In This IssueIn This Issue Energy Management · 5 Corps recovery efforts in New York City and...

In This Issue...In This Issue...

A publication of the Directorate of Military Programs

Volume XIII, No. 2Volume XIII, No. 6 April 2001October/November 2001

Energy ManagementEnergy Management

Special Section: Facing Terrorism

2 Public Works Digest • October/November 2001

3 Letter from the Editor

Facing Terrorism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Serving in War by LTG Bob Flowers5 Corps recovery efforts in New York City and Pentagon

6-7 We stand strong by Bill Crambo7 …Nothing but fireballs by Don Braswell8 The entire building shuddered… by Steve Szyszka9 We were lucky by Chip Smith9 Coming home on September 11 by Sue Hopkins

10 Finding solace in each other… by Wayne Stroup11 Working at Ground Zero by Stephen E. Browning11 Friends in deed

Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Secretary of the Army Energy Awards reflect innovative partnerships by Alexandra K. Stakhiv13 23rd Secretary of the Army Energy and Water Management Awards14 2001 Federal Energy and Water Management Award recipients announced15 White Sands Missile Range earns recognition for energy program by Miriam Rodriguez

16-17 Fort Bragg’s award winning ESPC by Alexandra K. Stakhiv17 Fort Belvoir replaces/upgrades aging infrastructure 18 President orders agencies to purchase energy-efficient devices18 Energy use cut back at Fort Irwin by Chuck Mueller19 Fort Irwin DPW fights energy bills and terrorism by Rene Quinones19 Alternative energy utilization at South Pacific Division customer installations by Ron Niemi

20-21 Renewable Energy Guide to be published by Roch Ducey21 Take part in EPA Energy Star Internet presentations21 Energy reporting with WEB HQRADDS by Andrew Jackson

Automation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 HeatMap, HEATER show best options for energy supply systems23 Latest version of Project Assistant helps energy managers by Elisabeth Jenicek

24-25 Fort Hood links digital controls to one interface by Dana Finney25 All must register in Army Knowledge Online by LTG Peter M. Cuviello

Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Energy Savings Performance Contracting Program provides environmental benefits by Jean Pavlov

27-28 Fort Bragg sets goals for water conservation, reuse by KrisTina Wilson28 Fort Huachuca proposes water conservation easements by Tanja M. Linton

29-30 Fort Drum holds Pollution Prevention Opportunity Assessment Workshop by Karen J. Freeman30-31 USAEC: Keeping ranges open for optempo business by Deborah Elliott

31 Proposed WCPOC expansion will not affect environment by Tanja M. Linton

Facilities Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Lab reflects on cold-climate ground-coupled heat pump technology by Marie Darling33 Minimizing adverse effects of snow and ice on roofs by James Buska

34-35 Easy fixes for HVAC mold and mildew by James Miller

Installation Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-38 Omaha District offers anti-terrorism and force protection engineering support by Sheri Hronek

39 Omaha offers Rapid Response too39 O-ring sprinkler recall – a life safety issue by Robert DiAngelo

40-41 Construction-In-Progress (CIP) requires recording and reporting by David N. Purcell41 Take my OPAC, please! by Fred Reid and Robert Brown

Professional Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Location changes for the DPW Worldwide Training Workshop 42 Installation Management Institute to be held in January42 ISR improvements and training available43 Register for the DPW Basic Orientation Course43 VACNOT system discontinued – OPM alternative available

Public Works Digest is an unofficialpublication of the US Army Corps of Engineers, Directorate of MilitaryPrograms, Installation Support Division, under AR 360-81. Method of reproduction: photo-offset; pressrun: 3,000; estimated readership:40,000. Editorial views and opinionsexpressed are not necessarily those of the Department of the Army.

Address mail to:

Department of the ArmyUS Army Corps of Engineers,

Directorate of Military Programs,Installation Support Division

Attn: Editor, Public Works Digest,CEMP-IS

441 G Street, NWWashington, DC 20314-1000Telephone: (202) 761-5778 DSN 763FAX: (202) 761-8895e-mail: [email protected]

Kristine L. Allaman, P.E.Chief—Installation Support Division,

Directorate of Military Programs

Alexandra K. StakhivEditor

Design and Layout:Barbara MorrisRPI Marketing CommunicationsBaltimore, MD

Cover photo: Fort Belvoir Fire Department at thePentagon after September 11.

October/November 2001Vol. XIII, No. 6

Printed on recycled paper.

3Public Works Digest • October/November 2001

Where were you when the first plane crashed into the World Trade Center? Can you ever forget whatyou were doing when you first learned of the attacks taking place on U.S. territory? I was at my computer working on an article for this issue when a friend called to tell me the incredible news. Evenafter I watched the second crash on the front office TV, seemingly in painful slow motion, it took

some time to digest as reality.While the Digest normally doesn’t cover topics of this nature, this one affected us all too deeply to ignore.

The events of September 11, 2001 will be emblazoned in our hearts and minds forever. Our first section,“Facing Terrorism,” is dedicated to the many friends and co-workers who lost their lives on that infamousSeptember morning.

Even though we have all been following this national tragedy as it unfolds before our eyes, many of youmay not be aware of the tremendous work being done at the crash sites by Corps personnel. In addition to myupdate on Corps assistance both at the Pentagon and the World Trade Center, there are articles by co-workerBill Crambo, Navy Commanders Steve Szyszka and Bill Braswell and others who had the misfortune of beingat the Pentagon and the World Trade Center. We see what happened through their eyes. CommanderBraswell also notes the value of force protection designed into the Pentagon renovation of Wedge 1.

Chief of Engineers LTG Bob Flowers has visited both crash sites on numerous occasions in recent weeksand his article provides us with both guidance and support during these trying times. There is also a short e-mail from an ensign at sea that I think you will enjoy reading as well as a message from NAD’s SteveBrowning, who was deployed to the recovery operation in New York.

Appropriately enough, Omaha District has submitted articles about their Protective Design Center ofExpertise, which offers anti-terrorism and force protection support, and information about the RapidResponse Team.

Pushed a little further back in this issue are the many articles relating to energy and water conservation, thetraditional theme for October/November. Don’t miss the complete line-up of this year’s Secretary of the Armyand Department of Energy awards. Our installation stories salute the energy managers on Army installationsworldwide. Their task is not an easy one, yet each year, they somehow manage to do better than the last.

The December 2001 Digest will feature an Annual Report for the Directorate of Military Programs, par-ticularly the Installation Support Division. This will be our turn to brag. For those of you who are not familiarwith our work, that issue will explain how we operate and show you what we have accomplished on yourbehalf over the past year. This last Digest of the year will also showcase accomplishments in the area of instal-lation support performed by the Huntsville Center of Expertise and some of our labs as well as the Office ofthe Assistant Chief of Staff for Installation Management.

As we prepare to go to print, we learn that the DPW Worldwide Training Workshop originally scheduledfor 11-13 December in Virginia has been relocated for security reasons to the Wyndham Baltimore Hotel inBaltimore, Maryland. The article on p.42 provides more details. Hope to see you there!

Until next time...

L E T T E R F R O M T H E E D I T O R

Alexandra K. Stakhiv, Editor, Public Works Digest PWD


Serving in Warby LTG Bob Flowers, Chief of Engineers

On 11 September, the United States ofAmerica became a country at war. Ourwar is against those who commit actsof terrorism and the countries that

support them.Like almost all wars, the United States

will use all its elements of national power;diplomatic, economic, intelligence andinformational, and military, to fight againstthe terrorist networks and their supporters.Like most wars, our success is dependentupon our ability to develop coalitionsamong nations and sustain our unitedefforts over a long period of time.

Yet unlike most conflicts, this is a globalwar to be waged on many fronts to includethe continental United States. The nationalcampaign plan against terrorism will chal-lenge us all in ways never experiencedbefore. U.S. Air Force aircraft will patrolthe skies above our nation’s cities. Securityin our airports, in our sporting events, inour workplace and elsewhere will beunprecedented.

All citizens will be affected, whetherserving in the military at locations abroador merely responding to new measures ofsecurity in their hometowns. To be success-ful in the campaign against terrorism, allcitizens must participate with perseverance,vigilance and patience. Our victory isdependant upon the collective unity andwill of our great Nation.

Our post-Cold War, peacetime Army isnow confronted with the challenge of win-ning the Nation’s war on multiple fronts.Success is dependant upon synchronizingthe Army’s efforts with that of the otherServices, our coalition partners, the otheragencies of Federal, State and local govern-ment, and the private sector.

The Total Army, active, Guard andReserve, will be called upon to supportthis long-term campaign. We, the UnitedStates Army Corps of Engineers, must doall we can to support, and at times lead,the Army’s efforts in this campaign. Insupport of the combatant commands, theregional CINCs, engineers must be totallyinvolved in the planning for all phases of

combat operations.We also must be involved in the plan-

ning for humanitarian operations to insurethat supportive requirements are met.Wherever our service members aredeployed, critical infrastructure such as air-ports, seaports, roads and facilities, must besustained and protected. Our MACOMmust begin planning for extensive supportto major OCONUS locations for a veryextended period of time.

In the continental United States, theCorps of Engineers can be an invaluableand leading contributor to HomelandSecurity. Our experience in consequencemanagement and interagency efforts fromnatural disasters has great relevance infighting the war against terrorism at home.

As a federal agency, we will be veryinvolved in the identification, prioritizationand security of critical infrastructure acrossthe country. We will continue to advise andassist our Army and Air Force commanderson how to improve force protection andsecurity around their military installations.

We must expand upon our centers ofexpertise in Force Protection and Electron-ic Security. Security Engineering should bea capability of every organization in theCorps. Our research and developmentcapability should be focused on the prob-lem to continually improve our ability asengineers and our understanding of thetechnology advances. We must work todevelop projects and programs thatenhance the security of critical infrastruc-ture against terrorism while minimizingmanpower manning requirements.

We must quickly learn from the newArmy missions that become defined inHomeland Security and adapt our effortsto support them. We must put in place thedoctrine, training, skills, equipment andleadership that will enable the Army tosuccessful in the mission.

Before 11 September, the Army was inthe early stages of Transformation to pre-pare itself for future conflict. Now theArmy must transform itself while at war.Transformation will continue, adapting our

plans as we learn from the new challenges.The Corps of Engineers must likewiseadapt its plans in support of the Army’sTransformation.

An Army at war cannot do business in apeacetime manner. As a MACOM, we mustchallenge every procedure, process, regula-tion and law that impedes our ability tosupport the war effort. There is great senti-ment throughout the Army to challenge theway we do business today in the acquisitionarena, resource management, budgeting,personnel and the environmental laws andregulations by which we must abide. Wemust identify what should be changed.

Our success as a MACOM in support-ing the Army relies, as always, on our peo-ple. Throughout Corps history, our peoplehave always met the challenge of every cri-sis, every emergency and every war effort.With full engagement of all, this commandcan be a real force multiplier for the Armyand the Nation.

Internal communication, now morethan ever, is vital. Our people need toknow what is going on, where they cancontribute and how their efforts will makea difference. They need to know now thatthey live and work in a theater of war.They need to know that they can no longertake for granted the security that our coun-try provides. And they need to know whattheir country and Army are doing to fightthis war, at home and abroad.

We will never live again as we didbefore 11 September. Yet, we may neveragain feel the American unity, patriotismand resolve as we have since 11 September.We must capitalize today on our Nationalwill. As individuals, as a MACOM and asan Army, we can be a part of winning thiswar. When we do, life in America will bebetter than before 11 September.

Essayons! PWD

Phot

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F.T

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Corps shines in recovery efforts at World Trade Center, Pentagon

Did you know that the Corps of Engineersbuilt the Pentagon? Ironically, construc-tion of this massive five-sided buildingbegan on September 11, 1941. By the

time it was completed in early 1943, in arecord 16 months, the Pentagon was thelargest office building in the world.

Nearly 60 years later, the Corps’Huntsville Center would provide procure-ment and technical services for the renova-tion of the Pentagon’s Wedge 1, the first ofthe 5 wedges to be renovated, to bring thePentagon up to current health, fire, safety,and energy codes and regulations. The reno-vation of Wedge 1 took three years to com-plete and only seconds to destroy. The delaysturned out to be a Godsend. Many morewould have perished in the September 11 ter-rorist attack if they had moved in on thedates originally planned.

Almost immediately after the attacks, 122US Army Corps of Engineers personnel weredeployed to New York City. They includedrepresentatives from every Corps division,laboratory as well as the 249th Engineer Bat-talion. Nine more were deployed to supportthe Pentagon mission, and seven in supportof the Emergency Support Team. Additional-ly, the Army Reserve Command provided 20of the 32 personnel supporting headquarters.

On the day of the World Trade Centerattack, it was next to impossible to get out ofManhattan by car or other ground trans-portation once the towers collapsed. Asshown on TV, all types of boats come togeth-er across the water on an impromptu basis tohelp the many people trapped because of theattack to get out of Manhattan.

Among those boats were seven owned bythe Corps. Transporting more than 2,000stranded citizens from Manhattan to Brook-lyn, Jersey City and Staten Island, New YorkDistrict crews brought emergency responsepeople back into Manhattan. Later, thesecrews provided not only transportation, butdelivered food, medicine and other suppliessuch as fuel.

As Disaster Field Offices were establishedin Manhattan, New York, and Arlington, Vir-ginia, the Corps began providing help withdebris removal planning, emergency power,structural safety assessment in New York andtechnical assistance in both New York and atthe Pentagon.

Once President Bush declared both NewYork City and Virginia Federal DisasterAreas, the soldiers of the 249th Engineer

Battalion (Prime Power) from Fort Belvoirand Fort Bragg started providing much need-ed liaison support between ConEd, the localpower company, and FEMA. They per-formed power assessments and generatorinstallations at multiple financial buildings(including the New York MercantileExchange and the NASDAQ Electrical Hub)to ensure that the financial district would bepowered and ready to re-open. The primepower soldiers also worked with ConEd toset up generators at medical triage facilitiesand transient lodging centers in support ofthe relief effort.

At the Pentagon, the Military District ofWashington requested assistance from the249th Engineers to consolidate the powerneeds of the entire relief effort located justoutside of the Pentagon. The battaliondeployed two of its 500 kW low-voltage gen-erators to the site and personnel to installand maintain these generators in an ongoingmission.

Corps structural analysts assisted the cityin the urban search and rescue mission.Along with deployed Corps surveyors, theyhelped the city’s engineers in evaluating someof the more complicated building situations.

Public Affairs personnel were alsodeployed to New York City to supportFEMA and NAD/NAN public informationefforts by the media on Corps involvement,and in providing the talking points and infor-mation for Corps members to use to ensureconsistency of Corps messages.

Many mobilized members of the UnitedStates Army Reserve supported the Corps inperforming reconstitution operations, forceprotection and security, and support toCINCs at the headquarters, four divisions,ERDC and TAC. Several of the reservistswere regularly Corps employees now activat-ed to support the Corps in a uniformed role.Additionally, more reservists are or will beserving on temporary tours of active duty tosupport civil works infrastructure assessmentmissions.

A significant mission for the Corps was todevelop a total debris estimate for FEMA andthe city. Part of the debris challenge was indetermining appropriate disposition for thematerial in terms of identifying what can berecycled, placed in landfills or at offshore dis-posal areas. By New York City estimates,debris removal as of the end of Octobertopped more than 360,212 tons. An addition-al 89,664 tons of recyclable steel has been

recovered, which puts the total collected atnearly 450,000 tons of material recovered.The official total debris estimate is 1.2 mil-lion tons.

The Corps was also involved in dredgingto facilitate barge access for debris removal.More than 55,000 cubic yards of dredgedmaterial was removed and transported to theNewark Bay Confined Disposal Facility, sig-nificantly speeding up the removal processwith a corresponding reduction in the num-ber of heavy trucks tearing city roads up todo debris removal.

Forty-four USACE personnel supportingthe Deployable Tactical Operations Systemand Logistics Primary Response Team inNew York City came from as far away asSeattle. They were involved with transport-ing, positioning, issuing, operating and main-taining the two Rapid Response Vehicles(RRVs) and two Deployable Tactical Opera-tions Centers (DTOCs) that responded tothis crisis in the early hours of the mission.

The RRVs and DTOCs formed the back-bone of the communications system support-ing the New York Fire Department andFEMA around Ground Zero during recoveryoperations. The fire department lost many oftheir communications vehicles in the collapseof the World Trade Center towers, and reliedheavily on the DTOS and its supporting per-sonnel for the management of critical com-munications. Working in two shifts, 24 hoursper day, seven days a week, these outstandingmen and women operated radios and tele-phones, and performed a myriad of othertasks to facilitate the search and rescue mis-sion being performed by the fire department.

Corps personnel recently met with otherfederal agencies and local government andorganizations in New York City to discussplans for the rebuilding of the damaged areaaround the World Trade Center site. Follow-on meetings of the Federal Clearing House"Rebuild New York" are being planned.

USACE missions in New York City forFEMA are unchanged. They include regionalactivation (9 personnel), debris oversight (10personnel), debris landfill management (18personnel), and waterborne transportation (5personnel on call). Ten of the 14 FEMA mis-sions have been closed to date.

(A special thanks to LTC Eugene Pawlik, publicaffairs officer at HQ USACE, for providing the on-the-scene updates on which this article was based.)


any advance warnings, but I saw manypolice cars rushing at full speed toward thePentagon and DC prior to the crash.Clearly somebody knew, somebody mustknow, they must be responding!

Still, I tried to call 911 on two differentcell phones, but all circuits were busy. Fireequipment and ambulances started toarrive. Each vehicle visibly paused as crewslooked in stunned disbelief before proceed-ing to their directed positions. Some of thedisbelief, some of the shock and some ofthe confusion will live with us foreverbecause it should.

A reporter for the German press atsome point during the hours after theattack, asked, “How do the events of todaymake you feel as an American.” It seemed adumb question. I had many feelings. Fore-most, I was still stunned. The image of asection of the Pentagon collapsing tore atmy preconceived beliefs that we have somelevel of protection in our country – yet,here, in front of me, the Pentagon wasburning and collapsing.

Hearing about the collapse of the twintowers of the NY World Trade Cen-

I can’t get the images out ofmy mind. I don’t want to getthem out either. I don’t wantto forget, be consoled or in anyway diminish the forever-present memories of the 11thof September, 2001.

There are times and events which weshould remember and for which weshould make our stand. This is one ofthose times. I will live with the images.The vast destruction and death rooted

in unimaginable hatred, followed by thesmallest expressions or actions of infinitekindness and love that saved lives on thisparticular sunny, summer Tuesday morn-ing, are the contradictions that nobody willever put into words.

Like most American’s and friendsthroughout the world, I was glued to mytelevision in the days that followed, trying toget words to understand, and never forget.

Unlike most people, I personally wit-nessed the fireball at the Pentagon, listenedand spoke with many people who got outminutes later, listened and consoled peoplewho saw the plane attack the building,watched the fire progress and a section ofthe building collapse.

Like all people, my prayers andthoughts are with everyone who has beenpersonally affected by this diabolical attackand tragedy.

Beyond that, as an American and tem-porary resident of this planet I haveengaged in self-reflection to understand formyself if we can make it so nobody will livewith horrific events and images as experi-enced and witnessed this particular and for-ever-remembered September day.

Disbelief, shock and confusion prevailedduring the first hour after the attack. Therewere no reporters or TV crews other thana passing NBC crew in the area where Iparked and stood. Everyone there eitherhad been passing by, witnessed some partof the attack or had been evacuated from

We stand strong!by Bill Crambo, Installation Support Division, HQUSACE

➤

the Pentagon.We knew a plane hit the Pentagon; we

could see none of it. Only boiling orangeand black flames shot out of the Pentagon.We talked about the images that burnedinto our memories. We had to, thereseemed to be no evidence of any plane. Itseemed we had to convince ourselves wewere really there and had witnessed thisindescribable event that was too rooted inevil to physically see.

We looked and asked, “Where is theplane?” “Did anyone see the plane after ithit?” What kind of plane was it?” We won-dered aloud what might come next becausenobody believed it was over.

One woman named Isabel describeddriving down Columbia Pike with her hus-band who is in the Navy and works in thePentagon. Isabel related that the plane flewso low overhead she could only see the sil-ver bottom of the plane and immediatelytold her husband, “It is headed for thePentagon. It’s going to hit it!”

Eleven seconds later it did. Anotherman said the plane powered up as it passedover the Navy Annex. Nobody heard of


…Nothing but fireballsby Don Braswell, Commander, USN

The 11th was a rough day,but all of OPNAV N7 got outalive. That's not a small miracle.

Just about every Navy three star in thePentagon has an E-ring office and theyall got out alive with their staffs. Themajority of the Air Warfare (N78)

spaces are (were) located in 5D453. Forthose of you who didn't see our new spaces,we had moved there about 3-4 months ago.These were part of the newly renovatedPentagon spaces. Fifth floor, D ring,between the 4th and 5th corridors.

Like every other American, we werewatching the footage from the World Tow-ers. Things had settled down a bit after thePresident's message, and a few bubbas hadmentioned that the Pentagon, White Houseand the Capital building were probably tar-gets. We knew that things had just changedfor the worse and that the day would be along one in the Pentagon.

Suddenly the building jumped 2-3 inch-es. Everyone instinctively looked out. Wehad probably 20-30 windows, each about

four feet across, in our spaces. We saw noth-ing but fireball towards the E ring. None ofthe glass broke, the lights stayed on, and thecomputers ran for a few more seconds. Inthe corner, some of the acoustic roofing felldown, but that was all the damage.

It takes a few seconds to process thatkind of information.You realize that a planeprobably just slammed into th Pentagon.You want to call home and tell everyoneyou're okay. You want to grab your com-puter, wallet and keys that are 10 feet away.But you decide to leave everything and just get out.

Everyone came to the same conclusionat the same time, and we started heading tothe door. About 100 of us have an officethere and we walked/ran out. You could seethe smoke starting to filter in from the E-ring. Then you saw people starting to exitthe E-ring. Only about 20 folks came fromthat direction. When the last one camethrough, the smoke was too thick for themto see. They came out holding hands tokeep everyone together and crouched lowto the ground. They followed our shoutingvoices and eventually broke into the clear.We exited to the center of the Pentagon

and went out into the parking lot. It'll be along time before I forget that smell.

We all looked towards the Capitalbuilding and the White House, relieved tonot see black plumes of smoke there. Onlylater did we learn that the aircraft had cir-cled above those buildings before crashinginto the Pentagon.

When we left our office, it was stillintact. However, the airplane had traveleddirectly under us on the first and secondfloors. When you look at the collapsed E-ring, you can see our windows behind thedebris. For the first two days you could seesomeone's potted plant through the win-dow. Yesterday, you couldn't. Our floor hadcompletely collapsed and took every thingwith it. You don't realize how much youhave invested in an office until it's gone.

Like you've heard on TV, the new con-struction probably saved hundreds of lives.The reinforced concrete walls slowed theairplane. The outer, blast-proof windowscontained the blast and allowed us to exitwith only two slight injuries instead ofmultiple wounds from flying glass. We'relucky to be alive and we know it. PWD

ter, I couldn’t muster up a plausibleimage. Someone must be wrong. Timemust reverse itself. At the same time, Iwas angry. I could not understand howanyone could perpetrate such violence,such cold blooded suicidal cruelty.

I could not understand why it took 20minutes before an F-16 flew overhead,over the Pentagon and Washington.Why wasn’t that F-16 here sooner? Defi-ance took over me as Arlington Countypolice drove by announcing anotherplane was on its way. Everyone wasordered to move away and to take coverunder the nearby bridges.

I moved some. I stepped back theshort distance as ordered, but I refusedto take cover. Images of people runningfor cover in Sarejevo or Beirut came to

mind. I always wondered why anyone hungaround in those areas to begin with. Now,here I was. I could easily have gotten in mytruck and driven away. I did not. My linewas drawn and I knew I had to remainwhere I was. I had to help in any way Icould; this is my home. This is where Idrive everyday. I know people here and Iwon’t leave them.

As I looked up, pride came forth, pridein my country. I watched an F-16 overheadand realized this specific pilot wasn’t goingto allow another hit in this location while Istood there as an American with fellowAmericans under attack. In the end, somequestions can’t be answered with a terseblurb; some questions should be consideredtoo stupid to ask.

Within hours of returning home fromthe Pentagon, relatives and friends startedcalling from around the country, from

Poland, Germany, Russia and England,and from right next door. Everyoneasked one question, “Are you OK?” Myshort answer was “Yes. Some friends arenot. We are strong though. We willmove on, but we will never forget.”

We know as Americans that we have aculture which is hated by some people,respected by others, and loved by more.We have a unique culture as a peoplewith mixed heritage, with diverse back-grounds and means, and with commonbeliefs, values and vision. It isn’t just ourdream; it is our common ground. Thosewho hate us, I think, don’t understandthat, choose not to understand that, andwon’t ever understand. Everyone else, intimes of decision, stands with us proudand strong, yet humble at the thought ofit all, where we’ve been and where wemight go from here. PWD

(continued from page 6)


The entire building shuddered…by Steve Szyszka, Comander, USN

I'll try to describe my morningand day yesterday, in the hope that it helps answersome of your curiosity.

For those who are unfamiliar with thePentagon, it is, oddly-enough, five-sided, and has ten primary corridorsradiating like spokes from the center

outward. They are numbered 1-10 (duh!)clockwise. The location where you see thecollapsed roof and greatest damage on theTV pics is where corridor 4 reached theouter ring. The plane entered the buildingat the first and second floor (total of fivefloors) height in that spot. The area of cor-ridors 3 (around the corner to the right ofyour photos) and 4 had just been renovatedand the vast majority of the Navy Staff hadvery recently relocated to the new “wedge.”

The offices occupied by my colleaguesin the Plans, Policies and Operationsdepartment (about 250 guys) all had officesin this region, including the Navy Com-mand Center in corridor 4, 1st floor, therest of us (me included) in corridor 3, 4thfloor. The area we had just recently movedOUT of was the corridor 5 area, to the leftof the impact site, but which clearly has alot of fire damage on the TV pics.

We were holding our routine morningBranch Head meeting at 0815 in the Navy

Command Center when at about 0845 awatch officer stuck his head in and told usabout the first WTC plane crash. Westepped out to see if he was pulling our legand got to the TV about five minutesbefore seeing the second plane hit the sec-ond tower. At that point, everyone imme-diately realized that this was not merely anAir Traffic Control problem, but a deliber-ate series of attacks, and returned to ouroffices, to get out of the way of the folks onwatch and to deal with our individual areas.

I got into my office space on the fourthcorridor and had just started monitoringthe WTC stuff on CNN when we heard aloud explosion and the entire buildingshuddered. Again, we were all very quick torecognize that this was no mere coinci-dence, and as we started evaculating, thecorridors started getting smoky. Now I wasone corridor away from the impact, andother than the noise and shuddering, sawno other effects (lights going out, fallingceilings, etc.).

The building was evacuated ratherpeacefully and we were all pushed out toabout two blocks away. At which time ouraccess to news became extremely limited.We heard all kinds of rumors (truck bomb,helo bomb(the Pentagon helo pad is rightat that entrance), airplane) and only gotsnippets of info from folks' car radios. Allwe could see from our assembly locationwas a lot of smoke rising from around thecorner from our exit.

We spent the next several hours simplytrying to get head counts of all of our folks,and trying to get word to our families thatthose who were OK, were OK.

Ultimately, we (Navy Staff) set up analternate command center, which was along walk, but for the first time (about1330) afforded us a view of the damagedside of the building. I was stupefied. I don'tknow whether any news reports have beenthis specific, but the plane hit directly inthe Navy Command Center. The affectedoffices were mostly Navy and MarineCorps.

Our primary focus through the nightand into this morning has been to getaccounting for all of our people, and I am

saddened to report that from MY depart-ment alone, we have 25 of my colleaguesunaccounted for and four injured (threestill in the hospital). We have been contact-ing their next of kin through the nightabout the unaccounted for status, hopingthat perhaps some people got out andmade their way home (in fact, we reducedthe list from 36 to 25 this way).

As of my departure from the NavyAnnex this morning, we had identified nocasualties specifically by name, since theywere still fighting the fire and peopleweren't allowed in to attempt ID-ing bod-ies yet. I suspect that is what will be donetoday. I fear the worst, since almost all ofthe unaccounted for persons' desks were inthe Navy Command Center.

It was a long night on the phones withmany of these spouses and children ofthose missing who have no knowledge oftheir loved ones condition or whereabouts,and we could offer precious little relief. Iask that those of you who are so inclined todirect your prayers specifically to theirfamilies.

In retrospect, I guess that I was prettydarn close, both chronologically (havingleft the Command Center about 5-10 min-utes before the crash) and geographically(the demolished spaces are effectivelybeyond one wall from my office), to theimpact. One cannot explain why some arechosen to go and others not, but I havespent a great deal of time thanking God forsparing me and, more importantly, forsparing my family the grief.

I am hopeful and confident that we, as acountry, will do what needs to be done, andwill go on being, not perfect, but, to date,the finest example of democracy and free-dom in world history.

I wish to repeat, all of your prayers, e-mails and phone calls have been greatlyappreciated and give us great strength. Nowords can express our gratitude. Nowplease let’s focus our prayers on those whowere less fortunate than I and for the soulsof those who committed these heinousacts, for their eternal suffering in Hell willbe far greater than any pain they havecaused people here on earth. PWD

The following articles were written by eye-witnesses to the attacks on theWorld Trade Center and the Pentagon on September 11, 2001.


We were lucky…by Chip Smith, ASA(CW) staff member

We were fortunate that wewere in staff meeting and allin one place.

When we heard the impact and felt thevibration, we all sat very still for along moment. It was kind of like weexpected more and that we might be

in big trouble.Dust or something started falling from

the ceiling. So we looked out into the halland saw smoke billowing our way. I feltsomething burn my eyes. And people wererunning our way yelling “bomb.”

So we grabbed our administrative staffand in several groups of four started work-ing our way away from the smoke. By luck,we were only a short distance to an emer-gency exit that someone had opened. Weran outside, two of us carrying Renea, whohad collapsed in the hallway.

We milled around just outside for a fewminutes in a daze. Then we started movingnorth along a road to Arlington NationalCemetery.

Rumors were flying around of bombs,and ultimately, that there had been a crashby a commercial airplane. Then wereheard that another plane might be on its

way so we moved north about a quarter ofa mile and found a place behind a hill towait it out.

Sometime around noon, we sorted our-selves into groups and each group headedhome by foot, metro, or cab.

Looking at the diagram in today'sWashington Post, it seems the planecrashed 100 yards or less from us -- wewere lucky. Luckier still, the plane made adirect hit on our NEW renovated officespace, space that we were to move into onOctober 11th (we should have been therelast spring but the contractor was runningbehind). PWD

For Amy Cardone, the primerecollection of September 11will always be fear.

We were hearing reports that theWhite House had been hit, that theCapitol had been hit, and we didn’tknow anything, because we were just

walking north,” said Cardone, chief ofHuman Resources for New York District.“It was scary.”

For Mercedes Fernandez, the strongestmemory is the first view, on a television ina store while she and her co-workerswalked north on Third Avenue, of theLower Manhattan skyline without the twintowers of the World Trade Center.

“That’s when I said, ‘this is big’,” recallsthe human resources specialist.

The HR staff was in the office at 26Federal Plaza when the first plane hit theWorld Trade Center.They heard the explo-sion. Felt the vibrations. Heard the sirens.

But it wasn’t until a co-worker in anoth-er office told them what had happened thatthey knew what had occurred, and went toan office with a television set to watch whatwas happening.

When the order came to evacuate 26Federal Plaza, Cardone wasted no time.

The first decision: Everyone stickstogether. Summer hire Niran Johnson andregular staffers Shamirra Shelton, LilianaCorrea, Anita Tulsiram, and Diane Deptulajoined Fernandez, Cardone and ReneeGeorge of Contracting Division for thestart of what proved to be a long trip homeas the city was shut down.

The second decision: Contact familymembers as soon as possible. Even thatwasn’t easy. Cell phone repeaters atop theTwin Towers no longer forwarded cellcalls, and the regular phone system wasjammed. People stood in long lines to usepay phones. The HR group shared cellphones and calling cards to eventually getthrough.

Correa and Tulsiram took the subwayto get to their New York City homes, but itwasn’t so easy for the rest of the group.

The PATH trains weren’t running, andJohnson wasn’t able to contact anyone athis home in Brooklyn. The group tried toget a hotel room, but all were alreadytaken. They rested briefly in the lobby ofthe Hyatt, but were evacuated during a

scare focusing on midtown landmarks.Eventually they walked to 89th Street

and stayed with Fernandez’ cousin. Therethey watched the spectacle on television.

Johnson made it home to Brooklyn viasubway. The remaining four took thePATH train to New Jersey. From a NewJersey Transit light rail station in Bayonne,Cardone and two men who had worked inthe World Trade Center were shuttled overthe Bayonne Bridge to Staten Island.

Strangers and family welcomed theweary travelers on the Staten Island side.Volunteers in church vans were available toshuttle people to their homes. Peopleoffered working cell phones to contactfamily members.

It was close to midnight, but the HRstaff was finally home. PWD

Coming home on September 11by Sue Hopkins, New York District PAO

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Iwas pulling into the PATH station (localsubway) under the World Trade Centerabout 9 a.m. that morning,” said JoeSeebode of the New York District. See-

bode was the nearest Corps employee tothe World Trade Center on September 11,the day of the terrorist attack.

“I had meetings at the Port Authority onthe 62nd floor at 9:30 a.m.,” said Seebode.

“As we pulled into the station, the pub-lic address system came on and asked us toexit the station immediately due to smokeconditions. We were under the WorldTrade Center Plaza and there was smoke inthe building. I put my tie over my face andheaded for the exit. There was no panic,”said Seebode.

“As we got near the top of the escalator,which brings you to ground level from five

floors below, we heard what sounded like abomb going off. It was the second planehitting World Trade Center. You certainlyfelt the explosion. I looked to my left, mynormal exit, saw daylight, and began torun. I came out on the Vesey Street (north)side. Debris was falling all around me. Ikept moving north, only later grasping howclose in proximity large pieces of debriscrashed around me.

“The scariest part for me was when I gotaway from the building about 50 yards; I raninto a wall of dazed people who were watch-

ing the terrible events unfold. I startedyelling at people to get out of there – debriswas still falling. I never had time to think if Iwas going to die. I just kept moving and try-ing to keep everyone else moving.”

Seebode made it to the Federal Build-ing, the New York District office locationonly a few blocks away, and found theywere evacuating. He kept moving north ina wave of people. He was on the corner ofBroadway and Worth Street when the firstWorld Trade Center tower fell.

“I saw the first one fall. The smoke anddust cloud was behind us. It came within ablock or two of us. I couldn’t fathom thefact that if this all occurred ten minuteslater, I would have been on the 62nd floorof the World Trade Center,” said Seebode.

“People had pocket radios and, by thattime, we knewit was a terroristattack. Peoplewere shocked,and it was com-plete bedlam. Iwas lucky tomeet four othercolleagues fromthe district andwe found solacein each other aswe traveledtogether. Wewere 12 blocksor so fartherwhen the sec-ond tower fell.”Seebodewalked north to

Penn Station, but no trains were running.He headed to the waterfront for a ferry,but the lines were too long. He sat in a cof-fee shop, and like most of America,watched the day’s events unfold on televi-sion.

“I tried to make it back to the districtoffice, where he was, to begin to assist inrescue and recovery operations, but wasn’table to get there. I finally made it homearound 5 p.m.,” said Seebode.

That long day would lead to manymore for Seebode. He went the next day to

Caven Point, the New York DistrictMarine Center, located just across theHudson River in New Jersey. This becamethe temporary Emergency OperationsCenter for the New York District, sincetheir center in the district office was closed.

“We were running our boats, ferryingpeople, equipment, and supplies. Wemoved thousands of people both duringand after the tragedy, including manyinjured during the first few hours after theattack. We did whatever we could to help,”said Seebode.

On the night of September 12, Seebodestarted working on the logistics and emer-gency permits needed to allow dredging inthe Hudson River to accommodate bargestaking debris from the World Trade Centersite to the landfill. “In less than two days,we were ready to go. A lot of credit goes toour federal, state, and city partners in cut-ting red tape and working this throughtelephone calls and hand shakes.

“With the estimates of debris we weregetting, I knew that to effectively and effi-ciently move the material out of the sitewould require even more barge unloadingsites. Going via truck was not going towork because of the bridges, tunnels andtraffic,” said Seebode.

“As the New Jersey-New York HarborProgram Manager, I had been working onefforts to deepen the harbor and doingenvironmental restoration. I know the con-tractors and the issues. I knew the scrapand landfill sites were accessible by water.”

On September 14, Seebode became theofficial Corps liaison to the City of NewYork. He was instrumental in several majorareas that involved Corps expertise, includ-ing dredging, barging and permitting. Hisconnections with city, state and federal offi-cials and contractors helped ease many ofthe tensions surrounding the magnitude ofthe situation at hand.

Since that fateful day, Seebode, alongwith his fellow Corps team members fromthe New York District, other districts inthe North Atlantic Division, and Corps’division, district, and laboratory officesacross the nation, have been on the fore-front of the Corps’ response. PWD

Finding solace in each other…by Wayne Stroup, ERDC PAO

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David Leach of the Army Corps of Engineers explains to Ted Monette, FEMA fed-eral coordinating officer, the process for handling debris being removed from GroundZero to the Staten Island landfill. Photo by Andrea Booher/FEMA News Photo.


This is the best of public service. In mynext life, I want to come back as a NewYork City firefighter!

The Chief of Engineers was inter-viewed by “60 Minutes II.” As the world

will see on “60 Minutes II,” the Corps con-tinues to perform a critical role assistingthe City of New York’s rescue efforts. TheChief noted in his response to thereporter’s questions (60 Minutes II) thetireless efforts of the Corps structural engi-neers and search and rescue professionals.We are working shoulder to shoulder atthe red zone with the NYPD and FDNYas part of the overall federal team. TheChief said that seldom has he seen suchcohesion as he witnessed in the eyes of therescue workers. He compared it to the kindof spirit he has seen only in the best of mil-itary units. You can see the fire of purposein their eyes, he said. This is the same spir-it you see in our team members respondingto this crisis with Herculean effort.

I've never been more proud to be apublic servant. Never more proud of publicservants at all levels of government and thecitizens we support. PWD

Working at Ground Zeroby Stephen E. Browning, North Atlantic Division

I'm on-scene with my colleagues from across theCorps in support of FEMA inresponse to the World TradeCenter tragedy. I've been on-scene since last Wednesday,September 12, 2001.

Iwas talking to a group of NYC firefight-ers at Ground Zero yesterday. Theyasked me how long the limited and slow“by-hand” debris removal would contin-

ue. I told them, in most cases, survivorscan't live beyond 7-10 days with water;however, last year, in Turkey, survivorswere found at Day 12. Three respondedthat they then needed to continue handoperations for 12 days. The fourth said,“Hell, these are New Yorkers! We've got togo 14 days!”

Friends in deedThe following is an e-mail from a young ensign aboard the USS Winston Churchill to his father.

Dear Dad,

October 16. We are still at sea. Theremainder of our port visits have all beencancelled. We have spent every day sincethe attacks going back and forth withinimaginary boxes drawn in the ocean, stand-ing high-security watches, and trying tomake the best of it.We have seen the articles and the photo-graphs, and they are sickening. Being iso-lated, I don't think we appreciate the fullscope of what is happening back home, butwe are definitely feeling the effects.

About two hours ago, we were hailed bya German Navy destroyer, Lutjens,requesting permission to pass close by ourport side. Strange, since we're in the mid-dle of an empty ocean, but the captainacquiesced and we prepared to renderthem honors from our bridgewing.

As they were making their approach,

our conning officer used binoculars andannounced that Lutjens was flying not theGerman, but the American flag. As shecame alongside us, we saw the Americanflag flying half-mast and her entire crewtopside standing at silent, rigid attention intheir dress uniforms. They had made a signthat was displayed on her side that read“We Stand By You.”

There was not a dry eye on the bridgeas they stayed alongside us for a few min-utes and saluted. It was the most powerfulthing I have seen in my life.

The German Navy did an incrediblething for this crew, and it has truly beenthe highest point in the days since theattacks. It's amazing to think that only (a)half-century ago things were quite differ-ent. After Lutjens pulled away, the Officerof the Deck, who had been planning to getout later this year, turned to me and said,“I'm staying Navy.”

I'll write you when I know more aboutwhen I'll be home, but this is it for now.

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Secretary of the Army Energy Awardsreflect innovative partnerships

by Alexandra K. Stakhiv

This year’s Secretary of the Army EnergyAwards were presented at the Pentagonlast August by the newly appointedPrincipal Deputy Assistant Secretary of

the Army for Installations and Environ-ment, the Honorable Geoffrey G. Prosch.A former garrison commander at FortPolk, Prosch is no stranger to installationsand the water and energy business. CitingPresident Bush’s call to federal agencies toset a good example by conserving andreducing their energy consumption, Proschtold the winners that they are helping theArmy to be that good example. “More-over,” he said, “you have become examplesfor the rest of the Army.”

The Army has made great strides overthe last 15 years. Despite the fact thatnational consumption has grown, Armyinstallations have consistently lowered theirannual energy usage. To date, the Army hasreduced its energy use by a remarkable 25percent since 1985 for a total cost avoid-ance of over $2.3 billion dollars.

“This tremendous effort is a reflectionof your stewardship, your innovation andyour vision,” praised Prosch. “When I wasat Fort Polk, the idea for installing geo-thermal heat pumps came from people likeyou in the trenches. They got a privatecompany to pay for them by forming along-term partnership beneficial to bothparties.”

“Great work often comes from greatleaders,” he continued, “who look for waysto demonstrate new technology as energysolutions for commercial, industrial andfederal customers.”

Prosch recognized three such individu-als as long-term champions of the Army’senergy program: Don Fournier, whoretired this year from the Corps of Engi-neers Research Laboratory after providing

the Army with energy expertise for over 26years; Grant Keath, an energy leader inDCLOG who shaped the Army EnergyProgram to one of the best in the federalgovernment; and Barnard Kemter , whodid outstanding work this year as the ener-gy manager for the U.S. Army 88thReserve Support Command.

“Great work also comes from greatteams,” said Prosch. The awards being pre-sented to the Army National Guard; the293rd Base Support Battalion in Germany;White Sands Missile Range; Fort McCoy;Fort Benning and the 88th Regional Sup-port Command demonstrate what can beachieved when we work together, he added.These organizations were instrumental ineducating their managers, increasing ener-gy awareness and implementing energysaving projects.

“Great work also comes from partner-ships with the private sector because we’renot going to get that money appropriated,”Prosch continued. Speaking from his ownexperience, he praised Energy Saving Per-formance Contracts (ESPC) as one of thegreatest tools in our arsenal to reduce ener-gy use-- partnerships that find the bestpractices of the private sector and put themto work for the Army.

For example, when Prosch needed $17million to replace all the air conditioners atFort Polk, he couldn’t get that money untilhe got the Huntsville Center to help himput an ESPC together. This worked sowell that in the end, the Fort Polk’s ESPCfor geo-thermal heat pumps won the Vice-President’s Hammer Award for 1997.

“With ESPC, our partners finance proj-ects with private-sector capital that is paidback from the resulting energy savings,”Prosch said. He recognized three Armyinstallations (Fort Belvoir, Virginia; Fort

Bragg, North Carolina; and PicatinnyArsenal, New Jersey) for their success inutilizing Energy Savings PerformanceContracts to replace chillers, boilers, cen-tral heating plants, lighting and other old,outdated equipment on their posts.

The Army must work at making theexcellence being recognized today thenorm for tomorrow, emphasized Prosch. “Iam convinced that the Army should, can,and will be the service that sets the exam-ple in DoD through its leadership andgood stewardship,” he said.

Encouraging those present to attendthe upcoming DPW Worldwide TrainingWorkshop, he said to be sure to bring yourplaybook with you.

In conclusion, he asked all present tocontinue their great work, build upon theirsuccesses and also share them with others.“Think about the Army after next, andabout the next generation of Americans.We are so very proud of you all,” he added.

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Grant Keith, DCLOG, accepted a lifetime achievement award in recognition of outstanding contributions to the Army’s energy program from (left) MG Robert Van Antwerp, ACSIM, and theHonorable Geoffrey Prosch, Principal Deputy Assistant Secretary of the Army for Installations andEnvironment.


23rd Secretary of the Army Energy andWater Management Awards

• Active Army – Overall Energy Program Management:

1st Place U.S. Army Infantry Center andFort Benning, GA

2nd Place U.S. Army White Sands MissileRange, NM

3rd Place 293rd Base Support Battalion,Mannheim, GE

• Active Army – Energy Savings Performance Management

1st Place TACOM-ARDEC PicatinnyArsenal, NJ

2nd Place XVIII Airborne Corps and Fort Bragg, NC

3rd Place U.S. Army Garrison, Fort Belvoir, VA

• Army National Guard – ArmyNational Guard Energy WorkingGroup Team AwardLTC Carmen Anderson Mr. Jeff SeatonCW3 Rickey Johns Mr. Donald FranklandLTC Scott Ayres Mr. Sam TruaxLTC Don Juhasz Mr. John Havens

• U.S. Army Reserve1st Place 88th Regional Support Command2nd Place Headquarters, Fort McCoy, WIIndividual Mr. Barnard S. Kemter

• Lifetime Achievement AwardsMr. Donald F. FournierMr. Grant R. Keath

In addition to receiving a lifetime achievement award at the annual Secretary of the Army EnergyAwards ceremony, Dr. Don Fournier also was named a "Pathfinder" in the Federal Energy Management Program’s (FEMP) You Have the Power campaign. This award recognizes energy cham-pions who have developed and advocated innovative practices that save energy and money and improve government efficiency.

Winner of the Individual Award for the US Army Reserve, Barnard Kemter is a firm believer in turn-ing off lights in empty rooms and using timing switches. He devised fixtures for a 100,000-square-foot warehouse that shut off every 12 minutes if there is no activity, saving $54,000 per year. ➤


Each year, the Federal Interagency PolicyCommittee and the Department ofEnergy present this award to recognizeoutstanding contributions toward

increased energy efficiency, renewable ener-gy, and water conservation within the federal sector.

This is the premier energy award pre-sented to federal employees. It is designedto draw attention to our increased federalenergy and water conservation efforts, asmandated by the Energy Policy Act of1992 and Executive Orders.

The following six U.S. Army nomina-tions were selected to receive a 2001 Fed-eral Energy and Management Award at aceremony held October 17, 2001, at theHotel Washington in Washington, DC:

• Energy Efficiency/Energy Management

Radford Army Ammunition PlantMr. Donald R. Clark, Powerhouse Division Engineer

2001 Federal Energy and Water Management Award recipients announced

LTC Carmen Anderson, 88th Regional SupportCommand, and her team won the Secretary of theArmy Army National Guard Working GroupTeam Award and the Department of EnergyAward for Program Implementation and Man-agement.

Georges Dib, Fort Bragg’s energy manager, wonthe Alternative Financing Award in the 2001Department of Energy awards lineup. Dibswitched to real-time pricing (RTP) versus historicuse pricing by negotiating with electrical utilitysupplier. With money saved, he built a new co-generation plant and invested in other infrastruc-ture improvement projects.

Picatinny Arsenal's winning team accepts plaque for firstplace in Energy Savings Performance Management.

Fort Benning's energy manager Mark Fincherwas instrumental in the post winning first placefor Overall Energy Program Management.

U.S. Army Europe 6th Area Support GroupDr. Mehdi Ghaderi, 6th ASG, DPW

Holston Army Ammunition PlantLTC Gary Wallace, Commander

• Water ConservationFort Carson Water Conservation Program

Mr. Richard Pilatzke, Installation Water Program Manager

• Alternative FinancingPublic Works Business Center, Fort Bragg

Mr. Georges Dib, Energy Manager

• Program Implementation andManagement

U.S. Army National GuardLTC Carmen AndersonLTC Don JuhaszLTC Scott AyersMr. Sam TruaxCW3 Rickey Johns PWD



When it comes to saving energy,White Sands Missile Range isamong the Army’s most conservativefacilities.

White Sands Missile Range was award-ed second place in Overall Energy Pro-gram Management at the 23rd annualSecretary of the Army Energy and WaterManagement Awards August 1 at the Pen-tagon.

The award recognized White Sands forsuperior achievement in energy conserva-tion for the period of October 1, 1999 toSeptember 30, 2000.

The energy conservation achievementrecognized by the award is the culminationof an innovative and dynamic managementprogram, which was successfully imple-mented while maintaining a high state ofoperational readiness.

“The recognition bestowed on theWSMR Installation Support Energy Teamby the Chief of Staff of the Army is theculmination of several years of dedicationto the Army's Energy Goals,” IS DirectorGloria Rider said.

“WSMR has been a leader in DTC(formerly TECOM) for a number of yearsin the execution of energy savings projects.We will continue to strive for reducedenergy consumption through project devel-opment and awareness. My personal thanksto Julian Delgado and the energy team fortheir dedication and perseverance for theArmy and the American taxpayer. Welldone!” Rider said.

“It’s an honor to be recognizedthroughout the Army for the efforts wehave put into the Energy Managementprogram,” said Julian Delgado, EnergyManagement Coordinator and Utility Ser-vices Officer.

Delgado also credited the followingemployees for their work: Phil Heick,Mike Crutchfield, Mike Clelland andSharon Shaddock.

Other individuals who contributed tothe reductions include:

Damanis “Dee Dee” Diaz,Contract Specialist, U.S. ArmyRobert Morris AcquisitionCenter, Jeffrey Munekata,Engineer, U.S. Army Test andEvaluation Command, LarryBrooks, Facilities Engineer,U.S. Army Strategic MissileDefense Command, MaryColvin, Federal Energy Man-agement Program GroupManager, Gary Murray, Pro-gram Manager, CustomEnergy formerly of PublicService Company of NewMexico and Greg Lane, Pro-ject Manager, El Paso Bound-ary Commission formerly ofPublic Service Company of New Mexico.

The award came as a result of a collab-orative effort in energy and utility costreduction by White Sands Missile Range’sEnergy Management Program and Utili-ties Services during the past five years thatresulted in significant savings.WSMR attained a 29.3 percent reductionat the close of fiscal year 2000, meeting afederally imposed facilities energy reduc-tion goal of 30 percent by fiscal year 2005.This goal was based on fiscal year 1985consumption.

The effort contributed to reducingoverall utility bills by $2.2 million over thepast three years.

Some of the major factors contributingto WSMR’s utility cost and energy reduc-tions are:1) Renegotiation of a 10-year electric con-

tract with WSMR’s largest electric sup-plier that saved $780 thousand annually.

2) Implementation of energy saving proj-ects through WSMR’s Utility EnergyServices Contract that have savedapproximately $1.2 million annually.

3) Demolition of 215 Family HousingUnits which has reduced electric, naturalgas and water consumption.

4) Discontinuation of Post Area irrigation.5) Mild winter/summer temperatures.

Through WSMR’s continuing manage-ment of it’s UESC with Public ServiceCompany of New Mexico, Energy Conser-vation Measures and Energy ConservationProjects received $836.7 thousand in insti-tutional funding during fiscal year 2000 forprojects that included: boiler tune-ups, torepair leaks in the technical area steam dis-tribution system and repair steam lines inseveral buildings.

Implementation of these projects result-ed in estimated annual savings of $43.9thousand.

The Secretary of the Army Energy andWater Management Awards Programallows installations to obtain Army levelrecognition for outstanding achievementsin energy reduction and dollars saved.

First place for Overall Energy ProgramManagement went to U.S. Army InfantryCenter and Fort Benning, Georgia. Thirdplace went to 293rd Base Support Battal-ion, Mannheim, Germany.

POC is Miriam Rodriguez, (505) 678-2716, e-mail:[email protected]

Miriam Rodriguez is a staff writer for the MissileRanger at White Sands Missile Range, NM. PWD

White Sands Missile Range earns recognition for energy program

by Miriam Rodriguez

White Sands Missile Range received second place in Overall EnergyProgram Management at the 23rd Annual Secretary of the ArmyEnergy and Water Management Awards Aug. 1. With the trophyfrom left are: Phil Heick, Mike Crutchfield, Julian Delgado, Glo-ria Rider, Mike Clelland and Sharon Shaddock.


Fort Bragg s award winning ESPCby Alexandra K. Stakhiv

XVIII Airborne Corps and Fort Bragg,North Carolina, were recently award-ed third place in the 23rd Secretary ofthe Army Energy and Water Manage-

ment Awards for Energy Savings Perfor-mance Management. This year, FortBragg’s Public Works Business Center alsogarnered a prestigious Federal Energy andWater Management Award for AlternativeFinancing.

According to Georges Dib, Fort Bragg’senergy manager, their demand side EnergySavings Performance Contracts (ESPC)efforts in FY00 closely mirror what theinstallation implemented in FY98 and FY99. They continue to focus on convertingold, inefficient oil-fired systems with envi-ronmentally friendly distributed natural gassystems. This is involved with their ongo-ing program to expand the undergroundnatural gas system throughout the post.

Fort Bragg has also put in additionalgas fired radiant heating systems in ware-house areas and the balance of the vehiclemaintenance facilities.

Radiant heating has had an especiallypositive impact on Fort Bragg. Heat is nolonger lost when the hangar, VMF andwarehouse doors are opened. Radiant heat-ing also allows the technicians, mechanicsand warehouse staff to performtheir duties without wearingheavy jackets and gloves.

“The incorporation of naturalgas systems is not only muchmore energy efficient, but it isalso enabling us to continue oursignificant reduction in emis-sions,” said Dib proudly. Usingnatural gas systems also has a pos-itive impact in the maintenanceand operations of the equipment,since natural gas systems requiremuch less maintenance than oilfired systems.

Dib said they’re continuing to:• Incorporate DDC controls

in all of the buildings beingconnected to a state-of-the-

art Enterprise Information System(EIS), which will ultimately enablethem to control all facilities from acentral energy command center.

• Implement a lighting retrofit programthat is bringing the lighting systemsup to IES standards, which is having avery positive effect on vehicle mainte-nance facilities, warehouses, barracks,administrative and recreation facilities.

• Upgrade/replace motors and chillerswith the most energy efficient modelsavailable.

However, the highlight of Fort Bragg’sESPC program in FY00 has been the incor-poration of a concept called Total EnergyAccount Management (T.E.A.M.™) Services.

“We discovered early on in our ESPCprogram that the fuel that funds ESPC,energy and O&M related savings would beinadequate to implement the infrastructureimprovements that Fort Bragg desperatelyneeds,” Dib explained. “Our energy ratewas relatively low and our O&M budgetwas totally inadequate. We realized thatour ESPC program would not be able togenerate more than $25,000,000 in facilityimprovements, when in reality, we need

more than four times that just to take careof our basic infrastructure needs.”

A relatively simple concept, T.E.A.M.™Services requires the coordination of allenergy-related activities to realize the fullbenefit of the program. T.E.A.M.™ Ser-vices works closely with the customer todevelop a strategic energy managementprogram that:➤ Reduces cost and manages risk in pur-

chasing energy.➤ Optimizes the delivery efficiency of the

energy through central, and distributedheating and cooling plants.

➤ Selects energy sources and switch fuelsin real-time to reduce costs and mini-mize emissions.

➤ Utilizes a state-of-the-art, web-basedinformation system to monitor andmanage all facets of energy operations.

➤ Coordinates all privatization and out-sourcing activities to maintain the effi-ciencies of an integrated operation.

➤ Identifies and captures savings in energycosts before they go through the meteras well as the typical after-the-meterdemand-side savings. These savings aregenerated in a variety of ways

➤


including rate re-negotiation, procur-ing energy on the open market, RealTime Pricing, selecting different ratestructures, load shedding and peakshaving. All savings are then capturedto fund customer infrastructureimprovements. Fort Bragg has also implemented a

load management program that incorpo-rates the 249th Battalion’s emergencygenerators. Dib said they are competingtheir natural gas procurement from sev-eral different vendors and the open mar-ket, having negotiated substantially lowercommercial rates from the local utility.

“With this money, we can build some-thing more efficient and divert the moneyformerly paid to the utility company,” hecontinued. “I can now invest in infrastruc-ture improvements with no extra cost.”

To ensure the maximum possible bene-fit, Fort Bragg formed a leadership team tomanage and direct the ESPC Program.The Strategic Integrated Solutions Team(IST) provides direction, sets priorities,resolves conflicts and essentially acts as aboard of directors for the ESPC programand its related activities. It is co-chaired bythe Garrison Commander, COL AddisonDavis and the Director of the PublicWorks Business Center (PWBC), COLRobert Shirron. Other members include


Fort Belvoir replaces/upgrades aging infrastructure

Since 1998, Fort Belvoir has beenactively engaged in one of the mostaggressive and comprehensive energyconservation programs, Directorate of

Installation Support officials said.In June 1999, Fort Belvoir and the Mil-

itary District of Washington finished an18-month procurement for the largestEnergy Savings Performance Contractawarded to date. The MDW-wide con-tract, valued at $220 million, will allowBelvoir to upgrade a dozen different Ener-gy Conservation measures. Directorate ofInstallation Support officials estimated thatthese ECM will save Belvoir more than$2.5 million annually in energy costs.• Lighting efficiency retrofit which could

save up to $804,000 annually.• Water conservation rehabilitation of Fort

Belvoir’s central steam plant with annualsavings of nearly $120,000.

• Central boiler plant modernizationinvolving the moderation of the 1960vintage fuel-oil boilers, chiller replacement and its 50 cooling units,which is estimated to save more than$237,000 a year.

The plan also calls for the replacementand upgrading of aging infrastructure.

“The benefits of this contract willgreatly increase the reliability of energy

systems throughout the post,” said Bren-don Owens, an energy engineer contractorwith SpecPro Inc., which supports FortBelvoir’s environmental and naturalresources division.

“Some of these systems have been oper-ating since 1965, the technology we’rereplacing these systems with are improvingBelvoir’s energy cost and efficiency tremen-dously,” he said.

Directorate of Installation Support offi-cials stated that the environmental benefitsof the ESPC will have a positive effect byreducing green-house gas emissions bymore than 3,000 metric tons.

Fort Belvoir was presented its awardlast June after the on-site evaluation. Thesite evaluation team ranks installationsbased on criteria outlined in Army Regula-tion 11-27, Chapter 8, Appendix C, andinformation provided in the original nomi-nation package, said Jeffrey Hager, energyprogram manager at the U.S. Army Logis-tics Integration Agency.

“Basically, what it comes down to iswe’re saving a great deal of money byupgrading or replacing out-of-date equip-ment,” Owens said.

(Extracted from an article in the Belvoir Eagle.)PWD

(l to r) Brendan Owens, Wayne Spencer, Doug Martin and Patrick McLaughlin form the winningteam that garnered third place in this year's Secretary of the Army Energy Awards for Energy Savings Performance Management.

the Deputy Director of PWBC, Chiefsfrom the Business Office, Facility Main-tenance and Construction Office, EnergyManager, Legal and Contracts as well asrepresentatives form the Army Corps ofEngineers and Honeywell.

T.E.A.M.™ Services is revolutioniz-ing Fort Bragg’s ability to maximize theeffectiveness of the ESPC program.They are developing this approach withtheir ESCO and energy partner, Honey-well, enabling the post to capture supply-side savings and apply them towardstraditional demand side projects.

POC is Georges Dib, Energy Manager, FortBragg, e-mail: [email protected]


Energy use cut back at Fort Irwinby Chuck Mueller

Energy consciousness is skyrocketing likethe temperatures at this sun-bakeddesert Army base.Soldiers turn the lights off early in their

barracks. Families limit the use of electricalappliances. And many street lights on thepost are solar powered.

“We shut off the lights at our soccerand softball fields when games are over,turn off illuminated billboards and ask resi-dents not to leave their porch lights on,”said MAJ Rob Ali, spokesman for theArmy's National Training Center at FortIrwin.

The power-saving measures seem to bepaying off: Fort Irwin's electrical demanddropped 4 percent in July compared to thesame time last year. In June, the base used2 percent less electricity than in June 2000.

“Our postwide campaign to encourage... (saving) electricity has been very success-ful,” Ali said. “Our progress in saving ener-gy is being watched by the Department ofDefense and is being used as a model forother military installations.”

Army officials came up with ways tosave energy.

“We've asked residents in family hous-ing to turn off porch lights by 9 p.m.,” Alisaid. “And we've encouraged them to useappliances, such as dishwashers and clothesdryers, during off-peak hours. Everyone isvery cooperative.”

In many buildings at the fort, thermo-stats are set at 78 degrees to shave electriccosts.

Fort Irwin uses energy-efficient heatingand cooling units in newer family housingon the military post.

“The demolition of older buildings alsoresulted in a big savings in energy,” saidRene Quinones, the fort's energy manager.“They are less efficient to heat and coolthan newer structures.”

Some of the demolished buildings weremore than 60 years old, dating to whenFort Irwin opened at the start of WorldWar II.

The fort is not jeopardizing safety byconserving energy, said Ali.

President orders agencies to purchaseenergy-efficient devices

President Bush signed Executive Order13221 last month, directing agencies topurchase products that consume nomore than one watt when they are in

“standby power” mode.The order applies to commercially

available, off-the-shelf devices that useeither external standby power, or containan internal standby power function, such ascell phones and computer equipment.

Before signing the order, Bush stated,“One of the ways that our nation wastesenergy is through what they call vampiredevices. These will be a battery charger,cell phone chargers, computer systems that

we really think we're not using energywhen plugged in but, in fact, are. And sowe've set what we call a one-watt standardthroughout the federal government, thatwe expect our agencies to be ridding them-selves of the vampires and using energyconservation devices.”

E.O. 13221, President Bush said, is partof the Administration's effort to have fed-eral agencies lead the way in energy con-servation.

Under the new order, if a product is notavailable with a standby mode of one watt,agencies are instructed to purchase prod-ucts with the lowest standby power

wattage. Additionally, agencies are notrequired to adhere to the one-watt stan-dard if it would compromise the usefulnessor performance of the device.

By the end of this year, and annuallythereafter, the Department of Energy(DOE) will consult with the Departmentof Defense and the General ServicesAdministration to compile a preliminarylist of products to be subject to the newrequirements. The list will be finalized byDOE.

The Executive Order can be found inthe August 2nd Federal Register, Vol. 66,No. 149, pp. 40569-40571. PWD

“We're keeping the lights on in parkinglots and on streets,” he said.

The 640,000-acre fort is the Army'spremier training center and one of thelargest employers in San BernardinoCounty. Home to 4,800 soldiers and 5,000family members, it has more than 3,300civilian employees and contractors.

When troops from across the nationarrive for month-long maneuvers, the fort'spopulation increases to 16,000. Tenbrigade-level training exercises are con-ducted annually.

(This article originally appeared in The Sun, a SanBerbardino, CA, newspaper.) PWD

For an electronic copy of the latest Digest, go to

http://www.hq.usace.army.mil/isd/For back issues,

click on publications.


Fort Irwin DPW fights energy bills and terrorismby Rene Quinones

As a result of electric deregulation,summer electric bills at Fort Irwin,California, have risen from$1,000,000 a month to $1,700,000

a month. Fort Irwin’s Directorate ofPublic Works (DPW) personnel havefound a way to fight both the high-ener-gy bills and terrorism at the same time.They plan to install security solar reflec-tive window film across their post.

The solar film will reduce both heatgain and protect fabrics from ultra-violetlight.

Installation of this film will also helpsupport the installation’s Force Protec-tion Program by protecting occupantsfrom glass shards by making the win-dows fragment resistant in the event ofbreakage.

The program will encompass all bar-racks on the west side, the chapel com-plex, Burger King, PX, Commissary,

medical/dental facili-ties, military police sta-tion and the clubs.

Building managerswill be contacted assoon as a schedule isestablished for installa-tion. Occupants will berequired to move furni-ture away from theirwindows, and the con-tractor will remove andreplace the windowdrapes and blinds. TheDPW expects to begin installing thesolar reflective window film in the can-tonment area.

Funding for this project was includedin the FY 01 Supplemental Appropria-tion for DOD. As part of that action,Fort Irwin has received $280,000 for theenergy efficient solar window film.

The project has an estimated paybackof three years.

For additional information, please contact Mr. Rene Quinones, (760) 380-5048, e-mail: [email protected]

Rene Quinones is the energy manager at Fort Irwin. PWD

Alternative energy utilization at South Pacific Division customer installations

by Ron Niemi

The South Pacific Division (SPD) Instal-lation Support Office is working withthe Department of Energy, CorpsLabs, Sandia Labs, Lawrence Berkley

National Labs, and the Navy GeothermalProgram Office to identify alternativeenergy resources at our customer sitesthroughout the SPD area.

We are investigating solar, wind andgeothermal alternatives for producingpower, with the goal of producing and sell-ing energy to the public electricity grids,and generating funds for our Federal Gov-ernment customers.

Our initial efforts are focused on SierraArmy Depot in Herlong, California, andHawthorne Army Depot in Hawthorne,Nevada, but later will be extended to otherSPD customer installations.

The Navy's Geothermal ProgramOffice (GPO), located at China Lake, Cali-fornia, is tasked with supporting DOD

entities in researching and developinggeothermal resources. GPO developed andmanages the Coso geothermal facilitylocated at China Lake. This facility wasinitially tested by GPO, who then estab-lished contracts with private industry todevelop the resource, and now oversees thecontractor run operation.

The energy contractor (CaliforniaEnergy Company) has funded over $1 Bil-lion of construction, and, to date, has pro-duced $1.5 Billion worth of electricity.Since its inception in 1987, the Coso facili-ty has produced over $130 Million in rev-enue to the Navy, and an additional $36Million in savings/revenue to the ChinaLake Commander, with the contractorreceiving the remaining funds.

GPO is providing a team of investiga-tors to test both Sierra and Hawthorne,with initial studies to take place in Septem-ber 2001. If testing proves positive, GPO

will then work with ISO, the Army Materi-al Command, and the two installations toestablish contracts with industry to developthe resources.

Corps Labs and National Labs areworking with us to evaluate both Sierraand Hawthorne for solar and windresources. They are scheduled to conductinitial studies at the two facilities in Sep-tember 2001.

Our efforts are directly in line with theHAC August 2001 guidance that states“The Secretary shall make maximum practica-ble use of energy efficiency products and servicesand unconventional and renewable energyresources, consistent with the plan required bysubsection (c).”

POC is Ron Niemi, (916) 557-7890, e-mail: [email protected]

Ron Niemi is the Chief of Installation Support at SPD. PWD


perature resources could be developed aslarge-scale electric power plants, similar toone that has been operating successfully forover 15 years at the Naval Air WeaponsStation, China Lake, California.

The term “biomass” means any plant-derived organic matter available on arenewable basis, including dedicated ener-gy crops and trees, agricultural food andfeed crops, agricultural crop wastes andresidues, wood wastes and residues, aquaticplants, animal wastes, municipal wastes,and other waste materials. Handling ➤

Renewable Energy Guide to be publishedby Roch Ducey

Executive Order 13123 and the mostrecent National Energy Policy havedirected government agencies toincrease the use of renewable energy

technologies. The Report of the NationalEnergy Policy Development Group, May2001, fully outlines these directives. Itnotes that although harnessing theseresources requires careful planning andadvanced technology, renewable energysupplies are critical to ensuring that Ameri-ca’s future generations will have access tothe energy they need.

Solar, wind, geothermal heat, and bio-mass alternatives to conventional systemshave not only advanced to become life-cycle cost-effective for Army installations,but are more likely to meet compliancewith environmental regulations and reducedependence on finite fossil fuel resourcesfrom foreign suppliers.

Building integrated solar technologies,such as photovoltaic (PV) power systems,solar water heating systems, and transpiredsolar collectors (solar walls) are specificallypromoted for use by federal agenciesthrough the Department of Energy’s(DOE) Million Solar Roofs Initiative, partof the Buildings for the 21st Century Pro-gram. The Army also uses many off-grid,stand-alone applications of PV power sys-tems on training and test ranges, for light-ing, communications, and a wide variety offield equipment.

For large-scale production of electricity,recent advances in turbine and blade designhave made windfarms a cost competitiveoption in many more U.S. electric utilitymarkets. In addition, the new wind tur-bines begin producing power at lower windspeeds than the first generation turbines,opening up vast regions in the U.S. withenough wind to generate electricity. Forsmaller scale, off-grid applications, there isa class of small wind turbines that can beused as stand-alone power supplies or com-

bined in a hybrid power system with a PVarray and/or conventional engine-drivengenerators. Efforts to expand the use ofwind-generated electricity at federal facili-ties are encouraged by a DOE program,Wind Powering America.

Several Army facilities have used geot-hermal heat pumps for many years. Thereare, however, high-temperature geothermalresources at a number of Army installationsin the Western and Southwestern U.S. thathave not been fully assessed for possibledevelopment. Potentially, these high-tem-

With worldwide trends affecting the U.S. energy supply, the Army has been exploring renewable energy options that will give its installations more sustainable and diverse ways to meet power requirements. The Office of the Assistant Chief of Staff for

Installation Management (ACSIM) asked the Construction Engineering Research Laboratory (CERL) to develop guidance that surveys alternatives to fossil fuels. The following article is excerpted from the draft guide, which will be distributed in FY02.


Take part in EPA Energy Star Internet presentations

technologies, collection logistics andinfrastructure are important aspects ofthe biomass resource supply chain. Bio-mass technologies use these renewableresources to produce an array of energy-related products including electricity, liq-uid, solid, and gaseous fuels, heat,chemicals, and other materials.

Biomass technologies rank second (tohydropower) in renewable U.S. primaryenergy production and account for 3 per-cent of the primary energy production inthe United States. Though biomass energyproducts are used extensively at Armyinstallations (ethanol fuels, for example),large-scale biomass energy facilities are nottypically developed “inside the fence” -with at least one exception being the wood-

Would you like to explore the financ-ing options for energy efficiencyprojects? Receive technical assis-tance on how to improve the energy

performance of your buildings? Find outhow to bulk purchase ENERGY STARlabeled products? Learn about the processand benefits of benchmarking your portfo-


lio of buildings? And more?The U.S. Environmental Protection

Agency's ENERGY STAR invites you toparticipate in one or more presentationsdelivered via conference call and the Inter-net each month. You can view the slidepresentation and participate individuallyusing your own computer and office

phone, or gather interested colleaguestogether around one phone and computer.During the presentation, you can discussyour questions with energy and financingexpert consultants.

There is no cost for your participation.Contact Dr. Marc H. Siegel today at (858)484-9855, e-mail: [email protected] PWD

Energy reporting with WEB HQRADDS

In January 2000, the U.S. Army Corps ofEngineers, Installation Support Divisionfielded the web Headquarters RevisedDUERS Data System (HQRADDS) to

energy reporting installations. Currently,utility and/or petroleum data are reportedby all active Army, Reserve and NationalGuard sites using the HQRADDS web-based system.

HQRADDS provides energy consump-tion and fuel inventory data to aHQRADDS Armywide database accessibleto MACOM headquarters and the Depart-ment of the Army users.

The most important step in reportingenergy data is the preparation.

The energy data is prepared by sum-ming the cost and quantities and convertingconsumption values to the required units ofmeasure. Separate totals are required foreach product for mobility, family housing,process, mobility substitution energy (MSE)and other buildings. Few installationsreport process or MSE consumption. PC-based spreadsheets should be used for theserecurring calculations.

The data must be reported in the speci-fied units-- electricity in megaWatt hours(MWH), natural gas in thousands of stan-dard cubic feet (KSCF), and petroleum inbarrels.

To review data inputs, run a PetroleumDetails Report for DUERS 1 or UtilitiesDetails Report for DUERS 2.

HQRADDS/LIA Energy Bulletin Board

Attention energy reporters! Got a questionand need an answer quick? There’s no needto wait. The HQRADDS/LIA BulletinBoard is an on-line 24 hours a day, 7 days aweek information center.

If you run into a HQRADDS relatedproblem and can’t contact the HQRADDSteam, use the search function, followinstructions and you could find a solution.If you can’t find a solution to your prob-lem, post a question and we’ll respond dur-ing normal business hours. However, it’salways a good practice to review the bul-letin board prior to any entries. TheHQRADDS team will periodically post

fired central heat plant at Fort Stewart,GA, which uses wood waste from thelocal lumbering industry.

For more information on renewableenergy sources, please contact RochDucey at ERDC-CERL, 800-USA-CERL, ext. 7444, e-mail:[email protected].

Roch Ducey is a researcher at CERL. PWD

important messages for all reporters toread and heed. Also, click on EnergyFAQ’s, for those items that are commonerrors.

For functional support, please contact AndrewJackson at (202) 761-5849 DSN 763 or e-mail:[email protected] PWD

Andrew Jackson


HeatMap, HEATER show best options forenergy supply systems

Two software tools can take the guess-work out of choosing the best option todeal with DoD’s aging steam and hotwater distribution systems. They are

HeatMap, a commercial product licensedfor DoD use, and HEATER, being devel-oped at the Engineer Research and Devel-opment Center’s Construction EngineeringResearch Laboratory (ERDC-CERL).

Several options exist for improvingenergy supply systems. Some installationsare choosing to completely abandon theirlarge central heating plants (CHPs) anddistribution systems in favor of a “decen-tralized” system with small gas-fired boilersinstalled in each building. Others arechoosing to keep and modernize all or partof their existing central systems. Many areseeking the assistance of third-partyproviders through Energy Savings Perfor-mance Contracts (ESPCs), operation andmaintenance contracts, or privatization.

Making a wrong decision can have con-sequences for many years. For this reason,it is important to consider all relevant fac-tors and use consistent, engineering-basedprocedures to ensure that the best alterna-tive is chosen. That’s where HeatMap andHEATER come in.

HeatMap models the different upgradeoptions using several inputs. It uses existingcomputer-aided design (CAD) maps, digi-tized drawings, energy cost and usage data,and other information to ensure that thesystem is properly sized to meet demandsand to show the life-cycle cost of eachpotential replacement or renovation.

HEATER will complement HeatMapby providing standard condition assessmenttools, condition prediction models, andmaintenance/repair comparisons.HEATER and HeatMap are interfaced sothat data about the plant and distributionsystem only needs to be entered once.

At Fort Lee, Virginia, HeatMap simula-tions helped decision-makers choose astand-alone heat plant strategy to replacefour deteriorated CHPs. “CERL ran theprogram based on all the information we

gave them, and it showed that installationof independent hot water boilers in eachbuilding is the way to go,” said Chaouki“Joe” Baassiri, senior mechanical engineerin Fort Lee’s Directorate of Engineeringand Logistics.

The analysis showed that this alterna-tive would provide lower total life-cyclecost, and would be more economical andefficient than the central plant. “This proj-ect will eliminate and replace old, over-sized, and inefficient central energy plantsand abandon in-place the existing under-ground steam and condensate piping,” hesaid.

Further, the HeatMap study, completedduring 2000, did not take into account theskyrocketing energy costs of the past year.Replacing the CHPs with high-efficiencyboilers and avoiding heat losses through adistribution system will now mean energycosts are minimized at a time when rateshave tripled.

“Just from a life-cycle cost alone, thedecentralized system was the way to go,”Baassiri said. He also noted that theirreplacement plan will allow a phased

approach, by which buildings can remainoccupied as the modular components areinstalled.

“The stand-alone systems will meanminimal impact on our customers. Wewon’t have to move them to other build-ings or provide temporary heat, whichdrives the project cost up,” he said. “Thesystems will also give us redundancy – ifone boiler goes down, one of the otherswill come online so there will be no disrup-tion in service.”

HEATER will be implemented duringFY02 at Fort Carson, Colorado, and Adel-phi Army Research Laboratory, Maryland.HEATER is scheduled for release in mid-FY02.

For more information about HeatMap or assis-tance with modeling alternatives, contact JohnVavrin at CERL, 800-USA-CERL, ext. 7570, e-mail: [email protected].

POC is Vicki Van Blaricum, (800) USA-CERL, ext. 6771, e-mail:[email protected] PWD

Aging central heat plants have poor efficiency and reliability. HeatMap and HEATER can showthe best way to upgrade them.


Latest version of Project Assistant helps energy managers

by Elisabeth Jenicek

The Energy Manager Project Assis-tant (PA) is a windows-based soft-ware tool that allows users toperform quick analyses of energy

saving technologies.PA is an offshoot of the Renew-

ables and Energy Efficiency Program(REEP) tool. The energy and waterconservation opportunities in REEPthat generate the most savings weremodified and included in PA.

ERDC-CERL recently upgradedthe PA software program to include13 additional energy conservationopportunities (ECOs) and water con-servation opportunities (WCOs). Thelatest version of PA also allows theuser to prepare a life-cycle cost analy-sis for doing a project through anEnergy Savings Performance Con-tract (ESPC).

The shortage of special energyfunding over the past decadeincreased the importance of fundingthose technologies that pay for them-selves the quickest. At the same time,staffing is at an all-time low and man-power is not available to collect dataand prepare laborious calculations. PAwas created to fill this gap by provid-ing a standard template for DD1391energy project calculations and narra-tives. This program allows energymanagers to quickly and accuratelydevelop information for DD1391project documentation and supporting eco-nomic analyses using a standard method.

While there is a format for DD1391reports and calculations, the DD1391includes no template for energy calcula-tions and project narratives. Typically, eachenergy manager develops an individualmethod of analysis and narratives andincludes them along with the DD1391 sub-mission. Sometimes the analyses are over-simplified or contain factors of unknownorigin. Some submissions contain mathe-matical errors or fundamental flaws in ana-

lytic methodologies.The PA tool saves time and ensures

consistency in calculating energy and dollarsavings by incorporating common assump-tions and standard algorithms. Other bene-fits to the PA program, in addition to quick,accurate, and consistent project preparation,include accurate “what-if” analyses of indi-vidual conservation opportunities within abuilding or set of buildings, and ability toevaluate ESPC proposals for estimatedenergy/cost savings.

Users provide specific site informationto the analysis and add narrative to

describe the project at their installa-tion. PA calculates resource and costsavings and generates DD1391 andsupporting life-cycle cost analysis(LCCA) forms, a list of input data andassumptions that can be included aspart of the supporting documentation.PA also contains design and applicationinformation about each ECO/WCOto help the user make informed choic-es about the technologies.

Generation of a traditional LCCAform allows economic analysis torequest/justify government funding. Asecond LCCA form allows the user toevaluate ESPC proposals for energysavings and economic viability.

The prototype PA software wascreated in 1999 and contained threelighting ECOs. The complete list ofECOs/WCOs is: resource-efficientwashing machines, faucet aerators,shower heads, flush valves, LED trafficsignals, 4-foot fluorescent lighting,compact fluorescent lighting, T-5 fluo-rescent lighting, energy-efficientmotors, refrigeration liquid pressureamplifiers, high-efficiency chillers,high-efficiency gas boilers, direct digi-tal controls and adjustable speeddrives.

PA is an offshoot of the Renew-ables and Energy Efficiency Program(REEP). The energy and water conser-vation opportunities in REEP that gen-

erate the most savings were modified andincluded in PA. PA software is available onthe Strategic Energy Planning web site athttp://owww.cecer.army.mil/SEP/pa.htm.

For more information, please contact ElisabethJenicek at CERL, 800-USA-CERL, ext. 7238, e-mail: [email protected]

Elisabeth Jenicek is a researcher in ERDC-CERL’sEnergy Branch. PWD

LED exit lighting is one energy conservation opportunity that the new PA software can evaluate.


Fort Hood links digital controls to one interface

by Dana Finney

When Darrell Cimbanin takes a heat-ing or cooling related trouble call,he has to pack up his laptop, drive tothe customer’s building, and plug

into the control system to diagnose theproblem. Then he either makes adjust-ments or goes back to supply for parts torepair whatever has gone wrong with theheating, ventilating, and air-conditioning(HVAC) system.

That’s beginning to change as new toolsto integrate Fort Hood’s direct digital con-trol (DDC) systems go online. The Engi-neer Research and Development Center’sConstruction Engineering Research Labo-ratory (CERL) is helping the DPW exploitsophisticated “open systems” computertechnology that will allow different types ofDDC units to “talk” to each other.

“The direction we’ve been trying to gofor the past couple of years is toward abase-wide system that can talk to all yourcontrols,” said Cimbanin, {Controls Tech-nician} in Fort Hood’s DPW. “Having asingle system will cut downtime, allow usto respond faster to our customers, andgive us a way to perform troubleshootingremotely.”

Fort Hood has over 5,000 buildings andmany of them use DDC systems to controlthe HVAC equipment. Because of the gov-ernment’s competitive procurementprocess, over the years these systems havebeen purchased from many different man-ufacturers. “With very few exceptions, eachDDC system uses the vendor’s proprietarymeans of communicating its operatingdata,” said David Schwenk, CERLresearcher for the project. “That makes itvery difficult to put energy managementstrategies in place and control HVACequipment operations.”

The controls at Fort Hood will belinked together using a product called Nia-gra FrameworkTM TridiumTM. Accord-ing to Richard Strohl, {Supervisor of theControls Section} in the DPW, “This isbasically a type of operating system that

includes some special hardware and soft-ware. It allows DDC manufacturers todevelop drivers that will translate theircommunication protocol into an ‘open’ orstandard protocol.”

The open language required for FortHood’s building-level systems is LonTalk-TM. CERL is developing master plans thatcall for any future DDC purchases to be“LonMark Certified,” said Schwenk. “As atransitional feature, the Tridium systemsupports other protocols including BACnetand about 75 different proprietary proto-cols. This helps Fort Hood to migratefrom their legacy systems.” This opencommunication feature has virtually limit-less possibilities for tying together manage-ment systems on an installation. Anythingfrom electric meters to wastewater dis-charge to detecting chlorine levels in swim-ming pools could be integrated into thisopen network.

The Corps of Engineers Fort WorthDistrict has been instrumental in helping

procure and put this system in place. Thework at Fort Hood is part of a MilitaryConstruction, Army (MCA) project for aGeneral Instruction Building (GIB). Ineffect a small college, initially all the GIB’scontrols systems will be integrated. Afterthe MCA project is complete, Fort Hoodplans to link existing controls on the postto the Tridium workstation. A recent meet-ing at the Fort Hood DPW with theHuntsville Engineering Support Center(Mandatory Center of Expertise forUMCS), CERL, Fort Worth District, theFort Hood DOIM Office, served as a kick-off meeting for this multi-year open-sys-tems integration effort.

In addition to having a central operatorworkstation, the system is web-based, withvarying levels of access given users as need-ed. In some cases, building occupants willbe able to control their temperature bylogging on to the web. Passwords and per-missions will be assigned to maintain sys-tem security. According to Cimbanin, ➤

Shawn Bodkins (left) and Darrell Cimbanin in Fort Hood’s DPW work on multiple workstations forHVAC controls that will all be tied to a single workstation.


All must register in Army Knowledge Onlineby LTG Peter M. Cuviello

On 8 August 2001, the Secretary of theArmy and the Chief of Staff issuedguidance relative to achieving ourArmy Knowledge Management

vision. One specific directive is that allactive duty military, civilians, NationalGuard, and Reserve individuals register foran account on our enterprise integratedportal, Army Knowledge Online (AKO).

AKO, in its current evolving form pro-vides a capability to move the Army towarda network-centric, knowledge-based force.As such, your AKO account will initiallyprovide these types of capabilities:

• Universal e-mail addressing scheme([email protected]).

• Army-wide directory service throughthe ability to automatically forwardAKO mail to your primary unit emailaddress. (This allows you to retain asingle e-mail address throughout yourcareer and provides the Army with aglobal directory from which informa-tion can be disseminated. For thisdirectory to be effective, you MUSTforward your AKO e-mail to yourprimary account, if AKO is not yourprimary account).

• Several powerful search engines.

• Access to over 2700 web page links.• Access to various Army Knowledge

Centers and functional pages(depending on your privileges).

Coming in the near future, the follow-ing capabilities will be available:

• Secure instant messaging and chat.• News feeds.• New, improved White Pages.• Content Management of functional

pages by the functional proponent.• A directory of and access to all Army

personnel.• PKI/CAC compatibility.• Portal of portals.• Rich web e-mail.• Personalized (individual and unit)

information access.• Enterprise and functional information

collaboration and access.• Group calendaring.In short, you will soon become POR-

TAL CENTRIC to conduct your business,whether it be collaboration, e-mail, calen-daring, or data/information access. This is

the integrated platform provides a pow-erful tool for both maintenance andmanagement.

“Now when we get trouble calls, wesend people all over the post to makerepairs,” he said. “The Tridium worksta-tion will let us immediately call up theDDC system at any building, find outwhat’s going on -- for example, with thewater temperature, chiller or boiler sta-tus, or so on -- and then potentiallymake changes to correct it. Or I can callthe mechanics and tell them what part totake out to the building for repairs.”

As a management tool, Strohl saidthe system integration will make alarm-ing, logging, trending, and reporting

easier and more accurate. It will also enablebetter post-wide control over energy use.For example, when units deploy and onlytwo or three living quarters are left occu-pied in a housing block, the DPW can turnoff heat or cooling to all but those roomsbeing used.

With worldwide web access, users withproper passwords can access informationabout a building’s HVAC system anywhere,24 hours a day. That means Cimbanin canpotentially fix a problem from his homewithout driving back to the post in themiddle of the night. “I could be in Illinoisand check the web to be certain that theCG’s office is comfortable,” he said.

HQ USACE will use lessons learnedfrom Fort Hood’s research project toupdate two Corps of Engineers Guide

Specifications (CEGS) and a TechnicalInstruction (TI): CEGS-15951, DirectDigital Control for HVAC, CEGS-13801, Utility Control Systems, and TI810-11, HVAC Control Systems.

For more information about integrat-ed DDC systems or any HVAC-relatedquestion, contact David Schwenk atCERL, 800-USA-CERL, ext.7241,[email protected].

Dana Finney is the public affairs officer atERDC-CERL, Champaign, Ill.

(Disclaimer: Mention of any vendor or productname does not imply endorsement by the U.S.Army Corps of Engineers.) PWD


an evolving capability, so stay tuned as itmatures.

Full accounts are authorized for allArmy (Active, Guard, Reserve, IndividualReady Reserve, Retired and MedicallyRetired) and DA Civilians. Contractors,Local, National, and Non-AppropriatedFund (NAF) employees supporting Armymissions can be sponsored by an author-ized account holder to receive a guestaccount. PWD

Submit your articles and photographs to the “Public Works Digest”


Office of the Deputy Commanding General for Military Programs,

Installation Support DivisionATTN: Editor, Public Works Digest,

CEMP-IS441 G Street, NWWashington, DC 20314-1000Phone: (202) 761-5778 DSN 763FAX: (202) 761-8895e-mail: [email protected]


Energy Savings Performance Contracting Program provides environmental benefits

by Jean Pavlov

The original intent of the Energy Sav-ings Performance Contracting(ESPC) program was to reduceenergy demand, and thus save feder-

al dollars at government facilities; butthe program’s goals have resulted in anadditional benefit. Reducing energydemand also reduces environmentalcontaminants.

The ESPC program is a process inwhich a contractor funds and providesinfrastructure improvements and ener-gy-saving equipment and maintainsthem in exchange for a portion of theenergy savings generated.

The ESPC program helps the federalcustomer meet congressionally imposedenergy regulations, again without signif-icant investment in dollars. Probably, thesingle most important factor is that theESPC contractor is paid from actual sav-ings his actions generate.

Environmental Benefits

Environmental savings are the directresult of reductions on the demand sideof the energy usage being abated. If thedemand for the energy is reduced, therequirement to produce that sameamount of energy is also reduced.Therefore, there are significant reduc-tions in the environmental pollutionassociated with the production of energythat is now no longer needed. Thegreater the demand reduction, thegreater the associated environmentalpollution reduction.

The ESPC program utilizes theRenewables and Energy Efficiency Plan-ning (REEP) model to analyze the eco-nomic potential for investment inenergy efficiency and renewable energytechnologies.

REEP determines the amount of airpollution offset by implementing each

conservation project. The amount ofpollution not created by saving energy isa function of several factors: the annualenergy savings, how the energy is con-sumed (e.g., the combustion efficiencyof a piece of equipment), and if electrici-ty is involved, how the electricity is gen-erated.

The REEP program is a stand-aloneenergy-management software developedby the U.S. Army Construction Engi-neering Research Laboratories (CERL).The REEP software and documentationis obtained directly from CERL. Theneed for a tool such as REEP continuesas Department of Defense (DoD) ener-gy, water, and pollution reduction tar-gets continue and increase.

REEP was developed in 1992 to pro-vide national DoD energy reduction tar-gets and cost estimates to congress.Motivation for the DoD to addressenergy conservation originated from therecognition that significant dollar sav-ings could be achieved though theimproved operations, maintenance, andenergy savings retrofits to existing facili-ties. A method of identifying potentialenergy saving candidates had to bedeveloped before a strategy for invest-ment in energy conservation retrofitscould be implemented.

Roch Ducey, Principal Investigator,Energy Branch at CERL states, “Thefigures Huntsville currently has con-cerning their total environmental sav-ings are calculated by the REEPprogram by using a series of algorithmsin conjunction with installation specificdata on energy conservation potential.”Of significant interest is the carbondioxide savings. This is a major green-house gas and atmospheric carbon is ofkey interest when determining overallenvironmental savings.

“The savings associated with Energy

Savings and Performance Contractingare usually measured in MMBTUs anddollars,” said Sally Parsons, HuntsvilleCenter’s ESPC Progam Manager. “Mea-surement and verification guidelinespublished by the Department of Energyare used to determine the actual energysaved as a result of ESPC projects.”The particular method used for specificprojects depends on the type of technol-ogy used in the ESPC project.

The ESPC program is a tremendoussuccess both in the area of energy dol-lars saved and reduction of environmen-tal pollutants avoided due to theinstallation of more energy efficientequipment. The customer shares inthese savings with the contractor, andboth can operate on a win-win basis.

Chart shows environmental savings atHuntsville from initiation of REEP pro-gram in 1992 to February 2001.

POC is Sally Parsons, Program Manager forESPC, (256) 895-8233, e-mail: [email protected]

Jean Pavlov is a public affairs specialist in thePublic Affairs Office at Huntsville. PWD

Total Environmental Savingsfor the ESPC effort at the

Huntsville Center

Sulfur Oxides ............ 1,105 Tons

Nitrogen Oxides .......... 399 Tons

Carbon Dioxide .... 111,612 Tons

Particulates .................... 57 Tons

Hydrocarbons .................. 2 Tons


Fort Bragg sets goals for water conservation, reuseby KrisTina Wilson

Water consumption on Fort Braggincreased about 72 percent between1992 and 2000 – without an increasein population. Currently, eight mil-

lion gallons of water per day is taken fromthe Little River, Fort Bragg’s main sourceof drinking water, to meet the needs of theinstallation.

Upstream from Fort Bragg, in the rap-idly growing community of Raleigh-Durham-Chapel Hill, the population hasmore than doubled since 1970. It now alsomust take water from the same basin asFort Bragg to support urban growth.

Water conservation isn’t just vital toFort Bragg-- it’s crucial to the long-termwelfare of the region. For sustainabilityplanners, when limited resources threatenthe vitality of the surrounding communi-ties, readiness can be affected.

“We realized our water source could bejeopardized upstream,” said Christine Hull,the Long-Term Sustainability Planner forFort Bragg. “And of course, we areupstream of someone else.”

The installation gathered representa-tives from across the region to find ways tomeet the goals for water conservationestablished at the Environmental Sustain-ability Executive Conference in April. Thewater supply goal, revised since April, is toreduce the amount of water taken from theLittle River by 70 percent by 2025.

Planners realized that achieving such anaggressive goal would require new thinking– and ideas from atypical sources. On theteam with environmental managers, masterplanners and engineers some new facesappear: a Special Forces soldier, an aviationwarrant officer, MWR officials, Air Forcerepresentatives, State regulators and com-munity leaders.

“We knew that the community neededto be an integral part of our planningprocess so they would have a vested inter-est in the goals,” said Paul Wirt, Chief ofFort Bragg’s Environmental ComplianceBranch. “I am impressed with the knowl-edge and level of interest our stakeholdershave shown. These guys jumped right in

on this goal and have a true concern inreducing our water consumption. Thediversity of this group only makes itstronger.”

Meeting at least monthly since thegroup was formed, the “Water Supply”team already has established objectives tobe met within the next five years.

Meeting the early benchmarks willmake the 25-year goal more attainable,Hull said. “What we’ve done is lay thegroundwork for our ability to conservewater in the out years,” she said.

The team identified modification of theInstallation Design Guide as the first steptoward achieving conservation goals. “Weneed to keep conservation in mind whenwe build new structures – both in the inte-rior and exterior designs of the building,”Hull said.

Interior design features identified bythe team include low-flow toilets, aeratedshowerheads and faucets, and automaticshut-off sensors. Exterior changes includeuse of drought-resistant plantings and bet-ter systems for collection of rainwater.

“There are a lot of options. Maybe weneed to change the way we evaluate whatwe consider ‘nice landscaping’ for a build-ing. Instead of how bright the pansies are,we can evaluate it based on how often itneeds watering or maintenance,” she said.

“When you mention ‘xeriscaping’ manypeople automatically think “zero-scaping”,but that is not really the case. You can havedrought-tolerant and low maintenancelandscaping without compromising the aes-thetics.”

Many of the sustainability teams arefinding the true essence of the planninginitiative while defining goals: achievingtheir goal is dependent on others meetingtheir goals and vice versa. While many ofthe water supply goals are dependent onthe water quality team, they have foundthat their initiatives can benefit other teamsas well.

“Our landscaping plans will mean notrunning a lawnmower as much – so wehelp out the air goal as well,” Hull said.

“Also, decreased water usage equates todecreased energy spent treating and pump-ing water.”

Going for the large targets first, thewater supply team plans to study waterusage at two sets of barracks. Conservationexperts estimate that 40 percent of waterconsumption occurs in the barracks areas.

The study will attempt to delineateconsumption according to use (showers,sinks, irrigation). The first set of barrackswas designed without conservation efforts.The second set of barracks in the study willhave low-flow fixtures and other technolo-gies designed to reduce water consump-tion.

Monitoring is another step toward theconservation goal. Team members hope tosomeday hold people accountable for theirusage – not necessarily with a water bill butat least with a water report showing con-sumption and the real costs associated withwater usage and management.

“In any organization or facility wherethe end user doesn’t have visibility of costs,they are not concerned about it. Account-ability triggers that concern,” Hull said.

Another long-term goal of the team isto reclaim water from the wastewater treat-ment plant for irrigation use. A feasibilitystudy already is underway to determine ifgolf courses and parade fields could usereclaimed water.

The engineering study will determinehow much water Bragg has available forreuse, what the irrigation needs are, whatcost savings may exist and how the pro-gram can be implemented, said LynnVaughan, Fort Bragg’s Clean Water Actprogram manager.

Because Fort Bragg’s water and waste-water treatment plants also serve Pope AirForce Base, irrigation needs at the base alsowill be examined. Pope AFB is the firstlikely candidate for implementation ofreuse measures because it currently usesdrinking water for irrigation. Fort Bragggolf courses draw from wells.

“We expect it to be expensive to initi-ate, but it should save money in the

➤


Fort Huachuca proposes water conservation easements

by Tanja M. Linton

Easements to reduce groundwater pump-ing near the San Pedro Riparian NationalConservation Area in southern Arizona willbe purchased under a proposed projectannounced by Fort Huachuca officialsAugust 24, 2001.

The purchase of conservation ease-ments is a new initiative for Fort Huachucato support the installation's WaterResource Management Plan and to helpmeet the Army's obligations under theEndangered Species Act, as outlined in abiological opinion signed in 1999. The announcement came during an updateon the fort's progress on its 10-year watermanagement plan. Other federal agenciesin the region, such as the Bureau of LandManagement, have purchased conservationeasements in the area.

“Fort Huachuca has developed proac-tive management practices that have gonewell beyond our minimum complianceresponsibilities. We're the first in the Armyto purchase actual conservation ease-ments,” said MG John D. Thomas, Jr.,commanding general of the U.S. ArmyIntelligence Center and Fort Huachuca.“This new project is a critical step in ourcontinuing efforts to be good stewards ofthe environment and good neighbors inthe Upper San Pedro Valley.” “Preserving this unique riparian resource is

not only vital to our ability to perform ourmission now and in the future, but alsoensures that the San Pedro continues toprovide critical habitat to a variety ofendangered species,” said Thomas.

Under the proposed action, TheNature Conservancy will purchase selectedparcels of land for conservation easementswithin five miles of the San Pedro Riverfrom willing sellers using federal funds.The Army will be one of the federal agen-cies funding these easements.

A conservation easement is a legal, perpetual agreement that contains perma-nent restrictions on the use or develop-ment of land in order to protect itsconservation value. Each agreement issomewhat different.

“Depending on the willingness of pri-vate property owners to sell applicable landrights, this project could reduce the impacton the region's groundwater aquifer up to4,000 acre-feet per year,” said TomCochran, Fort Huachuca's EnvironmentalDivision Chief, in today's presentation.

“Conservation easements are a positivestep to reduce the water pumping [rate]near the river in a meaningful way,” saidCochran, “while still preserving propertyrights and the traditional ranching lifestylethat is so important within the region.”

To determine the impacts of the pro-

posal, Fort Huachuca in cooperation withThe Nature Conservancy and the Bureauof Land Management, developed an envi-ronmental assessment to analyze the pur-chase, transfer and management ofconservation easements in the southernUpper San Pedro Basin.

The process begins with The NatureConservancy purchasing property from awilling seller with the intent to resell theproperty after the deed restrictions are inplace; or, a willing seller could negotiatefor the conservation easement without theproperty transfer. Typically, the propertywill include irrigated agriculture.

After The Nature Conservancy hasfiled the deed restrictions, the Bureau ofLand Management will manage thoserestrictions for compliance.

The easements will allow for cattle andother livestock grazing, some division ofproperty, homesteads, and commercialactivity if it is low water use. Agriculturalirrigation and subdivision into small lotsare among desired rights targeted for con-servation easement purchases.

Fort Huachuca, the U.S. Fish andWildlife Service, and The Nature Conser-vancy will determine the water credit inacre-feet of pumping that is reduced. TheArmy will receive those credits to gotowards their total goal for reducing waterpumping. An acre-foot is the quantity ofwater that would cover one acre to a depthof one foot. One acre-foot equals about326,000 gallons of water.

As the role model for conservation andenvironmental stewardship in the south-west, Fort Huachuca continues to savewater on the installation through aggres-sive conservation, reuse and recharge (orreplacement) projects.

POC is Tanja M. Linton, (520) 533-1287, FAX: (520) 533-1280.

Tanja M. Linton is a public affairs specialist inthe Fort Huachuca Public Affairs Office. PWD

long run,” Vaughan said. “And it’s worthit. We don’t have any more water. Let’sreuse this water if we can.”

Projects that help Fort Bragg under-stand what their water supply looks like,what their water needs are and howmuch their watershed can offer will bevital to the success of the team. Whilesuch studies are underway, the teamhopes to make progress with educationefforts and design changes.

“Water has always been seen as a

renewable resource – which for a lot ofpeople meant unlimited,” Hull said.“After a 72 percent increase in consump-tion without a population increase, weshould all raise our eyebrows and lookcloser at how we use water.”

For more information, contact theLong-Term Sustainability Planner at 396-3341, ext. 351.

KrisTina Wilson is the Pollution PreventionPlanner for Fort Bragg, NC, (910) 396-3341,ext. 266. PWD

(Fort Bragg, continued from page 27)


Fort Drum holds Pollution Prevention OpportunityAssessment Workshop

by Karen J. Freeman

The Pollution Prevention Act of 1990established pollution prevention (P2) asthe nation’s preferred approach to envi-ronmental protection and waste man-

agement. Prior to 1990, waste managementpractices often only involved waste aftergeneration as opposed to new pollutionprevention initiatives that eliminate wastegeneration and prevent environmentalreleases. Emphasis is now placed on wastereduction at the source, reuse and recy-cling, and minimization of waste storageand disposal.

The Army and Fort Drum are alsocommitted to environmental stewardshipas an integral part of the Army mission.According to Army Regulation (AR) 200-1,the strategy “is to focus efforts on pollutionprevention where and when possible toreduce or eliminate pollution at the source.Conserve and preserve natural and culturalresources so they will be available for pres-ent and future generations to use. Give pri-ority to sustained compliance with allapplicable environmental laws. Continue torestore previously contaminated sitesdeemed as a threat to human health andthe environment.”

In short, all Army personnel, both mili-tary and civilian, have an obligation toreduce adverse environmental impacts.

To help equip personnel on Fort Drumwith the knowledge needed to develop P2processes on post, Fort Drum’s Environ-mental Division hosted a hands-on work-shop on performing pollution preventionopportunity assessments (PPOA). Duringthe workshop, Army personnel were taughthow to identify ways to reduce or eliminatewaste and adverse environmental impacts,and then assess, develop and implement astrategic pollution prevention plan for theirfacility that does not compromise the Armymission.

GBK Partnership, an environmental,health and safety (EHS) consulting firmbased in Oklahoma City, conducted theworkshop. The curriculum was designedspecifically for those individuals responsible

for implementation of pollution preventionstrategies at their facilities, such as line andshop level personnel.

“This course outlined how to brain-storm a potential problem and the bestsolution,” said Mark Lane, HazardousWaste Program Manager at Fort Drum.“Workers at the shop level can identify andprovide the best solution within their shopand this course emphasized confidence inknowledge.”

Hands-on exercises, such as the use ofdifferent colored Play-doh‚ and fakemoney, allowed class members see first-hand the chain of events and understandthe costs incurred form handling certainmaterials.

“During the Play-doh‚ exercise, weestablished fake companies with a supervi-sor, quality control, laborers and a haz-ardous waste coordinator,” said TonyRambone, P2 Environmental Technician atFort Drum. “ We were then able to evalu-ate cost, handling regulations and thepotential for fines. It demonstrated how allaspects are affected.”

After a few hands-on exercises, the classactively underwent the systematic, eight-step PPOA process, outlined below, at pre-arranged industrial activities on post.

1. Select a process by targeting a specificarea for reduction in waste and adverseenvironmental impact.

2. Build an assessment team comprised ofpeople who work directly with theprocess or materials of concern.

3. Examine the process by visiting the facil-ity to see firsthand the day-to-day opera-tions. Photographs can provide anaccurate depiction of the process. Inter-viewing shop workers is important sincethey can offer information about theprocesses based on personal experienceand they will have to implement anychanges recommended. Reviewing oper-ation logs will provide insight on workpatterns within the facility.

4. Establish a baseline by compiling andorganizing all information gathered.

5. After a baseline is established, hold brain-storming sessions to help identify poten-tial solutions. Any workable opportunitiesshould be compared to the existingprocess for possible implementation.

6. Evaluate and rank opportunities interms of how they reduce, re-circulate,segregate, dispose of or eliminate pollution.

7. Once it is fully developed and deemedfeasible, implement the solution quicklyand accurately so that production cancontinue without interruption.

8. Lastly, after the new process has been inplace for a measurable amount of time, itis important to review the results periodi-cally to ensure that it is working properly.Additionally, there are four key points

to keep in mind when assessing a process,said Greene. First, it is easier to reduce oreliminate waste at the beginning of theprocess as opposed to treating or cleaningcontaminated material. Second, cross-con-tamination of waste streams will maketreatment more difficult. Third, dilution isnot the solution to pollution. Dilution canmake some treatment methods less effi-cient. And fourth, do not simply switch thepollution from one media to another. Theultimate goal is the overall reductionof pollution in the environment. ➤

Army personnel at a hands-on workshop performing PPOA.


“This class really opened my eyes tobeing more observant and the process ofmanagement, cost saving techniques, andthe importance of awareness and educa-tion at all levels,” SFC Eric Hawks, C3/314 Artillery Regiment. “We do annualtraining with regional National Guardunits and this gives us a perfect opportu-nity to pass the word on pollution pre-vention management techniques.”

Lane hopes the message is passedalong to all facilities on Fort Drum.“Finding out how materials and resources

are used and then assessing how to pre-vent pollution and minimize waste pro-duction on your post not only makessense, it is an obligation to do the rightthing.”

(Note: Special thanks to The GBK Partnership,LLC, for contributing to this article.)

POC is Karen J. Freeman, (315) 772-9143.

Karen J. Freeman is a Community RelationsSpecialist in the Environmental Division, PublicWorks, at Fort Drum, NY. PWD

(Fort Drum continued from page 29)

USAEC: Keeping ranges open for optempo businessby Deborah Elliott

organization for this task as it applies toArmy training ranges.

“When it comes to finding the rightapproaches for resolving environmentalissues, there are many members of theteam,” said Dr. Robert York, Acting Chiefof the RAM Division. “DOD, EPA, stateand local authorities as well as environmen-tal groups and the public all have a stake inthe care of natural resources on Armyinstallations. Each stakeholder has a some-what differing view about what constitutesgood stewardship of our natural resources.If we can’t sit down and come to decisions

The Army world changed forever in1992, but it wasn’t a new enemy, doc-trine or weapon that marked the differ-ence – it was a law.Before 1992, laws that protect the envi-

ronment – air, land, water, endangeredplants and animals – were primarilyenforced on industry. The Federal Facili-ties Compliance Act, however, focused theenvironmental laws on the military and laidthe public’s rising concern about naturalresources at the Army’s doorstep.

Since then, the application of environ-mental laws has seriously threatened – andin some cases terminated – the Army’s abil-ity to train realistically on its installations.With increased realistic training at theheart of its transformation plans, finding away to ensure readiness AND meet itsenvironmental stewardship obligations isone of the Army’s highest priorities.

RAM: On Point for the MissionThe U.S. Army Environmental Center

(USAEC), based at Edgewood Area ofAberdeen Proving Ground, has the mis-sion of integrating the Army’s readinessgoals and environmental stewardship obli-gations. Finding common ground for theArmy and various military, regulatory andprivate organizations is a critical part ofthis mission. The center’s Range andMunitions (RAM) Division is the point

together, our ranges are in trouble.”

RAM Mission ElementsThe key to finding common ground for

all of the Army’s stakeholders is first todetermine the boundaries. In terms oftraining ranges, the questions that have tobe answered are: how many ranges do wehave, and how has our training impactedthe environment on these ranges, if at all?

“The Army range inventory will giveus a firm handle on the Army’s trainingland assets,” said Joe Murphy, ActingChief of RAM’s Range Response Branch.“The inventory results will give the Armythe ability to make an accurate predictionof the potential cost of UXO clean-up.We’re being proactive in taking the rightsteps to build a logical program and estab-lish priorities.”

The range inventory is part of a largerprogram to maximize the capability, avail-ability and accessibility of ranges and train-ing land to support training and testing.This “sustainable range management” pro-gram includes range design, managementand use as well as inventory.

Sustainable range management is one ofthree RAM objectives. The division alsohas a munitions management program thataddresses regulatory, operational and

Keeping our ranges open for optempo business is just as critical to the soldier’s success and survival as thelatest equipment and technology.

➤


technology requirements for munitionslifecycles; and a munitions response pro-gram for response at closed ranges tomake them available for other uses.

RAM Mission Goal“From the soldier’s perspective the

RAM Division’s mission may not soundvery glamorous, but keeping our ranges

open for optempo business is just as criticalto the soldier’s success and survival as thelatest equipment and technology,” saidLTC Thomas M. Frendak, RAM DivisionRange Operations Support Branch.

USAEC has been involved in range andmunitions programs for the Army formany years. However, the efforts have beenscattered among separate divisions. Asrange issues have increasingly gained inimportance to the Army’s future goals, the

Range and Munitions Division atUSAEC was created by consolidatingthese programs during the recent reor-ganization in June to coordinate and givethe appropriate emphasis to the Army’srange initiatives.

POC is Deborah Elliott, (410) 436-1272, e-mail: [email protected]

Deborah Elliott is a public affairs specialist atUSAEC. PWD


Last September, BG James A. Marks,commanding general of the U.S. ArmyIntelligence Center and Fort Huachu-ca, after fully considering comments

received during the 30-day comment peri-od for a Finding of No Significant Impact,determined that expanding the West Civil-ian Personnel Operations Center(WCPOC) would not significantly affectthe quality of the environment.

Fort Huachuca has accepted the mis-sion to support the expansion of WCPOC.The WCPOC will now proceed with plansto hire the required additional personneland to accept the additional work on aphased plan through March 2002.

The post released an environmentalassessment for the proposed action in mid-August.

Fort Huachuca published a Finding ofNo Significant Impact in the local newspa-

per to announce that the EnvironmentalAssessment concluded that expanding theWCPOC would not significantly affect theenvironment and invited public commentson the proposed expansion.

To mitigate WCPOC’s direct, indirect,interrelated, interdependent and cumula-tive water usage impacts, the Civilian Per-sonnel Operations Center ManagementAgency has provided $75,000 to FortHuachuca to install conservation technolo-gy, fund work on various water mitigationprojects on Fort Huachuca, and to pur-chase conservation easements off-post, nearthe San Pedro River. This mitigation feeshould mitigate approximately 50 acre-feet.

What this means is that the WCPOCwill more than offset their water usageassociated with their employees and familymembers. This will help Fort Huachuca inits goal to fulfill its vital national defense

Proposed WCPOC expansion will not affect environment

by Tanja M. Linton

mission and continue to reduce its waterusage in the region.

The WCPOC currently manages per-sonnel records for almost 18,000 Depart-ment of the Army employees throughoutthe western United States. The WCPOCexpansion would increase support to morethan 34,000 personnel files. To manage thisincrease, the WCPOC will increase thenumber of civilian employees by 102. Thelocal Civilian Personnel Advisory Centerwould increase by four employees. Approx-imately 56 of the new employees wouldcome from Fort Huachuca and the nearbycommunities, with the remaining 50employees coming from outside the region.

POC is Tanja M. Linton, (520) 533-1287,FAX:(520) 533-1280. PWD

Reduce energy bills with landscaping

Did you know that carefully placed trees can save up to 25% ofa typical household’s energy used for heating and cooling?Deciduous trees—trees that lose their leaves in the fall—canbe especially effective, providing protection from the sum-

mer sun but permitting winter sunlight to reach and warm thehouse. The height, growth rate, branch spread, and shape are allfactors to consider when choosing trees. Evergreen trees andshrubs can be placed to deflect north and west winds during thewinter, and south and west winds during the summer. PWD

Save money without sacrificing comfort

You can save as much as 10% a year on your heating and cool-ing bills by simply turning your thermostat back 10 to 15% for8 hours. You can do this automatically without sacrificing com-fort by installing an automatic setback or programmable ther-

mostat. Using a programmable thermostat, you can adjust thetimes you turn on the heating or air-conditioning according to apre-set schedule, saving erergy and money while you're asleep or atwork. Programmable thermostats can store and repeat multipledaily settings that you can manually override without affecting therest of the daily or weekly program. PWD


Lab reflects on cold-climate ground-coupled heat pump technology

by Marie Darling

For many years researchers at the ColdRegions Research and EngineeringLaboratory (CRREL), one of sevenlaboratories of the U.S. Army Engineer

Research and Development Center, havebeen working on solutions to heating andcooling of Army facilities. The problemsassociated with efficient heating and cool-ing not only include energy implications,but also includes maintenance and occu-pant comfort, areas that the Army continu-ally strives to improve. CRREL works withthe Army to provide answers to all Armyproblems with special emphasis on cold-related problems.

Cold Regions researcher Dr. GaryPhetteplace and his team early on identi-fied water-source heat pumps as the onlyviable alternative for cold climates. Theyrecognized the ground-coupled heat pump(GCHP) system as a sound concept anddemonstrated the systems applicability atthe CRREL laboratory in Hanover, NewHampshire.

After full-scale testing at CRREL, thisground-coupling concept was submittedfor inclusion in the Army’s Facilities Engi-neering Applications Program (FEAP) andwas accepted. A call for demonstration siteswas established and Army officials at FortPolk enthusiastically responded.

The basic concept of GCHPs (alsoknown as geothermal or ground sourceheat pumps) is that these heat pumpsexchange heat with the earth using buriedplastic piping. This allows the earth to actas a heat source for meeting building heat-ing requirements and dually, a heat sink forbuilding cooling.

In an attempt to gain an in-depthunderstanding of GCHPs performanceunder actual military family housing condi-tions, CRREL researchers conducted twodemonstration projects at Fort Polk locatedin Louisiana. A total of 15 GCHPs, as wellas 11 air source heat pumps for comparisonpurposes, were installed and their perform-ance was closely monitored for four years.

The results, in terms of documented

energy saving (approximately30%) and practical lessonslearned laid the ground workfor a shared savings contractthat retrofitted all 4,003 ofFort Polk’s family housingunits with these heating andcooling systems (this is thelargest GCHP residentialproject in existence). Thisproject was accomplishedwith no out-of-the pocketexpense to the Federal Gov-ernment. The contractor paid all of theapproximately $18millioninstallation/retrofit costs in exchange forapproximately 80% of the revenue generat-ed by the energy savings.

In the future, Fort Polk will save nearly$1M per year in energy and maintenancecosts over the 20-year-life of the contractand more than double that after the con-tract period expires. And a benefit to theArmy is occupant comfort which is greatlyincreased, a “Quality of Life” plus for theArmy and it’s family housing program.Additionally, the maintenance requirementsof the GCHPs are much lower and duringthe life of the contract the maintenance isthe responsibility of the contractor.

Annual environmental savings from theFort Polk project have been estimated asfollows:

➤ 57,973 barrels of oil.➤ 19,800 million BTUs of natural

gas energy.➤ 38 thousand tons of CO2 emissions.➤ 100 tons of SO2 emissions.➤ 90 tons of N0x emissions.And there are yet more benefits to

include:• Reduced electrical demand by 40%.• Contractor performs all maintenance.• Lessons learned for other similar projects.• Template for other similar contracts.

This program was a real teaming up ofexpertise and organizations. The team effortinvolved individuals from the Fort PolkDEH; the Cold Regions Laboratory; USA

Huntsville ESC; Louisiana State University;and the contractor, Co Energy Group.

The principal investigator of thedemonstration projects at Fort Polk,Louisiana, was Dr. Gary Phetteplace and in1997, he accepted the Hammer Award forthe “CRREL Team.” The Hammer Awardis former Vice President Al Gore’s highestaward given out in recognition of a teamwho has contributed three elements intheir research – innovation; cost savings;and customer service.

Phetteplace emphasizes that familyhousing is not the only area where GSHPsystems are cost effective. In fact, Phet-teplace states that, “the economics are evenbetter for larger buildings where the simple,highly reliable, ground source heat pumpsystems offer lower installed cost, as well asreduced maintenance and energy costs.”

Phetteplace continues efforts inground-source heat pumpseducation/awareness presenting at work-shops, developing and providing descrip-tive GCHP information and working withHuntsville Engineering and Support Cen-ter to foster the development of guidespecifications.

For more information regardingCRREL’s continuing role in Ground-Cou-pled Heat Pump technology, please contactDr. Gary Phetteplace, (603) 646-4248 or e-mail: [email protected]

Marie Darling is a public affairs specialist atCRREL in New Hampshire. PWD

A shared savings contract retrofitted all 4,003 of Fort Polk’s familyhousing units with new heating and cooling systems.


Minimizing adverse effects of snow and ice on roofsby James Buska

Designers can provide more functionaldesigns and avoid problems when theyconsider snow and ice issues as thedesign of a building evolves. With a

little thought during the design phase, theadverse effects of snow drifting on roofscan be minimized.

Drainage is a critical factor in roofdesign, especially in snow country. Moststeep roofs drain over their eaves. Somelow-slope roofs also drain to cold eaves.Low-slope roofs that drain to cold eavesare particularly problematic in cold cli-mates.

With a snow cover, heat from the build-ing can melt the bottom of the snow pack.The runoff then re-freezes and forms an“ice dam” when it reaches the cold eaves. Alarge ice dam prevents drainage and allowswater to back up and leak through roofinginto the building. Low-slope roofs thatdrain internally are less likely to experiencethis kind of icing.

Some rules of thumb to avoid icings onroofs in cold climates include:• Pitched roofs: Use a “cold” roof design

with enough ventilation to keep the roofsurface colder than 32º F when the out-side temperature is about 22º F. When itis warmer outside, icings usually do notgrow, and when it is colder outside, lessventilation is needed. Icings at eaves areminimized when roofs are well insulatedand ventilated. Use adhered membranesunder shingles at the eaves and roof tran-sitions. Creeping, sliding, and fallingsnow and ice are likely on roofs thatdrain to cold eaves. To avoid sliding snowfrom slippery (e.g. metal) roofs, placewalkways, parking areas, plantings, etc.30 ft. from building perimeter; placeentries at gables or under coveredentrances.

• Low-sloped roofs: Use membrane-roofingsystems with a minimum slope of 1⁄4inch/foot to warm internal drains.

Snow drifting is an important factor toconsider once ground and roof snow loadsare known. Snow can drift into areas

behind vertical building shapes. Figure 2illustrates how loads from drifts on a lowerroof can be much more significant than theload on the low-sloped roof above. Bigdrifts often form on lower roofs.

A rule of thumb to avoid excessive snowloads on roofs in cold climates is to use anuncluttered, unobstructed roof with mini-mal changes in levels. For more informa-tion on snow loads, refer to ASCEStandard 7, “Minimum Design Loads forBuildings and Other Structures.”

The design team can develop a betterbuilding design and avoid problems whenit considers snow and ice issues early in thedesign process, as the shape of the buildingevolves. For smaller buildings, use a well-insulated “cold” roof design. Simplepitched roofs with asphalt shingles work

fine in cold regions. For larger buildings, alow-sloped membrane roof with internaldrains and an uncomplicated profile is agood choice.

Designers should carefully considerthese issues early in design process. Formore details on the topics mentioned hereand other considerations for roofs in coldregions, download the full version of thisreport at:http://www.crrel.usace.army.mil/techpub/CRREL_Reports/reports/MP-01-5663.pdf.

POC is James Buska, (603) 646-4588, e-mail:[email protected]

James Buska is a Research Civil Engineer at theEngineer Research and Development Center’s(ERDC) Cold Regions Research and EngineeringLaboratory (CRREL) in New Hampshire. PWD

This large ice dam caused this metal roof to leak at its eaves.

The peak snow load of this driftwas 130 psf. The ground snowload at the time was 20 psf, andthe snow load on the upper roofwas 15 psf.


Easy fixes for HVAC mold and mildewby James Miller

Taking some fairly simple steps in opera-tion and maintenance can greatlyimprove indoor air quality by prevent-ing mold and mildew growth in heat-

ing, ventilating, and air-conditioning(HVAC) systems. The Engineer Researchand Development Center’s ConstructionEngineering Research Laboratory (CERL)has developed some guidance for installa-tion energy managers to help identify whatconditions may lead to an uncomfortablework environment.

Mold and MoistureMolds and mildews perform a vital

service in the ecosystem by feeding on andconsuming dead plant and animal matter.However, molds and mildews are bad newsinside buildings where instead they feed onand infest a wide variety of building mate-rials (ceiling tiles, insulation, carpeting,concrete, and so on) and contribute tounhealthy indoor environments. Because molds and mildews require asource of moisture to thrive and propagate,avoiding infestations is often as simple asmaintaining indoor relative humidity levelsat or below 60% and preventing accumu-lated moisture and water.

During cooling seasons, climates inmost locations have high outdoor relativehumidity (RH). HVAC systems are sup-posed to dehumidify the mixed air streamto maintain conditioned spaces at 60% RHor below and remove accumulated conden-sate by collecting and eliminating it via thecondensate drain. If either of these process-es fails, an HVAC system can collect mois-ture and let mold propagate.

Common Causes of Moldy Systems

In assessing installation HVAC systems,CERL often finds that they fail to ade-quately dehumidify the mixed air stream.The most common reasons are:• Chilled water supply temperature is not

cold enough to dehumidify supply air tosaturation at 55 oF dry bulb tempera-ture. Typically, the chilled water supply

temperature should be about 45 oF toachieve these conditions.

• Excess cooling coil capacity results incycling of the chilled water valve orexpansion valve (direct expansion sys-tems) when the sensible cooling load islow. With the cooling valve closed,unconditioned (i.e., humid) outdoor airis mixed with the return air, deliveringexcessively humid supply air to thebuilding. Humidity levels in the building

can reach levels thatwill result in con-densation at coldsurfaces in the occu-pied spaces such assupply air diffusersor surrounding ceil-ing tiles. Constantvolume systems(such as single-zoneor multi-zone sys-tems) are most sus-ceptible to thisproblem since theymodulate supply airtemperature inresponse to changes

in the sensible load. • Air handler operates during unoccupied

periods. This situation is basically thesame as the previous condition - excesscooling capacity for the reduced sensiblecooling load. As a result, the cooling coilfails to remove moisture from the mixedair stream, causing moisture buildupwithin the building.Another contributing factor is low

occupied space thermostat settings.

Checking the chilled water setpoint is a simple maintenance procedure.

Moldy ceiling tile, thanks to a poorly insulated pipe.

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CERL’s researchers have noted cooling sea-son space temperatures being maintainedas low as 67 oF. Even at this level, theoccupants were complaining that they felt“sticky.” No wonder --at this temperature,the space relative humidity was nearly 80%and the space dewpoint temperature wasdangerously close to the supply air temper-ature. As a result, it’s likely that moisturewas condensating on supply air diffusersand surrounding ceiling tiles. The occu-pants actually might have been more com-fortable at a setpoint of about 74 oFbecause the space relative humidity wouldhave been closer to 60%. This would havealso saved energy and avoided risk of con-densation on cold surfaces.Uncontrolled infiltration of outdoor airinto the building also compromises airquality. A common source of infiltration iscaused when the air handler operates with

the outdoor air dampers closed and exhaustfans operating. Under these conditions, thebuilding becomes negatively pressurized sothat unconditioned outdoor air leaks intothe building wherever it finds a crack orcrevice. Outdoor air dampers should be (atleast) at their proper minimum positionsettings when air handlers are operating toavoid negative pressurization problems.

Maintenance Tips

Condensate drain pans should bechecked to make sure that they are cleanand slope to the condensate drain. Thereshould be no “puddling” in the condensatedrain pan. Condensate drains should bemaintained to avoid plugs. Air filtersshould be maintained to prevent dirt accu-mulation on the cooling coil. Dirt buildupon the coil reduces its ability to dehumidify


and could become a substrate for moldgrowth. Avoiding mold growth in the airhandler unit is especially important becauseof the risk of distributing mold sporesthroughout the building through the supplyair distribution system.

Supply air ducts and chilled water andcondensate drain piping should be properlyinsulated and sealed with a vapor barrier.Special attention to the details of insulatingand applying vapor barriers to valves,strainers, pipe hangers and other systemelements will minimize condensation oncold pipe and duct surfaces, prevent insula-tion failure, and reduce the risk of moldpropagation.

POC is James Miller, (800) 875-2375 (ext. 7302).

James Miller is a research engineer at ERDC-CERL. PWD

Lighten up yourenergy bill with

fluorescent lampsIf you replace 25% of your lights inhigh-use areas with fluorescents, youcan save about 50% of your lightingenergy bill. Fluorescent lamps are moreexpensive than incandescents, but theymore than pay for themselves becausethey save energy and last 6 to 10 timeslonger. Compact fluorescent lamps(CFLs) can be used inn portable tableand floor lamps; consider carefully thesize and fit of CFLs when you selectthem. Exterior lighting is one of thebest places to use CFLs because of theirlong life.

What is carbondioxide?

Carbon dioxide (CO2) is an odorless andcolorless gas. Small amounts of CO2 canmake you sick and even exposure can leadto death. The very young, the elderly, peo-ple with heart disease and those under theinfluence of alcohol, drugs or medicationare particularly suscepible.

CO2 can form if one of your appliancesor your furnace is not vented properly. Itcould also form if your venting systembecomes plugged by something as com-mon as a bird's nest. This could causeCO2 to spill into your living space.

Common indicators of the presence ofCO2 are: 1. Chronic headaches, nausea, or eye irri-

tation when indoors. 2. An unidentified chronic odor inside the

building. 3. Dying house plants. 4. Condensation on cool indoor surfaces. 5. Discoloration or soot buildup at warm

air outlets of the heating system. CO2 detectors are commercially avail-

able and may aid in detecting the presenceof CO2.

Cut costs on water heating

Water heating is a home's third largestenergy expense, but there are ways toreduce its cost. Use less water by repair-ing leaky faucets promptly and installingnonaerating, low-flow faucets and show-erheads. Lower the thermostat on yourwater heater to 115 degrees, and insulateyour hot-water storage tank and pipes.(Do not cover the thermostat, and forgas or oil units, do not cover the heater'stop, bottom, or burner compartment.)Finally, buy an energy-efficient waterheater. While it may cost more initiallythan a standard water heater, the energysavings will continue during the lifetimeof the appliance.


Omaha District offers anti-terrorism and force protection engineering support

by Sheri Hronek

September 11, 2001 is a date that will beremembered by almost every Americanwho lived through that shocking day ofterror and misery.

For those in the U.S. Army Corps ofEngineers Protective Design Center ofExpertise (PDC), it spawned a tornado ofactivity.

“Our most immediate concern is withsecurity of the assets that we control, suchas dams, power generation plants, naviga-tion locks and the like, “ says Dan Sommer,Chief of the PDC, an Omaha Districtoffice.

Sommer says division and district teams(several in each division) will be stood upand trained over the next month to accom-plish a review of the Corps' most criticalcivil works project sites. The goal: to iden-tify vulnerabilities and then develop pro-posals to mitigate them.

A representative will accompany each ofthese teams from the Protective DesignCenter (PDC) and the Electronic SecurityCenter (ESC). “We cannot support thislevel of demand with our in-house staff,”says Sommer. “So we are looking at emer-gency contracting procedures to supple-ment PDC and ESC staffs and help ustackle a huge impending workload in theshort term.

Over the long term, the PDC and ESChave been tasked with developing a detailedset of security engineering criteria anddesign manuals for the civil works infra-structure, similar to those that the PDCdeveloped for the military, says Sommer.

“Corps leadership is looking for waysthat we can contribute to the HomelandSecurity Initiative. The expertise residingin the PDC (Omaha) and the ESC(Huntsville, Alabama) – along with ourextensive experience protecting militaryinstallations -- have all been pitched onCapitol Hill as resources that can andshould be tapped by the nation,” says Som-mer.

PDC’s work is in two mission areas --security engineering and hardened struc-

tures. The first deals with criminal and ter-rorist threats, the second with militaryweapons. The district’s sister office inHuntsville handles electronic security sys-tems.

“Ours is the brick and mortar side ofengineering,” said Sommer. The samephysics of explosives apply whether thebomb comes from a terrorist or an aircraft.“The hardened structure is a wartime mis-sion, and the force protection is our peace-time mission.”

“We write the manuals here for bothworlds, so we can coordinate both,” saidCurt Betts, who does threat and vulnerabil-ity assessments and site surveys.Hardened construction is usually massiveconcrete. In the past, such structures hadno windows, only one door, and may have

been underground.“After Desert Storm, we know a target

can be hit from anywhere,” said PatrickLindsey, Chief of Hardened StructuresSection. “So we’re looking at the effects ofsmaller conventional weapons on struc-tures.”

For the last two years, most of the needhas been in anti-terrorism force protection,especially for existing conventional build-ings like offices and barracks. That need ispredicted to increase in the next 10 years,but it does not detract from another PDCspecialty – expeditionary temporary struc-tures for troops deployed to places likeBosnia and Kosovo.

To accomplish these tasks, PDCincludes all building disciplines --structural, mechanical, electrical, civil, ➤

Force protection has been a priority since the destruction of Khobar Towers barracks.


and architectural. “But in security engi-neering, a lot of times those disciplinesseem to disappear because security is anoverarching application,” Sommer said.“The hardened structure side is obviouslypretty serious structural engineering.When you get into anti-terrorism designfor, say, car bombs, the two work hand-in-hand. You have security engineers wholook at the standoff distances and how toprotect windows from shattering. Theywork closely with structural engineers wholook at the building to harden it againstblast pressures from explosions.”

Standoff distance is how near vehiclesor individuals are allowed to come to abuilding. “In installations in the U.S.,there’s usually some standoff distance,” saidBetts. “The problems escalate outside theU.S. In Germany, for example, there isn’t alot of land, so often there’s little standoff.”Standoff is also a problem in densely popu-lated areas like Japan and Korea.

Because DoD has an immense invento-ry of structures throughout the world,much of PDC’s work is retrofitting existingbuildings. “In response to a presidentialdirective, we’re in a three-year program tosurvey all DoD installations,” Sommersaid. “In that program, there’s about 200surveys. We have one year under our belt,but we haven’t done a third of the surveysyet because many of the requests cameduring the first year.”

New construction

PDC expertise is also applied to newconstruction. A Joint Chiefs of Staff com-mittee developed criteria, like standoff dis-tances, for a new DoD constructionstandard for anti-terrorism force protec-tion. (Betts is co-chair.) An interim versionhas been in effect for a year; the final ver-sion will be released later this year. Thenew standards address new construction,existing construction, and expeditionarystructures.

Those criteria impact the cost of con-struction. For example, decreasing standoffdistance increases cost. “If there’s a bombreally close, it’s hard to make that building

stand up,” Betts said. “Move the bombaway, and the effect is less severe. That’swhen we talk about minimum standoff.Keep that bomb a minimum distance away,and you can design the building with mini-mal cost increase.”

PDC also works with manufacturers toensure materials meet criteria. “We’realways looking for things that are proven.Anything off the shelf is attractive if it’sbeen tested,” Betts said. “Unfortunately, alot of times a manufacturer claims some-thing works, but they have no real proof.Until it’s actually been proven using stan-dard testing techniques, we can’t take itseriously. But that’s part of what our testingprogram is doing. They’re taking a lot ofcommercial products and testing them onstructures to see how they work.” Much ofthat work is done at the EngineeringResearch and Development Center labs.

Glass is a major hazard in any blast, andPDC works with research and develop-

ment organizations to make office build-ings perform better. “If a blast occurs, themajority of injuries (not deaths) occurbecause of glass,” said Ed Conrath, whospecializes in blast resistance. “If we canput in better glass and anchor it better at anominal cost increase, we’ve gone a longway toward solving the injury problem.”

Conrath spent a couple months in Israeltesting glass. “They built a full-scale teststructure out in the desert. We’d set up thedifferent part of the test in this structure,

whether we were testing a wall or a win-dow or a column or whatever. I gathereddata after the tests.”

Technology transfer

Technology transfer is another majorpart of PDC’s mission. PDC staff consultswith all services, and calls also come fromprivate firms that contract with the mili-tary. Betts estimated that about a quarter ofeach day is spent answering questions byphone or e-mail.

To aid technology transfer, PDC is cre-ating tools to help users understand infor-mation. “The complexity is so high, theaverage engineer just can’t stay up with itall,” Betts said. “So part of our process isboiling it down to a simple tool (a comput-er program, or a look-up chart, or some-thing) that helps them make their decisionsquickly and get on with the design.”

“Our 14-pound manual for designingconventional sys-tems is much niceron a CD,” Lindseysaid. PDC has alsoput standard infor-mation into com-puter programs.Using an autode-signer, an engineercan select differentexplosives, weights,and types of muni-tions, then get ananalysis that can beapplied to a struc-ture. (This productis still in progress.)

To also helpDoD designers,PDC has set up a

web site for the Blast Mitigation ActionGroup. The web site has commercial prod-ucts that have been tested, with links to themanufacturers’ web sites.

Tele-engineering is another new PDCtool. “Anybody in the field can talk to usby video conference rather than us jumpingon a plane to go there,” Betts said. “We tryto be responsive in as many different waysas possible, but we’re stretched. So if wecan do that without going there, it saves ustime and reduces our customer’s cost.”

Since glass is a major hazard in any blast, PDC works with R&D organizationsto make buildings perform better.

(Omaha, continued from page 35)

➤


don’t set the threat environment,” Wehringsaid. “We approach it from the engineeringperspective. They need to know what theirthreats are and what they want to protect.Do they have to worry about car bombs?We don’t know; they have to tell us.”

“Doug can help that local commanderidentify where money needs to be spent toimprove force protection,” Sommer said.“With that understanding, requirementscan be set for projects, and money can bedesignated for them.”

In the field

“One unique responsibility we have thatother government agencies don’t is theexpeditionary requirement,” Betts said.Compounds are sometimes in the middleof a field in places like Bosnia or Kosovo.“When we build a structure in Nebraska,the design is protective just in case some-one attacks us. In Kosovo, you’re potential-ly taking fire every night. One of thehighest parts of our mission is to supporttroops in the field.

“Historically, the Corps’ mission hasbeen building fixed facilities, and it’s onlyrecently that we started to emphasize troopdeployment,” Betts said. “We determinewhat we think the threat will be and howwe can mitigate it. One thing we looked atin Kosovo was mortars. We used the samebasic principles we’d use for a fixed facility,but we use a lot more improvisation. We

Interest in this information waned a lit-tle after the Beirut bombing in 1985, butthe destruction of the Khobar Towers bar-racks created new priorities. “Since 1996,we’ve seen a lot more awareness and a lotmore things done that weren’t donebefore,” Sommer said. “Structures arebeing built to standards even as we speak.”

Training

Interest has also grown in security engi-neering training. “We’ve taught this classsince 1987,” said Doug Wehring, Chief ofthe Security Engineering Section. “Before‘96 we tried to have a mix of engineers andsecurity people, but we had a problem get-ting engineering interest.” But since 1996,engineering interest has grown. “We’vehad installation master planners, and otherArmy and DoD engineering interests.There’s a huge interest, primarily becauseof top-down emphasis that force protectionhas received since Khobar Towers.”

The minimum construction standardshave also increased emphasis on learningabout force protection. Four years ago,PDC taught six to eight classes a year. In2000, there were 21 classes. Two to fourclasses are taught at Fort Belvoir, Virginia;the rest were taught throughout the world.Contractors are included because theymust incorporate the standards into theirdesigns.

“The success of all this is the teamworkbetween the different players in a project,including engineers, security people, andmany others,” Betts said. “That’s why weteach our classes the way we do. It’s imper-ative for Corps people to understand thatthey can never work in a vacuum. Theyhave to consult with security people andother installation people.”

Assessment

That teamwork includes assessment.Installation personnel are part of the plan-ning team to help PDC engineers under-stand their particular requirements. “We

use things like tim-ber and sandbagsand soil. Thingsyou wouldn’t use inan office building,but it works per-fectly well in themiddle of a wheatfield.”

Gettinginvolved early helpsidentify issues early.Wehring receivedthe Kosovo call at4 a.m.; Betts foundout when hewalked in the officeat 9 a.m. He was ona plane by 3 p.m.“Curt was standing

in front of the task force commander lessthan 24 hours after they asked us to bethere,” Wehring said. “That’s what it tookfor us to be effective; get there early andhave an opportunity to affect the basic lay-out.”

The time to get there may be minimal,but time spent in-country can be forextended periods. “We were supposed tobe in Kosovo six days; we were there sixweeks,” Betts said. Betts also spent twomonths in Bosnia. Conrath spent threeweeks in Bosnia and Croatia and a monthin Albania. Other PDC team membershave similar stories.

On-site work is a broad topic. TheBureau of Alcohol, Tobacco, and Firearmshired PDC to collect data after the Okla-homa City bombing. Conrath was on theUN inspector team in Iraq, and spent threemonths in Kuwait after the Gulf War tohelp with rebuilding.

Video teleconferencing will minimizesome travel, and increase PDC availabilityto the other services. But there are timeswhen the team must be on-site. They willcontinue to work throughout the world,whether it’s office buildings and installa-tions in the U.S., hospitals in Korea, dor-mitories in Greece, facilities in Kuwait orSaudi Arabia, or shelters in the Balkans.

For more information on the PDC, check out itsweb site, http://pdcunx.mro.usace.army.mil.

(Omaha, continued from page 36)

Since the PDC structure section had designed this hardened aircraft shelter, theU.S. Air Force knew how to blow it up after Saddam Hussein took it over.


O-ring sprinkler recall –a life safety issue

by Robert DiAngelo

The U.S. Consumer Product SafetyCommission (CPSC) and the CentralSprinkler Company, an affiliate of TycoFire Products LP, have announced a

voluntary replacement program. The com-pany will provide free parts and labor toreplace 35 million Central fire sprinklersthat have O-ring seals.

The program also includes a limitednumber of O-ring models sold by GemSprinkler Company and Star Sprinkler,Inc. totaling about 167,000 sprinklers.The replacement program includes twokinds of sprinklers, “wet” and “dry.” “Wet”sprinklers are installed in piping filled withwater. “Dry” sprinklers are used in areasthat may be exposed to freezing tempera-tures and do not contain water.

Central manufactured 33 million “wet”sprinklers with O-rings from 1989 to 2000that are covered by the program. Centralalso manufactured 2 million “dry” sprin-klers with O-rings from the mid-1970's toJune 2001 that are covered by this program.

The program also covers 167,000 sprin-klers with O-rings manufactured by GemSprinkler Co. and Star Sprinkler, Inc. from1995 to 2001. A listing of all the modelscovered under this replacement program isin the recall websites listed below.

Central initiated this action because itdiscovered the performance of these O-rings can degrade over time. These sprin-klers can corrode or minerals, salts, andother contaminants in water can affect therubber O-ring seals. These factors couldcause the sprinklers not to activate in a fire.

See the following websites for specificdetails:http://www.cpsc.gov/cpscpub/prerel/prhtml01/01201.htmlhttp://www.sprinklerreplacement.com/VRP/enterVRP.php3

This is the second recall by the CentralSprinkler Company. In 1997, their Omegamodel sprinklers were recalled. Thesesprinklers were also equipped with o-rings.As a consequence of this recall, the Corpssprinkler guide specifications were modi-

fied by notice change to prohibit any sprin-kler with O-rings.

In addition, other O-ring type sprin-klers have been reported, that are notincluded in the recall, such as the ModelJN and Model GS sprinklers manufacturedby the Globe Sprinkler Company, whichexhibit leakage and corrosion problems anda potential for failure. For those sprinklersthat are not part of the recall, UnderwritersLaboratories, Inc. (UL) will test the O-ringsprinklers at no charge. Please contact Mr.Cary Bell of UL at 847-664-2629 to initi-ate this free testing.

Corps of Engineers sprinkler guidespecifications, i.e., UFGS 13930, UFGS13935 and UFGS 13945, have prohibitedsprinklers with O-rings since 1997. Ourconstruction office have been made awareof the problem and for projects under con-struction will take steps to replace anysprinkler equipped with an O-ring.

However, for projects that have beenturned over to the installation, pleaseadvise the installation DPWs that thesprinklers must be surveyed to determinewhether or not the sprinklers are part ofthe recall. If O-ring sprinklers are discov-ered that are apart of the recall, the instal-lation should take the necessary action tohave the sprinklers replaced.The recall procedures are in the websiteslisted above.

We have asked our district constructionoffices to assist installation DPWs in thisrecall, if they have information or knowl-edge as to the type of sprinklers installed. IfO-ring sprinklers are discovered that arenot apart of the recall, they can be submit-ted to UL for free testing.

This is a life safety issue. All installa-tions should take corrective action to pre-vent any potential failure of thesesprinklers.

POCs are Bob DiAngelo, (202) 761-5543; or GaryBauer, (202) 761-1228.

Robert DiAngelo, is a Fire Protection Engineer atHQ USACE. PWD

The Omaha District is the USACE Centerof Expertise for Rapid Response and it

can be an integral part of contingencyplanning done by installations andMACOMS. The Omaha rapid responseteam can be a valuable asset in any contin-gency planning efforts. Not only can theyassist in the development of contingencyplans, but they can also implement theplans and resolve environmental problemsand issues. The assistance they can providespans the spectrum from contingency plan-ning to simple tank removal to a sophisti-cated soil vapor extraction system.

The NWO web site has a link for theteam that provides an excellent summary ofcapabilities, projects, customers, and pointsof contact. Go to www.nwo.usace.army.milto Organization to Rapid ResponseHTRW Program.

For more information on the RapidResponse Program, please call JohnKirschbaum at (402) 871-7071 or e-mailhim at [email protected] An alternate is Mark Herse at (402) 293-2560 or [email protected] PWD

Omaha offersRapid Response

too

Submit your articles andphotographs to the

Public Works Digest


Office of the Deputy Command-ing General for Military Pro-

grams,Installation Support Division

ATTN: Editor, Public WorksDigest, CEMP-IS

441 G Street, NWWashington, DC 20314-1000

Phone: (202) 761-5778 DSN 763FAX: (202) 761-8895

e-mail: [email protected]


The Chief Financial Officers Act (CFOA) requires that the value ofConstruction-In-Progress (CIP) for capital improvement projectsthat meet or exceed $100,000 per facility, be reported on the Army’sannual financial statements. On 28 August 2001, the ACSIM signed

a memorandum to the MACOM Chiefs of Staff that provides imple-menting instructions for the financial reporting of CIP costs associatedwith in-house capital improvement projects.

In addition, it was requested that the procedures be disseminated toboth Engineering and Resource Management activities.

In general, ongoing expenses will be captured and reported as CIPfor each capital improvement project that meets the $100,000 thresholdper facility. These expenses include in-house direct labor, indirect labor,overhead, equipment, materials, engineering design, supervision andinspection.

For contracted projects, include all progress payments made on all

ongoing minor construction projects. For troop construc-tion projects, the project cost is the total funded (materi-als, TDY, equipment rentals, etc.).

The memorandum and instructions are applicable tothe Active Army, U.S. Army Reserves and Army NationalGuard. All installation public works project officialsshould review the instructions athttp://www.hqda.army.mil/acsimweb/fd/policy/CIPre-cording.htm.

The USACE has been reporting CIP for MCA levelprojects but installations have not satisfactorily met thisrequirement for their in-house projects. The requirementwas established as policy in the revised AR 405-45, RealProperty Inventory Management, published 30 June2000, with some additional guidance provided in the newDA Pam 405-45, Real Property Inventory Management,published 15 September 2000. Although the policy/guid-ance was established and disseminated, installationreporting of in-house CIP for FY99 and FY00 was

Construction-In-Progress (CIP) requires recording and reporting

by David N. Purcell

Definition of terms:In-house project: project initiated and paid for by theinstallation that meets the $100,000 threshold per facility(includes all means of accomplishment such as in-houseworkforce, commercial contract, troop construction, U. S.Army Corps of Engineers (USACE)). Capital Improvements: Examples of capital improvementsinclude:

(a) Making an improvement to an existing facility whichmaterially increases its size, efficiency, or useful life.

(b) A project executed to improve or expand the efficiency of an asset that was otherwise in goodworking order.

Examples of projects that are not considered a capitalimprovement:

(a) Replacement in kind of any component of an itemof real property (e.g., roof, floor, utility lines) whenthe component has failed, is in the incipient stages offailing or is no longer performing the functions forwhich it was designated.

(b) Internal reconfiguration of a building, i.e., movingof partitions or equipment.

(c) Making an addition, alteration, improvement, reha-bilitation, or replacement of fixed assets when theydo not materially increase the capacity or operating efficiency of an asset.

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Take my OPAC, please! by Fred Reid and Robert Brown

The IMPAC process is not the mostcost-effective method. IMPAC increasesthe costs of transactions and processingtime. Fees charged by banks are approxi-mately 2.44% of the order issued, $15 permonth for software use, $0.30 for eachtransaction, and approximately $2,000 forequipment.

Also, IMPAC creates additional work inUSACE Finance and Accounting officesthat increases the processing time andrequires additional resources to manage thebank required credit card accounts. All feesin connection with IMPAC have to bepassed on to the customer because theCorps cannot legally absorb those costs.

OPACThe On-line Payment and Collection

(OPAC) is a Department of Treasury sys-tem that provides Electronic Funds Trans-fer (EFT) capability between governmentagencies. OPAC is a standard system acces-sible to government agencies. OPAC is theDepartment of Treasury’s preferredmethod of payment between governmentagencies.

Using OPAC saves the governmentmoney because neither agency pays bankservice fees for maintaining or using theaccounts required for credit card usage.OPAC does not require any additionalwork for the UFC, DPW or the USACEactivity.

A big advantage of using OPAC is thatfunds can be received overnight from most

agencies. The UFC coordinates the receiptwith USACE districts and places themoney in the appropriate advanceaccounts. By using OPAC, DPWsadvance-pay USACE for the service, whichis similar to using IMPAC. The DPWFinance Office can contact the USACEFinance Center to establish a Trading Part-nership Agreement (TPA). Once the TPAis signed, a DPW can push funds to theCorps via OPAC/IPAC or USACE canpull funds once billing occurs. Funds aregenerally received on the next business day.

Eventually, DPWs will be able to usepay.gov to transfer funds to the Corps,using IMPAC if they wish. This will noteliminate the MIPR, because, as withOPAC, it is only a bill payment mechanism.

Pay.govPay.gov is a portal and transaction

engine created by the U.S. Department ofthe Treasury’s Financial Management Ser-vice, offering a package of electronic finan-cial services to assist agencies. It iscurrently used by the private sector to paybills owed to the government. The Depart-ment of the Treasury will work with theUFC to bring pay.gov on-line for use bygovernment agencies. This will facilitateagency compliance with the GovernmentPaperwork Elimination Act (GPEA) byOctober 2003.

OPAC appears to be the best alterna-tive, but it does not replace the MIPR.While OPAC is a means by which fundsare transferred, it does not eliminate thepaperwork that is normally done for reim-bursable work. The government order stillhas to be issued from the requestingagency and USACE will still have a cus-tomer order.

DPWs can begin using OPAC with thisfiscal year’s appropriation. To initiate anOPAC/IPAC TPA, please call Ms. AngelaWilliams at (901) 874-8412.

Fred Reid works for the Installation Support Divi-sion at Headquarters and Robert Brown worksfor the Corps’ Finance Center. PWD

In an effort to find the easiest and mostcost-effective method for DPWs to elec-tronically pay for USACE services,Headquarters, U.S. Army Corps of

Engineers (HQ USACE) and the USACEFinance Center (UFC) evaluated differentmethods of transferring funds from cus-tomers to the Corps. Regardless of themethod adopted, the MIPR (MilitaryInter-departmental Purchase Request) willstill be a part of the process. The MIPR isthe agreement used to do the work; it doesnot transfer funds.

Three options were evaluated, IMPAC(now the Government Purchase Card)),OPAC (On-line Payment and Collection),and Pay.gov.

IMPACThe IMPAC, issued to some agencies

in 1986, was in general use by 1989. How-ever, procurement using the card did nottake off until the Federal AcquisitionStreamlining Act was passed in 1994 andExecutive Order 12931 on procurementreform was issued. These rulings easedpaperwork requirements on procurementsunder $2500 and gave contracting andprocurement officers greater power toauthorize purchases.

One may envision using the IMPAC asyou would VISA or MasterCard, but this isnot true. The rules for using the IMPACare different from those using a personalcredit card because of the intent of its use,obligation to the Government and theaccountability of Government funds.

poorly represented and was notauditable. These instructions will beadded to DA Pam 405-45 when it isupdated.

Proper recording and reporting ofCIP costs requires a coordinated effortbetween the public works and resourcemanagement activities at every installa-tion and will assist in achieving theArmy’s goal of obtaining an unqualifiedaudit opinion of the annual financial

(continued from page 40)statements. An accurate and consistentreporting process will validate the Army’sprocedures for reporting CIP as being incompliance with the CFOA and willenhance our credibility with the auditcommunity.

POC is David N. Purcell, (703) 428-7613 DSN328, e-mail: [email protected]

David N. Purcell works in the Facilities PolicyDivision of the ACSIM. PWD


Location changes for the DPW Worldwide Training Workshop

HQ, U.S. Army Corps of Engineers(HQ USACE) and the Office of theAssistant Chief of Staff for InstallationManagement (OACSIM) will co-

sponsor the DPW Worldwide TrainingWorkshop on 11-13 December 2001.Please note that the workshop location haschanged for security reasons to the Wynd-ham Baltimore Hotel in Baltimore, Mary-land. A MACOM Engineer Conferencewill follow on 13-14 December at the samelocation.

This DPW workshop will be similar instructure and purpose to the DPW work-shop segment held under the umbrella ofthe ENFORCE conference; its focus, how-ever, will be very different. While

The first annual Installation Manage-ment Institute (IMI) will be held 14-18January 2002 in Orlando, Florida, atthe Wyndham Hotel. The IMI

replaces the DPW Combined User’s Train-ing Workshop and will follow the ISRCentralized Training of 7-11 January 2002at the same location.

The purpose of the IMI is to offer cen-tralized training and provide students withthe latest information/instruction needed

ENFORCE concentrates on the militaryengineering aspects as they interface withregimental issues and concerns such asTransformation, this separate DPWWorldwide Training Workshop will begeared towards the more detailed opera-tions and functions. For example, thisyear’s theme of “Facing DPW Challenges”will cover current and emerging issues ontopics such as privatization/outsourcing,environment as well as civilian career plan-ning and best business practices.

We expect to have 300-400 participatein this conference of DPWs and MACOMengineers from Army installations world-wide. Featuring senior Army speakers fromthe Pentagon and a variety of major com-

mands, the workshop will provide an excel-lent opportunity to receive and share thelatest information and best practices in theDPW service profession. Please mark thedates on your calendars and plan ahead toattend.

Exhibitors from both the private sectorand government agencies will also be par-ticipating and time will be set aside for vis-its to the exhibit areas.

For more information or to register,please log on to: www.mhli.org.

POC is Edmund J. Davis at (202) 761-5770, e-mail: [email protected] PWD

Installation Management Institute to be held in January

to accomplish the various DPW missions.This training will be focused classroominstruction presented in a university-stylesetting with individual attendees responsi-ble for enrolling in their specific courses.

Each training class will be focused on aspecific area. Classes will be offered multipletimes throughout the week, depending onaudience demand and nature of the course.

Individuals may register to attend theIMI via an Online Conference Registration

system. MACOMPOCs will be provid-ing specific informa-tion and passwords needed to complete theIMI registration.

If you have any questions, please con-tact the IMI Coordinators: Rebecca Dia-mond at (703) 697-2892, e-mail:[email protected] orRadonna Parrish at (706) 935-4925, e-mail:[email protected] PWD

The Installation Status Report (ISR)continues to grow in importance as amajor tool for assessing installationreadiness and resource requirements.The tool itself continues to evolve. The

FY02 cycle introduces a new, web-basedinterface for Part I (Infrastructure), alongwith a new evaluation format and booklets(available now on the ISR website at(http://isr.xservices.com).

ISR improvements and training availableACSIM sponsored centralized ISR

Training will be conducted 7-11 January inOrlando, Florida. This training will coverthe components of ISR Infrastructure, ISREnvironment, ISR Services, Service BasedCosting, and the Command Viewer.Emphasis will be on changes over the lastdata collection cycle and on the processand procedures of data collection, analysis,Quality Assurance/Quality Control, and

use of data.Attendance for this training will be

coordinated between the MACOM andInstallation MACOM ISR Points of Con-tact.

POC is Anthony Fasolo, ACSIM Plans & Operations,(703) 692-9246, e-mail:[email protected] PWD


Register for the DPW Basic Orientation Course

The Installation Support Training Division (ISTD) at Huntsville, Alabama, has vacanciesin the following FY 02 Training & Career Development Opportunity:

CRS # 988Course Title: DPW PWBOC (DPW Basic Orientation Course)Session: 2002-01Dates: 14-18 Jan 2002Location: Huntsville, ALTuition: $625.00

This course provides students with an overview of the Army Installation ManagementConcepts and Organization and missions, and Directorate of Public Works (DPW) Oper-ations.

The course covers the Real Property requirements planning, acquisition planning, financial and work management systems, and operational evaluation procedures,organization, function and mission of the DPW, and how to integrate real propertymaintenance activities. Classroom instructions includes lectures and practicalexercises.

Nominees should be Department of the Army personnel.To enroll in this class, please call Ms. Sherry Whitaker, 256-895-7425 or Ms. Tonya

Parker, 256-895-7421, in the Registrar Division, Professional Development Support Cen-ter, Huntsville, Alabama. A DD Form 1556 or SF 182 can be faxed to: 256-895-7469.

For more information, please contact the Installation Support Training Division(ISTD), Ms. Beverly Carr, Course Manager, (256) 895-7432, FAX: (256) 895-7478, or e-mail: [email protected] PWD

The vacancy notification (VACNOT) sys-tem is no longer operational.

The Department of the Army’s Direc-torate of Human Resources did not extendthe contract after it expired on 30 Septem-ber 2001 because the value derived fromthe system did not justify the modificationand maintenance costs required for thenumber of employees who regularly usedit. Other factors contributing to this deci-sion included anticipated changes in DAapplication procedures and a similar systemthe Office of Personnel Management pro-vides free of charge.

Department of the Army intends to

VACNOT system discontinued —OPM alternative available

migrate to an inventory-based systemwhich eliminates the need to separatelyannounce each job. There is no need tonotify applicants of Army jobs posted onthe web when most positions won’t beindividually announced, but filled fromopen-and-continuous announcements.

The Office of Personnel Managementprovides, free of charge, an electronic noti-fication system very similar to the VAC-NOT program. It not only providesinformation on Army vacancies, but vacan-cies in all federal agencies-- that is anadvantage over VACNOT.

You are strongly encouraged to use this

free service. To register, go towww.usajobs.opm.gov and click on Jobs toYou by E-mail on the left side of thescreen. To register for Real Estate posi-tions, go to the 1170 option under “series”and choose geographic location options.

Once registered, you will receive auto-matic e-mails of announcements at anyfederal agency. All agencies are required topost their vacancy announcements on thisweb site. If you have any questions, pleasecontact your servicing Civilian PersonnelAdvisory Center. PWD

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