AIAI32-102
AIR INTELLIGENCE AGENCY INSTRUCTION 32-102
17 JUNE 1985
DEPARTMENT OF THE AIR FORCE HQ AIR INTELLIGENCE AGENCY
Civil Engineering
MOBILE ENGINEERING ALTERATION AND REPAIR (MEAR) TEAMS
This regulation defines the mobile engineering alteration and repair (MEAR) teams' concept, sets up operating policies and procedures, and outlines responsibilities for identifying, programming, planning, and scheduling work requirements and overall management and support. It doesn't apply to Air Force Reserve units.
Corrected copy of ESC REGULATION 85-10
Revised to add provisions for establishing MEAR team cadres as needed (para 2a) and adds material support responsibilities and procedures (thruout text).
Supersedes ESCR 85-10, 13 February 1981.
HQ ESC/DEMG
Mr. Faber J. Goss
HQ ESC/DEM
Col Church Watkins, Jr.
HQ ESC/DA
Martha C. Randall
5
F; X: AUL/LDEA (1); HQ PACAF/DEM (1); HQ USAFE/DEM (1); 6112 ABG/DE, APO San Francisco 96210-6875 (1); 274 ABG/DE, APO New York 09193-6375 (1)
1. Team Concept. MEAR teams provide civil-engineering (CE) technicians cleared for sensitivecompartmented information to work in secure areas of ESC and other Government facilities. They perform:
1.1. Facility alteration and repair work for ESC and other DOD and national agencies as directed by HQ ESC/DE according to interagency-support agreements (ISAs).
1.2. Emergency restoration of critical utility systems.
1.3. Alteration and minor construction.
1.4. Maintenance and repair projects urgently required to improve the work environment in operational buildings.
1.5. Maintenance and repair of utility systems to improve reliability.
1.6. Emergency-manning assistance to other ESC units.
2. Organization and Control:
2.1. MEAR teams and cadres will be established at ESC units as neccessary to support theater-work requirements with the the unit commander's and other appropriate ESC staff elements' concurrence. Tailor team composition based on local work requirements and available manpower authorizations. Manpower authorizations for MEAR teams or cadres established to support specific, long-duration projects will be approved for the length of the project or at least a standard, long-tour length at that location. HQ ESC/DE operationally controls the teams who are subject to both short-notice and extended TDYs to support command priority requirements.
2.2. MEAR team liaison positions may be authorized at ESC command elements or other appropriate locations with the appropriate ESC unit commander's and HQ ESC staff element's concurrence.
2.3. MEAR team members and liaison managers will be administratively assigned to and supported by the host ESC unit. HQ ESC will exercise operational and funding control thru HO ESC/DEM, based on command priorities. MEAR team chief, and liaison members will report directly to the ranking host ESC commander. Upon request, HO ESC/DEM will help prepare performance reports for MEAR team chiefs and liaison managers. Other MEAR team members will report to the senior MEAR team member according to established policy. Do not functionally assign MEAR team members to other unit's or host's functions without HO ESC/DE's written approval. For upgrade training, when workloads permit and with the team chief's approval, you may detail an MEAR team member to the local CE unit not to exceed 89 days.
2.4. HQ ESC/DE will fund and operationally control all TDY taskings and all local work (see paragraph 1). When not performing HQ ESC-directed work, MEAR team members will perform local work as approved by the MEAR team chief and scheduled with the host's base civil engineer (BCE). First priority of such local work is that which supports ESC facility requirements. Program, fund, and approve these requirements according to established policy and host-tenant support agreements (HTSAs).
3. Responsibilities:
3.1. HQ ESC/DEM will:
3.1.1. Provide policy guidance for programming, approving, and performing MEAR team work on the host's facilities.
3.1.2. Review, validate, and coordinate work requests requiring HQ ESC's approval.
3.1.3. Review and approve work requests requiring over 100 manhours, exceeding $2,000, or requiring logistical support from HQ ESC/DE for MEAR team support.
3.1.4. Review, validate, and coordinate requests for MEAR team support from non-ESC organizations.
3.1.5. Set priorities and provide a proposed 6-month schedule of MEAR team work. Review, adjust, and update scheduled MEAR team work as necessary.
3.1.6. Provide material support for MEAR team operations when materials can't be obtained locally.
3.1.7. Provide input to parent units for budgeting and funding MEAR team operations.
3.1.8. Validate the annual USAF-proposed and revised prog rams for each MEAR team.
3.1.9. Coordinate budgeting and funding activities to support ISAS.
3.1.10. Provide MEAR team TDY tasking and deployment instructions.
3.2. Commanders of ESC units with assigned MEAR teams will:
3.2.1. Administratively and logistically support MEAR team operations and personnel.
3.2.2. Normal-budget and fund MEAR team operations; ensure that adequate controls are set up to control MEAR team funds.
3.2.3. Negotiate HTSAs with the host for:
3.2.3.1. Assistance in workorder planning and estimating.
3.2.3.2. Shop space, tools, equipment, materials, and vehicles required to work at the host base.
3.2.3.3. Financial accounting and reporting for TDY expense documentation and billing for reimbursable travel for the MEAR team.
3.3. Commanders of ESC units requiring MEAR team support will:
3.3.1. Submit AF Forms 332, BCE Work Request, with attached sketches and completely describe requested work to HQ ESC/DEM/DEP for validation and determination of MEAR team support.
3.3.2. Submit the work request to the host's BCE for approval and planning action upon receipt of the validated work request from HQ ESC.
3.3.3. Forward copies (of the drawings, bill of materials (BOMs)) to HQ ESC/DEM and the designated supporting team chief when planning has been completed.
3.3.4. Notify HQ ESC/DEM so a scheduled start-date can be confirmed when the host's BCE's Material Control Section has received all the materials for the project.
3.3.5. Provide funds to the host's BCE for materials to support projects or workorders according to ESCP 85-2.
3.3.6. Administratively and logistically Support MEAR team (tools, shop support, vehicles, billeting) as requested by HQ ESC/DEM or the designated team chief.
3.4. MEAR team chiefs will:
3.4.1. Manage team operations and directly supervise team duties.
3.4.2. Identify and initiate facility, telephone, and furniture requests for the host's support of MEAR team operations.
3.4.3. Develop tool requirements and requisition them; develop and maintain tool accountability according to HQ ESC/DEM's policy. Submit the tool-inventory listing annually to HQ ESC/DEM.
3.4.4. Identify budgeting and funding requirements to the unit's resource manager for MEAR team operations, except for funding special TDY projects which are funded by HQ ESC/DEM and tools centrally procured by HQ ESC/DEM.
3.4.5. Set material requirements; include special levels and benchstock for home-base work requirements.
3.4.6. Obtain local materials for projects as directed by HQ ESC/DEM.
3.4.7. Coordinate and arrange for administrative and logistical support for TDY taskings.
3.4.8. Develop and manage a local work plan to utilize available untasked manpower.
3.4.9. Send RCS: ESC-DEM(M)7802 (by message) to HQ ESC/DEM by the fifth of the month. MEAR teams in Europe will send an information copy to the HQ 6910 ESW/DEM and include the:
3.4.9.1. Status of HQ ESC/DE scheduled workorders (include the percentage completed, estimated completion dates, and any other related information such as current or possible problems).
3.4.9.2. Manhours summary by skill for the last month (show the total direct manhours available, manhours used for HQ ESC/DE scheduled work, and manhours used for other base work).
3.4.9.3. Projected direct manhours available by skill and scheduled for the current month.
3.4.9.4. Comments as applicable of reviews of other units' workorder documents.
3.4.10. Develop and maintain local operating instructions and continuity folders for their responsibilities.
3.5. HQ ESC/DEMG (Planning Function) will:
3.5.1. Prepare BOMs as directed.
3.5.2. Review BOMs prepared by design engineers and field units.
3.5.3. Review project designs and work plans to ensure their completeness; develop time-phase schedules and manpower estimates.
3.5.4. Interface among design engineers, field units, MEAR teams, and material control.
3.5.5. Submit material requisitions to Material Control for requirements (identified in paragraphs 3c(l) and (2)) according to paragraph 3g(l).
3.5.6. Assign and maintain workorder-control numbers to all material requirements requisitioned from Material Control.
3.6. The HQ ESC/DEMG (Material Control Function) will:
3.6.1. Provide material support for the following:
3.6.1.1. Command-directed projects.
3.6.1.2. Security and fire-alarm installations, maintenance, and repairs.
3.6.1.3. Emergency repairs for mission-essential facility, utility, and document-destruct systems. (d) Unique and long lead-time items that can't be obtained from the local base's supply by the required delivery date (RDD).
3.6.1.4. Special tools required for MEAR team projects.
3.6.2. Requisition materials from the Air Force Cryptologic Support Center according to local procedures.
3.6.3. Develop, maintain, and distribute a special-level requirements list. Include the most commonly used items which will either be on hand or can normally be obtained within 90 days. This is a computer listing that includes a sequence number and all other data required to prepare a material requisition. Orders placed against the special-level listing will cite the sequence number for that item and date of listing.
3.6.4. Advise the requestor or unit's office of primary responsibility(OPR)whenmaterialsareput on order.
3.6.5. Provide the monthly material status for major projects to HQ ESC/DEM and the unit's OPR.
3.6.6. Inventory; consolidate; and arrange for packing, crating, and shipping. When materials are received, prepare DD Forms 1149, Requisition and Invoice/Shipping Document; send a duplicate copy to the designated unit's OPR.
3.6.7. Advise requesters (by message) when materials are shipped for special-interest and high-priority work; give the mode of shipment.
3.6.8. Periodically follow up as necessary until requesters confirm that all items have been received.
3.7. OPRs for BOMs will:
3.7.1. Review BOMs for projects designed and planned by HQ ESC/DE or MEAR teams with the appropriate MEAR team chief and HQ ESC/DEMG to identify items to be requisitioned from the local base's supply:
3.7.1.1. For items identified for acquisition from the local base's supply, HQ ESC/DEM will direct MEAR team chiefs or the unit's DER to submit requisitions according to local procedures.
3.7.1.2. For items that can't be procured locally by the RDD, submit requisitions to HQ ESC/DEMG. Field units may requisition materials by message. Accept telephone requests from MEAR team chiefs only for emergency requirements. Follow all telephone requests by message within 3 workdays.
3.7.1.3. If required materials are included on the spacial-level-requirements list, use sequence numbers (see paragraph 3f(3)). If items aren't on the special-level-requirements list, include the following information on material requisitions: Item nomenclature, quantity needed, estimated cost, RDD, and stock number. If the stock number isn't available, include the complete item description (size, color), manufacturer's name, catalog name (date and page if known), and recommended source-of-supply (name, address, and phone number).
3.7.1.4. Provide letters of justification for sole-source procurements, brand-name requirements, walk-thru requests, and priority shipments.
3.7.2. For locally initiated projects and workorders submitted to the host's BCE according to ESCP 85-2 and this regulation, the host's BCE will normally procure all materials. The unit's DER or MEAR teams may requisition materials for emergency repairs, unique, and long lead-time items that host BCEs can't obtain by the RDD according to paragraph 3g(l).
R. C. DIEKMEIER
Lt Col, USAF
Director of Administration