water planning & management - the military engineer

Water Planning & Management

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July-August 2009 • Volume 101, Number 660

www.same.org/TME

Main Theme:Water Planning & Management

67 FEMA: Comprehensive Emergency Management

69 DOE: Transforming the Energy Economy

71 VA: Tomorrow’s Facilities for Today’s Veterans

Special Report:Federal FY10 Programs

On the Cover:Clarence Cannon Dam holds back the Salt River in northeast Missouri to form Mark Twain Lake, one of more than 400 multipurpose reservoirs operated by the U.S. Army Corps of Engineers nationwide. The dam is seen here in July 2008 during a high-water event, discharging 54,000-ft3 of water per second.

USACE photo by George Stringham

Special Insert: SAME Strategic Plan 41-44

Contents

52 National Flood Risk Management

A coordinated approach to minimize impact

55 Water Planning in Drought-Prone Areas

A total water management approach for Atlanta-area residents

57 Geotechnical Engineering in New Orleans

Lessons learned from one of the country’s largest geotechnical projects

59 Contingency Wastewater Treatment

A reliable, efficient and safe treatment option for contingency locations

61 Channel Stability Analysis A GIS-based tool assists watershed

stakeholders

63 An Underground Treasure Preserving an ancient Afghan

water system

65 Stormwater Compliance at Military Facilities

Comprehensive utilities evaluation for base planners

Water Planning & Management: 52-66Image courtesy Woolpert Inc.

Leader Profile49 Glenn D. Haggstrom, SES

4 The Military Engineer l July-August l 2009

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PUBLISHERDr. Robert D. Wolff, P.E., F.SAME

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. 144. © 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.), $15; foreign, $30. One-year subscription $88 in the United States and Canada; $168 elsewhere. Two-year subscription $168 in the United States and Canada; $316 elsewhere. Three-year subscription $210 in the United States and Canada; $435 elsewhere. Agency discount available; Air Mail extra. For details go to www.same.org/subscribe. Annual subscription rate for SAME members is $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 editors consider each manuscript on the basis of technical accuracy, usefulness to readers, timeliness and quality of writing. SAME reserves the right to edit all manuscripts. Before submitting an article, please read the Writers’ Guidelines at www.same.org/tme. Submission of an article does not guarantee publication; unsolicited manuscripts will not be returned. Disclaimer: Statements and opinions expressed herein are those of the authors and do not reflect official SAME or TME policy unless so stated. Publication of ad-vertisements 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.

ADVERTISING INDEX

ADB Airfield Solutions 34ADT 23Advanced Drainage Systems 45AECOM Technology Corp. 35AMEC 19Black & Veatch 29 Bobcat 33Burns & McDonnell C4CDM Inc. 18Concentric Security 10Conti Federal Services 11CTS Cement Manufacturing Corp. 26EMCOR Group 37EYP Architecture & Engineering PC 28Gannett Fleming Inc. 30Grunley Construction 20Harris & Assoc. 1HDR 8HNTB C2IFMA 79

Kalwall Corp. 32KBR 9Lutron Electronics Co. Inc. 31MEGADOOR 22Michael Baker Corp. 5MOCA Systems 38MWH Americas C3PARSONS 12Parsons Brinckerhoff (PB) 39PBS&J 14Perini Corp. 21Pittsburgh Corning Corp. 27Pond & Co. 34Redi-Rock 16SAIC 25SAME 36, 40, 46 48, 73Tetra Tech Inc. 7The Shaw Group Inc. 17The Warrior Group 36U.S. GSA 13, 15URS Corp. 47Walton Construction 24Weston Solutions Inc. 2

74 JETC 2009 Photo Highlights Engineers in Action76 Water Management in the

Uniformed Services Both at home and abroad

Historical Perspective83 The Boulder Canyon Project A historical description of the project

that would become the Hoover Dam

6 Government & Industry News

16 Military News

28 Environment & Energy News

38 Technology News

78 Society News

80 Small Business News

Focus Features: Departments Creating Value ...

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Exclusively in TME Online• Starting July 13, read an update on the Comprehensive Everglades

Restoration Plan, the world’s largest-ever water resources restoration project, in “Getting the Water Right,” by Nancy Sticht; and

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Government & Industry NewsCompiled by John M. Nank, M.SAME

DOD Releases FY10 Budget Proposal

President Barack Obama on May 7 sent to Congress a proposed defense budget of $663.8 billion for FY10. The budget request for the Department of Defense (DOD) includes $533.8 billion in discretionary budget authority to fund base defense programs and $130 billion to support overseas contin-gency operations, primarily in Iraq and Afghanistan.

The proposed DOD base budget rep-resents an increase of $20.5 billion over the $513.3 billion enacted for FY09. This is an increase of 4 percent, or 2.1 percent real growth after adjusting for inflation.

The FY10 budget proposal will end the planned use of supplemental re-quests to fund overseas operations, in-cluding Operation Iraqi Freedom and Operation Enduring Freedom. The in-clusion of these expenses as a separate category in the department’s annual budget request will ensure greater trans-parency and accountability to Congress and the American people. The budget also designates funds that were previ-ously in supplementals for programs such as those supporting military fami-lies and providing long-term medical care to injured service members.

For more information and to view the entire FY10 budget proposal, visit www.budget.mil and download the department’s “FY 2010 Budget Request Summary Justification.” (Contributed by DOD)

Additional $835 Million in Recovery Act Projects for DOD

DOD announced April 28 details of more than 850 facility improvement proj-ects funded by the American Recovery and Reinvestment Act of 2009. The $835 million allocated to these new projects represents the balance of Recovery Act funds provided to DOD for construction and repair projects, and is in addition to the approximately $6.1 billion contained in the first infrastructure investment list announced on March 20.

All of the new projects will be con-ducted at U.S. Army and Army National Guard facilities in 37 states and the Dis-trict of Columbia. More than half of the $835 million will be spent in five states: Texas ($155 million); Kentucky ($83 million); North Carolina ($83 million); Oklahoma ($66 million); and Hawaii ($59 million). In addition to making much-needed improvements to mili-tary installations, an additional $346 million will be spent on energy-related projects, enabling DOD to lead the way in the national effort to achieve greater energy independence.

Representing less than 1 percent of the entire $787 billion Recovery Act package, the overall $7.4 billion invest-ment in defense-related projects will further the legislation’s stated goal of stimulating the American economy through job creation, while improving the quality of life for service members, their families and DOD civilians.

DOD intends to spend Recovery Act funds as quickly as possible with full transparency and accountability. To view a complete list of the specific projects, visit www.defenselink.mil/recovery and www.recovery.gov. DOD will continue to use these Web sites to post future announcements related to Recovery Act funding.(Contributed by DOD)

USACE Releases Recovery Act-Funded Civil Works Projects

USACE has released a listing of civil works projects to be funded by the American Recovery and Reinvestment Act of 2009. The legislation, signed into law by President Obama on Feb. 17, ap-propriated $4.6 billion to the USACE Civil Works Program. The $4.6 billion is distributed in the following program accounts:• Operation and Maintenance: $2.075

billion • Construction: $2 billion• Mississippi River and Tributaries:

$375 million• Formerly Utilized Sites Remedial Ac-

tion Program: $100 million• Investigations: $25 million• Regulatory Program: $25 million

“The Recovery Act funds for civil works will enable USACE to do much good for the nation,” said John Paul Woodley Jr., Assistant Secretary of the Army for Civil Works. “In addition to the opportunity to help the nation and its citizens recover from this time of eco-nomic hardship, USACE will be able to use these funds to accomplish work on water resources projects that will ben-efit the nation for years to come.”

Economists estimate that USACE Recovery Act projects will create or maintain approximately 57,400 direct construction industry jobs and an addi-tional 64,000 indirect and induced jobs in firms supplying or supporting the construction and the businesses that sell goods and services to these workers and their families.

USACE Recovery Act-funded civil works projects include approximately 178 construction projects, 892 opera-tions and maintenance projects, 45 Mis-sissippi River and tributaries projects, 67 investigations projects and nine projects under the Formerly Utilized Sites Reme-dial Action Program. Regulatory program funds are distributed to USACE districts based upon workload. All projects on the lists have received appropriated funds in prior years’ Energy and Water Develop-ment Appropriations acts. No project on the list is a new start.

The projects selected represent a set of productive investments that will contribute to economic development and aquatic ecosystem restoration. Consistent with congressional guid-ance that allocation of Recovery Act funds maximizes benefit to the nation, USACE made its allocation of Recovery Act construction funds based on the economic and environmental return of its ongoing projects.

The list of projects and additional information is available at www.usace.army.mil/recovery.(Contributed by USACE Public Affairs)

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First Recovery Act-Funded USACE Military Construction Planned at Fort Bliss

The U.S. Army announced in early May the award of its first Recovery Act contract: a Warriors in Transition com-plex to be built at Fort Bliss, Texas. The $30 million design-build contract, ad-ministered by the USACE-Fort Worth

District, funds the first of two phases for the $57 million complex.

Warriors in Transition complexes are designed to assist injured soldiers in their recovery and reintegration back into the Army. This includes soldiers who have sustained injuries during military combat operations, and those injured otherwise. USACE officials an-

ticipate issuing a notice to proceed with construction to begin in June and expect to complete both phases of the project by the end of 2010.

The Fort Bliss complex will total more than 185,000-ft2. It will have three separate buildings, including a barracks area to house recovering soldiers, a headquarters and administrative build-ing, and a Soldier and Family Activity Center.

The first phase of the project includes design and construction of the barracks and site infrastructure. The barracks will occupy about 140,000-ft2 of the complex and feature 232 individual living quar-ters. Two floor plans are part of the de-sign. The first is a 675-ft2, two-bedroom, two-bathroom apartment with a shared kitchen, living room and laundry room. The second floor plan offers a 530-ft2, two-bedroom, one-bathroom apart-ment with a shared kitchen.

Phase two of the project, scheduled to be awarded in late June, will include building the administrative building and the Soldier and Family Activity Cen-ter. The Fort Bliss Warriors in Transition complex is one of two being funded un-der the Recovery Act. The other is a $43 million facility at Fort Campbell, Ky.(Contributed USACE Public Affairs)

USACE Hurricane Exercise a Success in New Orleans

The USACE-New Orleans District ran an internal hurricane exercise at Harvey Canal and three outfalls on May 27 in preparation for “hurricane Mike,” part of a larger, two-week simulation exercise with the Mississippi Valley Di-vision. USACE stages annual hurricane preparation and response exercises to rehearse the USACE response plan, im-prove internal coordination and keep

Government & Industry News (continued)

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emergency response team members prepared to react to a real event.

For purposes of the simulation, the Category 4 hurricane’s 135-mph winds reached the New Orleans, La., area and brought with it an expected storm surge of 8-ft above normal. At around 10 a.m., gates at the London Avenue Canal be-gan to close to block the expected surge from entering the canals when a cable broke, keeping one of the 11 gates in the closed position.

“The cable breaking was not part of the exercise, but the team was still pre-pared and reacted extremely well,” said Mike Stack, Emergency Management Chief for the New Orleans District. “They had a spare cable on site and were able to replace the cable within an hour. For a real event, we would have cranes on hand as a backup to raise or lower gates should the need arise.”

As the simulated hurricane contin-ued to bear down on the New Orleans area, canal teams were faced with sce-

narios such as power outages, loss of communication capabilities, injured personnel, investigating and reacting to reported leaks in floodwalls, and de-bris in the canals.

Because of previously scheduled maintenance on some of the pumps at the 17th St. Canal, the pumps could not be turned on immediately following the gate closure for the safety of the con-tractors working in the area. However, each of the pumps, excluding those affected by the ongoing maintenance, were run through the startup cycle at some point during the exercise and ef-fectively pumped. Those affected by the ongoing maintenance will be run when the work is complete.

“All the teams on the ground were able to successfully complete their mis-sions,” said Stack. “Overall, this was a very successful exercise.”(Contributed by Amanda Jones, USACE-New Orleans District Public Affairs)

PeopleCol. Wilfred (Will) T.

Cassidy, P.E., USAF, was named Executive Director and Military Commander, Air Force Center for Engi-

neering and the Environ-ment. Col. Cassidy assumed command following the retirement of Col. Keith F. Yaktus, P.E., USAF.

Beth Harris was ap-pointed Regional Business Development and Market-ing Manager in the Atlanta, Ga., office of McDonough Bolyard Peck Inc.

Jay W. Hart, RA, and Byrnes Yamashita, FAICP, were named Directors, Federal Services, EDAW AECOM.

Les Hunkele, P.E., CCM, LEED AP, has been named Senior VP, Lus-ter National Inc.

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William A. Kucharski, P.E., has been named VP of Pacific Operations, AMEC Earth and Environ-mental.

David M. Kozel, P.E., was named Senior Associate, Gannett Fleming.

Vice Adm. Michael K. Loose, P.E., F.SAME, CEC, USN, was honored as the 2009 Henry L. Michel Award re-cipient during the American Society of Civil En-gineers’ (ASCE) annual Outstanding Projects and

Leaders (OPAL) Awards Gala.Thomas Matzke, CSI, LEED AP, has been elect-

ed to the position of Associate Principal, VOA As-soc. Inc.

Rear Adm. David J. Nash, P.E., F.SAME, USN (Ret.), was the 2009 government sector honoree at the ASCE OPAL Awards Gala.

Daniel A. Petno, P.E., was recently promoted to Owner, RW Armstrong.

Richard E. Ragold, P.E., F.SAME, was named Director of Business De-velopment, Government Programs, SK&A Structural Engineers PLLC.

Daniel Spradling, P.E., was named Director of Electrical Engineering, BRPH.

Brig. Gen. Jeffrey W. Talley, USAR, has been nominated for appointment to the grade of ma-jor general and assignment to commander (troop program unit), 84th Training Command (leader training), Fort McCoy, Wis.

Eric Thorkildsen, P.E., was named VP, Green-man-Pedersen Inc.

Lt. Col. Thomas C. Timmes, Ph.D., P.E., has joined the faculty of the De-partment of Geography and Envi-

ronmental Engineering, U.S. Military Academy at West Point, N.Y.

Phil Voegtle has been named Director of Ar-chitectural and Engineering Technical Services, Merrick & Co.

Cdr. Roger Wykle, P.E., CFM, LEED AP, USCG (Ret.), has been appointed Principal-in-Charge

of the Oakland, Calif., Office of Ahtna Engineering Services LLC.

Correction: The May-June issue of TME in-cluded an incorrect photo of Rob Wasserman, PG. Wasserman was named Program Manager, BEM Systems Inc.

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Contracts and RecognitionBAE Systems will provide thermal

weapon sights to the U.S. Army under a $137 million contract that continues production of the widely-used infrared sensors.

The joint venture team of Balfour Beatty Construction and Walton Con-struction was selected by the USACE

Kansas City District to provide precon-struction services for the $334 million replacement hospital at Fort Riley, Kan.

Bay West Inc. announced the open-ing of a new office in Duluth, Minn.

CDM, CH2M HILL, Kennedy/Jenks and Malcolm Pirnie Inc. all were Grand Prize recipients at the American Acad-emy of Environmental Engineers’ Ex-

cellence in Environmental Engineering Awards Luncheon.

JLG Industries Inc. recieved a $33.7 million contract from the Army for 214 JLG All Terrain Lifter Army System (ATLAS) II telehandlers.

Lockheed Martin has been awarded a contract by the Kuwait Ministry of De-fense to upgrade the Kuwait Air Force long-range radar originally delivered in 1993.

Ninyo & Moore was selected to pro-vide construction materials testing for the construction of two new gates at F.E. Warren AFB in Cheyenne, Wyo.

PBS&J was recognized by the Air Force Center for Engineering and the Environment with a Merit Award for the firm’s concept design of the new two-story, 75,278-ft2 fitness center at Tyndall AFB, Fla.

URS Corp. has been awarded a con-tract to provide National Environmen-tal Policy Act documentation for a new naval hospital at Marine Corps Base Camp Pendleton, Calif.

WEST Consultants Inc. has been awarded two five-year, $5 million in-definite delivery-indefinite quantity contracts by USACE. WEST will pro-vide hydraulic designs and analyses, hydrologic analyses, river engineering and floodplain analyses, sedimentation engineering and analyses, and fluvial geomorphology studies for the USACE Omaha and Sacramento districts.

Weston Solutions Inc. announced the award of a $54.4 million design-build contract with the U.S. Depart-ment of State Overseas Building Opera-tions to start work on the first phase of a new office complex to house the Ameri-can Institute in Taiwan.

Woolpert recently received Air Force Citation Awards in the Planning Studies and Design Guides category in recogni-tion of the firm’s work in developing sub-area development plans for the town center at Hurlbert Field, Fla., and the community center at Cannon AFB, N.M.

Submit Government & Industry News items, with high-resolution (300-dpi) electronic images, to John M. Nank, M.SAME, at [email protected].


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Military NewsCompiled by Meighan Altwies, M.SAME

Air Force Engineers Support Marines in Al Anbar

Buildings, roads and water are re-sources used by military personnel ev-ery day, but the tools and labor involved to create and maintain those resources are not as obvious. However, airmen with Facility Engineer Team (FET) 14, 732nd Expeditionary Civil Engineering Squadron, currently serving at Al Asad Air Base, Iraq, are working behind the scenes to ensure service members can freely access those resources.

The nine-man team consists of five engineers who work with representa-tives from the Base Command Group, 2nd Marine Aircraft Wing (Forward), and Multi-National Force–West units to plan the designs, set financial goals and supervise the projects. Addition-ally, there are four engineering assis-tants who take the designs, survey the intended construction area and begin taking the necessary steps to bring the ideas to fruition.

According to Maj. Dwayne T. McCul-lion, USAF, the FET Detachment Com-mander, this deployment has provided the FET members with greater hands-on experience. Civilian contractors are responsible for most survey and design labor in the U.S., while the airmen nor-mally tackle managerial and supervi-sory duties. However, in Iraq engineers are able to get their hands dirty tack-ling jobs that will enable coalition forc-es to accomplish their missions. Their experiences in Iraq have increased their technical knowledge, which will in turn improve their managerial skills stateside.

The members of the FET have re-sponded to a number of challenging engineering projects throughout the Al Anbar province. They helped relo-cate helicopter landing zones, rewired aircraft hangars and work spaces, and designed a water line for Camp Baharia. They also have been responsible for up-dating base maps and have supervised the installation of a perimeter fence around Al Asad.

The FET also worked with the engi-neers of 2nd Marine Aircraft Wing (For-ward) to design a metal pipe that pro-tects fiber-optic cables running across a wadi at Al Asad.

Although working in a region domi-nated by Marines, sailors and soldiers, these airmen, alongside their brethren engineers are making a tangible contri-bution to the coalition’s ongoing suc-cess in Al Anbar province.(Contributed by Cpl. Jo Jones)

NAVFAC, USMC Commission Wind Turbine

The U.S. Marine Corps commis-sioned its first wind turbine for use in clean energy generation at Marine Corps Logistics Base (MCLB) Barstow, Calif., on March 27, marking the com-pletion of a 15-month process by Naval Facilities Engineering Command (NAV-FAC) Southwest.

The wind turbine will generate an average of more than 3,000-MWh of renewable power each year and save about $515,000 annually in base costs. At peak capacity, the unit can generate enough power for 500 homes.

Standing more than 300-ft high, the turbine comprises three 100-ft-long blades and spans more than 200-ft tip to tip. A 4-mph to 5-mph wind is required to rotate the blades and begin power generation. National Weather Service records in Las Vegas, Nev., show average

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wind speeds in the MCLB Barstow area of 25-mph to 30-mph.

More than 60 local, state and federal dignitaries attended the commissioning ceremony, including Col. Kenneth Enzor, USMC, Commanding Officer of MCLB Barstow; Maj. Gen. Michael Lehnert, USMC, Commanding General of Marine Corps Installations West; and Capt. Jo-seph Campbell, USN, Commanding Of-ficer, Officer in Charge of Construction of Marine Corps Installations West.

The total cost for the project was $6.1 million, which was reduced to $4.6 mil-lion due to a $1.5 million alternative en-ergy rebate from the California Public Utilities Commission. (Contributed by MCLB Barstow and NAVFAC Southwest Public Affairs)

Recovery Funds Pave the Way for Runway Repair

The Pacific Missile Range Facil-ity (PMRF) Kauai, Hawaii, will have its

runway repaired thanks to a $20 million contract awarded to the Bulltrack-Watts joint venture on April 28 by NAVFAC Ha-waii, using American Recovery and Re-investment Act of 2009 funding. The two firms formed a joint-venture partner-ship as part of the Department of De-fense (DOD) Mentor Protégé Program, which allows small businesses to com-pete for prime contracts and subcon-tract awards by partnering with larger companies. This is the first contract awarded by NAVFAC Hawaii to a small business using Recovery Act funds.

Work at the PMRF site will include saw cutting and cold mill planning the existing asphalt concrete pavement of the runway, taxiway and aprons. The repairs address a critical need for the runway, where pavement conditions have fallen below acceptable levels, and for the taxiways and aprons, where pavement conditions are just above ac-ceptable levels, as determined by an

analysis of the Pavement Condition In-dex. Deteriorating conditions increase the risk of damage to aircraft by foreign object debris, such as small pieces of concrete and asphalt.

DOD’s Recovery Act allocation was $7.4 billion, less than one percent of the $787 billion total amount. The Navy in Hawaii received $124 million to mod-ernize Navy and Marine Corps shore in-frastructure, enhance America’s energy independence and sustain a steady and robust maritime force. (Contributed by James Johnson, NAVFAC Hawaii Public Affairs)

DOD Begins QDR, NPR Processes

DOD announced in late April the commencement of the 2010 Quadren-nial Defense Review (QDR) and the Nuclear Posture Review (NPR). The pro-cesses will culminate in final reports to Congress due in early 2010.

Military News (continued)

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The QDR, which is conducted every four years, is one of the principal means by which the tenets of the National De-fense Strategy are translated into po-tentially new policies, capabilities and initiatives. “The purpose of the QDR is to assess the threats and challenges the nation faces, and then integrate strate-gies, resources, forces and capabilities necessary to prevent conflict or con-clude it on terms that are favorable to the nation now and in the future,” said Gen.l James E. Cartwright, USMC, Vice Chairman of the Joint Chiefs of Staff.

The 2010 QDR will address emerging challenges and explore ways to improve the balance of efforts and resources between trying to prevail in current conflicts and preparing for future con-tingencies, while also institutionalizing capabilities such as counterinsurgency and foreign military assistance.

The NPR will be conducted in con-sultation with the departments of En-ergy and State. The purpose of the NPR

is to establish U.S. nuclear deterrence policy, strategy and posture for the next five to 10 years and to provide a basis for the negotiation of a follow-on agree-ment to the Strategic Arms Reduction Treaty. The report will be submitted concurrently with the 2010 QDR.(Contributed by the Office of the Assis-tant Secretary of Defense Public Affairs)

USACE, Air Force Open New Hickam Hangar

In continuing support of the C-17 beddown, a traditional Hawaiian bless-

ing and maile lei-cutting ceremony was held April 14 to open officially the second new hangar on the Hickam Air Force Base, Hawaii, flightline since World War II.

The new hangar, Hangar 19, will be the only hangar in the state of Hawaii specifi-cally designed for C-17 fuel tank mainte-nance and has been designed with a self-contained generator capable of powering the facility for up to 24 hours.

“We’re especially proud that Hangar 19 matches the architectural style of the historic aviation buildings on Hickam. The art deco styling of this state-of-the-art facility reminds us of Hickam’s history and its mission,” said Lt. Col. Jon J. Chytka, USA, Commander of the USACE Honolulu District.

Also on hand for the ceremony was Sen. Daniel K. Inouye, who praised the joint partnership of USACE and the Air Force in the construction of the new hangar.

Col. Richard S. Marks, USAF, Com-mander, 15th Maintenance Group, stated that the facility is for enclosed area maintenance operations on C-17 fuel systems and also supports other airframes including KC-135, C-40, C-37, C-130, or KC-10 aircraft.

The 33,454-ft2 structure consists of an aircraft hangar and nose dock and aircraft fuel system maintenance shop. In addition, the facility has offices, a conference room, restrooms, lockers, showers, mechanical and electrical rooms, and a tool crib. (Contributed by Dino Buchanan, USACE-Honolulu District Public Affairs)

New Flood Barriers Prove Successful in North Dakota

In late April, as flood waters across the state subsided, the North Dakota National Guard finished pulling out two barrier systems that proved to be use-ful new tools in the state’s recent fight against flooding.

The rapid-deployment flood walls (RDFW) act as a flood barrier through a series of interlocking plastic dividers. The dividers lie flat for shipping and when used unfold into a grid of square cells, much like the grid on a fluores-

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cent light. The 4-ft by 4-ft cells interlock end to end to form a line, and can be stacked to form a wall. The internal cells align vertically, forming a column that can be filled with sand after several layers are in place.

Sgt. Aaron Wall, USA, the Noncommissioned Officer in Charge for the first RDFW project, said “The ends are capped with sandbags, and we’ll put sandbags two high on the up-stream side.” Sgt. Wall is a member of the 164th Engineer Battalion’s Forward Support Company and an officer in the Minot Police Department.

Sgt. Wall and nine other soldiers constructed the first RDFW south of Minot, on the upstream side of the bridge over First Larson Coulee in an area called Crystal Springs. The RDFW was a precautionary measure to keep the bridge pass-able in case the stream in the coulee rose to road level.

Though the water level did not reach the barrier, the exercise showed how much training was needed to use the RDFW, how many soldiers it re-quired and how quickly it could be done. About 10 soldiers started the project at 10:00 a.m.; by 7:00 p.m., they had

constructed a sand-filled wall 400-ft long, 4-ft across and 33-in high. Sandbags were placed at the ends and on the upstream side for reinforcement. According to officials, it would have taken about a week to equal the RDFW using only sandbags. (Contributed by Sgt. Ann Knudson, North Dakota National Guard)

Doctors Help Design USACE Hospital Project in Irbil

The USACE-Gulf Region Division uti-lized a unique part-nership with emer-gency room doctors during the design of a new hospital facil-ity in Irbil, Iraq, that will treat trauma pa-tients. The USACE Irbil resident engi-

neer design team incorporated preconstruction input from the doctors into the construction plan for the $12.6 million, state-of-the-art medical facility.

The new emergency hospital will be the primary access point for treating emergency patients in Irbil, located be-tween Mosul and Kirkuk in northern Iraq. There is only one existing facility in the area and its dilapidated condition has caused major disruptions in service. The new four-story, 165-


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bed hospital is scheduled to open in April 2010, just 450 days from the beginning of construction.

The hospital will have nine operating rooms, a compre-hensive medical laboratory, and X-ray, CT scan and MRI capabilities. The hospital’s burn unit will have the capacity to care for many of the more than 45 burn patients that get treated in Irbil hospital emergency rooms monthly.

Although common for hospitals in the U.S., the Irbil hos-pital is the first in its area to have a helicopter pad on its roof. The hospital also is equipped with its own electrical generat-ing unit and the water for the hospital will be supplied by an on-site well.

The U.S. Economic Support Fund is funding construc-tion and all medical equipment for the facility. The current facility takes up 3 acres of a 6-acre site, allowing room for fu-ture expansion. The project, which is being constructed by the Turkish-owned Tigris Co., is the first hospital project for USACE in Irbil.(Contributed by Mike Scheck, USACE-Gulf Region North District)

Seabees Hone Skills for CombatNaval Mobile Construction Battalion (NMCB)-11 recently

completed a three-day prescribed course of tactical training to provide the Seabees with a working knowledge of several facets of combat including further development of its tactical response in support of contingency operations.

The training divided two elements of NMCB-11, the con-voy security element (CSE) team and the rest of NMCB-11 deployed to Camp Arifjan, Kuwait.

CSE’s focus during their training was a motorized platoon field exercise, which was implemented to further improve planning and execution of combat mounted patrol operations. Team members received one day of classroom instruction be-fore they continued with three days at the range. During the successive days of hands-on training, the CSE team was intro-duced to a number of scenarios to help test its mettle when dealing with wired and remote-controlled improvised explo-sive devices and how to react to different combat environ-ments. This training is key in providing a better understanding of the differences in operations in Iraq and Afghanistan.

The first day for NMCB-11’s non-CSE group was dedicated to a live-fire range. The Seabees were taught the close-quar-ters marksmanship (CQM) course, which focuses on engag-ing combative threats quickly and effectively at ranges of 25-M or less.

The Seabees of NMCB 11’s non-CSE group conducted training the second day covering land navigation and orien-tation as well as a combat casualty care course. Both courses provided the basics for a combat environment and necessary skills for the warfighter.

The third and final day of training provided a wide array of training including technical knowledge of the naval con-struction forces’ new scalable, modular, agile, responsive table of allowances (SMART TOA) as well as cultural aware-


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ness for NMCB-11’s current retrograde movement to Camp Mitchell, Spain.

NMCB-11 is currently deployed to Afghanistan, Iraq and the Horn of Africa in support of operations Iraqi Freedom and Enduring Freedom.(Contributed by MC1 Nicholas Lingo, NMCB-11 Public Affairs)

Engineers Conduct Joint Concrete Training

Limestone, clay, sand and gravel may not seem like riveting discussion top-ics to some, but for Iraqi engineers at Muthana Airfield, in central Baghdad, Iraq, the components of concrete are the keys to the future of their country.

Sgt. James Jones, USA, a concrete squad leader, 46th Engineer Combat Battalion (Heavy), 225th Engineer Bri-gade, and his squad spent the morning of May 15 training the 6th Iraqi Army Engineers how to conduct concrete mis-sions and use the XM5 2600 concrete module, a mobile concrete factory. The training will give the Iraqi engineers the necessary skills to conduct concrete construction missions and make road repairs.

Iraqi soldiers gained hands-on ex-perience by taking turns operating the controls, getting on top of the concrete module to push the sand and gravel, and smoothing out the concrete in the holes.

Once the initial training was com-pleted, the equipment platoon of Head-quarters and Support Company, 46th Engineer Combat Battalion (Heavy), worked alongside the Iraqi Army engi-neers to set 24 bases for solar light poles on the road outside the gate to the air-field. They worked in the blazing heat, and managed to finish the project in one day.

After completing the training and solar light mission, the Iraqi soldiers invited the U.S. engineers to lunch, to enjoy fellowship with their new com-rades. The Iraqi engineers prepared a curry chicken and rice dish that was a new experience for many of the Ameri-can soldiers. (Contributed by Jessica Mayerovitch, 225th Engineer Brigade)

Submit Military News items with high-resolution (300-dpi) electronic images, to Meighan Altwies, M.SAME, at [email protected].


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New Solar Array at Kennedy Space Center

A groundbreaking was held in late May at Kennedy Space Center, Fla., for Florida Power & Light Co.’s (FPL) Space Coast Next Generation Solar En-ergy Center. The new solar photovoltaic power facility, the result of a public-private partnership between FPL and the National Aeronautics and Space Ad-ministration (NASA), demonstrates both organizations’ commitment to bringing clean energy solutions to the state.

“The partnership between NASA and FPL is an excellent one that comes at the right time,” said Robert Cabana, Direc-tor of Kennedy Space Center. “It will help provide clean, renewable power to Florida residents, it will help support America’s space program by supplying electricity directly to Kennedy Space Center, and it helps to reduce our reliance on fossil fuels and improves the environment.”

The Space Coast Next Generation Solar Energy Center will be located on NASA property at Kennedy Space Cen-ter and, when completed, will produce an estimated 10-MW of power for FPL customers. FPL also is building a sep-arate solar facility of approximately 1-MW that will provide clean power di-rectly to Kennedy Space Center, helping NASA meet its renewable energy goals. FPL expects to complete the project by the middle of next year.

The facility will feature approximately 35,000 highly efficient solar photovol-taic panels across 60 acres. The panels are 50 percent more powerful than con-ventional solar panels.

Fort Carson Deconstruction Saves Money, Materials

One brick wall and wood beam at a time, building deconstruction is gain-ing ground as an attractive alternative

to traditional demolition of buildings past their prime. At Fort Carson, Colo., deconstruction provides large-scale re-cycling opportunities where valuable building materials are reused, thereby supporting installation sustainability efforts to reduce waste going to land-fills.

A recent example of deconstruc-tion success was Building 6220, part of a World War II-era hospital complex, where 93 percent of the building mate-rials, including cinder blocks, cement, steel, wood and fixtures, was dismantled and accepted by local vendors and re-cyclers. Deconstruction of the building, completed in February, yielded more than 600-T of reusable materials, said Dave Martin, Fort Carson Directorate of Public Works Environmental Protec-tion Specialist, who provided technical matter expertise on the project. Only 7 percent, or 45-T of the material was deemed not recoverable and disposed of at a landfill.

Traditional demolition—or “smash and haul”—brings with it a host of costs including landfill disposal, truck fuel and tipping fees. Additionally, any building materials containing lead and asbestos increase the cost of both deconstruction and demolition due to regulatory cleanup and disposal re-quirements established for regulated waste. The exterior paint on Building 6220 contained lead and asbestos that required cleanup, as well as some inte-rior areas before the building materials could be shipped off site to vendors.

Martin calculated deconstruction of Building 6220 cost $13,750, an estimated 10 percent savings over standard de-molition and disposal of materials at a

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landfill. From a long-term perspective, added Martin, putting waste materials in landfills adds decades of uncalcu-lated monitoring costs to ensure water leaching from the disposal site does not contaminate groundwater sources. Through the deconstruction of Building 6220, a cost-comparison is now avail-able for the remaining seven hospital

complex buildings slated for decon-struction in the next five years. (Contributed by Susan C. Galentine, Fort Carson Sustainability and Environmen-tal Division)

Air Force Tests Synthetic FuelsAir Force Petroleum Agency (AFPA)

officials are beginning field testing of

a 50/50 blend of JP-8 and synthetic jet fuel at the 364th Training Squadron fu-els training complex at Sheppard Air Force Base (AFB), Texas. Officials from AFPA along with military fueling service Robert and Co. are conducting tests on the infrastructure of the Type-III hy-drant fueling systems.

U.S. Air Force officials are currently in the certification process for the new blend in step with the Department of Defense’s (DOD) plan to reduce its de-pendency on foreign crude oil. AFPA officials began taking pressure readings with regular JP-8 fuel in April and will take additional system readings with the synthetic fuels.

“The JP-8 test is a baseline for the tests that will be done with the synthetic fuel to see if there is any significant differ-ence in the operation of the infrastruc-ture,” said Tom Harmon, AFPA Logis-tics Manager at Wright-Patterson AFB, Ohio, who has worked closely with the certification process. “There has been no significant difference to date using the synthetic fuel.”

Shell Oil Inc. produced the synthetic fuel being shipped to Sheppard AFB for the evaluation. The fuel is produced through the Fischer-Tropsch process using natural gas as a feedstock. Cur-rently the formally certified aircraft for alternative fuel are the B-52 Stra-tofortress, C-17 Globemaster III, B-1B Lancer and F-15 Eagle for non-combat operations, with full F-15 certification expected soon. Full certifications for the KC-135 Stratotanker and KC-10 Ex-tender are pending. (Contributed by Airman 1st Class Mat-thew Varga, 82nd Training Wing Public Affairs)

LORAN Station Kodiak Reduces Electrical Usage 25 Percent

By installing new light-emitting di-ode (LED) beacons, U.S. Coast Guard (USCG) LORAN Station Kodiak, Alaska, has lowered its total electrical bill by 25 percent. Prior to the refit, the station’s tower aircraft avoidance lighting was one of the major energy users, along with the LORAN transmitter and condi-tioning units.

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In 2007, LORAN Station Kodiak was approached by Communication Sta-tion Kodiak’s Rigger Shop with a pro-totype LED beacon from Austin Insula-tors. The top beacon of Lorsta Kodiak’s 625-ft tower was replaced with an “RF-hardened” LED light and tested for one year with no malfunctions. In 2008, the crew of LORAN Station Kodiak, with assistance from Electronics Systems Support Unit Kodiak, replaced the re-maining beacon assembly and nine ob-struction lights.

The transition from incandescent lights to the energy-efficient LEDs re-sulted in the previous lighting’s energy consumption of 1.8-kWh was reduced to less than 0.36-kWh, a factor of five reduction. The installation of LED lights will result in man-hour savings, as well. Previous incandescent bulb life was rated at 8,000 hours, while the LED lights are rated at 100,000 hours, and are designed with redundant LEDs in place.

The entire project was performed by USCG personnel, with a total project cost of $9,000. The savings to LORAN Station Kodiak will pay for the upgrade in little more than three months.(Contributed by ETC Thomas Sears, Lorsta Kodiak Alaska)

Army Brings New Life to Old Technology

The Army is no stranger to environ-mental concerns and energy consump-tion. While some energy-efficient tech-nologies are still a few years away from use, the Army is now taking steps to save fuel by revitalizing a 40-year-old insu-lation method. But this method does more than decrease fuel consumption; it also helps save lives.

Brig. Gen. Steve Anderson, USA, Direc-tor of Operations and Readiness at the Department of the Army Headquarters logistics office, is confident this technol-ogy has saved lives by reducing the num-ber of fuel trucks on the roads in Iraq.

“Every gallon of fuel saved at instal-lations and forward operating bases in theater means a lower fuel usage rate, thus resupplies don’t need to happen as often,” said Gen. Anderson. “Less resupply needs means fewer trucks on the road transporting the fuel, and fewer drivers risking their lives on those dangerous roads.”

The insulation method responsible for these benefits is called closed-cell spray polyurethane foam, or tent foaming. Es-sentially, a temporary structure, like a tent, is covered with two inches of hard-ening foam that creates a barrier between the weather outside and the temperature inside the tent. A Government Account-ability Office report documents that the application of foam insulation can re-duce power use between 40 percent and 75 percent. The Army estimates it has re-duced daily fuel costs by $3.6 million.

Gen. Anderson was the senior logis-tician in Iraq when the foam insulation idea was brought forward.

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“We recognized that there would be immediate payoff by taking action on this project,” said Gen. Anderson. “Some of the wind and solar generation efforts presented would take a little additional time to be realized. But we could take advan-tage of the foam insulation right away.”

The gym at Camp Victory, Iraq, presents one of the most dramatic examples of how well foam insulation works. The Camp Victory gym is housed in an aviation maintenance fa-cility, basically an extremely large tent. Before “foaming” the tent, eight industrial air conditioners running full-time kept the inside of the tent at a temperature of 92oF to 93oF—cool-er than outside, but far from comfortable, especially when working out. After applying the foam insulation, only two air conditioners were needed to keep the temperature at 70oF.

The Army has a $95 million contract to foam up to 9-mil-lion-ft2 of building space in Iraq, of which about 60 percent has been completed. The Army also let a $29 million contract to foam structures in Afghanistan. So far, 150,000-ft2 have been foamed. It takes a mere 26 days to recoup the costs of the foaming through the fuel savings.

U.S. Army Central Command plans to issue a directive in June that all structures in theater that are expected to remain standing for more than six months must have some type of insulation, which will most likely be foam.(Contributed by Devon Hylander, Army Public Affairs)

Air Force Tests Innovative Cleanup at Chanute AFB

Hybrid poplar trees may provide the Air Force with a green solution to environmental cleanup challenges at the former Chanute AFB, Ill. The restoration program at the former base, managed by the Air Force Real Property Agency (AFRPA), will test this technology in the cleanup efforts for a base landfill.

Shaw Environmental Inc. has begun a treatability study to evaluate the use of poplar trees to absorb leachate (liquid or groundwater that has been in contact with landfill waste) possibly emanating from beneath a landfill at the base. The trees will be planted around the landfill, where they will act as barriers, preventing leachate migration as well as filter any contaminants that may be present. This barrier, called an evapotranspiration buffer, also promotes the phytoreme-diation of soil contaminants—a method by which plants are used to clean up pollution in the environment by their own natural processes.

The study will continue for about three years and will de-termine if the approach offers significant potential benefits over conventional mechanical pump and treat methods. The Air Force expects the use of poplar trees will reduce energy consumption, increase ecological habitat in the area, and reduce the cost of maintenance of pump and treat systems while providing similar or better leachate capture and treat-


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ment. The successful use of the poplar trees will reduce the environmental footprint of the system needed to address leachate migration.

The Air Force will use the results of the treatability study to determine if the process can be applied to Chanute AFB’s remaining landfills.

Robots Remove Unexploded Ordnance A variety of robotic

technologies detect-ed and removed un-exploded ordnance (UXO) from train-ing ranges at Fort Bliss, Texas, during a demonstration sponsored by the U.S. Army Environ-mental Command (USAEC) earlier this

year. The demonstration was part of the Army’s effort to find technologies to make new range construction safer, quicker and less costly.

The trial focused on pinpointing ways to detect and remove UXO—a task more important than ever as the range mod-ernization program expands, said Plyler McManus, Chief of

the U.S. Army Corps of Engineers Military Munitions Design Center.

Researchers evaluated two basic robotics systems at Fort Bliss, both developed by the Air Force Research Laboratory (AFRL): the All-Purpose Remote Transport System and the Automated Ordnance Excavator. Both operate via remote control using attachments to remove brush or sift dirt for ord-nance. An operator guides them via joystick and camera from a safe distance. A third robotic unit, the Advanced Mobility Research and Development System, works autonomously, guiding itself to cover territory within given boundaries for geophysical detection of ordnance.

The group visited Fort Bliss because its ranges are the site of a hefty amount of construction due to the Base Realign-ment and Closure and Grow the Army initiatives. Speed is critical for the Army, which currently has many areas in need of surveying and a limited supply of UXO technicians. The Army is considering robotic removal options to contribute significantly to its efforts to clear and maintain range sites. (Contributed by Stephen Baack, Fort Bliss Monitor; Lindy Kyzer, Army Public Affairs; and Neal Snyder, USAEC)

Submit Environment & Energy News items, with high-res-olution (300-dpi) electronic images, to David E. Ott, P.E., M. SAME, at [email protected].


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Let us know what you think! Visit the SAME blog and use the interactive comment feature at the end of each entry to let your voice be heard.

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Technology News

Surveillance Vehicles Take Flight Using Alternative Energy

Nearly undetect-able from the ground, unmanned aerial ve-hicles (UAV) are widely used by the military to scan terrain for pos-sible threats and in-telligence. Now, fuel cell-powered UAVs are taking flight as an Of-

fice of Naval Research (ONR)-sponsored program to help tac-tical decision makers gather critical information.

Piloted remotely or autonomously, UAVs have long provided extra “eyes in the sky,” especially for missions too dangerous for manned aircraft. This latest technology is show-cased by Ion Tiger, a UAV research program at the Naval Re-search Laboratory (NRL) that merges two separate efforts: UAV technology and fuel cell systems. In particular, the Ion Tiger UAV tests a hydrogen-powered fuel cell design that can travel farther and carry heavier payloads than earlier battery-powered de-signs. Ion Tiger employs stealthy characteristics due to its small size, reduced noise, low heat signature and zero emissions.

Fuel cells create an electrical current when they convert hydrogen and oxygen into water and are pollution-free. A fuel cell propulsion system also can deliver potentially twice the efficiency of an internal combustion engine while running more quietly and with greater endurance.

In 2005, NRL backed initial research in fuel cell technolo-gies for UAVs. Ion Tiger’s flight trial is expected to exceed the duration of previous flights seven-fold.

Besides delivering energy savings and increased power potential, fuel cell technology spans the operational spec-trum from ground vehicles to UAVs, to man-portable power generation for marine expeditionary missions to meeting power needs afloat. (Contributed by ONR and NRL)

Mobile Seismic Unit Detects Shallow Manmade Tunnels

The Missouri Univer-sity of Science & Tech-nology built, tested and demonstrated a mobile seismic unit (MSU) de-signed to rapidly and reliably locate shallow, manmade, subterra-nean passageways. MSU consists of an all-terrain vehicle (ATV), a towed

trailer with an acoustic impact source, a towed streamer con-sisting of a fire hose with 24 geophones, a geographic posi-tioning system (GPS) sensor, a 24-channel engineering seis-mograph, and a dedicated laptop computer and automated surface wave interpretation software.

MSU is capable of acquiring active surface (Rayleigh) wave data at regular or irregular intervals as it is driven across an area of interest. At selected observation locations, the unit is halted momentarily and the impact source generates high-amplitude surface waves. These surface waves are recorded by the seismograph, automatically processed and inter-preted. The automated analysis takes only a few seconds, so results are available almost immediately. The integration of attenuation analysis of Rayleigh waves algorithm makes this prototype the only operational seismic unit that quantifiably estimates the geospatial location of tunnels in the Earth’s shallow subsurface.

MSU is compact, autonomous and can be operated by non-geotechnical personnel. The graphic user interface al-lows the laptop operator to monitor and accept or reject each seismic shot. At the end of a survey line, the data is processed and the results depicted on a plan-view map. The MSU crew can then mark locations of potential tunnels corresponding to the anomalous signals along the survey line. Tests con-ducted on 1-M diameter tunnels at nominally 1-M depths in-

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dicate accuracy to 0.5-M, average false positive ratio of 1:1, with a lineal work rate of 500-M a day. It is realistic that further optimization of the system will yield depths down to 3-M and a lineal work rate of 1-km a day.

For more information about the MSU, contact Stephen Tupper at 573-329-8515, or [email protected]. (Contributed by Lt. Col. Niklas H. Put-nam, PG, USA)

Navy Engineers Develop New Composite Joint Assault Bridge

The Naval Facilities Engineering Command’s Engineering Service Center (NAVFAC ESC) has been tasked by the ONR to develop the Composite Joint Assault Bridge (CJAB), to replace the ag-ing metallic Armored Vehicle Launched Bridge in use by the U.S. Marine Corps and U.S. Army.

According to Capt. Gregory J. Zie-linski, P.E., M.SAME, USN, NAVFAC ESC Commanding Officer, “It [CJAB]

reflects the latest technologies in por-table bridging equipment, costing less to maintain and offering greater span, larger load capacity, easier transport and rapid deployment.”

Existing bridges, developed in the early 1970s during the Vietnam War, are ill-suited to handle the greater weight of modern up-armored tanks and other essential mobile military re-sources. CJAB will easily support the Army’s main battle tank, the M-1 Abrams, and its auxiliary equipment.

CJAB will use Vacuum-Assisted Resin Transfer Molding technology, a fabrica-tion technology that draws resin under vacuum through a carbon fiber ma-trix reinforcement to form new bridge deck, ramp and beam sections. Com-posite construction will enable CJAB to expand the Marine Air Ground Task Force’s assault bridging capabilities.

The bridge weight will be reduced from 15-T to 13-T, and modifications to the launching system will reduce the

bridge launching time from 3-min to about 2-min. The modifications also allow the expeditious recovery of the bridge without exposing personnel to hostile fire.(Contributed by Darrell Waller, NAVFAC Public Affairs)

Breakthrough Made in Energy Efficiency, Use of Waste Heat

Engineers at Oregon State University have made a major new advance in us-ing waste heat to run a cooling system.

The heat-actuated cooling system, which will probably find its first appli-cations by the Army, could ultimately be applied to automobiles, factories or other places where waste heat is being generated, and used to provide either air conditioning or electricity. In its first military application where stationary diesel generator sets are used, research-ers say they expect improved efficien-cies of 20 percent to 30 percent in situa-tions where cooling is needed.

Technology News (continued)

The SAME Small Business Conference will feature four educational training sessions that will prepare small business leaders with the right tools to win government contracting proposals and generate new business.

Join leaders from the U.S. Army Corps of Engineers (USACE), Naval Facilities Engineering Command (NAVFAC), Air Force Center for Engineering and the Environment (AFCEE), Air Force Civil Engineer Support Agency (AFCESA) and the Army Contracting Command, who will be available to meet with you at their networking and information booths in the exhibit hall.

This event also will feature a keynote address by Lt. Gen. Robert L. Van Antwerp, P.E., F.SAME, USA, Chief of Engineers and Commanding General, USACE; presentations by the Chiefs of Contracting and Small Business from the Army, Navy and Air Force; and business opportunity briefings by each USACE division and the Installation Management Command, as well as NAVFAC divisions, AFCEE and AFCESA.

Plan to attend the SAME Small Business Conference for DOD Engineering, Construction and Environmental Programs, taking place Dec. 8-9, 2009, in Grapevine, Texas.

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SOCIETY OF AMER ICAN MIL ITARY ENGINEERS

The Military Engineer l No. 660 41

StrAtEgiC PlAnJune 11 , 2009

Th i s ve rs ion supersedes a l l p rev ious l y re l eased vers ions.

www.same.org

2006-2011

MISSION

To promote and facilitate engineering support for national security by developing and enhancing relationships and competencies among uniformed services, public- and private-sector engineers, and related professionals.

VISION

To be a premier global engineering organization leading the professional and personal growth of all members in support of military readiness and development of solutions to national security challenges.

VALUES

IntegrityUnwavering commitment always to do what is right, regardless of consequences.

PatriotismSupport our national ideals and take pride in our country.

Public ServiceRecognize the critical contribution that public servants play in supporting the economic and environmental needs of the nation.

National SecurityRecognize the dedication of our national security team comprised of the uniformed services, civil service and contractors in defending freedom.

Technical CompetenceDeliver high-quality solutions.

ExcellenceStrive for the highest standards of performance in all actions, both personal and professional.

Environmental StewardshipPreserve, protect, conserve and restore our national resources through sustainable development.

SOCIETY OF AMER ICAN MIL ITARY ENGINEERS

2006-2011 Strategic Plan


Goals Objectives

&

goal 1: national Security and Emergency responseSupport national security engineering and emergency response-related priorities and programs, domestically and internationally, including preparedness and response to natural and manmade disasters.

Objectives1.1 Educate SAME members and develop SAME programs based on re-

quirements of the National Security Strategy and National Response Plan in order for members to be in a position to respond to public agency requirements.

1.2 Foster dialogue and relationship building between the private sector and government entities responsible for the National Security Strat-egy and National Response Plan implementation.

1.3 Promote opportunities to SAME Sustaining Member Companies in the accomplishment of national security and emergency response programs, to include facilitating collaboration between small and large businesses and supporting the small business goals of re-sponding agencies.

1.4 Assist federal agencies in carrying out their missions in support of the National Security Strategy and National Response Plan.

goal 2: Education and trainingPromote, enhance and reinforce the professional and technical competence of present and future SAME members through out-reach, training and continuing education programs.

Objectives2.1 Provide educational forums to increase knowledge and understand-

ing of asset management and emerging technologies and practices in planning, architecture, engineering, construction and facility man-agement.

2.2 Provide relevant, accessible and cost-effective training opportunities to support and encourage the personal and professional development of members and their ability to obtain and retain licensure and certifi-cation in their chosen fields of interest.

2.3 Establish and maintain mentoring programs.2.4 Exhibit executive leadership to encourage and permit midlevel

civil servants, NCOs, junior officers and Young Members time off to participate in SAME activities, especially training and educational events.

2.5 Inspire primary and secondary (K-12) students to enter the engi-neering career field through engineering camps, science fairs, job-site tours and related outreach programs.

2.6 Promote the engineering career field at colleges and universities through Student Chapters, mentoring programs, scholarships and career planning seminars.

goal 3: relationshipsFoster inter-disciplinary, inter-agency, inter-service, interna-tional, and public- and private-sector sharing of information, technology and business practices.

Objectives3.1 Maximize networking opportunities for public and private organiza-

tions to develop professional relationships and solve common prob-lems.

3.2 Develop partnerships and alliances with other professional societies and related associations, and conduct joint workshops and seminars.

3.3 Actively seek new members in companion fields such as surety and insurance, finance, law and contracting, and establish associations with them to increase long-term retention.

3.4 Promote diversity of SAME membership, professional disciplines, small and large companies, and federal, state and local public agen-cies at the Post, Regional and National levels.

3.5 Provide a standardized portal to convey timely and accurate Post, Re-gional and National information that will aid public-private coopera-tion, advance education and training, and promote exchanges among SAME members.

goal 4: relevanceDevelop and conduct high-interest programs that inspire global membership growth and active involvement of SAME members at Post, Regional and National levels.

Objectives4.1 Provide current and forecast information on service policies, pro-

grams, projects and requirements to SAME Individual and Sustaining Members.

4.2 Conduct Regional and joint-Regional conferences and monthly Post programs to support the technical, professional and business inter-ests of SAME members.

4.3 Participate in joint conferences with other professional societies and related associations, when feasible, to add value for SAME members.

4.4 Link Young Members and NCOs to SAME’s K-12, college outreach and mentoring programs.

4.5 Promote Post involvement in community service.4.6 Establish and conduct outreach programs and events to support de-

ployed forces and their families, to include active, reserve, national guard, civil service and contractors.

4.7 Facilitate industry and government dialogue to improve understand-ing of programs, trends and technologies.

goal 5: recognitionRecognize internal and external accomplishments of SAMEmembers.

Objectives5.1 Develop, publish and implement an active recognition program at

Post, Regional and National levels: • recognize leadership, technical and managerial achievements of

SAME members; • recognize Individual Members, Sustaining Member Companies

and Public Agencies that conduct mentoring programs; and • recognize outstanding military and public service, as well as

service to SAME.5.2 Publicize and promote internal and external recognition of the

accomplishments of SAME members and Posts: • nominate members for non-SAME awards; • publicize SAME award winners in external media; and • publicize SAME members’ achievements recognized by other

organizations.


PrESidEntLt. Gen. Robert L. Van Antwerp, P.E., F.SAME, USA

1St ViCE PrESidEntBrig. Gen. Timothy A. Byers, F.SAME, USAF

ViCE PrESidEnt And ChAir, ACAdEMy Of fEllOwSRear Adm. Gary A. Engle, P.E., DBIA, F.SAME, USN (Ret.), URS

ViCE PrESidEntCol. Ronald B. Brown, CPC, DBIA, F.SAME, USA (Ret.), Sundt ExECutiVE dirECtOrRobert D. Wolff, Ph.D., P.E., F.SAME (Non-voting)

trEASurErVincent A. Laino, Weston Solutions Inc. (Non-voting)

COunSElHarold I. Rosen, Esq., F.SAMEThe Law Office of Harold Rosen (Non-voting)

PASt PrESidEntRear Adm. Wayne “Greg” Shear Jr., P.E., CEC, USN

rEgiOnAl ViCE PrESidEntS• Europe: Col. Robert Moriarty, P.E., USAF• Great Lakes: S.K. Nanda, Ph.D., P.E., F.SAME, USACE• Lower Mississippi: Lt. Col. Thomas Newsham, USA (Ret.), GEC

Inc.• Middle Atlantic: Capt. Ben Pina, P.E., CEC, USN• Missouri River: Jerry Adams, F.E., F.SAME, Berger Devine Yae-

ger Inc.• New England: Dick Waterman, EA Engineering, Science and

Technology Inc.• North Atlantic: Judy Cooper, PB• Northwest: Brig. Gen. William Rapp, P.E., USA• Ohio Valley: Ernie Drott, P.E., F.SAME, USACE• Pacific: Col. John Cawthorne, F.E, USAF• Rocky Mountain: John Shaler, P.E., AECOM• South Atlantic: Capt. Michael Blount, P.E., USN (Ret.), Balfour

Beatty Construction US• South Central: Mike Thompson, P.E., Thompson Engineering

Inc.• Southwest: Col. Janice Dombi, USA• Texoma: Glen Turney, P.E., e2M

The SAME Board of Direction consists of 40 voting members and four non-voting members.

MiSSiOn COMMittEE ChAirS:• College Outreach: Ben Matthews, P.E., Jacobs• Education and Training: Col. Marvin Fisher, F.SAME, USAF

(Ret.), PBS&J• Engineering & Construction Camps: Lt. Col. Scott Prosuch,

F.SAME, USA (Ret.), Tetra Tech• Environmental: Cathy Knudsen, F.SAME, PLANTECO Environ-

mental Consultants LLC• Facilities Management: Lt. Cdr. Dan Geldermann, P.E., CFM,

USN (Ret.), Facilities Engineering Assoc. Inc.• International: Chris Williams, CH2M HILL• K-12 Outreach: Lt. Col. Mary Matthews Hains, P.E., F.SAME,

USAF (Ret.), AMEC• Readiness & Homeland Security: Capt. Jay Manik, P.E.,

F.SAME, USCG (Ret.), CDM

COunCilS:• Noncommissioned Officer: EQCM(SCW) Scott F. Hillanbrand,

USN• Small Business: Lt. Col. Tony Price, USA (Ret.), Lindbergh &

Assoc.• Young Member: Heather Cross, Stanley Consultants

ElECtEd dirECtOrS:2007-2010

• Capt. Paz Gomez, P.E., CEC, USN• Col. Richard Thompson, P.E., F.SAME, USA (Ret.), City of

Hope• Lt. Col. Neal Wright, P.E., PMP, F.SAME, USA (Ret.),

AECOM• Col. Brian Lally, P.E., USAF (Ret.), OSD

2008-2011• Col. Stuart Harrison, P.E., F.SAME, USA (Ret.), Parsons• Dudley M. Hanson, P.E., F.SAME, Graef• Jeanne M. LeBron, F.SAME, TSP• Matthew T. Wallace, Navstar

2009-2012• Julie Daniel, Farnsworth Group• Capt. Randall Gardner, P.E., USPHS• Rick Cunningham, R.A., F.SAME, PB• Chris Ackert, P.E., CMS Corp.

APPOintEd dirECtOrS (nOn-VOting): • Bill Anderson, Director, The Infrastructure Security Partner-

ship• Bruce D’Agostino, President & CEO, Construction Manage-

ment Association of America• Lt. Col. Tom Mitchell, USAF (Ret.), BAH, representing Inter-

national Facility Management Association

National Officers


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Conceptually, the system works somewhat like existing heat pumps, but it’s powered by waste heat, not electric-ity. What makes the technology unique is the use of microchannel heat trans-fer components and an efficient “vapor expander” to provide high heat transfer rates and smaller, lighter and more ef-ficient heat exchangers.

“Right now, about 75 percent of the fuel energy in most stationary diesel generators used to produce electricity is lost in the form of waste heat,” said Richard Peterson, Professor of Mechani-cal Engineering at OSU. “The military often needs these generators to op-erate air conditioning for advanced electronic equipment and other appli-cations. We’re using that waste exhaust heat to drive an expander-compressor cycle that provides cooling.”

The first prototype will be a small 5-kW cooling system that’s a little larger than an automobile air conditioner in capacity, Peterson said. It’s the type of

air conditioner, for instance, that could be used in a forward-deployed military command post. (Contributed by David Stauth)

Air Force Funds New Energy-Efficient UAVs

With the ever-increasing military demand to reduce the size and weight of UAVs while lengthening flight times, the Air Force Office of Scientific Re-search is funding a project to integrate solar power cheaply and easily into the base materials used on UAVs.

Max Shtein, Ph.D., and his team at the University of Michigan are investi-gating the energy harvesting potential of many different device applications, including thin film solar cells reshaped and coated onto long continuous fibers. Such organic semiconductor-coated fi-bers can be woven into a fabric system, used to form the structural makeup of the UAV and generate the electricity to power it.

To date, Dr. Shtein and his team have demonstrated small, standalone proto-types that strongly suggest that this type of application is possible.

The team is currently working on a customized coating apparatus for mak-ing large quantities of fiber-based en-ergy conversion devices. Once finished, Dr. Shtein plans to develop new models that synergize optics, mechanics, elec-trical and energy transport, and energy storage mechanisms.

Combining these functionalities would reduce the bulk mass associated with separate optical, mechanical and electrical systems, leading to vehicles that have increased power but weigh much less. (Contributed by Molly Lachance, Air Force Office of Scientific Research)

Submit Technology News items with high-resolution (300-dpi) electronic im-ages, to Jill M. Jackson, M.SAME, at [email protected].

Technology News (continued)

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Create or update your Company Profile and Company Listing by Sept. 29 to be included in the

SAME 2010 directory ofMember Companies & Organizations

SAME 2008 Directory of Member Companies & Organizations i

Directory of Member Companies and Organizations

2008

it’s that time of year again! it’s time to create or update your Company Profile and/or Company listing to be included in the 2010 Directory of Member Companies & Organizations.

From full Corporate Profiles to Company Listings by SAME Post, the Directory is full of the information you need to form partnerships and make business contacts. Published annually, the Directory also features organizational charts for the U.S. Army Corps of Engineers, U.S. Naval Facilities Engineering Command, U.S. Air Force Civil Engineering, U.S. Coast Guard Civil Engineering, and U.S. Public Health Service.

the deadline to be included in the 2010 Directory is Sept. 29. update your company information today to be included in this valuable resource.

1. Corporate Profiles. Create or update your Corporate Profile online at www.same.org/Directory. 2. Company Listing by SAME Post. Update your Post memberships online at www.same.org/update

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Since FY04, more than $8 billion has been appropriated in major and minor construction to improve the physical infrastructure of VA facilities.

Leader Profile

Glenn D. Haggstrom, SES

Q: What are the major priorities of the new Secretary of Veterans Affairs?

When VA Secretary Eric K. Shinseki accepted the nomination from Presi-dent Obama last year, he shared the president’s vision to transform VA into a 21st century organization. This initia-tive includes creating a reliable manage-ment infrastructure, delivering ongoing services, assessing and revitalizing de-partmental priorities, and instituting important new initiatives to meet the needs of veterans today and tomorrow.

Our first priority is to create a management infrastructure. A reliable management infrastructure expands or enhances corporate transparency at VA, centralizes leadership and decentralizes execution, and invests in leader training. This infrastructure is imperative to provide improved client services and enhanced responsiveness to the needs of veterans and all VA stakeholders.

Second, delivering and maintaining ongoing services including ensuring access to the highest quality care, delivered at best-in-class facilities, and powered by excellence in medical research. Additional services include the rapid processing of benefits claims, memorial services that honor service to the nation, and evolving needs such as rural care and outreach, care for homeless veterans, women’s healthcare and veterans’ families.

Third, VA will assess and revitalize core programs that have already been recognized by the department and Congress as important to improving quality and access to services for veterans. These programs provide access for additional Priority 8 Veterans (veterans who either have no service-connected disability or a zero-percent disability rating, with incomes above a threshold based on family size); improve interoperability and coordination between VA and the Department of Defense; increase investment in mental health and telemedicine; and continue the development and implementation of the Post-9/11 GI Bill.

Lastly, transformation is about making bold moves to introduce entirely new concepts and best business practices that lead the organization into the 21st century. This is where the Office of Acquisition, Logistics and Construction (OALC) will play a prominent role in the secretary’s vision of transforming the department. The necessity of this new office, which was established in October 2008, is highlighted by the nearly $2 billion in capital funding for VA in the FY10 budget. The request for appropriated funds includes more than $1 billion for major construction projects, $600 million for minor construction, $85 million in grants for the construction of state extended care facilities and $42 million in grants for the construction of state veterans cemeteries.

The Executive Director of the U.S. Department of Veterans Affairs (VA) Office of Acquisition, Logistics

and Construction discusses VA’s acquisition and construction strategy.

”

“


Q: What responsibilities do you hold in your position with VA?

OALC was established on Oct. 10, 2008, and is the newest major office within VA, with more than 1,000 acqui-sition, logistics and engineering profes-sionals providing a full range of services to VA. In FY09 this office is responsible for a portfolio of about $17 billion.

As the Executive Director of OALC, I am responsible for leading the acquisi-tion, logistics, construction and leasing functions within VA. I also serve as the department’s Acting Chief Acquisition Officer.

OALC has two fundamental roles. First, it has oversight responsibility on behalf of the secretary to ensure com-pliance with applicable laws, policies and directions from executive branch partners, such as the Office of Manage-ment and Budget, Department of the Treasury and General Services Admin-istration, as well as the Government Accountability Office and Congress. Second, it has an operational role to provide acquisition, logistics, construc-tion and leasing support to VA’s admin-istrations and staff offices so they can accomplish their missions.

OALC provides direct operational support to the department’s admin-istrations and staff offices through its two major organizational components: the Office of Acquisition and Logistics (OAL) and the Office of Construction and Facilities Management (CFM). Each of these offices has staff in Wash-ington, D.C., as well as field sites across the nation.

OAL is responsible for establishing acquisition policy and an enterprise acquisition system for the department to perform the functions required to support VA’s mission. Operationally, OAL supports VA’s mission by procur-ing drugs; medical supplies and equip-ment; critical patient care items; health-care related services; non-perishable subsistence; “just-in-time” distribution

services; and automated data process-ing equipment and services. In addition to its primary role of supporting VA’s programs, OAL has a federal role in the supply management of medical sup-

plies and non-perishable subsistence.CFM is responsible for establishing

facility management policy and plan-ning, designing and constructing all ma-jor construction projects greater than $10 million. In addition, CFM acquires real property for use by VA administra-tions and staff offices through the pur-chase of land and buildings as well as long-term lease acquisitions. Through the construction and real property pro-grams, CFM delivers to veterans high-quality buildings, additions, large-scale renovations and structural enhance-ments. CFM’s area of responsibility also includes construction cost manage-ment, estimating, standards, guidelines and criteria, sustainability, seismic and physical security programs, State Nurs-ing Home and Homeless Veterans Grant Programs, architect and engineer evalu-ation and selection, and historic preser-vation of VA’s facilities.

Q: How does your experience in the U.S. Air Force and the Department of Agriculture relate to your position in the VA?

The positions I held throughout my 28-year Air Force career and six years with the Department of Agriculture have provided me the solid foundation I need to fulfill my responsibilities here at VA. Serving as an Air Force engineer-

ing officer certainly provided a develop-mental environment to learn all aspects of the facilities management business—from the base level, where the capital assets and the people responsible for them are, to the headquarters, where the larger picture comes into view and there are opportunities to help orga-nize, train and equip the force. Those experiences have been invaluable in developing the holistic direction we are taking within VA with regard to facilities management.

My position at the Department of Agriculture exposed me to the procure-ment side of the business, which up to that point in time I had seen only from a project and program management perspective and as a recipient of con-tracts put in place to meet my needs. In my position as the senior procurement executive for the Department of Agri-culture, I was exposed to and gained a whole new understanding not only of procurement, but for the acquisition process as a whole, and the critical role that the early interaction between the program and the contract communities play in completing a successful acquisi-tion. That involvement enabled a rela-tively seamless integration into the VA acquisition community and the ability to begin reshaping acquisition within VA in the areas of personnel, training, technology, process and structure.

While having the background in each of these areas has grounded me, it is not so much the technical experience as opposed to the leadership, commu-nication, change management, criti-cal thinking, resource allocation and problem solving skills that one devel-ops through the years that now come to the forefront on a daily basis. Having these skills has enabled me, along with the OALC team, to chart a strategic di-rection for the organization and begin implementing the innovative changes that are a part of transforming VA into a 21st century organization focused on serving veterans and their families.

The Military Engineer l July-August l 200950

“VA is currently involved in one of the largest building

programs experienced since the 1950s.”

Q: What are the major acquisition strategies being used for design and construction of new facilities and the renovation of existing facilities?

VA is currently involved in one of the largest building programs experienced since the 1950s. Since FY04, more than $8 billion has been appropriated in major and minor construction to improve the physical infrastructure of VA facilities.

The diversity of projects included within our portfolio of active projects enables VA to select the acquisition strat-egy that best meets the goal of executing each project in an effective and effi-cient manner. Our acquisition strategy is evolving to an integrated project de-livery methodology based on an owner, designer and constructor collaborative team approach. A single building infor-mation model (BIM) is used as a com-mon communication and collaboration tool by all team members.

We select our design partners through a targeted contract solicitation in accor-dance with The Brooks Act procedures. Our selection process values past per-formance and experience on health-care projects of similar complexity. We carefully evaluate the experience and capabilities of the key members of the proposed design team. We also engage a peer review architect-engineer firm to assist the owner’s review of proposed design solutions in meeting required design criteria and standards. For some projects, we utilize firms that hold in-definite delivery-indefinite quantity contracts with VA. As a contracting tool, the Veterans Benefits, Health Care, and Information Technology Act of 2006 provides our contracting officers with extensive authority to reach out to service-disabled, veteran-owned small businesses and veteran-owned busi-nesses. As part of this effort, VA’s Office of Small and Disadvantaged Business Utilization is establishing a mentor-protégé program that will provide an

excellent opportunity for established businesses to work with and support veteran-owned firms.

For the first time, in New Orleans, La., and Denver, Colo., we will engage our construction general contractor early in the design process using a CM@Risk-type contract vehicle, with the contrac-tor focused initially on construction management services provided to the entire project team, and then shifting to general contractor mode once construc-tion work packages are ready to execute.

We continue to use design-bid-build and design-build acquisition strategies, soliciting competitive construction proposals, where the basis for award is Best Value, Basic Source Selection Pro-cedures. On larger projects in Las Vegas, Nev., and Orlando, Fla., we are using both design-bid-build and design-build strategies. VA also has many projects ongoing to establish new and expand existing National Cemeteries.

Q: Is VA using Leadership in Energy and Environmental Design (LEED) certification to “green” its building inventory and reduce energy consumption?

VA is committed to designing, con-structing and operating energy-efficient and sustainable buildings in compliance with existing federal mandates such as the Environmental Protection Act 2005 and others. While many of these man-dates were written primarily for a generic building type, VA design and construction project teams are required to integrate the five guiding principles to the maximum extent practicable into our medical fa-cilities. These principals include: employ-ing integrated design; optimizing energy performance; protecting and conserving water; enhancing indoor environmental quality; and reducing environmental im-pact of materials.

In addition, LEED and Green Globes, two independent third-party verification systems, are currently used by VA to as-

sist in achieving sustainability goals for existing buildings and new construction. Where these programs align with the fa-cility requirements, VA strives to meet LEED requirements for existing buildings and to achieve LEED Silver equivalency for new construction projects.

For more information on the VA FY10 program, see page 71 of this issue of The Military Engineer.


Glenn D. Haggstrom, SES

Glenn D. Haggstrom, SES, became Executive Director, Office of Acqui-sition, Logistics and Construction in October 2008. Prior to joining VA, Haggstrom was Director, Office of Procurement and Property Manage-ment, U.S. Department of Agricul-ture (USDA). He was responsible for the policy, oversight and guidance of USDA’s acquisition and contracting, sustainability, radiation safety, property portfolio and environmental cleanup programs. As director he also served as USDA’s Deputy Chief Acquisition Officer, Senior Procurement Executive and Senior Real Property Officer.

Haggstrom began his federal career in the U.S. Air Force as a civil engineer officer and was assigned at base level, major command headquarters, Head-quarters U.S. Air Force and the North Atlantic Treaty Organizations’ head-quarters in Izmir, Turkey. He com-manded two civil engineer units at the squadron and group level and was The Civil Engineer, United States Air Forces in Europe, where he was re-sponsible for preparing 4,000 engi-neering professionals for worldwide responsibilities and directed and managed the development and execu-tion of a multi-billion dollar program for construction, operations, environ-mental stewardship and emergency services necessary to operate 13 air bases across Europe and Asia.


Newscasts portray the dangers of flood risk with images of communities frantically stack-

ing sandbags, evacuating families and, after the floodwaters subside, piecing their lives back together. Far better than a heroic response, however, would be a wiser, more coordinated approach to managing flood risk—before floodwa-ters start rising.

As with most substantial changes to policy and practice, this is easier said than done. However, the Intergover-mental Flood Risk Management Com-mittee (IFRMC) is successfully advanc-ing the national discussion on flood risk management and supporting co-ordinated decision making, improved flood management policy and more ef-fective risk communication, all for the improvement of public safety.

IFRMC is a roundtable led by the Na-tional Association of Flood and Storm-water Agencies (NAFSMA) and the As-sociation of State Floodplain Managers

(ASFPM) with the active participation of the U.S. Army Corps of Engineers (USACE) and Federal Emergency Man-agement Agency (FEMA). The commit-tee’s strength is its cross-section of view-points and the personal commitment of executive leaders from each entity. IFRMC does not establish policy, rather it provides a forum for productive dis-cussion of flood risk and management issues, ultimately resulting in more ef-fective and comprehensive policy.

An Urgent and Complex Challenge

Flood losses in the U.S. are rising dra-matically, and these costs only represent monetary loss—floods claim lives and change others forever. The challenges to reversing this trend are significant.

“Responsibility for flood risk man-agement in the U.S. is shared among multiple federal, state and local govern-ment agencies, each with a complex set of programs and authorities,” said Maj.

Gen. Don T. Riley, P.E., M.SAME, USA, former USACE Director of Civil Works and current USACE Deputy Command-ing General. Gen. Riley spearheaded USACE involvement in IFRMC, the member entities of which did not have a history of close coordination, leading to conflicting policies and gaps in guid-ance and hindering overall progress.

USACE’s primary role has been to help manage flood waters, typically by constructing levees, flood walls, chan-nels, or dams, while FEMA’s primary focus is on floodplain management. Its responsibilities include administering the National Flood Insurance Program, overseeing flood hazard mapping and supporting community or citizen non-structural flood protection measures such as elevating or relocating build-ings. USACE and FEMA guidance is not always in sync.

“The authority to determine how land is used in floodplains and enforce flood-wise requirements is entirely

By Susan Gilson, M.SAME, Larry Larson, P.E., CFM, and Doug Plasencia, P.E., CFM, M.SAME

National Flood Risk Management

Farms and rural communities adjacent to the Red River of the North in Norman County, Minn., endured record flood levels in late March 2009.


the responsibility of state and local governments,” said Gen. Riley. “Flood-plain management choices made by state and local officials impact the ef-fectiveness of federal programs and in-frastructure.”

Beginning the DiscussionIFRMC traces its roots to the NAFS-

MA annual meeting held in August 2005 in Anchorage, Alaska, during a special meeting of senior leaders representing the U.S. Army, USACE, FEMA, NAFSMA, ASFPM and the presidential adminis-tration.

Peter Rabbon, now Director of the USACE National Flood Risk Man-agement Program, was president of NASFMA at the time. “Our aim was to begin a dialogue on the most pressing issues impeding a multi-tiered, coordi-nated approach to flood risk,” he said. “The timing was right in several ways. FEMA had launched its massive flood hazard map modernization program, which raised issues of floodplain des-ignation and the federal role in risk mitigation. It was becoming apparent that our collective understanding of the inventory and condition of levees in the U.S. was greatly lacking. Discipline-wide there was a growing understand-ing of the implications of ‘engineering’ our rivers and interfering with the en-vironment’s natural flood management mechanisms, such as wetlands. The financial burden of disaster recovery was increasingly unsustainable, and seemed to be rewarding poor decisions. Many entities were realizing that the U.S. needed to approach flood risk dif-ferently.”

Days later, hurricane Katrina dev-astated the Gulf Coast and catapulted flood risk and levee safety to the fore-front of the nation’s awareness.

The group formed IFRMC and made a commitment to continuing its coop-erative dialogue on flood risk. IFRMC’s quarterly meetings are facilitated and structured to stay productive while en-couraging an open exchange on poli-cies that need refinement or clarifica-tion. “Frank discussion of floodplain issues from a range of viewpoints is invaluable—even when we don’t agree,” Rabbon says.

Doug Bellomo, Director of FEMA’s Risk Analysis Division, adds, “It is important for FEMA and USACE to understand each other’s concerns and policies. The input of state and local government rep-resentatives is very helpful because they are on the front lines of implementing FEMA and USACE policies.”

Leading with LeveesMuch of IFRMC’s early work has fo-

cused on levees. For example, levee certi-fication is important to many communi-ties because it determines whether flood insurance is mandatory for the prop-erties behind the levee. However, the USACE process of inspecting and certi-fying levees was different from FEMA’s requirements, leading to confusion and frustration for local authorities.

Based on the collaboration fostered through IFRMC, USACE and FEMA developed mutually acceptable pro-cedures and standards for levee in-spection and certification. Then, when NASFMA and ASFPM noted that levee


At a home supply store in Tallahassee, Fla., FEMA Hazard Mitigation Representative Cheryl Turner provides information to the public on how to prepare for and rebuild stronger after storms and flooding such as those that occurred in the Florida panhandle in May 2009.

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Effectively managing U.S. flood risk requires a multifaceted approach emphasizing shared responsibility, from federal agencies to state and local authorities to property owners.

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owners and operators might have dif-ficulty collecting the necessary data for certification within FEMA’s deadlines, USACE and FEMA again collaborated to develop the “provisionally accredited levee” designation. FEMA allows the levee owner and operator two years to assemble the data needed to certify the levee, and USACE commits to providing the community any requested data in a timely fashion. “This type of federal- level coordination is immensely ben-eficial to state and local entities and removes some of the hurdles to better flood risk management,” says Rabbon.

IFRMC broadened the national dia-logue on levee issues through a Decem-ber 2006 levee summit that drew rep-resentatives of the banking, insurance and real estate fields as well as other senior federal officials. The summit built relationships among stakeholder groups and addressed levee safety and the larger need to reshape national flood risk management policy.

Through a second summit in Febru-ary 2008, IFRMC members and private-sector groups delved further into specif-ics, with topics including the need for a national inventory of levees; appropri-ate levee design, construction, inspec-tion and maintenance; the certification

process; and how to define levee safety. Participants also discussed the con-

cept of a National Committee on Levee Safety, which was subsequently estab-lished by Congress. IFRMC supported the work of the committee during its development of a draft levee safety re-port, completed in January 2009. The report’s subtitle, An Involved Public and Reliable Levee Systems, conveys the spirit of the recommendations.

Identifying, Communicating and Managing Flood Risk

Beyond levees, IFRMC is support-ing broad improvements in identifying, communicating and managing flood risk. “It must be understood at all levels that mitigating flood risk is a shared re-sponsibility,” said Gen. Riley, who devel-oped a concept known as “buying down risk,” which emphasizes the need for addressing flood risk through a combi-nation of techniques customized to the area and situation. For example, flood insurance is one risk management tool. Local land use regulations that deter de-velopment in the floodplain are another tool. Elevating homes, establishing an emergency evacuation plan and main-taining flood water management infra-structure can also help reduce risk.

“USACE and other IFRMC members use the buying down risk concept, com-municated graphically, to assist local authorities in developing collaborative, multifaceted approaches to managing flood risk,” said Maj. Gen. Merdith W. B. (Bo) Temple, P.E., F.SAME, USA, USACE Deputy Commanding General for Civil and Emergency Operations.

Ultimately, the individual property owner is responsible for his own deci-sions with regard to flood risk, such as where and how to build, despite the fact though those decisions may not be well-informed.

IFRMC also is supporting more accu-rate communication of flood risk. “For example, the 100-year flood hazard line—a misunderstood term in itself—can be misinterpreted by a property owner as the demarcation between safe and unsafe property, when in reality risk is a matter of degree involving many factors,” said Bellomo.

Rabbon added, “We need to counter the notion that, ‘It’s the government’s job to protect me,’ and the false sense of security property owners can de-velop when they purchase flood insur-ance or build a house behind a levee. IFRMC members are reexamining the messages we are communicating as we reinforce a more complete view of risk and responsibility.”

A third summit is planned for July 2009. “Collaboration fostered by IFRMC is helping align the efforts of govern-ment and non-government entities at all levels, and facilitating closer coor-dination between USACE and FEMA around a common definition of flood risk and flood risk management,” said Rabbon. “More effective policy and practices ultimately help reduce the loss of life and property to floods.”

Susan Gilson, M.SAME, is Executive Director, National Association of Flood and Stormwa-ter Management Agencies; 202-289-8625, or [email protected].

Larry Larson, P.E., CFM , is Executive Direc-tor, Association of State Floodplain Managers; 608-274-0123, or [email protected].

Doug Plasencia, P.E., CFM, M.SAME, is Direc-tor of Water Resources–Western U.S., Michael Baker Jr. Inc.; 602-798-7552, or [email protected].

North Dakota National Guardsman Shayla Longie helps protect homes along the Sheyenne River near Valley City, N.D., in April 2009. The river was expected to crest at an historic level of 22-ft.

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Water Planning in Drought-Prone Areas

By Stuart Jeffcoat, Ph.D., P.E., Douglas Baughman and P. Michael Thomas

A total water management approach has helped the Clark County Water Authority create a “drought-proof” water system for the county’s residents.

Drought conditions throughout Georgia and particularly in the metropolitan Atlanta, Ga., area

have been well documented during the past two years. Forecasters indicated that the water level in Lake Lanier, the primary source of water supply for the Atlanta area, was approaching ap-proximately three months of storage during the most extreme periods of the drought.

Water managers worldwide are work-ing to anticipate such crisis situations as the drought in Georgia. Significant changes in water planning are being caused by climate uncertainty, increas-ing demands on water resources, lim-ited availability of ground and surface water, and the associated stresses of continued population growth and land use changes. As water managers must anticipate water shortages, more in-novative approaches to long-term wa-ter management planning will be re-quired.

For best practices in this area, the Clayton County Water Authority (CCWA) provides many examples. CCWA is re-sponsible for providing a portion of the drought-stricken Atlanta area and the rest of the county with water and sewer services. CCWA has taken a sustainable approach to water management that has been both effective and efficient, leading the Georgia House of Represen-tatives recently to recognize the CCWA for its outstanding water management during the severe drought conditions.

Total Water ManagementCCWA partnered with CH2M HILL to

design and implement a total water man-agement (TWM) plan for its county-wide water system starting in 2005. The team

was successful in meeting the county’s long-term water supply needs even during severe water shortage condi-tions through an integrated approach to water supply and wastewater man-agement. TWM has become the key for CCWA to manage long-term needs suc-cessfully in a cost-effective and sustain-able way.

TWM integrates the functions of the built and natural water cycle so the en-tire water system, from source water to wastewater treatment and ecosystem flows, can be planned and operated to provide more sustainable water supply solutions. A TWM approach also fa-cilitates long-term planning, promotes consistency and efficiency, optimizes uses of all water sources, provides flexi-ble solutions, and enhances community involvement in and support for long-term water planning.

The implementation of the CCWA total water management approach includes the expansion of its 375-acre constructed wastewater wetlands treatment system. CCWA recharges its reservoirs with reclaimed wastewater without compromising water quality in the watershed or in the distribution system following treatment.

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TWM comprises six steps:• Define the goals and objectives of the

TWM plan.• Collect and analyze data to support

plan development.• Evaluate and select alternatives to be

analyzed by the plan process.• Select models to perform TWM anal-

yses.• Conduct an impact assessment of the

plan with stakeholder involvement.• Develop an implementation plan,

monitor results and establish an in-stitutional framework.

Wastewater ReclaimedWhile many local utilities have ap-

plied some of the elements of TWM in their water and wastewater planning, few have applied the planning process as successfully as CCWA. CCWA’s water supply and wastewater needs continue to increase with the population growth despite limitations on water supply and assimilative capacity. However, by im-plementing an aggressive plan to foster a TWM approach, CCWA maintained a water supply in its surface water reser-voirs in excess of 200 days throughout the drought period by recharging its reservoirs with reclaimed wastewater without compromising water quality in the watershed or in the distribution system following treatment. Currently, CCWA recharges its water supply reser-voirs with approximately 10-million-G of reclaimed wastewater daily; this has been the key to a reliable and sustain-able water supply for the county.

The implementation of CCWA’s TWM approach to water management in-cludes the expansion of its 375-acre constructed wetlands treatment system to a capacity of 26-million-G per day. This will further increase the amount of reclaimed water returned to CCWA’s water supply reservoirs and create a “drought-proof” system while ulti-mately improving effluent quality and increasing reservoir capacity. The con-structed wetlands will be completed in 2012. CCWA also assumed responsibility for stormwater and watershed manage-ment to ensure compliance with storm-water permits for the county and six cit-ies in the area. This has allowed CCWA to manage water quality conditions in

its watersheds more effectively and be-come the “one-stop shop” for water re-source management in the county.

Associated with the indirect discharge of treated wastewater effluent into the potable water sources is an increase in the potential for the occurrence of pathogens as well as micro-contami-nants. To alleviate any potential risks associated with a pathogen outbreak, CCWA also installed ultraviolet disin-fection technology at three water pro-duction plants to improve pathogen removal.

Planning and EducationCCWA began its TWM implementa-

tion by incorporating TWM principles in its master planning process. CCWA held a strategic planning workshop to determine its vision for its future as a utility and to define goals and objec-tives for the TWM plan. Extensive data were then collected and analyzed to de-velop a master plan focused on innova-tive water management for sustaining long-term system demands. The plan assessed current and future regulations on potable water, wastewater, storm-water and water reuse; population pro-jections and consumption per account; and a wide variety of treatment and supply alternatives.

As part of the TWM process, a list of improvements was prepared that would allow CCWA to operate the entire system adequately and optimally. Key improvements included establishing an institutional framework for a stormwa-ter utility to support the required wa-tershed and stormwater management programs and developing a capital improvement plan and associated fi-nancial plan to enable the appropriate infrastructure at its water and wastewa-ter treatment facilities. The results from the implementation plan are monitored every five years as part of the update to the overall CCWA master plan.

During the watershed assessment process, CCWA implemented an exten-sive public education and involvement process to help stakeholders under-stand the key issues and to get feedback on recommended watershed protection measures and future water resource management alternatives. Feedback

from the stakeholder involvement pro-cess was incorporated into the final wa-tershed protection plan. Involving the public was, and will continue to be, an important part of the assessment and implementation process of the CCWA master plan.

Comprehensive SolutionsThe TWM approach to water re-

sources management is intrinsically linked to all master planning processes implemented by utilities. The analysis of projected flows, utility financing, wa-ter supply options, and the treatment of water, wastewater and stormwater as part of the TWM approach allows utilities to develop comprehensive, sus-tainable solutions that will allow them to achieve their vision as a utility. TWM enabled CCWA to maximize its limited water supply and maintain compliance with increasingly stringent federal and state regulations while achieving cus-tomer service expectations at a reason-able cost to its customers.

Many utilities and municipalities do not have the luxury of identifying, pro-curing, or utilizing first-use, raw water sources for their potable water supplies. CCWA provides a successful example of best practices in water management through the implementation of a TWM program in an area with water short-ages. CCWA was able to effectively, ef-ficiently and sustainably increase treat-ment capacity, lower maintenance and operational costs, and provide more efficient water recharge to meet long-term water and wastewater needs. Con-sidering all aspects of water resources management through this approach will allow CCWA and utilities worldwide to protect and sustain their most valued asset—water.

Stuart Jeffcoat, Ph.D., P.E., is Regional Tech-nology Manager and Douglas Baughman is Senior Environmental Scientist, CH2M HILL. They can be reached at 678-530-4182, or [email protected], and 770-604-9182, or [email protected], respectively.

P. Michael Thomas is General Manager, Clay-ton County Water Authority; 770-960-5217, or [email protected].



Geotechnical Engineering in New Orleans

By R. L. Mullins Jr., Ph.D., P.E., M.SAME, and Blake E. Cotton, P.E., LEED AP

Lessons learned from one of the country’s largest geotechnical undertakings—rebuilding the levees of New Orleans—will help guide future levee design.

Although hurricane Katrina’s rampage through the Gulf of Mexico was brief, the rebuild-

ing effort will take years. The U.S. Army Corps of Engineers (USACE) New Or-leans District is tasked with the monu-mental effort of bringing the existing levee system up to a 100-year level of protection before the 2011 hurricane season. This has required an unprec-edented amount of design work, all of which starts with steadfast geotechni-cal data. While the district found that it had an extensive library of existing data, requirements had changed and much more geotechnical information was needed to meet evolving standards developed by the Interagency Perfor-mance Evaluation Team and others.

BackgroundIn order to gather this massive

amount of data, the New Orleans Dis-trict awarded a number of contracts to a variety of architect-engineer consul-tants. The goal of the consultants was to gather foundation information rel-evant to specific design tasks that they were assigned. In January 2007, the dis-trict awarded a $100 million indefinite delivery-indefinite quantity geotechni-cal design contract to a joint venture comprised of Fugro Consultants, Stan-tec Consulting, Eustis Engineering and Burns Cooley Dennis. The New Orleans District and the Hurricane Protection Office are using this contract to collect huge quantities of information on levees in New Orleans and across Southeast Louisiana. This effort is ongoing and will continue through the end of 2009.

As part of the effort to assist USACE with such a massive geotechnical under-taking, one of the largest geotechnical

laboratories in the country was estab-lished. A geographic information system (GIS)-based data management system also was developed to enhance commu-nication among all parties, reduce pa-perwork and help manage, track and ar-chive data, lab results and reports. Work has been both routine and research-oriented. Some investigations have been done to support university researchers under contract to USACE. The research-ers’ efforts are furthering the geotechni-cal knowledge base for New Orleans as well as for the entire nation.

Geotechnical Engineering Process Flow

Every levee design starts with good foundation data. Having field crews that understand how to safely drill and properly sample soils in an area with the special geology and geomorphol-ogy of the Gulf Delta region is extremely important. Crews received in-brief-ings, training and participated in an intense quality control and quality as-surance process to assure collection of good samples. Sample transportation and storage practices were evaluated, changed and advanced for this effort with rigorous process documentation.

Soil samples are prepared for testing at a state-of-the-art laboratory established to develop geotechnical data in support of the effort to bring the existing 350-mi levee system of New Orleans, La., to a 100-year level of protection before the 2011 hurricane season.

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Extensive research and training were conducted by USACE and consultant personnel to ensure success.

After the thin-walled tubes were de-livered to the extrusion facility, sample preparation was refined to meet the demanding criteria being set by and for USACE. These samples were developed and facilitated by a modern lab setup with some of the most advanced soils testing equipment available. Test results were reported and stored electronically and geo-referenced for future use by engineers during levee design efforts.

Lessons LearnedThe experience of gathering a mas-

sive amount of data in a short time is valuable for its contribution to the geo-technical knowledge base. However, it is just as valuable for what it contributes to the process knowledge of how best to accomplish this work using a systems approach. Following are brief descrip-tions of what has been learned to date as a result of this endeavor.

Safety Plans. While New Orleans is a beautiful place and has a wonder-ful, warm climate, the very forces that caused the levee failures also inhib-ited geotechnical investigations several times. Safety plans were prepared for every item of work and discussed with crews on a regular basis. This resulted in outstanding safety performance in this effort.

Communication. Communication on multiple levels was critical to the success of these endeavors. In addition to the task-based safety plans, having flexible hazard notification and evacu-ation plans and training people in their use are key. Hurricane Gustav in 2008, for example, tested these plans. Per-sonnel worked well to get field and lab crews to safety while protecting land and marine-based equipment. Minor changes to the plans were made after the event to reflect lessons learned and, if required, these changes will be tested during the 2009 hurricane season. In addition to the periodic formal partner-ing sessions, weekly phone calls and updates have helped to communicate status, successes and challenges.

Logistical Support. Quality logistical support is vital to success in the field.

Most soils investigations for USACE involve one or two drill rigs working in the field. However, at one point the joint venture team alone had more than two dozen field crews working simultane-ously. Setting up and maintaining the supply chain to keep the crews work-ing as well as collecting the thin-walled tubes in the field was a daunting task at the height of the field exploration effort.

Sharing Information. Linking gov-ernment quality assurance and con-sultant quality control systems to leverage learning on this scale was im-portant. While the independence of the processes was maintained, the sharing that was done helped both the quality assurance and quality control processes evolve in a productive manner. Sharing checklists and reports helped improve both government and consultant pro-cesses and demonstrated the value of collaboration as a means of improving performance and execution.

Geotechnical Analysis. USACE em-ployees and associated consultants are pushing for state-of-the-art geotechni-cal analyses, particularly with respect to slope stability. Tried and true wedge-type slope stability models that have been used for years in the area are be-ing supplemented with more advanced models based on Spencer’s Method. As the team collected more and more data, government, academic and consultant engineers had to recalibrate or rebuild their models to account for the data be-ing collected. Using these revised mod-els, more detailed stability analyses of levees and T-walls were completed, helping focus early design efforts on the reaches that most needed attention while improving the quality of designs for levees and walls to aid in meeting the 2011 completion target.

Collaboration. Processes and pro-tocols must be revisited periodically, especially when there’s a technology component and data collection is being done on a massive scale. Collaboration among USACE quality assurance and technical organizations in conjunc-tion with those familiar with this geo-technical mission in academia and the consulting engineering community re-sulted in improved methodologies for providing quality data to designers.

Comprehensive Systems Approach. A comprehensive systems approach to doing this work is vital. From the drill-ing plan through field investigations, sample transport, sample handling, laboratory analysis, reporting and en-gineering design into construction and beyond have to be evaluated as a whole. USACE and its consultants did not try to optimize individual components of the system in isolation, thereby avoiding the risk of sub-optimizing the project delivery system as a whole.

Verification. In New Orleans, projects are subject to several different stressors and factors affecting the land and soils. Because of that, nothing should be taken for granted. For example, survey bench-marks in some areas settled significantly and were no longer reliable. A verifica-tion program using the global position system was needed and implemented to improve the quality of the analyses and designs.

Risk Managment. Risk and conse-quence management are indispens-able parts of the engineer’s toolbox. Technical decisions must be properly informed by these techniques to deliver the solution for a particular challenge. For example, calculating risk allow-ances for sea-level rise and subsidence impacts in combination are challenges not routinely experienced elsewhere in the country.

SummaryThis program has had an encourag-

ing effect in advancing state-of-the-art geotechnical engineering practice in the Gulf Region. The lessons learned helped reduce costs to the U.S. govern-ment over time, as well as improve the quality and effectiveness of the data gathering and design process in New Orleans and, hopefully, beyond.

R. L. Mullins Jr., Ph.D., P.E., M.SAME, is Senior Principal, Stantec Consulting Services Inc.; 502-212-5000, or [email protected]

Blake E. Cotton, P.E., LEED AP, is Program Di-rector, FFEB JV LLC, and Vice President, Fugro Consultants Inc.; 504-466-5780, or [email protected].



Contingency Wastewater Treatment

By Capt. Andrew Hoisington, P.E., M.SAME, USAF

The membrane bioreactor has the potential to change fundamentally the way wastewater is treated at contingency locations.

The most advanced wastewater treatment system for contin-gency locations described in the

Air Force Field Manual is a stabilization lagoon, and several contingency bases operate very well with a lagoon. Another option often used is collection boxes with local sewage pumping trucks hauling the wastewater to an off-base treatment facility. However, using large pumping trucks presents problems for force protection and it is challenging to ensure adequate treatment is conducted off base.

Current operations in the areas of re-sponsibility have resulted in more ad-vanced wastewater facilities that will be especially useful to local residents who will require adequate wastewater treat-ment after U.S. forces leaves the area. These facilities are similar in size and cost to treatment plants found in the United States.

A February 2009 report from the Gov-ernment Accountability Office placed 289 U.S. bases within Iraq. These bases require treatment plants of different sizes to ensure proper sanitation for our troops as well as protection of the local population. In rural areas like the former Karshi-Khanabad Air Base, Uz-bekistan, building a wastewater treat-ment plant is not sustainable. The local population that could use such a plant is one tenth of the U.S. forces that oc-cupied the base.

In these situations, smaller portable systems should be considered for treat-ment of wastewater. The system should be air transportable, simple, expand-able and efficient. One type of waste-water treatment system that meets these requirements is a membrane bioreactor (MBR). Aerobic or anaerobic

MBR systems are capable of provid-ing a standardized process for treating wastewater just as the reverse osmosis purification unit is a cornerstone for contingency water treatment.

Membrane BioreactorMBRs combine physical rejection

by a porous membrane and biological treatment in a single process with a sub-merged or external membrane. Oxygen is the electron donor commonly used in MBR technology, an aerobic process. As in the traditional activated sludge pro-cess, the aerobic microorganisms grow with ease and are efficient and adapt-able.

Using micro- or ultra-filtration, the mechanical sieving provides rejection of all particles larger than the pore size and partial rejection of particles smaller

Treating wastewater on overseas bases with membrane bioreactors (MBR) can significantly reduce the amount of sludge to be disposed of, and effluent from contingency bases using MBRs would meet quality standards for direct discharge into a local waterway.

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than the pore size. Practically, the result is 99.9 percent or greater removal of the large helminthes and protozoa and 95 percent removal of very small viruses, exceeding the rates of the activated sludge process.

With the high effluent quality, many of the 2,500 MBRs currently operat-ing in Europe meet reuse standards for agriculture or discharge near public swimming locations. The MBR effluent from a contingency base would be of the quality required for direct discharge into a local waterway. The membrane enables the treatment system to com-pletely retain microorganisms, raising reactor concentrations tenfold com-pared with an activated sludge process. This decoupling of the hydraulic resi-dence time and solids retention time allows more flexibility in design and is the primary factor in the reduced MBR volume.

FoulingFlux through the membrane is the

limiting factor in reducing the reactor size. As the flux increases, more solutes accumulate near the membrane surface and in the pores, causing a phenom-enon known as fouling. Consequently, increasing the transmembrane pres-sure has a limited effect on flux as the fouling intensifies.

To reduce fouling, system param-eters and membrane characteristics can be modified. The primary method for reducing fouling is the use of dif-fusive bubblers under the membranes, forcing solutes back into bulk solution. The bubblers also provide an air liquid interface, increasing the dissolved oxy-gen in the system to maintain aerobic microorganisms.

Other successful methods to reduce fouling include back-flushing, using additives such as powdered activated carbon and modifying the hydropho-bicity of the membrane surface. When the membrane operation is no longer feasible, it must be cleaned via physical or chemical means to restore the de-sired flux rate across the membrane.

Operating CharacteristicsMBRs are classified based upon the

location of the membrane. A submerged

MBR consists of a bioreactor tank with the membrane placed directly in the reactor tank. The permeate, or solution that travels through the membrane, is obtained via a vacuum pump.

The other system is an external or cross-flow MBR in which the solute is pumped to the membrane. Fouling in a cross-flow MBR is reduced based upon the velocity of the solution moving past the membrane. However, a fivefold increase in energy consumption of a cross-flow configuration compared to a submerged system makes it unfeasible in most situations.

Operating conditions for MBRs vary as a function of system setup, treat-ment conditions and desired processes. Influent variations in pH, salinity and temperature typical at industrial waste-water facilities have been acceptable to MBR systems, especially with the use of inorganic membrane materials. These variations are not expected at contin-gency locations.

With high microorganism concentra-tion and low food/microorganism ra-tio in the reactor, endogenous respira-tion is encouraged, reducing the sludge production by one half of an activated sludge system. Reduced sludge produc-tion is significant because disposing of excess sludge can comprise up to 60 per-cent of the total operating costs and can cause other problems in contingency lo-cations without adequate landfills.

Anaerobic MBRWith long solids retention time, an-

aerobic microorganisms could be a possibility for treatment of wastewater in MBRs at contingency locations. Low-strength domestic wastewater similar in composition to a contingency base has successfully been treated using anaerobic processes in tepid climates. Most current U.S. contingency loca-tions are in tepid climates, and future potential operations in Africa or South America would be in the same tempera-ture range.

Due to the slow growth rate of anaer-obic microorganisms, treatment sys-tems operate at 30oC to 35oC. The slow growth rate prohibits most attempts at an external MBR because of the shear forces exerted on the microorganisms

traveling through the pump. To control fouling, recycled biogas introduced via a diffusive bubbler has shown to be fea-sible and efficient.

Anaerobic MBRs have the added benefits of less sludge production than aerobic MBRs and the formation of methane, a source of energy capable of supplying all the power needed for the plant. Assuming a contingency location with 2,000 troops, an anaerobic mem-brane bioreactor would use 100-kWh to 400-kWh daily but would produce 520-kWh per day. The use of anaerobic MBRs could save a small base deliv-ery of more than 4,000-G of gasoline per year. A large base, such as Balad Air Base, Iraq, would reduce its annual gasoline requirements by 48,000-G, ap-proximately 10 full tanker trucks, by us-ing an anaerobic MBR.

ConclusionThe possibilities for treatment of

wastewater at contingency locations using MBRs are realistic. Several com-panies produce portable MBR systems that could provide U.S. forces with an adequate treatment system in the near term. These commercial off-the-shelf systems should be fielded and tested on a small scale before a full implemen-tation begins. The MBR system would provide the U.S. military with a reliable, efficient and safe treatment process at contingency locations. The aerobic MBR system should be tested first due to ease of operation and the availability of the system. If these tests are positive, anaerobic MBRs should be studied to determine if they can be self sufficient in terms of energy.

Other possible uses for a portable MBR wastewater treatment plant in-clude use at natural disaster sites, in anti-terrorism operations and to han-dle an influx of troops at established bases. Overall, the MBR has the poten-tial to change fundamentally the way wastewater is treated at contingency locations.

Capt. Andrew Hoisington, P.E., M.SAME, USAF, is Assistant Professor, U.S. Air Force Academy; 719-339-1294, or [email protected].



Channel Stability Analysis

By Travis Dahl, P.E., James P. Selegean, Amanda Stone, EIT, and Mark Riedel, Ph.D., PH, M.SAME

The U.S. Army Corps of Engineers Detroit District developed a GIS-based tool to assist watershed stakeholders throughout the Great Lakes region.

Sediment loads from Great Lakes tributary rivers and watersheds are a chronic source of pollution to

the Great Lakes. These sediments may also transport contaminants and excess nutrients to the lakes, blanket spawn-ing habitats and aquatic plants, and re-duce navigation capacity of navigation channels and harbors. The U.S.-Canada Great Lakes Water Quality Agreement of 1987 identified severely degraded waters within the Great Lakes Basin as areas of concern (AOC). Section 516(e) of the Water Resources Development Act of 1996 directed the U.S. Army Corps of Engineers (USACE) to develop sediment transport models and tools for major Great Lakes tributaries contributing sediment to federal navigation projects or AOCs. These models and tools assist watershed stakeholders with watershed management approaches to sediment management, including reduction of sediment loads, dredging costs and the need for other sediment-based reme-diation activities.

Lacustrine clay and glacial till plains, which are common across the Great Lakes region, tend to have very little re-lief, heavy soils and poor drainage, re-sulting in widespread use of agricultural ditches to facilitate drainage and runoff. Erosion from agricultural ditch networks often contributes a significant portion of the total load of sediment to the Great Lakes. Sediment loading from these ag-ricultural watersheds is further aggra-vated by ditch maintenance activities including removal of riparian vegetation and dredging to increase conveyance.

A geographic information systems (GIS)-based channel stability tool (CST) was developed to provide a simple in-terface to help watershed stakeholders

assess the impact of different manage-ment practices on channel stability and bank erosion processes. The interface uses hydraulic and geotechnical analy-ses, focusing on three components of channel stability:• streambed stability and resistance to

scour (incision);• stream bank resistance to scour (bank

erosion or retreat); and• stream bank stability (bank resistance

to mass failure or slumping).The CST was developed from a com-

bination of mechanistic and empirical analyses of these components of natu-ral and modified clay channel streams draining the lacustrine clay beds of gla-

The channel stability tool user interface shows the steps where riparian vegetation species are characterized and root tensile strengths are computed.

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cial lakes Duluth and Nemadji in east central Minnesota. The CST provides an easy-to-use front-end interface that enables watershed stakeholders to determine how riparian and channel maintenance activities will influence channel stability and sediment loading from stream banks and beds.

Interface DescriptionThe CST was developed and tested

on the Sebewaing River Watershed in Michigan, with original model testing and development conducted on the Nemadji River Watershed in Minne-sota. The CST is a user interface within the ArcGIS environment that was de-veloped using ARC-Objects and Visual Basic programming languages. The in-terface queries user input for channel metrics and hydraulic survey data and provides regional data for soils, vegeta-tion characteristics and root strength from a built-in database to complete stability calculations.

The mechanistic geotechnical and hy-draulic models within the CST are based on a modified Mohr-Coloumb equation and Wu’s fiber-reinforced soil matrix model. This approach compares resist-ing forces of banks and channel sedi-ments (soil cohesion and root tensile strength) to failure forces (gravity and shear) to determine the relative stability.

The tool queries surveyed chan-nel data from a point file. The point file, which can be exported to dbf for-mat from Microsoft Excel or created within ArcGIS for the study site, con-tains all data necessary to calculate channel hydraulic data. This can be overlain onto aerial photos or topo-graphic maps to facilitate location and mapping of channel locations, cross sections, topography and vegetation types. Pull-down menus within the in-terface provide regional soils data for the cohesive clays of the region and root tensile strength data for common her-baceous and woody plants.

The interface guides the user through a straightforward, seven-step process to complete stability calculations given user input and data from built-in data-bases. The first two steps query chan-nel geometry data and calculate ditch hydraulic variables. Geotechnical prop-

erties of the stream banks are then de-termined using user input information about soil bulk density and cohesive strength. Soil cohesive strength can ei-ther be entered directly or calculated from soil clay content. Critical shear stress data for cohesive streambed sediments of the Great Lakes region are available through a pull-down menu within the database. The user can al-ternatively enter known critical shear stress values. Finally, the user specifies both woody and herbaceous vegetation cover types for the left and right banks. Physical data and vegetation proper-ties typical in the Great Lakes region are available through pull-down menus and represent measured tensile strength and root distributions. Here, vegetation type and percent coverage can be speci-fied uniquely for each bank to calculate the shear strength that the groundcover plants, shrubs and tree roots contribute to the banks.

The CST then calculates total bank shear strength for both banks. The factor of safety is computed to quan-tify stability of the banks and channels against bank failure and scour. Results are color-coded to distinguish between stable, unstable and incipient failure. Results can then be saved to a dbf file that can be easily viewed and edited within Microsoft Excel or ArcGIS.

The Sebewaing River Watershed The CST was initially developed in

conjunction with the Sebewaing River Watershed 516(e) project. This water-shed lies on a lacustrine clay plain, and because land cover is mostly agricul-tural, much of the drainage network relies on artificial drainage. This water-shed was an excellent location for CST application, as stream bank and chan-nel incision were found to contribute a significant portion of sediment to the overall sediment budget at Sebewaing Harbor, on Michigan’s Saginaw Bay.

Data for application of the CST were obtained from a variety of sources. Channel geometry data were obtained from local agencies that had conducted ditch surveys. Soil characteristics were determined by examining soils and ge-ology GIS data, often available for free through online data clearinghouses,

and verified with field inspection. Field reconnaissance and high-resolution aerial photographs, available from the Farm Service Agency, were examined to determine existing riparian condi-tions at each cross section. A number of different flow and vegetation scenar-ios were applied to represent common ditch management, vegetation cover, and flow conditions to validate the tool and examine the effects that the various channel conditions had on stability.

Application of the CST to a number of cross sections showed many of the banks became unstable under larger flow events. Results were qualitatively compared to field observations to vali-date model results. Grass-covered banks are common throughout the watershed, yet channel instability was observed due to high-flow events associated with the spring snowmelt. Allowing partial shrub or forest riparian cover to establish was predicted to stabilize the banks.

Ongoing Development The CST’s mechanistic equations, sta-

bility computations and databases are applicable for any cohesive soil areas within the Great Lakes region. Input from soil and water conservation districts, watershed groups and other potential users is being gathered to determine what further improvements can be done to increase the utility of the CST. Current improvements being considered include a larger root tensile strength database that includes more plant species, an ability to directly query SSURGO digital soils data to directly estimate soil physi-cal properties, and possible integration with hydraulic channel models to facili-tate sediment budget development and identification of specific needs of water-shed stakeholders.

Travis Dahl, P.E., and James P. Selegean are Hydraulic Engineers, U.S. Army Corps of Engi-neers Detroit District. They can be reached at 313-226-3398, or [email protected] and 313-226-6791, or [email protected], respectively.

Amanda Stone, EIT, is Water Resources Spe-cialist and Mark Riedel, Ph.D., PH, M.SAME, is Senior Hydrologist, W.F. Baird & Assoc. Ltd. They can be reached at 608-273-0592, or [email protected], and 608-273-0592, or [email protected], respectively.



An Underground TreasureBy Capt. Michael E. Lukawski, M.SAME, USAF, and Capt. Matthew R. Altman, P.E., M.SAME, USAF

An ancient Afghan water distribution system posed a unique challenge to engineers tasked with expanding a forward operating base over it.

Water is the lifeblood of civili-zation. Nowhere is this more evident than the arid envi-

ronment of southern Afghanistan. Vil-lages in this region have managed to survive for centuries with no reliable source of above-ground water. To pro-vide water for drinking, crops and live-stock, locals have employed for millen-nia an ingenious subterranean method called the karez system to funnel water from the mountains. The challenge now facing a U.S. Air Force Facilities Engi-neer Team (FET) charged with expand-ing a forward operating base (FOB) in Afghanistan’s Zabul Province is how to build a base quickly without destroying this ancient system and, ultimately, re-lations with the local residents.

An Ancient AqueductThe karez system serving the Bow-

ragay Village is an underground aque-duct dug by hand more than a thousand years ago. According to locals, the sys-tem starts at the base of the mountains roughly 10-km away. From that point, highly skilled laborers dug karez clean-outs ranging from 120-ft to 150-ft apart in line with their villages. Each clean-

out is between 60-ft and 80-ft deep and connected underground to form a subsurface aqueduct. The access holes were then blocked with large rocks and covered over with dirt to prevent soil from clogging the system. Villages along the karez line, including Bowragay, are able to tap wells into the shallow aqui-fer, but the majority of the flow ends up in each village either as a broad reser-voir or deep storage well.

From there, locals either carry water to their homes by hand or route water to their fields for irrigation. Flow in the karez nearest the FOB expansion site averages 250-G per minute depending on rainfall, but the steady source from the mountains ensures the villages have the water necessary to survive through-out the year.

To this day, you can see the karez clean-outs dotting the landscape, and although the system makes life pos-sible for the local villagers, it has proved problematic for bare base planners.

Fostering RelationshipsCommunication between the local

villagers and coalition forces is critical to the success of the base expansion

From left, Capt. Matthew Altman, USAF, huddles around a karez clean-out with several Bowragay Village elders and the local Afghan National Army company commander; the view from the bottom of a karez clean-out; and the Bowragay Village karez basin.

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as well as the military operations in the region. To understand how much Bowragay and the surrounding vil-lages value the area’s karez system, the FET, which is currently serving with the 25th Naval Construction Regiment, was briefed on the outcome for a lo-cal highway contractor when a section of the village’s karez inadvertently col-lapsed during construction of a public road. Up to that point, the villagers had remained largely indifferent to the con-tractor’s work. After the contractor re-fused to rebuild the collapsed section, an improvised explosive device (IED) was placed along the contractor’s route targeting the workers.

The villagers of Bowragay are peace-ful people and police their own areas from Taliban influence. However, when coalition forces and contractors nega-tively impact their means to survive, they are more apt to allow the Taliban to operate in their areas. By failing to appreciate the importance to the lo-cals of the karez system, the contractor strained relations with the villagers, re-sulting in the villagers allowing the Tali-ban to place the IED. To prevent similar actions against the FET from occurring during the base buildup, the team had to understand first how the karez sys-tem works and how important it is to the people who rely on it.

Preserving the Karez

Military forces often contract potable water delivery services when providing water for bases with several thousand people. However, fresh water contrac-tors are scarce in the region of Afghani-stan where the 25th Naval Construction Regiment is operating, and it is difficult to meet the needs of the base without tapping into the local supply.

Although water wells are the preferred tactical and strategic method for water production, with a karez in place nearby, significant caution has to be taken when deciding where and how deep to dig. As the karez system is only about 60-ft to 80-ft deep under the base, a shallow well will tap into the same aquifer as the karez, directly reducing the village sup-ply and potentially increasing tension between coalition forces and the local residents.

Several weeks prior to the FET’s ar-rival, engineers trying to compact the moon dust soil drilled a shallow well directly into the karez aquifer. An on-site hydrogeologist quickly identified the issue, resulting in abandonment of the well within days; unfortunately, a barrier contractor living outside the FOB also decided on an ill-placed well to source water for concrete. A quick glance into the village’s karez basin re-vealed a significant drop in the water level, most likely caused by the poorly-planned well. The well has since been abandoned, but Bowragay locals still fear for their water supply as a result of the 3,203-acre base expansion project.

Another challenge the FET needed to overcome was preventing degrada-tion to the karez system as a result of the significant earth work underway. When the FET arrived on site, the karez clean-out mounds within the FOB pe-rimeter were surveyed and plotted on a base map. A clear zone 8-M in diame-ter was established around each clean-out, all of which were then linked to-gether in a line. This allowed the team to establish a no construction zone on the base and mitigate the risk of col-lapse in the karez system below. Coali-tion forces prevented the use of these areas despite the scarcity of develop-able land on the base’s hilly terrain.

Furthermore, a project is in place to drill and test two deep wells, approxi-mately 1,200-ft to 1,500-ft in depth, which, according to U.S. Army Corps of Engineers hydrogeologist Drew Cle-mens, PG, will provide sufficient water

for the FOB and potentially supply an additional 30-G to 50-G per minute into the karez line.

All in all, these efforts should sup-port the counterinsurgency operations of the Afghan National Army, Afghan National Police and coalition forces.

Trust and UnderstandingThe FOB near Bowragay Village is

one of several bases undergoing expan-sion to support the ongoing U.S. troop surge in Afghanistan. On the surface, the Air Force FET’s goal is to fight and win the war against the Taliban, but the underlying mission is to foster lasting relationships built on trust and mutual understanding with the Afghan people.

Coalition forces have been working with local residents for several years in the areas in and around Bowragay, and it is critical that this accumulated good-will is preserved. The best way to do this is to develop sound water and land management practices, remain recep-tive to local input and find alternative methods for water supply. Accomplish-ing these tasks successfully will allow the expanded FOB to operate in sup-port of its mission while simultaneously maintaining positive relations with the local population—the ultimate goal of every base planner.

Capt. Michael E. Lukawski, M.SAME, USAF, and Capt. Matthew R. Altman, P.E., M.SAME, USAF, are deployed with the 25th Naval Con-struction Regiment. They can be reached at 318-268-3216, or [email protected], and 318-455-6817, or [email protected], respectively.

Irrigated AreaKarez Outlet

Karez Channel

Karez Clean-Outs

Water Table

The karez water system is thought to hasve been developed in ancient Persia, eventually spreading to cultures as far as Europe and North Africa.



Stormwater Compliance at Military Facilities

By Richard A. Woodham, P.E., and Robert Aycock, M.SAME

Like their municipal counterparts, military facilities are subject to the Clean Water Act of 1987

(CWA), which protects public health and surrounding ecosystems by requir-ing that stormwater discharged from facilities with industrial activities meet specific criteria.

The CWA definition of industrial ac-tivities includes vehicle motor pools, maintenance shops and wash racks, operations common to many military facilities. Such facilities are at risk for discharging into stormwater systems industrial or sanitary wastes considered by the Environmental Protection Agen-cy’s (EPA) Phase II stormwater regula-tions to be “illicit discharges.”

Illicit discharges are defined as “any discharge to a municipal separate storm sewer that is not composed en-tirely of stormwater, except discharges pursuant to an NPDES [National Pol-lutant Discharge Elimination System] permit and discharges resulting from fire-fighting activities.” Such discharges can result from a variety of conditions, but are commonly caused by faulty cross-connections between stormwa-ter and sanitary drainage conveyances. Drainage connections at vehicle main-tenance facilities are especially impor-tant because such sites are more likely to undergo NPDES regulatory scrutiny.

Damaged piping, manholes and other drainage infrastructure can increase the likelihood of illicit discharges and inflow and infiltration, resulting in po-tential fines or stop work orders, as well as potentially damaging impacts on the environment.

A common complication at military facilities is the lack of accurate and cur-rent as-built drawings showing the loca-

tion and connection of buried drainage utilities paired with a lack of knowledge of the utilities’ condition. These fac-tors can make CWA compliance very difficult and increase the challenge of making informed decisions regarding stormwater permitting and potential no-exposure certifications.

Field EvaluationsTo address some of the challenges

of complying with CWA permitting requirements, numerous military fa-cilities have emphasized detecting and eliminating illicit discharges and cross-connections as a primary goal and control measure. The focus of these field evaluations is to identify the route of connection for all drainage piping, including all sanitary and stormwater systems. Smoke and dye testing have been used to prove buried piping con-nections from structure to structure and video pipe inspection is used selec-tively to review problem areas in buried piping and aid in recommending cor-rective actions.

A comprehensive utilities evaluation helps meet the unique challenges of Clean Water Act compliance on military bases.

Current and complete as-built facility drawings, created through comprehensive surveys of facility drainage infrastructure, are invaluable to site managers working to maintain compliance with the Clean Water Act of 1987.

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The evaluations include inspection and documentation of the condition and function of all sanitary sewer and stormwater manholes, wash racks, oil- water separators (OWS), sanitary lift stations and surface stormwater man-agement features such as retention and detention ponds. Although this level of scrutiny is not required solely to identify an illicit discharge, it provides facilities with a thorough drainage inspection and identifies maintenance or repairs needed to maintain regulatory com-pliance, which is especially helpful for utilities not routinely inspected.

The comprehensive evaluations also result in facility maps illustrating the as-built location of drainage utilities with pipe invert elevations. The maps also include the surveyed locations of all property lines, topography, building corners, fence lines, paved areas and other notable physical improvements to provide a current and complete as-built drawing of each facility. The data are converted into geographic informa-tion systems (GIS) format to provide an accurate, enduring record that can be retrieved, updated and transmitted as needed. These GIS records allow data query for multiple locations, making fa-cility management more efficient.

Evaluation ResultsEach evaluation result is documented

in a written report focusing on recom-mendations for corrective actions, the methods used to conduct the evalua-tion, and the function and condition of the sanitary sewer and stormwater sys-tems. Each report contains a definitive statement of the presence or absence of illicit discharge. Report appendices include the as-built facility map photo documentation of the condition of the two systems.

Examples of typical findings and rec-ommendations: • The OWS receives stormwater inflow

during storm events, overwhelming the system and causing effluent wa-ters to exceed allowable limits.

• Sanitary or stormwater drainage structures must be cleaned to rees-tablish normal flow conditions.

• Video pipe inspection identified a broken section in a buried pipeline.

• Portions of the sanitary or stormwa-ter systems are obsolete and should be removed to simplify ongoing facil-ity management.Additionally, inspecting engineers

have identified and recommended other valuable facility management issues, including:• inspection of a large reinforced-con-

crete retaining wall that was structur-ally compromised by the build-up of hydrostatic pressure caused by stormwater drainage problems from a neighboring property;

• identification of inadequate soil cover over an exiting sanitary pipeline dam-aged by heavy surface-loading condi-tions; and

• identification of a wash-rack canopy that did not meet Unified Facilities Criteria requirements.

Maintaining Compliance Typical problem areas have been

identified during field evaluations; many involve OWS operation and maintenance. Facility managers can minimize the risk of illicit discharge by focusing on the following tasks:• Inspect the OWS. Understand the

function of the system and its main-tenance requirements and periodi-cally—generally twice annually—in-spect the system’s condition. Ensure all float switches and pumps operate properly. If the OWS still does not op-erate properly, replace it.

• Perform wet-weather inspection. In-spect the area surrounding wash rack OWS during a significant rain event to ensure stormwater does not flow into the OWS, which can overwhelm the OWS capacity and allow oil prod-ucts to bypass the system.

• Implement OWS administrative con-trols. Most OWSs are designed for a maximum flow rate. Post signage indicating the maximum flow rate and restricting the use of detergents, which emulsify oils and are thus very difficult for the OWS to process properly.

• Enforce construction quality control. For any new construction affecting the sanitary sewer or stormwater system, ensure that the contractor knows that you will inspect pipe con-

nections to confirm that drainage conveyances are connected properly. Potable water can be used to verify connections.

• Keep good records. Insist contractors provide copies of all operations and maintenance manuals, including all manufacturer literature and high-quality as-built drawings for any new work, preferably in both hard copy and electronic AutoCAD file. Good recordkeeping facilitates transition among personnel.

• Use oil drip pans under parked equipment.

• Remove what is not used. Routinely inspect the facility for inactive or abandoned drainage structures or equipment and remove them to avoid problems. Document their removal on working as-built drawings.

• Observe stormwater outfalls. Check for evidence of oil sheening or deter-gents.

• Perform dry-weather inspection. Check for dry-weather flows by re-moving selected stormwater man-hole covers during dry weather con-ditions.

• Respond to detections of sewer-gas odors in occupied buildings or main-tenance areas. Sometimes the solu-tion is as simple as filling the P-trap in the floor drain with water. Sewer-gas odors may also result from the improper capping of sanitary vent pipes. Comprehensive drainage evaluations

should be performed whenever the in-tegrity of the connections of the sanitary and stormwater drainage utility systems is doubted or when the safety of facil-ity personnel or the general public is in question. Such evaluations can provide definitive information for risk manage-ment and decision making, improve CWA compliance, and ensure that mili-tary facilities are good stewards of the environment by protecting our public waters for future generations.

Richard A. Woodham, P.E., is Project Manager, and Robert Aycock, M.SAME, is Client Service Manager, Weston Solutions Inc. They can be reached at 770-325-7970, or [email protected], and 615-377-6922, or [email protected], respec-tively.


Federal FY10 Programs

Comprehensive Emergency Management

By Clifford Oliver

FEMA’s FY10 acquisition program reflects recent trends while continuing the agency’s goal of minimizing loss of life and property through preparation and response.

Disasters, which often strike with-out warning, affect millions of Americans every year. The pri-

mary mission of the Federal Emergency Management Agency (FEMA) is to re-duce the loss of life and property as a re-sult of such disasters by protecting the nation from all hazards, including natu-ral disasters, acts of terrorism and other manmade disasters. FEMA carries out its mission by leading and supporting the nation in a risk-based, comprehen-sive emergency management system of preparedness, protection, response, re-covery and mitigation.

FEMA’s Acquisition Management Di-vision (AMD) oversees the acquisition component of FEMA’s mission to en-able partners, programs and the public to prepare for, respond to and recover from disasters. AMD, staffed with ap-proximately 200 professionals, consists of three branches: the Acquisition Oper-ation Branch; the Acquisition Program and Planning Branch; and the Acquisi-tion Policy and Legislative Branch.

Recent LegislationThe Robert T. Stafford Disaster Relief

and Emergency Assistance Act was recent-ly amended to include new provisions that require the awarding of disaster contracts to local businesses residing or doing business primarily in the declared disaster areas. It also requires the transi-tion of national response contracts to lo-cal business, if there is a long-term need. Because local businesses are vital to the rebuilding of local economies following disasters, contracts for debris clearance, distribution of supplies, reconstruction and other major disaster or emergency assistance activities will be transitioned when feasible and practical.

In response to the changes to the Stafford Act, FEMA deployed the Lo-cal Business Transition Team (LBTT) following hurricane Ike to support the use of local businesses within the de-clared disaster areas in Texas. The LBTT, a group of acquisition and business outreach professionals based at field offices in Austin and Houston, Texas, focused on the transition of national contracts to local vendors. The team also prepared local vendors to do busi-ness with FEMA and other federal agen-cies responding to hurricane Ike by ed-ucating them on federal procurement processes and requirements through seminars and industry days in multiple cities. More than 600 local and small business owners attended the educa-tional seminars, which covered a wide range of topics including an introduc-tion to federal contracting and federal proposals writing.

The Industry Liaison Program, ex-isting within the Acquisition Program and Planning Branch, serves as a ven-

FEMA:

FEMA personnel stage trucks with water, ice, ready-to-eat meals and tarps at Saufley Field in Pensacola, Fla., in response to hurricane Dennis in July 2005.

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dor advocate and information provider by connecting vendors with program offices. The LBTT pilot and the Indus-try Liaison Program improved FEMA’s vendor inquiry responsiveness, as evi-denced by the more than 6,000 vendor contacts logged since March 2009.

Acquisition TrendsFEMA has significantly improved in-

dustry relations by being more acces-sible to the private sector. These efforts help ensure that FEMA’s acquisitions deliver maximum value to the payer through fair and competitive contract terms and conditions. By focusing on “preposition contracts” for disaster re-sponse, AMD put in place numerous well-designed contracts to improve FEMA’s ability to respond to future di-saster missions.

Since 2005, all federal departments and agencies have been required to initiate strategic sourcing initiatives. The FEMA Strategic Sourcing Program (FSSP) provides a comprehensive and sustainable model for strategically man-aging the sourcing function, enabling FEMA to become a better steward of its resources and to deliver measurable mis-sion value. It also creates information to improve business decisions about ac-quiring commodities and services. FSSP anticipates establishing the governance structure for strategic sourcing at FEMA and its relationship with DHS. Mean-while, FSSP will continue supporting FEMA’s socioeconomic goals by advo-cating strategic sourcing.

AMD also is coordinating disaster-related acquisition requirements with other federal acquisition entities such as the General Services Administration (GSA), enabling FEMA to take a strate-gic approach when acquiring critical commodities, goods and services.

Major Current and Future Acquisitions

Following are major acquisitions ei-ther underway or planned by FEMA:

Mount Weather Emergency Opera-tions Center (MWEOC). As the emer-gency operations headquarters for federal civilian agencies and Executive Branch officials, MWEOC has $450 mil-lion in construction planned over the

next seven years as part of its master plan.

MWEOC currently anticipates the award of an indefinite delivery-indefi-nite quantity (IDIQ) general construc-tion and design-build services contract. The architect-engineer contractor(s) will be responsible for designing all or selected disciplines for constructing new facilities, building additions, reno-vating existing buildings, modifying certain aspects of buildings, or general site and utility construction. The proj-ects may include, but are not limited to, the design of new office buildings, park-ing structures, health and fitness struc-tures, fire stations, and conference and training centers. The total anticipated value is $33 million.

Last year, the DHS Office of Procure-ment Operations awarded multiple 8(a) contractors a general construction and design-build services contract. The IDIQ contracts are for a five-year period, totaling $174 million.

Public Assistance–Technical Assis-tance Contract (PA-TAC). PA-TAC issued a requirement for architect-engineer services to assist state and local agencies in assessing disaster related-damage to public buildings and infrastructure in addition to providing consulting during the repair or replacement process.

Individual Assistance–Technical As-sistance Contract. FEMA received pro-posals in March for an IDIQ contract to provide services and construction for temporary shelter and housing alterna-tives to disaster victims.

Hazard Mitigation Technical Assis-tance Program. A pre-solicitation no-tice was issued for architect-engineer services to provide response capability for all types of pre- and post-disaster mitigation activities in response to riv-erine and coastal flooding, tropical cy-clones, typhoons, hurricanes, dam and levee failures, severe storms, tornadoes, ice, snow, severe winter storms, seis-mic, tsunami, wildfire, pandemic, and manmade events and disasters.

Technical Assistance and Research Contract. FEMA is currently developing the statement of objectives for a techni-cal services opportunity to identify the causes and solutions for unacceptable property, economic and social losses

that are the effects of property dam-ages from natural, manmade and tech-nological hazards. The contractor will develop technical advice, guidance and reports for the Mitigation Directorate, primarily the Risk Reduction Division.

Housing Inspection Services Con-tract. These contractors provide hous-ing inspection services to FEMA by documenting damages to primary residences. FEMA uses the inspections to determine the extent disaster appli-cants are eligible for assistance.

While option years remain on the current contract, FEMA is currently looking at opportunities to improve ef-ficiency of this activity and to make use of new and emerging technologies.

Doing Business with FEMACentral Contractor Registration

(CCR), the primary registrant database for the government, collects, validates, stores and disseminates data in support of agency acquisition missions. Prior to contract award, vendors must register in the database at www.ccr.gov. Once registered through CCR, vendor profile information can be extracted from the database to be used for market research by contracting officers at FEMA.

The single point of entry to search, monitor and retrieve federal procure-ment opportunities is Federal Business Opportunities, which is accessible at www.fbo.gov. Vendors interested in do-ing business with FEMA can find spe-cific information at www.fema.gov/business/contractor.shtm.

DHS’s Open for Business also pro-vides centralized content pertaining to contracting opportunities, grants, small business opportunities and acquisi-tion policies at www.dhs.gov/xopnbiz. Additional information on obtaining government-wide contracts is available at www.gsa.gov.

FEMA is committed to the govern-ment policy and supports small busi-ness. For more information on FEMA’s Small Business Program, go to the Small Business News section on page 80 of this issue.

Clifford Oliver is Director, Acquisition Pro-gram and Planning Branch, Federal Emer-gency Management Agency; 202-314-5584, or [email protected].



Transforming the Energy Economy

By Paul Bosco, P.E., M.SAME

The Department of Energy’s FY10 budget request addresses and responds to economic uncertainty, U.S. dependence on oil and the threat of global climate change.

DOE:Energy is critical to the nation’s

economic future. The prosper-ity and security of the U.S. hinge

upon an historic effort to power the economy through clean and reliable energy sources. To get there, transfor-mational discoveries and innovative technologies will be needed. The De-partment of Energy (DOE) will lever-age its premier scientific and technical resources and invest in new approaches to address this national imperative.

In developing the FY10 budget re-quest, DOE considered that the $38.7 billion of American Recovery and Rein-vestment Act of 2009 funding received by the department allows for the accel-eration of a number of important com-mitments. These commitments will help jumpstart the economy; save and create jobs; and serve as a down pay-ment on addressing fundamental en-ergy challenges while reducing carbon emissions and U.S. dependence on oil.

The FY10 budget request supports these strategic goals by: • investing in science to achieve trans-

formational discoveries;• fostering the revolution in energy

supply and demand while position-ing the U.S. to lead on global climate change policy;

• increasing American economic com-petitiveness;

• reducing the risk of nuclear prolif-eration, advancing nuclear legacy cleanup and maintaining the nuclear deterrent; and

• improving the management of DOE.There are a number of DOE “new

start” projects for FY10, either enter-ing their design phases or construction. These projects are incrementally funded over the course of multiple years, and

the total project cost provided includes not only the estimated cost of construc-tion, but also design and other project costs. Nonetheless, these figures pro-vide some magnitude of the order on the size of each of these projects.

Energy Sciences BuildingArgonne National Laboratory, Argonne, Ill.Preliminary TEC: $84 million–$95 million

This project will provide new energy-efficient and environmentally-sus-tainable laboratory space at Argonne National Laboratory (ANL) that will provide modern, high-accuracy labo-ratories for energy-related research and development and associated space for support functions. The design will uti-lize modern, efficient laboratory plan-ning benchmarks as the basis for de-termining the size and configuration

The Department of Energy’s Argonne National Laboratory, Ill., will be the site of the Energy Sciences Building, a new start project included in the department’s FY10 budget request.

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of space types. The design of the space also will emphasize more open, collab-orative environments and flexibility to respond to future mission changes. In addition to the research laboratories, the building will include office space for researchers, small group conference rooms, equipment areas, restrooms, circulation space and supporting infra-structure.

The objective of the Energy Sciences Building (ESB) project is to provide high-accuracy, flexible and sustainable laboratory and office space to support scientific theory and simulation, ma-terials discovery, characterization, and application of new energy-related ma-terials and processes. Efficient, high-ac-curacy HVAC systems will be installed to support cutting-edge research and the operation of sensitive instrumentation. Comparable space is not available at ANL. The scope of the project includes design, construction and start-up of the new facility and extension of existing site utilities to the new building.

Key areas of energy research to be housed in the ESB include discovery synthesis; biomimetics and solar en-ergy; catalysis; fuel cell research; and electrical energy storage. These five re-search areas currently lack modern sci-entific space needed for seamless mul-tidisciplinary collaborative research, the hallmark of 21st century science and engineering.

Pantex Renewable Energy Project Pantex Plant, Amarillo, TexasFY10 TEC Construction Request: $27 million

The Pantex Renewable Energy Proj-ect (PREP) will create a more flexible, reliable and environmentally-friendly source of renewable energy that sup-ports DOE and National Nuclear Secu-rity Administration (NNSA) operating goals and missions. PREP will gener-ate surplus electrical energy, reduce greenhouse gas emissions at local power plants, enhance energy security and create jobs. This modular project will play a key role in satisfying NN-SA’s renewable energy objectives and will create a wind farm for the Pantex Plant. The energy produced from this

wind farm will support the site’s energy needs and simultaneously create the nation’s largest collaborative research wind farm for Texas Tech University and DOE’s ongoing research on wind power generation.

Renovate Science Labs Phase IIBrookhaven National Laboratory, Upton, N.Y.Preliminary TEC: $45 million– $50 million

A large number of scientists and re-searchers at Brookhaven National Lab-oratory (BNL) are conducting science in laboratories built more than 40 years ago. Although the basic building core and shell construction is sound, the lab and office spaces and their utilities and environmental support systems are to-tally obsolete. The Renovate Science Labs Phase II project will upgrade and rehabilitate existing, obsolete and un-suitable BNL laboratory facilities into modern and efficient laboratory spaces compatible with world-class scientific research.

This project will revitalize and mod-ernize laboratories and support space located in each of two buildings, Build-ing 510 and Building 555. The laborato-ries in Building 510 were constructed in 1962 and are in need of renovation and modernization in order to keep pace with the highly complex and rapidly changing technologies required for work on advanced new detectors. This work involves sophisticated electronics, high-precision mechanical assemblies, and extremely clean work areas for detectors such as silicon- or gas-filled devices.

Likewise, Building 555 has a robust de-sign for chemical sciences research, but was constructed in 1966 and now has a number of substantial limitations for current research needs. While Building 555 has an effective design for wet chem-istry, it needs to be renovated to address very serious infrastructure quality issues that have grown over the years.

Research Support Building and Infrastructure ModernizationSLAC National Accelerator Laboratory, Menlo Park, Calif.Preliminary TEC: $80 million–$96 million

SLAC National Accelerator Labora-tory is a laboratory that supports a large national and international community of scientific users performing cutting-edge research in support of the DOE mission. Success of that mission is di-rectly coupled to the general purpose infrastructure necessary to conduct this research. At SLAC, mission accomplish-ment is currently at risk given substan-dard buildings that do not provide the appropriate environment to conduct world-class science or mission support functions.

To correct this deficiency, a new building will replace numerous 40-year-old trailers that currently support the laboratory’s accelerator scientists. This will enable integration of the accelera-tor science and technology community across programmatic boundaries, al-lowing scientists to better support the science missions at the laboratory. In addition, renovation of three buildings is proposed. These buildings house key mission support functions and were part of the original construction of the laboratory in the mid-1960s. Although the basic core and shell construction are sound, their interior spaces and utility system are obsolete. Overall, the proposed project will upgrade working conditions for more than 20 percent of the laboratory staff, supporting the lab-oratory vision of a unified culture with a strong sense of community among all scientific and support functions across the laboratory.

ConclusionDOE’s FY10 budget request supports

the president’s commitment to re-spond expeditiously to the challenges of economic uncertainty, U.S. depen-dence on oil, and the threat of a chang-ing climate by transforming the way our nation produces and consumes energy. Together with the American Recovery and Reinvestment Act of 2009, the FY10 budget request provides the critical initial investment in a multi-year effort to address these intercon-nected challenges.

Paul Bosco, P.E., M.SAME, is Director, Office of Engineering and Construction Management, U.S. Department of Energy; 202-586-3524, or [email protected].



Tomorrow’s Facilities for Today’s Veterans

By Don Orndoff, AIA

The mission of the Department of Veterans Affairs is serving our nation’s veterans; its goal is world-class, high-performance medical facilities.

VA:To better serve veterans, the De-

partment of Veterans Affairs (VA) is engaged in a major recapital-

ization program for its aging medical facility infrastructure. VA is targeting an annual investment of $2 billion in construction, or about 2 percent of its current plant value. New VA medical facilities will contribute to world-class healthcare for veterans today, tomor-row and for the remainder of the 21st century. The program goal is to deliver high-performance buildings that are:

Functional. This includes cutting-edge clinical spaces that leverage the latest technologies to produce the high-est possible healthcare outcomes.

Cost efficient. Incorporating evi-dence-based design, clinical spaces are sized and configured to maximize clini-cal capability for invested capital.

User friendly. VA places special em-phasis on design that is veteran-, pa-tient- and family-centered. Buildings welcome patients and visitors with ef-fective navigation, open circulation and waiting areas, and expected amenities.

Adaptable. Buildings delivered to-day will serve veterans not yet born. VA

buildings must be flexible to adapt to and support changing medical research, technology and practice. Buildings are designed with systems organized in in-terstitial levels between occupied floors to enable rapid and less expensive re-configuration of clinical spaces.

Sustainable. VA has set a standard of designing its medical centers to a mini-mum Leadership in Energy and Envi-ronmental Design Silver level as defined by the U.S. Green Building Council. VA also employs the services of a Total Building Commissioning Agent.

Energy efficient. VA medical centers currently under design are expected to meet or exceed the energy reduction targets of the Energy Policy Act of 2005 and related executive orders, targeting energy use 30 percent below American Society of Heating, Refrigerating and Air-Conditioning Engineers standards. All projects will incorporate use of re-newable energy on site.

Physically secure. VA medical cen-ters are designed to comply fully with stringent, healthcare-driven physical security guidelines for high-occupancy federal facilities, including hardened

The 940,000-ft2, $600 million VA Medical Center Las Vegas will house 90 inpatient beds, a 120-bed nursing home care unit and numerous specialty care centers when completed in August 2011.

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structures, perimeter and access con-trol, redundancy and modularity, and water, emergency power and fuel sup-plies to enable continued healthcare operations for four days in the face of natural or manmade disaster.

Acquisition Strategy The VA acquisition strategy is evolving

towards an integrated project delivery methodology based on a collaborative owner, designer and constructor team ap-proach. All team members are required to leverage the power of building informa-tion modeling (BIM) as a common com-munication and collaboration tool.

VA selects design partners through a targeted architect-engineer contract so-licitation. The selection process values past performance and experience on healthcare projects of similar complex-ity. VA personnel carefully evaluate the experience and capabilities of the key members of the proposed design team and engage a peer review architect-en-gineer firm to assist the owner’s review of proposed design solutions in meeting required design criteria and standards. The peer review firms VA employs are experienced in healthcare design and fa-miliar with VA criteria and standards.

For the first time, on major projects in New Orleans, La., and Denver, Colo., VA will engage its construction general contractor early in the design process using a CM@Risk-type contract vehicle. The contractor will be focused initially on construction management services provided to the entire project team, shifting eventually to general contractor mode once construction work packages are ready to execute. VA also might use construction management support con-tracted by separate agencies to augment VA capability to perform the owner role in the integrated delivery process.

Major Medical Center ProjectsNew medical centers are the most

significant projects in the VA recapital-ization effort. There are currently four replacement VA medical center projects in motion, located in New Orleans, Den-ver, Las Vegas, N.V., and Orlando, Fla.

VA Medical Center New Orleans, La.Scope: Project consists of 200 inpatient

beds, including medical and surgery, in-tensive care unit, mental health, acute rehabilitation, nursing home commu-nity living center beds, research facility, administrative and support functions, central energy plant, structured parking. Size: 1.3-million-ft2, maximum of seven floors, sited on 30 acres.Projected Project Cost: $925 millionTarget Delivery Date: June 2013Site Features: Flat urban site near Cen-tral Business District and adjacent to new Louisiana State University Aca-demic Medical Center. Potential for flooding as is much of downtown New Orleans.Acquisition Strategy: Integrated de-sign-construct with early involvement of construction manager and general contractor.

VA Medical Center Denver, Colo.Scope: Project consists of 204 inpatient beds, including medical and surgery, in-tensive care unit, mental health, acute rehabilitation, spinal cord injury and disorder, nursing home community liv-ing center beds, research facility, admin-istrative and support functions, central energy plant, surface and structured parking.Size: 1.1-million-ft2, five floors, sited on approximately 33 acres.Projected Project Cost: $800 millionTarget Delivery Date: September 2013 Site Features: Relatively thin rectan-gular site adjacent to existing medical district, incorporating existing medical office building.Acquisition Strategy: Integrated de-sign-construct with early involvement of construction manager and general contractor.

VA Medical Center Las Vegas, Nev.Scope: Project consists of 90 inpatient beds, 120 bed nursing home care unit, ambulatory care center, primary and specialty care, surgery, mental health, rehabilitation, geriatrics and extended care, administrative and support func-tions, central energy plant and surface parking.Size: 940,000-ft2, six floors, sited on 150 acres.Projected Project Cost: $600 millionTarget Delivery Date: August 2011

Site Features: Greenfield project site requiring new access roads and utility transmission feeds.Acquisition Strategy: Multiple prime contracts, including design-bid-build and design-build work packages.

VA Medical Center Orlando, Fla.Scope: Project consists of 134 inpatient beds, 120 bed community living center, 60 bed domiciliary, ambulatory care, primary and specialty care, surgery, mental health, rehabilitation, geriatrics and extended care, administrative and support functions, central energy plant, surface and structured parking.Size: 1.2 million-ft2, four floors, sited on 66 acresProjected Project Cost: $665 millionTarget Delivery Date: June 2012Site Features: Greenfield site within new medical district development requiring major imported site fill material.Acquisition Strategy: Multiple prime contracts, including design-bid-build and design-build work packages.

The FutureVA healthcare will continue to evolve

to better serve veterans with strategi-cally located state-of-the-art medical centers and numerous smaller health-care delivery platforms closer to where veterans live. Technology advances in preventative care, tele-medicine, and same-day surgery will dramatically im-pact the medical facility footprint.

The VA’s Office of Construction & Fa-cilities Management (CFM) will con-tinue to leverage the creativity and in-genuity of our design and construction industry partners to deliver the highest quality healthcare facilities. There is no higher mission than to directly serve our nation’s veterans, and no greater professional challenge than planning, designing, and constructing world-class healthcare facilities.

I invite you to join us as an industry partner or member of the CFM team. You can find out more by visiting our public Web site at www.cfm.va.gov.

Don Orndoff, AIA, is Director, Office of Con-struction & Facilities Management, Depart-ment of Veterans Affairs; 202-461-8009, or [email protected].

Titanium

Platinum

Gold

SilverBox represents protected space

BronzeFarnsworth Group

SWCA Environmental ConsultantsMegadoor

Black and Veatch

Sundt ConstructionHal Hays Construction

Specialty Sponsors

Thank you to our sponsors for making JETC 2009 a huge success!

AP Construction Inc.CT Laboratories

EM-AssistHNTB

Merrick & Co.Northrop Grumman

PBS&JSatterfield & Pontikes

SiemensStanley Consultants

TEAM Integrated Engineering Inc.Conti Federal Services Inc.

Tidewater Inc.

Brass


The SAME Academy of Fellows held its annual Fellows Investiture as part of JETC 2009. The 14 new members comprising the Class of 2009 were inducted into the academy just prior to the Ice Breaker event.

Nearly 1,800 people attended the SAME 2009 Joint Engi-neer Training Conference & Expo (JETC), held May 12-15 in Salt Lake City, Utah. Co-hosted by SAME HQ and the

SAME Great Basin and Denver Posts, JETC 2009 featured an ex-panded array of technical tracks addressing timely issues affecting the A/E/C and environmental fields. The technical program laid the foundation for the event, supported by an informational expo area, engaging technical and social tours, and a wide array of net-working and social events.

Presentations from the technical sessions and photos from the event can be found at www.same.org/JETC.

Col. Carl Baswell, USA (Ret.), an active member of SAME since 1943, led the swearing in of Lt. Gen. Robert L. Van Antwerp, P.E., F.SAME, as the 2009-2010 SAME President. Gen. Van Antwerp then presented Rear Adm. Greg Shear, P.E., CEC, USN, with a plaque in recognition of his service as SAME President 2008-2009.

Showing that JETC is a family affair, Luis Zambrana, Tom Bersson, Michael Zambrana and Bill Bersson pose for a photo during the Society Ball.

SAME Executive Director Dr. Robert D. Wolff, P.E., F.SAME, and his wife Phyllis, mingle with Rear Adm. Michael Loose, P.E., CEC, USN and his wife Carol at the Society Balll.

JETC 2009 Highlights

JETC 2009 featured six technical tracks addressing the timely topics of contingency engineering, installation management, design and construction, water resources, environment, and professional development.


JETC 2009 attendees had ample opportunities to network with representatives from 280 companies, professional associations and federal agencies representing the A/E/C, environmental and facility management markets in the expo.

The annual Honors Luncheon, emceed by SAME Executive Director Robert D. Wolff, Ph.D., P.E., F.SAME, recognized SAME Members—both individuals and organizations—for outstanding performance in engineering, construction, architecture and service to SAME. Featured with SAME President Rear Adm. Greg Shear, P.E., USN, clockwise from above left, are: Mary Anderson, F.SAME, recipient of the Walter O. Bachus Gold Medal; and Leveda Parton, Julie Daniel, and CM Sgt. Ken Miller, USAF (Ret.), recipients of the SAME President’s Medal.

Plan now to attend JETC 2010, May 4-7 in Atlanta, Ga. JETC 2010 exhibitor and sponsor registration is now open at www.same.org/JETC.

Be sure to reserve your booth space and sponsorships early to get prime placement!


Water Management in the Uniformed Services

Considering the perilous threat of flooding and drought and the basic necessity of potable water provision and waste-water treatment, perhaps no task entrusted to the engineers of our military services is as essentially vital to the welfare of society as that of water planning and management. During and following hurricane Katrina, the residents of New

Orleans, La., experienced—and the rest of the world witnessed—the worst results of inadequate planning and a flawed water system. In the years since the storm, members of the National Guard and others have worked tirelessly, as they did earlier this year in Minnesota and North Dakota, to ensure that history does not repeat itself. And in the arid environments of the current theatres of war, residents and coalition forces alike struggle continuously with the challenges of providing safe, reliable drink-ing water and efficient wastewater disposal for service members and local residents.

At left, Kevin Baumgard (right), of the U.S. Army Corps of Engineers St. Paul District, discusses flood fighting issues and concerns to, from right to left, North Dakota adjutant general Maj. Gen. David Sprync-zynatyk, ARNG, North Dakota Gov. John Hoeven and U.S. Rep. Earl Pomeroy on April 13 as they stand atop a levee built along the Shey-enne River in Lisbon, N.D. Below, Spc. Andrew Gustafson, ARNG, (right) and Spc. Josh Peterson, ARNG, of the 815th Engineer Com-pany, assemble Hesco barriers for use as temporary flood levees on April 15 in Lisbon, N.D.

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Spc. Dillon L. Steele, ARNG, and Sgt. Aaron Wall, ARNG, emplace a section of a rapid deployment flood wall on 16th Street in Minot, N.D., in late April. The temporary flood wall was constructed to ensure the roadway remained passable in the event rising flood waters reached street level.

Senior Airman Christopher Haroldson, ANG, of the 119th Avionics Squad-ron, left, hands a sandbag to Spc. Ross Brumely, ARNG, of the 188th Engi-neer Company, as they place sandbags on a temporary levee on April 7 in Fargo, N.D. The levee was built to block flood water from the Red River in the Fargo area along the North Dakota-Minnesota border in preparation of a second crest of near record levels in a matter of weeks.

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Engineers in Action

In Memoriam

We honor the brave engineers who have given their lives while supporting Operation

Iraqi Freedom and Operation Enduring Freedom.

Spc. Jacob D. Barton, 20, of Lenox, Mo., was as-signed to the 277th Engineer Company, 420th Engi-neer Brigade, Waco, Texas

Maged M. Hussein, 43, of Cairo, Egypt, was em-ployed by the U.S. Army Corps of Engineers Jackson-ville District, Jacksonville, Fla.

Spc. Charles D. Parrish, 23, of Jasper, Ala., was as-signed to the 5th Engineer Battalion, 555th Engineer Brigade, Fort Leonard Wood, Mo.

Staff Sgt. Mark A. Wojciechowski, 25, of Cincin-nati, Ohio, was assigned to the 7th Engineer Support Battalion, 1st Marine Logistics Group, I Marine Ex-peditionary Force, Camp Pendleton, Calif.

Cdr. Duane G. Wolfe, USN, 54, of Port Hueneme, Calif., was assigned to the U.S. Army Corps of Engi-neers Gulf Region Division, Iraq.

At left, Staff Sgt. Kevin McKee, USAF, connects water hose clamps in an effort to redistribute non-potable water through a reverse osmosis water purification unit April 17 at Roi-Namur in the Marshall Islands. Sgt. McKee is an 18th Civil Engineer Squadron utility systems jour-neyman from Kadena Air Base, Japan. Below, civil engineer airmen work to connect tubes to water tanks April 18 to replenish the water supply ruined by unusually high tides in early February at Roi-Namur. The airmen have treated more than 1,840,000-G of water since their arrival.

Armed Forces of the Philippines Air Force service members assigned to the 356th Aviation Engineer Group and U.S. Navy Seabees emplace wooden struc-tures during the construction of a new water well that will serve a local village in the Masbate Province of the Philippines. Such civil-military humanitarian assis-tance activities enable Armed Forces of the Philippines and U.S. personnel to get to know each other, train together and provide assistance in communities where the need is greatest.

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At right, Pvt. Martin Quick, USA, and Spc. Kel-vin Ellerbe, USA, water purification specialists for Company A, 15th Brigade Support Battalion, 2nd Brigade Combat Team, 1st Cavalry Division, perform maintenance on a Reverse Osmosis Wa-ter Purification Unit on Forward Operating Base McHenry, Iraq, on March 30. The water purifica-tion specialists, known as Waterdogs, are vital in producing potable water for soldiers on the base. Below, Spc. Gregory Williams, USA, attaches a hose to a water pump on March 30.

Gary York, left, resident engineer of the Irbil Resident Office, U.S. Army Corps of En-gineers Gulf Region Division, and Nawzad Hadi Mawlood, the Irbil Regional Governor, turn the reservoir tank valve to release wa-ter through a newly constructed spring water catchment facility in April. The facility will provide potable water to residents of village of Choman in the northeastern mountains of Iraq.

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Registration Open for Facilities Management Workshop

Online registration will be open through August 14 for the SAME Facili-ties Management Workshop, to be held Aug. 26-27 at the Sheraton National Hotel in Arlington, Va. A joint effort be-tween SAME and the International Fa-cility Management Association (IFMA), the workshop brings together senior facilities managers from the public and private sectors to discuss the latest is-sues in facilities management and share best practices and lessons learned.

Panel topics led by federal, military and private-sector authorities will ad-dress recent developments and trends in facility asset management, sustain-ability, comptroller viewpoints, work-force development and energy.

For information on registration or sponsorship, go to www.same.org/FM-workshops.

Sponsorships Available for JETC 2010

Exhibit booths and sponsorships are now available for the Joint En-gineer Training Conference & Expo (JETC) scheduled for May 4-7, 2010, in Atlanta, Ga. registration Exhibitor and sponsor can be completed online at www.same.org/JETC.

The JETC exhibit hall is a market-place of new products and informa-tion. JETC 2009 enjoyed close to 1,800 attendees; JETC 2010 exhibitors will have a chance to meet and interact with the individuals who comprise SAME’s unique membership.

Tiered sponsorship opportunities for JETC 2010 are already 50 percent sold out. To ensure every company has a wide variety of options to choose from, new opportunities, including a few eco-friendly sponsorships, have been added. All sponsorships range from large event-related sponsorships to small specialty sponsorships, fitting any budget.

To reserve your exhibit booth or spon-sorship, go to www.same.org/JETC.

2010 Directory: Corporate Profiles Due Sept. 29

The deadline to create or update cor-porate profiles for the 2010 Directory of Member Companies and Organizations is Sept. 29. All SAME Sustaining Mem-ber Companies and Organizations are entitled to a free corporate profile and company listing, but both must be cre-ated and regularly updated to remain current. Updating profiles is quick and easy and can be completed online at www.same.org/Directory.

The SAME Directory is the publication that SAME Members turn to when con-sidering new partnerships and search-ing for more information on Sustaining Member Companies and Organizations. Published annually, the SAME Directory includes company and organizational profiles of Sustaining Member Compa-nies and Organizations in alphabetical order as well as by SAME Post affiliation. It also features the contracting and engi-neering officials and organizational chart for the engineering services, including:• U.S.ArmyCorpsofEngineers• U.S. Naval Facilities Engineering

Command• U.S.AirForceCivilEngineering• U.S.CoastGuardCivilEngineering• U.S.PublicHealthService

To create or update a company pro-file, go to www.same.org/Directory. For membership information, contact Jackie Porter, SAME Sustaining Member Specialist at 703-549-3800 ext. 121, or [email protected].

TME Launches New Web SiteTME Online, the Internet home of The

Military Engineer magazine, received a much-needed facelift in early May. The new layout features an enhanced sidebar menu containing quick links to magazine-related information, allow-ing easy navigation for both new and veteran TME Online users. Additionally, the magazine will continue to be posted on the site as an interactive PDF, provid-ing readers a page-by-page copy of the print magazine in digital format.

Beginning with this issue, TME On-line will begin releasing online exclu-sive articles on a biweekly timeframe. Article titles and descriptions will be listed in the print version of TME, but readers can view these timely editorial additions by becoming a frequent visi-tor to the new TME Online.

Visit the new and improved TME On-line at www.themilitaryengineer.com.

Upcoming SAME Events

July 20-24 USACE Infrastructure Systems Conference Cleveland, Ohio (hosted by SAME)

Aug. 11-13 Great Lakes and Ohio Valley Regional Conference Detroit, Mich.

Aug. 13-14 SAME Executive Forum (by invitation only) Springfield, Ill.

Aug. 26-27 SAME/IFMA Facilities Management Workshop Arlington, Va.

Sept. 1-3 TEXOMA and Missouri River Regional Conference Tulsa, Okla.

Sept. 10-11 Post Leaders Workshop Alexandria, Va.

Sept. 15-17 North Atlantic and New England Regional Conference Alexandria Bay, N.Y.

Oct. 20-22 South Atlantic and South Central Regional Conference Charleston, S.C.

Dec. 8-9 SAME DOD Small Business Conference Grapevine, Texas

www.same.org/calendar

Society News

Orange County Convention CenterOrlando, Fla., USAOct. 7-9, 2009

IFMA’s World Workplace 2009 Conference & Expo

IFMA’s World WorkplAce conFerence & expo is the single most important career investment you’ll make this year!

Even more high-lEvEl education! gain ideas and strategies on managing the workplace.

Even more high-EnErgy networking! Complement know-how with know-who.

Even more high-profilE exhibitors! Turn information into profitable action.

regIster onlIne, plan your learning agenda, see who’s exhibiting, catch up on the latest news and program updates, and check out nETworkplace for blogs, videos, pictures and more!

BroWse: get the most dependable market information directly from suppliers at the 2009 expo.

in a year when everyone is concentrating on less, IFMA’s World WorkplAce is bringing you more!

prepAre: gain resources to help you keep you and your facilities competitive.

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Meet government mandates and corporate initiatives to remodel, retrofit and run your facilities leaner, cleaner and greener.

netWork: Build a valuable list of contacts you can turn to for advice, guidance and support.

FAcIlIty trends are moving at a rapid pace — don’t get leFt BehInd. DiscoVer

Orange County Convention CenterOrlando, Fla., USAOct. 7-9, 2009

IFMA’s World Workplace 2009 Conference & Expo

IFMA’s World WorkplAce conFerence & expo is the single most important career investment you’ll make this year!

Even more high-lEvEl education! gain ideas and strategies on managing the workplace.

Even more high-EnErgy networking! Complement know-how with know-who.

Even more high-profilE exhibitors! Turn information into profitable action.

regIster onlIne, plan your learning agenda, see who’s exhibiting, catch up on the latest news and program updates, and check out nETworkplace for blogs, videos, pictures and more!

BroWse: get the most dependable market information directly from suppliers at the 2009 expo.

in a year when everyone is concentrating on less, IFMA’s World WorkplAce is bringing you more!

prepAre: gain resources to help you keep you and your facilities competitive.

the Value!leArn:

Meet government mandates and corporate initiatives to remodel, retrofit and run your facilities leaner, cleaner and greener.

netWork: Build a valuable list of contacts you can turn to for advice, guidance and support.

FAcIlIty trends are moving at a rapid pace — don’t get leFt BehInd. DiscoVer


Small Business News

Identifying Opportunities with FEMA, DHS and GSA

The Small Business Program at the Federal Emergency Management Ad-ministration (FEMA) helps organiza-tions identify opportunities within the agency. In addition to the Central Contractor Registration, FEMA identi-fies small businesses through the Gen-eral Services Administration’s (GSA) e-Schedules Library, located at www.gsaelibrary.gsa.gov.

Procurement Technical Assistance Centers (PTAC) are available in most states as an additional resource for small businesses. Staffed with coun-selors experienced in government contracting, all PTACs provide a wide range of services, including classes and seminars, individual counseling and easy access to bid opportunities, contract specifications, procurement histories and other information neces-sary to compete successfully for gov-

ernment contracts. For more informa-tion on PTACs, go to www.aptac-us.org/new/.

The Department of Homeland Secu-rity (DHS) provides small businesses ad-vance acquisition planning on the Fed-eral Interagency Databases Online Web site at www.fido.gov. Federal agencies and offices also using that site include GSA, the Department of Commerce and the Office of Management and Budget.

Through the American Recovery and Reinvestment Act of 2009, GSA’s Public Building Service will invest more than $5 billion in federal public building proj-ects. This includes $4.5 billion to trans-form federal facilities into exemplary high-performance green buildings, $750 million to renovate and construct new federal offices and courthouses, and $300 million to construct and renovate border stations. A full list of proposed projects and costs estimates can be found at www.recovery.gov.

Spotlight on CMSCustom Mechanical Systems (CMS)

has been awarded the Robert B. Flowers Small Business Award for emi-nent contributions to SAME by an SAME Small Business Sustaining Member. The award was presented at the SAME Joint Engineer Training Conference & Expo in Salt Lake City, Utah, on May 13.

CMS has been a consistent and grow-ing contributor to SAME during the past five years. Today CMS employees hold leadership positions and are involved at all levels of SAME, including national Councils and Post boards, and the com-pany is a strong Sustaining Member in the Kittyhawk, Kentuckiana, San Diego and Honolulu Posts. Additionally, CMS employees are very involved in local com-munity K-12 science and engineering educational activities and the company consistently offers internships to college students in the engineering, construction management and finance fields.

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83The Military Engineer l No. 660

Historical Perspective

By Walker R. Young, Construction Engineer, Boulder Canyon Project

The dam and power plant of the great Boulder Canyon Project are being constructed to accomplish

the four-fold purpose of flood control, silt control, water storage and manufac-ture of electrical energy. When the dam is built, the Yuma Project of the Bureau of Reclamation, located in Arizona and California near Yuma, Arizona, and in the Imperial Valley in California, will be assured protection from floods that have inundated their lands and, after a time, from the large amount of silt that has filled irrigation canals and ditches each year, adding thousands of dollars annually to the cost of maintenance. These projects will also be assured an adequate and dependable water supply for irrigation needs. In like manner the cities and towns in Southern California will benefit greatly from the elimina-tion of a large part of the silt from the water that is planned to be diverted for domestic use and from the assurance of a dependable and continuous supply of potable water. The fourth purpose of the dam, that of manufacturing electri-cal energy, although an incidental fea-

ture, is of definite importance as the return from its resale through contracts already negotiated will reimburse the United States for the building of the dam and power plant within fifty years from the completion of the project.

The Bureau of Reclamation has made investigations of the Colorado River

The Boulder Canyon Project

Adapted from:The Military EngineerVol. 25, No. 142July-August 1933

Editor’s Note: The following passages are selections from “The Boulder Canyon Proj-ect,” which first appeared in the July-August 1933 issue of The Military Engineer.

Originally named for the planned site of excavation, the Boulder Dam was later re-named for Herbert Hoover, a supporter of the project first as secretary of commerce and then as president. The original article from which these excerpts are taken, which was published three years prior to the project’s completion, describes in detail the dam’s great triumphs of complexity and scale; at the time of its completion, the Boulder Dam was the world’s largest concrete structure and largest generator of electric power. De-spite its engineering achievements, the Hoover Dam serves as a cautionary tale, as the stemming of the river’s flow caused irreversible damage to the riverine and estuarine ecosystems downstream.

For the purpose of this historical piece, the selected text is printed as published in the July-August 1933 issue of The Military Engineer.

Black Canyon Dam, the world’s largest concrete structure when completed, was eventually renamed Hoover Dam after the president who had long supported its development.

The Military Engineer l July-August l 200984

extending over a period of about 30 years. In the lower basin below Lees Fer-ry, Arizona, the investigations along the river conducted for the purpose of locat-ing a suitable damsite included explor-atory and reconnaissance studies for general location. These were followed by topographic and geological surveys of dam and reservoir sites and these in turn by drilling the river channel at sev-eral damsites to determine the geologi-cal characteristics of the substrata and the depths of sand, gravel, and boulders overlying bedrock. Studies of the char-acteristics of the Colorado River were made from records of stream flow at various gaging stations along the prin-cipal stream and tributaries. Designs and estimates of costs were prepared for dams of different types and of vari-ous heights for corresponding variable reservoir capacities. Among those con-sidered were rockfill and concrete types for reservoir capacities from 6,000,000 acre feet to 34,000,000 acre feet.

The Program of ConstructionThe first procedure in the construc-

tion of the project has been the driving of the four diversion tunnels 56 feet in average diameter and the excavation of the spillway channels, which have ap-proximate dimensions averaging 650 feet in length, 150 feet in width, and 100 feet in depth. One of the 56-foot in-clined tunnels has been driven, and ex-cavation for the other has been started.

All diversion tunnels have been lined with concrete an average thickness of 36 inches.

The next in the construction was the commencement of excavation for the intake towers and the canyon-wall outlet works. The upper and lower cof-ferdams have been completed and the river turned through the diversion tun-nels.

While the river is flowing through the tunnels, excavation for the dam and power plant will be finished, con-creting the dam will be started and the wings of the power plant will be built. The 37-foot tunnels from all intake tow-ers will be excavated, lined with a con-crete lining, and steel pipe of 30-foot inside diameter placed therein. The spillways and inclined tunnels will be excavated and lined with concrete, the canyon-wall valve houses will be built, the 18-foot tunnels, connecting the 30-foot pipes from the intake towers with the power plant, will be excavated and lined with concrete, and installation of the 13-foot penstocks will be started.

Water will then be diverted through the outer tunnels while the upper tun-nel plugs are poured in the inner tun-nels, the gates installed in each plug, and the trash-racks at the inlet portals of the inner tunnels are completed.

The next step will be to drop the steel bulkheads which have been erected above the inlet portals of the outer diver-sion tunnels, diverting the river through

the trash racks and the slide gates of the inner diversion tunnels. Concrete plugs, approximately 400 feet long, keyed into the walls of the tunnels in a similar manner to those upstream, will then be constructed in the outer tunnels im-mediately upstream from the spillway tunnel entrance. The intake towers will be finished and water, controlled by the gates in the inner tunnel plugs, will start rising in the reservoir.

The downstream cofferdam will be re-moved and the river channel cleared to the original stream bed. When the wa-ter surface rises to the cylindrical gates in the intake towers, the slide gates in the inner diversion tunnel plugs will be close, the Stoney gates previously erected at the outlet portals of these tunnels will be dropped, and water will be diverted through the downstream intake towers and the cayon-wall valve houses. The power plant can be placed in operation at this time as a part of the equipment will have been installed and connections made between the plant and the intake tunnels.

The 30-foot diameter steel pipes will then be installed in the inner diversion tunnels. These will lead from the upper intake towers tunnels downstream to the plugs in the diversion tunnels. Each of the plugs will be equipped with four 72-inch needle valves. The tunnel outlet works will be completed and connec-tions made from the 30-foot steel pipe to these outlets and to the power plant.

The last work will be to complete the concreting of the main dam, build the parapets and architectural features along the crest, install elevators, stair-ways, and other features in the dam, erect the connecting structure between the wings of the power plant and com-plete the installation of machinery in the plant.

Under normal operating conditions all water will flow past the dam through the intake towers, the turbines of the power plant and the outlet valves of the downstream plug in the inner diversion tunnels or through the canyon wall out-let works. In case of floods the excess flow will be taken by the spillways, con-trolling this flow by the drum gates in-stalled on the spillway crests.

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water planning & management - the military engineer

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