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President’s Message Changes and Challenges for DOD Design and Construction The Department of Defense’s (DOD) engineering programs remain strong as we work to complete the requirements of Base Realignment and Closure, relocate our forces from Okinawa, Japan, to Guam and within South Korea, grow the size of the U.S. Army and U.S. Marine Corps, and improve the quality of life for our soldiers, sailors, airmen and Marines. Additionally, engineer support in Afghanistan, Iraq and elsewhere in the AOR remains high both in terms of deployed units and personnel as well as construction programs. Growth of our engineering services continues to be a key trend. The U.S. Army Corps of Engineers has welcomed more than 8,000 new employees in the past year in support of its military and civil works programs. The Air Force Center for Engineering and the Environment, having recently completed the transfer of management responsibility for military construction and environmental programs from the Major Commands, increased in size by 30 percent. The Naval Facilities Engineering Command (NAVFAC) recently completed an organizational realignment that moved the U.S. Navy’s Public Works Centers into NAVFAC’s organization. Amidst these major organizational changes, we are challenged to maintain the technical competence of the military and civilian workforces in planning, design, construction, and operations and maintenance of our military installations. This challenge is being met with the help of our military schools and education centers as well as professional associations such as SAME, the American Society of Civil Engineers, the International Facility Management Association, the Construction Management Association of America and the Design-Build Institute of America. We continue to rely not only on classroom education and training, but also on distance learning. Due to its greater reliance on design-build, the military’s need for in-house design capability has changed, but by no means has it been eliminated. The Army, Navy and Air Force must continue to maintain technical competence in design and construction management, including the adoption of technology such as geospatial information and building information modeling (BIM). BIM has demonstrated its value in the private sector and is coming to the forefront in the design of military construction projects. While BIM provides greater efficiency and effectiveness in the design and construction of projects, most military installations are not prepared to utilize BIM products in the operation and maintenance of facilities. Rather, the services look to industry for greater efficiencies as we continue to be challenged by high healthcare costs and the need to modernize warfighting equipment. DOD continues to rely on the Brooks Act to select qualified design firms. Regardless of the method of project delivery, design charrettes are essential to getting military requirements and project scope properly identified. Programming military construction projects remains a challenge in the current bidding climate, which has seen increased competition and lower prices from industry. The lower bids have allowed the military to obtain not only the full scope of the project but also additional features that contribute to sustainability and quality of life. In the construction arena, safety continues to be a focus for DOD—we need qualified contractors who take safety seriously and have excellent safety records. We also look for contractors that are committed to sustainable construction methods, including selection of green materials, recycling and project commissioning. Construction in Afghanistan continues to be a challenge due to security, availability of building materials, and the need to set appropriate design and construction standards that ensure the safety of the inhabitants, and the design of facilities that accommodate the capabilities of Afghans to operate and maintain the facilities following construction. SAME has a long and proud history, and we’re continuing our legacy through service to the nation. In this spirit, I call upon all of you to become ambassadors for our engineering profession. I encourage you to share your experiences with others. Tell the story of how we are making a difference at home and around the world. Help encourage fellow citizens to support our efforts, and inspire the next generation of engineering leaders. DOD’s engineering services and the private-sector firms that support them will continue to provide outstanding opportunities for young officers, NCOs and civilians who want to practice their trade while contributing to our national security. As members of SAME, I call upon you to help build the next generation of leaders. Become mentors to these individuals and help guide their career growth. By sharing your leadership and experience with new engineering talent, you’re helping us continue our efforts to Build SAME to Last! Maj. Gen. Timothy A. Byers, F.SAME, USAF SAME President 2010-2011
The Military Engineer • No. 668
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The Military Engineer • November-December • 2010
Contents Design & Construction Methods: 57-70 November-December 2010 Volume 102, Number 668
www.same.org/TME
On the Cover:
Leader Profile 55 John S. Young Jr., P.E.
Main Theme: Design & Construction Methods 57 Building through Innovation
65 Protecting New Orleans
59 Facilities for Wounded Warriors Evidence-based design for
67 Design-Build Shipyard Rehab Assessing conditions at
Overcoming challenges to build new visitor center at Pearl Harbor
world-class care
61 Best Practices in Sustainable Design
A big new storm system in The Big Easy
Philadelphia Navy Yard
A crane prepares to lift a bucket of large stones to the roof of the main office building in June at the National GeospatialIntelligence Agency (NGA) Campus East project site. The stones will permit water drainage from the roof. The U.S. Army Corps of Engineers Baltimore District is managing the design and construction of the $1.7 billion NGA Campus East facility at Fort Belvoir North Area, Va.
USACE photo by Marc Barnes
69 Going Green in Guam Integrating sustainability in base master planning
Incorporating green features at Naval Station Great Lakes
63 Permanent Modular Construction Meeting environmental and anti-terrorism standards
Special Report: Building Information Modeling 71 Advancing MILCON Transformation
75 The Next Dimension
73 The Road to BIM Success
77 Integrating BIM in Europe
The Air Force’s new BIM approach
Reaping BIM benefits in Huntsville
The Military Engineer • No. 668
Managing a construction schedule through BIM
USACE’s measured overseas implementation
Special Insert: 47-50 The Infrastructure Security Partnership
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Focus Features:
Departments
Engineers in Action 84 Operation Enduring Freedom
Engineers support the fight in Afghanistan
Historical Perspective 95 A New Dimension in Designing Generating 3D building models in 1984
1 6 18 32 42 80 81 87
President’s Message Government & Industry News Military News Sustainability News Technology News Executive Director’s Message Society News Small Business News
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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. © 2007 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, $3; Non-member (U.S.), $18; foreign, $35. One-year subscription $88 in the United States and Canada; $188 elsewhere. Two-year subscription $168 in the United States and Canada; $358 elsewhere. Three-year subscription $222 in the United States and Canada; $458 elsewhere. Agency discount available; Air Mail extra. For details go to www.same.org/subscribe. Annual subscription rate for SAME members is $15 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 editorial staff 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.
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Wendi Goldsmith, M.SAME sustainability@same.org Jill M. Jackson, M.SAME technews@same.org
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The Military Engineer • November-December • 2010
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Government & Industry News Compiled by John M. Nank, M.SAME
U.S. Chamber and Department of Labor Launch Pilot Program to Assist Veterans The U.S. Chamber of Commerce and the Department of Labor’s Veterans’ Employment and Training Service (DOL VETS) agency announced in late September the launch of a 14-state pilot program to help veterans find meaningful employment after service to our nation. “We’re launching this program not just to honor the sacrifices made by our veterans but because it makes sense for America’s businesses,” said Thomas J. Donohue, President and CEO of the Chamber of Commerce. “Military veterans are prized by the business community not just for their technical expertise, but also for their leadership skills and dedication.” By leveraging a network of state and local chambers of commerce, this effort will expand on the Chamber of Commerce’s “Hiring Our Heroes” initiative, which launched in 2008 to focus on the employment of wounded, ill and injured veterans as they transition from military service. This program, which involved the Chamber of Commerce and DOL VETS, will educate employers on the value of hiring veterans and help connect employers with veteran talent. To support this program, Chamber of Commerce executives will collaborate with the DOL VETS directors in their states to discuss sponsorship of events that offer veterans the
opportunity to network with prospective employers. The pilot program will launch in Arizona, Colorado, Idaho, Illinois, Mississippi, Nebraska, New Jersey, North Carolina, Oklahoma, Pennsylvania, Rhode Island, Texas, Virginia and Georgia, with a goal to expand the program into all 50 states in 2011. “The chamber is committed to our military heroes for the long haul,” Donohue said. “If we’re going to put America back to work and create 20 million jobs, it should start with the veterans who have protected our freedom.” (Contributed by the U.S. Chamber of Commerce)
New Report on K-12 Engineering Standards Released A new report from the National Academy of Engineering examines the value and feasibility of creating standards for engineering education at the K-12 level. Content standards have been developed for three disciplines in STEM education—science, technology and mathematics—but not for engineering. To date, a small but growing number of K-12 students are being exposed to engineering-related materials. Evidence suggests that engineering education can stimulate interest and improve learning in mathematics and science and improve understanding of engineering and technology. The report-authoring committee argues that the value of engineering education to the nation’s young people and, ultimately, to the country as a whole, is significant. The U.S. is largely dependent on technological development and there are few areas of education as critical as engineering to building an informed citizenry; ensuring a good quality of life; and addressing the challenges facing the country. While it is possible to develop K-12 engineering education standards, implementation would be problematic, the committee concluded. Two significant barriers to the implementation of standards are that few teachers are currently qualified to deliver engineering instruction, and, because of an already full curriculum, the K-12 education system will resist efforts to introduce standards for a new content area. Instead of developing new, standalone standards for engineering, the committee recommended two approaches for leveraging current standards to improve the quality of K-12 6
The Military Engineer • November-December • 2010
clear solutions for a complex world Tetra Tech is developing clear, sustainable solutions for the world’s most complex projects. We have more than 40 years of experience supporting U.S. Department of Defense missions, including civil works, facilities design, environmental compliance and conservation, installation restoration, munitions response, and construction projects. From water resources to military transformation to energy efficiency, Tetra Tech offers comprehensive A-E services that address the full project lifecycle. Tetra Tech provides clear solutions in consulting, engineering, program management, and technical services worldwide. www.tetratech.com The Military Engineer • No. 668
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Located in Riverside Park on the banks of the Hudson River, the Overlook Pavilion is being totally renovated by Coastal.
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The Military Engineer • November-December • 2010
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Any site. Any situation. Every time. Over the last decade, Coastal has successfully completed hundreds of environmentally sensitive remediation, design/build and construction projects nationwide. Currently, we’re helping to restore and rehabilitate a piece of one of our nation’s most esteemed memorials – the Overlook Pavilion at the General Grant National Monument in New York City. Working closely with the National Parks Service, NYC Parks Department and NYC DEP, Coastal is helping to transform the old existing structure, abandoned since the 1960’s, into a brand new joint office/visitors welcome center complete with restroom facilities. Key components of the project include designing and constructing all-new utility services for the 2,500-square-foot space, including electric, sewer and water, as well as extensive waterproofing on the building envelope to prevent water infiltration into below-grade interior spaces. The final renovation will include a complete demo of the interior, mold abatement, plumbing, framing and finishing. Who’s buried in Grant’s Tomb? We know it’s Civil War icon and the 18th President of the United States – Ulysses S. Grant (and his wife, Julia). But now you also know how Coastal is helping to make the historic landmark honoring him an even better place to visit.
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The Military Engineer • No. 668
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Government & Industry News engineering education. The first approach, infusion, would embed relevant learning goals from engineering into existing standards for other subjects. This could be done most easily when existing standards are revised. The second approach, mapping, would suggest connections between the “big ideas” in engineering and important concepts in standards for in other disciplines. The committee writes that three key questions must be asked: (1) What are the most effective ways of introducing and sequencing engineering concepts? (2) What are the considerations in designing materials, programs and assessments that engage all learners? (3) What are the best strategies for enabling young people to understand engineering in educational environments? For more information, contact the study’s director, Greg Pearson, at gpearson@nae.edu (Contributed by NAE) 6706 KW Upd Military Eng to 4c
(continued)
USACE Begins National Math, Science Education Program The U.S. Army Corps of Engineers (USACE) Sacramento District finalized a blanket purchase agreement in September with MYI Consulting to host educational outreach events under the USACE national Science, Technology, Engineering and Math (STEM) Awareness Program. The program’s goal is to stimulate interest and academic achievement in science, engineering and math among underrepresented kindergarten through high-school students. “The Corps views these students as our legacy, not just for us but for America,” said Lt. Gen. Robert L. Van Antwerp, P.E., F.SAME, USA, USACE Commanding General and Army Chief of Engineers. “They represent our nation’s next great leaders in technology.” The agreement streamlines the process by which each of the 49 USACE districts and other federal agencies
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that have an interagency agreement with USACE can request MYI Consulting to host STEM-themed workshops on their behalf. STEM learning events might include one-on-one mentoring with USACE engineers and scientists, guided explorations of USACE projects like dams or environmental restoration efforts, or presentations on USACE career options for students, parents and teachers. While each agency will pay for its own events, the agreement allows them to quickly and easily secure MYI’s services through the Sacramento District, without having to negotiate contracts individually. “This program allows us to broaden our STEM education outreach to underrepresented students through a nationwide effort that will help further the education needed today to meet the engineering challenges of tomorrow,” said Gen. Van Antwerp. (Contributed by USACE Public Affairs)
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The Military Engineer • November-December • 2010
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An overall Best of 2010 Judges Award from McGraw-Hill’s Texas Construction magazine. Another job done safely, done efficiently and done right. That’s the power of true partnership.
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Government & Industry News
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SBA Reports Progress in Meeting Goal for Small Business Contracting Small businesses won a record $96.8 billion in federal prime contracts in FY09, an increase of more than $3 billion from FY08, according to the U.S. Small Business Administration’s (SBA) fourth annual small business procurement scorecard, released in late August. This dollar amount represents 21.89 percent of all federal spending—an improvement over FY08. Additionally, performance in each of the government’s socioeconomic subcategories increased for FY09. “Small businesses received a record $96.8 billion in federal contracts in 2009. There was an increase in both dollars and contracting share for every small business category. This represents real progress, but not enough. We must reaffirm our commitment to ensuring that the 23 percent goal is met and exceeded,” SBA Administrator Karen Mills said. “Federal contracts awarded to small businesses are a ‘win-win’—providing small businesses with the opportunity to grow and create jobs, and offering innovative services and essential goods to the government at great value to the taxpayers.” SBA is required to report to the president and Congress on achievements by federal agencies and departments against their annual goal to ensure greater accountability. The small business procurement scorecard fulfills that requirement by providing an assessment of federal achievement in prime contracting and subcontracting to small businesses by the 24 Chief Financial Officers Act agencies. It also measures progress that departments are making to ensure small business opportunities remain an integral part of their acquisition of goods and services to meet mission objectives. The scorecard is an assessment tool designed to measure how well federal agencies reach their small business and socioeconomic prime contracting and subcontracting goals; provide accurate and transparent contracting data; and report agency-specific progress. The The Military Engineer • No. 668
prime and subcontracting component goals include goals for small businesses, small businesses owned by women, small disadvantaged businesses, service-disabled veteran owned small businesses, and small businesses in located in HUBZones. As it does every year, SBA has closely examined federal procurement reporting and data to ensure the greatest level of transparency possible. After identifying anomalies in initial reports, SBA has worked collaboratively—and will continue to work—with agencies across the government to correct as many data issues as possible, and improve the integrity of all small business federal contracting reporting moving forward. The American Recovery and Reinvestment Act provided additional resources to federal agencies in FY09, providing additional opportunities for small businesses to win federal contracts. Through early August, small businesses have secured more than 30 percent of Recovery Act contracts. This preliminary data underscores the priority the administration and SBA have placed on increasing small businesses access to federal contracts so that they can grow and create jobs. The scorecards released today by SBA, as well as a detailed explanation of the new scorecard methodology, is available online at www.sba.gov/aboutsba/ sbaprograms/goals/index.html. (Contributed by SBA)
buildingSMART alliance Seeks Industry Input on National BIM Standard The buildingSMART alliance needs help with its building information modeling (BIM) standard. The alliance, which is both a council of the National Institute of Building Sciences and the North American chapter of buildingSMART International, has the responsibility of developing the United States National BIM Standard (NBIMS). Version 1 of NBIMS established the overview, principles and methodologies of what the standard will be. The alliance is now beginning the development process for Version 2 (the nitty-
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Government & Industry News gritty of the standard itself ) and needs industry input. BIM has the potential to involve all aspects of the facilities industry, including architects, engineers, contractors, insurers, unions, manufacturers, lawyers, homebuilders, vendors, owners, consumers, local, state and federal governments, codes and standards developers, and testing representatives. Therefore, the alliance is working to assemble a project committee of representatives from all of these sectors. NBIMS Version 2 will be the first true consensus BIM standard for the United States, and it likely form the basis of several other nations’ BIM standards, so industry input (both domestic and international) is crucial. After assembling the project committee, the alliance will issue a call for ballot submissions, followed by an industry review and comment period, then a resolution period. Voting on the final changes is expected to take place in July 2011, with the completed National BIM Standard Version 2 projected to be released at the end of 2011. The opportunity to participate on the NBIMS Project Committee and throughout the development process is open to all members of the alliance and the National Institute of Building Sciences. Information on membership and the committee is available at www.buildingsmartalliance.org/index. php/nbims/committee. (Contributed by NIBS and the buildingSMART alliance)
(continued)
People Rick Benson, P.E., was named Manager of the Dallas, Texas, office of Surveying and Mapping Inc. Allen Cadden, P.E., was promoted to Director of Strategic Development, Schnabel Engineering. Christopher Canonica, P.E., Profit Center Manager for New York operations, Paul Caprio, PG, National Service Line Program Canonica Manager for Site Characterization and Remediation Services, and Brian Lesinski, National Service Line Program Manager for Environmental, Caprio Health and Safety Compliance Services, were named Vice President, EA Engineering, Science, and Technology Inc. Lesinski Glen R. DeWillie, P.E., was named Project Executive, EYP Energy. Capt. Robert Fetter, P.E., USN (Ret.), was named Director of Navy Programs, Halcrow. Richard Finnen, P.E., was promoted to Vice DeWillie President overseeing Washington, D.C., Metro and Virginia area operations, Professional Service Industries Inc. Gail Warrior Lawrence, President and CEO of Warrior Group, was awarded the 2010 ACME Award from the Women’s Council of the National Association of Real Estate Brokers Inc.
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The Military Engineer • November-December • 2010
ADVANCING By leveraging our innovative and award-winning expertise in markets such as transportation, facilities, environmental, energy, water and government, AECOM is advancing the ideas, projects and strategies of clients in over 100 countries around the world. Our complete portfolio of services, combined with a connected global presence that spans every continent, enables AECOM to deliver visionary turnkey solutions to the challenges facing our clients. We are also advancing the careers of our global network of approximately 50,000 employees — including architects, engineers, designers, planners, scientists and management professionals — who are united by a shared commitment to creating, enhancing and sustaining the world’s built, natural and social environments. And we are advancing our reputation, as our work on eight of the largest infrastructure projects on the planet has helped AECOM become the #1 ranked design firm — in the U.S. and globally — by ENR. To learn more about AECOM, advance to www.aecom.com.
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The Military Engineer • No. 668
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Government & Industry News Lisa V. Larrabee was named President and Chief Executive Officer, Harris & Assoc. Jeanne LeBron, F.SAME, Larrabee was named Federal Program Director, Short Elliott Hendrickson Inc. Anthony F. Leketa, P.E., F.SAME, was apLeBron pointed President, Parsons Water & Infrastructure Inc. Michael Pavlides, CFM, Leketa was named Vice President of Federal Services and Efram Fuller, P.E., was named Managing Engineer of Pavlides Federal Services, Brown and Caldwell. Steven Pearson, AIA, Fuller PMP, Director of Military Programs, was promoted to Senior Vice President, and John Crouse, AIA, NCARB, LEED AP, Director of Architecture, was promoted to Vice President, H&A Architects & Engineers.
(continued)
Contracts, Acquisitions and Recognition Fugro Consultants Inc. announced the integration of its North American operations. A joint venture managed by J. M. Waller Associates Inc. was selected by the USACE Fort Worth District as the prime contractor for a $30 million construction phase services contract supporting the Joint Program Management Office at Fort Sam Houston, Texas. Kleinfelder will expand into Guam and Australia with the opening of two new international offices. Naval Facilities Engineering Command (NAVFAC) Southwest awarded an SBA-approved Mentor Protégé Joint Venture involving MACTEC Engineering and Consulting Inc. a five-year indefinite delivery-indefinite quantity contract. Total contract capacity is $20 million and work may be performed at various Navy and Marine Corps installations in Arizona, California, Colorado, New Mexico, Nevada, Utah and other Department of Defense installations. The Military & Government Facilities
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division of Merrick & Co. was awarded the design of the Fort Stewart, Ga., Company Operations Facility. Additionally, the firm will be designing a processing and information facility to be located at Lackland Air Force Base, Texas. The second project will be designed in the firm’s new San Antonio office. Merrick also will be providing design and design-build services for projects at Holloman Air Force Base, N.M., Davis Monthan Air Force Base, Ariz., Dyess Air Force Base, Texas, and Fort Hood, Texas. Urban Engineers Inc. was announced as a recipient of the International Association for Continuing Education and Training’s 2010 Exemplar Award for Internal Training. URS Corp. has completed its acquisition of Scott Wilson Group plc, a London-based infrastructure engineering and construction company.
Submit Government & Industry News items, with high-resolution (300-dpi) electronic images, to John M. Nank, M.SAME, at industrynews@same.org.
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The Military Engineer • November-December • 2010
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The Military Engineer • No. 668
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Military News Compiled by Meighan Altwies, M.SAME
GRD Provides Maintenance Facility to Iraqi Army The U.S. Army Corps of Engineers (USACE) Gulf Region District (GRD) is currently managing the construction of a Signal Company Maintenance and Storage Platoon facility for the Iraqi Army in Mosul, Iraq. The project is located at Al Kindi Iraqi Army Base and will serve as the Iraqi Army’s vehicle maintenance and communication maintenance facility. “The completion of this facility will be one step forward in making the Iraqi Army more independent in this area,” said Muhamad Al-Jawaree, Senior Deputy Resident Engineer at the GRD’s Mosul resident office. “The facility will also be the area where they will be storing their communication equipment, so we are providing the Iraqi Army the space to help them do their jobs.” Due to the construction site being on an Iraqi military base, there have been several obstacles for USACE to overcome to begin and continue construction, the most significant of which has been security. “There are very stringent security procedures the contractor has to follow in order to gain access to the base and the construction site,” said Al-Jawaree. “One of the difficulties we face is making sure the contractor is aware of the security procedures so he can get in with no problems. “The Iraqi Army also requires that we let all construction
material sit at the site for at least 24 hours before we can begin using it, so if we do not plan accordingly, it could cause delays.” Despite the security issues, construction is progressing and is scheduled to be completed on time. “Without this facility, Iraqi Army divisions will be limited in maintenance and sustainment ability, which could adversely impact the Iraqi Security Forces’ ability to conduct independent operations,” commented Al-Jawaree. The contractor for the Signal Company Maintenance and Storage Platoon at Kindi Iraqi Army Base is 77 Construction, Contracting & Trading Co. The nearly $1 million project was expected to be completed before fall 2010. (Contributed by LaDonna Davis, USACE Gulf Region District Public Affairs)
Last Full Combat Brigade Leaves Iraq Through the dusty window, Pfc. Thomas Johnson, USA, could see the final stretch of dirt road leading to the border. As one of the lead elements in a company-sized formation of Stryker armored vehicles, Pfc. Johnson and Army Spc. Adam Porter—both combat engineers with 38th Engineer Company, attached to the 2nd Infantry Division’s 4th Stryker Brigade Combat Team—had driven collectively more than 400-mi on the unruly and sometimes deadly roads from Camp Taji, Iraq, to Kuwait in a mine-resistant, ambush-protected vehicle. Soldiers of the 4th Stryker Brigade Combat Team completed a yearlong tour supporting the U.S. Division Center area of operations in and around Baghdad, Iraq, assisting, training and advising the Iraqi security forces. The team of combat engineers helped clear the way for the symbolic convoy out of Iraq, reminiscent of U.S. forces first pushing into Iraq at the beginning of Operation Iraqi Freedom, driving down a route similar to the one service members entered the country through in 2003. When the civilian-led Operation New Dawn began Sept. 1, 50,000 service members remained in country to work in an advise-and-assist capacity, completing a transition that has long been underway. 18
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Military News (continued) The team made it without being the target of any attacks, a major improvement from veteran combat engineers’ experiences during earlier rotations. Because security has improved over time as Iraq has become more stable, certain aspects of later deployment cycles have changed, as well. (Contributed by Army Pfc. Kimberly Hackbarth, U.S. Division Center)
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Six hours of helicopter flight time has the potential to save the U.S. Air Force hundreds of thousands of dollars in energy savings. Master Sgt. Joseph Hudson, USAF, 374th Civil Engineer Squadron Infrastructure Superintendent, received a bird’s-eye view of more than 1,700 acres of Yokota Air Base, Japan, during six sorties on 459th Airlift Squadron UH-1N helicopters. Sgt. Hudson, armed with a state-of-the-art infrared camera, was on a mission to detect “hot spots,” or potential leaks in the base’s more than 97-mi of heat distribution lines. Sgt. Hudson was able to detect at least 28 hot spots on the east and west sides of the installation and must still pour through the digital footage of the remainder of the base. But time spent at the computer pales in comparison to the hours it would take to walk the lines, which provide heat and hot water, with the infrared camera. Because the lines are buried anywhere from 8-ft to 10-ft underground, detecting leaks in the past was a difficult task. “We would get a major water loss at our (boiler) plants... or see steam coming out of the ground,” he said of a system that is more than 20 years old. From there, crews would have to
dig and locate the damage and determine the point from where steam or water was escaping the lines. Because of standing water and the proximity of supply and return lines, on average three holes had to be dug to find and repair the damage, at a cost of thousands of dollars in man hours, according to Sgt. Hudson. The infrared images allow crews to better pinpoint leaks and expedite repairs, saving labor costs and decreasing the amount of time services are interrupted. While using infrared cameras to detect leaks is not new, marrying airlift capabilities and a top-of-the-line camera is of interest to the rest of the Air Force civil engineer community. (Contributed by Master Sgt. Matt Summers, USAF, 374th Airlift Wing Public Affairs)
Engineers Help Solve Construction Issues Afghanistan has a lot of building and rebuilding to do in the next few years. Three decades of war in the country have left little nationwide infrastructure, which only complicates the urgent need for construction. Now, as NATO and U.S. forces help train Afghans to be engineers and build facilities for the growing Afghan security forces, Col. Mike Wehr, USA, Combined Joint Engineer Director for NATO Training Mission–Afghanistan and Combined Security Transition Command–Afghanistan, has seen that traditional Afghan construction techniques can help make a sustainable infrastructure. “We are certainly all challenged in a nation that has been war-torn for over 30 years,” Col. Wehr said. “And, quite candidly, it’s been a very exciting opportunity in history to help rebuild a nation with the talent that exists within Afghanistan—truly an untapped resource that is a great opportunity to serve with, shoulder to shoulder.” Most facilities for the Afghan army and the national police are scheduled for construction over the next three or four years, equating to $5.3 billion budgeted in FY10 and FY11. The pace has picked up recently because of the
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Military News
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growth of the Afghan security forces. One of Col. Wehr’s top priorities is to train an Afghan corps of engineers to maintain infrastructure and build on what U.S. and NATO engineers have done so far. Simply building barracks and offices for the Afghan forces does not meet the mission requirements, he said. Rather, his job is mainly to build
capacity among Afghans who will be the guardians of the infrastructure to ensure that it is sustainable and allows the Afghan government and population to have an infrastructure that allows them to fully develop. Some of the training provided surprises to the NATO instructors. Modern design and construction methods left
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a lot of questions open—things most people take for granted are much more precious when there isn’t a reliable power grid, road system, or plumbing system, Col. Wehr explained. “For cooking, we have been designing some stoves that require propane. Of course, that relies upon a very developed distribution system—filling the tanks [and] a road network to get propane trucked.” The answers came from Afghans, who have been building and working around these issues for years. They knew the answer to the propane problem was to use wood-burning stoves that can be fueled in even the most austere conditions. Instead of including massive air conditioning systems in buildings, the Afghans added a layer of insulation to the walls. “I can best describe it as a structural wall with about two to three feet potentially of what may be considered adobe, mud and straw,” Col. Wehr said, “and that technique provides such a great insulation that the need for air conditioners is greatly diminished, reducing the requirement for power. “It does not look like something we would design,” he added, “but we recognize the incredible insulating factors of local materials, and also the fact that the Afghans have the skill to do that.” Col. Wehr’s group also is looking to alternative energy sources to keep facilities running. Reliable sources of electricity and water are scarce in many parts of Afghanistan, so Col. Wehr said he’s looking to windmills to fill the gap. “We have been guilty of designing facilities that require a steady flow of power to provide water pressure through a pump that relies on steady power, and in reality … [there is] not always a reliable power source available,” he said. “So what we had started to adopt is certainly water storage overhead, but more importantly, some alternative energy sources. For example, windmills have been pumping water for centuries, so we’ve started to look at using wind energy to elevate water to provide the necessary water pressure. No electricity required for that.”
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Military News
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As he continues his mission, Col. Wehr said he hopes to see more incorporation of Afghan construction methods and design integrated into the Afghan security forces’ facilities currently under construction. After all, he said, they’ll be the ones taking care of them and expanding on them. “It’s an exciting time for us to contribute
shoulder to shoulder with the Afghans in developing this capability which they have had historically. After 30 years of war, there’s a lot of repair and recovery that needs to take place. We look forward to the continued development with our Afghan engineers.” (Contributed by Ian Graham, Emerging Media, Defense Media Activity)
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AFIT Handbook Wins Book-of-The-Year Award The Military Industrial Engineering Handbook, authored and co-edited by two Air Force Institute of Technology (AFIT) professors, Dr. Adedeji Badiru, head of AFIT’s Department of Systems and Engineering Management, and Dr. Marlin Thomas, Dean of the AFIT Graduate School of Engineering and Management, has won the 2010 Institute of Industrial Engineers/Joint Publishers Book-of-the-Year Award. “This recognition represents an affirmation of the acclaimed status of the handbook within the industrial engineering community as well as the defense community” said Cindy Carelli, Senior Acquisitions Editor for CRC Press. CRC Press is a worldwide publisher of technical and scientific work and a member of the Taylor & Francis publishing group. The Military Industrial Engineering Handbook is available internationally and presents a collection of chapters on the applications of the tools and techniques of industrial engineering to various aspects of military operations. It presents models and approaches for looking at military operations more critically in terms of process design, planning, management, improvement and control. The Military Industrial Engineering Handbook presents a focused collection of applications for ease of reference. Examples of the roles that industrial engineering plays in military operations can be seen in many present operational strategies of the military. Industrial engineering is well versed and appropriately positioned to create, adapt, use and disseminate new knowledge and tools for direct applications to defenserelated challenges. The chapters in the handbook are contributed by well-known researchers, educators and practitioners. Military and civilian members of the Department of Defense also contributed to the handbook. The contents of the book help defense organizations effectively evaluate operational constraints of time, cost, and performance. The
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Military News
(continued)
contents also cut across all services: Air Force, Navy, Army, Marines and Coast Guard. “The book-of-the-year honor establishes this handbook as a valuable reference material for students, educators, researchers, policy makers, project sponsors, consultants, managers, operations supervisors and general practitioners, while providing testimony to the excellence and esteem of AFIT academics,” said Don Green, Executive Director of the Institute of Industrial Engineers. (Contributed by the 88th Air Base Wing Public Affairs)
GRD Makes History, Erects Largest Clear-Span Building in the Middle East In the 1980s, following the Iraq-Iran war, the Iraqi Air Force (IQAF) grew to be one of the largest air forces in the Middle East. In the 90s, the Persian Gulf War took its toll on the IQAF, leaving the
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Iraqi government struggling to bring its air force under control, and in 2003, with the U.S.-led invasion, the IQAF completely collapsed. Today, Iraq is rebuilding its air force with the help of the United States and USACE. The USACE Gulf Region District (GRD) is currently managing the construction of the largest clear-span building in the Middle East. The MI-17 Hangar, located at Taji Air Force Base, spans 76-M long without any intermediate supports and stands 15-M tall. The structure will house six MI-17 maintenance bays with back shops and office space to accommodate first- and second-line maintenance and management functions of a central aircraft maintenance organization. In addition to the aircraft hangar, USACE also is managing the construction of an air traffic control tower, a bulk fuel station and a squadron operations building that will contain an MI-17 simulator, all located at the base. 1st Lt.
Charles Dossett, USA, the Project Engineer at Taji, says that these four USACE projects, totaling $21 million, are providing essential training, operations and maintenance functions that are needed to make the Iraqi air force base fully functional. “Each of these facilities will enable the Iraqi Air Force to conduct full-scale rotary missions, maintenance, and training for their squadron,” Lt. Dossett says. Currently, the IQAF at Taji is working out of a very small hangar that can only fit one helicopter at a time. All ad-
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Military News
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ditional first-line maintenance is being conducted on the tarmac, which can be a hindrance due to the amount of aircrafts the IQAF has at Taji. According to Lt. Dossett, there are approximately 20 MI-17 and 20 Huey helicopters at Taji, and the IQAF is expected to receive more in the future. The sixbay hangar will provide the space needed for the IQAF to conduct all its maintenance in proper working conditions. Additionally, the current air traffic control tower stands only 7-M and is fitted with outdated equipment. Once the new hangar is built, the line of sight in the old air traffic tower will be blocked. “At 15-M tall, the MI-17 hangar is so large and tall, the air traffic controllers will have 40 percent of their line of sight blocked once it is completed, thus the need for the new tower,” Lt. Dossett says. “Once the new tower is completed, it will stand 30-M tall and will provide the IQAF with a state-of-the-art facil-
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ity and 100 percent line of sight, so the controllers will be unhindered.” Building the Middle East’s largest clear-span building has not been met without complications or delays. The original completion date for the hangar was December 2009. The new completion date was set for October 2010, with three support facilities expected to be completed in the beginning of 2011. One of the main reasons for the delays was the need to find a vendor that could build a truss long enough to span the hangar. However, the main cause of the 10-month delay was design issues. “It took a while to get the designs right, but I firmly believe we are providing the IQAF a top-notch facility,” Lt. Dossett said. “But, we will be here to ensure that the project is seen through to completion and is built to the same quality standards that we would build in the U.S.” (Contributed by LaDonna Davis, Gulf Region District Public Affairs)
Tyndall Officials Unveil Green Fitness Center On Aug. 20, officials at Tyndall Air Force Base, Fla., opened the first Air Force building expected to achieve Platinum certification through the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) rating system. The Platinum level is the highest rating under the LEED rating system. The construction team consisted of contractors, USACE, the 325th Civil Engineer Squadron, the Air Force Center for Engineering and the Environment (AFCEE), and the 325th Force Support Squadron. The design was recognized by AFCEE with a Merit Award for Concept Design. In addition, a July 2007 Air Force Sustainable Design and Development policy memorandum from Maj. Gen. Del Eulberg, USAF (Ret.), then the Air Force Civil Engineer, declared all Air Force construction projects should use
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Military News
(continued)
the LEED rating system as a self-assessment metric with the goal of having all Air Force vertical construction projects started by FY09 capable of achieving LEED Silver certification, the secondhighest rating on the LEED scale. Brian Allen, a Mechanical Engineer and Project Manager with the 325th Civil Engineer Squadron, said the facility would account for $45,000 in annual energy cost savings, compared to a building without the same features. “Tyndall is committed to being a leader within the Air Force and the community for sustainability and en-
vironmental stewardship,” Allen said. “This will be the first Platinum facility in Bay County and Air Force-wide.” Energy consumption will be more than 40 percent less than a typical building of the same size, Air Force officials said. Water consumption also will be reduced more than 40 percent. The facility will boast native, drought-tolerant landscaping that allows for no permanent irrigation system, and 9 percent of the facility’s energy costs will be provided by roof-mounted solar panels and solar-generated hot water. To meet additional LEED standards, engineers used construction materials that could be found within a 500-mi radius of the base, a move that reduces the energy costs and usage associated with long-distance transportation. “Over 40 percent of the materials purchased for the project have recycled content and over 35 percent of the materials purchased for the project were extracted, processed and manufactured
within 500 miles of Tyndall,” Allen said. “Throughout construction, close teamwork and coordination ensured that the project stayed on track and in compliance with LEED standards,” said Brig. Gen. James Browne, USAF, the 325th Fighter Wing Commander. “These facilities will, without a doubt, improve the quality of life for members of team Tyndall and their families.” (Contributed by Senior Airman Kirsten Wicker, 325th Fighter Wing Public Affairs) Submit Military News items with highresolution (300-dpi) electronic images, to Meighan Altwies, M.SAME, at milnews@same.org. Correction: The article “The Energy Assessment Protocol,” published in the September-October issue of TME, mistakenly indicated that all new military construction after 2008 must receive a Platinum rating through the LEED rating system. Such projects will be required to achieve a LEED Silver rating.
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The Military Engineer • November-December • 2010
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Sustainability News Compiled by Wendi Goldsmith, M.SAME
DOE Promotes Cool Roofs Across Federal Government U.S. Department of Energy (DOE) Secretary Steven Chu announced a series of initiatives underway at DOE to more broadly implement cool roof technologies on DOE facilities and buildings across the federal government. Cool roofs use lighter-colored roofing surfaces or special coatings to reflect more of the sun’s heat, helping improve building efficiency by reducing cooling costs and offsetting carbon emissions. President Barack Obama and Secretary Chu have made clear that the federal government should play a leading role in moving the nation toward a more sustainable future. Under President Obama’s executive order on sustainability, the federal government has committed to reducing its greenhouse gas emissions 28 percent by 2020. As part of that effort, Secretary Chu has directed all DOE offices to install cool roofs, whenever cost effective over the lifetime of the roof, when constructing new roofs or replacing old ones at DOE facilities. With cool roofs, these federal buildings will consume less energy, offset additional carbon emissions and save taxpayers money. Secretary Chu also issued a letter to the heads of other federal agencies, encouraging them to take similar steps at their facilities. To offer additional support for federal and commercial building operators that are looking to install cool roofs,
DOE released Guidelines for Selecting Cool Roofs, which provides technical assistance on types of roofing materials and how to select the roof that will work best on a specific facility. Roofs and road pavement cover 50 percent to 65 percent of urban areas. Because they absorb so much heat, dark-colored roofs and roadways create what is called the “urban heat island effect,” where a city is significantly warmer than its surrounding rural areas. Cool roofs significantly reduce the heat island effect and improve air quality by reducing emissions. Researchers at Lawrence Berkeley National Laboratory found that using cool roofs and cool pavements in cities around the world can help reduce the demand for air conditioning, cool entire cities and potentially cancel the heating effect of up to two years of worldwide carbon dioxide emissions. The National Nuclear Security Administration, a separately organized agency within DOE, has already installed more than 2-million-ft2 of cool and white roofs at NNSA sites across the country. Through the Roof Asset Management Program, NNSA currently saves an average of $500,000 a year in energy costs and expects to save more than $10 million over the next 15 years. NNSA has reduced building heating and cooling costs by an average of 70 percent annually on reroofed areas by installing cool roofs and increasing insulation. As part of DOE’s ongoing efforts to implement cool roofs on its facilities, Secretary Chu also announced that design will begin on cool roof replacements at DOE headquarters in Washington, D.C. Cool roof projects are also underway at Idaho National Laboratory in Idaho Falls, Iadho, and Brookhaven National Laboratory in Upton, N.Y. Collectively, these projects will cover over 350,000-ft2 and save thousands of dollars for taxpayers annually. While DOE is taking steps to more broadly implement cool roof technologies domestically, the department also has begun exploring international opportunities to provide technical support to partnering nations. International activities include tracking the deployment of cool roofs on public- and private-sector buildings, sharing best practices, and developing tools to better measure and communicate the effectiveness of cool roofs. (Contributed by DOE)
Soldiers, Local Nationals Clean Up COB Adder The combined efforts of U.S. soldiers and two local national contractors at Contingency Operating Base (COB) Adder, Iraq, led to the early completion of the base’s scrap metal separation and segregation mission. The mission, which lasted about 15 weeks, required personnel on COB Adder to separate and segregate about 75 acres of scrap metal and other debris, said Maj. Tewanna Marks, USA, United States Division–South (USD-S) Engineer. “The original projection to clean up Adder was from February to July,” Maj. Marks said. “We cleaned it up by May 25. So we took more than 60 days off the completion date.” Maj. Marks said the first time she visited the site, there 32
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Sustainability News were stacks of scrap metal piled more than 12-ft high. During the initial phase of the project, she would check on the site a couple times a week to ensure the operation was going well. As the project progressed, the personnel and the operation became more efficient. “Toward the end there was a twoweek period where I did not go to Adder,” Maj. Marks said. “When I returned after those two weeks, I was amazed to see that the area was flat desert.” Sgt. 1st Class Jason Hellstrom, USA, the Engineer Operations Noncommissioned Officer for the 1st Infantry Division and USD-S, said once the project got going, progress took place rapidly. “When it started, the project moved a little slow,” Sgt. Hellstrom said. “About mid to the end of February is when the project really began to pick up.” The project was broken up into three phases, Sgt. Hellstrom said. In the first phase the team identified, sorted and segregated the different materials at the
(continued)
site. Next, the team removed all steel metal. Finally, the remaining debris was hauled off site to designated locations. The project consisted of approximately 60 personnel working on a daily basis. The team was made up of U.S. soldiers and contract workers from Al Zaidi Co. and Rawa’a Co. who worked from Monday to Friday. “Toward the end of the project, soldiers would come in on Saturdays and Sundays to accomplish the mission,” Sgt. Hellstrom said. “None of the soldiers complained one bit. They wanted to get it done.” According to a report given by the project leadership team, by the end of the project, the team had removed approximately 333-T of wood, 8,353-T of trash and 11,088-T of scrap metal. Now, the 75 acres of scrap metal and debris are gone, Maj. Marks said. What remains is a scrap segregation and recycling center for Iraqis to use to employ locals and earn revenue.
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“Personnel on Adder can bring their scrap to the center and have it segregated, instead of just dumping it all together,” Maj. Marks said. “It is a legitimate operation. It functions well.” With the guidance and support from the leadership team of USD-S, specifically Brig. Gen. Randal Dragon, USA, the 1st Infantry Division Deputy Commanding General of Support, the mission was completed approximately two months faster than expected. When COB Adder is eventually returned to the Government of Iraq, this project will help ease the transition, Maj. Marks said. “It took teamwork from the division, the brigades and all the personnel on COB Adder,” Maj. Marks said. “Environmentally it was an excellent task that we accomplished, as well, because you always want to leave something better than what you assumed it as.” (Contributed by Spc. James Kennedy Benjamin, USA, USD-S PAO)
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Sustainability News CEQ Issues Draft Guidance for Federal Greenhouse Gas Reporting and Accounting The White House Council on Environmental Quality (CEQ) announced that it is issuing draft guidance for federal greenhouse gas reporting and accounting for public comment. The draft guidance establishes government-wide procedures for calculating and reporting greenhouse gas emissions associated with federal agency operations and has been issued in accordance with E.O. 13514, Federal Leadership in Environmental, Energy, and Economic Performance, signed on Oct. 5, 2009. The executive order calls on the federal government to lead by example towards building a clean energy economy, including measuring, reporting and reducing greenhouse gas emissions from direct and indirect activities. The executive order requires federal agencies to establish and report a comprehensive inventory of absolute greenhouse
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gas emissions to CEQ and the Office of Management and Budget. The president directed DOE, in coordination with the Environmental Protection Agency, Department of Defense, General Services Administration, Department of the Interior, Department of Commerce and other agencies, as appropriate, to develop recommended federal greenhouse gas reporting and accounting procedures. DOE submitted the final recommendations procedures to the chair of CEQ to issue pursuant to E.O. 13514. The draft guidance is accompanied by a separate draft technical support document that provides detailed information on federal inventory reporting requirements and calculation methodologies. Both documents are available on the Federal Register for public comment at www.gpoaccess.gov/fr, or on the CEQ website at www.whitehouse. gov/ceq/sustainability. (Contributed by CEQ)
White House Releases Report on Recovery Act Innovation Vice President Joe Biden in August unveiled a new report, The Recovery Act: Transforming the American Economy through Innovation, which finds that the American Recovery and Reinvestment Act’s $100 billion investment in innovation is not only transforming the economy and creating new jobs, but helping accelerate significant advances in science and technology that cut costs for consumers, save lives and help keep America competitive in the 21st-century economy. The report can be viewed in full on the White House website. According to this new analysis, the U.S. is now on track to achieve several innovation breakthroughs as a result of Recovery Act investments, including: • cutting the cost of solar power in half by 2015, putting it on par with the cost of retail electricity from the grid; • cutting the cost of batteries for electric vehicles by 70 percent between
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Sustainability News 2009 and 2015, putting the lifetime cost of an electric vehicle on par with that of its non-electric counterpart; and • doubling U.S. renewable energy generation capacity and U.S. renewable manufacturing capacity by 2012. (Contributed by The White House, Office of the Vice President)
USACE to Receive Louisiana Wetlands Restoration Funding The approval by the Senate Appropriations Subcommittee on Energy and Water Development of President Obama’s budget request to begin funding coastal Louisiana restoration construction projects is “a down payment in what must be a long-term commitment to restoring and protecting coastal Louisiana,” according to five conservation groups. The subcommittee’s approval of funding in the FY11 spending bill is the
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first time Congress has taken a step towards paying for a major comprehensive program to restore coastal Louisiana wetlands. In February, President Obama became the first president to request funding for a new start construction program to restore coastal Louisiana wetlands. The Senate subcommittee bill includes a total of $35.6 million for U.S. Army Corps of Engineers investment in Louisiana coastal restoration—$19 million to start construction of wetlands restoration projects and $16.6 million to conduct wetlands preconstruction studies—as President Obama’s budget for FY11 requested. The president’s budget also included a $5 million request for U.S. Fish and Wildlife Service wetlands restoration work on the Gulf Coast; these funds will be considered separately in other legislation. Since the 1930s, coastal Louisiana has lost more than 2,300-mi2 of wetlands,
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Energy Saving Lights Installed at Ventura County Naval Facility The U.S. Navy’s Energy Conservation Technology Validation (TECHVAL) Program installed more than 50 energysaving, workstation-specific lights at Building 1100 aboard Naval Base Ventura County, Calif., in early September. The pendant lights, deployed within the Naval Facilities Engineering Command’s Engineering Service Center’s (ESC) headquarters building, consist of a single “up” and two “down” T5 fluores#5211 SAME ad.qxp 6/24/2010 11:43 AM cent tubes. The lights can be easily con-
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Sustainability News
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trolled by the cubicle occupant and offer far greater illumination while using less energy. “This new lighting system shows great promise and has undergone rigorous testing through our TECHVAL program,” said Capt. Paz B. Gomez, P.E., M.SAME, CEC, USN, ESC Commanding Officer. “The lights burn with a higher color temperature and appear brighter to the human eye. This enables us to dim them to reduced levels, using less energy and saving money for the fleet and American taxpayers.” The up lights are controlled by the facility and can be dimmed and turned on and off with a time clock. The down lights are controlled by the individual cubicle occupant, who uses a handheld remote control to adjust to his or her comfort level, or turn the lights off entirely. Each light fixture is equipped with an occupancy sensor that turns off the two down lights when no one is in the cubicle. Lights in proximity to building windows will include daylight sensors that will automatically dim the up lights during daylight hours, saving energy when not in use. The lights replaced are four banks of lights on two circuits, governed by a time clock to come on at 6:00 a.m. and switch off at 6:00 p.m. Each of the four individual banks could be turned on for 30 minutes at a time. During normal work hours, all lights would be turned on, even though informal surveys showed that, at any time in the regular workday, only one-third of the cubicles would
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be occupied. In addition, employees working during off hours would find, at a minimum, a quarter of the lights activated. The new lights will eliminate much of that wasted energy. Previous installations of these types of lights have registered energy reductions of up to 80 percent in similar environments. Though the lights are not yet fully adjusted and commissioned, data gathered on the first day of installation showed a 14 percent reduction in energy use on one circuit and a 27 percent reduction on the other. Additional savings are expected once the lights are in full usage and during weekends and off hours. Based on previous studies, it is believed that these lights will have a simple payback of approximately 11 years. This demonstration is restricted to a small part of the facility, but, once initial testing and evaluation is completed, the lights will be installed throughout the remainder of the building. Lessons learned in this demonstration may eventually be transferred throughout the Navy. (Contributed by Darrell Waller, NAVFAC)
Environmental Analysis of Recovery Act Activities and Projects Report In early August, the White House CEQ submitted its sixth report to Congress regarding the status and progress of projects and activities receiving funds under the Recovery Act and how they have complied thus far with National Environmental Policy Act (NEPA) requirements. The report is an overview of the 15 Executive Branch departments and nine agencies required to report on their current NEPA status under the Recovery Act. As of June 30, the departments and agencies reported more than 215,000 Recovery Act-funded projects or activities. The completed reviews support implementing projects and activities that have had over $243 billion Recovery Act dollars obligated. Of the more than 215,000 NEPA reviews of Recovery Act projects or activities, more than 184,500 of the NEPA reviews have been completed and the remaining NEPA reviews are underway. NEPA reviews found that more than 174,600 of the projects or activities fit into categories of activities that did not have significant individual or cumulative effects on the human environment. The departments and agencies also reported having completed more than 9,000 environmental assessments with findings of no significant impact for Recovery Act-funded projects or activities. Those environmental assessments provide the basis for findings of no significant impact. More than 790 of the projects or activities were the subject of completed environmental impact statements, which is the most intensive NEPA review for projects or activities with significant effects on the human environment. (Contributed by CEQ) Submit Sustainability News items, with high-resolution (300-dpi) electronic images, to Wendi Goldsmith, M.SAME, at sustainabilitynews@same.org. The Military Engineer • November-December • 2010
WE BUILD ONE THING: CONFIDENCE Following the aftermath of Hurricane Katrina, HNTB proudly supported our USACE, FEMA, state and local clients to revitalize and protect the Gulf Coast region and New Orleans. Our proven performance and innovation in civil, structural and geotechnical engineering, as well as technology, construction management and public involvement, consistently elevate HNTB from vendor to trusted adviser. We continue to leverage this expertise to support clients in other key regions around the country from Dallas, Texas to Sacramento, Calif. who are faced with the dangers of decaying levee systems. Let us help you overcome your flood management challenges. The Military Engineer • No. 668
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Technology News Compiled by Jill M. Jackson, M.SAME
Army Partners with University of Maryland for R&D The U.S. Army continued to expand its relationships with institutions of higher education by signing an agreement with the University of Maryland in College Park, Md., in late September. Leaders from the U.S. Army Research, Development and Engineering Command (RDECOM) and the university entered into a Cooperative Research and Development Agreement (CRADA) at the school’s Jeong H. Kim Engineering Building.
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Maj. Gen. Nick Justice, USA, RDECOM Commanding General, told an audience of about 150 university leaders, professors and staff, Reserve Officer Training Corps (ROTC) cadets and instructors, state officials and leaders from Army research centers that education is key to the success of the Army and the nation. “The academic infrastructure in our nation is probably the strongest infrastructure we have,” Gen. Justice said. “Education is the backbone of America’s strength. Having our Army grounded in its leader-development programs is what makes the United States Army into Army Strong.” The CRADA creates a partnership for research through use of the school’s laboratories, faculty, facilities and equipment. Nariman Farvardin, Ph.D., University of Maryland Interim President and Senior Vice President for Academic Affairs, expressed optimism for the CRADA after beginning the process just last year. “I am so delighted that in less than a year we are gathering here to celebrate some of the fruits of the seeds that we planted at the time,” Dr. Farvardin said. “The state of Maryland is a powerhouse and will be a bigger powerhouse in engineering excellence.” Gen. Justice, who earned a bachelor’s degree in history from the University of Maryland, and Dr. Farvardin emphasized that America’s educational institutions must lead the effort in confronting the world’s problems. Dr. Farvardin said his faculty and students are committed to the challenges in public health, education, energy, climate change, food safety and national security. This agreement will advance those efforts, he said. “We are very fortunate at the university to be partnering with such talent and the Army’s capabilities and dedication,” Dr. Farvardin said. “We as an institution make a commitment to take responsibility for our nation’s future. As you know, our country and the rest of the world are being confronted with some of the most vexing problems of all times.”
Gen. Justice echoed those remarks as he spoke about the school’s Army ROTC cadets as they prepare for their roles in protecting national security. “When these young men carry that color, they are holding the history of our nation,” he said, indicating the ROTC cadets carrying the national colors. “They are guarding that security, and it represents for you, the assumption of responsibility for our nation that the youth at this university will assume in the very near future.” Dr. Farvardin said the new relationship will help the university and Army secure greater achievements in support of the country. “We [at the University of Maryland] placed an extraordinary emphasis on building partnerships. Our commitment to taking responsibility for the future, on the one hand, and our commitment to building partnerships is manifested beautifully in this agreement that we are about to sign today.” (Contributed by Dan Lafontaine, RDECOM Public Affairs)
The “Thermopower Wave” of the Future Funded jointly by the Air Force Research Laboratory and the National Science Foundation, Massachusetts Institute of Technology (MIT) researchers are exploring an exciting new technology of interest to the U.S. Air Force based on its potential for converting chemical energy to fuel cells for use in micro machines, sensors and emergency communication beacons. Throughout their various investigations, the MIT researchers faced a major challenge in activating trial devices without using too much energy. Accordingly, they explored the use of assorted lasers, electrical sparks and direct heat from a resistor before discovering the “thermopower wave.” Since that breakthrough finding, the wave technology has generated substantial attention, primarily due to its 100 percent nontoxic, energy-saving properties and its capacity to infuse tiny batteries with up to 10 times the power of small commercial batteries. The key components be-
The Military Engineer • November-December • 2010
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Technology News hind this dynamic innovation are carbon nanotubes—molecular wires that, when coated with fuel, can conduct heat and create an energy wave. MIT researchers believe the waves may pave the way for a new generation of energy sources, forming a basis for new fuel cell types capable of continuously converting condensed liquid fuel into electrical energy. Along these lines, the scientists look forward to leveraging transportation fuels, such as ethanol or formic acid, to further expand the potential applications of thermopower wave devices. They are also working to develop refueling systems that, by covering the carbon nanotubes with more fuel, will enable the devices to be used more than once per generated wave. (Contributed by Maria Callier, USAF Office of Scientific Research)
Command Sergeant Major “Drives” All over Hanover Lab The U.S. Army Corps of Engineers (USACE) Command Sergeant Major got a dose of simulated reality when he visited the U.S. Army Engineer Research and Development Center (ERDC) laboratory in Hanover, N.H., in September. In his first trip to the Cold Regions Research and Engineering Laboratory, Command Sgt. Maj. Micheal Buxbaum, M.SAME, USA, took the opportunity to test his skills on the Synthetic Automotive Virtual Environments (SAVE) simulator. “As strange as it might sound, we lose many more soldiers due to vehicle accidents than we do in combat. The Hanover lab’s SAVE simulator research is right on the money. I’m glad I had a chance to sit behind the wheel. It could offer lifesaving skills that can not only help evolve the Army’s training regimens, but it could be incorporated for all the service departments and our allies.” Research Engineer Barry Coutermarsh said, “The program the lab has built is designed to improve safety by allowing drivers to build muscle memory that can react automatically to avoid accidents when they operate military vehicles on surfaces like gravel, loose stones, mud, snow and ice.” Command Sgt. Maj. Buxbaum contin44
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ued, “Fifty years ago, when the lab was created, the focus was on engineering problems that the Army and the nation needed to overcome in cold environments. While it’s still the world’s recognized leader on all things cold, Hanover continues to evolve. The SAVE simulator is only the tip of the iceberg, pun intended. The Hanover team is building answers to overcome challenges ranging from defeating improvised explosive devices to incorporating culturally astute engineering in Afghanistan and gathering and maintaining the nation’s database for levees.” (Contributed by CRREL Public Affairs)
USACE Facilitates Emergency Operations, GIS Workshop in Tajikistan The USACE Civil Military Emergency Preparedness (CMEP) program sponsored an Emergency Operations Center and Geographic Information Systems Workshop for representatives from Tajikistan’s Committee for Emergency Situations and Civil Defense and Ministry of Defense in Dushanbe, Tajikistan, Aug. 9-13. During the workshop, personnel from USACE and the Virginia National Guard teamed up to discuss emergency management topics such as geographic information systems, incident management and organization, and crisis communications. “As a nation, we’ve learned a lot in the area of emergency management from the disasters that have hit us—both natural and manmade,” said David Schafer, Emergency Operations Chief for the USACE New England District. “These workshops give us the opportunity to pass on those lessons learned to our counterparts in other nations, and even
The Military Engineer • November-December • 2010
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Technology News
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though we can’t prevent these disasters, we can at the very least save some lives in the process.” The workshop and tabletop discussions provided a place where both countries could share their experiences and learn from each other, said Col. Tursunor Yusufjon, Emergency Operations Center Deputy Chief from Tajikistan’s Committee for Emergency Situations. Tajikistan, a former republic of the Soviet Union, is located in Central Asia, north of Afghanistan and with an area slightly smaller than Wisconsin. Due to the size and location of their country, Tajikistan’s representatives were primarily interested in disaster prevention activities such as forecasting systems, analysis and preparation in addition to emergency response activities, Col. Yusufjon said. “We try to work with response methods and try to work with the population because in natural disasters, people can be helpless,” he said. “You can warn
populations, you can do things to help them be prepared, but you’ll never be able to prevent 100 percent.” The introduction of the latest GIS technology and its requirements to the country’s emergency preparedness program were also well received by the participants, according to Jennifer Hoban, a GIS Specialist from the USACE Russellville Project Office in Arkansas, and Mark Brewer, a Realty Specialist from the USACE Detroit District in Michigan, both of whom facilitated the GIS workshop. Additionally, the incorporation of the State Partnership Program into CMEP activities has helped bring more experts to the table along with different perspectives, said Maj. Todd Pebbles, USA, Deputy Exercise Planning Directorate for Joint Forces Headquarters, Va. “It’s interesting to compare how we do things with how they do things. Each country operates at different scales, but in many ways we can learn from them,” Maj. Pebbles said. “It’s always good to
see how other organizations operate because it gives you insight. In operations, there’s no right way—you always learn from every experience.” (Contributed by Rachel Goodspeed, USACE Europe District Public Affairs)
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The Military Engineer • November-December • 2010
The Infrastructure Security Partnership
Moving to National Resilience with TISP The majority of the core functions and capabilities within regional and national resilience are owned by the private sector and play a vital role in preparing for and recovering from disasters. This is best illustrated by the 2010 BP oil leak in the Gulf of Mexico, which demonstrated how preparedness and response failures within one infrastructure’s segment can severely impact individuals, families, communities, and critical infrastructure and key resources (CI/KR) sectors, states, regions and the nation In May 2010, President Barack Obama released the 2010 National Security Strategy, which includes using public-private partnerships to better design, construct, maintain and restore our nation’s critical operations and functions to build our resilience to disasters. The Infrastructure Security Partnership (TISP) works with numerous partners to support this role. Over the previous year, TISP has focused on three areas: providing guidance for regional partners and owners of infrastructure to become more resilient to disasters; working with ASIS International and the American National Standards Institute (ANSI) to ensure design and construction standards meet the needs of a resilient nation; and facilitating conversations regarding standardized risk management methods and measures to increase our national preparedness capabilities. In 2011 we will continue to focus on these areas.
The Military Engineer • No. 668
www.tisp.org
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Recommendations for Change Since 2004, TISP has applied resilience in risk management practices. For example, in 2006 TISP published the Regional Disaster Resilience (RDR) Guide: A Guide for Developing an Action Plan, which offers a step-by-step process for organizing regional public-private partnerships to address resilience and interdependencies. The U.S. Army Corps of Engineers, Department of Homeland Security, Federal Emergency Management Agency and Pacific Northwest Economic Region are using the Guide during the 2008-2010 Dams Sector Exercise Series. Homeland defense and security organizations have begun incorporating concepts of resilience into their risk mitigation strategies. By incorporating infrastructural qualities like robustness and redundancy, and contingency concepts of resourcefulness and rapid recovery, critical infrastructure and key resources achieve resilience by requiring less time and fewer resources to recover from any disruption. Resilience requires knowing what core functions and capabilities need to continue after a hazard event. To accomplish this objective a common definition of resilience must be established. The federal government offers two definitions of resilience. The first, “the ability to adapt to changing conditions and prepare for, withstand, and rapidly recover from disruption,” appears in the May 2010 edition of the National Security Strategy. The second, “the capacity of a system to absorb disturbance and still retain its basic functions and structure,” appears in the March 2010 progress report of the Interagency Climate Change Adaption Task Force. An accepted definition, policy and strategy for resilience is needed to ensure the success of efforts supported by organizations such as TISP and the Community and Regional Resilience Institute (CARRI) in making our nation more tolerant and adaptable against any manmade or natural disaster. TISP has been facilitating the development of a definition for resilience. TISP offers the following definition of resilience, which incorporates the foregoing elements: Resilience is a capacity to absorb or mitigate the impact of hazard events while maintaining and restoring critical services.
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Optimizing resilience requires: • identifying and understanding critical operations and • functions; anticipating impacts of multi-hazard events; • preparing for and adapting to manage a crisis or disruption as it unfolds; • creating capacity to rapidly return to and/or reconstitute a more resilient “normal” operation; • tolerating loss of some capacity for the duration of the response effort to a disruption; and partnering through communications, coordination and collaboration. For our nation to achieve resilience, TISP recommends the homeland security enterprise take strides in the seven areas: • Establish a common definition of “resilience.” • Coordinate the development of education programs on resilience. • Adopt a common resilience management framework to be applied consistently across national, regional and infrastructure levels. • Develop a unified national resilience goal. • Develop consistent methods identifying core functions and interdependencies for risk and resilience management. • Adopt consistent methods for prioritizing infrastructure investments. • Incentivize infrastructure owners and communities to pursue resilience policies and improvements.
Furthering the Cause TISP is facilitating several initiatives to advance its recommendations. Regional and Infrastructure Disaster Resilience Task Force. The RDR Guide was created to be a “living document.” A priority for TISP is to expand and update the guide to reflect our increasing understanding and lessons learned about resilience and its requirements. This year TISP formed the Regional and Infrastructure Disaster Resilience (RIDR) Task Force. Made up of practitioners and experts who are actively involved in expanding our knowledge of all-hazards and disaster resilience, the task force has been charged with providing guidance and input to update the RDR Guide. At the
www.tisp.org
The Military Engineer • November-December • 2010
same time, it will undertake a project to produce a muchneeded companion handbook that focuses on how to navigate the principles and frameworks for preparedness, response and recovery to develop resilient infrastructure focusing on the asset level. This Creating Infrastructure Resilience (CIR) Handbook, together with the RDR Guide, will provide a valuable, integrated and holistic approach that will assist stakeholder organizations from the grassroots to national levels. State and Local Security and Emergency Management Agencies Committee (SEMAC). The number of current activities supporting resilience continues to expand. TISP brings together national associations such SAME, ASCE, AASHTO, NEMA, NGA, ASME, regional groups like PNWER and All Hazards Coalition, and state, county and local officials to develop a forum of public and privatesector experts supporting the security and resilience interests of regions, states and communities. They formed the State and Local Security and Emergency Management Agencies Committee to serve this function. The committee facilitates implementation of regional and infrastructure resilience policy and practice. The 2011 committee activities include: • Establish a nationwide program to harmonize resiliency policy and practice at the local and state levels within regions and communities. • Facilitate state and local information sharing on best practices for building resilience communities and regions. • Establish an environment for state and local officials to support building codes and standards that best address resilience and sustainability for their communities. • Develop a social networking communication tool that could assist in sharing contact information, program innovations, calendars, peer-to-peer communication and lessons learned. • Develop and disseminate an electronic database and print directory to assist national, state and local stakeholders locate critical infrastructure resilience resources and services.
The Military Engineer • No. 668
SAME Readiness and Homeland Security (RHS) Streamer. Capt. Jay Manik, USCG (Ret.), CMD, and Chair of the national SAME RHS Committee, and Robert D. Wolff, Ph.D., P.E., F.SAME, Executive Director of SAME, incorporated TISP resources as part of the criteria to earn an SAME Streamer. As part of the 2011 RHS Streamer Criteria, SAME Posts are required to meet with a minimum of three federal, state, or local agencies or NGOs to provide them copies of the SAME Directory of Member Companies and Organizations or an equivalent document developed by a Post, and the TISP RDR Guide and explain their value. The collaborative effort supports both organizations’ mission. Annual Infrastructure and Regional Resilience (AIRR) Conference. AIRR 2010 brings together publicand private-sector decision makers and managers from the homeland security, emergency management and homeland defense fields. This year’s conference takes place Dec. 7-9 at The Gaylord Texan in Grapevine, Texas. The AIRR 2010 Program Committee, chaired by Daniel Catlett, Federal Emergency Management Agency, has developed a full program that includes: • federal government program updates and future business opportunities; • case studies for regional and infrastructure resilience; • current state and regional programs building community and infrastructure resilience; and • ways for companies to participate in homeland security and emergency management initiatives. Details of the AIRR 2010 Conference are available online at www.tisp.org. 2011 West Point Critical Infrastructure Symposium. The U.S. Military Academy is developing a collaborative partnership with TISP to develop the 2011 West Point Critical Infrastructure Symposium (WPCIS), which will be held April 29-30, 2011. Its purpose is to educate and develop undergraduate and graduate-level students in the fields of critical infrastructure protection and resilience (CIP/R), improve the relevance of CIP/R research by allowing doctorial candidates conducting research to interact with professionals implementing solutions, and promote an understanding of infrastructure and the operational art.
www.tisp.org
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TISP—Who We Are Shortly after the attacks of Sept. 11, 2001, 11 professional and technical organizations and federal agencies formed The Infrastructure Security Partnership (TISP) as a nonprofit partnership of public, private and not-forprofit organizations to facilitate dialogue on domestic infrastructure security. TISP is a model representation of what the U.S. Department of Homeland Security calls a national enterprise. TISP is working “to do the right thing to preserve our freedoms by making our nation more resilient to all hazards,” according to TISP Chair Albert Romano. Members volunteer their time and expertise to support TISP initiatives and events in the national interest. TISP’s mission is to “lead public- and private-sector collaboration that advances the practice and policies of infrastructure security and resiliency.” TISP supports the national strategy for homeland security and emergency management, including the National Strategy for Homeland Security, the National Infrastructure Protection Plan, the National Response Framework and the National Disaster Recovery Framework. TISP has articulated a broad program for enhancing regional resilience through public-private partnerships and is now updating its Regional Disaster Resilience (RDR) Guide. Among its many recommendations is to provide new tools and capabilities to manage risk and resilience for critical assets on a regional scale. This approach echoes recommendations by a six-university consortium and was reiterated by a National Research Council report prepared by a distinguished panel of infrastructure and economic experts.
Executive Leaders: Chair of the Board: Albert Romano, Michael Baker Jr. Inc. First-Vice Chair: Linda Murray, Parsons Vice Chair: Kathy McKeever, California Emergency Management Agency Vice Chair: Mark Steiner, Association of Corporate Engineering Companies Secretary: William Anderson, TISP (non-voting) Treasurer: Jennifer A. Ford, CPA, SAME (non-voting) 2010-2011 Directors: Ernie Edgar, PBS&J, Representing SAME’s Readiness & Homeland Security Committee Paula Scalingi, Pacific Northwest Center for Regional Disaster Resilience Capt. Jay Manik, USCG (Ret.), CDM Col. Robert Stephan, USA (Ret.), Dutko World Wide Sugu Suguness, Prime Engineering & Architecture Inc. Barry Einsig, Harris Communications Capt. Karl Calvo, USA (Ret.), National Oceanic and Atmospheric Administration Capt. William Grip, U.S. Navy Peter Marshall, Representing the Federal Facilities Council Nitin Natarajan, U.S. Health and Human Services Daniel Catlett, Federal Emergency Management Administration Marco Giamberardino, Associated General Contractors Brian Pallasch, American Society of Civil Engineers Past Chair: 2006-2009: Edward J. Hecker, U.S. Army Corps of Engineers
For more information about TISP and how you and your firm can participate, contact Bill Anderson at 703-908-2848 or wanderson@tisp.org. Learn more about TISP and its committees at www.tisp.org. Join the Effort. Support TISP Interested in helping TISP strengthen our nation’s resilience? Here’s what you can do: 1. Join TISP as a dues-paying member. 2. Participate on the Regional and Infrastructure Disaster Resilience Task Force and the State and Local Security and Emergency Management Agencies Committee. 3. Earn the SAME Readiness and Homeland Security Streamer. 4. Attend the 2010 Annual Infrastructure and Regional Resilience Conference, Dc. 7-9, held in conjunction with the SAME Small Business Conference, at the Gaylord Texan Conference Center in Grapevine, Texas. 5. Participate in the call for papers and attend the 2011 West Point Academic Critical Infrastructure Protection and Resilience Programs Conference.
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Technology News Warfighters Sharpen IED Awareness on JKnIFE The most current and relevant improvised explosive device (IED) facts are a few clicks away, online, at the Joint IED Defeat Organization’s (JIEDDO) Knowledge and Information Fusion Exchange website. At the site—called JKnIFE for short—warfighters, trainers and observers have access to lifesaving information. “We think our greatest return on investment comes from reaching the next-deploying warfighters and trainers,” said Mike McLean, JKnIFE Director. “The JKnIFE site gives warfighters a counter-IED common operational picture,” said Lt. Col. Chad Hedleston, USMC, a JIEDDO training officer. “You get the latest C-IED Task Force reports and situational awareness, organized by task force and location.” Site performance is quick, offering customized searches and eye-catching graphics. A service called RFI Watch
(continued) takes requests for information and promises a response within 24 hours, though it answers most within three hours. Users can also share IED information and provide feedback. “If there were shortcomings they saw, we will look into what we provided,” said JIEDDO Command Sgt. Maj. Todd Burnett, USA. “We want them to use JKnIFE to give us that feedback.” McLean said feedback from the training community indicates JKnIFE helps them tailor training to the type of IED being seen in a particular AOR. “We are very pleased that we can go to one site and access 99 percent of what we need to remain current and relevant in C-IED and IED defeat training,” said one respondent. Recent additions to JKnIFE include direct portals from operational commands where coalition partners get the same look and feel as everyone else. Joint Forces Command and JIEDDO maintain the site with the goal to make
counter-IED information available quickly and easily. “It is a one stop shopping site that prevents a unit or individual from having to waste the precious time leading up to a deployment developing a comprehensive training plan,” wrote a recent visitor to the JKnIFE site. JKnIFE is available at knife.jfcom. mil/Pages/KnIFEPublic.aspx. A common access card is required. (Contributed by Franz Holzer, JIEDDO) Submit Technology News items with highresolution (300-dpi) electronic images, to Jill M. Jackson, M.SAME, at technews@ same.org.
hop and Job Fair s k r o W n o i t i s n a r Jan. 11-12, 2011 • Las Vegas, Nev. T E Find the perfect job at the SAME Transition Workshop and Job Fair. SAM JOB SEEKERS: The SAME Transition Workshop and Job Fair connects members of the uniformed services who have recently left government service, or who will be transitioning from public service in 2011, with SAME Sustaining Member Companies and DOD agencies that are looking for talent to pursue their DOD programs and projects. The workshop is free for SAME member job seekers; $125 for non-members.
PROSPECTIVE EMPLOYERS: Employers looking to match people with current job openings can register as event sponsors. Sponsorships are available in a range of sizes to meet all budgets. Each sponsorship comes with a private interview suite, access to job seekers’ resumes, a company profile in the event program and ample signage.
For more information and to register, go to www.same.org/transition. Sponsorships are being accepted for this event.
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www.charlottepipe.com The Military Engineer • November-December • 2010
Leader Profile
John S. Young Jr., P.E. The Design-Build Institute of America’s 2010 Chairman of the Board discusses the mission of DBIA and how its new partnership with SAME will benefit members of both
Q
organizations.
SAME would like to introduce DBIA to our members now that the two organizations have signed a strategic partnership. What is the mission of DBIA and how does that mission relate to the military?
If a team can operate in accordance with this trust-based value system, the likelihood of superior project outcomes increases significantly.
The Design-Build Institute of America (DBIA) is extremely pleased to join forces with SAME to facilitate highquality education, information sharing and collaboration. We share the goal of enhancing professionalism in the Department of Defense, other federal agencies and the private sector, and we welcome the opportunity to work with SAME and its members. DBIA was established in 1993 in response to the emergence of designbuild and integrated project delivery as a significant force in the design and construction industry. From its headquarters in Washington, D.C., and network of regions throughout the country, DBIA promotes the value of designbuild project delivery and teaches the effective integration of design and construction services to ensure success for owners and practitioners.
Q
What is the current focus of DBIA? Is it entirely on the design-build delivery method or is DBIA also addressing other delivery methods?
The design-build model readily incorporates techniques and technologies that can be helpful in achieving effective integration. DBIA emphasizes
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that collaborative processes such as building information modeling, lean construction and incentive compensation structures also help foster behaviors within the project team that are consistent with DBIA’s core values. Although we embrace the latest trends and tools, DBIA’s value system, which could be considered traditional, is grounded on trust. We believe design and construction team members should operate in an environment characterized by integrity and honest communication, and that mutual respect for and appreciation of diverse perspectives and ideas is as necessary to professionalism as a commitment to innovation and creativity. Trust is key to professionalism, and a high level of ethical behavior is expected of DBIA members. If a team can operate in accordance with this trust-based value system, the likelihood of superior project outcomes increases significantly.
Q
SAME views DBIA’s educational programs as one of the primary benefits of this strategic partnership. How does DBIA keep its education program current and control the quality of its courses?
Advancing education, public awareness, understanding and use of design-build is our mission, and the high standards DBIA advocates are backed up with practical educational programs aimed at practitioners and owners. Essentially “how-to” courses about de-
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SAME also is interested in the DBIA designation. What do you see as the benefits of certification for those involved with federal design and construction? A majority of individuals engaged in DBIA education programs seek DBIA certification. These include an increasing number of public owners who are certifying their internal project teams. Through education, experience and examination, these professionals demonstrate a thorough knowledge of design-build project delivery, to include best practices associated with team organization, procurement, estimating, contracting and risk, project management and ethics.
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Photos courtesy DBIA
sign-build project delivery, the courses and programs developed and delivered by DBIA rely on interactive learning strategies to teach topics ranging from an introduction to design-build techniques to advanced application of design-build concepts. All courses are designed to teach techniques and approaches that can be immediately applied in the office and on the jobsite. Ongoing industry analysis, attendee feedback and instructor input allow DBIA to revise and update coursework annually to reflect emerging best practices, changing market conditions and industry trends. DBIA believes the distinguishing characteristic of quality education is excellent instructors. DBIA-approved instructors undergo a rigorous approval process based on both subject matter expertise and adherence to an uncompromising level of integrity. These professionals recognize the vital need to preserve and encourage fair and equitable practices within the A/E/C community, and they embody these values in the classroom and in their careers. Public confidence in the professionalism, honesty, ability and integrity of DBIA instructors is fundamental to the success of our education program.
As a result of DBIA certification, our industry can anticipate the rise of an increasingly educated consumer. These project owners will expect project teams to be equally knowledgeable about design-build best practices. The days of speculation about the level of experience and knowledge a team brings to a design-build project are over. Owners want successfully executed design-build projects and are looking for a demonstration of both relevant continuing education and experience—both of which can be gained through DBIA certification.
What has been your history with DBIA and what led you to become Chairman of its Board of Directors? As engineer and executive for North America’s largest water and wastewater utility, I understand the importance of educating both owners and practitioners for success. I have been at American Water for more than 30 years, and I am familiar with many forms of project delivery. During the 1990s, my company recognized that the integrated approach offered by design-build generated quality projects and provided
increased value to our many customers. I wanted to share an owner’s perspective on project delivery with the industry and actively pursued a DBIA board position to promote designbuild education, legislation and best practices. After five years on the board, the professionalism, values and passion I found at DBIA allowed me to embrace the opportunity to become Board Chair. Only 17 years after its founding, DBIA is the preeminent resource on design-build and integrated project delivery and I am honored to have been able to contribute to its growth and development. In addition to his role as Chairman of the DBIA Board of Directors, John S. Young Jr. is President of American Water Works Service Co. Inc., and American Water Services. In this role, he is responsible for the business and operation functional support for the American Water utility subsidiaries. Young is a registered professional engineer in a number of states. He holds a Bachelor of Science in civil engineering from Duke University, and a Master of Science in environmental engineering from the University of North Carolina.
The 2010 TheMilitary MilitaryEngineer Engineer•• November-December November-December •• 2010
Design & Construction Methods
Building through Innovation T
By Lt. Cdr. Jorge R. Cuadros, P.E., CEC, M.SAME, USN, Ensign Christopher Hebert, CEC, USN, and Scott Keyes
most famous and widely visited historic sites. Since its creation, the memorial has become so popular that it now hosts more than 1.5 million visitors per year—double the number originally envisioned. As this influx of visitors began to place increasing strains on the memorial’s original facilities, it became apparent that something would have to be done to update the site and ensure its continued success. The need for an upgrade was further compounded by critical structural problems. These issues stemmed from the fact that the original visitor center was built on unstable landfill material. As such, the building had sunk more than 30-in since it was constructed. While some settlement was foreseen, and in fact accommodated in the design, it did not taper off over time as expected. Faced with unabated differential settlement, the National Park Service had been forced to hire contractors to mechanically re-level the building on five different occasions since the visitor center opened in 1980.
The new USS Arizona Memorial Visitor Center at Pearl Harbor is a project laden with design, construction and logistical challenges overcome through collaboration and creative problem solving.
The new USS Arizona Memorial Visitor Center project at Pearl Harbor, Hawaii, is shown during the first phase of construction.
Photo courtesy Healy Tibbitts Builders
he new USS Arizona Memorial Visitor Center is a challenging and complex project. Faced with a hard deadline, a building site of lowquality landfill and a mandate not to interrupt visitor access to one of our nation’s most powerful and popular memorials, it was critical that all parties involved worked in unison to deliver a facility worthy of the pivotal events it was designed to honor. Thanks to the partnership fostered between the National Park Service, the project design team, contractors and the Naval Facilities Engineering Command (NAVFAC), these fundamental complexities have been surmounted and have created a set of solutions and techniques that will be applicable in future projects. Employing a range of innovative solutions, the visitor center reaffirms Plato’s timeless observation that necessity truly is the mother of all invention. Built in 1962 to honor those who fought and sacrificed during the Japanese attack on Pearl Harbor, the USS Arizona Memorial is one of Hawaii’s
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Creating a Foundation In light of the structural and programmatic issues, it was decided to create a new world-class visitor center to house artifacts and information related to the Pearl Harbor attack. Now nearly complete, this new center will include a state-of-the-art museum, new educational facilities, improved curatorial facilities and enhanced amenities, all of which will serve to enrich visitor experience. To avoid the stabilization issues that plagued the original visitor center, each of the new buildings in the facility rests upon an extensive deep foundation system comprising an extensive network of grade beams supported by 16.5-in octagonal prestressed/precast concrete piles. Faced with the task of driving more than 250 piles throughout two distinct phases of construction, the contractor responsible for pile driving started the project using the “fixed lead” setup typically employed in land-based pile driving operations. Under this configuration, a rig crane is fitted with a pile driving lead structure and hammer that function in unison to drive piles cleanly and straightly into the ground. In its fully deployed state, a hydraulic spreader bar swings the bottom of the lead away from the base of the crane, resulting in a triangulated A-frame configuration. While this arrangement helps keep the overall system stable, it also creates a large operating footprint and requires a site with ample open space and level ground to function properly. While most of the USS Arizona Memorial Visitor Center site easily accommodated the use of a fixed lead system, the stabilization work that needed to be performed on the facility’s existing theater building required a different solution. As part of the original visitor center, and subject to the same levels of differential settlement, the theater required a complex series of operations to level the building and insert the proper grade beams and piles beneath it. A team of contractors cut holes in the building’s roofs and floor slabs, creating access routes to carefully drive piles into the footprint of the existing structure. Due to space restrictions, limited accessibility and fluctuating ground el58
evations, the contractors were forced to adopt an alternate pile driving strategy that could respond to the challenges of the site in a way that the traditional fixed lead system could not. The solution eventually adopted was a “hanging lead” system, in which the pile driving lead is simply suspended from the top of the rig crane, forgoing the use of the hydraulic spreader bar and abandoning the resulting A-frame configuration. Besides allowing the contractors to loft the lead into awkward spaces within the building, it soon became apparent that the new setup was yielding other advantages, as well. Chief among these was the hanging lead’s ability to also perform drilling functions. By virtue of the configuration’s maneuverability and adaptability, the lead could be positioned so that workers could easily replace the customary pile driving hammer with a top-drive drill unit, creating a system of increased flexibility in which the contractors could quickly transition between pre-drilling holes and driving piles. This maneuverability also significantly shortened the transition time between driving one pile and the next. Because the hanging lead was only connected to the rig at the crane’s hoist line, it could access multiple locations on the site without having to physically move the entire rig. By strategically placing the rig in a certain location, the contractors could drive multiple concrete piles before repositioning. The hanging lead method employed in the stabilization of the theater proved so effective that the contractors decided to use the setup even when the site conditions would allow them to revert to their original fixed lead system. This resulted in a more efficient operation that yielded significant time and cost savings. By departing from the industry norm because of challenges inherent in working with an existing structure, the project resulted in the development of a technique that proved equally beneficial in new construction applications.
Driving Innovation In the end, the hanging lead system was one of the many ingredients that have contributed to the success of this
project. Another notable innovation was the exclusive use of pneumatic bags in the raising of the monolithic theater structure. Differential settlement over the years meant the theater would likewise need to be differentially raised. Normally, hydraulic lifting techniques would be employed, resulting in concentrated point loads. With the desire to employ a more unified system, a network of manifold-controlled pneumatic bags was emplaced under the theater. In this manner, the north side of the theater was raised four inches, successfully bringing it level and allowing it to be fully integrated into the deep structure pile support system. Other innovations sought to demonstrate the government’s dedication to sustainability. In a bid to qualify for Leadership in Energy and Environmental Design Silver certification, pervious concrete was specified for use in the parking area. This material choice will result in a 60 percent reduction of rainwater runoff, ensuring stewardship of the Pearl Harbor water ecosystem. When taken in combination with a new photovoltaic system, and a design informed by sun angles and passive cooling requirements, the center’s new parking lot will help to reinforce the environmental priorities of the National Park Service. When taken as a whole, all the aforementioned design and construction choices have contributed to what will undoubtedly be an amazing public facility. The USS Arizona Memorial Visitor Center serves as an example that difficult projects can be best tackled through a shared commitment to cooperation, adaptability and innovation.
Lt. Cdr. Jorge R. Cuadros, P.E., CEC, M. SAME, USN, is FEAD Director (PRJ2), Joint Base Pearl Harbor Hickam; 808-474-7613 or jorge.cuadros@navy.mil. Ensign Christopher Hebert, CEC, USN, is Project Engineer, and Scott Keyes is Construction Manager, Naval Facilities Engineering Command Hawaii. They can be reached at 808-2282387 or christopher.l.heber1@navy.mil, and 808-474-3220 ext. 272 or scott.keyes@navy.mil, respectively.
The Military Engineer • November-December • 2010
Design & Construction Methods
Facilities for Wounded Warriors
The Cutting Edge Some of the projects recently completed, under construction or still in The Military Engineer • No. 668
the design and planning phase will become part of an integrated healthcare network providing world-class medical service to the nation’s wounded, active duty service members, retirees and family members. Walter Reed Military Advanced Training Center. The Walter Reed Military Advanced Training Center was recently completed in Washington, D.C., and is specifically designed to return transitioning soldiers to the highest possible levels of activity, and to provide a place where collaborative research can be done to share advances in rehabilitation and prosthetic design with all patients who have sustained injuries resulting in either amputation or functional limb loss. The 31,000-ft2 facility features innovative technology that improves military amputee care and addresses the needs of patients suffering from the effects of traumatic brain injuries. For those receiving prosthetics, this facility allows for computerized and video monitoring for biomechanical studies and advanced physical therapy methods allowing patients to regain full mobility. Project engineers faced many new challenges building the cutting-edge facility. Some of the more challenging features not normally found in a healthcare facility included a helicopter simulator, a rock climbing wall and a firearms simulator all designed to help patients regain confidence and reestablish and maintain basic combat skills. Another high-tech feature is a gait lab equipped with 26 cameras that capture patients walking and running gait or stride patterns as they step on weightsensitive force plates and a specialized treadmill. Other features include a vid-
USACE is employing the principles of evidence-based design to support a worldwide network of start-of-the-art healthcare facilities serving wounded servicemembers and their families.
The climbing wall at Walter Reed Military Advanced Training Center is one of many unique design features geared toward helping wounded warriors regain confidence and the ability to reestablish and maintain basic combat skills.
USACE photo
O
n April 30, 2004, the U.S. Army introduced an initiative to enhance the care and support of severely wounded warriors. Named the Army Wounded Warrior Program to clearly identify the population served by the program, this system of support and advocacy guides severely wounded, injured and ill soldiers from evacuation through treatment, rehabilitation, return to duty, or military retirement and transition into the civilian community. The U.S. Army Corps of Engineers (USACE) is supporting the Army Wounded Warrior Program through evidencebased design, innovative management and acquisition strategies for new stateof-the-art healthcare facilities worldwide. Evidence-based healthcare design creates an environment that is therapeutic, supportive of family involvement and efficient for staff performance. It integrates research-based architectural design and holistic healthcare practices that result in improved patient outcomes, privacy, comfort and safety for both patients and staff. The design process incorporates as many evidence-based design concepts as possible. “These are certainly exciting times as we design and construct new and innovative facilities serving the needs of our wounded warriors and their families,” said Robert Slockbower, P.E., SES, Director of USACE Military Programs. “Evidence-based healthcare design takes a holistic approach to healing which will significantly aid our wounded warriors in the recovery and transition process.”
By Scott Harris
59
eo conferencing system that allows field medics to communicate with amputee care technicians in real time during amputations. The video conferencing system also affords wounded soldiers the ability to communicate with deployed comrades. Building a world-class healthcare facility with these kinds of features required steadfast resolve, teamwork, shared responsibilities and open channels of communication. Having clear lines of communication was critical to the design team’s ability to achieve an early sign-off on the proposed floor plans. Real success required meeting the expectations of the beneficiaries and stakeholders and achieving a quality objectives-mission focus execution of construction in a timely manner. When appropriate, the customer was consulted when decisions were required. This dialogue also allowed the team to forecast the impacts of changes, especially since they mostly focused on improving soldier care. Due to the nature of most of these owner-requested changes, there was little resistance, particularly because they contributed to the facilities’ objectives. An open-door policy was used to ensure decisions were reached quickly. Working together onsite enabled the contractor and the project manager to address new ideas and react quickly to any new changes. Bassett Army Community Hospital. The Bassett Army Community Hospital located at Fort Wainwright, Alaska, serves as another shining example of quality care facilities built for our wounded warriors. Replacing a hospital that was constructed in 1951, the 260,000-ft2, $215 million facility opened in June 2007 and serves military personnel at Fort Wainwright, Fort Greeley, Eielson Air Force Base and remote military sites north of the Alaska Range. It also serves military family members and retirees in a 46,400-mi2 range around the greater Fairbanks area for a total patient base of about 25,000. Similar to the facility built at Walter Reed, the hospital was designed to accommodate modern changes in medical care, as well as the increasing use of automation equipment in both clinical and administrative areas of the hospital. 60
Works in Progress Fort Belvoir, Va. A state-of-the-art, $870 million hospital complex expected to be completed by June 2011 at Fort Belvoir, Va., will have 120 inpatient beds, nearly triple the patient capacity of the current DeWitt Army Community Hospital, and will serve more than twice as many patients. In keeping with the USACE commitment to sustainability, energy efficiency was of the utmost importance in the facility’s design. One of the many innovations at the Fort Belvoir hospital is an integrated stormwater system that will capture 160,000-G of reusable irrigation water. Courtyards between the outpatient facilities emphasize stormwater treatment and the collection of rainwater for later use. Two rain barrels and two underground cisterns per courtyard hold a combined total volume that will provide the majority of water needed for irrigation throughout the year.
“It’s important to stay focused and remind ourselves why we’re going to such great lengths in this effort.” Fort Sam Houston, Texas. Another project underway involves the expansion and renovation of Brooke Army Medical Center (BAMC) on Fort Sam Houston, Texas. A 760,000-ft2 addition will increase the size of BAMC’s Level 1 Trauma Center and the hospital’s internationally-acclaimed burn center, which is the only American Burn Association-verified burn center within the Department of Defense. When construction is finished in 2011, BAMC will be renamed the San Antonio Military Medical Center North and absorb the inpatient care services currently provided by Wilford Hall Medical Center, which is located on nearby Lackland Air Force Base. An ambulatory care center under construction at Lackland will replace Wilford Hall and focus exclusively on outpatient care, including surgical services, and will provide Graduate Medical Education training programs.
Among several other medical and research facilities also under construction on Fort Sam Houston is the Medical Education and Training Campus. The campus will consolidate the enlisted medical training programs of all of the services, providing instruction to combat medics, U.S. Navy corpsmen, radiology technicians, nuclear medicine technologists and several other types of specialists. A tri-service research laboratory and the Joint Center of Excellence for Battlefield Health and Trauma Research also are part of the new construction. The facilities will combine the research efforts of all military branches to further enhance the techniques and approaches used to treat service personnel.
In Service to Soldiers Still in the design and planning phase is a $333 million, 745,000-ft2 healthcare center at Fort Benning, Ga. The design for the facility features two wings: One wing would serve as a clinic and the other would serve as a hospital. The facility will be equipped with two parking decks and 70 inpatient beds. The site also will include a soldier and family assistance center, one of many similar facilities going up throughout the U.S. These centers are integral to the transition of soldiers back into their units or the civilian world. The modern facilities bring together multiple resources typically scattered around the installation and work exclusively with wounded warriors and their families to help them navigate the processes needed for rehabilitation, re-education and re-integration to the unit or civilian society. Caseworkers assist soldiers with legal, educational, spiritual, medical and personnel issues. “These facilities are certainly impressive with the incorporation of new and innovative designs, but it’s important to stay focused and remind ourselves why we’re going to such great lengths in this effort,” said Slockbower. “It’s more than just buildings. It’s about serving our wounded warriors and their families.” Scott Harris is Public Affairs Specialist, Military and International Programs, Headquarters, U.S. Army Corps of Engineers; 202-761-1806 or scott.d.harris@usace.army.mil.
The Military Engineer • November-December • 2010
Design & Construction Methods
Best Practices in Sustainable Design N
aval Station Great Lakes, the U.S. Navy’s Headquarters Command for training, has been developing disciplined, motivated sailors for the fleet since World War I. The base has an equally rich heritage in environmental stewardship. The Navy became the first federal agency to certify a Leadership in Energy and Environmental Design (LEED) project in 2000, when the Great Lakes Naval Training Center’s Bachelor Enlisted Quarters (BEQ) achieved LEED certification. “At the time, it took an extraordinary effort to achieve that standard,” said Capt. J.C. Washington, CEC, USN, Commanding Officer of Naval Facilities Engineering Command Midwest, headquartered at Naval Station Great Lakes. “This effort helped get the Navy focused on sustainable design. Today, all our applicable projects must be registered with the U.S. Green Building Council and achieve a minimum LEED Silverlevel rating.” Almost a decade later, Great Lakes reached another milestone in its path to sustainability through the design of the Atlantic Fleet Drill Hall. The facility exemplifies the Navy’s commitment to being good stewards of resources as well as taxpayer funding. By incorporating many best practices in sustainable site design and low-impact development, the facility earned LEED Gold certification in 2009.
By Kenneth Osmun, P.E., DBIA, LEED AP, M.SAME
Some 25,000 recruits use the multipurpose building each year for classroom training, sporting events, drill assessments, team building and physical fitness. From the outset of project planning, the objective was to create a facility that would become a distinguishing landmark, artfully fusing traditional architecture with new sustainable design technologies. Because of the building’s prominent location, the design team gave much attention to site design considerations and landscaping. Its erosion and sediment control plan took advantage of the site’s crowned nature by placing a silt fence at the project’s edges to capture sediment. Inlet filters were used to protect the various existing stormwater inlets throughout construction. Areas of disturbed earth were treated with temporary seed to keep soils in place. These practices, combined with a carefully phased construction schedule, helped minimize the environmental stormwater impacts from erosion and sedimentation.
Naval Station Great Lakes incorporated sustainable site design methods and low-impact development for stormwater management into its new LEED-certified Atlantic Fleet Drill Hall.
On the Atlantic Fleet Drill Hall’s drill deck, where recruits spend much of their time, controlled natural light augments high-efficiency lighting fixtures.
Site Design and Development
The Military Engineer • No. 668
Photos courtesy Wight & Co.
Sitting atop a small hill, the Atlantic Fleet Drill Hall plays a significant functional and symbolic role on the base’s Camp John Paul Jones Recruit Training Center. The 50,000-ft2 facility includes a 38,000-ft2 drill deck with supporting administrative and mechanical spaces. 61
The site design also preserved open space by reducing the building envelope and site developments such as parking lots. The site includes more than 78,000-ft2 of open space—50 percent more than the building itself. More than 60 percent of the site is an open vegetated area with Buffalo Grass, an adaptive species that requires no irrigation. These and other native plantings help increase biodiversity and conserve water and energy.
Following Nature’s Model The basic principle of low-impact development is that stormwater systems should follow nature’s lead and manage rain where it falls. The goal is to mimic a site’s pre-development hydrology by using distributed, small-scale systems that infiltrate, filter, store, evaporate and detain runoff close to its source. The traditional approach to stormwater management focuses on handling runoff from large storm events through regional systems located at the bottom of drainage areas. In contrast, low-impact development focuses on treating smaller and more frequent storm events through various cost-effective features in upland areas of the watershed. At the Atlantic Fleet Drill Hall, most stormwater treatment takes place at the top of the grade to utilize the groundwater gradient. Because the building does not have a basement, belowgrade infiltration zones were excavated around the four corners of the building. Geo-textile drainage fabric was placed at the bottom of the excavation, which was back-filled with gap-graded stone. Roof runoff is piped into the upper layer infiltration zones, and the water then percolates down though the stone following the groundwater gradient. Stormwater also is both daylighted and discharged to the infiltration zone via perforated pipes connected to the downspouts. Smaller areas of roof runoff are daylighted at grade and allowed to percolate down from the surface. To avoid washout, larger runoff areas connect underground to the perforated pipe, which also is connected to a traditional storm sewer system with the capacity for larger storm events. The choice of sod and use of plant62
The use of Buffalo Grass helped prevent erosion in the area surrounding the drill hall.
ings native to the Great Lakes region also minimize runoff in the open landscaped areas. The Buffalo Grass has root systems that can grow 6-ft to 8-ft deep, and many of the plants have root zones that will eventually extend 10-ft to 15-ft deep. This creates a tight matrix of roots that prevents erosion and weed establishment and helps infiltrate water and oxygen through the soil. By adhering to the principles of low-impact development, the naval base has been able to reduce the site’s stormwater runoff rate more than 30 percent.
Raising the Bar All of the building’s interior materials and finishes—including coatings, adhesives and sealants—meet or exceed the volatile organic compound thresholds outlined by LEED. The drywall, acoustical ceiling tiles, concrete, steel, flooring and concrete masonry units collectively contain more than 30 percent recycled content with a minimum of 15 percent post-consumer content. More than 50 percent of the wood permanently installed in the project came from Forest Stewardship Council-certified and -managed forests. The Atlantic Fleet Drill Hall also has design features to achieve energy and water efficiencies in its daily operations. It has occupancy sensors to automatically shut off lights in washrooms and storage areas when they’re not in use. On the drill deck, where most of the recruits spend their time, controlled natural light augments high-efficiency lighting fixtures. The building uses less than one watt of lighting energy per
square foot. By using high-efficiency plumbing fixtures and controls, the drill hall has reduced its water use by more than 40 percent compared to the baseline established by the Environment Protection Agency. Comprehensive digital mechanical controls regulate the amount of outdoor air supplied to each room for optimal thermal comfort. The HVAC system consists of two separate air-handling systems (four air-handling units), a chilled water system and a hot water system for maximum performance. Variable frequency drives enable all air handling units to optimize the facility’s energy efficiency. The last part of the sustainable site design strategy addressed the challenge of reducing urban heat island effect. In addition to having large areas of open space, the drill hall featured the use of materials with an appropriate Solar Reflectance Index (SRI) value. For example, Portland Cement Concrete, with an SRI of 35, was used for walkway, and the building has a white reflective metal roof, which boasts an SRI of 86. “This landmark building raises the performance bar for sustainable practices and opens a dialogue on how we can institutionalize them globally,” said Capt. Washington. “It provides a new model for future projects melding the U.S. Navy’s traditional architecture and prototype design with new sustainable design technologies.” Kenneth Osmun, P.E., DBIA, LEED AP, M.SAME, is Group President for Construction, Wight & Co.; 630-969-7000 or kosmun@ wightco.com.
The Military Engineer • November-December • 2010
Design & Construction Methods
Permanent Modular Construction
The Military Engineer • No. 668
factory setting while site preparations and foundation work is being done simultaneously. Working in a controlled, indoor environment avoids weather-related delays in producing the building. Using assembly-line efficiency and the latest lean manufacturing techniques, for instance, enabled 500,000-ft2 of new dormitories at Fort Bliss, Texas, to come online in just six months.
Meeting Design Demands Because modular buildings are highlyengineered structures to begin with, incorporating anti-terrorism and force protection (ATFP) standards into the design is entirely feasible. Permanent modular buildings have been built to meet the highest ATFP requirements for progressive collapse avoidance. To meet this standard, designers apply the alternate path method, a direct design method that offers resistance to progressive collapse by engineering the structure to bridge over missing
Modular construction is an advanced, highly-engineered process that shortens construction timelines and can assist military planners in meeting ATFP and environmental standards.
Permanent modular components for an Unaccompanied Enlisted Personnel Housing complex are hoisted into position at Fort Carson, Colo.
Photo courtesy Warrior Group
T
he military’s construction standards are like boot camp for buildings. There are aggressive construction timelines, tough homeland security requirements, exacting air infiltration allowances, arduous quality standards and Leadership in Energy and Environmental Design (LEED) certification requirements. To succeed in today’s military, a building, like a new recruit, has to outperform its peers. Permanent modular construction is an advanced, highly-engineered process that enables shortened construction timelines compared to conventional construction methods, while delivering a level of quality that is equal, if not superior to conventional site-built construction. In fact, modular buildings meet and often exceed the military’s stringent safety and security requirements and deliver superior air infiltration performance. Permanent modular construction also is a more sustainable building method than conventional construction, providing the military more environmentally-friendly facilities. The ongoing Base Realignment and Closure (BRAC) process calls for closing and realigning existing military bases to reduce expenditures on operations and maintenance and achieve increased efficiency for the military. Part of this initiative calls for accelerated delivery of new structures at realigned military installations. Permanent modular construction provides the military with high-quality facilities that can be occupied 30 percent to 90 percent faster than site-built facilities, meeting this critical demand. The key to modular construction’s efficient completion schedule is that most of the construction occurs in a
By Ed Zdon, LEED AP
63
or deficient elements with only localized damage. The use of blast-resistant, fixed windows helps buildings meet the standard for potential glazing hazards. The result is a facility that can withstand an attack with minimal damage and no permanent deformation. The facility will remain operable and, most importantly, occupants will be better protected and able to evacuate the building safely. In addition to a building’s structure, the indoor environment must also meet high military standards, and indoor environmental air quality is recognized as an important factor in building habitability. Poor air quality affects health, morale and productivity. In addition, a building that allows the easy migration of air into and out of the structure will have higher energy costs and will provide a path for moisture and outdoor pollutants to enter the building or become trapped in the exterior walls. The U.S. Army Corps of Engineers’ (USACE) Engineering and Construction Bulletin Building Air Tightness Requirements sets standards for new military buildings that are higher than those applied to civilian commercial buildings. The Uniform Facilities Code, the guideline for all military base construction, addresses air intake, as well, with an emphasis on preventing airborne contaminants from easily penetrating buildings prior to detection and evacuation.
Success at Fort Bliss These rigorous standards raise the bar for any building, but two permanent modular buildings completed recently at Fort Bliss, Texas, were up to the challenge. In recent tests, the facilities exceeded USACE air infiltration requirements, which call for the air leakage rate of the building envelope not to exceed .25 cubic feet per minute per square foot (CFM/ft2). The structures are part of a new Unaccompanied Enlisted Personnel Housing complex and were built using a hybrid method that combined permanent modular construction with other elements constructed on site. The residential modules were built off site and trucked to the location 64
while the onsite construction included the concrete perimeter wall foundation, core areas housing central mechanical systems and exterior stairwells. The modules were roofed at the factory with the same roofing material as the site-built portion. The two roof systems were tied together at the site using a system of parapet walls. Fresh air is brought into each module from a forced-air plenum, and the bathrooms are ducted directly outside. The building’s exteriors feature an air barrier covered with a cast stone wainscot, while the balance of the exterior face is covered in a vertical metal siding with an epoxy finish resembling stucco. Both buildings were tested using infrared thermograph analysis, smoke generation and smoke trackers. The testing engineers took multiple digital readings of pressure differential and airflow at 10-sec intervals from two locations for an air-tightness analysis. The result: No excess air leakage came from the modular units and the average air infiltration for all four tests was .122-CFM/ft2, exceeding the new USACE requirements. A few locations were noted for air leakage during the testing, including some, but not all, of the exhaust penetrations, and some joints or connections where the modular units meet the site-built structural elements. It is significant that none of the detectable air leakage came from the modular units, which demonstrates the quality of the offsite construction process.
The Perks of Prefabrication Modular construction can achieve superior performance because it occurs in a controlled manufacturing environment and is subject to exacting quality control standards and verification. Permanent modular makes use of the latest manufacturing techniques and innovations, such as building information modeling (BIM), which enables precise design and the integration of the design with the construction process. BIM enables engineers to use detailed modeling and simulation—not only of the building, but of its components and the construction and assembly process—to design the highest-quality product. Fi-
nally, a quality inspection of every component is completed in the factory. Another result of the factory-based construction is better use of materials and less waste, making modular construction inherently more sustainable than site-built construction. In the factory, all stages of construction are planned and carefully structured, so materials are purchased to size, eliminating substantial waste. Within a modular construction factory, virtually all waste and debris is recycled or salvaged. Furthermore, shifting the bulk of the construction to a factory has a positive environmental impact on the actual construction site. Permanent modular construction reduces the required job site area for the project and results in less onsite time and reduced environmental disruption. The only workers needed at the actual building location are those engaged in site preparation, foundation work, and installation and finish out. There is less congestion at the job site, which is better for the environment and safer. Because almost all building materials are stored at the factory, there is no need for a large onsite staging area and less need for heavy equipment to move supplies. As a result, pollution from construction activities such as vehicle exhaust and airborne dust is reduced. In addition, reduced soil erosion and waterway sedimentation preserves more of the natural habitat around the building. The military’s objectives of highquality, safe and sustainable facilities constructed quickly can be met with ease through permanent modular construction. Using advanced manufacturing techniques, the delivery method provides high-quality buildings quickly and is proven to meet the most stringent building performance requirements. Additionally, modular construction has many inherently sustainable qualities, allowing the military to be respectful of the environment in the construction of new facilities and meet new mandated LEED requirements. Ed Zdon, LEED AP, is Senior Project Manager, Pre-Construction/Special Projects, Warrior Group; 210-842-0033 or ezdon@warrior-group.net.
The Military Engineer • November-December • 2010
Design & Construction Methods
Protecting New Orleans I
n response to hurricanes Katrina and Rita, the U.S. Army Corps of Engineers (USACE) Mississippi Valley Division formed Task Force Hope to design and construct the $14.45 billion Greater New Orleans Hurricane and Storm Damage Risk Reduction System (HSDRRS). In 2005, the two storms caused the deaths of more than 1,500 people and damage exceeding an estimated $100 billion in southeast Louisiana. Following the disasters, Task Force Hope was charged with the command and control of the HSDRRS repair and improvement effort. The monumental HSDRRS program will result in a 100-year level of storm damage risk reduction for five parishes within the greater New Orleans area. Design and construction of a series of projects will form an enormous perimeter barrier system around the area. Achieving this critical level of risk reduction and meeting the target completion date of June 1, 2011—the start of the 2011 hurricane season—will require a number of aggressive construction schedules.
By Lt. Col. Brett T. Perry, M.SAME, USA (Ret.), and Lee Z. Walker
formance failures of the flood protection system, USACE changed its policy. Third-party technical reviews, supplied by academia, professional associations, private industry and government agencies, are now a common aspect of the work being performed on the HSDRRS. USACE is building the HSDRRS with new and more stringent design criteria. Extensive modeling, lessons learned and risk-informed processes have enhanced the design criteria and construction. For example, new floodwall designs have been developed based on forensic modeling and analysis of structures that failed during Hurricane Katrina. Before the storm, floodwalls were generally I-walls—sheetpile, sometimes capped with concrete, driven down the centerline of the levee section. A major piece of the HSDRRS improvements is replacing I-walls with more robust T-walls—above-ground, reinforced concrete walls with a base that forms an inverted T. Levees in the system also have been evaluated against new design criteria, and are being raised to accommodate
Innovative design and delivery methods help move the Greater New Orleans Hurricane and Storm Damage Risk Reduction System toward its 2011 completion target.
The Seabrook Floodgate (concept model shown) will reduce surge risk from Lake Pontchartrain. Construction began in September 2010.
A Rigorous Approach
The Military Engineer • No. 668
USACE photo
As part of the HSDRRS program, USACE is improving or building approximately 350-mi of levees, floodwalls and floodgates. In addition to the HSDRRS work, USACE repaired 73 non-federal pump stations in Jefferson, Orleans, Plaquemines and St. Bernard parishes. Additional storm-proofing work is underway. Prior to Hurricane Katrina, USACE was not required to obtain independent, third-party reviews of project plans and designs. However, after the Interagency Performance Evaluation Task (IPET) Force analyzed the per65
predicted 100-year storm surge elevations by as much as an additional 10-ft. Levee slopes are being armored with grass, geo-textile materials, stone, or paving materials for additional resiliency against erosion or scouring. Armoring is being incorporated throughout the system, and is especially important in strengthening weaker transition points where levees meet floodwalls, gates and utility crossings.
Four Key Projects In addition to roughly 350-mi of levees and floodwalls, the HSDRRS includes four major projects that combined represent nearly $3 billion in construction: the Lake Borgne Surge Barrier; the Seabrook Floodgate Complex; the Gulf Intracoastal Waterway– West Closure Complex; and the Permanent Canal Closures and Pumps Project. The Lake Borgne Surge Barrier is the largest design-build civil works project ever undertaken by USACE. The 1.8-milong barrier stands 26-ft above the waterline at its highest point and includes three surge gates. It will provide storm damage risk reduction to large sections of Orleans and St. Bernard parishes by blocking storm surge from Lake Borgne and the Gulf of Mexico from entering the Inner Harbor Navigation Canal (IHNC), which connects the Mississippi River to Lake Pontchartrain. Construction began in May 2009, and is scheduled to be completed by June 2011. The Seabrook Floodgate is a smaller structure—a sector gate and two vertical lift gates spanning approximately 400-ft of the IHNC—that will work in tandem with the Lake Borgne Surge Barrier to reduce the risk of surge from Lake Pontchartrain. Construction began in September 2010, and is scheduled to be completed by June 2011. Early Contractor Involvement is being used on the Seabrook project to enable the construction contractor to provide input during the design process and allow construction to begin before the design is 100 percent complete. The Gulf Intracoastal Waterway– West Closure Complex will include the world’s largest drainage pump station of its kind. When closed, it will protect the Harvey and Algiers Canals (located 66
southwest of New Orleans and west of the Mississippi River) from storm surge and simultaneously pump stormwater out of the canals. The nearly $1 billon facility will pump stormwater at 19,000-ft3 per second. The complex includes a closure wall, six sluice gates and two 700-T closure gates and is expected to be completed by June 2011. During Hurricane Katrina, two of the three outfall canals within the city of New Orleans—the 17th Street Canal and London Avenue Canal—experienced floodwall failures due to storm surge from Lake Pontchartrain. After the storm, USACE built temporary gated canal closure structures and pump stations at the mouths of the outfall canals. These structures close the canals to storm surge while the pump stations evacuate the city’s stormwater into the lake. The Permanent Canal Closures and Pumps Project includes construction of new permanent pump stations at each of three outfall canals. The 17th Street Pump Station will be capable of removing stormwater at 12,000-ft3 per second; the London Avenue Pump Station at 9,700-ft3 per second; and the Orleans Avenue Pump Station at 5,000ft3 per second. Project construction is scheduled to begin in summer 2011 and be completed in 2014.
Expediting Environmental Compliance All major federal actions must comply with the National Environmental Policy Act (NEPA). For a project the size and complexity of the HSDRRS, an Environmental Impact Statement (EIS) would normally be completed before construction could begin. This process could easily take two to five years. To speed the NEPA process for HSDRRS, USACE, in close coordination with Council on Environmental Quality, developed alternative arrangements for NEPA compliance. A set of alternative compliance initiatives was followed to hasten NEPA compliance while providing the same level of environmental impact analysis as an EIS. Instead of EIS completion for the entire HSDRRS, Individual Environmental Reports (IER) have been developed for groups of similar projects located near
one another in specific areas of the city. Whereas construction on any segment of the HSDRRS would have been subject to the completion of the entire EIS process, construction on individual projects could move into construction more quickly under the IER process. IERs are closely coordinated with state and federal resource agencies, in part during monthly interagency meetings during which impact analysis and issues are reviewed. To keep a dialogue open with the public, more than 150 public meetings have been ongoing since the 2007 kickoff of the HSDRRS NEPA process. Over time, as public concerns have been addressed, communications between USACE and the citizens of New Orleans have greatly improved, resulting in an improved level of public trust and confidence.
A Committed Team The Greater New Orleans reconstruction initiative requires a vast collaborative effort. Task Force Hope provides the program oversight, while execution of the projects and contracts is accomplished by the Hurricane Protection Office and the Protection and Restoration Office. The USACE New Orleans District provides support to both organizations for environmental compliance, real estate, safety, resource management and logistics. The program management effort is lead by a USACE government employee cadre supported by a staff of more than 130 private-industry professionals. This fully integrated, public-private team has been in place since May 2006 and is fully committed to achieving the goals established for the HSDRRS program. With less than one year remaining of the five-year schedule, development and construction of the Greater New Orleans HSDRRS is well underway. Almost all contracts have been awarded and the team continues striving to meet the June 1, 2011, goal. Lt. Col. Brett T. Perry, M.SAME, USA (Ret.), is Program Manager, PBS&J; 504-862-1807 or brett.perry@us.army.mil. Lee Z. Walker is Water Resources Planner, Evans-Graves Engineers Inc.; 504-913-1857 or lwalker@evans-graves.com.
The Military Engineer • November-December • 2010
Design & Construction Methods
Design-Build Shipyard Rehab
The Military Engineer • No. 668
there. The surrounding area is undergoing conversion into a mixed-use office, research and industrial park under its new name: The Philadelphia Naval Business Center.
Design-Build Rehab Faced with an ongoing need to moor decommissioned naval vessels along the shipyard’s about 8,000-ft of wharfs and the 1,150-ft-long Pier 4, the Naval Facilities Engineering Command (NAVFAC) Mid-Atlantic selected designbuild as the delivery vehicle for a comprehensive repair and rehabilitation project. The first challenge for the designbuild team was to determine existing site conditions. Most of the port structures were nearly a century old, if not older, and little was known about underwater conditions. The Navy’s frontend engineering design had been prepared five years before the design-build RFP was issued, making knowledge of existing conditions at the shipyard a
New data from an up-to-date condition assessment allowed the Navy to prioritize options for renovating pier and wharf infrastructure at the Philadelphia Navy Yard.
Helical pile drilling was performed alongside mothballed Navy ships that remained moored in place while the work was ongoing.
Photos by Keith Philpott
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ld ships do die, maxim to the contrary. And when they do, they often end up at one of three Naval Inactive Ship Maintenance Facilities, where they await determination of their final fate. Recycling ships for scrap is nothing new to the U.S. Navy, but ships removed from the active inventory may also end up donated as museums, used as artificial reefs, or sold in foreign military transactions. These holding stations for decommissioned naval vessels are located at the Philadelphia Navy Yard, Pa., Pearl Harbor, Hawaii, and Bremerton, Wash., as sub-units of the Naval Sea Systems Command. As the only freshwater port in the eastern U.S., the Philadelphia Navy Yard is a perfect location to preserve aging ships that may end up as prominent military museums. The Philadelphia Navy Yard also is one of few ports large enough to store decommissioned aircraft carriers, such as the USS John F. Kennedy, the last conventionally powered aircraft carrier built by the Navy. At more than 1,000-ft long, the carrier now sits at Pier 4 in the Philadelphia Navy Yard as it awaits transition to a Rhode Island nonprofit group that plans to turn it into a family attraction and recreation facility. The Navy’s oldest shipyard in the U.S., Philadelphia Navy Yard seems an appropriate location for mothballed ships. From the American Revolution through the end of the 20th century, the shipyard served as a mainstay for shipbuilding and maintenance, from wooden warships to the still-active USS Blue Ridge, the last ship built at the shipyard in 1970. Although the shipyard officially closed in 1995 as part of a Base Realignment and Closure decision, several Navy entities continue to operate
By Michael Economides, Brent Moore, P.E., and Michael Krieber, P.E.
67
wild card. The result was a shifting of risk to the design-build team. The contractor team approached the challenge by suggesting to the Navy in the technical approach of the RFP that a new condition assessment could help prioritize repairs and identify areas that could be set aside to focus on the most pressing repairs to ensure site safety. With approval to proceed on the new condition assessment, the design-build team performed extensive field investigations at the shipyard, including engineering structural analyses, geotechnical analyses and underwater dive inspections. The condition assessment, issued in March 2008, addressed comprehensive site issues ranging from the condition of timber support piling, the electrical distribution system, paving and surface conditions, subsoil analysis and classification, and seawall deterioration. A contractor performed below-surface inspections of structural elements, including the timber and steel sheet pile walls below each dock, and a skiff was used to examine the concrete seawall for structural defects and determine the level of decay in timber piles and fenders. These inspections helped identify areas that presented serious safety concerns, such as the 926-ft-long 16th Street Wharf. Serious deterioration of timber support piles prompted the design-build team to advise the Navy to limit personnel’s access to the area for safety concerns. The condition assessment revealed multiple site deficiencies beyond those identified in the original RFP. Although this was not necessarily good news for the Navy, having access to detailed data about actual site conditions ended up being the key to successful project delivery. Basing the design-build project on new data from the up-to-date condition assessment allowed the Navy to consider the best options and evaluate the importance of each repair in light of activities impacted, budget concerns and overall facility conditions. It also led the Navy to a decision to allow the design-build team to work in multiple areas simultaneously to keep the project on schedule. 68
Based on findings from the condition assessment, the concrete seawall was prepped for repairs.
Five Wharfs and One Pier The condition assessment addressed five wharfs, ranging in length from 845-ft to 3,350-ft, and Pier 4, which at the time housed the USS John F. Kennedy and the USS Saipan. An initial result of the investigation was removal of Pier 4 from the immediate design-build work because the required work was beyond the scope of the existing contract. The detailed assessment report also helped the Navy eliminate lower-priority wharf repairs from the scope of the contract, a decision that ultimately freed up about $2 million and allowed redirection of these funds to higher-priority repairs. The Navy agreed to focus the designbuild repairs at five wharfs that housed nearly 20 decommissioned ships. With an updated condition assessment and concurrence from the Navy on prioritization of wharf repairs, the project proceeded with a focus on the most critical structural items. This project was not without unique challenges. The most obvious among them involved the age of the infrastructure, which was already well beyond its original life expectancy, and the reality that much of the work involved structures below the water surface. Also, the condition assessment and subsequent repairs had to be performed with the vessels moored at the shipyard remaining in place. An example of one of the alternative approaches developed by the designbuild team to deal with the underwater challenge was the use of helical piles to replace rotted and broken piles below the deck. Rather than excavating 8-ft of soil cover and cutting open the centuryold timber decking and framing, helical piles were installed over the wharf face
with torque measurements documenting the required pile-bearing capacity. Another critical structural repair involved the reconnection of displaced piles from the pile caps that supported the timber framing, seawall and soil fill. After pile sections were removed, new pile sections were spliced and pile jacks (steel-plated expandable bladders pumped with grout) were used to ensure adequate connections to the pile cap. After pressure measurements from the surface documented adequate bearing, the pile jacks were concreteencased and fixed to the pile and cap.
Success through Teamwork A close and effective relationship between the design and construction partners on the design-build team facilitated completion of this challenging renovation and repair design-build project. The team also developed what was described as an “open book” rapport with the project owner that helped smooth the waters when the condition assessment showed some areas to be in far worse condition than anticipated, necessitating scope and budgetary adjustments. With the majority of the structural repairs performed under water, the design-build team developed innovative ways to keep the Navy informed of progress. Quality control reporting systems included underwater photographs of repairs and gauges accessible via the dock surface to monitor underwater repairs. This design-build project diverged from its original plans by “starting over without starting over,” as characterized by one of the project’s design engineers. The result, however, was a best value project that met the original designbuild project intent and the needs of the Navy. Michael Economides is Project Manager, Triton Marine Construction Corp.; 360-633-6233 or meconomides@triton-marine.com. Brent Moore, P.E., is Ports and Harbors Section Manager/Project Manager, and Michael Krieber, P.E., is Senior Project Manager, HDR Inc. They can be reached at 361-696-3374 or brent.moore@hdrinc.com, and 361-696-3369 or michael.krieber@hdrinc.com, respectively.
The Military Engineer • November-December • 2010
Design & Construction Methods
Going Green in Guam
Integrating Sustainability Policymakers and leadership at the Secretary of the Navy and DOD set high expectations for the sustainability and cost efficiency of the new base in Guam. Meeting these goals presents a unique challenge across the project cycle of planning, design, construction, and operations and maintenance. And, if withstanding 175-mph super typhoon winds (a design criteria) and earthquake-resistant construction was not enough, the project stakeholders include the governments of Japan and Guam, which has injected a political dimension to the decision making The Military Engineer • No. 668
process. Communicating the need for integrated sustainability planning and design amidst the project’s complex decision matrix was a daunting task that was met through a series of workshops and stakeholder meetings. Under the leadership and guidance of the Naval Facilities Engineering Command (NAVFAC) Pacific, Marine Force Pacific (MARFORPAC) and Headquarters Marine Corps, a sustainability team comprising planners, building engineers, civil engineers, ecologists, costing experts and others developed a comprehensive strategy for meeting and exceeding federal sustainability mandates by utilizing the Sustainable Systems Integration Model (SSIM). This process integrates each of the core systems—water, energy, transportation and ecosystem services—to maximize the overall performance of the installation while optimizing the capital investments, operations and maintenance costs, and long-term lifecycle costs. Using the SSIM process, a number of scenarios are generated using various sustainability measures and combinations that return the biggest bang for each buck. A preferred sustainability program is then selected based on various decision criteria. For the Guam base, leadership chose from three programs that met or exceeded the mandates but had different cost implications: The first had the least capital cost, the second offered the fastest payback and the third would result in the highest long-term savings. To meet all DOD mandates and targets, MARFORPAC and HQMC selected the second option. To ensure the proposed 14-million-ft2 of new construction is LEED Silver-eligible and to meet various federal mandates, a thoughtful, well-crafted imple-
As the island prepares for the arrival of U.S. Marines from Okinawa, Japan, planners are facing daunting design challenges as they work to implement an integrated sustainability program.
The site of the future U.S. Marine base on Guam covers more than 3,000 acres and will include more than 14-million-ft2 of LEED Silver-certifiable facilities.
Image courtesy AECOM
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he Department of Defense (DOD), under orders from the Obama administration, has embarked on a department-wide initiative designed to improve the resource efficiency and overall sustainability of U.S. installations around the world. A major starting point for the initiative is Guam, where DOD has approved and is now implementing the Guam Joint Military Master Plan, which will result in a new home for the U.S. Marines and dependents now stationed in Okinawa, Japan. The main cantonment of the planned station will be the base of operations for the Marine Corps. More than 14-million-ft2 of facilities, including approximately 3,500 units of family housing, is proposed for the site. These approximately 1,944 separate structures will be placed in a 3,420-acre campus setting, nearly 53 percent of which will be open space. The development program must accommodate approximately 23,500 residents in addition to 13,500 workers and forms the basis for the proposed Guam Joint Military Master Plan sustainability program.
By Avinash Srivastava and Deanna Weber
69
mentation program is being developed. Sustainable solutions are merged from both vertical and horizontal construction through a combination of green planning, design and building. The components of the program include vertical design and construction elements such as building form, solar orientation, construction technologies, and building energy and water efficiency. Equally important are the horizontal planning and site works elements, including sustainable mobility, ecosystem services and whole systems water balance planning, including lowimpact development. The team also is developing a net-zero energy program option to explore the costs and feasibility of achieving an energy-neutral base.
Challenges and Lessons Learned As the sustainability program was developed, a number of lessons learned emerged, including the need to build consensus throughout the process. With stakeholders ranging from energy and water managers on the ground in Guam to decision makers in Washington, D.C., workshops, webinars and focus groups helped to craft the solution. Integrating a large-scale sustainability program into a construction project requires a fundamental shift in thinking. Some of these paradigm shifts include: Rethinking the UFC. Designers and engineers need to reinterpret the Unified Facilities Code (UFC) through the lens of sustainability. The UFC provides useful guidance in design parameters, but unfortunately its one-size-fits-all basis detracts from sustainable design. For example, Guam’s climate rarely requires outdoor irrigation, yet the UFC requires all water infrastructure to be the same, regardless of actual need. The UFC for parking remains fixed, and does not account for measures for improving walkability or reducing parking demand. Thinking Sustainable Economics. Reducing total ownership cost of facilities is a worthy goal that directly supports the mission of the service and of the installation. This can only be done when costs can be accounted for and 70
“Sustainable solutions are merged from both vertical and horizontal construction through a combination of green planning, design and building.” optimized and balanced between systems. The first step is to utilize design, engineering and science to quantify sustainable benefits. Using a cost-benefit strategy to calculate first costs and lifecycle costs is necessary. Unfortunately, under the current funding system, the ‘color of money’ becomes a huge hindrance to truly sharing costs. In Guam, the savings from the reduced demand for water infrastructure could offset investments in energy, and sharing the energy burden between the (future) privately-built housing would be a positive step towards an energy-neutral scenario. Thinking beyond LEED Points. The Guam sustainability program illustrated that even if all the facilities were designed to LEED Silver standards, meeting the minimum 30 percent energy reduction from ASHARE90.1, the base would still not achieve the 34 percent carbon reduction target and fall short of the 7.5 percent renewable energy mandate. Base planners and facility designers need to look beyond project- and facility-specific thinking and embrace an installation-wide, whole-systems approach that is performance based. Furthermore, LEED also must be examined in an economic context. The SSIM team has developed tools to tie LEED effectively to mandated performance and cost effectiveness. This allows federal officials to determine what first costs are involved and what performance they can expect if they move from LEED Silver to Gold on a number of projects. Integration of Disciplines Maximizes Synergies. The sustainability integration framework process creates a platform for more effective integration of disciples such as energy, water and transportation. It should be noted that
the Guam master plan and the sustainable plan were developed simultaneously, which allowed for a more holistic approach. Strong Focus on Execution and Monitoring. Through standard sustainability language for DOD Form 1391, green performance specifications and a series of management checklists, the sustainability program is now underway with implementation. The team is focusing on performance standards versus prescriptive standards to allow design-build teams to have the flexibility needed to exceed the mandates and program requirements. The overall sustainability targets, such as a 42 percent reduction in energy over baseline, will be monitored by NAVFAC Pacific’s sustainability manager. Smart metering of all building systems will allow the building to essentially communicate with those running it. Computers will provide analysis of temperature, water usage, energy usage and so forth, and a direct digital control system will allow the energy manager to effectively operate and maintain the facilities.
Conclusion The lessons learned from the Guam sustainability program methodology can be applied not just to new construction but also to sustainable retrofits. The Guam sustainability team will be utilizing its integrated sustainability process this year on an existing base retrofit with NAVFAC Mid-Atlantic. With an aggressive sustainability agenda from DOD and this administration, we can anticipate challenges and opportunities ahead that need to be addressed in an integrated fashion while keeping a close eye on the bottom line. Guam’s success story is one of many that will help blaze the trail towards achieving the sustainable installations of the future.
Avinash Srivastava is Senior Associate Planner and GIS specialist and Deanna Weber is Associate Principal, AECOM. They can be reached at 703-836-1414 or avinash.srivastava@aecom. com, and 949-660-8044 or deanna.weber@aecom.com, respectively.
The Military Engineer • November-December • 2010
Building Information Modeling
Advancing MILCON Transformation ccording to the Committee on Advancing the Competitiveness and Productivity of the U.S. Construction Industry, “Large corporations and government agencies—the owners that regularly invest in capital facilities and infrastructure— are in the best position to lead an effort to drive change in the construction industry.” The U.S. Air Force is one of the government agencies that has demonstrated the support and motivation to lead this effort. In order to fulfill the Air Force’s sixth distinctive capability—Agile Combat Support—the Air Force has a budget of approximately $2 billion per fiscal year to construct 100 to 150 unique projects. As of May 2010, the Air Force Center for Engineering and the Environment (AFCEE), the primary entity responsible for all multi-million dollar Air Force military construction (MILCON), was tracking 224 projects in FY10, FY11 and FY12 in the Automated Civil Engineer System (ACES) for a total value of $3.6 billion. After a nearly $3 billion dollar budget in 2010, the Air Force’s capital construction allocation in the president’s budget for FY11 includes 75 projects with a programmed amount of approximately $1.3 billion. In FY10, the Capital Investment Management Division at AFCEE implemented myriad requirements for new project designs or design-build contracts. One of these new requirements was a building information modeling (BIM) approach. The Air Force has joined other federal and state entities by requiring BIM deliverables and encouraging BIM-based design and construction processes as part of a capital facility investment strategy. While other federal owners were earlier BIM adopters, the Air
The Military Engineer • No. 668
Force sought to improve its BIM rollout through pragmatic case studies targeted at answering specific questions with respect to BIM implementation and its impact on the MILCON program.
Case Study #1: MacDill AFB, Fla. Two years before the requirement for all vertical Air Force MILCON projects to use a BIM-based approach was promulgated, the 250,000-ft2 U.S. Central Command (CENTCOM) headquarters project’s visionary client team required it be the first Leadership in Energy and Environmental Design-certified building project on MacDill Air Force Base (AFB), Fla., and first contractually-required BIM-based job in the Air Force in the summer of 2008. The CENTCOM project was a unique opportunity for evaluation through case study. For instance, there was an adjacent building constructed next to its site on MacDill AFB, the Joint Intelligence Center (JICCENT) for CENT-
The Air Force has revised its standard design instruction to include a new requirement for all vertical military construction facilities to be designed through a BIM approach.
The building information model of the U.S. Central Command headquarters facility at MacDill AFB, Fla., helped earn the project’s designer of record a U.S. Air Force Merit Award for design concept.
Image courtesy Steve Cline, Burns & McDonnell
A
By Col. Michael Hutchinson, LEED AP, M.SAME, USAF, and Maj. Patrick Suermann, Ph.D., P.E., LEED AP, M.SAME, USAF
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COM, that was designed using a traditional 2D approach. The CENTCOM HQ design stipulated using the JICCENT building footprint for the new CENTCOM building. When the BIM requirement arose at the 15 percent design point, the design contractor promptly retooled and strategized to move forward as efficiently as possible. Discounting learning curve for the two facilities, due to the new BIM and LEED requirements of the CENTCOM facility, it was significant that the awarded cost to construct the CENTCOM facility was 26 percent less expensive per square meter to build than the JICCENT facility. While this could be attributed partially to the construction bid climate in 2009 versus 2007, the savings were nonetheless significant. The CENTCOM project showed that it was not only possible to accomplish BIM on a complex project on an Air Force base, but that it was possible to get a more detailed design and LEED certified facility for less money.
Case Study #2: Tyndall AFB, Fla. While the CENTCOM HQ case study explored the differences of implementing a “proof of concept” BIM-based approach on a traditional Air Force project, The LEED Platinum fitness center at Tyndall AFB, Fla., used BIM in a completely different way. The project, which exceeds the Energy Policy Act of 2005 and is at least 30 percent below American Society of Heating, Refrigerating and Air Conditioning Engineers standards, earned its designer of record a U.S. Air Force Merit Award for design concept when, in May of 2010, the design firm received a never-before-accomplished postconstruction design award to turn its BIM concept into a full BIM suitable for tying the building geometry to the mechanical systems and controls. The two-story, 6,994-M2 fitness center cost $18.6 million, or $2.660 per square meter. Work is still underway as construction nears completion for full implementation of BIM as a means to visually represent the energy savings achieved through the enhanced commissioning process. 72
Case Study #3: The Future of Air Force BIM In 2008, AFCEE commissioned private-sector firm Jacobs Global to create its first Dynamic Prototype BIM component. The design and services project’s scope of work included the following requirements: • Dorm layouts. Create three different dorm layouts that maximize and comply with federally mandated allowable space configurations via a BIM approach including all installed and uninstalled equipment and furniture. RESULT: Three Revit 2009 models of three different dormitory configurations with mechanical, electrical, plumbing and furniture layouts optimized for maximum possible square footage. • Web server. Create a web server that allows contracted design firms to learn about the dynamic prototypes, download the model files and manipulate the models. RESULT: Secure website www.dynamicprototypes. com. • Consultation services. Provide consultation services to help AFCEE draft a contractual requirements document for directing architectengineer firms on how to design and build projects according to Air Forcespecific, BIM-based requirements. RESULT: U.S. Army Corps of Engineers “Attachment F” modified for Air Force use to include “software-agnostic” terminology and preference for design-build (plus a design-bidbuild variant). In fall 2009, Lackland AFB, Texas, the Air Force’s sole basic training base, accomplished a design charrette to replace its aging dormitory inventory. All Air Force enlisted basic training occurs at Lackland AFB, so the base’s dormitories are critical to supporting successful recruiting, training and retention for thousands of Air Force personnel annually. Leadership knew it was crucial to fast-track the design and award of these high-profile dormitory projects. By partnering with the same firm that created the dorm Dynamic Prototype, AFCEE architects and project managers were able to achieve what would have been equivalent to a 35 percent or 65
percent design level in mere hours. By the end of the charrette, model-based site layouts, quantity takeoffs and estimates were accomplished—far exceeding expectations of the end users at Lackland AFB. While AFCEE is pleased with the progress made in preparation for the BIM rollout accomplished in FY10, it is looking to the future and planning on a more sustainable plan for maximum collaboration and knowledge management. In late 2009 and early 2010, AFCEE personnel accomplished planning for a strategic BIM Flight Plan to be finalized by BIM experts at Jacobs that would help integrate BIM into the entire facility lifecycle across the Air Force asset management portfolio.
“Large firms and government agencies are in the best position to lead the effort to drive change.” Leading Change As the National Academies of Science Committee on Advancing the Competitiveness and Productivity of the U.S. Construction Industry National Research Council noted in their 2009 report, large firms and government agencies are in the best position to lead the effort to drive change towards a more competitive and productive U.S. construction industry. Through “proof of concept” work at the HQ CENTCOM project at MacDill AFB, or cutting-edge LEED Platinum-supporting BIM work at the Tyndall AFB fitness center, or the future of BIM-based design collaboration, the Air Force is leveraging its position to drive change, both in technology and in processes, which will result in a more competitive and productive construction industry. Col. Michael Hutchison, LEED AP, M. SAME, USAF, is Chief, Capital Investment Management Division, and Maj. Patrick Suermann, Ph.D., P.E., LEED AP, M. SAME, USAF, is BIM SME, MILCON Project Manager, Air Force Center for Engineering and the Environment. They can be reached at 210-395-8312 or michael.hutchison@us.af.mil, and 210-530-8569 or patrick.suermann@us.af.mil, respectively.
The Military Engineer • November-December • 2010
Building Information Modeling
The Road to BIM Success T
o start the many design and engineering groups within the U.S. Army Corps of Engineers (USACE) on a path towards analyzing industry methods in building information modeling (BIM) implementation, USACE headquarters in 2006 implemented what it calls the BIM Roadmap. Recognizing the potential of this design tool, USACE directed the use of BIM in its Centers of Standardization (COS) and Military Transformation program. This process change occurred at the leading edge of a historic period of military construction (MILCON) for the Army and helped set a foundation within the MILCON business process. USACE districts, centers and labs have since had more projects and studies through which to implement BIM and build the capability among the staff and the architectural and engineering community that performs work for USACE. The use of BIM has reduced construction change orders, expedited material purchasing and cut down on waste.
By N. Todd DuVernay, RA
No tool is perfect, but the BIM tools used at the U.S. Army Engineering and Support Center, Huntsville, Ala., have already saved tens of thousands of dollars in change orders. This is partly because the BIM process alleviates discipline interferences between HVAC, plumbing, electrical, structural and architectural features of the model, which alerts the BIM team of any conflicts or interferences. The team builds the model virtually and checks for interferences along the way. When a beam is modified in a BIM model because of errors, the beam is redrawn or repositioned. During construction, the same beam that doesn’t work is a throwaway; if tied back to the design, the government pays for the design error. To illustrate the magnitude of improvement, confusion over a hard or soft metric measurements during a field change on a USACE barracks project resulted in steel and foundations
The U.S. Army Engineering and Support Center in Huntsville, Ala., is just one USACE component now reaping the benefits of building information modeling-based design.
The Huntsville Center created a “BIM pit” to foster collaboration among the various disciplines responsible for creating a complete building information model.
A Magnitude of Improvement
The Military Engineer • No. 668
USACE photo by James Campbell
The benefits gained during the transition from computer-aided design (CAD) to BIM are on par with those realized after the switch to CAD from drawing on paper and Mylar, and are greater than a simple tool improvement such as rapidographs versus ruling pens. Regular CAD has been capable of 3D modeling for years, but CAD’s attributes are not as powerful or as integrated as today’s building information models. BIM teams can build models that can be checked for success or failure in the same manner a building is checked during construction. The advanced interference tools flat out save the government and taxpayer money. 73
that were off by approximately 10-ft. Although the mistake was caught before the steel arrived, it nonetheless cost the government significant time and money. This same error is impossible when a BIM team models the whole building. The BIM team can literally see when one part is designed with soft metric and the other with hard metric measurements—as was the case here—and can correct the problem prior to construction documents being released. With the smart attributes of each part of the building, the team can check interferences for all the parts not readily seen, and the software highlights the interferences for correction. The contractor has a virtual map to successful construction.
A Range of Applications The Huntsville Center team improves its design decisions and the quality of its projects by using BIM. The visual model allows the team, program and customers to see results at an earlier point in time. For example, one small building on a range training project had several different users wanting either a sloped or flat roof. The initial solution was designed by committee and involved a sloped roof up to a parapet wall surrounding a sunken flat roof area in the middle of the structure—a leafcatching nightmare. When the model was complete, the illustration made it much easier to demonstrate the potential for catching debris, clogging drains and ultimately leaking water into the building. Ultimately, consensus was reached to move to a full sloping roof. Already manufacturers are incorporating BIM models to increase their productivity. For instance, ductwork companies are using models to generate ductwork parts and automatically generate shop drawings with lengths of ducts determined to improve shipping and installation. Trucks arrive onsite with longer runs predetermined to fit the chase areas. Requiring fewer connections, the larger parts reduce the field installation time. Others, such as lumber and steel companies, are incorporating information from BIM to ensure their fabricating produces less waste; builders seek out such vendors 74
because of the precision and savings in cost, labor and time in the field. Design analysis tools both integrate and use exports from BIM. These design tools allow USACE engineers and architects to complete the building analysis with the project model. Currently, the Huntsville Center is employing such tools to complete analysis on the structural design as well as HVAC and lighting systems. The team also is researching how BIM outputs might be utilized for operations and maintenance, and the future is bright for many other analysis tools to be developed. Additionally, the Tri-Service Automated Cost Engineering System (TRACES) program is working on tools to coordinate the USACE cost breakdown structure with the model’s attributes. The goal is to achieve interoperability with different BIM vendors. Although the first BIM models took more time to complete and generated construction documents slower than traditional 2D drawings, the savings in construction and reduced change orders more than made up for any extra design time. BIM teams are continuously getting faster, and each new generation of software features improved output interfaces and analysis capabilities.
For the Present and the Future Following the MILCON business process, Huntsville Center developed initial building information models for facility standard designs required by the fiscal year development plan. Models were built for six different child development centers, one fire station and an Army Community Service Center, and a Training Support Center model is currently nearing completion. Modeling these facilities required additional training for the center’s BIM and technical COS leaders and team members. Most importantly and fortuitously, the team members needed to work on real projects. The center developed a BIM pit: a separate area to temporarily house and integrate the disciplines working on a model. The training and model development is maximized by the co-location and sharing of information among the team members. The Engineering Directorate rotates designers
into the pit for a project and moves them back to their normal branches after completion. By this rotation method, the directorate has trained up at least two capable designers among each of the different disciplines: architecture, structural, mechanical, electrical and plumbing. The teambuilding process is just as vital as the software.
“At the Huntsville Center, BIM teams are busy making the BIM Roadmap a reality, and other USACE districts and labs are doing the same.” Many military engineering organizations are making BIM a necessary tool for the present and the future. The teams need to continue to work with the process on projects to maintain an expertise. At the Huntsville Center, BIM teams are busy making the BIM Roadmap a reality, and other USACE districts and labs are doing the same. Different offices throughout USACE are communicating and working to assist others learning the BIM processes. BIM was a topic for several districts at the USACE Architects’ Training Workshop this year, and a COS workshop held in August brought together BIM managers to report on their activity. Last year, Huntsville Center’s BIM leader assisted the USACE Little Rock District in setting up a BIM team, and the Little Rock District was then able to complete a model of the Youth Activity Center for the COS program. USACE has committed to BIM in the present and the efforts are already paying dividends at the working level and for USACE customers.
N. Todd DuVernay, RA, is Chief, Architectural Branch, U.S. Army Engineering and Support Center, Huntsville; 256-895-1671, or neil.t.duvernay@usace.army.mil.
The Military Engineer • November-December • 2010
Building Information Modeling
The Next Dimension F
A BIM Review 3D BIM design tools emerged into mainstream architecture and construction over the past several years. BIM systems are replacing 2D computeraided design drawings with full-color, 3D views of buildings and other construction projects. BIM even offers an internal camera view that enables users to fly around a design as if it already exists, and even to fly through the interior to view the space layout and furnishings planned for a project. The technology has been embraced by architects, engineers, construction mangers and subcontractors, all of whom are working together to tighten up project costs and quality. And BIM is getting better. Recently, BIM vendors have added the capability of importing a construction schedule such as those contained on Gantt charts. With those data, BIM can forecast a visual representation of construction progress at a certain time. In other words, BIM has added a fourth dimension—time—to its original 3D capability. With this new dimension, a project manager can call up a 3D image of a project at various stages during construction. For instance, while an excavator is at work, the project manager can review what the building site will look like when the excavator has finished and
The ability to import construction scheduling data has introduced a fourth dimension to traditional 3D BIM design software: time.
4D BIM technology could give military project managers a means to more effectively manage capital deployments by identifying and solving issues before construction begins.
Images courtesy SSOE
ederal building project managers who have tried to decipher the inscrutable colored bars and captions on Gantt charts describe the progress of a construction project now have an alternative: four-dimensional (4D) building information modeling (BIM). This new technology’s ability to illustrate a project at all stages of construction, from start to finish, could pay dividends for federal project managers involved in large undertakings such as the U.S. military’s current massive force relocations around the world. Abroad, U.S. forces are relocating from Japan to Guam and moving from Iraq back to the United States and into Afghanistan. Inside the U.S., the Base Realignment and Closure (BRAC) program is closing bases and consolidating personnel in a host of existing locations. New facilities must be constructed to house, feed, supply and provide workspaces for personnel that will eventually begin to arrive by the tens of thousands. 4D modeling can literally provide new transparency into the design and construction of new facilities, the renovation of existing facilities and even the management of the facility after design and construction have been completed. This type of new insight dramatically enhances decision making capabilities while helping ensure projects meet required operational mission ready dates.
By Mike Duffey, P.E., M.SAME, Vincent DiPofi, P.E., and David Semproch, AIA, NCARB
The Military Engineer • No. 668
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set plans for the concrete and masonry contractors to go to work on the foundation. The 3D views make it possible to coordinate appropriate staging for each contractor’s equipment and materials. As the foundation work proceeds, the project manager can access BIM images of what the site will look like for the next wave of contractors, and so on. A user of 4D BIM software can stay far enough ahead of actual construction to detect problems that may occur. In one case, for instance, a 4D BIM user discovered a dead period in the schedule caused by a work sequence that failed to allow enough time for a concrete floor to harden. Using the 4D tool, the project manager reconfigured the sequence of tasks and closed the gap in the schedule. The key benefit of 4D BIM lies in its ability to create a transparent schedule that looks all the way through each stage of construction to the finished building.
The Federal Dimension In FY09, thanks to the American Recovery and Reinvestment Act, BRAC and other one-of-a-kind programs, spending on military construction projects soared to unusually high levels. During FY10, spending will likely decline by about 40 percent as it returns to normal levels. As a result, staffs will shrink and personnel will redeploy. Those that remain in place will need advanced technologies like 4D BIM to maintain project timelines with fewer people, declining funds for overhead costs and all of the uncertainties that can potentially arise with a downsized operation. With 4D BIM, project managers can follow the timeline of a project and create images depicting construction progress all the way through to the end of the project, identifying and solving 76
“The key benefit of 4D BIM lies in its ability to create a transparent schedule that looks all the way through each stage of construction to the finished building.” scheduling problems along the way. In short, it is a more certain way to manage capital deployments. This is particularly important in an era of declining capital resources. For instance, when a group of BRAC transferees arrives at a new post, if the residential facilities haven’t been completed by the required certificate of occupancy date, unbudgeted lodging and other related transitional costs can be realized, and may cause this component of the BRAC budget to surge. The scheduling benefits of 4D BIM can help limit, if not completely avoid, such problems. With more exact timing calculations, it becomes possible to manage the direct and indirect costs associated with the relocation of assets and people more effectively.
Potential Applications In some ways 4D BIM may prove itself as a warfighting asset. As U.S. forces overseas redeploy from Iraq to Afghanistan, for example, they will have to meet hard and fast dates to support the operational mission. 4D BIM can add certainty to the construction schedules for facilities critical to supporting that mission. 4D BIM also offers scheduling benefits to maintenance and renovation projects in existing facilities. Maintenance schedules for residential housing developments on military bases usually
require replacing furnace filters twice a year, in the spring and fall. A 4D BIM program can set up a timeline to order the filters, visualize appropriate staging when the filters arrive and schedule the work in an efficient way. The technology also can enhance renovation projects. For instance, a federal mandate requires U.S. government facilities to reduce fossil fuel consumption by 30 percent per square foot. The transition from fossil fuels to renewable energy sources relies on the construction and commissioning of new HVAC infrastructure. Using 4D BIM to design and manage the infrastructure replacement project can create cost and schedule efficiencies never before available. For military construction project managers, 4D BIM is making it possible to understand more than just the parts and pieces of a construction project. The goal is always the same: gain control over the fluid state of schedules that change and flex constantly as work proceeds, creating or eliminating direct and indirect costs. In this way, 4D BIM’s enhanced capabilities can actually begin to assist project managers and owners with issues that go beyond the structure itself. Handled with skill, new advantages unique to 4D BIM offering insightful levels of transparency are becoming an operational cost-control tool that can help manage, maintain and renovate a building or portfolio of buildings at the lowest possible cost.
Mike Duffey, P.E., M.SAME, is Director of Federal Programs, Vincent DiPofi, P.E., is Senior VP and Director of Business Development, and David Semproch, AIA, NCARB, is Architect and 3D/4D Modeler at SSOE Group. They can be reached at 419-255-3830, or mduffey@ssoe.com, vdipofi@ ssoe.com and dsemproch@ssoe.com, respectively.
The Military Engineer • November-December • 2010
Building Information Modeling
Integrating BIM in Europe
The Military Engineer • No. 668
Working with Partners The expectation of a BIM customer is savings in time and effort during design and construction, and after completion, to utilize the BIM model for facility maintenance, McKenna said. Discussion on future in-house and bauämter projects have also begun. However, it will still take some time to fully incorporate BIM into the Europe District’s construction process due to the legal process outlined in ABG 75, an agreement between the U.S. and German governments that defines how construction works are accomplished in Germany. “Our job now is to get together with our partners, agree on some parameters, starting points and interpretations and move forward,” Noble said. “We’re doing just that.” Currently, the Europe District is working with the Nuremberg Bauämter, Bavarian CAD Administration in Munich, Germany, and the buildingSMART Alliance, an agency involved with interop-
As USACE moves to adopt BIM throughout the organization, the Europe District is working with local stakeholders to ensure the technology is phased in sensibly and effectively.
The USACE Europe District is piloting the use of BIM on three trial projects in Germany.
Image courtesy USACE
W
ith the U.S. Army Corps of Engineers (USACE) implementing building information modeling (BIM) systems across its divisions, the USACE Europe District is beginning to require German government construction agencies, or bauämter, to use the system on a limited basis. However, as with any technology adoption process, the district must strike a balance between being on the cutting edge and setting reasonable timeline expectations. “It’s not correct to say that BIM is new to Europe,” said Jim Noble, Engineering Branch Chief for the Europe District. “There are many German firms in private industry that are on board with BIM. The challenge for us is to integrate our programs and collaborate on practices so that we’re all on the same sheet of music.” The district has three trial projects, all in Germany, requiring the use of BIM: a child development center (CDC) at Storck Barracks in Illesheim and health and dental clinics (HDC) at Urlas Training Area in Ansbach and South Camp Vilseck in Grafenwoehr. The simplicity of these buildings’ structures makes them good pilot projects, said Joseph McKenna, Europe District’s BIM Manager. “The original idea was to start with simple, standardized, one-story buildings, such as the CDC at Storck Barracks,” McKenna said. “Almost immediately after we proceeded in that direction, the customer for the HDCs requested the use of BIM. Progressing from such a simple project to more complex clinic projects is a big step for us. However, the more complicated the building, the more important it is to use BIM, so at least we are headed in the right direction.”
By Rachel V. Goodspeed
77
erability of software programs, for the utilization of BIM on the district’s pilot projects. “The CEO of the buildingSMART Alliance has developed an object and properties catalogue that extensively details information that can be attached to geometry in a BIM model,” McKenna said. “Not only is this a huge development for our projects, it has dovetailed into these organizations meeting with software companies to tailor their software to our needs. Discussions between the Corps, bauämter and other organizations have been nearly continuous as the industry continues to transform to the exciting world of BIM.” McKenna planned to speak at the buildingSMART Forum in September about the direction of BIM in USACE. “We have not attended this forum in the past and it looks to be a great opportunity for us to become more involved with BIM here in Germany,” he said.
BIM in USACE Within the organization, John Rice, Computer-Aided Design Manager for the Europe District, has been working with the USACE Engineer Research and Development Center to create an enterprise licensing agreement with privatesector firm Autodesk. “Many details, including cost, still need to be finalized, but this could lead to a much wider selection of software for design and, more importantly, review of BIM models,” Rice said. “Right now, our capacity to review BIM models from outside agencies is limited.” Additionally, the district has been making significant strides over the past year to keep employees current with new and developing technologies. The district hosted extensive training sessions on both Bentley Microstation and Autodesk Revit, two leading BIM software packages. The training sessions included architects and mechanical, electrical and structural engineers, as well as district officials. Plans are in place to continue the training sessions in the future. “Right now we’re focusing on getting the designers up to speed before we move on to reviewers, who will eventually see BIM models as part of pack78
The expectation of a BIM customer is savings in time and effort during design and construction, and after completion, to utilize the BIM model for facility maintenance.
age submittals,” McKenna said. “There is a common misconception that BIM is just a computer program. BIM is a process. The program doesn’t just show a 3D model—we’ve had that capability with CAD—this is smart 3D. It’s a composition now. It shows exactly what a wall is made of and the volume of material.” According to Brian Ballweg, an architect with the Europe District, standard operating procedures also are being reviewed to accommodate the new developments. “We are using BIM regularly in our concept designs, planning and design-build request for proposals. It’s a great tool to assemble project requirements and documentation. The program has built-in efficiencies that enable us to modify concept designs and lay a solid foundation for potential in-house designs.”
Staying Up to Speed The benefits of incorporating BIM into the Europe District’s operations involve more than just financial savings. BIM gives designers a direct translation into the construction contract, and the information is stored electronically, resulting in easier, more efficient access for building owners. “The real benefit is that customers will be able to maintain their buildings more efficiently,” McKenna said. “Now you can tie BIM into other databases
“The district has been making significant strides over the past year to keep employees current with new and developing technologies.” that will tell the building manager when maintenance needs to occur, rather than letting problems happen first and then fixing them. It allows for preventive maintenance, which translates into cost and labor savings.” For now, McKenna said BIM managers around the district are tracking the pilot projects closely to ensure information is being input correctly. “The whole process saves money. Now we just have to get everyone in the district up to speed with the system so we can continue to integrate more parts of the process into our projects. “It won’t be an easy transition, but we were able to make the transition from drawing on paper to CAD, so I think we’ll be able to make this transition.” Rachel V. Goodspeed is Technical Writer-Editor, U.S. Army Corps of Engineers Europe District; (DSN) 314-570-2847 or rachel.v.goodspeed@ usace.army.mil.
The Military Engineer • November-December • 2010
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Booth #1401 The Military Engineer • No. 668 Booth #1401
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Executive Director’s Message Strategic Partnerships Add Value to SAME Membership In the past few years, in an effort to add value to SAME membership and assist our members in earning credentials that support their professional development, SAME has formed strategic partnerships with several nonprofit professional associations. It is our hope that you, as SAME members, take advantage of these alliances, which grant you member rates without having to join other associations, and allow you to access numerous high-quality continuing education and certification programs. SAME anticipates the importance of these certifications increasing in government procurements and becoming a factor in a firm’s ability to demonstrate competence in various areas of the Department of Defense enterprise. Formed in 1980, the International Facility Management Association (IFMA) certifies facility managers, conducts research and provides educational programs, supporting more than 19,000 members in 78 countries. IFMA has 124 chapters, many of which are located in the vicinity of an SAME Post. Of particular interest to SAME are its certification and education programs. SAME has sponsored a two-day Certified Facility Manager (CFM) Review Course, which prepares qualified facility managers for the CFM exam—SAME members have a very high success rate on the exam due to their excellent FM experience. SAME and IFMA signed a memorandum of agreement (MOA) in April 2006. Under that agreement, SAME and IFMA have sponsored an annual Facilities Management Workshop that has focused on the needs of federal agencies. The format and timing of the workshop is under review and will likely be held again in 2012. The mission of the Construction Management Association of America (CMAA) is to promote and enhance leadership, professionalism and excellence in managing the development and construction of projects and programs. Formed in 1982, CMAA has 27 regional chapters, some of which have held joint meetings with SAME Posts and together have sponsored the Construction Management Standards of Practice Course, which SAME also has sponsored as part of its continuing education program. The partnership between SAME and CMAA was formed in October 2006. CMAA has an annual conference with excellent continuing education sessions on construction and program management and SAME has endorsed and promoted the Certified Construction Manager (CCM) certification, which is sponsored by CMAA and managed by the Construction Manager Certification Institute. As reflected in the Leader Profile in this edition of TME, SAME has recently formed a partnership with the Design-Build Institute of America. SAME fully supports the goals set forth by DBIA Chair, John S. Young Jr., and we will be working closely with Lisa Washington, DBIA Executive Director, and her staff to implement the MOA and bring additional benefits to SAME members. One of the outcomes of the MOA is an SAME/DBIA-sponsored Federal Project Delivery Symposium to be held in July 2011 in the Washington, D.C., area. While SAME does not have a strategic partnership with the U.S. Green Building Council (USGBC), we are submitting our Leadership in Energy and Environmental Design courses to USGBC so that individuals with the LEED professional certification can utilize SAME’s courses to meet the USGBC continuing education requirements for LEED AP and other professional designations. In 2008, SAME assumed responsibility for The Infrastructure Security Partnership (TISP) from the American Society of Civil Engineers. SAME provides the administrative support to TISP and is continuing to better integrate the TISP mission and activities with SAME’s emergency preparedness and homeland security goals and objectives at the national and Post level. In 2011, SAME HQ is waiving the registration fee for a member of each Post to attend the TISP annual conference, and TISP has been incorporated into the Readiness and Homeland Security Streamer criteria. Although SAME does not have a strategic partnership with the Project Management Institute, we are sponsoring a project management course based on the Project Management Body of Knowledge and a review course for individuals preparing to take the exam for the Project Management Professional certification. In summary, SAME is a great value for all that it offers its members in education, networking, mentoring, and K-12 and college outreach. SAME’s strategic alliances and continuing education courses support our members in their pursuit of professional certifications and add tremendous value to SAME membership. We hope our members will take advantage of these benefits in advancing their career goals. Robert D. Wolff, Ph.D., P.E., F.SAME Executive Director
International Facility Management Association
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The Military Engineer • November-December • 2010
Society News Register Today for the SAME Small Business Conference Dec. 6-8, Grapevine, Texas The SAME Small Business Conference for DOD Engineering, Construction and Environmental Programs will be held Dec. 6-8 at the Gaylord Texan Resort and Convention Center in Grapevine, Texas. The SAME Small Business Conference provides business leaders an opportunity to identify key contracting partners, learn about upcoming projects and opportunities and generate new business. SAME is developing a high-quality, informative program through collaboration with the small business offices at the U.S. Army Corps of Engineers (USACE), the Naval Facilities Engineering Command (NAVFAC) and the Air Force Civil Engineer Support Agency (AFCESA), as well as the national SAME Small Business Council. Educational sessions and panel discussions will address the ins and outs of business practices with the uniformed services and Department of Defense (DOD) agencies, as well as how to navigate the maze of federal contracting. Briefings and sessions include: • DOD Contracting Policy Executive Panel; • Departmental Small Business Representatives and Small Business Chiefs Panel; • Program Briefings by USACE (Division Program Briefings), Army Installation Management Command, Army Contracting Command, the U.S. Air Force and NAVFAC; • Strategic Partnering (Joint Ventures & Mentor Protégé); and • Small Business Subcontracting Plans. Full Conference Registration Fees: Fees noted are for full conference registration placed prior to Nov. 19, 2010. After Nov. 19, registration fees increase $50. SAME Member Government Small Business Large Business Speaker
$225 $350 $475 $200
The Military Engineer • No. 668
Non-Member Government Small Business Large Business
$300 $450 $575
Exhibit and sponsorship opportunities are available for this event. For more information, go to www.same. org/SBconference.
Register Now for TISP Annual Infrastructure and Regional Resilience Conference Dec. 7-9, Grapevine, Texas With an information-packed agenda of workshops, training courses and networking events, The Infrastructure Security Partnership’s (TISP) 2010 Annual Infrastructure and Regional Resilience Conference is a must-attend event for professionals interested in strengthening regional infrastructure resilience and security. Technical sessions include such topics as: • Examples of Successful Regional Strategies to CIP; • Initiatives Addressing Interdependence of Various Critical Infrastructure Assets and Industries; • Resilience of Transportation, Energy, Dams & Levees, Cyber Infrastructure and IT Systems; • Local, Regional and National Goals for Safety, Security and Resilience; and • Latest Emergency Operations and Management Solutions. For attendee registration and sponsorship information, go to www.tisp.org.
Registration Open for Peninsula Engineer Conference Feb. 14-17, 2011, Seoul, South Korea Join leaders serving the U.S. Forces Korea (USFK) and Combined Forces Command (CFC) at the 2011 Peninsula Engineer Conference (PEC), hosted by SAME. The conference will feature keynote speakers giving the latest updates on the transformation of the U.S. Korea Command and the Korea Relocation Plan (KRP). For the U.S. and Korean
Calendar of Events 2010 Dec. 6-8 SAME Small Business Conference for DOD Engineering, Construction and Environmental Programs Grapevine, Texas www.same.org/SBConference Dec. 7-8 TISP Annual Conference Grapevine, Texas www.tisp.org
2011 Jan. 11-12 Transition Workshop and Job Fair Las Vegas, Nev. www.same.org/transition Feb. 14-17 Peninsula Engineer Conference Seoul, Korea www.same.org/PEC March 23 DOD and Federal Agency Briefings Arlington, Va. www.same.org/DOD March 24 AOF Luncheon Investiture and Golden Eagle Awards Dinner Arlington, Va. www.same.org/GoldenEagle April 26-28 SAME Continuing Education Program Norfolk, Va. www.same.org/continuinged May 24-27 Joint Engineer Training Conference & Expo Grapevine, Texas www.same.org/JETC
www.same.org/calendar 81
Society News
militaries, the 2011 PEC will offer two days of briefings on military engineer operations, construction and facilities management. In addition, the 2011 PEC will offer business opportunity briefings from the USACE Far East District, the U.S. Department of Commerce and Army Installation Command– Korea and networking with government officials from CFC, USFK and the Far East District, and their Korean counterparts. Attendee registration is now open at www.same.org/PEC. Sponsorships opportunities are also available, ranging from Titanium ($5,000) to Bronze ($500). For details, visit the PEC website at www.same.org/PEC.
Looking for a New Job? Attend the SAME Transition Workshop and Job Fair Registration is now open for the 2011 SAME Transition Workshop and Job Fair, to be held Jan. 11-12, 2011, at the Embassy Suites Las Vegas Convention Center in Las Vegas, Nev. Job Seekers. The SAME Transition Workshop and Job Fair is the perfect forum for members of the uniformed services who have recently left government service, or who will be transitioning from public service in 2011 to be connected with SAME Sustaining Member Companies and DOD agencies that are looking for talent to pursue their DOD programs and projects. The workshop is free for SAME member jobseekers; $125 for non-members. Employers. Employers looking to find the perfect fit for their job openings can register as event sponsors. Sponsor-
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ships range from Platinum to Silver and include a reduced-cost Small Business option. Each sponsorship comes with a private interview suite, access to job seekers’ resumes, a company profile in the event program and ample signage. Visit www.same.org/Transition and register today!
SAME Awards and Medals Nominations Due Jan. 31 If you know of an outstanding SAME member in the military or private industry who has displayed outstanding leadership, or an SAME Sustaining Member Company or Public Agency that has made eminent contributions to the A/E/C field, please nominate the individual or organization for one of SAME’s prestigious awards and medals. Awards are available recognizing member organizations—large and small— and individual members for outstanding accomplishments in the areas of engineering, architecture, education, technology and more. To nominate a colleague, company, or public agency, go to www.same.org/ awards for nomination instructions and online nomination forms. Nominations must be submitted by close of business Monday, Jan. 31.
Streamer Submissions Due Feb. 1 SAME Posts interested in applying for a Streamer award can visit www.same. org/streamerawards to view recent changes to awards criteria and submission processes and to download updated submission documents. All Streamer submissions are due to SAME HQ by close of business on Tuesday, Feb. 1.
Get Published in TME—The Military Engineer—Now in Print & Online! SAME invites A/E/C and related industry professionals to submit articles for possible publication in The Military Engineer (TME) throughout the year. Each issue of TME features a main theme, special report and numerous informative features, including our well-read Leader Profile and popular Engineers in Action photo spread. Writer guidelines are available on the TME website at www.same.org/ TME. Editorial themes planned for 2011 include: TME Issue January-February Environmental Engineering Licensure & Certifications March-April Joint Engineer Contingency Operations Energy May-June Sustainable Installations Engineering Service FY12 Programs July-August Water Planning & Management Program Management of Mega-Projects September-October Asset Management Contracting & Acquisition November-December Design, Construction & Project Delivery Emergency Preparedness & Homeland Security NOTE: Article submittal dates are well in advance of the magazine date (typically three months prior). Please take this into consideration when you are developing your article submittal.)
The Military Engineer • November-December • 2010
Sponsorship and exhibit sales are now open for the
SOCIETY OF AMERICAN MILITARY ENGINEERS
2011 Joint Engineer Training Conference & Expo May 24-27, 2011
Gaylord Texan Resort & Convention Center • Grapevine, Texas
For information on sponsorship opportunities, contact Kathy Off, National Conference Manager, at koff@same.org or 703-549-3800 ext. 153; for information on exhibiting, contact Necoya L. Tyson, Meetings and Exhibits Manager, at ntyson@same.org or 703-549-3800 ext. 152; or visit our website at www.same.org/JETC. Conference registration and program details will be available January 2011 at www.same.org/JETC The Military Engineer • No. 668
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W
Operation Enduring Freedom
Marine Corps photo by Sgt. Mark Fayloga, USMC
DOD photo by Senior Airman Jim Araos
ith combat operations officially concluded in Iraq, this issue’s Engineers in Action pictorial focuses on Afghanistan, where the engineers of the U.S. armed forces are continuing to provide ongoing support as force levels gradually increase. As engineer units conduct route clearance and ordnance disposal missions and manage bridging and construction projects, their replacements are stateside, preparing to step in.
Army photo by Sgt. Brandon LeFlore
Marine Corps photo by Lance Cpl. Khoa Pelczar
ABOVE: Capt. Sungmin Kim, USA, Gary Hinkle and Lt. Doug Jih, USN, all of the Parwan Provincial Reconstruction Team, assess the Jabal-E-Saraj water intake facility June 15 in Jabal-E-Saraj, Parwan Province, Afghanistan. LEFT: Lance Cpl. Edmond Z. Guilmette, USMC, and Lance Cpl. William A. Stokes, USMC, combat engineers from Headquarters Company, 3rd Battalion, 3rd Marine Regiment, fill up barriers for an observation post in Southern Shorshork, Helmand Province, Afghanistan, during Operation Cobra, June 17. Operation Cobra is a joint operation between Marine Corps units and the Afghanistan National Army to disrupt enemy forces that have been using the sparsely populated region as a safe haven.
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DOD photo by Mark Abueg
ABOVE: A security team led by Lt. Johnathan R. Flynn, USN (middle), Officer in Charge of Naval Mobile Construction Battalion 5, escorts Lt. Col. Brian Christmas, USMC (far left), Battalion Commander of 3rd Battalion, 6th Marines, across a newly-constructed bridge in northern Marjah, Helmand Province, Afghanistan, June 26. Marines, sailors and soldiers worked side-by-side for about a week constructing the bridge, which will improve freedom of movement for locals and safer access to Marjah for coalition forces. TOP RIGHT: Sgt. Ryan Srnka, USA, combat engineer with the 744th Engineer Company, searches a trashcan outside a house during a simulated training exercise at on Aug. 5 at the National Training Center at Fort Irwin, Calif. Sgt. Srnka’s unit is training for an upcoming deployment to Afghanistan. RIGHT: From left to right, Javed Ahmed, Alfonso Santa, Maj. Ronnie Davis, USA, and Sam Stacy go over the many Hamkari engineer projects in Afghanistan assigned to the 579th Engineer Detachment (FEST-M).
The Military Engineer • November-December • 2010
Engineers in Action Capt. Phillip Baker, USAF, a civil engineer with the Panjshir Provincial Reconstruction Team, speaks with Ghulm Azrat, a contractor with the Ghulam Nabi Yaqoobi Construction and Road Construction Company, regarding road construction. Heavy rain washed away a major travel route for three villages in the Dara District in early August. The Afghan National Police, local government and PRT Panjshir are teaming up on the cleanup effort.
Air Force photo by Lt. Holly Hess
In Memoriam
Marine Corps photo by Lance Cpl. John McCall
LEFT: Marines with Engineer Support Company, 1st Combat Engineer Battalion, fortify a forward operating base with concertina wire in August at Marine Corps Air Ground Combat Center Twentynine Palms, Calif., during a pre-deployment desert warfare training exercise called Enhanced Mojave Viper. The training is required of all Marine Corps units deploying to Afghanistan.
SAME honors the brave engineers who have given their lives while supporting Operation Iraqi Freedom and Operation Enduring Freedom. Sgt. Jesse M. Balthaser, 23, of Columbus, Ohio, was assigned to the 3rd Combat Engineer Battalion, 3rd Marine Division, III Marine Expeditionary Force, based at Marine Corps Air Ground Combat Center Twentynine Palms, Calif. Staff Sgt. Michael A. Bock, 26, of Leesburg, Fla., was assigned to the 3rd Combat Engineer Battalion, 1st Marine Division, I Marine Expeditionary Force, Marine Corps Air Ground Combat Center Twentynine Palms, Calif. Senior Airman Michael J. Buras, 23, of Fitzgerald, Ga., was assigned to the 99th Civil Engineer Squadron, Nellis Air Force Base, Nev. Master Sgt. Daniel L. Fedder, 34, of Pine City, Minn., was assigned to the 7th Engineer Support Battalion, 1st Marine Logistics Group, I Marine Expeditionary Force, Camp Pendleton, Calif. Cpl. Kristopher D. Greer, 25, of Ashland City, Tenn., was assigned to 4th Combat Engineering Battalion, 4th Marine Division, Marine Forces Reserve, Knoxville, Tenn.
U.S Army photo by Pfc. Cameron Boyd
Marine Corps photos by Sgt. Brandon Owen
Staff Sgt. Willie J. Harley Jr., 48, of Aiken, S.C., was assigned to the 1221st Engineer Clearance Company, Graniteville, S.C. Gunnery Sgt. Floyd E. C. Holley, 36, of Casselberry, Fla., was assigned to the 7th Engineer Support Battalion, 1st Marine Logistics Group, I Marine Expeditionary Force, Camp Pendleton, Calif.
ABOVE: Spc. John Green, USA, of the 323rd Engineer Company, prepares C4 charges to remove fallen boulders blocking the Nawa Pass, Konar Province, Afghanistan, on Aug. 26. TOP RIGHT: Commandant of the Marine Corps Gen. James Conway, USMC, listens as Staff Sgt. Joshua Jones, an explosive ordnance disposal (EOD) team leader with 1st Explosive Ordnance Disposal Company, 1st Marine Logistics Group (Forward), explains the various ways EOD techs combat the threat of improvised explosive devices as part of a tour of 9th Engineer Support Battalion at Camp Leatherneck, Afghanistan, Aug. 20.
The Military Engineer • No. 668
Spc. Donald S. Morrison, 23, of Cincinnati, Ohio, was assigned to the 20th Engineer Battalion, 36th Engineer Brigade, Fort Hood, Texas. Sgt. Brian J. Pedro, 27, of Rosamond, Calif., was assigned to the 2nd Engineer Battalion, White Sands Missile Range, N.M. Spc. Luther W. Rabon Jr., 32, of Lexington, S.C., was assigned to the 1221st Engineer Clearance Company, Graniteville, S.C.
U.S. Air Force photo/Staff Sgt. Quinton Russ
RIGHT: Tech. Sgt. Justin Culver, USAF, unwinds fiber optic cable at Camp Herat, Afghanistan, in late July. The cable will improve connection and bandwidth base wide. Sergeant Culver is deployed to the 219th Expeditionary Engineering Installation Squadron.
Pfc. Alexis V. Maldonado, 20, of Wichita Falls, Texas, was assigned to the 20th Engineer Battalion, 36th Engineer Brigade, Fort Hood, Texas.
Sgt. 1st Class Edgar N. Roberts, 39, of Hinesville, Ga., was assigned to 810th Engineer Company (SAPPER), Swainsboro, Ga. Sgt. Mark A. Simpson, 40, of Peoria, Ill., was assigned to the 20th Engineer Battalion, 36th Engineer Brigade, Fort Hood, Texas.
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Register Today
SAME Small Business Conference
For DOD Engineering, Construction and Environmental Programs Dec. 6-8, 2010 | Gaylord Texan Resort and Convention Center | Grapevine, Texas
Register by Nov. 19, 2010, to take advantage of the reduced, early registration rate. SAME’s 2010 Small Business Conference is sure to attract attention—and attendance—from the industry’s most senior decision makers. The program will provide unique insight from seasoned experts working in the DOD market. Training sessions and panel discussions will address the ins and outs of business practices with the uniformed services and DOD agencies, as well as how best to navigate the maze of federal contracting. Add to that an Exhibit Hall featuring 140 Large and Small Businesses and you’ll see why the SAME Small Business Conference is a “must-attend” event for 2010. Program Highlights: • SBA Information Session • Small Business Opportunities at Army Centers • Small Business Opportunities Outside the U.S. (including Guam) • DOD Contracting Policy Executive Panel • Comments from Departmental Small Business Representatives • Small Business Chiefs Panel • NAVFAC and Air Force Small Business Opportunities Briefings • USACE Division Small Business Opportunities Briefings • Doing Business with USACE • Doing Business with the Air Force • Strategic Partnering & Joint Ventures • Doing Business with NAVFAC • Doing Business with IMCOM and Army Contracting Command • Small Business Participation and Administration of Subcontracting Plans
www.same.org/SBConference 86
Sponsorship and exhibit opportunities are still available for this event. The Military Engineer • November-December • 2010 For more information, contact Kathy Off, National Conference Manager, at koff@same.org.
Small Business News Successful Individual Subcontract Report There are those that think the Department of Defense’s Office of Small Business Programs (OSBP) only assists small business firms with federal procurement; however, OSBP also provides guidance on subcontracting plans, supports small business participation and facilitates networking opportunities with small business firms, to name a few. Although few large business firms seek assistance in filling out their Individual Subcontract Report (ISR), help is there. The ISR is a contract deliverable—regardless if there was activity during a given reporting period—under any contract that requires a subcontracting plan. ISRs are to be submitted twice a year into the Electronic Subcontracting Reporting System. You are probably wondering why we are not talking about the Summary Subcontract Report (SSR). The SSR provides information on a firm’s small business
subcontract awards for an agency, while an ISR provides information on a firm’s small business subcontract awards for a particular contract. They are both important; however, the ISR is reviewed for completeness. If it is not complete, it can lead to two things: potential assessment of liquidated damages, or a low score on past performance on future proposal submissions per Appendix DD in the Army Federal Acquisition Regulations Supplement. The area that tends to lack completeness on an ISR is item 13: REMARKS. Submitted remarks range from nothing to everything. The remarks area is yours to tell your story for that reporting period. Use it. Specifically, the government wants to know: • Are you meeting your goal? If not, why not? • What is going on in the field? • Did a subcontractor have difficulty and had to back out of the contract,
and now you need to use a different firm? This type of information helps present a clear picture of the contract and project. The good faith effort is also an important aspect. For example, if the contractor fails to achieve its goal in one socioeconomic category, it overachieves its goal by an equal or greater amount in one or more of the other categories, or fulfills all of the requirements of its subcontracting plan, the contractor is considered to have made a good faith effort. “Good faith” also can be defined as those things that a firm does to increase its small business vendor base. Some firms participate in small business conferences, but being an exhibitor or being a member on the planning committee is going the extra mile in making a good faith effort. Some firms provide training to potential subcontractors. Other firms volunteer to be guest speakers at conference events. Providing Engineering Services for Government and Industry
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www.crawfordconsultingservices.com The Military Engineer • No. 668
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Small Business News One thing we do know: There are firms out there helping small business firms navigate federal procurement, and they should be applauded. The ISR is an excellent place to tell your story and be recognized. For additional information, seek assistance from your Commercial Marketing Representation at the U.S. Small Business Administration (SBA). This person monitors your firm’s small business compliance, and they will provide a Small Business Liaison Officer manual to assist you. Ask for it. The SBA representative for your area can be found at www.sba.gov/gc. Remember: The thresholds for submitting a subcontracting plan changed on Oct. 1, 2010. Subcontracting plans will be required for procurement of $650,000 or more ($1.5M for construction). (Contributed by Melea Crouse, Assistant Associate Director, USACE South Pacific Division/Southwestern Division)
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Utilizing Small Business Training Opportunities Small business programs and regulations can be a challenge. If you or someone in your company needs to learn about federal small business programs, there are several ways to go about it. To start, SBA has established the Small Business Training Network (SBTN) for online training at www.sba. gov. SBA’s online training is self-paced and requires a very brief registration. The SBTN offers a series of courses under several topics, including government contracting, surviving a slow economy and marketing & advertising. Under the government contracting course section, SBA offers “Business Opportunities: A Guide to Winning Federal Contracts.” With this online course you or your staff have access to information on solicitation procedures, federal contract rules, small business size standards, how to find contract opportunities, selling to the government
and SBA certification initiatives. The SBA-funded website www.business.gov is the U.S. government’s official website for small business resources and tools. The site is a gateway to laws and regulations and provides access to government programs and services to help small businesses expand and run their businesses. Under the business opportunities section of the site, site organizers have created an area specifically for government contracting. A training and resources hyperlink provides information such as locating business opportunities, small business certifications, employment law and how to register as a federal contractor. The federal government’s Office of Management and Budget (OMB) created the Acquisition Central website at www.acquisition.gov, which provides single site access to other federal procurement sites. The Acquisition Central website provides links to online applications that
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The Military Engineer • November-December • 2010
Small Business News provide training and assistance specific to each application. Some examples of these are: • Central Contractor Registration (CCR), with a CCR users guide and registration screen-shots; • the Electronic Subcontracting Reporting System (eSRS) with user guides and sample step-by-step ISRs and SSRs; and • FedBizOpps, which has a user guide and demonstration video. Do not discount the Federal Acquisition Regulation (FAR) itself, which can also be found on the Acquisition Central website. It is always advisable to go straight to the source and be familiar with the small business regulations, which are primarily in FAR Part 19. Links to the Office of Small Business for each of the services can be found on the DOD Small Business Office website at www.acq.osd.mil/osbp under “Doing Business with DOD.” Information about key federal and DOD small busi-
The Military Engineer • No. 668
(continued)
ness programs can be found on this site. Your company also can search for an Army, Navy, or Air Force small business specialist at a command to which you are interested in marketing. A key training resource is a Procurement Technical Assistance Center (PTAC). PTACs offer a wide range of services to small business concerns, including training and counseling. Most of the services provided by the 94 PTACs are free or very reasonably priced. Make arrangements for a oneon-one counseling session. To locate a PTAC near you, visit the Association of Procurement Technical Assistance Centers website at www.aptac-us.org/new. In addition, the PTAC training events calendar lists training opportunities, seminars and marketing events in your region. Be sure to review this and register for applicable training opportunities. (Contributed by Jan Kaiser, Deputy for Small Business, Naval Facilities Engineering Command Midwest)
Fine-Tuning Small Business Participation Plans Federal government regulations require subcontracting and small business participation in the acquisition process for vital reasons. These activities result in increasing the number of innovative suppliers in the industrial base, which increases the government‘s access to new solutions and technologies that otherwise would not be available. Small business policies also help preserve and increase competition in the marketplace, providing an additional incentive for all businesses to maintain and improve their performance. However, deriving the greatest overall value from the marketplace relies on using a diligent and thoughtful approach to subcontracting and small business participation. One excellent tool allowed by the Defense Federal Acquisition Regulation Supplement (DFARS) is the Small Business Participation
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Small Business News Plan (different from the Subcontracting Plan). The Small Business Participation Plan provides an efficient and accurate way to evaluate small business participation whenever the situation applies. With negotiated acquisitions, a Subcontracting Plan is required by regulations for most acquisitions valued higher than $550,000, or $1 million for construction. Small Business Subcontracting Plans do not apply to work overseas, personal services contracts, acquisitions less than the Simplified Acquisition Threshold, small businesses, or when no subcontracting opportunities exist. The Subcontracting Plan only requires the offeror to provide the percentage goals for first-tier subcontractors in each small business category and the description of the principal types of supplies and services to be subcontracted. However, the Subcontracting Plan alone does not include enough information about the offerors’
(continued)
proposed use of small business to provide a meaningful evaluation of small business participation as required by DFARS 215.304. In contrast, Small Business Participation Plans can provide much greater insight and visibility into subcontracting activities. Rather than just providing percentage goals, Small Business Participation Plans typically require subcontractor names, locations and efforts. Small Business Participation Plans also can include lower-tier subcontracting activities, where much of the opportunities for small businesses exist. And when specific small businesses are listed in the Small Business Participation Plan and incorporated into the resulting contract, those businesses must be used and may not be substituted unless approval is given by a contracting officer. When acquisition personnel are creating their evaluation factors for small business participation, requiring the
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Small Business Participation Plan is an excellent way to assess the offeror‘s response to factors such as the extent of the offeror‘s commitment to small businesses, the complexity and variety of work, and the realism of the proposal. Small Business Participation Plans not only enhance the evaluation process but also can aid in performance evaluations when incorporated into the contract. Additionally, the task of documenting contractors’ performance in the Contractor Performance Assessment Reporting System is simplified because of the information contained in Small Business Participation Plans. By encouraging or requiring prime contractors to include the Small Business Participation Plan in their responses to Requests for Proposals (RFP), the Air Force will be more successful in ensuring that subcontracts are actually awarded after the prime wins the contract. Historically, offerors often proposed numbers that looked favorable
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The Military Engineer • November-December • 2010
Small Business News without any further substantiation. If they didn‘t meet the goals during contract performance, the government had to prove that the contractor did not make a good faith effort, which is a difficult, time consuming and costly task. The right time to ask for the Small Business Participation Plan is during a competition, when the cost to the government is negligible. Most contractors collect the information requested by the Participation Plan as part of their subcontracting program. The Participation Plan should not require additional cost on the part of the prime contractor. Adding requirements for the Small Business Participation Plan to any RFP is a straightforward process. Templates are available that contain proposed RFP language, which can be easily modified to meet specific needs. For additional information, please contact Mary Reynolds at 703-696-2773. (Contributed by Mary S. Urey, Chief, Small Business Programs, Air Force Center for Engineering and the Environment)
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Participating in the DOD Mentor-Protégé Program The Department of Defense (DOD) Mentor-Protégé Program is a great way for small business firms with high potential to perform well as a prime contractor and/or a subcontractor. Following is a step-by step guide for participating in the Mentor-Protégé program. Details on the program may be found at www.acq.osd.mil/osbp/mentor_protege. 1. Establish a Counterpart Mentors and protégés are solely responsible for finding their counterpart. A mentor firm must be currently performing under at least one active, approved subcontracting plan negotiated with DOD or another federal agency pursuant to FAR 19.702, and be currently eligible for the award of federal contracts. New mentor applications must be approved and may be submitted to the Office of Small Business Programs (OSBP) of the cognizant military service or defense agency (if concurrently submitting a reimbursable agreement) or
to the OSBP office prior to the submission of an agreement. A protégé firm must be either a small disadvantaged business (SDB), a qualifying organization employing the severely disabled, a women-owned small business, or a service-disabled, veteran-owned small business or operate in a historically underutilized business zone, or HUBZone. 2. Determine the Type of Agreement There are two types of DOD MentorProtégé Program agreements: direct reimbursed and credit. Direct Reimbursed. Direct reimbursed agreements are those in which the mentor receives reimbursement for allowable costs of developmental assistance provided to the protégé. Direct reimbursed agreements may have additional requirements implemented by the cognizant military service or defense agency OSBP. Credit. Credit agreements are those in which the mentor receives a multiple of credit toward their SDB subcontracting
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Small Business News goal based on the cost of developmental assistance provided to the protégé. 3. Develop Agreement An assessment of the needs of the protégé that includes measurable milestones is strongly recommended prior to the development of an agreement. Developmental assistance should align with the protégé’s strategic vision. A protégé firm may have only one active DOD Mentor-Protégé Program agreement at any given time. 4. Submit Agreement Proposal For direct reimbursed agreement submissions, submit your agreement proposal to the OSBP of the cognizant military service or defense agency. For credit agreement submissions, submit your agreement proposal to the Defense Contract Management Association (DCMA). 5. Start Agreement Credit agreements start on the date they are approved. Direct reimbursed agreements start on the date the specific contract vehicle is modified (the date
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funds obligated to the contract). 6. Understand Reporting and DCMA Review Requirements Semi-annual reports, annual DCMA performance reviews, and protégé twoyear out reports are required for each DOD Mentor-Protégé Program agreement. DCMA annual performance reviews shall be a major factor in determining the amount of reimbursement the mentor firm is eligible to receive in the remaining years of direct reimbursed agreement participation. 7. Ask Questions Detailed Mentor-Protégé Program briefings are available by appointment. If you have any questions about the program process, protocol, requirements, or benefits, please contact the MentorProtégé Program hotline at 800-5408857 or programinformationmp@osd. mil. Excerpted from the DOD OSBP Mentor-Protégé Program website. Details on the program are located at www.acq. osd.mil/osbp/mentor_protege.
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The Military Engineer • November-December • 2010
Society of American Military Engineers is proud to present the
FY12 DOD and Federal Agency PROGRAM BRIEFINGS
save the date march 23, 2011 arlington, va
The Department of Defense (DOD) and Federal Agency Program Briefings will showcase the planned initiatives in the President’s FY 2012 budget. This all-day forum will provide SAME Sustaining Member Companies with the appropriate contacts and valuable information needed for future contracting opportunities with DOD and other federal agencies.
In addition to our informative Engineering Service Chiefs Panel, this event will feature high-ranking officials from the following organizations: • • • • •
U.S. Army Corps of Engineers – Civil Works and Military Programs U.S. Air Force Office of the Civil Engineer and the Air Force Center for Engineering and the Environment U.S. Naval Facilities Engineering Command U.S. Coast Guard Office of Civil Engineering U.S. Army Installation Management Command and U.S. Navy Commander Navy Installations Command • U.S. General Services Administration • U.S. Department of Veterans Affairs
www.same.org/DOD The Military Engineer • No. 668
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save the date Society of American Military Engineers
Academy of Fellows 2011 Golden Eagle Awards Dinner March 24, 2011 Join us in honoring the 2010 Golden Eagle Award recipients
Rear Adm. Benjamin F. Montoya, F.SAME, USN (Ret.) For outstanding contributions to the engineering profession
Adm. Thad Allen, USCG (Ret.) For dedication and contributions to national security
The 2011 Golden Eagle Awards dinner is a black-tie event that will include a cocktail reception with an open bar, three-course dinner, live entertainment and the presentation of the prestigious Golden Eagle Awards. Premium table sponsorships are now available!
www.same.org/GoldenEagle The Golden Eagle Awards Dinner is open to all SAME members and invited guests. 94
The Military Engineer • November-December • 2010
Historical Perspective
A New Dimension in Designing By Luis Ayala
Editor’s Note: The following text is an excerpt from “A New Dimension in Designing,” by Luis Ayala, then an architect working with the U.S. Army Corps of Engineers Huntsville Division. Among the first applications of early generations of computeraided design and drafting (CADD) tools was to assist in streamlining design revisions. As the author explains, CADD—a precursor to modern building information modeling software—possessed far greater potential in improving building design. For the purpose of this historical piece, the text herein is reprinted as published in the November-December 1984 issue of The Military Engineer.
A
growing number of architects and engineers (A/E’s) are using computer aided design and drafting (CADD) to reduce costs and increase productivity. Most of the emphasis is on using computer graphics capabilities to draft and produce drawings, with very little use of computer graphics during the initial design stages. Many firms takes advantage of the savings that CADD offers by reducing labor on repetitive drafting tasks. Once made, the drawings can be revised or updated more quickly and economically than by manual methods. Many designers are unaware of the contributions CADD may provide in design excellence. Though these are more difficult to measure than productionoriented benefits, the ability to rapidly generate, compare, refine, and present various design concepts is a significant advantage of using CADD systems. This article briefly describes some methods utilized by the Huntsville Division of the Corps of Engineers (HND) to integrate designer talents with computer efficiency. The design of a new Corps of Engineers Training Center is taking shape in Huntsville with assistance from threedimensional (3-D) computer modeling. Like most projects, this building began on paper, but the similarity ends there. The Huntsville Division requested three design alternatives from an A/E firm.
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Adapted from: “A New Dimension in Designing” The Military Engineer Vol. 76 No. 497 November-December 1984
These were to be schematic examples to explore the possibilities of different masses or shapes for the new Center. The three alternatives were to be presented for evaluation and one would be selected for further development. The Architectural Section at HND decided to use a new approach in evaluating and selecting the design alternative which would ultimately be developed— creating three-dimensional computer models of each one, using the in-house CADD system. This was to be a learning experience for the architects at HND, as well as the A/E firm. Also, this experience which the office was undergoing was in real time—we were working on an actual project with specific deadlines.
Generating 3-D Models The first attempt at 3-D modeling was a combination of simple geometric blocks drawn to scale and placed together in a 3-D design file. The schematic phase was critical since decisions made at this stage would determine the direction that the design would take for the life of the project. The first models were crude, but we were able to display the mass of volumes of the designs as they would appear in a 3-D environment. The models were simple to generate and extremely effective. Designers were able to determine that two of the alternative designs 95 95
were unacceptable because their scales were inappropriate relative to nearby buildings. Also, they did not present the unified, coherent facility required by the program. The third alternative was copied into another design file and further developed. The site layout was added in two dimensions (2-D) to the design showing the proposed parking lot and surrounding roads; existing trees were later added in 3-D. This was simple, since we were accustomed to drawing in 2-D and to the repetitious nature of the three-dimensional elements. When completed, the model could be rotated so that it could be seen from any angle and, with a quick command, we could zoom in on and closely examine any design aspect. The design could be displayed with or without the “entourage” of site, trees, and cars because that information was on different CADD levels. The CADD system could display a bird’s-eye view from a high altitude and show the entire site, or come in for a close-up. An added benefit was that the computer could generate oneor two-point perspectives by entering the desired vanishing points. This model was so successful that many meetings were held at the work station to develop the design. It became a working model that could be easily revised, thus allowing us to explore many variations quickly. We had not anticipated this benefit of the CADD system. The computer helped us to expand our creative abilities by allowing many aspects of a proposed design to be examined quickly. Once a data base is established, a computer is an excellent tool for “what-if?” exercises. Besides showing shapes, volumes, and relationships of volumes and circulation around the facility, the model prompted the first discussions of color and shading. The importance of color with a CADD system cannot be overemphasized because it may influences the choice of materials and methods of construction. Many crucial decisions were made at the CADD terminal. The development of the building’s entry is an example of the design work done on the terminal. Several entryways were examined before the final configuration was se96 96
lected. A skylight was drawn and subsequently deleted; the depth of the overhang at the entry was modified several times. Details that escaped attention on paper were very obvious on the screen when seen in 3-D. A curve at the end of a wall was repeated and developed into a building “vocabulary” that further unified the building and refined the design. When photographic slides of the 3-D model were presented to the selection committee, the response was extremely positive. While we had anticipated a delay due to the committee review process, we were surprised to find that the design was quickly approved with only minor changes.
Designing the Model Once we were able to create block models, we attempted wireform models. Basically, a wireform is generated on the screen which outlines the various surfaces of the building. A hiddenline-removal program is run to delete hidden lines and surfaces. In this process, the remaining surfaces are colored and shaded to create an illusion of reality. The surfaces can be made to depict detailed facets of the building since the computer can zoom in to examine small details. We began the design by drawing an outline of the perimeter of the building in a 3-D design file. We found it best to work somewhere in the middle of the design volume to avoid any portion of the model projecting out of the volume. Once the building outline was entered into the computer, we drew the walls up to their respective heights. The windows on this particular model were difficult because they project almost 2 feet into the building and are not flush with the façade. We drew small models of various window types and made them into cells which could later be places without redrawing each window. The cell capability is a timesaver. However, we discovered that the cells had to be rotated before placing them in views other than the one which they were created. After the windows were set in the correct locations and oriented properly, we placed a complex shape that defined the roof. Some building areas, particularly the entrance, were difficult to
create because they required curves or were not projected up from the building perimeter. We had a much better understanding of what the design was trying to convey once we created a 3-D model. After the building was completed on the computer, the site plan was added. We used the black background of the screen to depict the parking lot and road. Complex shapes were created to show the landscape in three dimensions by digitizing a site plan of the surrounding area in the 3-D file on a level different from the building. This enabled us to work on the site plan without the building cluttering the screen and slowing down the computer when the screen was updated. Once the site plan was digitized in 3-D, it was easy to move lines to the correct elevations.
Drawbacks of 3-D Models As good as 3-D models are, they have their limitations. Computer models are presented on a two-dimensional medium. Whether viewed on a CRT screen, a photograph, or projected from a slide onto a screen they are two-dimensional representations of a three-dimensional model. Unfortunately this will be the case until computer generated holograms are available. Also, unlike an actual model, a 3-D CADD model cannot be placed on a table for all to see. Three-dimensional CADD models should not be created and used as public relations (PR) tools. Three-dimensional CADD models are not meant to replace PR models, although they have been used for that purpose. The 3-D CADD models are truly design tools to be used in increasing design quality. Though actual models can be used as design tools. the cost is usually prohibitive and the problem of scale is difficult to deal with. Very few A/E firms use scale models as design tools. When they are used, it is often in very special cases such as determining optimum erection procedures for precast concrete or complex piping and mechanical or chemical process projects. More and more designs will be done on CADD systems and it makes sense that threedimensional objects will be designed in three-dimensional computer environments.
The Military Engineer l November-December l 2010 The Military Engineer • November-December • 2010
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