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WELCOME to the 2nd AnnualWalla Walla and Portland DistrictsJoint Navigation MeetingJune 1, 2016Port of MorrowSAGE CenterBoardman, ORUS Army Corps of EngineersBUILDING STRONG
NWP 2016 Lock Maintenance UpdateDwane WatsekChief, Operations DivisionPortland DistrictJune 1, 2016Columbia-Snake River Navigation SystemSpring Stakeholder MeetingUS STRONGSTRONGBUILDING
Bonneville Lock and Dam Annual Preventative maintenance¾ Tainter Valve Inspections¾ Miter Gates¾ Swing Bridge¾ Oil purifying system Inspect components and also replace consumable items¾ Oil¾ Oil Filters¾ Motor/pump couplings Changed broken or plugged grease lines on the Miter GatesBUILDING STRONG
Bonneville Lock and Dam Performed maintenance on each Farval system as requiredannually. Accomplished testing of fire system including the deluge for thedownstream Miter Gates. Performed Preventative Maintenance on various other auxiliarysystems. Tainter Valves (vice miter valves) 1, 2 and 3 for visualinspectionsBUILDING STRONG
Bonneville Lock and Dam Findings and Repairs:¾ No issues identified routine workand PM’s completed on majorcomponents¾ Keeper plate for pin on TainterValve 3 Completion:¾ Work was completed 2 daysbefore scheduled and Lock wasreturn to service¾ All equipment tested prior toRTS.BUILDING STRONG
The Dalles Lock and Dam Annual Preventative Maintenance¾ Tainter Valves¾ Miter Gates Tainter Valves:¾ Valve keepers, pins, bushings and structure inspected¾ Completed Valve HPU mechanical PM s, Electricalwellness checks¾ Dam Safety office conducted conduit inspections Inspect bottom seal and pintle bearings Fill Valve #3 OOS (broken keeper) Gate Strut arms inspected, strut arm limit switches checked forfunctionality and lubricatedBUILDING STRONG
The Dalles Lock and Dam Gate #3¾ Inspect and lubricate wire ropes¾ Inspected gate structure Miter Gates 1&2¾ Gate 1&2 mechanical drive PMs, Electrical systemwellness checks and PMs¾ Inspected gudgeon bushing s, pin s, anchor plates,turnbuckles and turnbuckle air bags¾ Gate 1 gearbox oil purifier installed¾ Gate 2 gearbox oil purifier supply and return plumbingreconfigured Provided access to extended outage construction contractorfor field measurement verificationBUILDING STRONG
The Dalles Lock and Dam HSS inspection (photoshown) Climbing inspection onthe Down Stream Miter showsno issues found duringinspection Completion:¾ Work was completed onscheduled and Lock wasreturn to service with noissues¾ All equipment testedprior to RTS.BUILDING STRONG
John Day Lock and Dam Annual Preventative maintenance¾ Tainter Valve Inspection¾ Gate Inspections¾ Mooring Bit Inspection Hired SDS Lumber Tug to move floatingbulkheads (picture shown) Tainter Valve Structural and MechanicalEngineering inspections performed Electrical DSQ1 preventative maintenanceoccurred and was completed along withas-builts for next year's replacementSDS Lumber contract tugmoving the floatingbulkhead into place at thestart of the annual lockmaintenanceBUILDING STRONG
John Day Lock and Dam District Structural Engineers inspected upstream gateDam Safety/Engineering inspect Valves 2 and 4Upstream and downstream gate structural inspectionComplete PM's and inspections of equipment conditions Findings and Repairs:¾ Tainter Valve 4 seal tear¾ Crack growth in upstream gate Completion:¾ Work was completed 2 days before scheduled and Lockwas return to service¾ All equipment tested prior to RTS.BUILDING STRONG
NWW 2016 Lock Maintenance UpdateRick Werner, P.E.Chief, Operations DivisionWalla Walla DistrictJune 1, 2016Columbia-Snake River Navigation SystemSpring Stakeholder MeetingUS STRONGSTRONGBUILDING
Lower Granite Replaced upstream gate Southside Kevlar rope. Adjustment of tainter gate cabletension, skew, and timing. Inspected and repaired mitergate anodes. Engineering inspection of mitergate pintle bearing structuralarea. Engineering inspection ofdrain/fill valve linkage/rods for afuture project.BUILDING STRONG
Little Goose Replaced Top & Bottom Seal sectionson Fill Valve #4.Drilled out new Trunion Arm Cracks onFill/Drain Valves.Purged/Replaced Grease Lines on allFill/Drain Valves.Checked Tension on Upstream TainterGate Cables.Pushed in Land Side Trunion Pin on USTainter Gate, and installed new keeperplates to prevent backing out in thefuture.BUILDING STRONG
Lower Monumental LSP2 Transformer:ŹŹŹ Purchased temp. transformerOriginal transformer refurbcompleted April 2016Plan to swap out in FY17outageReplaced both gearboxes onUpstream Gate #2BUILDING STRONG
Lower Monumental Lifting eye holes are wallowed through wearwhich provides play in the valve operation thatcan cause severe vibration and/or shockloading that could damage otherparts/machinery. Requires replacing the assembly (lifting plates,pin and bushing)BUILDING STRONG
Lower Monumental Tainter Valves –Fill/Drain Valves Tainter Valve 4 Emergency Work:ŹŹ Future work on Tainter Valve 4:Ź Replaced cracked lifting ears andrepaired guide rodsReplaced grease lines andinstalled EAL grease at trunnionsTrunnion bearings, bushings,keeper plates, and hardwareReplaced seal on Tainter Valve 1BUILDING STRONG
Ice Harbor Full dewater and 5 yeardam safety culvert & taintervalve inspections.ŹConcrete lateral condition- U/S gate machineryrepairs. Tainter Valve – Drain:Repairs.BUILDING STRONG
McNary Grease line repairs on allvalves (project) TV-3 repairs on liftingeyes. (project) Downstream miter gatecrack repair (Contract)BUILDING STRONG
McNary Navlock Bulkheads-Procured 8 New Culvert Bulkheads-Bulkheads utilized to unwater thetainter valves and the navigation lockchamber.BUILDING STRONG
Questions?BUILDING STRONG
6/9/2016Corps of Engineers “Capital InvestmentStrategy for Inland and IntracoastalWaterways”Doug EllsworthSenior Asset Management SpecialistHQ US Army Corps of EngineersDouglas.E.Ellsworth@usace.army.milUS Army Corps of EngineersBUILDING STRONG 1BUILDINGSTRONG BUILDINGSTRONG Changing the Infrastructure ConversationAging Infrastructure: Do we have some? (YES)Green River Lock & Dam 3Rochester, KentuckyBuilt 1836Andrew Jackson was U.S. PresidentGreen River Lock & Dam 4Woodbury, KentuckyBuilt 1839Martin Van Buren was U.S. President22BUILDING STRONG Changing the Infrastructure ConversationAging Infrastructure: But what does ‘aging’ mean?Erie CanalBuilt 1817-1825James Monroe was U.S. PresidentPicture taken 2011Ponte de Vila FormosaPortugalBuilt 25 BCAugustus was Roman EmperorPicture taken 20133Duesenberg JLaGrandeBuilt 1934Franklin Roosevelt wasU.S. PresidentPicture taken 20093BUILDING STRONG 1
6/9/2016Changing the Infrastructure Conversation,“Aging Infrastructure”.What are we reallysaying?Source: Transportation Research Board Special Report 315, “Funding and Managing the U.S. Inland WaterwaysSystem What Policy Makers Need to Know,” Committee on Reinvesting in Inland Waterways: What Policy MakersNeed to Know“.lock performance correlates poorly with age.”“.with some exceptions, little correlation existsbetween the age of locks and their performance asmeasured by delay experienced by system users.”“.age of inland waterways infrastructure are notreliable indicators of the needs of the system or theamount of investment required.”4BUILDING STRONG 4Why a Capital Investment Strategy?Meet WRRDA 2014 Requirements!!Title II, Subtitle A, Section 2002, (d) CAPITAL INVESTMENT PROGRAM.—‘‘(1) IN GENERAL.—Not later than 1 year after the date of enactment of this subsection,the Secretary, in coordination with the Users Board, shall develop and submit to Congressa report describing a 20-year program for making capital investments on the inland andintracoastal waterways based on the application of objective, national project selectionprioritization criteria.‘‘(2) CONSIDERATION.—In developing the program under paragraph (1), the Secretaryshall take into consideration the 20-year capital investment strategy contained in the InlandMarine Transportation System (IMTS) Capital Projects Business Model, Final Reportpublished on April 13, 2010, as approved by the Users Board.‘‘(3) CRITERIA.—In developing the plan and prioritization criteria under paragraph (1), theSecretary shall ensure, to the maximum extent practicable, that investments made underthe 20-year program described in paragraph (1)—‘‘(A) are made in all geographical areas of the inland waterways system; and‘‘(B) ensure efficient funding of inland waterways projects.but also because it is an integral part of Life CycleAsset Management!5BUILDING STRONG 5A Short History of Asset Managementand Risk for Inland Navigation22PreͲ20082008USACE RiskͲInformed Asset Managementpresenta on to Na onal Research CouncilCommi ee on "Predic ng Outcomes ofInvestments in M&R of Federal Facili es"2009FY10 BudgetGuidance, first useof 5x5 "Risk" Matrixfor Naviga on1IMTS Improvement(NavLocks) Report32Opera onal RiskAssessment (ORA)analysis process finalized201011Opera onal Condi onAssessments (OCA) Completedon all IMTS projects201120122IMTS CapitalProjectsBusiness Model(CPBM)5USACE invited to present RiskͲInformedAsset Management approach at PublicRelease of Na onal Research CouncilCommi ee on "Predic ng Outcomes ofInvestments in M&R of Federal Facili es"22013FY13 BudgetGuidance Issuedrequiring use ofAsset ManagementOCA/ORA20144FY14 BudgetGuidance Issued,similar to FY134Water ResourcesReform andDevelopment Act(WRRDA) of 2014FY16 BudgetGuidance Issued,similar to FY155USACE developing CapitalInvestment Strategy per WRRDA2014 using risk informed life cycleasset management20154FutureFY17 BudgetGuidance Issued,similar to FY16FY15 Budget GuidanceIssued, including explicituse of Risk Reduc on asPerformance MetricIt was only in 2008 when USACE first used AM principles of condition and consequence in the “5x5” matrix for2010 Budget“Consequence” at that time was based on tonnage, so is the SAME consequence at a specific site regardless ofthe number, condition, or mission importance, of the components being maintained, repaired or replacedIn 2010 the Corps conducted Operational Condition Assessments on all Inland Navigation projectsAn Operational Risk Assessment process was developed which estimated economic impacts on shippers andcarriersThe FY13 Budget initiated the transition from “tonnage” to “economic impact on our stakeholders” asconsequencesThe process continues to inform the annual O&M budget, focusing on Risk Reduction, and is also being used toinform the long term Capital Investment Strategy6BUILDING STRONG 2
6/9/2016WRDA 1986 to Initiation of CPBMAdministration and Congressdedicate increased for IMTSModernization BUT.2006 Energy and WaterDevelopment ActIWTF Revenues exceedExpenditures.IWTF Expendituresexceeds Revenues 43.4 million ofthis balancewas alreadyobligated,leaving only 14.3 millionavailable fornewobligationsEmphasis on initiating projects to get them in the pipeline led to spending down the IWTFsurplus and simultaneously constructing more projects than could be efficiently funded7BUILDING STRONG 7The Genesis of the 2010 CPBM Decline of the Trust Fund balance to the pointthat expenditures limited to the amount ofannual fuel tax revenues for that yearIncreased costs and constrained IWTF resultedin a backlog of authorized projects that had notyet begun construction.This backlog, in turn, exacerbates the decliningreliability of the IMTS. At the request of the InlandWaterways Users Board, the Corpsdeveloped the Capital Projects BusinessModel (CPBM)Collaborative effort between industryrepresentatives and U.S. Army Corps ofEngineers inland navigationexperts.“.the Secretary, in coordination with the Users Board, shalldevelop and submit to Congress.”BUILDING STRONG 82010 Capital Projects Business Model2010 Capital Projects BusinessModel (CPBM)Good results using data and information available at that time!!9BUILDING STRONG 3
6/9/2016Why a Capital Investment Strategy?Meet WRRDA 2014 Requirements!!Title II, Subtitle A, Section 2002, (d) CAPITAL INVESTMENT PROGRAM.—‘‘(1) IN GENERAL.—Not later than 1 year after the date of enactment of this subsection,the Secretary, in coordination with the Users Board, shall develop and submit to Congressa report describing a 20-year program for making capital investments on the inland andintracoastal waterways based on the application of objective, national project selectionprioritization criteria.‘‘(2) CONSIDERATION.—In developing the program under paragraph (1), the Secretaryshall take into consideration the 20-year capital investment strategy contained in the InlandMarine Transportation System (IMTS) Capital Projects Business Model, Final Reportpublished on April 13, 2010, as approved by the Users Board.‘‘(3) CRITERIA.—In developing the plan and prioritization criteria under paragraph (1), theSecretary shall ensure, to the maximum extent practicable, that investments made underthe 20-year program described in paragraph (1)—‘‘(A) are made in all geographical areas of the inland waterways system; and‘‘(B) ensure efficient funding of inland waterways projects.but also because it is an integral part of Life CycleAsset Management!BUILDING 10STRONG Inland Navigation InventoryNationally Standard Component Hierarchy across the Corps NavigationPortfolioBUILDING STRONG Operational Risk AssessmentBaseline Risk ProcessEstablishes all risk metrics in relationship to twoprimary criteria: Mission -- the combination of adverse conditions and consequencesthat would occur from an Unscheduled Outage due to componentfailure, resulting in an inability to lock traffic and/or maintain thenavigation pool and Safety -- the combination of adverse conditions and consequencesthat would occur from a component failure, resulting in exposure ofthe project personnel and end users to life safety impactsProbability of Operational Failure X Consequence of Failure12BUILDING STRONG 4
6/9/2016For Each Component in the InventoryBUILDING STRONG 13The Pieces of the PuzzleAll of this for 166,000 asset components across the IMTS!!BUILDING STRONG 14Calculating Operational Risk (ORA)Probability of Operational Failure X Consequence of Failure(Unsatisfactory Performance)What is the Condition of Components inyour site specific Inventory? and based onthe condition of THAT Component what isits Probability of Failure?What is the average “ImpactRecovery Duration” (in DAYS) torestore Mission capability for thatcomponent from a failure thatcaused an Unscheduled Outage?Notional Example:Component “X” has anIRD 20 daysComponent “X” in Condition “D”Has P(f) 0.488996058P(f)0.488996058x Consequence X 2,663,000 15What Economic impacton Shippers-Carriers isthere based on theDuration of thatUnscheduled Outage?At L&D Site Y” the Econ Impacton Shippers-Carriers for anUnscheduled Outage of 20 days 2,663KRisk 1,302,197BUILDING STRONG 5
6/9/2016Calculating Operational Risk ReductionNotional Example (Prior Risk, i.e. Current Risk):Component “X” in Condition “D”Has P(f) 0.488996058P(f)0.488996058x Consequence X 2,663,000 Risk 1,302,197Example W/PY “Fully Repair” –(resets Condition and thus P(f) to “B”)Component “X” in Condition “B”Has P(f) 0.074939894P(f)0.074939894x Consequence X 2,663,000 Risk 199,565Risk Reduction 1,302,197 - 199,565 1,102,632 for that component16BUILDING STRONG Using The Pieces of the PuzzleAnalytics in Budget Workbook for ALL IMTS sitesBUILDING STRONG 18BUILDING STRONG 6
6/9/2016Navigation Project Risk ExposureThe Basics (“critical non-routine maintenance”):9999Need to repair the most critical assets/components that Are in the worst shape/condition that Have the highest likelihood of failing and Causes the highest impact on our customersFIX these!!!Example: Part of a single project siteHow much risk is at that Project? Can I take care ofit with O&M? OR do I need a Capital investment?BUILDING STRONG 19USACE AM Total Risk Exposure (TRE)For EACH IMTS Site (to Component level):Inventory ConditionP(f)XEcon Impact onShippers and Carriers XRisk(@ Component level) TRETotal Risk Exposure is composed of:“Residual Risk” – Components in “A” & “B” conditionthat currently do NOT show impacts on missionperformance (including components that have beenRepaired/Replaced)“Operational Risk” – Components in “C” thru “F”condition that currently show impacts on missionperformanceEach IMTS Site will have varying degrees of Operational and ResidualRisk which can inform Investment StrategiesBUILDING STRONG 20Spectrum of Investment StrategiesProject LevelRisk Exposure LevelsInvestment Strategy?Plan for CapitalInvestmentSIMILAR Residual Risk Exposure SIMILAR Operational Risk Exposure and everything in between IncreaseMaintStrategic MaintenanceHIGH Residual Risk Exposure ManagementLOW Operational Risk ExposurePast the “Point of NoLOW Residual Risk Exposure Return?” – Rehab orHIGH Operational Risk ExposureModernization21BUILDING STRONG 7
6/9/2016Life Cycle Investment nizationRisk Exposure assists in informing Life Cycle Investment Decisions22BUILDING STRONG National IMTS Portfolio ( 200 sites)CIS - MajorRehab/ModernizeWorkingOperationalDraft - Pre-Decisionalasofofthe13 TopMay1515“Risky” ProjectsCurrentRisk ExposureExceeds the Rest of the IMTS COMBINED.this is CIS Filter #123O&M – Minimal PM,Recurring and MinorCorrectiveMaintenanceO&M – PM,Corrective andMinorMaintenanceO&M – Minorand MajorMaintenanceGOAL: Move Risk Profile to the leftwith best mix of CG and O&MNotional Life-Cycle Asset Management StrategyIntegrated Investment StrategyBUILDING STRONG Operational Risk Exposure – Feature System(Condition/Risk of Critical Components across entire IMTS)Feature SystemFeature System Sub-System ComponentNotional Working Draft Pre-decisional ExampleMaintain and Repair the Most Critical Components that havethe Potential to Cause Highest Mission Impacts24BUILDING STRONG 8
6/9/2016Ensuring Capital Investment vs O&MDefinition for Major Rehabilitation of inland waterway projects found in Section 205 of theWRDA 1992 -- “For the purposes of laws relating to navigation on inland and intracoastalwaterways of the United States, the term “rehabilitation” means -(1) Major project feature restoration –(A) which consists of structural work on an inland navigation facility operated andmaintained by the Corps of Engineers;(B) which will significantly extend the physical life of the feature;(C) which is economically justified by a benefit-cost analysis;(D) which will take at least 2 years to complete; and(E) (ii) which will require at least 20 million (as amended by WRRDA 2014) or currentthreshold (for FY 2017, the threshold will be 21 million after inflation adjustments ofthe annual President’s Budget) in capital outlays”The WRDA 1992 definition also includes structural modification of a major project component(not exhibiting reliability problems), but currently, the CIS only focuses on the larger reliabilityprojects. Further, the definition states that Major Rehabilitation does not include routine,deferred, or minor maintenance and that the dollar threshold referred to above shall be adjustedannually according to the economic assumption published each year as guidance in the AnnualProgram and Budget Request for Civil Works Activities of the Corps of Engineers.Combined with review of Budget and Annual Work Plans .these areCIS Filters #2 and #3.next Steps MRR or Feasibility Study?BUILDING STRONG 25The Journey Continues Beyond WRRDA 2014 Delivering for the Present While Preparing for the FutureSubjectiveObjectiveLife CyclePortfolio AMOriginalCapitalProjectsBusinessModel- Single “Top Level”Condition- No Probabilities- Only Annual EconImpactRiskExposureScreeningInterim StepImprovements- OCA Condition on 166Kcomponents- Baseline Failure Curves- Annual Econ Impact onShipper and Carriers forUnsch Outages (1-365 days)- Continued collab andintegration with Planning CXfor Inland Navigation,Inland Navigation DesignCenter, and RiskManagement Center- Move beyond Annual Econimpact to Benefits overextended Service Life- OCA Ver 2.0- Mature Failure Curves tied toActual M&R Investments- Reliability Event Trees- Full IMTS “Systems” Analysis(Supply and Demand)- Optimal Life Cycle InvestmentStrategies, PM toRecapitalizationStrategic Internal and External Communications throughout!2627BUILDING STRONG BUILDING STRONG 9
6/9/2016The Original Plan to Meet WRRDA2014 Requirement 6 May 15 – Initial Corps Draft CIS report to ASA,OMB and IWUB for Feedback and Comment 14 May 15 - Inland Waterways Users Board meeting #75 21 May 15 -- Biweekly Industry Feedback call/webinar 28 May 15 – IMTS BoD 29 May 15 – Final Draft Corps CIS Report Now to June 5th – Vetting with ASA and OMB to finalizereport 10 June 15 – ASA transmit report to Congress 10 June 15 – House T&I Committee Hearing on WRRDA201428BUILDING STRONG May 2015 CIS Determined Risk Informed Priorities Draft Scenario Funding Schedule Comparison¾ Budget¾ Annual Allocated¾ Maximized IWTF Program (Fully supported byIndustry) Key Concepts Incorporated from 2010 CPBM¾ Concept of “Finish What You Start”¾ Efficient Funding as Best We Can¾ Incorporate Life Cycle Asset Management Additional Stakeholder considerations incorporated¾ Advance Preconstruction Engineering and Design(PED) and construction on one or two lockmodernization projects on the Upper Mississippi Riverand Illinois Waterway system (NESP)29BUILDING STRONG Reality - WRRDA 2014 CIS ReportTransmitted on 24 March 2016Also transmitted to Inland Waterways Users Board30BUILDING STRONG 10
6/9/2016Users Board Advice andRecommendations to CongressBUILDING STRONG Many Changes Since 2010 CPBMEstablishing New Baseline(s)2010 CPBMMove Start DatesOriginal 2010 Schedule Assumed: 380M/year available (total) Key Considerations Moving Forward: Update economics, schedules andfundingIWTF share of Olmsted changed to 15% Major Rehab threshold changed to 20M Timing/Phasing of Engineering andEconomic Updates 0.09 Fuel Tax Increase Greater Focus on RiskIWTF share assumed fuel tax increaseAssumed matching funds available Dams 100% General Treasury Major Rehab (MR) 100% GeneralTreasury up to 100M 60M /- per year set aside for (MR) Continuing Contract Clause32BUILDING STRONG # ‘Ongoing’ ProjectsCompleted # of NEW ConstructionProjects Completedand # In Progress(completion beyond the20-year timeframe)(Note: Limited to 180 million GeneralTreasury) # of Major RehabsCompleted and InProgress Description of whathappens to the TrustFund Balance over the20 years General comparison toother Scenarios33BUILDING STRONG 11
6/9/2016Final CIS The 2010 IMTS Capital Projects Business Model reportgenerally reflected the views of the Users Board, but not theAdministration. In accordance with WRRDA 2014, the Draft report coordinatedwith inland navigation stakeholders, but required the Secretaryto submit the report and therefore the report represents theviews of the Administration.34BUILDING STRONG Final CIS (cont.) Capital Investment Strategy provides a 20-year strategy formaking capital investments on the inland and intracoastalwaterways based on the application of objective, nationalproject selection prioritization criteria. The CIS implementednew asset managementtools that were notavailable at the time ofthe development of the2010 plan. Because ofthis, the underlyinganalysis is more rigorousand objective.35BUILDING STRONG Final CIS (cont.) The CIS takes into account the WRRDA 2014 changes to fundOlmsted Locks and Dams 85% from General Treasury and 15%from IWTF, the increase in the major rehabilitation threshold to 20 million, and the ABLE Act, which increased the fuel taxfrom 0.20 per gallon to 0.29 per gallon effective 1 Apr 15. The top four ongoing construction projects remain thesame: Olmsted, Lower Mon 2, 3, and 4, Kentucky Lock andDam, and Chickamauga Lock. Future projects may bedetermined to be higher priority than these projects, which wouldaffect funding decisions. Other project rankings are not directly comparable to priorrankings, because some projects were completed, work wasperformed on some projects to reduce risk, and other projectsare considered in the CIS that were not previously ready to beconsidered in the 2010 CPBM.36BUILDING STRONG 12
6/9/2016Final CIS (cont.) The CIS is a planning framework to help consider potentialpaths forward for how to manage the inland waterwaysprojects. It is not a budget document and therefore does notmake budget recommendations, nor does it constrain theconsideration of projects based on budgeting criteria includingthe 2.5 Benefit-Cost Ratio. Out-year revenue projections used in the CIS are based on U.S.Treasury Department estimates.37BUILDING STRONG Final CIS (cont.) The CIS proposes to keep a minimum balance of 20 million inthe IWTF to help address unforeseen needs in any given year. The CIS includes 20-year scenarios, but only provides projectspecific details for the first five years due to the significantuncertainties about cost, timing, and specific projects further inthe future.38BUILDING STRONG General size of the window is a leading indicator ofthe magnitude of opportunity to account for variabilityof the annual funding fluctuations. Illustrate opportunities related both to potentialavailable funding and duration of a plannedconstruction activity. Multiple opportunities in each scenario to “moveprojects to the left” Clear differences in the depth and breadth ofopportunities available for consideration.39BUILDING STRONG 13
6/9/2016Final CIS (cont.)40BUILDING STRONG Questions?Doug EllsworthSenior Asset Management SpecialistHQ US Army Corps of ING STRONG 14
U.S. COAST GUARDONCOLUMBIA RIVERANDSNAKE RIVERJohn MoriartyD13(dpw)206 220 7274john.f.moriarty@uscg.milSlide 1 of 92
USCG DISTRICT 13Stations (15)PersonnelActive ectorsPuget SoundColumbia RiverNorth BendAir Stations (3)Port AngelesAstoriaNorth Bend AIRFAC NewportBuoy Tenders (3)225’ Astoria175’ Everett100’ PortlandORPatrol Boats (9)110’Port AngelesCoos Bay87’Port TownsendPort Angeles (3)Bellingham (2)EverettIDVessel TrafficService (1)Puget SoundAids to NavigationTeams (4)Maritime Force Protection Unit (1) - Bangor87’ Patrol Boats (2)64’ Special Purpose Craft (6)33’ Special Purpose Craft (6)Washington (7)BellinghamPort AngelesNeah BayQuillayute RiverSeattleGrays HarborCape DisappointmentOregon (8)Tillamook BayPortlandDepoe BayYaquina BaySiuslaw RiverUmpqua RiverCoos BayChetco RiverSummer Only (Dets)Coquille RiverRogue River
DPW MISSION Manage and oversee waterway system design (systems management) iawregulatory elements of the Coast Guard’s maritime mobility responsibilities to ensurethe effective and efficient movement of commerce and access on navigablewaterways, including but not limited to:(1) Short Range Aids to Navigation (fixed and floating) iaw 33 CFR 62(2) Limited access areas (e.g. Safety and Security zones, Regulated NavigationAreas)(3) VTS/AIS(4) Safety of Navigation for LNG/LPG, Alternative Energy Projects & EIS(5) Bridge Administration Program(6) COTP Waterways Management program oversight(7) Direct the employment of District AtoN cutters(8) Coordinate and support the Canada/U.S. Joint Coordinating Group for VesselTraffic Management Service.(9) AS DIRECTED
World of Work Manage 1,891 Federal Aids and approximately1,000 Private Aids Regulate 748 Bridges (654 fixed & 94 drawbridges) Directly Supervise CGC FIR (20 ton capacity)and CGC HENRY BLAKE (10 ton capacity) Provide Program Direction and Oversight toSectors regarding AtoN waterways.
BRIDGES RIVERS & HARBORS IMPROVEMENTACT 1899 TX from USACE to USCG in 1967 forSECTION 10 90 BRIDGES from Astoria to the headof the Columbia River and to Guffy DamSite (mile 450)
Force Laydown CGC FIR (225’ WLB – D13) CGC HENRY BLAKE (175’ WLM – D13) CGC BLUEBELL (100’ WLI – SEC ColumbiaRiver) ANT’s:––––Astoria (1 TANB, 1 20’ ABS – SEC Columbia River)Kennewick (1 TANB, 1 20’ ABS – SEC Columbia River)Puget Sound (55’ ANB, 2 TANB’s – SEC Puget Sound)Coos Bay (1 TANB, 1 20’ ABS – SEC North Bend)For Official Use Only
ANT KENNEWICKHomeport: Kennewick, WAAOR: Hood River toLewiston, ID, LakeRoosevelt & Fort PeckCrew: 8 with E-7 Officer inChargeFloating Aids 21Fixed Aids 245For Official Use Only
CGC BLUEBELLHomeport: Portland, ORFloating Aids 136AOR: Astoria to Lewiston, IDFixed Aids 229Crew: 15 with CWOCommanding OfficerFor Official Use Only
CGC HENRY BLAKEHomeport: Everett, WAFloating Aids 156AOR: WA and OR CoastFixed Aids 62Crew: 28 with LT (O3)Commanding OfficerFor Official Use Only
CGC FIRHomeport: Astoria, ORFloating Aids 115AOR: WA and ORFixed Aids 0Crew: 46 w/ LCDR (O4)Commanding OfficerFor Official Use Only
Questions?Cape DisappointmentANT AstoriaCGC FIR
Projects and Partnerships
Long term planning for inland system repairs Corps & PNWA – working together Continues collaboration that led to success with ARRA fundsStrategy: Identify future major maintenance needs Predict and plan for system closures years in advance Provide funding vision for Corps HQ and CongressGoal: minimize plannedand unplanned systemclosures
2010-2011 major maintenance activitieswere well planned Collaborative planning since 2006: USACE – Portland District USACE – Walla Walla District PNWA 2007: Identified Columbia and Snake River maintenance and repairneeds; drafted timeline 2009: American Recovery & Reinvestment Act (ARRA – “stimulus”)package provided ability to move forward with plans
Columbia Snake River Locks Major Repairs – 2010/11COMPLETED Significant federal investment New gates at 3 locks, major repairs at 3 others in one closure Ensure
¾Inspect and lubricate wire ropes ¾Inspected gate structure Miter Gates 1&2 ¾Gate 1&2 mechanical drive PMs, Electrical system . Adjustment of tainter gate cable tension, skew, and timing. Inspected and repaired miter gate anodes. . James Monroe was U.S. President
