Driven by the AFSO 21 initiatives, the AF Civil Engineer community is looking at a major transformation. One of the most profound impacts of the transformation is the implementation of engineer asset management business process in the management of CE assets.

A key component determining the success of the implementation of asset management is the education of the workforce. While the Air Force works to develop asset management processes, other members of the federal government also have undertaken similar efforts. In 2004, President Bush, with Executive Order 13327, directed all federal agencies to develop management plans for all real property assets.

Implementing new business processes will require substantial efforts to reeducate an extensive workforce. AFIT’s Civil Engineer and Services School is taking the lead in this reshaping for Asset Management by developing the Asset Management Flight Commander’s Course. Among those participating in the development of the course curriculum are Col. Liesel Golden, Asset Management Division Chief HQ Air Force, and Robert Barrett, Asset Management Division Chief HQ Air Combat Command.

The Air Force is using a model for asset management developed in New Zealand. Prior to the implementation of asset management in New Zealand, the consensus was that public officials were spending funds on projects that were the most visible and politically expedient, while they underfunded key infrastructure projects that did not appear to have immediate consequence. Then, in 1998, four power cables that were more than 40 years old failed within a 2-week period. For five weeks the city of Auckland, a city of 60,000 people, was without power. New Zealand responded with a series of legislative efforts over a period of several years that required public officials to follow a process that would lead to optimized decision making. The process focused on establishing levels of service, long-term planning, and minimizing risk. The processes they developed were the foundation for what became the International Infrastructure Management Manual. The IIMM is the guidance document for engineer asset management in use by multiple nations and at multiples levels of US governmental organizations.

A basis for asset management is the development of activity management plans. These plans will define levels of service and life-cycle resources needed for the Civil Engineer’s services. They include services based on real property like “provide facilities” and services that are not real property centered like “collect and dispose of refuse” or “provide emergency services.” Once the processes for asset management have been defined and tested, the Civil Engineer and Services School expects to broaden its curriculum to include educating the workforce on these processes as well.