southwestern division pacesetters - transforming the corps of engineers civil works program
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Presented by Brigadier General Thomas W. Kula at the TWCA Fall Conference www.twca.orgTRANSCRIPT
US Army Corps of Engineers
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Texas Water Conservation AssociationFall 2012 Conference
Brigadier General Thomas W. KulaSouthwestern DivisionU.S. Army Corps of Engineers 26 October 2012
Transforming the Corps of Engineers’ Civil Works Program
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Southwestern Division Footprint
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Moonshine Beach, Table Rock Lake, Mo.
Regulators examine soils on a wetland delineation
field visit.
Dallas Floodway
Bull Shoals Powerhouse, Arkansas
Houston Ship Channel
Sardis Dam, Oklahoma
Navigation (Ports and Channels)• 4 of the Nation’s “Top Ten” ports• 32 channels (15 deep draft, 17 shallow draft) • More than 500 M tons of commerce annually
Navigation (Inland)2 major waterways (GIWW and MKARNS)
Hydroelectric Power• 18 power plants in 6 states produce 6.7 billion kw hours• 87% of regional capacity, second in the Corps
Water Supply• 8.4 million acre-feet of
water storage• Water control contracts =
water for 1.8 million households
Regulatory (work in waters & wetlands)
• Over 5000 permit decisions annually
• Protection of waters & wetlands
Recreation• 20 percent of the Corps'
total recreation projects located within the regional boundary• 83 million visitors at 90
operating projects located in five states
Flood Damage Reduction
• 74 flood damage reduction
lakes/reservoirs• 33.22M acre-feet
of flood storage• 760 miles of local
flood protection projects
• $85 B in cumulative flood
damage prevention
Little Rock District's MV Ted Cook positions the Crane Barge Mike Hendricks at Dam 2 during the
flood of 2011
SWD Civil Works Mission Areas
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Brigadier General Thomas W. Kula
SWD Commander SWD Deputy Commander Mr. Robert Slockbower,
SESDirector of Programs
Mr. Pete PerezActing Director, Regional
Business
Colonel Charles H. KlingeFort Worth District Commander
Colonel Christopher SalleseGalveston District Commander
Colonel Glen A. MassetLittle Rock District Commander
Colonel Michael TeagueTulsa District Commander
Colonel Richard J. Muraski
Southwestern DivisionLeadership Team
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Our Nation’s Infrastructure GPA -- D
Roads
Runways
Railways
Rivers
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The USACE Program
'01 '02 '03 '04 '05 '06 '07 '08 '09 10 11 12 13 14 15 160
10
20
30
40
50
60
10.4 10.714.9
17.821.5
23.8 22.427.0 29.0 29.9
23.827.7
18.4 18.2 16.3 14.2
8.3 8.2
8.1
8.1
9.2
19.1
9.7
20.7 17.2
8.3
7.8
9.6
7 6.66.6
6.6
Military Civil Works
18.7 18.9
23.0
25.9
30.7
42.9
32.1
47.746.2
38.2
31.6
37.3
25.4 24.822.9
20.8
( $ billions )
Fiscal Year
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Are We on the Way to Becoming an O&M-Only Organization?
1962
1966
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006
2010
0
1000
2000
3000
4000
5000
6000
7000
8000
O&MConstrInvest
Appropriation ($million in 2012 $)
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USACE Backlog
Construction Funds (an-
nual)
USACE Backlog
$0
$20
$40
$60
$2 billion
$60 billion
Billions
*Hydropower projects less than 1 percent
Backlog Projects by Business Line
Environmental In-frastructure; 5%
Envi-ron-
mental; 20%
Navigation - Ports; 20%
Navigation - In-land; 5%
Flood Damage
Reduction; 35%
F-Shore Protec-tion; 10%
Environmental Infrastructure
Environmental
Navigation - Ports
Navigation - Inland
Flood Damage Reduction
F-Shore Protection
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Shaping Strategic Direction
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Civil Works Strategic Plan
• Integrated Water Resource
Management
• Systems-Based Approach
• Risk-Informed Decision Making
& Communication
• Collaboration & Partnering
• Asset Management/
Recapitalization
• State-of-the Art Technology
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Organizational ChangeDrivers for change . . .
Project/ Programs ► Meet Customer Commitments ► Declining Workload► Fiscal Constraints► CW and Mil Missions Transformation► O&M Focus- Moving more from “O” to “M”
Methods of Delivery► Regionally resourced ► More Efficient / Effective Ways of Doing our
Business
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Win in the Turns• Win in the turns - Invest in
our infrastructure• New starts - Think future
water resources direction• Use systems-based and
watershed approach• Find ways to finance the
Nation's infrastructure• Become the Nation’s water
resource solutioneer
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Methods of
DeliveryBudget Development
Infrastructure Strategy
Planning
Major CW Transformation Initiatives
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Short Term Wins . . .
Successes: Reset on water supply
► Funding to levels of performance Levels of Service on MKARNS
► Optimize maintenance for increased reliability SWL Recreation Adjustment Restructuring of Contracting (SWF/SWG) Successful CWRB for Freeport Established New Business Line Mil Missions (facility
assessment) Tri-State Water Partnerships
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Sabine-Neches Waterway (4)
Houston Ship Channel (2)-Barbour’s Terminal Channel-Bayport Ship ChannelTexas City Ship Channel (10)Galveston Harbor (41)
FreeportHarbor (27)
Matagorda Ship Channel (54)
Corpus Christi Ship Channel (6)-La Quinta Channel
Brazos Island Harbor- BIH (78) -Port Isabel Ch. & Turn. Basin
(#) SWG Port Rankings vs. Nation
Constructed (3)
Pending Authorization (2)
LNG Facilities
GIWW
GIWW
GIWW
Home to 28 Ports Handling over 500 million tons
of commerce Eight (8) Deep Draft Channels 275 Miles of Deep Draft Channels Total of 749 Miles of Shallow Draft Channels GIWW runs 440 miles connecting the state’s 12-deep water ports, 16 shallow draft ports Dredging Activities from 30 to 40 million cubic yards of material annually
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Coastal Texas Ecosystem Protection & Restorationo Texas coast at significant risk of damages to
public safety, property, and ecological resources from storms, sea level rise and other coastal hazards.
• 18 counties home to 26% of state’s population
• 4 of Nation’s top 10 ports located in Texas
• Two-thirds of nation’s petrochemicals produced along the Texas coast
• 64% of Texas coast is eroding at average rate of 5.9 feet/year with some areas losing 30 feet/year
o Study integrates: programmatic plans for flood damage reduction; storm damage protection; ecosystem restoration; risk reduction measures for damages to public safety, property and environmental resources from storms and erosion
o Plan would provide: Basis for informed decision-making by the Federal government and non-Federal sponsors
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Water Supply in the Southwestern Division
The Corps is the single largest water supplier in the region:
►SWD reservoir projects currently contain 8.4 million acre-feet of storage for municipal, industrial and agricultural use.• 36% of the potable water for Texas• 35% of the potable water for Oklahoma• 20% of the potable water for Kansas
“Water, not oil, is the lifeblood of Texas...” – James Michener in Texas: A Novel
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Water Supply ProgramSuccesses
Raised Water Supply to a higher level of attention within the Corps and ASA(CW)
Water Supply budget based on performance to streamline the funding process
Involve the States in establishing the Corps future strategies for infrastructure investment
Established a test program in Kansas for a Liaison Position for coordination between the Corps and Kansas Water Office
...Streamlining the 404 permitting process…
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Water Strategy
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TWDB / Corps Permitting Flowchart
• Goal: educate water resource providers on permitting process and identify ways to reduce the time needed for review/approval of water resource development projects
• Developed a multi-agency permit process flow chart – currently being reviewed by state and Federal Resource Agencies
• Next steps: Post the flow chart on TWDB hosted web site, develop and execute interagency training workshops
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What Can You Do?
• Tell the Story
• Help us transform the Civil Works process.
• Continue to partner with stakeholders, industry and
beneficiaries of the system
• Facilitate a Watershed approach
• Help the Nation prioritize efforts and projects.
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Questions?Connect With Us!
Facebook:www.facebook.com/swdusace
Twitter:www.twitter.com/usace_swd
Online: www.swd.usace.army.mil
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Planning ModernizationTop Four Performance Priorities
• Improve planning project delivery (investigations and CG) and instill accountability at all levels
• Develop a sustainable national & regional planning operational and organization model
• Improve planner knowledge and experience (build the bench)
• Modernize planning guidance and processes
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Budget Transformation• Establish a goal-oriented, program based
approach to budgeting• Vertical alignment and integration of
programs/BLs to National goals and objectives
• Institutionalize our CW Strategic Direction; move IWRM into our budget development framework
• Develop a budget framework that identifies relevant, important and smart decisions
• Improve justification & defense of budget allocations
End state: Sustainable and reliable water resources infrastructure
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Methods of Delivery • Relook our methods of delivery to be
more efficient, cost-effective & timely• Link technical capabilities to desired
levels of service• Integrate a Human Capital Plan to
maintain core competencies• Improve operation and management
of our water infrastructure-reduce enterprise risk
• Focus areas-Centers of Expertise (CXs):• Dam safety, inland navigation
design and deep draft navigation economics
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Infrastructure Strategy• Infrastructure Comprehensive Strategy: An integrated approach to
manage our assets, the life cycle of the system and seeking alternative financing: Asset Management: Comprehensive approach to asset
management Life cycle system: Ensure future systems’ viability through risk
assessment and management, funding prioritization and sound decision making
Alternative financing: Provide a safe and reliable infrastructure by looking into alternative financing options
CW decision making: Develop a decision framework and process that enables a cross-cutting systems approach, supported by user friendly decision tools (WISDM, Money Ball, etc.)
Strategic communication: A robust strategy with key messages to increase national attention to water infrastructure, its value to the nation, critical needs and sustainability of our systems
End state: A reliable and sustainable infrastructure FUTURE!!
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Maintenance Modernization Initiative
Leve
ls o
f Ser
vice
(P
erfo
rman
ce)
Levels of Maintenance (Costs)
“Compliance Zone”
“Service Life
Zone”
“Perfo
rmance
Zone”
• Optimize limited O&M dollars through an informed decision-making process
• Link desired levels of service with ongoing service activities and maintenance investments
• Significantly improve planning, budgeting, execution, performance and communication (stewardship) of our federal assets.
• Buy down backlog maintenance and reduce risk
• Remain reliable, relevant, and resilient
• Design & modernize SWD for the future! 26