Smarter Strategic ProgrammingISR Infrastructure to support explosive growth

Mr. Pedro De Jesus, PE, RCDD/DCDCC4ISR Program ManagerCH2M HILL

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Agenda

• Why is smarter strategic programming important to ISR missions?

• Approach to strategic programming

• Alignment with the ISR mission

• Summary, Questions, Contact

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Why is strategic programming important

to ISR missions?• Human-centered weapon system operation that must be

housed in facilities designed to support the analysts

• Building is part of a weapons system– Traditional DOD facilities programming methods are insufficient

for ISR facilities

– Traditional building funding allocations is inadequate for operations centers

• Years of weapon systems planning vs months of building planning

• Facilities should support (not constrain) the mission

• Technology churn changing requirements building alterations

• Alterations impact missions – “down time”

“We shape our buildings;

thereafter they shape

us.” - Winston Churchill

Urgent need to adjust buildings to mission Instead Missions adjusted to building Influence programing process to align facilities to mission and also address change over time

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Why is strategic programming important

to ISR missions?“The single largest enabler of DCGS productivity is the cadre of Airmen who work 24hrs, 7 days a week in support of the war efforts and the greater IC. Recognizing this fact, the 480th Intelligence, Surveillance, and Reconnaissance (ISR) Wing (Langley AFB, VA) in the last several years has initiated large scale efforts to re-envision how the Airmen of the DCGS perform their daily work.”

Excerpted from report prepared byUSAF 711 Human Performance Wing

- Plenty of technology is packed into ISR- Mission success depends on people- The facility must be designed to enable the Human Weapon System within.

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WG Strategic Facility Plan Set Standard Assess Needs Planning Programming Design/Build/Fit-out Reuse/Demolish

WG Strategic Facility Plan

Identify Communications Requirements Standards

CCD

Identify Facility Standards

Assess Facility Needs

ProgrammingPlanning Design/Build/Fit-out Reuse/Demolish

Case Study- 13 Year HistoryStrategic programming for USAF DCGS ISR facilities

-It all started with Facility Needs assessments that assessed existing buildings and then took a collaborative approach with stakeholders to determine needs and standards so as to develop options and costs.

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Approach Strategic programming for ISR facilities

• Assemble the right programming Team

• Assess existing facilities and infrastructure

• Determine Requirements based on needs: envision the “end state”

• Develop Options to close the gaps; estimate order of magnitude Costs to support decision making

• Evaluate options w/r/t impacts on the ISR Mission

• Select option(s) to close gaps and program project(s)

• Justify funding requests based on mission impacts balanced by costs

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Approach Programming Team• Mission Driven• Road-map:

– Mission and IT/Weapon System– Facility Infrastructure

• Programming Team- Deep Dive– Facilities Architect (Operations-Centric)– Mission Critical Engineering (Security, Comm, EE, ME, AV)– Operations– Information Technology– Maintenance– Cost Estimator– Private Sector Input

• Be the Master of your destiny!

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ApproachAssess existing facilities and infrastructure• Personnel factors to consider:

– Operations environments– Analyst support functions– Human factors: ergonomics, stress, deployed in place

• Building systems and infrastructure factors:– Communications – Power and Cooling – loads– Support reconfiguration of space– Back-up power and redundancy to support critical mission

• How does building support/enhance or constrain the mission?– Flexibility, adaptability– Space to support all needs – Future-proofing to address technology and mission churn

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ApproachAssess existing utilities infrastructure• Can the Base support ISR growth?

– Capacity of Base– Capacity at the site

• Redundancy– Concurrent Maintainability – Multiple paths

•Energy Resiliency– Micro grid power– Cyber Security

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Approach Determine requirements• Applicable standards/ criteria

• Federal, DoD, UFCs, services-specific• Industry standards• Gaps

• USAF – 13 years ago- 480 ISR Wing• No criteria specific to ISR facilities• Team established standards with the

Wing to provide the basis for assessments

• USAF – Today• 25th AF [then AFISRA] issued

Standards based on standards developed during our studies

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ApproachDetermine requirements: envision the “end state”

• Optimize space for Operational Requirements• Focus - Needs vs Solutions•Make Justifiable projections• Flexible, adaptable, reconfigurable• Address critical human physiological and

psychological factors associated with the mission• Future-proof to support the weapons system into

the future

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ApproachDevelop options• “Gap analysis”- Compare existing condition, functionality, and space utilization

against the standards and criteria established by the team for these facilities• Develop options to close the gaps; estimate relative order of magnitude costs to

support decision making

Unit Authorized Personnel

Ops Desks

Back Shop Desks

Space Required

Existing Space

Space Delta

Percent

XXX 1361 207 588 199,450 166,500 (32,950) 83%

XXX 16 0 50 24,000 16,000 (8,000) 67%

XXX* 50 (Embedded) 50 18,000 4,100 (13,900) 23%

XXX* 38 (Embedded) 38 18,000 2,300 (13,700) 14%

XXX 57 57 6 8,550 7,500 (1,050) 88%

*Additional billets to be authorized for new associate Groups and Squadrons

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ApproachProgramming ISR Facilities • Select the most appropriate options• Prioritize improvements• Develop “right-fit” funding requests for facilities• Defensible budgets based on:

– Mission impact– Urgency of need– Insufficient power and cooling– Lack of space

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Approach Programming ISR Facilities• Technically oriented• “Right-Fit” Budget

Proactive vs Reactive– Avoid band-aide solutions– Forward thinking vision– Plan for unknowns– Develop Criteria– Realistic BUDGET

• Funds will come if you have a Comprehensive Plan

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Align Facilities with the ISR Mission• Select procurement strategies based on

the urgency, funding constraints, and technical issues– MILCON or SRM (depends on viability of

existing assets)

– Design-Bid-Build or Design/Build or self-perform (e.g., equipment replacements)

• Build/upgrade facilities to support the ISR mission

• Cyclical- Reassess and realign as mission evolves

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Align Facilities with Mission: Flexible, adaptable, and expandable spacesFlexible• “Open” Operations floor • Worse case scenario Electrical and

Comm

Adaptable• Layered zoning - enable future

alterations

Expandable• Data Center Expansion

Don’t be penny wise and pound foolish.

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AlignFacility with Human Factors considerations• Analyst attention, fatigue, and focus:

– Blue LED lighting– Transition Space between areas of different

illumination– Different focal points

• Decompression from high stress missions– Crew break areas, counseling and other

support areas– Space that can be personalized, claimed

• Circadian cycles – Daylighting exposure– Views to exterior or bring exterior to inside

(balanced with security)

• Ergonomics– Long shifts in fixed positions create repetitive motion injuries– Multiple monitors, dim rooms create eye strain, headaches, neck

strain – Need visual access to certain features (AV, collaborators, team

members, commanders– Acoustical attenuation – collaboration, “din” reduction in large

reconfigurable rooms

• Command and Control Proximity to Leadership• Situational Awareness - wall-mounted monitors, Video Walls

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Align Facilities with Mission: Flexibility in communications systems

• 25/40/50/100G ready

• Plug-and-play pre-terminated fiber system

• Remote CPU’s– Less Noise

– Better Security

– Load in Data Center

– Audio-Visual Embedded Infrastructure

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Align With Mission: Critical Data Center Issues

• Hot/Cold Aisles • Containment• Raise Temperature Settings

• Management• OSHA

• Adaptable coolingAdaptability to Supplement Cooling

Expandability

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Align With Mission: Cyclical Reassessment and realignment• Changing Technology and missions drive the need to

revisit the facilities plan approximately on a 5-year cycle

• Culture of change– Facility is a weapons system component

– Non-static –

• people change

• threats change

• missions change

• technology change

• Proactive planning ensures that building systems will be ready to serve without hindering the mission.

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SummaryStrategic Programming is Important• To meet urgent needs for hard to define

missions that are constantly changing.• To obtain adequate funding

[don’t cripple project with inadequate funds.]• To ensure flexible and adaptable facilities• To ensure facilities that are effective with

minimal down time• To empower the human-centered weapon system

Questions?For information, please contact:

Pedro De Jesus, PE, RCDD/DCDCC4ISR Program ManagerCH2M HILL2411 Dulles Corner Park, Ste 500Herndon, VA 20171Pedro.DeJesus@ch2m.com703.376.5324

Thank You