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Management of the military facilities procurement program. Final report (1971)

Chapter: Functions and Responsibilities of the Participants

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Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Page 173
Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Page 174
Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Suggested Citation:"Functions and Responsibilities of the Participants." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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35 While the organization of commands and bases mi£^t d i f f e r some- what depending on s i z e and mission, t h e i r t y p i c a l i t y i s depicted on Figure 36 and 37 for the Strategic Air Command and McClellan Air Force Base, respectively. Figure 38 shows the organization of a typical Base C i v i l Engineering Division of an Air Force Base At Special Offices and Agencies Level, the A i r Force Academy, the Air University, Air Reserve Personnel Center, and others as shown on Figure 34 2 Functions and Responsibilities of the Participants Within the offices and coiq>onents coiif>nsing the U S Department of the Air Force, there rest s p e c i f i c r e sponsibilities and functions to ensure that the overall mission of the Air Force or the mission of the s p e c i f i c office or com- ponent I S met With respect to obtaining A i r Force f a c i l i t i e s , the offices and coiqponents primarily involved in the system are identified m the material which summary statements are given on t h e i r general responsibilities and functions Offices other than those to be ide n t i f i e d do affect, to varying degrees, the magnitude of the Air Force f a c i l i t i e s program, these offices and t h e i r effects are identified when operation of the system i s discussed a Office of the Secretary of the Air Force Assistant Secretary of the Air Force ( I n s t a l l a t i o n and Logistics) i s re- sponsible for direction, guidance, and supervision over a l l matters per- taining to formulation, review, and execution of plans, p o l i c i e s , and programs relative to (20 Production and contract management of wei^ons systems Industrial defense program Industrial resources and readiness Procurement a c t i v i t i e s , including contracting and administration and termination of contracts Contractor's equal eraploywent opportunities Renegotiation a f f a i r s , contract appeals, and related a c t i v i t i e s Contract adjustment board matters Small business matters Simply management, including requirements determinations, storage distribution, and disposal of a l l material Equipment maintenance and modification management International l o g i s t i c s program Material and l o g i s t i c s planning and programming Cost reduction program Standardization and technical data Installations planning and programming Acquisition and disposal of real estate Construction of bases and f a c i l i t i e s Family housing Maintenance of real property Transportation, communications, and other related service a c t i v i t i e s 105

o / •-NAFOCEHW A 1=^ S - - A F O C E H C y i , 4 j 5 , ^ Eigure 35 Distribution of A i r Force Major Commands and Installations.

STRATEGIC A I R COMMAND 2ND A I R FORCE 15TH A I R FORCE STH A I R FORCE 1ST STRATEGIC AEROSPACE D I V I S I O N o -a 12TH STRATEGIC AEROSPACE D I V I S I O N \kJH STRATEGIC AEROSPACE D I V I S I O N MARCH AFB 810 STRATEGIC AEROSPACE D I V I S I O N 821 STRATEGIC AEROSPACE D I V I S I O N BEALE AFB MATHER AFB U56 STRATEGIC A I R WING 9TH STRATEGIC RECONNAISSANCE WING k56 COMBAT SUPPORT GROUP 856 MEDICAL GROUP kSS C I V I L ENGINEER SQUADRON <tS6 HQ SUPPORT SQUADRON '*56 SERVICE SQUADRON U5f> SECURITY POLICE SQUADRON '»7TH A I R D I V I S I O N <»200 SUPPORT SQUADRON <»56 COMMUNICATIONS SQUADRON 456 TRANSPORTATION SQUADRON Figure 36 Organization of Strategic A i r Command

SAFETY DIVISION Conmander Vice Comnandor INFORNATICN DIVISION DC/OPERATICNS SJA DIVISION DC/Hateriel A i r Base Gioup (Base Commander) DC/Navigator Training Director o f Base Medical Services Hospital AIR BASE GRDUP OOHMANDBR EXECUriVE HQ SQUADRON SECTION ADHINISTRATICN DIVISION OlAPLAIN PERSONNEL DIVISION bECURITY POLICE DIVISION PROCUREiem- DIVISION COMPTROLLER DIVISION TRANSPORTATION DIVISION CIVIL ENGINEERING SQUADRON Figure 37 Organization of a typical Air Force base 108

o WORK CONTROL SECTION OFFICE PAVEHENTS AND GROUNDS SECTION EQUIPMENT OPERATION UNIT PAVEMENTS UNIT GROUNDS UNIT RAILROAD UNIT ADMINISTRATION BRANCH OPERATIONS AND MAINTENANCE BRANCH STRUCTURES SECTION STRUCTURAL UNIT PROTECTIVE COATING UNIT PLUMBING UNIT METALS UNIT MECHANICAL SECTfON REFRIGERATION AND AIR CONDITIONING UNIT I CIVIL ENGINEERING DIVISION SANITATION SECTION WATER UNIT LIQUID FUELS UNIT CUSTODIAL SERVICES UNIT INDUSTRIAL ENGINEERING BRANCH HEATING SYSTEMS UNIT ENGINEERING ENTOMOLOGY UNIT REFUSE COLLECTION AND DISPOSAL UNIT ENGINEERING AND CONSTRUCTION BRANCH ENGINEERING SECTION CONSTRUCTION MANAGEMENT SECTION ELECTRICAL SECTION FAMILY HOUSING MAINTENANCE SECTION INTERIOR ELECTRIC UNIT — r EXTERIOR ELECTRIC UNIT ELECTRICAL CONTROLS UNIT FIRE PROTECTION BRANCH OPERATIONS SECTION TECHNICAL SERVICES SECTION GENERATOR SECTION 1 PROGRAMS BRANCH PROGRAMS DEVELOPMENT SECTION PLANNING SECTION REAL ESTATE MANAGEMENT SECTION COST ACCOUNTING SECTION MATERIAL CONTROL SECTION Figure 38 Organization of a t y p i c a l A i r Force Base C i v i l Engineer D i v i s i o n

The Assistant Secretary of the Air Force (Financial Managment) i s responsible for directing and supervising the Comptroller as well as f o r formulating and executing plans regarding programing, budget management, accounting, auditing, and disbursements and collections of funds The General Counsel i s the f i n a l legal authority on a l l matters arising withm or referred to the Department of the Air Force, except f o r m i l i t a r y justice He i s responsible f o r furnishing a l l necessary legal advice to the Office of the Secretary of the Air Force, and i s responsible f o r pro- viding legal assistance to the Air Staff on a l l matters rela t i n g to (1) Procurement and disposal of supplies, materials, and equipment, including industrial mobilization and the Mutual Security Program (2) Procurement of services by contract (3) Research and development (4) Acquisition and disposal of real property and i t s u t i l i z a t i o n by agencies and persons outside the Department of the Air Force (5) Construction of m i l i t a r y public works (6) Family housing programs Chief of Air Force Reserves, i n addition to being responsible for a l l re- serve a f f a i r s , i s , through the Plans and Programs Division of his o f f i c e , responsible f o r (1) Providing assistance to the Air Staff m establishing policy and providing broad guidance fo r the design» planning and programing of construction and maintenance of reserve f a c i l i t i e s (2) Monitoring a l l c i v i l engineering programs fo r compliance with leg- i s l a t i v e , OSD, BOB, and Air Force guidance limitations to insure compliance with approved c r i t e r i a (3) Monitoring a l l c i v i l engineering programs i n the Congressional authorization and allocation phase to assure AF Reserve require- ments are adequately considered i n respect to the t o t a l Air Force c r i t e r i a Chief of Chaplains, i n addition to being responsible f o r establishing plans, policies, and requirements for the Chaplaincy, i s , through the Budget and Logistics Division of his o f f i c e , responsible f o r (1) Developing plans, policies, requirements, and procedures to insure adequate f a c i l i t i e s , material and l o g i s t i c support for the Air Force chaplaincy (2) Preparing design guidance for the Directorate of C i v i l Engineering on religious f a c i l i t y construction and approving f i n a l plans and subsequent modifications (3) Monitoring religious f a c i l i t y construction and approving or dis- approving functional changes dui^mg construction (4) Approving or disapproving acquisition, disposal, conversion, re- designation, and u t i l i z a t i o n of religious f a c i l i t i e s (5) Programming the f i s c a l requirements f o r religious programs, pro- fessional t r a i n i n g , religious f a c i l i t i e s , and chaplain material 110

The Surgeon General, i n addition to being responsible f o r medical matters fbr the A i r Force, i s , through his Director o f Plans and Hospitalization, responsible for (1) Developing the medical service portion of the Manpower and Organization Program (PM)* and evaluating command medical man- power programs and providing manpower programs and man-year e s t i - mates for budget and financial plans for ^4edlcal Support Program and M i l i t a r y Personnel Appropriations (2) Justifying the authorization and appropriation of medical f a c i l - i t i e s to a l l review agencies (3) Providing representation to the M i l i t a r y Construction Program's Advisory Comma.ttee (F a c i l i t i e s Requirement Committee), A i r Force Council, OSD, Aray, Navy, BOB, Public Health Service, and the Congress on reviews of medical items i n the MCP and on medical fa- c i l i t y designs and programs (4) Evaluating conplaints and inquiries i n connection with Congressional interests i n medical items i n the MCP (5) Developing preliminary studies which r e f l e c t mission and functional fl o o r space requirements for each medical item proposed m the MCP, and obtaining OSD and BOB approval (6) Reviewing, analyzing, and sipporting cost estimates for medical f a c i l i t i e s included m the MCP (7) Providing Air Force representation t o the F a c i l i t i e s Planning Study Grovp of the DOD Hospital Management Evaluation Committee (8) Evaluating and monitoring a l l phases of technical development of design, construction, u t i l i z a t i o n , acquisition, physical status, and disposal o f medical f a c i l i t i e s (9) Reviewing the programming and technical background data f o r defense of medical project m the operation and maintenance budgetary pro- grams (10) Developing policies and providing technical data on medical f a c i l i t i e s f o r inclusion i n pertinent DOD and Air Force directives (11) Providing guidance and svpervision for Medical Construction Liaison Officers who provide f i e l d representation fbr a c t i v i t i e s o f the Sur- geon's Office (12) Providing Surgeon General representation at pre-final and f i n a l acceptance of medical construction projects (13) Maintaining dollar-value inventory of a l l Air Force medical f a c i l i - t i es worldwide (14) Scheduling, coordinating, and conducting pre-and post-occtq>ancy evaluation o f new medical f a c i l i t i e s The Comptroller o f the A i r Force, i s , through his various Directors, respon- sible fbr budgeting, accounting and disbursing, progress and s t a t i s t i c a l reporting, auditing and analysis, and for the administrative organization structure and managerial procedures related thereto In addition, the Director of the Budget i s , among other things, responsible for (1) Programming and force structure exercises (2) Reviewing and coordinating Joint Chief o f St a f f papers and Chief o f Staff policy book *See discussion under operation of the system for d e f i n i t i o n of PM 111

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