The Army Civil Works Program

Presentation to Society of American Military Engineers COL C. David Turner Chief of Staff U.S. Army Corps of Engineers 25 April 2013

US Army Corps of Engineers BUILDING STRONG ® BUILDING STRONG ®

Civil Works Divisions & Districts

Alaska San Francisco Pacific Ocean Division Portland Los Angeles Honolulu Seattle Walla Walla South Pacific Sacramento North Atlantic Great Lakes & Ohio River Northwestern St. Paul Omaha Kansas City Buffalo Detroit Rock Island St.

Louis Chicago Cincinnati Louisville Pitts burgh Hunting ton Balti more Norfolk New England New York Philadelphia Albuquerque

LEGEND: Division HQ location District HQ location Division boundary District boundary State boundary

Tulsa Southwestern Little Rock Ft. Worth Nashville Memphis Vicks burg Mobile Dallas New Orleans Galveston Mississippi Valley Atlant a Wilmington Charleston Savannah Jacksonville South Atlantic

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To Meet the Challenges, We Need to Change

• • • • • • • • We are now in a non-earmark environment We fund too many studies/projects at less than capability It takes too long to get studies and projects completed It costs too much!!

We make sponsors and stakeholders unhappy due to lack of timeliness and cost effectiveness We try too hard to justify unviable projects We lack emphasis on the importance of quality assurance and quality products In a budget constrained era, we must do what it takes to Be RELEVANT!!

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Transforming Civil Works

Infrastructure Strategy Planning Budget Development BUILDING STRONG ®

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Planning Modernization

• • • • • • Reduce cost and time to complete feasibility studies (3 years and $3 million maximum) Review ongoing studies – drop those unlikely to lead to projects Instill IWRM into planning process Instill accountability at all levels Improve planner knowledge and experience (build the bench) Modernize planning guidance

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• • • • •

Budget Development

Implement watershed budget development process, while continuing to produce a performance-based budget Prioritize. Fund projects likely to produce greatest benefits to capacity, get them operating, then move on to the next.

Avoid “salami slicing” and stop-and-start funding Vertically align and integrate programs and business lines to National goals and objectives Seek alternative funding mechanisms and partnerships

End state

: Maximized value to taxpayers of Civil Works Budget 7

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Infrastructure Strategy

•  An integrated approach to manage our assets, the life cycle of the system and seeking alternative financing:

Life cycle system:

Ensure future systems’ viability through risk assessment and management, funding prioritization and sound decision making 

Alternative financing:

Provide a safe and reliable infrastructure by looking into alternative financing options 

Strategic communication:

A robust strategy with key messages to increase national attention to water infrastructure, its value to the nation, critical needs and sustainability of our systems

End state:

RELIABLE, SUSTAINABLE INFRASTRUCTURE!

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• • • • •

Methods of Delivery

Relook our methods of delivery to be more efficient, cost-effective & timely Link technical capabilities to desired levels of service Integrate a Human Capital Plan to maintain core competencies Improve operation and management of our water infrastructure-reduce enterprise risk Focus areas-Centers of Expertise (CXs): • Dam safety, inland navigation design and deep draft navigation economics 11

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Hurricane Sandy Response

• USACE received over 68 FEMA Mission Assignments exceeding $350M • 10 Mission Assignments for 6 States were received prior to landfall. As unused assignments were de-obligated, total funding authorized dropped just below $250M. • USACE received Post Presidential Declaration Mission Assignments totaling $338M: $250M in New York, $85M in New Jersey, $1.9M in Connecticut and $50K in Rhode Island.

• Several unprecedented Mission Assignments were received that were a significant departure from prior disaster operations: •

$20M

for unwatering missions – a significant increase over previous flooding disasters. •

$5M

to establish a forward C2 node in the disaster affected region

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Recovery

• USACE provided contractor debris support for NY State and City. As of 25 Feb 2013, 675,692 Cubic Yards of debris has been removed.

• USACE in cooperation with State Government and FEMA refitted three buildings (42 Units) for temporary housing at Fort Monmouth, NJ. • Repairs have begun on the shoreline breaches in barrier islands throughout New York and New Jersey.

Breezy Point Roxbury Jacob Riis Park, Queens, NY Fresh Kills, NY, Debris Barge Loading

Data as of: 15 2400 NOV 12

Mantolooking, NJ before Sandy

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After Impact During USACE Repairs

US Army Corps of Engineers BUILDING STRONG ® BUILDING STRONG ®