Joint Services Environmental Management Conference Transformation of The Formerly Used Defense Sites () Program Management and Execution May 24, 2007 Robert F. Lubbert, PE Chief, Environmental Support Team HQ, US Army Corps of Engineers (CEMP-DE) (202) 761-7504 e-mail: robert.f.lubbert@usace.army.mil 1
Topics of Discussion Brief Program Overview Transformation A long time in the Making Transformation of Management and Execution Transformation Study Transformation Recap Management Schemes 1 and 2 Role of Geographic District Summary and Conclusions 2
What is? Definition: Real property that was under the jurisdiction of the Secretary and owned by, leased by, or otherwise possessed by the U.S. and those real properties where accountability rested with DoD but the activities at the properties were conducted by contractors that were transferred from DoD control prior to October 17, 1986. Goal: To reduce, in a timely and cost effective manner, the risk to human health and the environment resulting from past DoD activities at formerly used Department of Defense properties. 3
DERP- Missions Identification, investigation and cleanup of hazardous, toxic, and radioactive waste (HTRW) Correction of other environmental damage - such as unexploded ordnance (Military Munitions Response Program (MMRP)) Building demolition and debris removal (BD/DR) 4
is a Different Animal The Program addresses only DoD generated contamination that occurred before 1986, before transfer of property DoD does not own the property that is addressing Past property owners: Army, Navy, Marines, Air Force, Other Defense Agency Properties We do not certify that the property is clean We work hand in hand with current property owners and regulators on cleanup efforts 5
Scope of Program (Data Source: 2006 Report To Congress) Properties: Total in Inventory 9,908 Eligible for Program 6,868 No DoD Action Indicated (NDAI) 3,824 Requiring Response Actions 3,044 Projects: Total in Properties Requiring Response Actions 4,653 No DoD Action Indicated (NDAI) 799 Total with costs incurred or planned 4,229 Total with costs in FY06 & Beyond 3,333 FY07 Cost To Complete (CTC) - $18.7B MMRP $12,647M (1,364 projs) HTRW $ 3,144M ( 837 projs) OTHER $ 37M CON/HTRW $ 247M (900 projs) BD/DR $ 50M ( 91 projs) PGM MGT $ 2,628M FY07 Approved Workplan - $253.7M (CRA) 6
POM 300 250 $221 $247 $283 $265.7 $262.7 $253.7 $250.3 200 150 $30* $34* $70.6* $50* $26.7* 100 50 0 2002 2003 2004 2005 2006 2007 2008 *Plus up by Congress FY02-FY06: Actual Budget FY07-FY08: Planned Budget 7
Scope of Program (by Property) Total Number of Properties: 9,808 Total Number of Properties Requiring Response Actions: 2,965 AK 603 WA 368 OR 122 CA 1094 NV 77 ID 76 UT 62 AZ 262 MT 110 HI 377 WY 70 NM 254 ND 66 SD 91 NE 100 CO 90 KS 166 TX 657 OK 142 MN 76 IA 38 MO 94 AR 82 LA 166 WI 68 IL 212 MS 193 IN 74 TN 67 AL 171 MI 231 KY 25 OH 94 GA 230 FL 714 NC 183 SC 206 PA 171 WV 26 VA 291 NH 28 VT 14 ME 178 NY MA 279 487 RI 74 CT 54 NJ 177 DE 36 MD 114 DC 53 Northern Mariana Islands 32 Palau (PT) 14 Puerto Rico (PR) 79 U.S. Virgin Islands (VI) 11 American Samoa (AS) 30 Guam (GM) 49 October 2006 8
PROGRAM EXECUTION BOUNDARIES North Atlantic Pacific Northwestern HTRW-CX Ocean Division South Pacific LRD * Southwestern South Atlantic MMRP-CX Pacific Ocean LEGEND: LEGEND: Division Division HQ HQ location location Division Division boundary boundary District District boundary boundary State State boundary boundary * Huntington District remain as Project Manager for all Projects in WV in LRD 7 9
Transformation A long time in the making Transformation of Management and Execution preceded by initiatives that improved process and performance: Engineer Regulation 200-3-1, Program Policy coalesced Property and Project management and execution strategy Program Management Plan maintained focus on Customer expectations for delivery of quality products and services in support of Army Cleanup Strategy Annual Workplan joint effort between HQDA and HQUSACE Information Improvement Program (FIIP) archiving of documentation that support project decisions 10
Transformation A long time in the making (cont d) Forum - Developed several management initiatives such as Statewide Management Action Plans (SMAPs), teambuilding with Stakeholders on Priorities Completion of CERCLA PAs for Properties with MMRP the initial step of the CERCLA Process DoD MMRP Site Investigations (SIs) initiative to complete 765 SIs by FY2010 Transition of MMRP Response Actions from Removal to Remedial Process for consistency with the intent of the NCP Chemical Warfare Material Scoping Study - completed CWM Scoping Study, reduced Cost to Complete (CTC) by $1.0B 11
Transformation of Management and Execution Issues driving Transformation: Management and execution of Program was perceived as too costly. Army Secretariat challenged USACE to reduce management and execution costs Making more funding available for project execution Unconstrained growth of management and execution diluted competencies of workforce Having 22 Districts management and execute a $250M program resulted in redundant organizations. The synergy from concentrating work at USACE centers of capability was not being realized 12
Transformation of Management and Execution A Transformation Study was conducted in FY2006 to: Identify a most efficient organization Capable of doing more with less With infrastructure to facilitate efficient management and execution Promote/ maintain programmatic and technical competencies Aggregate work where competencies exist Prevent dilution of competencies Across the spectrum of operations (domestic and contingency) Structure USACE to execute potential funding increase Workforce capable of ramping up quickly should funding occur 13
Transformation of Management and Execution Guiding Principles for analysis: USACE Strategic Directions Statements: Using a Consistent Business Process Careful Stewards of Resources Lean Six Sigma concepts Method of analysis focused on: Qualifications Workload/Size of Program 14
Transformation Recap Pre-Transformation Organization: 7-RBCs performing regional level Program Management 22-Districts performing Program and Project Management for properties within their District boundary Post-Transformation Organization: 7-RBCs 13-Districts Two Management Schemes providing desired results 15
Transformation Selected Management Schemes Management Scheme 1: Four RBCs will perform Regional and District level Program Management activities (NWD, POD, SPD, SWD): Two Districts per Region performing Project Management activities 16
Transformation Selected Management Schemes Management Scheme 2: Three RBCs will assign one District performing Regional Program Management activities (LRD, NAD, SAD) and project management One additional District per Region (all but SAD) performing Project Management of properties within their District boundary 17
Role of the Geographic District Geographic District provides important role: Member of Project Delivery Team (PDT), Supports the PM: Landowner, lead Regulatory Agency, other Stakeholder Support, Real Estate Support, Public Affairs Office Support, Contract Oversight Support, Technical membership on PDT. 18
Transformation of Management and Execution Summary and Conclusions: - Continuity of Services Stakeholder and Regulatory issues addressed Seamless transformation from losing to gaining Districts Continuation of Property and Project response actions Accomplishment of DoD and Army goals and objectives Transformation is the Next Step Resulting in organizational improvements Applies Lean Six Sigma concepts Is in parallel to the Army LSS initiative Transformation Results in A leaner structure of 7 RBCs/13 Districts That will provide more efficient operation, cost avoidance and improve Customer satisfaction 19
Questions??? 20