asset management - The Military Engineer

Transcription

September-October 2013 • Vol 105 • Number 685
S O C I E T Y O F A M E R I C A N M I L I TA R Y E N G I N E E R S
ASSET MANAGEMENT
INFRASTRUCTURE RESILIENCE
AND CYBER SECURITY
67-75
LEADER PROFILE:
MAJ. GEN. AL AYCOCK, USA
49-51
52-66
Making Progress in Our Focus Areas
As the defense industry copes with sequestration and government travel restrictions, SAME
continues to perform its mission with a high level
of positive energy. Such was the case with the Rocky
Mountain Joint Engineer Training Symposium
(JETS), held late July in Denver. Much thanks to
Cindy Lincicome, Jim Bracket and the many others
who made the event a success, with attendance of
just over 300 people and a strong number of sponsors and exhibitors. It was great to see some junior
officers in attendance as well from nearby military
installations. I look forward to attending other JETS
in the coming months.
We know that the President’s FY2014 Budget is lower in some
areas and higher in others. For example, the FY2014 Air Force
construction program is three times the FY2013 program that
was under a strategically planned service-initiated pause. Despite
Congressional impasse on appropriations bills that impact the
military, we see a significant amount of testimony by those who are
very candidly speaking to the impacts and priority requirements.
For FY2014, the Department of Defense (DOD) construction
programs are budgeted at just over $11 billion—much for our
industry to accomplish.
In the July-August TME, I outlined the Focus Areas the Board
approved for my term as President. We are already making good
progress in all three. Here is a brief summary of actions to date.
TRANSITION ASSISTANCE TO MILITARY PERSONNEL
On July 1, I sent a letter to Post Presidents detailing several
actions Posts can take in support of this focus area.
• Support Credentialing of Military Personnel. While DOD is
now looking into integrating civilian credentialing with military
skills training, SAME’s role should be to provide opportunities
for military personnel to obtain civilian credentials separately
from their military training. For officers and non-commissioned officers, Posts should consider such credentials that
are supported by SAME as listed on the Strategic Partnerships
webpage at www.same.org/partners. For enlisted personnel,
please consider the certifications available through NICET. For
more information on NICET, contact Neal Wright (nwright@
dewberrry.com). There also are many other state licenses and
certifications that could be offered by SAME working through
state agencies and local unions.
• Host Transition Workshops for Military Personnel. SAME HQ
hosts an annual Transition Workshop and Job Fair; however it is
not accessible to many who are located at installations across the
country and overseas. For many in the military, they have never
had to prepare a resume or interview for a job. SAME can help.
We recommend that Posts annually host a workshop to discuss
with military personnel tips for job interviews, assist them in
preparing resumes, and link them up with local companies
who may be hiring.
The Military Engineer • No. 685
• Highlight Success Stories on SAME Website. Just
as they did for our Wounded Warrior initiative,
Posts have some amazing stories that can be
told about how they are assisting our veterans
transitioning from the military. Please send these
stories to SAME HQ at [email protected].
SCIENCE, TECHNOLOGY, ENGINEERING AND
MATHEMATICS (STEM)
At the Post level, there have been very successful
K-12 and college outreach programs. This new
focus on STEM will recognize programs currently
implemented by SAME Posts while providing
opportunities to expand into new areas.
To better identify future efforts, we want to learn more about
outreach activities in which our Posts are already engaged. We have
asked Posts and Field Chapters to complete a brief survey regarding
K-12 and STEM-related activities. We will use the information to
help guide our future direction on STEM programs. The results
of the survey will be evaluated by a STEM Task Force, chaired by
Sharon Krock of Schnabel Engineering, and reported to the Board
of Direction in November 2013.
One program where we already have had particular success
is our Engineering & Construction Camps. Members should be
proud of the SAME/U.S. Air Force Academy Engineering and
Construction Camp, which this summer hosted 96 high school
students. Kudos to Scott Prosuch, Kurt Ubbelohde and their team
of SAME and Air Force Academy volunteers. Many thanks as well
to Henry Delaney and the Vicksburg Post for the SAME/U.S. Army
Camp, which hosted 38 students. SAME Executive Director Bob
Wolff is working with the Navy and Marine Corps to establish a
path forward for the Seabee and Marine Corps camps, which were
canceled this year due to sequestration.
ENERGY AND SUSTAINABILITY
We have appointed retired Navy Capt. Mike Blount of Balfour
Beatty to Chair the Energy & Sustainability Committee. I want to
thank SAME President-Elect John Mogge who served as committee
chair this past year. He can be proud of getting the new committee
off to a strong start with many successful initiatives including a
track at the Executive Forum, a seminar on Climate Change and
two webinars. With a continued emphasis on energy and energy
security, and President Obama’s recently released Climate Action
Plan, there is significant momentum in this arena—and we have
a great team pursuing ways for our membership to get involved.
SAME is in great shape. The tenacity with which we are together
working through the current challenges is a clear testament to the
strength of our society. Please stay engaged, be an active participant, and help ensure we remain relevant and attuned to the needs
of our military engineer enterprise!
Rear Adm. Gary A. Engle, P.E., DBIA, F.SAME, USN (Ret.)
SAME President 2013-2014
1
FEATURED IN THIS ISSUE:
52
U.S. Army photo by John Prettyman
MAIN THEME:
ASSET MANAGEMENT
Management of military installations and the nation’s infrastructure may happen behind
the scenes, but is often just as critical to ensure mission readiness. This issue of TME looks
at how government and industry are making optimum use of limited resources overseeing
everything from bridges and dams to base support facilities and training ranges.
ON THE COVER:
52
Affordable Readiness: Finding the
Value of Assets
55
Managing True Infrastructure Costs
57
Helping Defense Communities Save
Money
59
The Flexible Firing Range
61
Pursuing Excellence Through
Information
63
Demanding Standards—Training
and Qualifications for Federal
Facility Managers
65
The Future of Asset Management
SPECIAL REPORT:
INFRASTRUCTURE
RESILIENCE AND CYBER
SECURITY
67
Cyber Security for National Defense
69
Building Cyber Resilience Through
Education
71
Cybersecuring Industrial Control
Systems
73
New Zealand Defence Force:
Earthquake Response and Lessons
Learned
U.S. Air Force photo by Staff Sgt. Brigitte N. Brantley
Members of the U.S. Air Force’s 8th Civil Engineer
Squadron HVAC Shop position a new A/C unit
at Kunsan AB, Korea. The team is responsible for
maintaining heating and cooling units at nearly
300 facilities at Kunsan AB.
2013 SAME Engineering & Construction Camps
SAME/U.S. ARMY ENGINEERING & CONSTRUCTION CAMP
For information on the SAME Engineering & Construction Camps, go to www.same.org/camps.
SAME/U.S. AIR FORCE ACADEMY ENGINEERING & CONSTRUCTION CAMP
The SAME/U.S. Army Engineering &
Construction Camp was held June 16–22,
2013, in Vicksburg, Miss. Coordinated by
volunteers from the Vicksburg Post and engineers from engineering organizations in the
lower Mississippi Valley, the camp included
10 girls and 28 boys, all rising juniors or
seniors from high schools across the country,
even as far away as Hawaii! Their home
base for the week was the Mississippi Army
National Guard’s 168th Engineer Group
Readiness Center.
The camp is designed to give these budding engineers hands-on experience in
Vicksburg’s diverse engineering community.
Campers are exposed to activities that provide insight into careers in engineering and
construction—plus special bonuses like a
UH-60 Blackhawk helicopter visit and a ride
aboard the MV Benyaurd. This year’s curriculum included surveying, civil engineering,
environmental engineering, electrical engineering, mechanical engineering, industrial
engineering, geotechnical engineering, river
engineering, military engineering, CADD,
GIS, and information technology.
AND I QUOTE ...
The SAME/U.S. Air Force Academy
Engineering & Construction Camp was held
June 27–July 3, 2013, in Colorado Springs,
Colo., at the Academy’s Field Engineering
and Readiness Laboratory. An astounding 96 high school students from across
the country attended. They were led by 16
mentors from differing civilian and military
engineering backgrounds, and under the
direction of eight cadets from the Academy.
The camp utilizes the motto, “Build then
Design.” It is a hands-on approach for
teaching problem-solving with minimal class
time. The camp is structured using a little bit
of healthy competition, with eight groups of
12 campers and each group called a Flight
(such as Alpha, Bravo, Charlie). Overcoming challenges and developing problemsolving skills gives the students a real-world
glimpse at how engineers work every day.
The camp inspires a better understanding
of the many careers possible in engineering
and the benefits of realizing these opportunities through a military-sponsored education
at a service academy or through ROTC.
(Contributed by Spc. Alex Kirchhoff, ARNG,
M.SAME and Jessica Graul, P.E., M.SAME)
(Contributed by Michael A. Turner, P.E., M.SAME)
“The Army is working to improve our energy security
posture on fixed installations and in our operations. The
ability to produce, store, dispense and manage our own
energy, with reduced reliance on outside sources, will
greatly enhance mission effectiveness. ”
MAJ. GEN. AL AYCOCK, USA
Director of Operations, Office of the Assistant Chief of
Staff for Installation Management
Leader Profile, page
49
78
The Military Engineer • September-October • 2013
79
Highlights from the
2013 SAME Engineering
& Construction Camps
pages 78-79
3
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4
The 1140th Engineer Battalion, Missouri Army National Guard, works with residents in Dutchtown, Mo.,
to build a sandbag wall as flood waters approach, April 2013. U.S. ARMY NATIONAL GUARD PHOTO BY MICHELLE QUEISER
76
ENGINEERS IN ACTION:
READINESS & RESPONSE
Whether fighting fires, reducing flood risk, or helping with disaster recovery, U.S. service
members are ready to respond.
EXCLUSIVELY AT TME ONLINE
DEPARTMENTS
September 16, go inside the engineering program that fortified New
Orleans after Hurricane Katrina and learn how its lessons can be leveraged
by government and industry now—By Maj. Gen. Merdith W.B. “Bo” Temple,
P.E., F.SAME, F.ASCE, USA (Ret.), and Wendi Goldsmith, CPG, CPSSc, M.SAME
September 30, see how a new fitness center at Naval Station Mayport
will keep sailors in shape, and budgets in check—By Erich Reichle, Jose
Murguido, AIA, M.SAME, and Todd Dunavant, AIA, LEED AP BD+C, M.SAME
October 14, examine the first 10 years of federal asset managment—
By Col. Michael W. Hutchison, F.SAME, USAF (Ret.), and Richard H. Speir, P.E.
1 President’s Message
6 Government & Industry News
22 Military News
34 Energy & Sustainability News
42 Technology News
49 Leader Profile
76 Engineers in Action
80 Executive Director’s Message
81 Society News
84 Small Business News
90 Historical Perspective
TME STAFF
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Editor | Stephen R. Karl
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Web Manager | James Lee
Publisher | Dr. Robert D. Wolff, P.E., F.SAME
CONTRIBUTING EDITORS
Wendi Goldsmith, CPG, CPSSc, M.SAME
[email protected]
Lewis E. “Ed” Link, Ph.D.
[email protected]
Capt. Timothy D. Scheffler, P.E., CEM, M.SAME, USAF
[email protected]
TME—The Military Engineer (ISSN 00263982) is published bi-monthly by the Society
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Compiled by Stephen R. Karl, SAME HQ
PRESIDENT PUSHES TO REBUILD
AMERICA’S INFRASTRUCTURE
President Obama has expressed renewed
motivation in creating funding opportunities through a tax reform plan that would
be used in part to rebuild America’s infrastructure, which he has characterized as
“aging” and “badly in need of repair.”
In the president’s State of the Union
Address in February, he introduced a
three-part plan to rebuild the nation’s
infrastructure through investing in a
“fix-it-first” policy; attracting private
investment through a “Rebuild America
Partnership;” and cutting red tape. For
instance, the proposal would invest $50
billion in transportation infrastructure,
with $40 billion targeted to the most
urgent upgrades and focused on highways,
bridges, transit systems and airports most
in need of repair. The plan would seek more
partnering between federal, state and local
governments with businesses and private
capital. Additionally, it would cut timelines
in half for infrastructure projects while
creating incentives for better outcomes for
communities and the environment through
an overhaul of permitting and review regulations, procedures and policies.
The American Society of Civil Engineers
(ASCE) 2013 Report Card for America’s
Infrastructure, released in March, graded
the nation’s infrastructure a D+, estimating
that more than $3.6 trillion is needed by
2020 to get it to an acceptable level. While
the D+ was a modest improvement over the
D that ASCE gave America’s infrastructure
in 2009, clearly more investment is needed.
Said ASCE President Gregory E.
DiLoreto, P.E., P.L.S, D.WRE, following a
speech the president gave in late July in
Chattanooga, Tenn., where he re-emphasized his economic and infrastructure plan:
“As stewards of our nation’s infrastructure,
the American Society of Civil Engineers
applauds President Obama’s proposal to
direct money from a corporate tax overhaul to help fund America’s infrastructure
projects, with an emphasis on reducing the
backlog of deferred maintenance on highways, bridges, transit systems and airports
nationwide. Infrastructure is the foundation of our communities, and without it,
our businesses, schools and our everyday
lives suffer.”
6
President Obama is looking to stimulate momentum for tax reform that would generate funds to
be used in part to rebuild America’s infrastructure. Above, Ohio River channel maintenance being
performed in late July at McAlpine Locks, Louisville, Ky. PHOTO COURTESY USACE LOUISVILLE DISTRICT
SUPPORTING PROCUREMENT LAW
Frank Kendall, Undersecretary of
Defense for Acquisition, Technology
and Logistics, told Congress in July that
the Defense Production Act is an urgent
operational requirement needed as much
today as it was 60 years ago. He said the
Pentagon fully supports reauthorization
of the law that grants the president the
power to ensure timely procurement of
essential services and materials during war
or national emergencies and to guarantee
that the nation’s industrial base remains a
reliable supplier.
In recent years, government agencies have used the authority to speed the
delivery of equipment needed to restore
rail service after Hurricane Katrina in
2005, and to provide services in the wake
of Hurricane Sandy in October of last year.
Most recently, Kendall said it has enabled
the rapid fielding of items such as systems
to counter improvised explosive devices;
mine-resistant, ambush-protected vehicles;
and intelligence surveillance and reconnaissance platforms.
While not always invoked, DPA authority
is part of all Department of Defense (DOD)
contracts and requires periodic reauthorization by Congress. Parts of the act are
set to expire, and the hearing was called
to hear testimony from DOD and other
agencies on its reauthorization, which is
considered routine.
Kendall said the law remains vital to
national defense by ensuring the private
sector continues to produce goods and
services the government may need during
emergencies, but that may no longer be in
demand on the commercial market.
He also said he is concerned about the
level of cyber attacks affecting defense
suppliers and that he is considering changes
in contracting procedures to mitigate the
risk of corporate espionage. “I’m talking
particularly about design information
which might not be classified, but if you
acquired that information, it certainly
shortens your lead time to build things,
and it reduces your costs,” Kendall said.
“That’s an advantage we don’t want to give
our potential adversaries.”
(Contributed by Nick Simeone, American
Forces Press Service)
HELPING MANAGE HISTORIC CHANGE
Secretary of Defense Chuck Hagel in an
address at the Veterans of Foreign Wars
national convention in July called on the
nation’s 22 million veterans to become
partners in helping DOD work through
historic transition and change.
Every major conflict in U.S. history has
been followed by a period of “realignment
FedeRal
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0
years
and redefinition,” with “enormous ramifications and consequences for our entire
defense enterprise,” the secretary said.
As DOD undergoes the latest realign10
ments and reshapes the military for the
future, Secretary Hagel called on veterans
“who helped build our military into the
15 strongest, most capable and most respected
on Earth” to help ensure it remains that way.
“All of us at the Pentagon, and across
this administration, value your perspec20 tive and devotion to our military men and
women,” Secretary Hagel told attendees.
“We will need your help and partnership
as we manage through a period of historic
transition and change.”
He pointed out that veterans of past wars
depended on their elected representatives
to ask the right questions and establish the
proper policies before sending them into
conflict. “You all have fought and put your
lives on the line for this country. You did
so with the expectation that you would be
given the equipment, training and support
you needed to succeed.”
(Contributed by Donna Miles, American
Forces Press Service)
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BUILDING GREEN AROUND THE
WORLD
The World Green Building Council
(WorldGBC) and International Finance
Corp. (IFC), a member of the World Bank
Group, have announced they will collaborate to rapidly scale up the construction of
green buildings in emerging markets. The
new partnership demonstrates a shared
commitment to playing a leadership role
in transforming the built environment and
mitigating climate change.
WorldGBC has agreed to connect its
network of national green building councils
to IFC’s investment and advisory program.
WorldGBC’s local affiliate councils will
certify green buildings through IFC’s
EDGE, a new web application that reveals
solutions at the early design stage to reduce
energy, water and material consumption
by 20 percent.
The partnership will focus on rapidly
urbanizing countries with surging population growth that need to build sustainably
to avoid emissions growth, bolster energy
security and minimize resource depletion.
The built environment is expected to double
8/1/12 3:22 PM
by 2050; China alone has the potential to
add 53-billion-M2 of building space, which
is equivalent to the building stock of Latin
America today.
To date IFC has invested more than $570
million in resource-efficient buildings,
including directly and through financial
intermediaries. IFC also has worked with
the governments of Colombia, Indonesia,
the Philippines and Vietnam to help
develop their regulatory environments.
For more information, visit www.ifc.org/
greenbuildings.
(Contributed by Joseph Crea, USGBC)
AIR FORCE PURSUES RENEWABLE
ENERGY PROJECTS
The “Top 50” list of Green Power Partners
released this spring ranked the Air Force
number one in DOD and number two in
the federal government for its purchase
and on-site production of green power. In
2012, the Air Force used 283-million-kWh
of renewable energy.
Since becoming a Green Power Partner
in 2003, the Air Force has appeared near the
top of the list alongside Fortune 500 companies. The Air Force ranks 19th nationwide
and is one of just four federal agencies
in the top 50: the Department of Energy
ranks sixth, the Environmental Protection
Agency ranks 22nd, and the Department
of Veterans Affairs ranks 26th.
More than 6 percent of all facility electricity used by the Air Force came from
green power sources in 2012. The Energy
Policy Act of 2005 requires that number to
increase to 7.5 percent this year. U.S. statute also requires DOD to increase on-base
renewable energy production to 25 percent
by 2025.
“We’re working to meet the mandates,”
said Ken Gray, Acting Energy Director at
the Air Force Civil Engineering Center
(AFCEC), Tyndall AFB, Fla. “We get a twoto-one return on what we invest in energy.”
That means for every dollar the Air
Force spends on an energy-focused reduction effort, it gets $2 back to invest in the
mission. This makes overcoming energy
challenges worth the effort, Gray said.
The Air Force more than doubled its
number of renewable energy projects in
the past two years. There are 256 projects in operation or under construction
CH2M HILL’s success is based solely on our people. Every one of our 28,000 employees is empowered to deliver quality
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CH2M HILL believes our people are key to the success of every project, which is why we
partner with our clients from project inception to completion. As your project partners and
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The Air Force ranks number one in DOD for purchase and production of renewable energy. Above, four
225-kW wind turbines help produce power for Ascension Auxiliary Airfield, a small base in the middle of
the south Atlantic belonging to Air Force Space Command’s 45th Space Wing. U.S. AIR FORCE PHOTO
on 89 installations, which include solar
photovoltaic, solar thermal, geothermal
in the form of ground source heat pumps,
wind, daylighting and landfill gas. It also is
exploring the use of waste-to-energy and
geothermal electricity production.
According to the Air Force Renewable
Energy Game Plan, the Air Force will use
enhanced use leases and power purchase
agreements to add 488-MW of capacity
by FY2018. There are seven projects in
construction including photovoltaic arrays
in Arizona, California, Florida and New
York; a landfill gas project in Alaska; and
wind projects in Massachusetts and Ohio.
It can take up to two years or more
to develop, gain approval and construct
a renewable energy project. AFCEC is
working with the senior Air Force and
DOD leaders to streamline the process.
Unforeseeable factors also affect renewable
energy development. For example, a solar
project that will provide half of the energy
needed to power Luke AFB, Ariz., was put
on hold in 2012 when crews unearthed
artifacts dating back as far as 3,000 B.C.
At Cape Cod AFS, Mass., a wind project is
moving forward watchfully as endangered
eastern box turtles nest in the area. The site
has to be swept by qualified turtle biologists,
posing some slow-down, but engineers
predict the project will remain on schedule.
(Contributed by Jennifer Elmore, AFCEC
Public Affairs)
Infrastructure - Defense - Security - Energy - Intelligence - Environment
www.parsons.com
10
Fort Ord
U.S. Army Base
Former Fort Ord
Monterey County, California
Present Day
From firing range to home-on-the-range.
Making former artillery training ranges ready for civilian use.
A privatized 3,300 acre munitions remediation program
is completing habitat restoration and making residential/
commercial uses a reality. Remedial field actions have removed
over 5,000 munitions and explosives of concern (MEC),
57,000 pounds of munitions debris and 118,000 pounds of
other debris. Habitat restoration required seed and cutting
collection for propagation, planting over 40,000 native and
sensitive species plants and monitoring regrowth.
Ultimately, the accelerated site closure will allow the property
to be returned to public use, contributing to regional
economic recovery.
Together we can do a world of good.
Imagine the result
Working under a fixed-price contract,
ARCADIS is the prime contractor for the Fort
Ord Reuse Authority Remediation Program,
addressing residual MEC to achieve
CERCLA-compliant regulatory site closure.
www.arcadis-us.com
Contact us at [email protected]
GOVERNMENT & INDUSTRY NEWS
ENSURING A CYBER DEFENSE
The United States must have a transparent
debate on how it will protect itself in cyberspace, the director of the National Security
Agency said this summer. “It is a debate that
is going to have all the key elements of the
executive branch—that’s DHS, FBI, DOD,
Cyber Command, NSA and other partners—with our allies and with industry,”
Gen. Keith B. Alexander, USA, told an audience at the Armed Forces Communications
and Electronics Association International
Cyber Symposium in Baltimore.
Everyone involved must figure out how
to work together as the cyber threat grows,
said Gen. Alexander, who also commands
U.S. Cyber Command.
In August 2012, the Saudi Aramco oil
company was hit with a destructive attack
that destroyed the data on more than 30,000
systems, he said. Last September, distributed denial of service attacks began on the
U.S. financial sector, and a few hundred
disruptive attacks have occurred since. In
March, destructive cyber attacks took place
against South Korea, the general said.
In recent years, there has been a convergence of analog and digital data streams.
Now, everything is on one network—information sent by terrorists, soldiers and
school teachers travels through the same
digital pipelines. While the general said the
cyber world is experiencing an exponential
rate of change, and much of that is positive, it also has vulnerabilities. “We’re being
attacked,” Gen. Alexander said. “And we’ve
got to figure out how to fix that.”
The key to the nation’s future in cyber is
a defensible architecture, he said, embodied for DOD by the Joint Information
Environment. In that environment, mobile
devices will securely connect with fixed
infrastructure across the services in a way
that allows the department to audit and take
care of its data much better than it could
do in the legacy systems.
The need to create one joint integrated
cyber force is “a great reason for having
NSA and Cyber Command collocated,”
Gen. Alexander said.
“We can leverage the exceptional talent
that the people at NSA have to help build
that force,” he added, “and that’s superb.”
(Contributed by Claudette Roulo, American Forces Press Service)
12
SAME MEMBER NEWS
Midshipman Robert T. Andon, U.S.
Naval Academy, and Ahmad H. Omar,
University of South Alabama, were named
Tau Beta Pi Scholars for 2013–2014.
Cdr. John F. Barresi, P.E., USCG, has
assumed command of Coast Guard Civil
Engineering Unit Juneau.
Mike Braden, P.E.,
PMP, CCE, has been
named Olmsted Division
Chief, USACE Louisville
District.
Brig. Gen. Margaret
BRADEN
Burcham,
USA,
Commander, USACE
Great Lakes & Ohio
River Division, is the
first female general
officer appointed to
BURCHAM
the Mississippi River
Commission.
Capt. Louis V. Cariello, P.E., CEC, USN,
who has been selected for the rank of rear
admiral (lower half), will be assigned as
Deputy Commander, Navy Expeditionary
Combat Command/Deputy Commander,
Navy Expeditionary Combat Command
Pacific, Norfolk, Va.
Cdr. Peter R. Carroll, USCG, has
assumed command of Coast Guard Civil
Engineering Unit Cleveland.
David F. Dale, P.E.,
PMP, has been selected
to the Senior Executive
Service and assigned
as Programs Director,
USACE Great Lakes &
DALE
Ohio River Division.
Dawn Dearborn, President, Tantara
Corp., was recognized by the U.S. Small
Business Administration as the 2013 Prime
Contractor of the Year for Region 1.
Derik Frederiksen, President, Sealaska
Environmental Services LLC, was
recognized by the U.S. Small Business
Administration as the 2013 Subcontractor
of the Year for Region 10.
Lt. Gen. William
Grisoli, P.E., USA, has
been selected for reappointment to lieutenant
general and for assignment as Director of the
GRISOLI
Army Staff, Washington, D.C.
Vincent E. Grewatz, SES, has been
named Regional Business Director, USACE
North Atlantic Division.
Ti m
Gro over,
President & COO,
Wiley|Wilson, was
inducted into the
Department of Civil
and Environmental
GROOVER
Engineering’s Academy
of Distinguished Alumni at Virginia Tech.
Lt. Col. John L. Hudson, USA, has been
named Commander, USACE Nashville
District.
Col. (P) John S. Kem,
P.E., USA, who has been
nominated for appointment to brigadier
general, has assumed
command of USACE
KEM
Northwestern Division.
Capt. Michelle C. La
Duca, P.E., CEC, USN,
has assumed command
of NAVFAC Far East.
Virginia McAllister,
LA DUCA
Iron Horse Architects
Inc., was recognized by
the U.S. Small Business Administration as
the 2013 Small Business Person of the Year
for Colorado.
Cdr. Gordon E. Meek III, P.E., CEC,
USN, has assumed command of Naval
Mobile Construction Battalion 3.
Mark
Ne l s o n
has been named
Director of Parking &
Transportation, City of
Portsmouth, N.H.
Craig O’Rourke has
NELSON
been named President
of Ahtna Government
Services Corp. and
Ahtna Design-Build Inc.
Col. Richard Pannell,
USA, has been named
O’ROURKE
Commander, USACE
Galveston District.
Col. Courtney Paul, USA, has been
named Commander,
USACE Little Rock
District.
Tom Randolph joined
Tepa LLC as Business
Development Manager.
RANDOLPH
Delivering Complex
Design-Build & Construction
Projects around the World
Washington Monument Earthquake Repairs
Location:
Washington, D.C.
Client:
National Park Service
Contract:
Department of the Interior MATOC
Scope:
• Exterior & Interior Stone Repairs
• Replacement of Lightning Protection System
Rapid Mobilization  Design Solutions
Quality Construction
Monument shines with
decorative lighting and
scrim during repairs.
Photo courtesy of
Ian Livingston
Matthew Rathsack,
P.E., LEED AP BD+C,
Vice President of Federal
Programs, Tetra Tech,
has been promoted to
colonel in the Michigan
Air National Guard.
Joe Sciabica, SES,
Executive Director,
AFCEC,
received
the 2012 Presidential
Distinguished Rank
Award for his previous work as Executive
Director of the Air Force
Research Laboratory,
Wright-Patterson AFB.
Mohan Singh, P.E.,
has joined AECOM as
VP of Federal Programs.
Kathy Sitchin and
Emily Y. Spahn, P.E.,
have joined Confluence
Environmental Co. as
RATHSACK
SCIABICA
SINGH
Marketing Coordinator
and Project Hydrologist,
respectively.
Gregs
G.
Thomopulos, P.E.,
Chairman of Stanley
Consultants, has been
elected Chairman of the
American Council of
Engineering Companies.
Col. Thomas J.
Tickner, USA, has been
named Commander,
USACE
Savannah
District.
Anwar Zahid, Ph.D.,
P.E., was promoted to
Associate Vice President
at ARCADIS.
SPAHN
THOMOPULOS
TICKNER
ACQUISITIONS & EXPANSIONS
SITCHIN
KEMRON Environmental Services
Inc. has acquired UXB International Inc.’s
munitions response business.
THOMOPULOS
Michael Baker Corp. has entered into
an agreement to be acquired by Integrated
Mission Solutions LLC, an affiliate of DC
Capital Partners LLC. The deal is expected
to close by early fourth quarter 2013. IMS
will retain the Baker name and maintain
the firm’s presence in the Pittsburgh area.
Terracon Consultants Inc. has acquired
Dunkelberger Engineering and Testing Inc.,
based in West Palm Beach, Fla.
RECOGNITIONS & HONORS
C.W. Driver has been recognized as a
recipient of the 2013 Secretary of Defense
Employer Support Freedom Award.
McCarthy Building Cos. Inc. completed
construction of the $14.3 million Maximum
Building Energy Efficiency Research
Laboratory at Oak Ridge National
Laboratory, Tenn., which has been certified LEED Gold.
TASC has been awarded the Champion of
Veteran Enterprise Award by the National
Veteran Small Business Coalition for
Planning
Design
Construction management
Asset management
Program management
Environmental sciences
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transportation, facilities, environment, energy and water, AECOM is collaborating
with the U.S. military around the world. AECOM delivers technical expertise and
management support in design and planning, civil works, environmental remediation,
program and construction management, and logistics and base operations.
With over 100 years of experience serving the U.S. military, AECOM brings
in-depth knowledge to managing large-scale programs, overseeing operations, and
providing logistics support. Our complete portfolio of services, combined with a
connected global presence that spans every continent, enables AECOM to deliver
visionary turnkey solutions to the challenges facing our clients.
AECOM’s network of approximately 45,000 employees is united by a shared
commitment to creating, enhancing and sustaining the world’s built, natural and
social environments. Our work on some of the largest infrastructure projects on
the planet has helped AECOM become the #1 ranked design firm — in the U.S. and
globally — by ENR.
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The Maximum Building Energy Efficiency
Research Laboratory at Oak Ridge National
Laboratory, Tenn., has been certified LEED Gold.
PHOTO BY SAM FENTRESS
exceeding 2012 federally mandated goals
for subcontracting with veteran-owned
small businesses and service-disabled,
veteran-owned small businesses.
Tepa EC LLC won a 2013 Design-Build
Institute of America Merit Award for the
Brigade Complex Company Operations
Facility at Fort Carson, Colo.
Timmons Group, Hensel Phelps and
TLC Engineering for Architecture were
part of the design-build team that delivered
16
The new Federal Correctional Institution at the
United States Penitentiary, Hazelton, W.V., is the
first LEED Gold facility for the Federal Bureau of
Prisons. PHOTO BY MOSELEY ARCHITECTS
the first LEED Gold facility for the Federal
Bureau of Prisons: the Federal Correctional
Institution at the United States Penitentiary,
Hazelton, W.V.
CONTRACTS & AWARDS
Arcadis U.S. Inc. is being awarded an
$8.5 million firm-fixed-price task order
by NAVFAC Southwest under a previously
awarded environmental multiple-award
contract for loading, transportation and
removal of waste material at Hunters Point
Naval Shipyard, Calif.
BB&E Consulting Engineers and
Professionals LLC was awarded a maximum $950 million five-year, indefinitedelivery/indefinite-quantity (IDIQ)
contract with provision to issue firm-fixedprice and cost-plus-fixed-fee task orders for
advisory and assistance services in support
of installation, major command and other
Air Force Civil Engineer Center customers.
Booz Allen Hamilton, L-3
Communications and SAIC each are
being awarded modifications to previously
awarded IDIQ contracts to exercise options
for business financial management, and
program and business analysis services in
support of the Naval Air Warfare Center
Aircraft Division.
CB&I was awarded a single-award IDIQ
contract valued at $160 million from the
Environmental Protection Agency for
remediation services in response to task
orders within EPA Region 9.
SERVING THOSE
WHO SERVE US.
Name the branch of government—or branch of military—and you’ll find EMCOR Government
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fire protection and transportation operations to HVAC maintenance, utility plant operations, energy
services, and “green initiatives.” EMCOR ensures that these systems and others operate faithfully at
peak efficiency. For installations from the Washington Navy Yard to Wright-Patterson AFB in Dayton,
OH, EMCOR provides best value through the efficient delivery of essential operations support. No
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Clark Construction Group and
McCarthy Building Cos. joint venture was
awarded a $648 million contract by USACE
Fort Worth District to build the Fort Bliss
Replacement Hospital, El Paso, Texas.
Deloitte Consulting LLP is being
awarded a $6.6 million cost-plus-fixed-fee
contract to provide support to the Clinical
Informatics Review Division of the DOD/
VA Interagency Program Office.
Eaton has received multiple service
contracts with an estimated value of $3.2
million to evaluate and modernize lighting
systems at the Pentagon, Washington, D.C.
EMCOR Government Services was
awarded a contract to operate and maintain
the new U.S. Coast Guard Headquarters
and support facilities in Washington, D.C.
The 13th Combat Aviation Brigade Barracks at
Fort Carson, Colo., is scheduled to be completed
in January 2015. IMAGE COURTESY MORTENSON/HDR
Fort Bliss Replacement Hospital is expected to be
completed in 2016. IMAGE COURTESY HDR
Geo Marine Inc.-AECOM joint venture
is one of three firms awarded an IDIQ
contract, each worth up to $75 million,
by NAVFAC Atlantic to perform tasks to
accomplish natural resource services and
compliance and related environmental
planning services.
Haskell has been awarded two U.S. Coast
Guard design-build contracts totaling $12.5
million—one for a new diameter fendering system to accommodate the National
Security Cutter hull configuration as well as
concrete spall repair of a World War II-era
pier at USCG Sector Charleston, S.C.; and
another for a C4ISR Building Addition at
USCG Training Center Petaluma, Calif.
Homeland Contracting Corp. has been
awarded a $14.3 million firm-fixed-price
contract by NAVFAC Mid-Atlantic to
build a medical clinic replacement facility
at Marine Corps Base, Camp Lejeune, N.C.
Jacobs Engineering Group and joint
venture partner Architects Hawaii Ltd.
have been awarded a $10 million IDIQ
contract for architect-engineer services at
U.S. Navy, Marine Corps and other government facilities in the Pacific.
FPM Remediations Inc. was awarded
a MEGA, small business set-aside IDIQ
multiple award task order contract with
a shared capacity of $60 million for
Environmental Remediation Services in
support of USACE Northwestern Division
and EPA Region 2.
18
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Hill International has received a maximum value $100 million
IDIQ contract with a one-year term and four one-year options
from the Department of State to provide program management,
engineering support and quality control services worldwide.
L-3 Communications is being awarded an $8 million IDIQ,
cost-plus-fixed-fee, with provisions for firm-fixed-price orders,
performance based contract for engineering and technical services
to support its proprietary systems and integrated peripheral
communications equipment for the U.S. Coast Guard.
Manson Construction Co. was awarded a firm-fixed-price
contract by USACE Philadelphia District with a maximum value
of $6.6 million for flood control and emergency repair services
along the Delaware coast.
McMillen LLC has been awarded a firm-fixed-price, optionincluded contract by USACE San Francisco District with a value
of $10 million for the maintenance and development of ponds in
Napa, Calif., with the goal of creating habitat for marsh species.
Megen Construction Co. Inc. was awarded a firm-fixed-price,
multi-year contract by USACE Seattle District with a maximum
value of $14.8 million for construction of a Brigade Combat Team
Complex at Joint Base Lewis-McChord, Wash.
Mortenson Construction and HDR Architecture have been
selected for a $94.9 million design-build contract for the 13th
Combat Aviation Brigade Barracks at Fort Carson, Colo.
MTNT Energy Inc. was awarded a firm-fixed-price contract
THE OFFICIAL BLOG OF THE SOCIETY OF AMERICAN MILITARY ENGINEERS
Bookmark the SAME blog
for news of interest, highlights of SAME events—as
they happen—and links to
your favorite social media.
Check us out and post your comments.
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by USACE Philadelphia District with a maximum value of $9.5
million for the installation, maintenance and renovation of new
and existing electrical and communication equipment in support
of U.S. Forces in Afghanistan.
Oneida Total Integrated Enterprises, Ahtna Engineering
Services LLC and North Wind Services LLC were among five firms
awarded a firm-fixed-price, multiple-award, task-order contract
with a maximum value of $25 million by USACE Albuquerque
District for environmental remediation services.
Parsons Brinckerhoff has been awarded a contract by the
National Cooperative Highway Research Program to research and
develop a guidebook for selecting and implementing sustainable
highway construction practices.
Parsons-Versar joint venture was awarded a firm-fixed-price,
foreign-military-sales contract by USACE Middle East District
with a maximum value of $90 million for construction services
in support of the U.S. Central Command area of responsibility.
SAIC has been awarded a maximum $74.2 million modification
from Defense Logistics Agency Troop Support exercising the eighth
option year on a contract for maintenance, repair and operations
supplies for Hawaii and Guam region.
Structural Associates Inc. was awarded a firm-fixed-price
contract with a maximum value of $24.4 million to replace the
fuel hydrant systems at Westover AFB, Mass.
TASC has been awarded a $37.9 million task order by Naval
Sea Systems Command, Surface Warfare Center, Port Hueneme
Division, to provide engineering and technical support for its
rotating surveillance radar system.
The Korte Company, with joint venture partner, MACNAK
Construction, was awarded design and construction of a $10.7
million dental clinic project at Fort Leonard Wood, Mo.
The joint venture partners also were awarded a firm-fixed-price
contract with a maximum value of $16.6 million for construction
of an Army Reserve Center in Sloan, Nev.
The Louis Berger Group Inc. has been awarded a contract
valued at $8 million over a base period of three years and two
option years by the U.S. Agency for International Development
for logistical and security support, information management and
monitoring support in Mindanao, Philippines.
The Ross Group Construction Corp. was awarded a firmfixed-price, option-filled contract by USACE Little Rock District
with a maximum value of $20.8 million to construct a C-130J Fuel
Maintenance Hangar at Little Rock AFB, Ark.
Tunista Construction LLC was awarded a firm-fixed-price
contract by USACE Seattle District with a maximum value of $9.4
million for a new Battalion Complex at Joint Base Lewis-McChord.
URS Corp. has been awarded a multiple-award IDIQ contract by
NAVFAC Atlantic for contingency construction projects globally.
Weeks Marine Inc. was awarded a firm-fixed-price contract with
a maximum value of $10 million by USACE New York District
for dredging services at East Rockaway to Rockaway Inlet and
Jamaica Bay, N.Y.
Submit Government & Industry News items, with high-resolution
(300-dpi) electronic images, to [email protected].
20
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Compiled by Capt. Timothy D. Scheffler, P.E., CEM, M.SAME, USAF
GETTIN’ IT DONE!
One of the aspects I love about military
engineers is that we get it done. We’re
undeterred by environmental conditions
(most often heat), enemy fire, or language
and cultural barriers—after all, math and
physics are common across all languages.
Whether “Can Do,” “Lead the Way,” or
“Let us Try,” military engineers approach
problems with a willingness to be flexible, an uncanny ability to adapt, and
an attitude that nothing is completely
impossible, whether extending an active
runway to enhance mission capabilities or
facilitating the consolidation of operations
to realize efficiencies.
Military engineers look for opportunities to learn and grow through exercises
that meet community needs and enhance
readiness, then turn around to share that
knowledge and experience with partners
and coalition members in the fight to
enable them to go out and get it done.
Engineering operations lay foundations
for mission success. They provide critical
infrastructure, enabling communication
and supply, or they support the mission
directly like repairing an airfield. They
also provide opportunities to open doors
and create bonds with other nations.
Sometimes, seemingly insurmountable
challenges become less intimidating with
a new perspective. Military engineers see
the value in looking at challenges in new
lights, meeting them head on, and reaping
the benefits through blood, sweat and
cheers.—T.S.
Seabees with NMCB 15 pour concrete as they complete a runway expansion project in Afghanistan in
support of Operation Enduring Freedom. U.S. NAVY PHOTO BY PETTY OFFICER 1ST CLASS DANIEL GARAS
to operate on the runway,” said Steelworker
2nd Class Keith Manning, USN. “ISAF is
providing security for us while we build.”
Even though force protection of the
crews was enhanced by adding sand-filled
HESCO barriers and guard towers, the
work was fraught with challenges. RC East
is one of the most dangerous provinces in
the Afghan theater of operations. In addition to the enemy factor, the challenges of
the build were compounded by environmental hazards. The site sits nearly 7,300-ft
above sea level where breathing and labor
is made difficult.
The altitude and thin air necessitates the
need for the heavier helicopters that the
Polish military operates to roll along the
runway before taking off, which underSEABEES PAVE WAY FOR AIR POWER
scores the battlation’s final and greatest
IN AFGHANISTAN
challenge: NMCB 15 is expanding on an
Seabees assigned to Naval Mobile active runway.
Construction Battalion (NMCB) 15 are
“Sometimes when we would lay down
completing one of the largest construction our matting a helicopter would fly over
projects in the Afghan theater of operations. and blow it away, so that’s a challenge,” said
Their mission: to place more than 2,000-yd³ Builder 2nd Class Jarrod Powell, USN. He
of concrete to extend an existing runway also said debris is often kicked up by the
critical to Regional Command (RC) East. rotor wash and lands in the concrete as it
This project provides a significant is setting, making it necessary to clean it.
improvement to ISAF’s ability to protect
Despite all of the challenges they faced
friendly forces operating in the area. “We in the two months since work began, the
are expanding the runway 900-ft on one Seabees are already ahead of schedule.
side and 600-ft on the other in order to (Contributed by Petty Officer 1st Class
enhance the variety of aircraft that’s allowed Daniel Garas, NMCB 15)
22
Staff Sgt. Trevor Loken, USAF, 577th Expeditionary
Prime BEEF Squadron, monitors rubber removal
progress from a Tool Cat on a runway at FOB
Shank, Logar Province, Afghanistan. U.S. AIR FORCE
PHOTO BY MASTER SGT. BEN BLOKER
AIRMEN ENSURE A RELIABLE RUNWAY
Despite high temperatures, sudden rain
storms, blowing sand and, at times, indirect
fire, the airmen of the 1st Expeditionary
Civil Engineer Group, 577th Expeditionary
Prime BEEF Squadron, spend each day on
the flight line of Forward Operating Base
Shank, Afghanistan, removing rubber built
up from constant contact with aircraft.
Prior to their arrival, the centerline of
the runway was so coated in rubber it was
almost invisible. The airmen eradicated this
issue. The removal provides aircraft with
better traction during landing. Removing
the rubber involves spraying the runway
with Avion 50, a compound designed
to separate rubber from concrete. Once
sprayed, two members of the team begin
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the agitation process using Tool Cats with
angle brushes on the front that gently mixes
the Avion 50 into the rubber. Other crew
members make several passes over an area,
continuously spraying it with water to keep
it wet. The team covers about 25,000-ft in
four and a half hours, using two and a half
55-gal barrels of the Avion 50 for each day
of rubber removal.
While this work is typically contracted
out in the Air Force, the uniqueness of the
location required military members for the
job and they are up to the task.
(Contributed by Senior Airman Torri Ingalsbe, AFCENT Public Affairs)
WATER BRINGS ENGINEERS TOGETHER
Engineers with China, Singapore and
the United States demonstrated their water
purification capabilities at a disaster site
in Biang, Brunei Darussalam, as part of
the Association of Southeast Asian Nations
Humanitarian Assistance/Disaster Relief
and Military Medicine Exercise.
Petty Officer 1st Class Scott I. Hampton, USN, sets up a miniature deployable assistance water
purification system during the Association of Southeast Asian Nations Humanitarian Assistance/
Disaster Relief and Military Medicine Exercise. U.S. MARINE CORPS PHOTO BY LANCE CPL. KASEY PEACOCK
During the exercise, engineers, medical
professionals and search and rescue teams
from different nations are working together
against a simulated post-tropical revolving
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24
storm and are conducting typhoon rescue,
survey, recovery and disaster relief missions.
“At a disaster site, it is extremely important to have clean water to disperse between
patients and personnel,” said Petty Officer
1st Class Scott I. Hampton, USN, NMCB
5. “This was a great opportunity for us to
learn how other nations operate. Each
day we would come out here to the site
and work together with the Chinese and
Singaporean engineers. We would help set
up their equipment, and they would help
set up ours. It has been a great experience
working together, and I look forward to
further interactions in the future.”
U.S. Marine and Navy engineers set up
a miniature deployable assistance water
purification system that is currently in
a testing phase before being implanted
into military units. “This system is strictly
designed for disaster relief missions,” said
Todd Jonas, a Technology Experimentation
Specialist with U.S. Marine Corps Forces,
Pacific’s, Experimentation Center. “It is
capable of being set up and operational
within minutes. It can sustain itself unsupported for up to 72 hours and can also run
on various power sources included solar
and generated.”
Those participating in the exercise
include medical and engineer personnel from the ASEAN-comprised nations
of Brunei, Cambodia, Indonesia, Laos,
Malaysia, Myanmar (Burma), Philippines,
Singapore, Thailand and Vietnam; and
other Asia-Pacific nations of Australia,
China, India, Japan, New Zealand, Republic
of Korea, Russia as well as the United States.
(Contributed by Lance Cpl. Kasey Peacock,
U.S. Marine Corps Forces, Pacific)
NEW ERA OF AFGHAN ENGINEERS
Col. Nick Katers, USA, Commander of
Joint Task Force (JTF) Triple Nickel, the
Theater Engineer Brigade, met with his
combatant commanders to discuss the
progress of the Afghan National Army’s
(ANA) engineer force and the future of the
ANA’s National Engineer Brigade before his
unit turns over responsibility to the 130th
Engineer Brigade out of Hawaii.
JTF Triple Nickel is the largest engineer
brigade currently within the U.S. Army
structure, containing seven battalions
and 5,000 troops. Of the 10 construction
companies in the brigade, three are from
the Navy. These sailors are part of NMCB
15, under the name Task Force True Grit.
Col. Katers stated that working in small
teams is a task that the Army is not accustomed to and noted that due to the wide
diversity and flexibility of his terrain, he is
able to take on a wider variety of mission
tasks. One of the primary missions of
Triple Nickel is to train, advise and assist
the Afghan Army engineer force, which
has added four new engineer battalions.
Another two battalions will augment the
Afghans’ National Engineer Brigade later
this year. These battalions will provide the
backbone of engineering and infrastructure
capabilities to ANA.
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One of the brightest spots in the Afghans’
progress is one of an engineering company’s
most difficult challenges: route clearance.
Currently, improvised explosive devices are
the biggest danger to troops in Afghanistan.
Despite the extreme difficulties and hazards
of the task, the Afghans excel. They are
now capable of conducting independent
operations and are quite good at it.
These Afghan units are being outfitted
with equipment they do not have as much
experience operating, therefore it puts
them behind the learning curve. Col. Katers
was quick to point out that this is mainly an
experience issue, and will pass with time.
(Contributed by Petty Officer 1st Class
Daniel Garas, NMCB 15)
Marines with 9th Engineer Support
Battalion (ESB), 3rd Marine Logistics
Group, and soldiers from 96th Troop
Command, Washington Army National
Guard, teamed with the Mongolian Armed
Force’s (MAF) 017 Construction Regiment
to renovate Erdmiin Oyun High School.
Cracks in the roof and walls have caused
leaks into the school’s classrooms and
gymnasium and are starting to compromise
the structural integrity of the building. To
keep the water out, the team is repairing
the roof and walls while replacing windows.
The team also is building a wheelchairaccessible ramp at the front entrance of
the school.
1st Lt. Matthew Elliott, USMC, Platoon
Commander with 9th ESB and Officer-inRENOVATING MONGOLIAN SCHOOL
Charge of the U.S. Forces, has confidence
Despite the generally arid climate in that his Marines will not only play a large
Mongolia’s steppe, rain poses a significant part in completing the mission, they will
threat to a high school there. A multina- learn from the experience as well. MAF
tional team of engineers and construction engineers display great work ethics and
specialists are working to solve that prob- motivation. Their lack of state-of-the-art
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U.S. Marine combat engineers work with
engineers from the Washington Army National
Guard and Mongolian Armed Forces to renovate
a Mongolian high school during Exercise Khaan
Quest 2013. U.S. MARINE CORPS PHOTO BY SGT. BEN EBERLE
creativity. Exposure to different tactics,
techniques and procedures provides a
valuable training benefit to the exercise
participants—it also will leave a lasting
impression on the surrounding community.
(Contributed by Sgt. Ben Eberle, U.S. Marine Corps Forces, Pacific)
TRAINING AT FOB THUNDER
Soldiers of the 203rd ANA Engineer
Kandak, with the assistance of the 859th
Engineer Company out of Pascagoula, Miss.,
who work alongside Security Force Advise
and Assist Team 4, developed their skills
this summer at FOB Thunder, Afghanistan.
They worked on a guard shack as well as the
construction of a windsock to provide ANA
with improved wind direction readings on
the FOB Thunder flightline.
Helping to develop the skill sets of ANA
engineers will help enable them to better
support themselves as the U.S. presence
diminishes. “The training [and support]
that we have received here, from the U.S.
Army has been perfect,” said 1st Lt. Hazrat
Nabi Abdull Raheemzai, a soldier with the
203rd ANA Engineer Kandak. “Day by day
we are getting more experience in carpentry,
electrical systems and plumbing.”
ANA engineers realize that the knowledge they are gaining is necessary to
maintain their own facilities—and they
quickly retain all they are shown. Said Spc.
Taylor Neitman, USA, Carpentry and
Masonry Specialist with the 859th Engineer
Company: “The Afghan National Army
soldiers learn fast.”
(Contributed by Sgt. Justin Moeller, 4th
Brigade Combat Team, 101st Airborne Division)
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MARINES REMOVE HINDERING WALL
The knocking of diesel engines, the smell
of dirt and the crash of rocks resounded in
the area as the team of combat engineers
finished the work that could one day save
lives. Marines with 9th ESB removed a
60-M-long wall near U.S. Army Garrison
Torii Station’s main gate at the request of
Yomitan Village, Okinawa. The rock wall
had been in place nearly 50 years but as of
late is seen more as a hindrance to evacuation during emergencies and drills.
The station requested the assistance of 9th
ESB after establishing that the work would
have fallen beyond the capabilities of the
units present at Torii Station. The clearing
of the evacuation route strengthened bonds
with area residents by demonstrating the
willingness of service members to listen to
and work with the community. The project
also allowed the Marines to gain experience
in an area of their military occupational
specialty that they do not routinely exercise
particularly due to the close proximity of
Japanese property to the wall.
Said Staff Sgt. Christian J. Keyser, USMC,
Project Site Manager with 9th ESB: “It is
not just about the work but being good
ambassadors; we should never stop helping
our neighbors and community.”
(Contributed by Lance Cpl. Jose Lujano, III
Marine Expeditionary Force/Marine Corps
Installations Pacific)
ROAD TO A BRIGHTER FUTURE
Airmen from the 455th Expeditionary
Security Forces Squadron and the 577th
Expeditionary Prime BEEF Squadron
repaired a critical road just outside of
Bagram Air Field, Afghanistan.
Route Safeside, which had fallen into
disrepair after heavy foot and vehicle traffic,
is vital to the local community. It connects
two villages, Saka and Payan Janqadam,
runs between a local school, a mosque and
to one of the area’s largest hospitals. The
mile-long stretch in need of repair required
four loads of rocks, brought in by dump
trucks, several passes with a grater, and
finishing with a rock crusher.
Staff Sgt. Jacob Snellings, USAF, climbs aboard
a vibratory roller during a road repair project as
Staff Sgt. Brandon Buffa, USAF, and Afghan youth
look on in Payan Janqadam, Afghanistan. U.S. AIR
FORCE PHOTO BY MASTER SGT. BEN BLOKER
Security forces airmen provided overwatch throughout the process. And since
a few security forces airmen had licenses to
operate heavy machinery, they were able to
help Prime BEEF with the project.
(Contributed by Senior Airman Torri Ingalsbe, AFCENT Public Affairs)
Submit Military News items with highresolution (300-dpi) electronic images,
to [email protected].
www.pondco.com
32
2013 Small
Business Conference
for Federal Engineering, Construction & Environmental Programs
Nov. 19-21, 2013
Kansas City, Mo.
Looking to make lasting connections in the federal market?
Look no further than the SAME 2013 Small Business Conference (SBC)!
This year’s “must attend” event will include:
Sponsorships are selling now!
• DOD Agency Briefings: USACE District, Division
Newsponsorshipsandmorebenefitshavebeenaddedtoincrease
your visibility! For example, Titanium-level sponsorships include a
complimentary booth in the Exhibit Hall and all Sponorships include
a complimentary registration to the conference!
Contact Stephanie Satterfield, Marketing Sales
Manager, at [email protected] to secure your
sponsorship.
and Center Commanders, as well as NAVFAC, and AFCEC
representatives, will brief attendees on upcoming business
opportunities and provide tips on competing for contracts.
• Federal Agency Briefings: Federal Agencies such
as the Department of Veterans Affairs (VA), General Services
Administration (GSA) and the Army Installation Management
Command (IMCOM) will be on hand to discuss upcoming
business opportunities.
• Small Business Education Sessions: Education
sessionsfeaturinghigh-levelSBAofficialswillhelpsmall
businesses obtain work with the Federal Government.
• Networking: A major element of the SBC is networking—
between government and industry and between small and
large businesses. Enjoy two evening networking events as well
as 18 hours of dedicated time in the Exhibit Hall. Government
representatives will be available in the Exhibit Hall to answer
questions and meet with industry attendees. “Networking
Roundtables” will be available to link small business with
governmentrepresentativesandconnectlargefirmswithsmall
businesses for teaming partnerships.
Exhibit spaces are going quickly!
SAME has maintained the 2013 SBC Exhibit Hall pricing at the
2012 level and increased the number of registrations that come with
purchasing exhibit space.
Go to www.same.org/sbconference to secure your
booth.
Individual Registration* will open Sept. 15, 2013.
*Due to sequestration, registration fees for Industry have
been reduced below 2012 fees making the 2013 SBC
more affordable.
For more information on the SAME Small Business
Conference, go to www.same.org/sbconference.
Compiled by Wendi Goldsmith, CPG, CPSSc, M.SAME
THE CONVERSATION CONTINUES
In the weeks following President
Obama’s announcement of his new
Climate Action Plan, a series of newsworthy events have enhanced its significance. Gina McCarthy, once appointed
by Mitt Romney to hold a key office in
Massachusetts, was confirmed by the
Senate to be Administrator of the U.S.
Environmental Protection Agency (EPA).
Now, the arduous task of enforcing carbon
emissions from large scale power plants
has shaped up to be one of EPA’s major
focus areas, a subject McCarthy has depth
in. Further momentum comes from the
State Department’s new policy to back
away from support for coal fired plants
overseas—including canceling some
planned loan guarantees. A $7 billion
contract through U.S. Army Corps of
Engineers Huntsville Center that is using
power purchase agreement mechanisms
for private financing of renewable solutions remains a potent resource for the
Department of Defense to tap in the
climate change realm. This first-of-itskind contract was authorized in August
2012, with the first task order, for geothermal, awarded in May.
Clearly, the linkage between power
production, greenhouse gas emissions,
storm and wildfire disasters, and community resilience—including improved
critical infrastructure—is becoming better
understood and emphasized at the highest
levels. Meanwhile, the SAME Energy &
Sustainability Committee continues to
host conference calls, webinars and live
events to help broaden awareness and
access to information on climate change
policy and its implications to budgets,
priorities and engineering criteria related
to power supply, building design, flood
infrastructure, and risk and recovery. The
conversation continues.—W.G.
DAMAGES FROM EXTREME WEATHER
According to the National Oceanic and
Atmospheric Administration’s National
Climatic Data Center (NCDC), 2012 saw
11 weather and climate disaster events, each
with losses exceeding $1 billion in damages.
This makes 2012 the second costliest year
34
IMAGE COURTESY NOAA
since 1980, with more than $110 billion in
damages. The total damages rank behind
only 2005, which incurred $160 billion in
damages due in part to four devastating
land-falling hurricanes.
The 2012 billion-dollar events included
seven severe weather and tornado events,
two tropical cyclone events, and the yearlong drought and its associated wildfires.
These events killed more than 300 people
and had devastating economic effects. With
11 events, 2012 also ranks second in total
number of billion-dollar events behind
2011, which had 14. The major drivers of
the damages in 2012 were Hurricane Sandy,
at $65 billion, and the drought at $30 billion.
Sandy’s size, with tropical storm force winds
extending nearly 500-mi from the center,
led to record storm surge, large-scale flooding, wind damage and mass power outages
along much of the East Coast.
The drought, which affected more than
half the country for much of 2012, was the
largest in the United States since the 1930s.
U.S. Department of Agriculture Drought
Disaster Declarations reached more than
2,600 of the nation’s 3,143 counties. While
drought impacts are often most costly to
agricultural centers, their conditions also
led to several devastating wildfires that
burned over 9-million-acres last year.
For more on the economic impacts of
severe weather events, visit www.ncdc.noaa.
gov/billions.
(Contributed by NOAA)
ACTION PLAN FOR CLIMATE CHANGE
President Obama has announced a series
of executive actions to reduce carbon
pollution, prepare the United States for
the impacts of climate change, and lead
international efforts to address global
climate change. The president’s Climate
Action Plan, released in June, is the most
comprehensive climate action strategy by a
U.S. president to date and if implemented,
the Obama administration could reset the
climate agenda for the country.
The plan looks to reduce harmful greenhouse gas emissions 17 percent below 2005
levels by 2020. With increased international
engagement, and many details that need to
be worked out, this plan is the first step to
putting the United States on a pathway to
a safer future.
Domestic Front
• President Obama will issue a presidential
order to direct EPA to complete performance standards for lowering carbon
emissions from existing power plants.
• EPA is directed to finalize carbon limits
rules for new power plants.
• EPA is directed to draft carbon limits
for existing power plants by June 2014.
• Department of the Interior (Interior) is
tasked with permitting enough renewable
energy projects—like wind and solar—
on public lands by 2020 to power more
than 6 million homes. Interior also is
directed to install 100-MW of renewables
on federally assisted housing by 2020.
• The United States has set a goal to reduce
carbon pollution by at least 3-billionmetric tons cumulatively by 2030,
roughly half the annual carbon pollution
from the entire U.S. energy sector, via
efficiency standards for appliances and
federal buildings.
• New fuel economy standards will be
developed for heavy vehicles and trucks
in model year 2018 and beyond.
• The plan also leverages “new opportunities” to reduce pollution from hydrofluorocarbons, highly potent greenhouse
gases used in air conditioning and
refrigerators.
International Measures
• The plan commits to expanding major
new and existing international initiatives, including bilateral agreements with
China, India and other major emitting
countries.
• The plan calls for the end of U.S. government support for public financing of
new coal-fired powers plants overseas,
except for the world’s poorest countries
or facilities deploying carbon capture and
sequestration technologies.
• The United States commits to working
with partners to launch negotiations
at the World Trade Organization for a
global free trade in environmental goods,
which include clean energy technologies
like solar panels and wind turbines.
Climate Resilience
• Federal agencies are directed to support
local climate-resilient investment by
removing barriers or counterproductive
policies.
• The plan establishes a short-term task
force of state, local and tribal officials to
advise on actions the federal government
can take to help strengthen communities
on the ground.
• Pilot strategies are established for
areas affected by Hurricane Sandy to
strengthen communities against future
extreme weather and other climate
impacts.
• The plan establishes a National Drought
Resilience Partnership and expands
restoration efforts for forest and rangeland to make areas less vulnerable to
catastrophic fire.
To view the Climate Action Plan, visit
www.whitehouse.gov/sites/default/files/
image/president27sclimateactionplan.pdf.
(Compiled from news releases)
PUTTING ENERGY TO WORK
Secretary of the Interior Sally Jewell
announced the approval of three major
renewable energy projects that, when built,
are expected to deliver up to 520-MW to the
electricity grid—enough to power nearly
200,000 homes. Both the 350-MW Midland
Solar Energy Project and 70-MW New York
Canyon Geothermal Project are located
in Nevada, while the 100-MW Quartzsite
Solar Energy Project is in Arizona.
Since 2009, Interior has approved 25
utility-scale solar facilities, nine wind farms
and 11 geothermal plants, with associated
transmission corridors and infrastructure
to connect to established power grids.
When built, these projects could provide
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more than 12,500-MW of power, or enough
electricity to power more than 4.4 million
homes, and support an estimated 17,000
construction and operations jobs.
Furthermore, Interior’s Bureau of Land
Management (BLM) has identified an additional 15 active renewable energy proposals
slated for review in 2013 and 2014.
The Quartzsite Solar Project, located on
1,600-acres of BLM-managed lands in La
Paz County, Ariz., will use concentrating
solar power technology with integrated
thermal energy storage technology. This
system uses heliostats to focus the sun’s
energy onto a central tower, where liquid
molten salt captures and stores the sun’s
thermal energy, which can then be used as
needed to drive steam turbines to generate
electricity. The project also will employ drycooling technology, which requires a fraction of the water needed for wet-cooling.
The Midland Solar Project will be built
on private lands about 7-mi southwest from
Boulder City, Nev., and cross 76-acres of
federal transmission corridor. The project’s
infrastructure was minimized to reduce
ground disturbance. Less than 6.7-acres of
native plant communities, which provide
habitat to nesting migratory birds, will be
eliminated. The project also will obtain
water from the existing Boulder City
Public Works Department main pipeline,
so that surface waters will not be diverted
from areas of perennial flow or ephemeral
washes, or from downstream habitats.
The New York Canyon Geothermal
Project and electrical transmission facility will be built on 15,135-acres of land
managed by BLM about 25-mi east of
Lovelock, Nev. BLM worked with its partners and stakeholders to minimize environmental impacts. For example, a Bird and
Bat Conservation Strategy was developed
to assess the area’s avian wildlife and reduce
impacts on these populations. In addition,
there are no listed, proposed or candidate
threatened or endangered species present.
(Contributed by DOI)
GEOLOGIC CARBON SEQUESTRATION
The United States has the potential to
store a mean of 3,000-metric gigatons of
carbon dioxide (CO₂) in geologic basins
throughout the country, according to the
first-ever detailed national geologic carbon
sequestration assessment released by the
U.S. Geological Survey (USGS).
Based on present-day geologic and
hydrologic knowledge of the subsurface
and current engineering practices, this
assessment looked at the potential for
CO₂ storage in 36 basins in the United
States. The largest potential by far is in the
Coastal Plains Region, which accounts for
2,000-metric gigatons, or 65 percent, of
the storage potential. The Alaska Region
and the Rocky Mountains and Northern
Great Plains Region also hold significant
storage capacity.
Technically accessible storage resources
are those that can be accessed using today’s
technology and pressurization and injection techniques. The most common method
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of geologic carbon storage involves pressurizing CO₂ gas into a liquid, and then
injecting it into subsurface rock layers for
long-term storage.
This assessment goes further than all
previous assessments in considering the
viability of sequestration. For example, all
areas with groundwater sources that are
considered freshwater by EPA standards
were eliminated from consideration for
carbon storage resource potential in this
assessment. In addition, the rock layers
included in the assessment were limited to
those determined to have sufficient natural
seals to prevent CO₂ from escaping.
This assessment also focused only on
rock layers located at depths at which CO₂
would stay under sufficient pressure to
remain liquid. The study did not evaluate
economic viability or accessibility due to
land-management or regulatory restrictions for geologic carbon sequestration
within these basins.
For more, visit: energy.usgs.gov.
(Contributed by USGS)
38
ENERGY SECTOR INFRASTRUCTURE
The U.S. Department of Energy (DOE)
released a new report that assesses how
America’s critical energy and electricity
infrastructure is vulnerable to the impacts
of climate change. Historically high temperatures recently have been accompanied by
droughts and extreme heat waves, more
wildfires than usual, and several intense
storms that caused power and fuel disruptions for millions of people. These trends
are expected to continue, which could
further impact energy systems critical to
the nation’s economy.
The report, U.S. Energy Sector
Vulnerabilities to Climate Change and
Extreme Weather, builds on President
Obama’s Climate Action Plan and notes
that annual temperatures across the United
States have increased by about 1.5°F over
the last century. In fact, 2012 was the warmest year in the contiguous United States and
saw the hottest month since record keeping
began in 1895. There are many implications
for America’s energy infrastructure:
• Increased risk of temporary partial or
full shutdowns at thermoelectric (coal,
natural gas and nuclear) power plants
because of decreased water availability
for cooling and higher ambient and air
water temperatures. Thermoelectric
power plants require water cooling to
operate. A study of coal plants found that
roughly 60 percent of the current fleet is
located in areas of water stress.
• Reduced power generation from hydroelectric power plants in some regions and
seasons due to drought and declining
snowpack. For example, earlier spring
snowmelts could decrease summer water
availability leading to potential hydropower shortages when energy demand
for cooling is greatest.
• Risks to energy infrastructure located
along the coast from sea level rise,
increasing intensity of storms, and higher
storm surge and flooding—potentially
disrupting oil and gas production, refining and distribution, as well as electricity
generation and distribution.
• Increasing risks of physical damage to
power lines, transformers and electricity
distribution systems from hurricanes,
storms and wildfires that are growing
more intense and more frequent.
• Increased risks of disruption and delay
to fuel transport by rail and barge during
more frequent periods of drought and
flooding that affect water levels in rivers
and ports.
• Higher air conditioning costs and
risks of blackouts and brownouts in
some regions if the capacity of existing
power plants does not keep pace with
the growth in peak electricity demand
due to increasing temperatures and heat
waves. An Argonne National Laboratory
study found that higher peak electricity
demand as a result of climate change
related temperature increases will require
an additional 34-GW of new power
generation capacity in the western United
States alone by 2050, costing consumers
$45 billion.
The report identifies activities underway to address these many challenges and
discusses potential opportunities to make
the energy sector more resilient. Future
opportunities for federal, state and local
governments could include innovative
policies that broaden the suite of available
climate-resilient energy technologies and
encourage their deployment; improved
data collection and models to better inform
researchers and lawmakers of energy sector
vulnerabilities and response opportunities;
and enhanced stakeholder engagement.
These measures will increase the resilience of energy infrastructure by “hardening” existing facilities and structures to
better withstand severe droughts, floods,
storms or wildfires and by contributing
to smarter development of new facilities.
The full report can be accessed at
energy.gov/sites/prod/files/2013/07/
f2/20130716-Energy%20Sector%20
Vulnerabilities%20Report.pdf.
(Contributed by DOE)
USACE REBUILDS COASTAL
PROTECTION AFTER SANDY
The U.S. Army Corps of Engineers
(USACE) will be placing more than
26-million-yd³ of sand along the coastline throughout the northeastern United
States to repair and restore coastal storm
risk reduction projects that were severely
impacted by Hurricane Sandy in fall
2012. The bulk of the sand will be placed
in New York and New Jersey. However,
sand also will be used to restore previously constructed projects in Connecticut,
Delaware, Maryland and Virginia.
The work, some of which has already
started, will be accomplished through a
number of contracts. The sand will be
obtained from different sources, including
navigation channels and offshore borrow
areas. While exact costs are not finalized,
the entire near-term coastal restoration
effort is expected to total more than $600
million. This cost will be 100 percent federally funded.
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39
USACE is placing more than 26-million-yd³ of sand to repair and restore certain coastline areas that
were severely impacted by Hurricane Sandy, including Sandbridge, Va. (above). USACE PHOTO
“The primary purpose of coastal restoration projects is to reduce risk,” said Brig.
Gen. Kent Savre, USA, Commander,
USACE North Atlantic Division. “Strong
interagency and intergovernmental teamwork is critical to meet the challenges that
face us. Together with our partners, we
are developing, maintaining and applying
the best national and regional expertise
in science and engineering to restore and
enhance the resilience of our coastlines.”
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40
3038-TME-Ad2-6.3.indd 1
TECHNOLOGY NEWS
Joint Base Lewis-McChord, Wash., (shown during
a field training exercise of the 47th Combat
Support Hospital) was selected along with Eglin
AFB, Fla., as one of the 2013 Readiness and
Environmental Protection Integration Challenge
winners by the Department of Defense. PHOTO BY SGT.
MARK A. CLOUTIER, USA
USACE North Atlantic Division’s New DOD REPI CHALLENGE WINNERS
England, New York, Norfolk, Philadelphia
The Department of Defense announced
and Baltimore Districts will execute the the two winning partnership projects as
restoration projects. New York will receive part of its “Readiness and Environmental
more than 7-million-yd³ of sand, with Protection Integration (REPI) Challenge.”
about 4-million-yd³ going to the New The REPI Challenge will provide projects
York City area. The majority of that will at Joint Base Lewis-McChord, Wash., and
be placed along Rockaway Beach in Queens Eglin AFB, Fla., with $5 million total in
and about 600,000-yd³ will be placed on funds to advance innovative, cost-sharing
Coney Island in Brooklyn. The remaining buffer partnerships. The $5 million awarded
3-million-yd³ of sand will be placed on to the two projects attracted $25.7 million
constructed coastal storm risk reduction in outside partner funds that together will
projects on barrier islands along the South be able to protect more than 23,500-acres
Shore of Long Island.
of habitat that buffers the two installations.
In New Jersey, about 16-million-yd³
Since 2003, the REPI program has
will be placed along the coast. Of that, supported partnerships with conservation
about 15-million-yd³ will be placed along organizations and state and local governthe Atlantic coast of New Jersey, with the ments to protect 264,000-acres of buffer
remaining 875,000-yd³ being placed along lands at 66 installations in 24 states.
the south shore of Raritan Bay.
Joint Base Lewis-McChord is partIn Delaware, 2-million-yd³ of sand will nering with the Center for Natural
be placed at five projects. In Maryland, Lands Management, the Department
850,000- yd³ of sand will be placed at Ocean of Agriculture’s Natural Resources
City, Md. In Connecticut, USACE will place Conservation Service, the U.S. Fish and
99,000-yd³ of sand along the coast, while in Wildlife Service, Thurston County, the state
Virginia, 325,000-yd³ of sand will be used of Washington and private landowners to
in two separate restoration projects.
preserve and restore critical prairie habitat,
In the months since Sandy, USACE which will reduce on-base training restricpersonnel have been assessing impacts, and tions. Eglin AFB’s partnership is with the
performing engineering and design work state of Florida, the Trust for Public Land
to prepare for the upcoming coastal work, and a private landowner to preserve prime
and working with federal, state, local and open space and habitat, which will protect
industry partners to award contracts for the vital flight training routes.
placement of sand as well as the dredging
For more, visit www.REPI.mil.
of federal
navigation
channels.
(Contributed
by DOD)
GOVERNMENT
NEWS
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SUSTAINABILITY
NEWS
More information about the post-Sandy
Submit Energy & Sustainability News items,
coastal restoration efforts is available at
with high-resolution (300-dpi) electronic
www.nad.usace.army.mil/Sandy.
images, to [email protected].
(Contributed by USACE)
LEADER PROFILE
8/6/2013 3:07:11 PM
NEW PRODUCTS
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Society of American Military Engineers is proud to present the
FY2015 DOD and Federal Agency
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SAVE THE DATE
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Bethesda North Marriott Hotel
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Open to SAME members only.
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Compiled by Lewis E. “Ed” Link, Ph.D.
MANAGING ASSETS AND RESILIENCE
Asset management and resilience have,
in the past, been strange partners. That is
no longer the case. Asset management has
become a major tool in achieving more
effective infrastructure management and
investments, increasing sustainability and
reducing costs. More and more, risk has
become a key input to the asset management
process. Resilience, on the other hand, has
burst on the infrastructure scene, becoming
the new buzz word used in conjunction
with strategies for the future and dealing
with uncertainty and changing conditions.
In some cases, asset management initiatives are now mentioning resilience as one
objective of their efforts. Resilience is a
valuable concept; it is hard to deny that a
structure or community that can recover
quickly from a severe event is not a desirable
quality. The question is, for infrastructure,
what do we really mean by resilience? How
do we measure it? How does it fit within
the complex domain of policy and practice?
Meanwhile, asset management capabilities continue to evolve and are playing
a greater role in infrastructure management across the services—especially with
regard to installation management. The
Air Force Civil Engineer Center’s program
for installation and infrastructure management is using a holistic portfolio approach
to provide more sustainable, efficient and
effective infrastructure. A major component
of this strategy involves centralization of
management and oversight of key investment areas and centralization of programs
to Centers of Excellence. A key enabler of
this initiative is developing and fielding the
NexGen IT package, which will replace
legacy individual tools with an integrated
capability to support data collection and
analysis. The U.S. Navy is looking at similar capabilities as well as investigating the
sensitivity of its shore installations to sea
level rise.
Army installation asset management
initiatives have been the subject of previous
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42
USACE Infrastructure Strategy (UIS)
is an integral part of the Civil Works
Transformation initiative and follows the
principles of the Civil Works Strategic Plan
2011–2015.
UIS establishes the foundation for the
future of USACE’s Water Resources portfolio by integrating water resources management using a Watershed/System context.
The end goal of UIS is a portfolio that is
resilient, reliable and meets current and
future water resources needs. UIS enables
the achievement of national imperatives
for healthy communities, energy independence, reduced risks and economic growth
while bolstering global competitiveness.
UIS was established to go beyond
USACE’s normal asset management effort
and to evaluate options to manage water
resources infrastructure into the future.
There are four major areas of concentration:
1.Lifecycle Portfolio Management;
2.Comprehensive Watershed Approach;
3.Alternative Financing; and
4.Strategic Communications.
PHOTO BY ELLEN HUDSON, U.S. ARMY GARRISON REDSTONE
Technology News columns. A new wrinkle
has emerged in the U.S. Army Corps of
Engineers (USACE) Civil Works asset
management effort, which carries this
concept to a higher plane and ties it directly
to risk—that of looking at assets from a
regional (watershed) perspective to examine
issues in terms of a national strategy.
This issue of Technology News delves into
this USACE program, then introduces a
general discussion of current events relating
to resilience and how it is being explored
across the infrastructure domain.—E.L.
Asset Inventory. USACE oversees one
of the most complex asset portfolios in the
world, managing everything from largescale locks and dams hydropower units,
flood control dams and levees, and navigation channels to public boat ramps and
restrooms at national recreation facilities.
This portfolio involves more than 4,000
assets, projects, channels, levees and other
structures across all 50 states. Evaluating
the condition, risk and Value to the Nation
of all the assets is a daunting task.
Additionally, the complexities of USACE
funding involve a mix of federal rules and
local priorities. Current budget development focuses on a prioritized list of projects with no interactions between them or
between USACE and non-USACE projects.
Spatial interactions and dependencies are
another complexity not usually managed
by a normal asset management program.
It was for these reasons that USACE has
begun to evaluate projects based on a watershed or systems context.
Watershed Approach. The watershed
approach is one of the four major interdependent UIS components. Its goal is to
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The 2014 Golden Eagle Awards dinner is a black-tie event that will include a
cocktail reception with an open bar, three-course dinner, live entertainment and the
presentation of the prestigious Golden Eagle Awards.
Visit www.same.org/GoldenEagle for more information.
The Golden Eagle Awards Dinner is open to
all SAME members and invited guests.
Representative display of WISDM: red castle boxes are USACE projects by
division; red-amber-green background is a “heat map” of potential high-risk
flood areas based on past flood events and population density. USACE IMAGE
adaptively develop watershed infrastructure requirements that
meet today’s needs as well as those of the future. This will inform
infrastructure performance requirements (with associated metrics)
and investment requirements and opportunities. It will ignite a
dialog with watershed stakeholders, providing an opportunity
to multiply their investment power with that of governmental
agencies toward a transparent common goal. Triggers that indicate
changes in the watershed will be established as indicators for which
plans may need to adapt to changing needs or conditions. This will
be a drastic change—moving from an evaluation of projects on a
case-by-case basis to evaluating projects based on watersheds or
systems. USACE distinguishes between watershed and systems, but
they are both included, as each is a spatial organizational method
of organizing projects and sites. For internal areas of the country,
the plan is to use watersheds as they provide options for measuring
hydrology and sediment movement. For coastal zones, the plan
will be to use sediment systems to organize projects.
Once the organizational construct is developed for all areas,
USACE sites, assets and projects will be organized by watersheds
and systems. All projects will be mapped as planned, existing or
under construction. Once all projects are mapped, then those that
are connected with stakeholders, including planned, existing and
under construction, will be mapped. The analysis needs to include
both USACE and non-USACE projects to understand the federal
benefits and watershed priorities.
Harnessing Technology. USACE has been working on two
computer programs that will provide critical assistance with
the Comprehensive Watershed Approach. The first is the Water
Infrastructure System Data Manager (WISDM). WISDM is a
software program that provides users with a single point-of-access
to decentralized USACE data that is typically sought, compiled
and considered during development of decisions affecting the reliability and sustained value of the nation’s natural and constructed
water systems. WISDM is not a database—but it does connect
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existing USACE databases and other data
layers (both USACE and non-USACE) to
enable decision-makers and staff to view
and organize data in new and interesting
approaches. Its main purpose is to provide
a unifying platform for cross-mission strategic planning, and alignment of the Civil
Works program with national priorities.
WISDM provides authorized users with
access to financial and budget information
about Civil Works projects and activities.
It allows users to visualize Civil Works
activities in their geographic setting and
provides users with the capacity to sort and
filter activities based on mission, activityspecific financial information, indicators
of activity performance, and indicators of
project condition. WISDM is composed
of various modules that perform tasks,
including: display of mapped, charted and
tabulated data; integration, analyses, and
visualization of data and information; and
emulation and testing of decision scenarios.
Value to the Nation. USACE’s Institute
for Water Resources has continued work
on additional decision support programs
to go beyond the spatial display of projects and move into a determination of the
Value to the Nation, both from a projectby-project basis, and over a watershed or
system context. This was the impetus for
development of the Integrated Budget
Evaluation Tool (iBET). iBET is a USACEdeveloped software tool that supports the
budget development process through the
prioritization of budget line items across
business lines and based on Value to the
Nation metrics. By using existing data,
budget portfolios can be developed, refined
and modified in a user-driven interface.
iBET’s flexible design allows for portfolio
creation and manipulation at any organizational level to achieve objectives germane to
USACE as a whole, or to a specific district.
The Value to the Nation metrics serve
the three important purposes of aligning
iBET outputs with the objectives and goals
of the administration and the agency in an
easy-to-relate manner; providing a comparable point of measurement across business
lines to inform integrated budget decisions;
and presenting complex and business line
specific performance data in terms that
are relatable to non-experts. For example,
iBET has a framework for multiple mission
areas, including Navigation, Hydropower
and Ecosystem Restoration, to provide
outputs in carbon equivalents. This allows
for comparisons among otherwise disparate
measurements.
For more on USACE’s infrastructure strategy and the software to support it, contact
Mark Sudol, Institute for Water Resources,
at [email protected].
ENSURING A RESILIENT FUTURE
A decade ago, the civil engineering
community was grappling with an “R”
word—Risk. This discussion only intensified after Hurricane Katrina. Since that
point, risk has become a prominent metric
and approach to support decisions concerning infrastructure—particularly with
respect to natural and man-made hazards
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45
PHOTO COURTESY USACE PHILADELPHIA DISTRICT
PHOTO COURTESY USACE NEW ORLEANS DISTRICT
The damage caused along the East Coast by Hurricane Sandy in fall 2012, including to Atlantic City (left), has accelerated discussion of resilience and how the
engineering industry can get involved. The Lake Borgne Surge Barrier (right), built to reduce flood risk to greater New Orleans following Hurricane Katrina, is a
leading example of how engineering solutions can help build community resilience.
and resulting disasters. New tools have been
developed and policy written to bring risk
assessment into the main stream of the
infrastructure lifecycle. Although both
policies and practice are still evolving in
response to the need for additional capabilities, there have been significant advances in
understanding and leveraging risk.
Now there is a new “R” word—Resilience.
And it has become a main focus of a large
number of studies, meetings, committees
and initiatives. The National Research
Council (NRC) Committee on Increasing
National Resilience to Hazards and
Disasters has defined resilience as “the
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46
ability to prepare and plan for, absorb,
recover from, and more successfully adapt
to adverse events.”
The committee wrote in a 2012 report
titled Policy Disaster Resilience, A National
Imperative: “If our nation continues its
current approach to disasters—one that
relies heavily on responding to them after
they occur—the toll taken by disasters
will likely continue to rise. We can choose
instead to embark on a new path, one that
recognizes the value of resilience to the
individual, household, community, and
nation. A culture of resilience provides a
way to reduce vulnerability to disasters and
their impacts before they occur, with the
potential to decrease disasters’ costs and
consequences.”
Moreover, the committee concluded that
“the federal government should take steps
to incorporate national resilience as a guiding principle.”
Understanding Needs. Meanwhile,
NRC’s Committee on Dam and Levee Safety
and Community Resilience explored how
current safety programs can increase the
resilience of communities that are associated with dam and levee infrastructure
system. Their report, Dam and Levee Safety
and Community Resilience: A Vision for
Future Practice, saw considerable potential for a win-win collaborative relationship between infrastructure safety and
community officials, but one that would
not be without significant challenge. In
this evaluation resilience was viewed as a
community attribute—not as a characteristic of the associated infrastructure. To get
to community resilience, engineers must
get closer to the social cultural issues that
are integral to the ability of a community
to recover from a disaster.
The Netherlands also is addressing the
issue of infrastructure risk and resilience,
but more from the perspective of infrastructure robustness. Marjolein Mens and a
number of associates at Deltares published
an article in the journal Environmental
Science & Policy titled “The Meaning
of System Robustness for Flood Risk
Management,” which characterizes infrastructure performance capacity with respect
to its robustness or ability to continue to
perform beyond the fundamental design
limits of the structure. Resilience is reserved
as a more systems performance index, but
not directly related to robustness.
Relating to Risk. Doug Bellomo of the
Federal Emergency Management Agency
and Rolf Olsen of USACE’s Institute for
Water Resources have drafted a concept
that relates resilience to risk. They define
resilience as the value (of assets such as
property and lives) before an event divided
by the value after an event.
Since the difference in “values” before
and after an event can be defined as consequences, this approach provides a means
to relate resilience to consequences and
subsequently to risk (which is the probability of an event multiplied by the events
consequences). Bellomo and Olsen discuss
February 6-7, 2014
BWI Airport, Maryland
Make your transition from uniformed service as smooth as possible with the
Transition Workshop and Job Fair. The event is free for SAME Members and
Veterans seeking jobs. Company recruiting suites are available at reasonable prices.
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47
different orders or measures of resilience to allow consideration
of recovery time and investment levels as well as multiple hazards
and events. In some sense, their use of resilience is parallel to what
the Netherlands is describing as robustness.
Measuring Resilience. Organizations such as USACE and the
National Institute of Standards and Technology (NIST) have been
examining resilience as a new means of providing infrastructure
that can more effectively cope with surprise, uncertainty and the
multitude of potential future threats.
Building Futures: Careers for Veterans
USACE has approached infrastructure resilience in a very practiin Construction, Engineering and
cal manner in New Orleans. The Greater New Orleans Hurricane
and Storm Damage Risk Reduction System was designed to meet a
Environmental Science
100-year hazard. While the design criteria were quite conservative,
there remains a considerable chance that the levees and floodwalls
Kansas City Convention Center
will at some time experience overtopping. Given that overtopping
was the key cause of a majority of the structural failures during
Kansas City, Mo.
Katrina, it is prudent to ensure that the new structures are capable
November 19, 2013
of withstanding significant overtopping without catastrophically
failing. To do so, USACE developed a strategy that armors the
Hosted by the Society of American Military Engineers,
land sides of levees to reduce their erosion potential from extreme
this HOH Job Fair will focus on Engineering,
storm surges and waves. Preliminary analyses show that this
Construction, Environmental and Related Service
approach would significantly reduce average annual losses from
Providers seeking to hire qualified Veterans and military
hurricanes for the region.
spouses for current job openings.
Tracking Progress. NIST has even published a new report,
Disaster Resilience: A Guide to the Literature, to assist investigators
EMPLOYMENT WORKSHOP:
and policy makers in sifting through the volumes of new materials
12:00 p.m.–1:00 p.m.
becoming available on resilience.
The report addresses the potential divergence between those
focusing on resilience of infrastructure and those concerned
JOB FAIR:
with larger and more complex entities such as communities.
1:00 p.m.–4:00 p.m.
NIST also has proposed a new research initiative “Measurements
and Standards to Support Advanced Infrastructure Delivery and
Resilience.” Ultimately, the notion of resilience, from the perspecEMPLOYERS
tive of water infrastructure policy and engineering practice, is in
Advance registration required-an early stage of development.
Additionally, the Department of Homeland Security has
Registration is Free.
sponsored a report titled Concept Development: An Operational
www.same.org/HOHJobFair
Framework for Resilience. It addresses the hard (institutions
and infrastructure) and soft (citizens) aspects of resilience, and
Only employers with current job openings
may register to attend.
discusses the challenges in analyzing resilience as well as the basic
principles and planning aspects for homeland security.
Optimizing Impact. There are many ongoing initiatives concernJOB SEEKERS
ing resilience. However, considerable work is needed to better
Register for FREE at HOH.Greatjob.net LETTER FROMresolve
whatGOVERNMENT
we meanNEWS
by resilience;
how
we measure
and analyze
...
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it; how it relates to the other “R” words such as risk, reliability and
to guarantee admission.
robustness; and what role resilience will play in decision-making
Walk-ins welcome but space not guaranteed.
and investment strategies.
It is important for professionals to become a part of the discusThis hiring event is conducted by SAME, the U.S. Chamber of
sions that are actively shaping how we will incorporate resilience
Commerce Foundation, the Kansas City Chamber of Commerce,
into the infrastructure profession and practice. The new “R” word
the Department of Labor Veterans’ Employment and Training
is
an opportunity
that needs toNEW
bePRODUCTS
nurtured and matured
for its
TECHNOLOGY
NEWS
LEADER PROFILE
SMALL BUSINESS NEWS
Service (DOL VETS), the Missouri Committee of the Employer
full benefits to be realized.
Support of the Guard and Reserve (ESGR), the U.S. Department
Hiring Our Heroes
Veterans Job Fair
of Veterans Affairs, The American Legion, NBC News,
and other local partners.
48
Submit Technology News items with high-resolution (300-dpi)
electronic images, to [email protected].
SOCIETY NEWS
ENGINEERS IN ACTION
HISTORICAL PERSPECTIVE
FY2012 SERVICES
TECHNOLOGY
TECHNOLOGY NEWS
NEWS
LEADER
LEADER PROFILE
PROFILE
NEW
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ENGINEERS
ENGINEERS IN
IN ACTION
ACTION
U.S. ARMY PHOTOS BY FRANK FISHER
Maj. Gen. Al Aycock, USA
Director of Operations, Office of the Assistant Chief of Staff for Installation Management
TME: You have had the unique
opportunity to serve as a Garrison
Commander, Region Director
for Installation Management
Command (IMCOM), Deputy
Commanding General and Chief of
Staff, Headquarters IMCOM, and are
currently assigned as the Director
of Operations at the Office of the
Assistant Chief of Staff for Installation
Management. Please provide TME
readers with your thoughts of how
this experience enabled you and your
current organization to make great
strides in installation management.
AYCOCK: In every position, I have learned
that customer service and teamwork are the
keys to mission accomplishment. IMCOM
professionals work hand-in-hand with a
large group of outstanding partners including the U.S. Army Corps of Engineers,
Army Sustainment Command, Network
Enterprise Technology Command, Medical
Command, the Army Staff, and many
others to deliver Army-standard services
with world-class customer service to great
soldiers, families, civilians and retirees
around the world. We serve side-by-side
with very supportive local communities
and, in the vast majority of cases, we have
mutual support arrangements and publicprivate partnerships that ensure mission
support while lowering overall costs.
We constantly seek to empower the senior
commander and garrison commander at
each Army installation so they can deliver
the right programs to increase the readiness and resiliency of our soldiers and their
families. On a personal note, I am very
humbled and appreciative of the opportunity to take care of our larger family that
we all have with our brothers and sisters
in the Army.
TME: As the Army Staff lead for Army
facilities and energy, what are the
Installation Management strategies
for dealing with the reduction in
resources—specifically funding that is
provided to installations, and do you
believe these reductions will impact
the readiness of the Army?
AYCOCK: As with all Army units, the
professionals in Installation Management
focus on people and mission every day
while balancing the priorities for funding.
We will approach the current issues with the
same dedication as our successful support
49
HISTO
HISTO
EWS
LEADER PROFILE
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LEADER PROFILE
ENGINEERS IN ACTION
FY2012 SERVICES
of more than a decade of unit deployments
and taking care of our families while reshaping the Army through a Base Realignment
and Closure (BRAC) effort from 2005–2011.
The key to our success in setting the priorities as wartime funding is reduced will be
the same teamwork and customer service
that I mentioned previously.
Every day, we work to ensure that our
policies and strategies are right to ensure
the success of our senior commanders and
garrison commanders who are on the front
line with our customers. It is important
to recall that we had 480,000 soldiers and
a $78 billion budget in 2001—and that
was the Army that changed the balance
of power in Afghanistan and Iraq. We are
going back to forces that are closer in size
to 2001, with funding that would match
the inflation factor from that time. While
we have additional requirements such as
installation access control, we are fortunate to have a very experienced Installation
Management staff at every garrison that can
work directly with our soldiers, families
and civilians to determine the right mix
of services for our future.
As always, readiness is the focus. And all
support must be aligned with ensuring that
units ready to deploy in the Army Force
Generation model are fully prepared. We
know this model works as it set us up for
success in multiple deployments across all
components of the Army from every one
of our troop installations.
50
assess an installations quality, mission
support capability and asset deficits against
Army-wide standards. They will enhance
master planning efforts from Army headquarters to garrisons. For energy, we are
working with the Assistant Secretary
of the Army for Installations, Energy &
Environment (ASA IE&E) to meet energy
mandates through multiple approaches
such as Net Zero, metering and a largescale Energy Initiatives Task Force—our
overall strategy for a secure energy posture.
This combination will enable us to advance
Army initiatives that affect garrison’s facilities infrastructure and energy to make the
best use of what we have at the greatest cost
savings to enhance Army readiness.
At the Army Staff level, many of the
actions we take to ensure readiness are
long-term, and are vital to ensuring our
long-term success as we align facilities and
infrastructure to meet our planned readiness requirements. In the last two years
we have worked closely with all command
across the Army and every element of the
Army Staff to establish a better system
for ensuring we have the right military
construction and energy projects planned
for our future. In addition, we aligned that
system to our existing facilities to set better
priorities for the sustainment, restoration
and modernization of buildings and infrastructure. Army senior leaders provided
guidance through a Facility Investment
Strategy and approved a scoring system to
prioritize requirements across the Army.
Our working group quickly canvassed
installations and garrisons to determine
what facility priorities would compete
with and alongside all Department of the
Army Headquarters and Army Command
priorities.
This effort established the Army’s
Strategic Choices 1-n list that enabled the
Army to fund the most essential projects.
Working off the right information is important and we are updating and verifying our
current and future database systems such
as Real Property Planning and Analysis
System, Installation Status Report and the
General Fund Business Enterprise System.
These management decision support tools
TME: As the Army downsizes over the
next several years, and reduces the
number of Brigade Combat Teams
(BCTs), how will it deal with the
infrastructure that was added in the
past few years as the Army conducted
operations simultaneously in Iraq and
Afghanistan?
AYCOCK: From 2001–2013, the Army was
in an era of expanded growth of facilities
to support Global Reposturing of Forces,
Transformation to an Army Modular Force,
BRAC 2005, and Grow the Army to a
569,000 soldier end-strength. During this
era, facility solutions to meet Army needs
were largely satisfied using a record amount
of Military Construction (MILCON). Now
as operational demands decrease, both
Overseas Contingency Operation and
MILCON appropriations are declining.
At the same time, the Army’s reduction of
80,000 soldiers and inactivation of BCTs
headquarters will give us an opportunity
to reshape our current footprint, which
is more than 1-billion-ft² and at various
quality and conditions.
With this in mind, we developed a
focused approach to managing our facility inventory leading to the development
of the Army Facility Investment Strategy.
This is based on four tenets:
1.sustain enduring facilities;
2.improve facility quality;
3.demolish facilities no longer needed;
and
4.build out critical shortfalls.
TECHNOLOGY
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This approach synchronizes Sustainment,
Restoration and Modernization (R&M);
MILCON; Unspecified Minor Military
Construction, Army; and the Facilities
Reduction Program. We plan to take full
advantage of this opportunity to improve
readiness while making the best use of our
existing and planned facilities and taking
unnecessary facilities out of the funding
stream to better apply our resources.
TME: As Army units move back to
the Continental United States from
deployments, how is IMCOM dealing
with the re-integration of soldiers
and their families back into receiving
installations and communities?
AYCOCK: The Total Army Sponsorship
Program and the Army Career and Alumni
Program (ACAP) are just two examples
of how we are re-integrating soldiers and
families.
The Army has a long tradition of relocating individuals, complete units and families. Relocating is a part of Army life and we
have has taken steps to make this experience less stressful for the soldier and their
families. IMCOM Commander, Lt. Gen.
Michael Ferriter, USA, and Command Sgt.
Maj. Earl Rice, USA, IMCOM Command
Sergeant Major, have taken a personal
interest in the process of integrating new
members into the command through
active sponsorship by ensuring they are
welcomed as part of the unit from day one.
Sponsors, ideally soldiers and civilians
with significant time on station, provide
incoming personnel with information and
referral services about the installation and
community. Sponsorship supports readiness by mitigating stress while enhancing
resiliency, readiness and esprit de corps. We
also are promoting ACAP to help soldiers
successfully transition back into the civil
sector when that time comes.
TME: What are the strategies for
increasing renewable energy and
moving Army installations toward
energy independence or Net Zero?
AYCOCK: The Army is working to improve
our energy security posture on fixed installations and in our operations. The ability
to produce, store, dispense and manage
our own energy, with reduced reliance
on outside sources, will greatly enhance
mission effectiveness.
The supply of energy, water and other
resources is limited, and managing them is
growing in scope and complexity. Improved
energy security requires reducing demand
to the lowest levels possible to achieve
mission accomplishment, finding alternative sources to meet remaining requirement, and managing what we use with a
Net Zero approach.
Since 2003, the Army has done a great
job of reducing total energy consumption
by 14 percent, while experiencing nearly
a 20 percent increase in assigned civilians
and soldiers. The Army is the leader in
the federal government in using special
contracting authorities, Energy Savings
Performance Contracts and Utility-Energy
Savings Contracts, where private companies
and servicing utilities provide initial private
capital investments to execute efficiency
projects that are repaid from realized energy
savings. The Army also has made significant
progress toward reducing petroleum usage
in our Non-Tactical Vehicle (NTV) fleet
by more than 20 percent in FY2012. We
anticipate exceeding the mandated fossil
fuel reduction of 30 percent during FY2013,
seven years prior to the mandated end date
by reducing the size of the NTV fleet to
mission essential and transitioning portions
to alternative and hybrid fuel vehicles.
To improve energy security, enhance
energy surety and comply with the
Congressionally-directed goal of having
25 percent of Army’s energy coming from
renewable sources by 2025, the Army
SOCIETY
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announced a goal to deploy 1-GW of
renewable energy generation capacity by
2025. In FY2012, we executed contracts for
delivery of 16.3-MW of additional renewable energy capacity, more than any prior
year. These initiatives, along with those
being developed by the Energy Initiatives
Task Force (EITF) under the auspices of
ASA IE&E, will improve Army renewable
energy capacity. To date, EITF has screened
more than 180 active Army, Reserve and
National Guard installations to identify
sites that have the best potential for renewable energy development. The Army has
adopted a Net Zero integrated approach
to managing energy, water and waste at all
installations. Operating with the Net Zero
philosophy, installations will move closer
to consuming only as much energy as they
produce; returning freshwater resources
back to the same watershed of that region;
and reducing or eliminating solid waste
to landfills.
As with all our initiatives, the key to
success will be teamwork with the senior
commander and a dedicated focus on
customer service for our soldiers, families
and civilians.
Maj. Gen. Al Aycock, USA, is the Director of Operations, Office
of the Assistant Chief of Staff for Installation Management.
His prior assignments include Deputy Commanding General
and Chief of Staff, U.S. Army Installation Management
Command (IMCOM). During his tenure as IMCOM Korea
Region Commander, three of five garrisons were nominated
for Army Community of Excellence (ACOE) awards; and as
Garrison Commander at Fort Bragg, N.C., the unit earned two
ACOE awards. Gen. Aycock has served in several Special Forces
assignments, including Detachment Commander, Company
Commander, Battalion Commander, Deputy Chief of Staff for
Operations (G3) at U.S. Army Special Operations Command, and Commanding General
at Special Operations Command, Korea. Gen. Aycock graduated from the U.S. Military
Academy at West Point in 1978. He also earned a Master of Education from Fayetteville
State University, a certificate in Non-Profit Management from Duke University, and a Master
of Strategic Studies from the Army War College.
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HISTO
HISTO
ASSET MANAGEMENT
An essential element of an effective
stewardship strategy for USACE Civil Works
infrastructure is the development of an approach
that maximizes the value to the nation from
its existing assets, such as Pine Flat Dam near
Fresno, Calif., while optimizing revitalization and
recapitalization of that portfolio over the next 20
years. U.S. ARMY PHOTO BY JOHN PRETTYMAN
52
ASSET MANAGEMENT
Affordable Readiness: Finding the Value of Assets
Making informed decisions regarding our nation’s assets requires knowing not just their condition or ensuring
their compliance with standards, but understanding their true value to the mission.
BY JACK DEMPSEY, P.E., M.SAME
Asset management is, by definition, riskbased and mission-oriented. This emerging field of practice seeks to better achieve
mission objectives using fewer resources—a
necessary expertise in today’s constrained
budgetary environment.
Whereas traditional life-cycle activities,
such as planning, design, construction and
facility management focus on the “what,
where, when and how” of facilities, asset
management is transformational. It cuts
across these perspectives to focus on the
“why” of facilities. This perspective is critical
to ensure that all resource decision-making
is mission and operationally oriented.
The organizing principle behind this is a
concept known as Affordable Readiness, an
approach highlighted in recent testimony
by U.S. Department of Homeland Security
(DHS) Chief Readiness Support Officer
Jeffery Orner entitled “Saving Taxpayer
Dollars: Freezing the Federal Real Estate
Footprint.” Orner, who also serves as
Senior Property Officer, appeared before
the House Subcommittee on Economic
Development, Public Buildings and Energy
Management in May 2013. He emphasized
the importance of this focus and DHS’
proactive development of smart strategies
and methodologies to make better use of its
100-million-ft² real estate portfolio.
VALUATION AND EVALUATION
Affordable Readiness as an asset management approach considers three interrelated value propositions for resource
decision-making.
1.Organizational Performance. This links
facilities and infrastructure to mission.
2.Capital Performance. This evaluates
investments based on their return on
mission.
3.Asset Performance. This evaluates the
efficiency and effectiveness of maintenance programs.
A disciplined asset management program
strategically applies these value propositions within an integrated framework that
purposefully leverages traditional life-cycle
management activities and highlights their
contribution to achieving mission goals.
When implemented effectively, missionoriented asset management changes the
focus of budgeting, allocation and prioritization discussions from merely addressing
narrow technical issues to important operational and performance-based outcomes.
In addition to DHS, several government agencies and private sector organizations are advancing mission-oriented
asset management practices through the
implementation of Affordable Readiness
practices to help apply limited funding to
support resources critical to their missions.
ASSET STRATEGIES IN FOCUS
The U.S. Army Corps of Engineers
(USACE) Civil Works program is valued
at more than $240 billion. It includes
11,750-mi of levees, harbors and inland
waterways infrastructure that handles 78
percent by weight of all U.S. international
trade, and produces 24 percent of our
nation’s hydropower. This infrastructure
is vital to our national economy and our
national security. It also is aging and in
need of investment yet highly underfunded
commensurate to that need.
To make better use of resources, USACE
is implementing an agency-wide asset
management program. Its focus is founded
on a systematic approach to maintenance
management that integrates mission dependency and maintenance criticality using
defensible performance standards linked to
desired levels of asset performance. By linking mission, risk, consequences and “value
to the nation” to assets and components, the
program is able to focus on those critical
assets that truly influence outcomes, and
subsequently reduce the level of intensity
on non-critical assets with a corresponding
benefit in resource investment.
With the evolution of the Army National
Guard from a strategic to an operational
force, it must ensure its facilities can
support the increased equipment and force
structure requirements of its dual military
and domestic mission.
A Senate Committee-directed study
recommended that the Guard modernize
its nearly 3,000 Readiness Centers throughout the United States and its territories.
Readiness Centers provide critical training
and support programs for soldiers, carry
out command and control activities for
both overseas and domestic missions, and
are organized as forward deployed staging
areas for any regional contingency when
called upon by civil authorities.
The National Readiness Center
Transformation Master Plan, prepared by
Jacobs under the direction of the National
Guard Bureau, incorporates a complex set
of integrated federal and state-level requirements and presents an initial investment
strategy with proposed funding amounts
in a prioritized project list to correct the
most critical facility shortfalls across the
inventory of Readiness Centers. The plan
presents asset information as a business
case with a focus on quality, quantity,
metrics and risk, while seeking portfolio
optimization to create efficiencies. Payback
and cost avoidances are factored into the
Capital Investment Strategy by providing a
range of funding alternatives that are holistically mission-oriented and affordable.
The Department of the Interior’s Bureau
of Land Management (BLM) manages oneeighth of the country’s surface land area.
BLM’s facilities are widely distributed,
crucial to protecting the environment
and supporting our economy. However,
the agency averages just one employee
for every 21,000-acres. This requires it to
be very efficient, and over the years has
led it to develop of one of the most attentive mission-oriented asset management
programs in the federal government. For
the last two decades, using a five-year cycle,
53
ASSET MANAGEMENT
The Bureau of Land Management’s operational approach for the asset management of its roads
program has helped the agency justify funding needs by prioritizing roads based on condition,
conservation, access and how they benefit public recreational needs. PHOTO BY TERRY SHAPIRO
BLM has systematically evaluated the relationship that each of its 61,893 real property
assets has to its many missions in order to
objectively resource decisions.
Los Angeles World Airports (LAWA),
which includes LAX and three regional
airports, is beginning a multi-billion dollar
construction program that will renew parts
of the airport and add 1.25-million-ft² to its
existing 1.12-million-ft²—without incurring any increase in the available custodial
or maintenance resources.
LAWA plans to expand its facilities without expanding its budget by incorporating
best design, construction and commissioning practices, and by implementing
a systematic maintenance management
strategy. This strategy applies an asset
prioritization process developed by Jacobs
designed to enhance the reliability of assets
critical to business (mission) performance
with a higher reliability at a lower total
operating cost. LAWA created a proactive maintenance management process
based on “Net-Positive” Operations and
Maintenance activities projected to lower
costs more than 20 percent and significantly improve reliability. Resource decision-making is directly linked to LAWA’s
objectives to provide safe, comfortable and
efficient transit for the travelers and cargo.
REMAINING MISSION-FOCUSED
These examples should no longer be
considered outliers. Current budget
austerity and global competition is forcing government agencies and all aspects
of our industry to make better use of
limited resources. Fortunately, evolving
data management practices and supportive
54
Current budget austerity
and global competition
is forcing government
agencies and all aspects
of our industry to
make better use of
limited resources.
information technologies are generating
rapid advancements in asset management.
In order to make asset management
programs truly mission-oriented, organizations must avoid limiting them by lifecycle phase boundary definitions. Instead,
they need to stay focused on incorporating organizational performance, capital
performance and asset performance. Asset
management programs that retain their
focus on these drivers ensure resource decision-making is integrated across all phases
and is fundamentally mission-oriented and
promoting Affordable Readiness.
The success of these recent asset management programs has yielded several tenets
that can serve as guidance for organizations
looking to initiate or advance a missionfocused asset management program.
• Success in moving to a mission-oriented
program is greatly improved using a
well-orchestrated strategy with a visible
executive-level champion supported by
real resource commitments.
• All change management efforts need a
robust communication plan and must
balance people, processes, IT systems
and organizational capabilities tied to
relevant, tangible objectives and criteria.
• It is important to establish a common
lexicon of terms, definitions and standards associated with the identification,
description and categorization of assets.
This critical step promotes consistent
reporting to internal and external
stakeholders and customers; supports
auditable management strategies and
asset inventories; and enables resource
decision-making across multiple mission
sets, whole facility portfolios and across
whole asset life-cycles.
• Work breakdown structures must
support activity-based and asset-based
costing. These structures help link financial, inventory and resource management
efforts to include procurement actions,
capital planning, design/construction
projects and maintenance work orders.
• Understandable, consistent and repeatable methods must be used to quantify
risk and to link resource decision-making
to desired mission outcomes in ways that
are clear and measurable.
THE WAY AHEAD
There is no single answer to defining
a mission-oriented asset management
program. Achieving Affordable Readiness
depends on how a program fits and functions in alignment with an organization’s
objectives, operational requirements,
competencies and management practices.
Good resource decisions are built on risk
analyses that consider mission consequence
as the principal motivator as opposed to
traditional methods that rely on condition
or basic compliance with standards. What is common with all successful mission-oriented asset management
programs is that they concurrently apply
the three interrelated value propositions
(organizational performance, capital
performance and asset performance) within
an integrated decision-making framework.
The ultimate goal: to better achieve mission
objectives using fewer resources.
Jack Dempsey, P.E., M.SAME, is a Principal and
Asset Management Advisory Services Leader,
Jacobs Engineering Group Inc.; 202-286-2003,
or [email protected].
ASSET MANAGEMENT
As part of the U.S. Air Force Sustainable Infrastructure Assessments project, BUILDER was used to perform highly reliable condition assessments on 119
buildings at Keesler AFB, Miss., including Alho Manor (above), which houses Keesler’s Marine Corps Detachment. PHOTOS COURTESY ATKINS
Managing True Infrastructure Costs
Practical, and affordable, data collection and modeling solutions can help facility and infrastructure managers
mitigate risk and make more effective budget decisions.
BY COL. DENNIS YATES, CFM, F.SAME,
USAF (RET.)
Facing budget cuts? You’re not alone. In
spring 2013, a key part of the Pentagon’s
strategy to mitigate the impact of forced
budget cuts resulted in the consolidation
and reduction of U.S. military infrastructure. With less money to go around, the
quality and safety of America’s military
facilities are increasingly at risk. But thanks
to effective, affordable data monitoring
and modeling technology, infrastructure
managers can get a clearer picture of their
true costs. This analysis can help identify
and prioritize facility expenses more effectively and accurately than ever before.
Some facility managers have their
resources cut back because they lack the
hard data they need to articulate their
true budget needs. However, by accurately
collecting the data necessary for a realistic
estimate of future construction, maintenance and repair costs, you are not just
reporting information—you are preparing
for the future.
When equipped with an accurate, wellresearched overview of a facility’s expected
infrastructure costs, you are much better
positioned to build an adequate and
sustainable budget that can actually be used
to achieve your objectives.
COSTS AND BENEFITS
When the military is forced to tighten
its belt, facilities management is often the
first place leaders look to trim costs. But
without knowing exactly how much it
will cost to keep buildings and equipment
running smoothly, how can you know
whether money is actually being saved
year-over-year—or simply delaying inevitable service and replacement costs? That
is why the accurate data collection made
possible by modern intelligent building/
building automation systems is so important. As buildings age, accurate data helps
identify potential problems and anticipate
infrastructure sustainment costs.
As a facility’s air filtration systems
deteriorate, for instance, poor air quality
affects building performance. Climate
control becomes less efficient. Equipment
life declines. Occupants complain about air
quality and utility bills increase. With an
interactive tracking system, you can quickly
address maintenance issues before they
become costly repair/replacement needs.
And you will have the data to accurately
show the risk of deferring maintenance.
Today’s facility management technology
integrates building design and maintenance
for continuous, automated monitoring and
feedback. Intelligent buildings can provide
real-time failure notification, and better
yet, notification of pending failures. With
data coming in real time, you are better
equipped to address infrastructure issues
as they arise, and keep facilities running
more efficiently—and with less risk of
catastrophic repairs taking you by surprise.
MODELING FOR SUCCESS
When designing a building, no one
purposefully sets out to jeopardize its
long-term safety, efficiency and sustainability by cutting corners on its systems.
Too often, however, those are the unintended consequences of budget reduction. Today’s spending cuts can sacrifice
55
ASSET MANAGEMENT
An electric designer uses BUILDER SMS metrics to
evaluate assets at Arnold AFB, Tenn.
tomorrow’s performance. The good news is
that modeling software can clearly identify
risk and help you understand what will be
the impact of reduced resources.
That level of insight helps you prioritize
your projected expenses and create a practical strategy for facility maintenance.
ADVANTAGES OF BUILDER
Data modeling can help accurately
and dynamically generate projections of
remaining service life, as well as predict
and mitigate system failures. Consider
the BUILDER Sustainment Management
System. Developed by the U.S. Army Corps
of Engineers Construction Engineering
Research Laboratory and the University of
Illinois at Champaign-Urbana, BUILDER
is a scalable, enterprise-level, web-based
software application designed to provide
engineers, architects and facility managers
with a cost-effective solution for managing
and sustaining their facilities portfolio.
Using real property data and a structured
inspection approach, BUILDER objectively computes condition index metrics
for each managed component. This allows
regular, knowledge-based inspections to
be performed that measure condition,
deterioration rates and remaining service
life. The application can be used to develop
multi-year work-plan scenarios that can
help optimize resource allocations.
Ultimately, BUILDER provides a
56
comprehensive picture of a facility’s overall performance and maintenance status.
For example, BUILDER could be used to
set expectations for the HVAC system of
a facility built in 1993. A model can be
created for the HVAC system’s chiller—
designed for a 20-year service life—that
shows the chiller’s projected durability
and recommended maintenance. As this
key element of the HVAC system nears its
20th year, the BUILDER model can help
make an informed decision about how to
approach the chiller’s decline—whether to
wait until the chiller stops working, which
may necessitate renting one until a new
chiller can be installed, or to proactively
plan for a replacement.
Atkins has used BUILDER to help military installations be more efficient, including at Joint Base McGuire-Dix-Lakehurst,
N.J., where engineers used the technology
to organize base inventory and inspect
assets through a standardized, systematic
approach. With the data they collected,
they were able to create dynamic life-cycle
models and asset work-plan scenarios,
while carefully calculating the potential
costs of deferred maintenance.
BUILDER has been instrumental in the
U.S. Air Force Sustainable Infrastructure
Assessments Project. The technology
has been implemented at four Air Force
bases—Arnold AFB, Tenn.; McConnell
AFB, Kan.; and both Columbus and Keesler
AFBs in Mississippi—and it is slated to be
implemented at 10 additional bases, with
an option for three more.
EVOLUTION OF PAVER
The nation’s military facilities also have
benefitted from the Pavement Maintenance
Management System (PAVER), which was
developed in the late 1970s to help the
Department of Defense manage the performance of its vast pavements inventory.
PAVER uses inspection data and a pavement condition index rating to consistently
evaluate pavement conditions and predict
future maintenance and repair schedules.
Today, PAVER is an American Society
for Testing and Materials standard testing
system that provides engineers with a range
of data collection options—from high-definition, geospatial imaging to laser-scanned
pavement assessments. This cost-effective
program enables infrastructure managers
to develop a pavement inventory, perform
objective and repeatable assessments, create
models to predict future conditions, and
prioritize budget dollars.
The more decision-makers can reliably
know about facilities maintenance and
repair costs, the more effectively they can
make hard budget decisions. Depending on
the nature of a facility, sustainment plans
may need to be developed that cut costs
in one area but maintain them in another.
Would a manager of a healthcare facility,
forced to cut maintenance costs by 10
percent, rather have an HVAC failure in
the waiting room, or the operating room?
Through modeling, a mission dependency
matrix can be created to drive decisions
today that can be supported empirically.
BUILDER and PAVER are very useful for
managing existing facilities. They may even
be more valuable when designing new ones.
At a relatively low cost, modeling technology can help managers accurately compare
the costs of mission-critical infrastructure
choices that will affect building occupants
and operating budgets for decades.
FUTURE WARRANTS ATTENTION
Though many take them for granted,
infrastructure needs have been gaining more and more awareness. With the
American Society of Civil Engineers’ dismal
assessment of U.S. infrastructure in its 2013
Report Card for America’s Infrastructure, as
well as the May 2013 bridge collapse on I-5
in Washington State, it is becoming harder
for leaders to ignore the infrastructure challenges. Yet the latest figures show that as a
percentage of our gross domestic product,
total public construction spending is at its
lowest level in over 20 years. Data monitoring and modeling solutions can help make
more effective use of these limited funds.
Perhaps even more importantly, today’s
technology can help “put a face on the risk”
and empower decision-makers to make the
best possible budgetary case for investing
in safe, high quality, enduring infrastructure—both inside the fence line and out.
Col. Dennis D. Yates, CFM, F.SAME, USAF
(Ret.), is Practice Manager for Infrastructure
Optimization and Asset Management, Atkins;
[email protected].
ASSET MANAGEMENT
Helping Defense Communities Save Money
New authority allows military installations to enter into inter-governmental support agreements
with state and local governments to mutually share services.
BY GLENN SEITCHEK, P.E., and STEVE
BONNER
The National Defense Authorization Act
for Fiscal Year 2013 (2013 NDAA) has
provided military installations with new
authority to enter into agreements with
state and local governments to mutually
share services. In an era of shrinking
defense budgets, the U.S. Air Force and U.S.
Army are aggressively implementing this
new law to achieve installation-level operating efficiencies. State and local governments
face similar budget pressures.
Partnering with other organizations that
perform similar activities can leverage each
organization’s strengths and resources to
create mutual value in excess of what can
be accomplished independently.
NEW LEGAL AUTHORITY
Section 331 of 2013 NDAA provides
authority for military installations to enter
into inter-governmental support agreements with state and local governments to
mutually share services. The Air Force and
the Army are developing policies to implement this new authority while encouraging installation leaders to explore areas of
common interest with communities. While
early results have produced promising new
initiatives to help reduce costs, the discussions also are shaping a shared vision for
the installation as part of the community.
The new law, codified as 10 USC § 2336, is
intended to promote collaboration between
the Department of Defense (DOD) and
local governments by creating economies of scale and leveraging each party’s
strengths. This legal authority only can
be used when a prospective provider of a
service is already performing that function.
The services are authorized to enter into
inter-governmental agreements, sourced
on a sole source basis, for a term not to
exceed five years, and utilizing the existing
A program that began in the 1990s between the Army’s Defense Language Institute and Presidio of
Monterey (above) and the City of Monterey, Calif., to share services and facilities is considered the “gold
standard” for inter-governmental partnering. PHOTO BY STEVEN SHEPARD, PRESIDIO OF MONTEREY PUBLIC AFFAIRS.
wage scales of the provider, rather than
Davis-Bacon Act rates. Payment for services
performed by DOD can be “credited to
the appropriation or account charged with
providing installation support” and do not
accrue to the U.S. Treasury. The law is clear
in allowing inter-governmental support
agreements to bypass standard acquisition contracting methods of competitive
bidding. Some limitations exist. Existing or
proposed mutual aid agreements for police
and fire protection cannot be circumvented,
and installations cannot avoid the requirements of OMB Circular A-76 governing the
competition of commercial activities.
The military has leveraged partnerships for years. The structure of partnerships ranges from government-owned/
government-operated facilities (such as
Brooks City-Base, Texas) to governmentowned/contractor-operated entities (like
Sandia National Laboratory), or privatized
activities like housing. Partnering agreements can be documented informally
through a Memorandum of Agreement or
formally through a contract or lease with
legal language. Some agreements can be
executed by the installation commander
while others require higher approval.
THE MONTEREY MODEL
The “gold standard” for this type of agreement between governmental agencies to
share services and facilities is a program
that began in the 1990s between the City of
Monterey, Calif., the Presidio of Monterey
and the Defense Language Institute (Army).
What started as an elevator maintenance
agreement provided by the city grew to
include the city providing services ranging
from firefighting to internet to child care.
This pilot is known today as the “Monterey
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ASSET MANAGEMENT
operations. A recent study at Klamath Falls,
Oregon, identified a requirement for the
ANG unit to maintain a source of aircraft
mechanics. The community started a training program that benefits the unit while
providing job opportunities.
AIR FORCE PURSUES PARTNERING
Mayor Jack Fry of Midwest City, Okla., and
Col. Steven Bleymaier, USAF, Commander,
72nd Air Base Wing, sign a Memorandum of
Understanding in March 2013 dealing with
juvenile intervention for minor crimes and a
Memorandum of Agreement for jail services.
The agreements were reached as part of the Air
Force’s “P4” Community Partnership Initiative.
U.S. AIR FORCE PHOTO BY KELLY WHITE
Model” for partnerships and has evolved
to include more cost-benefit advantages.
The City of Monterey now performs most
of the base operating support services for
the Presidio of Monterey (Army), as well
as for the Naval Post Graduate School (U.S.
Navy). These services include fire and
emergency response, recreation facilities
and building maintenance. To comply with
California law, Monterey established a Joint
Powers Agency that further enhanced
the inter-governmental partnership by
enabling the city to perform services for
the City of Seaside. A recent internal audit
estimated that DOD was saving more than
$4 million per year—22 percent less than
traditional base operating support contracting. Monterey also now has an intimate
familiarity with DOD facilities and, should
these bases ever close, reuse would be
substantially easier and more cost effective.
LEVERAGING EXISTING ASSETS
In 2007, the Army approved a first-ofits-kind partnership for the City of Sierra
Vista, Ariz., to provide library services for
Fort Huachuca soldiers. The Army avoided
the cost of replacing and operating an old
facility. While Fort Huachuca does fund the
city to purchase unique Army materials,
the Army estimates the partnership’s total
savings exceed $2 million.
The Air National Guard (ANG) is an
ideal model for community partnering as
its operations are smaller and often involve
using a civil airfield where they depend on
commercially available services to support
58
In September 2012, the Air Force established an office under the Deputy Assistant
Secretary of the Air Force for Installations
(SAF/IEI) to study and prototype a partnering program with local communities.
Recognizing that initiatives are likely to
occur in all areas of the Air Force, a crossfunctional team of subject matter experts
was assembled to serve as a task force for
removing bureaucratic obstacles and help
the bases achieve their goals.
Building on studies completed for ANG
at Klamath Falls and Ellington Field,
Texas, SAF/IEI offered and paid for a sixstep engagement process for installations
that volunteered to participate. The bases
were responsible for securing community support for exploring partnering—
though there have been a couple instances
of communities reaching out to the Air
Force to initiate a partnership. A total of 15
installations are in the initial program. The
first installations to complete this process
identified more than 200 potential partnering opportunities. While some ideas, like
utilizing the jail of Midwest City, Okla. to
house Tinker AFB inmates, have resulted
in minor savings so far, a Memorandum
of Agreement was easily approvable by the
local commander. Other initiatives with
larger monetary savings will take longer
to develop, but the seeds have been planted
In addition to achieving operational efficiencies and saving money, the Air Force
wants to establish a culture where partnering outside the fence line is the norm.
Additional benefits are possible as cities
recognize they can partner with one other
and the base to achieve greater economies
of scale in services and material purchases.
ARMY EXPLORES SHARED SERVICES
The Army, led by the Army Privatization
Office of the Assistant Chief of Staff,
Installation Management (DAIM-ISP),
is using lessons learned from housing,
utilities and lodging privatization efforts,
as well as its success with the Fort Huachuca
library partnership, to advise its approach.
The Assistant Secretary of the Army for
Installations, Energy and Environment,
recently released a memo informing all
Army Commands and direct reporting
units about the new partnering authority
saying, “I would like to see every installation evaluate opportunities and dialogue
with their State and local governments to
identify opportunities for shared services.”
DAIM-ISP is to issue interim guidance
and initiate a series of pilot projects by the
end of FY2013. The Army also is maintaining close ties with the Air Force partnership program, capturing best practices and
lessons learned. DAIM-ISP is working with
SAF/IEI to initiate at least one cross-service
regional partnership in an area with a
concentration of bases, such as the Front
Range Region of Colorado.
FOCUSING ON THE FUTURE
As the Air Force’s initiative moves to
full program status, and the Army puts a
focused and streamlined process in place,
the impetus to partner driven by budgetary concerns and strong support from
Congress is clearly gaining momentum.
Early partnership results are promising, and
new deals that will validate the long-term
value of the concept are being negotiated.
Perhaps just as important, the Air Force
program also is engendering a spirit of
innovation at participating bases. Efforts
to streamline aircraft parts acquisitions,
improve the profitability of Morale, Welfare
and Recreation services, and even create
water quality credit trading are all initiatives
born during brainstorming.
This entrepreneurial spirit is essential not
just in addressing short term budget crises,
but for creating the base of the future as
military technologies and missions, demographics of personnel, and approaches to
managing infrastructure evolve.
Glenn Seitchek, P.E., is Lead Associate, Booz Allen
Hamilton Inc.; 703-412-7415, or seitchek_glenn@
bah.com.
Steve Bonner is President & CEO, SONRI Inc.,
and Adjunct Faculty, Center for Leadership in
Global Sustainability, Virginia Tech; 210-3878628, or [email protected].
ASSET MANAGEMENT
Military training facilities must simulate as closely as possible the scenarios that will confront America’s troops while being flexible to meet new demands.
Above, Marines go through fire sustainment training at Firing Range O’Brien 1, Camp Leatherneck, Afghanistan. U.S. MARINE CORPS PHOTO BY LANCE CPL. JUSTIN WILLIAMS
The Flexible Firing Range
Because the next war will always be different, firing ranges must have flexible designs.
BY CHRIS LOWE, P.E., M.SAME
The conditions under which American
soldiers must fight, as well as the technology used on both sides of a conflict, are
constantly changing. To maintain readiness for such engagements, the military’s
training facilities, including firing ranges,
must simulate as closely as possible the
environment that will confront our troops.
Combat soldiers may find themselves
securing buildings in an urban environment, protecting a rural village or pounding enemy lines. Troops may be fighting
individually or with small or large units.
They may be fighting terrorists as part of a
platoon or with a special operations force.
To represent scenarios such as these,
training and firing range designs must
tackle the following challenges: staying
flexible enough to allow for easy reconfiguration; mastering the complexities of
specialized installations; managing surface
danger zones; and selecting and maintaining the right materials.
ADAPTING TO CHANGE
Training and firing ranges are living,
breathing assets that demand unique
design and management to stay missionready, and the need to allow for renovation.
A new range built to develop new skills
may need to be quickly reconfigurable, as
corroborated by the Department of the
Army manual, Training Ranges: “Live-fire
ranges and facilities will be even more
important for units in the future as they
must be able to deploy and be operational
within ninety-six hours in a combat zone.”
U.S. Army ranges also must change to
accommodate more powerful and more
lethal weapon systems. As Training Ranges
notes: “With greater firepower and maneuver capabilities, the requirement for range
land will continue to grow. Acquiring
additional range lands will be difficult,
so sustaining our current range lands
becomes a critical task. Challenges to range
land acquisition include: encroachment
of commercial and private development,
protection of threatened and endangered
species, loss of wetlands, prevention of soil,
surface and ground water contamination,
deterioration of air quality and noise effects.”
The first solution to this challenge is
to provide training and firing ranges that
enable more than one kind of training. The
second is to include in the initial design the
ability to reconfigure facilities to meet new
demands quickly and economically.
MULTIPLE-USE BUILDINGS
At Fort Campbell, Ky., one of the training
ranges contains a sniper rappelling tower.
This example shows how a single facility
can serve a variety of training needs. Each
face of the five-story tower is finished with
a different material: stucco, vinyl, stone
and concrete. These materials all provide
a different feel for a rappelling soldier. The
tower also doubles as a station in a firing
range. Removable wall panels allow for
live fire from inside the building at targets
located down the range. Trainees can practice shooting from different heights and
from rooftops that are constructed with
varying slopes from materials such as metal,
shingles and clay tiles.
59
ASSET MANAGEMENT
More sustainable and low-maintenance materials are being used in design and renovations of training
and firing ranges to ensure better long-term cost management. U.S. ARMY PHOTO BY STAFF SGT. AMANDA SMOLINSKI
SPECIALIZED FACILITIES
At the regional training center at Fort
A.P. Hill, Va., the Asymmetric Warfare
Group trains fighters to identify and take
advantage of vulnerabilities in attacking
enemies. Its training complex provides
highly specialized training on an urban
range called the Military Operations Urban
Terrain Battle Lab Area. The complex
consists of 22 buildings and three kinds of
sites—urban, village and primitive.
The urban site is the most developed.
It has 11 buildings, including a five-story
hotel/apartment building; five-story
government building/embassy; underground subway station and track; transit
station building; mosque and church;
hospital/clinic; a school with a basement
and fenced compound; a bank; emergency
service station/jail; and a power plant.
The village site has a two-story hotel
and restaurant, government building, post
office, religious facility, storage building
with a walled compound and a school. The
primitive site has a mud hut, two checkpoint buildings, four sheds and a stone
privy. A road network in the Battle Lab
Area trains drivers to overcome unexpected
obstacles, including a water hazard, sand
hazard, tunnel hazard and riprap hazard.
SURFACE DANGER ZONES
A key safety challenge in firing range
design involves managing surface danger
zones. For instance, when Fort Hunter
Liggett, Calif., designed a machine-gun
60
To better manage longterm costs of training
ranges, vendors are
developing materials that
limit maintenance.
range with seven lanes, the initial design
placed three lanes for 50-caliber rounds on
the south side of the range and four lanes
for 7.62x51-mm rounds on the north side.
Further analysis revealed that the
6,500-M surface danger zones (for 50-caliber rounds) put one of the roads inside
the installation at risk. To remedy this,
designers exchanged the 50-caliber lanes
with the 7.62x51-mm lanes. These rounds
had a range of only 5,300-M for the surface
danger zone and would fall well short of the
road. Moving the 50-caliber lanes to the
north side of the range provided the extra
length necessary to isolate the danger zone.
MAINTENANCE AND MATERIALS
As U.S. military involvement in the
Middle East winds down, interest in urban
training ranges may wane. What happens
to these sites becomes a long-term management issue. Fewer funds will be available to
maintain existing facilities, making it more
difficult to upgrade and reconfigure them
to meet training challenges. Moreover,
when facilities are modified, the changes
are often motivated by a need to reduce
maintenance costs. Examples include
smaller grass-covered areas to mow, target
emplacements that require less re-grading
at the berms, and better protection for
power and communications lines.
Budgets also must balance the cost of
materials with user requirements. There is a
wide range of materials to choose from, with
an equally wide range of price tags. Live Fire
Shoot houses require bullet-absorbing wall
systems to protect the training personnel
as well as the areas adjacent to the facility.
There are various types of wall systems that
can provide ballistic protection, but initial
maintenance costs vary significantly. Sandfilled plywood walls offer inexpensive initial
costs, but require extensive maintenance to
keep the facility operational. On the other
hand, rubber-faced steel plate wall systems
require high upfront investment but have
little to no maintenance costs.
To better manage long-term costs of
training ranges, vendors are developing
materials that limit maintenance. Shockabsorbing concrete, for instance, improves
safety by reducing ricochets. Rounds that
do not penetrate simply fall in front of the
concrete. Shock absorbing concrete also
reduces maintenance costs by containing
rounds and by reducing lead leaching.
Because less lead leaches into the soil,
environmental cleanup costs are lower. And
shock-absorbing concrete, when it reaches
the end of its use at the site, can be classified
as industrial waste instead of hazardous
waste, which lowers its disposal costs.
SUSTAINING THE MISSION
Flexible firing range designs have proven
their worth by providing facilities that
support multiple protocols of training, by
managing surface danger zones and by
utilizing creative and cost-effective lowmaintenance materials.
These designs ensure that training ranges
can be kept in good repair after a war and
can be returned to service quickly when the
need for new marksmen arises.
Chris Lowe, P.E., M.SAME, is Project Manager/
Civil Engineer, Mason & Hanger, a Day &
Zimmermann Company; 859-252-9980, or chris.
[email protected].
ASSET MANAGEMENT
Pursuing Excellence Through Information
Infrastructure benchmarking is a simple and effective method for improving facility performance, and is ideal
for large-scale organizations with a vast real property portfolio.
BY CAPT. BERT D. LIDDELL, M.SAME,
USAF
The Civil Engineer community of the
U.S. Air Force is undergoing an enterprise-wide organizational change known
as “CE Transformation.” This change
involves a structured implementation of
asset management principles to include:
conducting and articulating analysis on
infrastructure condition and performance;
resolving issues inhibiting an asset’s ability
to perform at an optimum level of service;
and identifying requirements to improve an
installation’s built and natural environment.
One simple and effective method for
incorporating these diverse principles is
infrastructure benchmarking.
When properly utilized, infrastructure
benchmarking has significant potential to
aid large-scale organizations such as the
Air Force as they seek to improve asset
performance. Comparing productivity of
similar facilities drives the identification
of actionable best practices for advancing
infrastructure efficiency.
WHAT IS BENCHMARKING?
Infrastructure benchmarking identifies
optimization opportunities for an organization’s built environment through the lens of
practical and comparable realities.
Benchmarking compares related assets to
identify continuous improvement opportunities. The practice facilitates the ability to:
1) analyze similar assets identified as leading performers; 2) explore their differences;
and 3) develop feasible corrective action
plans to reach identified out-performing
comparable infrastructure.
This is extremely relevant today, given
the continuing cost increase of energy and
operations—and tighter operating budgets.
Decisions concerning facility utilization
and funding for new construction, maintenance, repair and demolition are under
constant scrutiny for alignment with organizational strategy. For example, Air Force
civil engineers are looking to implement
existing tools for gathering data and analyzing real property portfolios. Their goal: to
support monetary allocations that increase
building performance and the bottom line.
Incorporating benchmarking strategies to infrastructure provides a way for
large organizations like the Air Force to
identify best practices implemented by
similar systems. Execution of these best
practices reduces costs associated with
lower-performing infrastructure.
THE BENCHMARKING PROCESS
Applying benchmarking to assess infrastructure can be uniquely effective throughout the Department of Defense, especially
when considering the vast inventory existing within its real property portfolio. Most
critically, installations can identify facilities
with high resource consumption histories
as prime targets for benchmarking.
The benchmarking process is carried
out in four steps: plan, collect, analyze and
implement. Planning involves identifying
an asset in need of improvement, selecting
performance measures and determining
data collection requirements. Collecting
includes finding benchmarking partners,
acquiring data and determining leading
performers. During analysis, performance gaps and root cause differences
are researched and case studies of best
practices are developed and assessed for
possible execution. Lastly, implementation
comprises mapping out pathways through
action plans for best practice execution and
methods for documenting improvements.
INFRASTRUCTURE APPLICATION
At Dover AFB, Del., 200 facilities accumulated more than $2 million in corrective
maintenance during the first nine months
of FY2012. However, just 10 facilities were
responsible for consuming 20 percent of
Data collection on Air Force installations helps
ascertain which facilities and operations need
infrastructure benchmarking against comparable
facilities across the service. U.S. AIR FORCE IMAGE
that total cost. These 10 buildings provide
an opportunity to benchmark against similar real property assets across the Air Force
to identify possibilities for improvement.
Every installation has assets like these
that would benefit from benchmarking—in
fact, some of the biggest offenders may not
be obvious, but they are just as much a line
item on the balance sheet and carry necessary energy and maintenance costs.
At Dover, for instance, of the 10 facilities that consume 20 percent of the base’s
corrective maintenance budget, one is the
Child Development Center (CDC). CDC’s
are a common operation at Air Force installations worldwide, with 175 documented in
Air Force global real property records. This
large inventory pool provides the ability
to identify comparable facilities to use as
benchmarking partners while evaluating
accessible internal data.
61
ASSET MANAGEMENT
With at least 175 Child Development Centers documented in global Air Force real property records,
including at Little Rock AFB, Ark. (above), this facility type lends significant comparable data that can be
used to build energy and maintenance savings goals. PHOTO BY 2ND LT. JOHN W. STRIBLING, USAF
FINDING BEST COMPARISONS
The key in benchmark planning is identifying the best comparisons. Exploring
facility demography provides context to
ensure relevant comparability. The CDC at
Dover is just over 24,000-ft² and was built
in 1971. Examining the entire Air Force
CDC portfolio through filters identifies
similar facilities that could be considered
as benchmarking partners. There are two
others that emerge as ideal candidates
through this prism, Barksdale AFB, La.,
and Little Rock AFB, Ark. Each is similar
in size to the CDC at Dover and all were
constructed within one year of each other.
If necessary, other demographics could be
considered to expand the pool of comparisons or to identify stronger candidates for
benchmarking. Some examples includes
building age, climate, geographic area,
hours of operation, quality rating, maintenance service quality, rental rate, occupancy
counts and primary usage.
Collecting data is essential to illuminating an asset’s performance. Most commonly
used benchmarking metrics in industry are
associated with consumption, costs and
space related data. These can be applied to
many fields of expertise in facility management operations such as energy, maintenance and janitorial responsibilities. There
are a number of measures that can be used
62
for comparative analysis: electrical usage
per area; total energy per area; maintenance
cost per area, per occupant and per task
order completed; gross area per occupant;
janitorial cost per area cleaned; and electrical usage and electrical cost per occupant.
The large volume of data collected for
Air Force facility systems provides quality benchmarking opportunities. Through
current information systems, facility data
can be available for collecting and calculating any performance metrics of interest.
Consider the CDC’s at Dover, Barksdale and
Little Rock. An analysis of the Air Force’s
maintenance and utility data collection
systems enables information to be compiled
for measuring infrastructure performance.
By identifying maintenance and energy
consumption data, analysis can be done
to model the performances of the three
CDC’s against one other. Benchmarking
analysis results can be presented graphically
to compare performances.
Useful questions can be derived from
this. One of the CDC’s outperforms the
other two in maintenance operations.
Another is the most energy efficient. Why?
Benchmarking analysis shows the potential
of finding efficiencies through analyzing
these questions.
An effective method is to identify best
practices of leading performers through
survey, such as a series of yes or no questions
regarding whether or not an organization is
adhering to industry recognized best practices in any given infrastructure management field of expertise. For example, a
list of best practices could be developed
that allows an organization to survey its
performance and benchmarking partners.
Surveys conducted for each CDC on
industry-recognized best practices in both
energy and maintenance performance presents very interesting results. For instance,
the CDC with the largest preventive maintenance effort corresponded with the lowest
overall corrective maintenance cost/ft² of
facility footprint. The survey also showed
the CDC that lacked facility commissioning
programs, tinted windows, double pane
windows and window coverings also had
the highest consumption in total energy.
TAKING EFFECTIVE ACTION
Once best practices have been identified as possibilities for implementation,
the next step is to take action. An action
plan with specific goals set for achieving
improvement, and an identified strategy
for documentation of results is essential
to benchmarking success. Goals should
involve improving performance to reach
benchmarking partners.
Geographically separated large-scale
organizations such as the Air Force have
a tendency to work independent of each
other. It is a continuous endeavor to achieve
a more centralized approach to improve the
organization as a whole. Benchmarking
provides a framework for executing actionable analysis to improve infrastructure
performance by coordinating information
across the entire enterprise.
Asset management of infrastructure
systems, particularly across the Air Force,
searches for efficiencies and documentable improvements in performance.
Incorporating infrastructure benchmarking into an organization’s best practices
provides a pathway for continuous
improvement—a concept sought by all in
successful asset management execution.
Capt. Bert D. Liddell, M.SAME, USAF, is
Engineering Management Instructor, The Civil
Engineer School, Air Force Institute of Technology,
Wright-Patterson AFB, Ohio; 937-255-5654 Ext.
3509, or [email protected].
ASSET MANAGEMENT
Demanding Standards—Training and
Qualifications for Federal Facility Managers
The Federal Buildings Personnel Training Act has provided a set of core competencies that federal facility
managers need to attain, and maintain.
BY STUART HARRISON, P.E., CFM,
M.SAME
The demands on a facility manager are
considerable and evolving, with an added
complexity for those who manage federal
facilities. The 2010 enactment of the Federal
Buildings Personnel Training Act (FBPTA)
provided a set of core competencies
federal facility managers needed to attain
and retain—essentially the “what” but not
the “how.” Current facility management
community discussions are considering
this “how,” or if one is even needed.
Disparate frameworks between the
Department of Defense (DOD), other
federal facility managers and the remainder
of the community do not serve the public
interest nor make best use of the limited
resources available to train, educate, certify
or register facility managers.
U.S. ARMY PHOTO BY GLORIA MONTGOMERY
EVOLVING REQUIREMENTS
Facility management is a multi-disciplinary occupation that encompasses
many facets, including engineering and
non-engineering disciplines. Historical
practice has been for building maintenance
personnel, supervisors of tradesmen, or
custodial employees to evolve into facility
engineer positions as demands for a central
facility point of contact emerged.
This evolving occupation grew in stature
in the 20th century as building systems such
as HVAC, electrical, fire systems, physical
security and plumbing grew in complexity.
Advancements over the past 50 years in IT
systems, like supervisory control and data
acquisition (SCADA), load management
systems (LMS) and computerized maintenance management systems (CMMS), place
increasingly significant demands on those
professionals focused on facility operations.
U.S. ARMY HDR PHOTO ILLUSTRATION BY MARC BARNES
New facilities like Fort Hood’s Warrior Transition Brigade Complex (top) and the Department of
Defense’s Mark Center (bottom), present an increasingly complex environment for facility managers.
COMPLEX FACILITIES
While facility management is multidisciplinary, the buildings that modern
society needs are becoming much more
specialized. From commercial facilities and
health care buildings to schools, federal
complexes and military installations, the
magnitude of this development is considerable, though understandable, given the IT
design tools available. In DOD, few military
engineers start their careers focused on
facilities, yet many find themselves in the
facilities occupation at some point during
their professional years.
Against this backdrop of an ever-developing facility management profession operating increasingly complex facilities is the
overall aging of the infrastructure portfolio
in the United States. According to a report
by the U.S. Government Accountability
63
ASSET MANAGEMENT
Tech. Sgt. Clement Cheung, USAF, 8th Civil
Engineer Squadron HVAC Technician, lines up a
pipe on a new A/C unit at Kunsan AB, Korea. The
HVAC team is responsible for maintaining cooling
and heating units at nearly 300 Kunsan facilities.
U.S. AIR FORCE PHOTO BY STAFF SGT. BRIGITTE N. BRANTLEY
Office, Federal Buildings Fund: Improved
Transparency and Long-term Plan Needed
to Clarify Capital Funding Priorities, the
owned federal buildings in the General
Services Administration’s (GSA) portfolio
average 48 years in age, close to the life
expectancy of most commercial buildings.
In addition, the report found that GSA’s
buildings that are “over 61 years old are
responsible for about 40 percent of its total
maintenance liability.”
INDUSTRY CREDENTIALING
Professions invariably require an authority to work with legitimacy conveyed
through institutions, experience, or other
means. The term “professional engineer”
identifies an individual licensed to practice engineering and provide engineering
services to the general public. In the United
States, such individuals are registered at
the state level and receive their license to
practice in that specific jurisdiction. As
such, professional engineers must apply
to receive reciprocity (“comity”) between
states as there is no federal or national
licensing organization for registration.
For facility managers, one organization that supports the profession is the
64
International Facilities Management
Association (IFMA). To meet its stated
mission to “advance the facility management profession by providing exceptional
services, products, resources and opportunities,” IFMA provides three certification programs: Facility Management
Professional (FMP); Sustainability Facility
Professional (SFP); and Certified Facility
Manager (CFM). These programs provide
credential and certification programs
but are not based on any jurisdiction or
other nationally established standard.
IFMA though is just one organization
that provides qualifications. The Building
Owners and Managers Institute and the
Institute of Real Estate Management also
offer recognized industry credentials.
three-tier program focuses on contract
administration, earned value management,
risk management, Six Sigma and related
topics. It is not geared towards the FBPTA
competency listing nor does it represent
itself in covering these topics. The program
is available for DOD and other federal
government personnel with contractors
authorized on a “space available” basis.
Reviewing the authorities for facilities
managers to practice their profession
shows the disparity within this industry.
Recent progress is evident for federal
building personnel—but the profession
itself remains fragmented and in need of
additional structure to support the growing
demands on facility managers.
TRAINING AND EDUCATION
Data available through the Federal
Reserve Bank of St. Louis indicates that
U.S. public construction as a percentage of gross domestic product is lower
than it has been in more than 20 years.
Maintaining current infrastructure to the
highest degree possible is a cost-efficient
approach, yet maintenance of existing assets
is routinely underfunded. What’s worse,
underfunding on maintenance presents
a greater long-term liability than it does a
short-term savings. The National Research
Council found that every $1 in deferred
maintenance and repair work results in a
long-term capital liability of $4 to $5.
Having to do more with less will continue
to create demands on federal facilities and
of those professionals charged with keeping
them mission-ready. This challenge will
not be easy to overcome—but a consistent
approach to the registration, certification,
education and training of those involved in
facility management is a good start.
Congress recognized with the 2010
enactment of FBPTA that there is a real
need for specialized knowledge and abilities
of federal facilities managers. Using the core
competencies addressed by FBPTA as a
basis for professional registration on a jurisdiction basis, either nationally or by state,
is an evolutionary step in the professional
standardization of facility management.
FBPTA provides for establishment of a
baseline of competencies for federal facility managers. Congress passed FBPTA to
ensure that the federal building operations workforce is adequately trained and
that federal buildings are as productive as
possible and properly serviced to achieve
the highest possible return on investment
over their projected operating life. The act
requires GSA to identify the necessary
core competencies for federal building
operations and management personnel, the
methods required for demonstrating these
core competencies, and a recommended
course curriculum for all personnel
involved in building operations, management and other facilities areas.
GSA published the federal facility competency listing in June 2012. Most facilities
subject matters experts consider this listing
detailed and thorough. It also succinctly
addresses the congressional requirement
to identify the necessary core competencies
for federal buildings personnel. Indeed,
the GSA listing provides the “what” that
is deemed appropriate for federal facility
managers. Creating the “how’” to achieve
the “what” is the next step in the logical
progression for the professional education
and development of facility managers.
The Defense Acquisition University
Facilities Engineering Program is one
established means of providing continuing professional education and development for federal building personnel. This
CURRENT AND FUTURE TRENDS
Stuart Harrison, P.E., CFM, M.SAME, is Vice
President for Facility Support Services, AECOM;
703-482-0255, or [email protected].
ASSET MANAGEMENT
MOVING FACILITIES FORWARD
The future of the facility management discipline is an issue that
frequently comes up at International
Facility Management Association
(IFMA) conferences, and is regularly on the minds of our more than
23,000 members around the world. The
answers will inevitably vary depending
on who you ask, where they work and
what type of facility they manage.
As budgets have shrunk and belts
tightened in recent years, the C-suite
has looked to facility managers to
do more with less. At the same time,
facilities have grown more complex
as their occupants strive to improve
how spaces are deployed. This is true
for both the public and private sectors.
Necessity is the mother of invention,
and we’re experiencing something of a
renaissance within the facility management industry as innovative solutions
arise as a matter of survival. Facility
management is more important today
than it has ever been and modern facility managers are playing key roles in
crafting organizational strategy.
Far from simply reacting, IFMA
is empowering our members to help
drive this change. We are leveraging
our diverse membership to identify
problems and workable solutions and
distribute them broadly. In addressing
shared challenges, IFMA is unique in
that we can draw on cultural perspectives from 85 countries to set benchmarks and best practices. That gives us
a huge advantage in finding solutions
to help guide the industry forward.
For example, as facility managers
grapple with the tremendous amounts
of data that result from complexities
of new technology, IFMA is blazing
trails in FM Knowledge Management
to harness this information. Whatever
the future holds, IFMA strives to help
ensure our members are strategically
situated to take advantage of opportunities, avoid problems and shape the
way the profession evolves.
Tony Keane, CAE
President & CEO, IFMA
High-performance buildings, such as the Robert H. Jackson U.S. Courthouse in Buffalo, N.Y., bring new
challenges for the facility management profession. GSA PHOTO
The Future of Asset Management
BY LT. COL. THOMAS L. MITCHELL JR.,
CFM, CFMJ, M.SAME, USAF (RET.)
The future of asset management depends
on many variables. The fiscal and political
landscape is driving chief decision makers,
particularly those leading large and/or
geographically separated operations, to
evaluate how best to reduce operating costs
by leveraging their facilities more efficiently
and effectively, while at the same time minimizing the risk to business continuity.
It is safe to say, that whatever the future
holds, asset management business practices—systematic processes for maintaining, upgrading and operating physical assets
cost effectively—will grow in importance
for facility managers (FMs), as long as their
leadership and customers recognize and
respect the value these methods contribute.
In 2011, the International Facility
Management Association released a
comprehensive research report, “Facility
Management Forecast – Exploring the
Current Trends and Future Outlook for
Facility Management.” The report outlined
several major themes expected to impact
the future of the profession.
• Sustainability continues to grow in
importance around the globe, and organizations have begun to incorporate it into
business goals and culture. Sustainability
has moved from an emphasis primarily
for new construction to something that
impacts existing building operations.
• Complex building technology offers
opportunities for FMs to better manage
facilities. FMs also need to ensure
adequate training is in place to educate
practitioners on new systems.
• Aging building stock is growing in
importance as building systems reach
and exceed their expected operating
lives. Significant questions of “repair or
replace” must be addressed.
• Facility data management will increase
the quantity and complexity of data
available to FMs through new reporting protocols. This poses challenges and
opportunities for the profession. More
facility departments have added the
ability to convert raw data into usable
and meaningful information that leads
to informed decision making.
• Finding tomorrow’s top talent to fill the
labor gap created by the proliferation of
high-tech buildings and the retirement
65
Higher
ASSET MANAGEMENT
Reliability Centered Maintenance
High Impact Zone
Equipment Reliability
Total Productive Maintenance
Predictive Maintenance
Planned Maintenance
Reactive Maintenance
Lower
CONCEPTUAL NOT TO SCALE
Lower
Maintenance Expense
Higher
IMAGES COURTESY IFMA
of the existing FM workforce is a critical
challenge for the future of the profession.
To do so, FM representatives will need to
increase branding and outreach.
• Elevate FM refers to the growing desire
to improve the recognition and perceived
value of the profession within the corporate hierarchy. Many have achieved
success in this arena through careful
alignment with their organizations’
missions and by emphasizing facility
professionals’ role as managers of significant assets and enablers of the organizational mission, vision and values.
• Evolving skill sets and business
acumen will be a central component
of FM no matter what the future holds.
Organizations are expanding their FM
expectations to include both technical
and business acumen. The latter will
require FM professionals to think and
act strategically and to communicate in
the language of the C-suite.
• Enhancing productivity will become
a key part of the value of FM. There’s a
growing recognition that FM contributes
to the health and well-being of building
occupants, benefiting efficiency, productivity and profitability—key pillars of any
organization’s bottom line.
As chief decision makers increasingly
recognize the total cost of operating their
facilities, the impact of facility management on business operations, workforce
health, and safety and the environment will
increase. This, along with emerging technological, geopolitical and socioeconomic
trends, will provide visibility to the value
FMs provide to end users who seek greater
asset operational efficiency.
66
Turning to internationally proven best
practices, FMs who implement and sustain
a facility asset management program
(FAMP) can maximize their facility portfolio’s functional life, increase utilization
efficiency and reduce operating costs.
In general, FAMP offers five core
components:
1.Asset inventory and condition assessment. After establishing organizational
priorities, asset demands and available
financial resources, FMs can conduct a
facility and supporting infrastructure
inventory. This includes the capture
of building systems such as plumbing, electrical and HVAC. With an
accurate inventory in hand, FMs can
conduct a life-cycle assessment of the
facility asset portfolio’s conditions and
define an optimal performance level of
service by linking asset condition as a
means of enabling business operations.
2.Portfolio management decision
making. By combining asset condition and organizational mission, FMs
can identify strategic asset portfolio
opportunities using the asset priority
index (API). API is a valuable qualitative metric tool used for portfoliolevel analysis; it provides the ability
to prioritize assets based on condition
and mission support, enabling leadership to align funding and to allocate
resources for their most valued assets.
3.Data analysis and capital investment
planning. Asset inventory data performance analysis, along with investment
planning capability, helps FMs better
understand facility asset performance
capability, estimate life-cycle costs, and
create capital investment plans based
on requirements, funding expectations, or both. This FAMP competency
empowers FMs to confidently make
data-driven recommendations so that
chief decision makers make informed
investment decisions that maximize
asset performance and value.
4.Facility commissioning/ownership
transition. The commissioning team
facilitates the acquisition, installation
and transition of an acquired building
system over to operational use by the
new owner, in accordance with the
design intent and operational levels
of service needed for the organization. Commissioning efforts prove
to be most effective when incorporated throughout the planning stages,
with designers and facility operators
included in the process.
5.Asset maintenance. An appropriate maintenance regime will ensure
assets are running at optimal levels
and FAMP value is maintained. For
the most critical assets, FMs should
go beyond planned or even predictive
maintenance programs and strive for
mature maintenance processes, such
as reliability centered maintenance
(RCM). RCM yields the highest level
of equipment reliability for the least
amount of maintenance expense.
The integration of FAMP competencies
better enables the efficient, effective and
economic delivery of facility and infrastructure mission capabilities.
During the foreseeable future, the most
successful facility professionals will be those
who proactively meet today’s challenges and
turn them into tomorrow’s opportunities.
Best practices like FAMP will enable FMs
to provide more value to their organizations
and position them as partners involved in
high-level decision making within their
organizational leadership.
Lt. Col. Thomas L. Mitchell Jr., CFM, CFMJ,
M.SAME, USAF (Ret.), is Lead Associate, Facilities
and Asset Management Consulting Services,
Booz Allen Hamilton, a member of the National
Institute of Building Science Board of Directors, and
Chairman, IFMA Board of Directors, 2009-2010;
INFRASTRUCTURE RESILIENCE AND CYBER SECURITY
Naval District Washington officials present their smart grid pilot to Department of Defense leadership. The team displayed energy conservation technology,
such as EnergyGuard, a wireless sensor interface device for digital control systems, and VirtualFence, a wireless video sensor for infrastructure protection. U.S.
NAVY PHOTO BY MASS COMMUNICATION SPECIALIST 2ND CLASS KIONA MILLER
Cyber Security for National Defense
Naval District Washington finds a cost-effective answer to the growing threat of critical infrastructure attacks.
BY BENGA ERINLE, M.SAME
Cyber attacks are threatening our nation’s
critical infrastructure and the federal
government is pressured to protect disparate legacy systems with limited budget
and resources.
In 2010, Stuxnet, the first acknowledged
piece of malware specifically targeting
Industrial Control Systems (ICSs) and
real-time systems, provided startling proof
that cyber warfare had finally made the
inevitable leap to the “controls” world. Since
Stuxnet’s discovery, additional malware
such as Shamoon, Duqu and Flame have
shown that ICSs are firmly in the sights of
both enemy nation states and malicious
hackers. It is believed both Duqu and Flame
are intelligence gathering malware aimed at
gleaning as much information as possible
about an ICS—ultimately serving as a highly
effective means of cyber destruction. Shore
infrastructure vulnerabilities exist within
both the physical security and cyber security areas, particularly as it relates to control
systems, including Supervisory Control
and Data Acquisition (SCADA) and Direct
Digital System (DDC) components.
Last year, the Government Accountability
Office estimated that significant cyber security events increased 680 percent over a
five-year period, from 5,503 in 2006 to
42,887 in 2011. Cyber threats now originate
from a wide variety (and ever-multiplying)
range of entities—from state-sponsored
groups and terrorists to criminal elements
and emerging hacktivist movements. As
these groups exercise increasing sophistication in their use of advanced technology,
the federal government is pressured to
keep “ahead of the game” in protecting a
wide array of disparate legacy SCADA and
DDC systems with more limited resources.
Today’s solutions must reflect a multilayered approach, including both physical
and cyber security components to protect
against threats.
Though substantial funds have been
spent on physical security, such as improved
access lanes and gates, far fewer resources
have been dedicated to securing ICSs to
prevent unintended command of facility
plant equipment. It is important to understand that the loss of functionality for many
facilities extends far beyond mere administrative headaches. Such disruption can have
major consequences, including command
and controls areas, medical facilities, and
warfighter operations and support.
INCREASED NEED FOR PROTECTION
To proactively address the emergence of
critical infrastructure attacks and vulnerabilities in legacy control systems, Naval
District Washington (NDW) worked with
Ultra Electronics, 3eTI, on an Enterprise
Industrial Controls System (EICS)—a wired
and wireless sensor network that securely
links disparate ICSs across several Navy
bases into a centralized operations center.
The system offers military-grade cyber
67
protection and provides physical security,
analysis, modeling and prediction capabilities for building systems. By leveraging
a secure scalable wireless mesh network
deployed across hundreds of buildings, the
EICS provides an advanced cyber-secure
sensor application that integrates DDC and
SCADA systems into an enterprise network.
The platform also provides a wireless intelligent video network system that enables
critical infrastructure protection, while
fully satisfying the Department of Defense’s
(DOD) rigorous security requirements.
These security requirements are one of
the greatest challenges federal agencies
face in adopting new technology. Agencies
are under pressure to utilize solutions to
achieve cost savings for energy consumption and labor-intensive activities. However,
due to the intensely sensitive nature of the
information flowing along DOD networks,
any solution must fully comply with DOD
directives for Information Assurance
(IA) during activities involving data and
information interchange. Federal facilities require resilient networks that assure
control of critical assets. Networks must
comply with oversight such as the Federal
Information Security Management Act,
Office of Management and Budget memoranda and circulars, and National Institute
of Standards and Technology guidance.
Federal agencies also face serious risks in
securing their control systems, rendering
risk assessment a critical factor in network
system design. Each device is its own risk
point, so the network is designed to handle
outside requests for information access and
control via a tightly controlled interface.
This permits only communication between
system approved devices and a secure enterprise server. Without this, a compromise of
a single device on the network would leave
all devices vulnerable.
The current budget environment can
prove difficult for secured information
technology acquisition. The need to
deploy sensors in distributed environments
requires a tremendous effort, but the Navy
was quick to recognize the cost and time
benefits of integrating advanced wireless
solutions into its infrastructure. Wireless
integration could accommodate a variety
of topologies and meet the needs of specific
applications while improving efficiencies.
68
Devices on the network
perimeter, network edge
and ICS controllers all have
specific security features to
arm them individually.
Many of the Navy’s water, gas, electricity,
HVAC and steam systems are located in
remote areas without connectivity. These
sites historically would have required
expensive cabling to achieve sensor-tonetwork connectivity and collect data.
There are many key locations along the
Navy’s utility distribution systems that are
not near a power source and thus have been
outside economically viable standard data
collection techniques. The EICS program
would centrally manage these buildings
within a common system. 3eTI’s solution
enabled secure integration of the Navy’s
widely disparate network of legacy controls
systems. It provided a long-term opportunity to fundamentally alter the paradigm on
dispersed system control and monitoring
to maximize efficiency at minimal cost.
MULTI-LAYERED APPROACH
The Navy’s new system reflects a multilayered Defense-in-Depth (DID) strategy.
In DID, both physical and cyber security
components connect various SCADA and
DDC systems into one network, comprehensively safeguarded against threats.
Devices on the network perimeter, network
edge and ICS controllers all have specific
security features to arm them individually. The extra layers of backup protection
provided by DID network architecture
minimize vulnerabilities so users can
balance optimal network performance with
the associated risks.
A complete DID network solution, in
addition to physical security such as only
permitting authorized personnel near
information systems, should include
many discrete protection components.
From a systems engineering perspective,
the ultimate security solution must reflect
a modular design architecture combining
highly secure facilities/utilities control and
protection with a perimeter monitoring
solution that identifies threats in real-time.
This combination should leverage secure
authentication, encrypted communications, firewalls and deep packet inspection,
supplemented by physical security with
automated intrusion detection.
The Navy EICS comes very close to this
ideal, with multiples components providing
key support at critical points in the system
architecture. One key component is 3eTI’s
EnergyGuard Appliance, a real-time energy
monitoring device with built-in cyber security components that enable an expanded
IA accreditation boundary. EnergyGuard
provides “intelligent” automation and
control and was easily integrated and
deployed, becoming an integral component of the architecture that underpins
the Navy’s Smart Grid Program at NDW.
The system can respond to external drivers
like current energy supply challenges and
weather as well as internal demand signals
like military operations and facility maintenance. Additionally, a second system, 3eTI’s
VirtualFence, provides wired and secure
wireless critical infrastructure protection
and perimeter monitoring, supplementing
the EICS.
With the application of secured ICS technologies like these, facilities can operate
smarter and more efficiently in an era not
just of declining budgets but of more ambitious energy reduction mandates as well.
ENSURING TOTAL SECURITY
Securing the military’s ICS components
is vital to ensuring operational availability
of the shore infrastructure, and there is a
known credible threat vector focused to
ICSs. The ability to provide and control
clean power, stable HVAC, and command
and control of ICSs is paramount and
requires a thoughtful approach in both
physical and cyber security measures.
The technology to provide a rapidly
deployable, affordable, accredited, and
secured ICS and critical infrastructure
protection system has been proven. With
the right planning, it can be done in a way
that enables future growth and expansion
as technology evolves.
Benga Erinle, M.SAME, is President, Ultra
Electronics, 3eTI; 301-944-1369, or benga.erinle@
ultra-3eti.com.
Building Cyber Resilience Through Education
There is an urgent need to address the cybersecurity literacy of the civil engineering defense community.
BY JUAN LOPEZ JR., CISSP, M.SAME,
JOHN H. SAUNDERS, PH.D., M.SAME,
and DEANNE W. OTTO, PH.D., M.SAME
The introduction of the Stuxnet computer
virus and actions taken by the federal
government to protect and ensure the
continuity of the nation’s critical infrastructure has amplified the need to manage the
escalating cybersecurity risk to industrial
control systems (ICSs).
There is an urgent need to address the
cybersecurity literacy of the civil engineering community across the Department
of Defense (DOD). While cybersecurity education and training for ICSs is
limited, a course developed jointly by The
Civil Engineer School, National Defense
University, and Center for Cyberspace
Research at the Air Force Institute of
Technology, Wright-Patterson AFB, Ohio,
has sought to evolve the understanding of
this emerging area of military engineering.
EFFORTS UNDERWAY
DOD relies on ICSs to provide critical
core infrastructure services that include
electric power, water and wastewater,
chemical, transportation, and oil and
natural gas systems. In October 2009, the
Air Force Civil Engineer Support Agency
(now the Air Force Civil Engineer Center)
published Engineering Technical Letter
(ETL) 9-11: Civil Engineering Industrial
Control System Information Assurance
Compliance. It was a coordinated effort to
mitigate emerging cybersecurity threats
like the Aurora vulnerability to Air Force
critical infrastructure systems. Aurora
is a cyber-vulnerability found in critical
systems using rotating machinery like
pumps and turbines to provide electricity.
ETL 9-11 was superseded in 2011 by
ETL 11-1, which instituted a Certification
and Accreditation (C&A) process tailored
specifically for ICSs and codified eight ICS
system types. These efforts helped institutionalize cybersecurity for ICSs with an
A Center for Cyberspace Research instructor at AFIT demonstrates a cyber attack on a SCADA system.
established risk management process. The
manual recognizes the unique reliability,
safety and cybersecurity requirements
peculiar to ICSs without diluting the risk
management responsibility of Air Force
Civil Engineer (CE) leadership at the local
level (ICS IAM & FAM) and enterprise level
(HQ AF/A7).
System owners believe Internet-accessible
supervisory control and data acquisition
(SCADA) systems boosts efficiencies at
utilities because they allow workers to operate equipment remotely. Remote Internet
access of control systems exposes these
once-closed systems to cyber attack. The
number of SCADA components connected
to the Internet and vulnerable to attack is
alarmingly high. A recent study discovered
that more than 3,900 SCADA devices in
the United States are Internet-accessible.
The U.S. Government Accountability
Office designated federal information
security as a government-wide high-risk
area in 1997, and in 2003 expanded it
to include cyber critical infrastructure.
The Industrial Control Systems Cyber
Emergency Response Team (ICS-CERT)
established in 2009, reported that cyber
incidents increased by more than 200
percent between FY2010 and FY2011.
COURSE DEVELOPMENT
Leveraging the momentum exhibited
by Air Force leadership to champion ICS
efforts, a grass roots effort started to shape
a cybersecurity course for civil engineers
titled “Managing Control Systems Security.”
It was a collaboration between the Center
for Cyberspace Research, National Defense
University and The Civil Engineer School.
The course brings together ICS engineers
and IT professionals to collaborate and
solve ICS cybersecurity challenges. This
combined approach creates an interesting
dynamic in the classroom. Invariably, when
ICS and IT personnel discuss cybersecurity,
frustration can quickly set in. This can be
healthy. In a classroom setting, it can be
utilized to promote discussion and a heightened sense of awareness. Case studies and
guided discussions focus on cybersecurity
issues that require detailed discussions in
order to develop mitigation strategies that
are feasible, measurable, effective and will
not exceed safety thresholds. Both sides
are challenged to reevaluate their assumptions with regard to system functionality,
safety, reliability and security. The course
is augmented with guest lecturers and
field site visits. Briefings have included the
Air Force Civil Engineer, Air Force ICS
69
LESSONS LEARNED
Students tour a power substation during a field
demonstration at Wright-Patterson AFB. PHOTOS BY
CARRIE SOLBERG, CENTER FOR CYBERSPACE RESEARCH
Program Manager, 262nd Network Warfare
Squadron and 346th Test Squadron among
others. The course integrates hands-on labs
with industry standard hardware and software. Students gain experience with vulnerability exploitation such as those used in
the Davis-Bessie and Stuxnet incidents.
Throughout the week, the participants
work on a large facility case (four teams:
electric, fuel, water and perimeter security)
to provide a set of prioritized recommendations during a capstone presentation.
The positive feedback from the field engineers attending the course led to its adoption as a technical course offering. Although
it has traditionally been offered only once a
year (August-September) for the past three
years, students highly recommended that it
be offered twice a year, once in CONUS and
once in OCONUS (alternating between the
Far East and Europe on odd years) to reach
a wider audience. Furthermore, recommendations that it be a joint designated
course were considered warranted in light
of the civil engineer mission across DOD.
The course has been funded in the past
through end-of-year funds. However, the
current budget environment forced the
cancellation of the majority of resident
Professional Continuing Education for the
remainder of FY2013 and created uncertainty for FY2014. Clearly, though, there
is a real need for this instruction in what
is an evolving national security mission
facing military engineers. In fact, both
Naval Facilities Engineering Command
and Marine Corps Cyberspace Command
have requested seats for their personnel
in the course, and in addition to eight Air
Force major commands, U.S. Army Corps
of Engineers personnel have participated.
70
Many lessons have been captured
throughout the course’s first three years.
The first is with regards to language disparity. ICS and IT personnel use different terms
to describe similar topics. This makes it easy
to disagree on key elements of a risk mitigation strategy. For example, risk management artifacts like diagrams and symbols
are rather different for both communities.
The level of abstraction is more granular for
IT than for ICS. Participants recommend
incorporating common language, diagramming rules and standard symbols. ICS and
IT lexicon needs to be codified to enhance
discussions of ICS cybersecurity.
The second lesson learned is of the
importance of cybersecurity goals. ICS
focuses on safety and availability while IT
focuses on privacy and confidentiality—at
times, diametrically opposing missions.
Traditional IT security goals are prioritized
as: 1) Confidentiality; 2) Integrity; and
3) Availability. ICS security goals, however,
are prioritized on: 1) Availability; 2) Integrity;
and 3) Confidentiality. The lack of focus on
confidentiality is not surprising since ICS
data has a rapid decay rate with regard to
the usefulness of real-time information
for a process. ICS data typically has low
informational content value unlike sensitive corporate documents or personally
identifiable information. An exception in
ICS is smart meter privacy currently under
debate. Security goals present interesting
challenges when mitigating cybersecurity
risk. The course offers a case study that
emphasizes this dilemma and forces teams
to work together to resolve the disparity.
A third lesson learned is the extremely
long life-cycle of SCADA systems. A typical ICS installation has a lifetime of 15 to
30 years. Legacy SCADA systems have
limited cryptography capability and limited
processing power in many field devices.
Most ICS protocols do not have rudimentary authentication or encryption options.
Protocols that theoretically can be securely
configured (such as DNP3, Modbus and
ICCP) require substantial effort to secure.
Lastly, SCADA protocols are encapsulated within existing and unsecured IP
protocols for network-based communications. One reason for the lack of supportability is because SCADA protocols are
proprietary, often undocumented, and
ported from insecure serial protocols to
an IP network stack. Fieldbus protocols are
typically designed as serial protocols with
no native security mechanism, authentication, or bounds checking. This makes
them extremely vulnerable. Furthermore,
if ICS decision-makers are given the choice
between preserving safety or preserving
security, most will prefer to accept cybersecurity risk before giving up an inch of
safety. This generated serious debate. IT
personnel tend to underestimate the real
physical damage that can occur from a
minor system interruption to an ICS.
LOOKING AHEAD
The outgrowth from the course has been
incredibly revealing and in many cases
unforeseen. The civil engineering defense
community can potentially leverage these
lessons learned and use the course as part
of an enterprise strategy to improve its
cybersecurity literacy.
Cybersecurity is a particularly challenging area for critical infrastructure. The
Stuxnet attack underscores the importance of cybersecurity in the ICS domain.
Technical schools, trade schools and undergraduate programs in automation and
industrial engineering do not adequately
cover ICS cybersecurity.
The foundation established through
this course will help bring an emerging
discipline to ICS and IT practitioners. The
course and the lessons learned can help
toward developing Information Assurance
pedagogy for sustainable cybersecurity
throughout DOD’s civil engineer workforce.
Juan Lopez Jr., CISSP, M.SAME, is a Cybersecurity
Research Engineer Contractor, Air Force Institute
of Technology, Center for Cyberspace Research;
John H. Saunders, Ph.D., M.SAME, is Professor
in Cyber Security, National Defense University
iCollege, and Director, Center of Information
Assurance Education, National Defense
University; 202-685-2078, or [email protected].
Deanne W. Otto, Ph.D., M.SAME, is a Research
Engineer Contractor, Air Force Institute of
Technology, Center for Cyberspace Research;
Cybersecuring Industrial Control Systems
The Department of Defense is planning to adopt the NIST Risk Management Framework and will sunset the
Defense Information and Accreditation Process.
BY MICHAEL CHIPLEY, PH.D., PMP,
LEED AP, M.SAME, and DARYL
HAEGLEY, OCP, CCO
The Department of Defense (DOD) is
one of the largest owners of real estate,
buildings and Industrial Control Systems
(ICSs) in the federal government. DOD
has more than 500 installations, 300,000
buildings, 250,000 linear structures and
an estimated 2.5 million unique ICSs.
These are physical equipment-oriented
technologies and systems that deal with
the actual running of plants and equipment,
include devices that ensure physical system
integrity and meet technical constraints,
and are event-driven and are frequently
real-time software applications or devices
with embedded software.
This collection of specialized systems is
pervasive throughout DOD’s infrastructure. They are required to meet numerous,
and often conflicting, safety, performance,
security, reliability and operational requirements. ICSs range from non-critical
Building Automation Systems (BAS) and
Energy Management Control Systems
to critical networks, such as the electrical power grid, Emergency Management
Information Systems and Electronic
Security Systems.
Within the controls systems industry,
ICSs are often referred to as Operational
Technology (OT) systems. Historically,
the majority of OT systems were proprietary, analog and vendor supported, and
were not internet protocol (IP) enabled.
Systems key components, however—such
as Remote Terminal Units, Programmable
Logic Controllers, Physical Access Control
Systems, Intrusion Detection Systems,
closed circuit television, fire alarm systems,
and utility meters—are now becoming
digital and IP enabled. OT systems use
Human Machine Interfaces to monitor the
processes, whereas Information Technology
Personnel of the 624th Operations Center, Joint Base San Antonio-Lackland, Texas, conduct cyber
operations in support of the command and control of Air Force network operations and the joint
requirements of Air Forces Cyber, the Air Force component of U.S. Cyber Command. U.S. AIR FORCE PHOTO BY
WILLIAM BELCHER
(IT) systems use Graphical User Interfaces.
Most current ICSs and sub-systems are now
a combination of OT and IT.
As these systems and components
became digital and IP enabled, interconnects to the organization network and
business systems began to expose the
organization to significant vulnerabilities.
There was not a clear line of demarcation
where one system started and one ended.
For example, an Energy Monitoring and
Control System meter could be on the utility SCADA system or on the building’s BAS.
As is typical with other ICSs owner/
operators, DOD’s systems have become
potential cyber targets. New tools like
Shodan that expose IP devices on the
Internet, and malware such as Stuxnet,
Flame, Duqu and Shamoon are designed
to steal technical information. They can
simply create havoc or, worse, physically
destroy critical infrastructure and key
resources. There are a number of government efforts that are underway to review
and ensure the cybersecurity of DOD ICSs.
ADAPTING WITH TECHNOLOGY
Advanced and emerging technologies
such as the smart grid, smart buildings,
smart meters and smart cars require
internet connectivity. DOD has decided
to adopt the National Institute of Standards
and Technology (NIST) Risk Management
Framework (RMF) and sunset the
traditional Defense Information and
Accreditation Process (DIACAP). As an
initial part of this process, the current DOD
Information Assurance directive is being
replaced with DOD Instruction 8500.01,
“Cybersecurity” (currently in final coordination), which in turn adopts NIST SP
800-53 RMF. The target date for the instruction to be implemented is October 2013.
Within DOD, ICSs are defined as
Platform IT (PIT), and must be evaluated for cybersecurity certification and
accreditation. Working with the DOD
Chief Information Officer staff and the
Committee on National Security Systems
(CNSS), the installations and environment community proposed an expanded
71
COMPARING IT AND OT SYSTEMS
Information Technology
Operational Technology
Purpose
Process transactions, provide information, computes solutions
Control or monitor physical processes
and equipment
Architecture
Enterprise wide infrastructure and
applications (generic)
Event-driven, real-time, embedded and
interconnected hardware and software
(customized)
Interfaces
GUI, Web browser, terminal and
keyboard
Electromechanical, sensors, actuators,
coded displays, hand-held devices
Ownership
Chief Information Officer (CIO) and
computer grads, finance and admin.
depts.
Engineers, technicians, operators and
managers
Connectivity
Corporate network, IP-based
Control networks, hard wired twisted
pair and IP-based
Role
Supports people
Controls machines
definition of ICS PIT that encompasses
the various DOD ICSs. Notably, the draft
version of DOD Instruction 8500.01
“Cybersecurity,” provides examples of
“platforms” that may include PIT:
“weapons, training simulators,
diagnostic test and maintenance
equipment, calibration equipment,
equipment used in the research and
development of weapons systems,
medical technologies, vehicles and
alternative fueled vehicles (e.g., electric, bio-fuel, Liquid Natural Gas that
contain car-computers), buildings
and their associated control systems
(building automation systems or
building management systems,
energy management systems, fire and
life safety, physical security, elevators,
etc.), utility distribution systems (such
as electric, water, waste water, natural
gas and steam), telecommunications
systems designed specifically for
industrial control systems to include
supervisory control and data acquisition, direct digital control, programmable logic controllers, other control
devices and advanced metering or
sub-metering, including associated
data transport mechanisms (e.g., data
links, dedicated networks).”
In addition, the document requires each
system to be formally designated.
“All DoD Information System and
PIT systems will be categorized in
accordance with Committee on
National Security Systems Instruction
(CNSSI) 1253 and will implement
72
a corresponding set of security
controls that are published in NIST
SP 800-53 regardless of whether they
are National Security System (NSS)
or non-NSS.”
In April 2012, I&E and CIO representatives formed a technical working group
and undertook the task of creating the first
CNSSI 1253 ICS-PIT Overlay:
“Security control overlays are specifications of security controls and
supporting guidance used to complement the security control baselines
and parameter values in the CNSSI
No. 1253 and to complement the
supplemental guidance in the NIST
SP 800-53. Organizations select
and apply CNSSI No. 1253 security
control overlays by using the guidance
in each of the standardized, approved
and CNSS-published overlays.”
REVIEW AND IMPLEMENTATION
After extensive collaboration among 65
government representatives spanning DOD,
the Department of Homeland Security
(DHS), General Services Administration
and numerous other agencies, the working
group delivered the first ICS-PIT Overlay to
CNSS in January 2013. The Overlay is both
a “primer,” with a standard architecture and
layers diagram, and a pictorial of typical
devices, sensors and actuators that enable
staff in the field to identify and understand
the operational protocols, network ports
and connections.
The draft version also was shared with
the NIST SP 800-82 Joint Working Group
and DHS’ Industrial Control Systems Cyber
Emergency Response Team (ICS-CERT)
Cybersecurity Protection Program for
inclusion into the Cybersecurity Evaluation
Tool (CSET) version 5.1 to be used as an
information and training document.
The initial ICS-PIT Overlay was
DOD-centric and used DOD-specific
parameters, but was formally adopted by
CNSS in March 2013. However, recognizing
the value of the ICS-PIT Overlay, CNSS
requested the Overlay be generalized and
made applicable to all CNSS stakeholders. The Overlay then was generalized and
submitted to the CNSS in July 2013, with
an expected approval and release date of
October 2013.
Publication of the CNSSI 1253 ICS
Overlay should occur about the same
time as the final DODI 8500 Cybersecurity
Instruction, with the intent that both finalized guidance documents will be integrated
into the next version of the DHS CSET
(version 6.0), which is scheduled for a
November 2013 release.
FUTURE OUTLOOK
Once all relevant guidance has been
published, the next steps to ensure the
cybersecurity of DOD ICSs include developing specific policy guidance; beginning
an inventory of DOD ICS systems; and
implementing an automated anomaly
detection, patch and vulnerability management capability.
It also will be necessary to implement
workforce training for I&E and IA professionals. The program should integrate
vulnerability and penetration testing as well
as determine the skills and qualifications
for Authorizing Officials to understand the
relevant risks and unique configuration and
operational characteristics of ICSs.
Michael Chipley, Ph.D., PMP, LEED AP,
M.SAME, is a Consultant to the Department of
Defense Installations and Environment Business
Enterprise Integration Office; 571-232-3890, or
[email protected].
Daryl Haegley, OCP, CCO, is Program Manager,
Department of Defense Installations and
Environment Business Enterprise Integration
Office; 571-232-2754, or [email protected].
New Zealand Defence Force:
Earthquake Response and Lessons Learned
Ensuring resilience following natural disasters requires sound preparedness and unified response from those
tasked with keeping facilities and infrastructure working around the clock.
BY LT. COL. WARREN G. PARKE, NZDF
The devastating Canterbury earthquakes
of 2010 and 2011, along with the multitude
of aftershocks that followed, required the
New Zealand Defence Force (NZDF) to
assist in the civil defense response and
operate from its military base in the
region, Burnham Military Camp (BMC).
Numerous facilities management (FM)
lessons have been learned and some of these
are transferable to the wider FM industry
to help better prepare itself and the built
environment for future emergencies.
BMC is located on the outskirts of
Christchurch City. It is reasonably selfsufficient with regards to its infrastructure
with a standby-power generation capacity
and an independent water supply drawn
from bores. While the earthquakes greatly
affected Christchurch City in 2011, they
did not severely impact BMC. Instead,
it was the 7.1-magnitude earthquake on
the Darfield Fault in September 2010 that
caused the most damage to the installation, with repairs costing approximately
$1 million. Masonry chimneys and others
structures collapsed, and there was flooding
from a water tank that failed in a multistory barrack block. Most significantly,
there was significant damage sustained to
the earthwork structures at the West Melton
Rifle Range. This operationally important
range was put out of commission until
urgent repair work was completed. A few
other NZDF facilities around Christchurch
City were damaged and closed for repair.
Fortunately, there was no loss of life in
any NZDF facilities, nor did NZDF or its
contracted FM service provider suffer any
loss of life. However, a number of the staff ’s
homes were severely damaged, as well as
those of friends and families.
The September 2010 earthquake on the Darfield Fault caused approximately $1 million in damages to
facilities and training grounds at Burnham Military Camp, New Zealand. PHOTOS COURTESY NZDF
ANOTHER DISASTER STRIKES
Less than six months later, in February
2011, another major earthquake struck
Christchurch. Quickly it was ascertained
that BMC was relatively undamaged this
time and personnel, facilities and services
could be used to support NZDF’s response
to the emergency in Christchurch City.
Accordingly, NZDF surged in troops to
BMC that could be used to maintain the
cordons in the city and assist with other
support tasks. This put a large amount of
pressure on the facilities and supporting
base infrastructure to accommodate and
feed them. The kitchens had to produce
three times the normal amount of meals.
This put a strain on the electrical reticulation to run the ovens, the water supply for
cooking and cleaning, the sewerage system
and drains, and the waste management
system. It meant that the infrastructure had
to be continually monitored and checked.
Any breakdowns, outages, failures or
blockages would have had a greater impact
and inhibit the base’s ability to continue
supporting the emergency effort.
A tented camp was established to accommodate personnel. Other government agencies and service providers made requests
for the use of facilities as they sought out
73
NZDF personnel assist at the site of a collapsed
building in Christchurch City, New Zealand,
following the 6.3-magnitude earthquake that
struck the Canterbury Region in February 2011.
locations to operate and coordinate their
response. However, not all these requests
could be supported. Decisions had to be
coordinated at the government agency
headquarters level to ensure that NZDF
was conforming to the most critical needs.
The lessons learned from NZDF’s
response to the Canterbury earthquakes
incorporate guidance regarding:
• how to approach the initial response to
an event;
• what can be done once things have stabilized (bearing in mind the after-effects of
emergencies can be protracted depending on the severity of the event); and
• the activities that can be undertaken
as preparatory measures to increase
the resilience of the facilities as well as
the staff who are faced with having to
respond to the needs of the end-users.
INITIATING FIRST RESPONSE
Personnel. Up-to-date staff contact lists
should be kept in hard copy and held by the
manager in the office, on mobile devices
and at home. Storage on work hard-drives
or servers alone is not good enough. Staffing
an FM office is a key part of emergency
response and should include a duty rotation
plan that allows staff appropriate amounts
of rest and opportunity to deal with own
issues. Consider bringing in other staff to
take over or supplement.
74
Communications. In New Zealand,
landlines failed during the quake but cell
networks survived. Text messaging, smart
phone e-mail use and direct cell phone
calls were all needed to organize a cohesive response and keep senior management
informed. Still, it is important to ration
calls, as cell networks can be overloaded.
Unfailing attendance or representation at
local level coordination meetings is essential to keep situationally aware and build
confidence in FM ability.
Reporting. A set format for reporting
the status of staff and facilities is required
when responding to an emergency. Reports
should include main infrastructure
elements, such as power, water, sanitation,
fuel availability and other utilities. It also is
necessary to establish a routine of regular
reporting of the situation.
Make-Safe and Damage Assessment. FM
can assist by isolating the facilities from
the infrastructure services so that fires are
minimized—switching off the electricity and turning off the gas for instance.
Furthermore, water supplies need to be
preserved and attention given to isolating
the damaged infrastructure and shutting off
leaks. Concentrate the survey of damaged
facilities on the immediate area first and
by criticality of the assets, then broaden
the survey to outlying areas as the situation stabilizes locally. Some facilities may
require cordoning-off. This will require
access to stores and materials that are readily identifiable for their intended purpose.
Maintain a Visible Presence. It is important the FM organizations are actively
seen throughout the area. They must be
easily identifiable and actively responding
to issues. They should be wearing appropriate personal protective high-visibility
clothing and equipment, and should be
driving vehicles with company logos. These
measures help builds confidence in the
minds of the end-users, especially those
who are reliant on FM assistance, like those
in defense housing.
Access to Structural Engineers. The FM
organization will require pre-arranged
access to qualified structural engineers
located outside of the affected region, as
local resources will be quickly swamped by
civil defense needs and made unavailable.
This can take the form of “standing offers.”
SUBSEQUENT ACTIONS
Broadening the Damage Survey. Once
the needs of the immediate base have been
dealt with, teams can be sent out to ascertain
the status of the other facilities and sites that
are the responsibility of the FM organization.
Ongoing Checks. Given the likelihood
of multiple aftershocks, it is important to
know in advance what level shakes will elicit
a response and to check only critical facilities given the time that checking all structures consumed. During the Canterbury
quakes, occupants of buildings were told
to mark extent of cracks on walls or floors
then observe them after subsequent shakes
and make a reasoned judgment call as to
when FM needed to get involved.
Fuel Monitoring and Ordering. There
are competing demands on fuel (standby
power generators and vehicles). Fuel needs
careful management and requires coordination with the Base Headquarters given that
units will want to utilize fuel for vehicles
and other tasks. An extra layer of security
of the fuel supply can come from the FM
Section owning its own portable tank that
it manages and uses to top off standby
power generator tanks. Contact with the
fuel suppliers needs to be established so
that situation updates can be provided and
resupply ordered. A trailer mounted refueling tank for generators is advisable.
Water Quality and Dissemination of
Information. The water supply during an
emergency is a significant worry; do what
is necessary to ease those worries, including
conducting water testing and communicating the results. Have access to emergency
testing kits for speedy confirmation of water
quality and issue and communicate any
warnings as soon as possible—for instance,
notify citizens if water needs to be boiled
before use.
Demand on Facilities. Emergency
response staff surge into an affected region
and require support from military camps
and cases. This puts a huge strain on facilities. Accordingly, infrastructure requires
constant monitoring and attention to
keep needs like waste disposal, electrical
loading and water use running effectively.
Tented camps may be required and prior
planning of where these are best located
should be undertaken. Some considerations
when establishing a tented camp include:
hard-standing to negate the effect of rain
and mud; access to electrical reticulation
for lighting; fire extinguishers and warning systems; and easy access to ablutions
(this may mean having to establish a stand
of portable toilets). Furthermore, other
government agencies and service providers
are likely to make requests for facilities and
locations to organize their own responses.
These requests need to be referred to the
government agency level for coordination
to ensure that the highest priority for the
civil defense response is met, instead of a
local “first in, first served” approach.
Accounting for Costs. There is a need to
capture the costs associated with responding to emergencies and follow on remediation. This allows claims against insurance or
requests for additional funding to budgets
to be robustly justified.
ENSURING PREPAREDNESS
Earthquake Response Training. FM
staff should undergo industry-provided
earthquake response training so that
this forms part of the employee skill set.
Personnel should have an understanding
of what elements of a facility’s structure
should be checked and what to look out
for, such as cracking and leaks, and be able
to articulate and report that information
accurately. They also should understand
the Post-Earthquake Building Safety
Evaluation Guidelines, what the ratings
mean and more importantly, what they do
not mean. Senior FM staff also should be
“up-skilled” to understand what systems
are used by the engineering profession to
rate and assess buildings for their seismic
resilience. Facility managers should attend
local-level civil defense exercises to help
build integration for disaster preparedness.
Standby Power Preparedness.
Organizations need to ascertain what level
of standby power they require in order
to continue their outputs if the grid fails
and be able to implement a simple and
easily controlled system. Small portable
trailer-mounted standby power generators that can be plugged into pre-prepared
operationally critical buildings and power
kiosks will add a level of electrical supply
security. Scheduled maintenance is essential
to keep the system operational given its
standby nature and must include monthly
After the February 2011 Canterbury earthquake, NZDF engineers were tasked with numerous critical
assignments, including providing desalinated water for local residents.
“runups” of the generators and load testing.
Arrangements need to be made with generator maintenance specialist contractors,
and include terms for timely response and
preferential support during emergencies.
Business Continuity Plan (BCP). An FM
organization must have a BCP in place that
has been developed in conjunction with the
FM service provider. BCP needs to contain
maps and diagrams of what to do to make
the facilities safe along with identification of items that must not be touched for
safety reasons, and not be overly technical. Contact numbers are required (cell,
landline and email addresses) for specialist
contractors and suppliers as well as callout
staff of the FM service provider. Drawings
of critical facilities and an overall site plan
are essential to an effective BCP. Hard
copies must be printed and kept by the
key FM staff so that they are on hand after
hours. At a minimum, the BCP must be
reviewed, tested and updated annually.
Emergency Response Stores. An FM
organization should keep an amount of
emergency response stores and personnel
protective equipment available and dedicated for use in times of emergency. This
should include items for the FM office to
use as part of their own safety (civil defense
agencies can supply pre-prepared kits that
can be purchased), and also items the FM
staff can then use as part of their response to
the camp or base. These include cordoning
off tape, and signage, crow bars and other
digging implements, torches, and local area
communications equipment and batteries.
Workplace Preparedness. FM should
promote workplace preparedness and
provide advice to occupants on how they
keep their work areas. For instance, securing items on shelves is a simple yet effective
way to reduce risk of falling items during
an earthquake.
A MODEL TO FOLLOW
The devastating Canterbury earthquakes
were an unprecedented event for New
Zealand and caused incredible suffering and
damage. NZDF FM staff and its contracted
FM service provider were outstanding and
their response with how they performed
their duties at BMC and the nearby communities is a model for others to follow. There
will always be a next time.
In fact, countries like New Zealand live
with many significant natural hazards and
preparedness is a major factor in minimizing their impact. FM organizations can
learn from New Zealand’s experiences
to help prepare themselves and the built
environments they manage so that when a
disaster occurs, they can respond effectively
and assist with returning life back to normal
as quickly as possible.
Lt. Col. Warren G. Parke, NZDF, is Manager,
Facilities Management Services, Defence Property
Group, New Zealand Defence Force; warren.
[email protected].
75
ENGINEERS IN ACTION
Readiness & Response
Whether fighting fires, reducing flood risk, or helping with
disaster recovery, U.S. service members are ready to respond.
A. U.S. Army Corps of Engineers Debris Inspector Don Whatley assesses damages
from the tornado that struck central Oklahoma in May 2013. (FEMA photo by
Jocelyn Augustino)
B. Soldiers with the 497th Engineer Company, 52nd Engineer Battalion, 555th
Engineer Brigade, spread flammable debris to prevent fires during the Black
Forest Fire mission at Colorado Springs, Colo., June 2013. (U.S. Army photo by Spc.
Robert Holland)
C. Soldiers with the 1140th Engineer Battalion, Missouri Army National Guard,
place cement barriers to prevent flood waters from closing an intersection in
Dutchtown, Mo., April 2013. (U.S. Army National Guard photo by Michelle Queiser)
D. An airman cuts trees that fell on homes during the tornado that hit Oklahoma,
May 2013. (U.S. Air Force photo by Maj. Jon Quinlan)
E. Soldiers with the 1157th Engineer Firefighter Company, Colorado National
Guard, smother hot spots around residential areas in Colorado Springs, Colo.,
June 2013. (U.S. National Guard photo by Sgt. Richard McMullen)
F. New York Army National Guard soldiers with Task Force Engineer remove debris
following flash flooding in the Mohawk Valley, July 2013. (U.S. Army National
Guard photo by Lt. Col. Christopher Panzer)
G. Pfc. Joshua Haller, New York Army National Guard, 827th Engineer Company,
uses a hydraulic excavator to remove a boulder and other debris from Fulmer
Creek following flash flooding in Mohawk Valley, German Flatts, N.Y., July 2013.
(U.S. Army National Guard photo by Sgt. 1st Class Raymond Drumsta)
H. Staff Sgt. Shane Merlihan, Colorado National Guard, 1157th Engineer
Firefighting Company, watches nearby mountains for signs of fire at the West
Fork Complex Fire, north of South Fork Colo., June 2013. (U.S. Air National Guard
photo by Tech. Sgt. Wolfram M. Stumpf)
I. Petty Officer 1st Class Todd George, USCG, Disaster Assistance Response Team
from Marine Safety Detachment Quad Cities, wades through flood waters during
rescue efforts in Forest View, Ill., April 2013. (U.S. Coast Guard photo by Chief Petty
Officer Alan Haraf)
J. Lt. Col. Lane Endicott (center left), 131st Civil Engineer Squadron, Missouri Air
National Guard, and Army 1st Sgt. Charlie Hinde (left), and Capt. Mitch Boatright,
70th Troop Command, Missouri Army National Guard, observe a 1,500-ft sandbag
levee along the Mississippi River in Clarksville, Mo., April 2013. (U.S. Army National
Guard photo by Bill Phelan)
K. The U.S. Army Corps of Engineers St. Louis District Flood Fight Team provides
assistance after a levee was overtopped and flood water inundated the basin at
the confluence of the Mississippi and Missouri Rivers, June 2013. (USACE photo)
76
ENGINEERS IN ACTION
77
2013 SAME Engineering & Construction Camps
SAME/U.S. ARMY ENGINEERING & CONSTRUCTION CAMP
The SAME/U.S. Army Engineering &
Construction Camp was held June 16–22,
2013, in Vicksburg, Miss. Coordinated by
volunteers from the Vicksburg Post and engineers from engineering organizations in the
lower Mississippi Valley, the camp included
10 girls and 28 boys, all rising juniors or
seniors from high schools across the country,
even as far away as Hawaii! Their home
base for the week was the Mississippi Army
National Guard’s 168th Engineer Group
Readiness Center.
The camp is designed to give these budding engineers hands-on experience in
Vicksburg’s diverse engineering community.
Campers are exposed to activities that provide insight into careers in engineering and
construction—plus special bonuses like a
UH-60 Blackhawk helicopter visit and a ride
aboard the MV Benyaurd. This year’s curriculum included surveying, civil engineering,
environmental engineering, electrical engineering, mechanical engineering, industrial
engineering, geotechnical engineering, river
engineering, military engineering, CADD,
GIS, and information technology.
(Contributed by Michael A. Turner, P.E., M.SAME)
78
For information on the SAME Engineering & Construction Camps, go to www.same.org/camps.
SAME/U.S. AIR FORCE ACADEMY ENGINEERING & CONSTRUCTION CAMP
The SAME/U.S. Air Force Academy
Engineering & Construction Camp was held
June 27–July 3, 2013, in Colorado Springs,
Colo., at the Academy’s Field Engineering
and Readiness Laboratory. An astounding 96 high school students from across
the country attended. They were led by 16
mentors from differing civilian and military
engineering backgrounds, and under the
direction of eight cadets from the Academy.
The camp utilizes the motto, “Build then
Design.” It is a hands-on approach for
teaching problem-solving with minimal class
time. The camp is structured using a little bit
of healthy competition, with eight groups of
12 campers and each group called a Flight
(such as Alpha, Bravo, Charlie). Overcoming challenges and developing problemsolving skills gives the students a real-world
glimpse at how engineers work every day.
The camp inspires a better understanding
of the many careers possible in engineering
and the benefits of realizing these opportunities through a military-sponsored education
at a service academy or through ROTC.
(Contributed by Spc. Alex Kirchhoff, ARNG,
M.SAME and Jessica Graul, P.E., M.SAME)
79
Gearing Up for a Busy Fall
Hope everyone had a great summer. The
biggest benefit in the nation’s capital is less
traffic coming to work. But as vacations
end and school begins again, it is back to
business—and busy streets!
I look forward to seeing many of you
at the upcoming Joint Engineer Training
Symposia (JETS) in Baltimore; Oklahoma
City; Davenport, Iowa; and Mobile, Ala.
The Rocky Mountain JETS was held in
July and was a great success. Meeting and
networking with colleagues is one of the
bedrocks of SAME. We appreciate the
continuing support from our Sustaining
Members despite the reduced attendance
by government personnel.
Speaking of government attendance, we do not expect much
to change in the upcoming fiscal year. We are adapting by using
teleconferencing for some government speakers and working to
obtain approval for others to attend. The major impact for SAME
is at our regional and national level conferences. Local Post events
should continue to be well attended by government personnel, as
they have always been.
SMALL BUSINESS CONFERENCE
For the upcoming 2013 Small Business Conference, being held
Nov. 19–21 in Kansas City, Mo., SAME has eliminated registration
fees for government attendees. The U.S. Army Corps of Engineers
is requesting approval for 200 senior officials from its Divisions,
Districts and Centers to attend given the importance of small
business to the Army, the Department of Defense and the nation.
In addition, the SAME Board of Direction provided guidance
to SAME HQ to reduce the registration fees for industry attendees
at the conference—a “sequestration discount,” to show support to
industry in this resource-constrained environment.
ENGAGING GUARD AND RESERVE
With the winding down of the military presence in Afghanistan,
leadership of Reserve and Guard is asserting that these forces
should not go back to being just a “strategic reserve.” These units
have served with distinction alongside active duty units, and in
the case of the Army engineers, a majority of the force structure
is in the Guard and Reserves. Both the Navy and Air Force rely
heavily on their Guard and Reserve components to fulfill their
missions. This debate on the future of these forces would involve
major implications on funding, the continued integration of Guard
and Reserve forces in deployment rotations, and demands on
maintaining a trained and ready armed forces.
What does this mean for SAME? I am suggesting that SAME
can do more to interface with the Guard and Reserve engineer
units and make them an integral part of our family.
80
HQ STATUS UPDATE
I am pleased that SAME Director of
Programs and Deputy Executive Director,
Col. Nick Desport, RA, LEED AP, F.SAME,
USAF (Ret.), has relocated to SAME HQ
from the Warner Robins, Ga., area. We
welcome this addition to our team at
Century House, and Nick will be providing
a regular update in TME on the Continuing
Education Program (see page 82).
SAME is committed to offering quality
continuing education through resident
courses and webinars, as well as providing
the benefits of other professional associations through strategic partnerships with
IFMA, CMAA and DBIA. These partnerships support our focus area on credentialing since each of these
organizations sponsors a credential that is relevant to our military
engineer enterprise.
SAME HQ continues to do well financially despite the challenges
of the current fiscal environment. We finished the first half of
2013 on budget, in line with our reduced expectations for JETC
attendance. Our continuing education program, with the help
of webinars, continues to grow, and we reduced our HQ staff by
two positions due to the elimination of the Peninsula Engineer
Conference and Executive Forum in 2013, and the need to cut
overhead. We plan to bring back the very popular Executive Forum
in September 2014 by holding it in the Washington, D.C. area,
where we have better government participation.
While membership is down a bit at mid-year, we will finish
the year on a strong note due to the additional Young Member
membership that has been provided to each Sustaining Member
Post membership without any additional cost. We hope many
Sustaining Member companies take advantage of this opportunity
to allow more Young Members to become SAME members, get
engaged and become our future leaders. All indications are that
Young Members who are engaged in SAME benefit both themselves
and their companies.
I look forward to our 3rd Annual Student Chapter Workshop,
being held in San Antonio, October 4–5. SAME HQ sponsors a
faculty Advisor and Post Mentor to the workshop. We plan on
having 10 to 12 schools participate in an interactive workshop
that we believe enhances the effectiveness of our Student Chapters,
which are vital to helping grow the next generation of engineers.
Fall is already upon us—and it will be a busy season for SAME
with many events at the national and regional levels. We hope you
take advantage of the opportunities.
As always, I welcome your comments at [email protected].
Robert D. Wolff, Ph.D., P.E., F.SAME
SAME Executive Director
Farewell To Heidelberg
On June 7, SAME hosted a dinner to
honor the Heidelberg Post and recognize
the contributions of its members to the
missions of SAME and the U.S. military in
Europe over the past 60 years. The dinner
was attended by more than 40 SAME
members, including Col. Scott Petersen,
USA, 18th Engineer Brigade Commander,
Col. Steve Shea, USAF, U.S. Air Forces
in Europe Civil Engineer, and Col. Pete
Helmlinger, P.E., USA, Commander,
USACE Europe District, who also served
as the evening’s Keynote, and is now the
new Rhein-Main Post President.
SAME Executive Director Bob Wolff,
Ph.D, P.E., F.SAME, kicked off the evening
with a presentation on the history of the
Heidelberg Post, drawn together from
the archives of The Military Engineer
magazine as well as personal contributions from several SAME members who
spent time in the area over the years. From
1953 to the present day, the Post had a
front row seat to European engineering
history—including post-war reconstruction, the Cold War, and major infrastructure projects like the Channel Tunnel and
the Autobahn.
During the evening, Dr. Wolff and
Col. Jack Gates, USAF (Ret.), SKE
International, presented a ceremonial
clock to Col. Carl Baswell, P.E., USA (Ret.),
recognizing his 70 years of membership
in SAME. Col. Baswell served as an Army
Engineer in WWII and later was the
Bavarian District Engineer, U.S. Army
CORPORATE
PROFILES DUE
OCTOBER 31
October 31 is the
deadline to update
Corporate Profiles
for inclusion in
the print edition
of the 2014 SAME
Directory of Member
Companies & Organizations. To review
your corporate profile, go to www.same.
org/directory; information on accessing
SAME Directory of Member
Companies & Organizations
www.same.org
(Left) Col. Jack Gates, USA (Ret.) and Dr. Bob Wolff, P.E., F.SAME, recognize Col. Carl Baswell, P.E., USA
(Ret.) for 70 years of membership in SAME. (Right) Keynote Speaker Col. Pete Helmlinger, P.E., USA.
Europe Engineer Command in the early
1970s before entering the private sector
where he became an executive with KLEE
KG, a German international construction
and service company, which became SKE.
Col. Helmlinger’s Keynote centered on
the future of American military engineers
in Europe, noting that by 2016, the U.S.
Army in Europe will be approximately 10
percent the size of the Cold War. Still, he
emphasized the significant role industry
can play in supporting several major
programs right now, including the Rhine
Ordnance Barracks Medical Center, the
Missile Defense Agency European Ballistic
Missile Defense, and the recapitalization
of Department of Defense Dependents
Schools in Europe, with construction of
40 new schools across Europe through
FY2018—a program value in excess of
$1 billion.
individual profiles will be sent via e-mail
to the POC for each profile.
Considered a go-to publication by
many SAME members, the print Directory
provides quick, accurate contact information for engineering leaders of the
uniformed services and their small business leaders, as well as contact information
for A/E/C industry leaders. The Directory
is available in print and online as both a
searchable database and an electronic PDF.
The new online Directory—redesigned
and launched in August 2013—is more
“The future of engineers in Europe
remains bright,” Col. Helmlinger said.
“Our mission has changed, but it is as
important as ever. Engineers have been,
and always will be, called upon to solve
our Nation’s toughest challenges.”
The evening also gave an opportunity for representatives of both the
Kaiserslautern and Rhein-Main Posts to
welcome members of the Heidelberg Post
to transition to their respective Posts.
While the Heidelberg Post may have
closed its doors, as U.S. Army Chief
of Engineers and U.S. Army Corps of
Engineers Commanding General Lt.
Gen. Thomas Bostick, P.E., USA, wrote
in a letter that was shared during the
dinner: “The work of the Heidelberg Post
in supporting the U.S. military for more
than half a century will endure for many
years to come.”
user-friendly and mobile accessible. It
also affords companies opportunities to
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Directory contains full Corporate Profiles
including capabilities, NAICS codes,
Emergency Support Functions and contact
information. And, it is available 24/7 on
your mobile phone, so you can access
it—and make changes to your company
profile—anytime, anywhere.
Visit www.same.org/directory today to
update your corporate profile!
81
CONTINUING EDUCATION UPDATE
SAME’s Continuing Education Program
(CEP) has many courses relevant to SAME
members. This year, we offered SMPS—
Basics of Business Development in the
A/E/C Marketplace at the Transition
Workshop in February. At JETC in May,
we conducted Competing Successfully for DOD A/E Contracts;
Increasing the Sustainability of Existing DOD Buildings; and
Mentor-Protégé and Joint Venture Agreements. At the Small
Business Conference coming in November, we will offer five
courses: Project Management & Best Business Practices; SMPS—
Basics of Business Development in the A/E/C Marketplace; Risk
Management Best Business Practices; Competing Successfully
for DOD A/E Contracts; and Energy Management.
New initiatives are underway to bring added value to our
members. First, CEP courses are available to interested Posts.
A Post just needs to survey its membership to identify desired
COMMITTEES & COUNCILS REPORTS
SAME’s Committees and Councils met
July 30 to share action plans and discuss
future strategies. The meeting was led by
SAME President-Elect Col. John W. Mogge,
Ph.D., RA, CSIP, F.SAME, USAF (Ret.).
Architectural Practice Committee
Chair: JJ Tang, AIA, HDR
The committee is enjoying a successful
first year. It has conducted quarterly video
conference calls, averaging 50 to 60 participants. In June, it co-hosted a webinar with
the Energy & Sustainability Committee on
the new High Performance and Sustainable
Building Requirements UFC, which drew
more than 200 attendees. The committee has established liaisons with USACE,
NAVFAC and AFCEC to support interactions among industry and the services
and is beginning a dialogue with AIA for
future program collaborations. It also has
built a professional materials library on its
webpage and established a newsletter.
College Outreach Committee
Chair: Joe Manous, Ph.D., P.E., USACE
Institute for Water Resources
The committee held the 2013 Student
Leader Workshop attracting 60 students
compared to 34 in 2012. The Student
Chapter Workshop also grew to include
10 schools from nine in 2012. The committee’s work plan includes establishing criteria
82
courses, contact us, and we will help oversee the details to
provide a course at the Post location. All courses are taught by
leading experts in their fields. A bonus: Streamer criteria allows
a Post to get credit for hosting a CEP course!
Second, we are working with our CEP instructors to offer
webinar versions of their courses and to add even more options.
Once a webinar is offered live, it will be available to register for
and watch at your leisure…anytime, anywhere. The first course
via webinar is coming this fall.
SAME Committees and Councils have been sponsoring
seminars and webinars on topics such as Climate Change, LargeScale Solar, and High Performance and Sustainable Building
Requirements UFC. We have more on the way this fall from
the Small Business Council and the Facility Asset Management,
Architectural Practice and Environmental Committees.
For course updates, visit www.same.org/continuinged or
contact me at [email protected].
Col. Nick Desport, RA, LEED AP, F.SAME, USAF (Ret.)
for a Distinguished Chapter Program and
developing working “indicators” for
Chapter activity. There are now 52 Student
Chapters. The committee intends to
continue to grow the number of Chapters
by reaching out to Posts without Chapters
and through encouraging joint student
groups with organizations such as ASME
and ASCE. The committee also has developed a Chapter Guidance Manual.
Environmental Committee
Chair: Hud Heaton, P.E., AMEC
The committee is reevaluating goals and
structure for 2013–2014, including new
areas of focus: military munitions, radiation, green and sustainable remediation;
and emerging contaminants. The committee
has held eight committee meetings through
Spiderphone, with short technical presentations. It hosted a well-attended track at
the 2012 Executive Forum and sessions at
the 2013 JETC. It has implemented PDH
credits for webinars and sessions and also
supported development of the Norfolk
Workshop. The committee continues to
grow with 262 members on its roster.
Energy & Sustainability Committee
Vice Chairs: Chris Silkie, P.E., CEM, LEED
AP, Cardno TEC and Stacey Shepard,
Jacobs
The committee held a Climate Change
Roundtable the week of the DOD Briefings
in March, hosted a Climate Change webinar in July, and co-hosted a webinar with
the Architectural Practice Committee
on the new High Performance and
Sustainable Building Requirements UFC.
It also reviewed 16 nominations for the
two national Sustainability Awards. The
committee’s 2013–2014 work plan includes
conducting four webinars and establishing
a dedicated energy and sustainability track
at JETC and for the JETS. It also is looking to begin sustainable events outreach to
Posts, and engage Young Member sponsors
for each of the Posts—mainly the 25-year
old to 30-year old demographic.
Engineering & Construction Camps
Committee
Chair: Col. Kurt Ubbelohde, USA (Ret.),
Leo A Daly
This summer, the committee completed
the 13th U.S. Air Force Academy Camp
with 96 students, and the 11th U.S. Army
Camp with 38 students. Four college scholarship awardees were selected, and nine
college students are receiving renewed
scholarships. While the 2013 Seabee and
U.S. Marine Corps Camps were cancelled
due to sequestration, the committee is
working with SAME HQ to re-establish
these camps in the future. It also plans to
engage with the Academy of Fellows on
mentoring and to pursue initiatives through
the SAME STEM Task Force.
Facility Asset Management Committee
Chair: Stacey Hirata, P.E., SES, USACE
The committee’s 2013-2014 work plan
includes a goal of expanding knowledge
and building a sense of community through
quarterly web-based meetings and conference calls with invited expert speakers and
facilitating networking opportunities. It
also intends to contribute to SAME and
IFMA events, including JETC, World
Workplace Expo and the SAME/IFMA FM
Workshop next February. The committee
of about 130 members aims to increase its
social media presence and work to improve
government participation in facility asset
management workshops.
International Committee
Chair: John Cawthorne, F.SAME, CH2M
HILL
The committee’s goals include building
initiatives globally through possible new
international events such as an industry
day for the Guam Program and a renewed
training symposium to meet the needs
of the Japan and Korea Posts. Monthly
committee calls and work on re-establishing the Fil-Am Field Chapter, Manila, will
continue. It also intends to interact more
with SAME Committees and Councils and
with outside organizations, and expand its
focus from military into commercial. The
committee grew by 239 members in 2012
and now has more than 300.
Joint Engineer Contingency Operations
Committee
Chair: Col. Dan Grey, USA (Ret.), The
Louis Berger Group
This past year, the committee conducted
two tracks at JETC, a track at the Executive
Forum, and established a connection to
the Joint Operational Engineer Board.
By the end of 2013, it will have assisted
SAME HQ in providing the Joint Engineer
Operations Course (JEOC) at Grafenwoehr,
Germany; Fort Leavenworth, Kan., WrightPatterson AFB, Ohio; Port Hueneme, Calif.;
Ford Island, Hawaii; and Quantico, Va. Its
current goals include continued support
of JEOC; improving support to the Service
Engineer Schools; and expanding its JETC
offerings to assist in maximizing the effectiveness of the engineer force structure.
NCO Council
Chair: Chief Master Sgt. Frank Lakotich,
USAF
The council’s work plan includes holding
no-cost webinars geared toward NCOs.
Possible webinar topics include: Power
Generation, Operations and Maintenance,
Equipment Advancement and Changes
and Transition for NCOs. It will continue
seeking opportunities to support wounded
warriors and their families and to promote
SAME membership and involvement by
Senior NCO/Petty Officers and junior
NCO/Petty Officers. It also is looking
to identify qualified NCOs and Petty
Officers to participate in the Engineering &
Construction Camps. The council continues to grow and now has 19 members.
www.same.org/tme
Plan now to get pubished in TME!
2014 Editorial themes include:
January-February
• Environmental Engineering
• Innovative Financing and Privatization
• FocusItem: TISP and Homeland
Security
Small Business Council
Chair: Gita Murthy, Ph.D., RORE Inc.
The council focuses on outreach through
a newsletter and features in TME; and
education and training through events
such as the annual SBC and recognition
through awards at JETC and SBC. Its goals
include providing two webinars on topics
of interest to small business members,
building a database of potential speakers
and working with local Posts to plan small
business events. The council is asking SBA
representatives to attend and present in its
conference calls.
March-April
Young Members Council
Chair: Ben Redding, Continental Mapping
Consultants
The committee held four professional
development calls and published four newsletters to keep members engaged. It also
initiated establishment of a certification
reimbursement program, and developed a
Young Member Post programs guide. This
year’s goals include finalizing the certification reimbursement program; engaging
Young Member Post POCs to offer guidance on Young Member events at the local
level; and hosting a PDH call focused on
an SAME-related topic, such as getting the
most out of a national event like JETC. The
council also will improve marketing to
increase receipt of Young Member stipend
applications for JETC and encourage better
Young Member attendance at JETC.
September-October
• Civil Infrastructure
• Military Engineer Force Structure
• FocusItem: 2014 JETC Preliminary
Program
May-June
• Energy
• Engineering Service FY2015 Programs
• FocusItem:SAME Award and Medal
Winners
July-August
• Program and Project Management
• Federal Agency FY2015 Programs
• FocusItem: SAME Strategic Plan
• Asset Management
• Climate Change and Extreme Weather
• FocusItem: STEM Initiatives
November-December
• Sustainable Design and Construction
• Humanitarian Efforts
• FocusItem: SAME Executive Forum
Visit www.same.org/tme for deadlines
and the full editorial calendar or contact
the TME editor at [email protected].
83
Compiled by Stephen R. Karl, SAME HQ
GRADING SMALL BUSINESS
CONTRACTING PERFORMANCE
In FY2012, the federal government
awarded $89.9 billion in contracts to small
business, representing 22.25 percent of
federal contracting dollars—just below ts
goal of awarding 23 percent of contracting dollars to small business. While the
22.25 percent is a slight increase from 21.65
percent in FY2011, the total dollar amount
of government-wide spending with small
businesses declined from $91.5 billion.
Each year, the U.S. Small Business
Administration (SBA) is required to report
to the president and Congress on achievements by federal agencies and departments
2011 Achievement
General Services Administration
against their annual procurement goals to
ensure greater accountability.
The Small Business Procurement
Scorecards assess achievements in prime
contracting and subcontracting to small
businesses for 24 federal agencies. In
FY2012, SBA rated the government-wide
performance a “B,” same as in FY2011.
2012 Goal
2012 Achievement
GRADE—A+
Prime Contracting Achievement
Small Business
38.83%
30.00%
39.98% ($1.3B)
Women Owned Small Business
9.15%
5.00%
9.06% ($297.2M)
Small Disadvantaged Business
19.02%
5.00%
19.16% ($628.6M)
Service Disabled Veteran Owned Small Business
2.63%
3.00%
3.17% ($104.1M)
HUBZone
4.39%
3.00%
3.81% ($125.0M)
Small Business
32.10%
25.00%
26.00%
6.10%
5.00%
3.90%
5.60%
5.00%
4.40%
2.30%
3.00%
1.20%
HUBZone
1.30%
3.00%
0.70%
Subcontracting Achievement
Environmental, military munitions,
and rapid response services to
Federal customers nationwide
Proven Small Business
under NAICS 562910
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Contracting Experience
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AFCEC, EPA, Navy, & GSA
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2011 Achievement
Environmental Protection Agency
2012 Goal
2012 Achievement
GRADE—A
Small Business
42.26%
42.00%
44.02% ($751.6M)
5.35%
5.00%
6.02% ($102.7M)
14.82%
5.00%
15.70% ($268.1M)
7.26%
3.00%
6.68% ($114.1M)
HUBZone
1.07%
3.00%
2.53% ($43.3M)
Subcontracting Achievement (EPA cont’d)
Small Business
69.60%
55.00%
59.50%
13.60%
5.00%
14.30%
26.20%
5.00%
15.90%
11.00%
3.00%
6.20%
HUBZone
8.00%
3.00%
4.30%
Department of Homeland Security
GRADE—A
Small Business
29.07%
32.00%
30.65% ($3.9B)
5.95%
5.00%
6.43% ($827.0M)
11.50%
5.00%
12.83% ($1.7B)
3.96%
3.00%
5.34% ($687.5M)
HUBZone
2.96%
3.00%
3.03% ($389.5M)
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2011 Achievement
2012 Goal
2012 Achievement
Subcontracting Achievement (Department of Homeland Security cont’d)
Small Business
41.90%
45.00%
41.00%
9.30%
5.00%
7.50%
8.00%
5.00%
7.70%
3.00%
3.00%
2.30%
HUBZone
2.70%
3.00%
3.50%
Department of Veterans Affairs
GRADE—A
Small Business
33.66%
34.00%
35.01% ($6.1B)
3.86%
5.00%
3.30% ($577.8M)
8.41%
5.00%
7.91% ($1.4B)
18.22%
3.00%
19.24% ($3.4B)
HUBZone
2.24%
3.00%
1.73% ($303.2M)
Small Business
14.00%
17.50%
18.00%
1.80%
5.00%
2.20%
0.60%
5.00%
1.60%
0.20%
3.00%
1.30%
HUBZone
0.30%
3.00%
0.50%
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2011 Achievement
Department of Defense
2012 Goal
2012 Achievement
GRADE—B
Small Business
19.80%
22.50%
20.41% ($56.1B)
3.43%
5.00%
3.38% ($9.3B)
6.90%
5.00%
7.30% ($20.1B)
2.02%
3.00%
2.33% ($6.4B)
HUBZone
2.58%
3.00%
2.18% ($6.0B)
Small Business
35.20%
36.70%
35.50%
5.80%
5.00%
5.70%
4.90%
5.00%
4.80%
2.20%
3.00%
1.90%
HUBZone
2.00%
3.00%
1.40%
The prime and subcontracting goals
include small business, women-owned
small businesses, small disadvantaged
businesses, service-disabled veteran-owned
small businesses, and small businesses in
Historically Underutilized Business Zones.
While the Scorecards assess performance
annually, every two years, SBA works with
each agency to set prime and subcontracting goals, which the grades are based on.
Though each agency has a different small
business contracting goal, SBA ensures that
the sum total of all the goals exceeds the 23
percent target set by law.
For more on Small Business Procurement
Scorecards, and additional data on these and
other agencies, including the Department
of Energy, National Aeronautics and Space
Administration, and Department of Health
and Human Services, visit www.sba.gov/
content/small-business-procurementgoaling-scorecards.
(Source: Adapted from SBA Small Business
Procurement Scorecards)
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SUPPORTING SCIENCE AND
TECHNOLOGY INNOVATIONS
Supporting programs for innovative,
technology-driven small businesses under
its Federal and State Technology (FAST)
Partnership Program, SBA this summer
granted 20 awards, of $95,000 per award,
to 20 state and local economic development
agencies, business development centers,
colleges and universities. Candidates were
submitted by the governors of all 50 U.S.
states and territories.
The FAST Program is designed to
stimulate economic development among
small, high technology businesses through
federally funded innovation and research
and development programs like the Small
Business Innovation Research (SBIR)
and Small Business Technology Transfer
(STTR). The project and budget periods
are for 12 months, starting Oct. 1, 2013.
“The FAST Program is an important
catalyst for helping America’s cutting-edge
entrepreneurs continue to drive innovation
and create good jobs,” said Karen G. Mills,
SBA Administrator. “The partnerships
FY2013 SBA FAST Program Grant Recipients
Arizona
Arkansas
Connecticut
Delaware
Louisiana
Michigan
Mississippi
Missouri
Montana
New Mexico
New York
North Dakota
Ohio Oregon
Pennsylvania
Puerto Rico
South Dakota
Tennessee
Vermont
Wisconsin
Arizona Commerce Authority
Board of Trustees of the University of Arkansas
Connecticut Innovations Inc.
University of Delaware
Louisiana State University and A&M College
BBC Entrepreneurial Training & Consulting LLC
Innovate Mississippi
The Curators of the University of Missouri
Montana Department of Commerce
Technology Ventures Corporation
The Research Foundation for the State University of New York
University of North Dakota
Ohio Aerospace Institute
Oregon Built Environment & Sustainable Technologies Center
Ben Franklin Technology Partners Corporation
Inter American University of Puerto Rico SBTDC
Governor's Office of Economic Development
Tennessee Technology Development Corp. dba Launch Tennessee Vermont State Colleges
Board of Regents of University of Wisconsin System
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OGY NEWS
NEWS
FAST provides up to $95,000 per award to 2013 SMALL BUSINESS CONFERENCE
pay for outreach and technical assistance to
The 2013 SAME Small Business
science and technology-driven small busi- Conference (SBC) for Federal Engineering,
nesses. Awardees demonstrated how they Construction and Environmental Programs
will help support areas such as:
will be held Nov. 19–21 in Kansas City, Mo.
New this year, SAME has expand what
• small business research and development
assistance;
has previously been a DOD Conference to
• technology transfer from universities to a Federal Small Business Conference. In
small businesses;
addition to USACE District, Division and
• technological diffusion of innovation Center Commanders, as well as NAVFAC
benefiting small businesses;
and AFCEC representatives, invited agen• proposal development and mentoring cies will include the Department of Veterans
for small businesses applying for SBIR Affairs, General Services Administration
grants; and
and the Army Installation Management
• commercializing technology developed Command. SBC provides an excellent
GOVERNMENT NEWS
SUSTAINABILITY NEWS
through
SBIR grants.MILITARY NEWS
venue for A/E/C and related professionals
Proposals were evaluated by a panel from small businesses to engage with and
of SBIR program managers. SBA, the learn from other small businesses, meet
Department of Defense and the National with potential teaming partners, and hear
Science Foundation jointly reviewed the from government agencies on how to better
recommendations and made selections. The position their companies for success.
grant
requires
of matching
ForNEWS
more information, visit www.same.
LEADER
PROFILE varying
NEWlevels
PRODUCTS
SMALL BUSINESS
funds from each participating state and org/sbconference. See you in Kansas City!
territory. For more, visit www.sbir.gov/
Submit Small Business News items to
about/about-fast-partnership-program.
[email protected].
(Contributed by SBA)
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2012_TME AD_v3.indd 1
12/3/2012 2:01:19 PM
89
After the Fire at Tinker
AFB: Reconstruction in
Record Time
BY C.H. GUERNSEY JR., P.E.
Reprinted from:
The Military Engineer
Vol. 78 No. 506—March-April 1986
Editor’s Note: The
following article,
“After the Fire
at Tinker AFB:
Reconstruction in
Record Time,” was
written by C.H.
Guernsey Jr., P.E.,
and first published
in the MarchApril 1986 issue
of The Military
Engineer.
Guernsey details
the
immediate and unified
response from the
U.S. Air Force,
U.S. Army Corps
of Engineers and
the A/E/C industry that enabled
fast-track reconstruction of a facility at Oklahoma’s Tinker AFB
vital to national defense that was damaged by fire in November
1984. Gen. Earl O’Loughlin, USAF, Commander of Air Force
Logistics Command, personally thanked the Oklahoma City Post
of SAME (see letter above) for its role in having brought together
the Sustaining Member firms that were instrumental in helping
facilitate this historic rebuild in record time. For the purpose of
this historical piece, the text herein is reprinted as published.
By September 1, 1985, restoration of the fire-damaged
652,000-square-foot portion of Building 3001 at Tinker Air
Force Base, Oklahoma, was essentially completed—less than
10 months after a devastating 40-hour fire that began before
noon on November 12, 1984. Ultimately, 500 fire fighters from
24 military and municipal fire departments were involved, as
90
well as hundreds of Civil Defense and Air Force personnel.
While three giant helicopters were still bringing water
from Draper Lake in 1,000-gallon buckets to dump on the
fire-ravaged roof of the northern 900 feet of the building, the
Oklahoma City architectural/engineering (A/E) firms of C.H.
Guernsey and HTB, Inc., were called to Tinker AFB. They
were asked to investigate the damage and estimate the cost of
restoring this vital Air Force Logistics Center, the largest of its
kind in the free world. A worldwide maintenance, overhaul,
and modification center for some 18,000 Air Force jet engines,
the facility houses very specialized equipment and processes
necessary to accomplish this work.
Mechanical and electrical engineering responsibilities were
awarded to C.H. Guernsey & Company, while architectural
and structural engineering were assigned to HTB, Inc. Five
and ten calendar day deadlines were established to complete
the investigation and prepare cost estimates for critical and
less critical areas, respectively, of the 15 acres of fire-ruined
facilities. Both deadlines were met with an approximate $48
million cost estimate which was used by the Air Force to secure
special Congressional funding for the project and which proved
adequate for basic reconstruction. However, with many new
improvements to the facility, the total project cost was about
$60 million.
To expedite the urgent completion of the project, the two
firms jointly recommended a procedure of construction
contracting using a cost plus a negotiated fixed-fee basis for
the prime contractor, with most materials and subcontracted
labor on a fixed-cost bid basis. This method had previously been
used in only a few instances, primarily at Vandenberg Air Force
Base on vital airspace fast-track projects. It was imperative that
reconstruction procedures be streamlined to restore the Center
for its national defense work in the absolute minimum of time.
This procedure was ultimately implemented.
Immediately after submitting the initial cost estimates, the
Air Force turned over the restoration project to the Southwest
Division of the Army Corps of Engineers in Dallas, with the
Tulsa District Office directly supervising the work. The Air
Force Regional Civil Engineer’s Office in Dallas and the Base
Civil Engineer’s Office at Tinker provided necessary support.
HTB, Inc., was awarded the prime contract with continuing
responsibilities for architectural and structural work, and C.H.
Guernsey & Company, as a major sub-consultant, was assigned
all mechanical and electrical design responsibilities.
The first task was to stabilize the building’s roof support
system to minimize the risk of collapses and to provide a relatively safe working area for those who would do the demolition
work required prior to reconstruction. The damaged area was
stabilized and walls were built to isolate it from other parts of
the plant that were still functioning. As rapidly as possible, jet
engine operations from the damaged area were moved to other
parts of Building 3001 and other buildings. Parts requiring
chemical cleaning were trucked to Kelly AFB, San Antonio,
Texas, and returned.
Although most of the materiel and processes could be
relocated, the computer-controlled milling machines in the
Numerical Control area were too massive to move but were
vitally needed. Therefore, a 35,000-square-foot building was
constructed in the damaged area to cover the machines, thus
enabling them to be used effectively. In a strenuous effort,
the Propulsion Division of the Oklahoma City Air Logistics
Center at Tinker restored partial operations within three weeks.
By January 1, some processes were working again albeit in
cramped, less-than-optimum quarters but, nevertheless, overhauling aircraft jet engines on schedule.
One prerequisite of the demolition project was the identification and removal of asbestos insulation from 12 large fan
decks with 24 air-handling units and about 30,000 feet of pipe.
Some 680 cubic yards of asbestos were removed by workmen
in slightly over 21 days.
While this work was being done, the A/E’s prepared demolition plans and specifications for removing roof joists and
badly damaged trusses, as well as miles of piping systems and
electrical conduit requiring identification. All were scheduled
for redesign and reconstruction. The around-the-clock demolition and disposal of damaged materiel were completed in about
one month.
Meanwhile, design work was proceeding rapidly in the
respective offices of the A/E’s to meet the extremely tight
schedules and deadlines imposed by the Corps. The work was
divided into four basic areas starting with the most operationally
critical ones. Detailed design review meetings were held every
week with engineers and architects from both the Base and the
Corps monitoring the design processes of C.H. Guernsey &
Company and HTB, Inc. These meetings culminated in general
conferences at the Base.
In slightly over two months, the A/E’s produced the design
and accompanying drawings and specifications; normally,
this would have required at least a year. During this time,
C.H. Guernsey & Company used its Calcomp IGS 500 fourworkstation computer graphics CADD system around the clock
with three-shift operations on all workstations. Because of the
extremely tight schedule to complete this work, morale sharply
increased and everyone in the firm co-operated to the fullest,
thus enabling the deadlines to be met. Even other clients whose
work was temporarily postponed in some instances seemed to
understand the importance to the national defense of expediting
the early completion of restoration design for Building 3001.
During the first weekend in March, with the design work
largely completed, the Corps of Enigneers ordered 265 sets
of drawings and specifications, a great many of which were
half-scale drawings. The relatively large reprographic shops
of both A/E firms had to supplement their work with that of
another company, working around the clock in three shops, to
meet the deadline. Over 68,000 prints were made that weekend.
This provided the prime contractor with drawings to begin the
reconstruction with better designs in mechanical and electrical
systems, as well as improved space arrangement involving
architectural and structural design.
The prime contractor, with a superior labor and material
91
computerized competitive bid procurement system and management information system, together with the subcontractors and
material suppliers, completed the reconstruction project in 203
days of construction time. This accomplishment required working 21 hours a day (two 10 1/2-hour work shifts), seven days a
week, with a workforce of approximately 800 people per day.
Although the construction inspection during demolition
and reconstruction was done by the Corps of Engineers’
Construction Division staff, the A/E’s were asked to furnish
field design engineering services. A double-width trailer was
provided as a field office and a staff ranging from five to 15
people was on site from December 22, 1984, through September
13, 1985. Twenty-four-hour-a-day assistance was provided by
the A/E’s during the asbestos removal and demolition work,
while two 10-hour shifts per day were required in the first
three months of reconstruction for checking shop drawings,
answering contractors’ questions in writing, and making any
field design changes needed or requested by the Corps, including cost estimates.
This was the largest and most expensive reconstruction project for a damaged facility ever accomplished by the Army Corps
of Engineers and the Air Force. It was achieved with no loss
of life due directly to either the demolition or reconstruction.
It could not have been done without the highly cooperative
attitude and dedicated, persistent effort of all involved entities
and their personnel.
Those who took part in this project include the workers of
the Propulsion Division and their management team, as well
as the Command of the Oklahoma City Air Logistics Center;
the Oklahoma City Air Logistics Center; the Tinker AFB Civil
Engineer’s Office; the Tulsa District of the Corps of Engineers
92
and the construction
inspection personnel
stationed at Tinker;
the Air Force Regional
Civil
Engineer’s
Office, Dallas, Texas;
Southwest Division,
Corps of Engineers
O f f i c e,
D a l l as ;
the Office of the
Chief of Engineers,
Corps of Engineers;
Headquarters, Office
of Engineering and
Services, U.S. Air Force;
Headquarters Air Force
Logistic Command,
Wr i g ht - Pat t e r s o n
AFB; the Oklahoma
Congressional
Delegation; the A/E
design consultants,
HTB, Inc., and C.H.
Guernsey & Company; and the 1,255-man peak working
force and management team of the prime contractor and
subcontractors.
This is a project in which all concerned may take justifiable
pride in the successful and rapid restoration of a facility so
vital to the defense of the United States.
Deliver mission
success.
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ends. With customers that include the Department of Defense,
NASA and the Department of Homeland Security, we believe
that every opportunity comes with a collective responsibility
to perform. Whether it’s design and construction, operations
and maintenance, installation and logistics management,
contingency operations, or flight services and training, we
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asset management - The Military Engineer

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