Management Impact Assessment of Refuse-Derived Fuel Implementation at Wright-Patterson Air Force Base.

摘要

This study has shown that the impact of specifying, procuring, using, and monitoring refuse-derived fuel (RDF) on the organizational structure and the operations and management activities of Wright-Patterson Air Force Base has been generally minimal and essentially absorbed into the various ongoing functional activities. However, the project manager devoted over 75 percent of his time to the program since it started and additional housecleaning personnel were assigned to the operating staff to remove the dust and debris resulting from the RDF. The research and development nature of this particular activity contributes to the necessity of having a project manager with time to keep the program on track and interested persons informed as to its progress. Weather this impact would be reflected in follow-on implementation programs is problematic and dependent upon how the program is viewed locally, the need for further R&D, and the visibility required or desired. The level of effort dedicated to this project was 5.6 man-years the first year and is expected to be 4.0 man-years the second year. The associated salary costs are $130,500 and $86,500, respectively. An assessment of the applicability of CITA to the operation of the RDF facility at WPAFB indicates that this and other Air Force central heating plants will be reviewed for possible contract operation in FY 1984.