1. SAME Tampa Bay Post – Joint Training and Education Day
Mr. Al Lee, SES Director of Programs
U.S. Army Corps of Engineers
South Atlantic Division
August 20, 2014
Representatives from our districts gave you detailed briefings this morning on their programs in the region and the opportunities for upcoming work. I’m going to talk to you about our mission and resource trends in the Corps at a more national level.
The U. S. Army Corps of Engineers:
1 - Supports our Nation's Security Strategy with Regional Engagement and Global Response - Engineering, Construction, R&D, and Geospatial.
2 - Partners with Industry to Transform America's Infrastructure for Commerce, Transportation, and National Security.
3 - Reduces Disaster Risk with Response, Recovery, Mitigation, and Preparation missions.
4 - Prepares for Tomorrow by Shaping our Workforce; Promoting diversity, STEM, and Wounded Warriors; and Developing Leaders for future complexity.
Photos:
Kissimmee River: The photo shows the restored Kissimmee River. The purpose of the project is to restore the river to its historical meandering configuration. Restoration efforts will reestablish an environment more conducive to the fauna and flora that existed prior to the 1960s, when the river was dredged, straightened, and widened to provide flood protection. The project is a key element in the restoration of historic flows to the Florida Everglades. The $798.7M project is approximately 86 percent complete.
Portugues Dam, Puerto Rico: On 5 Feb 14, the Portugues Dam was officially dedicated in a ribbon cutting ceremony. This marked the completion of a significant “mega-project” for the Corps. Construction began in 2008, and was substantially completed in The dam is unique for the US Army Corps of Engineers, in that it is the first single-centered, Roller Compacted Concrete (RCC) thick-arch dam constructed by the Corps. The total cost of the project is $386 million.

2. USACE Support to National Security
Deliver innovative, resilient,
and sustainable solutions to
the Department of Defense
and the Nation.
Military Construction
( Army / Air Force )
∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙
Overseas Contingency
Operations ( OCO )
Support to
Combatant Commands
Installation Support
Environmental
Real Estate
Interagency
and International
Energy and Sustainability
Fort Belvoir, VA
Community Hospital ( $1.0 B )
Fort Benning, GA
HQ US Army Maneuver Center
Fort Belvoir Community Hospital, VA: A result of the 2005 BRAC; using Integrated design-bid build delivery method completed within four years-opening in August 2011; 1.27-million-square feet, seven-level hospital set on 75 acres. LEED Silver certification.
Fort Hood Darnell Community Hospital, TX: American Recovery and Reinvestment Act funded; square foot, six story medical facility; awarded in 2010 to Balfour Beatty and McCarthy Joint Venture estimated open in summer 2015; largest Design Build medical construction program in DoD, and pursuing a LEED Gold certification.
Korea Relocation Program: The largest overseas military construction program in DoD — representing the largest military relocation program of its kind since the 1950s; Construction of approximately 700 facilities, Base expansion from 1,200 to 3,500 acres, Importation of 11 million cubic meters of fill
NGA HQs, Fort Belvoir, VA: 2.2 million square feet, the nine-story main office building is the second largest single-occupancy building in the world (after the Pentagon) and the largest federal building in the world to achieve LEED Gold certification from the U.S. Green Building Council. National recognition in the 2013 Innovative Design in Engineering and Architecture with Structural Steel awards program (IDEAS2).
US Army Maneuver Center of Excellence, Fort Benning GA: USACE - Savannah District saved the Army almost $50 million by renovating the Maneuver Center of Excellence Headquarters, constructed in 1964 was being considered for demolition.  Achieved LEED GOLD level certification; won the 2013 Chief of Engineers Awards of Excellence Program Building the Future Sustainability Award
Afghanistan Overseas Contingency Operations: As of 1 April 2014, USACE has completed $8.78B of construction (812 projects) with $1.42 Billion (197 projects) remaining.
Renewable Energy: USACE is working with the Army on its Net Zero initiative in three areas, energy, waste and water, with the goal of consuming only as much energy or water as they produce and eliminate solid waste to landfills.  The Army manages more than 12 million acres of land within the U.S., spending nearly $4 billion a year on energy.
- “The primary goal is a focus toward net zero and when we talk about net zero, it's not only net zero energy, but it's net zero energy, water, and waste. When you look at the term "net zero" or a hierarchy of net zero you must start with reduction, then progress through repurposing, recycling, energy recovery, disposal being the last. “ Ms. Katherine Hammack
The Army is piloting five installations to be Net Zero Energy, five installations to be Net Zero Waster, five installations to be Net Zero Water, and one that is all three by The Army goal is to have 25 Net Zero Installations by 2030.
Fort Hunter Liggett, Monterey, CA: is striving to achieve net zero energy and net zero waste by 2020.  USACE has completed the second phase of four solar microgrids at the installation, producing about two megawatts of power, or enough energy to power up to 600 homes. 
- $7 Billion Renewable and Alternative Energy Power Production for DOD Installations MATOC, will provide for the purchase of energy from four renewable and alternative energy technologies: geothermal, wind, solar and biomass. These contracts will support the Army’s achievement of its congressionally mandated energy goal of 25 percent production of energy from renewable sources by 2025, and improving installation energy security and sustainability.
Fort Carson, CO: 77 LEED (Leadership in Energy and Environmental Design) certified buildings and keying in on the post being a net zero facility for energy, water and solid waste. Recently recognized as No. 66 on the Environmental Protection Agency’s National Top 100 list of the largest green power users in the nation. Fort Carson also ranks  No. 4 on the Top 10 Federal Government list.
Fort Hood, TX
Hospital Replacement ( $534 M )
Afghanistan
Overseas Contingency Operations
Pyongtaek, Korea
Korea Relocation Programs
Fort Hunter Ligget, CA
Renewable Energy
Fort Belvoir, VA
National Geospatial Center ( $1.7 B )
Fort Carson, CO
Net Zero Installation 2

3. Regionally Engaged; Globally Responsive
Afghanistan
( HS Renovation )
Mongolia
( Technical Workshops )
Afghanistan
( Hydraulic Analysis )
Lebanon
( Bridge Reconstruction )
Pakistan
( Flood Relief )
Global Engagement:
-Army Engineers (Active, Reserve, National Guard, and USACE) support both the functional and geographical COCOMS in the three domains of national security – Defense, Diplomacy, and Development-- in these areas:
Water resources planning and development
Critical infrastructure protection
Capacity development
Humanitarian assistance
Engineering research and development
Civil-Military Emergency Preparedness
Foreign Military Sales cases
- COCOM Commanders and other leaders know the value of USACE and the Engineers Regiment…they know our work down to the project level.
-Interagency and international engagement remain a vital component of this process. Via these partnerships we are able to achieve effects we couldn’t do on our own and access resource not otherwise available to us or the CCMD.
Examples:
National Guard in Mauretania
Power Africa
Nigerian Corps of Engineers
Colombia Renovate Hangar, Support Building, Parking Lot, Helicopter Warehouse
Jordan: Contract for underground bunkers in three separate locations.
Port in Bahrain development for U.S. and allied ships .
Technical Assistance Visit Sao Francisco River, Brazil
Zambia Water Supply Feasibility Studies
Potable Water Project, Mozambique
Columbia
( Police Training Facility )
Bangladesh
( Cyclone Shelters )
Mozambique
( Potable Water )
Iraq
( New School )
Brazil
( Technical Assistance )
Engagement ( Countries )
Physical Presence ( 43 Countries )

4. USACE Civil Works Benefits
Navigation - Moving goods to market: 95% of all US imports / exports $1.4 Trillion / year ); 20% of US jobs; 1/3 of US GDP directly linked to trade.
Hydropower - Inexpensive and sustainable: Largest renewable energy producer in U.S.; USACE provides 25% of U.S. hydropower capacity; 3% of total U.S. electric capacity.
Drinking Water: billion gallons per day, 96 million people.
Risk Reduction: Half of all Americans live within 50 miles of the coast; dams, levees, and coastal storm damage reduction projects prevented est. $361B in total damages from to 2012; weather related disasters have tripled in the last 30 years.
Quality of life: million visits annually at lake and river projects in 43 states; USACE is number one federal provider of outdoor recreation – contributing $16B to local economies.

5. U.S. Ports and Inland Waterways: Vital to our National Economy
Million
Tons
Over 100
Houston
Corpus Christi
S. Louisiana
New Orleans
Baton Rouge
Texas City
Lake Charles
Plaquemines
Tampa
New York/NJ
Valdez
Beaumont
Lower Delaware
River (9 harbors)
Duluth/Superior
Los Angeles
Port Arthur
St. Louis
Portland
Seattle
Freeport
Huntington
Richmond
Oakland
Tacoma
Boston
Hampton Roads
Port Everglades
Jacksonville
Memphis
Detroit
Cleveland
Savannah
Charleston
Indiana Hbr
Cincinnati
Two Harbors
Honolulu
Chicago
Pittsburgh
Baltimore
Pascagoula
Toledo
Mobile
Matagorda
Kalama
Barbers Pt
2 Billion Tons of domestic and import/export cargo annually N
Anacortes
Much of the Corps’ Civil Works program centers around WATER – navigation, water supply, ecosystem restoration, flood risk management, regulatory, recreation.
Need to work together to tell the story of the value of our Ports and Inland Waterways…
China exports $1.9 trillion annually and imports $1.7 annually.
U.S. Waterways (Source: AAPA):
U.S. ports and waterways handle more than 2 billion tons of domestic and import/export cargo annually.
By 2020, the total volume of cargo shipped by water is expected to be double that of 2001 volumes.
$3.8 billion worth of goods moving in and out of U.S. seaports each day
Over 300 million cubic yards of dredged material are removed from navigation channels each year. Another 100 million cubic yards are dredged from berths and private terminals. The total, 400 million cubic yards of dredged material, equals a four-lane highway, 20 feet deep, stretching from New York City to Los Angeles.
Seaports support the employment of more than 13 million people in the U.S.
Inland Waterways (Source: WCI)
Nearly 12,000 miles of navigable channels
196 lock sites / 241 chambers
624 million tons of cargo annually at a value of nearly $70 billion
14% of the nation’s domestic freight
60% of nation’s grain exports, 20% of coal, 22% of domestic petroleum and petroleum products
Long Beach

6. “We Can’t Wait” Projects
Savannah Harbor Expansion Project
47’ Depth NED
Charleston Harbor Post-45
50’ Depth TSP
Miami Harbor
49’ Depth NED
50’ Depth LPP
Jacksonville Harbor
45’ Depth NED
47’ Depth LPP
Central Everglades Planning Project
Tentatively Selected Plan (TSP)
National Economic Development (NED)
Locally Preferred Plan (LPP)

7. SAD Priority Watershed - Southern Florida
Corps of Engineers Projects:
Comprehensive Everglades Restoration Projects
Everglades and South Florida
Kissimmee River Restoration Project
Modified Waters Delivery to Everglades National Park
Central and South Florida
Herbert Hoover Dike
Okeechobee Waterway
Other non-COE Projects:
Everglades National Park
Big Cypress National Preserve
Biscayne National Park
Loxahatchee National Wildlife Refuge
This Watershed includes two Corps Mega Projects, South Florida and Herbert Hoover.
Jurisdictions include two Indian Tribes (Seminoles and the Miccosukee), State and multipule Counties and cities.
Feds – DOI – FWS, National Parks Service, and Soil Conservation. DOT, Federal Highways.
South Florida Water Management District - Sponsor
Priority Watershed Selection:
Involvement of multiple Jurisdictions
Involvement of multiple Federal Agencies.
Existing interagency watershed plan.
Established interagency working groups formed under an agreement.
Processes for stakeholder input are already in place.
Existing Five-Year Operation, Maintenance, Repair, Replacement and Rehab Plan

8. The 20th Century “Golden Age” of Infrastructure Construction
President Franklin Roosevelt favored the development of federal hydropower projects to provide consumers with low-cost energy. During the New Deal, the Corps participated in three major hydroelectric power projects: Passamaquoddy Tidal Power Project in Maine, Bonneville Dam on the Columbia River, and Fort Peck Dam on the Missouri River.
The 1944 Flood Control Act signaled the victory of the multipurpose approach and authorized the gigantic multipurpose civil works project for the Missouri Basin commonly called the Pick-Sloan Plan, including several multipurpose dams on the mainstem that provided flood control, irrigation, navigation, water supply, hydropower, and recreation. Following World II, federal multipurpose projects expanded considerably. Congress authorized major systems involving hydroelectric power on the Columbia and Snake rivers in the Pacific Northwest, and the Missouri and the Arkansas rivers. The Eisenhower administration challenged some of these ambitious projects as costly federal burdens. However, overall federal power development continued to increase. By 1975, Corps projects the largest on the Columbia and Snake rivers were producing 27 percent of the total U.S. hydropower and 4.4 percent of all electrical energy output.
The majority of U.S infrastructure was built between the 1920s and 1980s, and has already reached or exceeded its planned design life. Water resources infrastructure kept pace with population growth until the mid-1980s when investment was insufficient to keep the infrastructure in good working order.

9. Capacity Building ~$70.00 per person in the US!
Investments in USACE Capital Stock (top of Slide 1) have not kept pace based on the assumptions of service life, deterioration and retirements. Also, there has been a shift from massive, multipurpose projects to smaller, single purpose projects.
Back in the 1930s, the per capita expense of Corps-facilitated investments in infrastructure was ~$70/person… the investment in our nation’s future was deemed to be worth it.
Back in the 1960s, the per capita expense of Corps-facilitated investments in infrastructure was ~$56/person… the investment in our nation’s future was deemed to be worth it.
You know what we’ve been spending over the past two decades?… ~$18/person… or less!
Capacity Building

10. Long Term Civil Works Funding Trends: Changing the Character of the Corps
Appropriation ($Million in 2012 $)

11. USACE Civil Works Economic Benefits & Revenues to the Treasury (2010)
Each dollar spent on the USACE Civil Works program generated
~ $9.00 in economic benefits and $2.70 in revenues to the U.S. Treasury.
Program
NED Benefits
(Billions of Dollars)
Net NED Benefits
U.S. Treasury Revenues
Flood Risk Management
$23.1
$22.5
$7.3
Coastal Navigation
$8.7
$7.9
$3.3
Inland Navigation
$7.6
$7.0
$1.9
Water Supply
$6.5
$0.1
Hydropower
$2.2
$2.0
$1.1
Recreation
$3.0
Leases and Sales
Total Annual NED
$51.4
$48.9
$14.8
Contributions to National Economic Benefits (NED) are increases in the value of the national output of goods and services, expressed in monetary units.
Treasury revenues are the net increases in revenues in the form of increased tax payments and direct payments for vendible outputs (such as hydropower) that accrue to the U.S. Treasury as a result of the USACE Civil Works programs.
It is estimated that the USACE Civil Works program provides a total net NED annual benefit of approximately $48.9 billion. In addition, the USACE Civil Works program stimulated about $14.8 billion in returns to the US Treasury.
In summary, in FY2010, for each dollar spent on the USACE Civil Works program, approximately $9 in economic benefits to the nation were generated and $2.70 in US Treasury revenues were generated. The rate of return for the USACE Civil Works program is estimated to be 26%.
Notes:
Net NED Benefits represent total NED benefits minus the costs of operations, maintenance, expenses, the USACE Regulatory program, FUSRAP, oversight by ASA(CW) and other USACE Civil Works programs.
Benefits and Revenues numbers are not additive.

12. America’s Cumulative G.P.A. Estimated investment needed by 2020 =
2013 Report Card for America’s Infrastructure by the American Society of Civil Engineers D+
America’s Cumulative G.P.A.
Aviation D Ports C
Bridges C+ Public Parks & Recreation C-
Dams D Rail C+
Drinking Water D Roads D
Energy D+ Schools D
Hazardous Waste D Solid Waste B-
Inland Waterways D- Transit D
Levees D- Wastewater D
A = Exceptional
B = Good
C = Mediocre
D = Poor
F = Failing
Each category was evaluated on the basis of capacity, condition, funding, future need, operation and maintenance, public safety, resilience, and innovation.
Estimated investment needed by 2020 =
$3.6 Trillion
BUILDING STRONG®

13. Upper right is collapsed section of the Interstate 5 bridge on the Skagit River in Mount Vernon, Wash on May 2013

14. Transforming Civil Works
Infrastructure Strategy
Planning
Budget Development
Deliver Quality Solutions
The Corps of Engineers will focus its talents and energy on comprehensive, sustainable and integrated solutions to the nation's water resources and related challenges through collaboration with stakeholders (internal, regional, states, local entities, other Federal agencies, etc.), playing traditional or emerging roles (leadership, technical support, broker, data and knowledge provider, etc.), and evaluating the current and required portfolio of water resources infrastructure. This goal refers to not only, developing and delivering comprehensive and lasting solutions and products but also, ensuring that the deliverables are sustainable (long lasting, integrated and holistic) to respond to today’s and future challenges.
There are 4 objectives that will transform Civil Works. These efforts or areas of transformation focus include: planning modernization; implement a watershed-based budget development; improving methods of delivery; and implementing the USACE infrastructure strategy.

15. Planning Modernization
Determine Federal Interest
Authorization Backlog
Follow-on Work
3x3x3
Smart
Planning
Chief’s Reports
Education
& Training
Planning Modernization efforts are geared toward improving the efficient delivery of Chief's Report's and other studies; managing the planning portfolio to assure limited resources are aligned with the most viable studies with the greatest benefit to our nations water resources; and enhancing capability through training, certification and development.
The Corps has undertaken aggressive steps to manage the feasibility study portfolio and the current active portfolio of studies has been significantly reduced.
Since the passage of WRDA 2007, USACE has produced 30 Chief’s Reports and expects up to an additional 34 by end of If authorized and funds appropriated, this investment recommendations will support national economic growth and new infrastructure that this nation needs to provide stability and security.
Project planning processes and procedures are being streamlined to produce more timely federal investment recommendations while preserving quality, consistency and adherence to applicable laws, regulations and policy.
Portfolio Management

16. Planning Modernization
How Will This Help Improve Our Infrastructure?
Speed up project delivery
No time wasted on studies unlikely to lead to projects
Allow use of latest science
Assist stakeholder involvement
Improve collaboration among agencies = fewer surprises!
Determine Federal Interest
Authorization Backlog
Follow-on Work
3x3x3
Smart
Planning
Chief’s Reports
Education
& Training
Planning Modernization efforts are geared toward improving the efficient delivery of Chief's Report's and other studies; managing the planning portfolio to assure limited resources are aligned with the most viable studies with the greatest benefit to our nations water resources; and enhancing capability through training, certification and development.
The Corps has undertaken aggressive steps to manage the feasibility study portfolio and the current active portfolio of studies has been significantly reduced.
Since the passage of WRDA 2007, USACE has produced 30 Chief’s Reports and expects up to an additional 34 by end of If authorized and funds appropriated, this investment recommendations will support national economic growth and new infrastructure that this nation needs to provide stability and security.
Project planning processes and procedures are being streamlined to produce more timely federal investment recommendations while preserving quality, consistency and adherence to applicable laws, regulations and policy.
Portfolio Management

17. Budget Development Engaging Stakeholders Watershed - Informed
Budgeting
In budgeting, shifting from project-by project to systems approach
Watershed budget development process
Performance-based budget
Fund projects likely to produce greatest benefits to capacity, get them operating
Avoid “salami slicing” – better to have some projects producing than a lot in the works
Eliminate stop-and-start funding
Align programs and business lines to National goals and objectives
Seek alternative funding mechanisms and partnerships
End state: Maximized value to taxpayers of Civil Works Budget
Improve justification and defense of budget allocations
Incorporate integrated water resources management concepts into budget development framework
Implement watershed budget development process, while continuing to produce a performance-based budget
Communicate transformational budget development processes to both internal and external audiences.
Vertically align and integrate programs and business lines to National goals and objectives
“No earmark” rule eased process
In FY12 in addition to specified projects, received ~$500 M “pot” to use on priorities we determine.
This slide shows what we accomplished, and lessons learned along the way
Management Controls
Smart Investments

18. How Will This Help Improve Our Infrastructure?
Budget Development
How Will This Help Improve Our Infrastructure?
Prioritize needs better
Speed up delivery by concentrating funds on high priority projects
Rapid transfer of resources within a system as need arises
Engaging Stakeholders
Watershed - Informed
Budgeting
In budgeting, shifting from project-by project to systems approach
Watershed budget development process
Performance-based budget
Fund projects likely to produce greatest benefits to capacity, get them operating
Avoid “salami slicing” – better to have some projects producing than a lot in the works
Eliminate stop-and-start funding
Align programs and business lines to National goals and objectives
Seek alternative funding mechanisms and partnerships
End state: Maximized value to taxpayers of Civil Works Budget
Improve justification and defense of budget allocations
Incorporate integrated water resources management concepts into budget development framework
Implement watershed budget development process, while continuing to produce a performance-based budget
Communicate transformational budget development processes to both internal and external audiences.
Vertically align and integrate programs and business lines to National goals and objectives
“No earmark” rule eased process
In FY12 in addition to specified projects, received ~$500 M “pot” to use on priorities we determine.
This slide shows what we accomplished, and lessons learned along the way
Management Controls
Smart Investments

19. Infrastructure Strategy
Asset Management
Life Cycle Management
Replacement Value= $250 B
Kentucky River Lock #2, in service since 1839
Accelerate Execution
Pilots
Obstacles
Authorities
Re-Invent Operations
Infrastructure Strategy is an integral part of the Civil Works Transformation (CWT) initiative, and follows the principles of the Civil Works Strategic Plan.
The Infrastructure Strategy sets the foundation for the future USACE Water Resources portfolio with an effective lifecycle management through Integrated Water Resources Management in a systems-based context.
The endstate goal of the strategy is an infrastructure portfolio that is resilient, reliable and enables achievement of National imperatives for healthy communities, global competitiveness, security, national energy independence, and economic growth with job creation.
Much of the infrastructure that we rely on today was constructed by past generations. Unfortunately as a Nation, we have not been investing the resources necessary to maintain this infrastructure. China is investing approximately 8.5% of GDP in infrastructure, Japan 5%, India 4.7%, while the US is at approximately 2.6% of GDP investment in infrastructure.
The water infrastructure system managed by the Corps plays a pivotal role in the US economy, providing substantial economic benefits to the nation. The system is aging, and in many places repairs and maintenance are being deferred because of budget constraints. To ensure that this infrastructure continues to be viable, it must be sustained and new infrastructure investments must be reinvigorated.
We must develop new criteria and procedures for selecting projects which provide maximize benefits, incorporate new investment methods, including utilizing appropriate private investment, and continue to work with local and regional entities to determine the needs within the broader watersheds.
Alternative Financing

20. Infrastructure Strategy
How Will This Help Improve Our Infrastructure?
Know when projects will need rehabilitation or replacement
Don’t waste funds on projects that don’t perform
Tap other funds – even the Federal Gov’t can’t pay for everything
Asset Management
Life Cycle Management
Replacement Value= $250 B
Kentucky River Lock #2, in service since 1839
Accelerate Execution
Pilots
Obstacles
Authorities
Re-Invent Operations
Infrastructure Strategy is an integral part of the Civil Works Transformation (CWT) initiative, and follows the principles of the Civil Works Strategic Plan.
The Infrastructure Strategy sets the foundation for the future USACE Water Resources portfolio with an effective lifecycle management through Integrated Water Resources Management in a systems-based context.
The endstate goal of the strategy is an infrastructure portfolio that is resilient, reliable and enables achievement of National imperatives for healthy communities, global competitiveness, security, national energy independence, and economic growth with job creation.
Much of the infrastructure that we rely on today was constructed by past generations. Unfortunately as a Nation, we have not been investing the resources necessary to maintain this infrastructure. China is investing approximately 8.5% of GDP in infrastructure, Japan 5%, India 4.7%, while the US is at approximately 2.6% of GDP investment in infrastructure.
The water infrastructure system managed by the Corps plays a pivotal role in the US economy, providing substantial economic benefits to the nation. The system is aging, and in many places repairs and maintenance are being deferred because of budget constraints. To ensure that this infrastructure continues to be viable, it must be sustained and new infrastructure investments must be reinvigorated.
We must develop new criteria and procedures for selecting projects which provide maximize benefits, incorporate new investment methods, including utilizing appropriate private investment, and continue to work with local and regional entities to determine the needs within the broader watersheds.
Alternative Financing

21. What Can You Do?
Tell the Story - Preach value of infrastructure to Nation
Leverage Efforts - Collaborate with ALL stakeholders and beneficiaries of the Civil Works Program
Find consensus for major initiatives
Identify funding to reach outcomes
Engage in dialogue
Be mutually supportive
Involve & engage end-users
Seek to influence decision-makers
Help us transform Civil Works
Facilitate a watershed-informed approach
Help the Nation prioritize efforts, programs, and projects
Support innovative approaches for alternative resourcing
Providing the infrastructure the Nation will need to remain competitive in the 21st Century requires partnership – at every level of government, private industry, NGOs.
Tell the Story – help us demonstrate the value of these projects. Example of the soybean growers commercial.
Historically we have tried to fund too many individual projects and weren’t able to make the best use of our limited federal dollars. Too often, this resulted in projects being delayed and being conducted in a start-stop manner. It has been an inefficient model of project delivery and it wastes time and money. We need to re-examine and re- shape the civil works process, moving towards watershed and systems-based decision-making.
It’s going to mean making some tough choices and it will require collaboration. We will all need to work together to decide what our most significant funding needs are and how to invest limited dollars. The Corps needs to be in synch with the NWC and other stakeholder groups to prioritize actions that are in the national interest and find alternative methods of funding. 21

22. Key Aspects of WRRDA
Primary legislation by which Congress authorizes Corps Civil Works missions
Provides authorizations only, no appropriations
Supports Corps ability to provide value to the Nation
Supports Corps CW Transformation efforts to streamline planning, work more effectively with non-Federal sponsors, and address our aging
infrastructure

23. Key Aspects of WRRDA Authorizes 34 new construction projects
Reduces construction backlog by deauthorizing $18B of old, inactive projects
Increases target expenditures for HMTF
Enables Secretary to accept funds to operate, maintain and improve inland waterways transportation system

24. Key Aspects of WRRDA
Increases flexibility for non-federal interests to contribute funds to move studies and projects forward
Provides authorities for non-federal interests to undertake planning, design and construction of Federally authorized projects and be reimbursed for the Federal share
Expands work-in-kind credit authorities for non-federal interests
Provides authorities which support private-public partnerships
Expands levee safety authority

25. WRRDA Implementation Execution is an Executive Branch responsibility
Purpose of WRRDA Implementation Guidance is to determine how Administration/Agency will proceed under new law in light of current policies and procedures; or to
Develop new policies and procedures where needed to implement the law.
Intent is to ensure consistent application across Corps.
Guidance issued in form of memoranda, EC’s or ER’s.
Not all provisions in law may be funded or implemented as a matter of policy.

26. WRRDA Listening Sessions
Dates and Focus:
August 13: Deauthorizations and Backlog Prevention, Project Development and Delivery (including Planning)
August 27: Alternative Financing Contributions, Alternative Financing Title V, and Credits
September 10: Levee Safety, Dam Safety, and Regulatory (including the 408 process)
September 24: Non-Federal Implementation, Water Supply and Reservoirs, and Navigation
Comments also accepted by at
Purpose: Receive public input on implementation of WRRDA 2014
Not a dialogue – USACE in listening mode
Call-in, webmeetings
Comments also accepted by at
Call-in information available

27. WRRDA Listening Sessions
Call-in: Webmeetings start at 2:00 p.m. (EST)
August 27th:
ID: #
Webinar Login:
Web Access ID: 9026ls14ch04
September 10th:
ID: #
Webinar Login:
September 24th:
ID: #
Webinar Login:
Not a dialogue – USACE in listening mode
Call-in, webmeetings
Technical Support:
If you need technical support or additional information regarding our events, please visit our portal at
or contact AT&T Connect Support at If you are unable to join the web conference from a computer, you can find audio only instructions (which are included above) at 429
FURTHER INFORMATION PRIMARY CONTACT: Bruce Carlson:

28. SAD Contracting Points of Contact
Willmington District:
John Mayo
Chief of Contracting
Savanah District:
Paige Brosch
Chief of Contracting
Mobile District:
Jeffery Burgess
Chief of Contracting
Jacksonville District:
Carlos Clarke
Chief of Contracting
Charleston District:
Lauri-Newkirk Paggi
Chief of Contracting

29. Key Small Business Points of Contact South Atlantic Division
Ms. Antwinette L. (LaShone) Goodman-Cooper
District Small Business Specialists
Ms. Linda Spadaro – SAM Ms. Beth Myers – SAJ
(251) (904)
Ms. Rose Smalls – SAC Ms. Donna Walton – SAW
(843) (910)
Ms. Leila Hollis – SAS
(912)