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BUILDING STRONG®
BUILDING STRONG®
US Army Corps of Engineers
BUILDING STRONG®
Doug Ellsworth
Acting Senior Asset Management Specialist
HQ USACE, Operations Division
PH: 202/761-4491
19 June 2012
U.S. Army Corps of Engineers – A Risk-Informed
Approach to Asset Management
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BUILDING STRONG®
Study Recommendations
Recommendation 2 – Corporate approach
to mitigating risk which focuses on linking
investments to Mission and Objectives
Recommendation 3 - Use “risk” to inform
annual maintenance and use standard
methods for gathering and updating data
Recommendation 6 – Focus on collecting
mission critical data and information
2
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BUILDING STRONG® 3
Study Recommendations
Recommendation 2 (Findings 1, 5 and 6).
Federal agencies should develop more strategic approaches
for investing in facilities maintenance and repair to achieve
beneficial outcomes and to mitigate risks. Such approaches
should do the following:
• Identify and prioritize the outcomes to be achieved through
maintenance and repair investments and link those outcomes to
achievement of agencies’ missions and other public policy objectives.
• Provide a systematic approach to performance measurement,
analysis, and feedback.
• Provide for greater transparency and credibility in budget
development, decision making, and budget execution.
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BUILDING STRONG® 4
Study Recommendations Recommendation 3 (Findings 1, 2 and 3).
To develop more strategic approaches to maintenance and
repair investment, federal agencies should do the following:
• Identify and prioritize the beneficial outcomes that are to be achieved
through maintenance and repair investments, preferably in the form of
a 5- to 10-year plan agreed on by all levels of the organization.
Elements of this type of plan are outlined in Chapter 7.
• Establish a risk-based process for prioritizing annual maintenance
and repair activities in the field and at the headquarters level.
Guidance for doing this is contained in Chapter 7.
• Establish standard methods for gathering and updating data to
provide credible, empirical information for decision support, to measure
outcomes from investments in maintenance and repair, and to track
and improve the results.
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BUILDING STRONG® 5
Study Recommendations
Recommendation 6 (Findings 6 and 8).
Federal agencies should avoid the collection of data
that serve no immediate mission-related purpose.
Agencies should employ a knowledge-based
condition assessment approach. Outcome metrics
and models should make maximum use of existing
data. Where new or unique data are required to
support the development of an outcome measure
or model there should be a clearly defined benefit
to offset the cost of collecting and maintaining
those data
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BUILDING STRONG® 6
Civil Works “Value to the Nation”
3% of Nation’s
Electricity:
$800 M + in sales Stewardship of 11.7 M
Acres
Public Lands
Emergency
Responses
Generate $18 B
+ 350 K jobs
Recreation Areas
370 M visitors / yr
72,000 Regulatory
Permits
400 miles of
Shoreline
Protection 50% cost of Rail;
10% cost of Trucks
12,000 miles of
Commercial Inland
Waterways
926 Harbors
~11,750 miles of
Levees Environmental
Restoration
~ $250B in Replacement Value
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BUILDING STRONG®
History of “Risk” in USACE O&M Budget
7
• 2007 for FY09 budget
Flood Risk Mgmt
• 2008 for FY10 budget
Hydropower
Navigation
• Inland
• Coastal
• 2010 for FY11 budget
Recreation
Environmental
Stewardship
Risk to Mission and Corps Responsibilities to the
Public…our Value to the Nation!
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BUILDING STRONG®
Business Line Detailed Approaches
8
• Flood Risk Management • Dam and Levee Safety
• FRM Operational Condition Assessment
• Hydropower • hydroAMP
• Hydropower Modernization Initiative (HMI)
• Navigation • Inland
• Coastal
• Recreation • “RecBEST” updated with Recreation Operational
Condition Assessment
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BUILDING STRONG®
Business Line Detailed Approaches
9
• Flood Risk Management • Dam and Levee Safety
• FRM Operational Condition Assessment
• Hydropower • hydroAMP
• Hydropower Modernization Initiative (HMI)
• Navigation • Inland
• Coastal
• Recreation • “RecBEST” updated with Recreation Operational
Condition Assessment
55% of navigation locks are > service life
and in next decade it rises to 77%
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BUILDING STRONG®
OCA Tool – Build the Project
10
Standard (Component) Inventory across Corps Nav portfolio
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BUILDING STRONG® 11
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BUILDING STRONG® 12
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BUILDING STRONG® 13
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BUILDING STRONG® 14
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BUILDING STRONG®
Mission Critical Components
15
For Inland Navigation a component is Mission Critical IF its
failure results in the:
1. Inability to lock (pass) traffic and/or
2. Inability to maintain the navigation pool
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BUILDING STRONG®
Examples – Pass Traffic
16
Lock Gates
Lock Structures
Fill/Empty Valves
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BUILDING STRONG®
Examples – Maintain Pool
17
Dam Gates &
Machinery
Dam Structures
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BUILDING STRONG®
Examples – NON-Critical
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Visitors Center
Roads and Parking
Maintenance Shop
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BUILDING STRONG® 19
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BUILDING STRONG® 20
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BUILDING STRONG® 21
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BUILDING STRONG® 22
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BUILDING STRONG® 23
Condition by itself does NOT tell the complete
and compelling story!!
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BUILDING STRONG® 24
Informing Critical Routine
(Annual) Maintenance
Importance Factors
inform WHAT is most
important to focus on
in the corporate
maintenance
strategy
Maintenance accomplished
sustains or improves
condition and P(f) of these
critical components
Consider Consequences and can now inform
Assessment and Inspection Frequencies!
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BUILDING STRONG® 25
Data – A Key Enabler
• Source Data – eg
Waterborne Commerce data
from the Navigation Data
Center
• OCA/ORA Data Enables:
Analysis by System,
Sub-System and/or
Component
Analytics to determine: “Total Risk Exposure”
“Potential Risk Buy Down”
Inform Capital Investment
Strategies
Don’t forget QA/QC of the data!!
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BUILDING STRONG®
Study Recommendations
Recommendation 2 – Corporate approach
to mitigating risk which focuses on linking
investments to Mission and Objectives
Recommendation 3 - Use “risk” to inform
annual maintenance and use standard
methods for gathering and updating data
Recommendation 6 – Focus on collecting
mission critical data and information
26
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BUILDING STRONG®
Thank You!
27
Questions?