The Military Engineer - May/June 2011 by The Society of American Military Engineers

May-June 2011 • Vol 103 • Number 671

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

MAIN THEME: SUSTAINABLE INSTALLATIONS

INSERT: NATIONAL MEDALS & AWARD RECIPIENTS 63 SPECIAL REPORT: ENGINEERING SERVICE FY2012 PROGRAMS 86

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LETTER FROM . . .

GOVE

A NOTE FROM THE PRESIDENT

End of Term Report It is hard to believe that my year as SAME President is coming to a close. It feels like only yesterday that I addressed the audience during the Society Ball at the 2010 Joint Engineer Training Conference & Expo (JETC) in Atlanta, Ga. At that time, I discussed three focus areas, approved by the SAME Board of Direction, for my term as president. These areas included increasing membership levels of uniformed service members, developing the SAME mentorship network and increasing awareness of sustainable installations. Uniformed Service Membership. I am pleased to report that the overall membership in SAME increased 11 percent in 2010 and another 4 percent in the first quarter of 2011; total membership now totals more than 28,000. Our organization set a goal in 2010 to grow uniformed membership by 450. We exceeded that goal by 200 members, going from 1,700 to 2,350. In 2011, we increased uniformed membership further to almost 2,500. We found that many military engineers wearing a uniform (active, guard or reserve) are unaware of the new dues structure whereby they pay a one-time fee to be a member of SAME their entire military career. We need your help to share this good news with our uniformed service members and make them a part of our SAME family. During my tenure, SAME established a national Joint Engineer Contingency Operations Committee, chaired by Col. Mike Flanagan, USA (Ret.), to assist SAME in providing greater support to military engineers engaged in contingency operations in Iraq, Afghanistan and other overseas locations. The committee hosted its first meeting—attended by 28 senior officers and NCOs from the four military services—in New Orleans in November 2010. The committee is planning a follow-up meeting in May at the 2011 JETC to focus on interagency cooperation on the battlefield, a subject of great importance as we continue stability operations in Iraq and Afghanistan with military engineers and contractors. Mentoring Continuum. Our second focus area was to develop a better concept of operations for mentoring in SAME. Our community established a mentoring task force, chaired by two SAME Fellows, Gary Lynn and Jeanne LeBron, to stress the importance of mentorship throughout the continuum of a professional career. I was delighted to hear the enthusiasm for mentoring at our second-annual Fellows luncheon, held prior to the Academy of Fellows Investiture and Golden Eagle Awards Dinner in March. While mentoring can take place through a relationship between two people of any age, it also can be an organizational goal. I look forward to the mentoring continuum concept paper and its adoption by our Posts in the coming months. Sustainable Installations. At the recent SAME FY2012 DOD and Federal Agency Briefings, the military services were consistent in their focus on sustainability, to include reductions in both water The Military Engineer • No. 671

TECHNOLOGY NEWS

and energy consumption and greater use of renewable resources. There are SOCIETY NEWS some excellent articles in this edition of The Military Engineer that address the challenges the Department of Defense (DOD) is facing in meeting the requirements of various executive orders and recent congressional legislation. From where I sit, one of the major challenges to gaining support for sustainable technologies is return on investment. Many good ideas in meeting the legal and executive order requirements do not provide a sufficient return on investment to warrant the upfront expenditure of federal funds. The federal budget may not support a robust federal investment in energy and water. There are several possible solutions to this issue: • Continue to pursue technology advances to lower the cost of energy solutions. • Establish better lifecycle cost modeling to ensure the true costs of ownership are understood and evaluated in today’s investment decisions. • Continue to rely on the private sector to provide upfront investments while sharing in savings from energy and water reductions at military installations. • Continue to develop DOD asset management processes, including metering and evaluation of data to optimize the use of scarce resources. If you have suggestions and ideas on how to make our installations more sustainable, please pass them along to Col. Bart Barnhart, USAF, Chair of the SAME Sustainability Task Force, at barton.barnhart@osd.mil. We are looking for your feedback and input so that SAME can help meet the challenges ahead. I am honored to have been the SAME President for the past year. It has truly been the pinnacle of my 22 years of SAME membership, which included terms as a Post President and Regional Vice President. I am confident that the incoming president, Rear Adm. Christopher J. Mossey, USN, will do an excellent job representing SAME at the national level and will provide the leadership for our national Board of Direction to set the course for SAME into the future. I want to thank Bob Wolff, SAME Executive Director, for his continuing, outstanding service to SAME, as well as his staff members, who are truly focused on providing value to our members and the society. I have thoroughly enjoyed working with Bob and the Board of Direction, a group of extremely positive, can-do people. Thanks! In closing, allow me to reiterate my guidance to our Posts to be brilliant at the basics and to build SAME to last. Our future is in your hands, and I am confident you are up to the task. Maj. Gen. Timothy A. Byers, F.SAME, USAF SAME President 2010-2011 1

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Installations Get Smart

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Fort Carson: The greenest post on earth?

Integrating green building features

Smart technology equals sustainable installations

Avoiding a one-size-fits-all solution

70 MAIN THEME: SUSTAINABLE INSTALLATIONS

Ensuring long-term mission viability and complying with federal guidance will require military installations to make wise choices in how they consume resources, plan and schedule their budgets, and interact with the communities that surround them.

ON THE COVER: Photo by Dale Freudenberger

Roughly 2,200 military housing units aboard Camp Lejeune, N.C., and surrounding installations are being equipped with solar hot-water heaters, which help cut down overall electricity and hot-water costs.

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AND I QUOTE ...

Meet the Engineering Service Chiefs and Senior NCOs

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Air Force Civil Engineers: Efficiencies through Sustainability

102 USPHS: On Land and Sea

MAJ. GEN. TIMOTHY A. BYERS, F.SAME, USAF

63 SPECIAL INSERT: NATIONAL MEDALS & AWARD RECIPIENTS The Military Engineer • No. 671

SOCIETY OF MILITARY AMERICAN ENGINEERS

National Medals & Awards Rec ipients

Each organizations year, SAME recogniz es individu from the uniform private sector als and ed services, for their achievem public agencies ents the engineer ing professio in support of the SAME and the Please join n and national Strategic Plan, us in congratu who will be lating the individu security objective recognized s. als, organiza at the Joint tions and Posts Engineer Training on May 25, Conference in Grapevin & Expo, e, Texas.

IN PHOTOS:

108

Academy of Fellows Investiture Ceremony

EDITORIAL OFFICE 607 Prince Street Alexandria, VA 22314-3117 703-549-3800 plus ext. Fax: 703-548-6153

Golden Eagle Awards Dinner

106

ENGINEERS IN ACTION

Greening Military Installations

DEPARTMENTS

EXCLUSIVELY AT TME ONLINE

WEB MANAGER Josef M. Scarantino Ext. 143; jscarantino@same.org CONTRIBUTING EDITORS Meighan Altwies, M.SAME milnews@same.org

Starting June 6, read about a unique recycling program at Wright-Patterson Air Force Base, Ohio, in “Ceiling Recycling Flies High.”

— by Steve Lubinski, P.E., LEED AP, M.SAME

— by David Dalton

www.same.org/TME

E. Lewis (Ed) Link, Ph.D., M.SAME technews@same.org ADVERTISING REPRESENTATIVES MID ATLANTIC/NORTHEAST/WEST/ NORTH CENTRAL L. Eileen Erickson Ext. 140; erickson@same.org SOUTH/SOUTHEAST Beverly Ellis 407-654-5311; Fax -5322 ellispubrp@aol.com REPRINTS Gail Hallman, Sheridan Reprints 717-632-8448, ext. 8175 ghallman@tsp.sheridan.com PUBLISHER Dr. Robert D. Wolff, P.E., F.SAME

Growing by more than 100 attendees for the third consecutive year, the Society of American Military Engineers’ FY2012 DOD and Federal Agency Program Briefings was held March 23 in Arlington, Va. The annual event, open exclusively to SAME Sustaining Members, features briefings from uniformed and senior civilian personnel on the coming fiscal year programs of each of the military engineering services and related federal agencies and includes a Q&A luncheon with the engineering service chief of the U.S. uniformed services. Presentations from this year’s briefings will be available online for 90 days after the event at www.same.org/dod.

FY2012 DOD and Federal Agency Program Briefings

Beginning May 16, learn how a project team designed and constructed an environmentally-friendly, hurricane-resistant and cost-responsible facility in “Building a Sustainable SOUTHCOM.”

Wendi Goldsmith, M.SAME sustainability@same.org

FY2012 DOD and Federal Agency Program Briefings

112

EDITOR John M. Nank Ext. 141; jnank@same.org

MARKETING COMMUNICATIONS MANAGER Stephanie Satterfield Ext. 144; ssatterfield@same.org

Golden Eagle Awards Dinner The SAME Academy of Fellows hosted its annual black-tie Golden Eagle Awards Dinner on March 24 in Arlington, Va. The dinner program was highlighted by the presentation of the prestigious SAME Academy of Fellows Golden Eagle Award to Rear Adm. Ben Montoya, USN (Ret.), and Adm. Thad Allen, USCG (Ret.), for contributions to engineering and national security, respectively.

110

EDITOR IN CHIEF L. Eileen Erickson Ext. 140; erickson@same.org

GRAPHIC DESIGNER Natalie L. Kirkpatrick Ext. 142; nkirkpatrick@same.org

SAME Academy of Fellows Investiture The SAME Academy of Fellows formally inducted the newest class of SAME Fellows at its annual Investiture ceremony, held March 24 in Arlington, Va. Thirty-three new Fellows were invested and Linda M. McKnight, F.SAME, and Lt. Col. Scott Prosuch, F.SAME, USA (Ret.), were awarded the Gerald C. Brown Mentoring Award. Capt. Ben Pina, P.E., LEED AP, F.SAME, CEC, USN, gave the investee response at the ceremony, which was emceed by Rear Adm. Gary Engle, P.E., F.SAME, USN (Ret.).

1 6 18 40 54 114 116 119 126 129

President’s Message Government & Industry News Military News Sustainability News Technology News Executive Director’s Message Society News Small Business News Products and Services Historical Perspective

ADVERTISING INDEX 10 11 19 113 31 C3 22 16 89 45 25 47 44 39 C4 59 32 97 37 21 56 34 111 41 20 58

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51 7 101 13 C2 50 40 109 35 56 26 33, 60 49 52 127 42 57 30 43 46 69 40 48 5 52 27

Eaton Corp ECC EMCOR Faithful & Gould FLUOR Gannett Fleming GEL Laboratories Gilbane Building Company Hankins & Anderson Hanson Professional Services Haskell HDR HNTB Homeland Contracting Corp IFMA Isco Industries John Deere Kalwall Corp Kiewit Building Group KriStar Enterprises MACTEC Martin-Harris Construction Megadoor Michael Baker Corp MOCA Systems MWH Americas

115 14 8 28 29 53 38 9 58 36 58 117, 118, 125, 128 85 15 12 105 24 36 93 23 55 17 18 2 61 62

NCEES Norseman Structures PARSONS Parsons Brinckerhoff Perini Management Pittsburgh Corning Pond & Company Prime Engineering RBF Consulting REC Solar RS&H SAME Schneider Electric Siemens Soil Stabilization Products Sprung Instant Structures Sundt Construction Swinerton Government Services Tetra Tech The Shaw Group U.S. GSA URS Corp Volkert & Assoc Weston Woolpert YKK AP

The Military Engineer (ISSN 0026-3982) is published bi-monthly by the Society of American Military Engineers (SAME), 607 Prince St., Alexandria, VA 22314-3117; Tel: 703-549-3800; editorial, ext. 141; advertising, ext. 145. © 2011 The Society of American Military Engineers. All rights reserved; reproduction of articles prohibited without written permission. Periodicals postage paid at Alexandria, Va., and at additional mailing offices. Rates: Single copy: Member, $5; Non-member (U.S.), $18; foreign, $30. One-year subscription $88 in the United States and Canada; $168 elsewhere. Two-year subscription $168 in the United States and Canada; $316 elsewhere. Three-year subscription $210 in the United States and Canada; $435 elsewhere. Agency discount available; Air Mail extra. For details go to www.same.org/subscribe. Annual subscription rate for SAME members is $18 and is included in dues. Address Changes: Send mailing label with changes to The Military Engineer Circulation Department, 607 Prince St., Alexandria, VA 22314-3117; allow 60 days for change to take affect. Article Submittals: We invite and encourage manuscript submissions for possible inclusion in The Military Engineer. TME editors consider each manuscript on the basis of technical accuracy, usefulness to readers, timeliness and quality of writing. SAME reserves the right to edit all manuscripts. Before submitting an article, please read the Writers’ Guidelines at www.same.org/tme. Submission of an article does not guarantee publication; unsolicited manuscripts will not be returned. Disclaimer: Statements and opinions expressed herein are those of the authors and do not reflect official SAME or TME policy unless so stated. Publication of advertisements does not constitute official SAME endorsement of products or services. Postmaster: Send address changes to The Military Engineer Circulation, 607 Prince St., Alexandria, VA 22314-3117.

The Military Engineer • May-June • 2011

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GOVERNMENT & INDUSTRY NEWS TOP ENLISTED LEADERS SHARE VIEWS WITH CONGRESS

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Improving housing and child care, giving better access to health care and education, and intervening earlier in high-risk behavior are areas the U.S. military is focused on to maintain a high quality of life for service members and their families, the services’ most-senior enlisted leaders told members of Congress in late March. “The quality of life airmen and their families receive is an overwhelming factor in how long they will serve,” Chief Master Sgt. of the Air Force James A. Roy, USAF, told the House Appropriations Committee’s defense subcommittee during the hearing about military quality of life. Chief Master Sgt. Roy was joined by Sgt. Maj. of the Army Raymond F. Chandler III, USA, Master Chief Petty Officer of the Navy Rick D. West, USN, and Sgt. Maj. of the Marine Corps Carlton W. Kent, USMC. Each enlisted leader described the operational tempo of his service, its demands on their service members and families, and the programs and support his service gives to sustain a high quality of life. All four services have been meeting recruiting and retention goals, the enlisted leaders noted, and some said bonuses have been critical to that effort. Master Chief Petty Officer West also described the hardship the services endure by operating under a continuing funding resolution. As of this writing, Congress has yet to pass the FY2011 budget and has averted a government shutdown by extending continuing resolutions since the budget year began. Because the resolutions restrict new spending, the services have curtailed new construction and other projects and have reallocated funds to cover “mustpay” items, such as pay and benefits. (Contributed by Lisa Daniel, American Forces Press Service) 6

DOD MEASURES GUARD AND RESERVE IMPACT ON WORKFORCE

SMALL BUSINESS NEWS

CHRIS MADDALONI/MILITARY TIMES

GOVERNMENT NEWS

In early March, the Department of Defense (DOD) launched the Department of Defense National Survey of Employers, a survey designed to gain insight into the benefits and challenges of employing members of the Guard and Reserve by allowing civilian employers to share their experiences. DOD will use the employers’ responses to shape future policies. With Guard and Reserve members comprising almost 50 percent of the military’s total strength, their service and the support of employers are critical. “If we are going to sustain their participation, we need to sustain the support of the employers,” said Dennis McCarthy, Assistant Secretary of Defense for Reserve Affairs. “Finding out what we need to do to get that support is of national interest.” The Department of Defense National Survey of Employers is DOD’s largest study of its kind since the terrorist attacks of Sept. 11, 2001. The nation has relied heavily on Guard and Reserve service members in the almost 10 years since the attacks, frequently calling them away from their civilian jobs for military operations and humanitarian efforts around the world, including the 2004 tsunami in southern Asia, the 2010 earthquake in Haiti and ongoing relief efforts in Japan. At the time of the survey’s release on March 1, Adm. Michael Mullen, USN, Chairman of the Joint Chiefs of Staff, addressed America’s employers, remarking, “As we look to the future, I ask for your input to help us shape policies concerning the relationship between our service members and their civilian employers. I encourage employers across the nation to take part in the Department of Defense National Survey of Employers. Your feedback will allow us to build on the success of the past and chart a mutually beneficial course for the future.” Employer Support of the Guard and Reserve (ESGR), a DOD agency, sent the survey to 80,000 employers. The sample includes employers of every size and industry from all across America. The randomly-selected participants received instructions for filling out the survey online. (Contributed by Beth Sherman, ESGR)

Compiled by John M. Nank, M.SAME

TUNE-UP OF FEDERAL ACQUISITION REGULATION PROCESS UNDERWAY

General Services Administrator Martha N. Johnson and Office of Federal Procurement Policy Administrator Daniel Gordon in February brought together Federal Acquisition Regulations (FAR) rule-making partners at General Services Administration (GSA), the National Aeronautics and Space Administration (NASA) and DOD to develop bold, new ways to improve the product quality and timeliness of the FAR process. These efforts are intended to remove barriers and increase transparency in federal government acquisitions, a key component in meeting President Obama’s goal to make government leaner and more accountable. “We need a tune-up on our system,” Johnson said. “Right now, we are driving our father’s car. It works, but is showing its age. I want a modern, electric car version of the FAR to take us where we need to go reliably and quickly.” In February, GSA hosted its first interagency “slam” with procurement and policy drivers from the agencies responsible for managing and coordinating the FAR rule-making process. A process pioneered by Johnson, a slam gathers key decision makers in one room to solve specific problems. No one leaves until specific outcomes are achieved. The session identified key improvements to the FAR’s rule-making process in the following areas: • Team management—Creating a flexible rule-making team structure that focuses on making timely decisions and that can align with the ever-changing demands of federal agencies; • Case management—Improving procedures to ensure quick resolution of critical acquisition policy decisions, reduce backlog and bring fluidity to the process; and • Training—Developing a comprehensive training program for procurement policy analysts to replenish the pool of expert and seasoned professionals expected to retire. The participants agreed to create action plans with projected milestones on each of these key outcomes by the end of March for presentation to the FAR Council. The Military Engineer • May-June • 2011

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SUSTAINABILITY NEWS

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“These are immediate, actionable ways to improve the FAR that will go a long way toward improving government procurement,” said Associate Administrator Kathleen HISTORICAL TurcoPERSPECTIVE of GSA’sFY2012 Office of GovernENGINEERS IN ACTION SERVICES mentwide Policy. “The slam process was a great way to tackle government-wide issues surrounding federal rule-making, breaking down communications and process barriers among the FAR Council participants.” Bill Roets, of NASA headquarters Office of Procurement, added, “The slam was a huge success in effectively and efficiently getting all of the participating agencies to agree on these three key improvement areas. We are looking forward to working with the other federal agencies on these improvement areas and improving the FAR rule-making process.” FAR is a set of regulations established to codify, or systematize, uniform policies for acquisition of supplies and services by federal agencies. Pursuant to the Office of

Federal Procurement Policy Act of 1974, FAR is issued and maintained jointly under statutory authorities granted to the Secretary of Defense, the GSA Administrator and the NASA Administrator. (Contributed by Diane Merriett, GSA)

VA OBSERVES RECOVERY ACT ANNIVERSARY, OUTLINES FUTURE PROJECTS

Earlier this year, on the second anniversary of the American Recovery and Reinvestment Act of 2009, the Department of Veterans Affairs (VA) highlighted the major role that Recovery Act funds are playing in advancing much-needed VA infrastructure and other construction throughout the United States to benefit our nation’s veterans. “This will be a banner year for VA in serving more veterans more efficiently in more places,” said Secretary of Veterans Affairs Eric K. Shinseki. “We are pleased to be able to improve buildings and ex-

pand the capacity of VA’s healthcare network and national cemeteries to serve veterans.” Since February 2009, VA has distributed $1.3 billion in Recovery Act funds to modernize medical facilities, make improvements at national cemeteries and award grants to states for veterans homes. VA has more than 1,100 Recovery Act-funded projects underway or completed in VA medical centers in all 50 states, the District of Columbia and Puerto Rico, and 19 VA medical centers received between $5 million and $20 million for major repairs, renovation or energy initiatives. The impact of these Recovery Act dollars affects more than 5 million veterans who receive care in VA health services across the nation. Nearly 70 percent of all Recovery Act funds have been paid to various contractors, with the balance of funds currently on contract to complete improvements and modernizations of existing projects.

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The stimulus funding is providing, among many improvements, a solar photovoltaic system at the Albuquerque, N.M., VA Medical Center; replacement of a central HISTORICAL boilerPERSPECTIVE plant at the Danville, Ill., ENGINEERS IN ACTION FY2012 SERVICES hospital; and chiller installations for the West Palm Beach, Fla., hospital. Other Recovery Act projects are adding 26,000 medical facility parking spaces, enhancing nearly 14,000 bed spaces, and investing in energy or “greening” projects. VA is contributing to improving the sustainability of the U.S. economy with these projects, with all new construction designed to meet sustainable building principles. In 2010, VA invested $826 million to improve its energy infrastructure. A total of $487 million in Recovery Act funds was devoted to renewable energy projects such as solar, wind and biomass-fueled cogeneration systems; installing utility metering at all VA-owned facilities to monitor the use of natural gas, steam and chilled water; increasing energy and water con-

servation measures; and upgrading infrastructure improvements at existing facilities around the country, such as boiler and chiller systems, and heating, ventilation and cooling systems to promote better efficiency. All projects are well underway in 2011, and VA will soon see the benefits of the new projects contribute to reducing the agency’s environmental footprint. In 2011, VA is devoting $276 million to more projects of this type, including “re-tuning” of building systems to improve energy efficiency and provide more comfort for veterans and employees. VA plans to add to its list of 25 green-certified buildings with more than 13 percent of the square-footage already certified. VA is assessing all of its owned buildings to identify those that can be eligible for a third-party green building certification in 2011. More information on all of these ongoing energy projects and other sustainability initiatives can be accessed at the VA’s green management program

webpage at www.green.va.gov. On the horizon this year is an even broader scope of construction activity. VA has more than $11 billion in major building projects in either design or construction this year. They include six new VA medical centers as well as outpatient clinics, mental health facilities, spinal cord injury centers, new and expanded national cemeteries, renovation and modernization projects and seismic safety projects. (Contributed by VA)

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GOVERNMENT NEWS

MILITARY NEWS

SUSTAINABILITY NEWS

GOVERNMENT & INDUSTRY NEWS ARMY PURSUES BETTER BUYING POWER

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The U.S. Army’s better buying power—the ability to acquire better weapons systems and capabilities at lower prices—starts with the acquisition professionals who sign defense contracts. In a September 2010 memorandum to the Army’s acquisition comENGINEERS IN ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES munity, Ashton Carter, the Undersecretary of Defense for Acquisition, Technology and Logistics, provided guidance in obtaining greater efficiency and productivity in defense spending. His five major areas for improvements were improving affordability and controlling cost growth; incentivizing productivity and innovation; promoting real competition; improving tradecraft in the acquisition of services; and reducing non-productive processes. Frank Kendall, Carter’s principal Deputy Undersecretary, brought that message in person to Redstone Arsenal’s acquisition community at Redstone Arsenal, Ala., during a Feb. 23 town hall hosted by the Army Contracting Command–Redstone. The event attracted nearly 650 in attendance. “We are getting new ideas. We are learning as we go and we are going to continue to make adjustments,” Kendall said. “It’s a long journey that we are on. Basically, there’s room for improvement. It is imperative for our community to be better at what we do.” Although Kendall and Carter don’t expect a dramatic decline in defense spending, the two executives do believe there will be a gradual decline combined with the Army’s commitment to phase

out unproductive programs to spend more money on those that are productive. “We are finding ways to get more with less money,” Kendall said, stressing that the Army must learn to work on a tighter budget while still sustaining and modernizing its force strength. Referring to his own experience as an Army officer, Kendall said in 1971, when he graduated from West Point, the Army was undergoing a “long, slow decline” in spending, cutting out new programs and suspending modernization of existing programs. Spending increased dramatically in the 1990s and into the 21st century as the Army played catch-up in fielding systems for battlefield success. But, now, another “long, slow decline” could once again threaten the Army’s force structure. “There is an increase in cost to sustain the force. As equipment gets older, it costs more to maintain,” Kendall said. “We will see a big reduction in force or we will see some of the force not modernized at the cost of others.” But the Army’s acquisition professionals can have a positive impact on budget constraints by being more efficient and “smart buyers” for DOD. Kendall, whose military and professional career has spanned the fields of engineering, acquisition and law, presented his audience with an Acquisition Efficiency Guidance Roadmap that outlined Carter’s five areas of improvement. (Contributed by Kari Hawkins, USAG Redstone)

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Abbie Adams, P.E., received the 2011 Young Professional of the Year Award from the American Council of Engineering Companies (ACEC) ENGINEERS IN ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES of Maryland. Brig. Gen. Steven M. Anderson, USA (Ret.), was named Senior VP, Strategic Planning and Military Business Development, RELYANT. Jonathan Buff, AIA, was named Federal Programs Market Sector Leader, Washington, D.C., Office, LEO A DALY. Cdr. Edward Dieser, P.E., USPHS, was named 2011 Engineer Responder of the Year by the Centers for Disease Control and Prevention (CDC). Cdr. Steve Fischer, P.E., USN (Ret.), was named Director, Federal Programs, and Col. Ronald Torgerson, P.E., F.SAME, USAF (Ret.), was named Director, Federal Solutions, Worley Parsons. Col. Marvin N. Fisher, F.SAME, USAF (Ret.), Senior Vice President, PBS&J, was designated an Air Force Association (AFA) Ira Eaker Historical Fellow during the annual AFA gala in February. Cdr. Tracy D. Gilchrist, P.E., USPHS, was named 2011 National Park Service Engineer of the Year. Lt. Cdr. Duane Hammond, P.E., USN, was named 2011 CDC Engineer of the Year. Dennis K. Henning, P.E., was named Senior Engineering Manager, Dallas Office, Parsons Brinckerhoff. Col. Jack K. Norris, USA (Ret.), was named Senior VP, Army Programs, Steven L. Scott was named Senior VP, Navy Programs, and Lt. Col. Rod Staponski, P.E., USAF (Ret.), was named Senior VP, Air Force Programs, AECOM. Brian Owens was appointed Kentucky Operations Manager, MACTEC. Capt. Ben Redmond, USMC (Ret.), was appointed Global Munitions Response Practice Director, Environmental Services Business Group, CH2M HILL. Cdr. James M. Simpson, USPHS, was awarded the 2011 Rear Adm. Jerrold M. Michael Award as the Food and Drug Administration Engineer of the Year. Vincent Sobash, P.E., Emergency Management Program Specialist, Naval Facilities Engineering Command (NAVFAC) Southwest, was named NAVFAC Civilian Engineer of the Year and was subsequently selected from among 10 finalists for the 2011 Federal Engineer of the Year Award by the National Society of Professional Engineers.

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Balfour Beatty Communities LLC was selected by the U.S. Air Force to privatize military family housing at Beale Air ENGINEERS IN ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES Force Base (AFB), Calif.; F.E. Warren AFB, Wyo.; Malmstrom AFB, Mont.; and Whiteman AFB, Mo. Burns & McDonnell received a Grand Award from the ACEC of Missouri in recognition of its work on the Missouri River Wastewater Treatment Plant for the Metropolitan St. Louis Sewer District. CH2M HILL is one of three firms selected under a five-year technical assistance contract by the Environmental Protection Agency Office of Sustainable Communities to deliver the Environmental Innovations: Sustainable Approaches to Development program. dck worldwide, through its operating entity dck-ecc pacific guam construction LLC, signed an agreement with Taisei Corp. to establish a partnership and pur-

Pond & Company has acquired CEGG sue and execute Government of JapanAssoc. LC, an architecture and engineerfunded work in Guam. EA Engineering, Science, and Tech- ing firm based in Virginia Beach, Va. Stell Environmental Enterprises Inc. nology Inc. earned a 2011 Engineering Excellence Merit Award, under the Small was awarded a five-year, indefinite deProjects category, from ACEC of Nebras- livery, architecture-engineering services ka for the firm’s Groundwater Nitrate In- contract by the U.S. Army Corps of Engineers Mobile District to provide envivestigation Project. Eaton Corp. was certified by the De- ronmental support to military, civil and partment of Energy (DOE) as a qualified federal agencies. URS Corp. was selected by the Federal Energy Service Company. Merrick & Co. acquired Turnbull Met- Emergency Management Agency to prozler Design, a civil engineering, land plan- vide technical and research services to the agency’s Federal Insurance and Mitiganing and landscape architecture firm. Parsons received a Grand Award from tion Administration’s Risk Reduction DiACEC of Missouri in recognition of its vision, Building Science Branch. Weston Solutions Inc. was certified by work on the St. Louis I-64 reconstruction project for the Missouri Department of DOE’s Federal Energy Management Program as a qualified Energy Service Company. Transportation. LETTER FROM . . . NEWS MILITARY NEWS SUSTAINABILITY NEWS As of April 1, the PBSJ Corp. andGOVERNMENT its PBS&J subsidiary company were reSubmit Government & Industry named Atkins. PBSJ operates as a national News items, with high-resolution business of Atkins in North America fol(300-dpi) electronic images, to industrynews@same.org. lowing its acquisition in October 2010. TECHNOLOGY NEWS

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Within days of the devastating 9.0-magnitude earthquake and subsequent tsunaHISTORICAL PERSPECTIVE FY2012 SERVICES mi that ravaged the northeastern coast of Japan in March, the engineering services of the U.S. military were standing by and prepared to assist in the relief effort. In Sendai, Japan, U.S. Marines and sailors from units across III Marine Expeditionary Force and Naval Mobile Construction Battalion (NMCB) 133 came together to form Humanitarian Assistance Survey Teams (HAST). The teams are composed of subject-matter experts in the fields of civil affairs, engineering, logistics, communications, motor transport and field medicine, and they are tasked to conduct structural damage assessments, among other operations, to evaluate the damage done in an area to provide commanders the information they need to analyze what missions are necessary and what people and equipment are needed to accomplish the missions.

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“It’s what we are here for as Seabees,” said Chief Petty Officer Joshua Kolenda, USN, a Seabeebuilder with NMCB-133. The day after the disaster, U.S. airmen with the 374th Civil Engineer Squadron, aided by Red Cross workers and base community volunteers, prepared lodging facilities at Yokota Air Base, Japan, for inbound disaster relief forces. More than 60 airmen and base residents worked into the evening on a previously unoccupied residential building, cleaning up rooms and setting up essentials for the transient aircrews that were scheduled to arrive at Yokota later that night. Meanwhile, personnel with the 35th Civil Engineer Squadron were working to assess the damage and restore power at Misawa Air Base, Japan, where the relatively minor damage included water and steam line breaks. However, reliant on the commercial electric grid, the base was also left without power. All available airmen in the squadron were put on damage assessment teams. Augmented by airmen from the 18th Civil Engineer Squadron, Kadena Air Base, Japan, the teams worked their way around the entire base, examining steam and fuel lines, checking roads and ensuring the structural soundness of the installation’s facilities. From its headquarters in Alexandria, Va., the U.S. Army Geospatial Center

(AGC) compiled earthquake, water and geology maps as well as other data sets of Japan and made them available via its public and public key infrastructure websites to support of U.S. quake and tsunami relief efforts. “One aspect of our mission is to provide direct geospatial support to Army personnel,” said Jeff Popp, AGC Current Operations Chief. “As the Army’s knowledge center for geospatial expertise, the AGC stands ready to support our soldiers and their civilian counterparts as they help the Japanese recover from these tragic events.”

MARINE CORPS ENGINEERS BRIDGE THE GAP IN AFGHANISTAN

U.S. Marines are now able to transport sizeable and hulking vehicles, including the M1A1 Abrams main battle tank, across the Nahr-e Saraj Canal near the village of Jambah in Helmand Province, Afghanistan, to better disrupt insurgency activity in the area. Marines and sailors with Bridge Platoon, Bravo Company, 8th Engineer Support Battalion, 2nd Marine Logistics Group (Forward) conducted a bridge operation in March in support of International Security Assistance Force operations. The engineers built two bridges to support Marines with 3rd Battalion, 8th Marine Regiment, 2nd Marine Division (Forward). The Military Engineer • May-June • 2011

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“These bridges are made of several pieces, some are heavier than others, but the assembly process is pretty simple,” explained Sgt. Bryan S. Baker, USMC, a bridge master with the group. “It’s very HISTORICAL PERSPECTIVE FY2012 SERVICES easy to put it together, plus we have been doing this for a while.” Although the bridges are composed of a series of smaller parts, they are capable of holding the weight of the M1A1 Abrams, the heaviest piece of equipment in the Marine Corps. “It has to be able to support our tanks … the thing weighs 70 tons,” explained Platoon Commander Lt. Robert F. Jorgensen, USMC. “It will also be able to support the heavy amount of [Afghan and coalition forces] traffic.” The fatigue caused by working 14-hour days, in harsh weather conditions and with a full combat load weren’t the only obstacles the Marines had to face. There also was an imminent enemy threat. “I think the Marines did really well, al-

though we took [indirect fire] during the building process, they pushed to meet the deadline,” Lt. Jorgensen explained. “I think the hardest part for them was try-

ing to maintain their level of energy after working for so many hours and staying alert at the same time.” Although the Marines received small

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arms and indirect fire while assembling the bridges, it only took three days of hard work to complete the mission. Now that the bridges are complete, the Marines with 3rd Battalion, 8th Marine Regiment HISTORICAL PERSPECTIVE FY2012 SERVICES are better able to delve deeper into Taliban territory and repel insurgent activities. (Contributed by Lance Cpl. Bruno J. Bego, USMC)

U.S. MILITARY TURNS OVER CRITICAL FACILITIES TO IRAQI AVIATION COMMAND

The U.S. Army Corps of Engineers (USACE) recently turned over two critical construction projects at Camp Taji, Iraq, in support of the U.S. Forces–Iraq (USF-I) reconstruction efforts. The facilities—a huge helicopter maintenance

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facility and a squadron operations building—were turned over to the Iraqi Army Aviation Command during a formal ribbon cutting in February. The hangar, which can hold up to six Russian-made MI-17 helicopters during maintenance, is the largest clear-span structure in the Middle East. The adjacent operations building will house classrooms and a state-of-the-art MI-17 training simulator for Iraqi helicopter pilots. Included in the ceremony was a signing activity to formally turn over the buildings to the Iraqi Army Aviation Command. Participating in the signing activity was Brig. Gen. Anthony J. Rock, Director, Iraqi Training and Advisory Mission– Air Force, U.S. Forces–Iraq, U.S. Central Command, and Commander, 321st Air Expeditionary Wing; Brig. Gen. Nadhom Laffta Zabon, Deputy Commander, Iraqi Army Aviation Command; and Hider Al-Touqmachi, UIC Director for ALMCO, the contractor that built the facilities. The USACE Gulf Region District (GRD) facilitated the turnover ceremony and has been managing the construction of the two buildings for USF-I. The 118,400-ft2 hangar includes two cargo bays, 20 administrative offices and 88,800ft2 of hangar bay maintenance space. “Perhaps the most notable feature of the hangar is the 360-ft free-span design, making this the largest free-span building in the Middle East,” commented Capt. Ross May, USA, Project Engineer. “The facility is slightly more than 50-ft tall in the maintenance bay area.” The $9.8 million hangar and $1.5 million operations building took approximately 22 months to complete. A simulator, which will be housed in the operations building, is to be delivered in the near future and will be installed under a separate contract. There are currently five additional projects in various phases of construction at Camp Taji that are being managed by GRD. The projects include a $7.5 million air traffic control tower, a $22.6 million power generation station, $22 million for four storage warehouses to store repair parts, a $3 million bulk fuel storage complex and $3.5 million to construct a Logistics Affairs Training Institute. The The Military Engineer • May-June • 2011

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training institute funding will support the construction of nine new buildings and the rehabilitation of 42 other facilities, all of which were scheduled for delivery before the end of March. HISTORICAL PERSPECTIVE FY2012 SERVICES With these facilities completed, Camp Taji can lay claim to hosting the largest free-span building in the Middle East as well as the tallest and largest buildings in the Taji area. (Contributed By Michael Beeman, GRD Public Affairs)

ADVISING AND ASSISTING THE IRAQI ENGINEER DIRECTORATE

Team Muhandis (Engineer) is the J7, USF-I, element with the primary mission to advise and assist the Iraqi Ground Forces Command (IGFC) Engineer Directorate. The major objective of Team Muhandis during a year-long deployment that concluded in February was assisting the IGFC Engineer Directorate’s development into an efficient staff.

One of the major hurdles in advising the Iraqi Army is the cultural difference. For example, if the IGFC Engineer Directorate needs a Field Engineer Regiment to accomplish a mission, they send a request to the division commander asking if he will permit the regiment to perform the mission. This prevents shame if the mission is not executed, because it is a request and not an order. Another aspect of our mentoring involved convincing Iraqi Army officers that it is not shameful to show that you need assistance. Many times during a briefing to the IGFC Commander, the G1 (personnel) and G4 (logistics) would have different numbers for personnel and equipment than the engineers. The Iraqi Army engineers’ reluctance to coordinate was overcome during face-to-face meetings with the G1 and G4 to discuss personnel and equipment issues. As part of the transfer of military bridges to the Government of Iraq (GoI), the IGFC engineers asked for bridge training

for the divisional Field Engineer Regiment bridge platoons. As part of Team Muhandis’s assistance to the IGFC Engineers, it coordinated with the Theater Engineer Brigade, which provided information for future bridge inspections, repairs and removals in the Iraqi Army divisional AORs. Muhandis personnel provided the information to the IGFC Engineers, who determined which Field Engineer Regiment should participate and coordinated with the Field Engineer Regiment to send personnel out for the inspections, repairs and removals. This provided training

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MILITARY NEWS to the regiments’ bridge platoons on the bridges in their AORs and helped train the IGFC Engineers in staff operations. The Iraqi Army logistics system does not work as it was designed. To alleviate this HISTORICAL PERSPECTIVE FY2012 SERVICES problem for engineer heavy equipment, the M10 (Joint Headquarters Engineer Directorate) is developing the Engineer Maintenance Factory at Taji, Iraq, to provide heavy equipment maintenance to the Field Engineer Regiments. This is only beginning to take shape and will be fully functional in the future. To assist with the planning for the new maintenance factory, Team Muhandis advised the IGFC Engineer Directorate to begin tracking maintenance issues for the Field Engineer Regiments. The difficulty with collecting accurate maintenance information revolves around the Field Engineer Regiment commanders feeling shame if they report their equipment damaged and they cannot fix it. This is a cultural issue which will be difficult to overcome, but must be accomplished if the logistics and maintenance systems are to work as designed.

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The IGFC Engineer Directorate still has difficulty understanding the need to coordinate and assist with training, personnel and logistics issues for the Field Engineer Regiments. The IGFC Engineers track the information they receive, but cannot take the next step to evaluate and plan future requirements. With their overall view of the readiness of the Field Engineer Regiments, the IGFC engineers could be invaluable in identifying critical shortages in training, equipment and personnel in order to coordinate FER operations. The IGFC Engineers staff skills are improving. Assisting the IGFC Engineer Directorate to improve its staff coordination and capabilities will be critical to its success as a headquarters between the Divisions and the joint headquarters. To be successful, the IGFC Engineer Directorate needs to track, evaluate and coordinate engineer specific training, personnel, and logistics requirements for the divisional Field Engineer Regiments. (Contributed by Lt. Col. Richard Smith, PMP, USA)

KENYAN AND U.S. MILITARIES BUILD CIVIL-MILITARY OPERATIONS CAPABILITY

Members of the Kenyan Ministry of Defense and Kenyan Army Engineers Civil Affairs Teams (KCA), 12th Headquarters Engineers Brigade, partnered with U.S. military units assigned to Combined Joint Task Force–Horn of Africa (CJTF-HOA) recently to conduct civilmilitary operations in Manda Bay, Kenya. This crucial engagement allowed Kenyan soldiers to build a practical application of their civil affairs knowledge and share lessons learned with their U.S. counterparts. Civil-military operations activities include helping communities maintain stability, promoting civil-military relations and responding to the education, infrastructure and health needs of the people. After assessing the needs of the Coastal School District’s Kauthara Primary School, the combined civil affairs team submitted a proposal for funds to repair the school’s classrooms. Once they ob-

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MILITARY NEWS tained approval, KCA, the Kenyan Navy and NMCB-74 constructed a roof, installed windows, applied stucco to exterior walls and made other improvements. KCA soldiers used their knowledge HISTORICAL PERSPECTIVE FY2012 SERVICES from training with USACE to work with the U.S. Navy Maritime Civil Affairs Team 208 on daily operations, mission planning and meeting with community and civil authorities. The collaborative efforts produced three completed community projects, 56 missions (30 by boat), 14 project assessments and 85 leader engagements. (Contributed By Spc. Sheri Carter, CJTFHOA Public Affairs)

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SEABEES, MARINES COMPLETE SCHOOL RENOVATIONS IN GUATEMALA

Seabees assigned to Detail Bravo of NMCB-28 and Marines with 2nd Marine Logistics Group held two weeks of subject-matter expert exchanges with Guatemalan sailors and soldiers in February. The joint forces team worked side by side

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“The goal is for students to recognize the influence of local society and cultural relevance, to include their own cultural bias, in their selection of engineering remedies,” Maj. Christ said. “By recognizing the importance of culture and society on engineering solutions, they’re less likely to impose a Western solution at a location where that solution is unsustainable.” For that reason, the course is part sustainable engineering and part international relations. For example, cadets study topics such as electricity without carbon, the downstream ecological effects of dams and principles of green engineering. But after that, they will be introduced to things like foreign aid, economic development and non-governmental organizations, as well as engineering needs specific to the developing world, such as wastewater treatment and electrical power. This innovative course was derived primarily from the overseas experiences of two USAFA engineers, Maj. Christ and

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Lt. David Pool, USAF. Maj. Christ said the idea for the course came to him after a brief deployment to the National Military Academy of Afghanistan. While there, he saw “a need to focus on engineering soluHISTORICAL PERSPECTIVE FY2012 SERVICES tions in developing nations.” That vision dovetailed perfectly with the work of Lt. Pool, a 2010 academy graduate who was president of the academy’s Engineers Without Borders chapter. Based on an independent study by another former cadet, Joe Kallevig, Lt. Pool helped write the curriculum for the interdisciplinary class that is being debuted this semester. In helping design the course, Lt. Pool wanted to confront other cadets with the unfathomable disparities in this world. To young people who have grown up surrounded by the comforts of Western life, basic necessities are taken for granted. Overcoming the complacency and replacing it with a cultural awareness attuned to each situation is one of the primary lessons Lt. Pool sought to impart. “A good sustainable engineering solution is an engineering solution to a social problem,” Lt. Pool said. “So you must take into account all externalities, such as public perception, culture, religion, society, education, etc., and (the) general desire (and) ability to appreciate and maintain a solution.” (Contributed by David Edwards, USAFA Public Affairs)

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Thirty-seven Seabees from NMCB-11 are currently participating in Cobra Gold 2011, which, held in Thailand every year, is the largest joint-military exercise in U.S. Pacific Command (PACOM). This year, NMCB-11 is constructing two 8-M by 20-M school buildings near the Burma border in the Mae Sot region. Construction will be performed side by side with the Royal Thai Military Mobile Development Unit (MDU). These two school buildings will drastically enhance the learning environment for more than 800 students who attend the Ruam Thai Charoen Kindergarten and Pa Ka Mai School. The project is a great opportunity for Seabees to build, but it also is a chance to interact with both MDU and the comThe Military Engineer • May-June • 2011

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MILITARY NEWS munity and demonstrate that Seabees are outstanding ambassadors of the U.S.. Builder 3rd Class Sean Parkison, USN, stated, “I really like this type of construction. Humanitarian projects really make HISTORICAL PERSPECTIVE FY2012 SERVICES me enjoy my job.” Despite an outstanding project and opportunity, nothing comes easy. Due to the remote location of these schools, delivery of materials and life support items was no walk in the park. Local contracted truck drivers have had an extremely difficult time with the steep, mountain grades and small back roads of the Mae Sot region. Living conditions are very similar to a field training exercise, where a sleeping bag and a cot are essential. A hot shower is hard to come by, and meals consist of Unitized Group Ration–A options for breakfast and dinner and meals readyto-eat for lunch. Culinary Specialist 2nd Class Freddie Waters, USN, and the Marine Food Service Specialists have kept morale high through good meals daily.

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Many Seabees will get a chance to experience new types of construction, such as block work, stucco and pre-cast concrete columns, all while utilizing the local material available in Thailand. With a total project duration of only 30 days, timely completion was a challenge, but through hard work and dedication, the Seabees and their Thai Mobile Development Unit counterparts were up to the task. (Contributed by Lt. Kevin Burnett, USN)

USACE announced in late January the award of a $20.5 million contract for the construction of an engineering school for the Afghanistan National Army in Mazar-E Sharif, Afghanistan. The Engineer Branch School will be built within Camp Shaheen, a large Afghan army installation in Balkh Province in northern Afghanistan, near the Uzbekistan border. Construction on the school complex is expected be complete in November 2012. The school will be used to train Afghan army officers and engineers. The training effort is critical to the coalition forces’ goal of transferring operation and maintenance of newly-constructed facilities across the country to Afghan forces in coming years. The complex will house as many as 1,000 trainees and staff members, and will feature several structures, including classrooms, an administration building, bar-

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MILITARY NEWS racks, a dining facility, warehouses and latrines, among other facilities. The contract was awarded to a joint venture partnership is comprised of two Afghan construction firms: Assist HISTORICAL PERSPECTIVE FY2012 SERVICES Consultants Inc., which is based in Kabul, and Kahkashan Balkh Building and Road Construction Co., which is based in Mazar-E Sharif. USACE—through its Afghanistan Engineer District–North and –South, located in Kabul and Kandahar, respectively—is the primary organization building bases, police stations, roads, airstrips and other infrastructure projects in Afghanistan to increase the country’s stability and economy. (Contributed by Paul Giblin, USACE Public Affairs)

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U.S. Marines with the 8th Engineer Support Battalion, 2nd Marine Logistics Group, were recognized during an award ceremony aboard Camp Lejeune,

N.C., in late March. Thirteen Marines with ranks ranging from private first class to captain were awarded various medals including five Purple Heart Medals, two Navy and Marine Corps Commendation Medals and six Navy and Marine Corps Achievement Medals, four of which had combat distinguishing devices. Along with these awards, Combat Logistics Battalion 2 (CLB-2) received the Force Preservation Award for outstanding safety programs and for taking on force preservation initiatives during Operation Enduring Freedom while at-

tached to I Marine Expeditionary Force (Forward), from July 2010 to February 2011. “Today is a great day,” said Sgt. Maj. Tracy Linch, USMC, the CLB-2 Sergeant Major. The day marked an occasion when all of CLB-2 was present to congratulate their fellow Marines. According to Lance Cpl. Heath Coker, who received a Purple Heart for wounds he sustained during a convoy on Oct. 26, 2010, in Afghanistan the coming together of CLB-2 was the best part. “We’re all like a family,” he said. “It’s not a massive

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MILITARY NEWS unit, so if something happens, everyone knows and everyone has showed me nothing but love.” That caring attitude was apparent from the newest Marine to the commanding HISTORICAL PERSPECTIVE FY2012 SERVICES officer, Lt. Col. Brian Wolford, USMC. “Keep doing what you’re doing, enjoy yourselves but do the right thing,” he said. “We’ve only been back a month. Let’s stay on track.” As the ceremony came to a close, many Marines stuck around and spoke with the award recipients about how it felt. “It feels good to be given this award,” said Lance Cpl. Kelly A. White, USMC, the lone female to be given an award, the Purple Heart Medal, during the ceremony. “I don’t know what to think of it yet. One FROM .I. was . person asked me how itLETTER felt because a female, but I don’t see it as that. We are all Marines.” CLB-2 was deployed to Afghanistan in support of International Security Assistance Forces from July 2010 to Feb. 2011.

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Above, Lance Cpl. Kelly A. White, USMC, receives a Purple Heart during an award ceremony aboard Marine Corps Base Camp Lejeune, N.C., in March. Submit Military News items with high-resolution (300-dpi) electronic images, to milnews@same.org.

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The Military Engineer • May-June • 2011

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SUSTAINABILITY NEWS GSA UNVEILS NEW SUSTAINABLE WORKPLACE DESIGN TOOL

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The U.S. General Services Administration (GSA) in early February launched an interactive online tool that will help FY2012 SERVICES building managers identify and prioritize cost-effective strategies to make office buildings and workplaces more sustainable. The sustainable facilities tool, located at www.sftool.org, makes it easy for both government and private-sector property managers to learn about sustainable practices and compare options for their renovation projects. “Before creation of this site, there was no one-stop tool for learning about such a wide breadth of sustainable products and options available for retrofitting and renovating buildings,” said Stephen Leeds, GSA’s Senior Sustainability Officer. “Now, users can make informed decisions based on the best practices GSA has learned over many years of experience with sustainable building.”

Compiled by Wendi Goldsmith, M.SAME The sustainable facilities tool features 3D interactive walkthroughs of office interiors and material comparisons, where it prompts users to consider multiple aspects of office performance. It suggests dozens of detailed material and system choices to help green the workplace. The website also features sustainable metrics, links to essential regulations and guidelines, case studies, and an easy-to-navigate user interface. “With this tool, we are sharing GSA’s experiences using innovative tools and strategies to reduce the environmental footprint of our buildings with the rest of the government and the general public,” Leeds said. Since the 1970s, GSA has been a leader in the creation of new sustainable buildings and the modernization of historic properties for the federal government. To help build the clean-energy economy of the future and create jobs, GSA has accelerated investments in sustainable

technologies that will reduce energy and water use, and save taxpayer money in the future. The sustainable facilities tool captures this extensive experience in reducing the federal government’s environmental footprint and makes it available to

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LASTING This project focuses on BENEFIT, providing long term CAERNARVON sustainable benefits to CANAL the community while also minimizing impact to the environment and surrounding businesses during construction. By using a Gantry tracking system for flood gate installation, we reduced the amount of equipment needed for the project. By reusing native soils, we reduced the amount of material waste for disposal off site. By using concrete T-walls, we reduced ongoing maintenance after construction by eliminating the need for erosion protection and other activities. These proactive sustainable solutions help the community, save the client money and reduce the project’s overall emissions and use of the world’s limited materials/ resources.

“ Incorporating sustainable practices into our projects is the right thing to do for the environment and for our customers. We are part of the movement to drive sustainability into all infrastructure projects in the future.” ANDY WEBER PROGRAM MANAGER, CONTI None of us like to admit that we can be doing things better. But, when it comes to Sustainable Civil Infrastructure Construction, we know that there is a lot more that can be done. At Conti, we are already implementing sustainability practices from recycling of concrete, asphalt and steel to using green electricity and bio diesel where we can. Our offices and jobsite trailers participate in recycling and energy saving too. With long years of experience as an Environmental Contractor we have insights that many others don’t have. This gives us a responsibility to do more and to try and set, rather than follow, standards. We know we have a lot more to do. And we are well on the way.

“SMART” EFFICIENCY, ROUTE 18 This project features multiple creative ideas to construct, maintain and operate major highways and bridges more efficiently. The “smart” road is a sophisticated system that monitors traffic patterns and road usage for conditions and wear. We set up unique, solar-activated Load Centers that monitor and adjust highway lighting levels depending on weather and natural lighting conditions. We also installed a special wall barrier along a long corridor to buffer and reduce traffic noise pollution to nearby residents. And we crushed tons and tons of concrete and reused it as aggregate under the roadways and sidewalks. These sustainable solutions reduce the carbon footprint, help relieve heavy traffic congestion, increase vehicle efficiency, and decrease the amount of idle traffic time. This is good for people and the environment, and it makes good business sense.

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According to U.S. Air Force officials speaking in late February, changes to the Air Force’s environmental cleanup program will focus on cleaning up more sites swiftly. The intention of the new focus is to shift emphasis from partial cleanup solutions that often require decades of expensive follow-up to complete cleanups that free up property quicker and more cost effectively for productive use. The new accelerated site completion policy directs airmen to look beyond standard milestones commonly in use. For example, the current goal of putting “remedies in place” can leave hazardous materials in the soil or groundwater for decades, which requires extensive taxpayer funds to sample and monitor. Air Force officials are focusing their efforts on actually completing cleanups where it is technically feasible and cost effective to do so. “Getting the remedies in place is an important event and a terrific indicator of progress, but it’s time to shift our focus to actually completing our cleanups,” said Terry Yonkers, the Assistant Secretary of the Air Force for Installations, Environment and Logistics. “The standard cleanup practices take too long to reach only interim results and often require decades of land use restrictions or monitoring, or both.” Yonkers added that the standard practices also frequently place a heavy burden on taxpayers with money that would be better spent on actual cleanup. “We want to conduct complete cleanups where it is technically feasible and cost effective, and free up these properties to productive private or military uses,” Yonkers said. “It’s good for the environment, good for the landowner and good for the taxpayer.” The Military Engineer • May-June • 2011

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Yonkers said performance requirements under performancebased remediation are established in a manner that encourages contractor innovation and creativity. “Our primary means to accelerate site completion will be by emphasizing and incentivizing site completion objectives in our performance-based contracting FY2012 SERVICES mechanisms—an overall initiative we are calling performancebased remediation, with objectives for ultimate cleanup (and) not interim steps toward cleanup.” Performance-based remediation, which is expected to typically use fixed-price contracts, represents a paradigm shift from traditional acquisition strategies. It focuses on achievement of contract objectives without specifying the processes or technologies used to achieve the objectives. “We are using performance-based remediation because we believe it allows government project managers the flexibility to take advantage of the innovation and creativity of the private sector to drive results in a timely fashion,” Yonkers said. “It is our intention to contract for whole-base cleanups when technically feasible and cost effective, not merely individual sites on a base.” (Contributed by Gary Strasburg, U.S. Air Force)

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The central utility plant at Schriever Air Force Base, Colo., operated by the 50th Civil Engineer Squadron, is in the process of replacing three of its generators. The current generators have been dutifully providing emergency power to Schriever for more than 25 years. Though it is no small feat, the generator replacement will help reduce costs and increase power while conserving energy and resources. In the early 1980s, during President Ronald Reagan’s administration, Schriever Air Force Base became the benefactor of a trade agreement with Britain. Britain traded six Mirrlees Blackstone generators and in return the U.S. traded various Caterpillar equipment. The base added generator seven in 1992 to support the growing demand. Together these generators can provide more than 90 percent of the base’s power, which runs the sensitive equipment used to accomplish Schriever’s daily mission. After more than 25 years of operation, three of the generators The Military Engineer • May-June • 2011

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SUSTAINABILITY NEWS are being replaced with new generators to increase efficiency and reduce demand. “The Caterpillar generators have their own electric start radiators which will help gain cooling capacity,” said Richard FY2012 SERVICES Coder, Base Electrical Engineer. “They will produce 35 percent more power per unit and they are a third the physical size [compared to Mirrlees Blackstone’s]. We also will gain fuel efficiency, which will be more cost efficient in the end. The new ones are projected to burn 80-G per hour, where the old generators burn fuel at 120-G per hour.” The more easily-maintained Caterpillars also will provide a better working environment for the people who work on the generators. In addition to using less fuel, the base expects to recycle an estimated 100-T of scrap metal from the dismantled generators. Schriever will get credit towards its goal to increase recycling efforts for the base. (Contributed by Lt. Marie Denson, USAF) SMALL BUSINESS NEWS

DOE, DOD ENHANCE COOPERATION ON ENERGY SECURITY

Building on already strong cooperation between the Department of Energy (DOE) and the Department of Defense (DOD), U.S. Secretary of the Navy Ray Mabus announced new steps between the departments to strengthen national security through the continued development of advanced clean energy technologies. Furthering a memorandum of understanding announced last summer, the new steps strengthen coordination and better leverage the expertise and resources of both departments to enhance our national energy security. The DOD Office of the Assistant Secretary of Defense for Research & Engineering (ASDR&E) aims to take advantage of early technology breakthroughs funded through DOE’s Advanced Research Projects Agency–Energy (ARPA-E). Using ARPA-E’s technical expertise in grid-scale energy storage, batteries for electric ve-

hicles and power electronic, ASDR&E plans to develop an energy storage device that will provide future defense systems with long-duration storage suitable for applications including military bases and vehicles and eventually commercial grids. Cost-effective energy storage is also of interest to DOD’s Installations and Environment office, which will work with ARPA-E to assess the technology requirements for storage across military installations. Vulnerability to energy supply disruption is a significant challenge for facilities dependent on the commercial power grid, and backup power is both limited and expensive. On-site renewable electricity generation combined with grid-scale storage would allow installations to maintain critical functions in the event of grid disruption and enhance installations’ efforts to develop micro-grids for energy security. The joint efforts will be initiated in FY2012. (Contributed by DOE)

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EPA OUTLINES NEXT STEPS FOR EMISSIONS REPORTING

In response to congressional mandates, the Environmental Protection Agency (EPA) has recently completed extensive work within its Greenhouse Gas Reporting Program to develop greenFY2012 SERVICES house gas data reporting requirements for a wide range of different industries. This program will provide Congress, stakeholder groups and the public with information about greenhouse gas emissions while helping businesses identify cost-effective ways to reduce emissions in the future. To ensure the requirements are practical and understandable to the thousands of companies already registered to report under the program, the agency is in the process of finalizing a userfriendly online electronic reporting platform. Following conversations with industry and others, and in the interest of providing high-quality data to the public this year, EPA extended this year’s reporting deadline—originally March 31—and plans to have the final uploading tool available this summer, with the data scheduled to be published later this year. This extension will allow EPA to further test the system that facilities will use to submit data and give industry the opportunity to test the tool, provide feedback and have sufficient time to become familiar with the tool prior to reporting. In addition to the nine rulemakings necessary to comply with congressional direction for the program, over the past two years EPA has established an online public help center and efficient mechanisms for stakeholders to get answers to detailed technical questions from EPA experts. EPA also has conducted training sessions with each affected sector and held hundreds of meetings with stakeholders across the country. EPA’s greenhouse gas reporting program, launched in October 2009, requires the reporting of greenhouse gas emissions data from large emission sources and fuel suppliers across a range of industry sectors. This program will provide data that will help industries find ways to be more efficient and save money. (Contributed by EPA)

DOE ESTABLISHES ASSET REVITALIZATION TASK FORCE

Secretary of Energy Steven Chu has announced the establishment of a task force on asset revitalization to facilitate a discussion among DOE, communities around DOE sites, nonprofits, tribal governments, the private sector and other stakeholders to identify reuse approaches as environmental cleanup efforts reach completion. The task force will explore opportunities to reutilize DOE site assets for beneficial purposes, possibly to include clean energy development, environmental sustainability projects, open space and other uses. The task force will make recommendations within the year to the Under Secretaries of Energy, Science and Nuclear Security on the formation of an Asset Revitalization Initiative (ARI). The ARI would be a path forward for working with communities, nonprofits, tribal governments, the private sector and other stakeholders to leverage these resources—including land, industrial structures, electric grid connections, and a highly-trained and talented workforce—for future use. The task force also will recommend processes The Military Engineer • May-June • 2011

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Conservation groups praised President Barack Obama for maintaining his commitment to Gulf Coast restoration by recommending the first-ever funding to construct wetlands projects to reverse wetlands losses in the Louisiana Coastal Area of the Mississippi River Delta. The president’s FY2012 budget request for the U.S. Army Corps of Engineers (USACE) to fund Gulf Coast restoration is $27 million, including more than $10 million for wetlands feasibility studies, more than $5 million for wetlands pre-construction engineering and design studies, more than $10 million for wetlands construction projects and $100,000 for the Louisiana Coastal Area comprehensive plan. Congress has not acted on the president’s FY2011 budget request, which included $35.6 million for USACE to fund Louisiana Coastal Area ecosystem restoration: $19 million for wetlands construction projects and $16.6 million for wetlands pre-construction studies. The president’s proposed investments are part of a larger effort that focuses the expertise and resources of a broad spectrum of federal agencies—including the Fish and Wildlife Service, National Oceanic and Atmospheric Administration, EPA, and the U.S. Geological Survey—on the restoration needs on the Gulf Coast. Considering the rate at which Louisiana’s coastal wetlands are vanishing, the requested funding is a critical first step towards coastal restoration. Louisiana loses a football field of land every 48 minutes, according to the U.S. Geological Survey. Since The Great Depression, Louisiana has lost 2,300-mi2 of land. (Contributed by the Environmental Defense Fund)

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“The testing completed and the testing experienced equipment operators to supthat remains before us has one overarch- port the tests and gain knowledge of the new ing goal: providing our warfighters with hybrid hydraulic system and its future poInstallation of an innovative hybrid hy- the best, most modern equipment avail- tential in reducing energy consumption of draulic energy recovery system recently able,” said Capt. Paz B. Gomez, M.SAME, heavy construction equipment. The division FY2012 SERVICES tested by the U.S. Navy began in early CEC, USN, Commanding Officer of the oversees about 16,000 Navy Seabees, who April at the U.S. Army’s Tank Automotive Naval Facilities Engineering Command provide a wide range of military construcResearch, Development and Engineering Engineering Service Center. “We are tion and humanitarian support worldwide. The next phase of testing is scheduled Center (TARDEC). The installation will committed to achieving the Secretary of for this summer and involves the employthe Navy’s and the Navy Task Force Enerprepare both the Army and Navy for a ment of the new hybrid hydraulic energy gy–Expeditionary’s goals of reducing desecond round of tests in June to determine recovery system, which will be used to ployed fuel consumption and increasing the potential energy savings of the hybrid replace the existing pumps and the existfuel efficiency by 15 percent by the year hydraulic energy recovery system that ing priority valves with digital valves to 2020. We believe this technology moves could potentially be used by amphibious reduce the hydraulic power required to us closer to those goals. ” and expeditionary forces worldwide to do the same work. Power requirements The project is the result of a request by improve the energy efficiency of military will be measured and compared to data TARDEC to use facilities at Naval Base heavy construction equipment. from the baseline testing to determine Ventura County, Port Hueneme, Calif., The initial testing, which successfully concluded in March, involved a hydrauli- which offers a consistent climate that is fa- overall hydraulic power reduction, fuel cally-driven backhoe excavator. Data col- vorable to the testing. The effort was sup- consumption reduction and cost savings. lected in this phase will be used as a base- ported by elements from the Engineering (Contributed by Darrell Waller, NAVFAC) LETTER FROM . . . GOVERNMENT NEWS MILITARY NEWS SUSTAINABILITY NEWS line to evaluate a new hybrid hydraulic Service Center, the First Naval Construcenergy recovery system. Navy and Army tion Division, the 31st Seabee Readiness engineers believe test results will show a Group (SRG) and private industry. Submit Sustainability News items, with high-resolution (300-dpi) electronic The 31st Seabee Readiness Group, First notable reduction in fuel consumption images, to sustainabilitynews@same.org. Naval Construction Division contributed and lower overall operating costs. SMALL BUSINESS NEWS

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TECHNOLOGY NEWS THE TECHNOLOGY OF SUSTAINABLE INSTALLATIONS

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ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

Sustainability has become another operational paradox in our lexicon of important initiatives. It is generally defined as the “capacity to endure” and related specifically to natural ecosystems. For societal purposes it has taken on the more explicit meaning of the ability to perform satisfactorily long term and in harmony with nature. The Environmental Protection Agency (EPA) has proposed a triplebottom line for its National Sustainable Design Expo: People, Prosperity, Planet. This concept of a triple-bottom line relates well to the emerging policies and initiatives of the Department of Defense (DOD). In the case of military installations, the EPA big picture also applies as the more immediate goals of achieving sustainable capacities in terms of energy, water and waste management. This is one case where DOD policy and planning has emerged in front of the technical developments that will enable the achievement of sustainable installations. This provides the advantage of better determining how emerging technologies will fit in to the overall strategy and assist in guiding technology investments to provide the most needed capabilities. The following are examples of initiatives ongoing within the installation community that assist in how the installation community can best prioritize initiatives and investments in the challenging journey to more sustainable installations.

ARMY TECHNOLOGY SUPPORTS WATER SUSTAINABILITY STUDIES

A series of recent studies sponsored by the Army Environmental Policy Institute provide the first comprehensive review of long-term water sustainability at installations. A national screening used the webbased Sustainable Installations Regional Resource Assessment (SIRRA) analysis tool, which was developed by the U.S. Army Engineer Research and Development Center (ERDC). SIRRA provides a simplified national assessment of sustainability across 10 issues: air quality; air space; energy; urban development; threatened and endangered species; location; water; economy; qual54

Compiled by Lewis E. (Ed) Link, Ph.D., M.SAME ity of life; and infrastructure. The SIRRA methodology rates the regions surrounding 308 military installations in terms of vulnerability due to 48 individual sustainability indicators. The tool uses existing science and measurement-based national data sources. The data are then mapped into geographic information system coverages for individual indicators coded as red, amber, or green. This methodology is incorporated into a web-based analysis tool that was recently updated and relocated to a more flexible web environment. The assessments evaluated total water supply and demand in regions where installations are located. These analyses— completed on a watershed level—include estimates of both installation and regional water demand. Studies were completed for 12 Army posts across the U.S. and for three overseas installations. The results depict a range of water sustainability conditions that reflect the larger picture of water sustainability across the U.S. Water issues tend to be regional in nature due to factors that affect supply and demand of this finite resource. These studies, however, revealed some common themes among the installations. Recurring water issues include the following: • It is important to consider the connection between water and energy when planning infrastructure projects. Technologies that save energy also can have a greater “water footprint,” and should be selected with consideration for their impact on water demand. • Water is priced not according to its value as a precious resource, but to recover costs incurred to extract and pump. The cost of water is a lagging indicator and does not reflect the scarcity. Only when water becomes difficult to obtain will the limited supply be reflected in increased price. Higher costs can be expected when water must be transported long distances or obtained from nonpotable sources. • The historic water rights systems were developed during times of water abundance. Current water allocation law is leaving insufficient supplies for users experiencing water scarcity due to drought, population growth, or declining aquifers.

• Metering of individual buildings on Army installations is rare, though this is changing due to requirements of federal water conservation laws. One installation that installed water meters for reimbursable customers found consumption was double the amount of the previous estimated billing. Another installation conducted mock billing of housing residents and saw a 5-percent drop in consumption as a result. • Mandated water reduction targets apply to the entire installation, although overall water demand is impacted by both reimbursable utility customers and by system losses that could be the responsibility of utility contract operators. • The projected impacts of global climate change are expected to affect water availability. Anticipated changes in the water cycle include differences in precipitation patterns and intensity, increased drought and flood cycles, widespread melting of ice and snow affecting surface water runoff, and the requirement for greater amounts of water due to temperature rise. The greatest water challenge for the Army is that the resource supply and demand act across multiple scales. Watersheds and aquifers cross political boundaries and require federal, state and local agencies to work cooperatively in addressing water issues. Army installations represent just a fraction of regional water demand, yet the negative impacts of water scarcity and degradation will be borne equally by all users. Nearly 100 of the 411 installations included in a national screening lie within watersheds that are highly vulnerable to water crisis situations. (Contact Dana Finney, Construction Engineering Research Laboratory, ERDC at 217-373-6714 or dana.l.finney@usace. army.mil.) The Military Engineer • May-June • 2011

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TECHNOLOGY NEWS INSTALLATION SUSTAINABILITY MEASUREMENT TOOL: “SUSTAINABLE COMMUNITIES”

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ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

Under funding from the DOD Environmental Security Technology Certification Program (ESCTP), the Air Force Center for Engineering and the Environment (AFCEE) is launching a new effort to demonstrate the ability to apply a standardized sustainability rating system, “Sustainable Communities,” to any DOD installation. Sustainable Communities will enable installation commanders to actively manage their federal environmental compliance program and the overall sustainability of their installations. In response to the recent accelerated sustainability requirements and specifically the DOD Strategic Sustainability Performance Plan (SSPP), Sustainable Communities will endeavor to provide the operational- and tactical-level guidance necessary for successfully meeting the federal requirements through a streamlined, continuous improvement process. Sustainable Communities will provide in-

stallation commanders with a tool to prioritize investments based on lifecycle return on investment by utilizing accepted management principles. Furthermore, the tool will allow installation commanders to assess continuous improvement by measuring their progress through an environmental management system philosophy. Sustainable Communities will be based on a Leadership in Energy and Environmental Design (LEED)-like evaluation methodology for quantifying the sustainability level of the installation, which cuts across traditional organization stovepipes. Similar to how LEED evaluates the sustainability of a single facility, Sustainable Communities will evaluate the sustainability of an entire installation. Sustainable Communities will comprise a rating system that uses a combination of requirements and credits to show compliance with federal requirements (requirements) and document best practices (credits). The rating system consists of 10 categories: Community Design and Development; Energy and Greenhouse

Gases; Water Efficiency; Built Infrastructure; Natural Infrastructure; Materials and Waste Management; Transportation; Mission Readiness; Community Engagement; and Innovation and Regional. As part of the rating system, a selection of credits will have an investment model associated with them, which will enable the installation commander to prioritize investments in accordance with Executive Order 13514. The metrics assigned to each credit or requirement will use existing data already collected by the installation. By using an environmental management system philosophy, the installation can evaluate itself on an annual basis and assess whether improvement is being achieved. Asset management provides a means to specify projects that affect the overall sustainability of the installation and assign value to those projects using both a traditional savingsto-investment ratio and the Sustainable Return on Investment (SROI) model. This methodology is innovative because no other evaluation methodologies

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TECHNOLOGY NEWS are available that incorporate sustainable practices and compliance status at the installation level. One aspect all other rating systems lack is the ability to provide an economic model of the investment associated with the pursuit of a credit; this concept is built into Sustainable Communities in the form of both savings-toinvestment ratio and SROI. This financial modeling embedded in the credit definition will help commanders maximize their investment strategies with respect to installation-wide sustainability, greatly enhancing operational efficiency, sustaining mission readiness and saving the installation money overall. As installations strive for compliance with the federal requirements and the SSPP, Sustainable Communities will streamline the reporting process by collecting the relevant information annually (thereby reducing the burden at the installation) and providing a simple means of reporting those numbers to higher levels. Through this process, DOD can concisely show compliance status and the

SOCIETY NEWS

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FY2012 SERVICES

economic and environmental benefits of compliance and highlight significant accomplishments across the agency. Currently, no standardized methodology exists to respond to the federal requirements and the SSPP. The expected benefits of Sustainable Communities are a reduction in the labor hours required for reporting and the ability of installation commanders to support the SSPP by prioritizing their investments based on lifecycle return on investment. (The Sustainable Communities project is anticipated to be completed in 2012. Contact Christopher Kruzel, AFCEE at 210395-8390 or christopher.kruzel@us.af.mil.)

ARMY STUDIES TRADEOFFS FOR RENEWABLE ENERGY PROJECTS

The U.S. federal government is pursuing a policy to reduce the rate of fossil fuel consumption, provide more energy from local, renewable sources and effectively use federal resources to help achieve these goals. Actions supporting these goals are now putting significant pressure on U.S.

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military bases to provide physical space for wind generators, solar panel arrays, bio-energy production, transformation of energy from one form into another, and for the entire associated infrastructure related to the operation, transmission and service of these energy assets. The Construction Engineering Research Laboratory, part of the Army’s ERDC laboratory system, has taken the lead in addressing the issues involved with developing and implementing large renewable energy projects to significantly improve energy management, reduce energy use and emissions that contribute to air pollution, and improve the energy security of the nation. This research explores as-yet unanswered questions related to the potential impacts of these new renewable energy infrastructures on military installations. The study was undertaken to help managers make informed decisions about the tradeoffs between renewable energy production and ecosystem services; energy and water availability; and energy production and current or poten-

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TECHNOLOGY NEWS ume, or seasonal flow, along with other conditions resulting from large renewable projects are of major concern. Many areas of the country with great potential for renewable energy development also are areas with limited water resources, where the growing human population is increasing water demand. • Furthermore, some renewable energy technologies and processes generate fewer pollutants of concern than fossil fuel power generation. However, some renewable energy processes can produce significant amounts of greenhouse gases; for instance, the hydrofluorocarbons used as coolant in renewable systems can release powerful greenhouse gases. • Large-scale development of renewable energy sources and infrastructure can create airspace issues, most importantly when large wind farms are sited near installations or military operating areas. Preventing airspace problems requires widespread coordination and planning, not only within DOD, but also including private, local, state and other federal groups and agencies. • Wind turbines are known to interfere Federal with radar and radio communication, www.hdrinc.com and they also can cause problems when sited near facilities such as cell phone towers, microwave and radio repeater stations, military communications installations, wireless internet sites, remote telemetry monitoring stations, remote telecommunications sites, TV and radio broadcast towers, and marine sonar. • Although noise from most renewable LETTER FROM . . energy . GOVERNMENT NEWS development can be characterized as minimal, total potential effects are at best uncertain. For example, the effects on wildlife of low levels of noise such as that caused by wind turbines are unknown, but nonetheless potentially significant. In some locations, the lowlevel “hum” of wind turbines has been identified as a disturbance by nearby communities. (Contact DanaLEADER Finney, Construction TECHNOLOGY NEWS PROFILE Honored for his work on $1.4 billion in military facilities here and Engineering Research Laboratory, ERDC at 217abroad, J.J. Tang , aIa, leed, has served the architecture profession 373-6714 or dana.l.finney@usace.army.mil.) for over 21 years. Congratulations on receiving SaMe’s prestigious Submit Technology News items with Urbahn Medal, yet another honor in a distinguished career.

tial future mission use. By fully recognizing and analyzing ecosystem attributes, decision makers will be able to effectively balance the ecological, environmental and other tradeoffs necessary to achieve Army renewable energy goals. The publication, Tradeoffs for Renewable Energy Projects, Environmental, Planning and Mission Considerations, which is available through www.cecer.army.mil/ techreports, explores environmental and ecological attributes and decision factors for consideration in renewable energy projects. These factors do not stand alone—they are interrelated. • Construction of large solar and wind renewable energy arrays can produce significant surface soil disruption and subsequent erosion and sedimentation. These disturbances also can affect plant and animal ecology. Using military lands to produce biomass for energy is subject to all the environmental concerns of crop and forest management. • There also are regional differences in

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FY2012 SERVICES

renewable energy production potential based on climate and climatology. For example, larger-scale solar energy projects in the Pacific Northwest, where cloud cover is common, would not be as practical as similar projects in the Southwest, where cloudless days are the norm. A similar situation exists for wind energy potential. Large, open areas may not be located near the installation, requiring an investment in transmission facilities that also can result in environmental impacts. • Direct impacts from construction and placement of renewable energy facilities can include mortality and habitat modification or destruction. This in turn may have implications for managing threatened and endangered species. Large-scale wind farms may affect terrestrial and marine mammal migration routes, which could damage species at population levels. • From an ecological standpoint, alterations in water temperature, quality, vol-

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National Medals & Awards Recipients Each year, SAME recognizes individuals and organizations from the uniformed services, public agencies and the private sector for their achievements in support of the SAME Strategic Plan, the engineering profession and national security objectives. Please join us in congratulating the individuals, organizations and Posts who will be recognized at the Joint Engineer Training Conference & Expo, on May 25, in Grapevine, Texas.

SAME National Medals & Awards Individual Awards Walter O. Bachus Gold Medal

Bliss Medal

For outstanding leadership and accomplishments in support of the SAME mission over one’s entire period of membership in SAME.

For excellence in educating, mentoring and motivating students in architecture, engineering and related disciplines.

Patrick J. Keough, P.E., F.SAME Portland District, USACE

Christopher Brown, Ph.D., P.E. University of North Florida

Urbahn Medal

Technology Advancement Medal

For eminent and notable contributions in the field of architecture within the past five years.

For initiative in advancement and transfer of technology for the past three years.

Junjian “J.J.” Tang, AIA, LEED AP HDR

Charles A. “Alan” Canfield, P.E. Naval Surface Warfare Center Panama City Division, Florida

Paul R. Smith NCO Medal

For outstanding leadership and contribution to military engineering.

Master Sgt. Edward J. Quinn, USAF Air Force Civil Engineer Support Agency

Toulmin Medal

For best article in TME-The Military Engineer by an SAME member.

Col. Michael W. Hutchison, LEED AP, F.SAME, USAF (Ret.)

Goethals Medal

For eminent and notable contributions in engineering, design, or construction in the past five years.

Lt. Col. Monte S. Harner, P.E., USAF Peterson Air Force Base, Colorado

Tudor Medal

For engineering leadership by a civilian Young Member.

Jill M. Jackson U.S. Army Corps of Engineers Reachback Operations Center

Post Service Award

For significant and faithful service to SAME at the Post level.

Loretta Turner, P.E., PMP Tulsa Post Weston Solutions Inc.

SAME National Medals & Awards President’s Medal

For outstanding leadership and accomplishment in support of the SAME Strategic Plan during the President’s year of office.

Student Leadership Medal For outstanding leadership in an SAME Student Chapter or mentoring program.

Sverdrup Medal

Young Member Medal

For outstanding contributions to engineering, design, construction, research & development, or planning.

For outstanding leadership and accomplishments in support of the SAME mission.

Capt. Josh R. Aldred, P.E., USAF United States Air Force Academy

Cadet Zachary Ellis Oregon State University

Ronald Hilton, P.E., F.SAME Jacksonville Post

Col. Richard “Dick” J. Kochanek, F.SAME, USA (Ret.) San Antonio Post

Benjamin E. Matthews, P.E. Chair, College Outreach Committee Atkins

Capt. Matthew R. Altman, USAF Ramstein AB, Germany

Ann Ewy, PMP Kansas City District, USACE

Sustaining Member and Public Agency Awards Robert B. Flowers Small Business Award

For eminent contributions to SAME by an SAME Small Business Sustaining Member.

J.W. Morris Sustaining Member Award

For eminent contributions to SAME by an SAME Sustaining Member (large company).

Seymour S. Greenfield Sustaining Member Award

For eminent contributions to SAME by an SAME Sustaining Member (medium company).

Public Agency Award

For eminent contributions to SAME by an SAME Public Agency Member.

Awards to Individuals of the Uniformed Services U.S. Navy

U.S. Air Force Newman Medal

For outstanding contributions to military engineering.

Col. Judith D. Bittick, USAF Headquarters Air Education and Training Command

Goddard Medal

For outstanding contributions to military engineering, including military troop construction, base maintenance and contingency engineering.

Active Duty Senior Master Sgt. Gary L. Souder 374th Civil Engineering Squadron, Yokota Air Base, Japan

Reserves Master Sgt. Adam M. Cronk 624th Civil Engineering Squadron, Joint Base Pearl Harbor-Hickam, Hawaii

Moreell Medal

Shields Medal

For outstanding contributions to military engineering.

For outstanding contributions to facility construction and/or maintenance.

Lt. Cdr. Daniel C. Cook, CEC, USN 22nd Naval Construction Regiment

Utilitiesman First Class Kevin K. Swanson Naval Mobile Construction Battalion 5

U.S. Army Wheeler Medal

For outstanding contributions to military engineering. Curtis A. Heckelman, P.E., PMP Far East District, USACE

Sturgis Medal

For outstanding contributions to military troop construction and/or base maintenance by demonstrated technical and leadership ability. Active Staff Sgt. Jeremiah Thomas, 585th EN Co, 864th EN BN, 555th EN BDE, Fort Lewis, Wash.

U.S. Marine Corps Engineer SNCO of the Year

Engineer Officer of the Year

Gunnery Sgt. Eric J. Gonzalez, USMC

Capt. Todd A. Peterson, USMC

For outstanding contributions to military engineering.

National Guard Sgt. First Class Ronald Stenger 850th Horizontal Engineer Company, Cambridge, Minn.

U.S. Coast Guard Oren Medal

For outstanding contributions to military engineering. Lt. Laura Smolinski, USCG Rescue 21 Scottsdale

U.S. Public Health Service Hollis Medal

Reserve Staff Sgt. Nathan T. Ryckman 739th Engineer Company (MRB) 863rd Engineer Battalion, Granite City, Ill.

Green Medal

For outstanding contribution to public health engineering and science by a U.S. Public Health Service officer.

For outstanding contributions to public health engineering and science by a U.S. Public Health Service officer, 0-3 or below, or civilian or equivalent grade.

Lt. Cdr. Samuel Russell, P.E. USPHS

Lt. j.g. Marcus J. Felter, EIT USPHS

Sargent Medal

For outstanding contributions to civil or facilities engineering. CWO Sean Cox, USCG Civil Engineering Unit Cleveland

Post Streamer Awards SAME 2011 Joint Engineer Training Conference & Expo Each year, SAME Posts compete for Streamer Awards in recognition of outstanding performance and achievement. The Post Streamer Awards are presented at the Post Awards Breakfast held at the Joint Engineer Training Conference & Expo. Streamers are awarded in five categories: Education & Training; National Security Programs; Outreach & Communication; Relationship & Recognition; and Membership.

Please join us in congratulating the following SAME Posts and Regions for their outstanding accomplishments in 2010. Top Region TEXOMA

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SECURITY

■ Facility now undergoing LEED certification

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SUSTAINABLE INSTALLATIONS

Growing Green in Colorado The restationing of a combat brigade and the new construction that resulted gave planners an ideal opportunity to implement a sustainability program at Fort Carson. BY EILEEN WILLIAMSON and MATT ELLIS The Omaha District of the U.S. Army Corps of Engineers (USACE) is working with the Department of the Army and the Fort Carson, Colo., Department of Public Works to turn the post into one of the greenest places on earth. Since 2007, more than 70 new buildings have been programmed for construction at Fort Carson. Currently, those projects have resulted in 33 buildings achieving the U.S. Green Building Council’s (USGBC) Leadership in Energy and Environmental Design (LEED) certification—15 have achieved LEED Gold certification and another 18 are certified LEED Silver. These 33 buildings make Fort Carson one of the most highly-concentrated areas of LEEDcertified buildings in the country, and an 70

additional 40 buildings are now at various stages of the LEED certification process, including design, under construction and awaiting certification.

SPIRIT TO LEED

Previous Army projects used the service’s Sustainable Project Rating Tool (SPiRiT), which comprised a checklist, strategies and scores, to help installations rate themselves on their ability to create and maintain sustainable facilities as well as plan improvements to those processes. In 2002, USACE successfully adopted SPiRiT for designing military facilities. The SPiRiT initiative took a wholebuilding perspective in helping preserve the environment and improve facility lifecycle management. It also integrated environmentally-responsible practices into the facility delivery process from the design stages. In 2006, the Army began tran-

sitioning from SPiRiT to the LEED system, with all buildings built for the Army required to be LEED Silver certifiable. At the same time these initiatives were taking place, Fort Carson was undergoing a transition that required scheduling for an entire combat brigade that was to relocate from Fort Hood, Texas, to Fort Carson. Foreseeing the potential impacts of implementing LEED on several construction projects led the district to step back and examine the ramifications. The LEED process requires a change of habit and of overall mindset for designers, contractors, the military and, ultimately, end-users. Project managers invested in LEED training to understand the philosophy and the processes associated with the new LEED requirements. The training helped them understand the goals of the LEED system and concentrate on what is smart and less wasteful. The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

PHOTOS COURTESY USACE

Above The 4th Infantry Division Headquarters–Command and Control facility at Fort Carson, Colo., was awarded LEED Silver certification in June 2009. Right The Brigade Combat Team–Heavy Brigade Battalion Headquarters facility at Fort Carson, Colo., earned LEED Gold certification in March 2009.

BENEFITS AND CHALLENGES

The performance-based design-build contracting method used at Fort Carson is ideal for constructing facilities to meet LEED standards because the contracts offer flexibility for implementing solutions and supporting a fast-paced construction environment for the post’s critical need dates. Whether the goal is achieving energy efficiency or identifying sustainable solutions—such as procuring recycled or locally-produced materials—the process encourages teamwork and collaboration. For example, collaborative solutions from project teams helped change the orientation of the post’s new Battalion Brigade Headquarters facility to improve its available daylight. The headquarters building became the Army’s first LEED Gold-certified facility. However, designing an energy-efficient building is only the first step, and guideThe Military Engineer • No. 671

lines such as standardized facility designs or force protection standoff zone requirements may hinder efforts to achieve energy efficiency and sustainability. Additionally, contractors are presented with new responsibilities that require an initial dramatic shift in practices. Large dumpsters once designated for landfills are replaced with recycling containers, and additional attention is given to selecting lumber registered through the Forestry Stewardship Council or using recycled steel or aluminum. Included in these efforts is a requirement to document the source of project materials and the quantity of material diverted from landfills. Contractors are benefitting from these efforts by gaining experience with LEED construction on a variety of projects and by way of the positive reputation that comes with their association with a LEED-certified project. They also have

found that selling lumber scraps to woodcomposite material manufacturers and selling scrap metal for recycling are fiscallyand environmentally-beneficial solutions. The projects give everyone involved an opportunity to think and be innovative about finding solutions for waste disposal, lighting, building orientation and measuring to ensure they meet the standards for LEED certification.

CERTIFIED GREEN

The requirement for a facility to be LEED certifiable presented another challenge: How does a project management team sign off on a project as certifiable? The restationing team at Fort Carson recognized the potentially overwhelming scope of performing the detailed review required for ensuring the buildings met LEED criteria. Potential solutions included hiring a third party to evaluate projects 71

SUSTAINABLE INSTALLATIONS after completion or defining a project as certifiable though achieving USGBC certification. In the final analysis, USGBC certification was the best and most costeffective choice. Pursuing certification from the start of the project is considerably less expensive than a post-construction review. A quality assurance evaluation after a project’s completion, which requires both thirdparty auditors to review designs and the performance of building commissioning to determine whether a project is certifiable, can cost tens of thousands of dollars. Alternatively, registering a facility for LEED certification from the project start mandates interim reviews by USGBC throughout design and construction and completion of the required documentation along the way.

A CULTURE OF EFFICIENCY

The Fort Carson project team members have developed innovative solutions, and each design team’s approach brings lessons that will influence the future of energy-efficient and sustainable construction. Hal Alguire, Fort Carson Director of Public Works, said, “We need to give real credit to the employees who encouraged the focus on sustainable construction to bubble up by making sure that the players—designers, contractors, subcontractors and end users—knew decisions were made with the goals for LEED in mind.” “What has resulted from this process is a fantastic story on many fronts,” added Brian Nohr, LEED Coordinator for the USACE Omaha District. “The people are just one chapter. The solutions they have developed, the approaches of each design team and the lessons we are learning will influence the future of energy efficient and sustainable construction.” The enthusiasm surrounding the Fort Carson LEED projects is contagious and continues to drive the program as it eyes its next goal: earning certification for the operation and maintenance of existing buildings and achieving LEED certification for facility renovations. The ultimate result will be net-zero facilities that meet their annual energy usage needs through implementing super-efficiencies and energy generation. 72

“We are asking everyone to come to the table with ideas and suggestions to achieve these goals,” said Cambrey Torres, USACE Project Engineer. “We are working together, and the results have been positive across the board.” Fort Carson’s first LEED project, consisting of six buildings, was met with great fanfare when it received LEED Silver certification. Shortly thereafter, a project located across the street achieved LEED Gold certification. Although the difference between the awards for the two projects was a mere two LEED points, the second project’s LEED Gold achievement raised the bar on the base and helped create an “if they can earn Gold, so can we” mentality. The same contractor that earned Silver certification on the first LEED project at Fort Carson achieved Gold certification on another six-building project several months later, and the teams have been aiming for no less than LEED Gold certification ever since. The Defense Commissary Agency is currently constructing a new commissary at Fort Carson that will become the first such building designed and constructed to achieve LEED Silver certification. Because the construction-bidding environment in 2010 beat projected cost estimates by 10 percent to 30 percent, the Army put forth a new challenge: Reinvest savings in further project efficiencies to emphasize energy conservation, sustainable design and low-impact development as well as driving toward energy independence. In response, contractors and designers are developing new solutions to improve energy efficiency and conserve potable water and stormwater. Among these solutions are power production features such as wind farms, solar panels and geothermal wells, all of which will help drive towards net-zero energy consumption objectives.

NEW THINKING

As Fort Carson continues its transformation, new innovations beget new thinking. The designers are gaining experience and learning how users adapt to different innovations. In early barracks projects, contractors installed waterless urinals with a cartridge filtration system

“Education helps end users understand that these small additional efforts help achieve goals for going green, and they usually respond positively.“ that didn’t last as long as anticipated. Now, newer projects feature less expensive pintflush urinals that don’t require changing user habits. The final step involved in the process is educating end users. Many sustainable solutions result in a change in convenience or operating procedures, for example, setting barracks’ water heaters to lower maximum temperatures, or loading trays into dining hall dishwashers in a certain manner. Education helps end users understand that these small additional efforts help achieve goals for going green, and they usually respond positively. “When the people who are driving this initiative come to the project meetings, it is clear we are led by a generation that is latching on to these goals for environmental responsibility and running with them,” said Vince Guthrie, the Fort Carson Directorate of Public Works Utility Programs Manager. “We are benefitting from the return on investment, marketability and the positive attention for implementing what is, essentially, the right thing to do.”

Eileen Williamson is Public Affairs Specialist and Matt Ellis is Resident Engineer for Restationing Workload Surge, U.S. Army Corps of Engineers Omaha District. They can be reached at 402995-2417 or eileen.l.williamson@usace.army. mil, and 719-526-0574 or matthew.b.ellis@ usace.army.mil, respectively.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

PHOTO COURTESY CDM

Despite being required only to achieve LEED Silver certification, the National Capital Region Relocation Administration Facility is on track for eligibility for the more challenging LEED Gold level without added cost to the Air Force.

Sustainability on the Fast Track Integrating sustainable decisions into a fast-tracked design-build project at Andrews Air Force Base posed unusual challenges that required innovative solutions. BY JEFFREY L. PITCHFORD, AIA, LEED AP, DBIA, M.SAME, and CHRISTIAN T. TOTTEN, PH.D., P.E. Integrating sustainable concepts into a facility’s design in a meaningful way requires making dozens, if not hundreds of decisions that greatly impact every aspect of a project. Each decision in turn may present numerous challenges that must be overcome to ensure a successful outcome. When the project must be delivered on a very tight schedule, integrating all those decisions becomes even more challenging for the entire design-build team, to include the government’s design and construction agent and their using agency. A design-build contractor project team is currently completing construction of a 380,000-ft2, five-story administration building for the U.S. Air Force at Andrews Air Force Base, Md. The National Capital Region Relocation Administration Facility (NCRRAF) project will forThe Military Engineer • No. 671

mally be known as the William A. Jones II Building. The project is a $126.5 million task order under the Air Force Center for Engineering and the Environment’s (AFCEE) Heavy Engineering Repair and Construction contract. Combining a Base Realignment and Closure project with two standard MILCON contracts, the assignment is necessary for relocating 2,300 personnel from less-secure, leased facilities in the Washington, D.C., region to the base, while also replacing an aging facility for the Air Force District of Washington and the 11th Wing.

AN EARLY START

The NCRRAF design-build team and AFCEE committed to delivering this very large, complex facility in less than two years, requiring from the start the use of fast-tracked design and construction methods. Delivering on that schedule was vital to the Air Force, and significant liquidated damages were included in the contract as a result. Originally planned to

be produced using six early-start design packages—foundations and site utilities, structure, building envelope, interior fitout and systems, audio visual equipment, and furnishings—the project grew and changed. Eventually, the telecommunications and security systems designs had to be separated from the original packages; as a result, the project now required eight overlapping design packages. To further complicate the project, construction was well underway on the first three packages before the last few were even begun, challenging designers to make solid early decisions and stay with them throughout the process. In addition to the fast-tracked schedule, the contract required that the facility achieve at least a Leadership in Energy and Environmental Design (LEED) Silver certification from the U.S. Green Building Council. Because the project schedule limited time for designers to explore various sustainable concepts, the importance of timely and complete decision making 73

SUSTAINABLE INSTALLATIONS was magnified. On fast-tracked projects, there is almost no schedule flexibility to reconsider design decisions or to make changes without creating significant impacts to the project timeline.

LESSONS LEARNED

The construction of NCRRAF resulted in many lessons learned and best practices that could benefit project teams on future fast-tracked projects with integrated sustainable features. Have a sustainability roadmap. Success requires that the team develop, during the proposal stage, a thorough method for addressing sustainability. A detailed roadmap prevents individual designers from taking conflicting approaches that may result in a loss of LEED credits. Such coordination is critical, as packages are developed along parallel tracks to ensure consistency among design disciplines and to maintain sustainable results. Imperfections in the roadmap can cost the project anticipated LEED credits. The NCRRAF sustainability roadmap had a single blind spot that prevented the project from meeting the requirements for the Light Pollution Reduction credit. Because the foundations and site utilities package was required so early, the team selected locations for parking lot light poles without full planning to reduce overlap of light cones. This was the lone area where the team’s roadmap was unsuccessful. Keep critical systems together during design. By developing mechanical and electrical systems in a single, fast-track design package, the two disciplines can coordinate to maximize energy reductions opportunities. Because of the need to select design alternatives earlier than would be required under standard designbid-build methods, the fast-track packages must be scheduled to permit sufficient modeling of various solutions. By packaging the mechanical and electrical systems, the NCRRAF design-build team and user representatives had enough time to evaluate energy savings opportunities. Their decisions significantly reduced the amount of equipment for 24/7 areas of operation and eliminated system redundancies, resulting in energy savings of more than 28 percent per LEED 74

baseline standards (and almost 50 percent reductions per Energy Policy Act of 2005 standards). Have alternatives ready. Fast-track design-build methods require the ability to adapt in response to changing conditions. Inability to make adjustments quickly and efficiently will likely result in either schedule delays or loss of anticipated LEED credits. To avoid both outcomes, designers should develop alternatives that they can “keep in their back pocket” to ensure that any changes made to meet the schedule won’t result in unsustainable solutions. The NCRRAF team made several successful adaptations, most notably in the design of the site’s stormwater management system. Several changes to the system design were needed to meet shifting Maryland Department of the Environment permit requirements and new base requirements and to address constructability issues that had schedule impacts. After making final calculations, the team discovered that the design changes had resulted in narrowly missing the requirements for the Stormwater Quantity LEED credit. Because the designers anticipated this situation, they were prepared to add two pre-manufactured stormwater processing units to the system during construction, attaining the LEED credit requirement at a nominal cost. Provide a safety margin. It has become standard practice for design teams to add three to five additional LEED credits to their sustainability roadmap to ensure they can achieve the required score even if some anticipated credits are lost. When fast-tracked methods are used, additional credits should be added to that cushion because changes that occur frequently during design and construction could put even more credits at risk. Under version 2.2 of the LEED rating system, the NCRRAF team was required to obtain 33 credits to achieve LEED Silver certification. The team added a safety margin of 10 additional credits to the sustainability roadmap. Despite the loss of the Light Pollution Reduction credit, the project is on track to qualify for 42 credits. By following the roadmap, the team has virtually assured achievement of LEED Silver. More importantly, there is now

high confidence of achieving LEED Gold certification instead, exceeding the Air Force users’ expectations without any additional cost. Involve the client early and often in decisions. Because fast-tracked projects move so quickly, full involvement of clients in the project decision making process is critical. The addition of sustainability issues only amplifies the need for early, informed decisions. AFCEE and the using agencies worked closely with the NCRRAF design-build team to make timely decisions. The team kept the clients apprised of the impacts of their decisions on the sustainability roadmap. As a result, everyone had full knowledge and ownership of the results as the project progressed, which is needed to balance the competing priorities on a project.

CONCLUSION

Fast-tracking the design and construction of critical federal facilities is especially challenging when the project includes ambitious sustainability requirements. This article explores the unusual challenges and methods used during the fast-tracked design-build construction of a large, complex military facility, offering the perspective of both the design-build team and the using agency. The success of any fast-tracked designbuild project depends on avoiding costly changes during construction, which in turn depends on fully informed and timely decisions with the client’s involvement. Adding sustainability issues to the mix of decisions can require those decisions to be made earlier in the design process. Even with those early decisions, changes are inevitable, so the team must adapt quickly, implementing ready-made alternatives and relying on a safety margin of sustainable design measures. Jeffrey L. Pitchford, AIA, LEED AP, DBIA, M.SAME, is Associate Architect, CDM; 757597-2635 or pitchfordjl@cdm.com. Christian T. Totten, Ph.D., P.E., is Contracting Officer’s Representative, AFCEE; 301-981-0274 or christian.totten@afncr.af.mil.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

Installations Get Smart Smarter installations are more sustainable installations that use resources more efficiently, increase performance and deliver an improved bottom line. BY TIMOTHY R. FAIN, ALLAN R. GUYET

and V.B. “TACK” RICHARDSON III

The U.S. military in the 20th century was the greatest fighting force the world had ever seen. Like a champion heavyweight boxer, America’s armed services were a brute force, dominant and strong, that punished opponents with withering offensives and determined stands. As a result, very few opponents stayed in the ring for long, and even fewer left victorious. But it is a new century, and the world has changed. Today’s challenges are distinctly different but no less real. To meet them, the U.S. is adapting its fighting style from that of a bruising power posture to a lean, mean, yet still lethal fighting force. For our military’s installations and bases, a transformation is also underway. The sprawling complexes of our past—full of cinderblock buildings, inefficient machinery and aged infrastructure systems—are no longer capable of serving as 3D platforms that deliver for the modern warfighter. In many ways, the platforms of the past are unsustainable enterprises poorly suited for the needs of today’s military. As we enter an era of increasingly stringent budget and resource constraints, the military installations of tomorrow must modernize. They must minimize waste, improve performance and do more with less. Mainly, they must embrace technology to get cheaper and “smarter” installations—a term coined to identify facilities, systems and processes that are instrumented, interconnected and intelligent.

PRINCIPLES OF SMARTER INSTALLATIONS

To illustrate what it means to be a sustainable, or “smarter,” installation, let’s take a look at the three characteristics that all smarter installations share. The first, to be instrumented, means to outfit select assets with inexpensive sensors and meters The Military Engineer • No. 671

PHOTO COURTESY IBM GLOBAL BUSINESS SERVICES

In adopting the principles of “smart” campuses, this Burlington, Vt., corporate manufacturing plant, which shares numerous similarities with many military installations, made significant reductions in resource consumption while simultaneously improving output.

that record real-time, or near real-time, data. Deployed installation-wide, this instrumentation makes the capture of thousands of data points possible. The second of the three characteristics, interconnected, refers to the networking and linking of these thousands of data entry points. No longer operating in a vacuum, the data from these sensors can be aggregated, analyzed and delivered into dashboards and other business intelligence tools to become powerful, actionable sets of information. The final trait, intelligence, takes “smarter” a step further. Armed with information, automatic detection systems can be implemented to assist in identifying operating issues within installation systems so

they can be addressed in real time. More importantly, these issues can be predicted in advance based on historical data. The ability to make predictions in real time and subsequently intervene leads to increased efficiency, reduced errors and improved productivity. In short, a positive return on investment is realized.

CASE STUDY: BURLINGTON, VT.

Examples of smart campuses exist in the corporate world that could guide the way for America’s defense infrastructure to achieve savings and efficiency. One such example is in Burlington, Vt., where a foundry and manufacturing center owned by a major multinational technology and consulting firm produces compo75

SUSTAINABLE INSTALLATIONS nents for commercial applications as well as microprocessors for national security applications under the oversight of the Department of Defense. The campus occupies 710 acres with 3.5-million-ft2 of facility space. Its peak power consumption is 65-MW and it uses 3.2-million-G of water daily to meet its production demands and maintain myriad manufacturing processes. The daily water usage by this installation alone is comparable in volume to the entire city of Burlington. When corporate budgetary constraints impacted the Burlington facility’s operating budget, however, the facility had to find a new way to meet the energy and water demands required to fulfill its mission. This is when this city within a city got “smart.” To meet this challenge, the owner took an innovative approach to managing its manufacturing plant. With the installation of 5,000 sensors scanning operating conditions at 600-millisecond intervals and generating 400 million data packets each day, the facility managers could see the plant’s energy and water usage to the component level in near real time. Dynamic information combined with analysis and intelligence provided the direction for plant operating engineers to make important process changes to manufacturing. As a result, facility operations were transformed to deliver real results in savings and return on investment. Since 2000, the facility’s water usage has decreased 27 percent. Although water rates charged to the plant increased 60 percent during this period, plant water treatment costs decreased $900,000 per year and water-related energy costs decreased by $1.8 million per year. The fuel and energy consumption reductions for this facility are equally impressive. Despite market fuel rates increasing by 75 percent, the facility’s fuel consumption decreased by 21 percent. Local energy and electric rates increased by 9.5 percent and the facility’s electricity usage decreased by 14 percent. All savings and efficiency results were achieved with no negative impact on the mission. In fact, perhaps most impressively, the facility actually increased its output 30 percent following the transformation initiative. 76

CORPORATE CAMPUS TO MILITARY INSTALLATION

As the case study demonstrates, “smarter” has an especially profound effect for facilities and campuses, a fact that readily transfers to military installations. Like corporate campuses, military installations are essentially small cities. They are self-sustained communities made up of amalgamated systems. They incorporate water, energy, security and transportation systems, all of which can be metered, monitored and managed through the use of technology. When they are—as they were in Burlington—these systems are ultimately cheaper, more efficient and more sustainable. When applied to military bases, the benefits of smarter, more self-reliant, more sustainable installations typically fall in to three categories: financial, environmental and operational. For a military that seeks to redirect funding from the “tail” of its operations towards the “tooth,” the financial benefits of a smarter installation are immense. Costs savings abound in reduced energy bills and water bills simply from reduced demand and associated spending. There are other cost benefits that emerge from asset optimization, as well. For example, by utilizing a peak load management approach, strategically-employed assets can be utilized when rates are lowest and turned off when prices are at their peak, generating significant financial savings from utilities. Furthermore, because an optimized asset is being used to match demand or only when needed, it often has lower maintenance costs than if it ran fullbore all day every day. The opportunities to use plant operating data to generate financial benefits from smarter installations are extensive. As the military begins to see increased environmental regulation in the form of legislative mandates and presidential executive orders, and as environmental goals for each of the services get more and more stringent, the benefits of sustainable installations gain additional clarity. Reduced energy demand and increased efficiencies lead to reduced carbon output, fewer downstream pollutants and better resource management. Such reductions

lessen a service’s exposure to regulatory and legislative risk as well as associated environmental cleanup costs. In addition, given that smarter installations are more sustainable, greener installations, getting “smart” also helps the military boost its image as an environmentally-aware force that sets an example for the rest of America to follow. Lastly, there are many operational benefits to smarter installations, whether they are located in the United States or an overseas area of responsibility. Installations that have reduced systemic needs, such as requiring electricity from the nation’s public grid, are that much closer to being self reliant and secure. Additionally, forward operating installations that have “smarter” qualities will find themselves less tethered to a supply chain as their energy and water needs are lowered. This added flexibility means fewer convoys delivering fuel and water to forward operating bases in Afghanistan.

MEETING TOMORROW’S CHALLENGES

This much is clear: Today’s military installations—both permanent and forward operating—must modernize to meet tomorrow’s challenges. They must get leaner operationally, cheaper financially and more resource-conscious environmentally. Installations must become sustainable and embrace technology to make them smarter. In so doing, our nation’s military installations will become the platforms that allow America’s armed forces to continue to take the fight to the enemy, unleashing swift but powerful blows while still standing firm and determined.

Timothy R. Fain is Associate Partner, Allan R. Guyet is Managing Consultant and V.B. “Tack” Richardson III is Senior Consultant, Strategy & Innovation, IBM Global Business Services. They can be reached at 202-329-6403 or tfain@ us.ibm.com, 703-314-3466 or allanguyet@ us.ibm.com, and 720-397-5733 or tack.richardson@us.ibm.com, respectively.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

The Many Paths to Federal Environmental Compliance Recent initiatives at Fort Jackson and Fort Dix demonstrate that there is no one-size-fits-all approach to meeting and exceeding federal sustainability goals.

Federal energy mandates and presidential executive orders are changing the way agencies manage their energy consumption and environmental impact. These mandates include efforts to reduce dependence on foreign oil, ensure efficient electricity use and promote renewable energy technologies. As a result, federal agencies are under immense pressure to meet specific energy consumption and emission requirements. And they run the risk of straining their already limited operations budgets if they are unsuccessful. While federal facilities must all meet the same set of mandates, the methods to obtain compliance are vast and varied— no single blueprint exists. Instead, organizations must forge their own route, and many are doing so successfully. Among these organizations are Fort Jackson, S.C., and Fort Dix, N.J.—now part of Joint Base McGuire-Dix-Lakehurst. Both posts are making progress to meet their energy goals through fairly different facility renewal and conservation programs. These programs incorporate strategic planning and demonstrate how military installations can promote long-term energy and environmental savings while achieving sustainable operation.

REDUCING ENERGY CONSUMPTION

The Energy Independence and Security Act of 2007 (EISA 2007), which created energy management goals and requirements and established annual energy reduction goals for federal facilities using 2003 consumption levels as a benchmark, is among the key pieces of legislation dictating these mandates and shaping operations at military installations. The Military Engineer • No. 671

PHOTO COURTESY HONEYWELL

BY STEVE CRAIG

This solar array atop the 99th Regional Support Command headquarters building at Fort Dix, N.J., helped the post reduce its annual energy consumption by 10 percent.

EISA 2007 also helped address the significant challenge of securing the capital necessary to make proper improvements and enable necessary conservation measures that help drive energy efficiency and consumption. Funding for building improvements and infrastructure upgrades is scarce and often hinders projects before they can get off the ground. EISA 2007 addressed this issue by strengthening longterm support for Energy Savings Performance Contracts, a financing tool that allows federal agencies to fund the cost of infrastructure improvements through the use of guaranteed energy savings over a defined contract period. In 2007, Fort Jackson, the largest and most active Initial Entry Training center for the U.S. Army, used guaranteed energy savings from a performance contract to implement an energy-efficiency program to help the post improve its infrastructure and begin to meet EISA 2007 mandates. The work was funded by nearly $2 million in guaranteed annual utility and operating cost savings over the course of a 20-year

“The Fort Jackson upgrades have helped reduce carbon dioxide emissions by more than 35.7-million-lbs per year...the equivalent of removing almost 3,500 cars from the road or planting more than 13,000 acres of trees.” period. As a result, Fort Jackson was able to better manage resource consumption, improve its energy and water efficiency, and promote sustainability. As part of the contract, engineers installed a facility management platform to aggregate and analyze energy data from the post’s central plants, main electrical 77

SUSTAINABLE INSTALLATIONS substation and utility meters. Engineers also replaced aging circuit breakers at the substation to improve metering capabilities and energy reliability, and they are currently re-commissioning the 100 largest buildings on the post, among other conservation measures. Through the energy-efficiency program, the base to date has saved approximately $6 million in energy costs through project improvements. The upgrades also have helped reduce carbon dioxide emissions by more than 35.7-million-lbs per year. According to figures from the Environmental Protection Agency, this is equivalent to removing almost 3,500 cars from the road or planting more than 13,000 acres of trees. “Making sure our facilities are as efficient as possible is just one aspect of this work,” said Georges Dib, Energy Manager at Fort Jackson. “We also are focused on reducing greenhouse gas emissions and developing healthier, more productive places to train and work. The end goal is to create an ideal environment for our troops and civilians.” With the post generating significant savings on both financial and sustainability fronts, it is now looking to expand its project scope and make additional energysaving improvements in the near future.

GOING SOLAR FOR SUSTAINABILITY

Another mandate, Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management (E.O. 13423), sets numerous federal energy and environmental management requirements in several areas, including increased use of renewable energy and a reduction in water consumption. With that mandate in mind, Fort Dix, a training and mobilization center for the Army Reserve and National Guard, sought to mitigate energy costs and its environmental impact and invest in renewable energy through the installation of three solar arrays on the post. The installation is the largest federal solar project east of the Mississippi River and part of a broader, $23 million program that includes a variety of energy-efficient facility and infrastructure upgrades and conservation measures. The 6,200 photo78

“The 6,200 photovoltaic panels that comprise the arrays at Fort Dix can generate approximately 1.5-million-kWh of electricity annually— enough to power 140 homes per year.“ voltaic panels that comprise the arrays can generate approximately 1.5-million-kWh of electricity annually—enough to power 140 homes per year. The panels produce enough energy to meet nearly all the electricity needs of the facilities on which they are mounted, and all excess power is distributed back onto the grid. More importantly, the arrays also helped Fort Dix meet renewable energy goals from another piece of legislation, the Energy Policy Act of 2005, which requires a federal facility to receive at least 7.5 percent of its annual energy consumption from a renewable resource by end of 2013. In addition to the renewable energy upgrades, Fort Dix implemented more comprehensive measures to curb energy use and improve conservation. Specifically, the fort replaced the HVAC systems and installed more energy-efficient lighting and intelligent boiler controllers in various buildings to help optimize boiler cycle time. Keeping E.O. 13423 in mind, the fort also installed a water reuse system to irrigate the Fort Dix Fountain Green Golf Course with treated wastewater from the post’s water treatment facility, which has cut water usage on the fort considerably. Like Fort Jackson, Fort Dix is financing the entire program through energy and operational savings guaranteed under a performance contract, and the upgrades will not affect capital budgets or require additional taxpayer dollars. The work will help the post save approximately $1.2 million annually throughout the course of the 20-year contract. “Being able to use the solar arrays inter-

nally helps promote energy efficiency and take off extra budget pressures,” said Steve Whitmore, Director of Operations at Fort Dix. “This project has allowed us to meet tough federal mandates without having to break the bank or restructure our budget to finance the work.” The work at Fort Dix has generated notable results that exceed federal goals. The improvements have helped reduce the fort’s energy consumption by more than 10 percent, above the 9 percent benchmark set by the federal government. Water consumption also has dropped by 5 percent, exceeding the 2 percent annual reduction requirement of E.O. 13423. The solar installation has produced more than 1.5-million-kWh of electricity, reducing greenhouse gas emissions by 33-million-T per year—equivalent to removing 3,200 cars from the road. On top of that, Fort Dix has secured $1.76 million in New Jersey Clean Energy Program solar incentives by focusing on renewable energy sources.

THE PATH TO EFFICIENCY

Navigating the complex framework of federal energy mandates can be a daunting task. Without a clear and set way of meeting those mandates, the challenge of achieving energy efficiency and sustainability can seem even more overwhelming. Recently completed projects, however, demonstrate that no one-size-fits-all approach to addressing such requirements exists. Fort Jackson used a performance contract and facility-wide upgrades to promote conservation and modernize its systems—all without having to increase its budget. Fort Dix determined that a solar installation would help promote sustainability while lowering operating costs and increasing efficiency. In the end, both military posts are on their way to meeting federal energy mandates and have demonstrated many effective approaches to consider when addressing energy efficiency and sustainability at military installations. Steve Craig is General Manager, Federal Energy Solutions, Honeywell; 513-745-7141 or steven. craig@honeywell.com.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

IMCOMâ&#x20AC;&#x2122;s Next Step The Army is incorporating Comprehensive Energy and Water Management Plans into its strategic approach to meet federal energy and water mandates at stateside installations.

How can we make installations more resource efficient, especially when it concerns energy and water conservation? Beyond the so-called low-hanging fruit, what projects can be cost effectively initiated to meet federal mandates for energy and water? What are the latest approaches to energy and water security? These and other questions are being addressed by the U.S. Army Installation Management Command (IMCOM) through Comprehensive Energy and Water Management Plans (CEWMP). Embracing sustainable principles for energy and water use, the plans offer key strategies through policies and programs and outline sustainable methods for meeting federal goals for energy and water conservation. The federal energy and water mandates are complex, yet need to be navigated by agencies with expediency and effectiveness, and with limited funding. These mandates include legislation such as the Energy Policy Act of 2005, the Energy Independence and Security Act of 2007, and the National Defense Authorization Act 2007 as well as two executive orders dealing with federal energy performance: Executive Order 13423 and Executive Order 13514. Together, these mandates require significant energy and water use reductions on all facilities as well as considerable usage and generation of renewable energy. Lessons learned from the CEWMP methodology can be applied to new construction and sustainable retrofits. Furthermore, CEWMPs allow the Army to anticipate future funding challenges and opportunities that need to be addressed in an integrated fashion while keeping a close eye on the bottom line. The Military Engineer â&#x20AC;˘ No. 671

PHOTO COURTESY AECOM

BY DEANNA WEBER, LARRY SINGER, M.SAME, and SUZANNE BURKE, M.SAME

Because the historical buildings at the U.S. Military Academy at West Point make common renewable energy features, such as solar panels, difficult to incorporate, the post is investigating waste-to-energy projects as a potential alternative.

APPROACH AND METHODOLOGY

Through an IMCOM-funded contract managed by the U.S. Army Corps of Engineers, a team of contractors is providing project management, planning, facilitation and technical energy and water expertise to develop water and energy efficiency strategies for 31 installations throughout the U.S., including Hawaii and Alaska, by the end of 2011. The main goal of this effort is to develop feasible strategies and action plans that will help each installation meet the robust list of federal mandates for energy and water use efficiency and reduction. The investigation at each installation begins when a field team of contracted technical experts leads a weeklong on-site workshop attended by key decision makers and stakeholders. The experts work closely with Army personnel to develop

an overall vision, gather and understand pertinent historic utility information, and conduct a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis specific to that installation. Following the analysis, the technical team is able to evaluate current and proposed actions to develop a prioritized list of short- and longterm projects that the installation should pursue to meet the mandates within the prescribed time periods.

CEWMP BENEFITS

The CEWMP process provides significant benefits to installations. For starters, the master plans serve as a first step towards meeting the longer-term goals of improved sustainability of Army installations by establishing and documenting an agreed-upon vision and process. Garrison stakeholders are directly involved in developing the plans, enabling acceptance 79

SUSTAINABLE INSTALLATIONS and support of tactical projects that will achieve strategic goals. Furthermore, the CEWMP process highlights the baseline conditions and direction of each installation to provide a high-level analysis of consumption trends. The plans provide direction for program and projects at each installation and develop a list of priorities that can assist in focusing the implementation on improvements. Overall, the process provides a more integrated approach to overall water and energy efficiency.

TRENDS AND FINDINGS

The CEWMPs for the installations studied resulted in several major findings. In the area of energy, the process found the average 2010 installation energy intensity to be approximately 130 percent of the mandated 2015 goals. Also, the timing of mission changes and/or privatization of mission are the biggest influences on energy profiles, as they can have a significant impact on the overall energy intensity. And lastly, although plans are in place for substantial improvements in metering, individual building metering is often limited, inhibiting detailed historic analysis. In the area of water compliance, the studies found that more than 60 percent of installations are behind in their water mandate compliance efforts and that all installations could benefit from a comprehensive water balance model accounting for potable and non-potable water demands. Where not privatized, the water infrastructure is typically aged and in relatively poor condition, resulting in significant leakage losses. Leak detection surveys and repairs can help save a significant amount of potable water; however, most installations do not have a comprehensive water metering system, so detecting and locating leaks is often challenging. Complicating such efforts is the fact that water is relatively cheap, and in the eastern part of the U.S. and Alaska, it is generally plentiful, making the return on investment needed to achieve the mandated reductions uneconomical. In addition to identifying installationspecific opportunities, the CEWMP process also identified a number of potential opportunities at installations to save both 80

water and energy. Army-wide opportunities include adopting a standardized CEWMP across the portfolio process to provide focus for subsequent, more detailed analyses such as Energy Efficiency Action Plans and Energy Conservation Investment Program (ECIP) efforts. Another observation is that standardizing the DD1391 language will help capture the mandate and energy and water performance requirements for all projects. Additionally, the CEWMP process found that identification of common action plan strategies would drive the implementation of regional, coordinated, multi-location energy or water efficiency initiatives, potentially utilizing Energy Savings Performance Contracts (ESPC) to leverage third-party financing. The adoption of alternative metrics for consumption may provide greater insight; useful metrics could include elements such as energy and water consumption per person or energy and water consumption per user hour. Finally, the CEWMP methodology observed that expanding the Army Water and Energy Reporting System database analysis would demonstrate opportunities for greater water and energy conservation or generation at some installations to compensate for other, lowerperforming installations to show agency progress towards mandate compliance.

HIGHLIGHTS FROM THE FIELD

Many installations have dedicated, knowledgeable staffs working effectively to meet the federal mandates. Following are a few highlights from installations that have utilized CEWMPs. • Adelphi Laboratory Center, Md., is on track to exceed energy and water mandates by incorporating two robust ESPCs. A cogeneration system currently under construction will help address energy security. • Fort Carson, Colo., is positioned to exceed renewable targets through incorporation of large-scale solar generation with enhanced-use leasing (EUL) vehicles. • Fort Drum, N.Y., utilized a leak detection analysis and water infrastructure upgrades to yield significant water savings.

• Fort Hood, Texas, is developing a “mock metering” program to raise awareness for energy and water conservation. • Fort Huachuca, Ariz., has a combined, comprehensive water and energy conservation outreach program. • Fort Irwin, Calif., has significant opportunities to leverage the EUL process to meet and exceed the renewable mandates. • The U.S. Military Academy at West Point, N.Y., is home to numerous historic facilities, making solar panels and other visible renewable energy features challenging to incorporate. Instead, the post is investigating waste-to-energy opportunities.

CONCLUSION

The CEWMPs have been well received by the installations studied and have been shown to provide a necessary roadmap for energy and water efficiency. Quantification and costing of the identified, prioritized projects will be the next logical step towards development of DD1391 or ECIP funding applications, or the investigation of potential ESPC or Utility Energy Service Contracts projects, that will lead to significant progress towards mandate compliance. At an agency level, the CEWMPs provide the Army with critical insight into the actual condition of its installations and potential energy and water efficiency opportunities on post. As such, expanding the CEWMP effort to conduct an enterprise-wide appraisal of all installations would allow for the identification of the optimal regional or national program.

Deanna Weber is Associate Principal, and Larry Singer, M.SAME, is CEWMP Program Manager, AECOM. They can be reached at 949-660-8044 or deanna.weber@aecom.com, and 415-955-2800 or larry.singer@aecom.com, respectively. Suzanne Burke, M.SAME, is President, Avila Government Services Inc.; 703-836-3855 or suzanne.burke@avilainc.net.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

NASA’s Newest and Greenest In achieving the highest possible certification for sustainability, the Propellants North Administrative and Maintenance Facility at Kennedy Space Center became NASA’s first net-zero energy facility.

At Kennedy Space Center, among the buildings and launch complexes that first sent man to the moon, is the National Aeronautics and Space Administration’s (NASA) newest and most environmentally friendly facility: the Propellants North Administrative and Maintenance Facility. The new facility consists of a two-story 9,540-ft2 administration building that houses managers, mechanics and technicians who fuel spacecraft at the space center and a one-story 1,800-ft2 maintenance building that is used to store cryogenic fuel transfer equipment. Propellants North is the agency’s first facility that is carbon-neutral, meaning it will produce enough energy on site from renewable sources to offset what it requires to operate. With NASA’s plans to retire the space shuttle this year, this netzero energy facility serves as a model for the center’s 21st century modernization by generating as much energy as it consumes. The facility, which opened in January 2011, qualifies for the U.S. Green Building Council’s (USGBC) Leadership in Environmental and Energy Design (LEED) Platinum status, the highest achievable rating for sustainable buildings. Although Propellants North will be NASA’s second Platinum-certified facility, and its first to achieve carbon neutrality.

EARLY DESIGN

The facility was designed and constructed by a collaborative team focused on energy and water efficiency, low-cost maintenance, and material reuse and recycling. The design processes departed from those NASA had used in the past, and each design element and specified product was challenged by the team to deliver a first-of-its kind facility. The Military Engineer • No. 671

NASA PHOTOS BY FRANK MICHAUX AND FRANKIE MARTIN

BY FRANK KLINE, P.E., LEED AP, and STEPHEN M. SZABO, P.E., M.SAME

Propellants North will be NASA’s second LEED Platinum-certified facility.

Early charrettes held during the planning and design phase helped define project goals, which also accounted for budget cuts and plans to retire the shuttle fleet. The charrettes focused on how to achieve lower utility costs and considered free or low-cost design practices to minimize energy as an alternative to buying solar photovoltaic panels. The team also hoped to minimize janitorial, grounds and renovation maintenance costs, and it reviewed other projects at the space center for opportunities to reuse and repurpose materials. Finally, the charrettes made occupant awareness a priority, recognizing the need to ensure the end user understands the importance of sustainability.

ENERGY EFFICIENCY

The Propellants North Administrative and Maintenance Facility was designed to be more than 40 percent more efficient than a traditional commercial facility, and the facility’s 336 building-integrated photovoltaic panels are responsible for its status as an estimated annual net-zero energy use building. The structure’s architectural design maximizes daylight with tall northern walls and windows, minimizes heat gain and takes advantage of solar orientation with shorter southern walls and an arched roof. The shaped roof also complements the photovoltaic solar array system and rainwater-harvesting system. 81

SUSTAINABLE INSTALLATIONS The building envelope consists of highly insulated roof and walls. The walls are made of a tilt-up THERMOMASS system that eliminates thermal conduction by integrating connectors and prefabricated insulation sheets between layers of concrete. The panels, which were poured flat and then lifted upright to form the building’s envelope, avoid the brick-oven effect while still proving a durable, sustainable exterior cladding. The more than 300 photovoltaic panels—each of which produces 235-W of clean energy—will generate an estimated 150-MWh per year via an 80-kW array that integrates solar panels on both rooftops and on a parking lot canopy. Automated lighting and controlled power stations will further reduce energy costs. The controlled power stations turn off most equipment when an occupant leaves a work area for an extended period. The smart lighting controls use step dimming and occupancy sensors to minimize the use of overhead LED lights. Working with sunlight, this system provides peak lighting, improving the morale and productivity of the occupants. Thermal comfort also can improve productivity and morale. Although natural ventilation is not practical in Florida, the facility’s air conditioning system has energy-recovery technology and an underfloor air distribution system. This system uses fewer ducts than a traditional system, as air flows under the sustainable bamboo flooring. Each workstation and office occupant can control his or her own vent. The design also considers future changes in technology. The photovoltaic system can easily be expanded on the standing seam roof as technology improves, and the design will accommodate a wind turbine and pole once technology improves sufficiently. The hinged pole will lower the wind turbine to the ground for maintenance and before hurricanes.

REUSE AND RECYCLING

Window glazing and framing from the firing rooms of Kennedy Space Center’s Launch Control Center (LCC) were to be disposed of as part of another project at the space center. The design team decided to repurpose the glazing and frames inside 82

the Propellants North lobby and conference room as a reminder of the space center’s history and to demonstrate its ability to reuse rather than recycle and dispose. The new facility’s interior lobby windows are set at the same orientation and angle as they were in the LCC, looking out toward Launch Complex 39, as they have been for the past five decades. The glazing has weathered over time, highlighting the longevity of the space program.

MASS wall system features concrete cladding on the interior and exterior to reduce maintenance costs. Additional interior insulation and drywall were unnecessary, saving both capital and long-term maintenance costs. Overall, 98 percent of all construction waste was diverted from landfill disposal. Some of the material will be recycled, but much of it will be reused in other construction projects.

WATER CONSERVATION

“The sustainable and creative process did not end with the final design. The project team worked tirelessly during construction to make the project more sustainable.” The sustainable and creative process did not end with the final design. The project team worked tirelessly during construction to make the project more sustainable. During construction, old aluminum trusses salvaged from the same LCC window replacement project were repurposed to create a photovoltaic canopy and solarpowered electric vehicle charging station in the parking lot. Up to eight electric and hybrid vehicles can plug in at a time thanks to the Department of Energy’s Transportation Electrification Grant Program. The canopy also shades the vehicles and minimizes heat island effect. Other reused items include waste concrete from previous space center demolition projects used for facility foundation and paving subbase materials. Crushed Crawlerway rocks, no longer usable for space shuttle rollouts to the launch pads, were used in the landscape. Both interior and exterior surfaces were designed to minimize long-term maintenance costs. Durable polished concrete and laminated bamboo flooring were used instead of carpet. The THERMO-

The design also recognizes the importance of water conservation. In addition to the typical low-flow automated fixtures, a 7,500-G rainwater-harvesting system comprising three storage tanks was installed. The system supplies the facility’s toilets and irrigation system and also reduces stormwater runoff and pollutant discharge from the site to the Merritt Island Wildlife Refuge and the Indian River Lagoon, an estuary considered “impaired” by Environmental Protection Agency and the State of Florida. The rainwater harvesting system is part of the overall stormwater management system that includes pervious pavements and a bioretention area xeriscaped using native species.

A SMALL STEP

The educational placards throughout Propellants North reinforce the themes of energy and water efficiency, low-cost maintenance, and reuse and recycling. Artwork chosen to highlight NASA’s spaceflight history and the space center’s picturesque setting in the wildlife refuge adorns the walls and reminds the staff who fuel today’s and tomorrow’s spacecrafts that they and the facility in which they work are taking yet another small step for man and the planet.

Frank Kline, P.E., LEED AP, is M/C: TA-D1, National Aeronautics and Space Administration; 321-867-8418 or francis.x.kline@nasa.gov Stephen M. Szabo, P.E., M.SAME, is Project Manager, Jones Edmunds & Assoc. Inc.; 321385-2416 or sszabo@jonesedmunds.com.

The Military Engineer • May-June • 2011

SUSTAINABLE INSTALLATIONS

Avoiding the Pitfalls of LEED For project teams designing and constructing facilities for federal and military customers, Leadership in Energy and Environmental Design certification is now a fact of life.

According to the U.S. Green Building Council (USGBC), 14 federal agencies and departments now require some level of Leadership in Energy and Environmental Design (LEED) certification. For project teams, agreeing to design and construct a LEED-certifiable building and carrying it off are two distinct tasks. During construction, many issues can arise that require design changes and interfere with a project’s LEED qualifications. For instance, if a painter doesn’t get the message about limiting materials containing volatile organic compounds, (VOC) he could easily use a finish that disqualifies the project from obtaining a LEED credit for eliminating VOCs. It is possible for any subcontractor to run afoul of a LEED program if requirements aren’t consistently and continually communicated. To ensure a project attains the LEED level of certification called for in its contract, a building team must manage LEED activities as a separate and self-contained part of a project. A good rule of thumb is to hold separate meetings about LEED progress and problems as often as the project team meets to discuss overall progress. These meetings must take place separately and the meeting leader should take care to limit the discussion to LEED and nothing but LEED. Although it can be difficult to avoid other topics, it is the only way to maintain an effective focus on LEED. A recent project for the U.S. Army illustrates how separate LEED management works. In 2001, a chapel serving the Fort Leavenworth, Kan., community burned down. Shortly thereafter, the Army decided to rebuild the 32,200-ft2 chapel using an Army standard design that would cost an estimated $14.3 million under a design-build delivery method. The Military Engineer • No. 671

PHOTO COURTESY MASON & HANGER

BY KRISTA SCOTT, M.SAME

Approaching certification as a standalone aspect of design and construction helped the project team for this chapel at Fort Leavenworth, Kan., anticipate and respond to hurdles in its planned LEED strategy.

The project’s requirements included maintaining the historical context of the surrounding environment and making the end product LEED Silver certifiable. To help ensure the LEED requirement was met, the Army also required that the contractor employ a LEED Accredited Professional (AP) to manage the LEED elements of the project. While the Army did not require registration with USGBC, the LEED AP and the design-build team elected to register the project to ensure that everyone would maintain focus on the 33 to 38 credits required within the LEED for New Construction version 2.2 rating system to achieve LEED Silver certification. The project team began working towards a design that would satisfy the criteria for 35 LEED credits, two more than the minimum required, another safeguard

designed to help ensure achievement of the desired LEED level at the end of the project.

EXTRA CREDITS

The extra LEED credits built into the design paid off almost immediately, when the project team discovered that LEED credits that are typically easy to achieve would be complicated by requirements for fitting the building into the historical environmental context of the base. Instead of a white roof or other roof plan designed to limit heat-island effects, the Army wanted the roof to match those of the adjacent buildings, which used darkcolored shingle roofs and standing seam metal roofs. Furthermore, the Army wanted the building’s exterior light fixtures to match the antique lantern-style 83

THE GREAT INDOORS

Indoors, the building can earn two more credits for water efficiency through the use of water-efficient water closets, urinals, lavatory faucets and kitchen sinks. All told, the building’s water efficiency measures reduce water usage by 40 percent compared to conventional water usage for a building of its size. The building also may acquire 10 credits through optimized energy performance, enhanced commissioning of the building’s energy systems and enhanced refrigerant management. These measures, which include energy recovery wheels for the HVAC systems and energy-efficient motors for the boiler system, meet all mandatory requirements of set forth by the American Society of Heating, Refrigeration and Air Conditioning Engineers and the Illuminating Engineering Society of North America Standard 90.1.-2004. In all, the energy systems cut energy use by about 37 percent compared to the energy use of a conventional building of this size and in this geographical area. In the LEED category of materials and resources, the building will likely achieve four points for its handling of recyclable materials, construction waste diversion and the use of building materials acquired locally as well as for using materials with recycled content. The design could receive up to 10 credits for design components that maintain indoor air quality. Among the air quality measures employed in the design are 84

The Department of Agriculture requires new or major renovation construction of covered facilities to earn LEED Silver certification. The Department of Energy specifies LEED Gold certification for all new buildings costing $5 million or more. The Department of Health and Human Services requires all construction projects using more than $3 million in federal funds to achieve LEED Certified or Green Globes certification. The Department of the Interior requires new construction and major renovations costing more than $2 million to achieve LEED Certified or one Green Globe. The Department of State wants its new embassies to achieve LEED Certified ratings at a minimum. The Department of Veterans Affairs has specified LEED Silver for its new standalone construction projects and major renovations. The department encourages but does not require projects to pursue formal LEED certification.

carbon dioxide sensors for all multi-occupancy spaces; avoiding the use of the mechanical system during construction; flushing out the building prior to occupancy; use of low-emitting materials, adhesives, sealants, composite wood and carpet; and the widespread use of occupancy lighting controls. Finally, various features of the design also may qualify for four credits under the innovation in design category.

BEYOND THE MINIMUM

It is important to remember that LEED credits planned at the beginning of a project may not always be certifiable at the end. By the same token, opportunities to achieve LEED credits may arise during a project. The LEED-only meetings held during construction monitor all of this and can provide answers to questions such as: Which credits are slipping away? Are new credit possibilities emerging? This is precisely how the scenario played out for the Army chapel at Fort Leavenworth. The

MILITARY NEWS

A USGBC survey found that 14 federal agencies or departments had implemented initiatives requiring minimum LEED certifications.

The Environmental Protection Agency requires minimum LEED Silver certification for new construction and major renovations but strives to achieve LEED Gold certification. The General Services Administration has required all capital building projects to earn LEED Certified status at a minimum, while targeting LEED Silver. The National Aeronautics and Space Administration requires new construction and major renovations to achieve LEED Silver certification and to strive for LEED Gold. The Smithsonian Institution wants all new buildings and renovations to achieve a minimum of LEED Certified. The U.S. Air Force encourages the use of LEED for new construction or major renovations for MILCON projects. The U.S. Army has ordered all new vertical construction projects to achieve LEED Silver certification and is in the process of adopting LEED for homes. The U.S. Navy, the first federal agency to certify a LEED project, requires certain projects to register for LEED certification and to achieve a minimum LEED Silver rating. GOVERNMENT NEWS

FEDERAL LEED REQUIREMENTS

LETTER FROM . . .

fixtures used throughout the surrounding area. Because the fixtures do not control the direction of light, they are considered a cause of light pollution. Both of these requirements eliminated LEED credits that might otherwise have been achieved. On the other hand, the standard design used for the new chapel maximizes open space and protects and restores environmental habitat, which will result in two credits. The design may also earn an additional two credits by providing bicycle racks and changing rooms and by making provisions for low-emitting and fuelefficient vehicles, all of which promote the use of alternative transportation under the LEED system.

SUSTAINABILITY NEWS

SUSTAINABLE INSTALLATIONS

(Source: USGBC)

proposal identified 35 LEED points for the finished project, two more than the minimum 33 required for a LEED Silver certification. By the end of the design process, however, the project team had identified 39 possible LEED points. As of the end of construction, the project scored 36 points, one more than planned and three more than necessary. It also may be possible to pursue three additional LEED points identified during design. Although they would require change orders and add cost to the project, these three additional points would qualify the building for LEED Gold certification. As the Fort Leavenworth chapel project illustrates, by carefully controlling LEED points throughout the project, the project team can expand the LEED options available to the owner. Krista Scott, M.SAME, is Senior Project Manager, Mason & Hanger; 913-905-1497 or krista.scott@masonandhanger.com.

The Military Engineer • May-June • 2011

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Engineering Service Chiefs Lt. Gen. Thomas P. Bostick, USA Chief of Engineers and Commanding General (pending Senate confirmation) U.S. Army Corps of Engineers

Pending Senate confirmation, Lt. Gen. Thomas P. Bostick, USA, will become the U.S. Army Chief of Engineers and Commanding General of the U.S. Army Corps of Engineers (USACE) in May 2011. As USACE Commanding General, Gen. Bostick will serve as the senior military officer overseeing most of the nation’s civil works infrastructure and military construction. He will be responsible for a workforce of more than 30,000 civilian and military employees who provide project management and construction support to Army and Air Force installations in more than 100 countries around the world. Gen. Bostick will take command of USACE after serving most recently as Deputy Chief of Staff, G-1, U.S. Army, Washington, D.C. His previous assignments include Special Assistant to the Chief of Staff, U.S. Army; Commanding General of the U.S. Army Recruiting Command, Fort Knox, Ky.; and USACE Director of Military Programs and Commander, USACE Gulf Region Division.

Rear Adm. Christopher J. Mossey, P.E., CEC, USN Chief of Civil Engineers and Commander Naval Facilities Engineering Command

Rear Adm. Christopher J. Mossey, P.E., CEC, USN, assumed command of the U.S. Naval Facilities Engineering Command (NAVFAC) and became Chief of Civil Engineers in May 2010. Adm. Mossey previously served as Vice Commander, Navy Installations Command and Director, Shore Readiness Division (N46) on the Chief of Naval Operations staff. Adm. Mossey’s other command tours include NAVFAC Atlantic in Norfolk, Va; NAVFAC Pacific in Pearl Harbor, Hawaii; Commanding Officer, NAVFAC, Washington, D.C.; Navy Public Works Center, Washington, D.C.; and Naval Mobile Construction Battalion 7, homeported in Gulfport, Miss. Adm. Mossey was commissioned an ensign in 1981 through the Naval ROTC program at Cornell University after earning a bachelor’s degree in electrical engineering. He received a Master of Engineering in construction management from Stanford University in June 1991, and completed the Executive Training Program at Dartmouth’s Tuck School of Business in August 2003. He is a member of the Defense Acquisition Corps and is designated as a Seabee Combat Warfare Officer.

Maj. Gen. Timothy A. Byers, F.SAME, USAF Air Force Civil Engineer Deputy Chief of Staff for Logistics, Installations and Mission Support Headquarters U.S. Air Force

Maj. Gen. Timothy A. Byers, F.SAME, USAF, is the Air Force Civil Engineer, Deputy Chief of Staff for Logistics, Installations and Mission Support at the U.S. Air Force Headquarters in Washington, D.C. He is responsible for organizing, training and equipping the 60,000-person civil engineering force, and for planning, development, construction, maintenance, utilities and the environmental quality of Air Force bases worldwide. Additionally, he oversees the Air Force Civil Engineer Support Agency at Tyndall Air Force Base, Fla., and the Air Force Center for Engineering and the Environment at Brooks City-Base, Texas. Prior to being named the Civil Engineer, Gen. Byers was Director of Installations and Mission Support, Headquarters Air Combat Command, Langley Air Force Base, Va. Gen. Byers has served as a design engineer, readiness officer, contract management chief, programmer and environmental chief. His previous experience includes headquarters tours at both the Air Staff and major command levels, base command positions as a civil engineering squadron and mission support group commander, and a career broadening tour with Air Force ROTC. Other assignments included Pacific Air Forces Civil Engineer, Hickam AFB, Hawaii; Commander, 8th Mission Support Group, Kunsan AB, South Korea; and Chief Readiness and Installation Support Division, Office of the Civil Engineer, Deputy Chief of Staff for Installations and Logisics, Headquarters, USAF.

The Military Engineer • May-June • 2011

In this annual issue of The Military Engineer, we present the Engineering Chiefs of the U.S. Army, U.S. Navy, U.S. Air Force, U.S. Coast Guard and U.S. Public Health Service with related articles about the engineering and construction programs they lead. These are the engineering leaders who are shaping the future of our nation.

Rear Adm. Thomas P. Ostebo, USCG Assistant Commandant for Engineering and Logistics (CG-4) and Chief Engineer U.S. Coast Guard

Rear Adm. Thomas P. Ostebo, USCG, is the Assistant Commandant for Engineering and Logistics and Chief Engineer, U.S. Coast Guard. In this role, Adm. Ostebo is responsible for all naval, civil, aeronautical, and industrial engineering and logistics for the Coast Guard’s $25 billion capital plant, which includes 23,000 facilities, 230 ships, 1,800 boats and 200 aircraft. Adm. Ostebo formerly served as Executive Assistant to the Commandant of the Coast Guard, and was the primary advisor, scheduler and Chief of Staff for both the Commandant and Vice Commandant. In addition, he served as the Executive Secretariat for the Coast Guard. Adm. Ostebo’s previous tours of duty and assignments include Commanding Officer of Coast Guard Air Station Cape Cod and Coast Guard Air Station Traverse City. Adm. Ostebo has served as Chief Aeronautical Engineering Officer at both Air Station Clearwater, Fla., and Air Station Sitka, Alaska. Additionally, he has served as Chief of Logistics and Finance at the Coast Guard’s largest industrial depot, the Aircraft Repair and Supply Center in Elizabeth City, N.C. Adm. Ostebo graduated from the U.S. Coast Guard Academy in 1981 with a bachelor’s degree in mathematics and computer science.

Rear Adm. Sven E. Rodenbeck, SC.D., P.E., BCEE, USPHS Chief Engineer U.S. Public Health Service

Rear Adm. Sven E. Rodenbeck, SC.D., P.E., BCEE, USPHS, became the 12th Chief Engineer for U.S. Public Health Service (USPHS) in November 2009. As Chief Engineer, Adm. Rodenbeck provides advice and consultation on public health engineering matters to the Surgeon General and to more than 1,200 USPHS engineers and architects. He also is the Deputy Branch Chief for the Cooperative Agreement Program Evaluation Branch at the Agency for Toxic Substances and Disease Registry. Adm. Rodenbeck obtained his commission in 1979 and served initially with the Indian Health Service. He was later assigned to the Environmental Protection Branch for the National Institutes of Health (NIH), where he provided engineering solutions for NIH facilities including the appraisal of long-range plans for water supply at the main Bethesda reservation, and water supply and sewage treatment operations at the NIH Animal Center. While at NIH, he also served as Chief Engineer Officer for the USPHS Bethesda Disaster Medical Assistance Team. Adm. Rodenbeck received his Bachelor of Science in environmental engineering from the University of Central Florida, a Master of Science in environmental engineering from the University of Maryland and a Doctor of Science in environmental health from the Tulane University School of Public Health and Tropical Medicine.

The Military Engineer • No. 671

Senior NCO Leaders Command Sergeant Major Michael L. Buxbaum United States Army Corps of Engineers

Command Sgt. Maj. Michael L. Buxbaum became the 10th Command Sergeant Major of the U.S. Army Corps of Engineers (USACE) on April 29, 2008. Command Sgt. Maj. Buxbaum serves as the senior non-commissioned officer for the command and senior enlisted advisor to the U.S. Army Chief of Engineers. Prior to assuming his duties at USACE, he served as Command Sergeant Major, 18th Engineer Brigade, V Corps, Heidelberg, Germany. Other Command Sergeant Major assignments include the 130th Engineer Brigade, V Corps, Hanau, Germany; the 54th Engineer Battalion (Combat) (Mechanized), 130th Engineer Brigade, Bamberg, Germany; and the 41st Engineer Battalion, 10th Mountain Division (Light Infantry), Fort Drum, N.Y. Command Sgt. Maj. Buxbaum is a native of Manitowoc, Wis. He joined the Army as a combat engineer in September 1978 at Fort Leonard Wood, Mo., and is a graduate of the United States Army Sergeants Major Academy, Fort Bliss, Texas.

Chief Master Sergeant Patrick D. Abbott Office of The Civil Engineer, U.S. Air Force

CM Sgt. Patrick D. Abbott is the Chief, Enlisted Matters, Headquarters U.S. Air Force, Office of The Civil Engineer. In this role he advises the Air Force Civil Engineer on matters affecting the civil engineering workforce with specific emphasis on readiness, morale, retention, training and work force utilization. He serves as the functional manager for all enlisted and wage grade civilians in civil engineering. CM Sgt. Abbott chairs the Air Force Civil Engineer Chiefs’ and Airmen’s Councils to review issues affecting the workforce, communicate ideas and develop recommendations for senior leadership consideration. Since enlisting in the Air Force in October 1984, CM Sgt. Abbott’s background includes various construction and maintenance duties in Civil Engineering as well as assignments at the Wing and Headquarters level.

Master Gunnery Sgt. Jeffrey T. Griffin U.S. Marine Corps

Master Gunnery Sgt. Jeffrey T. Griffin, USMC was assigned as the Assistant Occupational Field Sponsor for Marine Corps Engineers in August 2008. Since 2003, Master Gunnery Sgt. Griffin has served three deployments in support of Operation Iraqi Freedom, most from 2006 to 2007 as a Construction Officer with the 1st Marine Expeditionary Force. He previously served as the Company 1st Sergeant for the Marine Corps Enlisted Commissioning Education Program and prior to that as an instructor at the Marine Corps Engineer School at Courthouse Bay, N.C. Enlisting in the Marine Corps in November 1984, Master Gunnery Sgt. Griffin’s personal awards include the Navy and Marine Corps Meritorious Service Medal, the Navy and Marine Corps Commendation Medal (second star in lieu of third award), and the Navy and Marine Corps Achievement Medal (third star in lieu of fourth award).

The Military Engineer • May-June • 2011

ENGINEERING SERVICE FY2012 PROGRAMS

USACE PHOTO BY MARC BARNES

When complete later this year, the $1.08 billion BRAC 133 Department of Defense Office Complex in Alexandria, Va., will house more than 6,000 employees from 23 DOD agencies currently working out of leased space throughout the Washington, D.C., area.

USACE: Still Building Strong The U.S. Army Corps of Engineers is preparing to tackle the challenges of creating energy-efficient, sustainable installations—and they won’t be able do it alone. BY LT. GEN. ROBERT L. VAN ANTWERP, P.E., F.SAME, USA This year, as we close the chapter on an historic $14-billion Base Realignment and Closure (BRAC) mission that provides soldiers, service members and their families world-class engineering and qualityof-life facilities, we also turn our eyes to the future and prepare to meet the opportunities that await us in 2012. In the post-BRAC military construction era, the U.S. Army Corps of Engineers (USACE) is preparing to address increased customer requirements that make facilities more environmentally sustainable and resilient. 90

Expeditionary operations and interagency support also will increase as we shift our enterprise thinking from the commodity aspect of military construction to increasing our emphasis on providing more comprehensive value to the customer. With this thinking in mind, our priorities to reduce deficit, revitalize the economy, and restore and protect the environment will remain. With the details of how to meet these evolving requirements crystallizing, it’s clear that we can’t do it alone. Innovation and outside-the-box thinking happens best when done collaboratively, and we’re grateful to have 40,000 contractors partnering with us to help us fulfill these new priorities.

MILITARY PROGRAMS

The USACE military construction workload from FY2006 to FY2013 exceeds $73.2 billion exclusive of the American Recovery and Reinvestment Act of 2009, which provided an additional $3 billion in Military Programs alone. Looking ahead, there is still an enormous amount of work to accomplish, including an FY2012 Military Programs budget that includes more than $23 billion, broken down into several programs. (See sidebar on page 89.)

OVERSEAS CONTINGENCY OPERATIONS

Our Overseas Contingency Operations are challenging, dynamic and in a conThe Military Engineer • May-June • 2011

ENGINEERING SERVICE FY2012 PROGRAMS SOCIETY NEWS

stant state of transition. Today we have the Transatlantic Division (TAD) and its subordinate units, the Middle East District, the Gulf Region District and the Afghanistan Engineer District–North and –South. Our breadth and depth of missions within the U.S. Central Command area of responsibility is vast and one of our continuing top priorities. Gulf Region District. Over the last eight years, USACE has improved the longterm stability of Iraq. Since 2003, USACE has aided in the planning, construction and completion of more than 8,536 reconstruction projects valued at $15.5 billion. By the end of FY2011, the district will have administered its remaining $1 billion project workload, encased the flag, inactivated the district and turned over the remaining legacy and Foreign Military Sales projects to the Middle East District. Coinciding with this action was the establishment of the Middle East District–Iraq Area Office in Baghdad, which continues the excellent effort executed by the previous division and districts during the past eight years. Although the last troops will withdraw from Iraq in December 2011, USACE will maintain a significant reconstruction mission and presence in Iraq for years to come. Middle East District. Much of the Middle East District’s current reach-back assistance is for military projects that support Army and U.S. Air Force requirements. The district provides design and contracting services for specific projects, as requested, including barracks, fuel storage, aprons, control towers, runways and taxiway repairs. The Middle East District continues to execute Iraq projects that will be transferred from the Gulf Region District in July 2011. As of this writing, the Middle East District–Iraq Area Office will have about 30 projects valued at approximately $318 million. Currently, no FY2012 Overseas Contingency Operations-funded projects have been approved for Iraq, although physical security projects at four locations, valued at $150 million, are in the planning stages. Afghanistan Engineer District–North and –South. USACE teams in Afghanistan promote reconstruction and infraThe Military Engineer • No. 671

ENGINEERS IN ACTION

structure development while providing high-quality, responsive engineering and construction services to U.S. Forces– Afghanistan; the International Security Assistance Force; Regional Commands North, South, East, Central, Southwest and West; the U.S. Agency for International Development; and other organizations operating in Afghanistan. In Afghanistan, USACE is posturing to meet President Obama’s 2014 goal to end the current U.S. combat mission and transition to a training and support function. To enable this, we have altered our focus from building U.S. bases to building bases for the Afghan security forces, and we are now managing the execution of a massive $12 billion construction program for the government of Afghanistan, with a required completion date of 2014. This is a paradigm shift for USACE. More than $5 billion of this program has already been executed. The facilities we are building today are less complex, more austere and more easily maintained than those built in the past. The program currently produces one building for turnover each day; however, to make it to mission complete by the end of 2014, we will need to be prepared to turn over four buildings every day. We plan to award and manage an FY2012 construction mission in Afghanistan of more than $2.7 billion in four major program areas: Afghan National Security Forces Program; U.S./Coalition Forces Power Projection Program; Counter-Narcotics/Border Management Initiative; and the Strategic Reconstruction Program. Although the political and environmental stability of the Transatlantic Division’s areas of responsibility are continually changing, the dedicated USACE military and civilian workforce remains committed to providing engineer excellence for all of the Corps’ Overseas Contingency Operations.

REAL ESTATE

In addition to the traditional mission of acquiring, managing and disposing of real property interests on behalf of the Department of the Army, USACE also provides real estate support to other mili-

HISTORICAL PERSPECTIVE

FY2012 SERVICES

MILITARY PROGRAMS $5.6 billion $2.7 billion $2.3 billion $2.6 billion $4.0 billion $810 million $3.2 billion $859 million $485 million $507 million

Army Military Construction Host Nation Military Sales Planning & Design DOD Construction Overseas Operations Research & Development Air Force Construction Environmental Real Estate Other Executive Direction & Management, Operations & Maintenance, Army, etc.

$23 billion

Total Military Programs

CIVIL WORKS $2.3 billion Operation & Maintenance $1.5 billion Construction $640 million Other Federal, Non-Federal Funding $210 million Flood Control, Mississippi River & Tributaries $196 million Regulatory Program $185 million Expenses $109 million Formerly Utilized Sites Remedial Action Program $104 million Investigations $27 million Flood Control and Coastal Emergencies $6 million Office of the Assistant Secretary of the Army, Civil Works $5.27 billion

Total Civil Works

tary services, federal agencies and nonfederal sponsors. This is a diverse mission set that includes acting as the Department of Defense’s (DOD) executive agent for the Homeowners Assistance Program, the Defense National Relocation Program and the Joint Forces Recruiter Leasing Program. Between FY2011 and FY2013, USACE Real Estate will execute more than $1.5 billion in support of those DOD programs, with our total real estate execution for all programs estimated at almost $3 billion. 91

ENVIRONMENTAL PROGRAMS

As the nation’s environmental engineer, USACE is adapting to changing needs, practices and priorities to achieve sustainability. USACE manages one of the largest federal environmental missions, working to restore degraded ecosystems, construct sustainable facilities, regulate waterways and manage natural resources, and clean up contaminated sites from past military activities. Our responsibility to deliver environmentally-sound projects and services touches every USACE program: Military Programs, Civil Works, and Research and Development. By implementing our Strategic Sustainability Performance Plan, USACE has embarked on a system-based approach to ensure our missions, facilities and operations are sustainable and meet our energy-, water- and waste-reduction targets. We are using more solar power, looking at alternative fuels for our vessels, using pilot projects to operationalize climate change adaptation, improving sustainable acquisition practices and our customers become more sustainable.

INSTALLATION SUPPORT

USACE partners with the U.S. Army Installation Management Command (IMCOM) for our installation support work. This program does not have a set budget for USACE execution, but we provide, on average, about $3 billion worth of reimbursable support to IMCOM, Air Force and DOD installations and will continue to support Army installation infrastructure requirements through our districts, labs and centers. This work includes support for master planning, energy sustainability, critical infrastructure, facility maintenance, repair and renovation, as well as other activities providing a positive impact on Army garrisons worldwide.

RESEARCH AND DEVELOPMENT

The U.S. Army Engineer Research and Development Center (ERDC), USACE’s research organization, comprises seven laboratories in four states with approximately 2,500 team members carrying out a $1.2 billion annual research program. With diverse military and civil works re92

search capabilities, ERDC has projects in 50 states and more than 130 countries on seven continents and the Arctic. ERDC force protection technologies, including new materials and protective designs, are saving our soldiers’ lives in Iraq and Afghanistan. Full-size and scalemodel blast experiments, coupled with supercomputer models, are used to develop force protection technologies that also are leveraged to protect U.S. buildings, infrastructure and our citizens. In the realm of emergency operations, ERDC developed and recently demonstrated a rapid repair technology for levee breaches. Using a high-strength fabric tube filled with water that is floated in to seal levee breaches, this technology provides an unmatched capability to reduce flood damages. The USACE Reachback Operations Center (UROC) at ERDC has provided more than 300 small, self-contained, secure communications kits for worldwide use by our armed forces and for emergency operations. UROC responds to approximately 4,000 requests for assistance annually, providing reach-back engineering expertise to the field. ERDC’s internationally-recognized experts are tackling some of our nation’s toughest challenges in water resources, environmental and infrastructure problems. Their work in providing models for system-wide ecosystems, watersheds and river basins is providing advanced information for decision making that was previously unavailable on such a scale.

CIVIL WORKS

The projected FY2012 USACE Civil Works Program will draw its total program funding from multiple sources, including $4.631 billion in gross discretionary funding, $640 million in additional contributed funds and other collections for a total of $5.27 billion in the president’s FY2012 budget. The FY12 Civil Works funding also will include a robust, reimbursable support for others program and the continuation of work in southeast Louisiana. The president’s FY2012 budget emphasizes the three main USACE Civil Works mission areas of commercial navigation,

ARMY PHOTO BY LT. TIMOTHY IRISH

ENGINEERING SERVICE FY2012 PROGRAMS

Col. Anthony Funkhouser, P.E., M.SAME, USA, Commander of the USACE Afghanistan Engineer District–South, is thanked by Brig. Gen. Abdul Wasea, Commanding Officer of 2nd Brigade, 215th Corps, Afghan National Army, for the base his unit will soon occupy. A ribbon-cutting ceremony was conducted March 14.

flood and coastal storm damage reduction, and aquatic ecosystem restoration. It is focused on the planning, design and construction of projects that will provide very high economic and environmental return on investment and on continuing and completing budgeted work that is already underway. The budget also includes projects that address dam safety assurance, seepage control, or static instability corrections, and projects that significantly reduce risk to human safety. This is a particularly important area for USACE, and we are proud of the work we’ve accomplished over the years. In FY2010, for example, 557 dams and 11,750-mi of levees prevented $29.5 billion in flood losses. The FY2012 Civil Works budget will enable USACE to support the administration’s priorities of revitalizing the economy, protecting the environment and improving the nation’s infrastructure. The needs of our Army and nation present great opportunities and great challenges for USACE. We consider it a privilege to serve to the nation, and are thrilled to continue our mission of building strong.

At the time TME went to press, Lt. Gen. Robert L. Van Antwerp, P.E., F.SAME, USA, was serving as Chief of Engineers and Commanding General, U.S. Army Corps of Engineers.

The Military Engineer • May-June • 2011

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ENGINEERING SERVICE FY2012 PROGRAMS

NAVFAC: Focused on Readiness, Performance and Sustainability As it transitions from a period of record workload, the Naval Facilities Engineering Commanding continues its globe-spanning support of Navy and Marine Corps commanders. BY REAR ADM. CHRISTOPHER J. MOSSEY, P.E., CEC, USN The global force of Seabees, Civil Engineer Corps officers, and acquisition and technical professionals from the Naval Facilities Engineering Command (NAVFAC) are actively engaged around the world, supporting the nation’s maritime strategy and Navy, Marine Corps, and joint warfighters in every theater of operation. February 2011 saw the completion of an historic 14-month surge of four Seabee battalions and one regiment on the ground in Afghanistan supporting Army and Marine Corps operations and constructing basic infrastructure such as roads, bases and airfields. With two more battalions deployed to the Pacific and European/ African theaters and with a detachment in South America, our deployed forces reached a level over the past year not seen since the Vietnam War. Meanwhile, NAVFAC’s workload, driven primarily by Base Realignment and Closure (BRAC) construction, the American Recovery and Reinvestment Act of 2009 (Recovery Act), and support of the Marine Corps MILCON program, remains near record levels of approximately $16 billion per year. Looking ahead, as we transition from a period of record workload, we remain acutely focused on meeting the requirements of our supported commanders with sustainable and flexible facilities solutions. More than ever, we must optimize and reduce the total cost of ownership for the facilities and services that we deliver. Our 2010-2017 Strategic Plan, which can be viewed at www.navfac.navy.mil, outlines a deliberate course of action as 94

we move ahead in this rapidly changing environment. This plan will ensure we remain focused on and make deliberate progress in three critical areas. • Readiness. Cultivating a high-performing workforce and ensuring our equipment, facilities and command alignment enable success. • Performance. Providing timely, quality and cost-effective products and services to our supported commanders. • Sustainability. Delivering sustainable solutions that enable infrastructure cost reduction and energy security, optimally investing scarce resources. A major component of a facility’s lifecycle cost is driven by energy consumption, and the Secretary of the Navy has established five ambitious goals to enhance energy security and reduce the Navy’s dependence on fossil fuels: 1. Energy Efficient Acquisition. Evaluation of energy factors will be mandatory when awarding contracts for systems and buildings. 2. Increase Alternative Energy Ashore. By 2020, the Department of the Navy (DoN) will produce at least 50 percent of shore-based energy requirements from alternative sources, and 50 percent of DoN installations will be net-zero. 3. Increase Alternative Energy Use DoNWide. By 2020, 50 percent of total DoN energy consumption will come from alternative sources. 4. Reduce Non-Tactical Petroleum Use.By 2015, DoN will reduce petroleum use in the commercial fleet by 50 percent. 5. Sail the “Great Green Fleet.” DoN will demonstrate a Green Strike Group in local operations by 2012 and sail it by 2016. To reach these goals, NAVFAC must do its part by using a multifaceted approach that makes smart use of technology and

aggressively pursues energy conservation opportunities. The Navy currently produces or procures 19.4 percent of its electricity needs from renewable sources like the geothermal plant at Naval Air Weapons Station China Lake, Calif., a net-zero installation. We are conducting further analysis of resources and mission requirements to determine the most appropriate locations to pursue additional net-zero opportunities. NAVFAC is also developing a rigorous methodology for evaluating the myriad research, development, test and evaluation opportunities to ensure resources are allocated to the most critical and promising technologies. This methodology will allow the Navy to effectively implement our strategy of “Watch, Partner, and Lead” in the use of new and advancing energy technologies. We will monitor, or “watch,” technology developments that are not unique to the Navy’s infrastructure, partner where the Navy’s energy goals will be advanced with a good return on investment, and lead where there are unique advantages in support of the Navy’s overall mission. Our biggest challenge and highest priority, generally and within the context of total ownership cost, is to ensure that we deliver products and services that meet the needs and expectations of our supported commanders. We will continue our emphasis on execution, completing the work safely, within budget, on schedule, and with top quality, as illustrated by the following highlights in each of our three focus areas.

READINESS

We must constantly cultivate all attributes of readiness to ensure our capability to support the complex and The Military Engineer • May-June • 2011

ENGINEERING SERVICE FY2012 PROGRAMS

NAVY PHOTO BY UTILITIESMAN 2ND CLASS VUONG TA

Seabees assigned to Naval Mobile Construction Battalion (NMCB) 18 build a Southwest Asian Hut at Kandahar Air Field, Afghanistan. NMCB‐18 is a reserve component battalion operating in the RC South Region of Afghanistan.

ever-changing requirements of our supported commanders. Readiness has many characteristics, including developing our workforce, forming high-performing teams, and maintaining a ready, equipped and deployable workforce. A fundamental characteristic of readiness is safety—ensuring that all members of the team understand and follow best safety practices. Our in-house workforce is benefitting from a reduction in the number and severity of mishaps as the direct result of our maturing safety culture, while two initiatives implemented this year are expected to enhance the safety performance of our contractor partners. NAVFAC has made contractor safety performance a standalone evaluation factor in contracts awarded through the source selection process, and has established minimum safety performance standards for subcontractors. We are confident that the selection of contractors with historically safe worksites and mature safety cultures will enhance our ability to deliver highquality, timely and cost-effective projects. NAVFAC’s workforce readiness goal to develop comprehensive and systematic The Military Engineer • No. 671

processes to hire, develop, retain and plan for succession of a diverse, technically competent and responsive workforce is well characterized in our acquisition community. Since the 1990s, the value of all DoN contracting has increased by more than 50 percent, while at the same time the acquisition workforce has declined at nearly the same rate. As a result, the Department of Defense (DOD) and DoN launched a program in 2009 to rebuild the acquisition workforce to have the capacity and ability to develop, manage and oversee acquisitions appropriately. NAVFAC’s efforts as part of this endeavor led, in part, to DoN Acquisition Excellence Awards in the field and major acquisition activity categories last year.

PERFORMANCE

NAVFAC executed a historic high of $5.6 billion in MILCON projects in FY2010, including $3.3 billion for the Navy and Marine Corps, and $2.3 billion for other services and agencies, as well as Recovery Act and BRAC construction. DOD and the Joint Guam Program Office designated NAVFAC as the acquisi-

tion agent for architecture-engineering and construction contracts in Guam, supporting various service initiatives and the Defense Posture Review Initiative relocation effort. As a result, NAVFAC Marianas, the field engineering command on Guam, experienced a 24 percent increase in contract actions and a 60 percent increase in obligations, with more than 700 contracting actions and $320 million in obligations in FY2010. Additionally, the command exceeded its projected awards to small businesses with more than $126 million in contracts awarded. Back in the continental U.S., NAVFAC Southwest awarded the $394 million Naval Hospital Replacement Project at Camp Pendleton, Calif., ahead of schedule. This Recovery Act project is one of the largest within DOD and will play a critical role for the support and care of local military families in the Camp Pendleton area. As one of our nation’s first responders to the Haiti earthquake in January 2010, NAVFAC personnel helped evaluate facilities and planned how best to provide essential public works services. After the initial response, our personnel worked 95

with U.S. Southern Command (SOUTHCOM) on 58 projects valued at more than $34 million in 20 communities. In the coming year, NAVFAC will continue to support SOUTHCOM programs by working with the government of Haiti and international organizations to help rebuild Haiti’s infrastructure, including classrooms, clinics, water wells, disaster supply warehouses and fire stations. Elsewhere in the world, NAVFAC and the Naval Construction Force continue to support combatant commander theater security cooperation programs. For example, NAVFAC plans to award more than $4 million in construction contracts to support the Global Peace Operation Initiative program in Cambodia and Indonesia. These facilities will support training of peacekeeping forces, which will then be available to support regional or global peacekeeping operations. Overall, the current fiscal year will provide many significant construction opportunities, with $5.9 billion in programmed MILCON projects, including $4.4 billion for the Navy and Marine Corps and $1.5 billion for other services, agencies and BRAC. This and future MILCON funding will support current and new missions, weapons security, energy savings and quality-of-life improvements for sailors and Marines.

SUSTAINABILITY

NAVFAC is playing a key role supporting DoN efforts to deliver a corporate approach to ashore energy management. For example, the Centralized and Integrated Reporting for the Comprehensive Utilities Information Tracking System (CIRCUITS) roll-out will be implemented over the next year. As our enterprisewide utilities and energy management business system, CIRCUITS will serve to standardize business practices and allow us to manage utilities services more efficiently. CIRCUITS will collect advanced meter infrastructure energy consumption data, thereby improving our capability for accurate reporting, trending, forecasting and modeling. As these practices are implemented, the Navy expects to realize savings from both behavioral and work process changes in the workplace as well 96

as better informed energy management decisions. Additionally, Navy industrial control systems supervisory control and data acquisition and direct digital controls are being integrated to empower operational engineers to make informed decisions regarding conservation, maintenance and repair actions. NAVFAC also is implementing the enterprise-wide deployment of an upgraded facility management system, which will enable the linkage of energy data with condition-based facility maintenance management throughout the Navy’s 68 public works departments. The product of this far-reaching integration will lead to a stable and secure platform for “Navy Smart Energy.” To support these systems integration efforts, NAVFAC has developed new standards designed to provide field components with clear energy and sustainability requirements to plan, design, construct and maintain and operate facilities worldwide, including a new Navy Shore Energy Building Standard and the Solar Roof Technologies Engineering and Construction Bulletin. Supporting the Navy’s environmental program, NAVFAC executed $285 million in environmental restoration projects in FY2010, making significant progress by achieving “remedy in place” or “response complete” status at 76 sites and surpassing projections by 17 sites. The Navy also completed site investigations on 97 percent of the munitions sites and continued remediation of the largest, located on Vieques Island, P.R. The Navy is incorporating sustainable remediation considerations in the selection and design of individual remedies. Aggressive costoptimization efforts have resulted in cost avoidance of $129 million, a 6.4 percent return on investment. NAVFAC’s expeditionary program is addressing the sustainability of Navy expeditionary combat forces’ equipment and support gear, or tables of allowance (TOA). Implementation strategies begin with the analysis of energy consumers currently in the TOAs and then address energy efficiency and environmental stewardship, as source selection criteria, as we recapitalize the TOA materiel. The

NAVY PHOTO BY MC3 LEONA MYNES

ENGINEERING SERVICE FY2012 PROGRAMS

Steelworker 3rd Class Blake Johns, USN, assigned to NMCB-28, prepares to place concrete bollards on Cable Beach at Naval Station Guantanamo Bay (GTMO), Cuba. NMCB-28 is deployed to the base to support construction projects for GTMO and tenant commands.

FY2011 TOA reset and recapitalization budget request is $352 million.

CONCLUSION

As always, the future is uncertain, and it is impossible to predict with any precision how it will unfold. What is certain is that the unique skill sets and contributions of the Naval Construction Force and NAVFAC, leveraging the talent and dedication of our contractor partners, will continue to be essential to supporting the Navy, Marine Corps and joint warfighters. Our ability to enhance their readiness, by working across the facility lifecycle and by delivering and maintaining quality, sustainable facilities, acquiring and managing capabilities for the Navy’s expeditionary combat forces, providing contingency engineering response, and enabling energy security and environmental stewardship will be critical to our supported commanders’ mission success. Rear Adm. Christopher J. Mossey, P.E., CEC, USN, is Chief of Civil Engineers, U.S. Navy, and Commander, Naval Facilities Engineering Command. He can be reached through Virginia Bueno, NAVFAC Public Affairs; 202-685-1423 or virginia.bueno@navy.mil.

The Military Engineer • May-June • 2011

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ENGINEERING SERVICE FY2012 PROGRAMS

Air Force Civil Engineering: Efficiencies through Sustainability Facing budgetary challenges and aggressive energy-reduction mandates, the Air Force Civil Engineering community continues to build to last and lead the change. BY MAJ. GEN. TIMOTHY BYERS, F.SAME, USAF On Thursday, Jan. 6, 2011, at the Pentagon, Secretary of Defense Robert M. Gates made the following statement on the Department of Defense (DOD) budget and efficiencies: “Meeting real-world requirements. Doing right by our people. Reducing excess. Being more efficient. Squeezing costs. Setting priorities and sticking to them. Making tough choices. These are all things that we should do as a department and as a military regardless of the time and circumstance.” Like every division in DOD, the U.S. Air Force Civil Engineering community is facing budgetary and manpower challenges that demand efficiencies. In these challenging times, we must find ways to work smarter, faster, better and cheaper— in other words, more sustainably—and do so while continuing to expertly manage our home-station installations and provide unparalleled support for the joint warfighter around the world. Although the Secretary of Defense’s call to action set the tone throughout DOD, his words are familiar to the Air Force Civil Engineering community because they tie directly to our strategic goals. These goals are: • Build Ready Engineers. We must develop a capable and ready force, one that possesses the global agility, training and resources required to effectively support the joint fight. • Build Great Leaders. We must take an active role in developing our airmen by providing them with professional development and continuing education. We must give them the tools they need to succeed. 98

• Build Sustainable Installations. We must think holistically, we must integrate energy and environmental considerations into everything we do, and we must institutionalize asset management into our business foundation. As we move forward, I am pleased to report that the Air Force Civil Engineering community is already on the path toward meeting these goals. Our engineers across all disciplines are at the forward edge of the battle and it is clear they are prepared for the missions at hand. Our senior professionals—officer, enlisted and civilian— are leading by example and growing the next generation of leaders. And our installations continue to get leaner, cleaner, smarter and more sustainable. As we continue to accomplish our missions and forecast for future years, our focus remains on these three goals—the very pillars that will ensure we continue to “build to last and lead the change.”

OPERATIONS OUTLOOK

Looking ahead to FY2012, the Air Force budget request reflects an extraordinary effort to ensure America gets the most value out of every taxpayer dollar. This request supports the Secretary of Defense’s initiatives to reduce excess overhead costs and allocate the savings to force structure, modernization and readiness. Taking a quick look at some of our initiatives this year, the Air Force MILCON appropriation supports operational needs, air, space and cyber infrastructure modernization, Combatant Commander priorities, and quality-of-life initiatives for airmen and joint personnel. Broken down further, 35 percent of the MILCON portion of the budget request is dedicated to quality-of-life projects including dorms and training facilities; 24 percent supports

new mission beddown and current mission improvements; and an additional 24 percent is aligned with the joint mission. The Air Force remains committed to current operations in Afghanistan and Iraq and will continue to support contingency operations around the world. Maintaining combat readiness is a key factor in supporting Overseas Contingency Operations (OCO). The Air Force Center for Engineering and the Environment (AFCEE) is the execution agent for the OCO/MILCON work being accomplished at Camp Bastion, Afghanistan, that provides the foundation for a secure future in this volatile region of the country. The opening of the new 11,500-ftlong runway at Camp Bastion in February marked a new era of capabilities for the large logistics hub in southwest Afghanistan. Big airlifters, such as the C-5, that were not able to land on the camp’s old 7,000-ft runway can now deliver larger payloads of critical cargo to the camp. Within a month of the runway’s opening, the world’s largest aircraft, the Antonov An-225, with its 290-ft wingspan and 550,000-lb cargo capacity, landed at Bastion. The venerable C-130 Hercules, which had been making cargo deliveries to the camp, would need about 14 trips to deliver the same cargo as a single An225. Suffice it to say, the new runway provides a huge capability for increased cargo movement and keeps troops off the roads and away from deadly improvised explosive devices.

DELIVERING SUSTAINABILITY

What is sustainability? Sustainability is defined by DOD as “the capacity to continue the mission without compromise. It is the ability to operate into the future without decline—either in the mission or The Military Engineer • May-June • 2011

AIR FORCE PHOTO BY MAJ. DALE GREER

ENGINEERING SERVICE FY2012 PROGRAMS

Senior Airman Jacob Cleer, USAF, examines cracked pavement in December 2010 on a runway at an air base in Southwest Asia. Airman Cleer is a heavy equipment operator assigned to the 386th Expeditionary Civil Engineer Squadron.

in the natural and manufactured systems that support it.” From an engineering perspective, we must provide and maintain installations that provide the warfighter a consistent and stable platform from which to operate. The Air Force Civil Engineering community is committed to ensuring these platforms continue to deliver their capabilities. Our vision is to transform our installations to ensure they are the right size to support our forces and the mission, and that our infrastructure is both sustainable and efficient. This vision supports recent presidential orders (e.g. Executive Order 13514) and DOD sustainability policy. The Air Force Civil Engineering community is focusing on thinking green and building green, transforming to ultimately The Military Engineer • No. 671

save money and resources while modernizing our installations. Sustainable facilities achieve optimum resource efficiency and constructability while minimizing adverse impacts to the built and natural environments through all phases of their lifecycles. The goals of sustainable development are to conserve energy, water and raw materials; prevent environmental degradation caused by construction, operations and disposal of facilities; and create built environments that are livable, healthy, maintainable and productive. We have led the construction of 10 new facilities and 736 homes that are Leadership in Energy and Environmental Design (LEED) Silver certified. Forty-six other buildings are currently on track for LEED Silver designation, and four others

are seeking LEED Gold certification. At Tyndall Air Force Base, Fla., we expect a new state-of-the-art fitness center that uses 40 percent less energy than a typical building its size to become the first DOD facility to achieve LEED Platinum status, U.S. Green Building Council’s highest attainable certification. These facilities reflect our commitment to build to green standards. There are some 300 facilities across the Air Force that are on track for future LEED certification. We will continue to work with our private-sector partners while employing emerging technology to deliver greater LEED and sustainability advances as we move forward. However, building sustainable facilities is only a part of our overall goal of sustainable installations. 99

To reach our ultimate goal, the Air Force and sister services recently partnered with the Department of Energy to establish a net-zero installation. Net-zero installations generate as much energy as they consume through efficiency technologies and on-site power generation. The Air Force’s net-zero installation is the U.S. Air Force Academy in Colorado Springs, Colo. Energy conservation projects and renewable initiatives at the academy have been prevalent, and include a solar power project coming online this year that will result in a 6-MW solar array producing up to 15 percent of the academy’s electrical consumption; groundsource heat pumps installed at six facilities; $2 million in lighting and heating and air conditioning projects in FY2010 expected to save more than 11,000-Btu, and another $2.7 million lighting and HVAC projects in FY2011 saving an additional 57,000-Btus; and a $1 billion programmed for 2006 through 2023 to fix infrastructure installation-wide. We plan to continue our march down the path of energy and environmental stewardship to reach our goal of sustainable installations. To aid us on our journey, we’re in the process of developing an installation sustainability measurement tool that gives our commanders the ability to actively manage their federal compliance program and the overall sustainability goals of the installation. Using sustainable communities scoring, each base will receive a “report card” on its progress toward ultimate sustainability. The base is graded on such things as asset management, effective land use, renewable energy and energy conservation. As a measure of our progress, the Air Force was recently recognized by the Environmental Protection Agency as one of the nation’s top purchasers of green power for its purchase and on-site production of 243.9-million-kWh of green power from U.S. renewable facilities built after 1997. The Air Force use of renewable energy ranks number one in DOD, number two in the federal government, and number 15 among 1,300 Green Power Partners including large corporations such as WalMart, Intel and municipalities such as Dallas and Houston, Texas. 100

AIR FORCE PHOTO BY THEA SKINNER

ENGINEERING SERVICE FY2012 PROGRAMS

Phil Chase, Solid Waste and Hazardous Materials Program Manager for the 21st Civil Engineer Squadron Asset Management Flight, monitors Sedum plants on the vegetative rooftop of the 21st Space Wing headquarters building at Peterson Air Force Base, Colo.

We’ve come a long way in our efforts, but realize we still have far to go to instill a grassroots commitment that will develop an energy conservation and sustainability culture in the Air Force. We’re definitely on the right path to meet DOD’s goal of serving as a model of sustainability for the nation, and we must seize the great opportunities the future holds. Our installations are our warfighting platforms, so our dedication and future successes in the areas of sustainable installations are key to our nation’s air, space and cyberspace superiority and paramount to our mission of safeguarding our nation’s freedom and security.

THE WAY AHEAD

The Air Force Civil Engineering community remains as committed as ever to our joint fighter. We will continue to provide world-class combat support, whether at home or abroad, and we will never fail to take care of our airmen and their families. This is reinforced by our focus on the operational needs, force modernization and quality-of-life initiatives that highlight this year’s program priorities. In this era of tight budgets and constrained resources, incorporating sustainability becomes even more important, because it allows us to deliver efficiencies

“The Air Force Civil Engineering community remains as committed as ever to our joint fighter.” and repurpose our resources for the joint warfighter. Sustainability helps make the Air Force a leaner, more modern fighting force, capable of delivering anywhere and anytime, every time. As we move forward, it is important to remember the words of Secretary Gates: “meeting real world requirements, doing right by our people, reducing excess, being more efficient… making tough choices.” These words demonstrate the challenges and the obligations we face as an Air Force. With ready engineers, great leaders and sustainability as our tools, I am confident that Air Force Civil Engineers are up to the task, and will continue to “build to last, and lead the change.” Maj. Gen. Timothy A. Byers, F.SAME, USAF, is the Air Force Civil Engineer. He can be reached through Maj. Michelle Harwood, USAF; 703693-3495 or elizabeth.harwood@pentagon.af.mil.

The Military Engineer • May-June • 2011

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ENGINEERING SERVICE FY2012 PROGRAMS

USPHS PHOTOS

U.S. Public Health Service engineers and other officers provided critical support following the Deepwater Horizon oil spill in 2010. Here a PHS officer monitors oil-burning operations in the Gulf of Mexico.

USPHS: On Land and Sea The engineers of the U.S. Public Health Service remain focused on improving and protecting the health of underserved and disadvantaged populations. BY REAR ADM. SVEN E. RODENBECK, SC.D., P.E., BCEE, USPHS The U.S. Public Health Service (PHS) activities are particularly focused on promoting, protecting and advancing the health and safety of underserved and disadvantaged populations, and a significant portion of our American Reinvestment and Recovery Act funding has been obligated to support that mission. During our responses to the 2010 oil spills, we were particularly sensitive to the needs of pop102

ulations potentially adversely impacted by the spills and cleanup operations. Our officers also are providing key engineering services to local governmental organizations such as the Commonwealth of the Northern Mariana Islands. This article discusses these various activities and provides information about the proposed U.S. Department of Health and Human Services (HHS) FY2012 construction and other facilities activities.

RECOVERY ACT UPDATE

HHS received more than $3.4 billion in Recovery Act funding to support fed-

eral and private healthcare and sanitation facilities improvements. Here are some highlights of how this funding has been used to improve the health of underserved and disadvantaged populations. A new 18-bed, 150,000-ft2 acute care hospital in Nome, Alaska, will serve Alaska Natives in the Norton Sound Health Corp. service area in and around Nome. This facility replaces the existing hospital built in 1948. By November 2010, the hospital was completely enclosed, including the exterior structural insulated panels and the roof. The new hospital is scheduled to be complete by fall 2012. The Military Engineer â&#x20AC;˘ May-June â&#x20AC;˘ 2011

ENGINEERING SERVICE FY2012 PROGRAMS SOCIETY NEWS

A new 138,000-ft2 health center in Eagle Butte, S.D., for the Cheyenne River Sioux Tribe will replace the existing hospital, which was built in 1960. The project also will include 133 staff quarters. Construction of the health center was initiated in August 2008 and the quarters were initiated in May 2010. Completion of both facilities is scheduled for fall 2011. More than 290 Indian Health Service (IHS) sanitation facilities construction projects—including water, sewage and solid waste disposal—have been implemented at various Native American reservations. Sixty-three of those projects have been completed. The Health Resources and Services Administration has distributed approximately $1.5 billion in grants that will be used for new and improved health center facilities and equipment in many of the nation’s most underserved communities. Recovery Act funding of $500 million to the National Institutes of Health (NIH) is being used for high-priority repair, construction and improvement projects at NIH facilities. These projects will increase NIH’s ability to support cutting-edge biomedical research and energy efficiency and substantially reduce the backlog of maintenance and repair needed. In addition to the NIH projects highlighted in last year’s article, NIH also has obligated funds (approximately $11 million) to renovate Building 4, a 67-year-old building located on the historic area of the NIH’s Bethesda, Md., campus. This interior renovation project leaves the building envelope intact and does not impact this building’s historic status. The project allows for the design and renovation of the first and second floors so obsolete laboratories can be replaced and aging building systems can be improved to ensure compliance with current NIH and HHS guidelines as well as regulatory codes and accreditation requirements. When completed, this project is expected to attain Leadership in Energy and Environmental Design (LEED) Certified status through the U.S. Green Building Council’s LEED for Commercial Interiors rating system. NIH has also obligated approximately $22 million to support a design-build effort that will increase the size and capacThe Military Engineer • No. 671

ENGINEERS IN ACTION

ity of the chilled water and steam distribution systems available to support future renovations in the F- and Distal-Wings of Building 10. These F-Wing utilities will contribute to the continued certification and accreditation of the Anatomical Pathology Lab in Building 10 that is crucial to the mission of providing clinical pathology services to NIH.

2010 OIL SPILL RESPONSES

PHS engineers and other officers, along with their civil-service colleagues, provided critical support to the two major oil spills that occurred last year: Deepwater Horizon and Enbridge. PHS officers stationed throughout HHS and detailed to the Environmental Protection Agency (EPA) responded to assure that the health of the American public was not adversely impacted by the spills. For example, following the Deepwater Horizon spill in the Gulf of Mexico, the Centers for Disease Control and Prevention (CDC) National Institute for Occupational Safety and Health (NIOSH) collaborated with BP Safety and U.S. Occupational Safety and Health Administration (OSHA) compliance personnel to coordinate the collection and analyses of injury and illness data that BP reported to OSHA. NIOSH also conducted a voluntary survey of workers participating in the response to create a record and a mechanism to contact these workers about spillrelated symptoms of illness or injury, if it becomes necessary. More than 52,400 responders (BP-trained, volunteer, vessel of opportunity operators and federal workers) were surveyed. In addition, NIOSH staff conducted a Health Hazard Evaluation to assess potential occupational hazards and acute health symptoms in various workplace areas of the response, including source control, burning and skimming of the oil, decontamination of equipment and supplies used in the cleanup response, beach cleanup, wildlife rehabilitation and disposal of oil waste. Eight interim reports have been posted from these various phases of the Health Hazard Evaluation. NIOSH is currently conducting laboratory tests to study the toxicity of oil, dispersant and oil-dispersant mix from the

HISTORICAL PERSPECTIVE

FY2012 SERVICES

HHS FY12 PROJECTED FUNDING ESTIMATES CENTERS FOR DISEASE CONTROL AND PREVENTION $30 million Repairs and Improvements FOOD AND DRUG ADMINISTRATION $13 million Building and Facilities $69 million Headquarters Consolidation at White Oak, Maryland INDIAN HEALTH SERVICE $85 million Health Care Facilities Construction $80 million Sanitation Facilities Construction NATIONAL INSTITUES OF HEALTH $134 million Building and Facilities Renovation and Improvement response. Findings will be published in the peer-reviewed scientific literature. In addition, Food and Drug Administration (FDA) investigators have inspected more than 300 primary seafood processors along the Gulf Coast to ensure they are complying with the requirement that they have controls in place to ensure the seafood they process do not contain chemical contaminants. The Enbridge spill in Michigan was caused by the rupture of a 30-in pipeline near Marshall, Mich. An estimated 819,000-G of oil entered the Talmadge Creek and flowed into the Kalamazoo River, a Lake Michigan tributary. Heavy rains caused the river to overtop existing dams and carried oil 30-mi downstream on the Kalamazoo River. PHS officers detailed to EPA along with EPA civilservice employees, in coordination with other agencies, continue oversight of the cleanup. This will continue until they have determined Enbridge has completed all restoration activities, a process that will extend into next year. Ongoing activities include cleanup of submerged oil or oil-contaminated sediments in about 20 distinct locations; restoration of the Talmadge Creek stream bank and floodplain; and establishing longer-term operation and maintenance cleanup plans for the Kalamazoo River during fall and winter. 103

ENGINEERING SERVICE FY2012 PROGRAMS NORTHERN MARIANA ISLANDS INFRASTRUCTURE IMPROVEMENTS

Since approximately the 1970s, PHS engineers have been detailed to the Pacific Trust Islands in support of EPA’s efforts to improve islanders’ access to safe drinking water and to assure the appropriate management of wastewater. Currently, a PHS engineer is the Chief Engineer for the Commonwealth Utilities Corporation (CUC), Commonwealth of the Northern Mariana Islands (CNMI). Along with two other PHS engineers detailed to CUC, they are working closely with other utility operations staff and environmental partners to enhance the CUC’s technical, managerial and financial capacity. Recently, CUC received more than $15 million of funding for drinking water and wastewater facility improvements. EPA (through Recovery Act funding and EPA State Revolving Funds including both the Safe Drinking Water Act and the Clean Water Act) and the Department of Interior Office of Insular Affairs are funding these improvements. The first step in this effort is the development of a CNMI sanitation facilities master plan, which will cover the three major islands of CNMI: Saipan, Rota and Tinian. CUC is presently in the process of selecting the most qualified engineering firm to perform the work to develop the master plan. In 2011, it is anticipated that CNMI will be advertising for numerous drinking water and wastewater design and construction projects. These projects will likely include the redirection of water from wells that previously provided water directly to customers without the benefit of a pump control system or water storage tank. This will entail the construction of new water mains that will redirect the well water to water storage tanks prior to customers, providing superior water service. Other drinking water projects will likely include replacing waterlines, water storage tanks and other water infrastructure that have exceeded their design life. Wastewater funding will probably be used to rehabilitate two activated sludge sewer treatment facilities, replace and expand the sanitary sewer system, and rehabilitate various existing sewer lift stations. (There are 40 sewer lift stations on Saipan.) 104

FY2012 HHS OUTLOOK

Nearly $400 million is being requested for FY2012 funding of HHS construction and facilities. In addition to Recovery Act-related construction, there is ongoing building construction at several HHS Operating Divisions that will continue for a number of years. Below is a summary of the specific FY2012 request for each HHS Operating Division and some of their current construction activities. CDC has made significant progress in upgrading facilities and laboratories as outlined in its 10-year master plan. The FY2012 request of $30 million will be used to maintain or improve the condition of CDC’s portfolio of assets, including improvement in energy efficiency of mechanical, electrical and water systems. Current construction activities include the Roybal Infectious Disease Research Support Building and Chamblee Research Support Building in the Atlanta, Ga., area. It is hoped that funding may be requested in future fiscal years so that CDC can begin work on the Cincinnati, Ohio, Laboratory Consolidation Project. FDA is continuing to operationalize its new White Oak headquarters facility in Silver Spring, Md. The $69 million requested appropriation will be used for the new Life Sciences Biodefense Laboratory and other transitional costs to the White Oak campus, which is being constructed by the General Services Administration (GSA). Based on the current White Oak master plan, GSA considers the 130-acre campus project to be 70 percent complete. However, FDA is experiencing unprecedented and dramatic surges in staffing that are partially associated with the new authority that FDA obtained from the passage of the Family Smoking Prevention and Tobacco Control Act. FDA is currently working with GSA to secure funding for environmental planning, design and construction for facilities to support this growth. An increase in funding is being requested for IHS healthcare facilities construction. The $85 million will be used, in part, to begin work on a Youth Treatment Facility in Northern California and to continue construction of two outpatient facilities in San Carlos and Kayenta, Ariz. The re-

A barge carrying supplies for the construction of a new 18-bed, 150,000-ft2 acute care hospital to be established by the U.S. Public Health Service in Nome, Alaska, leaves Seattle, Wash. The hospital, which replaces a facility built in 1948, will serve Alaska Natives in the Norton Sound Health Corp. service area.

quested $80 million for sanitation facilities construction will continue the effort to assure that all Native Americans have access to safe drinking water and appropriate waste management. This will help continue the trend of reducing the rates of infant mortality, gastroenteritis and other environmentally-related diseases. A total of $134 million is being requested for NIH intramural buildings and facilities, an increase of $26 million above FY2010. This funding will be used to sustain and improve the physical infrastructure used to carry out quality biomedical research at NIH campuses. Around $8 million of this request is specifically allocated for the National Cancer Institute facility renovation and improvement projects at its Frederick, Md., campus.

IN CLOSING

The recent Recovery Act and other activities have been challenging. But I know that PHS officers and their civil-service colleagues will continue to meet and exceed all expectations. “…For we serve on the land and the sea for humanity...” (The Public Health Service March, 1978).

Rear Adm. Sven E. Rodenbeck, P.E., Sc.D., BCEE, M.SAME, USPHS, is Chief Engineer, U.S. Public Health Service. He can be reached through Lt. Cdr. Ryan Costello, USPHS; 703603-8766 or rcostello@cdc.gov.

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ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

ENGINEERS IN ACTION

Greening Military Installations Facing the ambitious energy- and resource-reduction goals set forth by numerous legislative mandates and presidential executive orders, military installations are moving forward aggressively along the path to sustainability while continuing to preserve the ecosystems they inhabit.

A. Joint Base Lewis-McChord, Wash., in January partnered with

The Nature Conservancy to conduct ecological burns designed to reduce flammable fuels, emulate natural disturbances, limit encroachment by exotic plants, and maintain desirable ecosystems such as this 1,800-acre prairie, the largest intact native prairie in Washington. (Army photo by Ingrid Barrentine)

B, C. A construction crew puts “wings” on the new fitness center

at Tyndall Air Force Base, Fla. The facility, which opened Aug. 20, 2010, is expected to reach the Air Force’s first to be certified Leadership in Energy and Environmental Design Platinum thanks to energy savings and environmentally-friendly technologies such as rooftop photovoltaic solar panels. The building also features cool-roof technology and a solar-generated hot water system, which are expected to help achieve a 9 percent energy savings for the building.

D. Chief Warrant Officer 2nd Eric Yobs, USN, Officer in Charge

of the Christmas Island Detail of Naval Mobile Construction Battalion (NMCB) 11, in January explains to Brig. Gen. Stanley J. Osserman Jr., USAF, Mobilization Assistant to Director, Strategy and Policy, U.S. Pacific Command, a solar-powered water pumping system that NMCB-11 built for a school on Kiritimati Island. (Navy photo by Ensign Joe Painter)

E. Construction workers install solar panels on Kelley Barracks Building 3318 at U.S. Army Garrison Stuttgart, Germany. The solar panels are one of many methods of increasing energy efficiency that were discussed in February at the garrison’s second-annual energy symposium. (Army photo by Carola Meusel, USAG Stuttgart Public Affairs)

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The Military Engineer • May-June • 2011

F. Construction Electrician 3rd Class Tricky Legazpi, USN, shows Navy Exchange employees a display of energyefficient light bulbs at an energy conservation booth at Naval Support Activity, Naples, Italy, Support Site in October 2010. (Navy photo by MC2 Felicito Rustique) G. A new environmentally-friendly, 120-T switcher

locomotive, the N-ViroMotive, pulls ordnance cars in January at Naval Support Activity Crane, Ind. It is one of eight locomotives used on the base to stage Crane Army Ammunition Activity ordnance for shipment to U.S. forces around the world. Procured and operated by Naval Facilities Engineering Command Midwest’s Public Works Department Crane, it runs on biodiesel fuel and is certified by the Environmental Protection Agency for low emissions. (Navy photo by Jayna M. Turpin)

H. A construction worker installs a solar thermal roof on

Building 601 at the Army’s Adelphi Laboratory Center, in Adelphi, Md., in December 2010. The roofing system is expected to save more than 170-million-BTUs annually, the equivalent of approximately 30 barrels of crude oil. (Army photo by Doug Lafon, Adelphi Laboratory Center)

I. Matthew Stroupe, a forester with the 2nd Civil Engineer Squadron at Barksdale Air Force Base, La., sets fire to a section of forest during a controlled burn on the base’s East Reservation. Controlled burns are used on Air Force bases to maintain wildlife habitats and prevent wild fires. (Air Force photo by Senior Airman Chad Warren)

IN MEMORIAM SAME honors the brave engineers who have given their lives while supporting operations in Iraq and Afghanistan. Spc. Nathan B. Carse, 32, of Harrod, Ohio, was assigned to the 2nd Engineer Battalion, 176th Engineer Brigade, White Sands Missile Range, N.M. Staff Sgt. Joshua S. Gire, 28, of Chillicothe, Ohio, was assigned to the 54th Engineer Battalion, 18th Engineer Brigade, Bamberg, Germany. Pfc. Michael C. Mahr, 26, of Homosassa, Fla., was assigned to the 54th Engineer Battalion, 18th Engineer Brigade, Bamberg, Germany. Staff Sgt. Jason A. Rogers, 28, of Brandon, Miss., was assigned to 2nd Combat Engineer Battalion, 2nd Marine Division, II Marine Expeditionary Force, Camp Lejeune, N.C. Spec. Justin Ross, 22, of Green Bay, Wisc., was assigned to the 863rd Engineer Battalion, Wausau, Wisc. Cpl. Joseph C. Whitehead, 22, of Axis, Ala., was assigned to 2nd Combat Engineer Battalion, 2nd Marine Division, II Marine Expeditionary Force, Camp Lejeune, N.C.

The Military Engineer • No. 671

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FY2012 DOD and Federal Agency Program Briefings Growing by more than 100 attendees for the third consecutive year, the Society of American Military Engineersâ&#x20AC;&#x2122; FY2012 DOD and Federal Agency Program Briefings was held March 23 in Arlington, Va. The annual event, open exclusively to SAME Sustaining Members, features briefings from uniformed and senior civilian personnel on the coming fiscal year programs of each of the military engineering services and related federal agencies and includes a Q&A luncheon with the engineering service chief of the U.S. uniformed services. Presentations from this yearâ&#x20AC;&#x2122;s briefings will be available online for 90 days after the event at www.same.org/dod.

LETTER FROM . . .

GOVERNMENT NEWS

MILITARY NEWS

SUSTAINABILITY NEWS

A NOTE FROM THE EXECUTIVE DIRECTOR

Recognizing SAME Superstars

TECHNOLOGY NEWS

LEADER PROFILE

NEW PRODUCTS

SMALL BUSINESS NEWS

Recognition is one of the five goals in the ENGINEERS IN ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES SAME Strategic Plan. Recognition is important to all organizations, especially volunteer organizations. There are many forms of recognition, from formal programs to simply saying thanks to someone who has done an outstanding job. SAME is proud to present its annual awards at the Joint Engineer Training Conference & Expo. For 2010, we received a record 72 nominations for 19 awards. The national SAME Awards Committee recommended, and the Board of Direction approved, the establishment of two Young Member awards—one for uniformed officers and NCOs and the other for civilians in government or industry. SAME has made great strides to involve Young Members in all of its programs and governance. Young Members have served as Post Presidents and on Post boards of direction and have continued to take more responsibility for developing and running Post programs. All the 2010 award recipients, listed in a special insert in this edition of TME—The Military Engineer, deserve recognition by SAME as leaders in our society and the engineering profession. Congratulations to all of them. Another aspect of the SAME recognition program is the Distinguished Post and Top Post designations. There are several requirements to becoming a Distinguished Post beyond the winning of Streamers: The Post must have submitted its financial report by March 1; the Post must have sent a board member and Young Member to one of the two Post Leaders Workshops held during the calendar year (Small Posts can send one or the other); the Post must nominate at least one of its members for a national award or to become a Fellow; and the Post must have net positive growth in membership. As you can see, these are high standards. We congratulate the 21 Posts, also listed in this edition of TME, that are being recognized as Distinguished. We hope that many of our Posts have recognition programs to thank their volunteers for their efforts and to pay tribute to those volunteers who have gone above and beyond in supporting the SAME mission, vision and Strategic Plan. In addition to SAME’s recognition programs, we are proud of several of our members who have been recently recognized by other organizations. I recently attended the Outstanding Project and Leaders (OPAL) Awards dinner sponsored by the American Society of Civil Engineers (ASCE). Three SAME members were recognized with awards. • Maj. Gen. Joseph (Bud) Ahearn, P.E., F.SAME, USAF (Ret.), was recognized with an Outstanding Lifetime Achievement Award for Government. Gen. Ahearn not only had a distinguished 34-year career in the U.S. Air Force, but has distinguished himself by his active involvement with ASCE and Engineers Without Borders for the past 20 years. • Col. Stephen Ressler, Ph.D., P.E., USA, was recognized with

SOCIETY NEWS

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an Outstanding Lifetime Achievement Award for Education. Col. Ressler has been a longtime faculty member at the U.S. Military Academy and is now the Head of the Civil and Mechanical Engineering Department. He was instrumental in developing ASCE’s ExCEEd project—Excellence in Civil Engineering Education—as well as the West Point Bridge Design software used by many SAME Posts. • Gregs Thomopulos, P.E., of Stanley Consultants was recognized with an Outstanding Lifetime Achievement Award for Management. Thomopulos has an outstanding 45-year record of accomplishments in the engineering profession and from 1998 to 2007 was CEO of Stanley Consultants, for which he now serves as Chairman of the Board. Thomopulos was an active member of the SAME Senior Executive Group for several years. Several SAME members also were recognized among the Top 25 Newsmakers for 2010 by Engineering News-Record magazine at an awards luncheon in New York City on April 7: • Joe Gott, P.E., SES, Chief Engineer for the Naval Facilities Engineering Command (NAVFAC), was recognized for his work in streamlining NAVFAC processes and procurement methods in the execution of the command’s $16 billion construction program. • Dennis Kamber, P.E., Senior Vice President and Director of Water Resources for Arcadis-U.S., was recognized for his lead role in the post-Hurricane Katrina analysis and development of the $14.6 billion hurricane protection project in New Orleans. • Randy Holman, P.E., Program Manager for the U.S. Army Corps of Engineers and Deputy Director of the San Antonio Joint Program Management Office, was recognized for managing more than 150 construction contracts and keeping the area’s $3 billion Base Realignment and Construction effort on schedule. • Gilberto Neves, CEO of Odebrecht Construction, was recognized for his development of training programs attended by his own employees and a significant number of contractors who he has personally mentored and brought to new levels of success in construction. • Paul C. Rizzo, President and CEO of Rizzo Assoc., was recognized for designing and building America’s largest roller-compacted concrete dam and the world’s first pumped-storage project to use a reinforced cement concrete water-retaining structure. Whether earning recognition through the SAME awards program or other organizations, these members demonstrate the outstanding leadership and expertise that keeps SAME on the cutting edge of the engineering field. Congratulations to all of these SAME superstars! Robert D. Wolff, Ph.D., P.E., F.SAME SAME Executive Director The Military Engineer • May-June • 2011

SOCIETY NEWS

ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

SOCIETY NEWS SAME WEBSITE SHORTCUTS

SAME CONTINUES TO IMPROVE WEBSITE

If you haven’t visited the SAME website recently, you’re in for a huge surprise. Accessible at www.same.org, the homepage features current events, photos and news items showcasing SAME national and Post events and provides timely information on the A/E/C industry. The initiative, led by Josef Scarantino, SAME Web Manager and Social Media Specialist, and supported by Jack Nank, Editor, is ongoing with new changes being instituted periodically. Among additional changes is the reorganization of the Find a Post listing, accessible from the home page. Now, visitors can locate an SAME Post by State, Region, or via an interactive Google Map that also includes locations of military installations. In addition, presentations from past SAME events will now be housed on a separate page, making it easier for site visitors to access them in one location. Shortcuts to many of SAME’s more prominent pages are in place to assist you in getting the information you desire with just one click (see box at right). We encourage you to take a moment to explore www.same.org and let us know what you think, as well as any additional changes you would like to see made that 116

will further enhance the site. Please send your suggestions and comments to webmanager@same.org. We look forward to hearing from you.

STRATEGIC PARTNERS ADD VALUE TO SAME MEMBERSHIP

SAME has expanded your professional development opportunities by capitalizing on our strategic partnerships with other professional associations. Strategic Partnerships Provide Member Discounts. The Construction Management Association of America (CMAA) the International Facility Management Association (IFMA) and the DesignBuild Institute of America (DBIA) offer courses to SAME members at their discounted member rates. Programs include Webinars, workshops and courses that can be used for professional development and are often eligible for professional development hours or continuing education units required for licensing boards or recertification. Certification Programs. SAME Members can earn the Certified Construction Manager (CCM) credential from CMAA’s Construction Manager Certification Institute and the Certified Facility Manager (CFM) credential from IFMA. The SAME Member pass rate from previous SAME-

EVENTS DOD Federal Program Briefings www.same.org/dod Post Leaders Workshop www.same.org/postleaders Transition Workshop www.same.org/transition SAME Webinars www.same.org/webinars Continuing Education Program www.same.org/continuinged Executive Forum www.same.org/execforum Golden Eagle Awards www.same.org/goldeneagle Joint Engineer Training Conference & Expo www.same.org/jetc Senior Executive Group www.same.org/seg Small Business Conference www.same.org/sbconference Presentations from Past Events www.same.org/eventpresentations PUBLICATIONS The Military Engineer Website www.same.org/tme Advertise in TME www.same.org/advertising Directory of Member Companies and Organizations www.same.org/directory COMMITTEES & COUNCILS College Outreach Committee www.same.org/college Emergency Preparedness & Homeland Security Committee www.same.org/homelandsecurity Environmental Committee www.same.org/environmental Facility Asset Management Committee www.same.org/fm International Committee www.same.org/international K-12 Outreach www.same.org/k12 Non-Commissioned Officers Council www.same.org/nco Small Business Council www.same.org/smallbusiness Young Members Council www.same.org/youngmembers TISP www.tisp.org

The Military Engineer • May-June • 2011

SOCIETY NEWS

SOCIETY NEWS sponsored review courses and testing has been close to 100 percent, compared to the average pass rate of 60 percent. Review courses may also be offered through the SAME Continuing Education Program (see schedule on page 116).

SAME ELECTS 2011-2012 BOARD OF DIRECTION

Please join SAME in welcoming the newly-elected members of the 2011-2012 SAME Board of Direction. Members of the SAME Board of Direction will be sworn in during the SAME Joint Engineer Training Conference & Expo, taking place May 24-27, 2011, in Grapevine, Texas. President 2011-2012 Rear Adm. Christopher J. Mossey, CEC, USN, Naval Facilities Engineering Command First Vice President 2011-2012 Anthony F. Leketa, P.E., F.SAME, Parsons Water & Infrastructure Inc.

Vice Presidents 2011-2012 Jennifer P. Fogg, CPF, F.SAME, ASSET Group Inc. Paul A. Parker, P.E., SES, F.SAME, U.S. Air Force Elected Directors 2011-2015 Cdr. Joseph A. Angell, P.E., CCM, F.SAME, USN (Ret.), Vanasse Hangen Brustlin Inc. Satyesh K. (SK) Nanda, Ph.D., P.E., F.SAME Col. Salman (Sal) M. Nodjomian, P.E., F.SAME, U.S. Air Force Capt. Nadja Turek, P.E., LEED AP, USAFR, Woolpert The SAME Board of Direction consists of 43 voting members and five non-voting members. A complete list of board members can be found on the SAME website by visiting www.same/about and clicking on “National Leadership.”

SAME “CAREER MEMBERSHIP” FOR UNIFORMED SERVICE MEMBERS

Uniformed service members may join the Society of American Military Engineers (SAME) for a one-time membership feel of $60 and enjoy the many benefits of SAME membership at no additional charge throughout the duration of their career in the uniformed services. Eligible service men and women include active duty, and participating guard and reserve who serve in the Army, Navy, Air Force, Marine Corps, Coast Guard and Public Health Service. The new membership provides a careerlong series of opportunities to: • receive TME—The Military Engineer— magazine both in print and online; • network with leaders of the uniformed services and industry at national and local conferences and events; • interact with members of all branches of the uniformed services to become

Where leadership meets learning July 6-7, 2011 Chicago, Ill. The SAME Executive Forum brings together senior executives from the uniformed services and the private sector to discuss issues of shared interest. The forum will consist of six tracks covering timely topics for senior executives working with the Department of Defense (DOD): • MILCON Project Delivery • A/E and Environmental Services Contracting • DOD Construction Contracting • Sustainable Installations • Small Business – Critical Strategies for Cultivating Success • Joint Engineer Contingency Operations (CONUS) SAME EXECUTIVE FORUM • JULY 6-7, 2011

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ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

SOCIETY NEWS TOP COMPANIES BY POST MEMBERSHIP

Company # of Post Memberships URS 74 AECOM 63 AMEC 62 Tetra Tech 61 CH2M HILL 59 Weston Solutions 58 HDR 47 Stanley Consultants 45

IC ER

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SAME/U.S. Army Engineering & Construction Camp June 19-25, 2011 Vicksburg, Miss.

SAME/USAFA Engineering & Construction Camp June 24-30, 2011 Colorado Springs, Colo.

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better-educated on joint engineer operations; • gain valuable training and receive professional development hours through SAME topic-specific workshops on LEED, design-build, project management, and construction and facility management; and • receive discount registration fees for SAME events as well as events and certification programs offered by our strategic partners, including CMAA, IFMA and DBIA. In addition, civilians employed by a uniformed service may purchase a threeyear membership at a reduced fee of $45, or a five-year membership for $60. These exclusive rates apply to all age groups for the duration of the member’s employment as a civilian with a uniformed service branch. For membership application, go to www. same.org/join, or contact the Membership Department at 703-549-3800 x121.

With the right skills and knowledge, challenges become opportunities.

CONTINUING EDUCATION PROGRAM

2011 Continuing Education Courses Increasing the Sustainability of Existing DOD Buildings (1 day, 8 PDHs)

June 21-23 St. Louis, Mo.

October 12-14 Seattle, Wash.

X X X X

LEED for DOD Projects (1.5 days, 12 PDHs) Best Value Source Selection for DOD Projects (3 days, 24 PDHs)

Project Management for DOD Practitioners (3 days, 24 PDHs) PMP Exam Prep Course (3 days, 24 PDHs)

Design Build for DOD Projects (2 days, 16 PDHs)

CMAA Construction Management Standards of Practice Course (3 days, 24 PDHs) IFMA CFM Review Course (16 PDHs) Energy Course (In Development) (1.5 days, 12 PDHs) One-Day Seminars for DOD Projects (8 PDHs)

X X

X X Energy and Net Zero (06/23/11)

Building Information Modeling (10/14/11)

Not all courses are offered at all sites. Please refer to the SAME Continuing Education Program website for updates.

The Military Engineer • May-June • 2011

TECHNOLOGY NEWS

LEADER PROFILE

NEW PRODUCTS

SMALL BUSINESS NEWS

SMALL BUSINESS NEWS SBA PROPOSES INCREASE TO SMALL BUSINESS SIZE STANDARDS

The U.S. Small Business Administration (SBA) proposes to increase small business size standards for 35 industries and one sub-industry in North American Industry Classification System (NAICS) Sector 54, Professional, Scientific and Technical Services and one industry in NAICS Sector 81, Other Services. As part of its ongoing comprehensive review of all size standards, SBA has evaluated 45 industries and three subindustries in NAICS Sector 54 and one industry in NAICS Sector 81 to determine whether the existing size standards should be retained or revised. This proposed rule is one of a series of proposals that will examine size standards of industries grouped by an NAICS Sector. SBA must receive comments to this proposed rule on or before May 16, 2011. SBA published the white paper,‘‘Size Standards Methodology,’’ in the Oct. 21, 2009, issue of the Federal Register, providing notice that ‘‘Size Standards Methodol-

SOCIETY NEWS ogy’’ is available on its website at www.sba. gov/size for public review and comments. The white paper explains how SBA establishes, reviews and modifies its receiptsbased and employee-based small business size standards. In this proposed rule, SBA has applied its methodology that pertains to establishing, reviewing and modifying a receipts-based size standard. Background To determine eligibility for federal government small business assistance programs, SBA establishes small business size definitions (referred to as size standards) for most private sector industries in the U.S. SBA’s existing size standards use two primary measures of business size—receipts and number of employees. Financial assets, electric output and refining capacity are used as size measures for a few specialized industries. In addition, SBA’s Small Business Investment Company (SBIC) and the Certified Development Company (CDC) programs determine small business eligibility using either the industry-based size standards or net worth

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The Military Engineer • No. 671

ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES and ENGINEERS net INincome-based size standards. Currently, SBA’s size standards consist of 42 different levels, covering 1,141 NAICS industries and 18 sub-industry activities. Thirty-one of these size levels are based on average annual receipts, eight are based on number of employees and three are based on other measures. In addition, SBA has established 11 other size standards for its financial and procurement programs. SBA recognizes that changes in industry structure and the Federal marketplace over time have rendered existing size standards for some industries no longer supportable by current data. On Sept. 27, 2010, the president signed the Small Business Jobs Act of 2010 (Jobs Act). The Jobs Act directs SBA to conduct a detailed review of all size standards and to make appropriate adjustments to reflect market conditions. Specifically, the Jobs Act requires SBA to conduct a detailed review of at least one-third of all size standards during every 18-month period from the date of its enactment and do a complete review of all size standards not less

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frequently than once every 5 years thereafter. Reviewing existing small business size standards and making appropriate adjustments based on current data is also consistent with Executive Order 13563 on improving regulation and regulatory review. For a copy of the document, ‘‘Size Standards Methodology,’’ which was used for developing, reviewing and modifying size standards, go to www.sba.gov/size. Proposed Size Standards To simplify size standards for the ongoing comprehensive size standards review of receipts based size standards, SBA proposes to select size standards for industries from a limited number of levels. Currently, there are 31 different levels of receipts based size standards. They range from $0.75 million to $35.5 million and many of them apply to one or only a few industries. SBA believes that size standards with such a large number of small variations among them are both unnecessary and difficult to justify ana-

lytically. To simplify managing and using size standards SBA proposes that there be fewer size standard levels. This will produce more common size standards for businesses operating in related industries. There will also be greater consistency among the size standards for industries that have similar economic characteristics. The SBA proposes, therefore, to apply one of eight receipts-based size standards to each industry in NAICS Sector 54 that has a receipts-based standard. In this proposed rule, SBA has not reviewed the six employee-based size standards in NAICS Sector 54. Those employee-based size standards will remain in effect until SBA reviews industries that have employeebased size standards. The eight ‘‘fixed’’ receipts based size standard levels are $5 million, $7 million, $10 million, $14 million, $19 million, $25.5 million, $30.0 million and $35.5 million. To establish these eight receiptsbased size standard levels SBA considered the current minimum, the current maxiProviding Engineering Services for Government and Industry We are your solutions for

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mum and most commonly used current receipts-based size standards. Currently, the most commonly used receipts-based size standards cluster around the following—$2.5 million to $4.5 million, $7 million, $9.0 million to $10 million, $12.5 million to $14.0 million, $25.0 million to $25.5 million, and $33.5 million to $35.5 million. SBA selected $7 million as one of eight fixed levels of receipts-based size standards because this is an anchor standard for receipts-based standards. The lowest receipts-based size level that SBA is proposing will be $5 million. Common Size Standards To simplify size standards further, SBA may propose a common size standard for closely related industries. Although the size standard analysis may support a specific size standard level for each industry, SBA believes that establishing different size standards for closely related industries may not be appropriate. For example, in cases where many of the same businesses operate in the multiple industries, estab-

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The Military Engineer • May-June • 2011

TECHNOLOGY NEWS

LEADER PROFILE

NEW PRODUCTS

SMALL BUSINESS NEWS

SMALL BUSINESS NEWS lishing a common size standard might better reflect the federal marketplace. This might also make size standards among related industries more consistent than establishing separate size standards for each of those industries. This led SBA to establish a common size standard for the Computer Systems Design and Related Services industries (NAICS 541511, NAICS 541112, NAICS 541513, NAICS 541519 and NAICS 811212), even though the industry data might have supported a distinct size standard for each industry. Businesses engaged in computer-related services typically perform activities in two or more other related industries. SBA also has established a common size standard for certain architectural and engineering services industries (NAICS 541310, NAICS 541330 (excluding the ‘‘exceptions’’), NAICS 541360, NAICS 541370 and Map Drafting which is an ‘‘exception’’ under NAICS 541340). As described in the proposed rule, SBA has considered additional common size

SOCIETY NEWS standards for several related industries within NAICS Sector 54, as alternatives to industry-specific separate size standards. Whenever SBA proposes a common size standard for closely related industries it will provide its justification in the proposed rule. SBA has decided that lowering small business size standards would be inconsistent with efforts put in place by the federal government to stimulate the economy and encourage job growth through the American Recovery and Reinvestment Act of 2009 and the Jobs Act. Therefore, SBA proposes to retain the current size standards for those industries for which its analyses suggested decreasing their size standards. Overall, of the 45 industries and three sub-industries in NAICS Sector 54 and one industry in NAICS Sector 81 that were reviewed in this proposed rule, SBA proposes to increase size standards for 36 industries and one sub-industry and retain current standards for 10 industries and two subindustries.

ENGINEERS IN ACTION HISTORICAL PERSPECTIVE FY2012 SERVICES Proposed Benefits The benefits of SBA’s proposed increased size standards will accrue to three groups: (1) Businesses that are above the current size standards will gain small business status under the higher size standards, thereby being able to participate in federal small business assistance programs; (2) Growing small businesses that are close to exceeding the current size standards will be able to retain their small business status under the higher size standards, thereby being able to continue their participation in the programs; and (3) Federal agencies will have a larger pool of small businesses from which to draw for their small business procurement programs. The comment period ends May 16, 2011. Information on the proposed standard may be found on the SAME Small Business Council website at www.same. org/smallbusiness as well as the SBA website at www.sba.gov/size. Compiled from Federal Register, Vol. 76, No. 51, Wednesday, March 16, 2011, Proposed Rules

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FY2012 SERVICES

On Oct. 7, 2010, the U.S. Small Business Administration published a final rule effective February 4, 2011, aimed at expanding federal contracting opportunities for women-owned small businesses (WOSBs). The Women-Owned Small Business (WOSB) Federal Contract program authorizes contracting officers to set aside certain federal contracts for eligible: • Women-owned small businesses (WOSBs) or • Economically disadvantaged womenowned small businesses (EDWOSBs) Eligibility Requirements To be eligible, a firm must be at least 51percent owned and controlled by one or more women, and primarily managed by one or more women. The women must be U.S. citizens. The firm must be “small” in its primary industry in accordance with SBA’s size standards for that industry. In order for a WOSB to be deemed “economically disadvantaged,” its owners

must demonstrate economic disadvantage in accordance with the requirements set forth in the final rule. To participate in the Program, a WOSB or EDWOSB must meet the eligibility requirements and either 1) self-certify their business OR (2) be certified by an SBAapproved Third-Party Certifier. All WOSBs and EDWOSBs must register their status in the Central Contractor Registration (CCR) and the Online Representations and Certifications Application (ORCA), as well as upload required documents to the WOSB Program Repository. CCR and ORCA are currently being updated to allow WOSBs and EDWOSBs to register. (Small Business Administration)

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The Military Engineer • May-June • 2011

TECHNOLOGY NEWS

LEADER PROFILE

NEW PRODUCTS

SMALL BUSINESS NEWS

SMALL BUSINESS NEWS Of particular note is the “opportunities” tab, which includes subcontracting opportunities. For inquiries regarding available opportunities, contact the Small Business Liaison Officer (SBLO). NAVFAC Prime Contracts with Large Businesses. This listing provides a complete list of active contracts with Large Business firms for subcontracting and supplier opportunities. Each contract is assigned an SBLO by the contractor. GUAM Design-Build Multiple Award Construction Contract-Large Business Prime Contractors. Complete list of the contractors available under the Guam Design-Build Multiple Award Contracts being used for the DPRI Guam program; includes the prime contract SBLO. GUAM Small Business Multiple Award Contracts-Prime Contractors. Complete list of the contractors available under the Small Business Multiple Award Contracts (Construction and Design-Build) being used for the DPRI Guam program; includes prime contract point of contact information.

NEWS Global Contingency Contract. SOCIETY Complete list of the contractors available under the NAVFAC Global Contingency Contract (GCC). Environmental Contracts. Complete list of active Environmental Contracts with Large Business firms; includes CLEAN, RAC and Environmental Multiple Award Contracts. Anti-Terrorism Force Protection Contracts. Complete list of the contractors available under the Anti-Terrorism Force Protection Multiple Award Contract (ATFP MAC). NAVFAC Small Business Contractors. Current list of NAVFAC Contracts with Small Business concerns. The list may be used for various purposes, including market research, subcontract and supplier opportunities, and data collection. NAVFAC Contracts with 8(a) Firms. This is a list of NAVFAC contracts with Small Business Act 8(a) Business Development, Small Disadvantaged Business contractors. (NAVFAC Small Business website)

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PRODUCTS & SERVICES HISTORICAL PERSPECTIVE

HIGHEST LIFTING SKID-STEER LOADER FY2012 SERVICES

The S850 is Bobcat’s largest skid-steer loader in its lineup. With a 12-ft lift height, the new loader is the highest lifting skid-steer loader on the market. With increased uptime, the S850 is designed to work long hours and more efficiently on tough terrain and jobsites, allowing the operator to spend minimal time on routine maintenance. The new design features a unique cab-forward style that gives the operator a clear view of the attachment and provides visibility in all directions. With the 10 percent increase in cab size, operators will be able to work in comfort. Noise levels are reduced 60 percent due to new engine mounts that decrease vibration and noise levels. New job-enhancing features have been added to the optional deluxe instrumentation panel. The new panel intelligently monitors key loader functions, display and monitor certain attachment functions and the keyless start helps prevent theft. www.bobcat.com

POWERFUL AIR MOVEMENT WITH POWERFOIL X

Powerfoil X by Big Ass Fans is the strongest, most adaptable industrial ceiling fan. The 8-ft to 24-ft Powerfoil X is designed to provide the most reliable industrial air movement solution for large spaces. It’s so dependable that it’s backed by a 10year parts warranty with certified factory installation. The Powerfoil X will be the end of your search for the longest-lasting, highest-performing air movement solution. www.bigassfans.com

FACILITY ASSET MANAGEMENT AND INVESTMENT ANALYSIS SOFTWARE

MACTEC’s Facility Lifecycle Group released Vertex 4.0, the latest and most comprehensive version of the company’s flagship facility asset management and investment analysis software product. Vertex 4.0 includes a more powerful financial analysis engine, enabling 30,000 buildings to be analyzed and multi-year budget estimates to be created in only a few minutes. The location-specific dashboards—a new feature in this version—provides portfolio statistics SPRUNG INSTANT and financial data at any level of the STRUCTURES FOR RAPID USE portfolio hierarchy, from a building The durable, precision-engineered, tento the entire enterprise. New analysis sioned membrane structures from Sprung dashboards allow users to view mulInstant Structures are the solution of choiceLETTER FROM . . . GOVERNMENT NEWS MILITARY NEWS SUSTAINABILITY NEWS tiple budget plans in a side-by-side for military needing a fast, reliable and review, supporting easier comparisons locatable building alternative. The Sprung of different scenarios. Vertex 4.0 structure is an innovative alternative to concontinues to support owners’ manventional construction utilizing architecagement planning related to maintetural membrane panels placed under high nance, repair and replacement of real property assets based on engineered tension within a non-corroding aluminum management system principles. substructure. A highly versatile alternative ing. Sprung fabric buildings make durable TECHNOLOGY NEWS LEADER PROFILE NEW PRODUCTS SMALL BUSINESS NEWS www.mactec.com to steel, the rustproof extruded aluminum structures that can be climate controlled substructure of a Sprung tensioned fabric using the optional 8-in formaldehyde-free Submit Products and Services News with structure provides a cost-effective, light- insulation package. high-resolution (300-dpi) electronic weight and easy-to-assemble fabric buildwww.sprung.com images, to newproducts@same.org.

ENERGY EFFICIENT STREET LIGHTING SOCIETY NEWS

ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

FY2012 SERVICES

Engineered for energy efficiency and environmental sustainability, LEDway is a versatile, high-performance street lighting solution from BetaLED designed specifically for street and roadway applications. It can easily be retrofitted to existing mounting systems, making it simple and affordable to invest in state-of-the-art technology. LEDway streetlights are built to the exact standards required by your application. With more than 19 optical distributions, flexible drive currents, numerous optional features, and the option to choose the number of LEDs, no other product on the market is more versatile. www.betaled.com 126

The Military Engineer • May-June • 2011

Oct. 26-28 | Phoenix Convention Center | Phoenix, Ariz., USA

Smarter facilities. Smarter facility management. IFMA’s World Workplace 2011 will offer an all-new educational experience to meet the growing needs of those who support the built environment. New topic areas reflect facility management competencies defined by IFMA’s most recent global job task analysis: ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Communication Emergency Preparedness & Business Continuity Environmental Stewardship & Sustainability Finance and Business Human Factors Leadership and Strategy Operations and Maintenance Project Management Quality Real Estate & Property Management Technology

New learning levels are based on your unique professional experience: ■ 100 level: geared toward professionals with less than two years of experience. ■ 200 level: geared toward professionals with two to five years of experience.* ■ 300 level: geared toward professionals with more than five years of experience.* *Perfect for credentialed or aspiring Facility

Management Professionals (FMP®), Certified Facility Managers® (CFM®), or Sustainability Facility Professionals™ (SFP™).

Forward-thinking education. Sessions present innovative strategies for keeping your facility and career competitive. Attend new “What Keeps You Up at Night” roundtables and consultations. Gain inspiration from a special closing keynote motivational speaker.

Global networking. Connect with an estimated 5,000 attendees from 40 countries, more than 2,000 companies and 20 workplace-related industries.

Smarter solutions. Discover products and services you never knew existed. Attend product demonstrations and info sessions to understand how these tools can help you save money and improve operations.

Achieve the power to lead change. www.worldworkplace.org

SMALL BUSINESS DOESN’T MEAN SMALL IMPACT. USACE SMALL BUSINESS CONFERENCE

featuring briefings by other DOD agencies

NOV 28-30, 2011 NATIONAL HARBOR, MD. GAYLORD NATIONAL

Hosted by

www.same.org/sbconference

SOCIETY NEWS

ENGINEERS IN ACTION

HISTORICAL PERSPECTIVE

Energy for Today and Tomorrow BY JAMES G. STANLEY Excerpted from: The Military Engineer Vol. 72, No. 466—March-April 1980

Editor’s Note: The following text is excerpted from the article “Energy for Today and Tomorrow,” which was written by James G. Stanley, a contract specialist with Dow Chemical Co., and first published in the March-April 1980 issue of The Military Engineer. Stanley’s article, the full text of which highlighted additional technologies not reprinted here, was written at a pivotal point in the energy history of the U.S.—in the immediate wake of the energy crises, shortages and embargos of the 1970s; a year following the partial nuclear meltdown at Three Mile Island, Pa.; and in the midst of President Carter’s energy-conservation and anti-pollution initiatives. In addition to highlighting several viable energy alternatives, Stanley’s piece also provides at least one person’s perspective on the political and regulatory landscape of the time. For the purpose of this historical piece, the excerpted text is reprinted as published in its original form. Today’s energy requirements are characterized by escalating costs, excessive government regulations, and an impending sense of unsolvable shortages. Tomorrow’s needs are anticipated in an atmosphere of confusion, misinformation, and apprehension. There are some alternatives to becoming more dependent on the oilexporting countries, with constantly escalating prices, more restrictive quotas, and the accompanying inflation. Finally we will no longer afford the cost or will

The Military Engineer • No. 671

be content with a halt to our normally expanding industrial economy. Before we face the brownouts in our cities or the dangerous socioeconomic situation developing in the world, we must consider the energy alternatives. Before considering the options, an understanding of the magnitude of energy consumption in the United States is essential. We presently consume almost 18 million barrels of petroleum per day, or 276 billion gallons per year. That means we burn the fluid equivalent of Louisiana’s Lake Pontchartrain in about seven years. The numbers become so great that, to evaluate total energy usage, we translate consumption into equivalent standard thermal units—the British thermal unit (Btu)—and express the volume in quadrillion Btu’s (quads). A quadrillion is the number 1 followed by 15 zeros (1 x 1015), and we consume about 80 quads of energy per year. Estimates for the year 2000 range from 100 to 200 quads per year. Because current petroleum use equals about 38 quads per year for oil and 21 quads for natural gas, and because U.S. production is declining, other energy sources such as coal, nuclear, solar, hydroelectric, and their various offshoots must obviously be expanded. Short-term efforts may be considered those which produce adequate energy for the next ten years. In that period, the options are few. Conservation of available energy has helped and will continue to be necessary, but the U.S. energy base must be expanded. Some impact may be expected from increased coal production, assuming a reasonable relaxation of environmental constraints to mining, preparing, transporting, and burning. Nuclear energy production may be slightly expanded, but the slowdown in nuclear manufacturing and the extended licensing time preclude more

than a small contribution for the short term. Solar energy in all its forms—direct collection and storage, wind power electric generation, photovoltaics, biomass conversion, and ocean thermal or tidal generation—does not promise appreciable assistance in the short term, but its medium- and especially long-term promise is more significant. Hydroelectric generation, which now produces about 5 percent of our electric energy, may possibly be expanded slightly. Sizable projects would best be considered for the medium or long term. Geothermal energy is available where molten rock has worked its way through fissures or faults to within a few thousand feet of the earth’s surface. Surrounding rock or underground water is heated, and steam or hot water may be extracted by drilling into these hot zones. If fluid does not naturally occur, water may be injected and turned into steam on contact with the hot rock. The potential for geothermal power has been estimated as greater than our pres-

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FY20

HISTORICAL PERSPECTIVE

FY2012 SERVICES

HISTORICAL PERSPECTIVE ent nuclear development; but area evaluation, economics, and political constraints will limit geothermal contribution for the short term. Our ten-year prospects, then, largely depend on the actions we take with respect to natural gas and oil. The energy alternative picture changes somewhat as we consider possibilities for the medium term (from 1990 to 2000 and slightly beyond). The most probable source for this period is coal—by using conventional and advanced technology combustion, and liquefaction or gasification. Hydroelectric power generation has been a mainstay of the U.S. energy supple for several decades and furnishes about 5 percent of our power. Although most of the suitable locations for dams have been used, there are a few dozen places remaining where the Army Corps of Engineers or the Bureau of Reclamation has considered dam construction, but environmental constraints are increasingly difficult to satisfy. The most promising, and in many ways the most frustrating, source of energy for the medium and long range is the sun. Passive solar energy is contributing to our energy requirement today, particularly in residential space and hot-water heating. Home designs feature a large glass southern exposure, thick heat-absorbing masonry walls, earth and synthetic insulation, proper tree and shrub planting, long eave overhang, and rooftop hot-water heaters are reducing fuel costs in several thousand cases across the country. Advances in solar technology are even more evident in commercial building design and electric power generation. Most other technologies with long-term promise as major energy sources depend on continuing research and development. The theories, and in some cases small-scale pilot plants, are technically and economically sound. Scale-up success, materials improvement, and capital investment may be the determinants in the future application of fluidized-bed combustion, photovoltaics, magnetohydrodynamics, ocean thermal conversion, and nuclear breeder and fusion technologies. All of these energy alternatives lead us to conclude that, from a technical standpoint, our future energy needs can certainly be accommodated. The missing factor is the national will to solve the energy problem. We are not all pulling in the same direction. Government policy, to be acceptable to the American people, must be fair, consistent, understandable, and logical. It has been none of these. It has been tax policy, not energy policy. Environmentalists have wielded tremendous power in national energy policy decisions. Some are certainly well-meaning, though often misguided, citizens who do not always understand the consequences of their ex-

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pressed policy. And some are disguised proponents of a no-growth philosophy, which would surely cause chaos in our society. Because there are too many of us for all to “return to nature,” we are faced with environmental trade-offs if we are to survive. We may have to settle for 95 percent clean air and water with food on the table in a warm home. Government regulations have become a factor no one can overlook. We need to reduce regulation to a workable and reasonable level consistent with a healthy economy and adequate national security. Zero discharge is not an economically viable philosophy. Nor is the belief that we may depend upon the rest of the world to provide us with all the clean energy we might want. Without the energy we need, all other efforts at national defense will be to no avail. Assuming that we can develop a workable energy policy, manpower skills and environmental requirements must be of prime concern in solving the energy problem. We need thousands of trained coal miners, nuclear technicians, energy research specialists, and facilities engineers. And we need millions of old-fashioned Americans who believe that we can become energy-independent, to speak out and elect representatives who will work for the common good, and to conserve and persevere until we may all look to future energy supplies with confidence.

The Military Engineer • May-June • 2011

For New Orleans, we mobilized a force as powerful as nature itself. The ‘Big Easy’ called for a big team with big-picture thinking. Going from unimaginable disaster to a secure future is a tall order, especially

ARCADIS/Pirnie provided initial strategy, mobilized global resources quickly, engineered plans and continues to provide engineering expertise to support construction of the Pump Station and Closure Wall.

when time is not on your side. This requires the very best talent, expertise and resources that the federal government and private industry have to offer. Before plans were drawn up, our team worked side-by-side with the U.S. Army Corps of Engineers to develop a strategy for moving forward. Today, as we continue to provide our global expertise, strengthening and improving levees and floodwalls, designing the world’s largest pumping facility, and creating state-ofthe-art closure structures to safeguard communities near the Inner Harbor, we’re helping the Corps keep its promises to the people of New Orleans. Contact us at federal@arcadis-us.com

Imagine the result

www.arcadis-us.com

CRITICAL EXPERTISE FOR THE CHALLENGES YOU FACE • Engineering • Architecture • Construction • Environmental • Consulting Burns & McDonnell is your trusted partner in helping you achieve your mission — today and tomorrow. 9400 Ward Parkway Kansas City, MO 64114 Phone: 816-333-9400 Fax: 816-333-3690 dodservices@burnsmcd.com

www.burnsmcd.com

Whether in MILCON, Transformation, energy independence, BRAC or civil works projects, Burns & McDonnell uses sustainable design, building information modeling (BIM), progressive construction practices and geospatial intelligence to help you achieve your goals faster, more efficiently and in a responsible, consistent manner. Proud to be one of FORTUNE’s 100 Best Companies To Work For

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