US Army Corps of Engineers BUILDING STRONG ®

1. The Army Civil Works Program US Army Corps of Engineers BUILDING STRONG® Presentation to Society of American Military Engineers COL C. David Turner Chief of Staff U.S. Army Corps of Engineers 25 April 2013

2. LEGEND: Division HQ location District HQ location Division boundary District boundary State boundary Civil Works Divisions & Districts North Atlantic Alaska Seattle Great Lakes & Ohio River Walla Walla New England Northwestern Portland St. Paul Buffalo Detroit New York Balti- more Rock Island Philadelphia Pitts- burgh Chicago Omaha South Pacific Sacramento Hunting- ton San Francisco Cincinnati St. Louis Norfolk Kansas City Louisville Nashville Wilmington Little Rock Tulsa Los Angeles Memphis Southwestern Charleston Albuquerque Atlanta Vicks- burg Savannah Honolulu Ft. Worth Mobile Jacksonville Dallas South Atlantic Pacific Ocean Division New Orleans Mississippi Valley Galveston

3. To Meet the Challenges, We Need to Change ! • We are now in a non-earmark environment • We fund too many studies/projects at less than capability • It takes too long to get studies and projects completed • It costs too much!! • We make sponsors and stakeholders unhappy due to lack of timeliness and cost effectiveness • We try too hard to justify unviable projects • We lack emphasis on the importance of quality assurance and quality products • In a budget constrained era, we must do what it takes to Be RELEVANT!! 3

4. Transforming Civil Works Infrastructure Strategy Planning Budget Development Methods of Delivery 4

5. Planning Modernization • Reduce cost and time to complete feasibility studies (3 years and $3 million maximum) • Review ongoing studies – drop those unlikely to lead to projects • Instill IWRM into planning process • Instill accountability at all levels • Improve planner knowledge and experience (build the bench) • Modernize planning guidance

6. Budget Development • Implement watershed budget development process, while continuing to produce a performance-based budget • Prioritize. Fund projects likely to produce greatest benefits to capacity, get them operating, then move on to the next. • Avoid “salami slicing” and stop-and-start funding • Vertically align and integrate 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 7

7. Infrastructure Strategy • An integrated approach to manage our assets, the life cycle of the system and seeking alternative financing: • 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 • 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: RELIABLE, SUSTAINABLE INFRASTRUCTURE! BUILDING STRONG®

8. 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

9. USACE received over 68 FEMA Mission Assignments exceeding $350M • 10 Mission Assignments for 6 States were received prior to landfall. As unused assignments were de-obligated, total funding authorized dropped just below $250M. • USACE received Post Presidential Declaration Mission Assignments totaling $338M: $250M in New York, $85M in New Jersey, $1.9M in Connecticut and $50K in Rhode Island. • Several unprecedented Mission Assignments were received that were a significant departure from prior disaster operations: • $20M for unwatering missions – a significant increase over previous flooding disasters. • $5M to establish a forward C2 node in the disaster affected region Hurricane Sandy Response

10. Recovery • USACE provided contractor debris support for NY State and City. As of 25 Feb 2013, 675,692 Cubic Yards of debris has been removed. • USACE in cooperation with State Government and FEMA refitted three buildings (42 Units) for temporary housing at Fort Monmouth, NJ. • Repairs have begun on the shoreline breaches in barrier islands throughout New York and New Jersey. Roxbury Breezy Point Fresh Kills, NY, Debris Barge Loading Jacob Riis Park, Queens, NY Data as of: 15 2400 NOV 12 Mantolooking, NJ before Sandy After Impact During USACE Repairs

11. Questions US Army Corps of Engineers BUILDING STRONG®