Work Management Playbook

Facility Manager (FM) Work Management (WM) Requirements

• Facility Managers act as liaisons between the commander and the Civil Engineer (CE) or equivalent maintenance organization, acting as the commander's delegated representative.
• FMs ensure facility functionality, comfort, safety, and efficiency.
• FMs communicate requirements between the commander, occupants, and the supporting unit.
• The information here helps FMs interact with the supporting unit and meet WM requirements for successful evaluation, processing, and incorporation of FM-identified requirements.

FM Roles and Responsibilities

• Unit Commander: Appoints the FM and makes decisions on actions taken by FM.
• Base Civil Engineer (BCE): Manages customer expectations.
• FM: Submits service requests (SRs), reports emergency SRs, manages requirements, educates occupants, provides feedback, performs minor repairs ("U-Fix-It"), and communicates with occupants and leadership.
• Civil Engineer Operations Element Requirements (CEOER) Section: Processes SRs, manages expectations, and receives/provides feedback.
• Facility Management Program Manager (FMPM): Manages FM accounts and the FM program and provides CE general and base-specific FM training.

FM WM Responsibilities

• FMs should log in to NexGen IT daily to manage requirements and notifications.
• Non-emergency SRs must be submitted within 48 hours of identifying the issue in NexGen IT.
• Emergency SRs should be reported immediately to the locally published emergency number.
• FMs should contact the supporting unit to confirm emergency SRs received and provide additional information.
• Consult the FM Playbook for detailed program information and responsibilities.

Request Management

• Most non-emergency requirements are now submitted electronically as SRs via NexGen IT.
• SRs must include sufficient detail to enable CE to effectively process the request and provide a solution.
• The life cycle management of requirements is largely the same, with procedural differences due to NexGen IT capabilities.

Request Management Roles and Responsibilities

• BCE: Manages customer expectations.
• CEOE: Chairs the Work Request Working Group (WRWG) and oversees CEOER analysis of U-Fix-It material use, and extraneous 3C requirements the FM could do if additional material was available to U-Fix-It customers.
• CEOER Requirements Section: Manages in-house requirements, reviews work tasks (WTs) for duplicates/emergencies/warranties/service agreements/PMs, updates the WT as necessary (work classification/priority based on actual need after clarification with the FM), attempts to associate RPIE assets, processes accepted WTs, publishes a list of U-Fix-It store materials and creates Facility Operations Facility Projects (FOFP) and associated WTs, as required.
• CEOER Optimization Section: Sub-AMP manager (data steward), submits identified requirements to WRWG, analyzes historical 3B/3C requirements and suggests U-Fix-IT material, processes requirements for WRWG/Work Request Review Board (WRRB), and manages Facility Projects (FP).
• CEOEM U-Fix-It Program: Notifies CEOE/CEOER of available materiel, identifies U-Fix-It FOFP/WTs requirements, identifies when stock needs to be replenished, determines if a customer is authorized, and issues materiel.
• CEOES: Manages BIG-3 and One Time Service Contract Requests.
• 3E Technician: Identifies Corrective Maintenance (CM) and creates SR in NexGen IT, associating applicable assets.
• FM: Identifies problems/submits SRs, creates SRs in NexGen IT/calls in emergencies, identifies U-Fix-It requirements, picks up material, and performs minor maintenance.

Requirements Section

• The Requirements Section of CEOER Customer Service Unit (CSU) serves as the focal point for receiving, processing, and tracking all SRs.
• The legacy term of CSU is still used within NexGen IT to reference its Workgroup and Security Role but the CSU workgroup name may change in the future to better match the Requirements side of CEOER.

Service Request (SR)

• The NexGen IT SR replaces the AF Form 332, acting as the official documentation for the request.
• AF Form 332 is to be used where there is no applicable electronic process.

Submitting a SR

• All CM and new facility requirements must start as an SR in NexGen IT.
• The SR description must be clear and concise.
• Each unique CM requirement should be submitted in its own SR.
• Similar requirements for a single facility can be grouped into one SR.
• A good SR description includes:
  • Scope of work and location
  • Donated resources
  • Execution preference
  • Mission impact
  • Need-by date
  • Supporting documentation (FSD, RAC, etc.)

Proposed, Unique, and/or Facility Project (FP) Requirements

• SRs identified as mission-critical, time-critical, new requirements, renovations/modifications, or other non-sustainment requirements need commander approval.
• Commander provides a signed memo/email (or AF Form 332) per AFI 32-1001.
• The correspondence must include detailed justification and the mission impact if not completed by the need-by date.
• These requests typically go to the Optimization Section for WRWG review.

SR Attachments

• Required documentation (drawings, pictures, SOW, etc.) should be uploaded to the SR's "Notes and Documents" section.
• Attaching documents does not replace the need to enter descriptions/justifications in the SR fields.

New Facility (NexGen IT)

• Customers use their facility number to request a new building via SR.
• The Requirements Section will modify the WT facility number, populating it with "PROPSDLOC" for the review process.

Vetting New Requests (Work Tasks (WTs))

• CEOER typically receives SRs via WTs from FM/Customer SR submissions through NexGen IT.
• Emergency requirements can be submitted by anyone via telephone, and CE will create the initial NexGen IT WT record.
• FMs should call in emergencies, rather than submitting an SR.
• Emergency WTs are documented with responding resources/labor/material costs and then completed.
• Do not document follow-on corrective or sustainment work against the emergency WT.
• Follow-on repair or corrective maintenance requires a new SR.
• The work priority code of the existing emergency WT cannot be modified.

WT Initial Review

• The Requirements Section reviews all WTs for accuracy, feasibility, complexity, classification, estimation, and priority.
• Reviews include:
  • Duplicate check
  • CE responsibility
  • Adequate description/justification
  • U-Fix-It Program suitability
  • Required documents
  • Proper priority/work classification
  • Warranty/service contract coverage
  • Potential inclusion in FOFP
  • Environmental Categorical Exclusion (CATEX) applicability
  • UFC governance/WRWG review requirement
  • Delegated authority limits/WRWG review requirement
  • SR against privatized or contracted activity
• Expedite mission/time-critical requirements, and comply with mandated publication requirements.
• Compliance with mandated requirements is always required.
• Inform the customer of issues with fulfilling a deadline or requirement.

Balancing Expediency vs. Life Cycle Management

• Focus on either end of the spectrum is inefficient.
• Forwarding all WTs immediately to a shop can rob the unit of insight.
• Passing all requirements to the Optimization Section can lead to excessive overhead.

'ADD' WT

• CEOER can use the 'ADD' capability to directly create WT records.
• CE personnel outside CEOER will use the SR process to maintain separation of powers, ensure reviews, and ensure proper processing.

Delegation of Authority

• The BCE is required to delegate authority and ensure personnel are trained on review actions before approving requirements.
• Delegation of approvals should be disseminated to the lowest level possible, including CEOER 'CSU Role' members, with Sustainment Maintenance and Repair (M&R) approval work classification and monetary levels.

Asbestos Management

• Written management and operating plans must be available to CE personnel.
• Requirements must be vetted against these plans.

Environmental Categorical Exclusions (CATEX)

• Any decision-making level may determine CATEX applicability, without needing to formally record the determination, those decision-making personnel, delegated authority, must be aware and trained on what requirements can have a CATEX applied.

Contract by Requester (CBR)

• CE must approve CBR requirements before the contract is awarded and is responsible for closeout actions.
• Customers must provide contract information (e.g., SOW) for review.

Contracting Squadron (CONS)

• Engage with the local Contracting Squadron to ensure CE is included in local checklists.
• CONS (or customer submitting the contract) will ensure coordination of the requirement with CE (i.e. CE approval prior to contract execution).
• Lack of coordination by CONS impacting CE/installation mission should be addressed by the BCE.

Sustainment M&R

• Processing requirements from CEOER Section to workgroups (WG) using an ‘Activated’ WT (NexGen IT), that fall within the CEOER members delegated authority, operating plan requirements, CATEX specifications, etc., is the approval needed to process the requirement, to the Actual Time Accounting (ATA) Workgroup, to execute the work outside the WRWG process.

Fire/Safety Deficiencies

• All requirements must be coded appropriately and include associated findings.
• The FM submits SRs to correct FSDs reported by the Fire Department or safety issues reported by the Safety Office.

Work Classification

• Refer to DAFI 32-1020, AFI 65-106, AFI 65-601 series, DoD 7000.14-R, and applicable laws for appropriate work classification, methods, documentation, funding, and process requirements.

Reimbursements

• NexGen IT uses the "Customer Record" to pull WTs onto the reimbursable invoice.
• SRs with multiple customers, including reimbursable ones, must be coordinated by CEOER with CEFMs office.
• Coordination determines funds source and which customer to record on the WT, based on support agreements.
• Financial responsibility for recoupment lies with Cost Accounting.
• The Operations Flight ensures awareness of reimbursable customers, correct cost recording, and collaborates with cost accounting.

DoD Components

• According to DoDI 4000.19 “Support Agreements”, DoD Components are responsible for programming, budgeting, and funding for the reimbursable support agreements into which they enter.

Reimbursable Activities

• The DoD will no longer provide non-reimbursable support of any kind to other federal, state, territorial, tribal, or local government entities; private groups and organizations; foreign governments; and international organizations.
• Non-reimbursable support may be provided if required by statute and discretionary non-reimbursable support is permitted but not required by statute, it must be authorized by the DoD Joint Ethics Regulation or DoD Public Affairs guidance; or is provided after approval of an exception.

Work Control

• CEOER maintains control of all requirements through accurate status and tracking via repeatable processes.
• Tracking is accomplished through Workgroup (WG) assignment in the Responsible Organization field and the Tracking Status field.

Pseudo Locations

• Utilize the Pseudo Location List and Definition for Non-RP requirements. FMs do NOT select pseudo locations when submitting SRs.
• Pseudo Locations provide a Primary Work Location for valid work activities against non-RP.
• CEOEM loads applicable pseudo locations for material issues.
• For example, when creating a WT in support of an Airshow, CEOER would select AIRSHOW1 as the Primary Work Location (Facility Number) instead of the runway Facility Number ensuring costs are captured but not upward reported to any RP record.
• Examples from Operations and Maintenance (O&M) SME approved Pseudo List, not all inclusive:
  • AIRSHOW1: Annual airshow
  • CASS1: Consolidated Aircraft Support System (CASS)
  • SPTAGREE1: Work covered by support agreement (No RP Unique Identifier (RPUID))

WT Coordination

• Coordination is accomplished through the WT record by CEOER as part of the WRWG process.
• New work, modifications, and renovations should have Safety, Fire, CE Environmental, and Bio-Environmental coordination.
• FMs should NOT obtain coordination prior to submitting an SR.

Warranty

• Good warranty data helps conserve resources.
• CEOER can use RO-Rpt-003 Active Warranty Report for Buildings and Equipment; or the Facility Records Maintenance tab, Warranties sub-tab, to determine if a facility has a warranty associated to it.
• The CEOER Sub-AMP Manager, utilizing the Warranty Guide and BPL processes, will determine if a warranty will be created.

RPIM

• For Unspecified Minor Construction (UMC), select Minor Work Request (MWR) and for Corrective Maintenance Tasks, select Emergency Order Request (EOR) for Priority 1, and Service Order Request (SOR) for All Priority 3A, 3B, 3C, 4A, & 4B work that does not meet the definition of MWR. Select PRM for Priority 2A-PM manually created.

Housing

• When a requirement is to support government housing, the CSU Workgroup selects the Housing Customer Organization that CE Financial Management has setup for this purpose. Military Family Housing (MFH) Work Type” mandatory field will appear
• Multiple ‘Housing Customer Organizations’ are created to account for various funding scenarios.
• The CSU Workgroup selects the most accurate item matching the requirement from the LOV and contact your local CEFMs Office for additional clarification on the MFH work classification.
• For privatized housing, follow local processes and procedures developed for identifying and recording requirements and see AFI 32-6000 and the FM Playbook for Housing Management reference.

Rejecting a WT

• Rejection of WTs occurs when it is duplicative, not a CE Responsibility, or other valid reason where CE will not perform or manage the requirement.
• Rejection of a WT should be considered if the requirement does not have appropriate attachments provided in the SR.
• Do not Reject or Retire anything with costs associated.

Facility Operations Facility Project (FOFP)

• An FOFP accounts for time and materials on facility operations work for each Fiscal Year (FY).
• This type of FP has fewer administrative processing requirements and enables the aggregation of cost and labor data.

Service Contract (SC)

• If the request is a service contract (SC) requirement, CEOER forwards the request to the SC Manager.
• The Big 3 contracts: CEOER accomplishes the ‘Close’ action on all WTs, excluding those associated with "The Big 3" Service Contracts or similar services managed by CEOES, unless so delegated by CEOE to CEOER to manage as part of the closeout process.

U-Fix-It Program

• The U-Fix-IT program replaced the legacy Self-Help Program in 2012.
• The U-Fix-It Program is a “do-it-yourself” concept that covers simple tasks the FM can accomplish.

Sub-AMP Plans

• The Sub-AMP manager acts as a data steward for their respective portfolio and identifies requirements that should be submitted at part of the Request Management process.

Requirement Preparation Roles and Responsibilities

• CEOER Requirements Section: Assigns WT to ATA Workgroup or CEOER Operations Planning Workgroup and creates FOFP and associated WT(s).
• CEOER Optimization Section: Creates FP from WT, groups associated WTs, initiates coordination, submits requirements for WRWG/WRRB approval, develops draft DD Form 1354, addresses issues from the WRWG/WRRB, and creates PRs.
• ATA Workgroup (shop): Initiates/processes Work Clearance Requests, creates/validates PRs, develops draft DD Form 1354, coordinates requirements, processes warranty WTs, and compiles/submits AF Form 103.
• WRWG: Reviews WTs, assigns WTs based on scope, directs CEOER to generate FP/FOFP for defined WTs.
• Coordinating agencies: Submits comments/details for WRWG/WRRB/FUB processes.
• Work Clearance Agencies: Reviews requirements and maps, marks location, and coordinates on AF Form 103.
• WRRB: Oversees process, determines resource availability, establishes schedule, approves/disapproves/alternative execution method.
• CEO Operations Flight Chief: Reviews WTs and FPs Approves/disapproves AF Form 103 Work Clearance Request. approves/disapproves WTs and FPs.

Optimization Section

• The Optimization Section, of CEOER, Ops Planning Workgroup, serves as the focal point for the development and management of proposed requirements.

Plan Work

• Work is planned via initial scoping/estimating by the Manager during WRWG, in-house by the shop level by the Foreman, or detailed for in-house FP/WT by the Manager.

Initial Scoping and Estimating

• When the Requirements Sections determines a requirement is outside of their delegation authority and/or outside the scope of the shops, it is reviewed as part of the WRWG process and Optimization formulates a Class 5 Estimate for Capital Project (CEN) level requirements when the requirement will go to CEN and if determined appropriate to do such by the WRWG chair.

ATA Workgroup (shop) In-House Planning

• These requirements are either sent directly from the Requirements Section to the shop, or the WRWG determines they can be accomplished in-house and do not require detailed planning by the Optimization Section.

Purchase Request (PR)

• If the Foreman is not looking to schedule the WT immediately but during the planning stage that the materiel is available for a future scheduled planned start date, the Foreman builds the materiel requirement in the form of a PR

Over-the-Counter (OTC)

• Most requirements not requiring detailed planning, and which are sent to the shop to plan and execute, can be accomplished via OTC materiel issued to either the WT as direct materiel or to the Workgroup as Indirect Materiel

Emergent Issue

• In circumstances where all of the materiel is not available, but a partial materiel issue would suffice to mitigate the Emergency, the Workgroup Foreman assigns a technician as a resource to the WT and has the technician obtain the available materiel (e.g., OTC from CEOEM or procure via Government Purchase Card (GPC)).
• GPC materiel procured by a shop GPC holder will be recorded onto the WT, by the WG Foreman, via the Direct Entry Cost (DEC) section

Detailed Planning

• Requirements necessitating detailed planning and/or a more formal review by the WRRB, are managed by the Optimization Section via an assigned Manager.

Work Request Working Group (WRWG)

• The WRWG is a group whose primary purpose is the evaluation and preparation of a CE work request requirement.

Responsible Organization

• The WT ‘Responsible Organization’ is assigned to the CEOER Operations Planning Workgroup to have the ‘Responsible Person’ known as ‘Manager’ (or designee – e.g., Sub-Amp Manager) perform the WRWG review actions.

Stakeholders

• The WRWG stakeholders (actors) should review identified requirements and provide their comments within the N&D section, prior to any collaboration meeting or decision being made by the WRWG Chair.

WRWG Meeting

• The Optimization Section does not conduct meetings on a regular basis, but as an ondemand activity.
• Work requiring capitalization, or if classified as Restoration & Modernization, enhancement, construction, and/or CBR work, is required to go through the WRWG process.

Sub-AMPs

• Regardless of capitalization, the CEOER Sub-AMP Managers must review the requirements during the WRWG process and ensure the requirement supports mid to long-range plans as identified and prioritized in the Sub-AMPS.
• WTs initially processed to the WRWG, which do not require a FP, detailed planning, or otherwise identified by local policy to meet the WRRB, could be sent the following avenues: FOFPs, In-House shop, Engineering (CEN).

Facility Project (FP)

• If the WRWG is not delegated authority, local policy dictates, FP (or WT) requires detailed planning, and/or scheduling is required at the WRRB, the requirement is presented to the WRRB.

Capitalization

• If during the WRWG or WRRB, capitalization is determined required for the project, the Manager ensures a draft DD Form 1354 is built on the appropriate form and checkmarks the “Capitalization Required” box on the respective WT.

Work Request Review Board (WRRB)

• The WRRB is a meeting where approval, execution, and scheduling decisions are made based on inputs from the WRWG.
• The WRWG advises the WRRB on capitalization and seeks approval or disapproval of the work.

WT Validation

• Most WTs do not go beyond the WRWG.

FP Determination

• When the WRWG determined the requirement is to be performed and managed as an In-House FP (Section 4.4.3.1), the Manager originally assigned to the WT as a Responsible Person creates an FP.

FP Coordination

• Initial coordination obtained during the WT review, by the WRWG, should only be reaccomplished by coordination through the FP, if the Scope of Work changed during the detailed planning process.

FP Processing

• The Manager, once all applicable scheduled tasks are accomplished, and the FP is ready for review, processes the FP to the WRRB

Funding

• The commander (BCE), or designee, is ultimately responsible for formulating and executing the financial management plan.

Construction in Progress (CIP)

• CIP occurs on the Operations Flight In-House WT when the Classification of the SR submitted falls within Minor Construction (M/C) and when M/C is selected from the Work Classification drop down.

FP Scheduling and Management

• Utilize reports RO-Rpt-006 and WM-Rpt-009 to manage assigned FP and their WTs.

Work Clearance Request (AF Form 103)

• Each BCE must establish the prerequisite management process for their installation in order to comply with governing laws, processes, and/or policies.

Work Clearance Request

• A Work Clearance Request (AF Form 103) must be processed and approved before any work is authorized.

Shops

• Work clearance requests processed by shops specifically for Operations Flight WTs and/or FPs, will have their labor costed to the WT.

Internal/External Customer Agencies

• Work clearances provided for other internal or external customer agencies will have their costs allocated to the FY Work Clearance-Work Tasks created within the FY FOFP.

Requirements Processing

• There are numerous situational processes depending on the requirement.

Storm Damage, Utility System Outage Report (USORT) Tool, and Emergency and Special Program (ESP) Code

• The nature of some CE work response requires additional tracking by other program management systems.

O&M Storm Damage Tracker

• AFIMSC leadership has established the O&M Storm Damage Tracker and the requirements for its use to record storm damage and applicable funds requests.

USORT Tool

• The USORT Tool is required in conjunction with storms or other events where utility outages occur.

ESP Codes

• ESP codes are prescribed in DAFI 65-601 V1, and AF activities at all levels can assign ESP codes.

Natural Disaster

• In the event of a large-scale event (e.g., Typhoon, Hurricane, Earthquake, Freeze, etc.), CEOER should create a FOFP that all WTs within will be associated.

General Installation Clean-up

• When performing an initial storm damage survey, group items and charge them to the following WTs: Damage Assessment Route, General Installation Cleanup.

Specific CM

• Facility or utility requirements should be built into the FOFP with a unique WT and when applicable, corresponding asset record associated.

Workgroup Management Roles and Responsibilities

• BCE: Oversee Organizational Structure.
• Flight Commanders: Manage Organizational Structure.
• Superintendents: Support Flight CC in Implementation and Enforcement of Organizational Structure.
• CEOE: Implements and Oversees the Operations Flight Organizational Structure. Manage Operations Flight Manpower.
• CSS WG Manager: Oversee WG Management Validate Paygrades and Personnel Monthly.
• CEOER: Oversee WG Management (Operations Flight) or as delegated (CE Organization).
• Foreman: Manage their assigned Workgroup (WG) SAAR and NUs.
• SAAR User: In/Out Process CSS/Delegated Management Authority.

Workgroup (WG) Records

• WGs are used to represent an organizational entity to support internal routing of work activities and aligning personnel.

Managing WGs

• It is essential that WG records be maintained to ensure accurate data, approval workflows, reports, and shop rates, to name a few.

Lifecycle Management

• Shared between the CEFM, designated WG Manager, and each Foreman.

WG Assignment

• The Flight Commanders (designee) at each unit, with BCE oversight, will determine who is assigned to which WG, and whether or not they will be assigned a SAAR or NU employee account.

CEOE

• The CEOE (designee) is responsible for managing the Operations Flight Manpower and will manage the organizational structure through the oversight of WGs established within the CMMS.

WG Manager

• The WG Manager will establish a standard business process with the Ops Engineer (designee) and Flight Superintendents inputs and support, in order to enact them across the unit.

Foreman

• The Foreman will associate or disassociate employee records to their WG as needed.

CEFM

• CEFM will identify to the WG Manager issues with employee records, as applicable.

In/Out-Processing

• The organization will establish a business process to manage the in-and-out processing of organizational members, along with how those members records are managed once they are created within the system.

This lesson covers the roles and responsibilities of Facility Managers (FMs) and their interaction with Civil Engineers. It also includes guidance on submitting Service Requests (SRs), handling emergencies, and managing facility-related tasks. It provides insights into CEOER coordination and warranty processes.