqusts. Spcial budgt rquirmnts, such as ndangrd spcis or archaological survys, ar usually coordinatd dirctly with proponnts of potntially impacting activitis. Othr important managmnt tasks includ monitoring contractor activitis (forst harvsting, agricultur outlasing, rfus hauling, and archological survying) and coordinating activitis with local and stat rgulatory authoritis, such as Stat Environmntal Protction Agncis (EPAs) and Historic Prsrvation Offics. Rporting activitis in EN ar numrous, in part bcaus of th many complianc rlatd activitis. Priodic rports ar submiud to rgulatory and prmitting organizations, such as Stat EPAs, and Halth Rgulatory agncis. Quartrly rcports on hazardous wast invntoris and disposal ar submittd to stat agncis and various Army channls. Environmntal assssmnts ar compltd, as ndd, and rports ar submittd to proponnt organizations, MACOMs, public and rgulatory groups, and othrs. Natural rsourc activitis ar summarizd in th annual Natural Rsourcs rport (DA 2785). Most actions in th nvironmntal program ar rquird by lgislation or rgulation. Fdral lgislation that guids this program includs: Major * National Environmntal Policy Act of 1969 (Public Law [PL] 91-190), * Fdral Watr Pollution Control Act of 1972 (PL 92-500), * Clan Air Act (PL 91-604), Nois Control Act of 1972 (PL 92-574), * Rsourc Consrvation and Rcovry Act of 1976 (PL 94-580), & Endangrd Spcis Act of 1973 (PL 93-205), * National Historic Prsrvation Act of 1966 (PL 89-665), and * Archological Rsourcs Protction Act of 1979 (PL 96-95). Many stat laws and Army rgulations also guid and initiat th activitis of th installation nvironmntal programs. Environmntal assssmnts ar initiatd whnvr a proponnt proposs an action that may hav significant nvironmntal consquncs. Spill rcovry and wast clanups ar mrgncy actions triggrd by vnts. In th nvironmntal ara, major rsourc problms includ lack of skilld manpowr, spcially on smallr installations, and difficultis in kping up with changing nvironmntal laws, rgulations, and policis. Most installations xprssd som concrn and frustration ovr th installation rstoration program, and ndd tchnical hlp to writ s%atmcnts of work for controls. Installation nvironmntal programs also xprinc difficulty in coordinating land maintnanc and rstoration activitis with 25
traiing pliilcrs du to th iiltcisivc us of training lands. Currntly, thr is no Army-wid program for training in land rstoration, dspit srious problms in many aras. Although many microcomputr-basd data managmnt applications, som dvlopd locally and som dvlopd at laboratoris, ar usd to track and invntory hazardous matrials and othr rsourcs, most installations xprssd th nd for additional data managmnt capabilitis. All CONUS installations mak occasional us of th Environmntal Tchnical Information Systm (ETIS) to kp up to dat on nvironmntal lgislation and rgulations and to prpar aspcts of nvironmntal assssmnts. Evry installation xprssd th nd for computr-basd mapping and land analysis capabilitis, although a fw installations currntly hav such capabilitis. Applications includ map ovrlap functions for prforming nvironmntal assssmnts of complx, intracting landscap faturs, imag procssing functions to monitor landscap changs, and qury functions to idntify locations and information about polychlorinatd biphnyl (PCB) transformrs, hazardous wast dumps, ndangrd spcis protctd habitat aras, tc. Non-ADP ndd improvmnts includ: * Bttr coordination btwn EN and Mastr Planning, spcially in th arly phass of projct planning. * Bttr ducation of troops concrning pollution abatmnt and nvironmntal problms, spcially as nw units com and go. A cohrnt program in this ara, that is consistnt at all installations, would improv th succss of ths ducational fforts. Troops moving from installation to installation would b xposd to similar information and procdurs at ach sit. A broadr varity of xprtis. Only th largr installations hav staff xprts in ach ara (.g., only about six installations hav historians or archaologists as historic prsrvation officrs). To mt spcial xprtis rquirmnts, gratr assistanc is ndd from MACOMs, DA, and/or Districts, or staffing nds to b incrasd on th smallr installations. * Standard implmntation of rcycling programs. Mor could b don at vry installation to rcovr wasts, rduc inputs to landfills, and monitor soil and groundwatr conditions at landfill sits. Som installations gnrat thousands of dollars in rvnu from rcycling programs, and hav thus bn abl to fund ducation, land rstoration, and othr fforts. * Full implcmntation of th natural rsourc program suggstions of th 1984 Blu Ribbon Panl. Som hav bn implmntd but othrs still await implmntation. Fw installation popl ar awar of th panl's rport or rcommndations. In gnral, natural rsourc programs ar strongr and mor comprchcnsiv whn intgratd, organizationally with th nvironmntal program. This was th cas at Fort Sill, Fort McClllan, and Fort Bragg. Consolidation of Provost Marshal gam wardn functions with othr fish and wildlif managmnt functions. Advantags citd from this consolidation (alrady accomplishd at Fort Sill) includ: bttr control of hunting and fishing prmits and accss, improvd wildlif harvst data, incrasd oprational fficinc\, and rducd costs. 26
10 TROOP OPERATIONS DIVISION Th Troop Oprations (TO) Division srvs as th principal DEH staff offic for military nginring and troop activitis. It is also th point of contact for mobilization activitis including oprations and othr contingncy plans. Activitis of TO includ coordination of th nginr troop construction program, support to off-post locations, mobilization and othr contingncy activitis, and opration of slf-hlp programs in troop aras. This division is also th point of contact for tnant activitis and othr installation customrs. Managmnt tasks prformd by this offic includ: * Planning and monitoring construction projcts handld by troop units, * Planning training for troop and rsrv units, 9 Managing th slf-hlp programs, and * Slcting work ordrs appropriat for troop training. This division is rsponsibl for inspcting and schduling troop work and managing th logistics for troop projcts and troop mobilization during a disastr. It is also rsponsibl for coordinating with community officials during disastrs and suprvising construction inspction for community projcts. Major rporting dutis includ work ordr compltion rports, final rports for ach projct, som intrnal rports, and wkly rports of support to all off-post locations. TO is also rsponsibl for th 5-yar program submittd to th MACOM, housing capability plan, mobilization rquirmnts, nvironmntal rgulation waivrs, Labor and Equipmnt rports, and intrnal slf-hlp rports. Work for TO is initiatd by th troop Commandr, family housing rsidnts, inspctors, ERM work ordrs, Rsrv Cntrs, and spcial community construction nds (Had Start, Boy Scouts, tc). Th rsourc problms includ lack of tlphon connctions at OCONUS installations; untimly rcipt of matrials at projct start dat; and lack of funding for spcial itms (construction rquirmnts and spcific tools) ncssary for projct compltion. Existing ADP tools bing usd in TO ar FESS, FEJE, microcomputrs to track IJOs and projct status, and word procssors. Additional microcomputr intrfacs with systms such as FEJE and othr supply systms would facilitat inquiris about th status of supplis. Elctronic mail capability with troop units would improv th communication and coordination with this division. Microcomputrs with graphics capability could b usd to valuat th impact of facility assignmnts on mobilization. Othr improvmnts includ: * Having a bttr historical rcord of troop projcts, * Highr dsign priority for Rsrv Cntr maintnanc projcts, 27
and Bttr coordination with Supply Division to nsur matrial availability on projct start dats, * BPAs and Indfinit Dlivry Ordrs with supplirs to spd up th dlivry of supplis. In addition, this offic nds mor frdom in buying quipmnt for troops sinc quipmnt oftn is rntd for mor than th purchas pric. 28
11 ADMINISTRATIVE SERVICES DIVISION Th Administrativ Srvics (AS) Division provids gnral administrativ support to all lmnts of th DEH. Ths srvics includ: o Official mail distribution, o o Fils maintnanc, Rcords managmnt, o Tim and attndanc rport maintnanc, a Travl, transportation, and training rqust procssing, o Suggstion and awards program administration, and * Prsonnl action procssing. Th major managmnt tasks includ: " Suprvising th distribution of mail within th DEH, * Maintaining rccrds of and procssing rqusts for DA Pamphlts (PAMs), SOPs, tchnical manuals and AR-R, and othr rgulations, aiid thir updats, 9 Maintaining fils, o o Managing rcords, Issuing scurity clarancs, and 9 Controlling tlphon communications. Th AS provids support to prsonnl for travl, training, and transportation rqusts. Th division also maintains prformanc standards and manags th award and suggstion programs. Idntification of physical rquirmnts and workman's compnsation rporting and managmnt of th safty program is don by this division. Othr gnral administrativ work includs corrspondnc and word procssing for othr DEH lmnts. Annual rports ar prpard on problms such as dficincis of rcordkping, quality control of official mail, training nds, and injuris. Smiannual Tabl of Distribution and Allowanc (TDA) rports ar snt to th Dirctorat of Rsourc Managcmnt (DRM), thn forwardd to DA. Quartrly rports ar gnratd for training. Monthly rports includ strngth rports, position availability, ovrtim, copy machin, TDY funds, milag of privatly ownd vhicls (POVs) and administration vhicls, sick lav and absnc, awards, and th vacancy list. Additional rports ar snt to th Division Chif concrning intrnal DEH information. Administration work is mandatd by rgulations concrning prsonnl, travl and training, Division scrtary rqusts, rqusts from th Civilian Prsonnl Offic (CPO), or survys. 29
A rsourc problm uniqu to AS is a lack of cntrally locatd work aras for administration prsonnl. Also, thr is a lack of training for Dirctorat of Prsonnl and Community Activitis (DPCA) fundd carr intrns; ths popl do not gt training whn funds ar low. Othr problms citd wr a lack of manpowr, lack of training, and th high turnovr rat of prsonnl. Many installations lack ADP tools. Thos with microcomputrs us thm mostly for word procssing, som data bas managmnt, and spradshts using commrcial programs Lotus 1-2-3, WordPrfct, Wordstar, and Dbas III. Som installations had microcomputrs but no prsonnl traind to us thm. A nd for automation of rcords managmnt and th ability to hav CPO data bass availabl or intgratd into AS by ntworking was commonly rqustd. Thy flt that th currnt systm rquird much duplication of ffort. Th us oi microfich quipmnt would rduc spac fcqwrcq.r, 2 -A:s for rcords. Th automation of travl and training forms would incras fficincy. Th ability to upload and download prtinnt IFS data would also dcras duplication of ffort. Dlgation of authority and rsponsibility is oftn difficult within AS du to th wid grad variation. This dlgation problm nds to b bttr dfind. Mail distribution dlays would b allviatd by giving this rsponsibility to all administration divisions. Cntralizing th AS and th travl offic would dcras dlays in ths aras. Travl authorization should b dcidd at th Division Chif lvl. Customrs could rciv th bst support from AS if ths improvmnts could b implmntd and th customrs wr informd. 30........ --.. s ms i to m mawll
12 SUMMARY This rport has prsntd a rviw of th diffrnt functional aras of svral DEHs visitd by th FEMS study group in Fiscal Yar 1987 (FY87). Gnral aras of concrn hav bn idntifid for which solutions can b ralistically xpctd only in th long trm. Ths includ lack of manpowr and funding, th nd to rvis TDAs to facilitat hiring of qualifid ADP prsonnl, and lack of incntivs for rtntion of qualifid staff. In th intrim, DEHs will hav to function mor fficintly and productivly with fwr popl and smallr budgts. It would thrfor sm productiv to concntrat fforts on thos aras of concrn that may b ffctivly addrssd in th short trm. Ths includ mor xtnsiv and up-to-dat mthods of conducting training, mor xtnsiv ducational programs, dvlopmnt of ADP softwar for spcific tasks at th DEH, bttr communication btwn th DEH Divisions, rstructuring of xisting DEHs to fit individual installation ndq. and facilitation of ADP quipmnt acquisition. On of th most important rsults gaind from th installation visits is th amount of information that was gathrd. Th visits and lssons larnd hav actd as a springboard to idntifying possibl solutions for svral of ths aras of concrn. In th ara of training, for xampl, th nw Dirctorat of Training which has bn stablishd at EHSC should st standards for training and facilitat th disprsion of information to th installations. Th us of vidotaps for slf-hlp tasks/dutis would cut xpnss of travl and cours attndanc. Tasks such as hazardous matrial handling, pollution idntification, and th sgmntd housing markt analysis, could bnfit from th dvlopmnt of computr assistd instruction (CAI) or xprt systms. As can b sn, thr is considrabl room for improvmnt at installation DEHs. In a tim whr fficincy and productivity ar ky ingrdints for succss, it is vital that idas for improvmnt b idntifid and that stratgic plans b st up for thir implmntation. 31
APPENDIX: SITE VISITS TO MAJOR COMMANDS Background Th Facilitis Enginring Managmnt Systm (FEMS) study was initially fundd in Fiscal Yar 1986 (FY86) to xamin th xisting managmnt systm, valuat th tools (automatd and nonautomatd) usd by th Facilitis Enginr, and mak rcommndations on how to improv th productivity and prformanc of th Dirctorats of Enginring and Housing (DEHs) at Army installations. On of th major thrusts was to survy currnt automatic data procssing (ADP) us and conduct installation visits to dtrmin th information ncssary to support th DEH tasks as dfind in Army Rgulation (AR) 5-10.' Numrous brifings wr conductd on th outcoms of th rsarch and mmbrs of th study group participatd activiy in th Rquirmnts Analysis Procdurs (RAP) that dtrmind th information rquird for DEH activitis in th dvlopmnt of th Intgratd Facilitis Systm-Mini/Micro (IFS-M). During FY88 th study mbarkd on a macro analysis of th DEH to dtrmin th major organizational factors that affctd DEH managmnt procdurs. Sit visits wr conductd at Training and Doctrin Command (TRADOC), Forcs Command (FORSCOM), and Army Matril Command (AMC). A structurd qustionnair (Annx 1) was usd to intrviw Major Command (MACOM) and DEH staff. A rprsntativ from CEHSC-F attndd th last two intrviws to glan information to transfr to th Hadquartrs, DA/ACE MACOM STRAP which was hld in Novmbr 1988. Th intrviw information was valuatd to dtrmin th currnt "as is" information flows through th organization. Th final product of this mting was a STRAP documnt prsnting 120 issus involving th constraints on th information flow through th whol organization. Pursuant to ths activitis, th FEMS study group is now taskd to synthsiz all th abov information and mak rcommndations that will b usd to guid policy changs. Objctiv Ths sit visits had thr major componnts. Th first highlights rlvant "inputs" (for xampl, th rsourcs) rquird to fficintly and ffctivly conduct daily activitis within th organization. Th scond xamins th "procsss" or in-hous activitis that ar affctd in ithr a positiv or ngativ mannr by th ncssary or rquird inputs. In othr words, how th businss is conductd within th givn constraints. Th third sction prsnts an xamination of ths procsss or activitis in thir currnt stting--th "as-is" cas--and xamins two approachs that may b usd to valuat th impact of changs in th givn "as-is" organization. Approach Existing prtinnt infoniation was rviwd by th survy tam, consisting of th FEMS study group and Marya Lcathcrwood, a Profssor of Organizational Bhavior at th Univrsity of Illinois, Urbana-Champaign. A structurd intrviw instrumnt was dvlopd, prtstd, modifid and administrd to six managmnt prsonnl: thr at MACOM lvl and thr at th installation lvl. Fiv major concrns that th MACOMS hav for thir installations wr idntifid. Ths ar prsntd 'Army Rgulation (AR) 5-10, Rduction and Ralignmnt Actions (Hadquartrs, Dpartmnt of th Army, 26 August 1977). 32
in a graphic matrix (Figur Al). Projctd visits wr postpond du to th ovrlap of information collctd at th HQ STRAP whrby th rsarchrs dmd it mor usful to synthsiz xisting data and intgrat all aspcts of analysis from xisting sourcs. Futur studis will focus on th managmnt analysis undrway by th FEMS study group. Rsults Th rspondnts idntifid two major rsourcs (inputs) ncssary to conduct thir daily activitis in an fficint and ffctiv mannr. Surprisingly, ths rsourcs wr no! idntifid as financial (th allocation of funding) but rathr involvd th fundamntal cor of any businss: human rsourcs and information. Rspondnts rportd that both rsourcs, whil availabl, wr inappropriat in thir currnt stat, thrby constraining th organization's ovrall prformanc. Thus, th organizations sampld appard (1) to hav vast amounts of information and data that ar costly to obtain and maintain but ar not adquat for th fficint and ffctiv xcution of rquird activitis, and (2) to b frustratd by th mismatch btwn thir xisting prsonnl and th manpowr ndd to prform th organization's mission. Rspondnts idntifid svral problms in th ara of human rsourcs which, in thir opinion, constraind thir units' prformanc. First, th typs of manpowr slots allocatd to th units do not adquatly rflct th activitis and tasks rquird of prsonnl. As a rsult of manpowr misclassification, a unit may b allowd to hir four "clrks" whil th rquisit tasks rquir on "clrk" and thr "data ntry prsonnl." Scond, whil th units may b abl to provid "in-hous" training for prsonnl to mt th rquird activitis, onc traind, ths prsonnl may b hird by othr mployrs or may b promotd into positions that offr wags commnsurat with thir data ntry activitis. Turnovr of this natur affcts training costs, incrass th tim rquird to obtain and maintain adquat data bass and dcrass institutional knowldg within th unit. Svral rspondnts indicatd that th prsonnl who hav th gratst impact on th information collctd by th DEH oftn lack th corrct training, hav no carr bnfits, and ar oftn marrid to military prsonnl who ar on a 3-yar tour of duty. Consquntly, thr is high turnovr, no sns of ownrship or job significanc, and prsonnl hav littl or no incntivs for suprior job prformanc. Th human rsourc problms idntifid by rspondnts appar to b rlatd to th information dficits xprincd by th DEH. For xampl, prsonnl turnovr in th DEH has rsultd in th lack of collctd and documntd institutional knowldg. Thr has bn littl or no organizd ffort to rtriv, captur, and stor this information from th rsidnt xprts. This has rsultd in a vast amount of rlarning and documnting information to kp th DEH opratiop functioning. This rsults in duplication of ffort, inconsistncis and voids in information flows, lack of vision for th importanc of ach prson's contribution to th flow, and invitably chaos in this ara. On of th major mchanisms for collcting and procssing th plthora of information has bn th ntry and maintnanc of information that must b usd for upward rporting. An automatd systm was dvlopd in th arly 1970s to facilitat this procss--th Intgratd Facilitis Systm (IFS). Th first incrmnt of this systm was IFS-1, which was originally dsignd to provid DA and MACOMs with support for thir managmnt activitis by transfrring and accumulating DEH/installation rsourcs and cost information. Th scond incrmnt was to support facilitis planning and utilization, and th third was to facilitat tracking of larg construction projcts. In actuality IFS-I was dvlopd with thr moduls: * Assts Accounting (AA)--dsignd to support installation ral proprty invntory managmnt, Facilitis Enginring Managmnt Systms (FEMS)--dsignd to support DEH managmnt of facilitis maintnanc oprations, and 33
* Ral Proprty Maintnanc Activitis (RPMA)--dsignd to support th Planning, Programming, Budgting, Excution, and Rviw Cycl (PPBER). Unfortunatly, at th tim of dploymnt, IFS-I was doomd to fail as th xcllnt DEH managmnt tool it was concivd of bing. Tchnology had alrady rndrd th card, batch, and fixd rcords tchnologis of IFS-I antiquatd du to thir lack of flxibility and thir unfrindly usr intrfac. This all contributd to th inflxibl, labor intns, on-sidd, inffctiv, and infficint intraction with IFS-1. Rspondnts complaind about th inaccssibility of th data and qustiond its validity. Typical commnts about th xisting managmnt in-formation systm includd: information was not up to dat; it containd rdundant, rronous data; th rports gnratd wr too static and containd too much uslss information; it was not intractiv; it dmandd too much labor intns data input: and it did not provid output in a timly mannr. Othr commnts includd th frustration of having to duplicat data ntry into th many diffrnt systms that do not transfr data btwn thmslvs--no systm intrfacs xistd. As a rsult, data oftn was not transfrrd to important systms. Th usrs cut cornrs with thir limitd rsourcs and had no horizontal communication, coordination, or ownrship of data at th installation. Thrfor, sinc th DEH prsonnl ar oftn sparatd by this lack of communication as wll as gographically, thr is no cohsivnss in th installation data passd up to th MACOMs. Furthrmor, aftr th information is passd to th MACOMs, rspondnts complaind that th MACOM oftn summarizs, modifis, or rolls this information up to th nxt lvl, HQDA. Th nd rsult is that th individual installation's data is no longr accuratly rportd to HQDA. Rcommndations Th macro analysis clarly idntifis that th DEH rquirs a structurd information flow to adquatly diagnos actions to b takn and to slf-assss prformanc outcoms within th unit. To accomplish ths activitis, a comprhnsiv, intgratd information systm is rquird. Th dploymnt of IFS-M will solv narly all of th abov information problms idntifid by rspondnts. Although th dvlopmnt of IFS-M has bn slow and dploymnt hindrd accordingly, work is continuing in many aras to provid th DEH with a managmnt tool that will hav th following capabilitis ovr IFS-1: Intgratd and Rlational DEH Data Bas--thr is data consistncy among functional aras, it also improvs data intgrity, rducs data bas storag, improvs systm maintainability and allows gnration of ad ho quris. 9 Intractiv--information can b accssd from th data bas using a trminal. * On-lin hlp scrns--which rduc data ntry rrors, workload, training, and incras productivity. * Tlcommunication--IFS-M uss tlcommunication links to othr systms, nsuring mor timly and rliabl data transfr. On-lin nvironmnt--this improvs customr support and supports dcisionmaking procsss. # Gratr systm availability--using currnt tchnology (a UNISYS 5000 sris) allows th systm to b fully supportd. 34
9 Stand-alon microcomputr applications--ifs-m systm allows asy intrfacing/intgrating capabilitis with othr microcomputr applications thus making mor fficint us of th minicomputr. IFS-M bcoms th "corporat data bas," rducing th procssing load on th minicomputr, and allows information to b accssd vn if th minicomputr is down. * Rducd data ntry rquirmnts--sinc many data lmnts of IFS-1 transactions hav bn mad optional, IFS-M will rduc data ntry rrors, liminat duplicat data ntry, and ultimatly incras usr productivity. * Rduction of hard copy rports--ifs-m rplacs many IFS-1 rports with on-lin intractiv quris rsulting in mor fficint computr us. * Systm portability--thr is an incras in systm portability sinc IFS-M uss Oracl and SQL, and offrs an incras in growth potntial. Th macro analysis, howvr, also indicatd that th dploymnt of IFS-M cannot b accomplishd without giving attntion to th human rsourc issus. That is, a comprhnsiv data bas cannot b cratd nor maintaind without prsonnl who hav not oniy th rquisit skills but also a vision of thir ovrall importanc in th organization. Short tnur spans and substandard wags ar crtainly two factors that will continually constrain th ability of th DEH to attract and rtain such vital manpowr. Finally, th impnding trnd toward commrcial activitis (CAs) has significant implications for th DEH prfonranc, givn th information and human rsourc idntifid in this analysis. If th CA ar an invitabl fact th DEHs will b rquird to contnd with, th units must b prpard to "stramlin" and transfr th ncssary information to th contracting organization as optimally as possibl. A comprhnsiv and intgratd information systm, such as that dscribd abov, will not only facilitat such transfr, but also allow for th ral-tim valuation of contractor prformanc which will b crucial to th succss of th DEH. Such valuation stratgis will also allow for a cost bnfit analysis to b conductd ovr tim so that HQDA, th MACOMs, and th DEHs ar adquatly prpard to rvaluat and implmnt altrnativ staffing arrangmnts if dmd appropriat. This will also b th addd motivation to optimally us th capabilitis of th currnt managmnt systm, IFS-M. 35
ANNEX I: QUESTIONNAIRES Dtaild Qustionnair 1. Th primary mission of th Dirctorat of Enginring and Housing (DEH), according to Liutnant Gnral Hibrg III "is to provid quality, rsponsiv nginring and housing oprations and maintnanc support for installations to carry out dfns missions ffctivly in pactim and in war." What additional missions or rsponsibilitis do th DEH hav and how do ths affct this primary mission? 2. What is your organization? (Plas chck on.) DEH/DFE/DEL MACOM HQDA/Engincring Housing Support Cntr (HQDA/EHSC) 3. What do you fl is th primary rol of ach of th following organizational lmnts? Plas includ major dcisions mad at ach lvl. a. DEH/DFE/DEL b. MACOM c. HQDA/EHSC 4. Considring th following rsourcs what critical problms do you hav with ach: Funding: Facilitis: Equipmnt: Authority: Manpowr: Skills: 36
Contracts: Training: ADP: Othr, plas spcify: 5a. What currnt information is critical for your organization to fulfill its rporting rsponsibilitis? (.g., BMAR, COB) 5b. What currnt information is critical for ffctiv managmnt of your organization? (.g., Rpair and Maintnanc, Rd Book) 6. What factors currntly limit or constrain th prformanc of your organization? 7. What indicators would you considr in masuring th prformanc of th following FE organizational lmnts? a. DEH/DFE/DEL b. MACOM c. HQDA/EHSC 8. What would you lik to s as th "idal" or th most fficintly and ffctivly managd FE organization? 9. In your most fficint managmnt systm, what rols would th following organizational lmnts play? Plas includ major dcisions mad at ach lvl. a. DEH/DFE/DEL b. MACOM c. HQDA/EHSC 37
10. Plas add any additional rcommndations, suggstions, or commnts rgarding improvmnt of th FE organization. Plas includ any additional information that would contribut to improving your rol in this organization. Summary Qustionnair 1. What critria do you us whn valuating th prformanc of th DEW? 2. Why ar ths critria important? 3. Do ths critria diffr from th critria thal could b or ar bing usd to valuat th prformanc of th DEH? 4. Whn, if vr, hav you changd th critria you us to valuat th prformanc of th DE.? Why did you chang your critria? 5. In your opinion, what organizational factors (such as organizational structur, tchnology, human rsourcs, budgt, CA) affct th prfornanc of a DEH? 6. What is your vision for th DEH of th futur'? 7. What stps can a DElI tak to achiv this vision'? 38
TRADOC FORSCOM AMC loss of institutional # nd wll dfind * loss of institutional knowldg knowldg govrnmntal prioritis rduction of flxibility * rduction of flxibility * concrn about dpndncy * QAE/COR--who is whr, Contract * loss of control on govrnmnt function dfin functional location Administration * intrfac-. btwn nd a tam approach * nd to idntify rsidual staff contractors and and consnsus and thir rsponsibilitis in-hous staff @ loss of journyman * must rtain control rgardlss xprtis of loss of flxibility * loss of prsonnl loss of prsonnl loss of prsonnl (3 of low pay grads * loss of prsonnl influncs 43 to EIISC) * no incntiv to and invalidats prformanc CPO must crat Human advanc position work statmnt (PWS) multiskill slots Rsourcs * lack of horizontal * loss of nrgy monitoring nd to ncourag a "plant training function xprt managr" cincpt * lack of funding for. mphasis on "yar of training" adquat training nd dlgation to commandrs * nd to dal in missions not projcts * nd horizontal * nd horizontal * as this is first II'S dploymnt information flow information flow to AMC (no IFS-I), mploys 9 nd rsidnt trainr * nd to safguard allocatd ar lss xprincd * nd qualifid oprator mony for dploymnt * concrn that problms in * nd intrfac * nd $4.3 million for IFS othr MACOMs will b mor Installation * concrn about us by convrsion intns for AMC Facilitis contractors bcaus of * nd small rsidual staff Systms - minimum scurity to maintain rcords Mini, Micro * concrn about systm @ concrn about larg intrusing "old" tchnology fac problm btwn many o concrn about convrsion "homgrown" systms procss * concrn about us of IFS-M 9 lack of onsit and sustain- by contractors mnt training * concrn about systm using "old" tchnology nd comparisons of * nd job grad lvl o nd to improv initial attmpt job stimats comparison to compar R & A functions/ * nd comparisons with * nd comparisons with analysis across installations othr installations in othr installations in in sam MACOM and diffrnt Rviw th sam and diffrnt th sam and diffrnt MACOMs & MACOMs MACOMs nd a mthod tc compar Analysis * nd comparisons of SOs * nd to us 3-point condition four major fund sourcs and by prson, trad, task hour indx/scal installations' individual 9 nd analysis of backlog (low ratd ons don't wapons rquirmnts by manpowr and trad gt rinspctd) * nd to dtrmin bttr prioritis for funding & nd to valuat CA and documnt/distribut lssons larnd * hazardous matrials, radon, * nd to mt EPA and Stat Environmntal is a major part asbstos rmoval, laking rquirmnts with minimum of this MACOM's rmission. undrground storag tanks, activity nd to invntory and landfills * hazardous matrials, radon, hazardous wast * concrns about wast- asbstos rmoval, laking * nd to know who is in Environmntal watr tratmnt plants undrground storag tanks, charg, EPA or Stat * implmntation of mor and landfills * nd to know what critria proactiv training in ara land managmnt to work with 9 concrn about lack of PM currntly raction/nd, nd to b proactiv vs ractiv 9 concrn about industrial pollution problm Figur Al. Matrix of MACOM concrns xprssd during sit visits. 39
USACERL DISTRIBUTION Chic," of Enginr A'TTN: CEIM-SL (2) ATTN: CERD-L CEHSC ATITN: CEHSC-S A'TrN: CEHSC-SI ATN: CEHSC-F ATTFN: CEHSC-FM ATTN: C7HSC-FM-P US Army Europ ODCS/Enginr 09403-OIOS NFFN: AEAEN-ES VI1I Corps HQ DSCENG 091-54-Wu29 ATFN: AETS-SG-E 26th Support Grp 09102-0154 A~rN: AEUSG-EN Sth USA, Kora ATTN: EAFE-R-RM 96301-0009 AMC HIQ, AMC, AEEN: AMCEN Dir., Inst., & Svcs. (23) USA FORSCOM (28) HQ, FORSCOM, ArfN: ECEN USA AMCCOM 61299 A'F-FN:. APEN TRA DOC 14Q, TRADOC, ATN: ATEN-R 23651 A~rN: DEH (18) WESTCOM AITN: APEN IDclns Tcchnical Info. Cntr 22-314 A1TN: DDA (2) 87 08/89