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U.S. ARMY ENGINEERING AND SUPPORT CENTER, HUNTSVILLEU.S. ARMY ENGINEERING AND SUPPORT CENTER, HUNTSVILLE

The U.S. Army Engineering and Support Center, Huntsville, engineers adaptive, specialized solutions

across a broad spectrum of global enterprise covering five main lines of effort:

Energy, Operational Technology, Environmental, Medical, and Base Operations and Facilities

The U.S. Army Engineering and Support Center, Huntsville, engineers adaptive, specialized solutions

across a broad spectrum of global enterprise covering five main lines of effort:

Energy, Operational Technology, Environmental, Medical, and Base Operations and Facilities

The

Bulletin

January 2024

Story on page 4Story on page 4

Welcome Home!

2 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville













The Bulletin is an authorized ocial publication, published quarterly under provision of AR 360-1, the

Huntsville Center Public Aairs Oce publishes e Bulletin to provide useful command information to

our internal civilian and military employees. Contents are not necessarily the views of or endorsed by the

U.S. government, Department of Defense, Department of the Army, USACE or Huntsville Center.







HNC

Bulletin Content

Commander’s Thoughts............................................................................................... 3

Ribbon cut on new Huntsville Center….......................................................................4

Program review ensures ERCIP moving forward….....................................................5

Team wins Army LSS recognition….............................................................................6

Safety Ofce recognized as USACE celebrates excellence during 2023 National

Awards Ceremony…......................................................................................................7

Program furnishes Army War College academic facility…..........................................8

Meet Arthur Martin III…..............................................................................................9

Lordemann steps in as new EMCX director …...........................................................10

Fiscal Year 2023 Year in Review…................................................................................12

2024 | January | e Huntsville Center Bulletin | 3

Commander’s Thoughts



“









”

eam,

It was great to see the Huntsville

Center team show up in full force

as employees, former employees, friends

and family attended our ribbon cutting

ceremony at our new home at

Redstone Gateway.

 TheJan.9ceremonyofcially

opened the doors of Huntsville Center

on Redstone Arsenal. Ground was

broken on the new facility at RG-300

on Nov. 5, 2021, and here we are a little

over two years later moving into our

new facility.

We are all so fortunate we are able to

move into a world class facility, bringing

people together to create the synergy

we had pre-pandemic.

We are also fortunate to be located

on Redstone Arsenal, a one-of-a-kind

Army installation which is home to

diverse organizations, mission sets, and

testing sites making it a Federal Center

of Excellence.

Because our new facility is very

accommodating and its location

convenient, we are seeing U.S. Army

Corps of Engineers organizations

utilizing it too, such as the USACE

Deputy Commander’s Conference

happening in March and ERDC’s Off

Site this summer.

However, as anyone with any

knowledge and understanding of the

construction process knows, there are

always going to be hiccups before full

occupation of a new facility comes to

full completion.

One of our biggest issues over the

last few weeks has been IT.

However, Mike Chopard and his

team have done an excellent job getting

our IT transferred and up and running.

We currently have network connectivity

up with access to all local servers. All

hardwalledofceshaveconnectivity

and have been tested and the ACE-IT

team is currently connecting and testing

cubiclesoneveryoorinthebuilding,

focusingonthe3rdoortoensurethe

rstwaveofemployeesmoveinJan.29

have the connection they need.

I also want to provide an update on

the facility security. Security guards will

post at the security desk from 7 a.m.-5

p.m., Monday - Friday, to handle any

foottrafccomingintothebuilding.

If you have visitors coming, you

should be aware of the time the guards

will be available and schedule those

meetings appropriately. Our new

security authorization system is up

andrunningandtheSecurityOfce

is enrolling people now. Anyone who

hasn’t already enrolled can enroll on

yourrstdayinthebuilding.

The CAC pin reset system is also

available now, so if you lock yourself

out,youcancontacttheSecurityOfce,

and they can assist you with resetting

your pin. However, if you need CAC

service, any issues regarding anything

but the PIN, you will need to go to

Redstone One Stop for the time being.

For so many of us, a new year also

meansanewroutineandtnessis

often at the forefront of that routine.

I urge you to take advantage of the

tnesscenterandtherelaunchingof

the Wellness Committee. I’m sure Beth

Norriswillllusinonanyplansforthe

group.

Ronnell Booker was selected as

Contracting Director, replacing Colleen

O’Keefe who retired. Ronnell is an

experienced acquisition professional

recognized as an authority on

acquisition and contract award, contract

administration and procurement policy.

 RonnellisapriorArmyofcer,has

been an Army civilian since 2005, and

has been with the U.S. Army Corps of

Engineers since 2012. He comes to us

from Headquarters, USACE, where

he was the Chief, Strategic Operations

Division and later the Executive

Director of Contracting. Ronnell, we’re

glad to have you aboard.

The third Monday in January was

the Dr. Martin Luther King, Jr. Day

of Service. January 15 marked the

30th anniversary of this National

Day of Service. This year also holds

particularsignicanceasitmarksthe

60th anniversary of Dr. Martin Luther

King Jr., being awarded the Nobel

Peace Prize. At the age of 35, Dr. King

became the youngest man to receive the

Nobel Peace Prize for his commitment

to nonviolent methods during the Civil

Rights Movement.

Thank you all for what you do and

Essayons!

4 | e Huntsville Center Bulletin | September 2023

undreds of employees, former employees, friends,

familyanddistinguishedvisitorslledwarehouse

at the U.S. Army Engineering and Support Center’s

newfacilityatRedstoneGatewayforaceremonyofcially

opening the

doors of Huntsville Center on Redstone Arsenal.

In his opening remarks, Col. Sebastien Joly said he was

“probably the happiest and proudest commander in the

United State Army.”

“Welcome to the new home of the U.S. Army

Engineering and Support Center in Huntsville on Redstone

Arsenal,” Joly said before an eruption of whoops, cheers

and applause from the crowd.

Joly went on to trace Huntsville Center’s origins as

Huntsville Division in 1967, and went through the locations

the Center has called home over the last 56 years.

 HuntsvilleDivision’srstofceswerebrieyina

converted textile mill on Meridian Street in Huntsville. The

Division then located to a facility on Wynn Drive in the

new Cummins Research Park before settling into a new

facility at University Place in 1995. When that facility could

no longer support the Center, it moved temporarily to a

facility at Thornton Research park in 2018.

Ground was broken on the new facility at RG-300 on

Nov. 5, 2021.

“And here we are a, little over two years (later) cutting the

ribbon on the (U.S. Army) Corps of Engineers newest and

most capable facility to date,” Joly said.

 Theceremonyendedwiththeofcialribboncuttingas

Joly was assisted by the Center’s most tenured employee,

Jennifer Cooke, and the Center’s newest employee, Chris

Boyett. Cooke has been a Huntsville Center employee since

1987. Boyett came on board Jan.1.

The new 205,000 square foot facility is located on

Redstone Gateway’s Secured Gateway area behind the

Arsenal’s Main Gate 9 on Rideout Road.

It is a purpose built, three story building allowing the

Center to consolidate its off-post leases, consolidate the

Center’s workforce, and provide a more secure environment

for the Center’s staff.





Huntsville Center Public Aairs

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



U.S. Army Engineering and Support Center, Huntsville

2024 | January | e Huntsville Center Bulletin | 5

ore than 40 people gathered at

Redstone Arsenal, Alabama,

Dec. 5-6 with another 40

attending virtually for a programmatic

review of the U.S. Army Corps of

Engineers’ Energy Resilience and

Conservation Investment Program

(ERCIP).

A subsection of the Department of

Defense-wide Military Construction

(MILCON) program, ERCIP

specicallyfundsprojectssavingenergy

and water, reducing energy costs, and

improving energy resilience and security

for federal and military stakeholders.

The ERCIP program review is key

for the project execution after

Headquarters USACE assigned

Louisville District the mission in 2022

of providing program management and

construction contract management and

administration of ERCIP projects, said

Jeremy Cobb, Great Lakes and Ohio

River Division ERCIP

Program Manager.

The Great Lakes and Ohio River

Division, Louisville District and U.S.

Army Engineering and Support Center,

Huntsville were selected to deliver

the ERCIP program for their strong

collaborative approach.

Geographic districts continue having

responsibility for participating in

planning and design while performing

design reviews with Louisville District.

Huntsville Center’s ERCIP Validation

Program is the Army’s ERCIP

requirement development experts

providing planning and technical

support to the Army by validating

all ERCIP projects before they are

submittedtoOfceof theSecretaryof 

Defense to compete for funding.

As facilitator of the event, Cobb

said having key stakeholders in the

meeting allows for good discussion on

their concerns and issues with

the program.

“The meeting focused on the

internal process of executing the

program since we have developed this

partnership with Louisville District and

Huntsville Center,” Cobb said.

“It was good to get contracting,

legal, planning, project management,

engineering and construction all in the

sameroomtondwaystoimprove

executionandndefcienciesin

our processes.”

Cobb said ERCIP has a lot of

technical challenges and bringing in

subject matter experts to provide

information about the challenges while

developing and planning for microgrids,

commissioning, and black start exercises

provides the teams working on the

program a better picture of the issues

and challenges.

As host for the meeting, Arthur Martin

III, Huntsville Center Programs

Director welcomed the attendees.

Martin said the challenges from

Huntsville Center’s perspective have

centered around getting a robust list

of projects submitted, vetted, and

approved and then securing the funding

streams to execute those projects.

“When considering the challenges

that we’ve had with increased supply

chain material costs, a lot of contractors

submitted proposals that have exceeded

project amounts bust, so getting any

sort of programming actions to get to

the right project amount has been a

challenge,” Martin said.

“Making sure that you have viable











Huntsville Center Public Aairs

See ERCIP





6 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

projects with a proposal that is within the budgetary ranges

of project and then if it’s not secured, additional funding

is needed to make the project go that has been the most

challenging part and of course the contracting capacity

because there’s been a run on a contract capacity and making

sure that all the Districts, including Huntsville Center, have

sufcientAEcontractcapacitytogetouttherequirements

coming in.”

Martin agreed with Cobb ‘s assessment of the best value

of the program review is bringing all the players together

while providing an opportunity for LRD, Louisville

District and Huntsville Center, as well as other associated

organizations, to collaborate and focus on the process works.

“Understanding the roles and responsibilities of all of the

various players to recognize that the other players understand

that you have a seat on this team bus and that your voice is

going to be heard is vital to the program’s success,” Martin

said.

Martin said now that Louisville District is the point for

ERCIP construction, the system is working better than it did

in the past when various Districts competed for funding.

“Embracing the ‘One Door to the Corps’ philosophy

creates the structure for this program to function effectively.”

ERCIP



Huntsville Center project

delivery team was recognized

with an Army Lean Six

Sigma Award for the creation and

implementation of the Welcome2It

dashboard.

Huntsville Center’s Human Capital

OfceandResourceManagement’s

Business Management Division

teambuiltthersteveron-line

“Welcome2IT” dashboard to simplify

in-processing procedures by executing

100 percent digital onboarding,

meetingalladministrativeandduciary

requirements, and ensuring employees

are set up for success from day one as a

Huntsville Center employee.

The Welcome2it dashboard

transforms the Huntsville Center

Personnel On-Boarding experience

from an analog and collage of emails

with attached documents, websites,

and limited points of contact into an

Online Digital Portal with a “Status

Dashboard” and with visibility across

departments.

Team members Carlos Reis,

Charmika Merriweather, Kevin Breece,

Brian Tachias and Cindy Clover were

presented the award during the Center’s

Organization Day in October. The

project was also winner of U.S. Army

Corps of Engineers Innovation Award

in 2022.

According to Reis, prior to the

Welcome2it Dashboard, Huntsville

Center use a paper check-list”for

processing new Huntsville Center

employees. “New hires would go

around hunting people to get signatures

and complete the list, Reis said.

However, Reis said the greatest

shortfall was new employees not

receiving orientation to health insurance

for weeks after on-boarding the Center.

 “Newhireshealthbenet

informationisnowprovidedontherst

day of their processing and the new hire

can be in-processed in nine days,” Reis

said.

The dashboard the team built allows

supervisors to provide new personnel

with a digital checklist on day one and

new personnel to know the events,

order of events and actions required to

process.

Reis said the site has different

phases, with completion of each phase

sendingemailnoticationsnotifying

employee of action required for the

next phase.

Welcome2It innovation supports

senior Army and USACE Leadership’s

mantra of caring for its number one

asset – people – and making a positive

rstimpressionforitsnewemployees

on day one sets the tone.





Huntsville Center Public Aairs









2024 | January | e Huntsville Center Bulletin | 7

untsville Center’s safety program

was recognized once again

with the U.S. Army Corps of

Engineers Safety Awards of Excellence

– Division Category presented during

an annual national awards ceremony,

Nov. 29, at USACE Headquarters.

In 2022, Huntsville Center became

therstUSACEorganizationtoearn

the Army’s prestigious Safety and

Occupational Health Star in recognition

for the development, implementation

and continuous improvement in the

prevention and control of occupational

safety and health hazards.

More than 20 awards were presented

during the ceremony.

“I just want to say thank you for

everything you do each and every day,”

said Lt. Gen. Scott A. Spellmon, 55th

Chief of Engineers and commanding

general of the U.S. Army Corps of

Engineers. “There is no more important

asset in the Army Corps of Engineers

than our people.”

Spellmon went on to discuss

USACE accomplishments in the past

year and recounted a recent White

House meeting he attended, where

the President thanked USACE for the

great work and unique value the Corps

provides to the nation. “That’s thanks

to all the incredible work (our USACE

teammates)dooutintheeldevery

day,” Spellmon said.

Other awards presented were

Construction Management Excellence

Award, Nolan B. Eusebio, Jacksonville

District; Cost Engineer of the Year,

Allan D. Annaert, Mobile District;

USACE Project Delivery Team of the

Year – Excellence, Isabella Dam Safety

ModicationProject,Sacramento

District; USACE Program Manager of

the Year, Joseph Zaraszczak, Middle

East District; Chief of Engineers

Operations and Maintenance Castle

Award, Capt. Brian Ragsdale, St. Louis

District; Chief of Engineers Natural

Resources Management Employee

of the Year, Deryck Rodgers, Rock

Island District; Chief of Engineers

Don Lawyer Award Regulator of the

Year, Jessica Cordwell, Jacksonville

District; Chief of Engineers Hiram

M. Chittenden Award for Interpretive

Excellence, Tammy Frauenshuh, St.

Paul District; Planning Achievement

Award – Excellence, South Atlantic

Coastal Study; USACE Installation

Support Professional of the Year,

Daniel Killip, Sacramento District;

USACE Installation Stakeholder

Professional of the Year, Laura

Peters, Omaha District; Advancing

Environmental Justice, Diane

Perkins, Charleston District; Public

AffairsOfcerof theYear,Eileen

Williamson, Northwestern Division;

Chief of Engineers Safety Award

of Excellence – District Category,

AlbuquerqueDistrict,SouthPacic

Division; USACE Critical Incident

Stress Management Peer Supporter

of the Year Recipient(s): Philip Tilly,

Great Lakes and Ohio River Division

(Eastern Region) and Lyndy Black,

Fort Worth District (Western Region);

Excellence in Contracting Awards

Program –Administrative Contracting

Ofcerof theYear,RichardMock,

Savannah District, Excellence in

Contracting Awards Program –

ProcuringContractingOfcerof the

Year Award, Patricia Morrow, Baltimore

District; Cyber Security Professional of

the Year, Hannah Theisen, Engineer

Research and Development Center;

Outstanding Logistician of the Year,

Andrew Lee, Alaska District; USACE

Innovator of the Year, Gregory Curry,

Little Rock District and Amy Rainer,

Engineer Research and Development

Center; USACE Researcher of the

Year, Martin Page, Engineer Research

and Development Center; Lester

Edelman Award for Legal Manager

of the Year, Scott Murphy, USACE

Headquarters; George Wolf Koonce

Award for Attorney of the Year, Cara

Mroczek, Middle East District; LTG

John W. Morris Civilian of the Year,

Erik Blechinger, Savannah District;

and Distinguished Civilian Award

Recipient(s): Sue Englehart and Lloyd

Caldwell.















8 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville



Huntsville Center project

lledthenewlyconstructed

state of the art educational

support space for the U.S.

Army War College (USAWC) at Carlisle

Barracks, Pennsylvania, with the

furnishing required to provide premier

strategic-level Professional Military

Education for the Army.

 TheUSAWCofciallyopenedits

$92 million state-of-the-art academic

Root Hall in October.

Huntsville Center’s Furnishings

Program provided a full-service project-

delivery process that included technical

and acquisition support while adhering

to scope, schedule and budget.

Huntsville Furnishings Program

procures administrative, barracks,

lodging and educational furnishings for

various federal agencies worldwide. The

program is a full-service organization

providing project management, interior

design, procurement, installation and

quality assurance for all federal agencies’

furniture requirements.

Jennifer McDowell, Senior Project

Manager for the Huntsville Center

furniture program was the project

manager for the Root Hall project.

McDowell said the innovative academic

facility meets all Army Standards and

General Instruction Building Standard

Design Criteria.

“The ambiance found throughout

the building is both calming yet

stimulating to the mind striking the

perfect balance for those leaders

attending the Army War College,”

McDowell said.

The $5 million project provided

furnishings for the facility that included

four large lecture halls (which can be

quickly transformed into a 600-person

auditorium), seminar rooms with

variouscongurations,conference

rooms,privateinstructorofces,

counseling rooms, library/resource

center/computer labs, administrative

ofces,receptionareas,classrooms,

student, instructor break areas spaces

as well as various break out and

collaboration spaces found throughout

the building.

Maj. Gen. David Hill, commandant

of the US Army War College, said the

new state-of-the-art academic facility

was designed to enhance learning for

generations to come.

“While our spaces and technologies

change, our mission remains

unchanged,” Hill said.

The USAWC mission is developing









Huntsville Center Public Aairs

See Furniture





2024 | January | e Huntsville Center Bulletin | 9

leaders on strategy, operational art

andjointwarghting;teachingforce

management, the elements of national

power and strategic readiness; fostering

innovation, design thinking and national

security affairs; and strengthening our

profession through deep introspection

and discussion on ethics, leadership and

organizational culture.”

“Root Hall allows us to carry Root’s

vision boldly into the future while

honoring the proud history and

traditions upon which this great college

was founded,” Hill said.

The U.S. Army War College was

established in 1901 by Secretary of

WarElihuRoot.Therstacademic

building was constructed in early

1900s on the site of Fort McNair.

President Roosevelt set the cornerstone.

After closing for several World War

II years, and an interim year at Fort

Leavenworth, Kansas, Army leadership

chose to position the U.S. Army War

College in 1951 at Carlisle Barracks

– itself a historic installation dating

to 1757 in the Commonwealth of

Pennsylvania. The previous Root Hall

was built in the 1960s.

The furniture detail was coordinated

with between Huntsville Center and

Baltimore District and contractors to

support USACE in an overall complete

project facility turn over.

McDowell said watching the facility

transform from an outer shell into a

“magnicent”higherlearningfacilityis

one of the highlights of her career.

“Our team had the honor of

bringing form and function together in

the furnishings of the new Root Hall

that meet the innovative intent of each

space while also blending and arranging

the color, texture and shape within each

space like a piece of art,” she said.

McDowell said as a large

construction project, multiple

contractors’ schedules and activities

needed meticulous coordination.

“Challenges were faced, and

obstacles encountered. However, we

kept our eyes focused on the end goal

andnishedsuccessfully,”McDowell

said.

“We were able to coordinate and

integrate all schedules to meet the

academic start of the new school year.”

Furniture



















 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville



A Q&A with Huntsville Center’s new programs director

rthur Martin, III is the programs and business director

for Huntsville Center. Prior to his selection as

programs director, Martin was the director of

Huntsville Center’s Installation Support and Programs

Management Directorate.

Martin began his career with the U.S. Army Corps of

Engineers in 1986 as a student-intern at the Mobile District

in Mobile, Alabama. He has served in various capacities

ranging from design engineer, project manager, program

manager, branch, and division chief. Martin holds a

Bachelor of Science degree in Mechanical Engineering

from the University of South Alabama, Master of Business

Administration from the University of North Alabama,

and Master of Science in Project Management from New

England College.

He also completed the Civilian Education System

Intermediate and Advanced Courses as well as the Leadership

Seminar through the Army Management Staff College.

Martin is a member of the Project Management Institute

(PMI) and holds a Project Management Professional (PMP)

credential.Martinwasawardedacerticateof completionfor

the Senior Executive Fellows Program, January 2017, John

F. Kennedy School of Government at Harvard University,

Executive Education.





I am really intrigued by the work in the Secure Facilities

arena. There is a large demand signal coming from the

intelligence community and I am excited in seeing how our

PDT, including cybersecurity, can respond to the evolving

needs across the Department of Defense and other

stakeholders.







The skill set gaps that exist within the entire USACE

workforce. We have many senior professionals who are

departing for various reasons. I am concerned that it takes

so long to “grow” technical expertise via the normal cycle of

recruitment, training, and experience that we are in danger

of being well behind in building our bench. Couple that with

the increased competition with external organizations and

the private sector for that same worker pool and someone

will come up short. I do not want it to be Huntsville Center

and we cannot continue to ask the current mid-career staff to

give more and more as they train the new employees and take

on the work of the departing senior employees. Addressing

this requires that we think

outside the box. We can

only offer so much money

in terms of recruitment

and retention incentives.

We can only offer so

much training and

development to our staffs.

We must get back to

creating an environment

where young and

seasoned professionals

“buy into supporting a

mission that is bigger

than any individual” – the

business of supporting

ourwarghters.If wecan

do that, we may be able to

both attract the next generation of technical and management

professionals as well as encourage our senior employees

to link up with a mentee that reminds them of a younger

version of themselves, someone they want to train and watch

professionally develop.





Our relentless pursuit of a way to solve problems that

others view as too hard. I have worked in a couple other

districts, and I can truthfully say that Huntsville Center tries

to help the Army and the nation in any way possible. It is easy

to say the people are our greatest asset, but I take that a step

further by saying it is the dedication and can-do spirit of our

people that sets Huntsville Center apart. Many care, but few

show it like the professionals of Huntsville Center.





1. Be accountable to each other. By this I mean leaders

expect their staffs to be accountable for the commitments

that we make to our stakeholders, but it also works that the

staff should expect our leaders to be accountable for the

things we promised them. Support. Trust. Empowerment.

Compassion...and the list goes on. This does not mean that

leaders cannot do and be the leaders that their position

requires, but there is a way to be that leader.

2. Deliver on promises with the perspective of those we

serve being paramount. For those in ISPM, some of you

See MARTIN





2024 | January | e Huntsville Center Bulletin | 11

have heard me say that delivering a project to a stakeholder

on a date that makes Huntsville Center look good is not the

true measure of our success. We must deliver a high-quality

project, on budget by the date that considers the needs/

requirements of the stakeholder. If we miss their priorities,

we are not adding the value that stakeholders expect from

Huntsville Center and USACE.

3. Get back to our fundamentals. We must use our

automated tools as required in a manner that helps with

items 1 and 2 above. We need to practice solid schedule

management. Develop solid estimates and control costs. We

must stay humble and never believe that we are as good as

our biggest fan claims, nor as bag as our biggest critic claims.

4. Turn the intensity down a level. We must do our best

every day to make a difference, but mistakes happen when

people are really trying. We must learn from those mistakes

and endeavor to not repeat them. Leaders must make it okay

for staff to tell us not so good news without fear. We must

restore the faith in our workforce that management cares

withoutqualication.

5. Have fun sometimes. Laugh with each other. Laugh at

yourself. Laugh.





Give your leadership a chance. We have experienced a lot of

turnovers in key positions, and we face numerous obstacles

that could easily make someone loose trust. No one comes

to work intending to do a bad thing or a bad job. Have grace

and support each other at every level. We can all achieve

immeasurable success if we believe in the mission and believe

in each other. Some things are out of our control, but for the

things that we can control, always do the best you can and

believe that everyone else is too.





n experienced chemist with

more than 12 years of service

in the U.S. Army Corps of

Engineers (USACE) has taken the helm

of Huntsville Center’s Environmental

and Munitions Mandatory Center of

Expertise (EMCX).

Michelle Lordemann assumed the

role of director Nov. 6. She replaces

John Nebelsick, who retired in

December after more than 30 years of

environmental experience with USACE.

Lordemann, who was serving as the

supervisor of the Environmental

Sciences Division of the EMCX at

the time of her promotion, joined the

EMCX in 2021 following seven years

as a project chemist and four years as a

program manager for Omaha District.

“From the time I hired Michelle, she

had the characteristics to make a great

leader for USACE and Huntsville

Center,” Nebelsick said.

“She has great listening skills and is

able to gather all the facts before

making an honest and transparent

assessment. She is able to adapt to

the situation at hand and ensure buy-

in from the right people. Finally, she

has the critical thinking skills needed

when it comes to future planning and

possibilities for the EMCX.”

Lordemann, whose vast experience

includes working with a range of

customers including the Environmental

Protection Agency, Air Force, Formerly

Used Defense Sites, Air National

Guard, Army and more, laid out her

initial priorities for the EMCX.

“I’m excited to be a part of the

valuable work that the EMCX has done

for so many years,” she said. “In order

to remain a premier organization and

continue improving on the services

we provide, we have to bring the right

people to the team and make sure

they’re taken care of with a good work-

life balance and with the resources

needed to do the job well.”

The EMCX serves USACE and

others by providing high quality

engineeringandscienticsupportto

environmental-remediation, munitions-

response and compliance programs

around the world.

“Our primary mission is quality

assurance, making sure the

environmental and munitions teams in

the (USACE) districts understand what

they need to do to meet the policies and

regulations that govern our work, so

along with recruiting top talent, another

top priority is improving knowledge

sharing within the environmental

community of practice,” Lordemann

said.

“The folks we have now are really

invested in the projects and success of

the districts. They know that ultimately

their work is taking care of the public

and ensuring a clean environment for us

and future generations.”



Special to the Bulletin

MARTIN





 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

























2024 | January | e Huntsville Center Bulletin | 13

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

BULLETIN FOCUS:





Architectural Branch: Huntsville Center’s Center of

Standardization (COS) personnel visited 10 child youth

service (CYS) facilities across Italy, Germany, Netherlands,

and Belgium, meetings with U.S. Army Corps of Engineers

Europe District representatives to discuss European

Union Host Nation laws, codes, and generally accepted

construction standards impacting Outside the Continental

U.S. (OCONUS) military construction (MILCON) efforts.

Environmental Protection and Utilities Branch

(EDC-E): Huntsville Center is the Design Center for

Formerly Used Defense Sites (FUDS) at Culebra, Puerto

Rico, and Waikoloa Maneuver Area, Hawaii for which both

had major successes in moving Munitions Response Sites to

the Record of Decision. Both FUDS properties have been

inthetopveontheHeadquartersUSACElistsincethe

list has existed. Two separate task orders for very different

efforts on the same plot of land on Kwajalein Island. One is

to remove debris that is likely contaminated with munitions

in addition to other solid waste and potentially hazardous

waste constituents. The second task order is for munitions

clearance in advance of multiple construction projects.

Huntsville Center contracted both task orders, which are

each very expensive considering the location. EDC-E

recognizedthepotentialconictsbetweentheprojects,

determine appropriate sequencing between projects, and

insert requirements into contract documents to minimize

post award issues for both contracts.

Geosciences Branch (EDC-G): In September,

Huntsville Center geophysicists supported Nashville

District’s Engineering and Construction Division conducting

geophysical surveys at Dale Hollow Dam in Clay County,

Tennessee. Geophysicists collected geophysical data

providing insight into existing subsurface conditions and

potential seepage paths. The secondary objective was to

perform a pilot study using ground penetrating radar to

assess its applicability at the site for future top of bedrock

mapping. In support of the Range Training Lands Program

(RTLP), Range OE Support Group within the Ordnance

and Explosives Directorate along with EPUB and Geo

Sciences Branches of

Engineering Directorate

recently enhanced

Huntsville Center’s

small unmanned aerial

system (sUAS) service

capabilities. The True

View 515, coupled

with LP360 processing

software, has many

potential applications

to the RTLP including

producing highly

accurate Digital Elevation Models (DEM) for topographic

mapping.Theadvancedclassicationandextraction

algorithms can also be used for estimating vegetation density

on operational ranges closely estimate the level of effort

required for vegetation removal to maintain line of sight

to targets. A USACE site visit was performed in March by

Huntsville Center personnel in coordination with contractor

personnel for the ongoing Remedial Investigation being

conducted at the Naval Air Station Banana River, Florida,

Off-Base Disposal Area FUDS. The site visit consisted of

the Huntsville Center project geophysicist observing and

overseeing that the remediation contractor followed their

approvedQualityAssuranceProjectPlan,andeldwork

wasbeingconductedaccordingly.Thisphaseof eldwork

untsville Center closed out the

scal2023ensuringAmerica’s

warghtersandotherfederal

agencies get the support they need to

continue their missions.

The Center’s the Installation

Support and Programs Management

Directorate accounted for 88% of the

total obligations for the entire Center.

Of the six divisions within ISPM, the

largest amount obligated was executed

by the Operational Technology

Division with $574 million via 650

contract actions, although ISPM’s

Medical Division was a close second

with 626 contract actions valued at

$507.5 million. Obligations by executing

directorates for Fiscal 2023 were $2.1

billion for ISPM; $197 million for the

Ordnance and Explosives Directorate;

$56.6 million for the Engineering

Directorate and $28 million for the

Environmental and Munitions Center

of Expertise.

The following is a summary look at

Directorate’s accomplishments in

scal2023.

See ED





 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

involved the use of Ground Penetrating Radar (GPR) being

used to identify burial pits/trenches that could potentially

contain Department of Defense waste. Following the

identicationof anypotentialburialpits/trenches,afollow

up sampling phase using test pits will be conducted.

Site Development Branch (EDC-D): The Site

Development Remote Sensing team was able to utilize

drones to complete complex missions for Huntsville Center

customers. The team utilized drones and various payloads

to support a wide variety of customers. To support the

department of public works at Yuma Proving Grounds

(YPG), Arizona, the team used a

xedwingdronetocaptureaerial

photographs used to update the real

property inventory at YPG.

This equated to approximately

30,000 acres of imagery that was

collected and provided to the customer.

Additionally, the team incorporated

Architectural Branch personnel as pilots

of other drones to capture thermal heat

loss on buildings for Army Materiel

Command (AMC). These missions

included capturing hundreds of thermal images on the target

buildings at eight different CONUS locations. These images

will ultimately be used to focus repair efforts in the pursuit of

energyefciencyacrossAMC.

Structures Branch (EDC-S): Structures Branch engineer

Amanda Baker provided explosives safety support to the

explosive demolition of the aging Marshall Space Flight

Center building. Amanda, along with the Huntsville Center

Facility Reduction Program team, drone pilots and visual

observers, helped ensure safe and effective demolition of the

facility through contractor and installation coordination and

review.

Structures Branch engineers wrapped up the “boots on

the ground” phase of FES MCX’s Earth Covered

Magazine Structural Integrity Analysis (ECMSIA) effort in

INDOPACOM. Assessors performed rapid visual inspections

of earth covered magazines (ECMs) and above ground

magazines (AGMs) in conjunction with ERDC personnel to

determine current structural health and estimate remaining

service life of the ammunition storage facilities throughout

INDOPACOM. Structures Branch engineer Amanda Baker

deployed with less than 12 hours’ notice to support and

eventually chair the SIB resulting from a blasting accident at

the new Veterans Administration hospital under construction

in Louisville, Kentucky. Debris from this accident impacted

vehicles on an interstate highway as well as private residences

nearby. This accident, along with Baker’s contributions to the

generaleld,haveresultedinHeadquarters-levelvisibility

on updating USACE policy regarding blasting efforts, and

Huntsville Center’s FES MCX is actively supporting HQ

USACE’s initiatives, to include policy development regarding

blasting.

Interior Design Branch (EDC-I): Kirtland Air Force

Base, New Mexico: Defense Threat Reduction Agency

(DTRA),AdministrativeFurniture,scal2023awardamount:

$2.4million.InteriorDesignersspecied

and technically reviewed over 200 panel

supported workstations, executive

woodcasegoodsforover50ofces,

conference and training furniture,

and ancillary items for a full FF&E

package for this Air Force customer.

After customer requested changes and

adjustment for varying site conditions,

there has been a MOD which included

a change to the period of performance.

Furniture installation begins in February.

Fort Wainwright, Alaska, Child Development Center:

Fiscal 2023 Award Amount: $1 million educational furniture

for Army Child Development Centers represents a new

product line for the Furniture PDT. For this pilot project,

interiordesignersresearchdevelopedsuitablespecications

and then worked closely with new vendors during technical

review to get this project ready to award. It was awarded in

September and installation begins in February.

The Medical Interior Design team provided design and

acquisition support through the MO&T-Sustainment

Program to two new Defense Health Agency medical facility

customers: Five actions totaling $832,000 awarded to Walter

Reed National Military Medical Center and seven actions

totaling $2,856,000 awarded to Fort Belvoir, Virginia’s

August Military Medical Center. This interior design support

provided critical facility upgrades to FF&E for maintaining

clinical standards to meet infection control requirements of

the Joint Commission across both medical campuses in the

Capitol Region.

 ThroughtheMedicalOuttting&TransitionDesign





See ED



2024 | January | e Huntsville Center Bulletin | 15

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

Support Services Program, the Medical Interior Design team

is partnering with Defense Health Agency interior designers

in the research and development of the DHA Interior

Design Guide, which will provide industry partners, as well as

Military Medical Facility and logistics installation customers

a medical interior design guideline for critical, minimum

design standards for all Structural Interior Design (SID) and

Furniture, Fixtures and Equipment (FF&E) requirements

of the Military Health System facility infrastructure

requirements.



Mechanical and Manufacturing Technology

Branch (EDM-M): Provided technical support to all

programswithinHuntsvilleCenterformechanicalandre

protection engineering. The branch also supported several

Mandatory Centers of Expertise.

The EDM-M branch also serves as the Heating,

Ventilating, and Air Conditioning Technical Center of

Expertise(HVAC-TCX)withrecerticationapprovedin

scal2023allowingforanotherveyearsinthiscapacity.

NotableHVAC-TCXcombinedlabor/traveleffortsinscal

2023 totaled over $537,000 and included support to HQ

USACE,vedistricts(includingCivilWorks),oneArmy

command, and one interagency service: Collaborated with

HQ USACE Mechanical Community of Practice (COP) to

support the revisions, updates, and comment resolutions to

overtencriteriaandguidespecicationswhilealsoinitiating

one case study on heat pump water heaters vs. solar hot

water; troubleshooting and resolving air handler operations

for Armed Forces Radiobiology Research Institute (AFRRI)

that required a deep dive into this unique equipment,

operation, and controls; full energy models for over 10

buildings throughout the U.S. Army Garrison in Italy required

to meet INSCOM’s energy savings/sustainment/resiliency

initiativesresultinginover$160,000inlaborforscal2022

andscal2023;MILCONsupportfor18,406squarefoot

Small Arms Range Complex located at Kunson Air Base,

Republic of Korea, including full in-house designs of

mechanical,plumbing,andreprotectionsystems;District

mechanical and plumbing systems support for in-house

Request for Proposal (RFP) Statement Of Work (SOW) and

designdevelopmentupto50%specications,drawings,and

LCCA for three buildings at Fort Hunter Liggett, California;

MILCON support for 25,037 square feet Low Observable

(L/O) Composite Repair Facility at Spangdahlem Air Base,

Germany - AE DBB Review of Mechanical Systems.

 Notablebrancheffortsinscal2023includedfullin-

house designs for: FES MCX Standard Design - Air National

Guard Maintenance and Inspection Facility; ERCIP program

- Fort Liberty Emergency Water System Design and ERCIP

program - Lake City Army Ammunition Plant Design.

Electrical Branch (EDM-E): Provided technical support

to all programs within Huntsville Center for electrical,

instrumentation and controls, and communications

engineering.

The branch also supported several MCXs to include

Medical MCX, FES MCX, and RTLP MCX. The branch

serves as the lead project engineer for the High Altitude

Electromagnetic Pulse (HEMP) program and instructs a

USACE PROSPECT course on HEMP design. EDM-E

also collaborated with HQUSACE Electrical COP on criteria

andguidespecicationsforlighting,emergencygenerators,

switchgear, and electric motors.

The branch developed in-house designs which include

Kunsan Air Base, Republic of Korea, Small Arms Combat

Range and 35% concept design for Lake City Army

Ammunition Plant, Missouri, microgrid/cogeneration plant.

The branch also provided support, site assessment and

developed SOW for Marshall Islands Majuro Power Plant and

distribution system upgrades for new customer supporting

the U. S. state department. They also provided support and

concept for a unique design of a Photovoltaic (PV) system at

Gila River Indian Reservation for the U.S. Bureau of Indian

Affairs.

The support to the energy programs has grown

dramatically, with more than 45 new MILCON projects

and an estimated cost totaling $1,2 million. These projects

include microgrids, battery energy storage, PV, and onsite

generation. Provided continuing support to the FEST team

for emergency electrical support to disaster response efforts

for Huntsville Center. Developed new line of work for power

studiesthatincludesshortcircuit,loadow,coordination,

andarcashanalysis.CurrentlypreparingaSOWforanew

arcashprojectforPentagonWHS.

Electronic Security System Branch (EDM-S) and

Electronic Security System Mandatory Center of

Expertise (ESS MCX): Duringscal2023theESS-MCX

successfully executed several projects for USACE

and DoD.

The ESS-MCX performed site surveys at Fort Cavazos,

See



 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

Texas,USACETransatlanticDivisionOfce,U.S.Army

Forces Command (FORSCOM) Headquarters, Fort Belvoir,

Virginia, U.S. Army Central Command (ARCENT) facilities

inKosovo,Jordan,KuwaitandHonduras;U.S.ArmyPacic

Command (USARPAC) facilities on Guam, Fort Johnson,

Louisiana; Fort Greely, Alaska and Fort Liberty, North

Carolina, and several other USACE project sites. They also

providedperformancevericationtestingwiththeUSACE

Europe District in Poland.

The ESS-MCX provided many designs and request for

proposals reviews for multiple USACE Districts for

MILCON and Facilities Sustainment, Restoration, and

Modernization (SRM) Programs. The ESS-MCX saw an

increase in the training mission, providing seven training

classes both at home and around the world.

The ESS-MCX became heavily engaged in the efforts for

GuamDefense,workingwiththeArmyPacicCommand

and the Missile Defense Agency as well as USACE. The ESS-

MCXprovidedsupporttotheOfceof ProvostMarshal

General (OPMG) in support of the Integrated Commercial

Intrusion Detection Systems (ICIDS) program. The ESS-

MCX is continuing to provide criteria updates to the ESS

UFCandspecications.

Utility Monitoring & Control Systems Branch

(EDM-U) and UMCS Mandatory Center of Expertise

(UMCS MCX): The UMCS Branch specialized in

supporting all technical aspects for ISPMs Electronic

Technology Division regarding procurement and installation

of Utility Monitoring & Control Systems. The UMCS Branch

also served as the UMCS Mandatory Center of Expertise

(UMCS MCX).

In this capacity, they collaborated with the HQ USACE

Control Systems COP to update UFGS 23 09 00 and UFGS

25 05 11, supported development of the Cybersecurity

PerformanceVericationTestingspecication,kicked

off development of the Facility Related Control Systems

Roadmap, and provided feedback on Army efforts to

establish BAS policy, which has since been released.

 TheUMCSMCXreceiveditsrecerticationduringthe

scal2023year.TheUMCSprocureandinstallengineering

PDT obligated $300 million across 364 contract actions,

including 35 new task order awards to a diverse base of DoD

customers worldwide.

The UMCS program’s top three Fiscal 2023 awards were

to Fort Wainwright, Alaska, to repair HVAC, DDC, and BAS

across various buildings and to U.S. Army Garrison - Bavaria

to upgrade their UMCS at various locations. In addition, the

UMCS engineering staff supported the completion of 2,975

service orders valued at $94 million.



The Medical Facilities Mandatory Center of

Expertise and Standardization (MX): Developed and

implemented new enterprise-wide Medical Construction

Quality Assurance Training for USACE Districts executing

Department of Veteran Affairs work focusing on medically

unique features. The eight-hour training will be standardized

to support future DoD and DVA project awards with the

goal to reduce risks to hospital accreditation, sustain project

cost and current scheduling, and reduce risks to overall safety.

The MCX delivered training to Louisville District (over

30 in attendance) on Joint Commission; medical gas systems;

reprotection/lifesafety;HVAC;architecturalmockups;

and communications systems, which all received excellent

feedback.Also,theyprovidedsimilarproject-specictraining

to Sacramento District, including medical gas systems, Joint

Commission,radiationshieldingandreprotection/life

safety. An overview of the training plus select modules were

presented to the full Medical Facilities COP, includes DHA,

DVA and others, with attendance of over 75. Further training

modules are under development.

The MCX led the technical analysis of AE1 15% design

priceproposalforthe$500millionscal2025WestHaven

DVA New Surgical and Clinical Tower, West Haven,

Connecticut. The MCX also participated in negotiations with

AE1 team at the request of the New England District. The

AE1 (Leo A Daly/Perkins Will Joint Venture) original total

proposal was $14.1 million; MX analysis in conjunction with

the requirements of PG 18-15 and participation assisted in

reducing the award amount to $10.9 million, a 23%. savings

of $3.2 million.

Savings on deliverables associated with this task order

include reduction of the Concept Design cost (CD) from

$3.2 to $2.3 million while Schematic Design (SD1) phase cost

was reduced from $4.8 to $3.6 million.



A-E Contracts & Criteria Branch: Continued to

strengthen its relationships supporting Huntsville Center’s

various programs, BMD, P&P, and the Medical Division.

 TheCentralizedERCIPprogramhasbeensolidied

See



BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review



2024 | January | e Huntsville Center Bulletin | 17

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

throughoutscal2023andthroughtheyear,atleast17

microgrid and water resilience projects have been worked,

with additional 14 resilience project being planned for

AE design award. Further, the ERCIP (Interim) IDC was

awarded (in just under 11 months’ time) that will be the

primary contract vehicle to accomplish these ERCIP projects.

The S&C team continues to provide dedicated support as it

grows. There have been internal promotions and new hires to

support the upcoming requirements. Like ERCIP, additional

S&Cprojectshavebeenaddedforthenextscalyear.

Facilities & Systems Sustainment Branch:

Continues to support the OMEE, ACP and BASEOPS

programs. The branch is participating in an Army level FASS

working group and begun the process of standing up a FASS

Technical Center of Expertise. The branch has added design

services as a line of effort for the ACP program in-house

designs. FSS has also began a partnering initiative with the

Defense Intelligence Agency O&M program and ISPM.

Automated Systems Branch: The branch has

continued the maintenance and development of new

functionality to three software programs during the year,

TRACES suite of tools, the PAX DD Form 1391 Processor

System, and newly onboarded, SpecsIntact.

Fiscal 2023 was a successful year for each program.

SpecsIntact was successfully migrated over from

NASA to Huntsville Center and is fully functional.

The PAX Program continues to work with the Air Force

on supporting new functionality and has received

commitment from Navy to partner with the program while

supporting existing customers. Functional implementation for

the Navy is going to be a phased approach. Initial functional

roleoutisexpectedmidscal2024.

The TRACES Program continues to bring on more

customers and has been strengthening customer relationships

through meeting on-time deliverables and fostering

transparent communication.

Building relationships and trust with customers and

stakeholders has steadily increased the tasks and workload

for all the programs. TRACES, PAX, and SpecsIntact

successfully executed $4.4 million, $5.6 million and $1.1

millionrespectfullyforscal2023whichincludedcontract

awards and government labor.

Cybersecurity & Information Technology Branch/

Control System Cybersecurity Mandatory Center

of Expertise: The C&IT Branch continues to increase the

support provided to Huntsville Center PDTs and USACE

Districts. Within Huntsville Center, the branch supported

over 150 active projects (ESS, UMCS, Ranges, TPSS, etc.),

and sent technical experts to over a dozen ERCIP planning

charrettes to advise on cybersecurity requirements for

microgrids.

On the MCX side, the branch supported roughly 200

MILCON design reviews, 30 RFP reviews, and completed

a dozen cybersecurity designs in-house. The MCX taught

cybersecurity design courses in Republic of Korea and Texas,

and is currently working with HQ USACE to develop control

system cybersecurity training for the enterprise.

Cost Engineering Branch: The Cost Engineering

Branch continued providing cost support for multiple

Huntsville Center programs with most of the cost support

including the development of independent government

estimates and cost/price analyses of contractors’ proposals.

The Cost Engineering Branch also provided cost support

for Army G-9 and HQ USACE as part of the DD1391/

ENG3086 TCX responsibilities. The Cost Engineering

Branch is responsible for the validation of the ENG Form

3086s for the MILCON program.

Construction Branch: The branch has continued to

increase the projects and programs which are utilizing ACOs

and Project Engineer CORs to provide post award contract

administration support to construction programs such as

FRR, MRR, and ACP.

The construction branch has also increased support to

service programs within Huntsville Center (Fuels, UMCS,

ESS, Metering, ACP, and BASEOPS) through service order

administration and other post award contract administration.

The branch has increased in the number of ACOs, CORs,

and SOAs providing support to Huntsville Center this year to

a total of seven ACOs, seven CORs, and 10 SOAs.

The branch has ACO delegation status on approximately

$615 million in total project value (25% of the total

obligations of Huntsville Center).

The branch approved approximately 8,300 total service

orders last year at a dollar value of approximately $295

million (15% of total obligations of Huntsville Center).

Overall, the construction branch is involved in a large

majority of Huntsville Center’s total obligations.

On top of post award contract administration, the branch

continued to provide BCOES reviews, project schedule



 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

he Installation Support and Programs Management

(ISPM)Directorateclosedscal2023byexecutingjust

over 2,700 completed contract actions, obligating more

than $2.12 billion in support of our Soldiers, Sailors, Airmen,

Marines, their families, and DoD Civilians. This represents

approximately 88% of the total obligations for the entire

Huntsville Center.

Of the six divisions within ISPM, the largest amount

obligated was executed by the Operational Technology

Division with $574 million via 650 contract actions, although

the Medical Division was a close second with 626 contract

actions valued at $507.5 million.





Awarded over 650 contract

actions with obligations totaling

over $574 million in Fiscal 2023.

The programs provide solutions

through design, procurement,

installation, maintenance and

service. In addition to the

obligations, over 3,750 service

orders were processed with a value

of over $104 million.

Electronic Security Systems (ESS): Awarded 138

contract actions with total obligations of over $117 million.

The PDT established 31 new task orders with an overall

contract value of $151 million.

 Threekeyprojectsexecutedinscal2023werea

combined procurement and installation effort for U.S. Army

Medical Research Institute of Infectious Diseases utilizing

both ESS and UMCS services; a procurement, installation and

maintenance for the Louisville District (CELRL) Lock, Dams

and Lakes at ten separate locations; and Air Force projects at

both Niagara Falls and Carswell Air Reserve Bases.

The program awarded 107contractmodicationsvalued

at $33.5 million. The ESS VII MATOC was awarded with a

seven-year ordering period and a capacity of $675 million,

thersttaskorderwasissuedinMarch.Additionally,ESS

completed 784 service orders valued at over $10 million.

Utility Monitoring Control Systems (UMCS): Obligated

$300 million across 364 contract actions, including 35 new

task order awards to a diverse base of DoD customers

worldwide. The UMCS program’s top three Fiscal 2023

awards were to Fort Wainwright, Alaska, to repair HVAC,

DDC, and BAS across various buildings and to USAG-

Bavaria to upgrade their UMCS at various locations. In

addition, the UMCS program completed 2,975 service orders

valued at $94 million.

Facility Technology Integration – General (FTI-

Gen): Executed 100 contract actions with total obligations

of $70.2 million. In Fiscal 2023 the team was approached

by multiple new customers including the Special Operations

CommandPacic(SOCPAC)and

the Defense Logistics Agency

(DLA). The PDT successfully

awarded new contracts for both

new customers, to include a

$49.5million,IndeniteDelivery,

IndeniteQuantity(IDIQ)contract

along with two seed task orders.

The team has already began working

another large, valued IDIQ for

the U.S. Army Special Operations

Command (USASOC) scheduled

forawardin2ndquarterof scal

2024.

 Theprogramalreadyhasmultiplescal2024projectsin

the works from new customers. Some of the organizations in

which the PDT has previously awarded contracts have been

letting their counterparts know about Huntsville Center and

theFTI-Genprogram.Inthiswrite-uplastscalyear,the

teamidentiednewprojectsfortheMarinesforscal2023,

and the team awarded three new contracts for the Marines.

The team is now working a large regional maintenance

contractslatedtobeawardedinlaterstquarterof scal

2024.

FTI-Gen along with the FTI-Med closed out 83 ACE-IT

contracts to help closeout that program. All of this was

achieved with a virtually brand-new contracting team. Our

PDT, in its current form, has only been established since

See

ISPM



BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

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2024 | January | e Huntsville Center Bulletin | 19

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Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

March of this year. It is down a key member with several

members being dual-hatted. The team came together, made

strategic process improvements, and delivered all of this in

sevenmonths.ThisFiscalyearwastherstinthehistoryof 

the program to have all awards completed on Sept. 28 and to

benanciallyclearedbeforetheSept.30deadline.

Facility Technology Integration-Medical (FTI-

Med): Executed 61 contract actions with total

obligations of $75.3 million. The FTI-MED/CS

program executed a total of 10 option year awards

valued at $23.5 million for Facility Communication

Distribution Systems (FCDS) support services contracts

at various major medical facilities world-wide. These

FCDS support services contracts provide industry best

practices with help desk support, network support,

administration support, engineering, and cybersecurity

support which is essential to the operation and

functionality of these medical facilities.

FTI-MED is continuing its services for Defense

Health Agency – Facility Management (DHA-FM).

DHA logistic support services contracts for DHA

Defense Medical Logistics Standard Support (DMLSS)

for its CONUS locations. This contract is valued at $94

million over the life of the contract.

CS initiated a Facility Related Control Systems

(FRCS) Inventory contract with MDA.

These services include the completion of physical and

logical inventories of FRCS at numerous buildings

occupied by the MDA across eleven Air Force and Navy

installations both CONUS and OCONUS.

High-Performance Computing (HPC): Obligated

$12.5 million, closed remaining contracts not transitioned to

Engineering Research and Development Center (ERDC), and

successfully transitioned all remaining contracts to ERDC.



Executed over 480 contract actions totaling approximately

$287millioninscal2023obligations.Additionally,third

partynancinghadatotalof sixcontractactionsforatotal

capital investment value of over $155 million.

Army Metering Program (AMP): Executed over 34

contract actions with an obligation value of over $29.8

million. Huntsville Center provides support to the Army

Metering Program (AMP) by managing the Meter Data

Management System (MDMS), installing meters on Army

installations worldwide and providing training to Army

Energy Managers. Army installation facility energy and water

use is metered and incorporated into energy monitoring

systems to provide effective, accurate and compliant

collection and reporting for timely energy management

and accountability (EXORD Order 028-12). Per Army

Directive 2014-10 (Advanced Metering of Utilities), meters

must be connected to the MDMS as quickly as practical for

installations using an accredited metering system (does not

include contingency sites). To date, ACMP has 26,732 meters

reporting to the Army’s Meter Data Management System.

Commercial Utility Program (CUP): Executed 42

contract actions totaling over $7.15 million. CUP received

$1.46 million in central funds, $3.27 million in IMCOM

G-4 funds, and $4 million in Army G-9 funds, for a grand

totalof $8.77million.FundssupportedveUtilityRate

Interventions, one Utility Service Assessment, one (1) Utility

Bill Audit, thirteen (13) ADAPPO approvals, two Utilities

Privatization (UP) Technical Support Assistance efforts

withveutilityprogram(UP)modicationstoprovide

additionalUPTechnicalSupportAssistance,plusstafng

the CUP Helpline and providing technical assistance to

eight Army installations, ranges and arsenals and the U.S.

Military Academy at West Point, New York. CUP continued

to support Army Regulation 420-41 major revision efforts

and developed the scoping strategy that will be used by HQ

USACE to execute this update. CUP’s execution savings-to-

investmentrateof returnforscal2023wasgreaterthan67

to 1.

Energy Resilience and Conservation Improvement

Program (ERCIP): Obligated $2.3 million and completed

validationof23projectsforthescal2026ERCIPcycle,

valued at approximately $1.178 billion to be submitted to

Ofceof theSecretaryof Defense(OSD)forcongressional

approval. Huntsville Center additionally assisted DCS G9 this

scalyearwithupdatingtheArmy’sannualERCIPguidance.

OSD changed how the services present their projects with

a series of new OSD created templates late in the project

validationcycleforscal2026projects.

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20 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

 Thenewtemplatescontainedwithinthescal2026

ERCIPGuidanceheavilyfocusesondeningthe

prioritization criteria for projects submitted to Congress,

and the ERCIP Program remained resilient throughout the

year in their ability to respond and incorporate last minute

changes required by OSD and DCS G9 while still meeting all

submittal suspense dates.

Geographic district participation in ERCIP validation

effortscontinuedtoincreaseinscal2023andHuntsville

Centerwillcontinuetoleveragetheirsupportforthe15scal

2027 projects H QUSACE anticipates will be included in the

upcoming cycle. Interest in the ERCIP program continued

togrowinscal2023acrossinstallations,depots,and

ammunition plants. Lastly, the centralization of the ERCIP

programwithinUSACEdidnothaveasignicantimpact

on validation efforts, but the ERCIP Program incorporated

LRL into their PDT for visibility of upcoming actions for

execution that are in the pipeline.

Energy Savings Performance Contracting/Utility

Energy Services Contract (ESPC/UESC): The third

partynancedprogramsESPCandUESCexecutedenergy

projects on behalf of our DoD partners and stakeholders.

The ESPC and UESC programs continue to support

installations globally increasing energy security, improving

energy resiliency, reducing carbon footprint and greenhouse

gases, modernizing infrastructure throughout the DoD while

reducing energy consumption.

Fiscal 2023 posed multiple challenges and opportunities

with several new starts utilizing newly developed processes

including a new small Enable like and hybrid process.

Headquarters Installation Management Command

(HQIMCOM) lifted the strategic pause, and we saw

enormous re-invigoration and involvement from all

stakeholders.

This culminated with Huntsville Center becoming the sole

third-partynancingexecutionagentfortheArmyMateriel

Command (AMC) and IMCOM. Huntsville Center obligated

an additional $3 million in funding from OSD through the

ASA’sofcetoimprovethecurrentenergydatabaseand

provide additional contracting and energy support services.

Below are some of the other successes the programs

achieved.

ESPC:

The ESPC PDT executed 306 contract actions totaling

$159.4millioninscal2023obligations.Thisincluded

projectperformancepaymentmodications,taskorder

modications,andnewprojectawards.ThePDTalso

released three RFPs (two Army and one Navy) for new

projects and currently developing an addition three (one

Army,oneAirForce,oneArmyReserve)forreleaseinrst

quarterscal2024.

 ESPCawardedtwonewprojectsduringscal2023that

had combined capital investment of $20.4 million:

nFort Knox, Kentucky, Phase II task order awarded to in

September with a capital investment of $13.1 million.

Energy Conservation Measures (ECMs) included HVAC

controls, HVAC mechanical upgrades, plant operation,

lighting improvements, building envelope upgrades, and

refrigeration upgrades. Interest rate at award was 6.29%,

with year one guaranteed savings of $1 million, 41,799

MBtu/yr and $29.3 million of guaranteed savings over the

22-year performance period.

nFort Bliss, Texas, Phase I task order was awarded in

September with a capital investment of $7.3 million.

ECMs include Interior and Exterior lighting. Interest rate

at award was 5.84%, with year one guaranteed savings of

$627,000 at 26,102 MBtu/yr.

The program continued the $3 billion ESPC MATOC IV

acquisition process by releasing the draft RFP to industry

inSeptember,withananticipatedawardthirdquarterscal

2025. The program also solicited and awarded the new third-

party M&V contract. This contract will provide third party

M&V services, database, and support services over the next

veyears.

The ESPC Program held its annual ESPC/UESC

Workshop in August, with focus on innovation in ESPCs and

UESCs. There were approximately 300 attendees including a

seniorleadersfromExecutiveOfceof thePresidentWhite

House Council on Environmental Quality, DASA ES, DCS

G-9, AMC, HQIMCOM, USACE, AFCEC, NAVFAC, DOE,

Garrison Energy Leaders, executives from the Energy Service

Companies (ESCOs), and Utility companies. This forum

allowed attendees to share information, experiences, and

lessons learned on past and on-going ESPC projects.

The program also participated in a AAA Audit which

validated the programs successes in overseeing the ESPC

andensuringsavingsareveried.Programalsodevelopeda

HuntsvilleCenterspecicThird-PartyFinancingweek-long

training program for PMs and PDT members that are on-

boarded.

See

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UESC/PPA:

Inscal2023,theUESC/PPAProgramexecuted24

contract actions with $3.6 million in obligations and $134.8

million in capital investments. The contract actions include

taskorderawards,invoicepayments,modications,cost

avoidance obligations and an award of an IGA.

The PDT continued to support IMCOM, AMC, WHS

and AFCEC and we began to partner with the Army

Reserves to develop UESC projects at Fort Hunter Liggett,

California, and 63rd and 99th Readiness Divisions. The

UESCprogramsawthelargestscalyearendtodatewith

seven contract actions valued at $116.3 million in September

alone. Notable actions for both programs include four UESC

awards for implementation with a total capital investment

of $134.8 million, an award of the Fort Moore, Georgia,

Investment Grade Audit at $996,000, obligation of $1 million

AFFECT Grant funds on the Fort Bliss, Texas, UESC and

the completion of all actions short of OSD approval and

award the Fort Carson, Colorado, PPA task order.

nTheFortCarson,Colorado,PPAisthenaltaskorder

to be awarded on the PPA MATOC. Valued at $27.2

million this PPA will provide a 10.1MW solar array at

Fort Carson and will promote energy security, is micro-

grid ready and will contribute to Fort Carson’s carbon

free electricity goals. The Army will purchase power

generated by this array at $0.048/kWh to Energy Matters

who was competitively selected to design, build, operate,

and maintain the assets throughout the 30-year period

of performance. The PDT overcame several hurdles

(most notably when the project stalled due to an OSD/

OGC legal opinion in 2013 which restricted the period

of performance to a 22-year period of performance)

andworkedtowardsanscal2023awardofthetask

order including coordinating with several stakeholders to

compile the 32-document approval package, shepherding

this package through OEI, ASA IE&E and OSD and a

last-minutebriengtoChristinePloschke,ADASA(E&S).

Despite our efforts, the project is now targeted to award in

earlyOctober,scal2024.Therearenoexpectednegative

impacts to the project with an early award.

nFort Bliss, Texas, worked with the Department of

Energy since June 2022 to receive grant funds they were

awarded through the AFFECT application process. They

managed to pull the funds and alert HNC of their intent

toobligatethemthisscalyearfourdayspriortoscal

yearend. The UESC PDT accomplished a seemingly

insurmountable feat by obtaining leadership approval,

receiving, accepting, and obligating these expiring funds

within two days.

nFort Moore, Georgia, Investment Grade Audit (IGA)

wasthelastcontractactionawardedinscal2023forthe

UESC Program. This award to Liberty Utilities obligated

$996,188 was for the development of the IGA which will

further study the viability to convert dining facility food

waste into compressed natural gas to fuel troop transport

vehiclesandtheGSAeet.Itisestimatedthisprojectwill

divert70%of FortMoore’ssolidwastefromthelandll.

A previous utility study had concluded that the amount

of food waste produced annually by all the DFACs was

approximately 2/3 too low for the traditional digester

technologyselected(needs≈20,000+ton/yr.).New

technology has been recently patented that should work

well with the current level of annual food waste and is

easily scalable to match future needs.

nFort Johnson, Louisiana, task order valued at $20.5

million was awarded to CenterPoint Energy (with Energy

Systems Group as their ESCO partner) in June. This

UESC will support Fort Johnson in its efforts to meet the

Army Directive Installation Energy and Water Security

Policy. The Core Project includes the following three

ECMs: boiler upgrades at four central energy plants

(CEPs), utility monitoring controls system (UMCS)

upgrades, and lighting system upgrades for 128 buildings

and rail yard exterior lighting. This project has an interest

rate of 4.59% with savings of $40 millioin over the 23.5-

year performance period.

nFort Novosel, Alabama, Phase II task order valued at

$8.5 million was awarded to South Alabama Electric

Cooperative (with Southland Industries as their ESCO

partner)inSeptember.Thismodicationaddedanother

phasetothealreadyawardedUESCfromlastscal

year. The goal of this project is to build on the Phase

Ienergyefciencyworkandcontinuetheefciency

progress Fort Novosel has accomplished over the past

10 years with its serving utilities. This project focuses on

converting lighting systems to LED, refurbishing air-

cooled condenser unit coils (with on-going maintenance

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22 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

support),convertingconstantowchilledwater(CHW)

andheatinghotwater(HHW)systemstovariableow,

and converting single-zone, constant volume air handling

units to variable volume operation. This project has an

interest rate of 4.61% with savings of $15 million over the

20-year performance period.

nFort Stewart, Georgia, UESC, valued at $17.6 million

was awarded to Canoochee EMC (with Southland

Industries as their ESCO partner) in September. The

ECMs which are funded entirely by over $920,000 in net

annual energy and operational savings include chiller and

chiller plant optimization, and interior and exterior lighting

improvements at both Fort Stewart and Hunter Army

Aireld.Thisprojecthasaninterestrateof 5.22%with

savings of $34 million over the 21.75-year performance

period.

nFort Irwin, California, Phase II UESC task order was

awarded to Southwest Gas (with Ameresco as their

ESCO partner) in September and is valued at $88 million.

Therstphase,awardedlastyear,providedforthe

implementation of 22 miles of natural gas pipeline and

16MW of natural gas generation. This follow on phase

will provide equipment conversion from propane, 3.5 MW

solar PV, microgrid, and a 4MW battery energy storage

system, boiler, and chiller upgrades, packaged unit HVAC

upgrades, lighting upgrades, a UMCS. This project has an

interest rate of 5.37% with savings of $133 million over

the 22-year performance period.

InMay,theUESCProgramnalizedandexecuteda

Programmatic Acquisition Strategy Plan with CSE Memo

and RSCA. These documents will help to streamline the

acquisition process and reduce the execution lead time and

labor burden of executing nearly identical requirements for

future UESC projects.

Department of Energy Federal Energy Management

Program (DOE FEMP) provided an in-person

comprehensive training for Huntsville Center in May. There

were approximately 65 people in attendance from multiple

disciplines across the ESPC and UESC PDTs as well as

external stakeholders. The training focused on various phases

of thirdpartynancedcontractdevelopment,andexecution

as well as lessons learned.

The UESC Program participated in the annual ESPC/

UESC Workshop in August which focused on Innovation

in ESPCs and UESCs. There were approximately 300

attendeesincludingaseniorleadersfromExecutiveOfce

of the President White House Council on Environmental

Quality, DASA ES, DCS G-9, AMC, HQIMCOM, USACE,

AFCEC, NAVFAC, DOE, Garrison Energy Leaders,

executives from the Energy Service Companies (ESCOs),

and Utility companies. This forum allowed attendees to share

information, experiences, and lessons learned on past and on-

going ESPC & UESC projects.

Oce of Energy Initiatives (OEI)/Oce of

Energy Assurance (OEA): Completed a total of

four (4) contract actions for an obligation value of over

$14.8 millioon. These included the award of a new

support service task order off a GSA set-aside contract

toprovidesupporttotheOfceof EnergyInitiatives

(OEI) with a value of $28,805,119 for one base year and

two option periods. This will support the development

of resilient, renewable, and alternative energy projects at

Army installations.

Huntsville Center received and obligated $17.3

million in OEI and OEA funds which is an increase

overscal2022totalwhichwas$13.8millionreceived

and obligated.

Planning and Programming Branch - Master

Planning: Obligated $9.73 million and 22 actions

forscal2023.Thisissubstantialintotaldollarvalue

underthescal2022amountalthoughthetotalnumber

of actions remained relatively constant. Most of the

programmatic decrease can be attributed to the onetime

$11 million of Electronic Vehicle Master Planning work

executedforAMCandIMCOMawardedinscal2022

whichwasnotrepeatedinscal2023.

Planning and Programming Branch – Real

Property: Obligated $39.6 million and 21 actions for

scal2023.Thisisasubstantialincreasetotaldollar

valueoverthescal2022andanincreaseinthenumber

of actions. Most of the programmatic increase can be

attributed to three projects: Marine Corps INFADS

Support, NGB Support and IMCOM IGI&S Support.

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Resource Eciency Manager (REM): Executed

31 contract actions with obligations exceeding $18.9 million.

The REM Program, in collaboration with the Department

of Energy DOE FEMP, provided excellent customer service

and training opportunities for the REMs and the garrisons

they serve. The program had an increase of 23 REMs in

scal2023foratotalof 102placed

under contract. New customers

included IMCOM Europe, Marine

Corps Hawaii, Defense Health

Administration, Veterans Affairs,

and 10 optional REM positions on

current contracts supporting the

existing customer base.

The program continues to work

to streamline the contracting

process and to adjust the

contracting documentation to

meet customer requirements.

The program issued eight new

awards with six for new customers. The REM

Program provided an in-person REM Workshop in May

attended by 70 REMs, contractor representatives, energy

managers, USACE employees, DOE FEMP personnel

and contractors, and trainers. The workshop included

presentations covering USACE energy programs, ESPC/

UESC project development, safety, Agency Energy Program

overviews (Army, Navy, DOE FEMP), 50001 Ready Training

and the DOE FEMP Retuning Challenge training. The REM

Program will continue to provide training and assistance to

theREMsinscal2024.



 Awarded 237 contract actions, across three

programs,totaling$393.3millioninscal2023.Inadditionto

new contract actions, the Maintenance and Services Division

executed over 7,280 service orders with a value of over

$150.6 million.

Base Operations (BASEOPS): Obligated over

$40.7 million with 60 contract actions and over 2,300 service

orders valued at $19.9 million.

Key projects were for Fort Riley, Kansas, Public Works

Department (PWD) and the 88th Readiness Division (RD).

The Fort Riley SRM facilities preventative and corrective

maintenance contract, valued at $99.2 million, is the largest

single contract within the program. Earlier this year, the

contract was increased $2 million to fully support routine

facility maintenance for administration and barracks buildings.

BASEOPS captured $300,000 in expiring funds for the

88th RD - Chicago Region to provide modernization

upgrades to the life safety/ health systems for facilities in

Wisconsin and Illinois. The PDT awarded a new $11.4 million

ve-yearpreventativeandcorrective

maintenance contract in support of

the 88th RD - Kansas City Region.

The U.S. Army Garrison – Hawaii is

a new customer to BASEOPS

and the team is working closely

to develop the contract scope

for a new $5.3 million one-

year preventative and corrective

maintenance contract to support

water and sanitary systems across

the islands.

In addition to routine actions, the

programsuccessfullynishedall

actions and closed the contract associated with the 88th

Medical Equipment Concentration (MECs) contract in

support of the U.S. Army Reserve, in March.

Access Control Points (ACP): Completed 73

contract actions with total obligations of $70.5 million

(doublescal2022’sobligations).Additionally,theprogram

executed 701 service orders valued at $22.9 million to

maintain ACP equipment functionality at 60 supported

installations.

Projects included installation of active vehicle barriers

(AVB)atvariousACPs.TenACPswereprovidedinscal

2023 with three at Fort Carson, Colorado, three at Fort

Moore, Georgia, two at Fort Campbell, Kentucky and one

each at Fort Wainwright, Alaska and the Defense Supply

Center Columbus, Ohio.

To eliminate siting issues and resulting impacts, the ACP

program now provides 35% design at solicitation. The Fort

Carsonactionsweretherstsolicitedwitha35%design;Fort

Campbell and Fort Moore are next in queue with 35% design

completions. Of the more than 20 projects executed, a key

See

ISPM



ISPM





24 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

oneistheinstallationof veAVBsatFortSill,Oklahoma.

Another highlight is that the ACP program was

designated Mission Assignment for non-MILCON funded

ACPinstallationfortheOfceof ProvostMarshalGeneral

(OPMG). This mission assignment designation allows the

program to continue to assist the improvement of the Army’s

security posture to prevent threats entry, being the line of

naldenialcapability.

Fuels (FUELS): Obligatedover$282.1millioninscal

2023 with 106 contract actions,

completing over 2000 preventive

maintenance visits and over 3,400

corrective maintenance repairs

via service orders. The repairs

and emergency response actions

were completed at 433 Defense

Logistics Agency (DLA) capitalized

petroleum facilities worldwide. The

program also maintained all DoD

Marine Loading Arms (MLAs) at

20 sites.

Two key projects this year were

Red Hill Bulk Storage Facility repairs

in Hawaii and the Guam Marine Loading Arm overhauls. At

RedHillBulkStorageFacility,108decienciesrequiredrepair

no later than May 31 to allow for the upcoming defueling

phase.Theserepairswereexecutedvedaysaheadof 

deadline via 29 corrective maintenance service orders. An

additional 22 corrective maintenance repairs were required

prior to Aug. 18 and were completed on schedule.

This corrective maintenance equated to 25 years of

normal Red Hill repair efforts in just seven months

while executing with high quality, on schedule and safely.

The program is executing repair by replacement of six

new MLAs at Navy Base Guam as the old MLAs were no

longer able to be repaired due to the constant corrosive

environment. These MLAs are critical as they support the

NavyPacicFleetandourpartnerswithfuel.



 Awarded672contractactions,acrossveprograms,

withobligationstotaling$354.6millioninscal2023.In

addition to new contract actions, the Facilities Division

executed 546 service orders.

Facilities Reduction Program (FRP): Obligated

$24.1 million through 111 contract actions. The

program continues to work with NASA, IMCOM,

USARC, and other DoD and other Government

Agencies. FRP also continued to maintain its “Best in

Class”designationthroughtheOfceof Management

and Budget and on GSA’s Gateway.

 Afewsignicantaccomplishmentsfortheprogram

include awarding four separate regional pre-demolition

surveys that cover eleven separate Army Reserve Center

locations,awardingalargedemolitionprojectwithrst-

time customer National Nuclear

Security Administration, and

demolishing the NASA Marshall

Space Flight Center Building

4200.

Facilities Repair Renewal

(FRR): Obligated $66.8 million

through 98 contract actions. The

program continues to support

Army Garrisons along with

supporting USACE districts to

include another St. Louis District Civil Works project

for $3 million. In addition, the program delivered 308

electric vehicle charging stations for IMCOM/AMC and

designed stations for several USACE Districts across the

U.S.

Centralized Furnishings Program (CFP): Obligated

$108.1millionforscal2023,andtheprogramcontinues

to improve processes and procedures that assist with

sustaining federal agency performance. The PDT awarded

approximately373newcontractsandmodicationsand

numerous design reviews supporting USACE Districts.

The Furnishings Program is now successfully utilizing the

new Furnishings Virtual Ordering System for both our Navy

and Army Unaccompanied Housing customers. The program

continues to add additional product lines to the on-line

system in support of our customers. Army Family Housing

wasaddedlatescal2023.

 Thison-linesystemimprovesefciencieswithinstandard

processes allowing the program to expand technical services

See

ISPM



BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

ISPM





2024 | January | e Huntsville Center Bulletin | 25

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

such as design, turnkey solutions, and portfolio management

solutions for all customers.

 ThePDTawardedourrstChildDevelopmentCenter

(CDC) contract in support of the CDC MILCON program.

The program partnered with Huntsville Center’s Centers of

StandardizationProgramOfcetostandardizethefurniture

outtsof allfutureCDCs.DuringFISCAL2023,the

Furnishings Program was instrumental in assisting IMCOM

and various other DoD agencies to furnish several facilities

with mission directly supporting national security.

Range and Training Land Program Mandatory

Center of Expertise (RTLP MCX): Obligated $4.2

million in support of the Army’s Training Support System

(TSS) Enterprise. The program performed more than 30

Continuous Technical Refresh (CTR) site visits to evaluate

range facilities to determine if the existing facilities will

support the new targetry systems.

The TSS Enterprise provides centralized management and

engineering support for Army G-3/5/7’s training facilities.

TSS includes the facilities in Sustainable Range Programs

(SRP), Soldier Training Support Program (STSP), Mission

Command Training Support Program (MCTSP) and Combat

TrainingCenter(CTC)programs.Inscal2023theprogram

was involved in conducting planning charrettes at Camp

Blanding, Florida, to Fort Hunter Liggett, California.

The RTLP MCX conducted numerous construction

inspections on projects from the Fort Knox, Kentucky,

Digital Air Ground Integration Range to the Digital

Multipurpose Range Complex at Fort Cavazos, Texas.

Secure Facilities Branch (SFB):

Obligated

approximately $151.4 million worth of new work and

completedapproximately90contractactionsduringscal

2023. This is an increase from the previous year in which the

branch awarded approximately $103.8 million. In addition,

the branch awarded over 546 service orders valued more

than $13.7 million. As the newest branch within Huntsville

Center, SFB continued to expand and build upon our partner

support base with agencies such as the Department of State,

Defense Threat Reduction Agency (DTRA), EUCOM as

well as cultivating new partnerships with agencies such as the

White House Communications Agency, National Security

Agency, and the Navy. The branch continues to provide

support to partners INSCOM and DIA. The program

continues to improve our mission support capabilities by

providing fully vetted Program and Project Managers, as well

as cleared contractors that are responsible for the installation,

maintenance, and upgrade of mechanical and electrical

systems throughout facilities around the world. In addition,

the program has added base operation support that requires

cleared U.S. Contractors. The contracts are structured to

ensureallICD705proceduresarefollowedandveriedto

not impact the accreditation of a Sensitive Compartmental

Information Facility (SCIF). The program provides support

in the development of Construction Security Plans (CST)

to ensure all logistical precautions are met as well as the

processing of all DD254’s, and when required, all National

Intelligence Determination (NID).

Medical Division:

Medical Division awarded 626 actions totaling $507.5 million

inscal2023.

Medical Outtting and Transition (MO&T)

Program:Inscal2023theMO&TProgramexecuted

213 contract actions valued at over $156.4 million. Branch

highlightsincludeMO&TawardingthefullInitialOuttting

& Transition (IO&T) Services Contract for the General

Leonard Wood Community Hospital (GLWCH) in 2022 to

Atkins North America Inc., for a total contract value of $62.3

million.

 Inscal2023thebranchexecuted$43millionin

equipment options so the contractor can begin making

procurementsfortheoutttingof medicalequipment,

furniture, and artwork. The new hospital is programmed

to support 5,700 Active Duty, and 20,400 Trainees and

their families. The IO&T contractor will conduct the full

planningandoutttingof thefacilityaswellastransitioning

approximately 1,156 hospital staff from the legacy facility to

the newly constructed hospital building.

 PSSawardedvemulti-yearcontractsusingbothGSA

and 8A contracting vehicles for support services to conduct

clinical and facility transitions across multiple DHA-Facility

Enterprise sites.

These contracts were awarded for a total value of $22.7

million. These contracts will provide DHA the vital support

required for executing and managing the Sustainment and

Environmental Program, Capital Investment Decisions

Model (CIDM), Portfolio Business Integration, and Planning

ISPM



See ISPM



26 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

and Drafting Policies in more than 15 different categories

across the medical services enterprise.

Medical Repair and Renewal (MRR) Program: In

scal2023,theMRRProgramexecuted121contractactions

valued at approximately $126.6 million. MRR offers a

fasttrack,efcientmethodfordesignandexecutionof all

types of medical facility repairs, renovations, conversions,

alterations, additions, and construction projects.

This program provides project management, construction

engineering, contracting and construction support to multiple

Department of Defense and non-DoD agencies for medical

facilities nationwide.

Operation and Maintenance Engineering

Enhancement (OMEE) Program: Inscal2023,the

OMEE team executed 292 contract actions valued at over

$224.5 million.

The work executed by this team directly supports DoD

medical stakeholders, in their endeavor to provide world-class

healthcaretoournation’swarghters,veterans,andtheir

dependents.

 Theprogramprovidesasimpliedapproachtorespond

to the growing operations and maintenance needs of DoD

medical facilities.

OMEE uses streamlined processes that provide low-cost,

quick response contracts for the operations, maintenance,

repair, and replacement of equipment for DOD medical

assets worldwide.



The Military Support Division processed 45 actions, with

obligations of $9.9 million.

Centers of Standardization (COS): The COS program

obligated $ $1.04 million. The COS is one of nine Centers

established by the Director of Military Programs in March

2006 to be the Army’s life cycle manager for assigned facility

types.TheCOSsupportsUSACE,IMCOMandtheOfce

of the Assistant Chief of Staff for Installation Management.

Standards and Criteria Program (SCP): The SCP

program obligated $ 6.73 million to develop and maintain

the standards and criteria used to support tri-service

MILCON. This program undertakes the development of

new technical standards and criteria documents as new

building technologies enter the marketplace and design and

construction industry evolves.

Typically, the criteria documents are maintained in the

formof UniedFacilitiesCriteria(UFCs)documents,

UniedFacilitiesGuideSpecications(UFGSs)andHQ

USACE publications such as Engineering Regulations, Design

Guides, TechNotes, etc. Funding for this program is provided

by the ACSIM, which provides annual review and oversite of

its efforts.

Special Projects Program (SPP): The Special Projects

Program completed 45 contract actions for a total of $2.1

millionincontractualobligationsinscal2023.

This program is unique in that it supports the direct needs

of Huntsville Center and its various programs. Although

awardedattheendof thepriorscalyear,insupportof the

ISPM 2025 Strategic Plan initiative, the ISPM PM Training

course was awarded. The ISPM PM Training course included

a requirement for remote learning modules and associated

PM Handbook revisions, which required substantial PDT

coordinationthroughoutthisscalyearacrossvarious

programs to implement successfully.

Also, SPP procured multiple iterations of geophysical

equipment for OE Directorate Safety professionals and the

Engineering Directorate, Geosciences Branch, that were

critical for their on-site quality assurance and geophysical

surveying needs.

Medical Division Contracting Directorate professionals

were reinforced through award of a service task order

contract to supplement execution of existing and projected

tasks. In addition, SPP supported the USACE Learning

Center (ULC) with multiple contracts for preparation

and instructing PROSPECT training courses as well as,

procurement of audio-visual equipment for classrooms,

which impacted trainings for all USACE.

Both the ULC and Huntsville Center were supported by

Next Generation Shipping and Delivery Services task orders

to support dissemination of course material. Coordinated

with Center Contracting and other directorates as well as

supportofcesonthepathforwardforrecordsholding

and disposition. These are only a few of the many dynamic

actions accomplished by this program.

Overall, SPP generally supported Huntsville Center

through award of miscellaneous Center-impacting service

contracts by varying contract types in a true cradle-to-grave

manner.

Though small in obligations, the overarching impact can’t

be measured and was necessary for the continuity of day-to-

day operations.

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

2024 | January | e Huntsville Center Bulletin | 27

BULLETIN FOCUS:

Fiscal 2023 Year in ReviewFiscal 2023 Year in Review

he Ordnance and Explosives (OE) Directorate closed

scal2023byobligatingover$186millionto

protecting American servicemembers, civilians and

families from munitions and environmental hazards.

These awards include remediation of seven chemical

agent contaminated sites across the U.S., remediation of toxic

Aqueous Film Forming Foam from Department of Defense

(DoD) installations overseas, and range clearances supporting

thedefenseof Guam.SpecicdetailsforthethreeOE

Directorates are outlined below.

Chemical Warfare

Materiel Design Center

(OEC):

Awarded $73 million in

contract obligations to

investigate seven chemical

agent contaminated sites across

the U.S. and continued efforts

on $273 million of active on-

going contracts.

Completed Aberdeen

Proving Grounds, Maryland,

Phase I remediation, started

removal actions for Phase

II and awarded Phase

III(nalincrement).OE

continued investigation at

multiple sites on Redstone Arsenal and Redstone’s MSFC-03

location continues to be OE’s “Go To” site to understand

complexities of project execution under nighttime conditions.

OE completed buried chemical munitions cleanup of

JointBaseMcGuire,NewJersey,bombingrangeandre

pit sites. OE completed investigation work for Dugway

Proving Ground, Utah, site completing surface clearance and

geophysics.OEnishedCWMsinglepointanomalyintrusive

work and demobilized at Holloman Air Force Base, New

Mexico. OE initiated contract support to Air Force and DoD

customers at Edwards Air Force Base, California, and Fort

Totten, Virginia.

Project managers met with the customers and

stakeholderstoinitiatescopingofsupportforscal2024.

OEcompletedpre-eldworkprocessingandcoordination

with other Federal Agencies for site investigation at Yellow

Jacket, Utah.

Ordnance and Explosives Design Center (OED):

Closedscal2023byexecutingover49contractactions,

obligatingmorethan$85.4millioninscal2023funds.

Highlights include a $28 million award made by OEDC

for the debris pile removal (munitions and PCBs) on the

island of Kwajalein. The Environmental Branch along with

Contracting Pre-Award branch established an Aqueous Film

FormingFoamMATOCforscal2024taskorderawards

for Army, Air Force, Coast Guard, and Marine Corps drain

and replace projects, and the

OEDC continued executing

MMRP work on the Big Island

of Hawaii at eight Munitions

Response Sites (MRSs) within

the Formerly Used Defense

Site, Waikoloa Maneuver Area

and on the island of Culebra,

Puerto Rico at six MRSs in

supportof PacicOcean

Division and South Atlantic

Division, respectively.

The OEDC began the year

executing 128 projects with 31

of those being new task order

awards. Part of successfully

managed programs is closing

out old task orders as they are

completed. The OE Design Center completed 37 projects

inscal2023.OEDCclosedthescalyearwith91projects

and total dollars managed was $261 million with total amount

obligatedforscal2023was$58.5million.

Environmental Program (ENV): Provided dedicated

project managers that manage environmental investigations at

numerous DoD sites across the country and overseas.

The big effort this year was awarding a MATOC to ensure

that all military services can be supported by Huntsville

Center in the award of task orders at their facilities to drain

andreplaceharmfulre-retardantsubstances.

In addition to AFFF projects, the branch continues to

support other needs such as PFOA/PFAS investigations,

NEPA requirements, industrial hygiene assessments for the



See OE





28 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

n 2022, the Environmental and Munitions Center of

Expertise(EMCX)wasrecertiedasaMandatoryCenter

of Expertise (MCX). The capabilities of the EM CX are

outlinedinER10-1-50. Therevalidationisgoodforve

years.



National Environmental Policy Act (NEPA) Support

to HQ Installation Management Command

(IMCOM) and Deputy Chief of Sta, G-9: The NEPA

Integrator was established within the EM CX to serve as the

“One Door to the Corps” central point for facilitating DCS,

G-9 and IMCOM NEPA execution. The NEPA Integrator

partners with USACE Geographic Districts to establish

program consistency and manages program and project

funding according to partner requirements. The EM CX team

provides a centralized process to receive and distribute NEPA

funds to USACE Districts.

The team also tracks the status of all phases of

Environmental Assessments (EAs) and Environmental

Impact Statements (EISs) being developed by USACE in

accordancewithIMCOMandG-9’sscalyearworkplans.

NEPA SMEs at the EM CX provide Quality Assurance

reviews of USACE work products (e.g. Scopes of Work,

draftandnalEAsandEISs).Since2018,thescalyear

work plans have increased each year and has incorporated the

Army’s Weapons Modernization program for programmatic

andinstallationspecicNEPAactions.

 Inscal2023,theteamcontinuedtofocusonregular

communications among NEPA customers, the EM CX

NEPA Integrator team, and USACE Districts. Three one-

hour virtual sessions were provided to District Project

Managerstoreviewspecicrolesandresponsibilitiesof 

Districts and the EM CX throughout the NEPA process,

including actions required prior to contract award. The team

trackedNEPAdatafor21activeNEPAprojects(scal2018

toscal2022)involving11Districtsandprovidedmonthly

updatestocustomers.Thirteenprojectswereinitiatedinscal

23byveUSACEDistricts.

 Thisrequiredsignicantcoordinationandfacilitationas

the IMCOM project work plan had continuous revisions

requiring making last minute assignments to meet customer

needs. Completion of a DTO conducted in March 2023 to

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US Army Reserve and conducting studies at buildings and

sites where explosives were manufactured. T

he Environmental Program is expected to have a

temporaryspikeinworkoverthenextveyears.The

Environmental Program awarded three new task orders and

atotalof 18contractactionsinscal2023totaling$26.9

million. The total number of projects managed for the entire

EnvironmentalPrograminscal2023were31at$87million.

Global Operations (OEG): Executed 40 contract

actions with total obligations of $27.9 million. Five were

newcontractawards,15modicationsoroptions,and20

closeouts.ThevenewtaskorderawardswereforOERange

Clearance (three), and Munitions and Explosives of Concer

(MEC)work in Guam (two).

The two contracts for MEC work in Guam were in

support of the Guam Defense System (GDS) in the

INDOPACOM Area of Responsibility (AOR).

One of these customers, Missile Defense Agency (MDA)

was a return customer from several years back, the other U.S.

Space Force was a new customer, and to our knowledge, the

rstUSACEcontractinsupportof U.S.SpaceForce.Also

awarded an option for nine months for TF SAFE which is

the only project that remains in the CENTCOM AOR.

Ballistic Missile Defense Mandatory Center of

Expertise (BMD MCX):

The BMD MCX established partnerships and support

agreement with the Air Force Nuclear Weapon Center

(AFNWC) to provide technical subject matter experts (SME)

in support to the Sentinel Program.

BMD MCX assisted with the standard design of the

launch facilities. The BMD MCX established partnerships

with Northwestern Division (NWD) to provide missile

defenseSMEsoverthenextveyearsinsupportof the

NORTHCOM/NORAD Over the Horizon Radar (OTHR)

Homeland Defense for the Air Force.

The BMD MCX provided support to Missile Defense





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identify District in-house resources and contract capacities

was key to the success of making these quick project

assignments.

Throughout the year, there was EM CX representation on

monthly and bi-weekly EA and EIS project team meetings

with all customers. Other accomplishments included a virtual

In Progress Review (IPR) meeting with IMCOM and DCS,

G-9 customers, Quality Assurance reviews of approximately

35documents,andsubmittalof thescal2022annualNEPA

report in November 2022.

Evaluation and Assessment of Regulatory and

Legislative Impact (EARLI) Support:

In support of the EARLI Program, the EM CX continued

partnering with the U. S. Army Environmental Command

(USAEC) to identify and assess potential impacts of evolving

environmental laws and regulations. The EM CX participated

in weekly meetings with USAEC to track status of actions. A

Database Analyst at the EM CX developed and continued to

makemodicationstotheEARLIdatabase.

EM CX Subject Matter Experts regularly populated the

EARLI database by reviewing daily Federal Registers to

identifyregulatoryactions,assessingthesignicancelevel,

and entering summaries of those actions within the EARLI

database. EMCXOfceof Counselsimilarlytracked

proposed environmental laws. The information was then

transfer via EARLI to the USAEC for further analysis

including number of IMCOM installations expected to be

impacted and the costs of compliance.

The outcome of the process included Fact Sheets to

inform stakeholders so compliance costs could be included

within budgets requests.

Enterprise Environmental Safety and

Occupational Health Management Information

System (EESOH- MIS) Support to HQDA G4 and

IMCOM: The EM CX has led a USACE team to assist G-4

in implementation of EESOH-MIS to track and manage

hazardous materials (HM) and hazardous wastes at Army

installations.

By implementing EESOH-MIS and training staff to use it,

Garrisons are positioned to retrieve data to meet

environmental reporting requirements. The EM CX has

also supported EESOH-MIS management at previously

implementedinstallations.Inscal2023,EMCXsupport

was paused in November 2022 due to a lack of funding from

G4. Funding was received in September 2023 and program

supportbytheEMCXwillrestartinscal2024toinclude

implementation and management of EESOH-MIS at Army

installations.

IMCOM training. The EM CX provided several

environmental trainings to Active Army installations in

scal2023.

nEmergency Planning and Community Right-to-Know

Act Training, in February and May 2023.

nInitialHazardousWasteManifest/DOTCertication

Training, August 2023

nResource Conservation and Recovery Act (RCRA)

Complete Training, June 2023

nRCRA Refresher Training, May 2023

nHazardousWasteManifest/DOTRecertication

Training, April 2023



Environmental Liability Reporting Support: On

behalf of HQ USACE, the EM CX continued to prepare the

Non-FUSRAP Environmental Liability (EL) Reports for Civil

Works. This involved issuing quarterly data calls on behalf

of HQ USACE, reviewing and compiling data for accuracy

and completeness, coordinating with HQ USACE Resource

Management staff, and participating in the annual audit of

the data. EM CX actions assist HQ USACE in preparation

of the USACE Financial Statement which reports contingent

liabilitiesasrequiredbytheChiefFinancialOfcersActof 

1990 and which is reported annually to Congress.

 Inscal2023,theEMCXparticipatedinanexternal

environmental compliance multi-media inspection of the

Washington Aqueduct facilities.

Environmental Compliance Support: The EM CX

regularly provided environmental compliance support,

technical review and technical assistance to the Civil Works

Environmental Compliance Coordinator sub- Environmental

CommunityofPractice(ECCSub-eCoP).Otherspecicscal

2023 actions included providing PDT assistance and training

for Time Critical and Non Time Critical Removal Actions

at Kaukauna. The EM CX also supported development of

a Real Estate Design Memorandum in preparation for an

EMCX

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30 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

Emsworth Real Estate Acquisition as required by ER 1165-2-

132.



Superfund Program Support: Serving a USACE-wide

role for processing funds and scopes for interagency support

to the EPA Superfund program, the EM CX distributed more

than$923milliontoUSACEdistrictsinscal2023.

These annual distributions represent a large increase

from prior years. The EM CX

hasplayedasignicantrole

in implementing the systems

and controls for Interagency

Agreements necessitated by a

USACE-EPA Memorandum

of Agreement signed in

December 2016. The CX

developed a new database

to process and store the

Interagency Agreements in

line with USACE software

operating updates. The EM

CX supported a transition in

funding agreements to 7600A/

Bs and participated in a USACE pilot test within G-invoicing.

The CX established a new monthly bill reporting website to

increaseefcacyandrecordingkeepingformonthlybillsand

reconciliation between the districts and EPA regions. EPA

relied heavily on USACE districts to support the RD/RA

eldeffortsandtheEMCXprocessedallthoseagreementin

scal2023.





FUSRAP Support

The EM CX continued to support the FUSRAP program

by providing Quality Assurance Technical review for district

level project in MVS, NAN, NAB, and LRB. Fiscal 2023

included a major effort to continue the rewrite of the

FUSRAPER200-1-1,nalizationisplannedforscal2024.

Defense and State Memorandum of Agreement

(DSMOA)

TheDSMOAteamwasextremelybusyinscal2023with

the Cooperative Agreement (CA) for 20-22 still open and CA

for 22-24 being execute and initiating the next CA for 24-26

getting started.

 Onehundredseventy-sixmodicationstoCA20-22and

22-24 were issued obligating a total of $27,592,717 million

to date for the current agreements. The 24-26 Cooperative

Agreement (CA) cycle was initiated. CA development is a

year-long process divided intosix critical steps (the Six Step

Process). Each step is a coordinated effort between DoD and

State Regulators and facilitated

by the DSMOA team which

results in Joint Execution Plans,

state budget development, and

setting up program funding.

The annual funding review

of the 22-24 CA was

completed in Fiscal 2023. This

resulted in pulling back funds

and placing additional funds

to each state agreement based

upon analyzing feedback of

state and DoD component

responses from the review.

 Inscal2023,theDSMOA

team provided additional reporting and support to get data

into the CLIC dashboard for HQ Program Manager. A

DSMOA Obligations Report was developed and provided the

FISCAL 2023 Obligations for each Component, the OSD

Steering, and MRD Committees. DSMOA Disbursements

Report provided the rollup of disbursements at the state

and component funding levels. DSMOA obligated a total

of $27,592,717.60 and disbursed a total of $42,502,077

millionforscal2023. Inaddition,theTeamalsosubmitted

thescal2023DSMOAEndof YearExecutionReport.

The report included the following DSMOA program

requirements: planned received, planned obligated, actual

received, actual obligated and FISCAL 2023 ending carryover.

Furthermore, a new HQ USACE reporting tool was

developed using EDW to support the Annual Report to

Congress(ARC).Thistoolhasgreatlyenhancedtheefciency

and accuracy of the ARC obligations and reimbursements

nancialdata.TheDSMOAteamhadtomitigatealargeturn

over within the DSMOA community.

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Approximately 240 new DSMOA Community members

registeredduringscal2023forDSMOAportalaccounts.

This required a lot more training, so the team delivered

seven training sessions for CA24-26 JEP development

(scheduled and ad hoc) to approximately 406 DSMOA

Community members. Feedback from the DSMOA

communitywasreectedpositivelyinthe36ICEcustomer

surveys submitted. In addition, the DSMOA team

participated in the 2023 National FUDS Forum in Pittsburgh,

Pennsylvania.

Three 90-minute presentations titled “How Do I Make

DSMOA Work for Me?” were delivered over a two-

day period. The sessions provided DSMOA program

comprehensive training to approximately 70 forum attendees

representingstateregulators,HQUSACE,Ofceof 

Counsel, and FUDS project managers and the Environmental

Protection Agency.

Topics included program history, intent, status, and

execution focusing primarily on cooperative agreement

development through the Six Step Process, joint execution

plan development, and portal functionality and navigation.

The DSMOA Team also provided additional hands-on,

interactive DSMOA portal demonstrations throughout the

entire event, actively engaging attendees and addressing

DSMOA portal account issues and questions in real time.To

further enhance relationships and ensure an understanding

of the program the DSMOA team participated in multiple

meetings to brief the DoD Components and key project

managers on the execution and status of the DSMOA

Program. During the discussion each EM CX DSMOA team

member provided an in-depth description on their functional

role and primary duties.

This effort undeniably improved DSMOA program

execution. Most of the DoD individuals participating in

these meetings had been recently assigned to the program

(within one year) and were unfamiliar with DSMOA program

objectives and processes. Communicating directly with each

DoD component allowed the DSMOA team to learn not

only their perspectives but provided valuable insights on their

internal processes and issues.

Ultimately, these meetings kept the components informed

and engaged, and built trust which strengthened existing

relationships and created new ones, further enhancing overall

program implementation.

 OutreachtheteamprovidedwerebriengsatAirForce

Tier II and III Partnering Meeting for EPA regions 4, 5, and

10. These meetings are attended by EPA, REEO-S, Navy,

Army, Air Force, and National Guard, and multiple states.

Participating in partnership meetings provides an

opportunity to better understand the DSMOA Community

as a whole and strengthens existing relationships within the

environmental community on the state and federal level.

Along with working directly with states and components in

the background the DSMOA Automation Team successfully

implemented a continuous modernization policy for the

DSMOAPortalinfrastructureinscal2023.

The DSMOA portal database and application code were

migrated to new Microsoft 2019 servers. This modernization

of the server infrastructure will enhance the security posture

of the DSMOA portal.

The DSMOA Portal functionality was improved by

installing a Close Out Report screen for use by the entire

DSMOA team during the close out of a CA period. This new

process will improve coordination between the DSMOA State

Managers, DSMOA State Financial Managers, and the Grant

Ofcers. ThescreenallowsallDSMOAteammembersto

have an instant picture of the close out status of the CA

period.

The JEP Update process has been rewritten to optimize

the JEP sort process for selecting a user’s JEPS for display.

The new process reduces the complexity of the JEP Update

selection process from 10 selects to two selects. State

performance reports were successfully completed for Year

One of CA 22-24 ahead on schedule.





Environmental Services Cooperative Agreements

(ESCA) Support: The EM CX obligated $358,396

in cooperative agreements to two different Local Reuse

Authorities, through the ESCA program on behalf of the

HQArmyBaseRealignmentandClosure(BRAC)ofce.

The EM CX and Contracting Directorates managed 11

environmental cleanup cooperative agreements with nine

different Local Reuse Authorities totaling more than $550

million.

These are non-expiring funds, and the terms of the grant

maytakeupto30yearstocomplete.Duringscal2023,the

EM CX and Contracting Directorates successfully closed

EMCX



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32 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

out one ESCA and is currently supporting the creation of

anewESCAdeemedbenecialtothelocalcommunityand

government.

The purpose of the ESCA program is to facilitate a more

rapid transfer of the BRAC portions of federal facilities

to the Local Reuse Authority. Section 334 of the National

Defense Authorization Act for Fiscal year 1997 amended

CERCLA to allow contaminated federal property to be

transferred to private parties before all remedial action has

been completed. Section 334 Early Transfer Authority allows

for the transfer of contaminated federal property prior to the

completion of the CERCLA 120(h) cleanup requirements

and thereby expedites the reuse of former defense facilities

by local communities.

The ESCA will vest increased control and responsibilities

for completing the environmental remediation with local

governmental entities, utilizing the funding provided by the

United States.

Interstate Technology and Regulatory Council

IITRC)

The EM CX served as a Federal Liaison to the Interstate

Technology and Regulatory Council (ITRC) ensuring

USACE input on priorities for consideration in Technical

Team development and activity. In addition to participation

on monthly Advisory Board meetings, the Federal Liaison

identiedandpromotedparticipationofEMCXSubject

Matter Experts (SMEs) on ITRC teams and coordinates

external review of ITRC draft documents.

Forscal2023,theEMCXprovidedSMEstoparticipate

on the PFAS, Contaminants of Emerging Concern, Passive

Sampling Technology Update, Sediment Cap Guidance, and

Environmental Data Management Teams.

The EM CX SMEs also reviewed the following draft

guidance documents: Tire Anti-Degradant (6PPD)

Focus Sheet, Contaminants of Emerging Concern Work

Products, Ethylene Oxide Guidance Document, Managed

Aquifer Recharge Technical and Regulatory Guidance

Document, PFAS Guidance Document, Performance-

Based Optimization of Pump and Treat Systems Guidance

Document, and Sediment Cap Chemical Isolation Guidance:

Design, Construction, and Monitoring Approach.

The EM CX, alongside Huntsville Center Contracting,

executed and managed the ITRC Cooperative Agreement on

behalf of theOfceof theSecretaryofDefense(OSD).

Five cost-sharing components (OSD, SERDP, Army, Air

Force, and Navy) provide $142,500 each, annually, to the EM

CX to support the ITRC CA with Environmental Research

Institute of the States, Inc. (ERIS). In addition to drafting

the guidance documents on the technical topics listed above,

ERIS, through ITRC, organized environmental training

courses for DoD staff on those topics.

Remedial Action Cost Engineering Requirements

(RACER)/Re-engineered Parametric

Environmental Estimating System (EEI) software:

Duringscal2023,theteammodiedonetaskordertoadd

pricing for cost items which were not in compliance

withArmyguidanceofave-yearlimitonescalationof 

costs. Thismodicationextendedthedeploymentdate

for TO-4 (RACER 11.9) to November, 2023, and ensured

PFAS analytical costs would be included in this RACER

deployment.

The team also completed three additional contract actions,

including: the next Option Year (#3) for Sustainment of

RACER; TO-5 for re-pricing all the HTW Cost items needed

by RACER that are not included in the other approved cost

les;andTO-6tobeginaddressingadditionalLegacyDefects

in preparation for development of RACER 11.10.

Development of EII by ERDC was monitored and

continued until August 2023. Following an ERDC

presentation of the new, cloud-based program framework

(including one technical model), the members of the EECoP

Steering Committee made a unanimous decision to stop work

on EII for several reasons.

The EMCX team accomplished an orderly, professional,

shutdown of the work while retaining a positive relationship

with the ERDC project managers. The path forward for

modernization of RACER with be discussed and decided by

thesteeringcommitteemembersduringscal2024.





Formerly Used Defense Sites (FUDS) Program Support

The EM CX provides technical support to HQ USACE,

divisionsanddistricts.Belowareafewofoursignicant

contributionsinscal2023.

nEPIC Groundwater Initiative. HQ USACE and the EM

See

EMCX

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CX developed updates on the complex groundwater initiative

and transformed it into the Environmental Projects Involving

Complex hydrogeology and Groundwater (EPIC GW)

initiativeinscal2022.

The initiative involves providing more formal and

informal technical support and interaction to Districts. An

example of a formal interaction is an Alternatives Panel,

which involves District PTD members, their support

contractor, and EM CX SMEs

in a facilitated discussion of

the current conceptual site

model, exposure pathways,

potential remedial action

objectives and remedial

approaches that should be

considered and evaluated in the

Feasibility Study report.

Informal support can

be provided through one-

on-one interactions or a

more robust Project Focused

Reviews, requested by the

District to discuss the project

status and potential issues impeding progress toward meeting

remedial goals.

  Inscal2023,ninealternativepanelswere

conducted, and 12 Focused Reviews were completed.

Optimization studies (Remediation Systems Evaluations) are

another example of a more formal technical report evaluating

current project activities and provides recommendations for

consideration to improve or enhance the project.

  RSEsweredevelopedforthreeFUDSsitesinscal

2023. The team has also rebranded the HTRW Innovate

Technology Advocate program, now calling it the Advocacy

and Tech Transfer component of EPIC GW. The focus is

onFUDSspecictechnicalapplicationsandlessonslearned

and sharing this information through brown bags or Webex

presentations.

The EPIC GW initiative resulted in increased

communication and has improved technical approaches

positively impacting projects, propelling them forward with

an emphasis on reducing overall risk and achieving FUDS

Goal #1.

nCost to Complete Process

The EM CX supports the FUDS Program with

development of cost to complete estimates for the federally

mandated reporting of Environmental Liabilities (ELs). Cost

to Complete (CTC) estimates are prepared for approved

Formerly Used Defense Site (FUDS) projects that have future

costs and that have not reached project completion. There

were 1,762 CTC estimates developed in FISCAL 2023 that

totaled $11 million.

Forty-eight of these CTC estimates were developed

by the EM CX. In addition, the EM CX coordinated with

the 13 FUDS districts to

ensure completion of the 822

District CTC estimates. The

other 892 CTC estimates were

index assigned and used the

prior year CTC estimate with

an escalation factor applied to

bring the prior year costs to

current year dollars.

After the CTC

estimates were uploaded to

FUDSMIS and reviewed by the

districts, the EM CX completed

a detailed quality assurance

(QA) review of 175 CTC

estimates. The detailed QA review pass rate was 38%, and the

EMCXcommunicatedallndingswiththeestimatorsand

districtreviewerstoensureidentiedissueswerecorrected.

 Tosummarizethescal2023CTCprocess,andtoinitiate

discussion with the districts on what worked well and what

could be improved, the EM CX prepared a CTC After Action

Report and hosted an after-action meeting.

nEnvironmental Liabilities Audit

Duringthescal2023CTCAudit,oneFUDSsamplewas

selected for a walk through with the auditors to explain how

FUDS CTC estimates are prepared and reviewed.

The EM CX led a pre-walk through with the district to

ensure the anticipated topics and material were understood,

and to provide guidance to the district on how to

communicate with the auditors. No other samples were

requestedforthescal2023audit.TheEMCXprepareda

nalQCreportandprovidedittoHQUSACEandArmy

G-9 by the due date.

EMCX



See EMCX



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34 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

This report documented reviews completed by the EM

CXduringthescal2023CTCprocess,includingthirdand

fourth quarter population reviews and Retrospective Reviews.

During the population reviews, the EM CX checks to

ensure that all projects added to the CTC population have

appropriate eligibility documentation and that all projects

removed from the CTC population have appropriate closeout

documentation.Forscal2023,eligibilityandclosure

documentation were reviewed for a total of 25 added projects

and a total of 22 removed projects.

The EM CX coordinated with the FUDS Districts to

ensure retrospective reviews were completed on new

contracts or task orders over $250, 000. A total of 59

retrospectivereviewswerecompletedinscal2023and

documentedinthenalQCreport.

nCompleteness. As part of the FUDS Environmental

Liabilities Audit, a Notice of Finding and Recommendation

(NFR) was issued to Army relative to the completeness of

documentation to support the population of FUDS.

 Thisdeciencyinndingsregardingeligibility

documentation presents a risk that FUDS Program

environmental and disposal liability may be under-

represented. The Completeness PDT which includes several

representatives from the EM CX is executing HQ plan to

address the completeness issue.

 Inscal2023,theteamcompletedresearchandchecklists

on 2,220 Eligible properties without projects, 790 Ineligible

properties, 706 Duplicate Properties and 119 Categorical

exclusions.

They also completed testing of 107 properties and

associatedprojectstonalizetheEligiblepropertieswith

projects checklist and the approved project checklist. Since

nalizationof thoselists,theyhavecompleted83Eligible

properties with projects and 202 Approved projects. In

addition, the EM CX completed independent technical

for 162 Findings and Determination of Eligibly (FDE)

documents for properties that were missing this vital

documentation.

nMMRP Innovative Technology Initiatives. Duringscal

2023, several tasks were either continued or initiated to

advocate for and increase the use of new and innovative

technologies for munitions response.

These tasks focus on objectives that promote or facilitate

the use of innovative technology on munitions response

projects. The Military Munitions Geophysics Group (M2G2)

met monthly and shared information regarding work

performed on MMRP projects, lessons learned, updates on

thestatusof AdvancedGeophysicalClassication(AGC).

On a quarterly basis M2G2 incorporated the National

Association of Ordnance Contractors (NAOC) to further

disseminate lessons learned throughout the industry. M2G2

also provided opportunities for professional representation

and attendance at industry conferences and symposiums

such as the Symposium on the Application of Geophysics to

Engineering and Environmental Problems (SAGEEP).

In addition to M2G2, the EM CX provided mentoring to

USACE geophysicists and established a repository for ITAs

to upload AGC-related Root Cause Analysis and Corrective

Actions to help ensure consistency and identify trends related

to common failures.

The EM CX also produced the Draft AGC Mentoring

Program,whichoutlinesthecerticationprocessforUSACE

Munitions Response Geophysicists to ensure that USACE

retainsthein-houseexpertiseandprociencyinAGC. In

scal2023,trainingincludedstandardFUDScoursesas

well as training on UX-Analyze, a commercially available

AGC processing software. Root Cause Analysis training and

Munitions Response Quality Assurance Project Plan (MR-

QAPP Module 2) training were also provided in coordination

with the Environmental Data Quality Workgroup (EDQW).

nIndependent Technical Review. The EM CX not only

completed 467 document reviews along with 368 response to

comments on those documents. The EM CX took a deep dive

into the ITR Process and began to incorporate improvements

and started the development of a new comment tracking

system that will allow analytics of the data that come for our

technical comments. Along with the document reviews, the

EM CX reviewed 198 MRSPP scores with 134 response to

comments on those scores. Additionally, 40 RRSEs were

reviewed.

nTraining Program. Ninety-two training sessions that

addressed71FUDS-specictrainingcoursesweredelivered

duringscal2023.Thesessionswerecomprisedof 16on-

sitecourses,vevirtualcourses(whichareonsitecourses

that have been transitioned to web-based courses), and 71

nettrainingcourses.Thetotalattendanceforscal2023was

1644.

 Inaddition,theEMCXproducedvideotraininglesto

BULLETIN FOCUS:

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2024 | January | e Huntsville Center Bulletin | 35

accommodatestudentsthatcouldnotmakethespecic

training session or wanted to reference information. The

EM CX will continue to evaluate the various types of training

methods to deliver the needed information to the FUDS

community.

FUDS training sessions received high marks with ratings

ranging from 3.6 to 5 (the rating scale is 1 to 5 with 5 being

“Excellent” and 1 being “Very Poor”). Students had the

opportunity to submit evaluations for up to two weeks

following each session.

 Inscal2023,theaverageratingwas4.3.Forty-one

percent of the students attending FUDS training sessions

submitted evaluations. The EM CX continues to learn from

executing the vital training needed for the FUDS community

to meet the program metrics. We will continue to delivery

high quality and necessary training in coordination with HQ

USACE.

Geophysical Database

 Inscal2023,ataskorderwasawardedtoperform

discovery, design, and build a centralized, standardized, secure

data repository for geophysical data collected under the

FUDS MMRP.

Defense department and FUDS policy requires the

collection of geo-referenced digital geophysical data wherever

practicable; however, the FUDS program does not presently

have a method to archive that digital data, which exceeds 10

terabytes of new data per year.

During the discovery phase of the task order, the

contractor will work with the EM CX and other stakeholders

acrosstheFUDSprogramtoevaluateworkows,dataand

reporting needs, solutions available within USACE Corpnet,

and larger USACE cloud migration plans to determine the

best solution for the FUDS geophysical data repository

needs. The contract includes optional CLINs to design, build,

and test the solution, as well as train USACE personnel on the

built data repository.

Munitions Response Dialogue.

The EM CX provides support to the MRD, a joint DoD,

EPA and State forum that discusses current events and

lessons learned in the Military Munitions Response Program.

Specically,theEMCXisleadingrevisionstotheRisk

Management Methodology, a risk assessment tool created

by EM CX staff, and which has gained popularity among

Navy and Air Force components as well as EPA and state

regulators.

Explosives Safety.

The EM CX reviewed 38 Explosives Site Plans (ESP),

Explosives Safety Submissions (ESS), Chemical Safety

Submissions (CSS) and Chemical Site Plans (CSP) for

munitions clean up investigations for the FUDS Program,

BRAC program, Army Environmental Command MMRP, Air

Force MMRP and National Guard Bureau MMRP. The EM

CXalsoapproved26suchplansscal2023.

The EM CX is the Direct Reporting Unit (DRU) for all

FUDS ESP, CSP, CSS and ESS, which means the EM CX

has signatory authority to submit these plans to the U.S.

Army Technical Center of Expertise for Explosives Safety

for formal Army and DOD Department of Explosives Safety

Board approval on behalf of all FUDS project managers.

The EM CX’s review and submission process resulted

in an estimated $675,000 annual savings to the DOD’s

environmental cleanup program through expedited review

schedules.

DOD Advanced Geophysical Classication

Accreditation Program Support

The EM CX role in the program is as lead and technical

(geophysics) support to the Environmental Data Quality

Workgroup (EDQW) AGC accreditation subgroup that

established and oversees the program on behalf of DoD.

 Therearecurrently15GeophysicalClassication

Organizations(GCO)intheprogram.Inscal2023,eight

GeophysicalClassicationOrganizations(GCO)werere-

accredited for an additional two-year period using a synthetic

test site, three new hardware (UltraTEM Screener, APEX,

and MPV) technologies were validated and multiple software

updates were validated.

All program requirements and accreditation/validation

lists are made available to the public on DENIX.

The program will continue to issue accreditation and

reaccreditation of GCOs (frequency of reaccreditation

is every two years) into the future based on a resource

commitment from the DOD component services through

scal26.

BULLETIN FOCUS:

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36 | e Huntsville Center Bulletin | January | 2024

U.S. Army Engineering and Support Center, Huntsville

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Active Army Five-Year/Periodic Review Management

The EM CX continued to help execution of Five- Year

and Periodic Reviews for the Army Environmental

Command by performing Quality Assurance reviews of

documents produced by USACE Districts or through District

contractors.

 Thescal2023Five-Year/PeriodicReviewbudget

executed was $155,617, which included one CERCLA NPL

5YRs,veCERCLAnon-NPL5YR,eightPeriodicReviews,

and one Five-Year Corrective Measures Performance

Evaluation.

The EM CX coordinated a Five-Year Review Workshop

for Army contractors in June 2023. The workshop was highly

received resulting in a request to make this a

yearly occurrence.

Active Army Training

The EM CX provided HTRW and MMRP Training to

Active Army installations in FISCAL 2023.

nCERCLA/RCRA Training, May 2023

nRCRA Complete Training, May 2023

nRisk Management Methodology, Jan 2023

nMunitions Response Site Prioritization Protocol, Jan

2023, and Jun 2023

nMMRP 101, Mar 2023

nMMRP 201, Aug 2023

Active Army Recognize, Retreat, Report (3Rs) Program

The EM CX manages the 3Rs Program on behalf of

Active Army. The Army’s 3Rs Program and its core message

are the basis for education programs informing our soldiers,

their families, the civilian workforce at Army Installations,

and the public of the potential hazards associated with

munitions that may be present on or near Army Installations.

Meetings, including Train the Trainer, Fact Finding and

Follow-Ups and Outreach were conducted at 18 DoD

installationsduringscal2023.

Active Army MRSPP Project Support

The EM CX provided 73 Quality Control Reviews of

Active Army MRSPPs for submission to the Army MRSPP

QualityAssurancePanelduringscal2023.TheQuality

Control ensures the MRSPP worksheets are ready for

submission to the Army’s Quality Assurance Panel.

Army National Guard (ARNG)

The EM CX provided an annual clean-up course along

with several webinars to ARNG personnel. The EM CX also

provided 72 Quality Control Reviews of ARNG MRSPPs for

submission to the Army MRSPP Quality Assurance Panel

duringscal2023.

Deactivated Nuclear Power Plant Program (DNPPP)

Support

The EM CX DNPPP team participated in the active

decommissioning & dismantlement of the Deactivated SM-1

Nuclear Power Plant, at Fort Belvoir, Virginia.

Completion of the document allows the decommissioning

of the SM-1A power plant to move forward. The EM CX

DNPPPteamparticipatedindevelopmentandnalization

of congressionally mandated Environmental Liabilities

Reporting (Cost to Complete) for the Decommissioning of

the SM-1 Reactor at Fort Belvoir, Virginia, and the SM-1A

Reactor in Fort Greely, Alaska.



Per- and Polyuoroalkyl Substances (PFAS) Support

The EM CX provided independent technical review

document review in accordance with the USACE

Commanding General’s Daily Tasking Order to review all

draft documents involving PFAS. A total of 397 documents

were reviewed. The EM CX also instituted a monthly PFAS

webinar bringing technical presentations and discussions

applicable to PFAS to the enterprise.

The EMCX began support to Army Installation

Management Command (IMCOM) G4 for drinking water

systems that may be impacted by the proposed national

regulationof Per-andPolyuoroalkylSubstances(PFAS)in

drinking water.

EM CX staff hosted the 2023 USACE PFAS Workshop,

internal to USACE staff, planned and executed by the HQ

PFAS Integrator and USACE EM CX. It was designed to

bring synergy and attention to the PFAS technical expertise

within USACE, bring subcommunities together to discuss

details, and build collaborations of members across the

enterprise, and involve HQ USACE and Districts to discuss

their participation in PFAS projects and share knowledge via

breakout sessions, panel discussions, and presentations.

BULLETIN FOCUS:

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2024 | January | e Huntsville Center Bulletin | 37

The 2023 USACE PFAS Workshop had 80 in-person

attendees and 100 virtual attendees. The EM CX staff

supported meeting logistics; prepared and gave technical

presentations; served as panelists on panel discussions; and

hosted the breakout sessions along with invited

ERDC co-hosts.

Environmental Training

Inscal2023,theEMCXinstructedtraininginsupport

of FUDS, PROSPECT, IMCOM, AEC, the Army National

Guard, New Hampshire Army National Guard, and others.

Over 70 different courses were instructed to over 1,800

USACE and DoD personnel.

One-hundred-three sessions were instructed using virtual/

web-based training. The EM CX provides vital information

through environmental courses related to a variety of topics

including environmental laws and regulations, military

munitions response, construction oversight, program policy,

remediation technologies, hazardous waste management

and manifesting, and the CERCLA and RCRA Remediation

Processes.

PROSPECT Training

The EM CX taught six environmental courses for the

USACELearningCenter(ULC)inscal2023.Thecourses

were: Environmental Laws and Regulations Training; Initial

HazardousWasteManifest/DOTCerticationTraining;

Resource Conservation and Recovery Act (RCRA) Complete

Training; CERCLA/RCRA Training; Hazardous Waste

Manifest/DOTRecerticationTraining,andRadioactive

WasteTransport/DOTRecerticationTraining.

USACE Radiation Safety Staff Ofcer

By letter appointment in 2006 (with reappointment in

2016), from the HQ USACE Chief of Safety and

Occupational Health, HNC EM CX staff serves the USACE

roleasRadiationSafetyStaff Ofcer(RSSO),andisassigned

responsibility and active management of the Corps’ Radiation

Safety Program.

In that role the EM CX senior Health Physicist RSSO

manages all aspects of the Corps Radiation Safety Program,

including setting policy, representing USACE on DOD

and Army committees and workgroups for radiation

safety and environmental cleanup and decommissioning,

leading the Corps’ Radiation Safety Support Team, issuing

Army Radiation Authorizations (ARAs) for possession

of radioactive material, as well as being responsible for all

required radiation safety audits which have maintained all

USACE Nuclear Regulatory Commission (NRC) licenses and

ARAs compliant.

The RSSO supports the USACE emergency response

mission, participating in nuclear detonation exercises. The

RSSO prepared decommissioning cost estimates in FY20

fortheCorps’NRClicensesasidentiedintheArmy’s

contingent liability database and to be reported to Congress

in the Army’s Financial Statement.

The RSSO also serves as a radon subject matter expert for

the Army.

Environmental Data Management

The EM CX supported the Army’s Yakima Training

Center through contract and technical support on a pilot

program for use of an environmental data management

system.

This EDMS is a centrally managed database that houses

all sampling data plans and results to better manage and

support environmental decisions regarding human health and

ecological risk.

Environmental Data Quality

The EM CX with representatives from Army, Navy, Air

Force, DoE, and DLA, supported the Environmental Data

Quality Workgroup’s (EDQW) mission to develop DoD

policy pertaining to environmental sampling, laboratory

testing operations, and data quality.

The workgroup maintains and has oversight of the DoD

Environmental Laboratory Accreditation Program (ELAP).

Additionally, the EDQW publishes guidance documents such

as Data Validation Guidelines, PFAS sampling and analysis

guidance, etc.

The DoD representatives on the Intergovernmental Data

Quality Task Force (IDQTF) are from the EDQW. This

effort supports the update to the Data Validation Guidelines

in conformance with QSM 6 revisions, published data

usability guidelines with the IDQTF, and hosted various

training webinars.

BULLETIN FOCUS:

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EMCX



The U.S. Army Engineering and Support Center, Huntsville, engineers adaptive, specialized solutions

across a broad spectrum of global enterprise covering five main lines of effort:

Energy, Operational Technology, Environmental, Medical, and Base Operations and Facilities

HNC



2.5B

Huntsville Center provides innovative engineering solutions to complex, global missions.

Our team of professionals engineer adaptive, specialized solutions across a broad

spectrum of global enterprise covering ve main lines of eort: Energy, Operational

Technology, Environmental, Medical, and Base Operations and Facilities. Our portfolios

comprise 43 program areas, as well as nine mandatory and six technical centers of

expertise, and 17 centers of standardization. Through partnership with Department of

Defense agencies, private industry and global stakeholders, we deliver leading edge

engineering solutions in support of national interests around the globe.





FY2023

40+ Programs

8 Mandatory Centers of Expertise,

6 Technical Centers of Expertise

and 17 Centers of Standardization

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

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