S O C I E T Y O F A M E R I C A N M I L I T A R Y E N G I N E E R S • J A N U A R Y - F E B R U A R Y 2 0 1 5 • V O L 1 0 7 • N U M B E R 6 9 3

Special Report: Public-Private Partnerships • Main Theme: Environmental Engineering

Tracking Emerging ContaminantsPage 55

Financing Public-Private PartnershipsPage 38

Logistics in the Last FrontierPage 57

At the Forefront of SustainabilityPage 67

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Creating Membership Value Looking back on a successful 2014, an important theme underlying the

wide array of our activities is that we are collectively increasing the value proposition for our membership.

As SAME begins its 95th year of service, creating a higher level of enhanced value for Sustaining Members and Individual Members is the primary outcome that we all should seek, because that readily translates to enhanced national security for our country. This is the premise behind this year’s focus area of ensuring SAME is vigilant to change and underpinned with vibrant programs. Is SAME relevant? .... is a question that always should be on our minds. Many organizations find their demise in losing sight of this and falling prey to the status quo.

I hope you have noticed an underlying theme in all of our communications recently: “How effectively are we executing our strategic plan focus areas: relevance, STEM and support to veterans?” We are taking every opportunity—Executive Committee meetings, Board of Direction meetings, the Senior Executive Group, the Uniformed Services Advisory Group, meetings with Post leadership, and listening to members at local, regional and national events—to determine the value we are adding. The trend is clear to me. We have a vibrant Society of creative and energetic volunteers. We have a growing set of robust and outstanding programs. And we are leveraging even more opportunities to create enhanced value in areas that emerge every day in our industry. Another important indicator of this is that we ended 2014 with more than 30,000 members—up more than 1,000 since 2013!

As we continue to execute the SAME Strategic Plan in 2015, we will enable even higher levels of relevancy with our communications, a connected unity of effort, higher-value programs and through sharing best practices.

STRATEGIC COMMUNICATIONSWe have begun to develop a Strategic Communications Plan that addresses both internal and external

communications. The intent is to leverage what is already working, such as TME magazine while finding new ways to enhance our contributions as a Society. TME is one of the most outstanding, relevant professional magazines today. I would encourage you to routinely read the magazine and more importantly, review the 2015 Editorial Calendar and plan to contribute. The topics this year address the major infrastructure challenges we face, ranging from environmental engineering and public-private partnerships in this issue, to energy, project acquisition and delivery, asset management, joint engineer operations, international support, climate change and many others that contribute to the enduring manner in which we serve: bringing the public and private sector together to find sustainable solutions for our nation. This is our magazine—make it your personal magazine, too.

As SAME includes additional federal, state and local agencies in our activities we are finding greater oppor-tunities for collaboration and understanding of perspectives that are leading to new opportunities for members. This is a great thing. Our strategic communications plan will let us share this information faster and help create even greater value for members.

UNITY OF EFFORTWe continue to focus on a higher “unity of effort” among SAME HQ, our regions, Posts and Student Chapters.

Internally, SAME HQ seeks to enable volunteers to maximize their time spent conducting relevant activities. Externally, HQ actively fosters close strategic partnerships that create unique opportunities for collaboration. Executing robust national events contributes to growth by attracting new Sustaining Members, increasing SAME’s relevance to key outside stakeholders, and being able to leverage new opportunities such as the added

from the PresidentREMARKS

The Military Engineer • No. 693 1

energy focus for JETC this year. The Executive Forum that we held last summer in conjunction with the SAME/DBIA Federal Project Delivery Symposium has proven to be very valuable to both our Sustaining Members and a wide range of federal agencies. We also have begun close collaboration with several other organizations to support SAME’s professional development, STEM and warrior support endeavors. And we initiated efforts to establish a Foundation and examine grants as ways of leveraging available resources for the collective benefit of the Society. Our continued focus on unity of effort will pay big dividends and enhance value for members.

DEVELOPING PROGRAMSGreat programs have always been the heart and soul of SAME. Our volunteers may often find they have

limited time to actively participate in events, so it is vital for our success to make every minute count. At the national level, the Small Business Conference, held in early December, was tremendous. Thank you to all who made that event so successful.

Just as important are our efforts to expand professional development, whether through education and mentor-ing programs, continuing education courses, webinars, seminars, and regional conferences and workshops. For example, the Emerging Leaders Alliance, held in November, was a great event and gave a dozen SAME Young Members the opportunity to engage with other young professionals from the science and engineering industry in a dynamic three-day workshop to acquire and develop leadership, critical thinking and management skills. Young Members were nominated by their Post, approved by their RVP, then selected by Fellows to attend. SAME covered travel and attendance costs.

We are leveraging the program’s success this year by having the Young Members who attended to help begin to develop a Leadership Development Program for SAME. The group is off and running and their enthusiasm demonstrates the willingness to serve that we see everywhere.

We also are constantly on the lookout for opportunities that might serve the local interest of Posts such as the Vietnam War Commemoration, Grand Challenges, Dream Big and many more. We are finding that many SAME members who have not been active become more involved when they find a local program that interests them. To be a member is easy; to be an engaged member takes work, but truly creates lasting value.

BEST PRACTICESAnother major initiative we will seize this year is establishing a “best practices” program. Simply put, we will

find an efficient way for Posts to learn, not just what others are doing, but to get enough background information so that they can quickly assess whether a program is relevant to their area and can be successfully accomplished.

For example, the engineering and construction camp that the Atlanta Post has hosted for 18 years in conjunction with Georgia Tech and the Boy Scouts of America may be suitable for implementation by other Posts. SAME HQ will plan to use that particular example to draft a “How To” brochure and vet it with participants at the upcoming Post Leaders Workshop, which will be held Feb. 19-21, in Arizona. We look forward to your input.

I am excited by what I see as SAME’s endless opportunity to create enhanced value for members. Our focus areas provide us with a common direction to work together where we are needed most. The enabling efforts we are pushing ahead on this year will greatly enhancing the value of membership for our engaged members. Are you engaged in SAME?

Col. John W. Mogge, Ph.D., RA, F.SAME, USAF (Ret.)SAME President 2014–2015

For the first time in two years, SAME has seen positive growth in member-ship. While we had estimated a continued slight decline in membership for FY2014, the trend now reflects positive growth.

Membership Jan. 2014 Nov. 2014 % ChangeSustaining Members

1,541 1,543 1%

Students 2,423 2,604 3%Public Sector 7,034 7,587 7%

As we begin 2015, our plan is to keep this momentum growing!

2 The Military Engineer • January-February • 2015

from the PresidentREMARKS

SPECIAL REPORT: PUBLIC-PRIVATE PARTNERSHIPS42 Leveraging the Marketplace

The Air Force looks to the future.

45 Investing in InnovationFresh ways to fund energy projects.

47 Success at Falcon HillFinding a valuable use for 550-acres of underutilized real estate.

49 Building Regional Resilience Uniting the public and private sector.

FEATURED IN THIS ISSUE:52 Where Once there was a Runway

Restoring nature in Northern California.

55 Investigating Emerging Contaminants Taking action against perfluorinated compounds.

57 Logistics in the Last FrontierPlanning is everything when project delays can cost $50,000 per day.

59 Remediation ComplicationsExamining subsurface cracking at hazardous waste sites.

61 Microbes Among UsStudying the bacterial and fungal microbiome in the indoor environment.

63 Environmentally Sustainable Support of Warfighter Readiness3D steel targets offer a green alternative.

SPOTLIGHT ON U.S. PUBLIC HEALTH SERVICE:65 Potable Water Challenges: Island

StyleProtecting the public’s health at Virgin Islands National Park.

67 At the Forefront of SustainabilityHow National Institutes of Health is proactively reducing its carbon footprint.

69 Preserving the Blue Ridge ParkwayA worldwide destination demands world-class engineering.

PHOTO COURTESY OF MANSON/DUTRA JOINT VENTURE

52 MAIN THEME: ENVIRONMENTAL ENGINEERING

This issue of TME highlights the actions and achievements of government agencies along with their industry partners on a range of environmental engineering responsibilities, including investigating emerging contaminants, air and water quality programs, habitat restoration, pollution prevention, and groundwater remediation.

U.S. AIR FORCE PHOTO BY EDDIE GREEN

ON THE COVER: Rex Stanford, ESPC Manager at Tinker AFB, Okla., inspects air filters on industrial cooling units at an air plane stripping and painting facility at the installation. Tinker AFB is home to the largest Energy Savings Performance Contract in the Air Force, totaling $93 million, and is one example of how the service is utilizing public-private partnerships to upgrade aging infrastructure and fund key energy projects. Story on page 42.

AND I QUOTE ... “Risk/return parameters vary depending on the legal authority used by the government, the transaction genetics, including the type of financing, and the wherewithal of the private partner.”

JOE CALCARA, SESDirector of Programs, USACE South Pacific Division

page 38

U.S. ARMY PHOTO

REFLECTIONS: U.S. Army Corps of Engineers Change Management Strategies By Maj. Gen. Merdith W.B. “Bo” Temple, P.E., F.SAME, USA (Ret.), and Dwight Beranek, P.E., F.SAMETwo former leaders in the U.S. Army Corps of Engineers offer insight into how the agency will continue to be able to fulfill its increasingly complex missions in a new fiscal environment.Story on page 72.

The Military Engineer • No. 689 3

TME—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. © 2015 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, $6; Non-member (U.S.), $18. One-year subscription $88 in the United States and Canada. Two-year subscription $168 in the United States and Canada. Three-year subscription $210 in the United States and Canada. TME is not available for mailing outside the U.S. and Canada. Agency discount available. For details go to www.same.org/subscribe. Annual subscription rate for SAME members is $18 and is included in dues. Address Changes: Send mailing label with changes to The Military Engineer Circulation Department, 607 Prince St., Alexandria, VA 22314-3117; allow 60 days for change to take affect. Disclaimer: Statements and opinions expressed herein are those of the authors and do not reflect official SAME or TME policy unless so stated. Publication of advertisements does not constitute official SAME endorsement of products or services. Postmaster: Send address changes to The Military Engineer Circulation Department, 607 Prince St., Alexandria, VA 22314-3117.Article Submittals: We invite and encourage manuscript sub-missions for possible inclusion in TME—The Military Engineer. TME editors consider each manuscript on the basis of technical accuracy, usefulness to readers, timeliness and quality of writ-ing. 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.

TME STAFF

Director, Communications & Marketing Associate Publisher | L. Eileen Erickson, APR+M

Ext. 140; erickson@same.org

Editor | Stephen R. Karl Ext. 141; skarl@same.org

Graphic Designer | Natalie L. RooneyExt. 142; nrooney@same.org

Marketing Sales Manager | Stephanie SatterfieldExt. 144; ssatterfield@same.org

Web Specialist | Bruna SilotoExt. 143; bsiloto@same.org

Publisher | Brig. Gen. Joseph “Joe” Schroedel, P.E., F.SAME, USA (Ret.)

CONTRIBUTING EDITORS Wendi Goldsmith, CPG, CPSSc, M.SAME

Lewis E. “Ed” Link, Ph.D., M.SAME Maj. Timothy D. Scheffler, P.E., CEM, M.SAME, USAF

Robert D. “Bob” Wolff, Ph.D., P.E., F.SAME

EDITORIAL OFFICE607 Prince Street

Alexandria, VA 22314-3117703-549-3800 • www.same.org

ADVERTISING SALES:L. Eileen Erickson, APR+M | erickson@same.org

Stephanie Satterfield | ssatterfield@same.org

Advertising Index AECOM ....................................................................C3AISC ..........................................................................17AMEC........................................................................C2Burns & McDonnell .............................................C4Carrier Corp. ..........................................................19Dewberry ................................................................28Easi-Set ....................................................................24expFederal .............................................................22IFMA .........................................................................15Kalwall Corp. .........................................................28Michael Baker International............................... 5Perini Management Services. ..........................13Pond & Company .................................................16SAME ...........................................23, 25, 27, 29, 30,

31, 36, 78, 83, 86, 87Siemens ...................................................................21Sika Sarnafil ...........................................................20Weston Solutions.................................................14

Small Business Advertisements (Pages 88-91)AFG Group Inc. .....................................................91Alta Vista Solutions .............................................88Bristol Alliance of Companies .........................91Custom Mechanical Systems Corp. ...............90Facility Support Services ...................................88Michael-Bruno LLC ..............................................89Piliero Mazza .........................................................90Roof Hugger ..........................................................91Moser Rose Attorneys ........................................88Sprung Instant Structures ................................89Summer Consultants Inc. ................................90Surgent Group ......................................................91Woodward Drilling ..............................................89

EXCLUSIVELY AT TME ONLINE DEPARTMENTSJanuary 19, go inside a groundwater remediation program at Concord Naval Weapons Station, Calif.—By Daniel Leigh, PG, C.Hg, M.SAME, and Neil Hey, PG

February 2, learn a five-step plan to improving regulatory relationships on environmental investigations—By Ken Powell, PG, and Doug Gilkey

www.same.org/TME

1 President’s Message6 Engineers in Action

12 Government & Industry News26 Military News32 Energy & Sustainability News35 Technology News79 Executive Director’s Message81 Society News85 Education & Training News88 Small Business News92 Historical Perspective

Highlights from theSAME 2014 Small Business ConferenceDec. 9-11 | Kansas City, Mo.With 1,800 attendees, including almost 20 percent from the public sector, the 2014 SAME Small Business Conference was the place for small businesses to connect with government agencies and large businesses in the A/E/C industry. Experience the 2014 SBC in words and pictures! Pages 74-75

Organizing an Academy | page 762015 is the 20th Anniversary of the founding of the SAME Academy of Fellows. Learn how it all began.

4 The Military Engineer • January-February • 2015

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ENGINEERS IN ACTION

6 The Military Engineer • January-February • 2015

Lance Cpl. James C. Lindsey, USMC, combat engineer with Headquarters and Service Company, Combat Logistics Battalion 6, 2nd Marine Logistics Group, cuts down a tree during tree felling training at Mountain Warfare Training Center, Bridgeport, Calif. The battalion remained at the training center to attend the basic mobility course and to provide logistical support to 2nd Battalion 5th Marine Regiment, 1st Marine Division. U.S. MARINE CORPS PHOTO BY CPL. DESIRE M. MORA

The Military Engineer • No. 693 7

ENGINEERS IN ACTION

8 The Military Engineer • January-February • 2015

Sailors assigned to Commander, Navy Expeditionary Forces Command Pacific, Coastal Riverine Squadron 3, and Naval Mobile Construction

Battalion 133 off-load supplies, including two Riverine Command Boats, from the Military Sealift Command large, medium-speed roll-on/roll-off ship

USNS Soderman. The new command boats will bring added versatility and increase capabilities and readiness in the U.S. 7th Fleet area of responsibility.

U.S. NAVY PHOTO

The Military Engineer • No. 693 9

Spc. Quondeshia Butler, USA (foreground), a soldier with the 104th Engineer Company, 62nd Engineer Battalion, 36th Engineer Brigade, works with Armed Forces of Liberia soldiers Pfc. Sammy Joseph (left), and Cpl. Matthew Cooper, of the 1st Engineer Company, 23rd Infantry Brigade, to construct a building for the Ebola treatment unit site in Sinje, Liberia, during Operation United Assistance. Operation United Assistance is a Department of Defense program in Liberia to provide logistics, training and engineering support to U.S. Agency for International Development-led efforts to contain the Ebola virus outbreak in western Africa. U.S. ARMY PHOTO BY SPC. CAITLYN BYRNE, 27TH PUBLIC AFFAIRS DETACHMENT

ENGINEERS IN ACTION

10 The Military Engineer • January-February • 2015

The Military Engineer • No. 693 11

Compiled by Stephen R. Karl, SAME HQ

FIGHT CONTINUES AGAINST ISIL The U.S.-led fight against the Islamic

State of Iraq and the Levant is showing progress, and the first of 1,500 additional U.S. troops that President Obama ordered to Iraq were to arrive in the next few weeks, Secretary of Defense Chuck Hagel said in November. “Overall, we are seeing good progress,” he said. “We’re not where we need to be yet, but this is a longer-term, difficult, challenging mission.”

Since June, ISIL has overrun cities and towns across a swath of territory spanning the Iraqi-Syrian border, and a coalition of nations is working to degrade, and ulti-mately destroy, the terrorist group.

The secretary said that while administra-tion and military leaders are always reas-sessing the effectiveness of their strategy, he emphasized that despite the troop increase, American forces will not be returning to Iraq in a ground combat role.

“There will be and there is combat there in Syria and Iraq—boots on the ground in Iraq,” he said. “But they’re not Americans fighting that war. We’re training, we’re advising, we’re equipping.”

Overall, Secretary Hagel described a world growing increasingly dangerous and full of what he called “uncontrollables.” Coming up with policies that are relevant and effective is difficult under those condi-tions, he said, and becomes more difficult as additional sequestration spending cuts threaten the Pentagon budget.

If current trends continue, he said, “we will cut so deeply into readiness and to our ability to carry out our missions, and it will have a direct impact on every facet of our security.”(Contributed by Nick Simeone, Defense Media Activity)

CHAIRMAN CALLS FOR FLEXIBILITYThe U.S. military is being asked to do

more in an increasingly volatile world and Congress needs to increase its budget and give the department spending flexibility, the Chairman of the Joint Chiefs of Staff said in November.

Army Gen. Martin E. Dempsey says the military needs more money because there are new requirements, including: reassurance to Europe, operations in Iraq and Syria as well as support for stopping

Ebola in West Africa. Defense Secretary Chuck Hagel’s nuclear posture review also has costs, Gen. Dempsey noted.

Gen. Dempsey said it is imperative that the department bring down its manpower and overhead costs, including slowing the growth of military pay and benefits and health care, retiring unneeded weapons systems and ships, and looking into a new base realignment and closure commission. “To make the military sustainable, you have to wring it out and make it as efficient as you can,” he said.

Finally, Congress has got to “de-trigger” sequestration. “I’ll accept some of the responsibility for failing on two counts,” he said. “I’ve been the chairman for three years. In my first year or two … we would go over to Capitol Hill and try to articulate risk—what risk are we taking because of our inability to build sustainable budgets over time.

“I swung and missed,” he said. “Nobody really took notice.”

Last year, the chairman instead empha-sized readiness. And again, he said, he swung and missed. “I have to adapt my narrative to explain to the American people why they should be concerned,” Gen. Dempsey said.

The American military “is incredible,” he said. “The American people expect that of us. And so we need to do everything we can internally to stay incredible and we need to make sure we get some help.”(Contributed by Jim Garamone, Defense Media Activity)

CORPS RELEASES ADAPTATION PLANThe U.S. Army Corps of Engineers

(USACE) this fall officially released the June 2014 Climate Change Adaptation Plan, prepared in conjunction with the 2014 USACE Strategic Sustainability Performance Plan. The Adaptation Plan describes the agency’s vision, goals and stra-tegic approaches; progress on priority areas; and how it plans, integrates and evaluates measures to adapt to climate change and increase preparedness and resilience.

The plan describes activities underway to evaluate the most significant climate change related risks to, and vulnerabilities in, USACE operations and missions in the short and long term and outlines actions the agency is taking to manage these risks and vulnerabilities. The agency is mainstream-ing climate preparedness and resilience through four strategies: • Putting a focus on priority areas; • Engaging in external collaboration; • Improving understanding of climate

change impacts and vulnerabilities; • Developing new policy and guidance

to support adaptation implementation based on the best available science.USACE will continue to expand incorpo-

ration of climate uncertainty considerations into the planning, design, construction, operation and management of new and modified infrastructure and its military support missions.

In mainstreaming adaptation, USACE’s goal is to develop practical, nationally consistent and cost-effective adaptation

The aircraft carrier USS Carl Vinson (foreground) relieves the USS George H.W. Bush in the Persian Gulf during Operation Inherent Resolve, October 2014. U.S. NAVY PHOTO BY MASS COMMUNICATION SPECIALIST 2ND CLASS KORRIN KIM

12 The Military Engineer • January-February • 2015

Delivering Complex Design-BuildConstruction Projects around the World

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Location: Gulf of AlaskaClient: U.S. Coast GuardDetails: • Design-Build communication towers & equipment

• Supports the USCG Rescue 21 system

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• Helicopter delivery of all labor and materials

measures, both structural and nonstructural, to reduce vulnerabili-ties and enhance the resilience of the nation’s water resources infra-structure impacted by climate change and other global changes.

To view the report, visit www.usace.army.mil.(Contributed by USACE)

CHANGES TO NUCLEAR DETERRENT ENTERPRISESecretary of Defense Chuck Hagel this fall announced a series

of measures to increase investment in America’s nuclear deterrent after reviews found evidence of systemic problems in the enterprise.

Hagel prefaced his remarks by assuring Americans that while the nuclear arsenal is safe and secure, it can and must be better. He said underfunding and a focus on two wars allowed the status of the nuclear deterrent to degrade. The reviews found evidence of systematic problems. These include manning, infrastructure and skill deficiencies. The reviews found “a culture of micromanage-ment and over-inspection,” the secretary said. Finally, the reviews found inadequate communication, follow-up and accountability.

“We must change the cultural perception of a nuclear enterprise, which has particularly suffered in the Air Force,” he said. “We must restore the prestige that attracted the brightest minds of the Cold War era, so our most talented young men and women see the nuclear pathway as promising in value.”

As part of this, the commander of the Air Force Global Strike Command will now be elevated to a four-star. More funding is also crucial. The U.S. Air Force established a force improvement program for Global Strike Command and reallocated over $160 million in FY2014 and $150 million in FY2015.

Long-term changes are on the way, the secretary added. “The Navy is reducing administrative distractions and is planning to

USACE’s 2014 Climate Change Adaptation Plan describes the agency’s vision, goals and strategic approaches; its progress on priority areas; and how it plans, integrates and evaluates measures to adapt to climate change and increase preparedness and resilience. Map above denotes the location of 15 pilot studies identified in the plan. USACE IMAGE BY DIANA HALLMAN

14 The Military Engineer • January-February • 2015

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both hire more than 2,500 workers and overhaul aging infrastructure at public shipyards, strategic weapons facilities and reactor training systems,” the secretary said.

The Air Force also is planning construc-tion to improve weapons storage facilities, will replace its Vietnam-era helicopters for ballistic missile security forces and is revamping training, evaluations and management of the nuclear force.

“Both services are elevating and rein-forcing the nuclear mission, including in the budget request they’re preparing for fiscal year 2016,” Hagel said. “We will need to make billions of dollars of additional investments in the nuclear enterprise over the next five years.”

The secretary said the services are look-ing at a 10 percent increase in funding over five years. Today, the country spends about $15 billion to $16 billion on its nuclear enterprise.(Contributed by Jim Garamone, Defense Media Activity)

PROTECTING CYBER NETWORKS Protecting military networks is among

many national security challenges the nation faces, according to the Undersecretary of Defense for Intelligence Michael G. Vickers.

Speaking at the Defense One Summit Vickers said the challenges, both unconven-tional and novel, are likely to be enduring and will require the attention of both the government and the private sector.

“Cybersecurity is a job for everybody,” Vickers said. “It’s something our companies worry about, and it’s here now. It’s a threat right now.”

Undersecretary Vickers emphasized the importance of cybersecurity to defend the nation’s critical infrastructure and in supporting combatant commanders in the new warfare domain. Adversaries can use cyber to their advantage, he explained: “They can use this to gain economic advan-tage and … erode our economic posi-tion over a long period of time without fighting a war, because national security

ultimately derives from economic security and strength.”

Beyond cyber, the undersecretary also cited other national security challenges, such as the proliferation of weapons of mass destruction and their associated delivery systems in Iran and North Korea, as well as broader instability in the Middle East and North Africa as the Syrian civil war persists.(Contributed by Amaani Lyle, Defense Me-dia Activity)

SERVICES SUPPORT EBOLA MISSIONThe U.S. military’s efforts to help prevent

the spread of Ebola in West Africa could be extended beyond its six-month mission if there is a surge of new cases of the deadly disease, Pentagon Press Secretary Navy Rear Adm. John Kirby announced.

Despite a reported drop in new cases in hardest hit Liberia, it is too soon to deter-mine whether this trend will hold. “We have to be prepared for this to go longer than six months,” Kirby said, “which is why the

16 The Military Engineer • January-February • 2015

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Tools for Fabricators: Participating in Federal ProjectsA government official, general contractor, steel fabricator and construction lawyer discuss how the steel subcontractor can most effectively collaborate and bring value to the delivery of successful public projects.

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secretary authorized the call-up of more than 2,000 Reserves and Guard.”

More than 2,500 U.S. military personnel are in West Africa as part of Operation United Assistance, helping U.S. and inter-national agencies battle the Ebola outbreak by providing logistical support and training for health care workers, as well as testing fluid samples and building emergency treatment units. “As construction gets completed, the requirement for those types of troops may decrease,” Kirby said.

The World Health Organization reports Ebola has killed more than 5,400 people in Liberia, Sierra Leone and Guinea since March. None of the American military personnel deployed as part of Operation United Assistance is involved in the direct treatment of Ebola patients.

(Contributed by Nick Simeone, Defense Media Activity)

SAME MEMBER NEWSRandy Bowker, P.E.,

was named Chief of the Programs and Project Management Division, USACE Alaska District.

Allen Cadden, P.E., D.GE, F.ASCE, Director of Strategic Development, Schnabel Engineering, was named President of the American

Society of Civil Engineers Geo-Institute.

Blake E. Cotton, P.E., LEED AP, Principal Geotechnical Engineer, GeoEngineers Inc., was promoted to leader of the firm’s South Business Unit.

Robert M. Kaplan has been named Director of Business Development, Greenman-Pedersen Inc.

Anna Lucas, IIDA, has joined JHS Architecture Integrated Design Inc. as Director of Interior Design and Business Development.

Brig. Gen. Vince Saroni, P.E., USAFR, joined CP&Y as Water Practice Director.

David Sawicki, PG, was appointed to Principal Consultant with PSI Inc.

Jeffrey Velte, LEED AP BD+C, Beardsley Architects and Engineers, has been named a Shareholder.

Capt. Craig Zdaniewicz, USA, has joined Parsons for a one year Training with Industry program at the Salt Waste Processing Facility site in Aiken, S.C.

Congratulations to the following SAME members who have been matched to U.S. Air Force Wing, Group and Squadron Command:Col. Stephanie Wilson, USAF, 72nd ABW,

Tinker AFB, Okla.Col. (s) Matthew Benivegna, USAF, 22nd

MSG, McConnell AFB, Kan.Col. (s) Arno Bischoff, USAF, 1st ECEG,

Al Udeid AB, QatarCol. (s) Douglas Gilpin, USAF, 27th

SOMSG, Cannon AFB, N.M.Col. Craig Johnson, USAF, 96th CEG,

Eglin AFB, Fla.Col. William Kale, USAF, 11th MSG, JB

Andews, Md.Col. Richard Mathews, USAF, 628th MSG,

JB Charleston, S.C.Col. Eric Turner, USAF, 36th MSG,

Andersen AFB, JR Marianas, GuamMaj. Matthew Anderson, USAF, 775th

CES, Hill AFB, UtahLt. Col. Scott Bryant, USAF, 375th CES,

Scott AFB, Ill.Lt. Col. Cynthia Clefisch, USAF, 460th

CES, Buckley AFB, Colo.Lt. Col. Sara Deaver, USAF, 2nd CES,

Barksdale AFB, La.Lt. Col. (s) Michael Francis, USAF, 627th

CES, JB Lewis-McChord, Wash.Lt. Col. (s) William Frost, USAF, 8th CES,

Kunsan AB, KoreaLt. Col. (s) Chad Gemeinhardt, USAF,

341st CES, Grand Forks AFB, N.D.Lt. Col. Ross Gleason, USAF, 92nd CES,

Fairchild AFB, Wash.Lt. Col. Jason Glynn, USAF, 45th CES,

Patrick AFB, Fla.Lt. Col. Kenneth Herndon, USAF, 366th

TS, Sheppard AFB, TexasLt. Col. David Jokinen, USAF, 380th ECES,

Al Dhafra AB, United Arab EmiratesMaj. Miroslav Karamarinov, USAF, 799th

ABS, Creech AFB, Nev.Lt. Col. Dat Lam, USAF, 60th CES, Travis

AFB, Calif.Lt. Col. John Lantz, USAF, 509th CES,

Whiteman AFB, Mo.Lt. Col. Nicholas Lynch, USAF, 379th

ECES, Al Udeid AB, QatarLt. Col. Lisa Mabbutt, USAF, 21st CES,

Peterson AFB, Colo.Lt. Col. (s) Kevin Mares, USAF, 49th CES,

Holloman AFB, N.M.Lt. Col. (s) Gregory Mayer, USAF, 56th

CES, Luke AFB, Ariz.Lt. Col. (s) George Nichols, USAF, 386th

ECES, Ali Al Salem AB, KuwaitLt. Col. Ryan Novotny, USAF, 30th CES,

Vandenberg AFB, Calif.Lt. Col. Jennifer Phelps, USAF, 28th CES,

Ellsworth AFB, S.D.Maj. Emil Rebik, USAF, 366th TS

Detachment 3, Eglin AFB, Fla.Maj. Karl Recksiek, USAF, 39th CES,

Incirlik AB, TurkeyLt. Col. (s) Dustin Richards, USAF, 1st

SOCES, Hurlburt Field, Fla.Maj. Christopher Schnipke, USAF, 65th

CES, Lajes Field, PortugalLt. Col. Andrew Sheehan, USAF, 51st CES,

Osan AB, KoreaLt. Col. (s) Brandon Sokora, USAF, 100th

CES, RAF Mildenhall, EnglandLt. Col. Clifford Theony, USAF, 22nd CES,

McConnell AFB, Kan.

Soldiers with the 902nd Engineer Company (Vertical) construct a personal hygiene facility for an Ebola treatment unit in Buchanan, Liberia. Operation United Assistance is a Department of Defense operation providing logistics, training and engineering to U.S. Agency for International Development-led efforts to contain the Ebola outbreak in western Africa. U.S. ARMY PHOTO BY SGT. MATT

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ACQUISITIONS & EXPANSIONSBay West LLC and G2RJ Inc. (Trevet)

have formed a mentor-protégé relationship and joint venture: Trevet-Bay West Joint Venture LLC.

GEI Consultants Inc. has acquired H2A Environmental Ltd., which will continue to operate out of its Keller, Texas office.

GZA GeoEnvironmental Inc.

announced Oak Brook, Ill.-based Huff & Huff Inc. has joined the company as a subsidiary.

Haskell has acquired FreemanWhite, a Charlotte, N.C.-based consulting and design firm focused on the healthcare.

Neel-Schaffer Inc. announced it has merged with Almon Associates of Tuscaloosa, Ala.

RECOGNITIONS & HONORSA&D GC Inc. was construction manager

for the P-532 Design/Build Armory at MCB Camp Pendleton, Calif., which received a CMAA 2014 Project Achievement Award in the Buildings–New Construction category.

Absher Construction Co. was design-builder, general contractor and construc-tion manager, Tetra Tech was architect, and BCE Engineers Inc. was engineer for the Unaccompanied Enlisted Personnel Housing Facility at Schofield Barracks, Hawaii, which won the 2014 Civic Buildings National Award of Excellence from DBIA.

AFG Group was construction manager for the Steam and Condensate Line Replacement Project, Washington, D.C., which earned a CMAA 2014 Project Achievement Award in the Infrastructure category.

Unaccompanied Enlisted Personnel Housing Facility, Schofield Barracks, Hawaii. USACE HONOLULU

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20 The Military Engineer • January-February • 2015

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DLR Group was architect and URS Corp. was construction manager for the renovation of the Henry M. Jackson Federal Building in Seattle, which received the DBIA 2014 Excellence in Teaming Award.

Jacobs was construction manager for the United Nations Federal Building in San Francisco, which received a CMAA 2014 Project Achievement Award in the Buildings–Renovation/Modernization category.

CONTRACTS & AWARDSAFG Group Inc. was awarded a five-year

CM Blanket Purchase Agreement by the U.S. General Services Southeast Sunbelt Region to support capital and non-capital construction and renovation programs.

Balfour Beatty Construction was awarded a $24.4 million firm-fixed-price task order under a previously awarded multiple award construction contract to replace the Ship, Submersible, Ballistic, Nuclear Launch Test Complex at Naval Air Weapons Station China Lake, Calif.

Battelle Memorial Institute was awarded a maximum $30 million firm-fixed price, IDIQ contract by Marine Corps Systems Command to procure technical support for the Range and Training Area Management Division’s range managers toolkit.

B.L. Harbert International has been awarded an $18.4 million firm-fixed-price contract by NAVFAC Atlantic for construc-tion of unaccompanied housing at Camp Lemonnier, Djibouti.

The firm also was awarded a $33.2 million firm-fixed-price contract by USACE Far East District to build a 14,500-ft² secure facility containing administrative offices, operations center and data center in the proposed 2nd Infantry Division headquar-ters at Camp Humphreys, South Korea.

Booz Allen Hamilton was awarded a multiple award IDIQ contract by the U.S. Marine Corps Combat and Development Command, Operational and Analysis Division in support of research and inno-vative technical analysis services.

Caterpillar was awarded a $12 million firm-fixed-price, multi-year contract by Army Contracting Command, Tank and Automotive for the service life exten-sion program and the reset of Caterpillar construction equipment.

CB&I Federal Services was awarded a $7.8 million modification to a firm-fixed-price contract for demolition, including lead and asbestos abatement, of White Hall at the former Chanute AFB, Ill.

Constellation NewEnergy Inc. has been awarded a maximum $44.7 million firm-fixed-price contract by the Defense Logistics Agency Energy for electricity and ancillary services in Maryland, Illinois, New Jersey and Washington, D.C.

Conti Federal Services Inc. has been awarded a $25.8 million firm-fixed-price, foreign military sales, design-bid-build contract with options by USACE Europe District for multiple buildings in Israel, including an underground structure on a military installation.

22 The Military Engineer • January-February • 2015

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Facility Support Services was awarded an 8(a) design-build, design-bid-build IDIQ multiple award construction contract for projects within NAVFAC Mid-Atlantic.

Gulf South Research Corp. is among those awarded a firm-fixed-price, IDIQ multiple award service contract by NAVFAC Southwest for natural resources, exotic pest plant species abatement services at various locations in California, Nevada and Arizona.

HGL Construction Inc. was awarded a $17.5 million firm-fixed-price contract to build an aircraft hangar at Tinker AFB, Okla.

Howard W. Pence Inc., Butt Construction Company Inc., Custom Mechanical Systems Corp., A&D GC Inc., and David Boland Inc., were awarded a $240 million IDIQ, firm-fixed-price, task order contract for design-build, construction, and incidental service projects associated with the USACE Great Lakes & Ohio River Division mission boundaries.

Islands Mechanical Contractor Inc. was awarded a $7.7 million firm-fixed-price task order under a previously awarded multiple award contract for refurbishment of the Taurman Avenue Electrical Substation, Naval Station Guantanamo Bay, Cuba.

Louis Berger was awarded a $95 million firm-fixed-price contract to enable the U.S. Army Corps of Engineers to assess power requirements, install diesel-powered emergency generators, and fuel, operate and maintain generators at critical facilities when requested by a state or territory within 24-hours of receiving a mission assignment for emergency support.

The firm also was awarded a five-year contract by U.S. Transportation Command to provide air terminal and ground handling services at Kunsan AB and Gimhae AB, South Korea.

Manson Construction Co. was awarded a $10.5 million firm-fixed-price, incrementally funded contract by USACE Savannah District for maintenance dredging of the Savannah and Brunswick harbor entrance channel.

The firm also was awarded a $7.4 million firm-fixed-price contract by USACE San Francisco District for maintenance dredging of the Oakland inner and outer harbor channels, and appropriate disposal of the dredged material.

Mason & Hanger, HNTB Corp., and Polyengineering Inc. will share in a $35 million firm-fixed-price contract, with options, for A-E design services to support the range training and land program at the U.S. Army Engineering & Support Center, Huntsville.

New South Construction Company Inc. was awarded a $10.2 million modification to a contract for designing and constructing a roof fire alarm and fire suppression system for both Dock 1 and the high-bay roof of Building 125, and re-roofing all existing out-buildings at Robins AFB, Ga.

Nova Group Inc. was awarded a $32 million firm-fixed-price contract with options to design and build Defense Logistics Agency distribution facilities at Tinker AFB, Okla.

Orion Construction Corp. was awarded a $20.7 million firm-fixed-price task order under a previously awarded multiple award construction contract for design and construction of the reclaimed water conveyance at MCB Camp Pendleton, Calif.

Turner Construction Co. was awarded a $23 million firm-fixed-price contract to design and build a computational research facility at NASA Langley Research Center, Va.

Waller, Todd and Sadler Architects Inc. was awarded a $10 million firm-fixed-price, IDIQ A-E contract for planning, design and construction services for the Department of Defense Education Activity program.

Walsh Group was awarded a $50.9 million firm-fixed-price contract with options by USACE Louisville District to construct a new high school at Fort Campbell, Ky.

Watts Constructors has been awarded a $10.3 firm-fixed-price task order under a previously awarded multiple award construction contract for the construction of a pure water facility at Naval Base Kitsap-Bangor, Wash.

Whitesell-Green Inc. was awarded a $9.9 million firm-fixed-price contract for repairs to Bachelor Quarters 3709 and 3710 at Corry Station, NAS Pensacola, Fla.

Wiley|Wilson-Burns & McDonnell Joint Venture, was awarded a five-year maximum $75 million firm-fixed-price, IDIQ A-E contract by NAVFAC Washington for engineering and design services for general and administrative facilities.

Woolpert was awarded a three-year contract worth an estimated $32 million by the National Geospatial-Intelligence Agency to provide imagery and datasets derived from commercial airborne collection platforms.

Submit Government & Industry News items, with high-resolution (300-dpi) electronic images, to editor@same.org.

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MAKING A DIFFERENCE TOGETHERPassing clouds provide a small amount

of relief, but despite the heat, soldiers from the 104th Engineer Company, 62nd Engineer Battalion, 36th Engineer Brigade, Fort Hood, Texas, work in harmony with soldiers from 1st Engineer Company, 23rd Infantry Brigade, Armed Forces Liberia, to construct an Ebola treatment unit in Sinje, Liberia, along with numerous other struc-tures, including outhouses and a washroom.

In support of U.S. Agency for International Development (USAID), the Joint Forces Command – United Assistance (JFC-UA) is helping the government of Liberia contain the Ebola virus and synchronize the establishment of Ebola treatment units across Liberia, while also training health care workers to staff the units. JFC-UA is scheduled to build 17 Ebola treatment units across Liberia in support of USAID-led efforts to identify and isolate Ebola patients quicker.

“It’s been great since day one,” said Staff Sgt. Michael Ashton, with the 36th Engineer Brigade. “All soldiers, both American and Liberian, have been respectful, open-minded and receptive.”

Staff Sgt. Ashton said he and his soldiers were excited to have a chance to help the people of Liberia in any way they could—and the experience is proving to be reward-ing in many ways. “It’s good diversity for soldiers to experience, and it gives them an opportunity to learn how other countries do work,” he explained.

Being receptive to learning seems to be a key element in mission success. “This is my first deployment and it’s pretty awesome that we get to really make a difference here in Liberia,” said Spc. Jasmine Murray, of the 36th Engineer Brigade. “Everyone is welcoming, and it is a different feeling. I’m learning some pretty great things.” (Contributed by Spc. Caitlyn Byrne, 27th Public Affairs Detachment)

AIRMEN PAVE THE WAY Airmen assigned to the 557th

Expeditionary RED HORSE Squadron, from Hurlburt Field, Fla., worked into the night completing construction of Munitions Road in December at Bagram Airfield, Afghanistan.

The road was developed to provide airmen transporting munitions a more efficient, secure and isolated avenue. Previously, munitions were transported on commonly used base roads requiring additional time and personnel to temporar-ily close the roads.

“This road will enable munitions to be delivered to aircraft in a minimal amount of time without impacting the base populace,” said Senior Master Sgt. Adam Brothers, 557th RED HORSE site superintendent.

RED HORSE squadrons provide the Air Force with a highly-mobile civil engineer-ing response force to support contingency and special operations worldwide.(Contributed by Staff Sgt. Whitney Amstutz)

MARINES DELIVER THE GOODS Combat engineers with 9th Engineer

Support Battalion, 3rd Marine Logistics Group, made history this fall while execut-ing ship-to-shore transport operations in logistical support of Amphibious Landing Exercise 2015 in Subic Bay, Philippines.

Compiled by Maj. Timothy D. Scheffler, P.E., CEM, M.SAME, USAF

OF STRENGTH AND SUPPORTResilience. Flexibility. Adaptability. Relevance. As our nation

and the world face significant challenges, military engineers are there to meet them head-on.

From establishing basic infrastructure to stabilizing regions to maintaining our existing installations to ensure readiness;

from supporting our nation’s and coalition forces response to terrorist threats to enabling the fight against Ebola—engineers are answering the call.

The stories below help share their accomplishments. I find myself honored to be an engineer among them.—T.S.

Airmen assigned to the 557th Expeditionary RED HORSE Squadron lay asphalt for Munitions Road at Bagram Airfield, Afghanistan. Completion of the road allows for the safe transfer of munitions without inhibiting other base operations. U.S. AIR

FORCE PHOTO BY STAFF SGT. WHITNEY AMSTUTZ

Members of the 36th Engineer Brigade, 62nd Engineer Battalion, 104th Engineer Company, discuss with an Armed Forces Liberia soldier construction plans for a new Ebola treatment unit in Sinje, Liberia. Operation United Assistance is a Department of Defense operation in Liberia that is providing logistics, training and engineering support to U.S. Agency for International Development-led efforts to contain the Ebola virus outbreak in western Africa. U.S. ARMY PHOTO BY SPC. CAITLYN BYRNE, 27TH PUBLIC AFFAIRS DETACHMENT

26 The Military Engineer • January-February • 2015

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SAME • Leading the Way

The Marines, currently assigned to Combat Logistics Detachment 379, set out to prove that components of an Improved Ribbon Bridge (IRB) can be used in conjunction with Bridge Erection Boats (BEB) on the open ocean as a ship-to-shore connector to transport ammunition, vehicles and other necessary equipment to Marines on shore.

The IRB is comprised of modular floating platforms that assemble into a bridge to quickly facilitate the movement of Marines and equipment across rivers or other small wet gaps. The specialized boats are the watercraft used to move and correctly posi-tion the components of the bridge. Over the course of the maneuver, the Marines transported over 200,000-lb of various supplies and equipment and trailers using elements of an IRB and BEB in tandem.

The Marines proved that using the IRB as a ship-to-shore connector on the open ocean is a viable transport option, making it an additional organic logistical asset for III Marine Expeditionary Force, according

to 1st Lt. Dylan M. Casey, combat engineer officer in charge with Combat Logistics Detachment 379.

“It gives us a unique asset that not all services have to cross gaps that otherwise couldn’t be spanned,” he said. “The fact that we can raft across almost any length of waterway, in this case the open ocean, gives us more options in a wartime environment.”(Contributed by Cpl. Drew Tech, III MEF)

BRIDGES TO THE FUTUREOn a desolate stretch of road in north-

eastern Afghanistan, Chief Steelworker Kevin Cassidy and Builder 1st Class Craig Lawrence contemplate a problem: how do you get a village full of civilians across a flooded ravine?

A few hundred yards away, Chief Utilitiesman Samuel Beauchamp is assess-ing where a brigade of engineers and refugees are going to stay once the area is evacuated.

Luckily, these are problems of their own design. The scenarios are part of field

training exercises for the Afghan National Engineer Brigade (NEB), culminating months of hands on instruction with Naval Mobile Construction Battalion (NMCB) 25. At the Kabul Military Training Center in Afghanistan, the Afghan soldiers are proving their skills to their instructors and the Afghan National Army.

The Seabees involved in the Train, Advise and Assist mission worked dili-gently ensuring the NEB’s Construction Kandak, responsible for vertical and horizontal construction, and Specialty Kandak, responsible for bridging and water well operations, were qualified to respond should a disaster strike.

The exercise places NEB in the center of a scenario they will likely face as the Afghan National Army’s sole engineering and disaster response brigade: 250 civilians must be evacuated from a flooded village across a river with no functioning bridge. The need is a serious one given earthquakes in Badakhshan Province and massive flood-ing in Baghlan Province in the past year that

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have affected local populations.Getting to this point has been a unique

challenge for all involved. NEB is a new entity within the Afghan National Army that is still being staffed, trained, and equipped. And many in the brigade came from different fields and were brand new to engineering. Additionally, most of the

Seabees had to adjust to being instructors after so many deployments where they were the ones who had been completing construction projects. After the initial growing pains of learning new positions, both groups excelled in their roles.

The exercise came to a close with the final push of a Mabey-Johnson bridge over a ravine, punctuated by cheers. With the training complete, the instructors and evaluators of NMCB 25 close this chapter of their Afghan deployment, knowing that the expertise they have imparted will last long after their redeployment stateside.(Contributed by Petty Officer 1st Class Pat-rick Gordon)

TRAINING TO BE PREPAREDIf a massive natural disaster hit the

National Capital Region and the area’s first responders had to take action on a large scale, how would they do it?

That’s the question more than 40 agen-cies from the Department of Defense and local emergency services worked to answer

during Capital Shield 15, an interagency emergency response exercise held this fall.

The simulations, which were spread out between locations in Washington, D.C. and Northern Virginia, test the ability of federal and local agencies to operate and communicate together during an event impacting the National Capital Region. The U.S. Army’s 911th Technical Rescue Engineer Company was one of many agen-cies using Fairfax County’s emergency training site at the former Lorton Youth Detention Center on Sept. 23. Once a sprawling prison complex, the abandoned buildings now house training apparatuses for rescue personnel.

These tools realistically simulate differ-ent emergency situations. A maze of small tunnels filled with debris (couches, file cabinets, kitchen appliances) recreated a collapsed building. Crews had to cut through and remove the debris in order to make it to “victims” inside. Teams also had to cut through slabs of concrete 10-in thick to gain entry to buildings, cut victims

Chief Steelworker Kevin Cassidy and Builder 1st Class Craig Lawrence with Naval Mobile Construction Battalion 25, observe members of the Afghan National Engineer Brigade Specialty Kandak move a Mabey-Johnson bridge during a training exercise at Kabul Military Training Center. U.S. NAVY PHOTO BY PETTY OFFICER 1ST CLASS PATRICK GORDON

The Military Engineer • No. 693 29

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from cars trapped beneath buses and crawl through piping 18-in wide in order to successfully rescue victims.

Capt. Mike Riccitiello, 911th Engineer Company Commander, said the exercise was an excellent way for the region’s agen-cies to work with the same people they would if responding to a real emergency. “If we ever got the phone call, the first time I meet Fairfax County—I don’t want it to be the day I get the phone call,” he said. “I want to be able to say, ‘Hey guys, remember us?’”(Contributed by Guv Callahan, JB Myer-Henderson Hall)

HELPING EACH OTHER OUT “For lack of a better term, we catch

planes!” exclaimed Senior Airman Brian Magkasi, Power Production journeyman with the 100th Civil Engineer Squadron.

Two aircraft arresting systems installed at RAF Mildenhall, England, are designed to act as a “second chance” for any fighter aircraft having an in-flight emergency.

These arresting systems, more commonly called “barriers,” are installed to primarily support the F-15s from RAF Lakenheath, but they are capable of supporting any transient aircraft in need of a safe landing place. If an F-15 attempts to land and its brake system is unable to stop the jet, the barriers are engaged by a tailhook catching the cable, stopping the aircraft before it reaches the end of the runway.

This task is not the only mission-critical aspect of Magkasi’s work. “Day-to-day I pretty much run the generators,” he said. “We have a set schedule on when the generators run. We run it for one to two hours and do a scheduled operations check to make sure everything is in good working order, just in case a power outage does happen. These generators will allow all important missions to continue without skipping a beat.”

Though all offices on base are important, in the present economic climate there has to be decisions made on what offices cannot be without power, even for a few minutes.

The 100th Civil Engineer Squadron, in coordination with wing leadership, must prioritize these limited government assets.

“Being civil engineering, we take care of the team,” Magkasi explained. “Different shops work well together and assist each other for the common goal. We help each other out: Engineers lead the way!”(Contributed by Gina Randall, 100th Air Refueling Wing Public Affairs)

REPAIRS UNDER THE SEAUnderwater Construction Team 2’s

Construction Dive Detachment Alpha recently completed underwater cable maintenance at the Pacific Missile Range Facility, Barking Sands, Hawaii.

The detachment inspected 17 underwater cables on the seafloor at depths of up to 130-ft, installing 75 zinc anodes, and setting 150-m of split pipe to reinforce portions of cables and conduit vulnerable to abrasion.

“Installing and maintaining underwa-ter cable ranges is an engineering and

30 The Military Engineer • January-February • 2015

SAME Student Chapter WorkshopFebruary 21–22, 2015

Join fellow Faculty Advisors and Student Chapter Mentors for discussions on how to successfully lead an SAME Student Chapter. Find out what other Student Chapters are doing and network with other advisors and mentors.

SAME Student Leaders WorkshopFebruary 20–21, 2015

Meet Student Leaders from colleges and universities that have an SAME Student Chapter and engage in informative sessions and networking opportunities. Share ideas, learn how to recruit fellow students and get the information you need to be an outstanding leader.

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STUDENT LEADERS WORKSHOP

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construction based job,” said Builder 2nd Class Keith Reed, Dive Detachment Alpha’s maintenance supervisor. “Turning wrenches and using tools on the bottom is a big part of what makes Seabee divers unique. I consider myself lucky to be a part of that, and to be running this project.”

The Pacific Missile Range Facility has a large network of underwater cables

and sensors to facilitate wartime training for submarines, surface ships and Anti-Submarine Warfare aircraft. Damage due to saltwater corrosion, abrasion, and sand-scour must be monitored, prevented and corrected in order to extend the system’s lifespan.

The missile range facility project was the first stop on the detachment’s six-month deployment to the Pacific. (Contributed by Steelworker 2nd Class Calvin B. Huckabee)

DIRTBOYZ KEEP IT CLEAREDA hazard like a several-hundred-pound

steel plow blade suddenly dropping to bare asphalt is a serious danger to anyone around—but to Senior Airman Alex Herschbach, a concrete and pavement equipment operator with the 773rd Civil Engineer Squadron, it is just another prob-lem that can easily be fixed.

The concrete and pavement equipment operators, or as they proudly refer to them-selves, “Dirtboyz,” are why service members

and employees of Joint Base Elmendorf-Richardson (JBER), Alaska, can make it on base to accomplish their missions. Every foot of road, every intersection that is clear of debris, and every plane that takes off is testament to the work the squadron does when nobody’s looking.

JBER receives the second largest volume of snow of any base, up to 140-in, second only to Misawa AB, Japan. Since it never gets warm enough for the snow to melt, the piles can grow to 100-ft tall and just as wide.

In addition to being constantly aware of safety, Dirtboyz must be constantly ready to work. Senior Airman Herschbach laughed as he explained his hours, “I’ve had a water line break Friday night at like 5 o’clock. Well it’s got to be fixed, you know?” (Contributed by Airman 1st Class Kyle J. Johnson, JBER Public Affairs)

Submit Military News items with high-resolution (300-dpi) electronic images, to editor@same.org.

Builder 2nd Class Keith Reed, assigned to Underwater Construction Team 2, tracks the signal of an underwater cable at 104-ft depth at the Pacific Missile Range Facility, Barking Sands, Hawaii. U.S. NAVY PHOTO BY STEELWORKER 2ND CLASS CALVIN HUCKABEE

The Military Engineer • No. 693 31

SAME Post Leaders WorkshopFeb. 19-21, 2015, in Phoenix, Ariz.

Learn the “ins” and “outs” of being a successful Post leader at the Winter Post Leaders Workshop. Share your experiences, get valuable information and network with other Post leaders. Attendance required to become a Distinguished Post.

For more information, visit www.same.org/postleaders.

POST LEADERS WORKSHOP

CLIMATE RESILIENCE TOOLKIT A new website developed by the National

Oceanic and Atmospheric Administration along with other federal agencies will enable decision-makers to take action to boost their climate resilience using data-driven tools, information and subject-matter expertise to make smarter decisions.

The U.S. Climate Resilience Toolkit offers information from across the federal govern-ment in one easy-to-use location so that Americans are better able to understand the climate-related risks and opportunities impacting their communities and take steps to improve their resilience.

“Leaders from across the country have clearly emphasized the need for access to scientific and technical information from the federal government to support their decision-making,” said Dr. John P. Holdren, Assistant to the President for Science and Technology and Director of the White House Office of Science and Technology Policy. “By incorporating scientific data into climate-relevant, science-based, and data-driven tools, the Climate Resilience Toolkit meets this need. This toolkit will ensure that communities have the action-able information they need to prepare for the impacts of the changing climate.”

The Toolkit will evolve over the coming months to address issues that impact a variety of sectors across the country, includ-ing water, ecosystems, transportation and health. The first phase focuses on coastal flood risk and food resilience.

Key features of the Toolkit include: • The Climate Explorer: A visualization

tool that offers maps of climate stress-ors and impacts, as well as interactive graphs showing daily observations and long-term averages from thousands of weather stations.

• Steps to Resilience: A five-step process that users can follow to initiate, plan and implement projects to help make their homes, communities, and infrastructure more resilient to climate-related hazards.

• “Taking Action” Stories: More than 20 real-world case studies describing

climate-related risks and opportunities that communities and businesses face, steps they’re taking, and tools and tech-niques they’re using to improve resilience.

• Federal Resource Database: Centralized access to federal sites for future climate projections, and tools for accessing and analyzing climate data, generating visu-alizations, exploring climate projections, estimating hazards, and engaging stake-holders in resilience-building efforts.For more information, visit toolkit.

climate.gov.(Contributed by NOAA)

Compiled by Wendi Goldsmith, CPG, CPSSc, M.SAME

SUCCESS THROUGH INNOVATIONSometimes the ideal answer is right under our nose—we just

don’t recognize it due to how we normally think, plan and work. So it is in the sphere of solutions to military and civilian require-ments related to energy and sustainability.

It seems fantastical that materials as common as seawater, food waste and weed trimmings could provide meaningful energy. But if they could, imagine how much of a game-changer it would be? Energy self-sufficiency would be relatively easy. Geopolitics would shift radically. Many engineering and logistics assumptions would go out the window.

Earlier this year and after decades of experiments, U.S. Navy scientists reported they may have performed an astonishing feat resembling alchemy: turning seawater into useful fuel. The hope is to produce liquid hydrocarbon fuels able to reduce the military’s dependence on fossil fuels and allow access to abundant

fuel nearly everywhere. Studies indicate this new fuel could cost between $3/gal and $6/gal. The U.S. Naval Research Laboratory has already conducted aircraft test flights with the fuel—demon-strating feasibility.

Converting waste into power is a technology being embraced by many. In San Jose, Calif., a zero waste energy development anaerobic digestion facility is turning food scraps into renew-able energy and compost for local farms. State-of-the-art dry anaerobic digesters use bacteria to break down food waste in an oxygen-free environment, converting it into methane biogas to generate electricity. The facility can digest and compost 90,000-T of food waste and produce 1.6-MW. San José aims to achieve zero waste by 2022.

The future will happen. The answers to what it will look like may be right under our noses.—W.G.

A new website developed by several federal agencies seeks to provide useful, actionable tools and information to assist communities in planning for future climate conditions. Above, damage caused by Superstorm Sandy in fall 2012 to Breezy Point, N.Y. DOD PHOTO BY U.S. NAVY PETTY OFFICER 1ST CLASS CHAD J. MCNEELEY

32 The Military Engineer • January-February • 2015

U.S. OIL RESERVES RISINGAccording to a new report by the U.S.

Energy Information Administration, “U.S. Crude Oil and Natural Gas Proved Reserves, 2013,” U.S. crude oil and lease condensate proved reserves rose for the fifth consecu-tive year in 2013, increasing by 9 percent from the 2012 level to 36.5-billion-barrels. U.S. crude oil and lease condensate proved reserves surpassed 36-billion-barrels for the first time since 1975.

North Dakota had the largest increase (1.9-billion-barrels) in oil reserves among individual states in 2013, based on develop-ment of the Bakken/Three Forks formation in the Williston Basin. With 5.7-billion-barrels of proved reserves, North Dakota has more reserves than the federal offshore waters of the Gulf of Mexico. Texas remains by far the leading state in total proved oil reserves—its reserves increased from 11.1-billion-barrels in 2012 to 12-billion-barrels in 2013 (an 8 percent increase). The largest decline of 2013 was in Alaska, where proved reserves decreased by 454-million-barrels, due mainly to reduced well perfor-mance at large existing oil fields.

Changes in reserves reflect exploration and development activities as well as finan-cial factors. Increases in crude oil and lease condensate reserves in 2013 were mainly attributable to nearly 5-billion-barrels of extensions to existing fields. Extensions are the result of additional drilling and explora-tion in previously discovered reservoirs, and have accounted for the majority of reserves increases in the past three years. (Contributed by EIA)

GREAT LAKES RESILIENCE PLANNINGA new online visualization and mapping

tool, the Lake Level Viewer, will help communities along the Great Lakes plan for, and adapt to, climate change and fluc-tuations in lake water levels, and promote resilience through scenarios for land use and infrastructure.

The interactive tool was developed by the National Ocean Service’s Office for Coastal Management. It uses high-resolution elevation data, enabling users to display and visualize water levels associated with different lake level scenarios with a high degree of accuracy. Users can view elevation models, determine lake water depths at

specific locations, examine data confidence, and view societal and economic impacts. Rising or decreasing lake levels can affect commercial interests as well as shoreline habitats and structures. More than 4,900-mi of U.S. shoreline ring the Great Lakes, of which 3,800-mi are currently mapped on the Lake Level Viewer. The tool covers areas in Illinois, Indiana, Michigan, Minnesota, New York, Ohio, Pennsylvania and Wisconsin.

Over the past decade there has been a steady decline in Great Lakes levels. However, recent months have seen a dramatic reversal of that trend. With the exception of Lake Ontario, water levels in each of the Great Lakes rose between 7-in and 12-in from summer 2013 to summer 2014. A heavy snow season, slow-melting ice, and a rainy spring contributed to the sharp increases.

“Rapid fluctuations like these can cause changes in the plans, and the expected profits, of industries like tourism and ship-ping,” said Doug Marcy, a hazards specialist and part of the team that developed the tool through the NOAA Office for Coastal Management. ”Even small increases and decreases can affect large land areas, espe-cially on relatively flat shorelines.”

For more information, visit coast.noaa.gov/digitalcoast/tools/llv.(Contributed by NOAA)

GIVING THE RIGHT-OF-WAY The Bureau of Ocean Energy Management

(BOEM) has offered a right-of-way grant for the Block Island Transmission System. This is the first right-of-way for renewable energy transmission in federal waters.

The proposed project would entail the installation of a bi-directional submerged transmission cable between Block Island and the Rhode Island mainland. The trans-mission system would serve two purposes: connect a proposed 30-MW Block Island Wind Farm, located in state waters about 2.5- nautical-mi southeast of Block Island, to the Rhode Island mainland; and transmit power from the existing onshore trans-mission grid on the mainland to Block Island. The right-of-way corridor, which is about 8-nautical-mi long and 200-ft wide, comprises the portion of the transmission line that crosses federal waters.

To date, BOEM has awarded seven commercial wind energy leases off the Atlantic coast: two noncompetitively issued leases (one for the proposed Cape Wind project in Nantucket Sound offshore Massachusetts and one offshore Delaware); and five competitively issued leases (two offshore Rhode Island-Massachusetts, two offshore Maryland, and one offshore Virginia). The competitive lease sales gener-ated about $14 million in winning bids for more than 357,500-acres in federal waters.

Proved reserves are those volumes of oil and natural gas that geological and engineering data demonstrate with reasonable certainty to be recoverable in future years from known reservoirs.

The Military Engineer • No. 693 33

BOEM is expected to hold additional competitive auctions for Wind Energy Areas offshore Massachusetts and New Jersey in the coming year.

The majority of the activities and perma-nent structures related to the Block Island Wind Farm will be sited in state waters and lands, making the U.S. Army Corps of Engineers the lead federal agency for analyzing the potential environmental effects of the project under the National Environmental Policy Act. (Contributed by DOI)

THE WAR AGAINST WASTEThe U.S. Air Force has set out to “Win the

War Against Waste” every day as part of an environmental initiative aimed at reducing its solid waste. At bases worldwide, recycling center staffs work to find cost-effective, environmentally friendly solutions.

Both Joint Base San Antonio-Lackland, Texas, and Mountain Home AFB, Idaho, operate zero-cost recycling programs, employing innovative budgeting and professional practices to stay at the fore-front of the recycling industry. Both instal-lations invest revenue generated from their recycled materials back into their programs for operating, maintenance and salary costs.

After deducting expenses, Mountain

Home AFB’s recycling center has actually averaged a net gain of $3,500 over the last eight years.

The qualified recycling program in San Antonio, meanwhile, has seen an increase in recycling volume from 450,000-lb annually 14 years ago to approximately 1.2-million-lb per quarter today.

The self-sustaining recycling centers not only save taxpayer dollars, they allow more mission flexibility for base commanders, said Eddie Jackson, the qualified recycling program manager at Mountain Home AFB.

The work at both bases supports the Air Force’s overall mission to divert more waste from landfills and to recycling centers. “This fiscal year the Air Force has a 55-percent diversion goal,” said Nancy Carper, an expert on integrated solid waste manage-ment at the Air Force Civil Engineer Center. “This is the highest diversion goal in the history of Air Force diversion efforts and has not been obtained since we began track-ing diversion in 1992.”

Installations must review their waste streams to determine what can be diverted from landfills or incinerators. Installation solid waste managers review diversion practices, verify the weight of waste being diverted and evaluate waste diversion costs.(Contributed by Nathan Smith, AFCEC)

HELPING UTILITIES BUILD RESILIENCE The U.S. Environmental Protection

Agency is providing up to $600,000 in training and technical assistance to help utilities in nearly 20 communities bolster climate change resilience and readiness.

Drinking water, wastewater and storm-water utilities will participate in a multi-year program to prepare for potential impacts from climate change, to include: droughts, more intense and frequent storms, flooding, sea-level rise and changes to water quality.

Communities will receive technical assistance in using the agency’s Climate Resilience Evaluation and Awareness Tool—software that helps users identify assets, threats and adaptation options to help reduce risk from climate change.

During each risk assessment, utilities will consider climate change impacts in an effort to build more climate-ready and resilient water services and infrastructure. (Contributed by EPA)

BIOREFINERY TO PRODUCE BENEFITS Once operating at full commercial-

scale, a new biorefinery in Hugoton, Kan., will produce up to 25-million-gal of cel-lulosic ethanol per year—enough to avoid 132,000-T of carbon dioxide annually, which is equivalent to taking 28,000 ve-hicles off the road.

Developed with the support of invest-ments by the U.S. Department of Energy, the Abengoa Bioenergy Biomass of Kan-sas will be the nation’s third commercial-scale cellulosic ethanol biorefinery to come on line. It uses a proprietary enzy-matic hydrolysis process, turning materi-als like non-edible corn stalks, stems and leaves into fermentable sugars that are then converted into transportation fuels. To further support the local community the facility also will feature an electricity cogeneration component that will gener-ate up to 21-MW of electricity.

Since 2007, the Energy Department has invested approximately $250 million to support construction and technical devel-opment of cellulosic ethanol facilities.(Contributed by DOE)

WATER UTILITY CLIMATE RESILIENCE SUPPORT PROJECTSPortsmouth, N.H. The City of Portsmouth Department of Public Works–Water

and Sewer Divisions

Manchester-by-the-Sea, Mass. Manchester Department of Public Works

Haworth, N.J. United Water New Jersey

Norfolk, Va. City of Norfolk Department of Utilities

Auburn, Ala. Opelika Utilities, City of Opelika Public Works Department, City of Auburn Water Resources Management Department

Seminole Tribe of Florida The Seminole Tribe of Florida, Public Works Department

Henryville, Ind. Rural Membership Water Corporation

Faribault, Minn. City of Faribault Public Works

Houston, Texas City of Houston Public Works and Engineering Department

Austin, Texas Austin Water

Hillsboro, Kan. City of Hillsboro Water Department

Fredericktown, Mo. City of Fredericktown Water Department

Blair, Neb. Blair Water System

Bozeman, Mont. City of Bozeman Water Treatment Plant

Helena, Mont. City of Helena Public Works

Redwood Valley, Calif. Redwood Valley County Water District

Nome, Alaska City of Nome/Nome Joint Utility System

Sandpoint, Idaho City of Sandpoint Public Works

A new EPA program will help local utilities bolster their climate change resilience. SOURCE: EPA

Submit Energy & Sustainability News items, with high-resolution images, to editor@same.org.

34 The Military Engineer • January-February • 2015

DETECTING DANGER IN THE GROUND Training with live munitions can

contaminate training ranges. Explosives and propellants used in fired munitions contain compounds such as TNT, DNT and RDX, which are a threat to human health and the environment. While high-order detonations leave almost no residue, lower-order detonations can scatter more than half of their explosive fill onto the soil surface in the form of millimeter- to centimeter-sized explosive particles.

The U.S. Army Engineer Research & Development Center’s Cold Regions Research and Engineering Laboratory (CRREL), along with Fort Collins, Colo.-based EnviroStat Inc., have developed a Multi-Increment Sampling (MIS) tech-nique to more accurately determine the levels of hazardous compounds on ranges.

The traditional method of taking a few discrete soil samples is ineffective when testing ranges. Discrete samples do not reflect the varied distribution and composi-tion of explosive and propellant particulates in the soil. Samples using MIS result in a more representative concentration value for the energetic compounds in the area.

Adapted from methods used in the mining industry, MIS results in a single sample made up of soil taken from evenly distributed locations in the sampling unit. Individual soil increments are combined to form one sample that represents the mean concentration of energetic compounds contained throughout the area sampled.

Discrete sampling, which is commonly used on ranges, is less accurate in estimating mean concentration because of the large vari-ation among the samples. In studies taking both discrete and MIS samples from the same site, the discrete samples varied by orders of magnitude, whereas the MIS samples varied

by less than 30 percent. If applied correctly, MIS is the most cost-effective, defensible sampling collection methodology.

MIS can be applied to all project objec-tives, all media and all analytes—but it is specifically designed for residues that are particles. Robust data quality objectives frame the overall goals of the project and are used to determine how many samples are needed to provide the necessary information.

CRREL has used multi-increment samples to map distribution and concentra-tion of high explosives in soils at a variety of ranges, including anti-tank rocket ranges, artillery ranges and bombing ranges.

MIS is effective characterizing both active and closed military ranges. Sampling can be done at an active range to determine if the hazardous compound levels are high in the soil, in order to modify or change the location of live-fire training and minimize the threat

to groundwater. Ranges also may be tested when bases are closed to determine if the land can be reused or returned to civilian control.

Multi-increment samples have been used to quantify how much residue is depos-ited by high- and low- order detonations of single projectiles detonated on snow (a clean collection surface). This data is needed to estimate the mass (load) of energetics being deposited on training ranges and as input to models that predict the likelihood that energetics will be transported off site.

The effectiveness of MIS depends on establishing an unbiased pattern during collection. There should be 50 or more soil increments collected the same distance from each other, taken from the same depth in the soil, and with the same size and mass. For more information, contact Marianne Walsh; 603-646-4666, or marianne.e.walsh@usace.army.mil

CONSIDERING THE ENVIRONMENTEnvironmental engineering is of significant importance in the operation (and safety) of military training ranges. Three key areas of

concern are addressed in this column: munitions contamination, maneuver impacts on ecosystems, and noise resulting from training. The munitions contamination discussion covers a number of ongoing efforts in the characterization of the contamination using

innovative sampling and stand-off techniques and a new green approach for its mitigation. The maneuver training impact work exploits recent advances in tracking vehicle movements and allows a more precise correlation of the level of stress placed on specific soil and plant communities. Noise disruption, meanwhile, long has been a challenge, especially in correlating the level and frequency of complaints to the level and frequency of noise events. A recently completed analysis by the U.S. Army Construction Engineering Research Laboratory is leading to new understanding of these issues and offers solutions for future improvement.–E.L.

Compiled by Lewis E. “Ed” Link, Ph.D., M.SAME

Researchers collect triplicate MIS samples for analysis of propellant residue at Donnelly Training Area, Alaska. PHOTO COURTESY CRREL

The Military Engineer • No. 693 35

RAPID CHEMICAL DETECTIONLaser-induced breakdown spectroscopy (LIBS) is an analyti-

cal measurement technology using laser-induced plasma as a spectroscopic source for direct sampling and analysis. It involves ablation of a tiny sample portion using a laser beam to produce high temperature luminous plasma. A plasma spectrum consists of narrow atomic, ionic and molecular lines of emitted light collected using standard optics. Optical spectroscopic analysis of the plasma provides a chemical fingerprint of the sample. All elements, molecular compounds and isotopes can be measured with a single laser pulse.

LIBS can analyze every type of sample matrix—water, air, solid or ice. A significant advantage is the ability to rapidly perform in-situ analysis of a high spectral resolution, using only small quantities of sample (typically μg to pg) and a single instrument. LIBS also can be performed from a distance of a few centimeters to several tens of meters with laboratory and portable standoff systems.

In 2013, CRREL conducted a study to establish the sensitivity of LIBS for detecting paleo-climate proxy indicators. The research indicated sufficient sensitivity to see K at the parts per million level (ppm). In addition, LIBS revealed peaks of C and CN consistent with the presence of organic material and the trace metals (Al, Cu, Fe, Mn and Ti) at the parts per billion level (ppb). The study showed LIBS is capable of micron-level spatial resolution including analysis of individual particles embedded in the ice using a commercial

LIBS instrument.Presently, research-

ers are exploring a variety of applications involving stand-off LIBS systems, includ-ing the ultimate goal of deploying a field portable system on an autonomous platform coupled with the abil-ity for real-time data transfer, which would allow for rapid charac-terization of large areas. For more informa-tion, contact Jay Clau-sen; 603-646-4497, or jay.l.clausen@usace.army.mil

REMEDIATION BENEFITS OF SWITCHGRASS A three-year study being conducted by CRREL is evaluating the

ability of switchgrass (Panicum virgatum) to remediate munitions constituents in soil.

Military activity on live-fire training ranges has resulted in land and groundwater contamination with munitions, particularly TNT and RDX. TNT is highly toxic, but it binds strongly to clay and organic matter. It is largely contained at the site of contamination. RDX, however, is a major concern because of its high mobility through soils and subsequent contamination of groundwater. RDX on training ranges is proving to be a significant threat to drinking water sources, having contaminated an estimated 10-billion-gal of groundwater. Currently there are no cost-effective processes to contain RDX or remediate large areas of contaminated land.

Researchers have developed and are testing switchgrass that has had a bacterial gene inserted that may break down RDX into usable plant compounds. The soil bacterium (Rhodococcus rhodochrous) was isolated from RDX-contaminated soil using a screen, with RDX as the sole source of nitrogen. Genes encoding for XplA and XplB enzymes were isolated and incorporated into switchgrass nuclear DNA. Extensive laboratory testing of transformed grasses has shown that the robust root system takes up contaminated water and, through the plants’ natural photosynthetic process, breaks RDX down to untraceable quantities.

Preferred locations for this demonstration are sandy and homo-geneous soils. Thus far 27 test cells have been built, consisting of a double-barrier containment system of 60-mm reinforced polypro-pylene lining. This is to ensure no RDX leaches into the native soils. The trial is testing three concentrations of RDX-contaminated soils (100-ppm, 1-ppm, and no RDX) and comparing three vegetation plantings (transformed switchgrass, untransformed switchgrass, and no switchgrass).

CRREL is working with the U.S. Department of Agriculture–Animal and Plant Health Inspection Service to finalize permitting

LASER-FOCUSED RESEARCHLIBS has been evaluated by

CRREL researchers for a vari-ety of applications including: paleo-climate proxy indicators in ice-cores; detection of oil in ice and explosive residuals on soil; forensic phenomenology of human markers on sorp-tive surfaces; interrogation of battlespace surfaces for contami-nant threats; and classification of military munitions underwater.

An LIBS instrument package is even part of the rover Curiosity that is providing information on the chemical makeup up of soils on Mars.

36 The Military Engineer • January-February • 2015

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for the controlled release of transgenic switchgrass. Solar-powered monitoring stations will control soil moisture for each treatment plot.

Transformed and untransformed grasses will be planted and, once adapted, each of the test cells will be side dressed with the RDX-contaminated soil concentration. Soil water will be sampled weekly to track RDX concentration; the lower containment level will be sampled to ensure there is no escape of RDX from the upper layer. Plant and soil samples will be taken monthly to determine the rate of remediation.

Transformed switchgrass can be planted in areas with RDX contamination and used as a successful remediation tool. Through phytodegradation, the switchgrass plants break down the RDX into non- hazardous component elements thereby eliminating the RDX from the environment. This is a green remediation technology that has no end-product other than the plant itself, which will be completely free from RDX.For more information, contact Tim Cary; 603-646-4358, or timothy.j.cary@usace.army.mil

VEHICLE IMPACT MODELING Continuing the progress the U.S. Army

has made in the last decade in deploying technologies that monitor and enhance the soldier training experience, researchers at the Engineer Research & Development Center Construction Engineering Research Laboratory (CERL) have developed a meth-odology to model vehicle impacts both on and off-road for real and simulated events.

Vehicle impact modeling and analysis (VIMA) is able to provide more accurate decision support regarding mobility impact, intensity, and duration for sustainable land management. VIMA utilizes Army record systems, process-based algorithms and trace data analysis to systematically deter-mine mobility impacts to terrain.

Researchers have applied these approaches to solve numerous land-use problems for training land conflict resolu-tion such as erosion, water quality, invasive species, and land rehabilitation risk assess-ments. Multiple installation collaborations have enabled researchers to develop an extensive training event database that is being used to develop probabilistic methods

for vehicle impact modeling.Current projects involving these methods

present a unique opportunity to demon-strate how VIMA can assess impacts result-ing from climate change and impacts to threatened and endangered species.For more information, contact Niels Svend-sen; 217-373-3448, or niels.g.svendsen@usace.army.mil

EVALUATING BLAST NOISE IMPACTSCERL recently completed a multi-year

project through the Strategic Environmental Research and Development Program that focused on investigating the metrics currently being used by the U.S. military to assess high-energy impulsive noise (blast noise) and to determine whether these metrics adequately account for the intermittent, impulsive nature of blasts and other residual impacts.

Three main studies were conducted over a five-year period: a complaint survey, an in situ study, and a general community survey (GCS). Each study was conducted at three military testing/training facilities across the country. Blast noise was clearly the most annoying noise source among the eight sources investigated. It was found that indi-viduals, installations and communities all have a unique tolerance to blast noise and that the blast noise environment is unique as well. This suggests that it may not be appropriate to assess and manage testing/training noise with universal criteria. It may be best to consider a community-by-community criteria.

The studies found that the probability of receiving a complaint differed with the communities. Other factors contributing to annoyance levels included the time of day the blast noise occurred, the time since the last disturbing experience, and several other factors such as the importance of the installation to the community.

The metrics that are currently used to assess and manage blast noise do not adequately capture the dynamic nature of blast noise environments produced by testing/training activities.

However, the results from the in situ studies and GCS studies found no evidence to move away from using C-weighted Day-Night-Level (CDNL) as the preferred metric to predict community annoyance.

The project successfully concluded recommendations that could improve blast noise assessment/management procedures. • In terms of the current noise manage-

ment criteria, policy/decision-makers should move away from using a univer-sal criteria and move towards assessing/managing blast noise on a community-by-community basis.

• In terms of community annoyance assessment/management, CDNL should be calculated over a shorter window (four weeks rather than nine to 12 months).

• In terms of complaint assessment/management, the CDNL calculated on a daily basis should be used to manage complaints and that complaint risk should be managed on a community-by-community basis.

• In terms of the daily CDNL levels, there is an increase in the percentage of the community that will be highly annoyed when the levels exceed 60-dB and an increase in the percentage of the commu-nity that will be not annoyed at all if levels are below 45-dB.

• In terms of single event levels, use the C-weighted sound exposure (CSEL) level. No community should be exposed to a CSEL of 118-dB; caution should be exercised if the single event levels approach or exceed 112-dB.

For more information, contact Dr. Ed Nyka-za; 217-373-4561, or edward.t.nykaza@usace.army.mil.

The U.S. Army Construction Engineering Research Laboratory recently completed a multi-year study that examined the current metrics used by the military to assess the impacts of high-energy impulsive noise. Above, Army Reserve soldiers on a training range at Camp San Luis Obispo, Calif. U.S.

ARMY PHOTO BY SGT. IDA IRBY

Submit Technology News items with high-resolution (300-dpi) electronic images, to editor@same.org.

The Military Engineer • No. 693 37

Inside Public-Private Partnerships Joe Calcara, SES Director of Programs USACE South Pacific Division

TME: You have a broad background at senior executive levels, including at the Pentagon in military installation programs, alternative financing delivery in the U.S. Navy and U.S. Army, and now back with the Corps of Engineers and its Civil Works missions. How have your experiences shaped your perspective regarding public-private partnerships and other creative approaches to financing infrastructure-related requirements?

CALCARA: When it comes to manag-ing larger infrastructure and facilities

portfolios, whether your perspective is owner, operator, service provider, or other stakeholder, the common thread is always the same: to effectively leverage scarce and dwindling resources to construct, sustain, restore, repurpose and/or modernize infrastructure and facilities public works as efficiently as possible.

Now in this context, efficiency is a function of two things: one, the predict-ability of resources (the funding streams in a public-private partnership); and two, underwriting the appropriate level of effort to meet all requirements (balancing the risk/return value proposition in a public-private partnership).

With conventional military installa-tions or civil works infrastructure, initial construction is generally fully funded by higher visibility line item investments intended to meet a critical need for 30 to 50 years. Operations and maintenance is subject to the annual budget chase through

erratic and volatile appropriations cycles, often competing with other must-fund activities and services sourced from flex-ible and discretionary accounts. Moreover, inside a fixed top-line spending total, funding is frequently vectored to offset emerging priorities in stressed manpower, training, equipment and systems accounts. Consequently, the end result is asset manag-ers have sub-optimal program levels to effectively arrest deteriorating conditions in their portfolios. This spirals downward into the vicious circle of requiring even more resources than a focused and vested build-operate-maintain partnership would afford. And so, in the most ideal public-private partnership, we cobble tranches of funding for construction, operations, maintenance, services and sometimes grant permitted uses for other revenue generation, into a life-cycle business model that spreads costs over a fixed, predictable, must-fund arrangement for a multi-year term.

Joe Calcara, Director of Programs, USACE South Pacific Division, speaks at the Bay Area Acquisition Roundtable in San Francisco in 2013. USACE PHOTO BY RANDY GON

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38 The Military Engineer • January-February • 2015

When done correctly, infrastructure and facilities get built at a fractional cost of upfront conventional appropriations. Operations and maintenance benefits from reduced costs as a result of prudent recapi-talization and service cycles not driven by catastrophic failures or compressed, storming-market bidding periods.

TME: What is the key to reconciling the risk perspectives of the government, private entities, and third-party financiers to effectively implement public-private partnerships?

CALCARA: Risk/return parameters vary depending on the legal authority used by the government, the transaction genet-ics, including the type of financing, and the wherewithal of the private partner. In general, all public-private partnerships forge a dynamic balance of Performance Risk, Market Risk, and Structured Financing Risk.

Performance Risk is a very common element in virtually all larger infrastructure and public works projects irrespective of funding sources. It is usually underwrit-ten by completion bonding from a surety or insurance company, though it may be secured by a separate reserve account or other financial guarantee to reduce costs. The government and the project lender are completely aligned in this risk element, so it is predominantly the project partner who has the full responsibility of ensuring performance.

Market Risk is generally tied to the longevity of the government requirement. But it may entertain residual value or secondary market considerations. In this element, the government and the partner are usually more aligned. The lender must evaluate conditions antecedent to obtain the optimum arrangement for refinancing, restructuring, or retiring the project.

Structured Financing Risk concerns the debt-equity mix used in the project, which generally includes multiple tranches of funding yielding different rates of return on varying terms and risk posi-tions in the waterfall of revenues—all of which are effectively balanced to obtain optimum efficiency on the blended capital sources. This is the most critical and most

complicated element of any public-private partnership as it can affect every aspect of the transaction. Moreover, if not done correctly, it can cause catastrophic collapse of the project, if not permanently destroy any future opportunities for the parties or programs involved.

To date, some of the more successful public-private partnership projects across the Defense Department use simpli-fied applications of these elements, with Military Housing Privatization being the most advanced in terms of the govern-ment actually involved as a participating member in a single purpose entity limited liability company formed for raising capital through Certificates of Participation Public Offerings to own, operate and maintain inventory for a 50-year term.

Other transaction models such as Enhanced Use Leases, Cooperative Agreements, Concession Arrangements, Long-Term Facilities Contracts, Government Direct Loans, and Special Legislation Real Estate Transfers are often designed to engender partnering respon-sibilities. They, however, lack explicit authority for the government to form a single purpose business entity and share risk/return with a private concern.

TME: What are some successful alternative financing arrangements involving the private sector that you have observed?

CALCARA: Specific business structures used by the government in public-private partnerships and similar transactions vary widely. They have evolved over the years with emerging private capital markets protocol and implementation guidance from the Office of Management & Budget.

Defining success is critical. It depends on government participation and the goals for the particular project, which can range

from cost avoidance to cost savings, from outsourcing to divestiture, and from part-nerships to lease-contracts.

My first project, back in 1989, executed under 10 USC 2809 Long Term Facilities Contracts Authority, leveraged a govern-ment partial rental occupancy guarantee into a 30-year arrangement to construct, operate and maintain 300 transient lodging accommodations at Naval Submarine Base New London, Conn., and Newport Naval Education/Training Center, R.I. With no upfront financial participation from the government, the transaction relied on conventional short-term construction debt taken out by permanent financing at beneficial occupancy.

Similar models at the time included the Military Family Housing 801/802 Build-to-

Lease/Rental Guarantee Programs. But the contingent liability of the capitalized obliga-tion by the government later was dramati-cally affected by Credit Reform Scoring, resulting in the lack of a programmatic business case to pursue further projects.

I worked for Naval Facilities Engineering Command in San Diego and Pearl Harbor during the 1990s, a decade that brought a spate of different approaches and authorities using Navy Housing Limited Partnerships, Military Housing Privatization, Enhanced Use Leases, and Special Legislation Real Estate Transfers.

In 1997, we used pilot authority under 10 USC 2837 to enter into a 10-year limited partnership with a developer to build, operate and maintain 185 family hous-ing units on private land in the vicinity of Naval Station Everett, Wash. Leveraging a modest $5.9 million in upfront govern-ment participation, $19 million in hous-ing was constructed and operated to rent at preferred Military Basic Allowance Schedules with all government equity returned at the end of the project term.

In 1998, using Government Direct Loan

“Right now in California we are analyzing the ability to leverage emergent water conservation demand due to drought into an arrangement where interim risk reduction measures to upgrade a Corps of Engineers dam would be sourced by the value of the water on the spot-market.”

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The Military Engineer • No. 693 39

Authority under 10 USC 2802, $19 million in upfront federal appropriation was lever-aged into $85 million in construction and repair for the DeLuz Housing Area at Camp Pendleton, Calif.

For more than a decade beginning in the late 1990s, public-private ventures autho-rized under Military Housing Privatization Authority 10 USC 2837 multiplied in size and scale, securing billions of dollars of investment capital as tens of thousands of military housing units were transferred into limited liability corporation partnerships to construct new inventory, eradicate main-tenance and repair backlogs, and provide what is now enhanced residences and world-class property management services at preferred rents.

In 2004, in Hawaii, 10 USC 2814 Real Estate Transfer Authority was used to bundle private market opportunities from former Navy housing and infrastructure

divestiture at Iroquois Point, Barbers Point and Waikele Gulch into $84 million of privately funded, critically needed capital improvements on Ford Island—upgrades that otherwise would have been sourced by military appropriations. And in 2005, 10 USC 2667 Real Estate Out-Leasing Authority was executed to leverage concession-oriented permitted uses into market revenue that sourced $18 million for the construction of a Navy Administrative Facility, with no government participation or guarantees.

Against performance measures of cost avoidance, cost savings, divestiture, and partnering to capture private capital, each of these transactions may differ in their specific legal authority. But they all share the commonality of huge financial lever-age and greater speed in reaching project outcomes than conventional government appropriations protocol.

TME: What are the biggest challenges and impediments to implementing more public-private partnerships for military and civil works infrastructure projects?

CALCARA: I would like to characterize these elements as Institutional Change, Implementing Authority and Individual Talent.

Institutional Change. From the govern-ment perspective, Institutional Change describes the inherent cultural issues found in driving transformational changes to current protocol that exists at all levels—from the delivery point up through senior policymakers. There can be no successful public-private partnership project without endorsement along all levels of the chain of command.

From the private sector perspective, the relentlessly increasing pursuit of financial guarantees, credit enhancements and risk mitigation works unfavorably against the preferred contingent liabilities threshold that the sovereign can or is willing to grant. Any potential partner who makes an offer without knowing its limitations and requirements is wasting everyone’s time.

Implementing Authority. Implementing Authority concerns the very genetics of the transaction. It sets the framework for government participation and instrumenta-tion to be used in the business structure.

Terms like partner, partnering and part-nership are often used interchangeably. But in fact, they have distinct and separate legal rights, responsibilities and remedies. The same goes for contractor, lessor/lessee and grantor/grantee.

Individual Talent. Individual Talent regards the human capital available with both the seasoned experience and the longevity to consummate a transaction of this nature. Stewarding these transactions requires competencies in engineering, construction, real estate, structured public financing, and versatile legal support.

In my 20-plus years working in and around public-private partnerships, there has been a chronic shortage of specialized people on all sides.

That is something we will have to rectify if we are going to make any inroads to the next level.

Joe Calcara, then-Deputy Assistant Secretary of the Army for Installations, Housing & Partnerships, signs a memorandum of agreement in 2010 documenting the transfer of the 14,298-acre former Lone Star Army Ammunition Plant in Bowie County, Texas, to civilian reuse. USACE PHOTO BY F.T. EYRE

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40 The Military Engineer • January-February • 2015

TME: What is the next evolution for public-private partnerships and alternative financing in the Defense Department and the U.S. Army Corps of Engineers Civil Works missions?

CALCARA: With constrained budgets, no major realignment decisions on force structure in the immediate future, and the uncertainty for more sequestration loom-ing, there will be overwhelming interest to seek efficiencies in asset management of infrastructure, facilities and public works activities. While, in many cases, govern-ment participation will be needed at levels deemed too onerous or extreme for senior leadership, stakeholders and operators, projects that can buy-down government participation from long-term capital obli-gations and fixed guarantees into shared market or vendible uses have potential. Revenue streams that can be monetized quickly enough to amortize private capital contributions in shorter terms also would score favorably within current government fiscal law parameters.

In my opinion, notwithstanding the broader powers enacted by the Water Resources Reform & Development Act of 2014 to carry out infrastructure public-private partnership pilots, there will be no larger scale, significant accomplishments without additional legislative authorities and enabling implementation guidance that promotes more risk sharing by sovereign participation for most product and service lines in infrastructure and facilities manage-ment. Still, current authorities do exist to leverage real estate privileges and other legal agreements into a feasible business arrangement that can produce an equitable value proposition for both the public and private side. Right now in California we are analyzing the ability to leverage emergent water conservation demand due to drought into an arrangement where interim risk reduction measures to upgrade a Corps of Engineers dam would be sourced by the value of the water on the spot-market.

In potential concept, the transac-tion would simply modify water control operations in return for in-kind construc-tion and repair to dam infrastructure. In practice, the devil is in the details as flood risk management operations, weather

probability forecasting, and real estate rights, remedies and instrumentation all need be conjoined into a workable mix that aligns within existing legal authorities.

Of course, it wouldn’t be any fun if it wasn’t challenging!

TME: What can an interested party do to prepare for seeking opportunities in public-private partnerships?

CALCARA: Begin by getting familiar with some lessons learned and best practices of past programs. Leveraging private resources in military infrastructure goes back to the Wherry Act (1949) and Capehart Act (1955). Utilities Privatization, Real Estate Enhanced Use Leases, Energy Savings Performance Contracts, even some early BRAC Economic Development Conveyances have synergies from the standpoint of risk, participation, and over-all scale/scope. Many large-scale surface transportation projects for highway, transit, railroad, intermodal freight and port access have been gap-financed using government subordinate loans and other supplemen-tal guarantees under the Transportation Infrastructure Finance & Innovation Act.

I also would get comfortable with some of the underlying principles, concepts and hard lines that will undoubtedly be involved in virtually all transactions. A short list of homework might include participating ground leases, anti-deficiency statutes, credit reform scoring policy, and the Water Infrastructure Finance and Innovation Authority on the federal side; and invest-ment grade underwriting protocol, revolv-ing fund water financing, and credit-debt instrumentation on the private side.

Any potential partner needs to decide what product/service line they are best suited to compete in, their financial where-withal to participate, and most importantly, the hard limits and all requirements neces-sary to successfully execute the transac-tion and perform responsibilities under the partnership. Chasing myriad projects with newly formed hybrid teams that have no prior successful, demonstrated experi-ence can get exponentially expensive—and usually doesn’t prove fruitful. No one wants failure in their deals. Any perceived un-mitigatible weakness in a potential offer generally cannot be overcome.

TME: Any final takeaways or parting shots?

CALCARA: Public-private partnerships can advance “win-win” desirable outcomes—but both the risk/return balance and the transaction tenets must be precisely aligned within the bounds of legislative authority and capital markets feasibility for the initia-tive to have merit.

In many cases, public infrastructure and government missions are in the sovereign because there simply is not enough vendible revenues and/or permissible federal partici-pation for the private sector to amortize the profit, insurance and taxes driven by the cost and risk of ownership and life-cycle operation, maintenance, and recapitaliza-tion at a prudent business case.

That said, the opportunities are out there, albeit some larger than others. We just need to find them, engage the right folks on all sides of the deal, and drive efficient and effective outcomes to success!

Joe Calcara, SES, became Director of Programs, USACE South Pacific Division, in 2012. Before that, from February 2008 to January 2012, he served as Deputy Assistant Secretary of the Army (Installations, Housing & Partnerships). He was responsible for worldwide policy, programming and oversight of Army real estate, engineering and construction, housing privatization, base realignments and closures, energy conservation, and military infrastructure and facilities. Calcara also was the Senior Executive for the Army Residential Communities Initiative and before that served as Director of Army Real Estate at HQ USACE. From 1983 to 2006, he served in various capacities with Naval Facilities Engineering Command at its headquarters in Washington, D.C., and component commands at Pearl Harbor, San Diego and Philadelphia, and in the Office of the Assistant Secretary of the Navy. Calcara is a graduate of the University of Hartford with a degree in Mechanical Engineering.

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The Military Engineer • No. 693 41

Leveraging the Marketplace The Air Force is utilizing public-private partnerships to finance, develop, and operate and maintain energy efficiency and renewable energy projects to meet Congressional mandates requiring federal agencies to reduce their energy intensity 30 percent by 2015 and procure or produce 25 percent of their energy from renewable sources by 2025. By David J. Bek, P.E., M.SAME

The U.S. Air Force is the largest consumer of energy in the armed forces, spending $9 billion in 2013. Over $1 billion of that cost was for facilities energy. This facility energy is consumed to support a diverse set of critical mission requirements, including broad categories of global vigilance, reach and power to project and protect American interests worldwide.

In an effort to be a world leader in energy conservation and to reduce dependence on fossil fuels, Congress mandates all federal agencies reduce their facilities energy inten-sity 30 percent by 2015, and procure or produce at least 25 percent of their energy from renewable sources by 2025. In the past, the Air Force relied heavily upon

direct government investments to make progress towards these goals. However, due to current and expected future budget constraints, federal agencies must find creative ways to meet missions with smaller budgets. While budgets have decreased in recent years, energy mandates remain.

In response, the Air Force Civil Engineer Center (AFCEC) has adopted innovative strategies to pursue its energy goals. By forg-ing public-private investment partnerships, specifically Power Purchase Agreements (PPAs), Energy Savings Performance Contracts (ESPCs), and utilities privati-zation, AFCEC leverages the capital and expertise of industry to meet Air Force goals and modernize energy infrastructure.

PUBLIC-PRIVATE PARTNERSHIPS

42 The Military Engineer • January-February • 2015

SECURING PREDICTABLE POWERDavis-Monthan AFB, Ariz., is home

to the Department of Defense’s largest operational solar farm. The 16.4-MW array covers 170-acres, generating enough electricity to satisfy 35 percent of the base’s power needs. At $500,000 in annual energy cost savings, the project is a financial and technological success. This clean energy power plant was built with no out-of-pocket money from the Air Force. Neither is the service responsible for the maintenance and operation of the facility.

The arrangement at Davis-Monthan is a PPA, a public-private business relationship where the Air Force partners with indus-try to leverage the competitive spirit and expertise of the marketplace while avoid-ing the cost of building and maintaining power generation facilities of its own. By collaborating with the private sector, the

Air Force acquires modern renewable energy technology to meet its production goals without needing to dedicate its own increasingly limited resources.

The standard PPA is 20 to 25 years. Under the deal, the Air Force allows a developer to build and maintain a renewable energy facility on part of a base’s non-excess or underutilized land. The base then becomes a long-term paying customer, buying elec-tricity generated by the developer at a fixed, negotiated rate for the term of the agree-ment. The developer gains a large, stable customer and the Air Force receives secure, predictably priced energy for a generation. Many PPAs also stipulate that the developer may collect and sell any Renewable Energy Credits generated by the project, further incentivizing its involvement.

Businesses compete for PPA opportuni-ties. Requests-for-proposals are issued by

organizations like the Defense Logistics Agency and define the general scope of the projects. Participating companies are then encouraged to offer their best ideas for how they would use the land to accomplish that scope.

This open approach fosters competition among interested companies not only over price, but also regarding which technologies and innovations should be used to execute the projects. The Air Force benefits from this competition, ensuring the latest and best ideas are offered—and that the full value of these partnerships is realized to support mission goals.

PERFORMANCE GUARANTEEDUpgrading and recommissioning exist-

ing facilities is another part of the Air Force’s energy savings strategy. These projects range from updating HVAC and

(Left) At Davis-Monthan AFB, Ariz., a 16.4-MW solar array, funded through a power purchase agreement, was installed to capture the desert sun and convert it to power for use by the base. The solar array currently provides approximately 35 percent of the base’s energy needs. U.S. AIR FORCE

PHOTO

(Top) Rex Stanford, ESPC Manager at Tinker AFB, Okla., inspects air filters for industrial cooling units on an air plane stripping and painting facility located on base. The Energy Savings Performance Contract at Tinker totaled $93 million and included upgrades to the painting and stripping facility and decommissioning three central steam heating plants and replacing them with individual natural gas boilers in 56 buildings. U.S. AIR FORCE PHOTO BY EDDIE GREEN

PUBLIC-PRIVATE PARTNERSHIPS

The Military Engineer • No. 693 43

insulation systems to heat plant decentral-ization to complete “fence-to-fence” energy overhauls. The cost of projects like these routinely exceeds $50 million.

AFCEC uses ESPCs to address many of the requirements. Like PPAs, ESPCs leverage private industry capital to take advantage of the latest technologies and technical guidance, while transferring the financial risk and project operation and maintenance costs to the developer.

The largest ESPC in the Air Force, at $93

million, is at Tinker AFB, Okla. Central steam heating plants on the base that were over three decades old were decommissioned and, in their place, high-efficiency, natural gas-fired boilers were fitted for 56 individual buildings. The upgrade is projected to save $6.4 million a year in utility and operation and maintenance costs, with a 30 percent reduction in natural gas consumption.

Under an ESPC arrangement, private businesses (Energy Savings Companies) bid to finance, design, construct and manage the projects, and maintain the systems over the long term. The Air Force utilizes cost savings garnered by the higher efficiency equipment to pay the Energy Savings Company back over the life of the contract, ranging from 10 years to a maximum of 25 years. The Air Force is currently pursu-ing potential ESPC opportunities valued at approximately $416 million by the end of CY2016.

UTILITIES PRIVATIZATIONAt 67 years of age, the Air Force is the

nation’s youngest military service. However, many of its bases are decades old and have undergone multiple mission changes. The result, from a utilities perspective, can mean electric, water, natural gas and sewer systems that are in various states of development or disrepair. As-built records for these systems are often difficult to locate. Maintenance, monitoring and trouble-shooting efforts are inefficient or sometimes

impossible. Historically, Air Force

civil engineers operated and maintained base utility systems. But, due to fiscal realities, maintenance and repair

programs to sustain this infrastructure to industry standards were underfunded. The problem was exacerbated by increased consumption, while the number of avail-able base utilities technicians decreased.

In December 1998, Defense Reform Initiative Directive #49 mandated that all military departments develop plans to privatize utilities on military bases. The Air Force uses a utilities privatization program to accomplish this mandate.

Privatization of utility systems involves a “bill of sale” conveyance (with specific points of demarcation on the installation) of entire base utility systems to a third party, referred to as a system owner. Third-party system owners include municipal, private, regional, district or cooperative utility enti-ties. The system owner agrees to operate, maintain and recapitalize the systems for a specified period of time, not to exceed 50 years.

After the term expires, the Air Force will enter into another long-term contract with that system owner.

Projects are evaluated for fiscal and operational viability. Because of the length of the relationship (up to 50 years), utility provider solvency must be demonstrated. Once awarded, 50-year utility services contracts become a “must pay bill.” This means funds will always be used for utility system maintenance, operation, renewals and replacements.

To alleviate mission readiness concerns, Air Force civil engineer craftspersons receive training on the privatized systems. A core number of personnel are maintained at some installations to fill wartime require-ments in each utility specialty.

Utility systems are only conveyed when the long-term benefits and cost avoidance outweigh the price of continuing in-house utilities operations. When benefits exceed cost, divesting the Air Force of these utili-ties allows active duty, Guard and Reserve installation commanders to focus on opera-tions and core defense missions and func-tions—rather than on repairs and upgrades to utility systems.

By turning utilities over to a third party, the Air Force gains long-term operational stability, cost avoidance and improved reliability and energy security. To date, 66 utility systems have been privatized—at a cost avoidance of $511 million for the Air Force. There are another 82 systems in vari-ous phases of evaluation for privatization, and 138 awaiting evaluation.

INTO A WILD, BLUE TOMORROWThe Air Force has been challenged with

reducing energy intensity at its bases across the world, while continuing to support ever-diverse mission requirements.

Though funding to meet this challenge has become increasingly restrained, there are solutions out there.

By forging cooperative agreements with private industry, and leveraging creativ-ity, capability and commercial financing, AFCEC will reach its goals to reduce energy consumption and increase renewable energy production.

David J. Bek, P.E., M.SAME, is Director, Energy Directorate, Air Force Civil Engineer Center; Tyndall AFB, Fla.; 850-283-6341, or david.bek.1@us.af.mil.

Utilities privatization allows Air Force bases to convey utility systems to local municipalities or utility companies. Recapitalization, operation and maintenance, and ongoing training are the responsibility of the system owner, which frees the Air Force to focus funds and manpower on its core missions. U.S. AIR

FORCE PHOTO BY EDDIE GREEN

By turning utilities over to a third party, the Air Force gains long-term operational stability, cost avoidance and improved reliability and energy security.

PUBLIC-PRIVATE PARTNERSHIPS

44 The Military Engineer • January-February • 2015

Investing in Innovation Public-private partnerships will become an increasingly important tool to help U.S. military installations achieve greater energy security and surety, and meet federal renewable energy goals. By Peter Y. Flynn

By leveraging the expertise and resources of the public and private sectors, public-private partnerships (P3s) are enabling the U.S. military to modernize and develop critical energy infrastructure, including cogeneration, microgrid, energy efficiency, and renewable energy projects.

While there is never a “one size fits all” solution, P3s offer a broad strategy with distinct financing and contracting options that allow installations to achieve immedi-ate and long-term energy security goals.

EVALUATING THE BENEFITSThe National Council for Public-Private

Partnerships defines P3s as “a contractual agreement between a public agency (federal, state or local) and a private sector entity. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public.”

P3s can range from complex teaming arrangements to straightforward lease agreements. What they do not represent is a privatization of government resources or infrastructure. These partnerships are intended to be a tool that allows the govern-ment to determine the form a project will undertake, including the allocation of risks and responsibilities between all parties.

Although it is often most efficient to delegate the development, management and financing to private firms or entities, the government can retain or acquire owner-ship of the plant or equipment.

In general, a successful P3 allocates risk among the parties best suited to bear the

risk. It shares revenues or cost savings between a private entity and a government entity. It allows the public sector to maintain control of the project. And it incentivizes the private sector to perform and deliver.

ENERGIZING PROGRESS Energy security has become a major focus

of the federal government. P3s allow for progress toward energy security goals with-out negatively impacting the budget at the agency or installation level. As increasing infrastructure demands compete against tightening budgets, innovation beyond traditional funding options is paramount.

Through a P3, the government is not required to provide the upfront capital. Investment costs are spread over the lifetime of the asset, which often results in a lower cost of infrastructure, transfers certain risks to the private sector, and creates incentives for long-term maintenance and operation. P3s also allow projects to move through approval and development more efficiently than traditional appropriations, which can result in faster project completion. P3s have a strong track record of on-time and on-budget delivery, and reduced construc-tion and lifecycle costs.

There may be a misperception that P3s are more costly than the use of traditional appropriations. Such evaluations are often focused on interest rate analyses that do not include the entire savings that can be achieved over the lifespan of a project.

A thorough and proper evaluation of a P3 assessment involves a Value for Money (VfM) analysis, which includes the following key components: a public sector comparator to assess and compare cost of traditional delivery; full lifecycle cost and revenue analysis for each option; determi-nation of the most appropriate risk shar-ing scenario; and an assessment of public opinion and maintenance of transparency.

A white paper from the National Council for Public-Private Partnerships, “Testing Tradition: Assessing the Added Value of Public-Private Partnership,” reveals that cost savings are possible through P3s, with many estimates showing 7 percent to 10 percent savings over the life of the project.

Although financing and procurement costs may be higher initially, savings are achieved through reduced costs associated with risk allocation, design, construction and long-term operations and maintenance. A VfM analysis of energy improvements

A 14-MW solar project delivered through a power purchase agreement at Nellis AFB, Nev., was the largest photovoltaic array in the country when it became operational in 2007. The Air Force recently signed a lease to build an additional 19-MW solar array at the installation. U.S. AIR FORCE PHOTO

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The Military Engineer • No. 693 45

at the U.S. Food & Drug Administration’s White Oak Research Campus in Maryland reveals more than $200 million in estimated cost savings over 20 years using a P3 when compared to traditional delivery methods. In addition, the deal mitigated construction and financing risk, improved the campus’ Central Utility Plant, and freed up over $90 million to meet other mission critical and functional requirements.

ESTABLISHING GOALSThe federal government, the nation’s larg-

est energy consumer, continues to establish ambitious goals for energy performance and management, as well as water conservation. Executive Order 13514 mandates federal agencies to reduce energy consumption in federal buildings 30 percent by FY2015, as compared to the FY2003 baseline. The order also requires agencies to reduce potable water consumption 26 percent by the end of FY2020 compared to FY2007.

The U.S. Army, Navy and Air Force, as part of the Department of Defense’s commit-ment to increase the use of on-site renewable energy, and reduce reliance on fossil fuels and electricity received from the commer-cial grid, each have set targets of 1-GW of installed renewable energy capacity by 2025.

As the services pursue their goals, they will benefit from considering all financing and contracting tools, as each installation may require its own and unique funding solution. Power Purchase Agreements (PPAs), Utility Energy Service Agreements and Energy Savings Performance Contracts (UESCs and ESPCs), and Enhanced Use Leases (EULs) thus far have proven most effective. These tools are well-understood

and accepted among private sector develop-ers and financial institutions—and they can be used to take action immediately. • PPAs enable an installation to secure

fixed, long-term pricing to purchase elec-tricity from a privately owned, developed and operated power source.

• UESC and ESPC authorities allow agen-cies to access private capital and devel-opment expertise in order to fund and implement long-term energy conserva-tion measures, which may be significant enough to help support more expensive but also more sustainable renewable energy technologies and microgrids.

• EULs are most effective when an instal-lation has underutilized land and an immediate need for additional energy development, or in some cases, real estate or other infrastructure development.

REALIZING THE OPPORTUNITYWithout question, energy security and

surety will remain long-term priorities for the nation. Given the complexity of conceiving and executing energy projects, it is crucial to undertake an analysis of the funding tools, including P3s, early in the process to identify the best path forward.

As markets, incentives and technolo-gies continue to drive project success, it is important to understand the federal and state incentives, standards and energy prices, as well as the most suitable technolo-gies for unique geographic conditions.

The opportunities are out there. So too is the financing. It is just a matter of bringing it all together.

Peter Y. Flynn is Executive Vice President, Bostonia Partners LLC; 617-226-8103, or pflynn@bostonia.com.

ENABLING ACTIONThe Department of Defense

has established ambitious goals to increase on-site renewable energy use to increase energy security and meet federal energy goals. According to a report published in September 2012 by Pike Research, the department is expected to spend $1.8 billion on clean energy by 2025.

The military services are utilizing a number of alternative methods to finance renewable energy projects. • U.S. Navy. A 13.8-MW solar array

at Naval Air Weapons Station China Lake, Calif., was financed using a 20-year PPA. The deal required no upfront capital or maintenance obligations from the government. It matched conven-tional project financing terms for solar power facilities and has allowed the Navy to secure elec-tricity at up to 30 percent below the rate available through shorter duration 10-year PPAs.

• U.S. Army. White Sands Missile Range in New Mexico utilized ESPC authority to develop a 4.5-MW solar array and additional energy conservation measures, which helped to support the initial cost of the solar array. The solar facility produces 10-million-kWh of electricity and $930,000 in cost savings each year, helping the base achieve 10.8 percent renewable energy, compared to 0.5 percent previously.

• U.S. Air Force. Robins AFB in Georgia is utilizing an EUL to lease excess land to a private energy developer and build a 10-MW solar array. The developer will sell the energy to the local utility through a 20-year PPA and make lease payments to Robins during the 20-year term. Robins will rein-vest the lease payment in renew-able energy or energy efficiency on the base, which will count towards the installation’s alternative energy goals and mandates.

An Energy Savings Performance Contract was utilized to develop a 4.5-MW solar array and additional energy conservation measures at White Sands Missile Range, N.M. The solar array produces 10-million-kWh of electricity and generates $930,000 in cost savings annually. U.S. ARMY PHOTO BY JOSE SALAZAR

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46 The Military Engineer • January-February • 2015

Success at Falcon Hill An Enhanced Use Lease project capitalizing on 550-acres of underutilized real estate at Hill AFB exemplifies how public-private partnerships can deliver a proverbial “win-win” for the federal government and the local community. By Mark Davis, M.SAME

With the downturn in the economy, inter-est by government contractors to expand or relocate facilities waned. However, a recovering economy is regenerating inter-est in development projects—and this new interest is benefiting parties on both sides of the installation fence line.

This should be viewed positively, as in some areas of the United States, military installation real estate is underutilized. Many of these same bases are hampered

by facilities that are decades out of date and require extraordinary expense for ongoing maintenance and operations.

A solution that addresses both issues is the Enhanced Use Lease (EUL). In an EUL arrangement the government retains ownership of the land while entering into a long-term land lease with a private devel-oper. In turn, the developer uses payment in-kind consideration instead of appropri-ated funds to pay for replacing deteriorating buildings and infrastructure, saving tax dollars. EUL developments, in many cases, move the base’s perimeter fence inward. This allows the creation of on-base and off-base facilities that are all part of the government-owned property.

SHARED BENEFITSFalcon Hill National Aerospace Research

Park at Hill AFB, Utah, is a 550-acre master plan development between the U.S. Air Force and Sunset Ridge Development Partners, a private developer. The public-private partnership exemplifies the poten-tial for shared benefits through EULs.

The Falcon Hill development began with

the signing of an EUL agreement in 2008. The Air Force had identified approximately 550-acres of underutilized land that could be leveraged to develop an aerospace research and technology park to benefit both the community and the base. By defi-nition, underutilized means that the land is not considered excess. Because the service may again need the property for future needs, it was incumbent for any develop-ment to be synergistic with the base’s needs.

The first portion of the Falcon Hill project was a new base entrance control facility on the west side, along with a new road from the freeway to the entrance. A 150,000-ft² office building then was designed for government contractors working inside the fence, providing greater co-worker acces-sibility between government and private sector staff. A new security forces facility also was designed and built, which includes a police station, special investigations, fire dispatch station and emergency operations center. The next building (75,000-ft²) being constructed for lease is nearly complete as well as a 10,000-ft² retail facility outside the fence that will be accessible to the public.

Falcon Hill National Aerospace Research Park at Hill AFB, Utah, is a 550-acre master plan development being executed through an Enhanced Use Lease. Above rendering shows retail and commercial buildings outside the fence line that will be accessible to the public. IMAGES COURTESY ARCHITECTURAL NEXUS

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INSIGHTS TO SUCCESS The joint project at Falcon Hill started

with a clear vision. The team worked very closely with public and private partners to analyze and mitigate everyone's risks and address respective concerns in a controlled and deliberate fashion from contracting through leasing.

A hallmark of successful EULs is the diversity of their leadership and the Falcon Hill project is no different. Planners and designers from federal offices in Washington D.C., and command centers in Texas and at Hill AFB have come together with individual groups that are involved on base—as well as defense contractors that are coming in from outside—to work out all the language of the leases, contracts, agreements and subleases.

The State of Utah and the surrounding communities also have been integral. They have helped to guide the design strategies for the facilities and to assist the developers in meeting and conversing with potential tenants. It is expected that Phase One of the project will infuse $500 million into the Utah economy.

A EUL partnership is dependent on a thoughtful and creative approach to leasing and contracting. The traditional govern-mental delivery method, in which a project must be defined, funded and approved through Congress, takes years and is not

responsive to a market-based economy. While it was a challenge to overcome this method with Falcon Hill, which sometimes threatened to scuttle the work, the project ultimately has been successful thus far by interweaving private industry market pres-sures with the Air Force’s stewardship of public sector needs.

DRIVEN BY DEMANDThe development team involved in Falcon

Hill started with a vision for what was to happen outside the fence: office buildings, flex buildings (incorporating office and warehouse), and amenity facilities (hotels, retail and food). The team quickly realized more opportunities were possible than had been anticipated in the original contract.

These ideas included a pedestrian path from on-base parking to off-base amenities like shopping and food. Why? Because, given today’s energy conservation and sustainability ethos, it makes sense to integrate on-base and off-base facilities by creating a more walkable community.

Another key has been flexibility. Local installation stakeholders were open to new design concepts that did not neces-sarily follow base standard architecture. As a branding element for the EUL, it was important to maintain continuity between all the building components that comprised the development project.

ADAPTIVE PLANNING The various stakeholders have had to

remain flexible to respond to change and a challenging economic environment. Even with a signed long-term land lease, as the development of the Falcon Hill moves forward, changes will be necessary to meet emerging requirements.

To be sure, there can be inherent skep-ticism on the government's side when it is dealing with private industry groups. However, the continued success of EUL projects depends on individual perfor-mance and a culture of meeting the needs of all the parties involved in the partnership. This success deepens the collective trust.

The goal is to make Falcon Hill successful enough to prove the validity of the EUL program and provide the opportunity for this type of a delivery system to be adopted at other bases with underutilized land. The Falcon Hill EUL has been vetted by so many people at so many levels that it should stand as a template for future efforts.

ENHANCING ASSETSMuch land on military installations goes

underutilized because of the way bases were originally laid out and developed. EULs provide a stimulus opportunity for local economies to be able to leverage that unde-rutilized land to build commerce.

The government benefits from the EUL because it receives in-kind replacement of aging facilities. These older buildings are highly inefficient in terms of sustainabil-ity, energy use and space planning. With updated facilities, there is a significant reduction in the ongoing cost to the govern-ment for energy and maintenance expenses. There may even be opportunities for the government to develop not only individual buildings but entire new campuses in a strategic and energy-efficient way.

Development projects, to be successful, must be driven by the needs of the market. So too for EUL projects, and all public-private initiatives, there must be a mutual benefit for those inside and outside the fence line. There must be a strong incen-tive to get started—and a strong vision to stay the course.

Mark Davis, M.SAME, is Principal, Architectural Nexus; 801-924-5000, or mdavis@archnexus.com.

In an Enhanced Use Lease, the government retains ownership of the land while entering into a long-term land lease with a private developer. The developer uses payment in-kind consideration instead of appropriated funds to pay for replacing deteriorating buildings and infrastructure.

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48 The Military Engineer • January-February • 2015

Building Regional Resilience An Earthquake Readiness Workshop, co-sponsored by the SAME Portland, Mount Tacoma and Seattle Posts, hopes to be an inspiration for the public and private sectors to come together, build partnerships and increase the nation’s infrastructure resilience. By Capt. Matt Cutts, P.E., M.SAME, USCG (Ret.), Daniela Todesco, P.E., M.SAME, and Yumei Wang, P.E., M.SAME, F.ASCE

Extreme natural events including Hurricane Katrina in 2005, the Tohoku earthquake and tsunami in 2011, and Hurricane Sandy in 2012 were among the most devastating and expensive natural disasters in history. The topics of emergency preparedness and infrastructure resilience have reached the forefront of the global consciousness and caused rethinking of national security priorities.

To save lives, reduce economic losses and quicken recovery to meet basic societal needs, it is necessary to adopt performance-based critical infrastructure targets and improve engineering practices to embrace resilience engineering. As former Coast Guard Commandant Adm. Thad Allen said, “Resilience is the immune system of our nation.”

Goal 1 of the SAME Strategic Plan is to “Support emergency preparedness, response, recovery and infrastructure resil-ience consistent with the risk management framework of the National Preparedness System and the National Infrastructure Protection Plan using The Infrastructure Security Partnership (TISP) as a resource to assist Posts in implementing this goal.”

In line with this, the SAME Portland Post has provided partners and the public with information on emergency preparedness, the Incident Command System, Continuity of Operations, and infrastructure resilience.

READINESS AND RISKSFor the past three years, the Portland

Post has held annual readiness workshops with speakers from the U.S. Department of Homeland Security, the U.S. Army Corps of Engineers, the Oregon Office of Emergency Management, Oregon Continuity Planners Association, and the Portland Bureau of Emergency Management. These events led to a one-day Earthquake Readiness Workshop in Centralia, Wash., which was co-sponsored by the Portland, as well as the SAME Mount Tacoma and Seattle Posts, the Cascadia Region Earthquake Workgroup, and the Washington State Centers of Excellence. The workshop gathered engi-neers, emergency managers, public offi-cials and interested citizens from across the Pacific Northwest to assess current

readiness for a Cascadia Subduction Zone earthquake and tsunami, and develop public-private partnerships to increase regional resilience.

While California experiences both small and large earthquakes, many Pacific Northwest residents are unaware of the high risks they face due to the Cascadia Subduction Zone. Earthquakes can strike with no warning, tsunamis can inundate low lying coastal lands, and regional subsidence can cause long-term flooding. The 2013 Cascadia Region Earthquake Workgroup scenario predicts that the impending Magnitude 9 Cascadia Subduction Zone earthquake and tsunami will impact millions of people and cause infrastructure damage in the tens of billions of dollars.

A front-page article in the Oregonian

Participants discuss issues impacting the resilience of the Pacific Northwest during the June 2014 Earthquake Readiness Workshop, co-sponsored by the SAME Seattle, Mount Tacoma and Portland Posts. PhoTo by MoNicA bRuMMER

While each focus group examined specific items related to their particular area of expertise, all three identified a lack of communication between business and government organizations as a major barrier to building regional resilience partnerships. They all indicated the need to bridge gaps through substantive discussions at the executive level to address infrastructure resilience shortfalls.

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in 2013 focused entirely on Oregon’s critical energy infrastructure hub on the Willamette River, which is considered to be a catastrophic risk when a megaquake hits, since most of the state’s fuel supply is stored in tanks built on liquefiable soils. The same year, the Oregon Seismic Safety Policy Advisory Commission released the “Oregon Resilience Plan: Reducing Risk and Improving Recovery for the Next Cascadia Earthquake and Tsunami,” developed at the direction of the Oregon Legislature immediately after the 2011 Tohoku Japan earthquake and tsunami disaster. This plan documented expectations of severe critical infrastructure damage with lengthy service outages on the order of 18 months, and estimated fatalities ranging from 1,250 to more than 10,000. The State of Washington released a similar document in 2012 called “Resilient Washington State.”

TRIPLE 3 RESILIENCE TARGETWith support and encouragement from

TISP, the Bay Area Center for Regional Disaster Resilience, and others in the SAME professional network, the Portland Post initiated the Earthquake Readiness Workshop by reaching out to other Posts in the Cascadia Subduction Zone. This was followed by engagement with contacts at Oregon State University, Centralia College, the Oregon Department of Geology and Mineral Industries, and all the organiza-tions that participated in previous readi-ness workshops. For 11 months, public and private partners worked to organize a full day of presentations and interactive breakout sessions with speakers includ-ing the Federal Emergency Management Agency Region 10 Federal Preparedness Coordinator & Director, and the directors from both the Oregon Office of Emergency Management and the Washington Emergency Management Division.

The Earthquake Readiness Workshop introduced participants to the Triple 3 Resilience Target, which was developed in an effort to provide different tiers of services after a catastrophic emergency: three-day recovery for emergency services; three-week recovery to restore basic util-ity services; and three-year recovery and upgrades to achieve improved critical infrastructure systems.

The 2013 Cascadia Region Earthquake Workgroup scenario predicts that a Magnitude 9 Cascadia Subduction Zone earthquake and tsunami would impact millions of people and cause infrastructure damage in the tens of billions of dollars. Many Pacific Northwest residents are unaware of the high risks they face due to the Cascadia Subduction Zone. IMAGE COURTESY OREGON DEPARTMENT OF GEOLOGY AND MINERAL INDUSTRIES

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50 The Military Engineer • January-February • 2015

Each region of the United States is subject to different natural and man-made hazards. SAME Posts are uniquely positioned to leverage their local knowledge, and bring public and private organizations together to support emergency preparedness, response, recovery and infrastructure resilience.

FOCUS GROUP OUTCOMESThree focus groups during the workshop

discussed the Triple 3 Resilience Target as it relates to ports and waterways, criti-cal energy infrastructure and emergency management. Participants stressed the need to build regional resilience through strong public-private partnerships and to increase public awareness of emergency prepared-ness needed for all natural and man-made emergencies, especially Cascadia Subduction Zone earthquakes. While each focus group examined specific items related to their particular area of expertise, all three identified a lack of communication between business and government organizations as a major barrier to building regional resil-ience partnerships. They all indicated the need to bridge gaps through substantive discussions at the executive level to address infrastructure resilience shortfalls.

The Ports & Waterways Group addressed the fact that dredged channel banks are subject to failure due to earthquakes, that many port facilities are built on liquefi-able soils, and that even if vessels are able to reach ports, the intermodal nature of shipping will likely prevent deliveries to consumers for an extended period of time.

The Critical Energy Infrastructure Group covered issues associated with the Oregon Critical Energy Infrastructure Hub, includ-ing the fact that most of Oregon’s liquid fuel is delivered from Washington and could be unavailable after a Cascadia earthquake. The group also discussed the redundant nature of some portions of the electric grid in contrast to natural gas pipelines, which rarely have alternate routing availability.

The Emergency Management Focus Group discussed the need to have three weeks of food, water and supplies on hand. The group also reflected on the inability of many citizens to deal with the lack of banking, health care, water and wastewater treatment, liquid fuel, internet, cell phone and other communications.

BUILDING PARTNERSHIPS The June 2014 Earthquake Readiness

Workshop provides a successful example of the public and private sectors work-ing together to better leverage assets and optimize resources as the government explores innovative financing methods—including public-private partnerships and privatization to get projects funded and programs sustained. Attendees left with concrete ideas on expanding their own professional networks to build regional resilience, and how to plan and execute events to strengthen cross-jurisdiction and public-private partnerships that lead to improved disaster mitigation, prepared-ness, response and recovery.

SAME Portland Post members continue to engage partners at colleges, conferences and other events. Plans are underway to hold a follow-on Earthquake Readiness Workshop in 2015. In addition, SAME members nationwide are participating in TISP’s Public-Private Collaboration Committee to provide information to Posts on how they can form public-private

partnerships to address hazards specific to their region. TISP supports these efforts by hosting regional workshops throughout the country and promoting recommendations from their Public-Private Collaboration Committee.

Critical infrastructure and key assets and resources are vulnerable to a variety of natural and man-made threats—and the risks only seem to be increasing.

Because approximately 85 percent of critical infrastructure is privately owned, it is vital that the public and private sectors work together to protect these assets. Readiness Workshops sponsored by SAME Posts in every region will build partner-ships and result in significantly increased preparedness and resilience of our nation.

Capt. Matt Cutts, P.E., M.SAME, USCG (Ret.), is Critical Infrastructure Program Manager, USACE Portland District; 503-808-4697, or matthew.e.cutts@usace.army.mil.

Daniela Todesco, P.E., M.SAME, is Senior Engineer, WEST Consultants Inc.; 503-946-8536, or dtodesco@westcon-sultants.com.

Yumei Wang, P.E., M.SAME, F.ASCE, is Principal, Sustainable Living Solutions LLC; yumei.wang@comcast.net.

The Triple 3 Resilience Target was developed in an effort to provide different tiers of services after a catastrophic emergency: three-day recovery for emergency services; three-week recovery to restore basic utility services; and three-year recovery and upgrades to achieve improved critical infrastructure systems. Diagram above indicates low resilience regions like Oregon and Washington cannot currently meet the target. This is in stark contrast to high resilience regions like Chile and Japan, where centuries of severe earthquake and tsunami damage have prompted the construction of infrastructure that is capable of quickly restoring services to affected populations. IMAGE BY KENT YU AND YUMEI WANG

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The Military Engineer • No. 693 51

Where Once there was a RunwayReturning the Former Hamilton Army Airfield to Nature While a partnership between the San Francisco District of the U.S. Army Corps of Engineers and the California State Coastal Conservancy in April 2014 beneficially completed an 11-year project to return 648-acres of the former Hamilton Army Airfield into wetlands habitat, in many ways, the restoration effort is just getting started. By Edward Keller, P.E.

Less than 25-mi north of the Golden Gate Bridge, the Hamilton Wetlands Restoration Project is transforming parts of the former Hamilton Army Airfield into an array of wetland and wildlife habitats

while beneficially reusing dredged mate-rial from harbor deepening in Oakland. The restoration has returned 380-acres to tidal wetlands and created 150 acres of seasonal wetlands—open space for migra-tory birds and endangered species such as California clapper rails and salt marsh harvest mice that depend on salt marshes. The project also includes over 100-acres of upland habitats that provide connectivity for wildlife that traverse the site and a new 2.7-mi stretch of the Bay Trail for walking and wildlife viewing.

About 85 percent to 90 percent of the original tidal marshes in the San Francisco Bay-Delta have disappeared—either filled or substantially altered for agriculture, urban development and salt produc-tion. The loss caused a decline in marsh-dependent wildlife in the Bay, with some species threatened with extinction. In addition, bayside areas lost the marshes natural ability to protect against floods and

filter pollution and excess nutrient runoff. Restoration will recreate habitat for many birds, fish and animals and improve the physical, chemical and biological health of the Bay. It also will create opportunities for wildlife-oriented recreation for generations of area residents and visitors.

HISTORIC LEGACYThe former Hamilton Army Airfield is

located in Novato, Calif., on the margin of San Francisco Bay. The land had been used for agriculture since it was reclaimed in the 1800s. Once the dikes were constructed and the land dried out, it began to subside. Hamilton was constructed by the Army Air Corps on these reclaimed, subsided lands in the early 1930s and was commissioned in 1935. With its sweeping views of the Bay and its Mediterranean architecture, the base soon became a premier military post. It was renamed Hamilton Air Force Base in 1947 when the U.S. Air Force took over. Over the

U.S. ARMY PHOTO

52 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING

years the installation hosted various fighter and bomber groups and played a major role in deploying and receiving thousands of troops and refugees from the Pacific Theater.

In the mid-1970s, the Air Force curtailed operations at the base, leaving Hamilton for facilities that could support larger, heavier aircraft, which required longer runways. The Army once again began using portions of the installation, primarily for Army Reserve operations and training, and its name reverted back to Hamilton Army Airfield. These operations were short lived, however. The base was selected for closure in 1988, a decision that encompassed the airfield, hospital building and most major facilities. The Base Realignment and Closure Act of 1995 officially shut down the remain-ing operations, as the U.S. Navy had been utilizing on-base housing at Hamilton, but that was no longer needed when the service closed its remaining installations in the area. A third portion of the property also earlier had become the responsibility of the U.S. General Services Administration while the U.S. Coast Guard still maintains adjacent property as the home of its Pacific Strike Team. The history of Hamilton Airfield, even before the restoration work began, was nothing short of complex.

BENEFICIAL SOLUTION The reuse plan for the installation

included commercial space, residen-tial neighborhoods and open space and wetlands. Environmental cleanup was undertaken to prepare the property for its next life. In 2003, 630-acres of the former airfield were transferred to the California State Coastal Conservancy. The Conservancy was also granted 18-acres from the Navy for this restoration project. Although planning and design efforts had been underway for a number of years, this signified the beginning of the Hamilton restoration work on the ground.

The Hamilton Wetlands Restoration Project is a joint project of the San Francisco District of the U.S. Army Corps of Engineers (USACE) and the California State Coastal Conservancy. The agencies work closely with area partners including the City of Novato, the Novato Sanitary District, Marin County and the San Francisco Bay Conservation and Development Commission. Numerous community work-shops have been conducted to solicit public comment on the project as well.

One of the key successes of the project has been the utilization of dredged material to help restore subsidence. Dredged material

serves as the foundation for establishing the kind of topography conducive for growing plants and attracting wildlife. The Hamilton parcel, over time, had subsided up to 10-ft or more. A large quantity of fill would be required in order to create wetland habi-tat. While San Francisco Bay has limited capacity for the aquatic placement of dredge material, it is home to a number of deep draft channels that require dredging to maintain safe navigation. One of these is the Port of Oakland, which at the time was embarking on a 50-ft harbor deepening project. There would be a plethora of dredge material to find a home for.

MISSION AUTHORIZATIONThe Hamilton Wetlands Restoration

Project was authorized as part of USACE’s Civil Works environmental restoration mission. This authorization allowed the project to prepare the site and to fund the incremental increase in cost associated with the delivery and placement of dredge material. The authorization for the Oakland Harbor Deepening Project specifically named Hamilton as one location where deepening material would be beneficially used for habitat restoration.

These synergies and authorizations tied

(Far Left) Hamilton Army Airfield as it appeared in the 1970s. (Left) The Hamilton Wetlands Restoration Project during dredge placement operations in May 2009. Placement cells and the settling basin are clearly visible. In April 2014, 648-acres was returned to wetlands habitat. For the next 13 years, USACE San Francisco District and local stakeholders will continue to monitor the site, with the data gleaned to help inform the designs of future wetland creation projects. (Bottom Right) Dredge material being placed.

PHOTOS COURTESY OF MANSON/DUTRA JOINT VENTURE

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together USACE’s ecosystem restoration and navigation missions. Work from 2003–2007 primarily included building demolition and site preparation, includ-ing perimeter levees and infrastructure to import dredge material.

From 2007 to 2011, 5.8-million-yd³ of sediment was diverted from ocean or in-bay disposal and pumped onto the Hamilton site to raise the elevations. Since

San Francisco Bay is naturally shallow, an offloading system was constructed near the deep draft channel, 5-mi offshore. Dredge material was delivered to the offloader in scows up to 5,000-yd³ in size. Bay water was used to slurry the dredge material to enable it to be pumped to the site through a 24-in diameter pipeline. An offshore booster and landside booster were necessary to keep the material moving. The entire offloading system, to meet air quality criteria, used electrical power, which was supplied by a project installed temporary substation.

Prior to the placement of dredge material, perimeter levees and internal berms along with weir structures had been constructed to create placement cells. The cells were filled in an orderly manner, using sandy material to build a base in areas where greater depths of cover were required. It was necessary to continually manage the place-ment of sandy material to prevent it from piling up at the discharge point. In most

areas the sandy material then was covered with fine grained material to support the wetland biota. Fine grained material remained in suspension for a longer period of time and required

more on site management to clarify the process water. The clarified process water was discharged to the Bay at a rate of 8-million-gal per day.

At one time, the offloading and placement operation continued 24/7 for a two-year period without a shutdown of more than two weeks. The dredge material delivered to the site came from Oakland Harbor as well as a number of smaller maintenance dredging projects.

The seasonal habitat includes ponds that were sculpted from the dredge material

after placement. These areas of the site had to be dried out in order to be able to work the fine grained material and compact pond bottoms to hold water. At the same time, the tidal wetland portions of the site had to be maintained in a wet condition so that the material would not dry and desiccate. This section was maintained in a much softer condition so that nature would be able to form channels in a more natural manner.

IMPACT OVER TIME The Hamilton Wetlands Restoration

Project is unique in that it creates both tidal and seasonal wetlands along with tidal panes and upland habitat. This site design works with nature to provide a variety of habitat types, laying out a template for nature to complete. The overall site template increases in elevation with distance from the Bay. As sea level rise occurs, the overall percentages of tidal versus seasonal habi-tat will naturally adjust, but both will still exist. The main channel cut to reconnect the site to the bay was sized to ensure a full tidal exchange will take place to ensure site development.

In April 2014, 648-acres of restored wetlands were opened to tidal action from San Francisco Bay. And while this phase of the project is complete, complet-ing an 11-year journey involving multiple stakeholders, environmental engineering, design, dredging, planning and permitting efforts, the work at the former Hamilton Army Airfield is hardly done.

A plant nursery was constructed to produce the native plant material needed for the seasonal and upland portions of the site. This effort is to ensure that native plants get a foothold to combat invasive plant species. Over a three-year period the nursery will be propagating more than 30,000 plants to be transplanted to the site. This propagation and planting effort has engaged a cadre of local volunteers and school groups.

It is anticipated the site will develop in the years to come and USACE will continue to monitor it over the next 13 years. The data gained from monitoring the development of this project should inform the designs of future wetland creation projects.

Edward Keller, P.E., is Chief, Environmental Section A, USACE San Francisco District; 415-503-6841, or edward.p.keller@usace.army.mil.

Dredge operations at the Port of Oakland 50-ft deepening project. The authorization for the Oakland Harbor Deepening Project specifically named the Hamilton Wetlands Restoration Project as one location where deepening material would be beneficially used for habitat restoration. From 2007 to 2011, 5.8-million-yd³ of sediment was diverted from ocean or in-bay disposal and then pumped onto the Hamilton site to raise the elevations.

The Hamilton Wetlands Restoration Project is unique in that it creates both tidal and seasonal wetlands along with tidal panes and upland habitat. This site design works with nature to provide a variety of habitat types, laying out a template for nature to complete.

54 The Military Engineer • January-February • 2015

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Investigating Emerging Contaminants As perfluorinated compounds are discovered across the U.S. Air Force enterprise, the service is taking action to address the emerging contaminant at both active and closed installations and meet its mission to protect human health and the environment. By Janet K. Anderson, Ph.D., DABT, Billy Claxton and Cornell Long

Perfluorinated compounds (PFCs) are a family of synthetic chemicals. They are found in nonstick frying pans and fast-food wrappers. They are found in stain-resistant carpet. They are found in an abundance of industrial and commercial items we encounter in our everyday lives.

PFCs also are found in aqueous film forming foam (AFFF), which has been used by both the Department of Defense (DOD) and the private sector to extinguish

petroleum fires since 1970. The U.S. Air Force and the U.S. Environmental Protection Agency (EPA) classify PFCs as “emerging contaminants” based on three characteristics: they have reasonably possi-ble pathways to enter the environment; they present a potential unacceptable human health or environmental risk; and they have evolving regulatory standards.

AN EMERGING CONCERN In the late 1990s, EPA began extensive

research into the presence of perfluorooc-tane sulfonate (PFOS) in the blood of the general population. The findings led EPA to conduct further research on PFOS as well as similar chemicals in the PFC family, including perfluorooctanoic acid (PFOA).

In January 2009, the agency’s Office of Water issued provisional health advisories for PFOA and PFOS to protect against potential exposure to the chemicals through drinking water. The advisories recommend taking action to reduce human exposure when concentrations for PFOA and PFOS are higher than 0.4-ppb and 0.2-ppb, respectively. EPA also placed PFCs on its Unregulated Contaminant Monitoring Rule

3 List, requiring some public water systems to monitor for these chemicals through 2015. Several states, including New Jersey and Texas, have established state guidelines for PFOA, PFOS and other PFCs.

PROACTIVE RESPONSEThere is little established guidance on

evaluating human or environmental risk from PFC exposure. EPA has not identified them as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act, nor listed them as regulated waste under the Resource Conservation and Recovery Act.

The Air Force Civil Engineer Center Technical Support Division, to help iden-tify and respond proactively to emerging contaminants and their potential impact on environmental restoration activities, has established the Emerging Issues and Emerging Contaminants (EI/EC) program.

While federal guidance is still evolving, EI/EC specialists are ensuring that the Air Force protects human health and the environment as much as possible, while minimizing the impact on the service’s environmental cleanup program.

(Above) Air Force firefighters participate in a live-fire training exercise using aqueous film forming foam. The foam, which has been used by the Department of Defense and the private sector to extinguish petroleum fires since 1970, is a source of perfluorinated compounds—a family of synthetic chemicals now considered “emerging contaminants.” U.S. AIR FORCE PHOTO

(Right) Aqueous film forming foam is used in fire suppression systems in hangars across the Air Force to protect aircraft in the event of a fire. U.S. AIR FORCE PHOTO BY SENIOR AIRMAN XAVIER NAVARRO

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TARGETED INVESTIGATIONSBecause PFCs are classified as emerging

contaminants, it is difficult to determine the exact level of risk they pose to human and environmental health. In turn, it is chal-lenging for the Air Force to gauge the risk these contaminants pose at its installations.

The use of AFFF is the major contributor to PFC contamination at Air Force instal-lations. Air Force firefighters used AFFF beginning in 1970 at fire training sites to extinguish test fires during training activi-ties and at aircraft crash sites. PFOS was the active ingredient of the foam until 2001, when the manufacturer ceased production. Other companies continue to produce non-PFOS containing formulations of AFFF—but these products contain other PFCs.

While the Air Force maintains large stockpiles of the PFOS-containing foam, which is still permitted to fight petroleum fires, in 2010, it established parameters for reducing its existing PFOS-based supply.

Standardized construction of fire training facilities and improved training methods have led to fewer environmental releases of the foam. But such was not always the case. Routine fire training activities typically led to a release of the non-regulated AFFF to the environment.

Because the extent and impact of PFC contamination across the Air Force is largely unknown, the EI/EC Program has conducted research and data gathering through partnerships with industry and academia. It has established interim guid-ance on sampling and response actions at both active and closed installations. In the absence of defined, regulated cleanup standards, AFCEC program managers and BRAC environmental coordinators are conducting environmental sampling at targeted locations. They are focusing on fire training areas, crash sites and areas that contained AFFF fire suppression systems. Locations with a suspected PFC release will undergo groundwater, surface water, soil and sediment sampling to determine whether a release actually occurred. If a release is identified, the site then will be analyzed to ascertain any potential risk to human health and whether the contamina-tion has migrated off the installation.

STUDYING SOLUTIONSIn 2012, following the detection of

elevated PFC levels from local fish tissue samples at Clark’s Marsh, south of the former Wurtsmith AFB in Michigan, the Michigan Department of Community Health issued a “Do Not Eat” fish advisory for certain fish species in the area. The Air Force began a base-wide investigation to determine the extent of PFOS and PFOA contamination. PFC presence near Clark’s Marsh is believed to be the result of AFFF use at Wurtsmith’s former fire training site.

After researching the nature and extent of contamination, AFCEC, in conjunc-tion with federal and state regulators and local leadership, conducted a study and concluded that “pump and treat” was the most effective mitigation system to address the PFCs in surface water. Construction began in October 2014 and AFCEC antici-pates the system will be operational early in 2015. It will treat groundwater upstream of Clark’s Marsh at a rate of 245-gal/min.

In May 2014, the city of Portsmouth, N.H., shut down Haven Well, a public drinking water well on the former Pease AFB when it discovered PFC levels above provisional health advisory levels. Since then, AFCEC has conducted bi-weekly sampling of four public drinking water wells, and tested 30 private wells near Pease for PFCs. One private well showed a concentration above EPA provisional health advisory levels and steps were taken to ensure the homeowner had continued access to safe drinking water.

The restoration team at Joint Base Cape Cod, Mass., has taken a proactive stance in addressing PFCs associated with former fire training activities at the Ashumet Valley plume. In summer 2014, monitor well sampling revealed PFCs at levels slightly above EPA provisional health advisories at some locations. The Air Force sampled off-base wells and a few private drinking water wells. All results were either non-detect, or at extremely low levels, indicating no risk to human health.

THE PATH FORWARDAFCEC experts continue to raise aware-

ness of PFCs and current Air Force and DOD guidance on emerging contaminants by hosting training courses and events, providing up-to-date reference materials for project managers and BRAC environmental coordinators, attending and conducting technical presentations at restoration advi-sory boards and regulator meetings, and participating in industry outreach events.

Through the proactive approach of its EI/EC Program and environmental restoration teams, the Air Force is committed to its mission to protect human health and the environment.

The Air Force will continue to work with federal, state and local regulators to identify potential risks and established guidance for addressing PFCs in communities surround-ing both active and closed installations.

Janet K. Anderson, Ph.D., DABT, is Emerging Issues/Emerging Contaminants Program Manager, and Cornell Long is Chemistry Subject Matter Expert, Air Force Civil Engineer Center Technical Support Division. They can be reached at 210-395-8438, or janet.anderson.5@us.af.mil; and 210-395-8436, or guy.long@us.af.mil, respectively.

Billy Claxton is Program Manager, Air Force Civil Engineer Center BRAC Program Management Division; 210-395-9475, or billy.claxton@us.af.mil.

REMEDIATION OPTIONSThere currently is limited experience

in remediating PFCs. The most effec-tive method has been pump-and-treat technology—using carbon filters to strip contaminants from extracted groundwater before returning it for reuse. While this treatment can be effective, it also can be costly in terms of energy use and replacement and disposal of carbon filters.

The Air Force and DOD, in a concerted effort to find more envi-ronmentally friendly and efficient forms of treatment, are spearhead-ing a search for alternative reme-diation technologies through DOD’s Strategic Environmental Research and Development Program and AFCEC’s Broad Agency Announcement Program. Approaches being tested include bioremediation, advanced and enzymatic oxidation, and sonoloysis.

Early results are mixed since PFCs are incredibly stable and resistant to transformation. Despite this, research-ers persist in trying to crack the code to degrade these compounds into less harmful forms.

56 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING

Logistics in the Last Frontier When project delays in remote Alaska locations can result in $50,000 per day in additional costs, proactively managing logistics and delegating authority to field managers is essential to stay on time and on budget. By Karina Quintans, M.SAME

Performing environmental engineering in remote and austere locations in Alaska often requires a level of effort in logistics planning far beyond that required in the Lower 48. Even during the summer when the majority of fieldwork is performed, snow and ice may still be encountered depending on the project location.

While devising the technical approach to execute the scope of work may be more or less “typical” in Alaska, the most complicat-ing factor can be traveling in and out of a project site. Because of the lack of infra-structure, especially roads and airstrips, mobilizing to sites frequently requires chartered barges, single engine planes

and helicopters, which significantly adds to project costs. For comparison, in the Lower 48, transportation logistics represent approximately 5 percent to 10 percent of a project budget. In Alaska, that number can be as much as 40 percent.

Extreme weather, difficult or environ-mentally sensitive terrain such as tundra or permafrost, and the presence of bears, moose and other potentially danger-ous wildlife also have a notable effect on project planning. As an Alaska Native Corporation, Ahtna Engineering Services has three decades of experience perform-ing site investigations, remedial actions and other environmental engineering and construction projects in remote and austere locations throughout the state.

REACHING REMOTE LOCATIONS Many places in Alaska are accessible

only by air during the field season. The Federal Aviation Administration Station in Farewell is a World War II-era airstrip, located 160-mi northwest of Anchorage in the Alaskan Interior. A site investigation was needed to determine the horizontal and vertical extent of petroleum-contaminated soil across 16 areas of concern.

To perform the work in a location without

road access required the use of more than one type of plane for mobilization. A C-130 was used to transport heavy equip-ment, including a drill rig. Because this site also required full life support, a camp was established for 12 staff, with a kitchen, outhouse, potable water, and laundry facili-ties. Skyvan, Otter, and Navajo aircraft were chartered to mobilize supplies and person-nel and to provide routine shipments of food and other camp supplies during field execution. As snow often falls in September, shortening the field season, Ahtna worked two shifts daily to maximize productivity during the long Alaskan summer days to complete the work ahead of schedule and within one field season.

Without airstrips to land an airplane, helicopters are another frequently used option in Alaska, which was the case for a drum removal performed at Davidson’s Landing, a Formerly Used Defense Site located on the Seward Peninsula. The terrain at Davidson’s Landing is charac-terized by continuous permafrost. During the summer, shallow and poorly drained soils cause a wet marsh environment. Executing a drum removal action with no means to land an airplane, nor any road access, required the use of helicopters.

For a removal action within a wet marsh at a Formerly Used Defense Site at Davidson’s Landing, located on Alaska’s Seward Peninsula, all materials, supplies, equipment and personnel had to be transported in and out via a 45-minute helicopter ride. PHOTOS COURTESY AHTNA ENGINEERING SERVICES LLC

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Field personnel were transported daily to Davidson’s by helicopter from Nome, which is 45 minutes away. Gear and equipment were slung by helicopter to the site. Upon project completion, Supersacks containing the removed drums were slung offsite by a helicopter and disposed of in Nome.

Tide schedules also can be critical for planning. Mobilizing to project sites with tide charts in hand and maintaining constant communication with logistics suppliers is essential to keep fieldwork progressing. At Biorka Island, Alaska, Ahtna performed a multi-phase remedial investigation and removal action project. The schedule was developed based on favorable tides so that logistics suppliers could deliver materials and supplies and transport the excavated contaminated soils. Barges were used during high tides and landing craft during low tides.

For a performance-based remedial action to remove petroleum-contaminated soil at five Federal Scout Armories in Western Alaska, the contract objective was to obtain an Alaska Department of Environmental Conservation “Cleanup Complete” determination and return the sites to an unrestricted land use scenario. The Alaska Army National Guard's federal program goal under the National Guard Bureau was to divest the properties back to the

villages, thus no institutional controls or property use restrictions could remain. By 2010, the village of Ambler, home to one of the armories, had endured low water in the river for the previous seven years, preventing the use of barges, which is the typical means to transport in fuel and cargo. In addition, during the spring thaw, ice jams form on the lower river, making barge entry impossible. Site access by air also was not possible, since the existing gravel airstrip was too small to accommodate C-130 cargo planes. To execute a removal action required strategically freezing a barge in place during the previous winter at an upstream location from where the ice jams form. This allowed the barge to proceed unhindered to retrieve and transport excavated soils down river as the upriver waters receded and the ice jam at the lower river near the Kotzebue Sound dissipated into the Bering Sea.

Addressing Wildlife securityWildlife security is a serious consider-

ation while performing work in Alaska, specifically bear safety.

Bear spray is always a part of safety supplies. A Certified Bear Guard, the assignment of one field staff to monitor for bear activity during fieldwork, and the use of portable electric fences also are effective ways to protect sites against bear intrusions.

Brooks Camp, part of Katmai National Park, is frequented by bear-goers from around the world. All visitors are required to attend a bear awareness class to ensure safety. In 2009, bears were found digging holes on the beach, and with further investigation, a distinct odor of petro-leum was detected and later confirmed as such. Several steps were necessary to perform soil excavation safely, including project members taking the mandatory bear awareness class and an electric fence installed around the stockpile of excavated contaminated soil to prevent bears from tampering with the material.

At another location within Brooks Camp where sampling was performed, one field staffer was assigned to watch for any bears wandering into and around the site during drilling activities. Even with this precau-tion, some work was compromised. Bear tracks were evident in the concrete cast-ings of newly installed wells and a few well monuments had been dislodged by bears digging and pawing at the wells.

PrOActiVe MAnAgeMent Specialized training and upfront plan-

ning can prepare staff for complex Alaska field conditions. Delayed Care First Aid training for instance provides staff with the knowledge to handle medical emergencies in locations where the field team would not be able to obtain medical help for at least a couple of days. An emergency medical evacuation plan should always be in place.

To effectively manage cost, field manag-ers are best delegated the authority to make decisions, especially with time-sensitive operations. Project delays in remote loca-tions can result in as much as $50,000 per day in additional logistics costs.

Communication and flexibility is vital. What may be known regarding a site one day can completely change the next. Developing a strong knowledge base of regional conditions and logistics suppliers who understand the environmental and infrastructure challenges can make all the difference in successfully navigating the Last Frontier, and delivering projects on time and on budget.

Karina Quintans, M.SAME, is Project Manager/Technical Writer, Ahtna Engineering Services LLC; 603-501-0280, or kquintans@ahtna.net.

Bear tracks are evident in the concrete casing of a newly installed groundwater monitoring well at Katmai National Park. Wildlife security is a serious consideration while performing work in Alaska.

58 The Military Engineer • January-February • 2015

enVirOnMentAl engineering

Remediation ComplicationsSubsurface Cracking at Hazardous Waste Sites A modeling study conducted at the Air Force Institute of Technology shows that subsurface cracks, either natural or due to the presence of chlorinated solvents such as trichloroethylene, may result in contamination of groundwater persisting for decades, even after most of the chemicals had been removed. By Capt. James M. Bell, EIT, M.SAME, USAF, Lt. Col. John A. Christ, Ph.D., P.E., M.SAME, USAF, and Junqi Huang, Ph.D.

Dense Non-Aqueous Phase Liquids (DNAPLs) are organic liquids that are denser than water.

Many common DNAPLs—chlorinated solvents such as tetrachlorothylene, carbon tetrachloride and tricholoroethylene (TCE)—are used in a variety of indus-trial operations and their past use has resulted in groundwater contamination at a number of U.S. military installations. TCE contamination of drinking water at Camp Lejeune, N.C., for example, has been well documented and is suspected of being the cause of severe health effects to many that resided at the base over a 30-year period.

PERSISTENT PROBLEMA typical DNAPL-contaminated aquifer

is shown in Figure 1. The contaminants (visible in red) migrate from the surface where they were intentionally or acciden-tally deposited down through the soil as a DNAPL. When the liquid reaches the water table it will continue sinking into the groundwater due to its density. As the DNAPL sinks, it leaves behind discon-nected blobs and small amounts of residual DNAPL, called ganglia. The ganglia can remain in the pore spaces between the

aquifer solids. As groundwater moves past, the DNAPL dissolves—resulting in a down-gradient groundwater plume that can be both spatially and temporally extensive.

DNAPL also will settle as pools on top of low permeability layers (clay layers) where it can dissolve and move by diffu-sion into the layer over time. This results in a relatively slow but persistent contami-nant source. These low permeability layers may contain cracks as well. These cracks may be natural. Or, as has been shown through recent research at the University of Michigan, funded by the Department of Defense (DOD) Strategic Environmental Research and Development Program, the cracks may result from the presence of the DNAPL pool sitting atop the clay layer. In either case, DNAPL can be transported into the cracks and then diffuse into the low permeability matrix.

Contaminant in these low perme-ability layers may function as long lasting

sources—even after the bulk of contami-nation in the aquifer has been removed. DNAPL in these low permeability layers will dissolve and diffuse into nearby flowing groundwater, continuing to contaminate down-gradient drinking water sources decades after the original source is removed.

MODELING STUDYIn a recent modeling study conducted at

the Air Force Institute of Technology (AFIT), the subsurface storage and transport of a DNAPL, TCE, was investigated to see how its presence might impact the persistence of the down-gradient TCE plume, a factor that directly impacts risk to down-gradient human and environmental receptors.

A number of studies have found that the rate of dissolution from the DNAPL phase to the dissolved phase decreases with time. This trend is generally attributed to the change in surface area as the DNAPL ganglia dissolve. In the AFIT study, the

Fig. 1 - A typical DNAPL-contaminated aquifer is shown above. The contaminants (in red) migrate from the surface down through the soil as a DNAPL. When the liquid reaches the water table it will sink into the groundwater due to its density. IMAGES COURTESY AFIT

DNAPL Entry

ResidualDNAPL(Ganglia)

Residual DNAPLin Crack

Groundwater Flow

Pools of DNAPL

Low Permeability Layer

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impact of this decreasing rate of dissolu-tion is accounted for when modeling the evolution and persistence of the resulting dissolved contaminant plume.

The conceptual model used in the research included a monitoring well located 50-m down-gradient of a DNAPL source zone with a contaminant “pool” emplaced atop a cracked low permeability layer. The monitoring well tracks the simulated dissolved contaminant concentrations over time at that location. Parameters used in the model were based on an actual DNAPL-contaminated site at Oscoda, Mich.

The Department of Defense’s Groundwater Modeling System was used to implement the conceptual model. RT3D (a component model within the system) with a user-defined reaction model simu-lated DNAPL dissolution into the flowing groundwater and the resultant down-gradient dissolved contaminant transport.

The model assumed the DNAPL pool sat above the cracked low permeability layer for 10 years before it was removed. Cracks in the low permeability layer were assumed to contain DNAPL. Following the removal of the DNAPL pool, the DNAPL in the cracks continued to dissolve.

Figure 2 depicts concentrations at the monitoring well 50-m down-gradient. This simulation was run assuming that the dissolution rate is constant; and that the dissolution rate changes with DNAPL saturation, a more realistic assumption. If the dissolution rate changes with DNAPL saturation, contaminant concentrations at the well persist much longer. This suggests that risks may persist long after the source has been removed. In fact, assuming that the regulatory maximum contaminant level indicates the water is safe to consume, the more realistic assumption of a dissolution rate that changes with DNAPL saturation results in an estimate that it will take at least twice as long until the water at the well is safe, compared to when assuming a constant dissolution rate. The reason is clear when comparing the source “half-life” for the two assumptions: constant versus decreasing dissolution rate. When a constant dissolu-tion rate is assumed, it takes about two years for the mass of DNAPL in the cracks to fall below 50 percent of the initial mass. When the dissolution rate changes with DNAPL saturation, the model suggests it will take over 50 years for the mass to be reduced to 50 percent of its initial value.

It should be understood these results are based on a number of model assumptions. In particular, it assumes that the subsur-face is relatively homogeneous—that the characteristics of the high and low perme-ability layers are assumed to be the same throughout space. Of course, this is a major simplification. In reality, the subsurface is heterogeneous, with large spatial variations in properties. Nevertheless, the simulations still provide valuable insights.

BENEFICIAL RESEARCHIn this work, a time-variable dissolu-

tion rate in low permeability media was examined, using a simplified computer model of an aquifer to determine its influence on contaminant concentrations in groundwater down-gradient from a DNAPL-contaminated site. The model was specifically designed to consider the insights from the research project at the University of Michigan, which demonstrated that pooled DNAPL could crack low perme-ability material, such as clay. The effect of these simulated processes on the evolution and persistence of a dissolved contaminant plume demonstrates that they could result in higher down-gradient concentrations that last longer than expected. At sites where DNAPL is present, remediation managers should consider these implications when making site management decisions.

The AFIT study also demonstrates the value of modeling to provide insight into how subsurface transport processes might influence important factors such as down-gradient concentration, as well as to identify site parameters that may be considered for further characterization and research.

Capt. James M. Bell, EIT, M.SAME, USAF, was a graduate student at the Air Force Institute of Technology and is now Flight Commander, Civil Engineering, 607th Support Squadron, Osan AB, Korea; 719-289-0991, or james.bell.26@us.af.mil.

Lt. Col. John A. Christ, Ph.D., P.E., M.SAME, USAF, is Associate Professor, Civil & Environmental Engineering, and Director, Commander’s Action Group, U.S. Air Force Academy, Colo.; 719-333-3739, or john.christ@usafa.edu.

Junqi Huang, Ph.D., is Hydrologist, National Risk Management Research Laboratory, U.S. Environmental Protection Agency; 580-436-8915, or huang.junqi@epa.gov.

This article was co-authored by Prof. Mark Goltz, Ph.D., P.E., F.SAME, Air Force Institute of Technology, and Prof. Avery Demond, Ph.D., P.E., University of Michigan. Financial support was provided by SERDP Project ER-1737. Any opinions expressed in this article are those of the authors and do not necessarily reflect the official positions and policies of the EPA, USAF, DOD, or the U.S. government.

Fig. 2 - In a recent modeling study conducted at the Air Force Institute of Technology, the subsurface storage and transport of a DNAPL was investigated for how its presence might impact the persistence of a down-gradient dissolved contaminant plume. Above graph depicts concentration versus time breakthrough curves at a well located 50-m down-gradient of a source assuming time dependent and constant DNAPL dissolution rates. The horizontal line labeled MCL indicates the maximum contaminant level in drinking water established by the U.S. Environmental Protection Agency for TCE (0.005-mg/L).

Time Dependent Rate

Constant Rate

MCL

0.0010 20 40 60

0.01

0.1

1

10

100

60 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING

Microbes Among Us As researchers continue to study the bacterial and fungal microbiome in the indoor environment, the Department of Defense can learn from research of facilities comparable to its property inventory while accounting for mission and locational differences that could introduce dissimilar microbiomes from those researched to date. By Maj. Andrew Hoisington, Ph.D., P.E., M.SAME, USAF

Americans, on average, spend more than 90 percent of their life indoors, exposed to microbial communities (microbiome) on surfaces and in the air.

Microbial populations in the indoor environment historically were viewed as an indoor air contaminate, with facilities designed to increase ventilation to provide a healthy environment. Beginning 30 years ago researchers started to identify patterns in which occupants of select facilities were becoming ill at a higher rate than other facilities. They termed this phenomenon Sick Building Syndrome.

One possible link of indoor air quality and Sick Building Syndrome was the pres-ence of mold. It was the first major issue to gather attention in indoor air quality, which led to the studying of bacteria and fungi in the built environment. A second advance-ment in indoor air microbial research came about 10 years ago, aided by the technology of molecular biological tools and computa-tional software capable of analyzing trends and comparing large datasets.

To date, molecular research has been conducted on the indoor microbiome of residences, hospitals, retail stores and university buildings among other facility-types. Numerous findings have been published characterizing the indoor

microbiome, what influences that microbi-ome, and the impact on occupants. And yet despite the Department of Defense (DOD) being the largest property owner in the world with more than 500,000 buildings and structures at 5,400 sites in over 30 countries, its facilities have not been exten-sively sampled for the indoor microbiome.

FACILITY DIFFERENCESResearchers have discovered the bacteria

identified in the built environment closely related to the human occupants. This is not entirely surprising because the human microbiome is one of the most studied biome. Human occupants are prevalent in the facilities and bacterial cells outnum-ber human cells 10:1 on any single person. The human microbiome is diverse, with

only 10 percent average shared bacterial communities between people. In contrast, humans share 99.9 percent of DNA with each other. Simply identifying an influ-ence from human occupants to the indoor microbiome may not be that informative.

A study of residential units, for instance, observed that the microbial communities were similar in different locations of the homes but changed dramatically in differ-ent homes. Any one person microbiome is most similar to their significant others or children. Interestingly, it took as little as three days of occupancy change to signifi-cantly alter the observed indoor microbi-ome. Individual rooms also can change the indoor microbiome. For instance, a rest-room has a different bacterial microbiome given than any other room in a facility.

Dust has been shown to be an effective transport mechanism for microbes over a long distance. Close quarters and around-the-clock operations common for U.S. military personnel could increase the diversity of the bacterial microbiome in temporary facilities where the bacterial communities never become stable over time. Above, a sand storm hovers over tents at Tallil AB, Iraq. Right, airmen shield their faces from sand while in theater. (TOP) U.S. AIR

FORCE PHOTO BY STAFF SGT. DARCIE IBIDAPO (RIGHT)

U.S. AIR FORCE PHOTO BY STAFF SGT. DERRICK C. GOODE

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DESIGN AND OCCUPANCYAnother major research area of the built

environment is the study of how a facil-ity’s design, operation and environmental factors influence the indoor microbiome.

One university study detected a rela-tionship between microbial diversity in areas with a high degree of human occu-pant traffic (such as central hallways) and correspondingly less diversity in those areas of the building not frequently visited

(mechanical spaces, for instance). A few studies have attempted to determine if air exchange rate contributes to the diversity of the indoor microbiome—but no conclu-sive link has yet been observed. Seasonality influences also have been inconclusive across multiple studies, although outdoor bacterial studies have shown seasonality in the bacterial microbiome.

While the bacterial microbiome detected indoor ties to the human occupant in multi-ple avenues, the indoor fungal microbiome is influenced primarily by the outdoor environment. In a worldwide indoor dust study sampling for fungi, latitude was the best predictor of the fungal communities. The fungal microbiome outdoors is influ-enced by environmental conditions. Due to outdoor influences, fungal communi-ties indoors are also influenced by seasonal changes. A study of retail buildings in the northeast detected natural occurring fungal spore releases in indoor air samples. Despite the relationship between the indoor and outdoor fungal microbiome, a connec-tion with the indoor communities and air exchange rate has not been determined.

ON-BASE CONSIDERATIONSDOD has many facilities that are closely

related to buildings that have already been studied and the relationships are likely the

same. Therefore, when a family moves into a base residential home they can expect that they will “seed” the home in approximately the first three days (and probably the office as well). That idea may influence a change of occupancy cleaning— reducing the time, expense and use of environmentally degrading cleaners that may increase the amount of antibiotic resistant microbes. However, there are two other issues that could influence the indoor microbiome

in DOD facilities: high ventilation temporary facilities and operational cost limits.

Tents and trailers in the Middle East operate with high air exchange rates, primarily due to infiltra-tion. Particles of air spend on average 20 minutes or less in most tents or trail-ers. It might be expected

that the influence from the outdoor environ-ment would be magnified in this type of facility for fungi, in particular, and less so for bacteria. However, outdoor air from the Middle East region has not been as exten-sively studied as other areas in the world using molecular methods, so this could introduce unknown additional bacterial and fungal microbes. Compounding the situa-tion, dust has been shown to be an effective transport mechanism for microbes over a long distance. Around-the-clock operations and close quarters also might increase the diversity of the bacterial microbiome in some temporary facilities where the bacte-rial communities never become stable.

Budget reductions may influence the bacterial and fungal microbiome as DOD seeks to balance risks across all mission sets. These budget reductions could impact the maintenance of the facilities to include simple HVAC filter replacements. Dirty HVAC filters cause large pressure drops, reduced performance, and may cause sloughing of a considerable concentra-tions of bacteria and fungi. The influence of soiled filters has not been investigated for the indoor microbiome.

Another impact of budget limitations could be a reduction in HVAC usage. HVAC usage in commercial buildings can account for over 40 percent of the total energy usage.

The amount of outdoor air that requires conditioning has a direct influence on the energy used in the facility HVAC units. To reduce energy, some facilities can enter a no heat/no cool period at certain times of the year. Larger systems can maintain ventilation systems during that time, but smaller systems are completely shut down, allowing ventilation only through infiltra-tion. If that occurs, the bacterial and fungal communities may resemble more of the human microbiome. It also may increase the microbes in the indoor environment and change the types of microbes in the environment. The lack of a connection between the indoor bacterial and fungal microbiome with the air exchange rate may indicate that type of operation does not degrade the indoor air quality. That comes from a traditional view of the bacterial and fungal microbiome being a contaminate from the outdoor environment.

RESEARCH UNDERWAYDOD is providing some investigations

into the indoor microbiome. The Defense Advanced Research Projects Agency over-sees the Biological Technologies Office and a unique combination of microbiome and building research is occurring in a military hospital in Chicago (hospital microbiome). The risk to DOD personnel from either microbes in tents in the Middle East or budget limitations is probably unlikely—but our knowledge on the subjects is limited for those two cases.

Energy influences on the indoor micro-biome could provide a significant impact to operating expenses. That is a future item of interest to many building professionals. Research likely will be led by industry and academia, which DOD can incorporate into future operating protocols.

The indoor bacterial and fungal micro-biome is a topic that should be considered by engineers and medical personnel and will likely influence building design and operations in DOD facilities in the future.

Maj. Andrew Hoisington, Ph.D., P.E., M.SAME, USAF, is Assistant Professor, and Environmental Engineering Division Chief, Department of Civil & Environmental Engineering, U.S. Air Force Academy, Colo.; 719-333-8975, or andrew.hoisington@usafa.edu.

The views expressed in this article are those of the author and do not reflect the official policy or position of the U.S. Air Force, Department of Defense, or U.S. government.

To date, molecular research has been conducted on the indoor microbiome of residences, hospitals, retail stores and university buildings among other facility-types. Numerous findings have been published characterizing the indoor microbiome, what influences that microbiome, and the impact on occupants.

62 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING

Environmentally Sustainable Support of Warfighter Readiness As the management of Department of Defense firing ranges and training areas transforms from a culture of consumption to a culture of conservation, utilizing specifically developed 3D steel targets rather than the traditional use of surplus military vehicles as targets can offer a still-realistic solution that also delivers longer-term sustainable and environmental benefits. By Mark Albe, PMP, M.SAME, CWO5 Bill Brown, EOD, M.SAME, USN (Ret.), and Courtney Ingersoll, PMP, M.SAME

The Department of Defense (DOD) Strategic Sustainability Performance Plan (SSPP) provides a compliance approach with multiple federal sustainability require-ments while maintaining continued opera-tional training range military readiness.

It is especially important in this envi-ronment of tighter budgets and greater demands for operational training range managers to embrace SSPP guidance and find beneficial, cost-effective, creative, sustainable solutions to simulate expected realistic battlefield conditions. In further support, DOD has added a special resource budget category for operational range sustainment, placing heavy emphasis on fully integrated environmental protection, pollution prevention and sustainability into all current and future planning.

To help achieve overall SSPP objectives, a recent key strategic approach has been the introduction of 3D steel targets at opera-tional training ranges. 3D steel targets are

a cost-effective alternative to the traditional use of surplus military vehicles. Moreover, no environmental contamination is left on site during and after use.

These heavy-duty, 3D steel targets, specif-ically developed for 360° live-fire training, accurately replicate enemy and friendly vehicles to provide more realistic warfighter training. There are thousands of 3D steel targets utilized on military installations worldwide enhancing today’s warfighter global training capabilities. These targets ensure compliance with DOD Directives 4715.11 and 4715.12, and reduce lifecycle costs by an estimated 30 percent.

SUSTAINABLE AND REALISTICEffective live training, carried out to a

high doctrinal standard, is the cornerstone of operational success.

The training of critical tasks that indi-viduals, crews, platoons and companies

have to accomplish for combat readiness is directly correlated to the availability and capability of live-fire ranges, maneuver areas, and realistic 3D targets. Hearing and reacting to the sound of a shot hitting a steel target helps program muscle memory, and reinforces positive behavior. Similar to athletic training, the body subconsciously remembers how to repeat or orchestrate all the different variables required for a successful movement, or in this case, a shot. The instantaneous feedback steel targets offer enhances training, speed and accuracy. This is especially important for tactical shooting scenarios with motion.

Historically, the targets and training devices used to develop realistic train-ing scenarios and simulate anticipated battlefield threats have included placing U.S. military surplus vehicle hulks down-range. However, the use of 3D steel targets enhances the training objective, as they

Military training ranges historically used legacy target hulks, such as tanks (above). This created concerns as the hulks potentially released contaminates into the environment, including into the groundwater, through prolonged live fire training and degradation. PHOTOS COURTESY STERLING GLOBAL OPERATIONS

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are designed to simulate typical military vehicles the warfighter will encounter on the battlefield. 3D steel targets are fully compliant with current military doctrine and are designed to provide the best possible silhouette. The eye-square view (silhouette) is a major factor in target recognition and acquisition. Silhouettes not providing the proper details from a distance may have ambiguous interpretations. By maintaining the integrity of the true silhouette of a target, the success rate of recognition and thereby target acquisition is drastically improved. The speed and accuracy of visual recogni-tion and engagement decision-making also is improved. This allows for images to be more readily classified as high-confidence friend or foe, thereby further enhancing training scenarios.

3D steel targets are full size and constructed from heavy steel plates. Each target is designed to replicate an enemy vehicle, in contrast to a 2D steel target, where the only usable profile is from front or rear of the target. The most obvious benefit of a 3D steel target is that personnel undergoing training can detect, prioritize and engage these targets from various angles, both from the ground and air. This is especially important on fire-and-maneuver courses. For example, on a live-fire convoy course the trainee may have multiple options for

angles of approach. By the time a trainee can observe a 2D target, the opportunity for safe engagement may have passed. A 3D target is most often capable of being acquired from a 360° angle, from both the ground and air, depending on the specific range regulations.

Predictability of ricochets is another desirable trait. Most 3D steel targets are designed with other than 90° impact angles, reducing the likelihood of splash back injuries caused by ricochets occurring directly at the shooter. Known as the “splash angle,” installations usually can specify the desired angle and can increase the level of predictability of ricochets over that of the vehicle hulk.

MAXIMIZING BENEFITSAlthough the historic use of military

vehicle hulks may not have a purchase cost, as they are usually available from the Defense Reutilization Management Office, the pre-range preparations are by no means free. Each hulk needs petroleum, oils and lubricants drained. All dials need to be removed to ensure no tritium or other radioactive substance remains and can find its way onto the range and potentially into the groundwater.

Tires and other flammable items on the vehicle need to be removed to prevent risk

of a wild fire often caused by tracer rounds. At the end of the target’s useful life, the

removal process can be laborious and expensive. Each vehicle hulk must be care-fully cut open and inspected for any unex-ploded ordinance (UXO) that may have penetrated the exterior and become lodged in an interior space. If UXO is found, it must be safely removed prior to retiring. Whether UXO is found or not, the removal process requires the expertise and often specialized equipment of a UXO profes-sional. The emplacement and removal of vehicle hulks on any range comes at a cost of multiple resources, most notably time, equipment and personnel.

The use of 3D steel target can lower lifecycle costs when considering the costs associated with vehicle hulk pre-use prepa-rations, post-use removal, and minimal recycle value. 3D steel targets require no pre-use preparation. They are easily emplaced. And when a 3D steel target is no longer serviceable—typically after three to seven years, depending on range type and engagement—it is 100 percent recyclable. Utilization of these targets is environmentally friendly and minimizes the adverse effect on environmental media and potential receptors.

ENVIRONMENTAL STEWARDSHIPThe management of DOD firing ranges

and training areas is transforming from a culture of consumption to a culture of conservation. The continued improvement of expected battlefield conditions simula-tion at live-fire ranges and facilities, while ensuring overall environmental sustain-ability and cost, is paramount to meeting the objectives of SSPP.

Expanding the use of realistic 3D steel targets rather than repurposing military vehicle hulks helps today’s operational range training managers strike the balance of meeting the needs of both the warfighter and the environment—of achieving the goals of today, and tomorrow.

Mark Albe, PMP, M.SAME, is Director of Munitions & Environment, CWO5 Bill Brown, EOD, M.SAME, USN (Ret.), is Range Sustainment Program Manager, and Courtney Ingersoll, PMP, M.SAME, is Principal, Military Munitions Response Program, Sterling Global Operations Inc. They can be reached at 256-864-0550, or mark.albe@sterlinggo.com; 865-988-6063, or bill.brown@sterlinggo.com; and 865-466-0262, or courtney.ingersoll@sterlinggo.com, respectively.

3D steel targets provide an environmentally safe alternative to legacy target hulks on military training ranges. 3D steel targets eliminate the potential risk of unexploded ordnance being embedded or concealed within a legacy target hulk. They also reduce the risk of wildfires caused by tracer rounds impacting flammable components on the legacy hulks, such as tires.

64 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING

Potable Water Challenges: Island Style Virgin Islands National Park may epitomize the beauty of the Caribbean, but the property faces many obstacles in its efforts to establish potable water. By Lt. j.g. Kelly Hoeksema, EIT, M.SAME, USPHS

Surrounded by the beautiful blues of the Caribbean Sea, the mountainous terrain of

St. John, part of the U.S. Virgin Islands, is home to the Virgin Islands National Park, which was so dedicated on Dec. 1, 1956, “a sanctuary wherein natural beauty, wild-life, and historic objects will be conserved unimpaired for the enjoyment of the people and generations yet unborn.”

Approximately 400,000 to 500,000 tour-ists visit the park annually. It is renowned for its breathtaking beauty, and includes 7,200-acres of land and 5,600-acres of underwater land. The land acres comprise 60 percent of St. John’s landmass. Despite the wonders of the Virgin Islands National

Park, there are numerous challenges the U.S. National Park Service (NPS) faces to protect the public health of visitors.

FRESH WATER SCARCITYFresh water is a necessary yet limited

resource on St. John. In Virgin Islands National Park there are 20 water systems that provide water for visitor public use areas, staff housing units, the visitor center and NPS offices. The water treatment systems are antiquated and lack proper operation and maintenance. NPS is currently seek-ing to reconfigure the park’s cistern water

Above, Francis Bay, Virgin Islands National Park. While the island of St. John is renowned for its natural beauty, it faces many challenges in supplying potable water to residents, businesses and visitors. Space is constrained. Fresh water is limited. Parts and equipment are hard to come by and operating costs, driven by significant electricity rates, are high. PHOTOS BY LT. J.G. KELLY HOEKSEMA, USPHS

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systems to meet both U.S. Environmental Protection Agency (EPA) and NPS require-ments. NPS requested a U.S. Public Health Service engineer to conduct an assessment of the treatment systems.

I was appointed to the task, and became the first uniformed officer duty stationed on the island of St. John.

DOCUMENTING DEFICIENCIESDuring the assessment, more than

200 deficiencies were documented on the Virgin Islands National Park’s water systems. Some of the deficiencies include the water having inadequate contact time with chlorine, insufficient filtration, incor-rect installation of disinfectant injectors, and systems improperly configured.

Each deficiency was evaluated based on its impact to public health, general safety concern, and overall complexity of miti-gating the deficiency. To assist the park in maintaining its water treatment systems, I developed an orientation presentation for new water operators as well as a system maintenance schedule and updated logs for tracking system maintenance.

The next step was to develop a plan to address the deficiencies. I developed the requirements for repair, wrote the state-ment of work, conducted market research, generated a cost estimate and worked with the park to identify funds for the mitigation of deficiencies. A contract is currently in place to address the deficiencies in 17 of the 20 water treatment systems. Through my role as the contracting officer’s repre-sentative, I also need to ensure the repairs are correctly completed through review of submittals, site inspections, coordina-tion with users, and acceptance of work. In addition, the park has been approached

to consider the installation of a system that would power a reverse osmosis plant through solar energy, with back-up power generated by natural elevation change. This could greatly reduce the electric bill for the park’s two reverse osmosis water treatment plants. Electricity costs $.54/kWh in the U.S. Virgin Islands—more than five times the national average.

Complicating matters, there are two mosquito-transmitted viruses confirmed in the islands, Dengue and Chikungunya Fever. I am responsible for assisting in coordinating communications between the park and public health officials concerning Chikungunya and to increase the awareness of public knowledge concerning the virus.

PUBLIC HEALTH CHALLENGESVirgin Islands National Park is one of the

most beautiful parks in the world despite public health challenges on the island. Its continued success, however, will not be possible without the commitment of NPS to keep the public safe from disease as its top priority. While the park is taking steps to improve its water treatment systems, there are many obstacles it faces due to location that are presently insurmountable. Some of the basic challenges the park has to endure are simply because it is on an island in the Caribbean Sea. St. John, first, is hindered by its limited land mass, tipping the scales at a mere 20-mi², approximately 60 percent of which is owned by the Virgin Islands National Park. This leaves a meager 8-mi² for development. Much of this area is ill-suited steep, rocky terrain.

Stateside, potable water plants draw water from freshwater sources (lakes and rivers). St. John lacks freshwater sources, but does have salt ponds and the salt water of the Caribbean Sea. Seawater is the primary source for the public water system’s desalination plant. But the plant produces just 155,000-gal/day and serves businesses and government buildings in the immediate Cruz Bay area. To put this in perspective, there are approximately 4,200 residents of St. John. Only 3 percent live in a household whose sole water source is the public water system.

With the limited reach and capability of the public water system, most residents and many businesses must rely on other water production means. The Virgin Islands

National Park uses ground water wells as its water sources at Trunk Bay and Cinnamon Bay. The well water is processed through reverse osmosis plants and used in the immediate area. Both plants produce about 10,000-gal/day of potable water.

The water source for 81.1 percent of the island's households is from a cistern, tanks, or drums according to the 2000 U.S. Census. Rainwater is stored in cisterns and treated using a series of filters and chlorina-tion. The filters are arranged from largest to smallest, each removing contaminants of a different size. Unfortunately, there are no water filters available for purchase on St. John. Two of the EPA-recommended filter sizes are available on St. Thomas, the next island over. But the smallest filter, which removes cysts and protozoa (such as cryptosporidium and giardia), is not commercially available.

Filters, along with the majority of techni-cal replacement parts, have to be ordered from the mainland, which presents a number of challenges. It is often difficult to find a company that will ship to the island, and those that do charge high ship-ping rates. And parts frequently can take upwards of five weeks to be delivered, not counting fabrication time for the part.

The Virgin Islands also have widespread issues with maintaining regulated systems to EPA standards. This is evidenced in EPA’s 2012 National Public Water Systems Compliance Report, where the territory is listed to have 300 regulated systems, and 156 of those systems had significant viola-tions. The 156 violating systems had a total of 273 significant violations.

WORKING TOWARDS SOLUTIONSWhile St. John is beautiful beyond

compare, it faces some ugly challenges. Space is constrained. Fresh water is limited. Parts and equipment are hard to come by. Operating costs are high.

Yet with support from the U.S. Public Health Service, Virgin Islands National Park and the surrounding community will continue to work together towards solu-tions to the potable water challenges.

Lt. j.g. Kelly R. Hoeksma, EIT, M.SAME, USPHS, is Project Manager and Civil Engineer, Southeast Regional Office, U.S. National Park Service; 340-690-2496, or kelly_hoeksema@nps.gov.

The typical housing water system plumbing conditions in St. John are insufficient. Piping is often not true or plumb.

66 The Military Engineer • January-February • 2015

ENVIRONMENTAL ENGINEERING: SPOTLIGHT ON U.S. PUBLIC HEALTH SERVICE

At the Forefront of Sustainability As the National Institutes of Health faces challenges in improving the energy efficiency of its operations, it has engaged U.S. Public Health Service environmental engineers to explore solutions from a pollution prevention perspective, to use strategies that lower utility consumption and reduce greenhouse gas emissions. By Lt. Cdr. Leo Angelo Gumapas, P.E., M.SAME, USPHS

Environmental engineers frequently address environmental pollution retroac-tively, focusing on remediation and abate-ment measures. The National Institutes of Health (NIH) has recognized there can be an opportunity to proactively help prevent pollution by engaging environmental engi-neers to explore solutions to improve the agency’s facility operations—in essence, to stop the pollution before it starts.

NIH, an operating division of the U.S. Department of Health and Human Services, is the primary federal agency charged with conducting and supporting biomedical research. NIH is headquartered in Bethesda, Md., on a campus hosting nearly 12.6-million-ft² of facility space. Approximately 70 percent of the facility space at the Bethesda campus is devoted to energy-intensive laboratory and clinical center activities. These spaces require more frequent air exchanges than office space to meet health and safety standards, and they host an abundance of energy-intensive scientific and medical equipment. These two factors challenge NIH to maintain its mission-critical activities while also improving its energy efficiency and reduc-ing greenhouse gas emissions.

The federal government has become increasingly aware of the human health

and environmental impacts of its facili-ties—particularly on the nation’s energy and water resources and greenhouse gas emissions. Within the past five years, the government has put forth a series of laws and executive actions with the intent of integrating sustainability into site planning, design, construction and maintenance of federal facilities.

In response, NIH has developed programs and policies to enhance environmental stewardship through pollution prevention, resource conservation and sustainable devel-opment. The agency recruited U.S. Public Health Service environmental engineers to compile its greenhouse gas inventory and develop strategies to reduce its carbon footprint. The inventory included data on utility consumption, employee commut-ing behavior, waste disposal, refrigerant fugitive emissions, wastewater treatment operations, and vehicle fleet fuel consump-tion. Emissions from purchased electricity and stationary combustion (boilers, emer-gency generators, cogeneration systems)

account for approximately 80 percent of the total greenhouse gas emissions. Engineers analyzed NIH operations and identified three large sources for targeted reduction efforts: reducing the amount of electricity that operates laboratory freezers; improving the efficiency of boiler and chiller opera-tions in the Central Utility Plant; and opti-mizing the synergy of the preheat chiller coil operations to reduce the use of reheat for laboratory ventilation systems.

IMPROVING FREEZER EFFICIENCYThe NIH Bethesda Campus has nearly

2,200 Ultra-Low Temperature (ULT) freez-ers in operation. A ULT freezer is designed to reach -86°C (-123°F). An older, inefficient ULT freezer can use as much as 20-kWh/day of electricity—equivalent to the daily electricity usage of a 2,500-ft² house.

A newer, high efficiency ULT freezer will use only 15-kWh/day. In fall 2012, NIH replaced 98 old ULT freezers with 70 new ones. This action has reduced energy consumption by 591,000-kWh yearly, saving

Aerial view of the Clinical Center at the National Institutes of Health Bethesda Campus. U.S. Public Health Service engineers are helping reduce the electricity consumption and greenhouse gas emissions of the campus’ energy-intensive research labs and operating equipment. NIH PHOTO

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$65,000 annually in energy costs. The energy savings alone will cover the cost of the new freezers in less than 10 years. The more effi-cient freezers also will reduce greenhouse gas emissions by 272-T annually.

CENTRAL UTILITY PLANT UPgRAdEsThe Bethesda Campus Central Utility

Plant (CUP) is capable of generating 800,000-lb/hr of steam at 165-lb/in² gauge, 60,000-T of chilled water at 42°F, and 6,600-ft³/min of compressed air for distribution to the campus. In FY2012, the CUP utilized over 360-million-gal for cooling tower make-up, which cost NIH $2.4 million. A study of the water quality of NIH’s cooling towers in May 2014 found the tower’s recycled water contained high levels of Total Hardness and Total Dissolved Solids, which tended to form scale, depos-its, and induced corrosion. This resulted in reduced heat transfer, increased blow down frequency, and high make-up water use.

To address this, NIH is installing a fully updated automated water treatment system

and intends to bring on additional staff to monitor for water treatment issues proac-tively and mitigate potential issues that may compromise the plant’s operations.

With improved water treatment, it is esti-mated the cooling towers can be operated per design to use approximately 63-million-gal annually. This will save $460,000 in water costs alone. NIH maintenance tech-nicians, plant operators, shift supervisors and senior management are engaged in weekly meetings to establish standards so that equipment can be operated per design and maintained in accordance to manu-facturer and industry recommendations.

REsEARCH LAB OPERATIONsResearch labs on the Bethesda Campus

are supported by the chilled water, steam and compressed air the CUP generates. These labs are designed to support six to 10 air changes per hour (ACH), and sometimes upward to 15-ACH for animal holding rooms. NIH’s Design Requirements Manual requires every lab be designed to support an energy utilization index of 8-W/ft² of equipment load. Energy utilization index assumes a heat load from equipment that must be considered in the sizing of air handling equipment. Many universities have started to use lower energy utilization indexes based on their own studies and new technologies, which are providing the ability to reduce ventilation rates in labs.

NIH’s Office of Research Facilities (ORF) wanted to study the campus’ energy utili-zation index to explore the possibility to reduce the demand for chilled water and steam in the labs. NIH ORF assembled a team of electricians and engineers to complete a comprehensive study to gather and analyze electricity data on a granular level. Nearly 350 pieces of lab equipment were inventoried in six labs in Building 6. Each piece of equipment was mapped to one of 66 circuits. The electricity consumption for each piece of equipment was measured for a one-week period. Air supply and exhaust flow rates, reheat valve position, and room temperature data was gathered by the Building Automation System over the energy measurement period. After analyz-ing the data, the study showed NIH labs operated less than the 8-W/ft² standard. And certain labs may be over ventilated,

based upon current equipment load as evidenced by the increased reheat operation that was observed from the data.

Through the energy measurement studies conducted during the freezer replacement program and the energy utilization index study, a number of issues have been identified in the Bethesda Campus labs. NIH is starting to look at implementing the following strate-gies to further reduce its electricity demands:• Explore utilizing liquid nitrogen freezers

and water cooled freezers.• Implement an NIH-wide freezer main-

tenance program.• Consolidate lab freezers through clea-

nouts and high density solutions.• Install timers on bench top lab equipment.

The more efficient freezers, proposed projects in the research labs, the water treat-ment, and standard operating and main-tenance procedure development projects in the CUP will lower electricity, fuel oil, natural gas and water consumption, which will help in further reducing greenhouse gas emissions at the Bethesda Campus.

PROACTIVE PREVENTION NIH has leveraged Public Health Service

engineers to proactively reduce its carbon footprint. As a result, NIH ORF has been able to prove to the scientific community through the ULT freezer replacement program that it has a model to reduce utility consumption and cost, leaving additional funds available for research in the laboratories. Implementing energy reduction strategies developed from plug load studies done in its labs and addressing issues in the CUP provide mechanisms to further reduce NIH’s utility consumption and carbon footprint while increasing the reliability of its operations.

Ultimately, pollution prevention accom-plished through reducing greenhouse gas emissions proactively aligns with both the Public Health Service’s mission to “protect, promote, and advance the health and safety of the nation” and NIH’s mission to “enhance health, lengthen life, and reduce illness and disability.”

Lt. Cdr. Leo Angelo Gumapas, P.E., M.SAME, USPHS, is Greenhouse Gas Program Manager/Environmental Engineer, Office of Research Facilities - Division of Environmental Protection, National Institutes of Health; 301-402-7871, or leoangelo.gumapas@nih.gov.

Lt. Matthew Hunt, USPHS, Don Guan, NIH Mechanical Engineer, and Don Mayberry, Chief of Operations & Maintenance, examine the condensate polishers in the Bethesda Campus Central Utility Plant. PHOtO By Lt. CDR. LEO ANGELO GUMAPAS,

USPHS

68 The Military Engineer • January-February • 2015

ENVIRONmENTAL ENgINEERINg: sPOTLIgHT ON U.s. PUBLIC HEALTH sERVICE

Preserving the Blue Ridge Parkway Maintaining one of the most beautiful roads in the world requires not only competent technical skills, but an appreciation for the safety of the visiting public and the preservation of the precious resources they travel miles to experience. By Cdr. Nathan Epling, P.E., BCEE, M.SAME, USPHS

Considered one of the most scenic drives in the world, the Blue Ridge Parkway stretches along 469-mi through the moun-tains of Virginia and North Carolina. The nostalgic two-lane road entreats visitors to slow down and enjoy the lazy curves, rock guardwalls, stone waterways, grassy bays and its signature vistas.

Few visitors, however, may realize the extent to which over the years engineers have worked throughout the parkway to ensure an experience that is safe for them and the environment.

As a U.S. Public Health Service engineer officer arriving nine years ago, I did not expect the level of effort necessary for the parkway to provide clean, safe drinking water; treat and dispose of wastewater; and minimize the impact of construction in protected areas. The parkway operates several visitor contact stations, camp-grounds, restaurants, lodges and offices for staff, visitors and volunteers. Sites along the road may have thousands of visitors in a day. Children and elderly, being more vulnerable to disease, make up a significant proportion of the visitation. Keeping the public safe from disease is a top priority.

UNDERSTANDING THE MISSION As far back as 1918, when the U.S.

National Park Service first requested a U.S. Public Health Service officer (an engineer) to support the parkway, leader-ship understood it would not survive if

visitors departed with serious sickness or injury. Similarly, any park development could not mar the very scenic beauty that drew people to the area in the first place. Our pride in national parks, including the

Blue Ridge Parkway, is in large measure a result of engineers and designers learning to work within many unique environments and bring generations of visitors safely in touch with our natural wonders.

The Blue Ridge Parkway meanders 469-mi through Virginia and North Carolina. It is one of the most visited national parks in the world, often receiving over 15 million visitors per year. NATIONAL PARK SERVICE PHOTO

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DRINKING WATER SYSTEMSSince its inception, the parkway had

relied on spring developments as the primary source for water in remote areas. In the 1980s, to better comply with Safe Drinking Water Act requirements, the parkway converted its multitude of spring-based water supplies to groundwater wells. The addition of chlorine for disinfection also presents challenges as deep aquifer water chemistry is not always suitable

for monitoring residuals (water hardness can react with the free chlorine normally measured to ensure proper disinfection). While alternative disinfection methods have been considered, chlorine is the most reliable and least operationally demanding.

Underground concrete reservoirs, some designed in the late 1930s, are found on the top of hillsides to gravitationally flow water to buildings and hydrants. These tanks range from 10,000-gal to 225,000-gal

and are often divided with an interior baffle to reserve half the water for emergencies. With modern confined space regulations, staff now relies on contractors to perform tank cleaning and inspections (a cost not considered when originally designed).

Most of these systems are drained when the camping season ends in November and restarted and tested in the spring. This prevents shallow parts of the distri-bution pipes from freezing in the frigid

LINN COVE VIADUCTThroughout its first 50 years

of construction, the Blue Ridge Parkway blasted, graded and tunneled its path through the Appalachian Mountains. In the 1970s, as designers began to consider the last and most difficult segment of road to finally complete all 469-mi they made arguably the project’s most significant environ-mental decision.

As they considered the cost to the pristine natural resources found in a spot called Linn Cove in North Carolina that a road or tunnel would require, they elected for a more sensitive path—a decision, however, that would demand a highly complex engineering feat, ultimately result-ing in what is regarded as the most complicated concrete bridge every built. The Linn Cove Viaduct, a bridge of precast segments elevated on seven piers, hovers just above jutting rocks and uneasy vegetation 4,100-ft above sea level, curving along contour and matching grade at both ends. Construction began in 1979, finishing in 1987 at a total cost of $10 million.

At 1,243-ft long, the viaduct acts as a monument for environmental preservation that not only parkway engineers are challenged to meet, but we as Americans can take pride in and seek to surpass as our civi-lization continues to balance our needs with those of a sustainable and inspirational environment.

NATIONAL PARK SERVICE PHOTOS

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ENVIRONMENTAL ENGINEERING: SPOTLIGHT ON U.S. PUBLIC HEALTH SERVICE

mountain winters. Ideally dug below frost depths, many pipe trenches encountered granite and were not placed at the design depth. Realigning water pipes for depth or other operational benefits has the added complexity of natural and cultural resource preservation. To minimize removal of trees and other sensitive vegetation, and poten-tial archaeological resources, water lines are generally kept to existing alignments.

POWER AND COMMUNICATION Power and communication are trouble-

some operational issues. Severe thunder-storms are common throughout the open season. They wreak havoc on end-line, rural electric infrastructure. Float systems are often zapped by storms, resulting in pumps not operating when tank levels are low. Radio communications using solar power have helped create more reliability, unless they also take a direct hit by lightning.

The parkway is looking in to pressure sensing technologies that may prove more reliable. In places without nearby electric lines, diesel generators powered deep well pumps. However, as solar technology has progressed, diesel systems are being replaced with quiet, more automated technologies.

WASTEWATER CHALLENGESThe most problematic environmental

engineering challenge over the past couple of decades has been onsite wastewater. As systems that were built over half a century ago finally start to show symptoms of fail-ure, parkway engineers are confronted by considerable constraints not anticipated by the original planners.

Where a modern residence may require a reserve drainfield area for future use, no such consideration was made in the camp-grounds and picnic areas where every inch was planted, paved or otherwise prepared for an RV or tent camper. Many systems, due perhaps to seasonal use and remark-able designs (drainfield lines were made

of corrugated pipe cut lengthwise and set similar to today’s “chambered” drainfields), have lasted well beyond the design lifecycles we use currently. These camp sites have literally “grown up” in planned vegetation precious to the scenery visitors expect. More remote but open areas considered for onsite

wastewater disposal often add archeological limitations that further constrain design. The smallest system with minimal impact to resources, including operations, is preferred.

Over its first 60 years, the parkway employed many technologies to handle these restrictions—Imhoff tanks, spray fields (in wooded areas), automatic siphon dosing pumps, seepage beds, even septic tanks with drain valves, presumably to empty contents into less visited areas off season. All of these had varying levels of success and sustainability, and were prob-ably quite innovative for their time.

Technological innovations within the last 10 years have brought a number of new opportunities for engineers to improve the parkway’s onsite wastewater treatment and disposal operations. • Textile Media Treatment—minimized

noise disturbance and maintenance burden.

• Attached-Growth Media Treatment—reduced restaurant waste strength for onsite disposal.

• Standard Drip Drainfield—minimized tree removal and grading to protect forested area and trails.

• Anaerobic Drip Drainfield—mini-mized treatment needed in remote area; preserved popular field for visitor recreation.

• Septic Tank Effluent Pumping—preserved 50-year growth vegetation around campground sites.

• Solar Powered Dosing Tanks—elimi-nated drainfield near stream; preserved sites in heavily used picnic area.

LOOKING AHEAD These advancements are enabling the

parkway to meet or exceed current onsite wastewater regulations while preserving the resources enjoyed by visitors. As engineers continue to strive for greater sustainability, technologies are chosen that do not over-burden operators, require excessive energy, or create undue waste.

Parkway staff will watch closely the performance of these systems over the next decade—improving and expanding their use as needed to protect finite resources.

Cdr. Nathan Epling, P.E., BCEE, M.SAME, USPHS, is Civil Engineer, Blue Ridge Parkway, U.S. National Park Service; 828-348-3481, or nepling@nps.gov.

Technological innovations within the last 10 years have brought a number of new opportunities for engineers to improve the parkway’s onsite wastewater treatment and disposal operations.

A new textile media treatment system serves a popular restaurant along the Blue Ridge Parkway. The system has minimized noise disturbance and the maintenance burden. PHOTO BY CDR. NATHAN EPLING, USPHS

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ENVIRONMENTAL ENGINEERING: SPOTLIGHT ON U.S. PUBLIC HEALTH SERVICE

U.S. Army Corps of Engineers Change Management Strategies Maintaining strong leadership and command systems, the ability to build and task organize teams, and leveraging highly effective leadership and professional development programs will be essential for the U.S. Army Corps of Engineers to fulfill its increasingly complex missions in a new fiscal environment. By Maj. Gen. Merdith W.B. “Bo” Temple, P.E., F.SAME, USA (Ret.), and Dwight Beranek, P.E., F.SAME

Last summer saw a remarkable series of command changes at the U.S. Army Corps of Engineers (USACE). Fully six of nine division commanders or deputy commanders either retired or transferred to new assignments.

Even for an organization long accustomed to personnel changes, this run of retirements and command shifts were among the Corps’ most extensive in years.

Beyond the immediate changes, though, these ongoing transi-tions raise an important long-term issue for USACE—that is, in the coming years, how will command, organization and poli-cies such as implementation of the Water Resources Reform and Development Act of 2014 be affected by what is likely to be a more fiscally constrained and uncertain environment? The impact on the Corps’ ability to fulfill its increasingly complex missions will be especially significant since projects typically require many years to plan and fully implement, even as the nation’s infrastructure needs continue to grow.

While many factors drive USACE’s ability to maintain mission and leadership continuity, in our view, there are three factors that have been, and will continue to be, most crucial to fulfilling these goals in the next decade. • Strong leadership and command systems (including improved

regionalization and virtualization capabilities). • The ability to build and task organize teams (to meet new or

unexpected needs).• The ability to leverage highly effective leadership and profes-

sional development programs to enhance military and civilian leadership, management, and technical skills and practical experience.

STRONG COMMAND SYSTEMSUSACE is part of the Department of Defense and U.S. Army’s

command systems, and its subordinate division and district orga-nizations are commanded by uniformed officers. These officers are supported by a strong and deep Department of the Army civilian cadre, whose leadership and technical expertise ensures continuity of knowledge and mission despite changes in either uniformed or civilian personnel.

To fully take advantage of its leadership and command systems, the Corps must continue to enhance its Regional Management concept, which allows the divisions to use the talent of all of its districts to be more responsive to mission needs without having to build additional capability. This should be enhanced with robust, secure digital/virtual capabilities so that information and knowl-edge can be distributed throughout the region and the enterprise resulting in more consistent mission accomplishment.

An example of how this type of enterprise-wide collabora-tion could be used to good effect might be in developing the implementation guidance for the Water Resources Reform and Development Act, which authorizes accepting additional public or private funding for the Corps’ Civil Works programs where regional and enterprise-wide consistency will be critical to success.

This means that the Corps must learn how to incentivize the private sector to invest in public infrastructure and infuse these lessons learned throughout the command.

BUILDING FLEXIBILITYUSACE will need to leverage enhanced digital/virtual capabili-

ties to build teams (physical and virtual) within a region or from across the enterprise to meet mission needs with more flexibility. This would allow commanders at all levels to better task organize capabilities against requirements, while retaining the ability to tap into the Corps’ research and development and knowledge management databases to drive consistency and enhance team performance.

The Chief of Engineers also may task organize USACE resources to meet emerging or surge requirements. This flexibility allows the organization to mitigate the effects of unit-wide change. Furthermore, this validates the notion that USACE must continue to provide broad, professionally rewarding experiences to its employees to build capable and flexible future capacity that is so necessary to meet the needs of an ever-changing and complex global environment.

Examples of how this type of capability has been used in the past include the surge for Afghanistan and Iraq reconstruction, the

72 The Military Engineer • January-February • 2015

design and construction of the Hurricane and Storm Damage Risk Reduction System in New Orleans, and the response to Superstorm Sandy in fall 2012.

In each of these cases, teams were built, trained and deployed—and achieved mission success—by drawing on the talent from across the entire enterprise, while increasing their ability to work with Joint and interagency partners. Such multiple military and civil works contingency operations have created a strong mission-oriented culture that will be critical to USACE’s future success.

PROFESSIONAL DEVELOPMENT BENEFITS

Both uniformed and civilian personnel follow the requirements of their respec-tive Department of the Army professional development systems. This provides formal, dual and parallel professional development that allows both military and civilian personnel to receive train-ing and mentoring opportunities needed to develop agile lead-ers that are enabled to operate successfully in complex, global environments.

Furthermore, USACE operates a commander transition and a Leader Development Program that complements the Department of the Army’s Leader Development Program, the Civilian Education System, and the Senior Enterprise Talent Management System at all levels (district, division and headquarters). USACE’s Leader Development Program is considered to be among the best in the Department of the Army. Additionally, disaster response and recovery and overseas contingency operations deployments provide invaluable practical experience in rapid response, quick decision-making, and leadership that benefits both uniformed and civilian personnel alike.

The Chief of Engineers is the Functional Chief for the Department of the Army’s Engineers and Scientists Career Program, which is overseen by a USACE Senior Executive Service leader, ensuring uniform professional development for all in the program.

The Corps should look to its USACE Learning Center in Huntsville, Ala., to produce new and revised learning opportuni-ties relevant to the current rapidly changing environment. And the Corps must enhance the ongoing success of its professional development systems. It must encourage career learning and continue its practice of conducting Leader Development Program lessons learned annually where appropriate program adjustments are made. This will help prepare the next generation of military and civilian servant-engineer-leaders.

In the future, USACE will become increasingly reliant on the use of virtual capability for talent management and to ensure that a broad experience base is available to meet mission requirements.

This will further enable the Regional Management concept, ensur-ing that the right teams with the right knowledge are task organized to focus on engineering and related issues both at home and abroad while operating within a constrained fiscal environment. These tools will enhance the human interaction and teamwork so vital to meeting the needs of an ever-changing world.

Through its professional development programs, USACE will drive greater process consistency across the organization, strengthen its partnerships at all levels, deliver better results for its customers, and maintain and use its body of knowledge more seamlessly.

ASSURING MISSION SUCCESSThere always will be turmoil in any organization. Continuity

through change can be properly maintained by giving commanders and leaders the tools and the flexibility to develop solutions based on a strong technical foundation, and to effect those solutions by building the right teams (both physically and virtually) and by promoting a well-trained and seasoned workforce.

With improved digital/virtual tools backed up by a strong cadre of experienced civilian personnel, and the ability to task orga-nize capabilities across its regions and the enterprise, the Corps’ command system will ensure readiness and the continuity of its mission within its authorities—despite changes in requirements, funding, policies, programs and personnel.

Maj. Gen. Merdith W.B. “Bo” Temple, P.E., F.SAME, USA (Ret.), and Dwight Beranek, P.E., F.SAME, are Senior Advisors with Dawson & Associates. Gen. Temple formerly served as Deputy Chief of Engineers and Deputy Commanding General of the U.S. Army Corps of Engineers as well as Acting Chief/Acting Commanding General. Dwight Beranek served as Deputy Director of Military Programs. Between them, they have 49 years of experience with the Corps of Engineers. They can be reached at mwbtemple@dawsonassociates.com and dberanek@dawsonassociates.com, respectively.

The design, construction and on-time execution of the Greater New Orleans Hurricane and Storm Damage Risk Reduction System exemplifies how USACE benefits when it can direct resources to meet emerging or surge requirements. U.S. ARMY PHOTO

The Military Engineer • No. 693 73

Highlights from the

SAME 2014 Small Business Conference

Did you know that @SAME_HQ is on Twitter?

Tweet us from your local SAME events!

74 The Military Engineer • January-February • 2015

With 1,800 attendees and over 220 exhibitors the SAME 2014 Small Business Conference, Dec. 9-11 in Kansas City, Mo., was the place for small businesses in the A/E/C industry to connect with government agencies and large businesses. The event offered tailored education and training, focused networking sessions, and contracting briefings from a number of federal agencies, including the U.S. Army Corps of Engineers, Naval Facilities Engineering Command and Air Force Civil Engineer Center.

The Military Engineer • No. 693 75

Organizing an Academy

In order to recognize those SAME members that had given so much of their time and leadership to SAME, the Society began to recognize “Fellows” in 1972. Since the inception of the Fellows category, SAME’s constitution has defined the basic qualifications to be a Fellow as follows:

“Persons who have rendered dedicated and outstanding service to The Society and to the engineering profession. Nominees shall have been a member of SAME for a minimum of 10 years. All Fellows shall be members currently in good standing in The Society.”

By the early 1990s, the list of SAME Fellows was growing, as was the acknowledgement that to be an SAME Fellow was an honor. However, once selected as Fellows, there was no new or special direction. In addition, while it was recognized as an honor to be selected as an SAME Fellow, those selected, in the view of some, were not accorded the full recognition they deserved.

AN IDEA TAKES SHAPEIn early 1994, discussions began among SAME leaders about the

possibility of organizing the Fellows and granting Fellows greater recognition within SAME. Soon, the idea of elevating the place of Fellows in SAME and organizing the Fellows began to gain traction.

On June 1, 1994, an informal breakfast was held during SAME’s Annual Meeting to discuss how best to proceed with better honoring and recognizing of SAME Fellows. Nearly 80 Fellows attended—including several past National Presidents. The consensus was that a committee should be established, charged with considering how to elevate recognition of Fellows within SAME; to consider what more Fellows could do for SAME; and to consider an organization of Fellows.

What came to be known as the “Working Committee,” a group of 12 SAME leaders with professional experience across government and industry, would meet six times over the next several months, with the first meeting on June 30, 1994, and the final meeting taking place on January 26, 1995. These meetings would help establish the roles and responsibilities of Fellows; expand the process for how new Fellows would be selected; develop a specific Fellows logo and medallion; ascertain a path forward for what would ultimately become the Fellows’ premier events, the Academy of Fellows Investiture and the Golden Eagle Awards Dinner; and give direction to Fellows in helping SAME meet its goals and objectives.

The meetings were thorough, detailed, and ultimately successful in accomplishing these goals. The Academy of Fellows began as an official organization within SAME on New Year’s Day, 1995.

INAUGURAL FELLOWS INVESTITUREThe first SAME Academy of Fellows Investiture was held October

19, 1995 at the Alamo, in conjunction with the SAME Texoma Regional Conference in San Antonio.

The Working Committee led to a planning committee for the Investiture, chaired by a member of the Working Committee who in turn worked with the chair of the Texoma conference to plan and carry out that first Investiture. The Alamo was an ideal location. The Daughters of the Republic of Texas provided the use of a large room in the Alamo for the Investiture service itself and a private garden for a reception. Invitations were sent to family, friends and professional associates of those being invested. It was a formal event with full pomp and circumstance. The Investiture was presided over by Brig. Gen. Gerald C. “Jed” Brown, USA (Ret.), Chair of the Academy of Fellows, with 38 of the 56 newly selected Fellows in attendance.

GOLDEN EAGLE AWARDS DINNERThe Working Committee also developed the concepts for the

Golden Eagle Awards Dinner, which was turned over to a planning committee presided over by multiple members of the Working Committee. The stated purpose of the dinner was to promote fellowship among SAME Fellows. The program would include a guest speaker of national prominence and brief remarks by

20TH ANNIVERSARY: SAME ACADEMY OF FELLOWS

In recognition of 2015 being the 20th Anniversary of the founding of the SAME Academy of Fellows, the following article is adapted from “History of the SAME Academy of Fellows,” a detailed chronology of the inceptions of the SAME Academy of Fellows, written by Hal Rosen, F.SAME. The full history is available on the SAME website at www.same.org/aof.

The Academy of Fellows began as an official organization within SAME on New Year’s Day, 1995.

76 The Military Engineer • January-February • 2015

recipients of the Fellows’ Awards. Two awards would be presented at the dinner, one to an SAME Fellow and the other to someone not a member of SAME. Essentially, the criteria for award recog-nition for both awards included “singu-larly distinctive contributions to military engineering and the nation’s defense and to the ideals of the Society,” along with “outstanding achievements on behalf of the community or nation over an extended period of time.”

The first Golden Eagle Awards Dinner took place on Saturday, February 17, 1996, at the historic Willard Hotel on Pennsylvania Avenue in Washington, D.C. Maj. Gen. Clifton “Duke” Wright, USAF (Ret.), former Air Force Civil Engineer and past SAME President, and at the time an executive with 3D/International, was honored for “contributions to military engi-neering,” while Mr. Norman R. Augustine, then President of Lockheed Martin and formerly Under Secretary of the Army and later Acting Secretary of the Army, received the Golden Eagle Award for “contributions to national defense.”

The event was a great success. The follow-ing year it was moved to a larger venue to satisfy the high demand to attend.

LOOKING BACKJust as SAME itself, many years earlier,

was crafted by a committee appointed to study an organization of those involved in military engineering, the SAME Academy of Fellows came into being through the efforts of a committee appointed to study how to further engage and recognize the Fellows. And just as it was thought that an association of those involved in military engineering could benefit the nation and the national defense, so too it was believed that an organization of Fellows could benefit SAME and in turn the nation and its defense.

In the span of less than two years, SAME leaders, led by Gen. Brown along with many others, conceived, organized and estab-lished the Academy of Fellows, held the inaugural Investiture Ceremony and Golden Eagle Awards Dinner, and redefined the Fellows selection process.

In short order, the Academy of Fellows elevated the achievements of SAME Fellows and brought appropriate recognition to these devoted men and women.

MOVING FORWARDAs the Academy of Fellows grew in size and stature, its role

within SAME’s yearly calendar evolved as well. While in the first several years, the Investiture was held in connection with a regional conference, the ceremony later would be combined with the Golden Eagle Awards Dinner for a day-long event in the Washington, D.C. area, bringing together SAME Fellows, Sustaining Member firms, military engineering leaders and other invited guests to honor and recognize so many deserving individuals for their support to the Society and the nation.

In furtherance of its mentoring efforts in support of SAME, in 2004, the SAME Academy of Fellows established a Fellows Mentoring Award and presented it for the first time in March 2005 to recognize an SAME Fellow for outstanding mentoring efforts. In 2009, the SAME Board of Direction renamed the award the Gerald C. Brown Mentoring Award in honor of Gen. Jed Brown, who passed away in 2006, and who was so instrumental in establishing the Academy.

Today, there are more than 700 Fellows in the SAME Academy of Fellows.

20TH ANNIVERSARY: SAME ACADEMY OF FELLOWS

THE WORKING COMMITTEEIn mid-1994, a 12-member committee was appointed to pursue means of elevating

the recognition of Fellows within the Society and to discuss the idea of forming an organization of Fellows. This group became known as the “Working Committee.”

Brig. Gen. Gerald C. “Jed” Brown, USA (Ret.)Maj. Gen. Joseph “Bud” Ahearn, USAF (Ret.) Brig. Gen. Walter O. Bachus, USA (Ret.)Suzanne DiGeronimoBrig. Gen. Jimmy G. Dishner, USAFR (Ret.) Seymour S. “Steve” GreenfieldMaj. Gen. James E. McCarthy, USAF (Ret.) Brig. Gen. Robert C. Lee, USA (Ret.)Lt. Gen. John W. “Jack” Morris, USA (Ret.) Lt. Gen. Max W. Noah, USA (Ret.)Harold I. “Hal” Rosen, Esq. Vice Adm. Bruce Beran, USCG (Ret.)

CHAIRS OF THE ACADEMY1995-1996 Brig. Gen. Gerald C. Brown, USA (Ret.)1996-1997 Maj. Gen. Joseph A. “Bud” Ahearn, USAF (Ret.)1997-1998 Maj. Gen. James E. McCarthy, USAF (Ret.)1998-1999 Maj. Gen. Patrick J. Kelly, USA (Ret.)1999-2000 Rear Adm. David E. Bottorff, USN (Ret.)2000-2001 Maj. Gen. Clifton D. “Duke” Wright, USAF (Ret.)2001-2002 Brig. Gen. Ralph V. Locurcio, USA (Ret.)2002-2003 Roger J. Wozny2003-2005 Anthony F. “Tony” Leketa, SES (Ret.)2005-2007 Linda M. McKnight2007-2009 Rear Adm. Robert C. Williams, USPHS2009-2011 Rear Adm. Gary A. Engle, USN (Ret.)2011-2012 Paul A. Parker, SES2012-Present William A. “Bill” Brown, SES (Ret.)

The Military Engineer • No. 693 77

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The SAME Online Directory includes a complimentary standard listing for each SAME Sustaining Member Company. The standard listing includes company name that links to company profile, address and web address. Companies looking to enhance their online presence are encouraged to upgrade their listing. A variety of Search Placement Options are available as is a Featured Company option that is the “best value” overall.

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Strength Through Continuity SAME National Governance: Three Years in Practice

The past five months have given me a bird’s eye view of one of the most significant changes in SAME since 1920: the structure of our national governance. In January 2012, SAME announced it would adopt a new governance model that would draw on civilian members to serve as SAME President, rather than appointing one of the Engineering Service Chiefs on a yearly rotational basis. The new model calls the newly elected member to a three service—from President-Elect, to President, to Past President. Now, three years after that initial transition, it is prudent to reflect on how this model is working.

The recent transition of the SAME Executive Director also offers a unique opportunity to recognize that change and to address how the Executive Director fits into this new national level governance. The three volunteer national leaders we have had over the past three years form the basis of continuity and depth. And now, as a member of the leadership team, the Executive Director position serves as day-to-day leader for long-term stewardship of SAME.

We owe a tremendous debt of gratitude to all of the Past Presidents who led SAME while serving as the chief of their respective engineering service, as well as the handful of civilian leaders who stepped into the role over the years. We will soon commission a plaque with the names of all of our Past Presidents to recognize their service and their magnificent lineage of leadership during the first 92 years of SAME’s service to America prior to the governance change. That plaque will be dedicated at an appropriate time and displayed prominently at Century House (SAME HQ). What a history!

REASONS FOR CHANGEIn the January-February 2012 issue of TME Dr. Bob Wolff, former SAME Executive Director, and who

spearheaded this change, summarized the governance restructuring well:

“Also this past year, the Board addressed the issue of governance, with the goal to better align SAME with recent interpretations of the Joint Ethics Regulation (JER). SAME President Rear Adm. Christopher J. Mossey, P.E., CEC, USN, appointed a Task Force to study the matter, chaired by Maj. Gen. Del Eulberg, USAF (Ret.). The Task Force recommended, and the Board ratified, the establishment of a Uniformed Services Advisory Group (USAG) composed of the Engineering Service Chiefs, who will be requested to be official liaisons to SAME. Beginning in 2012, elections will be held for a President and President-Elect from the private sector, along with the two National Vice Presidents and four elected directors. While public sector members may continue to serve on SAME boards of direction in their “personal capacity,” the Task Force viewed the creation of the USAG as a better fit with the JER and SAME’s ability to engage all the engineering service chiefs throughout their terms of office.”

Gen. Eulberg also authored an article in that issue of TME in which he provided a detailed look at other impacts of the JER interpretations and the new USAG. Most importantly for us today, though, is that uniformed SAME members were able to continue to hold positions at the Post level where SAME is sustained entirely of volunteers. I also might add that the USAG is working exceptionally well and is engaging the Engineering Service Chiefs on ways SAME can make a difference for our nation’s engineers in uniform.

from the Executive DirectorCOMMENTS

The Military Engineer • No. 693 79

VOLUNTEERS MAKE IT HAPPENLooking back three years, let’s first celebrate that SAME is a volunteer organization. Since

our beginning, we have been led by individuals who have a long record of accomplished and selfless service to SAME, to our profession and to our nation. We have sustained that all-important characteristic of our national leadership. Now, with a three-year commitment, SAME is entrusted with a leader who meets the highest standard that we can find in any professional organization today.

Next let’s celebrate the members and their employers who stepped up to lead SAME through this transition. We are grateful to their employers whose considerable invest-ment allowed these members to commit the time necessary to lead SAME. The time and travel demands are significant. We also are grateful for the caliber of individuals who have stepped up—all of whom are SAME Fellows who have been leaders in their professions and SAME over the years. From our first President under the new governance structure, Tony Leketa, Parsons, a former member of the Senior Executive Service and a retired colonel in the Army Reserves; to our Past President, Rear Adm. Gary Engle, USN (Ret), URS Corp.; to our current President, Col. John Mogge, USAF (Ret.), CH2M HILL; to our President-Elect, Jane Penny, AECOM—all have done an outstanding job leading SAME successfully though the transition. As we move forward, their example will serve the Society well as Young Members become inspired and work to someday earn a place in the lineage that these four have created. One footnote, their portraits now hang proudly in Century House. I also am happy to announce that the Board of Direction has approved the creation of a Past President’s Medal to recognize individuals who have served as National President under the new leadership structure.

Remarkably, in addition to successfully leading the transition of national governance over the last three years, Tony, Gary, John and Jane dedicated countless days since this time last year to planning and executing the transition of the Executive Director to put in place this last piece of the national leadership team. And I am grateful to be the fourth leadership position on the team.

POSITIONED FOR THE FUTUREIn order to build on our history of successful growth and to position SAME to take

advantage of opportunities and fully implement the SAME Strategic Plan, galvanizing the national leadership team has been a critical endeavor. So, the role of the Executive Director as a member of the national leadership team is actually quite simple. The Executive Director leads the full time SAME HQ staff in the management of the day-to-day business, both internally and externally to provide long-term continuity. Just as the headquarters exists to enable volunteers to make contributions to the SAME Strategic Plan and its Focus Areas, the Executive Director works to enable the volunteer national leadership to lead SAME. Some of the key activities we are now focused on include preparing for the upcoming strategic planning meeting, reviewing our financial health and options such as creating a Foundation, and engaging regions and Posts to identify ways in which SAME HQ can support them, such as a Best Practices system that can be shared by all Posts.

As we move forward in 2015, we will continue to focus on supporting Posts, fostering relevant programs, enabling volunteers at every level to make contributions that materially advance the SAME Strategic Plan and ensuring unity of effort between the national HQ and Posts. I look forward to continuing to listen to your ideas and concerns and serving as a member of the national leadership team.

Brig. Gen. Joseph “Joe” Schroedel, P.E., F.SAME, USA (Ret.)SAME Executive Director

THREE WAYS TO GET ENGAGEDTony Leketa during his term as SAME President had a saying, “Get Engaged my Friend!” Let’s keep that mantra alive as we kick off 2015. One of the things I’d like to use this column for is to high-light ways that SAME members can get more involved and take advantage of the many benefits of membership. So here are three ways you can “Get Engaged!” • Reach out to an SAME Committee

or Council and participate in the discussion at the highest reaches of your industry, whether you’re an environmental engineer, a Young Member, an architect, a facility manager or other professional.

• Attend a national or regional conference to network with other professionals and earn valuable professional development hours for credential or license renewal.

• Nominate an individual, a company or public agency for one of SAME’s national awards or medals. The submission deadline is Jan. 21, 2015.

Visit www.same.org for more informa-tion on SAME and its activities.

80 The Military Engineer • January-February • 2015

from the Executive DirectorCOMMENTS

PROGRAMS CORNER“Recommend this course to every major company”“Informative and collaborative!”“I loved the personal experience stories.” “Excellently facilitated workshop!”“Leadership qualities and tactics are relevant and immediately applicable...great advice!”“Mike led a vibrant day-long session that allowed attendees to interact, share experiences and ask questions;

his experiences and knowledge are incredible!”

This is just a sampling of the incredibly positive feedback we received for our newest onsite course, “Know Yourself, Live Your Mission, Lead Your People: How to be a More Effective Leader,” taught by Rear Adm. Mike Giorgione, P.E., F.SAME, USN (Ret.). The inaugural holding of the course was in early November in Alexandria, Va. If you missed it, you will get another chance soon! The course is scheduled to be held Jan. 28, 2015, in conjunction with the Transition Workshop & Job Fair taking place near BWI Airport in Linthicum, Md., Jan. 29-30.

There is some great stuff happening in the SAME Continuing Education Program. Both the SAME Environmental Committee and the SAME Architectural Practice Committees recently sponsored two top-flight webinars on Emerging Contaminants and Building Information Modeling, respectively—and more than 320 people took advantage of tuning in live! These webinars are available online with many other recorded webinars that you can access via our On Demand Library anytime, anywhere at www.same.org/continuinged.

Keep checking the website for upcoming webinars and courses we will be offering in 2015. As always, any ideas are welcome to me at ndesport@same.org.

Col. Nick Desport, RA, LEED AP, F.SAME, USAF (Ret.), SAME Director of Programs

EMERGING LEADERS ALLIANCE A dozen SAME Young Members

were selected to attend the 7th Annual Emerging Leaders Alliance Conference, Nov. 10-12 in Reston, Va. The conference provides interdisci-plinary leadership training for select young professionals, with the goal of helping develop the next generation of great engineering leaders.

SAME is one of 11 organizational partners in the Emerging Leaders Alliance along with the American Institute of Mining Engineers, Association for Iron & Steel Technology, American Society of Civil Engineers, Engineers Without Borders USA, NACE International, National Ground Water Research & Educational Foundation, Society of Exploration Geophysics, Society for Mining, Metallurgy & Exploration, SPE International, and the Minerals, Metals & Materials Society.

Congratulations to the following SAME Young Members on being selected to attend! • Capt. Marie Harnly, USAF, Charleston Post• Matthew Turner, Greater Kansas City Post• Lt. Steven Blum, USCG, Narragansett Post• Jason McCabe, Pittsburgh Post• Kenda Enney, Denver Post• Elizabeth Meyer, Denver Post

• Candice Scale, Atlanta Post• Hector Hernandez, Emerald Coast Post• Christopher Scott, San Antonio Post• Alison Smith, Emerald Coast Post• Rosa Mastrocola, Boston Post• Rob Hufford, DC/Kittyhawk Posts

2015 NATIONAL EVENTSContinuing Education Program

Jan. 28 • Linthicum, Md.

Transition Workshop & Job FairJan. 29–30 • Linthicum, Md.

2015 Post Leaders WorkshopFeb. 19–21 • Phoenix, Ariz.

2015 Student Leaders WorkshopFeb. 20–21 • Phoenix, Ariz.

2015 Student Chapter WorkshopFeb. 21–22 • Phoenix, Ariz.

DOD & Federal Agency FY2016 Program Briefings

March 10–11 • Alexandria, Va.

Fellows Luncheon and InvestitureMarch 12 • Alexandria, Va.

Golden Eagle Awards DinnerMarch 12 • Alexandria, Va.

Joint Engineer Training Conference & Expo

May 19-22 • Houston, Texas

WWW.SAME.ORG/CALENDAR

The Military Engineer • No. 693 81

Post Notes

TRANSITION WORKSHOP & JOB FAIR, JAN. 29-30

Find the right fit for you at the 2015 SAME Transition Workshop & Job Fair, being held Jan. 29-30, 2015, at the Embassy Suites BWI, located near BWI Airport in Linthicum, Md.

The annual Transition Workshop & Job Fair is the ideal forum for members of the uniformed services who have recently left government service or who will be transitioning from public service in 2015, as well as SAME members who recently have been let go and are looking for work, to be connected with A/E/C companies and government agencies that are looking for talented professionals to help enhance their services and capabilities.

The workshop is free for SAME member jobseekers; non-members may register for $100. Recruitment suites are avail-able for A/E/C companies interested in interviewing job seekers; military services and government agencies can reserve a recruitment suite at no cost.

Company representatives do not need to be SAME Sustaining Member repre-sentatives, but they will need to register. All suites include: • Two-room hotel suite in which inter-

views may be conducted during the hours recruitment suites are open as listed in the agenda (sleeping room portion may be used for overnight accommodations);

• Company/agency profile in the confer-ence program;

• Access to job seeker resumes prior to the event;

• Opportunity to introduce the company/agency to the group of job seekers; and

• Two recruiter registrations.Registration details are online at www.

same.org/transition.

The Mid-Atlantic Regional Joint Engineer Training Symposium was held Nov. 12-14 in Chantilly, Va. The symposium brought together public and private sector leaders for networking, education and information-sharing. (Top: SAME President John Mogge speaks during the opening session; Bottom left to right: members of the uniformed service panel; attendees network during the evening reception; Coastguardsmen at their booth in the exhibit hall)

The SAME Pensacola Post participated recently in a CANstruction competition hosted by the Northwest Florida Chapter of AIA. The SAME team came together as “Team Amer-i-CAN,” designing and building their sculpture made entirely of canned foods in the image of the Wounded Warrior logo. CANstruction is a national charity that hosts competitions, exhibitions and events showcas-ing structures made entirely out of full cans of food. After the structures, or “cansculptures,” are built, they go on display to the public as a giant art exhibition. All food then is donated to local hunger relief organizations.

The SAME Southern Arizona Post worked hand-in-hand with budding engineers from Tucson Amphi Middle School to secure a victory in the University of Arizona’s fourth annual Pumpkin Toss Competition this fall. Student teams design and build a mechanical device that will hurl a 4-lb pumpkin as far and accurately as possible, without using electric-ity, compressed gas, or explosions. Separate categories exist for gravity-powered machines (trebuchets) and torsion-powered machines (onagers). Winning shots often travel over the length of a football field. Amphi and its winning onager named Warthog Jack took first place in the middle school division out of 10 teams.

82 The Military Engineer • January-February • 2015

50-YEAR MEMBERSCongratulations to the SAME members who achieved 50 years

of membership in 2014!

John Alfano, Ph.D., P.E.Robert ChaseRonald Collins, P.E.Frank DiMarzo, F.SAMEK. Kenneth Fujishiro, F.SAMELt. Col. George Harman, USAF (Ret.)Lt. Col. Clarence Hall Jr., P.E., USA

(Ret.)Howard Hechtman, Ph.DLt. Col. William Huff, P.E., USA (Ret.)Col. Gerald Kamicka, P.E., USA (Ret.)Col. Harvey Kaplan, Ph.D., USA (Ret.)Col. George Kleb, USA (Ret.)John Minter, P.E.

Lt. Col. John Mullans, P.E., USA (Ret.)Maj. Gen. William Navas Jr., P.E., USA

(Ret.)Randy PopeCdr. Kenneth Rappolt, P.E., USCG (Ret.)Lt. Col. John Richards, P.E., F.SAME,

USA (Ret.)Col. Cranston Rogers, P.E., F.SAME,

USAR (Ret.)Joe Ruffer, P.E.Lt. Gen. John Sterling, P.E., USA (Ret.)Milton SullivanCol. William Verkest, P.E., USAF (Ret.)William Vogel, P.E., F.SAME

SAME LEADERSHIP WORKSHOPS, FEB. 19-22SAME will hold its winter leadership workshops in Phoenix over

a four-day stretch, Feb. 19-22, 2015. • 2015 Winter Post Leaders Workshop: Feb. 19-21• 2015 Student Leaders Workshop: Feb. 20-21• 2015 Student Chapter Workshop: Feb. 21-22

These workshops are an invaluable opportunity for SAME leaders at the Post and Student Chapter levels to engage with their peers, share best practices (what does and doesn’t work), and discuss new ways SAME Posts and Student Chapters can help achieve the SAME Strategic Plan and help develop future engineers. And, it doesn’t hurt that the average high temperature in Phoenix in February is 70°!

For more information, visit www.same.org.

AWARDS AND MEDALS NOMINATIONS DUE JAN. 21 If you know of an outstanding SAME member in the military or

private industry who has displayed outstanding leadership, or an SAME Sustaining Member Company or Public Agency that has made eminent contributions to the A/E/C field, please nominate the individual or organization for one of the Society’s prestigious awards and medals. SAME’s annual awards recognize member organizations—large and small—as well as individual members for outstanding accomplishments in the areas of engineering, architecture, education, technology, leadership and more.

To nominate a colleague, company, or public agency, go to www.same.org/awards, and click on “Learn more about the nomination process for SAME awards.”

Nominations must be submitted by 12:00 p.m. EST on Wednesday, Jan. 21, 2015.

STREAMER SUBMISSIONS DUE JAN. 23 Each year, SAME presents Streamer Awards to Posts in recogni-

tion of outstanding performance and achievement. Posts interested in applying for a Streamer award can visit www.same.org/stream-erawards to view awards criteria and submission processes and to download updated submission documents.

All Streamer submissions are due to SAME HQ by close of business on Friday, Jan. 23, 2015.

The Military Engineer • No. 693 83

Visit www.same.org/tme for more details and submission deadlines, or contact TME Editor at

editor@same.org.

[Note: Editorial Calendar subject to change at Editor’s discretion.]

Plan now to get published in TME!

2015 editorial themes include:

March-April

• TheEnergyIssueTMEwilldevoteanentireissuetoenergy:examiningsustainableinstallations,operationalenergyintheater,technologyandinnovation,domesticenergyindependenceandsecurity,andmore.

May-June

• America’sInfrastructure• FY2016EngineeringServicePrograms

July-August

• ProjectAcquisition&Delivery• ClimateChange:Resilience&Adaptation

SPECIAL ISSUE: Vietnam War Commemoration

• EngineeringLessonsLearned

September-October

• AssetManagement• InternationalSupport

November-December

• Design&Construction• JointEngineerOperations

MEMBERSHIP & POST UPDATEFor the past few months I have been focusing on working

with Post Leaders to share as much information as possible about their most unique and successful Post programs. We recently had the chance to present, via webinar, an inside look at the San Antonio Post’s Leadership Lab, a highly successful leadership development and mentoring program that is all rolled up into one outstanding year-long series.

Since the webinar, former SAME Executive Director Dr. Bob Wolff has volun-teered to establish a similar Leadership Lab at the Washington DC Post, the largest of SAME’s 105 Posts. He is requesting the assistance of 20 Fellows from the Post to help coordinate the program (more than 90 Fellows are members of the Washington DC Post alone). Perhaps this initiative can be something that other SAME Posts will emulate.

We also put together a webinar highlighting best practices that SAME Posts have discovered in their STEM outreach initiatives. Four Posts and the STEM Task Force Chair participated in November in the first of a two-part series on STEM programs at the Post level. There are so many amazing ways for Posts to be involved in STEM education and inspiration. Thank you to the Northern Virginia, Jacksonville, Fort Benning-Columbus, and Scott Field Posts for their participation in the webinar. You can view the previously held webinars and presentations at www.same.org/presentations.

In early 2015, we will share best practices via webinar about Wounded Warrior and Military Transition Assistance programs happening at the Post level across the Society.

If your Post has a unique program or event, please contact me at mbialek@same.org so you can share it with your fellow SAME members!

Marc Bialek, SAME Director of Membership & Post Operations

2015 ACADEMY OF FELLOWSCongratulations to the 27 SAME

members who will be invested into the Academy of Fellows, March 12, 2015.

Grant T. Bartee, P.E.Richard F. Beirne IV, P.E.Steven Blinderman, P.E.

Eric A. Canales, P.E.Lt. Col. Michael J. Coats, P.E., USAF (Ret.)

Geoff C. Compeau, Ph.D.Cdr. Wayne L. Cornell, P.E., USN (Ret.)

James F. DeGour III, P.E.Henry Dulaney, P.E.

Ann Ewy, PMPCol. Robert L. Fant, P.E., USAF (Ret.)

William H. HedstromDebra F. Heims

Col. Michael L. Herman, P.E., ARNGRear Adm. Thomas W. Jones, P.E., CFM,

USCGCol. John R. Lohr, AIA, USAF (Ret.)

Capt. Cameron A. Manning, P.E., USN (Ret.)Lt. Col. Patrick G. Miller, P.E., USAFLt. Col. Michael A. Moran, P.E., ANG Lt. Col. Bryan F. Muller, USAF (Ret.)Christopher S. Prinslow, PMP, CCM

Kenneth A. Stegall, P.E.Robert J. Van Vonderen, P.E.

Matthew T. WallaceJoseph R. Wanielista, P.E.

Col. Ronald W. Welch, Ph.D., P.E., USA (Ret.)Lt. Col. David L. Yang, CFM, LEED AP,

USAF (Ret.)

2015 GOLDEN EAGLE AWARDSFor outstanding contributions

to national security:Gen. Gordon R. Sullivan, USA (Ret.)

President & Chief Executive OfficerAssociation of the United States Army

For outstanding contributions to the engineering profession:

Suzanne DiGeronimo, PP, FAIA, F.SAME

President of DiGeronimo Architects

2015 CRITICAL INFRASTRUCTURE SYMPOSIUMHelp shape the future of resilience. The 2015 Critical

Infrastructure Symposium will be held April 20-21 at the Westin Hotel in Baltimore, near BWI Airport. Co-hosted by SAME and TISP, this year along with Towson University and Johns Hopkins University, the Symposium brings together leading practitioners from academia and the public and private sectors to advance the knowledge base of infrastruc-ture resilience and share best practices and lessons learned.

The 2015 Symposium is built around the “3 P’s of Resilience: Partnering – Planning – Performance.” Technical sessions will address specific types of hazards (such as wildfires, flooding, earthquakes, terrorism, deteriorating infrastruc-ture, power outages, electromagnetic pulse, cyber-attack, hurricanes, and accidental explosives) and the risks they pose on people, security, safety and business as they relate to four key themes:• Regional Requirements for Community and Infrastructure

Security and Disaster Resilience• Making the Resilience Decision: Allocating Resources

and Investing• Innovation in Integrating Cyber and Physical Security and Resilience• Partnering to Advance Regional and Infrastructure Security and Disaster Resilience

For more information on the Critical Infrastructure Symposium, visit www.tisp.org.

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84 The Military Engineer • January-February • 2015

PROFESSIONAL ENGINEER LICENSUREWhy is licensure necessary for engineers? According to the National

Council of Examiners for Engineering and Surveying (NCEES), licen-sure is needed to safeguard the health, safety and welfare of the public. A “Professional Engineer (P.E.)” has been licensed by one or more states, and should be differentiated from an “Engineer,” who is a person qualified to practice engineering by reason of education, training and experience. While the word “professional” can be used in many ways, one must have a P.E. license to be called a “Professional Engineer.”

As an engineering society, SAME has promoted licensure as one of the ways individuals with engineering degrees can enhance their potential for practicing engineering. In both government and industry, certain positions require a P.E. license. Currently, over 7,600 SAME members have indicated they are licensed as a “Professional Engineer.”

Fundamentals of Engineering. The first step to becoming licensed is to take the Fundamentals of Engineering exam. The primary require-ment for the exam is the completion of a four-year undergraduate engineering program or an engineering master’s program accredited by the Engineering Accreditation Commission or the Engineering Technology Accreditation Commission of the Accreditation Board for Engineering and Technology (ABET).

Most colleges and universities with four-year engineering degrees will be ABET-accredited. Currently, ABET accredits 3,466 programs in applied science, computing, engineering and engineering technology at 698 institutions in 28 nations.

Principles and Practice of Engineering. Following the Fundamentals of Engineering, one must take the Principles and Practice of Engineering (P.E.) exam and demonstrate progressive engineering experience to obtain a license depending on the level of education (four years for a bachelor’s in engineering, three years for a master’s in engineering, two years for a doctorate). Another provision allows an individual with a doctorate in engineering to not take the Fundamentals of Engineering exam if he or she has four years work experience.

There are currently different exams for 25 engineering disciplines. Among these include Agricultural and Biological Engineering, Architectural, Chemical, Fire Protection, Industrial, Mining and Mineral Processing, Control Systems, Nuclear, Petroleum, Software, Naval Architecture and Marine, Civil: Construction, Civil: Geotechnical, Civil: Structural, Civil: Transportation, and Civil: Water Resources and Environmental.

Changes in Requirements. In 2013, NCEES adopted a change to the model law that allows an individual who has passed the Fundamentals of Engineering exam to take the P.E. exam without obtaining the necessary years of experience required for licensure. The experience is still required to apply for and obtain a license—but it does give engineers more flexibility in when to take the exam.

In 2006, NCEES also had adopted a provision of the Model Law that required additional education beyond the bachelor’s degree prior to being licensed as a P.E. beginning in 2020. This provision was in response to an initiative of the American Society of Civil Engineers (ASCE), and endorsed by several other engineering societ-ies, called “Raise the Bar.” The intent was to require a master’s degree or equivalent in engineering to become a licensed P.E. After much debate, that was changed to an additional 30 credit hours. Even

Compiled by Robert D. “Bob” Wolff, Ph.D., P.E., F.SAME

EDUCATION, TRAINING & PROFESSIONAL DEVELOPMENT

The intent of this column is to discuss education, train-ing and professional development issues in the interest of providing useful information to SAME members in support of the Society’s Education and Training strategic goal.

The inaugural topic covers the value of becoming a licensed engineer, the requirements for licensing, and a profile of SAME in terms of licensed engineer members. This discussion supports SAME’s focus on credentialing, licensing for architects and engineers and other disciplines, as well as professional certifications that are promoted by SAME, including: • Project Management Professional sponsored by the

Project Management Institute (PMI);• Design-Build Certification sponsored by the Design-

Build Institute of America (DBIA); and• Certified Facility Manager sponsored by the International

Facility Management Association (IFMA).SAME began promoting credentialing in 2004 through

a strategic partnership with IFMA and has expanded its support to DBIA and PMI in recent years. In addition, SAME established a reimbursement program in 2013 to support Young Members and Noncommissioned Officers who obtain these and many other credentials as part of the Society’s commitment to developing future engineering leaders and supporting servicemen and women with transi-tion assistance (visit www.same.org for more information).

Future columns will discuss undergraduate engineering education, graduate programs in construction and facilities management, the importance of STEM in providing U.S. companies with sufficient engineers and scientists to keep the nation competitive in the global market, successful mentoring programs, training of uniform and public sector engineers, and the value of certifications to government and industry. I welcome your feedback, and ideas on issues you would like to see addressed going forward.–R.W.

Through events like the annual Joint Engineer Training Conference, Post and regional workshops, and online webinars, SAME members have access to a variety of continuing education opportunities to enhance their professional development.

The Military Engineer • No. 693 85

EDUCATION & TRAINING NEWS

www.same.org/continuinged

Get access to SAME Continuing Education webinars anytime, anywhere, 24-7 through our NEW On Demand library.

SAME is expanding its continuing education course offerings with On Demand sessions! Choose from our collection of recorded webinars and courses that you can view anytime, anywhere—on your schedule.

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Design Professionals’ Professional Liability Insurance: What it Covers, How it Works and Why it Matters

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Check it out…and continue your education and training with SAME!

with several changes, ambiguity prevailed. No states adopted the provision. In 2014 NCEES removed the provision from its Model Law and initiated development of an official position on the need for additional education requirements beyond a bachelor’s degree.

The “Raise the Bar” initiative led to the adoption of Policy Statement 465 by ASCE’s Board of Direction in 1998, which was then revised and re-approved on Oct. 5, 2014. The revised policy states:

“ASCE supports an increase in the amount of engineering education, such that the requirements for licensure would comprise a combination of: a bachelor’s degree in engineer-ing; a master’s degree in engineering or no less than 30 graduate or upper level technical and/or professional practice credits or the equivalent agency/organization/professional society courses which have been reviewed and approved as providing equal academic quality and rigor with at least 50 percent being engineering in nature; and appropriate

experience based upon broad technical and professional practice guidelines which provide sufficient flexibility for a wide range of roles in engineering practice.”

The principal rationale is that the civil engineering profession is undergoing significant changes that have increased the knowledge required. It is ASCE’s position that a four-year bachelor’s degree is inadequate to cover the technical aspects of engineering and broader environmental, social, political, legal and economic impli-cations. While some would argue an engineering bachelor’s degree should be a five-year program, universities are currently motivated to retain it as a four-year degree. Some have even reduced the required credit hours to obtain the degree.

Continuing Education. Once one obtains a P.E. license, all but 11 states require continuing education to renew the license. The National Society of Professional Engineers at its website (www.nspe.org) maintains a chart showing the requirements for each state. In some cases, self-study is accepted for continuing education.

SAME HQ is striving to provide continuing education, both through webinars and sessions at its major conferences that meet the requirements of most states. Many Posts and regional events also offer continuing education credits.

For more information, visit www.same.org/continuinged.

UNIFORMED SERVICES REQUIREMENTSThe uniformed services have varying positions on officers

obtaining a P.E. license. • Navy Civil Engineer Corps is the most progressive of

the services as it requires an officer to be licensed to be promoted to the rank of commander.

• Air Force Civil Engineering does not require officers to have a P.E. license for promotion nor does it actively promote licensing. However, all Air Force Civil Engineer officers have either a degree in architecture or engineering. Many see the benefits of obtaining a license and pursue it.

• U.S. Army Corps of Engineers has not actively promoted licensing in the past since only about 40 percent of its offi-cers hold engineering degrees. That is changing, though, with a new emphasis on having a higher percentage of degreed engineers in the Engineer Branch and a renewed emphasis on professional development.

• U.S. Public Health Service requires engineer officers to have an ABET-accredited engineering degree and to have a P.E. license to be promoted to commander. It ties this requirement to the engineer billets.

• Coast Guard Civil Engineering for the past several years has required individuals to have a P.E. license to compete for a civil engineering command at the commander and captain levels. Career officers are made aware of this requirement at the Coast Guard Academy and early in their careers so they can plan accordingly.

• For civilians in the engineering components of the uniformed services, the requirements depend on the job requirements and the approved position description. Many senior positions require a license since these individuals provide policy, guidance and management to a workforce that produces engineering products and services. These agencies, though, also have functional areas that do not require an engineering degree or P.E. license, including project management, real estate and planning.

Submit Education & Training News items with high-resolution (300-dpi) electronic images, to editor@same.org.

The Military Engineer • No. 693 87

EDUCATION & TRAINING NEWS

Bricks & Clicks

www.same.org/blog

Get Connected Stay up to date with what’s happening in the A/E/C industry, learn what SAME Posts are up to, get highlights from SAME events, and so much more!

Log on, post comments and follow discussions.

Compiled by Stephen R. Karl, SAME HQ

CONTRACTING REFORM LEGISLATIONContracting reform legislation sponsored

by the House Small Business Committee was expected to be included in the bicam-eral National Defense Authorization Act of 2015 (NDAA) agreement that was to be voted on in December.

During the 112th Congress and early in the 113th Congress, the House committee was successful in including small business legislation that it marked up in the final NDAAs that were signed into law. Given that about 70 percent of government contracts are awarded by the Department of Defense, the Armed Services Committee and Small Business Committee have worked together to include reforms into NDAA.

“I’m pleased that we were able to again include many of our small business contracting reforms in this year’s NDAA,” said Chairman Sam Graves (R-Mo.). “The included legislation will help small busi-nesses have a better chance at competing in the procurement marketplace. Our reforms from the last several years have contributed to the federal government finally reaching

the 23 percent small business contracting goal for the first time in eight years. The reforms in this NDAA will help this accom-plishment become a regular occurrence.”

“Many of our federal government procurement bidding processes are unnecessarily complex and complicated, especially for small businesses,” said Subcommittee on Contracting & Workforce Chairman Richard Hanna (R-N.Y.). “These reforms are a positive step toward giving small contractors the ability to more fairly compete for business. I am particularly pleased that we are making progress in reforming reverse auctions, which actu-ally hurt taxpayers and small contractors in industries like construction and design.”

Committee-sponsored legislation in this year’s NDAA includes:• Design-Build Bidding Reform (Section

814). Simplifies the multistep process of competing for design-build contracts with the Department of Defense. Originated as the Design-Build Efficiency and Jobs Act of 2013.

• Comprehensive Subcontracting Plan

Reform (Section 821). The NDAA included provisions to increase transpar-ency and accountability in the Test Program for Negotiation of Comprehensive Small Business Subcontracting Plans.

• Contracting Data and Bundling Accountability (Section 822). Brings more transparency to data reported on bundled and consolidated contracts. Originated as the Contracting Data and Bundling Accountability Act of 2013.

• Export Assistance for Small Businesses (Section 823). At the request of commit-tee members, the NDAA included provisions intended to help small busi-nesses comply with complicated import and export requirements with the International Traffic in Arms Regulations and Export Administration Regulations.

• Reverse Auctions Reform (Section 824). Within the Defense Department, this provision limits the use of reverse auctions by banning single-round reverse auctions, single-bid reverse auctions absent price protections, third-party reverse auctions that include inherently

88 The Military Engineer • January-February • 2015

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governmental functions or private past performance evaluations, and reverse auctions for design-build work. Given that 95 percent of reverse auctions are for contracts of less than $150,000, improper use of this tool has harmed small busi-nesses. Originated as the Commonsense Construction Contracting Act of 2013.

• Women-Owned Small Businesses (Section 825). Permits sole-source contracts for Women-Owned Small Businesses (WOSBs) and Economically-Disadvantaged Women-Owned Small Businesses (EDWOSBs) if there is only one WOSB or EDWOSB that can perform the work and the value of the contract is below $4 million, or $6.5 million for manufacturing. This provides WOSBs and EDWOSBs with the same sole-source authority currently avail-able to HUBZone and Service-Disabled Veteran-Owned Small Businesses firms. Originated as the Women’s Procurement Program Equalization Act of 2013.

(Contributed by House Committee on Small Business)

HUBZONE PROGRAM TO GET BOOSTThe U.S. Small Business Administration

(SBA) this fall announced the launch of Destination: HUB, an initiative aimed at boosting HUBZones in the federal market-place. For more than 17 years, HUBZone has helped small businesses in urban and rural communities gain preferential access to federal procurement opportunities.

The program encourages economic development and employment growth in distressed areas by providing opportunities for firms to become active participants in the federal supply chain.

“In our 2013 scorecard, we reported that HUBZone businesses only received 1.7 percent of federal contracts—well short of our 3 percent goal. This new initiative is an example of how the SBA is actively working to achieve that goal.” said SBA Administrator Maria Contreras-Sweet.

Destination: HUB will promote and support HUBZone firms in federal contracting opportunities, while ensur-ing local economic development boards, government officials, federal buyers, and

prime contractors work to bring more sole-source and set-aside awards directly for these HUBZones. The initiative will consist of three major components:• In-depth examination of successes and

needs in the HUBZone program; • Analysis of ideal situations for successful

HUBZone collaboration, harnessing the power of public-private partnerships and market research to recruit more firms for HUBZone participation; and

• A broad grass-roots educational initia-tive, together with community organi-zations, faith leaders, local economic development, and key stakeholders, that encourages participation in and collective ownership of, the HUBZone program, at both the regional and national levels.The HUBZone program helps small busi-

nesses in areas that have been designated as historically underutilized in rural and urban communities, and on Indian reserva-tions, receive contract help.

In FY2013, the federal government awarded $6.2 billion to HUBZone firms.(Contributed by SBA)

The Military Engineer • No. 693 89

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REPORT EXAMINES GENDER DIFFERENCES IN STEM CAREER FIELDS

The Office of Advocacy, an indepen-dent office within the U.S. Small Business Administration, released a new report this fall entitled “Understanding the Gender Gap in STEM Fields Entrepreneurship.”

The report highlights some potential reasons behind gender differences in entrepreneurial behavior for the science, technology, engineering and mathematics (STEM) fields and strives to find avenues for improvement.

“We know degrees in the STEM fields provide for a lucrative and successful career path, but we must also recognize STEM as an entrepreneurial opportunity. An opportunity that we want to make sure is equally available to both women and men,” said Dr. Winslow Sargeant, Chief Counsel for Advocacy.

“Today’s study shows areas where poli-cymakers may want to focus to improve women involvement in STEM entrepre-neurship,” Dr. Sargeant continued.

Key findings in the report include:

• Across all STEM fields, female Ph.D.’s have lower rates of patenting and entre-preneurship than do male Ph.D.’s (5.4 percent versus 7 percent and 15 percent versus 28 percent, respectively).

• In 2012, according to the U.S. Department of Education, women continue to lag men in entrepreneurially inclined engineering Ph.D. fields, earning between 15 percent and 30 percent of these Ph.D.’s.

• The differences in entrepreneurship rates are widest in physics, astronomy and computer science.

• Women are just as likely as men to be entrepreneurs when their first postdoc-toral job is in industry.

• Women who attended universities with industry-funded research and develop-ment are more likely to start an entre-preneurial venture.

• Graduate and postdoctoral training environments may influence female involvement in STEM entrepreneurship.To view the full report, visit www.sba.

gov/advocacy.(Contributed by SBA Office of Advocacy)

SBA REACHES LENDING RECORD SBA’S 7(a) Loan Program reached a

lending record in FY2014. As of Sept. 30, 2014, the end of the fiscal year, the agency had approved 52,044 7(a) loans for $19.2 billion, an increase of 12 percent in number loans and 7.4 percent in dollar amount over FY2013.

The 7(a) program is designed to provide small businesses with the most comprehen-sive type of financial assistance to cover the vast majority of business expenses, such as short and long-term working capital, exports, and refinancing existing debt under certain conditions.

“As our economy continues to grow and recover, small businesses are the essential fuel to that continued growth,” said SBA Administrator Maria Contreras-Sweet. “Thanks to the hard work and outreach by our lending partners, SBA staff, and our resource partners, as well as the small business owners themselves, we have been able to put more capital into the hands of our nation’s entrepreneurs. We know that America’s small businesses pack the biggest

90 The Military Engineer • January-February • 2015

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punch, creating two out of every three net new private sector jobs in the U.S. These small businesses are the cornerstone of our communities, so their success and expansion is vital to the nation’s economic growth.”

SBA had been authorized $17.5 billion in the FY2014 lending program. It became clear that lending would exceed that amount; therefore the agency secured an increase for the 7(a) program in the Continuing Resolution that was approved in mid-September.

Other SBA loans that did well in FY2014 were those $150,000 and under. Spurred by the fee relief implemented at the begin-ning of the fiscal year (fees were set to zero), these loans saw an increase of 23 percent in number of loans (30,675) and 29 percent in approved dollars ($1.86 billion) over FY2013 (24,923 and $1.44 billion, respectively).

Fee relief also was instrumental in helping veteran small business owners through the Veteran Advantage Initiative (zero fees on loans $150,000 to $350,000 to veterans.) Fee

relief for veterans began Jan. 1, 2014, and by the end of the fiscal year amounted to $610,000. Fee relief for both loans $150,000 and under, and for Veterans Advantage, was extended through FY2015.

One of the ways SBA helps small busi-nesses is through providing essential bid and performance bonds to small contractors, which allows these businesses to be more competitive when bidding on contracts, whether with the government or the private sector. In FY2014, the SBA Office of Surety Bond Program saw an increase of 4 percent in total contract value—from $6.16 billion in FY2013 to $6.41 billion in FY2014. Total bond contract amount also grew from $1.26 billion in FY2013 to $1.35 in FY2014, an increase of 8 percent.

For more information about SBA’s Loan Programs and other financial assistance and services, visit http://go.usa.gov/GQh3.(Contributed by SBA)

Submit Small Business News items to editor@same.org.

The Military Engineer • No. 693 91

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Editor’s Note: The Military Engineer has long brought attention to the importance of environ-mental engineering, as shown by these magazine covers from the last 70 years. Text below depicting each of the cover images is reprinted as published. • Jan.1946•Vol.38,No.243| Though less

spectacular than many other forms of military engineering, those pertaining to sanitation are no less important.

• May-June1966•Vol.58,No.383| Water purifier for Vietnam.

• Sept.-Oct.1972•Vol.64,No.421| Oil Containment Barrier under Test. This is a prototype of a system developed by the Coast Guard to combat oil-spill pollution.

• March-April1991•Vol.83,No.541| In the Persian Gulf, nations join to control the largest oil spill in history. Across the world, a similar fight is waged to clean up Boston Harbor. With 500-million gallons of sewage pouring into the Harbor each day, the clean-up is an enormous project that will take $6 billion and 11 years to complete. Society Sustaining Members play major roles in cleaning up “The Dirtiest Harbor” in America.

• May-June2004•Vol.96,No.629| A U.S. Army UH-1N helicopter transports an envi-ronmental cleanup team to the site of an A-10 aircraft crash near Gold Dust Peak, Colo.

• Jan.-Feb.2010•Vol.102,No.663| Nearly 60 members from the 611th Air Force Civil Engineer Squadron practice cleaning up a hazardous spill at Elmendorf Air Force Base, Alaska, as part of its annual Fall Spill Drill Sept. 14-18. The 611th CES conducts hands-on training twice a year, once in the winter on thick ice and another in the fall before the water freezes.

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SPECIAL REPORT: GEOSPATIAL INTELLIGENCE

By leveraging our innovative and award-winning expertise in markets such as transportation, facilities, environment, energy and water, AECOM is collaborating with the U.S. military around the world. AECOM delivers technical expertise and management support in design and planning, civil works, environmental remediation, program and construction management, and logistics and base operations.

With over 100 years of experience serving the U.S. military, AECOM brings in-depth knowledge to managing large-scale programs, overseeing operations, and providing logistics support. Our complete portfolio of services, combined with a connected global presence that spans every continent, enables AECOM to deliver visionary turnkey solutions to the challenges facing our clients.

Following the acquisition of URS, AECOM’s network of approximately 100,000 employees is united by a shared commitment to creating, enhancing and sustaining the world’s built, natural and social environments. Our work on some of the largest infrastructure projects on the planet has helped AECOM become the #1 ranked design firm — in the U.S. and globally — by ENR.

COLLABORATING

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Making Our Clients SuccessfulBurns & McDonnell partnered with the Air National Guard to achieve its fi rst LEED Platinum-certifi ed facility by applying sustainable solutions that lower the total cost of ownership.

Eng ineer ing , A rch i tec tu re , Cons t ruc t ion , Env i ronmenta l and Consu l t ing So lu t ions

Offi ces Worldwide

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Daniel K. Inouye Fighter Squadron Operations and Aircraft Maintenance Facility