1. Air Combat Command’s Transformation of Environmental Remediation
HELLO.
My name is Margaret Patterson.
I’ve worked in Restoration since 1992.
Nellis in Nevada, Cannon NM, Luke AFB Arizona, transitioned over to Langley in 1999 where I got my Myers Briggs identity of ISTJ/ESTJ.
Then partnered at Avon Park for two years and most recently picked up Seymour Johnson about a year ago.
I must say, Langley provided the most character building experiences for me.
As you can see I highlighted the last letter in my office symbol. Since 1992 my office symbol has always been HQ ACC/CEVR. It ended with W when I worked in the Western section, then E for Eastern now it is P for Performance Based Contracting which of course is why I am here today.
Now you can all rest easy because as you can see since this briefing is Unclassified.
Margaret C. Patterson
HQ ACC/CEVRP

2. U.S. Air Force Major Commands
Air Education and Training Command (AETC)
Air Combat Command (ACC)
Air Force Materiel Command (AFMC)
Air Mobility Command (AMC)
Air Force Space Command (SPACECOM)
Pacific Air Forces (PACAF)
US Air Forces in Europe (USAFE)
Air Force Reserve Command (AFRC)
Air Combat Command is one of the eight major commands in the Air Force.
Most of you know our offices are located on Langley AFB in Virginia.

3. Headquarters Air Combat Command
Headquartered at Langley AFB in Hampton, Virginia

4. ACC Environmental Restoration Program
674 Total Sites
273 Active Sites
401 Closed Sites
45 Installation and HQ personnel
Two major service centers
Annual Budget – app. $50M
TOTAL PROGRAM
The data that makes up this pie chart reflects that we are about 60% of the way through the cleanup program.
Currently, we employ 45 people directly and then work with two service centers.
(Raise your hand! ASK:)
How Many of you have partnered with either AFCEE or the Corps as well as with our base RPMS and HQ staff members.
These partnerships, with the dollars invested and time spent at the table have allowed us to maximize our annual budget of $50M.
674 Sites

5. Background Langley AFB VA Across the road from new
world class fitness center
Along main entrance road
I’ll give you a little history as to why we decided Performance Based Contracting could work for us. to go with When these signs were erected on Langlye AFB in Virginia, I realized I had much stronger relationships with my reguylatory counterparts than with other members of the Civil Engineering staff both at my headquarters level as well as my base RPM with his base planners and buoilders.
As you entered the west gate, were greeted with these signs every 100 feet.
Directly across from new fitness center with no outdoor running track and inadequate parking.
Our internal process needed work. The Virginia and EPA III regulatory agents fully supported recreational reuse of this area but the internal CE planning had a mindset/perception of- if it’s contaminated do not use it for anything.

6. Future First Planning “A process that fuses base development planning
with environmental cleanup to optimize land use.”
VISUALIZE
CONCEPTUALIZE
PLAN
DESIGN
CONSTRUCT
DELIVER
F2P changes that. This program unites our own Civil Engineers and Environmental Managers. We had to close our doors and partner within our own organizational structure. This inner office relationship was not without it’s share of growing pains… at both our HQ ACC/CE office and then down to each installation. Now we are educating and informing the rest of USAF and DOD in forums such as this and at every level from base up to OSD.
F2P utilizes the build chain to develop a site picture for an area and ensure a seamless progression from visualization to delivery of a final facility
Process should incorporate the fewest contract actions necessary to move from vision to plan to remediate to construct

7. Future First Planning (F2P)
What is it?
Cross functional approach to better utilize installation land
Fuses facility construction and environmental clean-up with future land use planning
Supports construction considerations on open/active restoration sites
Why?
AF land is limited…future needs must be the first step in all planning
Old think restore, cap, post “no trespass”…new think “future need”
How?
Command Implementation Plan
Contract through AFCEE, San Antonio TX
Inventory open ERP sites and base development plans
Implement at applicable sites command-wide
Pilot Projects at 4-5 bases in FY04
Future First Planning, or F2P, is an approach that links facility construction, environmental clean-up and future land-use planning into one consolidated effort.
This concept is very useful on Air Force installations, where land is limited and future planning for every acre should be done first before projects move forward.
The inventory of ERP sites and base development plans is nearing completion. Results will be compiled, validated, and staffed in Apr 04.
We’re currently exploring pilot projects for this fiscal year and see this concept as a means to provide considerable value added to our planning and construction efforts.

8. Future First Planning What we’ve accomplished: Where we are:
Identified, awarded, and executed three pilot projects
Expanded the program for FY05
Where we are:
Institutionalize via Wing Infrastructure Development Outlook (WINDO)
Continuing Education (Video, Environmental Symposium, Conferences)
Process improvement
Part of Integrated Planning Initiative
Made significant strides in the first year. Now its time to expand and institutionalize the effort

9. Integrated Planning - Zoning

10. Environmental Program Perspective
For some, no need for change:
Have achieved good results
Presently on-target to meet Defense Planning Guidance goals
Executing the current program with contract actions every year
The main purpose for entering the PBC process for bases like Seymour Johnson was to eliminate the need for multiple contract actions each year. Now rather than contract actions annually, the command will process contract actions (many of which are options that provide greater flexibility for execution of funds.)

11. Performance Based Restoration (PBR)
What is it?
Target: Site closure
Minimizes contract actions
PBR defines “what” is to be achieved, not “how”
Why?
Historically, emphasis on process, not progress
Cost overruns and schedule slippages
How?
Command Acquisition Plan
Targets seven major acquisitions across the command
All actions will be performance based and fixed price
Utilize private sector expertise to achieve desired end-state
ACC will begin implementation of the Performance Based Restoration Program in FY05. Simply put, PBR is aimed at achieving site closure of our cleanup requirements, at a fixed price, by utilizing the expertise of private sector. Contracts will define the desired end-state, but allow the contractors to bring innovative approaches for determining the best way to get there.
Historical cost overruns and failure to meet cleanup projections for the program have brought significant pressure to the program from Congress on down. Additionally, with 20+ years of experience at site remediation, change is needed.
The PBR approach has been employed by private industry for nearly ten years. Remediation firms bring new and innovative approaches to our cleanup issues. In fact, they are confident enough in many cases to assume a significant level of financial risk and liability.
ACC will look to implement the acquisition strategy to move to fence-to-fence cleanup contracts, or even multiple base contracts.
PBR, coupled with other initiatives like F2P, provide a totally new focus and direction to ACC’s environmental cleanup efforts.
Objective – Close out the legacy restoration program

12. Step One – Whiteman AFB, MO FY04 Effort
PBC
26 Sites 2 22
$5.7 Mil
Tasks
Investigation/Study
Landfill Maintenance/Repair
ROD
Sites Closed
Total Costs
Pre-PBC
17 Sites 1 4
4 Sites
$5.6 Mil
Additional Cost Savings
If awarded in separate TOs (traditional approach) the costs would exceed $7.1 Mil
Activities of 26 sites were consolidated into 1 Task Order compared to 10 or more TOs. Internal Management Cost Savings!
Accelerated Schedule Achievements
11 Sites projected to achieve regulatory closure over a year ahead of schedule
9 Sites projected to achieve regulatory closure 6 months ahead of schedule
This project has been under contract for a year and we are seeing very good results.

13. FY05 PBR Strategy Aggregate closeouts into one contract action:
Cannon
Dyess
Minot
D-M
Holloman
Aggregate closeouts into one contract action:
Involves LTM and NFA actions only
Ellsworth/Mt Home/Nellis/Offutt combined effort
Primarily targets groundwater issues
Utilizes life cycle cost analysis
Don’t just optimize: relook the remedy
Langley, Shaw, Seymour Johnson as stand alone multi-site, multiple year actions
Target Langley for delisting
The FY05 strategy
Five base closeout looks to optimize current monitoring and uses performance based incentives to achieve regulatory closures
Four base enhanced optimization will look at large, complex GW issues and try to develop new solution sets. Most complicated in terms of acquisition and funding
Langley, Shaw and SJ as stand alone, known sites fence-to-fence contracts
Target Langley for delisting
Begin preparations for AP, Barksdale and Beale over the summer

14. PBR Results Five Base Closeout Seymour Johnson Shaw AFB: Langley:
Optimize LTM – Eliminate 1/3 of LTM within 3 yrs
Target site closeout on 40 sites
Near-term investment, mid-term savings
Seymour Johnson
Regulatory closure of 16 sites with insurance
20% Reduction in schedule vs. government estimate
Cost savings of 35% against FY04 Cost to Complete (CTC)
Shaw AFB:
Regulatory closure/source reduction 14 sites w/insurance
40% Reduction in schedule vs. government estimate
42% Cost savings against FY04 CTC
Langley:
Site Closure of 15 sites with insurance
Develop draft delisting package (final contract task)
100% Increase in schedule (FY 07 to FY09 completion)
Some funding reallocated for other PBR efforts
57% Cost savings against FY04 CTC
We are eliminating over one-third of our long term management costs with in three years at over 40 sites in New Mexico, North Dakota, Arizona and Texas through the five base closeout contract with Hydrogeologic.
Bay West is a small business who partnered with SAIC and URS to close out the Seymour Johnson program six years ahead of schedule at an estimated cost savings of $6.8M. This effort is insured by Zurich. Every dollar invested now equates to buying down the long term liability by a dollar.

15. Actions Underway
Ellsworth/Mt Home/Nellis/Offutt combined effort (Four base contract)
Primarily targets groundwater issues
Utilizes life cycle cost analysis
Don’t just optimize: relook the remedy
Prep Avon Park, Barksdale, and Beale for FY06-07
When complete:
Significant reduction in number of contract actions per year
More focus on project control and management
Clear program objectives identified upfront

16. Execution Organize for Success Stabilize the Structure
Business lines
(Triad/PBR, F2P/ Future Rqts)
Engaged management approach
Stabilize the Structure
Formalizing internal processes
Automated document flow
Automated project tracking
Set the Strategy
Near-term objectives
Strategic Plan for the program
We reorganized our office into business lines rather than regions. It’s been an evolution. When ACC stood up in 1992 we had an Eastern, Central and Western organizational structure with program managers devoted to specific geographical areas. Then as our program progressed, we trimmed down to just East and West in Last year we shifted to focus areas command-wide in the business lines rather than geographical areas.

17. Today Triad Performance Based Restoration Future First Planning
The mechanism for performing site investigations
Focus on remediation objectives not completion of RI
Performance Based Restoration
Prep Avon Park, Barksdale, and Beale for FY06-07
Look at Geographically Separated Units
Design, Build, Remediate, Restore (DBR2) contract vehicle
Future First Planning
Link remediation goals to integrated planning needs
More partnered approach with contract support community
Thanks to the time you’ve invested partnering with us over the years this is what we have evolved into.
These initiatives have become our business lines as well as the basis for our organizational structure.
By utilizing all three of these initiatives in concert, ACC plans to accelerate its cleanup program towards a strategic end-state that incorporates future land use needs in the planning process.
All of our efforts focus on maximum use of limited land.

18. CEVR Organization Chart