Department of the Army U.S. Army Corps of Engineers Washington

EC 11-1-115 • 30 September 2022

UNCLASSIFIED

Department of the Army

U.S. Army Corps of Engineers

Washington, DC

CEMP-IP

*Engineer Circular 11-1-115

Effective 30 September 2022

EXPIRES 30 SEPTEMBER 2024

Army Programs

MILITARY PROGRAM ANNUAL EXECUTION GUIDANCE

Purpose. This circular provides the Military Programs yearly execution guidance that is

necessary to deliver premier engineering and construction, real estate, installation

readiness, and environmental management products and services. United States Army

Corps of Engineers (USACE) is committed to serving the Army, Air Force, Department

of Defense (DoD), and other U.S. Government agencies and foreign governments as

assigned by delivering the program. Military Programs will incorporate new and on-

going requirements associated with energy, climate and environment change,

sustainability, life-cycle investments, and expeditionary Combatant Command support.

Applicability. This Circular applies to all USACE elements under the Military Program

Business Processes and Practices.

Distribution Statement. Approved for public release; distribution is unlimited.

Proponent and exception authority. USACE’s Chief of Program Integration Division

of Military Programs is the proponent of this policy notice. The proponent has the

authority to approve all exceptions to this policy notice consistent with the Director of

Military Programs approval.

FOR THE COMMANDER:

CHRISTINE T. ALTENDORF, PhD, P.E.

Director of Military Programs

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CONTENTS 
Paragraph                      Page 
 1. Purpose                          2 
 2. Applicability                        2   
 3. Distribution Statement                      3 
 4. References                        3  
 5. Records Management (Recordkeeping) Requirements               3 
 6. Responsibilities                        3 
 7. Policy                          3   
 8. General Guidance                          4 
 9.  Military Programs Mission Line Procedure and Processes             7 
10. Environmental Division (ENV)                         7 
11. Installation Readiness Division (IRD)                      19 
12. Interagency and International Services (IIS)                 25 
13. Military Construction                       53 
14. Real Estate.                            74 
15. Supporting Offices                    90 
16. Acquisition, Procurement and Contracting (Contracting Office)           90 
17. Legal Services (Council Office)                  92 
18. Intelligence (G2 Office)                      94 
19. Communication (Public Affairs Office)                 95 
20. Research and Development (Research and Development Office)       100 
21. Workload and Workforce (Resource Management)           101 
22. Safety and Occupation Health (Safety Office)             104 
23. Small Business (Small Business Office)               106 
24. References                    108 
 
                         
1. Purpose.  A Circular that provides execution guidance to ensure that its 
implementation is conducted in accordance with the Military Programs Business 
Process Enterprise Program Management Plan.  Military Programs is responsible for 
executing a variety of programs and initiatives that involve a wide spectrum of products 
and services. In executing these programs, Military Programs will continue to provide 
premier engineering and construction, real estate, installation readiness, and 
environmental management products and services.  United State Army Corps of 
Engineers (USACE) is committed to serving the Army, Air Force, Department of 
Defense (DOD), and other U.S. Government agencies and foreign governments as 
assigned by delivering the program.  Also, Military Programs will incorporate new and 
on-going requirements associated with energy, climate and environment change, 
sustainability, life-cycle investments, and expeditionary Combatant Command support.     
 
2. Applicability.  This Circular applies to all USACE elements under the Military Program 
Business Processes and Practices.    

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3. Distribution Statement.  Approved for public release; distribution is unlimited.  This 
document is published at https://www.publications.usase.army.mil/USACE-
Publications/Engineer-Circulars/ 
4. References. 
  a. DPM MP 2020-06 , https://team.usace.army.mil/sites/HQ-
MP/MOI/DPM20/Shared%20Documents/Forms/AllItems.aspx 
b. Director’s Policy Notice (DPN) PN 5-1-2, https://usace.dps.mil/sites/PUBS-HQ-
RESTRICTED/Policy%20Notice/Forms/Pubs%20Display.aspx?id=%2Fsites%2FPUBS
%2DHQ%2DRESTRICTED%2FPolicy%20Notice%2FPN%205%2D1%2D2%2Epdf&par
ent=%2Fsites%2FPUBS%2DHQ%2DRESTRICTED%2FPolicy%20Notice 
5. Records Management (Recordkeeping) Requirements.  The records management 
requirement for all members, associated forms, and reports required by this guidance 
are addressed in the Army (RRS-A).  Detailed information for all related record numbers 
is in the ARIMS/RRS-A located at https://www.arims.army.mil.  If any record numbers, 
forms, and reports are not current, addressed, and/or published correctly in 
ARIMS/RRS-A, see Department of the Army (DA) Pamphlet 25-403.  Guide to 
Recordkeeping in the Army.    
6. Responsibilities.  USACE Military Programs Program Integration Division, 
Performance Management and Data Analytics Branch is required to construct the 
Military Programs Execution Annual Guidance memorandum.  This memo is created 
through the consolidation of Military Construction Business Process, Enterprise 
Program Management Plans, and performance objectives from the Military Programs 
Mission Lines and Supporting Military Mission Offices.  
7. Policy.  The Directorate of Military Programs establishes and maintains the Military 
Construction Business Process, Enterprise Program Management Plans, and 
performance objectives for programs and implements enterprise level programs and 
initiatives through the Regional Business Centers (RBC) and Centers; and develops 
achievable timelines. RBCs and Centers collaborate with stakeholders, support 
commands, industry, and other elements of USACE to deliver innovative, state of the art 
solutions in the execution of program requirements. USACE establishes priorities with 
our stakeholders. RBCs and Centers execute assigned projects and programs in 
collaboration with Geographic Districts (GD) through Project Delivery Teams (PDTs) 
composed of expertise from across the enterprise. This is executed by aligning 
performance metrics, strategic change metrics and functional strategic plans. 
Organizational performance is assessed throughout the year at Command Management 
Reviews (CMRs), Directorate Management Reviews (DMRs), and RBC Program 
Reviews.  
   

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8. General Guidance.

Military Programs has guidance documents that are updated annually. The guidance

documents are as follows: 1) USACE Command Guidance (UCG) Military Programs –

Resource and Metrics; 2) Minimum Data Elements Document; 3) End of Fiscal Year

Guidance; 4) Military Construction (MILCON) Forecast of Basic Lock-in Awards and

Monthly Data Requirements Guidance; and 5) Stakeholders Satisfaction Survey. These

guidance documents provide performance measurements, resources and labor

projections, program guidelines, instructional information, and requirements that were

developed to assists the Major Subordinate Commands (MSCs) in managing their daily

operation.

8.1. USACE Command Guidance Military Programs – Resource and Metrics.

A package consisting of documents that summarizes the USACE’s strategic direction,

resource guidance, and performance requirements for the upcoming fiscal year and out

years. The documents report at the major command-level for which it outlines USACE

resources, procedures, and measures to monitor mission execution. The documents

are structured into chapters containing the following information:

• Chapter 1: Corps Strategic Vision and the command-wide corporate strategic

focus areas for mission resourcing and execution.

• Chapter 2: Resource Projections and Supporting Program Guidance and

Guidelines for the MSCs and for the Corps for reference.

• Chapter 3: Performance Execution targets and Directorate Management

Review (DMR) metrics.

• Chapter 4: Compliance Key Performance Indicators (cKPIs)

The entire package is updated annually but is a “living document” that can be changed

at any time. The major update is requested in March for a May publication. Resource

Management (RM) is the owner of this package and Military Programs (MP) is a

proponent that updates the package to be published by the scheduled date. Military

Programs is responsible for updating those elements of Chapter 2 (Resources) and

Chapter 3 (Performance Metrics) for specific application to Military Programs.

UCG Chapter 2 – Resource Projections and Supporting Program Standards, Guidance,

and Guidelines for the MSCs and the Corps for Reference: Provides a three projection

of workload dollars and/or labor requirements for the various Military Program

programs; program supporting documents reporting Campaign Plan objectives (MP

Installation Readiness); implementation of the Engineer Inspector General (EIG)

inspection recommendations and Corrective Actions Plans (CAPs) for USACE Value

Program (MP Value Engineering); sustainability for energy and water measures

(Sustainability); Military Programs standard definitions; a National Account Manager

(NAM) listing (NAM Roster). The documents are located on the EC FY2023 – 2025

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SharePoint site https://team.usace.army.mil/sites/HQ-MP/PDT/ECFY2325/default.aspx

under “UCG.”

UCG Chapter 3 – Performance Execution targets and Directorate Management Review

(DMR) metrics: Provides the program performance measures for the Military Programs

MILCON, Environmental, Installation Readiness and Value Engineering programs.

These metrics measures and rates the MSC’s program/project performance and are

used as the source of for reporting during the Military Programs quarterly DMR. The

document is located on the EC FY2023 – 2025 SharePoint site

https://team.usace.army.mil/sites/HQ-MP/PDT/ECFY2325/default.aspx under “UCG.”

8.2. Minimum Data Elements Document.

Guidance developed to establish data consistency and reliability within Military

Programs. This guidance was generated to set policy and provide direction for

improving data integrity, data quality, and data standardization across all mission areas

(MILCON, Installation Readiness, Environmental, Interagency International Service, and

Real Estate) within each MSC and its Districts. The implementation of this policy will

provide a reliance on enterprise data in accordance with the USACE Data Governance

guidance to deliver the Military Mission program and eliminate data calls. All data

requirements governed by Headquarters Department of Army (HQDA) or Office

Secretary of Defense (OSD) (i.e., Real Estate) will follow the external data governance

forums. Policy is located on the Military Programs Business Intelligence website at

https://reports.usace.army.mil and click on “Policy” to the left.

8.3. End of Fiscal Year Guidance.

Guidance developed in the Performance Management Data Analytics Branch to

regulate end of year for Military Programs and the MSCs.

The guidance was put in place because the Military Programs Integration Division (PID)

is responsible for capturing the yearly project execution data. The document is located

on the EC FY2023 – 2025 SharePoint site https://team.usace.army.mil/sites/HQ-

MP/PDT/ECFY2325/default.aspx under “EoY Document.”

8.4. Military Construction Forecast of Basic Lock-in Award and Monthly Data

Requirement Guidance.

A memorandum that provides the MSCs Basic Lock-in guidance for the next fiscal

year’s as it pertains to the MILCON Program (i.e., FYXX President’s Budget for

MILCON projects and carryover from PFY), proponent- specific guidance for

solicitations, and monthly data requirements to track on-going MILCON execution.

Also, this guidance provides the Continuing Resolution Authority instructions. The

memo is composed in CEMP-IP annually in July for a final release in August. The

document is located on the EC FY2023 – 2025 SharePoint site

https://team.usace.army.mil/sites/HQ-MP/PDT/ECFY2325/default.aspx under “Forecast

Lock-in.”

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8.5. Stakeholder Satisfaction Survey.

The Military Programs Stakeholder Satisfaction Survey is a survey managed and

maintained by the Policy and Strategy Branch that is conducted annually. It is a unique

corporate tool that identifies systemic issues affecting stakeholders across USACE’s

Military Programs portfolio and the quality of USACE’s service. Also, it provides an

opportunity for engaging with the stakeholders and obtaining useful feedback.

Execution and Process

• The CEMP Survey Team provides guidance for the execution of the annual

Military Programs Stakeholder Satisfaction Survey to the District Survey

Managers identified by each participating District. Instructions are provided

regarding establishing an account and administering the survey using the survey

tool on MAX.gov; how the web-based survey works; the useful administrative

features that allow managers to generate summary reports throughout the survey

process; how to customize the survey for Districts; and how the Survey

Participants Lists should be compiled. The CEMP Survey Team will assist in the

process.

• Each District must identify at least one individual to act as their District Survey

Manager(s). Note: Notify CEMP-IS if there are changes in the designations as

soon as possible so that the roster of District Survey Managers may be updated

accordingly. District Survey Managers must submit their final Survey Participants

Lists by 3

week in September. The list from the previous year will be used as

the baseline for each District to update/validate. If a District did not participate in

the previous year, then a new list will be developed. Note: Instructions will be

provided to assist the District Survey Managers.

• MSCs will be provided with the Survey Participants Lists for each District in their

region and will be asked to verify the accuracy and completeness of each

District’s List.

• Invitations to participate in the survey will be distributed to the designated

participants via the MAX.gov platform. The target is to begin launching District

surveys by the first week of November with a requested return date

approximately three (3) weeks after the survey is activated. District Survey

Managers have the option to draft their own email to their respective survey

participants. Reminder emails may be sent by the District Survey Managers to

their respective survey participants at any time during the response period, and

there is no limit on the number of reminder emails which can be sent. The target

is to complete all surveys by the 3

week of December. District Survey

Managers can request extensions for their surveys, if necessary. Please email

any questions or comments about the stakeholder survey to

[email protected].

• Point of Contact (POC) for the Stakeholder Satisfaction Survey is Caitlin Slattery

at (202) 761-0443 and [email protected].

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9. Military Programs Mission Line Procedure and Processes.

Military Programs have five distinguish mission lines whom individual mission is unique

in fortifying the health of the organization. The five mission lines are as follows:

Environmental; Installation Readiness; Interagency and International Services;

MILCON; and Real Estate. These mission lines are recognized for their ability to

acquire land and important leases; for which the land is cleaned from environmental

toxins; to allow the building of needed facilities that are maintained and equipped with

the necessary support and tools; along with establishing vital partnership with other

agencies internationally or domestic. Although each mission lines have a unique

program and function, their operations intertwine to create on purpose. To aids and

supports to MSCs in delivering the program for the warfighters.

10. Environmental Division.

The Environmental Division (ENV DIV) mission is to provide global environmental

services, including environmental quality (compliance, conservation, pollution

prevention, and planning), sustainability, and military munitions and hazardous, toxic,

and radioactive waste (HTRW) cleanup actions, for a wide range of DoD and other

federal agencies.

10.1. Points of Contact.

The ENV DIV POCs listed in each paragraph are subject to change. Please visit the

Headquarters (HQ) Intranet Environmental Division SharePoint site for the most up-to-

date names, titles, and contact information for the appropriate environmental program

execution or support activity. The HQ Intranet Environmental Division SharePoint site:

https://usace.dps.mil/sites/INTRA-HQ/SitePages/Environmental.aspx

10.2. Program Execution.

USACE major subordinate commands (MSCs) and districts shall ensure their

organizations execute the following environmental programs in accordance with (IAW)

each program’s program management plan (PgMP), requirements presented in this

document, engineering regulations and manuals and other applicable laws, regulations,

and requirements. The PgMP can be found at the HQ Intranet Environmental Division

SharePoint site, given in paragraph 10.1, or provided by the program’s Environmental

POC(s).

Provided at the HQ Intranet Environmental SharePoint site is a complete listing of

current ENV DIV programs by national-level stakeholders (NLSs) and national program

managers (NPMs); ENV DIV programmatic capabilities by NLS and manager; and the

ENV DIV organizational chart. In addition to the program-specific requirements listed at

the HQ Intranet Environmental Division SharePoint site, ENV POCs at the MSCs are

expected to do the following activities for all ENV programs:

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UNCLASSIFIED

• Assist and regularly communicate with ENV NPMs in managing programs from a

regional perspective.

• Assist NPMs in developing and adhering to support agreements, PgMPs, and

other program and project documents (e.g., decision documents).

• Engage with regional stakeholders, districts, and ENV NPMs to plan and execute

work and resolve issues.

• Assist HQ in developing and adhering to policies (e.g., work acceptance, area of

responsibility (AOR) coordination, technical guidance, etc.).

• Assist in responding to formal and informal / internal and external taskers.

Participate in regional governance and strategic initiatives.

Below are the programs and Environmental POCs as of the date of this publication.

Program

Environmental Points of Contact

Air Force (AF) Base

Realignment and Closure

(BRAC)

Ms. Sherry Rone, [email protected] is the AF-

BRAC NPM and Mr. Lucas Walsh,

[email protected] is the AF-BRAC Deputy NPM.

Air Force (AF) Defense

Environmental

Restoration Programs

(DERP) and

Environmental Quality

(EQ)

Ms. Sherry Rone, [email protected], is the AF

DERP/EQ NPM and Mr. Lucas Walsh,

[email protected], is the AF DERP/EQ Deputy

NPM.

Air Force Reserves (AFR)

Ms. Sherry Rone, [email protected], is the AFR-

EQ NPM and Mr. Lucas Walsh,

[email protected], is the AFR-EQ Deputy NPM.

Air National Guard (ANG)

Ms. Sherry Rone, [email protected], is the ANG-

EQ NPM, and Mr. Lucas Walsh,

[email protected], is the ANG-EQ Deputy NPM.

Army Base Realignment

and Closure –

Environmental

Restoration (BRAC-ER)

Mr. James Moore, [email protected], is the

Army BRAC-ER NPM, and Mr. George Bock,

[email protected], is the Army BRAC-ER

Deputy NPM.

Army DERP and

Compliance Cleanup (CC)

Program

Mr. James Moore, [email protected], is the

Army DERP/CC NPM, and Mr. George Bock,

[email protected], is the Army DERP/CC

Deputy NPM.

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Program

Environmental Points of Contact

Army Deactivated Nuclear

Power Plant Program

(DNPPP)

Mr. Brian Hearty, [email protected], is the

DNPPP NPM.

Army Environmental

Quality (EQ) Program –

Compliance,

Conservation, & Pollution

Prevention

Mr. James Moore, [email protected], is the

Army EQ NPM, and Mr. George Bock,

[email protected], is the Army EQ Deputy NPM.

Army Regional

Environmental and

Energy and Office (REEO)

Ms. Anisha Downs, [email protected], is the

REEO NPM.

Other Army

Environmental

Mr. James Moore, [email protected], is the

Other Army ENV NPM, and Mr. George Bock,

[email protected], is the Other Army ENV

Deputy NPM.

Army National Guard

Facilities (ARNG) ENV

Programs VENQ and

ENVR

Mr. James Moore, [email protected], is the

ARNG ENV NPM, and Mr. George Bock,

[email protected], is the ARNG ENV Deputy

NPM.

Army Reserves (USAR)

ENV Programs VENQ and

ENVR

Mr. James Moore, [email protected], is the

USAR ENV NPM, and Mr. George Bock,

[email protected], is the USAR ENV Deputy

NPM.

Office of the Secretary of

Defense (OSD) –

Cooperative Ecosystem

Studies Unit (CESU).

Ms. Kim Bond, [email protected], is the ENV

DIV CESU POC.

OSD – Defense State

Memorandum of

Agreement (DSMOA)

Program.

Mr. Brian Shedd, [email protected], is the

DSMOA NPM.

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Program

Environmental Points of Contact

OSD – Formerly Used

Defense Site (FUDS)

Program

Ms. Vanessa Hinkle, [email protected], is the

FUDS NPM and the overall POC for FUDS, and Mr. Chip

Whitton, [email protected], is the FUDS

Deputy NPM.

OSD – Native American

Lands Environmental

Mitigation Program

(NALEMP)

Ms. Anisha Downs, [email protected], is the

NALEMP NPM.

USACE Environmental

Support Team (EnvST)

Ms. Arlene Weiner, [email protected], is the

EnvST NPM/POC.

USACE Formerly Utilized

Site Remedial Action

Program (FUSRAP)

Ms. Nicki Fatherly, [email protected], is the

FUSRAP NPM, Ms. Ivanna Goldsberry,

[email protected], is the FUSRAP Deputy

NPM and Ms. Natalie Watson,

[email protected], is the FUSRAP National

Account Manager.

Other DoD ENV Support.

Ms. Arlene Weiner, [email protected], is the

Other DoD ENV work NPM.

Other DoD Military

Munitions Support

Services / International

Contingency Operations

(ICO).

Ms. Arlene Weiner, [email protected], is the

ENV NPM for ICO environmental and munitions work.

U.S. Environmental

Protection Agency (EPA)

Superfund (SF) Program

requirements.

Mr. Glen Shonkwiler, [email protected], is

the Superfund NPM.

International and

Interagency Support –

Environmental (IIS-E)

requirements.

Ms. Arlene Weiner, [email protected], is the

IIS-E NPM.

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Program

Environmental Points of Contact

DOE (other than FUSRAP)

Requirements.

Mr. John Daley, [email protected], is the DOE

NPM and Ms. Arlene Weiner,

[email protected], is POC for all non-FUSRAP

DOE environmental work.

10.3. Support Activities.

MSCs/districts will conduct the following activities in support of the ENV DIV, the

Environmental Community of Practice (ECOP), and ENV programs under the purview of

the CEMP-CE. ENV POCs at the MSCs will follow the specific guidance below to:

• Participate in knowledge management, sharing successes and lessons learned,

maintaining, and disseminating program information.

• Encourage awards submissions.

• Participate in the Environmental Contract Acquisition Working Group (CAWG).

• Continuously improve data quality, assist HQ in developing metrics and

improving regional performance.

• Participate in ENV DIV governance meetings.

• Contribute to the ENV Portfolio Oversight (EPO) budget execution and

development processes.

• Complete workload projections, workload/workforce (WL/WF) assessments, and

acquisition planning and reporting.

• Complete Regional Environmental Acquisition and Management Plan (REAMP)

templates.

• Process / facilitate the requirements validation process, also referred to as

Command Service Executive (CSE) requests.

• Ensure that MILCON and Per- and Polyfluoroalkyl Substances (PFAS)

requirements are followed.

• Participate in and support HQ strategic and ECOP initiatives.

• Contribute to Public Affairs products (e.g., articles, photos, etc.).

10.3.1. Annual Awards Processes Participation.

MSCs/districts are encouraged to participate in the annual USACE Sustainability and

Environmental Awards and the Secretary of the Army (SECARMY) Environmental

Awards. MSCs/districts are also encouraged to participate in other awards and to share

various award winner information with the ENV DIV Public Affairs Officer (PAO) and

ENV DIV Awards POC.

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The USACE Sustainability and Environmental Awards open period is generally from 
early February to late April. The SECARMY Environmental Awards open period is from 
approximately early August through late October.  
Additional award information may be found at: https://aec.army.mil/index.php/awards. 
The ENV DIV POC for the annual awards process is Ms. Cathy Forgét, 
[email protected]. The ENV DIV PAO is Ms. Jenn Miller, 
[email protected]. 
10.3.2. Environmental Contract Acquisition Working Group. 
MSCs/districts will participate in the Environmental CAWG by providing active 
membership as nominated by the MSCs and selected to serve by the Chief, ENV DIV.  
The ENV DIV will conduct three (3) quarterly Environmental CAWG meetings via web 
meeting/teleconference and one (1) multi-day, hybrid web/in-person meeting. These 
meetings will take place in approximately November, February, April, and August, with 
the in-person meeting typically in April.  
The current Environmental CAWG member matrix and charter are on the Environmental 
CAWG SharePoint site. 
The Environmental CAWG SharePoint site: https://usace.dps.mil/sites/INTRA-
HQ/SitePages/CAWG.aspx. The ENV DIV Environmental CAWG POC Ms. Cathy 
Forgét, [email protected]. 
10.3.3. Data Quality. 
Documentation and data must be consistent and correct across USACE Automated 
Information Systems (AISs), including Project Management Automated Information System 
(P2) and CEFMS II for all ENV programs, including the use of Environmental Command 
Indicator Codes (CICs), Management Decision Package (MDEP), Army Management 
Structure Code (AMSCO), and other key distinguishing information.  
MSCs/districts will update documentation and data in AIS data fields as changes are 
announced, and MSCs/districts will ensure that new and/or mandatory data 
requirements are appropriately followed. MSCs/districts will work with HQUSACE to 
address data quality and management issues, follow the guidance in the Military 
Programs (MPs) and ENV Data policies, and correct data errors (also see the 
paragraph on the USACE Command Guidance (UCG) Metrics, 10.3.15).  
Current ENV Data Elements presentation and files are posted on the ENV Programs 
Data Quality SharePoint site. 

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The Environmental Data Quality SharePoint site: https://usace.dps.mil/sites/INTRA-

HQ/SitePages/Environmental-Data-Quality.aspx. Ms. Ashley Elder,

[email protected], is the ENV DIV POC for ENV Programs Data Quality.

10.3.4. Environmental Division Governance Meetings.

ENV DIV Management Reviews (EDMRs). EDMRs serve as preparation for the MP

Director’s Management Review (DMR), After Action Review (AAR) and, CMR meetings.

EDMRs will be scheduled for approximately fifteen (15) business days after the end of

the quarter. Briefings will follow the templates provided by the ENV DIV Review Meeting

POC and will be due typically four (4) days before the EDMR.

• NPMs will brief at the October and April EDMRs.

• MSCs will brief at the January and July EDMRs.

Bimonthly ENV Programs teleconferences.

• The ENV DIV will schedule informal teleconferences for the second Wednesday

of every other month (unless it conflicts with an EDMR).

• MSCs will submit agenda topics to the ENV DIV Review Meeting POC no later

than (NLT) one week in advance of each meeting.

Ms. Ashley Elder, [email protected], is the ENV DIV Review meetings

POC.

10.3.5. Current Fiscal Year Environmental Portfolio Oversight Budget Execution.

MSCs will execute labor and non-labor portions of the current fiscal year EPO budget to

ensure each stakeholder pays their fair share of the EPO budget as established by the

ENV DIV and the EPO funding model.

The ENV DIV provides an MSC Budget Summary sheet to ensure fiscal compliance

within the EPO funding model.

The MSCs will use the MSC Budget Summary sheet provided by the ENV DIV EPO

Budget Execution POC to execute funding appropriately and obligate funding by the

end of the fiscal year (FY).

MSCs will send current fiscal year EPO Budget Execution reports (labor and non-labor)

to the ENV DIV EPO Budget Execution POC NLT the fifth (5

) business day after the

end of each quarter. The ENV DIV EPO Budget Execution POC will provide a template

to the MSCs.

EPO Budget Quarterly Obligation Targets for labor/non-labor (actual

obligations/planned budget) are as follows, by quarter:

• 1Q – 28 percent.

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• 2Q – 55 percent.

• 3Q – 80 percent.

• 4Q – 100 percent.

MSCs will assist HQ in the management of the EPO Revolving Account (EPORA) to

ensure that district/center allocations are paid with the appropriate funds and to review

any reallocations. Once finalized, the ENV DIV will publish the annual fiscal year

guidance and posted it to the EPORA SharePoint site.

The EPORA SharePoint site: https://usace.dps.mil/sites/INTRA-

HQ/SitePages/EPORA.aspx. The ENV DIV POC for the Current Fiscal Year EPO

Budget Execution is Ms. Barbara Church, [email protected]. The ENV

DIV POC for the EPORA is Ms. Tannesia Rolley, ta[email protected].

10.3.6. Future Fiscal Year Environmental Portfolio Oversight Budget

Development.

MSCs will assist the ENV DIV in developing the future EPO Budget. The future fiscal

year will be developed using the above future fiscal year plus five workload projections.

Listed below are the tasks and timeframes in which MSCs will be expected to engage.

Due No Later

Than (NLT)

Action

31 January

Provide feedback on the MSC Full Time Equivalent (FTE) Distribution

Table.

28 February

Provide budget requirements (template to be provided).

31 March

Provide feedback on MSC budget summary.

31 May

Provide feedback on EPORA allocations.

15 August

Coordinate EPORA allocations with local stakeholders.

The ENV DIV POC for the Future Fiscal EPO Budget Development is Ms. Barbara

Church, [email protected].

10.3.7. Military Interdepartmental Purchase Requests.

HQ financial POCs on Military Interdepartmental Purchase Requests (MIPRS) are as

follows: Ms. Joanna Tolentino, [email protected], on incoming MIPRs

and Ms. Kimberly Baudy-Patterson, [email protected], on

outgoing MIPRs.

The correct address for ENV DIV MIPRs is:

HQUSACE (CEMP-CE),

441 G St NW,

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Washington, DC 20314.

The ENV DIV Program Analysts are Ms. Barbara Church,

[email protected]; and Ms. Rosa Rodriguez,

[email protected].

10.3.8. Future Plus Five Fiscal Year Workload Projections.

MSCs and NPMs will work together within the timeline below to come to agreement on

future fiscal year district/center-level plus five-year projected annual obligations. These

projections will feed other reporting requirements, including the REAMP, EDMR/DMR,

Integrated Command Resource Information (ICRI), USACE Command Guidance

(UCG), EPO Budget, and the End of Fiscal Year Report.

Listed below are the tasks and timeframes in which MSCs and NPMs will be expected

to engage.

Due NLT

Action

31 October

MSCs will provide district/center projections to the ENV DIV Workload

Projection POC using the template provided on the EPORA SharePoint

site.

15 December

NPMs will review and coordinate with MSCs/districts/centers to finalize

projections and provide to the ENV DIV Workload Projection POC.

Periodically

MSCs and NPMs will be asked to provide feedback on a web-based

workload projection tool to be developed.

The EPORA SharePoint site: https://usace.dps.mil/sites/INTRA-

HQ/SitePages/EPORA.aspx. The ENV DIV POC for the Workload Projections is Ms.

Ashley Elder, [email protected].

10.3.9. Workload / Workforce Assessment.

MSCs/districts will develop their ENV Workload / Workforce (WL/WF) Assessment for

the current fiscal year plus two in accordance with OPORD 2013-26. and submit the

analysis to ENV DIV through the REAMP. MSCs will use the Directorate of Human

Resources (CEHR) templates in their REAMPs (please refer to paragraph 10.3.10) for

their WL/WF Assessment section.

The CEHR will provide specific WL/WF Assessment guidance and templates on the

team’s SharePoint site. This site will be linked on the REAMP SharePoint site once

available.

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The ENV DIV WL/WF Assessment information is located within the REAMP SharePoint

site: https://usace.dps.mil/sites/INTRA-HQ/SitePages/REAMP.aspx. The ENV DIV

WL/WF Assessment POC is Ms. Ashley Elder, [email protected].

10.3.10. Regional Environmental Acquisition and Management Plan.

Regional Environmental Acquisition and Management Plan (REAMPs) include

organizational information divided into three main elements:

• Workload History and Projections.

• Workforce Evaluations.

• MSC/District Acquisition Strategy.

Summaries of how the three main elements combine will lead to successful stakeholder

program execution. Each MSC is expected to follow the ENV DIV-provided templates

without changing what is given. Modifying the provided template hinders the analysis

process and decreases data completeness and accuracy thus lowering data reliability.

ENV DIV will post the REAMP template to the REAMP SharePoint site by the end of

October.

MSCs will post their completed final REAMPs to the REAMP SharePoint site by the

suspense date, which is usually by the first of March. The completed final REAMPs will

have multiple parts to include, but not limited to:

• The Future Plus Five Fiscal Year Workload Projections (IAW para 10.3.8.).

• The WL/WF Assessment (IAW para 10.3.9).

o MSCs will submit the future fiscal year plus two WL/WF Assessment required

information via the CEHR process, as described in para 10.3.9.

o MSC/district WL/WF Assessment data is typically due at the end of January.

MSCs/districts will consider the REAMP throughout execution during the FY. ENV DIV

and the Environmental CAWG (para 10.3.2) will use REAMPs in decision making,

including the review of the requirements validation process, or Command Service

Executive (CSE) requests (para 10.3.11).

The ENV DIV REAMP POC will post the REAMP rollup summary to the REAMP

SharePoint site. The REAMP SharePoint site: https://usace.dps.mil/sites/INTRA-

HQ/SitePages/REAMP.aspx. The ENV DIV REAMP POC is Ms. Ashley Elder,

[email protected].

10.3.11. Requirements Validation Processes, or Command Service Executive

Requests.

MSCs/districts will follow the latest guidance on requirements validation, also referred to

as Command Service Executive (CSE) requests. Current MP and ENV DIV policies and

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process are reflected in the Environmental section of the References.

MSCs/districts will include CSEs anticipated for the current fiscal year in their REAMPs

and out brief those requirements to the Environmental CAWG at the in-person CAWG

meeting.

The ENV DIV CSE information is located within the Environmental CAWG SharePoint

site: https://usace.dps.mil/sites/INTRA-HQ/SitePages/CAWG.aspx. Ms. Ashley Elder,

[email protected], is the ENV CSE POC.

10.3.12. Military Construction and Sustainment, Restoration, and Modernization

Requirements.

Military Munitions Response Program (MMRP) roles and responsibilities are established

in ER 1110-1-8153, “Military Munitions Support Services”, also listed in the

Environmental section of the References paragraph. Prior to execution of a MILCON or

Sustainment, Restoration, and Modernization (SRM) project, MSCs/districts shall

ensure all required HTRW, and military munitions evaluations and coordination address

the potential for unexploded ordnance (UXO) or other ENV issues associated with the

MILCON or SRM site are performed.

MSCs/districts shall ensure that PM districts involve one of the Military Munitions Design

Centers or the Environmental and Munitions Center of Expertise (EMCX) in any

assessment of the property, including preparation of Probability Assessments and other

required documentation, in accordance with Explosives Safety requirements set forth in

EM 385-1-97. The reviews will support completion of checklists in, ER 415-1-11,

“Biddability, Constructability, Operability, Environmental and Sustainability (BCOES)

Reviews.” Review will be performed prior to construction contract award for each

authorized MILCON and SRM project. References are also listed in the Environmental

section of the References paragraph.

The proponent for the MILCON or SRM project shall be responsible for any necessary

MMRP or other ENV responses necessary to allow for construction of the MILCON or

SRM project, which should be included in initial work authorization, or modifications will

be required to address unaccounted issues that arise.

The ENV DIV MMRP POC is Ms. Nicole Toth, [email protected].

10.3.13. Per- and Polyfluoroalkyl Substances.

Each MSC/district Commander will obtain work approval from their aligned directorate

(MP, CW, or Engineer Research and Development Center [ERDC]) prior to accepting or

beginning any Per-and Polyfluoroalkyl Substances (PFAS)-related work, in accordance

with USACE Daily Tasking Order 21-04-26, the Commanding General's policy on PFAS

Work Acceptance Requirements, also listed in the Environmental section of the

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References paragraph. If approved to conduct the proposed work, project delivery

teams (PDTs) in MP and CW will engage the EMCX for review of draft performance

work statements, draft quality assurance project plans, and draft reports for pre-

investigation, investigation, removal, and remedial phases.

The EMCX will ensure technical consistency and the use of up-to-date approaches to

address PFAS. PDTs will provide project funding unless program funding has already

been made available to the EMCX and account for review.

Ms. Nicole Toth, [email protected], is the ENV DIV PFAS POC.

10.3.14. Strategic Communication.

MSCs/districts are encouraged to engage with their local PAO to achieve the following

desired communication outcomes for both internal and external audiences.

Vertical Team Situational Awareness. MSCs/districts will support vertical team

understanding of ENV project challenges and possible adverse media coverage/public

perceptions.

• MSCs/districts will engage local PAOs to ensure situation-specific messaging is

developed and shared via email, phone, and/or briefings with vertical team to

maximize visibility and responsiveness to potential situations.

• Timely communication from MSCs/districts ensures vertical team alignment and

enables the vertical team to identify key leadership engagements, public

engagement opportunities, and develop/implement effective communication

strategies to maximize transparency.

• MSCs/districts will manage internal and external expectations regarding

upcoming changes to ENV projects and inform their local PAOs and the vertical

team as soon as possible of upcoming significant changes and communications

strategy.

Project Successes. MSCs/districts will support increased public understanding of

project successes and engage their local PAOs to develop content for local media

engagements, news articles, social media content, and web updates. MSCs/districts will

share this information vertically for further amplification in enterprise publications (see

below) and for possible utilization in senior leader briefings.

Publications. MSCs/districts will proactively identify opportunities to engage with local,

regional, and/or national media and public through their local PAOs.

• MSCs/districts will report the engagements initiated and the results through

Public Affairs channels to the ENV DIV PAO.

• MSCs/districts will provide environmental articles of interest to the managing

editor of The Corps Environment at Corps-Environment-

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[email protected]. Article submission deadlines for publications are 15 
December, 15 March, 15 June, and 15 September. 
External Webpages. MSCs/districts will ensure all project webpages that provide 
information to the public are housed on an official "army.mil" site. If current project 
webpages are not, MSCs/districts need to migrate the content onto the appropriate 
platform, which is hosted by the Web Enterprise Business Program.  
•  No contract should authorize the creation of a public webpage on any platform 
other than the Web Enterprise Business Platform or Corporate Information Office 
(CIO) servers without consultation with CIO and PAO. 
•  All users are required to take the USACE External Operation Presence training 
before posting information to a public facing website. The POCs for these actions 
are [email protected] or Oshawn.Je[email protected].  
USACE ENV News Clips. MSCs/Districts can access daily ENV news clips on the 
Environmental COP SharePoint site: https://usace.dps.mil/sites/KMP-
EQC/SitePages/News-Clips.aspx. Ms. Jenn Miller, [email protected], is 
the ENV DIV Strategic Communications POC. 
10.3.15. USACE Command Guidance Metrics. 
MSCs/districts will meet the requirements associated with the ENV Programs MP 
metrics: 01, and 12-15. Target goals are displayed on the ENV DIV Data Quality 
SharePoint site: https://usace.dps.mil/sites/INTRA-HQ/SitePages/Environmental-Data-
Quality.aspx  
The annual UCG metrics are published to the HQ Intranet SharePoint: 
https://usace.dps.mil/sites/INTRA-HQ/SitePages/CG.aspx. 
The ENV DIV UCG POC is Ms. Ashley Elder, [email protected]. 
 
11. Installation Readiness Division. 
The Installation Readiness Division mission is to provide engineering solutions for 
America’s installations and the Nation by expanding the technical expertise of the 
installation community and applying USACE technical and contract capabilities to plan, 
operate, maintain, restore, and modernize our military infrastructure.  The IRD vision is 
to support the military strategic readiness and other federal stakeholders by providing 
technical leadership, expertise, and infrastructure related engineering that deliver 
modern, secure, sustainable, resilient installations. The mission consists of the 
following:    
•  Facilities Engineering 
•  Master Planning 
•  Sustainment, Restoration, and Modernization (SRM) 

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• Energy Management

• Facilities Planning and Programming

• Engineering Capability Integration

• Mission Assurance

• Power Reliability Enhancement Program (PREP)

Execution

• IRD provides enterprise oversight, technical assistance, and expertise on

reimbursable programs in support of public works organizations throughout DoD.

• The USACE Installation Readiness Division Programs include the range of

services defined in AR 420-1: Chapter 2-27 thru 2-31, Section V, U.S. Army

Corps of Engineers Installation Support Services; Chapter 10, Military Installation

Master Planning; Chapter 22, Army Energy and Water Management Program;

Chapters 23, Utility Services; Chapter 24, Acquisition and Sales of Utility

Services; and comparable guidance from other supported services and DoD

Agencies. The USACE IRD Program supports these five (5) Mission lines:

o Technical Expertise in Support of the Execution of Military

Construction and Real Estate, including Installation Master Planning,

Program Administration and Execution (PAX) System, and Mission

Assurance/Defense Critical Infrastructure (MA/DCI).

o Army Level Identification, Definition, and Validation (I-D-V) of

Infrastructure and Facility Requirements against current and

future requirements to meet the needs of the Army's Mission

and assist in the development of standards and criteria to

implement military construction.

o National Program Managers (NPMs) for the Sustainment Management

Systems (SMS): SMS suite of facility/asset management tools, which

includes BUILDER, ROOFER, PAVER, RAILER, FUELER, and

UTILITIES; SRM Program; Base Operation Services (BOS) support

Mission Assurance; and the Army Control Systems Program

Development.

o USACE Energy Management Program, Energy Savings Performance

Contracts (ESPCs)/Utility Energy Services Contracts (UESCs), Army

Metering Program (AMP), Commercial Utilities Program (CUP), and

others. This includes support to the Army Office of Energy Initiatives

(OEI).

o Public Works Professional Development, Communications &

Outreach (Public Works Training and DoD Master Planning Institute

(MPI) through the USACE Learning Center (ULC); and the Public

Works Digest).

• IRD focuses on building and sustaining technical expertise of community

members who manage and oversee a number of programs and initiatives

in conjunction with the Assistant Secretary of the Army (Installations,

Energy and Environment) (ASA IE&E), Deputy Chief of Staff G-

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UNCLASSIFIED

9(Installations), the Army Materiel Command (AMC), the Installation

Management Command (IMCOM), Army Land Holding Commands, Army

staff, Army Service Component Commands, Direct Report units and other

military organizations.

Roles and Responsibilities

HQUSACE Office and Directorates

• SRM Program:

o Quarterly: Military Programs FY23 SRM Reporting; MSCs and HNC shall

provide quarterly updates on program pre-award execution including status of

funds received and projected award dates. The MSCs, their subordinate

Districts, and HNC shall also review and update project records in P2 and

RMS quarterly to provide IRD post award status updates. The SRM program

is briefed quarterly at the Military Programs Quarterly Directorate

Management Review (DMR).

o Monthly: FY23 Commanding General High Priority Project List Update. Major

Subordinate Commands (MSCs) and Huntsville Center (HNC) with high

priority SRM project(s) identified by the USACE Commanding General shall

review and update project records in P2 and RMS monthly. Installation

Readiness shall provide CG high priority project list update monthly to MSCs

and HNC with identified SRM projects. MSCs and HNC shall provide updates

on these projects at the beginning of each month per the directions provided

by the PID. Additionally, the Army’s Facilities Investment Plan (FIP) status is

briefed monthly to senior leaders from HQDA, AMC, IMCOM, and USACE.

o Biweekly: FY22 IMCOM centrally funded FIP updates. IMCOM issues an

updated list bi-weekly. Other supported services and DoD Agencies provided

less frequent updates. MSCs and HNC shall work with the IRD SRM Program

Managers to track and update the project assignments, project approvals,

and pre-award schedule for projects >$2M. MSCs and HNC are required to

submit the minimum data requirements outlined in DPM 20-05 listed in the

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UNCLASSIFIED

references. IRD will provide inputs to the biweekly FIP Action Officers (FIP

AO) updates as needed or as requested.

• Job Order Contracting (JOC): IRD will work to secure funding in FY23 to

update the JOC Guide, following final approval of the updated JOC Army

Federal Acquisition Regulation Supplement (AFARS) section. In future

years, following update of the JOC Guide, IRD will develop a JOC

PROSPECT Course and standardized JOC templates.

• Mission Assurance: USACE Mission Assurance provides USACE

enterprise engineering capabilities, expertise, and solutions to reduce risk

to Defense Critical Infrastructure (DCI) across the DoD that support

strategic missions. The IRD Mission Assurance and DCI Program

Manager focuses on how USACE enables the mission assurance of DoD

Components, Agencies, and stakeholders. IRD integrates key USACE

capabilities into Army and Joint Mission Assurance Assessments to

enhance the energy resilience and cybersecurity of Army DCI. Installation

Readiness Division MEF: Provide installation DCI awareness and

reporting on Tier 1 and Tier 2 Task Critical Assets (TCA) and Defense

Critical Assets (DCA) with USACE construction, mitigation, response, and

recovery equities to USACE Senior Leaders, HQDA, and all appropriate

DoD Components including the mission impact of TCAs’ and DCAs’

operational status changes and mitigation measures.

• The Army Control Systems Program Development:

o USACE aligns capabilities to assist in leading and developing the

Army Control Systems Program, to include research and

development, standards and specifications, sustainment, lifecycle and

category management, acquisition, training, cybersecurity, and data

analysis, supported by policy/policy analysis, resource planning, and

program management.

o Through programmatic and technical expertise, USACE integrates

research and development and centers of expertise with stakeholder

control systems requirements, including proof of concept projects.

o Provide cybersecurity and facility engineering expertise, USACE

executes Army Staff (ARSTAF), Land Holding Command, and Asset

Owner critical infrastructure assessments and mitigation planning and

execution.

o Referencing the Army’s Installation Strategy, USACE drives smart

technology development and integration for Army installations,

Reserve, and National Guard centers.

o USACE remains a key stakeholder and leader in Army Senior Leader

Governance Forums addressing critical infrastructure protection and

cybersecurity for Facility-Related, Industrial, and National Critical

Infrastructure Control Systems.

• Joint Program Executive Office Armaments & Ammunition (JPEO

A&A):

o The USACE National Program Manager for initiated program

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execution of the five-year, $2.2B facilities and infrastructure

modernization program. USACE provides professional services

including construction S&A, planning, programming, technical

review, and/or contracting. This program will involve three different

Districts: NAO, NWO, and NWK in two Divisions, NAD and NWD.

SAD has executed a transfer of responsibility to NAD for projects

in this program at Holston AAP (SAD) to NAD

o Districts will execute 7600A Support Agreements, General Terms

& Conditions, at a minimum, for each project offered by JPEO and

accepted by the District. Districts have primary responsibility for

coordination of all USACE activities in their AOR. Center of

Expertise (CSXs) and Mandatory Center of Expertise (MCXs) will

coordinate directly with the District.

o Divisions will provide oversight and support to inter-

District/CSX/MCX efforts and agreements.

• Sustainment Management System (SMS) (BUILDER, PAVER, ROOFER,

RAILER, FUELER, and UTILITIES): Consolidation of legacy SMS

modules is ongoing with initial Enterprise SMS support deployed for fuels

and full transition (BUILDER) targeted for FY 2023. Program funding and

oversight is also being consolidated via interservice memoranda to support

the presidential budget directive, with HQDA G9 to receive and direct SMS

sustainment funding to USACE. OMB policy memo M-20-03 has created

significant interest and potential support for adoption of SMS by additional

Federal agencies

• Virtual Test bed for Installation Management Effectiveness (VTIME): The

VTIME PDT (Construction Engineer Research Laboratory (CERL),

Assistant Chief of Staff for Installation Management (ACSIM), OSD, and

HQUSACE) continues work to support the development of future POM

cycles. CERL continues to work tool requirements to ensure integration of

SMS BUILDER data into Installation Status Report (ISR)

• Combat Readiness Support Team:

o Sustainable Range Modernization (VSRM) and Training Range Operations

(VSCW) MDEP FY23 Spend Plan Submission: Submission from Huntsville

Center Range and Training Land Program adjustments to their original

submitted monthly Obligation Plans for consolidation and coordination with

HQ RM for their submission to Army Budget Office. This adjustment to the

Spend Plan must reflect achieving the 80/20 Obligation target by 31 July for

each Program.

o Support Facility Annexes: Coordinate with CEMP-CI-P, Army Futures

Command and Installation Management Command to complete Support

Facility Annexes (SFAs) per assigned schedule to support Army

Modernization.

• IS Professional of the Year: MSCs/Districts shall submit candidates to leadership

for the Installation Support Professional of the Year in the 2nd and 3rd quarters

of the FY to IRD in accordance with IRD annual guidance and direction

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• Energy – CUP: In collaboration with the Office of the Assistant Secretary of the

Army for Installations, Energy, and Environment and its Office of Energy

Initiatives (OEI), USACE participates in the Army’s 06/GS-15 Utilities

Procurement Working Group that is developing the Army’s Energy Procurement

Optimization Strategy.

• Energy Army Energy and Utility Program Restoration and Modernization (QUTM)

MDEP:

o QUTM MDEP FY23 Spend Plan Funding Letter/Appropriation

Adjustment Submission: Submission from Huntsville Center for the

Army Metering Program under SAG 132 and ESPC, UESC program

and CUP and Demand Response (D/R) Program adjustments under

SAG 131 to their original submitted FY23 monthly Obligation Plans to

be submitted to CEMP-CI-E NLT 15 Jan 2023 for consolidation and

coordination with HQ RM for their submission to Army Budget Office.

This adjustment to the Spend Plan must achieve the 80/20 Obligation

target by 31 July for each of the Programs.

o QUTM MDEP FY24-28 Command Program Objective Memorandum

(POM) Requirements: Submission from Huntsville Center for the AMP,

ESPC, UESC, CUP, and D/R Program, updates to their Total and

Critical funding requirements spreadsheet to CEMP-CI-E NLT 31 July

2023 for consolidation and coordination with DA G9 QUTM Program

Manager and HQUSACE RM POM POCs. This information will be

used to coordinate adjustments to the POM USACE Command

requirements in support of the OACSIM Requirements Build Process

Meetings with the Quarterbacks, Champions and Co-Chairs needs and

questions

• Master Planning: Planning Center Validation Visits will be conducted

virtually at three (3) centers during FY23 – exact dates and locations to be

determined.

• Regional Master Planning Support Centers: Each center will update

current workload, projects, contract capacity, and critical program

information to CEMP-CI-P by the end of each FY quarter (31 Dec, 31

March, 30 June and 30 September). Format will be as specified by

Planning Branch using USACE enterprise project system.

• PAX System: National Program Managers for each stakeholder using

PAX will coordinate funding and system requirements with the PAX

National Program Manager.

• PREP: Provide unparalleled power reliability subject matter expertise to

the Department of Defense’s most critical infrastructure. Establishes utility

design criteria and standards, evaluates facilities and systems

performance, and serves as a focal point to resolve reliability issues and

mitigate risks.

POCs: Planning Branch (CEMP-CI-P) is Mr. Edmond Gauvreau, Branch Chief,

IS, (202) 761-0936, Email: [email protected]; Programs

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Branch (CEMP-CI-I) is Mr. Michael J. Grizer, Branch Chief, IS, (202) 761- 7547,

Email: [email protected]; Energy Programs Integration Branch

(CEMP-CI-EP) is Ms. Shawn Herrera, Branch Chief, IS, 202-761-7574, Email:

[email protected]; Power Reliability Enhancement Program

(PREP) is Ms. Marth Kiene, Branch Chief, IS, (703) 428-6767, Email:

[email protected]; and Chief, Headquarters USACE IRD San

Antonio Office is Mr. Frank Simas, (210) 861-1998, Email:

[email protected].

12. Interagency and International Services.

The Interagency and International Services (IIS) integrates capabilities and expertise

across the enterprise in all mission areas to deliver valued advisory, technical, and

engineering solutions to joint, interagency, intergovernmental, multilateral/multinational,

state and local government, tribal nation, U.S. private sector, international and non-

governmental organizations, and select DoD and DA stakeholders at home and abroad

to achieve national security and/or stakeholder strategic objectives and requested

outcomes.

The Corps’ IIS efforts enable our partners and stakeholders to focus on their primary

mission goals and objectives to achieve the strategic outcomes set forth in the National

Security Strategy and other national strategic documents, build and maintain effective

partnerships at home and abroad, and advance America’s interest and values. The

Corps possesses global vision, reach, and presence and is recognized internationally

for its broad capabilities in sustainable engineering, technical assistance, and scientific

research. USACE pursues interagency and international activities as an integral part of

its mission, achieving the nation’s interests working in partnership with governmental

and non-governmental agencies, community leaders, commercial and academic

partners around the world.

IIS activities are defined as having one or more of the following characteristics: not a

Civil Works/Military Programs statutory or an executive agent responsibility; requires a

Memorandum of Agreement (MOA), General Terms and Conditions (GT&C) agreement,

Memorandum of Understanding (MOU), Letter of Offer and Acceptance (LOA),

Cooperative Research and Development Agreement, or other formal agreement;

supports the achievement of a stakeholder function or objective; does not support the

achievement of a USACE statutory mission or not associated with a federally funded

Civil Works project; does not include Operations and Maintenance (O&M) or MILCON

activities; does not support a FEMA-directed Emergency Support Function #3 mission;

not otherwise assigned to another USACE activity for oversight; and delivered on a

reimbursable basis. IIS directly supports Objective 1a (Support Combatant Commands’

security activities and efforts of other U.S. government agencies around the globe to

advance our Nation’s interests) and Objective 3d (Strengthen Domestic Interagency

Support) of the USACE Campaign Plan.

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UNCLASSIFIED

IIS serves as a leader in leveraging science, technology, and geospatial applications

and an integrator for applying ERDC, Army Geospatial Center (AGC), Institute of Water

Resources (IWR), and other USACE capabilities to a broad stakeholder base as a

means to deliver effective and adaptable enterprise solutions that achieve Joint

Interagency Intergovernmental Multination JIIM stakeholder desired effects.

Maintenance of an effective Community of Practice (CoP) is critical to enhancing the

exchange of information and improving organizational performance as it relates to

institutionalization and administration/oversight of IIS ethos, delivery methods, career

development (skills, training, education, and experience), processes, and products.

Geographic MSCs are responsible for IIS activities associated with or conducted within

their respective AOR and will work with CEMP-CN as necessary to comply with existing

policies specified IAW References A1-C7. Functional MSCs, Centers, Laboratories,

and Field Operating Activities (FOAs) will coordinate all planned and ongoing activities

with the respective MSC with assigned responsibility for the region in which the activity

will occur.

Interagency and International Services activities occur following the approval and

acceptance of work from stakeholders. Approval authority will be at the MSC

Commander/ HQUSACE Director/ ASA(CW) level as prescribed by ER 1140-1-211

(Reference a1). Management and execution will be performed at the geographic or

functional MSC, Center, Laboratory, or FOA.

Service delivery occurs both internationally and domestically and typically falls in one

the following categories: Major construction, Minor construction, Facility maintenance

and repair, Research and Development (R&D),Science, Technology, and Geospatial

information and engineering applications and services, and Technical services like Real

estate, Program and project management, Planning and design, Technical assistance,

training and advisory support, Master planning, Integrated Water Resource

Management (IWRM), Disaster risk management and resilience, Energy and

environment, and Cost engineering.

The development and implementation of aligned strategic engagement and

communication plans are key to developing new relationships, sustaining, and

enhancing existing relationships, facilitating situational awareness and coordination

among USACE elements within the organization, and optimizing outcomes of

engagement activities. HQUSACE IIS retained oversight of the following:

• IIS provides oversight, as defined in paragraph 2) below, for the following

enterprise partners:

o Department of Veterans Affairs (DVA)

o Customs and Border Protection (CBP)

o Arlington National Cemetery (ANC)

o Millennium Challenge Corporation (MCC)

o Intelligence Community (IC)

o U.S. Department of Agriculture (USDA), Agricultural Research Service (ARS)

o Indian Health Service (IHS)

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o U.S. Department of Health and Human Services (HHS)

o National Aeronautics and Space Administration (NASA)

o United States Maritime Administration (MARAD)

o Support to outside agency’s Inspector Generals (IG)

o North Atlantic Treaty Organization (NATO) Security Investment Program

(NSIP)

• For the programs listed above, HQUSACE IIS oversight includes but is not

limited to:

o Issuing Directives to authorize MSCs to begin all phases of work through the

DIRNET system or through funding memoranda.

o Signing all GT&Cs, MOAs, 7600As, and 7600B Interagency Agreement

forms.

o Providing funds management.

o Developing and maintaining an Enterprise Program Management Plan, and

other programmatic guidance.

o Maintaining up-to-date information on the program, in order to immediately

address programmatic and project-level inquiries posed by senior

representatives from internal and external agencies.

o Facilitating the Senior Executive Review Group (SERG) meetings, setting the

agenda and participant list. Assessing the health of USACE's relationships at

the executive level and the adequacy of USACE services provided.

o Review’s legislative authority and language in NDAA pertaining to programs

o Provides support to combatant commands in program management and

oversight capacities.

o Manages integrated program team meetings across all DoD service

components to resolve programmatic challenges.

• HQUSACE IIS also provides direct management of the following:

o WRDA Section 234

o International Support, Other (XISQ) Army MDEP (Miscellaneous Support to

Other Nations)

o Civil-Military Emergency Preparedness (CMEP)

o Foreign Military Sales (FMS)

o Department of State – Bureau of Oceans and International Environmental and

Scientific Affairs – Office of Conservation and Water (DOS/OES/ECW)

Policy on Security Assistance Funding and Limitations:

• Funding for SA activities requiring a LOA (also called a Case) is resourced

through FMS Admin surcharge and the LOA. FMS Admin surcharge, allocated by

DASA(DE&C), can be applied to activities associated with business sustainment,

training, LOA development, select execution and closure responsibilities, and

travel. SA LOA funding can be applied to activities associated with project

execution. USACE program/project managers are required to report all SA

projects as defined in Section 9.3.1 (USACE SA cases and non-USACE SA

cases) to the Security Assistance Branch Chief.

EC 11-1-115 • 30 September 2022 28

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• FMS Admin and LOA funding shall not be applied to any activity not pre-

approved by HQ CEMP-CN Security Assistance Branch Chief as part of the

budget/POM submission. LOA funding shall not be applied to any activity outside

the scope of the LOA. MSC/District/Field Office requests for clarification

regarding the application of FMS Admin or LOA funding should be sent to the HQ

USACE SA Branch Deputy Program Manager via the MSC.

Application of Value Engineering (VE) to SA Activities: VE is not required on FMS

projects which are host nation funded projects. VE is a requirement on Foreign Military

Financing (FMF) projects. USACE VE Policy is to be followed.

Roles and Responsibilities:

Headquarters USACE Directorate of Military Missions, Interagency and International

Services Division (CEMP-CN), Interagency and International Services Branch

• Lead the development, coordination, dissemination, refinement, and

implementation oversight of IIS strategy, policy, guidance, processes, tools,

authorities, and resources to enable effective delivery of IIS services across the

enterprise.

• Serve as the Champion and lead for Objectives 1a and 3d of the USACE

Campaign Plan (UCP) and work ICW CEMP Program Integration Division

(CEMP-PID) and the Strategy and Integration Office (SIO) to carry out the

required UCP duties and tasks including the development, coordination, and

implementation of Objective 1a and 3d strategy, actions, milestones and decision

points, and performance measures.

• Engage with SIO IIS representative on performance of strategic, trend, and

enterprise relationship analysis and evaluation. Develop recommendations to

senior leadership on future direction and requirements, potential opportunities

and challenges, and resource, capability, competency, and R&D/S&T

implications.

• Serve as the Headquarters proponent for assigned Geographic and Functional

Combatant Command (CCMD) and Army Service Component Command (ASCC)

liaison officers (LNOs). Work by, with, and through the MSCs to provide strategic

direction, policy, and guidance to the LNOs based on enterprise and JIIM

objectives, establish professional development requirements, and integrate the

LNOs into the IIS CoP.

• In coordination with DCO/G3, develop a new LNO in-processing standard

operating procedure (SOP) for functional and geographic Combatant Commands

(CCMD)/ Army Service Component Commands (ASCC) LNOs. Schedule and

participate in all new LNO in-processing activities in accordance with the

published SOP.

• In coordination with the protocol officer, CECW, CECO, and the USACE security

office, lead the planning and coordination of IIS-related foreign delegations to

HQUSACE including: visitor clearance coordination; content development based

on delegation requirements and objectives; transition planning for delegation

visits to MSCs or other USACE organizations; follow-up actions; and assurance

EC 11-1-115 • 30 September 2022 29

UNCLASSIFIED

that delegation activities are in compliance with DoD, Army, and interagency

regulations, processes, and procedures and are sensitive to the national

traditions and customs of delegation personnel.

• Coordinate with CECW and CECO monthly to obtain situational awareness of all

planned international delegation visit NLT one month prior to the date of the

event. Ensure preparation and submittal of an EXSUM is completed NLT one

week after completion of the delegation visit including list of attendees, purpose,

outcomes, and action items/next steps for input into Reach Back Engineer Data

Integration system (REDi) and Global Theater Security Cooperation

Management Information System (GTSCMIS).

• In coordination with CECW, manage the annual funding from Section 234 of the

Water Resources Development Act of 1996 (33 U.S.C. 2323a), in accordance

with the Section 234 Policy Memo dated 07 May 13, including coordination,

validation, and prioritization of annual budget requirements, management of

execution, and participation in governance team meetings.

• Conduct bi-annual update briefings to the Assistant Secretary of the Army for

Civil Works (ASA(CW)) on USACE IIS activities and status of international

agreements.

• Conduct programmatic update briefings to Deputy Assistant Secretary of

Defense for Construction and Acting Principal Deputy Assistant Secretary of

Defense for Installations on international programmatic agreements.

• In coordination with ASA(CW), coordinate, staff, and obtain signature for USACE

international agreements. Identify, address, and overcome institutional barriers

to concluding international agreements in a responsive manner to meet

stakeholder requirements.

• Coordinate, lead, assist with, and provide guidance on the development and

maintenance of national level agreements with Continental United States

(CONUS) and Outside of Continental United State (OCONUS) JIIM

stakeholders.

• Maintain a catalog of all USACE agreements and templates on the IIS

SharePoint site.

• Lead the development and implementation of enterprise IIS CCG and Key

Performance Indicator (KPI) performance measures. ICW/CEMP-PID, MSCs,

Functional MSCs, Centers, Laboratories, and FOAs, consolidate and report IIS

activity information and performance measures at the quarterly Military Missions

Directorate Management Review (DMR) and the Command Management Review

(CMR).

• Implement tasks directed to CEMP-CN (IIS) in FRAGO 1 to Operations Order

2013-17, Engineer Common Operating Picture for Army Engineer Support to

CCMDs.

• Engage with Army, OSD, and other DoD and interagency security cooperation

stakeholders on matters pertaining to policy, resourcing, planning, and

implementation.

• Develop and issue Civil-Military Emergency Preparedness (CMEP) policy and

guidance, perform management oversight, and provide financial management

EC 11-1-115 • 30 September 2022 30

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services to support MSC execution of planned CMEP and other Disaster Risk

Management related international Security Cooperation events. Submit financial

and programmatic reports to the Defense Security Cooperation Agency (DSCA)

Institute for Security Governance (ISG) CMEP Program Manager and the

Assistant Secretary of Defense, Partnership Strategy and Stability Operations, on

a quarterly basis or as requested.

• Schedule and lead the IIS/LNO CoP teleconference at a minimum frequency of

once a month.

• Schedule and lead biannual Combatant Command Focused Updates with the

MSC, LNO and DCG-MIO.

• Coordinate through the HQ a biannual letter for each Combatant or Functional

Commander from the Chief of Engineers as written by the LNO and approved by

the MSC.

• Consolidate and submit IIS input for bi-weekly Military Missions SITREP.

• Coordinate with appropriate HQ Directorates to input all planned and ongoing 3D

OCONUS steady-state activities into REDi and GTSCMIS. Update on a monthly

basis.

• Maintain standard IIS reports and updated IIS P2 PIF, CIC, data dictionary, and

data fields.

• Update and maintain the IIS website and SharePoint site. Ensure relevant IIS

information, including agreement templates and a database of current and

previous agreements, is accessible and current.

• Plan and conduct an annual IIS/LNO workshop.

• Proponent of the Customer Relationship Management CRM 224 PROSPECT

Course.

• Complete the following annual End-of-FY Summary and ICRI Update.

Headquarters USACE Directorate of Military Missions, Interagency and International

Services Division (CEMP-CN), Security Assistance Branch.

• Develop, update, and disseminate Security Assistance (SA) policy, guidance,

processes, procedures, documentation formats, and clarification to questions and

concerns. Maintain all documentation on the USACE SA Community Intranet

site.

• Business Sustainment

o Annually update Security Assistance components for the USACE Military

Missions Operation Order as required.

o Conduct annual Security Assistance Workshop with the USACE SA

Community to review policies, case development, execution, closure, and

FMS Admin/Case funding.

o Coordinate and disseminate USACE SA Senior Leadership Engagements to

the USACE SA Community.

• Pre-Letter of Request (Pre-LOR)

o Contact the Chief of Security Assistance to discuss any new/ developing

Letters of Request (LOR) or LOA and is responsible for assigning LORs to

the appropriate SA Program Manager within the Security Assistance Branch

EC 11-1-115 • 30 September 2022 31

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and ensuring that all LORs are sent to the appropriate FMS Division/District

Program Manager within 5 days of receipt.

• LOA development Responsibilities

o Track and coordinate Letters of Acceptance case development weekly.

o Use the Defense SA Management System to develop Letters of Acceptance.

o Develop Letters of Acceptance within 45-150 days of receiving the LOR 90%

of the time. Develop remaining 10% within 150 days.

• Execution Responsibilities

o Issue policy and guidance to USACE SA community on execution and

reporting system requirements (e.g., P2 and QLIK Sense).

o Receive from USACE systems and from the USACE SA community monthly

updates on program execution such as pending modifications/amendments,

design phase initiation, construction phase initiation, and closure phase

initiation.

o Conduct monthly meetings with USACE SA Community to review policies,

guidance, execution, closure, and FMS Admin/Case funding.

o Provide updates to support the quarterly Director Military Programs

Management Review (DMR) with highlights of USACE SA Community

milestones and projects to USACE.

o Attend all Washington, D.C.-based SA Financial and Program Management

Reviews as well as the annual CCMD Security Cooperation Management

Reviews. Attend regional security assistance reviews as requested by the

Division/ District/ DSCA/ Customer.

• Closure Responsibilities

o Provide monthly USACE case closure updates to the Deputy Assistant

Secretary of the Army for Defense Exports and Cooperation (DASA (DE&C))

and DSCA.

o Update DSCA’s SCIP/ Army’s Closure Case Closure Process Execution

System (CCOPES) with closure status for cases within 6 months of estimated

closure.

• Training Responsibilities:

o Quarterly review to ensure USACE wide Security Cooperation workforce

remains in compliance with NDAA 2019 Workforce Professionalization

Certificate Program requirements. Including review of Position Description

alignment with SC Workforce.

o Develop and submit annual USACE request for training to DASA-DE&C and

provide quarterly training updates.

o Ensure USACE Security Assistance workforce maintain their Good Standing

with satisfaction of Continuous Learning requirements. Monitor same every

quarter.

• Align USACE policy and guidance with DSCA and DASA-DEC as it is

disseminated to the Security Cooperation and Assistance Enterprise.

• Travel Responsibilities:

o Develop and submit annual USACE travel justification funding request to

DASA (DE&C).

EC 11-1-115 • 30 September 2022 32

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o Request submission of quarterly travel requirements from MSC/districts.

• FMS Administration Responsibilities

o Develop and disseminate guidance to USACE SA community on use of FMS

Admin funding.

o Develop and provide USACE annual FMS Admin budget and future year

Program Objective Memorandum (POM) submissions, including requests for

Unfunded Requirements (UFRs) to DASA (DE&C) in accordance with DASA

(DE&C) guidance. Provide obligation plan updates to DASA (DE&C) as

requirements change.

o Allocate FMS Admin funding to divisions/districts, monitor execution, and

adjust as required through funds reallocation. Provide minimum of monthly

updates to DASA (DE&C) on FMS admin execution.

MSCs, Functional MSCs, Centers, Laboratories, and FOAs, supporting Interagency and

International Branch.

• Submit all requests from State and Local entities under the Intergovernmental

Cooperation Act, through CEMP-CN, for ASA(CW) approval. Work under this

authority must be in accordance with the Interim Guidance on Services for

Federal Agencies and State and Local Governments dated 08 February 2001

(See Reference 11). Upon approval, CEMP-CN will provide immediate

notification to the MSC.

• Submit all MOAs and GT&Cs which are or have the potential to be trans-

boundary or those that may impact national equities to CEMP-CN early in the

development process to ensure appropriate coordination, content review, and

determination of signatory level. All enterprise MOAs will be signed by a

designated representative at HQUSACE.

• Submit all agreements, including those under the Foreign Assistance Act (FAA)

Title 22 and WRDA Title 33, with foreign governments and international

organizations to CEMP-CN to ensure appropriate content review and

coordination with HQUSACE and ASA(CW) to determine appropriate signatory

and to facilitate package completion and subsequent staffing through DoD and

DoS.

• Evaluate all potential non-DoD reimbursable work in accordance with

Engineering Regulation (ER) 1140-1-211. Reimbursable IIS work which satisfies

the ER 1140-1-211 criteria and can be accomplished within the existing

geographical boundaries can be accepted by MSC Commanders, or District

Commanders if authorized.

• Submit all new regional MOAs and GT&Cs to CEMP-CN NLT 30 days after

signature. MOAs will be posted to the IIS SharePoint site within 10 working days

of receipt and incorporated into the MOA database.

• Provide CEMP-CN a written EXSUM of each planned international delegation

visit NLT three weeks prior to the date of the event. The EXSUM shall describe

the subject of the visit, key delegation members and USACE participants, and

the primary objectives and intended outcomes of the event.

EC 11-1-115 • 30 September 2022 33

UNCLASSIFIED

• ICW/USACE G2, obtain all appropriate clearances for international delegation

visits.

• Implement the tasks as directed in FRAGO 1 to Operations Order 2013-17,

Engineer Common Operating Picture for Army Engineer Support to CCMDs.

• Plan and execute all Civil-Military Emergency Preparedness (CMEP) events in

coordination with the respective geographic CCMD and country team. Prepare

and submit the following reports for each scheduled event to the HQ CMEP

Program Manager: daily event reports, AAR, and storyboard.

• Code and enter all IIS projects into P2 in accordance with Reference

A13. Update and review P2 entries monthly to ensure IIS project information is

complete and accurately identified and coded.

• Record lat/long information for all IIS projects in P2 and RMS to facilitate graphic

portrayal of IIS activities in REDi and associated Engineer Common Operating

Picture.

• Report IIS activities at all MSC and District Program Review Boards.

• Manage IIS work following USACE governance and business policies and

processes as appropriate, including assignment of a project manager, monitoring

and accountability for costs and schedules, and upward reporting through the

appropriate channels to HQUSACE.

• Participate in monthly IIS teleconferences held the first Tuesday of each month,

1500-1600 EST, in order to exchange best practices, keep up to date in current

initiatives and resolve corporate challenges in the myriad of IIS Programs.

• Prepare for and brief the DCG-MIO biannually as a Combatant or Functional

Command Focused Update ICW CEMP-CN and the assigned LNO.

• Prepare and submit to CEMP-CN a biannual letter for each Combatant or

Functional Command with a USACE LNO for the Chief of Engineers to send to

the CCMD Cdr.

MSCs supporting Assigned Security Assistance Responsibilities using the Security

Assistance Branch

• Business Sustainment

o Attend and execute any action items that come from the annual USACE

Security Assistance Workshop with the USACE SA Community to review

policies, case development, execution, closure, and FMS Admin/Case

funding.

o Submit feedback for USACE SA Senior Leadership Engagement request.

• Pre-LOR Responsibilities: Ensure that all LORs are submitted to the CEMP-CN

SA Branch Deputy within 5 days of receipt.

• LOA development Responsibilities: Review LORs and LOAs and recommend

improvements to HQ/Districts. Provide estimated schedule to HQ CEMP-CN SA

Branch for completing the following program execution requirements including

but not limited to the annual spend plan and quarterly updates, Manpower, and

Travel Data Sheet (MTDS), and line-item description for each LOA.

• Execution Responsibilities

EC 11-1-115 • 30 September 2022 34

UNCLASSIFIED

o Provide quarterly quality assurance consolidated on project briefing slides

from districts to HQ CEMP-CN SA Branch in accordance with report

standards guidance.

o Conduct Quality Assurance (QA) of monthly execution/P2 reports including

review of schedule, budget, and quality on each phase of the contract and

case execution. MSCs shall request changes to report standards to HQ in

order to provide more (but not less) information than stated in HQ guidance

for proper quality assurance.

o Submit request for case modifications/ amendments to HQ from District within

two days of knowledge from the district.

o Attend monthly USACE SA Community meetings and execute any resulting

action items.

o Submit quarterly quality assurance on all key district SA projects updates.

o Attend and present country case and contract execution status at Program

Management Reviews (PMR) for countries within the MSC’s AOR if required

by HQ SA Branch. PMR presentations may be delegated to the District with a

Division representative present.

o Verify projections of contract awards and contract administration

requirements to HQ CEMP-CN SA Branch for incorporation into the annual

FMS Admin budget submission to DASA (DE&C).

o Verify monthly contract award updates to HQ CEMP-CN SA Branch.

• Closure Responsibilities: Verify quarterly consolidated districts closure list

provided to HQ SA Branch.

• Training Responsibilities

o Conduct annual review of personnel Certification and Good Standing

requirements in accordance with HQUSACE guidance.

o Develop and submit consolidated districts/division training requests to HQ

CEMP-CN SA Branch annually.

o Notify HQUSACE of Security Assistance Workforce staffing impacts on

Position Descriptions (PDs) such as new hires, vacancies, and departures as

it occurs for HQUSACE to update the Security Assistance Workforce

Database. Provide quarterly summaries of personnel changes impacting

PDs.

o Annually, review and report status of Position Description alignment with SC

Workforce.

• Travel Responsibilities

o Develop and submit consolidated division travel budget quarterly with

justifications to HQ CEMP-CN SA Branch.

• FMS Admin Responsibilities

o Conduct bi-weekly QA of division FMS Admin obligation status including

review of planned vs. actual obligations.

o Develop and submit consolidated districts/division UFR information for

incorporation into HQ CEMP-CN SA Branch budget submission to DASA

(DE&C).

EC 11-1-115 • 30 September 2022 35

UNCLASSIFIED

Districts and Field Offices with Assigned Security Assistance Responsibilities supporting

the Security Assistance Branch.

• Business Sustainment:

o Attend USACE Security Assistance Workshop with the USACE SA

Community to review policies, case development, execution, closure, and

FMS Admin/Case funding.

• Pre-LOR Responsibilities: Submit all LORs through the District to the MSC within

1 day of receipt.

• LOA development Responsibilities: Submit MTDS and line-item description for

each case within 5-10 days of receiving the LOR to the MSC.

• Execution Responsibilities:

o Use automated reports to review weekly progress on contracts and cases for

schedule, budget, and quality. Update reports as necessary to reflect

changes.

o Submit request for case modifications/amendments to HQ through the

Division within five days of knowledge of the need.

o Attend USACE SA Community meetings and execute any resulting action

items.

o Consolidate and submit highlights from five projects to the MSC for inclusion

in the quarterly USACE SA report.

o Districts shall attend non-contingency country PMRs for countries within

District’s AOR. Districts may be delegated authority from the MSC to present

case execution status. If District is authorized, coordinate with the MSC and

host of the PMR (typically DSCA) for any additional information needed

before PMR.

o Attend weekly USACE SA Community conference calls and execute any

resulting action items.

o Develop and submit annual projections of contract award and contract

administration requirements to the MSC for incorporation into annual MSC

budget submission to HQ CEMP-CN SA Branch. Provide monthly contract

award updates to the MSC.

o Submit bi-weekly updates to LOA customers including project/contract

status.

• Closure Responsibilities: Submit monthly case and contract closure updates to

the MSC.

• Training Responsibilities:

o Submit annual training requests to the MSC.

o Conduct annual review of personnel Certification and Good Standing

requirements in accordance with HQUSACE guidance.

o Develop and submit consolidated districts/division training requests to MSC

who will consolidate and submit to HQUSACE SA Branch quarterly.

o Notify MSC of Security Assistance Workforce staffing impacts on Position

Descriptions (PDs) such as new hires, vacancies, and departures as it

occurs.

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• Travel Responsibilities: Submit annual consolidated district/area/field office travel

budget request and justification to the MSC. Provide monthly updates to the MSC

on travel execution status including changes to planned travel and associated

justification.

• FMS Admin Responsibilities: Develop and submit annual spend plan and UFRs

to the MSC upon request for incorporation into MSC budget submission to HQ

CEMP-CN SA Branch. Submit a weekly obligation status report to the MSC.

POC for IIS is Christopher Gatz (202) 761-4903 [email protected] and

POCs for IIS-Security Assistance are Janet Phillips (202) 761-5774

[email protected]; and Lisele Okojie (202) 761-0584

[email protected].

12.1. IIS Work Definitions.

https://team.usace.army.mil/sites/HQ-

MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE

CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F

2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2

DA148%2DF6D6F741D822%7D

12.2. Global Theater Security Cooperation Management Information System

(GTSCMIS) Instructions.

Mission. All security activities between the US Army and any foreign entity need to be

documented in the GTSCMIS. DODD 5132.03 defines security cooperation as

“Activities undertaken by the Department of Defense to encourage and enable

international partners to work with the US to achieve strategic objectives...All DoD

interactions with foreign defense and security establishments, to include Security

Assistance programs”. Use of GTSCMIS is mandated in AR 11-31, Army Security

Cooperation Policy, Mar 13, Department of Army Pamphlet 11-31, Army Security

Cooperation Handbook, Mar 13, and FRAGO 1 to USACE Operations Order 2013-17,

Engineer Common Operating Picture for Army Engineer Support to the Geographic

COCOMS, Jun 14.

Overview. The Department of Defense established GTSCMIS as the single, secure

network-based management information system, to provide a comprehensive picture of

whole-of-government security cooperation activities across the enterprise. The system,

which replaced the Army Global Outlook System as the Joint and Army theater security

cooperation system on 26 March 2014, will contribute to improved security cooperation

planning by providing decision-makers, planners, and other users with the ability to

view, manage, report, assess, synchronize, and prioritize security cooperation activities

and events, capture direct linkages of security cooperation objectives, activities, and

resources, and identify gaps and redundancies. The system will also facilitate security

cooperation reporting and budget development/justification requirements by improving

EC 11-1-115 • 30 September 2022 37

UNCLASSIFIED

overall data availability. The DSCA is the resource sponsor and has oversight

responsibility for continued development and sustainment of the GTSCMIS.

Execution.

• All proposed, planned, and ongoing USACE OCONUS steady state activities must be

entered into GTSCMIS in accordance with FRAGO 1 of USACE OPORD 2013-17. The

following activities are required to be input into GTSCMIS:

o Security Cooperation activities (Title 10)

o Security Assistance activities (Title 22/Title 10)

o OCONUS Support for Other activities (Title 33 Section 234 WRDA, Title 22,

Economy Act)

o OCONUS Support for Other activities (includes interagency, multinational,

and non-governmental organizations)

o OCONUS MILCON and Host Nation Funded Construction

o OCONUS R&D/S&T activities (includes engagements and

information/technology/personnel exchanges)

• GTSCMIS is accessible through the following link, via CAC card:

https://gtscmis.dc3n.navy.mil/G-TSCMIS/MainLogin.aspx?SW=1280&SH=1024

• Accessing G-TSCMIS requires an account and pre-requisite training. The type of

account and training are dependent upon the type of user (defined in the

GTSCMIS Business Rules – see reference c8): View Only User; Event Owner

User; Organizational Security Cooperation Data Manager. GTSCMIS training is

available at Joint Knowledge Online http://jko.jten.mil/ (User Type: View Only -

J3OP-US1274, Event Owner - J3OP-US1275). Accounts are requested via the

G-TSCMIS websites (NIPR and SIPR) and are vetted/approved By Army G3/5/7

DAMO-SSI, Marie Chambers, [email protected], COM 703-614-

3892.

GTSCMIS Engagement Theme Definitions

Combined

Education

Activities involving the education of foreign defense civilians,

military officers, and Non-Commissioned Officers (NCOs) in US

institutions and programs, both in CONUS and overseas,

and the education of the US defense personnel in other

states' institutions. This is a core mission of the DOD

Regional Centers.

Combined

Exercises

Exercises with foreign militaries, both in CONUS and

overseas, across the spectrum of military operations

sponsored by the Chairman, Combatant Commanders, or

Military Department Chiefs under the direction of the

Secretaries of the Military Departments.

EC 11-1-115 • 30 September 2022 38

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Combined

Experimentation

Bilateral and multilateral activities that experiment,

demonstrate, or test non-technological capabilities and

concepts.

Combined

Training

Scheduled unit and individual training activities with foreign

militaries that do not fall under the Multinational Exercises

category.

Counter/Non-

Proliferation

Activities seeking to counter and reduce the threat of

Weapons of Mass Destruction, as well as mitigate its effects.

Counternarcotic

Assistance

Authorities and funds for equipment, training, infrastructure,

intelligence, and logistics that provide additional tools to fight

narco-terrorism.

Def Sup to Public

Diplomacy

Activities that support United States Government (USG)

public diplomacy efforts by engaging key foreign audiences

to advance US interests.

Defense and

Military Contacts

Focused and tailored contacts to support defense reform

and staff interoperability, senior defense official visits

(civilians, officers, and NCOs), bilateral and multilateral

planning events, exchanges, staff talks, and conferences.

Facilities/

Infrastructure

Sup Proj

Military construction investments and cooperative

infrastructure development with allies and international

partners in host-nation installations.

Humanitarian

Assistance

Deployments of US military personnel to plan, oversee, and

conduct specific CCMD-nominated humanitarian projects

and activities including assistance to host nation civilian

authorities in disaster preparedness, mitigation, and

response; search and rescue and provision of humanitarian

daily rations; and training in identification, removal

techniques, safety, and education in awareness and risk of

explosive remnants of war. Also includes the donation of

non-lethal excess Department property and other relief

supplies, transportation of privately donated relief materials

to states in need, and training and material assistance to

host nations HIV/AIDS and Avian Influenza (AI) prevention

programs.

Information

Sharing/Intel

Coop

Activities that increase partner nation intelligence capacity,

information sharing, and awareness.

EC 11-1-115 • 30 September 2022 39

UNCLASSIFIED

International

Armaments Coop

Cooperative research, development, testing, and evaluation

of defense technologies, systems, or equipment; joint

production and follow-on support of defense articles or

equipment; and procurement of foreign technology,

equipment, systems, or logistics support.

Operational

Activities

Activities conducted in a conjunction with or part of ongoing

operations that have significant engagement value that

support the campaign strategy. This section also includes

activities that are routine and continuing operations, not

crisis response or episodic activities of an emergent

operational nature. Examples could include missions using

forces present overseas such as peacekeeping, peace

enforcement, humanitarian relief, sanctions enforcement,

and counter drug operations. Provide general comments

regarding the nature, scope, frequency, and duration of

operations conducted to support the activity.

Other

Engagement

Other programs, activities, or initiatives that promote or

develop cooperation with international partners.

Security

Assistance

Programs through which the U.S. endeavors to assist other

nations in defending and preserving their national security.

Includes grant and sales programs of military equipment and

training, as well as other programs such as Peacekeeping

Operations (PKO).

12.3. Security Assistance Concept of Operations.

Mission. The USACE Security Assistance (SA) program is comprised of a set of

activities authorized under Title 22 of the Foreign Assistance Act which are

administered by the DSCA but remain under the general control of the DoS as

components of U.S. foreign assistance. This document provides guidance requirements

for the USACE Security Assistance Program which includes all funding that flows

through the LOA process. This process mostly includes Security Assistance funding

such as FMS, FMF, and 607 funding but also can includes Building Partner Capacity

(BPC) funding such as Afghanistan Security Forces Fund (ASFF) (which stopped

coming through the LOA process in FY10 for construction), 632b, 1207n, and 1206

funding. The SA and BPC programs are part of the Security Cooperation (SC) program.

This guidance is for personnel funded from LOA/Case funding as well as FMS Admin

funded personnel. This section is strategically linked and fully supports the USACE

Campaign Plan, Objective 1a.

Overview. The United States has conducted Security Assistance business with over

100 nations and international organizations around the world. These programs are

conducted under two primary U.S. legislative authorities: the Arms Export Control Act

EC 11-1-115 • 30 September 2022 40

UNCLASSIFIED

(AECA) (22 U.S.C. 2751 et seq.), as amended, and the FAA of 1961, as amended (22

U.S.C 2151 et seq.) Under these authorities, there are several options that may be used

to provide designated countries with U.S. defense articles and services. The LOA

process is the U.S. Government’s process for transferring defense articles, services,

and training to other sovereign nations and international organizations. Countries

approved to participate in this program may obtain defense articles and services by

paying with their own national funds or with funds provided through U.S. government-

sponsored assistance programs. In certain cases, defense articles, services and

training may be obtained on a grant basis. The President designates countries and

international organizations eligible to participate in SA. The DoS makes those

recommendations and approves individual programs on a case-by-case basis. Currently

160 countries are eligible to participate in SA. The DSCA administers the Security

Assistance program for the Department of Defense (DoD). The US Corps of Engineers

(USACE) works with DSCA, and the DOS designated countries in the procuring of

engineering services/design/construction through the LOA process with Security

Assistance and Building Partnership Capacity (BPC) funding. The USACE Security

Assistance program is managed by the USACE IIS Security Assistance Branch. The

branch manages all funding that flows through the LOA process.

Execution

All personnel with the job title of Project/Program Manager (PM/PgM),

Program/Management Analyst (PA/MA), Contracting Specialist, Resource Manager,

Financial Manager, Counsel, and Engineer (all within CP-18) that work on a SA project

receiving any SA or SC funding are required to complete the responsibilities outlined in

the following categories of work:

• Business Sustainment: Includes performance of required HQ and MSC

leadership and oversight activities, program management, and financial

management. Limited O-7/SES senior level engagement is also included. HQ

policy and strategy activities are also included. No funding shall be spent on

Business Sustainment activities unless pre-approved in writing by HQ USACE

and the appropriate MSC. Business Sustainment funding approval procedures

and limitations are detailed in Section 12.6.

• Pre-Letter of Request (LOR): Includes those activities required prior to receipt of

a LOR. These activities are limited to discussions with DSCA, Security

Cooperation Officers (SCO), Country representatives or other Implementing

Agencies (IA) on new requirements that require assistance on requirements

definition for a LOR at Financial Management Reviews or Program Management

Reviews; Expeditionary Requirements Generation Team (EGRT) meetings

directed from DSCA or DASA-DEC; Country representative, other IA, or SCO

requests for requirements definition for a LOR; and DSCA, DASA-DEC, or

USACE HQ directed pre-LOR activity. No funding shall be spent on pre-LOR

activities unless pre-approved in writing by HQ USACE and their Division. Pre-

LOR funding approval procedures and limits are explained in Section 12.6.

EC 11-1-115 • 30 September 2022 41

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• LOA/Case Development: Support activities conducted from the time of receipt of

an approved LOR through customer acceptance and full implementation of the

LOA. Includes scope and resources verification, LOA processing, coordination

meetings, and legal sufficiency reviews/resolution. Case Development is

available for LORs for Basic, Amendment, or Modification case actions. LOA

development funding approval procedures and limits are explained in the Section

12.6.

• Execution: Overall coordination of the LOA after implementation and

management and acquisition of the projects within the LOA. Activities include

country program management, LOA financial coordination, contract

administration (to include contracting labor, site visit with bidders, technical and

price evaluation board costs, and negotiations), P2 administration, and DMR

reporting. No funding shall be spent on execution activities unless pre-approved

in writing by HQ USACE and their Division. Execution funding approval

procedures and limits are explained in the Section 12.6.

• Closure: All actions required to perform financial reconciliation, certify LOA lines,

and LOA closure at the USACE Finance Center. Closure funds are not to be

used if there is sufficient case funding available. No funding shall be spent on

closure activities unless pre-approved in writing by HQ USACE and their

Division. Closure funding approval procedures and limits are explained in the

Section 12.6.

• Training: All required and recommended training as identified by Defense

Institute of Security Assistance Management (DISAM), Department of Army (DA),

and USACE for security assistance. USACE SA Training is further defined in the

USACE SA Training Section to this section. No funding shall be spent on training

activities unless pre-approved in writing by HQ USACE and their Division.

Training funding approval procedures and limits are explained in the Section

12.6.

• Travel: Includes all required travel in support of the entire spectrum of FMS

activities from business sustainment to pre-LOR through closeout, and training.

No funding shall be spent on travel unless pre-approved in writing by HQ CEMP-

CN SA Branch and the respective MSC. Travel funding approval procedures and

limits are explained in the Section 12.6.

• Funding: Appropriate funding to use and funding limits to support the categories

a-g are provided in Section 12.6.

12.4. Security Assistance Training SCWD Training Certificate Guidance (Revision

as of August 2022).

Purpose.

a. This document provides guidance on minimum required Certification

requirements for the USACE SA Program with special attention to those supporting the

Foreign Military Sales Program at a level equal to and or greater than 50% of their work

effort. The FMS program support a variety of Security Assistance programs and

EC 11-1-115 • 30 September 2022  42  
  UNCLASSIFIED 
   
 
funding sources such as FMS, FMF, and 607 funding but also can includes BPC 
funding such as Section 333, ASFF (which stopped coming through the LOA process in 
FY10 for construction), 632b, 1207n, and 1206 funding.  Guidance is located at 
https://team.usace.army.mil/sites/HQ-
MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE
CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
b.  Any and all programs utilizing the Letter of Offer and Acceptance mechanism are 
part of the FMS program and the workforce are members of the DoD Security 
Cooperation Workforce (SCW) and, as such, are required to obtain and maintain SC 
Certification while they remain in a SC position.  
Certification requirements provide knowledge of the FMS Program requirements, 
processes, and procedures. 
 
12.5. Security Assistance Project Management Automated Information System 
Data Requirements.  
This document provides guidance on SA P2 data requirements for the USACE Security 
Assistance Program which includes all funding that flows through the LOA process. This 
process mostly includes Security Assistance funding such as FMS, FMF, and 607 
funding but also can include BPC funding such as Section 333, ASFF (which stopped 
coming through the LOA process in FY10 for construction), Counterterrorism 
Partnership Fund (CTPF), Global Peace Keeping Operations Initiative (GPOI), Global 
Security Contingency Fund, Ukraine (GSCF-U), Economic Support Fund (ESF), 
Counter-Islamic State of Iraq and the Levant/Counter-Islamic State of Iraq and 
Syria Train and Equip Fund Counter Train and Equipment Fund, and 632b funding. 
The SA and BPC programs are a part of the Security Cooperation (SC) program. This 
guidance is for projects funded from LOA/Case funding as well as FMS Admin funded 
personnel.  Guidance is located at https://team.usace.army.mil/sites/HQ-
MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE
CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
 
12.6.  Security Assistance – Foreign Military Sales Administrative Case and Case 
Overhead.  
Purpose  
This section explains the appropriate uses of the three parts of services and manpower 
funding associated with preparing, executing, managing, and closing of LOR or LOA 
(also known as Cases) in the USACE Security Assistance Program. The three funding 
parts of the program for USACE are the FMS Administrative funds (also known as FMS 
Surcharge funds), Case (also known as the LOA) funds, and USACE overhead from the 
Departmental Overhead (DOH) and General and Administrative (G&A) Overhead rate 
of charging to case funds (for the rest of this document this funding will be named Case 

EC 11-1-115 • 30 September 2022 43

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Overhead). These three funding parts are used as a whole to provide the manpower

and services required to complete the services requested in implemented cases and

provide any required reporting and information to HQUSACE, Deputy Assistant

Secretary of the Army for Defense Exports and Cooperation (DASA-DEC), DSCA, and

State Department for management of the program.

Three Funding Parts

The three funding parts used in the USACE Security Assistance program are Case,

FMS Admin, and Case Overhead. All three parts of funding come from the Cases. On

each case there is an FMS Admin fee applied to the case. Then when the case is

implemented, and funding is distributed all case FMS Admin is sent to DSCA and the

rest of the funding (minus the Contracting Administrative Service-Audit Fee) is sent to

USACE (for our USACE line or USACE case). DSCA has annual budget and POM

reviews to decide how much FMS Admin is distributed to each agency that executes

FMS. USACE receives an annual FMS Admin allotment to fund our FMS Admin

activities. The FMS Admin is a DoD overhead and requires significant detailed financial

reporting, so it is therefore not burdened. The Case funding is burdened due to the

treatment of the funding as project funding and less financial reporting requirements

than FMS Admin. Since the Case funding is burdened, the Cases provide Case

Overhead to the USACE Districts. This is how USACE receives three funding parts from

Cases to execute the USACE Security Assistance program. All three parts work

together to fund the program.

FMS Admin shall not be burdened no matter how the FMS Admin funding is received. It

shall not be burdened whether sent or received by FAD and/or MIPR.

Case Execution

Purpose of Case funds.

The purpose of the LOA/Case funds is to cover the main activities which are: master

planning, design, construction, quality assurance, contracting officer representative

services, other engineering services, and work on claims by counsel, program analyst,

or program managers.

The Defense Security Cooperation Agency (DSCA) has provided further guidance on

what can be charged to case funds in the DSCA Security Assistance Management

Manual (SAMM). Table C9.T2 of the SAMM provides details of activities.

Case General and Administrative and Departmental Overhead Execution

Purpose of G&A and DOH Overhead funds from Cases:

General: The G&A and DOH Overhead will now be referred to as “Overhead” for the

purposes of this document. The purpose of Overhead from the Cases is to cover:

Commanding Officer/Executive labor; Commanding Officer/Executive travel except

when for a particular case (case funding may be used) or when requested and pre-

approved by HQUSACE and DASA-DEC for FMS Admin approved engagements; EEO

counseling services for personnel funded by Case/FMS Admin; Safety and occupational

health of the case projects; all Counsel services except claims and FMS policy; all RM

EC 11-1-115 • 30 September 2022 44

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services except FMS Admin and Case funding management, FADs, billing, and

disbursement; IT services, rent, utilities, for all FMS Admin and Case funded personnel;

office supplies for Case funded personnel.

Training: Defense Institute of Security Cooperation Studies (DISCS) training is funded

by DOH or by other funding designated by their District/Division (this funding shall not

be FMS Admin or direct case funding) for personnel that are funded 49% or less by

FMS Admin, case, or both.

USACE has provided further guidance on Overhead in Chapter 20 and 21 of the ER 31-

1-30 Accounting and Reporting.

Foreign Military Sale Administrative Execution

Purpose of FMS Administrative funds. The purpose of FMS Administrative Surcharge

(“FMS Admin) funds is cover the cost of the efforts to write, implement, manage,

execute, oversee, and case closure. The main activities covered by FMS Admin funds

are: Pre-Letter of Request (LOR); Case Development; Case Execution; Case Closure;

and Business Sustainment. USACE HQ, MSCs/Divisions, and Districts shall charge to

FMS Admin for these efforts. Please refer to Section 3 for further information these

categories. The DSCA has provided further guidance on what can be charged to FMS

Admin funds in the Security Assistance Management Manual (SAMM). Table C9.T2 of

the SAMM provides details of activities including what can be charged to FMS Admin

and what should be charged to the actual FMS case.

Budget and Program Development

On 22 March 2012 DSCA approved consolidation of the Budget and Program Objective

Memorandum (POM) processes, which became the Security Assistance Program and

Budget Review (SAPBR). SAPBR utilizes the Planning, Programming, Budgeting, and

Execution (PPBE) cycle and structure.

Program and Budget Guidance: In January of each year, HQUSACE will issue

specific guidance to Divisions and Districts for the development of the budget for the

following fiscal year and the three subsequent fiscal years. There will be separate

formats for the Budget Submission and the Program Year Submissions.

Budget Year Submission: Divisions and Districts shall review and provide feedback

for their budget submissions using the Budget Submission workbook provided by

HQUSACE. Generally, the budget year guidance will be based on prior budgets

adjusted for any known changes from the Forecast or UFRs and are subject to the

availability of funds. The baseline budgets represent a starting point for the Divisions

and Districts to develop any future UFR submissions. Budget submissions shall be

submitted to HQUSACE in mid-late January (exact dates will be provided in the

Program and Budget Guidance). District documentation should be submitted through

the Division to HQ.

Program Year Submissions: Divisions and Districts shall submit their changes to the

Program Year worksheets that will be provided by HQUSACE. The Program Year

EC 11-1-115 • 30 September 2022 45

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guidance will be based on standardized funding allocations for historical activity

workloads (e.g., number of contracting awards) and Forecast. Program Year

submissions shall be submitted to HQUSACE in mid-late February (exact dates will be

provided in the Program and Budget Guidance). District documentation should be

submitted through the Division to HQ.

Foreign Military Sale Administrative Activity Funding Limits

USACE HQ, MSCs/Divisions, and Districts shall charge to FMS Admin effort within the

following limits and send in additional justification for any requests above the limits.

Pre-LOR: All Pre-LOR activities must be pre-approved, either through the Budget

Submission request if Country and type of project information is provided or through

updates throughout the year when information is available. No funding is to be spent

without pre-approval. If an effort, such as detailed scoping, was funded during pre-LOR

stage, then the effort shall not be funded again during Case Development stage. Pre-

LOR overall limits for the Implementing Agency are managed by HQ USACE. Pre-LOR

surveys must be charged back to the case if it is implemented as of March 2017 as

designed in the SAMM. USACE Districts shall work Pre-LOR within Funding Limits set

below. If additional funding is required, the district shall submit with additional

justification or work with the Customer on a Planning Case. Funding Limits (including

labor and travel) for different customer types are shown below: Existing Customer that

requires minimal assistance on Scope and Budget: $15,000 total with no more than

$10,000 in travel Existing Customer that requires assistance on Scope and Budget:

$21,000 total with no more than $10,000 in travel New Customer or Working with

another US agency: $30,000 total with no more than $10,000 in travel; and New

Customer AND Working with other agency: $35,000 total with no more than $10,000 in

travel.

Case Development: USACE Districts shall work Case Development within Funding

Limits set below. If additional funding is required, the district shall submit additional

justification or work with the Customer on a Planning Case. Case development includes

working from an LOR for a basic, amendment, or modification case action. Funding

Limits (including labor and travel) for different customer types are shown below:

Existing Customer that requires minimal assistance on Scope and Budget: $15,000 total

with no more than $10,000 in travel Existing Customer that requires assistance on

Scope and Budget: $21,000 total with no more than $10,000 in travel New Customer

OR Working with another US agency: $30,000 total with no more than $10,000 in travel

New Customer AND Working with other agency: $35,000 total with no more than

$10,000 in travel.

Case Closure

The USACE Finance Center may use FMS Admin for the regular standard level of

service case closure procedures.

Contracting Costs

EC 11-1-115 • 30 September 2022 46

UNCLASSIFIED

Commencing in FY13, costs associated with the preparation, solicitation, evaluation,

negotiation, and award of FMS contracts have been charged to FMS Admin funds

rather than to the FMS Case. Divisions and Districts will receive separate funding

allocations for Contracting related Labor and Travel. Allocations will be based on

previously developed average costs and estimated number of contract actions.

For Contracting costs for Contracting Officers and Contracting Specialist, USACE

Districts shall work within Funding Limits of $23,000 in labor and $10,000 in travel per

contract award (to include pre and post award actions) and $15,000 in labor and

$10,000 in travel per contract modification (to include pre-mod and post-mod actions). If

additional funding is required, the district shall submit additional justification for costs.

Business Sustainment: Costs for training as described in Section 9.3.4 and FMS Admin

Management for Program Analyst and Resource Management shall be funded by FMS

Admin. USACE Districts shall work within the Funding Limits provided in Section 9.3.4

for training. If additional funding is required, the district shall submit additional

justification for costs. Program Analyst shall charge for their cost to manage the FMS

Admin funding. RM shall charge for their costs for managing, billing, and disturbing FMS

Admin funding. Counsel shall be funded by FMS Admin for FMS policy.

Training: DISCS and Job-related training are funded by FMS Admin for personnel that

are funded 50% or more by FMS Admin, case, or both. Long Term Training is covered

by FMS Admin if the personnel is 100% funded by FMS Admin and if it is pre-approved

a year in advance by HQUSACE and DASA-DEC to assure funding availability and

approval. Requests for Long Term Training should come through the Division to

HQUSACE. Funding for training is provided to employees required as described in

Section 9.3.4.

Foreign Military Sale Administrative Development of Estimates and Obligations

Labor: When developing estimates for Civilian Labor requirements to be funded from

FMS Admin funds, the labor rates shall not include Overhead, because the funding is

required to be tracked by authorized object classes. Some of the automatic object

classes that are charged in Overhead are not authorized by Army or DoD for USACE to

charge FMS Admin and some of the labor authorization would not be accounted in the

correct object classes. DASA-DEC and DSCA also requires detailed records to account

for the funds that can only be attained through direct charging. Note that this does not

apply to Civilian Labor funded by Cases where the overhead is included.

Travel

Instructions for developing FMS Admin travel estimates are included in the Budget

Development workbook issued by HQUSACE. Pre-LOR and Case Development

Meetings should be consolidated to make the most efficient use of travel funds. All

FMS Admin travel funding for OCONUS meetings is limited to two persons per trip. All

FMS Admin travel funding for CONUS meetings are limited to three persons per trip.

Please note that FMS Admin travel funds shall not be transferred from one Division or

District to another Division or District using MIPRs because the funding will not track

into the authorized object classes if MIPRed. If FMS Admin travel funds are to be

EC 11-1-115 • 30 September 2022 47

UNCLASSIFIED

transferred, HQUSACE will process a Funding Authorization Document (FAD) to

reallocate the funds.

Obligation Plans: Initial Obligation Plans for the following Fiscal Year will be based on

the Division and District Budget Submissions Workbooks. Obligation Plans can be

revised and updated once every quarter as required but reallocations must be approved

as indicated below. The Budget Submission workbooks should be used to submit

updated Obligation Plans.

Foreign Military Sale Administrative Funding Allocation Procedures

Timing of Allocations

DCSA will usually allocate funds to Army on a quarterly basis. Once Army receives the

funds, they will then allocate the funds to HQUSACE and other Army organizations.

HQUSACE will then process Funding Authorization Documents (FADs) to distribute the

funds. Both Army and HQUSACE distribute the funds as soon as possible after receipt.

In many years, the US Government has operated under a Continuing Resolution (CR)

for the first part of the fiscal year. A CR does impact the allocation of FMS

Administrative Funds. When operating under a CR, OMB usually releases funds on a

month-by-month basis. Once funds are received both Army and HQUSACE will issue

the funds as soon as possible.

Type of Allocation

FMS Admin Funds are allocated by Object Classification (e.g., Labor, TDY, Training,

etc.). At the same time the FAD is issued, a Funds Distribution Document (FDD) is also

issued, which serves as the Work Authorization Document (WAD). The WAD will

specify the purpose of the allocation and Object Class.

The FDD will also include the specific breakdown of allocations by Program Element

(e.g., Pre-LOR, Case Development, etc.) based on the approved Division and District

Budget Submissions. As a result, funds must be used in accordance with those

breakdowns in the FDD.

• Basis for Allocations: Allocations to Divisions and Districts will be based on

Obligation Plans in the Budget Submission workbooks.

• Reallocations: FMS Admin Funds shall not be reallocated between Object

Classes without prior approval from HQUSACE. Request to reallocate funds

should be directed to the FMS Admin National Account Manager through the

Division. Requests shall include an explanation for the reallocation. Depending

on flexibility within USACE, approval may need to be sought from DASA (DE&C).

Forecasting

The Annual Forecast is an opportunity to review, and report expected workload for the

following two fiscal years. This forecast information will decide the expected obligations

for each of the Districts and Divisions for the following fiscal years. Any changes from

these forecasts must be documented in Unfunded Requirements (UFR). A UFR must

EC 11-1-115 • 30 September 2022 48

UNCLASSIFIED

be supported by a clear justification and impact statement if not funded. The UFR

should clearly demonstrate an increase in expected workload as a result of the

requirement. Divisions and Districts must also take into account any offsetting

reductions in other workload prior to submitting the UFR. District documentation should

be submitted through the Division. The HQUSACE will review expected workload from

the Forecast against actual workload to analyze if additional funding is required.

Forecast documentation should be submitted to HQUSACE by the deadline provided by

HQUSACE. The Forecast time schedule for review is usually in from late June to early

July.

Foreign Military Sale Administrative Execution and Reporting

Divisions and Districts shall submit monthly obligation reports within 5 business days of

the end of the month. Explanations must be provided for variations of 10 percent

(higher or lower) from the submitted obligation plan. Monthly reports will reflect actual

obligations as reported in CEFMS. The reports can be provided in email format and

should be sent to [email protected].

Accounting

Divisions and Districts shall set up Work Category Codes (WCC) in CEFMS to correctly

report against the FMS Program element. The WCCs to be used for FMS Admin are as

follows:

Program Element (PE)

Work Category Code

Pre-LOR

8F100

Case Development

8F200

Case Execution (Acquisition,

Financial Mgt)

8F300

Case Closure

8F400

Other Security Cooperation

8F500

Business Sustainment

8F600

It is essential that data be recorded correctly to enable accurate reporting by PE.

HQUSACE must submit end of year data to DCSA and Army down to the Program

Element level. DCSA uses this information to identify trends and raise questions during

POM Reviews.

Foreign Military Sale Administrative End of Fiscal Year

DSCA and Army place a very high priority on achieving 100 percent of planned

obligations. As a result, any projected shortfalls should be reported to HQUSACE

POCs as soon as possible so funds can be reallocated or returned to Army.

EC 11-1-115 • 30 September 2022 49

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Transfers of Foreign Military Sale Administrative Funds from Other Agencies

USACE regularly provides support to other Services and agencies for their FMS cases.

In some situations, these organizations have provided additional FMS Admin funds

directly to USACE for this support. DASA (DE&C) has informed USACE that this is not

the preferred approach for obtaining funds for such support as it does not give visibility

to the level of effort being performed by Army for other Services and agencies. DASA

(DE&C) prefers that the funding be obtained through budget adjustment requests

handled through Army and DSCA. Accordingly, Districts and Divisions shall inform

HQUSACE when support for other organizations would require additional FMS Admin

funds. HQUSACE will work with Army to determine the best approach for obtaining the

additional funds.

Special Military Personnel Cost Requirements

Per the DSCA SAMM Table C9.T2., Salaries of U.S. Military personnel (MILPERS) (not

including Coast Guard) are paid for by MILPERS funds when these personnel are

performing activities included in the "FMS Admin" column. When activities in the "FMS

Case" column are performed by U.S. military personnel, the salaries of these personnel

should be reimbursed by the FMS case unless the case is fully funded with FMF Non-

Repayable, Military Assistance Program (MAP) funds, or other USG appropriations.

Salaried and travel of FMS case funded personnel will continue to be charged to FMS

case funds even when attending events that would otherwise be FMS Admin funded.

12.7. Security Assistance – Offshore Procurement.

Purpose. To provide mandatory procedures to comply with OSP requirements relating

to FMS acquisitions executed by USACE and funded with U.S. FMF appropriations.

Mission. Acquisitions conducted as part of the USACE SA program are funded by

many different funding sources, including host nation funding, FMF, and US grant

funding. Acquisitions are also executed as part of the USACE SA program using

various other authorities, to include the Foreign Assistance Act and the Afghanistan

Security Forces Fund.

Execution:

• Reference (a) prohibits using FMF funds for procurement outside the United

States unless the President determines that such procurement does not have an

adverse effect on the economy of the United States or the industrial mobilization

base. The authority to make such a determination—-known as an OSP

determination—-has been delegated to the Director, DSCA. The Director,

DSCA, may make an OSP determination but must obtain the concurrence of the

Departments of State and Treasury.

• USACE Divisions/MSCs, Districts, and Centers conducting procurements under

letters of offer and acceptance (“LOAs” or “cases”) funded with FMF must be fully

knowledgeable of the specific requirements of references a, b, c, and e. They

must also be aware of any special requirements or restrictions specific to a

particular program or LOA, in addition to these references.

EC 11-1-115 • 30 September 2022 50

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• In accordance with DSCA implementation of reference (a), as detailed in

reference (b), an OSP determination is required if prime contract award will be

made to other than an United States firm, and/or if one-half or more of the dollar

value of the acquisition is of foreign origin, after subtracting from total costs the

costs of items that the Federal Acquisition Regulations (FAR) or DFARS exclude

from Buy American Act or Balance of Payments Program consideration. The

foreign content requirement is evaluated based on the total; cumulative cost of

acquisition conducted under the FMF-funded case (to include all projects

implemented under the case to date). This latter calculation must also continually

be reevaluated as the case is amended or modified. Per reference (b), an OSP

Determination is an exceptional procedure and should be requested or

recommended only when all the conditions in Table C9.T8 of reference (b) are

met.

• For cases where USACE is the Implementing Agency, USACE Districts and

Centers shall immediately notify the Division/MSC or HQUSACE, SA branch,

respectively, if the award of a contract to a non-United States firm is anticipated

and/or the United States content (after subtracting excluded items) is expected to

be less than 50% of the total cost of the acquisition under the case. HQUSACE,

SA is responsible for processing the request to DSCA for an OSP determination

to waive either or both of the United States contractor or United States content

requirements. No solicitation shall be issued permitting award to foreign

contractor offers, or 50% or greater foreign content, without first obtaining an

approved OSP determination.

• With respect to cases where USACE is not the Implementing Agency, the District

or Center shall inform the Implementing Agency for the case of the need for an

OSP determination. The District or Center shall inform the Division/MSC or

HQUSACE-SA branch, respectively, of all such communication with the

Implementing Agency. The Implementing Agency is responsible for processing a

request for an OSP determination. No solicitation shall be issued permitting

award to foreign contractor offers, or permitting 50% or greater foreign content,

without first obtaining an approved OSP determination.

• When issuing a solicitation for that is funded with FMF appropriations, Districts

and Centers shall include the following statement in both the pre-solicitation

notice and the solicitation:

In accordance with Section 42(c) of the Arms Export Control Act,

as amended (22 USC §2791(c)), the Foreign Military Financing

funds made available for this procurement may not be used to

award to other than a United States firm, unless an Offshore

Procurement (OSP) determination is made by the Director,

Defense Security Cooperation Agency. No OSP determination has

been obtained for this procurement. Offers from other than United

States firms are ineligible for award. The Government reserves

EC 11-1-115 • 30 September 2022 51

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the right, however, to seek an OSP determination at any stage in

the procurement, if doing so is in the Government’s best interests.

• Districts and Centers shall include a requirement in all solicitations for bidders or

offerors to complete the OSP worksheet provided as TAB A of this Section and

submit the worksheet as part of the bid or price/cost proposal.

• Additionally, Districts and Centers shall include the following language in FMF

solicitations and resultant contracts. If more than one case is on a single

contract, each case shall have an individual contract line item (CLIN) and

separate OSP worksheets:

In accordance with Section 42(c) of the Arms Export

Control Act, as amended (22 USC §2791(c)), the Foreign Military

Financing funds made available for this procurement may not be

used for procurement outside the United States, unless an

Offshore Procurement (OSP) determination is made by the

Director, Defense Security Cooperation Agency. No OSP

determination has been obtained for this procurement.

Accordingly, per DoD 5105.38-M, Chapter 9, Table C9.T8, more

than 50% of the dollar value of the FMF contract [or CLIN, when

there are multiple FMF cases on a single contract], after

subtracting from the total costs the cost of items that the FAR or

DFARS exclude from Buy American Act or Balance of Payments

Program consideration, must be of U.S. origin. The contractor may

not exceed this foreign content percentage during contract

performance, unless the Government obtains an OSP

determination. If it is determined that the Contractor has used

unauthorized content, payments to the Contractor may be reduced

by the value of the unauthorized content, or at the Government’s

option, the Contractor may be required to remove the unauthorized

content at its expense and replace it with authorized content. The

Government will require the contractor to periodically provide it with

information concerning the foreign content utilized in performing

the contract, to allow the Government to ensure compliance with

these OSP foreign content rules.

• When multiple contracts are used to fulfill the procurement requirements from a

single case, Districts and Centers must still comply with all requirements of this

Section, to include inserting the language of para. 3.h, above, in each solicitation

and resultant contract. By making certain that each individual contract itself

meets OSP foreign content standards, Districts and Centers will be able to

ensure compliance with OSP foreign content standards at the case level (para.

3.c). However, Districts and Centers may request authority to deviate from the

requirement to ensure individual contracts comply with OSP foreign content

standards, and instead manage foreign content solely at the case level. Such

requests must be supported by a plan detailing how foreign content will be

EC 11-1-115 • 30 September 2022 52

UNCLASSIFIED

managed at the case level, along with any proposed deviations to the solicitation

and contract requirements outlined in this Section. Such requests shall be

submitted through the District’s or Center’s respective Division/MSC for

HQUSACE-SA approval prior to the issuance of any solicitation or award of a

contract to which the request relates.

• In regard to any exempted materials for the OSP calculation, if the contracting

officer determines that the acquisition can best be filled by a foreign end product

or construction material in addition to those exempted materials listed in FAR

25.104 and DFARS 225.104(a), the Contracting Officer shall document the

solicitation file with that determination, as required by DFARS 225.7501(a)(7),

and include the additional, exempted materials in the applicable Balance of

Payments clause in the solicitation (DFARS 252.2257044 or DFARS 252.225-

7045). These exemptions are not included in the overall OSP calculation.

• If an OSP determination is required, as detailed in para. 3.c, above, no contract

award shall be made until an OSP determination has been obtained. In addition,

where an OSP determination is not necessary but the total percentage of foreign

content for a case is close to 50%, Districts and Centers must coordinate, prior to

award, with the appropriate Division/MSC Program Manager, to ensure the risk

of OSP violation is mitigated.

• Districts and Centers will provide the OSP worksheets to appropriate

Division/MSC Program Managers prior to contract award and will provide any

updated, current worksheets, when periodically requested by the appropriate

Division/MSC Program Manager.

• If a particular FMS program or LOA has additional restrictions, the OSP

worksheet (Tab A) may be adjusted to reflect those specific restrictions, however,

in all cases, the worksheet shall substantively comply with this OPORD. If a

substantive change is necessary for a particular contract or program, a deviation

must be requested of and approved by HQUSACE-SA (ATTN: Janet Phillips), in

advance of any use in a solicitation or contract.

12.8. Outside of Continental United States Privileges Immunities.

Every nation has the sovereign right to enforce its legal standards within its territory and

to punish those within its borders who violate its laws. Thus, absent some arrangement

to the contrary, U.S. personnel in a foreign state are subject to that country’s laws, and,

absent an arrangement to the contrary, may be subject to criminal trial by that country’s

courts and imprisonment in the country’s prisons. The United States makes it a priority

to protect the rights of its citizens abroad. In particular, it is DoD policy “to protect, to

the maximum extent possible, the rights of United States personnel who may be subject

to criminal trial by foreign courts and imprisonment in foreign prisons.” Ref. 1a, para. 3.

Thus, the purpose of this Section is to provide mandatory procedures to comply with

DoD Policy relating to the status of U.S. personnel in foreign nations. Information

located https://team.usace.army.mil/sites/HQ-

MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE

CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F

EC 11-1-115 • 30 September 2022  53  
  UNCLASSIFIED 
   
 
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
 
12.9. Security Assistance – Export Controls. 
This document provides guidance concerning various export control laws and 
regulations that apply to the USACE Security Assistance (SA) program.  Export control 
laws and regulations must be carefully followed because dual-use items and defense-
related technology are valuable national security resources, to be protected and 
transferred only in pursuit of national security and foreign policy objectives.  Guidance 
located https://team.usace.army.mil/sites/HQ-
MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE
CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
 
12.10. Domestic Work – Interagency Agreement Instructions. 
https://team.usace.army.mil/sites/HQ-
MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE
CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
 
12.11.  Domestic Work – Reporting.  
This section includes information to ensure accurate and consistent reporting of IIS 
activities.  Information is located at https://team.usace.army.mil/sites/HQ-
MP/PDT/ECFY2325/default.aspx?RootFolder=%2Fsites%2FHQ%2DMP%2FPDT%2FE
CFY2325%2FShared%20Documents%2FIIS%20Appendix&FolderCTID=0x01200008F
2BDF567D0394DB8555629BBA87E29&View=%7B383A5C59%2D92CA%2D40CE%2
DA148%2DF6D6F741D822%7D 
 
13. Military Construction. 
MILCON is a unique mission that encompasses various facets in support of delivering 
the program to the warfighter.  These facets are as follows:  category Management; 
Command Services Requirements Management & Oversight (underdevelopment); 
Military Programs DMR – Battle Rhythm; and Military Construction-Special Programs.   
   
13.1. Category Management. 
Category Management (CM) is process developed to optimize the Army service 
acquisition processes by using the best business practices the through supporting data 
analytics, and by enabling the Army to save time, money, and manpower for higher 
priorities.  It is an approach by which the Federal Government is applying to buy smarter 
and more like a single enterprise. CM enables the government to eliminate 
redundancies, increase efficiency, and deliver more value and savings from the 
government's acquisition programs. CM uses a structured approach to perform strategic 
cost management to eliminate redundancies, increase efficiency and effectiveness, and 

EC 11-1-115 • 30 September 2022 54

UNCLASSIFIED

improve end user satisfaction. The objective of CM is to improve mission value and total

cost of ownership through a disciplined data-driven cost management process. The

appointed functional cost owner leads the CM process as the Category Manager.

• CM focuses on an organization’s costs by segmenting it into discrete categories

of similar types of products and services which mirror many USACE processes in

existence today. The foundational principles of CM are:

o Categorizing Costs- Construction, Construction Materials and Architect and

Engineering Services

o Assigning cost ownership- The Construction Category Sub-Categories and

Contracting

o Developing business intelligence to drive strategic cost management and

improve overall mission performance.

• USACE realization of CM is accomplished through better planning, use of

business intelligence and more efficient acquisition solutions. Efficiencies and

mission effectiveness are achieved through rate, process, and demand levers

(i.e., policy directions, implementation of demand and consumption measures,

leveraging buying power, strategic acquisitions, reducing contract redundancy,

and the adoption of industry best practices). It is important to note that CM is not

a contracting driven process; but rather, an acquisition and mission-driven

process to strategically manage a category of spend.

Roles and Responsibilities

The Category Manager - Strategic Leader, is appointed by the Category

Management Accountable Official - DUSA

• Performs deliberate and proactive strategic cost management of

category spend, using established business intelligence tools,

processes, and procedures

• Sets the standard levels of service and manages demand

• Appoints sub-category leads

• Represents the Army at DoD and Federal-level category specific forums

• Sets the priority for the conduct of Category Intelligence Reports

Category /Sub-Category Leads - Executers, appointed by the Category Manager

• Functional leads and subject matter experts for the category

• Develop and execute category strategies

• Direct/guide courses of action implementation

• Appoints a primary and alternate contact to participate in CM planning activities

Category

Category Managers & Leads

Construction Category Co-Manager (CM)

ASA(CW) and Chief of Engineers

Construction Category Lead (CL)

Chief, Military Programs Integration

Division

HQ U.S. Army Corps of Engineers

EC 11-1-115 • 30 September 2022 55

UNCLASSIFIED

Marine Construction Sub-Category Lead

(SCL)

Chief, Operations and Regulatory

Division

HQ U.S. Army Corps of Engineers

A&E Services (Construction) Sub-

Category Lead (SCL)

Chief, Engineering and Construction

Division

HQ U.S. Army Corps of Engineers

Maintenance, alteration and Repair Over

$7.5M Sub-Category Lead (SCL)

Chief, Installation Readiness

HQ U.S. Army Corps of Engineers

Maintenance, alteration and Repair

Under $7.5M Sub-Category Lead (SCL)

AMC (IMCOM)

Real Estate Sub-Category Lead (SCL)

Chief of Real Estate

Division and District leaders implement CM principles to ensure Army services

contracting processes and supporting data analytics, to enable the Army to save time,

money, and manpower for higher priorities. Leaders integrate CM practices and

planning in the purchase of goods and services and leverage common contracts and

best practices to drive savings and efficiencies.

Divisions and Districts that have contract solutions to nominate for Best in Class /

Spend Under Management (BIC/SUM) designation can contact the Military Programs

CM POC for nomination of contracts as a SUM contract solution. This process is

managed by the Office of Management and Budget requiring HQ USACE actions to

obtain the designation. Please contact the PID lead for assistance in packet submission.

USACE Contracting implement CM principles and when practical institute the use of

BIC/SUM contracts while maintaining a best quality contract solution. Currently, Large-

Scale Construction LSC is rated as Spend Under Management (SUM) Tier 2 and

starting in FY 22 all Small Business contacts are SUM Tier 2 spend and should be

utilized when practical. USACE contracting serves as the liaison with Army Contracting

Command for CM Analytic Support and provide data analytic support to category teams.

Virtual Category Management Training is available through the Defense Acquisition

University and is conducted quarterly via Microsoft Teams and will be announced by

DTO.

Supporting information can be found:

USACE Category Management Teams website is located at:

https://dod.teams.microsoft.us/l/team/19%3adod%3ab4d44a5cc22d4540aefdce63cafce

765%40thread.skype/conversations?groupId=cc64ebaa-2c9e-4ca2-ab5e-

93d7889464b5&tenantId=fc4d76ba-f17c-4c50-b9a7-8f3163d27582

USACE Category Management Implementation plan is available at:

https://dod.teams.microsoft.us/l/channel/19%3adod%3abeed2c709c43402ab9293052fd

126395%40thread.skype/USACE%2520CM%2520implementation%2520Plan?groupId=

cc64ebaa-2c9e-4ca2-ab5e-93d7889464b5&tenantId=fc4d76ba-f17c-4c50-b9a7-

EC 11-1-115 • 30 September 2022  56  
  UNCLASSIFIED 
   
 
8f3163d27582 
Category Management Training is available at:  
https://dod.teams.microsoft.us/l/channel/19%3adod%3a3d595712dcb04ab5ae14a67d3
7d85a8c%40thread.skype/CM%2520Training?groupId=cc64ebaa-2c9e-4ca2-ab5e-
93d7889464b5&tenantId=fc4d76ba-f17c-4c50-b9a7-8f3163d27582 
POC for CM is Mark Gregris (202) 761-7152 mark.e.greg[email protected]. 
 
13.2. Command Services Requirements Management & Oversight.  
The Director of Military Programs is the Command Service Executive (CSE) for USACE.  
The Military Programs Integration Division (PID) is assigned as the requirement 
validation division for USACE for Command Services.  Guidance pertaining to the CSE 
validation and approval process is detailed in Director Policy Notice (PN) 5-1-3, “United 
States Army Corps of Engineers Oversight of Army Services Acquisition and Command 
Services Executive Coordination”.  PN 5-1-3 can be located at the following link:  
https://usace.dps.mil/sites/PUBS-HQ-
RESTRICTED/Policy%20Notice/Forms/Pubs%20Display.aspx?id=%2Fsites%2FPUBS
%2DHQ%2DRESTRICTED%2FPolicy%20Notice%2FPN%205%2D1%2D3%2Epdf&par
ent=%2Fsites%2FPUBS%2DHQ%2DRESTRICTED%2FPolicy%20Notice 
 
POC for the CSE program is Caitlin Slattery at (202) 761-0443 and 
[email protected]. 
 
13.3. Military Programs Director’s Management Review – Battle Rhythm. 
Military Programs develops an annual Battle Rhythm for the DMR and AAR.  The DMR 
is forum for which the UCG metrics are used to measure performance and performance 
targets.  A battle rhythm was generated to manage the schedule and activities of the 
DMRs that are conducted quarterly.  It is a schedule that is published so that other units 
and programs can establish an appropriate and synchronized internal rhythm that 
results in a smooth flow of information.  All DMRs are scheduled in advance of the 
quarterly Enterprise Governance Meeting (EGM) for which the salient information 
generated from the DMRs are further discussed.  The AAR, an annual review, is 
conducted with the MSCs and stakeholders to present and identify performance 
improvements and to synchronize Military Programs execution for the future 
performances.  The battle rhythm is not only used to manage and supports the schedule 
of the DMR/AAR but also to synchronize the information derived from the enter 
operations and meetings of the various Program Integration Divisions (PID) programs’ 
quarterly briefings and monthly meetings.  
The Key Task for the Military Programs DMR battle rhythm are as follows:    
Military Programs will coordinate with Resource Management to ensure metric update 
and Strategy and Integration Office to ensure EGM schedules both are met. 

EC 11-1-115 • 30 September 2022 57

UNCLASSIFIED

• Appropriate and synchronized battle rhythms will be developed by relevant units

and programs

• The Project Delivery Business Process (PDBP), P2, USACE Enterprise Reports

(UER), and Enterprise Data Warehouse (EDW) are USACE tools utilized to

develop military programs project data necessary to monitor/ evaluate program

execution and shall be used to provide data for the MP DMR and other meetings.

• Project and program data will be input to relevant information systems such that

reliable and actionable data is available for discussion at the MP DMR and other

relevant meetings.

Roles and Responsibilities:

All units and programs will schedule recurring, internal programmatic meetings on an

annual basis synchronized with the annual MP DMR schedule. All project information

will be updated on a regular schedule to facilitate discussion.

Tasks to Subordinate Units:

• MSCs/Centers/Labs/249

o MSCs will ensure that all project data is updated and accurate before the 4

working day of each month.

o MSCs will develop and publish programmatic battle rhythms synchronized to

the MP DMR battle rhythm.

o MSCs shall ensure Districts develop and publish programmatic battle rhythms

synchronized to MSC / HQ schedules.

• Tasks to HQUSACE Offices and Directorates

o CEMP-IP is the POC and will conduct the Military and International

Operations AAR annually in October.

o CEMP-IP is the POC and will lead the coordination of the quarterly MP

DMRs. DMR schedule is located https://team.usace.army.mil/sites/HQ-

MP/PDT/ECFY2325/default.aspx

o CEMP-IP will use EDW for program execution reviews

o CEMP-IA is the POC and will lead the coordination of the quarterly briefings

and monthly reviews on Army MILCON projects to DASA (IH&P), HQDA staff

(ABO, G3, and ACSIM), USAR, and IMCOM. Schedule located

https://team.usace.army.mil/sites/HQ-MP/PDT/ECFY2325/default.aspx

o CEMP-ID is the POC and will lead the coordination of the briefings for AF,

DoD, and Other MILCON projects. Schedule located

https://team.usace.army.mil/sites/HQ-MP/PDT/ECFY2325/default.aspx

o CEMP-IP will coordinate with Resource Management to update MP metrics

for the FY22 USACE annual Command Guidance.

Coordinating Instructions.

• Logistics requirements for Military Programs Directors Management Reviews will

be coordinated through CEMP-IP. POC for this action is Venessa McAfee, 202-

761-5847, Venessa.McAfee@usace.army.mil

EC 11-1-115 • 30 September 2022  58  
  UNCLASSIFIED 
   
 
•  Changes to all Battle Rhythm/schedule dates (if required) will be coordinated with 
the appropriate business line manager and provided via email from the 
applicable action office(r). 
 
13.4. Military Construction-Special Activities.  
MILCON – Special Activities are the core of Military Programs.  It is the internal 
operations and essential activities needed in delivering the program to our warfighters.  
 
Mission. 
•  USACE delivers quality MILCON facilities meeting budget limits, mission 
requirements and stationing timelines in its capacity as a statutory (Reference 
1a) and DoD Construction Agent (Reference 1b). 
•  Performance targets: 
o  UCG metric MP03d (all MILCON programs per Reference 1d):  Improve year-
over-year execution with goal of executing 80% of projects in year of 
appropriation 
o  Army MILCON only:  Achieve 35% design with scope and cost validated for 
program year (PY) + 2 projects NLT 1 July of current year (CY) +1  
o  UCG metric MP02 (all MILCON programs per Reference 1d):  Achieve 
Ready-to-Advertise for program year (PY) projects NLT 30 September of 
current (CY) 
o  UCG metric MP03a (all MILCON programs per Reference 1d):  Award > 90% 
forecasted program 
o  UCG metric MP06 (all MILCON programs per Reference 1d):  Less than 20% 
programmatic time growth 
o  UCG metric MP07 (all MILCON programs per Reference 1d):  Less than 5% 
programmatic cost growth 
o  UCG metric MP08 (all MILCON programs per Reference 1d):  Financially 
close MILCON projects within 12 months (CONUS) or 15 months (OCONUS) 
of beneficial occupancy 
Execution 
•  The Army MILCON Program is executed in accordance with AR 420-1 
(Reference 1c). 
•  MILCON programs for the Air Force, Navy and DoD Agencies follow procedures 
established in program-specific Enterprise Program Management Plans. 
•  USACE observes echelon responsibility.  HQUSACE provides Executive 
Direction & Management, leads enterprise engagements, oversees enterprise 
program management, and oversees funds and authority control.  MSCs are 
responsible for regional program management.  Districts are responsible for 
execution to include PROMIS (P2) project information. 
 
Roles and Responsibilities 
•  HQUSACE Military Programs Integration Division 
o  Serves as primary point of contact for national level stakeholders and 
manages enterprise issue resolution. 

EC 11-1-115 • 30 September 2022 59

UNCLASSIFIED

o Coordinates with enterprise proponents to ensure program authorizations

(design and construction) are released to USACE in a consistent and timely

manner. Issues project authorizations to MSCs/Districts via directives.

o Requests funds from enterprise proponents, and as for the Army MILCON

program, manage the Military Construction Army (MCA), Army Family

Housing (AFH), an UMMCA funds that are held at HQ USACE. Release

funds to MSCs/Districts via directives. Develops strategies when adequate

funding is not available.

o Briefs higher authorities on status of total program execution.

o Schedules meetings with national level proponents to discuss program status

as needed.

o Reviews MILCON performance at the quarterly Director’s Management

Reviews (DMRs) focusing on USACE Command Guidance (UCG) metrics

and Critical Information Requirements.

o Conducts the annual Military Programs AAR focusing on why operational

performance was out of tolerance and identifies actions to improve

performance in order to bring it back within tolerance.

o Coordinates the response for audits or inspections from Army Audit Agency,

General Accountability Office, DoD Inspector General, and Engineer

Inspector General.

o Manages a MILCON internal control program to ensure compliance with

statute, regulation, policy, and other guidance (e.g., Director’s Program

Memorandums, Engineering & Construction Bulletins, Engineering Circulars).

• MSCs/Centers/Labs

o Develop and maintain expertise on the policy and criteria for architectural and

engineering design of facilities per guidance and direction from HQUSACE

Engineering & Construction (E&C) Community of Practice (CoP).

o Manage design, construction, and related environmental and real estate

activities for assigned area of responsibility.

o Review and approve Planning & Design Management Plans of assigned

districts.

o Perform quarterly financial management reviews to include review of

unobligated funds, expiring funds, cancelling funds, unliquidated balances,

and timely return of surplus funds.

o Coordinate with National Program Managers on release authorities,

instructions, and funding.

o Ensure HQUSACE is kept aware of design and construction status and

notified promptly of identification of claims and issues that impact execution.

o Complete coordination and staffing with HQ USACE functional offices, and

National Program Managers on problems/issues, and requirements.

o Participate in USACE meetings with national proponents to provide current

status and outlook of assigned projects as requested by the National Program

Manager.

o Conduct regular reviews of project/program execution utilizing P2 project

data, in preparation for HQUSACE DMRs, CMRs, and stakeholder line-item

EC 11-1-115 • 30 September 2022 60

UNCLASSIFIED

reviews (e.g., Air Force Civil Engineer Center (AFCEC’s) LEAP). The

evaluation of project execution will be based on the requirements contained in

the UCG metrics and program execution goals.

o Coordinate with assigned districts and field offices to ensure that P2

information for all assigned projects is updated to accurately reflect project

status.

o Brief projects at Directorate Management Reviews (DMRs) and other

meetings held at HQUSACE and with various national proponents, as

required.

o Brief regional programs and projects as requested at pre-briefs for the DCG-

MIO, DMP, and Chief of the Military Programs Integration Division in

preparation of MILCON Senior Executive Review Group (SERG) meetings

with Army, Air Force, and DoD Agency officials.

o Incorporate Lessons Learned improvements in MILCON execution processes.

As requested, review, participate and provide input in project planning,

design, construction and acquisition strategy and discussion to assure

projects are within budget, on time and within prescribed standards for scope

and quality.

o Coordinate with districts as required for execution of projects in collaboration

with Centers of Standardization and Centers of Expertise.

o Support HQUSACE with audits and investigations conducted by the GAO and

other Inspector General offices on programs and projects within the

geographic area of the MSC. Ensure HQUSACE is informed of all efforts in

this regard.

o MSCs shall ensure that Districts perform all required military munitions

support services coordination to address UXO per the checklists in ER 415-1-

11 BCOES Reviews prior to construction contract award for each authorized

MILCON projects.

POC is Mr. Bradford D. Britain, Chief, Army Programs Integration, CEMP-IA, (202) 761-

1950, [email protected].

The MILCON programs and activities involved in delivering on quality facilities are as

follows: UMMCA; Army Military Construction Issue Resolution; Value Management;

Centrally Funded Planning Charrettes for Army MILCON; Code 2 PDR for MCA,

Management of MILCON Planning and Design; After Action Review and Lessons

Learned and 2851 Reporting.

13.4.1. Unspecified Minor Military Construction

Mission. UMMCA is annual MILCON authorization and appropriation used for funding

urgent, unforeseen Army requirements that cannot be delayed until the next MILCON

cycle. This sense of urgency must guide Districts to plan the start of design to ensure

construction award in the directed Program Year. UMMCA funds are available under a

Continuing Resolution (CR) authority as they are not considered “New Starts” and can

be awarded while DoD operates under a CR. Projects are notified to Congress when

they are ready for advertisement as outlined in 10 USC 2805.

EC 11-1-115 • 30 September 2022 61

UNCLASSIFIED

Execution. As emergent Army requirements with high national priorities, construction

contracts must be executed within the directed Program Year or Year of Appropriation.

Upon receipt of design directives, Districts must quickly move out and plan the

acquisition & design phases to achieve mission success. With enactment of FY18

NDAA, UMMCA is now capped at $6 million except for Installations with an Area Cost

Factor (ACF) > 1.0 where the funding threshold is a maximum of $10.0 million for

projects in Hawaii and Alaska.

Roles and Responsibilities

• HQUSACE, Programs Integration Division, Army Programs Integration Branch

(CEMP-IA) has the following responsibilities:

o Provide program oversight and guidance

o Issue and manage the authorities and funding to drive consistent UMMCA

execution across USACE.

o Coordinate with DCS G-9, HQIMCOM, DASA, and ABO and concerned Army

Commands to ensure successful UMMCA execution.

• Divisions have the following responsibilities:

o Ensuring P&D plans for the Districts are loaded and updated in CAPCES

within 2 weeks of the design release from HQUSACE.

o Apprise HQUSACE / National Program Manager of the project status (UMVR,

final design, advertising & award) periodically and ensure submittal of the

UMVRs on time as specified in the design directives and facilitate

construction awards in the directed FY.

o Review UMVR before submission to HQUSACE. Submit to National Program

Manager requests for authorities to advertise and award and ensure that the

package to include CWEs is complete and have been reviewed for accuracy

and completeness.

• Districts have the following responsibilities:

o Understand the UMMCA process and requirements, submit the UMVR

(UMMCA Validation Report) on time and execute a construction contract not

later than the directed FY.

o Ensure that project milestones and schedules are in P2 within 2 weeks after

receipt of initial design directive and that project data and milestone

schedules are regularly updated and complies with DMP MP 2020 SUBJECT:

Military Programs Data Requirements and Minimum Data Elements (P2/

RMS).

o At a minimum, milestones will include Initial design start and UMVR

submission, Final Design start, Ready to Advertise and CC800 Award date.

Note, there is PDR/ENG3086 validation in UMMCA.

o In a period of escalating construction costs, it is understood that executing

District cost engineering professionals prepare their design control estimates

and IGE in a prudent and realistic manner that reflects the latest construction

market condition at the project location.

EC 11-1-115 • 30 September 2022 62

UNCLASSIFIED

o The PDT must develop a final design package with a reduced scope base bid

and options strategy to address statutory cost limits. The base bid scope must

result in a complete and useable facility or project and that the Installation and

end user must concur in writing with the base bid and options prior at final

design or solicitation. Construction funding to award is on a first come-first

served basis, thus default strategy is to design, advertise and award at the

earliest possible time in the directed FY.

POC for this Section is Nelson P. Rulona, CEMP-IA, 202- 761-0939,

[email protected]

13.4.2. Army Military Construction Issue Resolution

Execution. We will facilitate transparency with our proponents, and to ensure that

leaders at all levels are knowledgeable regarding MILCON execution issues, we have

established criteria for identifying issues to HQUSACE for discussion in our monthly

issue resolution meetings with program proponents.

The Army Programs Integration Branch (CEMP-IA), Programs Integration Division (PID)

will lead the coordination of the monthly Army MILCON Issues Meeting held the second

Wednesday, the monthly Army Family Housing (AFH) Update Meeting held the fourth

Thursday, and the Bi-Weekly Facilities Investment Plan Action Officer (FIP-AO) Meeting

held every other Wednesday and the Monthly Facilities Investment Plan General Officer

(FIP-GO) meeting will be held on the 2

Tuesday of the month, in conjunction with our

stakeholders for the purpose of identifying program/project level issues that require

senior level USACE, IMCOM/AMC, DCS G-9 and the Department of the Army

coordination and resolution. As soon as the MSC is aware that a project meets any of

the parameters in reference b, they should socialize the problem with their PID Regional

PM. Not all issues need to be raised to the stakeholder, however early identification of

the problem at the PID provides our stakeholders with more options in seeking timely

and cost-effective resolution.

Roles and Responsibilities

• HQ, USACE, Programs Integration Division, Army Programs Integration Branch

(CEMP-IA)

o Overall lead and POC is Mr. Bradford D. Britain, Chief, Army Programs

Integration, CEMP-IP, 202 761-1950, [email protected].

o P2 / EDW databases are the Systems of Record for this review.

o Use CAPCES at the HQ-level to access the MILCON Issues Report to enter

and track project specific issues. The site will be used to upload and post

project specific issues that require the participation of DASA (IH&P), DCS G-9

and HQ IMCOM.

• HQ USACE Programs Integration Division

o Ensure project issues are loaded into the MILCON Issues Report and

the FIP-AO/GO module in CAPCES. This includes updating the status

of issues on a regular basis, and archiving the issues once completed.

o Participate in monthly HQDA-level meetings.

EC 11-1-115 • 30 September 2022 63

UNCLASSIFIED

o Work closely with respective MSC/Districts in the compilation and

consolidation of project data to be included on the CAPCES MILCON Issues

spreadsheet.

o Ensure that any unresolved issues remain on the appropriate MILCON

Issues tracking sheets.

o Updating and preparing USACE Senior Leaders to participate in the monthly

FIP-GO meetings.

• MSC/Districts/COS

o The MSC’s and Districts will elevate projects issues meeting the parameters

of reference b to their PID Regional Army PM.

o PID will coordinate with the MSCs and the Districts to gather and report

MILCON Issues.

POC for this section is Gary S. Skusek, 202 761-5749, [email protected]

13.4.3. Value Management

Mission. The Value Engineering (VE) program documents USACE’s responsible

stewardship of taxpayer resources, audited periodically by OMB/OSD to ensure

compliance with public law. VE is an inherent part of the Corps Business Process, and

not an optional service. The Value Program is a mechanism to invest in quality and

innovation as far down as the project level, improving the efficiency and effectiveness of

USACE operations while executing IAW statutory and regulatory requirements.

Execution. Commander’s Intent is to ensure VE is addressed/applied equally but

uniquely to all programs that include both standard and non-standard projects/contracts.

CoS and/or GD Commander is accountable for compliance with VE requirements IAW

Sec. 24.5.2.2. All procurements obligating greater than or equal to $2 million shall

“ADDRESS” the VE requirement by documenting the results of the screening process in

a Value Management Plan (VMP) developed between the District Value Officer (DVO),

Project Manager, and other members of the PDT at project initiation as part of the

Project/Program Management Plan (PMP/PgMP, per PMBP REF 8023G). PMs must

ensure that mandatory milestones are populated based on VMP content and IAW MP

Minimum Data Requirements. Waivers shall be the exception.

Roles and Responsibilities

Tasks to Subordinate Units:

• HQUSACE: National Program Managers and Directorates ensure policies,

procedures, guidance, MOUs etc. comply with references listed in Sec. 24.5.2.2.

• MSCs:

o Ensure Regional Value Officers (RVOs) are appropriately resourced to

earn/maintain qualifications and delegated legal authority to fulfill duties.

o Report performance/compliance through the CMR/DMR process; ensure

mandatory milestone data is entered & validated in P2 PRIOR to the end of

each quarter; and validated through MICP/ASOA annually.

• USACE Centers of Standardization (COS):

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o The COS will work with the local DVO to conduct periodic programmatic value

studies focused at a minimum on functional & operational requirements every

5 years (minimum), or when significant changes to Standard occurs,

whichever is less.

o COS should collect all Value Studies performed by Districts on projects

utilizing their standard designs across the enterprise to assist with identifying

potential improvements and lessons learned.

• Geographic Districts (GD):

o Ensure DVOs are appropriately resourced to earn/maintain qualifications and

delegated legal authority to fulfill duties.

o Report performance/compliance through the CMR/DMR process; ensure

mandatory milestone data is entered & validated in P2 PRIOR to the end of

each quarter; and validated through MICP/ASOA annually.

o Project Managers, DVOs, and Contracting Officers shall ensure the required

PM “VE Certification” (BCOES or other form for non-construction

procurements) is signed prior to advertisement.

The POC is Mr. Jeffery T. Hooghouse, Chief Value Officer, (202) 761-5533,

[email protected]

13.4.4. Centrally Funded Planning Charrettes for Army Military Construction

Mission. USACE will execute the FY2022 Army MILCON Planning Charrette program

using MILCON Business Process principles, to the fullest extent possible, with the goal

of providing quality facilities for the soldier within budget, at full scope and when the

Army needs them.

Execution.

• Intent. In this era of volatility in the programming and execution of Army

MILCON, the importance of planning charrettes that result in the development of

a DD Form 1391 becomes paramount. USACE must take every opportunity to

complete all assigned planning charrettes, as directed by DCS G-9, for execution

in FY2022.

• Concept of Operations - Planning Charrettes.

o Success in the execution of the MCA program hinges on an effective,

complete DD Form 1391 with approved sites and realistic project costs for

programming, budgeting, designing, and constructing quality facilities for the

Army. The centrally funded planning charrette process is accomplished during

the Guidance Year-1 or Program Year-4 of a project, facilitates the

identification of issues and potential risks that impact functionality, scope,

cost, and execution. In addition to enhancing stakeholder input and buy-in,

the process provides an opportunity to fully include beneficial sustainability

and operability principles and practices into the project.

o DCS G-9 (DAIN-ODC) centrally funds the majority of planning charrettes that

are conducted for the MCA program. However due to funding constraints,

there is the realization that planning charrettes cannot be performed on all

projects. DAIN-ODC in coordination with HQUSACE, HQAMC, and

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HQIMCOM determines which projects are funded for a planning charrette.

o CEHNC, performing the role as the Program Manager, will coordinate all

USACE efforts for the accomplishment of the DD Form 1391s developed

through DCS G-9 centrally funded account. This includes providing CEMP-IA,

MSCs and Geographic Districts with advanced information and changes (as

available) regarding DCS G-9 plans for FY26 and the out years planning

charrette execution. As directed by DCS G-9, CEHNC will also execute a

Requirements Analysis and/or Economic Analysis prior to the Planning

Charrette when required.

o As a general course of business, geographic district execution of the centrally

funded planning charrette will be with in-house forces. With few exceptions,

the geographic districts have the right of first refusal to take total responsibility

for the planning charrette and the development of the DD Form 1391. Due to

the use of OMA (one-year funding) the in-house planning charrette activities

must be completed by 30 September of the funding year. For those projects

in which geographic districts decline to perform the planning charrettes,

CEHNC will be responsible for conducting such a planning charrette and to

deliver the end products. In these cases, the team performing the planning

charrette is usually a contractor hired by CEHNC with a project manager from

the geographic district in attendance.

o Description of the Deliverables. Completed DD Form 1391: Includes front

page and completed supporting documentation Tabs A through J; facility and

site sketch saved as an attachment in the DD 1391 Processor; Planning

Charrette Validation and Meeting Minutes recorded in Tab C of the DD Form

1391.

o The Planning Charrette is deemed successful when it is completed IAW the

standard scope of work and contributes to District’s execution of the project

on time, at 100% of scope and within Program Amount (PA). To this end, it is

imperative that critical items hindering timely execution such as approved

sites, environmental issues related to National Environmental Policy Act

(NEPA), Unexploded Ordnance (UXO), historical/cultural issues, utilities,

correct scopes, real estate issues, cybersecurity measures, Energy/LID/SDD,

acquisition strategy, waivers, etc. are addressed in the DD Form 1391 and

that realistic project costs are developed. The executing agent will ensure that

the DD Form 1391 tabs are completed ready for signatures by the Installation

and that the deliverable is provided as scheduled.

Roles and Responsibilities.

• HQUSACE, CECW-CE and CEMP-IA

o Ensure that all guidance regarding the centrally funded planning charrette

program is issued in a timely manner and is fully coordinated with DAIN-ODC.

Lead: CEMP-IA

o As necessary, conduct an After-Action-Review with DCS G-9, HQAMC, and

HQIMCOM on the processes used for conducting the planning charrettes for

FY2026 and later programs. Lead: CEMP-IA

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o Ensure that the current cost guidance, to include unit cost guidance, for use

at these planning charrettes are available for use by MSC, geographic

districts and HNC NLT 1 Mar 2022. Lead: CECW-CE

• CEHNC

o As the execution agent for HQUSACE, serves as the Program Manager for

the centrally funded planning charrette program and ensure that all centrally

funded PC requirements identified in DA PAM 420-1-2, Section C-3.c are

adhered to.

o Upon receipt of the PC project list from DCS G-9, CEHNC will submit that list

to CEMP-IA along with funding data. This is necessary to notify MSC of the

current plan of execution for the FY2026-30 planning charrettes and to ensure

that projects on the PC list do not have active design codes or have not had

recently completed Planning Charrettes. If a project on that PC list has an

active design code, HNC must quickly notify CEMP-IA to ensure that projects

with ongoing designs or shelved designs are not scheduled for a PC.

o Coordinates with the impacted Centers of Standardization and Geographic

District and provides the scheduled date of Planning Charrette well in

advance of the scheduled meeting. Ensures that Geographic District is

appropriately funded to participate at the Planning Charrette.

o Coordinates with the applicable Mandatory Centers of Expertise and provides

the scheduled date of Planning Charrette well in advance of the scheduled

meeting.

o Provides quality assurance/quality control of products produced under the

centrally funded planning charrette program to ensure conformance to current

regulations, policies, and guidance for MILCON programming.

• MSCs

o MSC to notify CEMP-IA if an active design code is found on a project that is

scheduled for a PC and advise of status of design efforts to date. CEMP-IA

will coordinate with DCS-G9, as necessary, to ensure that only valid projects

will have PCs.

o Ensure that planning charrettes issues are resolved in a timely manner and

that quality deliverables are provided.

o Complies with PC role identified in DA PAM 420-1-2, Section C-3. d.

• District, COS/MCX

o District will attend planning charrette and comply with PC role identified in DA

PAM 420-1-2, Section C-3. e and f respectively.

o COS will provide requirements of the latest facility standards, to include the

quantity of scope and date of the standard. COS participation should be

evidenced in the Tab C, Criteria for Proposed Construction section and the

Planning Charrette Validation attendance list of the DD Form 1391.

o Applicable MCX’s will provide input to the Planning Charrette Team for

inclusion in the development of the DD Form 1391 scope and cost. MCX

participation should be evidenced in the Tab C, Criteria for Proposed

Construction section and the Planning Charrette Validation attendance list of

the DD Form 1391.

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POC is Ms. Amanda Weinert, Army MILCON Planning & Programming Manager, (502)

315-6467, Amanda.H.Weinert@usace.army.mil.

13.4.5. Code 2 35% Design for Military Construction Army

Mission. USACE will execute the Code 2 35% Design of the FY2025 Army MILCON

(MCA) and Army Family Housing (AFH) programs, using the Parametric Design

Report (PDR), ENG Form 3086 and 35% design deliverables. MILCON Business

Process principles will be utilized to the fullest extent possible, with the goal of

providing quality facilities for the soldier within budget, at full scope and when the

Army needs them.

Execution.

• Intent. Within the doctrinal Army MILCON process, the execution of a 35%

design (Code 2) helps ensure that projects have well defined scopes and realistic

costs for the President’s Budget submission. The PDR/ENG Form 3086

validation typically starts at Program Year-3 for 15% parametric validation and

35% design is completed by 1 June of the following year, or Program Year-2.

USACE must take every opportunity to ensure scopes of work meet current Army

Energy and Sustainability policy requirements, Army standards, criteria, and

standard designs. Unit costs are to be developed in accordance with current

Cost Estimating process and procedures in order to successfully execute the

Army MILCON program.

• Concept of Operations – Initial Design Process.

o The Concept Design (Code 2) process begins when USACE receives a Code

2 design release from DCS G-9. A Code 2 release authorizes USACE to

conduct a design charrette and results in the submission and approval of the

Parametric Design Report (PDR) and submittal of the draft Parametric Design

Cost Estimate (draft ENG Form 3086). First, the scope is validated through

the PDR development phase. Scope discrepancies in the PDR are jointly

adjudicated by DCS G-9/IMCOM/AMC/HQUSACE and applicable COS/MCX

and other stakeholders. Upon approval of the PDR by CEMP-IA, the project

costs are validated through initial submittal of the draft ENG Form 3086 via

email to the ENG 3086 Review Team at HNC. After the PDR/draft ENG 3086

milestones are completed and approved, the District will continue with

completion of the 35% design documentation. The District is required to

submit the 35% Certification Package consisting of:

1. Final ENG 3086 submitted in the PAX ENG 3086 Module (at the risk

neutral estimate if project >=$20M.

2. Completed Designated Construction Agent Assessment (ENG Form

6196)

3. Cost Schedule Risk Analysis Excel file (if project >=$20M)

o In accordance with the Under Secretary of Defense for Acquisition and

Sustainment (USD(A&S) Memorandum, SUBJECT: New Military Construction

Budget Estimate Requirements, dated 17 Mar 20, certain projects will require

a Risk Neutral Budget Estimate and/or a Design and Construction Agent

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Assessment. Projects meeting the stated thresholds will be required to

provide these documents as part of the 35% Design Documentation package

submitted to CEMP-IA.

o HQUSACE is working closely with DCS G-9 on the FY24 Code 2 design

releases. Guidance for completion of Code 2 activities, to include submission

timelines can be found in the project directive.

o The updated guidance instructions for the Army MILCON Code 2 Design

execution will be posted at the USACE MILCON PDRS site at

https://mrsi.erdc.dren.mil/. Supplemental guidance will be provided as

necessary to address any policy changes that may impact the scope and cost

validation of the FY2024 MCA/AFH programs.

o The Parametric Design Reports for the MCA and AFH programs will be

produced and submitted using the Project Definition Report System (PDRS)

available at: https://wizards.mrsi.erdc.dren.mil/

Roles and Responsibilities

• HQUSACE, CECW-CE and CEMP-IA

o Ensure that all guidance for Army MILCON and AFH Code 2 Process is

issued in a timely manner and is fully coordinated with DAIM-ODC. Lead:

CEMP-IA

o Ensure that the OSD/PAX unit costs, Area Cost Factors, escalation indices

and foreign exchange currency rates for FY2024 are available via the PAX

Newsletters 3.2.1 and 3.2.2 for use by MSC, Geographic Districts and HNC

NLT 1 Mar 2022(contingent on availability of required data from OMB/OSD)

for HQUSACE to complete validation by 1 June 2023. Lead: CECW-CE

o Collect and maintain required documentation of 35% design completion.

Lead: CEMP-IA

o Conduct an After-Action Review (AAR) of this PDR/ENG3086 process at the

conclusion of the FY25 validation. Lead: CEMP-IA

• CEHNC and CELRL

o Serving as the executive agents for HQUSACE, conducts timely review of

PDRs and ENG3086 and provides recommendations (approve or disapprove)

to CEMP-IA.

o Ensures that PDR and ENG 3086 submissions are tracked regularly and

facilitates scope discrepancy resolution via teleconferences with DCS-

G9/HQIMCOM/HQAMC/USAISEC/HQUSACE elements and other

stakeholders.

o Provides PDR and ENG3086 status updates to HQUSACE for use at

management reviews and AAR.

o Provides a resource plan for executing the functions required for the FY2025

Parametric Design process. This plan shall be submitted to CEMP-IA, not

later than 30 October 2022.

• MSC, District, COS/MCX

o District will meet PDR, ENG 3086, and 35% design submission and approval

milestones. Districts shall ensure that the following P2 milestone codes

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ML025, ML055, ML060, ML090 and ML095 have schedule dates and when

accomplished should be updated with actual dates.

o MSC to collaborate with CEMP-IA and ensure that FY25 Code 2 directives

have the special instructions to successfully complete validation by 1 June

2023.

o MSC shall provide oversight and active engagement by participating in

periodic teleconferences to help resolve project issues and ensure timely

validation of their projects. Notify Code 2 Program Manager at CEMP-IA of

any project issues or showstoppers that will delay approval of PDR and

ENG3086 validation or 35% design completion.

o Districts must actively coordinate with all affected project stakeholders, to

include but not limited to Installation, COS, MCX, PDR reviewer, HNC cost

engineering reviewer, in-house staff, etc. Active engagement is necessary to

ensure timely PDR approvals, final ENG Form 3086 validation, and 35%

design completion by 1 June 2023.

o COS will provide the quantity of scope, date and identify the POC providing

concurrence in the PAX system. COS/MCX must also participate in scope

discrepancy meetings to resolve scope issues to ensure timely PDR

approvals and ENG Form 3086 validation.

POC is Ms. Amanda Weinert, Army MILCON Planning & Programming Manager, (502)

315-6467, Amanda.H.Weinert@usace.army.mil.

13.4.6. Management of Military Construction Planning and Design

Mission. Army planning and design funds will be used for USACE project design

activities after issuance of a design code (except Code 0) until award of a construction

contract, including a design-build contract. This will include in-house and AE activities

associated with preparation and evaluation of the RFP.

Execution.

• Planning and Design is considered a continuing activity and USACE will receive

P&D even under a Continuing Resolution (CR). The rate of USACE P&D

expenditures may be restricted under a CR but USACE will receive P&D funding.

Therefore, Districts are not required to carry over large amounts of prior year

P&D for current year payroll at the beginning of a fiscal year.

• Districts provide FY2023 Planning and Design Allocation Plans (P&DAPs) in

Construction Appropriation Programming, Control and Execution System

(CAPCES). P&DAPs must separately address the Military Construction, Army

(MCA) to include UMMCA, Host Nation Support (HNS) unique to NAU, POF and

POJ, and Army Family Housing (AFH).

• P&DAPs should be based on the assumption that HQUSACE will be able to

provide MILCON P&D funds to the Districts/Centers early in October each fiscal

year even under a CR.

• Plans are to be input into the CAPCES and updated on a monthly basis. Plans

which are not updated may cause a delay in providing subsequent P&D funding

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to the district.

• CAPCES P&DAP must accurately reflect monthly requirements that will be

executed in FY23. Although the MILCON P&D funds are good for five years, the

overall Corps-wide goal is to obligate all P&D within the Program Fiscal Year

(FY) with the following caveats: Districts should plan on P&D carryover into

FY24 to cover no more than two pay periods for MCA/UMMCA/HNS and AFH.

Districts should manage P&D to ensure 100 percent obligation of the prior year

carryover funds during the first quarter of the new FY.

• MCA, AFH, and UMMCA P&DAPs are to be entered into CAPCES by 30

November 2022. Districts obligate current year funds in accordance with your

P&DAPs. HNS P&DAPs should come in the form of an excel spreadsheet

separately.

• MSCs shall manage funds for the Regional Business Center. Districts should

obligate 80% during the 1

quarter, 85% during the 2nd quarter, and 90% during

the 3

quarter before requesting additional funds. During 4Q, districts should

obligate 95% of MCA and AFH P&D funds on hand before requesting additional

funds. HQUSACE will not sent additional P&D until these obligation goals are

met.

• Districts should use their delegated authority to move P&D funds within the same

AMSCO to ensure obligation rates are achieved. Districts should obligate oldest

year money first.

• P&D funds can no longer be used for the project scope that has been awarded

for construction. After construction award, excess P&D funds are to be returned

to HQUSACE within 30 calendar days.

• If a project has multiple contracts associated with a MILCON project, P&D funds

can continue be used to complete the design and acquisition of unawarded

contracts even if there is one or more contracts awarded against that project.

Roles and Responsibilities

• Headquarters USACE will allocate MCA and AFH funds on a quarterly basis in

accordance with the approved P&DAPs for In-House and COS requirements

provided that they have reached the aforementioned obligation rates.

o Architect-Engineer (AE) contract funding will not be distributed until

negotiations are complete. Funds will be issued based on final negotiations

and must be obligated within 14 days of receipt of the Funding Authorization

Document (FAD).

o The actual obligations for in-house (IH) and Architect-Engineer (AE) contracts

must be updated in the CAPCES P&D spend plan each month. Future P&D

distributions will be decremented by the unobligated amount from the

previous quarter/month in accordance with the approved CAPCES P&DAP.

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• MSC/RITs will utilize their authority to manage P&D funds and direct Districts to

move funds to meet Regional P&D requirements. Districts are to update their

CAPCES P&DAP at the end of each month to accurately reflect the actual

obligation amounts for in-house, AE and COS P&D requirements throughout

FY23.

o MSC are responsible to ensure that all Districts within the MSC expend or

obligate 100% of prior year P&D funds by the end of the first quarter.

HQUSACE will not distribute P&D funds to Districts or Centers that have not

met this requirement.

o MSC’s are to review and approve Districts P&DAPs that are entered into

CAPCES. Each District and MSC will designate a point of contact (POC) for

the P&D program.

POCs: MCA, UMMCA, and AFH, Nicole Thompkins, (202) 761-0632,

[email protected]; AFH Program Regenia Owens (202) 761-5848,

[email protected]; Standards and Criteria (S&C) Jansen Moon, CECW-

EC (202) 761-0505, [email protected]; and Centers of Standardization

(COS) Scott Wick, CECW-EC (202) 761- 7419, [email protected].

13.4.7. After Action Review and Lessons Learned

Execution.

• Intent:

o An affective AAR is a structured review to analyze what was supposed to

happen, determine what did happen, address why it happened, and

recommend how it can be done better. Recommendations for the “how it can

be done better” phase of the AAR need to be in the form of a sustainment,

improvement, and are categorized into a list of Lessons Learned.

o Lessons Learned should draw upon both positive experiences (i.e., good

ideas that improve project efficiency or save money and/or time and negative

experiences (i.e., undesirable outcomes) and negative experiences that we

wish not to repeat. Every documented Lessons Learned should contain at

least the following four elements:

1. Project Information and contact information for additional detail

2. A clear statement of the lesson

3. A background summary of how the lesson was learned

4. Benefits of using the lesson and suggesting how the lesson may be used

in the future.

o USACE operates as a Learning Organization. However, our ability to share

Lessons Learned across the Enterprise must be ingrained in our behavior and

processes. For military construction projects, previous HQ USACE guidance

was for the Project Delivery Team (PDT) to complete an AAR with Lessons

Learned at the completion of a project. But our real challenge has been how

to capture the Lessons Learned in near real time (as they occur) so they can

be shared across the Enterprise.

• Concept of Operations

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o AARs should always be performed under the premise that the PDT did the

best job that they could, given what they knew at the time. The AAR is not

performed to pass judgment on what happened, but to learn and grow from

the collective experience. The PDT is to use Training Circular (TC) 25-20, a

Leaders’ Guide to After Action Reviews to complete their AAR and Army

Regulation (AR) 11-33, Army Lessons Learned Program to capture their

Lessons Learned.

o A by-product of the AAR is the documentation of Lessons Learned. From an

Enterprise perspective, Lessons Learned should address improvements to

the process or issues of consideration that can significantly impact the

success of the project, regardless of the project’s location. The issues of

consideration would include (but not limited to) acquisition strategy,

environmental, historical, and cultural resources, technical design of systems,

contracting, working with stakeholders, construction phasing, Red Zone

considerations, etc. From a District, Center, or Division perspective, Lessons

Learned should also address local or regional issues peculiar to the area.

o Not all Lessons Learned need to be shared across the enterprise. The

majority of the Lessons Learned may impact Center/District business

processes and/or add to the functional knowledge base at the Center/District.

For those Lessons Learned which have enterprise impacts (i.e., affecting

existing policies, guidance, or regulations), they need to be validated, shared

across the Enterprise for the interim until they are integrated into existing

policy, guidance, or regulations and become part of our business practices.

• Key Tasks.

o HQUSACE, MSC’s, Centers, and Districts are to utilize the Military Mission

Lessons Learned (MMLL) Share-point system at

https://apps.usace.army.mil/sites/MMLL to capture and share Lessons

Learned.

o For Major Construction and large O&M projects over $7.5M, AARs with

Lessons Learned are to be capture during at the completion of the Project

Management Plan (PMP), during or the completion of the Final Design or

Ready to Advertise milestone, and during or at the completion of the

construction phase. Should circumstances present themselves, additional

AARs with Lessons Learned may be performed at other critical milestones.

o Using available technology, the use of videos to capture Lessons Learned on

problem areas that have systemically re-surfaced over time is an excellent

tool to gain and share knowledge. Videos may by attached to specific

Lessons Learned as they are entered in the MMLL system.

o All Project Delivery Teams (PDTs) executing Military Missions efforts should

use MMLL to review and incorporate Lessons Learned that may be applicable

to their efforts throughout the execution process of the project/service

provided.

o For the annual Military Programs AAR meeting (usually held in

October/November), Lessons Learned entered in MMLL will be captured and

discussed from an MSC/Center perspective, based on the exiting fiscal year

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Program execution. Additional guidance on the annual Military Programs

AAR will be sent out separately.

• Coordination Instructions:

o HQUSACE, MSC’s, and Centers are to review and validate Lessons Learned

as they are submitted in MMLL. All validated lessons learned will be

categorized as a District, Division/Center, or Enterprise Lessons Learned.

o For those validated Lessons Learned which have Enterprise impacts, they will

be forwarded to the appropriate HQ USACE Functional Office or Community

of Practice (CoP) for incorporation into the appropriate policy, guidance, or

regulation.

The POC for this Section is Venessa McAfee, CEMP-IP, 202-761-5847,

[email protected].

13.4.8. Congressional Report (2851)

Mission. Each contract entered into by the United States in connection with a military

construction project or a military family housing project shall be carried out under the

direction and supervision of the Secretary of the Army (acting through the Chief of

Engineers), The Secretary of the Navy (acting through the Commander of the Naval

Facilities Engineering Command), or such other department or Government agency as

the Secretary of Defense approves to assure the most efficient, expeditious, and cost-

effective completion of the project.

Execution.

• Provide monthly project and contract status for all Military Construction that has

been awarded and under construction to include the following fund types; Air

Force(20), Air Force Reserve(21), Air Force Minor(23), Air Force Reserve Minor

Construction(2B), Army(10), Army Minor(11), Army Reserve(12), Army Reserve

Minor(06), Defense Logistics Agency(54), DOD Medical(46), DOD Medical

Minor(43), DODEA(51), DISA(58), Air Force Family Housing Improvements(2L),

Air Force Family Housing(26), Army Family Housing(40), Army Family Housing

Improvements(42), MDA(4B), NSA(69), Navy(30), SOF(4S), Navy and Marine

Reserve(32), Air National Guard(25)

• The Secretary of Defense shall maintain an Internet site that will permit a person

to access and view on a separate page of the Internet site (see paragraph 1b) a

document or other file containing the information required by paragraph (2) for

the following:

o Each military construction project or military family housing project that has

been specifically authorized by Act of Congress.

o Each project carried out with funds authorized for the operation and

maintenance of military family housing.

o Each project carried out with funds authorized for the improvement of military

family housing units.

o Each unspecified minor construction project carried out under the authority of

section 2805(a) of this title.

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o Each military construction project or military family housing project regarding

which a statutory requirement exists to notify Congress.

Roles and Responsibilities

Headquarters will generate monthly reports out of EDW which contains data from the

contract flat file and the project flat file. National Program Manager will perform an initial

quality assurance review. After the review the National Program Managers will

disseminate the report to MSC’s for review, validation, and update. Updates to the

report will be made (to the excel spreadsheet generated out of EDW and by correcting

RMS/P2 the databases that feed EDW. The MSC POC will then return the updated

report to National Program Managers. HQ/USACE will distribute the various reports to

the program proponents NLT the 13th day for publication on the DOD OSD website.

Interim milestones are as follows:

• On the 4th working day districts should complete all P2 and RMS data updates to

include new project input, schedule revisions and/or data quality corrections prior

to 1800 CST.

• The data is downloaded from EDW distributed to National Program Managers

and an initial edit of the raw data is performed for data quality.

• The excel spreadsheet is distributed to MSC’s for review, edits, and corrections.

Also, QA all awarded projects to assure that all awarded projects are reported on

the spreadsheet.

• Final version sent back to proponent for final review of the data for accuracy.

This period is also used to answer any questions that the proponents may have

about the data and final correction if applicable are performed. The proponents

will then concur on the finished product once satisfied with any changes.

• The proponents upload final version to the OSD website. Special links

association with this session are: https://team.usace.army.mil/sites/HQ-

MP/PDT/ECFY2325/default.aspx#InplviewHash383a5c59-92ca-40ce-a148-

f6d6f741d822=

• 2851 MILCON Business Rules

• MILCON 2851 Monthly Report Template

• 2851 MILCON List of Values

• 2851 Metadata

POC is Nicole Thompkins, CEMP-IS, (202)761-0632, [email protected].

Other POC’s are National Program Managers for each proponent.

14. Real Estate.

Real Estate (RE) is large and complex mission that is comprised of DoD executive

agent programs such as the Joint Facilities Recruiting Program (JFRP); Homeowners

Association Program (HAP), and Overseas Leasing. Also, RE incorporates sustained

support to natural disaster response, Base Realignment and Closure (BRAC) real

property disposal, Lease Government Housing, support to the Residential Communities

Initiative, real property accountability efforts for civil and military audit, portfolio

management, and various other efforts. Its total expenditures in excess of $1B

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annually. Real Estate’s program execution is strategically aligned with the Army and

the USACE Campaign Plans. Real Estate continue to transform through continuous

reform of governance, streamlining processes, and driving consistency through use of

enterprise business processes, data validation to meet audit requirements and long-

term goals to sustain accurate data, capturing workload and productivity actions, and

delivering a complex and large program.

Real Estate’s purpose is to integrate all RE activities into all facets of USACE program

execution, including Civil Works, contingency and natural disaster response, and the

MILCON execution process. The RE guidance delineates tasks necessary to integrate

real estate activities into program execution for the fiscal year program. Coordination

with USACE headquarter and field elements, the Deputy Assistant Secretary of the

Army (Civil Works), and other entities as required, will occur to identify, and implement

permanent policy changes, including planning and programming functions.

Task to Subordinate Units:

• MSCs/Centers/Labs/249

. Ensure PMPs and P2 identify timelines, major

milestones, and resources for all real estate work items and are adjusted as

needed in response to situational changes. Ensure real property data is

maintained in the real estate systems of record.

• Tasks to HQUSACE offices and Directorates.

o Military Programs Program Integration Division will:

1. Confirm status of any real estate acquisitions related to individual MILCON

projects with Real Estate prior to providing status of the overall program

execution to leadership.

2. Include RE in internal and stakeholder meetings to discuss status.

o Real Estate Division will:

1. Review all laws that impact RE execution, pertinent Army and Engineer

Regulations, policy memoranda and OSD Directives and Instructions for

required changes, develop appropriate language, coordinate with USACE,

ARSTAF, Secretariat and OSD elements and obtain necessary approvals

for official publication of regulation, pamphlet, and other policy changes.

2. Will ensure MP PID, CW partners and stakeholders are aware of real

estate status and issues.

3. Provide real estate representation to DMR and stakeholder meetings

regarding projects, which include any real estate product or service.

o Coordinating Instructions.

• Milestones:

o Continue to update processes as relates to integration of real estate for

MILCON, OCO, CW and other program execution throughout FY2024.

o Execute HAP, JRFP, the Defense National Relocation Program, Leased

Government Housing, support to the Army Reserve, support to the Air Force,

and other programs by scheduled completion dates as identified in

subparagraphs.

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o Continue to revise business processes through a disciplined plan in

accordance with the business process model. Complete Engineer Regulation

updates to provide enhanced business governance to the field to improve

consistency.

o Continue to implement Army mission priorities and strategic focus areas by

monitoring implementation of short term, intermediate, and long-term

outcomes.

The POC is Mr. Bobby Roberts, Deputy, Real Estate, 202-761-0057,

[email protected].

14.1. Civil Works

Mission. The mission of the USACE Real Estate Division is to provide quality,

responsive, real estate services to the Army and the nation. Real Estate has the

responsibility to plan, acquire, manage, and dispose of all DA land for water resources

and other civil works projects that provide a variety of benefits, including flood damage

reduction, navigation, environmental restoration, water supply, hydroelectric power, and

recreation. This OPORD is intended to provide guidance and create a process by

which USACE, and/or USACE in partnership with non-Federal sponsors, can meet civil

works implementation goals.

Execution: The Real Estate Division will work with the Civil Works Operations,

Planning, and other disciplines as part of Project Delivery Teams, the appropriate

Regional Integration Team, Divisions and Districts to identify and resolve potential

issues. HQUSACE Real Estate will work in partnership with the Civil Works Directorate

Project Delivery Team, non-Federal sponsors, and the Assistant Secretary of Army for

Civil Works (ASA(CW)) in the development and management of the nation’s water and

related land resources. The parties will coordinate to identify high priority projects,

project authorization, funding, and implementation.

Roles and Responsibilities:

• Policy Guidance – HQUSACE is responsible for publishing policy guidance in

accordance with changing laws and policies from the office of the ASA (CW) and

the Deputy Assistant Secretary of the Army (Installations, Housing and

Partnerships) that affect the planning, acquisition, management, and disposal of

real estate to support the civil works mission.

• Review and Approval of Decision Documents – Policy review teams, established

pursuant to guidance issued by the Director of Civil Works, including reference a,

perform policy compliance review to determine the acceptability of decision

documents during the feasibility phase, identify issues that must be resolved in

the absence of established guidance and ensure that the project is consistent

with the goals and objectives of the civil works program. Review also focuses on

the plan formulation and in particular the real estate aspects of the proposed plan

and alternatives. Real Estate must be part of the vertical team for all planning

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documents. Real Estate will also be flexible as the level of detail may vary

depending on the scope and complexity of each project.

• Roles during the Review and Approval Process-

o Districts are responsible for conducting studies, coordination, and technical,

policy reviews necessary to develop decision documents.

o Divisions are responsible for quality assurance.

o HQUSACE is responsible for policy guidance and supporting the resolution of

issues requiring Headquarters, ASA(CW) or OMB decisions and to

recommend appropriate changes.

o HQUSACE will ensure qualified Real Estate representatives support the

Planning Centers of Expertise.

POC: Bobby Roberts, Deputy, Real Estate, 202-761-0057,

[email protected].

14.2. DoD Joint Recruiting Facilities Program

Mission. The DoD Joint Recruiting Facilities Program (JRFP) provides office space

and physical security for over 24,000 active-duty military recruiters nationwide to recruit

approximately 275,000 qualified candidates for entry into military service each year. To

meet this mission, professional storefront and administrative office space must be

leased at strategic market driven locations throughout the country for recruiters to

screen and pre-qualify individuals to meet each Service’s military accession goal.

Execution. The JRFP is governed by reference (a) which specifies the responsibilities

of the Service Secretariats and the Office of the Under Secretary of Defense, as well as

designates the Secretary of the Army as the Executive Agent. The Army is responsible

for programming, budgeting, funding, administering, and executing all recruiting facility

requirements for the Army, Navy, Marine Corps, Air Force and Air Force Reserve

Recruiting Commands. Funding for the entire program comes through the Army and

the II PEG. The individual Service components are prohibited from programming,

funding, or executing any facility requirements outside of the JRFP program budget.

Authority to execute the JRFP has been delegated by the Secretary of the Army to the

Chief of Engineers (COE). USACE executes on behalf of the COE to acquire, manage,

and dispose of space for recruiting offices, intermediate commands, and main stations.

USACE executes leases for the JRFP pursuant to a categorical space delegation found

at subsection (m) of CFR 102-73.155 or through its direct leasing authority specified in

10 USC 2661.

Roles and Responsibilities:

• The Office of the Under Secretary of Defense for Personnel and Readiness

(OUSD PR) exercises program policy oversight of the JRFP. OUSD PR provides

guidance to USACE and the Services for implementing the policies and

responsibilities established by reference (a) regarding recruiting facilities, space,

and quality standards. OUSD PR determines funding allocation among the

Services for the Service Mission Support and Maintenance and Repair Program

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funds. OUSD PR also assists USACE in defending funding requirements during

the programming and budgetary process.

• Day-to-day program direction resides with the Joint Recruiting Facilities

Committee (JRFC). The JRFC is comprised of representatives from OUSD,

each Service, the USACE Divisions, and HQUSACE. OUSD chairs the

committee.

• HQUSACE, in coordination with OUSD PR and the Services, POMs for the JRFP

over the FYDP and assists the MDEP manager at II PEG briefings to explain and

defend the POM. In addition, coordinates and supports any proposed UFR’s

with OUSD PR and the Service(s) through the approval process. Ensures the

JRFP is executed within annual Program Budget Guidance (PBG) to acquire,

manage, and terminate leases for recruiting offices, intermediate commands, and

main stations. Also maintains an automated management information system

utilized by both the USACE Districts and the Services (Rental Facilities

Management Information System or RFMIS) to support cost-effective planning,

programming, budgeting, and execution. Maintain and revise, as necessary, the

Consolidated Policies and Procedures that govern the JRFP, including build-out

and physical security specifications.

• USACE Districts provide HQUSACE with their annual spend plan to identify

funding requirements for rent, contracts, and labor for the FY. Review costs,

feasibility and scheduling of Service Mission Support and Maintenance and

Repair Program actions. Solicit for, lease, administer, and terminate leases for

production recruiting offices and administrative space. Coordinate lease of main

stations through the General Services Administration (GSA), unless on a one-

time, case-by-case basis, specific delegation is granted to a USACE District or

the USACE District acquires the space under the Army’s direct leasing authority

specified in 10 USC 2661.

• Services develop their requirements and supporting rationale for preparation and

justification of the POM and annual budgets. Promptly submit essential program

changes to the JRFC Chair and HQUSACE. Provide justification or defend

increases in funding at budget briefings, if requested. Enter in RFMIS all of its

required facility actions and “fund” actions each FY for execution by the USACE

Districts up to its annual funding allocation. Coordinate requirements with the

USACE Districts and other Services, as required, throughout the FY. Provide

delineated areas and ratings in RFMIS for potential sites when USACE District is

soliciting space for a new recruiting station or office. Plan, program, and budget

for office and station furnishings and equipment, such equipment to include office

supplies, telecommunications (including installation, service, and removal),

automated data processing equipment, and vehicles. Provide USACE with

recruiting personnel data and other information necessary to maintain an

automated management information system for cost effective management of

the JRFP.

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The POC is Ms. Lisa Grossman, CEMP-CR, 202-761-4693,

[email protected] and Ms. Sara Simpson, CEMP-CR, 202-761-0303,

[email protected].

14.3. Leased Government Housing

Mission. The U.S. Army Corps of Engineers (USACE) Real Estate Division is the real

estate agent responsible for executing the Army’s Leased Government Housing (LGH)

Program on behalf of the Army, Navy, and Air Force. In conjunction with our Army

stakeholder and partner at the Headquarters, Department of the Army Office of Deputy

Chief of Staff, HQDA DCS-G9, the USACE Real Estate enterprise is responsible for

administering, executing, and procuring leased housing for military personnel and their

families.

Execution. The USACE Real Estate enterprise locates, administers, and executes

leases in accordance with the Enterprise Leased Government Housing (LGH) Program

Consolidated Policies and Procedures (CPP) that standardizes the business processes

and practices established for Independent Duty Leases (IDL), Directed Leases (DL),

Key and Essential (K&E) Leases and Unaccompanied Housing (UH) Leasing.

• IDL supports Service Members with families who are assigned to locations where

housing costs are not fully supported by Base Allowance for Housing (BAH) and

where military housing is not available within a reasonable commuting distance

from the service member’s (SM) duty location.

• DL is a temporary solution until the Government housing programs or the local

economy can provide sufficient housing at a reasonable cost. This practice is

tailored to each installation’s specific need and market. It is limited to areas with

large deficits of family housing for Soldiers and their families and is intended to

be a short relief until a permanent solution is identified.

• Key and Essential (K&E) Leases supports active-duty military personnel

permanently assigned to the U.S. Southern Command, U.S. Southern Command

components or subordinate units or supporting activities.

• Unaccompanied Housing (UH) Leases is intended to accommodate bona fide

single Soldiers receiving a BAH at the without a dependent rate or

unaccompanied married Solders serving a Dependent-Restricted Tour.

Roles and Responsibilities:

• HQUSACE Real Estate Division: Work closely with respective MSC/Districts to

resolve issues, interpret guidance and issue funding. Ensure business

processes and practices for executing leases are in compliance with the policies

and procedures for the Army’s LGH Program. Work in concert with the HQDA

DCS-G9 to identify and resolve critical issues to improve the effectiveness and

overall management of the LGH Program.

• MSC/Districts: Responsible for the execution, acquisition management and

termination of the lease designated within their assigned Area of Responsibility

(AOR). Initiates and submits lease reports to HQUSACE to identify the cost of

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the leases. Submits funding and budget requirements to HQUSACE for the

execution of the leases.

• Stakeholders: Headquarters, Department of the Army Office of Deputy Chief of

Staff (HQDA DCS-G9), Army Budget Office (ABO), Deputy Assistant Secretary of

the Army, Installations, Housing and Partnerships DASA (IH&P), United States

Army Recruiting Command (USAREC), United States Army Cadet Command

(USACC), United States Military Entrance Processing Command (MEPCOM),

Navy Recruiting Command (CNRC), Air Force, Navy, Camp Shelby, United

States Southern Command (SOUTHCOM): Work collaboratively with the

USACE Real Estate enterprise to provide adequate housing for military

personnel when their assigned duty station is some distance from a DoD

Installation. Work with USACE to identify and resolve issues impacting lease

execution. Responsible for adhering to the program policies and standard

operating procedures in support of the LGH program.

The Point of Contacts (POCs) are Ms. Pamela Caraway, CEMP-CR, 202-761-8688,

[email protected] and Mr. David Azadi, CEMP-CR, 202-761-8636,

[email protected]

14.4. Homeowners Assistance Program

Mission. USACE administers, manages, and executes the HAP on behalf of DoD.

Early identification of program requirements, with estimated costs, is essential to

USACE and DoD for planning and budgeting purposes and is instrumental in ensuring

appropriate manpower and funding are available.

Execution. This establishes the procedures for use by the U.S. Army Corps of

Engineers (USACE) to supplement the above references for the orderly execution of the

Homeowners Assistance Program (HAP). This Director’s Policy Memorandum Section

will define the procedures by which USACE will execute HAP and is intended to detail

how coordination will be accomplished by and among the Supporting District, Division,

HQUSACE, the Deputy Assistant Secretary of the Army (Installations, Housing and

Partnerships) (DASA (IH&P)) and the Assistant Deputy Secretary of Defense (Energy,

Installations and Environment) (ASD (EI&E)). This section provides guidance and

establishes processes by which USACE and the Department of Defense (DoD) work in

unison to accomplish approved annual programs prior to the start of each fiscal year.

Roles and Responsibilities:

• Eligible Recipients:

o Military and civilian Federal employee homeowners when the real estate

market is adversely affected directly related to the closure or reduction-in-

scope of operations due to Base Realignment and Closure (BRAC). There

are currently no approved programs for this category; and

o Service members who are wounded, injured, or ill as a consequence of duties

during a forward deployment after September 11, 2001; and

o The surviving spouses of a member of the Armed Forces or a civilian

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employee of the Department of Defense or the United States Coast Guard

who is killed in the line of duty or in the performance of his or her duties

during a deployment on or after September 11, 2001, in support of the Armed

Forces or died from a wound, injury, or illness incurred in the line of duty

during such a deployment.

• The District will execute the HAP given approved directives and funding.

HQUSACE provides additional guidance and direction.

• Applicants may appeal any part of their HAP process. The District, MSC and

HQUSACE will promptly process all appeals and forward to the DASA (IH&P)

and ASD (EI&E) for final decision. Any delay in appeal review and reply will

result in notification and/or request for explanation through the chain-of-

command.

• The USACE will administer, manage, and execute the HAP in accordance with

DODD 4165.50E and Part 239, Title 32, Code of Federal Regulations as well as

Maintain a HAP central office and one or more HAP field offices to process HAP

applications.

• HAPMIS is the system of record for the HAP. The interactive program captures

and reports program management details and is utilized for program execution

and reporting. All report data that can be obtained from HAPMIS and other

USACE systems will be utilized to the fullest for reporting purposes. For data

that cannot be obtained from HAPMIS or other USACE systems, data will be

requested from the District.

• District Executes HAP Budget:

o Coordinate all requirements and execution, through Division, with HQUSACE

to ensure funding availability at District level, and benefits are paid without

delay. Any adjustment(s) or unfunded payments at closing will interrupt and

suspend closing until the issue is corrected by the District and UFC. The

proceeds from the resale of the home cannot be used to offset an error in

acquisition payment.

o Submit a monthly program execution report to HQUSACE by the fourth

working day of each month. Report includes number of applications received

for the current FY by eligibility status, the number of benefit payments

remitted, and the total benefits paid. This report can be reduced to quarterly

depending on the activity level of the program.

• Budget Timelines: Estimate quarterly manpower requirements and costs and

report to HQUSACE NLT the 15th of the last month of the preceding quarter.

• HQUSACE Executes HAP Budget:

o Monitor District execution to ensure timely benefit payments and forward

monthly execution report through DASA (IH&P) to ASD (EI&E).

o Monitor District labor costs.

o Budget Timelines: Report obligations and expenditures in accordance with

the monthly report available to the public as outlined in the Transparency and

Accountability paragraph, Homeowners Assistance Program - Specific Plan.

Data for this report will be pulled on the last working day of each month and

reported by the fourth working day of the following month. Data for this report

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will be obtained from the Homeowners Assistance Program Management

Information System (HAPMIS), the Corps of Engineers Financial

Management System (CEFMS) and other automated systems.

POC is Benjamin G. Foo, CEMP-CR, 202-761-5245, [email protected].

14.5. Base Realignment and Closure Disposal Program

Mission. U.S. Army Corps of Engineers (USACE) administers and executes the

management and disposal of BRAC real estate in coordination with the Office of the

Deputy Chief of Staff, G-9 BRAC Branch, IS Environmental Division (DAIN-ISE) and the

Deputy Assistant Secretary of the Army (Installations, Housing and Partnerships)

(DASA(IHP)). Early identification of annual program requirements is beneficial to both

USACE and DAIN-ISE for planning and budgeting purposes and is critical to ensuring

that appropriate manpower and funding are available to meet the needs of all

stakeholders. This Section is intended to provide guidance and create a process by

which USACE Real Estate, in conjunction with DAIN-ISE, can support meeting the

BRAC disposal goals.

Execution. This Section establishes Standard Operating Procedures (SOP) for use by

USACE to supplement references above for the implementation of BRAC objectives.

This Section will define the procedures by which USACE will provide real estate support

to DASA(IHP) and DAIN-ISE and is intended to detail how coordination and execution

will be accomplished by and between these offices.

Roles and Responsibilities:

• USACE Coordination – HQUSACE BRAC National Real Estate Program

Manager (HQUSACE BRAC RE PM) will work collaboratively with DASA(IHP),

DAIN-ISE, and Local Redevelopment Authorities (LRA) to identify, develop and

disseminate disposition strategies, schedules, goals, and priorities for the BRAC

program, including MILCON exchange implementation. HQUSACE BRAC RE

PM will also disseminate goals and milestones to stakeholders, the Division-level

Regional BRAC Real Estate (RE) Coordinator, and the appropriate Division and

District; and will work to identify and resolve potential issues and facilitate

implementation.

• Implementation:

o District Coordination – The District will coordinate with the Regional BRAC RE

Coordinator, and HQUSACE BRAC RE PM to develop an implementation

strategy with milestones to support completion of a BRAC action. The District

will supply the Regional BRAC RE Coordinator and HQUSACE BRAC RE PM

with appropriate status updates during routine in-progress reviews. The

implementation strategy will address the expectations of the DASA(IHP),

DAIN-ISE and the LRA. Schedules should be developed based on time

frames to accomplish the key milestones for the action. This will help identify

what portions of actions require funding during a particular fiscal year if they

cross FYs for completion. It is imperative that schedule discipline be

maintained and/or execution milestones are accelerated where feasible.

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Timely conveyance and early transfer of BRAC property is a key and critical

component of Army transformation.

o District Obtains Requisite Documentation – Districts will generate some of the

documentation required to support specific disposal actions, e.g., appraisals,

title information, mapping, and obtain other required documentation from

DAIN-ISE or designated supporting organizations (i.e., environmental

documentation may be provided by another USACE district). A conveyance

approval package will be submitted through the Regional BRAC RE

Coordinator to the HQUSACE BRAC RE PM prior to a conveyance contract

(deed, LOA, LOT etc.) being presented to the grantee for execution. The

package documentation may include, but not be limited to legal descriptions,

findings of suitability to transfer (FOST or FOSET) and compliance with the

National Environmental Policy Act as indicated on the conveyance check list.

o Final Coordination, Approval and Execution – When a conveyance action is

ready for execution, the District will ensure the real estate contract(s) are

policy compliant and coordinate with District Counsel as relates to legal

sufficiency. This coordination is required (to include HQUSACE) prior to

submitting a real estate contract to the grantee for signature. Upon signature

by the grantee, the District will provide the real estate contract to the Regional

BRAC RE Coordinator for delivery to HQUSACE BRAC RE PM for

coordination and execution. Upon receipt of a fully executed real estate

contract, HQUSACE BRAC RE PM will provide a copy to DAIN-ISE and to the

Regional BRAC RE Coordinator for forwarding to the District. The Districts

will track the closing, recording (as applicable), and receipt of funding to the

BRAC account (as applicable) complete final distribution and update the Real

Estate Management Information System and mapping files.

• Program Changes:

o Changes, Deletions & Additions – Changes to the program should be

expected and can be approved with HQUSACE concurrence. If completing

an action requiring immediate attention will result in delays to a previously

approved action, the District will coordinate through the Regional BRAC RE

Coordinator with the HQUSACE BRAC RE PM to identify actions and/or

milestones requiring changes to the approved schedule. The District will

keep the Regional BRAC RE Coordinator and the HQUSACE BRAC RE PM

aware of anticipated program changes.

o Periodic Review – HQUSACE BRAC RE PM, DAIN-ISE, and DASA(IHP) will

meet as required to review the on-going program and make any adjustments

deemed necessary.

POC: HQUSACE RE PM – Theodore (Ted) Nettles, CEMP-CR, 202-761-5542.

[email protected]

14.6. Army Reserve and Air Force Programs

Mission. USACE Program Management Office (PMO) performs real estate services

on behalf of the Army Reserve Installation Management Directorate (ARIMD) and

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AFCEC through an annual program. Early identification of annual program requirement,

with estimated costs will be beneficial to all parties for planning and budgeting purposes

and is instrumental to ensuring appropriate manpower and funding are available to

provide needed real estate services. This OPORD is intended to provide guidance and

create a process by which the USACE PMO and the ARIMD and AFCEC work to

establish an approved annual program prior to the beginning of each fiscal year.

Execution. To establish standard operating procedures (SOP) for use by the U.S.

Army Corps of Engineers (USACE), the ARIMD and the AFCEC to supplement

references above for the implementation of the respective Programs. This OPORD

Section will define the procedures by which USACE will provide real estate services to

the ARIMD and AFCEC and it is intended to detail how services and coordination will be

accomplished by and between the agencies.

Roles and Responsibilities:

• ARIMD and AFCEC.

o Approve requirements for Real Estate (RE) in support of the Annual Real

Estate Program.

o Coordinate real estate requirements with the Regional Commands and assist

in identifying actions to be included in the annual Real Estate Program (REP).

o Provide funding in accordance with the approved REP cost estimates plus

additional funding quarterly to meet project schedules.

• Regional Commands.

o Provide support as required to the USACE PMO.

• HQUSACE.

o Program Oversight.

o Issue policy and guidance for RE actions. Provide policy interpretation and

problem resolution as needed.

o In coordination with the parties, obtain all approvals as needed.

o Coordinate programmatic issues for resolution with USACE leadership.

• Program Management Office.

o Monitor quality assurance for Real Estate activities and products.

o Interface with and Geographic Divisions on RE issue updates and aid in

resolution of program issues.

o Recommend to HQUSACE approval of PMO actions.

o Provide quarterly reports to HQUSACE as relates to program execution

• Geographic Divisions.

o Interface with the PMO as necessary on issues and quality assurance.

o Interface with other GDs, as required, on program execution.

• Geographic Districts.

o Supply schedules and cost estimates on activities contained in the REP as

well as others requested, through the PMO.

o Accomplish REP activities, as well as other activities accepted from the PMO,

in accordance with established schedules and costs estimates.

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ARIMD POC: Bobby Roberts, Deputy, Real Estate, 202-761-0057,

[email protected]; Sue Bobby, CEMP-CR, 202-761-1928,

[email protected]

14.7. Department of Defense National Relocation Program

Mission. The USACE Baltimore District Real Estate Division established the National

Relocation Program Office (NRPO) in 1987 and has been designated the lead office by

the Secretary of Defense to administer the DoD consolidated employee relocation

services program.

The DNRP offers comprehensive departure and destination area real estate relocation

services to DoD agencies for transferring civilian employees. These services are

provided through relocation management contractors with nationwide capabilities.

DNRP contract services support DoD agency employee mobility needs with Home

Marketing Assistance, Guaranteed Home Sale, Property Management, Home Finding

Assistance for Purchase or Rentals, and Mortgage Counseling. Since the inception of

the program, the NRPO has overseen the acquisition of more than $6.5 billion worth of

residential real estate and serviced over 30,000 DoD customers.

Execution. Establishes procedures for use by the U.S. Army Corps of Engineers

(USACE) to supplement references above for the orderly execution of the DNRP. This

Section will define the procedures by which USACE will execute DNRP services on

behalf of client DoD agencies.

Roles and Responsibilities:

• Work Breakdown:

o DoD Ordering Activity: Authorizes transferring employee to use the DNRP

and submits completed relocation services request form and PCS orders with

certified funds to the NRPO. All expenses for DNRP are 100% funded by

ordering activities. Ordering activities may fund contract expenses associated

with a request on a direct fund cite or reimbursable basis. Ordering activities

pay for administrative expense for DNRP services on a reimbursable basis.

o NRPO, Baltimore District, Real Estate Division: Provides centralized overall

program management:

1. Administers the DNRP on a nationwide scale which includes serving as

primary liaison between and among DOD Civilian Personnel Management

Services (CPMS), HQUSACE, and DOD customer agencies and major

commands through written, electronic, and telephonic communications as

well as routine and special field visits.

2. Coordinates, prepares, and provides uniform training and program

materials to all program users.

3. Functions as the central ordering office for all applications placed against

the DNRP contract which has been authorized for service by the Human

Resources Office (HRO) of the customer agency. Provides primary liaison

between and among the using HRO, the relocating employee, and the

relocation services contractor(s).

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4. Monitor’s contractor performance and coordinates ordered services to

ensure that transferring employees receive satisfactory and authorized

services in compliance with contract SOW requirements and within the

specified timeframes. Intercedes as necessary to mediate

contractor/transferee problems, providing transferee guidance and

counsel in solving individual case problems. Provides guidance to

prospective transferees to explain program benefits.

5. Functions as the central clearing house for all contractor invoices. Serves

as COR for DNRP contract. Reviews invoices for accuracy, returns

incorrect invoices to contractor for correction and reissue. Approves

contractor invoices and certifies to the customer agencies paying Finance

and Accounting Office where services were provided so payment can be

made to contractor. Determines the need for modification action to the

original estimated BPA Call amount based on actual appraised value of

property and type of property disposition. Coordinates with Contracting

Division for preparation of required contract modifications.

6. Coordinates with customer agencies in providing appropriate information

for the accurate processing of Home Marketing Incentive Payments

(HMIP) made to applicants who successfully obtain Amended Value or

Buyer Value Option Sale transactions through the use of DNRP in

accordance with JTR Chapter 5

o Contracting Division: Awards DNRP contract and provides contract oversight,

contracting officer approval of individual BPA calls, contract modifications and

required reports.

o Contractor: Provides DNRP services in accordance with contract

requirements.

• Installation Support:

o NRPO provides command and staff briefings and support town hall meetings

at service commands and installations.

o Appeals and Problem Resolution – Transferring employees utilizing DNRP

services have the opportunity to select the appraisers that are used to

establish the DNRP appraised value home buyout offer. They also may

provide the appraiser with information on sales of comparable properties that

they feel should be considered in evaluating their properties. When the

appraised value offer is established, employees may submit additional sale

information or identify any errors of fact or information in the original appraisal

reports and request appraisal reconsiderations from one or both appraisers.

Employees are encouraged to contact their NRPO realty specialist if they

have a question or concern regarding any aspect of the relocation service

process. NRPO ensures prompt and complete responses to all employee

questions, concerns, or appraisal reconsideration requests.

o Communication - The NRPO services DoD customers nationwide.

Communication with customer agencies, transferring employees, and paying

offices is accomplished in real time through the use of phone, e-mail, and fax.

Monthly and quarterly reporting is provided to the NRPO, HQUSACE, and

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selected DoD agencies by the relocation services contractors. The DNRP

program manager conducts daily phone meetings with the relocation services

contractor account executives. Coordination and performance review

meetings with the relocation services contractor staff are conducted by the

program manager on a quarterly schedule. Ad hoc reports are provided to

the customer agencies upon request.

POC: Michael Schaetzle, Real Estate, 410-962-4177

[email protected]

14.8. Real Property Asset Management

Mission. Establish procedures for use by USACE to supplement references above for

the orderly execution of the Real Property Asset Management (RPAM) program. RPAM

encompasses the life cycle cost of accountability for Civil Works water resource

infrastructure assets, and the life cycle cost of responsibility, as the auditable

documentation source, for Army land and use of real property assets. This Section will

define the procedures by which USACE will execute the RPAM in coordination with the

USACE Asset Management Community of Practice, U.S. Army Deputy Chief of Staff, G-

9 (Installations), the Office of the Secretary of Defense (OSD), and the Office of

Management and Budget (OMB):

• Early identification of program requirements, with estimated costs, is essential to

the USACE for planning and budgeting purposes and is instrumental to ensuring

appropriate manpower and funding are available.

• This Section provides guidance and establishes processes by which USACE

works with Army, Department of Defense (DoD) and Federal Agencies to

accomplish an approved program prior to the start of each fiscal year.

Execution:

• USACE Real Property Support to the Army:

o The USACE RPAM program considers both Civil Works and Army Military

Missions, with the primary functions of AM as described above and through

this Section and are directed towards USACE mission execution.

o Real Property accountability categories include Buildings, Structures, Land

and Leases. USACE has the responsibility to manage and maintain all Civil

and Army Military in-leases. The DCS, G-9 requires that all Army in-leases

be managed through the USACE Rental Facilities Management Information

System (RFMIS) as well as use of the DoD’s Real Property Information

Model.

o USACE has management roles and responsibilities in maintaining land

records, utilizing the USACE Real Estate Management Information System

(REMIS), as the “auditable source of record”.

1. The Chief Financial Officer Act and Army Audit Executive Order mandate

Army audit success - by achieving an unqualified audit opinion and

utilizing the Army Audit Readiness 3-Year Plan in development - that

involves USACE responsibility for Army Military Land and Lease

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correction of data errors and reconciliation of records.

2. District real estate offices retain and maintain Civil Project, Army

Installation, and some Air Force boundary map data. USACE is engaged

in the OSD and DCS, G9 development of a Geospatial Information

System (GIS) using land records, and data systems. Data from both Army

Military and Civil Works GIS efforts are to be included in both the REMIS

and RFMIS Geospatial database systems.

3. USACE executes and manages real property out-grants and in-grants of

use rights for Civil Works Projects and Army Installations through the

REMIS and RFMIS.

• USACE RPAM Plan:

o The RPAM plan generally describes the course of action necessary to

achieve the goals outlined within the plan. The RPAM plan is developed in

compliance with the references above and is submitted through Headquarters

USACE (HQUSACE). All elements of RPAM will meet the USACE strategic

goals and mission requirements.

o The USACE RPAM plan maps out the progress that USACE is committed to

achieving. There are four essential areas in the RPAM plan that work

together to ensure efficient management of our assets and investment of

resources in the right projects: 1) Capital Investment; 2) Operating at the

Right Cost; 3) Real Property Disposition; and 4) Compliance with Federal

Real Property Inventory.

o We review and comply with RPAM reporting requirements for the DoD and

OMB. RPAM initiatives will be pursued, and data queries and reports will

continue to be prepared, subject to future guidance. Enterprise-wide efforts

focus on OMB’s “Reduce the Footprint” policy, where agencies dispose of

surplus properties, make more efficient use of real property assets, and

reduce the total square footage of their domestic office and warehouse

inventory relative to the FY 2014 baseline and compliance with the USACE,

Civil Works, Real Property Efficiency Plan, dated 22 July 2019.

• Real Property Inventory. To effectively manage real property, it is necessary to

have a robust inventory that defines the attributes for each asset. USACE

manages its real property inventory using data management systems REMIS

and RFMIS. USACE Divisions and Districts will support and bring to completion

real property inventory data initiatives, to include the data anomaly reductions,

the Civil Works Land Data Migration (CWLDM) Project, and the Army Military

Land Tract (AMLT) Project.

• Data Refinement and Validation Process: USACE will meet the need and

requirement from the Federal Real Property Council (FRPC) directed annual

reporting requirement, utilizing the General Services Administration’s Federal

Real Property Profile (FRPP) data reporting system. Validation efforts will

include random sampling and focus on the FRPC Asset Performance related

data elements.

o All new or changed Real Property Asset data will be entered into REMIS or

RFMIS within 30 days of its validation (or appropriate oversight control

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authority) or acceptance.

o Evaluate the use of change reports to validate entry and changes in data.

o Districts will achieve their required level of readiness for the annual real

property asset data submittal to the FRPP and planned asset disposition to

HQUSACE, of all FRPC required data elements, by 30 September of each

fiscal year.

o Accomplish in standardized electronic-digital format the submittal of all

geospatial real property asset data, to include data anomaly reduction,

CWLDM and AMLT Project generated geospatial data, in accordance with

guidance from USACE Civil Works Operations, Engineering, and Real Estate.

o Coordinate and accomplish REMIS Real Property Asset Planned Disposition

data submittal, in accordance with USACE Civil Works Operations Office

guidance. The submittal provides analysis of projected and accomplished

asset disposition, and an update of the USACE Civil Works disposition

forecast.

• Quality Management Plan

o An improved automated process, the EDW, will facilitate data accuracy,

improve data gathering and meet reporting requirements, to include Real

Estate Performance Metrics (REPM). Divisions and Districts are to utilize

EDW capabilities to the extent possible and provide report requirements for

additional development. REPM will be maintained and analyzed to ensure

REPM data and Real Estate product efficiencies and deficiencies are quickly

determined for repetition or elimination.

o Business processes for quality assurance and quality control to remedy data

anomalies and standardize data gathering and management at the field level

have been developed and are being fielded.

• Human Capital:

o HQUSACE Civil Works Asset Management Team (AMT) and the District,

Division, and Headquarters AM representatives will be relied upon to support

the USACE Asset Management Initiative requirements. HQUSACE Real

Property Asset Management personnel support the Civil Works AMT and

Engineering Geospatial Team, with close coordination on many aspects of

USACE Asset Management.

o When required, District and Division Asset Management Teams will be

identified. These Point-of-Contact (POC) teams include a core pairing of

personnel, to include the Operations, Engineering, and the Real Estate

Communities.

Roles and Responsibilities:

• Each USACE District and Division will execute approved directives. HQUSACE

will provide additional guidance and direction.

• HQUSACE Real Estate Division is responsible for ensuring Real Estate systems

applications comply with real estate inventory business processes, and will

continue training, development, and implementation of Quality Assurance/Quality

Control processes for data validation.

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• Corps of Engineers Corporate Information (CECI) is responsible for ensuring real

estate systems comply with Federal laws, regulations, and guidance and

ensuring systems maintain currency with USACE enterprise information

technology solutions.

POC: Cartavius A. Whitehead, Real Property Asset Manager, CEMP-CR, 202-761-

0425, [email protected].

15. Supporting Offices.

There are various offices whose existence are to support the major missions of the

organization. These offices are as follows: Contracting, Council, Intelligence, Public

Affairs, Research and Development, Resource Management, Safety and Small

Business. They are essential to Military Programs, because their functions intertwine in

the Military Program’s process to establish a complete operation. Each Office as it

relates to the support to the Military Programs’ mission is described as follows:

16. Acquisition, Procurement and Contracting (Contracting Office).

Mission. Provide comprehensive contracting and acquisition solutions in times of

peace, war, and disaster for USACE and its national and global partners. The

Directorate of Contracting (DOC) shall provide timely acquisition and contracting

support to the USACE Military Programs Office via its Director of Contracting, Deputy

Director of Contracting, Executive Director of Contracting (ED), three Senior Contracting

Officials (SCOs) and three Alternate SCOs - Atlanta, Dallas and Alexandria, Regional

Contracting Chiefs located at all USACE Major Subordinate Commands and

District/Center Contracting Offices.

Execution.

• Guiding Principles: The FAR, DFARS, AFARS, UAI as they pertain to

contracting and acquisition. The DOC will provide oversight/guidance and

implement new acquisition policy and eliminate obsolete policy, as required.

• Support of the USACE Campaign Plan: Is strategically linked to USACE

Campaign Plan mission, vision, and strategic goals (1) Support National

Readiness, (2) Modernize USACE, (3) Improve Partnering and Strengthen

Relationships and (4) Revolutionize Program and Project Delivery.

• HQ USACE DOC Policy Division Community of Practice (CoP) SharePoint site:

The HQ USACE DOC has a central repository where local acquisition related

policies, Standard Operating Procedures (SOPs), lessons-learned, resources,

toolkits, frequently asked questions, etc., are available to the USACE community.

https://cops.usace.army.mil/sites/CT/P/default.aspx

• Coordinating Instructions:

o Quarterly Army Contracting Enterprise Review (CER)

o Quarterly Directorate Management Review (DMR)

o Monthly Command Key Performance Indicators (cKPI)

o Quarterly Executive Governance Meeting (QEGM)

o Quarterly Command Management Review (CMR)

o Command Strategic Review (CSR), as required.

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Sustainment.

• Project/Program Execution: All Centers, and Districts shall regularly assess their

acquisition and contract execution processes through use of the Virtual

Contracting Environment, Paperless Contract File – Procurement Management

Review Toolkit.

• Procurement and Business Systems:

o DoD Standard Procurement System (SPS)

o Corps of Engineers Financial Management System Modernization (CEFMS) II

o Past Performance – Contractors Performance Assessment Reporting System

(CPARS) System for Award Management (SAM)

o Procurement Integrated Enterprise Environment (PIEE)

o Joint Appointment Module for Contracting Officer’s Representative (COR)

Appointments

o Contractor Manpower Reporting (CMR)

o Virtual Contracting Enterprise (VCE)

o Virtual Contracting Enterprise Paperless Contract File (PCF)

o Federal Procurement Data System-Next Generation (FPDS-NG)

o Resident Management System (RMS)

o Financial Assistance Award Data Collection (FAADC) – Grant Reporting

o Electronic Subcontracting Reporting System (ESRS)

o Total Record of Acquisition Capacity (TRAC)

Command and Signal.

• Director of Contracting (DOC): The DOC is responsible for the management,

oversight, and discipline of USACE’s contracting mission ensuring all contracting

actions and matters comply with all procurement laws, regulations, and policies

to include organizational accountability, workforce standards and

quality/compliance.

• Deputy Director of Contracting (DDOC) is also responsible for the management,

oversight, and discipline of USACE’s contracting mission ensuring all contracting

actions and matters comply with all procurement laws, regulations, and policies

to include organizational accountability, workforce standards and

quality/compliance.

• Executive Director of Contracting (ED): The Executive Director of Contracting

shall assist the DOC/Deputy DOC in implementing acquisitions and processes

and with providing USACE contracting and acquisition policy guidance, workforce

development, and implements enterprise systems.

• Senior Contracting Official: The SCO is the contracting official responsible for

contracting and technical compliance of the contracting functions at the regional

level.

• Regional Contracting Chief (RCC): The RCC is the principal advisor to the

Division Commander on acquisition policy and procedural related matters and

are the Subject Matter Expert (SME) on all operational and strategic matters

pertaining to the acquisition of goods, services, construction, and as applicable

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research and development. The RCC manages the overall procurement

program for the Division; assures compliance with policies and regulations; and

is responsible to equip, maintain and train District contracting professionals.

• Center Contracting Chief (CCC): The CCC is the principal advisor to the Center

Director on acquisition policy and procedural related matters and are the Subject

Matter Expert (SME) on all tactical, operational, and strategic matters pertaining

to the acquisition of goods, services, construction, and as applicable research

and development. The CCC manages the overall procurement program for the

Center; assures compliance with policies and regulations; and is responsible to

equip, maintain and train Center contracting professionals.

• District Contracting Chief (DCC): The DCC is the principal advisor to the District

Commander on acquisition related matters and are the Subject Matter Expert

(SME)on all tactical matters pertaining to the acquisition of construction, goods,

and services.

• Methods of Communication: The primary methods of communication will be via

electronic mail, Microsoft (MS) Teams, Webinar, WebEx, teleconference, or

video teleconference.

POC is Jennifer L. Campbell-Dawkins, CECT-O (202-761-1130) Email:

[email protected]

17. Legal Services (Council Office).

Mission.

• The Legal Services Community of Practice (LS-CoP) offers MSCs, SCO Offices,

Centers, Districts, and Field Operating Activities high-quality and timely legal

advice to provide cradle-to-grave support for Military Programs projects in full

support of all USACE Campaign Plan goals and objectives.

• The LS-CoP supports every USACE activity authorized by Congress through its

legal professionals at the District, Center, Division, SCO, and Headquarters

levels. The LS-CoP is vertically integrated and allows project managers and

other functional offices to leverage the expertise of every legal professional in

USACE. The LS-CoP provides Military Programs clients with a full array of legal

services relating to Military Programs projects including: legislative drafting and

interpretation; contract formation and administration; foreign military sales; fiscal

law services; bid protests; claims and appeals; environmental law services; real

estate law services; interagency and international law matters; information law

services; litigation services; and any other legal services necessary to

accomplish the Military Programs mission.

Execution.

• Legal support is necessary at every stage of a Military Programs project, from

determining the scope of work in the DD 1391 and developing an acquisition plan

to closing out a contract and managing claims and litigation. For a given project,

USACE attorneys may be called upon to advise the Commander, project

manager, contracting officer or resource manager on a variety of issues. Early

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involvement of the LS-CoP in Military Programs projects is critical to success.

• Project Managers should contact their Center or District Office of Counsel to

have an attorney assigned to their project delivery team at the beginning of a

project. The attorney assigned will be included in Center or District planning

meetings. The Center or District Office of Counsel is responsible for addressing

all legal issues that arise during a Military Programs project and, as necessary,

for coordinating legal issues with SCO Counsel, Division Counsel, and the Office

of Chief Counsel for ultimate resolution.

• LS-CoP coordination for common legal issues.

o The appropriate coordination will be determined by the LS-CoP based on the

circumstances of the legal issue and may often involve more than one

section. Common coordination is outlined below:

1. Bid protests: Coordinate with Division and CECC-C.

2. Litigation: Coordinate with Division, CECC-C and CECC-L.

3. Environmental Restoration, Compliance, and Regulatory issues:

Coordinate with Division and CECC-E.

4. Real Estate Issues: Coordinate with Division and CECC-R.

5. Fiscal, Legislative, General MILCON, and installation management issues:

Coordinate with Division and CECC-G.

6. Ethics and Procurement Fraud: Coordinate with the Corps Ethics

Counselor, CECC-G.

7. Interagency and International Services Issues: Coordinate with Division

Counsel and CECC-G as necessary.

8. Counsel will appropriately elevate issues within the LS-CoP as they

develop to ensure USACE leadership at every level has appropriate legal

services. All offices should coordinate nationally significant or

precedential legal issues with the Office of the Chief Counsel.

Roles and Responsibilities

• The supervising attorney for each counsel office shall assign appropriate

attorneys to Military Programs issues that arise within that office. The assigned

attorneys will coordinate with clients to provide the necessary legal services.

• District and Center Counsels: District and Center Counsels are responsible for

addressing legal issues that arise during a Military Programs project within the

District or Center and, as necessary, will coordinate legal issues with other legal

offices, including Division counsel offices and the Office of the Chief Counsel.

The Office of the Chief Counsel will ensure that District, Center, and Division

counsel offices consult to ensure consistent legal advice throughout USACE.

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• Division Counsels: Division Counsels are responsible for coordinating legal

issues that arise during a Military Programs project within the Division and, as

necessary, for coordinating legal issues with other legal offices, including the

Office of the Chief Counsel. Division Counsels are also responsible for ensuring

consistent legal advice on Military Programs issues within the Division. Division

Counsels will consult with one another and the Office of the Chief Counsel to

ensure consistent legal advice throughout USACE.

The POC for this section is Mr. Brandon Pitcher, CECC-G, (202) 761-5250,

[email protected].

18. Intelligence (G2 Office).

Mission. The USACE G2 office is the Command’s intelligence organization and the G2

is recognized as the Senior Intelligence Officer. In addition to providing oversight and

coordination of USACE intelligence activities, it is also chartered with providing credible,

relevant, and responsive threat warning and operating environmental analysis to

USACE personnel, assigned, and attached, in support of global civil and military

engineering operations worldwide. The G2 office also represents the Command’s

security related responsibilities for Personal Security, Information Security, Industrial

Security, Foreign Disclosure Officer, TEMPEST, COMSEC, and SCI related information,

data, and oversight for accessibility.

Execution. The USACE G2 will manage, produce, and disseminate intelligence

information in response to Intelligence Requirements (IR) and intelligence Requests for

Information (RFI). To execute the intelligence support mission, the G2 office performs

the following key tasks identified below.

• Review and validate the USACE Commander’s Priority Intelligence

Requirements (PIR) annually.

o PIRs guide G2 analysts in determining what the Commander needs to know

about an operational environment, Indication and Warnings (I&W) and

geopolitical events that could impact their ability to accomplish the mission.

• Participate in Mission Planning and Analysis forums to assist in identifying and

documenting intelligence requirements.

• Manage intelligence RFIs and dedicate resources for reach back support. RFIs

can be submitted directly to the G2 or USACE Reach back Operations Center

REDi portals.

• Produce and disseminate intelligence products to support mission planning and

execution activities. Reporting will occur as rapidly as possible via the most

expeditious means, vertically and laterally. All intelligence reporting will be

posted on the USACE G2 portal, and as necessary, sent directly via email

(NIPRNET, SIPRNET, JWICS).

• Coordinate with the Intelligence Community (IC). G2 analysts must maintain an

active network of relationships in the IC to provide expertise in specializations not

present in the USACE G2. This includes but is not limited to GEOINT,

Counterterrorism, and region-specific Pol-Mil analysis.

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Roles and Responsibilities

• USACE G2 will coordinate intelligence production and threat warning activities

with subordinate organizations as necessary.

• G2 will work closely and coordinate directly with G3, Operational Protection

Division, Corporate Information, the USACE Operations Center (UOC), and

other functional organizations as necessary to maintain synchronized situational

awareness between different elements.

• USACE G2 maintains a robust network of intelligence professionals within the

greater Intelligence Community and periodically engages with those senior

leaders to ensure, when needed, direct support and engagement can be

accomplished to support USACE mission operations.

• Deployed personnel shall engage with theater intelligence resources and, as

necessary, leverage reach back support from the USACE intelligence and

security support services.

• USACE G2 can provide threat information via NIPRNET, SIPRNET, or JWICS

based on the classification level of the information requested.

• Those responsible for protecting DoD resources must have timely access to

properly acquired force protection threat information, particularly information that

indicates a potential threat regarding those who want to attack the United

States, its territories, and possessions; their plans and activities; and the targets

that they intend to attack. Although it is often difficult to determine whether a

local incident has a terrorist nexus, similar incidents of suspicious activity across

many local jurisdictions may indicate the existence of a national threat. All

organizations must ensure compliance with the Suspicious Activity Reporting

(SAR) and AR 381-12 Threat Awareness Reporting Program (TARP). Report

suspicious activity and iSalute Reports in accordance with Command and Army

policy via ENGLINK and/or the USACE G2 Portal. Refer to the G2 Portal for

policy and guidance.

POC is Mr. Wayne Booker at (202) 761-7776, [email protected].

19. Communication (Public Affairs Office).

Mission. Public affairs provide support to the Directorate of Military Programs (MP) and

the enterprise with a full array of public affairs services including internal/external

communications to employees and to the public, nurturing community relations and

outreach, and strategic communications planning and implementation.

USACE PAO will facilitate the communications program as defined by objectives from

USACE senior leadership (Commander’s Priorities and USACE Campaign Plan) and in

accordance with Army Public Affairs guidelines.

Execution.

• The intended purpose is to provide guidance for all MSC PAO teams so that their

focused efforts achieve USACE strategic objectives.

• Key Tasks:

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o Focus on USACE work that is related to CCMD/ASCC security activities and

the efforts of other U.S. government agencies around the globe to advance

our nation's interests.

o Facilitate strategic communication with the Installation Management

community to deliver and maintain enduring installations and contingency

basing.

o Highlight stories that support the nation and the Army in achieving energy

security and sustainability goals.

o End-state: Enhance trust and understanding with stakeholders, teammates

and the public through strategic engagement and communications.

• Concept of Operations:

o Overview: Public affairs support is necessary at nearly every stage of a

Military Programs project. For a given MP project, PAOs will be called upon to

advise the Commander, project manager and project delivery team members

on a variety of communication issues. Involving public affairs early in the

Military Programs planning and execution process is critical.

o Delivering Consistent Messages: USACE public affairs has nine major

communications programs: Strategic Communication; National Program

Communication; Project Communication; Internal Communication; Disaster,

Contingency and Crisis Communication; Media Relations; Outreach and

Branding Programs; Risk Communication and Public Involvement Programs;

and Digital Media. The goal of public affairs communication is to build

relationships both internally and externally, to foster collaborative partnerships

with key stakeholders and to inform and educate the public about USACE and

its people, its story, and its actions as a values-based organization.

Successful Public affairs will integrate and synchronize USACE

communication for consistent messages throughout the organization to speak

with one voice on critical and national issues.

o Training the USACE Team: It is important to note that communicating Military

Programs goals, objectives and activities is the responsibility of every

member of the team – not just a function of senior leaders or public affairs

personnel. Embracing this responsibility enables understanding, trust and

credibility among the public, partners, stakeholders, employees, and other

target audiences. All USACE personnel are communicators and should be

trained as such.

o Including communication on PMPs: Project managers should contact their

public affairs officer to have a public affairs member assigned to their project

delivery team at the beginning of a project. Project/study managers should

use established procedures outlined in the Project Management Business

Process when working with public affairs to develop a communication plan for

each project. The public affairs specialist assigned will be included in the

planning meetings.

• Tasks to Supporting/Subordinate Elements (MSCs/Centers/Labs/249

o Strategic Communication: To support overall USACE organizational

credibility, MSCs and districts should be analytical, strategic, efficient, and

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effective in developing and implementing communication programs,

strategies, and tactics. MSCs and Districts should develop an innovative,

proactive, and aggressive program to educate and inform by creating

awareness of and tell the Military Programs story to a range of local, regional,

internal, and national audiences by using an approach of communicating with

external publics, building relationships, reaching out, incorporating

feedback/input into decision-making, informing/involving employees, and

measuring/assessing outcomes, correcting misinformation, and adjusting

communication strategies as necessary.

o National Program Communication. MSC and district leaders will ensure

widest dissemination of HQ USACE guidance to ensure a consistent and

integrated approach to programmatic communication. Public affairs guidance

including talking points, themes and messages, response to query will also

receive broad dissemination.

o Project Communication: Program/project managers will ensure that all

Program/Project Management Plans have a communication plan as one of its

components. This will address communication with appropriate project

employees, partners, stakeholders, media, and the public as well as address

appropriate technical communication with contractors. The PM and PAO must

ensure that messages and communication products are coordinated with the

stakeholder. This includes agreeing on ground rules for coordination and

communication, understanding the stakeholder’s perspective and

incorporating their communication goals and key messages into

communication products, and understanding and abiding by any security

requirements they may have. The PM will take the lead to identify

communication issues, challenges, and opportunities for each project. Every

opportunity should be taken to communicate USACE priorities in coordination

with stakeholders, installations, partners and gaining organizations. Quality of

life, partnerships, innovative technology, sustainability, Leadership in Energy

and Environmental Design Silver, energy efficiency and Military Construction

Transformation are examples. Articles and photographic/video coverage

should be aggressively pursued at all stages of the project, and Public Affairs

and CIO/G6 VI representatives should provide training to PMs on photo

documentation and other support to facilitate timely coverage of projects. The

PM will work closely with the district PAO to resolve all public affairs issues

that arise during a project. The PAO will coordinate with division and

headquarters PAOs. The district PAO will also routinely review

communication actions and results to determine best practices and lessons

learned as well as measure results for process improvement.

o Internal Communication: MSC and district leaders will review the ways in

which they disseminate command and other important information to their

workforce (Department of the Army employees and contractors) and will work

with all command components and public affairs to improve the process.

Public affairs offices will use various communication tools including new

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technologies and methods (emails, town halls, video messages, etc.) for

internal information distribution.

o Disaster, Contingency and Crisis Communication: Anticipate issues and

scenarios and develop integrated, timely communication messages and

action plans. Project and program managers will apprise the PAO when

issues arise that can or will reflect negatively on the organization. Managers

and technical personnel will assist public affairs in developing communication

strategies, responses to query, and fact sheets, and will assist as subject

matter experts in interviews with news media as appropriate to address the

issues.

o Media Relations PMs and PAOs will foster open, proactive relations with

public and media organizations and create an aggressive, ongoing

communication program focused on telling the USACE story. Public Affairs,

with the support of the project manager and project delivery team, will

develop and provide themes, talking points and response to query on

important issues or events. Leaders, PMs, and PAOs will look for

opportunities to host media events, open houses, tours, etc., of USACE

projects. MSC and district personnel will emphasize coordinated

USACE/district themes and messages when providing interviews,

presentations, briefings and posting to social media sites. District leaders,

PMs and technical experts will be media trained and prepared to handle

media requirements as coordinated by public affairs. PAO will provide training

and guidance; training should be refreshed at least every three years. PMs

and PAOs will capitalize on opportunities to communicate to key audiences

with district information and coordinated USACE messages. National-level

media engagements must be reported through MSC PAO to HQ USACE PAO

to ensure proper reporting to USACE leadership and U.S Army Office of the

Chief of Public affairs (OCPA).

o Outreach and Branding Programs: Tell the USACE story to the general public

in the places we meet them most often — meetings with partners and

stakeholders, community events, project sites, public meetings, social media

venues, etc. Educate them about engineering challenges and the nation’s

needs. Talk (and listen) to more people, in more ways, more often, using real

examples of how the USACE has solved problems and changed. MSCs and

districts will identify relationships that are important to Military Programs.

Program and project managers will ensure those target relationships and

strategies for maintaining them are identified in Program /Project

Management Plans. Audiences include Governmental Audiences: district

employees; Department of Defense and agencies; congressional

representatives; congressional staff, federal agencies; state and local

officials/agencies; district/USACE retirees; Non-Governmental Audiences:

Future USACE employees; partners and stakeholders; industry(user groups);

national and international publics; environmental groups; academia and

students; influencers; business (contractors); news media (local, regional,

national and trade). PMs and PAOs will ensure products provided to

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stakeholders, partners and the public are consistent and of similar

appearance. USACE brand templates must be used for any external

communication. This initiative includes the USACE Castle, Army Star, and

other graphic elements to increase consistent recognition of the organization.

o Risk Communication and Public Participation Programs: Public affairs will

provide guidance, coaching and other assistance to prepare MSC and district

personnel for working with the media and the public. While public affairs

personnel may serve as spokespersons representing the district’s interests,

all district personnel, including program/project managers and subject matter

experts are encouraged to represent the district with the media and the public

when possible. PMs need to prepare for this engagement by attending media

and risk communication training. These skills should be updated at least

every three years; this training should be included in the individual

development plan in order to meet competence requirements. MSC and

district leaders, managers and employees will be actively involved in

providing presentations and briefings to public and private organizations on

issues, projects, and events. Presentation material should be coordinated

with PAO and meet security requirements. Engagements with all partners and

stakeholders should consist of honest, transparent, and appropriate dialogue,

leveraged as an opportunity to establish a common understanding of

USACE’s role. When engaging with partners and stakeholders, it is

imperative to listen to all constituencies both inside and outside USACE

regarding issues of importance to them, respecting their viewpoint and

seeking opportunities for synergy.

o Digital Media: Information provided by way of publicly accessible websites

and social media must be timely, accurate, easy to comprehend (free of

jargon and acronyms) and 508 compliant. All new content will be reviewed

and approved by public affairs and all other appropriate staff offices prior to

posting to the web and social media sites. The PM must ensure that

information regarding a stakeholder’s project meets the stakeholder’s security

requirements before it is provided to PAO. PAO must ensure that the

information to be posted meets operational security (OPSEC) requirements.

The only authorized USACE-managed website for USACE programs and

projects is usace.army.mil. All USACE information must be made available on

.mil sites. PAOs are authorized to use social media sites such as YouTube,

blogging and online news/press rooms to communicate with stakeholders and

audiences.

USACE Contracting Chiefs, in coordination with public affairs and any other

organizational elements involved with posting information to public websites

or publicly accessible FTP sites, must be aware of the USACE Acquisition

Instruction (UAI), Part 4 Administrative Matters, Subpart 4.8 Government

Contract Files, Section 4.802-100 Contract Files, Paragraph (d). This

document discusses distribution of contract materials that are sensitive,

provides guidance for determining the sensitivity of posting contract material,

and how it should be distributed in a contingency environment. The UAI is

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accessible publicly at:

http://www.usace.army.mil/BusinessWithUs/Contracting/Resources.aspx

under Resources - USACE Acquisition Instruction and "1 November 2014"

hyperlink.

Coordinating Instructions.

• MSC public affairs officers participate in the HQ USACE PAO hosted weekly

coordination meetings . District PAOs are encouraged to participate.

• Tasks to HQUSACE Offices and Directorates: Senior Leadership,

Directors/Office Chiefs, Program/Project Managers will ensure that enterprise

planning documents have a communication plan as one of its components and

that this communication plan has been coordinated with public affairs. (See

section 9.1 for additional information on environmental program's strategic

communications guidance.)

POCs: HQ USACE G3 FUOPS, DLL-HQ-FUOPS, 202-761-8200; Military and

International Operations Public Affairs support - Raini Brunson, Public Affairs Specialist,

[email protected], (202) 761-1808. Jennifer Miller, Environmental

Programs PA Specialist, [email protected], (202) 761-7240.

20. Research and Development (Research and Development Office).

Mission. The US Army Corps of Engineers conducts research and development in the

areas of geospatial research and engineering, military engineering, environmental

quality and installations, and civil works. USACE R&D is performed utilizing the

substantial in-house capabilities and infrastructure of the Engineer Research and

Development Center, the Army Geospatial Center, and other USACE Centers of

Expertise. The collective USACE R&D effort will support USACE Military Programs in

FY23 by providing subject matter expertise and by transitioning advanced technologies

that support the breadth of functional activities in the Military Programs portfolio.

Additionally, USACE R&D will continue to focus its S&T investment priorities to provide

innovative technologies to address capability gaps across all Military Programs Mission

Lines. Technical expertise and technologies matured in the areas of Force Protection,

Cyber Security, Infrastructure, Materials Science, Resiliency, and Simulation are

examples of support services most relevant to the USACE Military Mission.

Execution. The USACE R&D Directorate (CERD) will coordinate requests for research

and development support for USACE Military Programs in FY23. CERD will support the

continuous update of the Research and Development section, attend planning meetings

as necessary, and coordinate requests for support. Requests for support received by

CERD will be forwarded to the appropriate USACE Laboratories, Centers, and other

R&D performers for follow-up action as appropriate. R&D in support of USACE Military

Programs will be fulfilled on a cost reimbursable basis.

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Roles and Responsibilities.

a. USACE Research and Development

The Point of Contact for this Research and Development is Mr. Mark A. Hainsey,

USACE R&D Directorate, (202) 761-7638, [email protected].

21. Workload and Workforce (Resource Management).

Situation:

• Purpose. The Corps of Engineer Directorate of Resource Management –

Manpower and Force Analysis Division (CERM-M) team will continue to enforce

the process improvements with the anticipation of better results for the annual

application of Workload and Workforce Planning (WWP). In an effort to continue

the work with the field and to conduct a thorough analysis to resolve a variety of

data discrepancies, to include programming and execution, Phase 1 (Workload)

will continue. However, Phase 2 (Workforce) and Phase 3 (Schedule 8) are still

suspended and being reviewed for viability in CEFMS II. CERM-M will use

existing Program Budget Guidance (PBG) for POM 24-28 and the FY23 Tables

of Distribution and Allowances (TDA). Workload execution for the field for FY23

will not be affected.

• Background.

o The WWP Model’s primary purpose is to provide visibility of future military-

funded workload and workforce to leadership at all levels. HQDA approved

the use of the WWP Model to determine project-funded military construction

and related workforce requirements for USACE’s Districts and most of the

Huntsville Engineering and Support Center. Annually, USACE is required to

program and submit outyear resource requirements (both dollars and

manpower) to HQDA as part of the Program Objective Memorandum (POM).

The POM submission ensures that USACE’s military-funded resource needs

are properly identified in the HQDA dollar and manpower databases. The

upcoming FY24-28 POM submission is the basis for building the FY24 TDAs

during the FY24 Command Plan cycle.

Director, USACE Research

and Development

(Dr. David Pittman)

Executive Director, USACE Research

and Development

(Dr. Enrique Matheu)

USACE Research and Development

Performers

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o HQUSACE decided to convert to the WWP Model and associated business

process to determine realistic workload projections. The previous USACE

business process called for using workload data in P2 to justify and defend

outyear program and associated manpower resource needs to HQDA. WWP

no longer uses P2 data. The Program and Project Management (PPM)

Community of Practice (CoP) and Resource Management (RM) collaborated

to develop WWP.

o The US Army Manpower Analysis Agency (USAMAA) validated WWP as a

predictive model for determining project-funded military construction and

related workforce requirements. The critical factor in WWP’s ability to

determine manpower requirements is its ability to model programs. Accurate

workload data is required to effectively model programs, so WWP’s success

is dependent on Program Managers’ early and active participation in the

annual update process.

o Organizations with HQDA G-37/FM-approved single-point manpower studies

will use WWP only as a repository for their workload and workforce (approved

study results); since those organizations were not included in the scope of the

WWP model, the algorithms will not drive manpower requirements.

Mission. USACE will continue workforce planning in FY24 by using existing PBG for

POM years 2024-2028 to execute the Military Missions’ program. This program

supports the USACE Campaign Plan.

Execution.

Commander’s Intent:

• Purpose:

o HQUSACE and field Program Managers will generate valid, realistic workload

data for FY24-28 by mining appropriate outyear data sources and entering

total program dollars into WWP against the activity/location that will obligate

the money (District/RBC/Center/HQ).

o Workload data is loaded into WWP by HQUSACE and field POCs at the

appropriate level of command (District/RBC/Center/HQ). Field Commanders

will validate and submit workload forecasts to HQUSACE. When the

HQUSACE Director of Military Programs approves the workload forecast, the

HQUSACE Directorate of Resource Management will model it using

algorithms to determine the workforce for the FY24-28 programs (with primary

focus on FY24). Algorithms are developed using prior five years’ Corps of

Engineers Financial Management System (CEFMS) data. Field Commanders

will validate and submit workforce forecasts to HQUSACE. The Directors of

Military Programs and Resource Management will approve the workforce

forecasts. Field POCs will complete workforce coding to enable HQUSACE

to submit the manpower changes to HQDA during the POM. Timeline is

shown in Paragraph 3 (Execution). Adherence to the timeline is essential for

USACE to meet the HQDA POM suspense.

• Key Tasks:

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o HQUSACE collaborates with RBCs, Centers, key stakeholders, partners, and

customers to develop FY24-28 manpower data required by HQDA. This will

be executed in Phase 1. During Phase 1, HQUSACE will load the HQ-

managed program workload in the “HQ” data entry form by district.

Districts/RBCs/Centers will enter field-managed workload in the “Field” data

entry form by district/center. ERDC/AGC will load their workload in the

“ERDC/AGC” data entry form. Organizations will use the “Brokered Work”

data entry form to send assigned workload to other organizations within

USACE, as necessary. Field POCs will coordinate any workload changes

with the HQUSACE POC in Paragraph 5b(1). The Military Programs

Integration Division (CEMP-IS) will consolidate and review.

o Phase 1: Workload determination and approval (Primary – Military Programs

and PM Community / Secondary – Resource Management)

o Phase 2: Workforce planning and approval suspended

o Phase 3: FY24-28 POM development and FY24 Command Plan (CP)

development suspended

o The HQUSACE (CERM-M) will provide instructions for accessing WWP and

entering/reviewing data, on the CERM-M website,

https://intranet.usace.army.mil/hq/rm/mp/Pages/wwp.aspx.

o MDEP managers will ensure program workload data entered into WWP is

conservative, realistic, and defensible.

o HQUSACE will publish Operations Orders/Fragmentary Orders

(OPORDs/FRAGOs) as required to refine instructions for

generating/validating workload and entering data at the required level of

details into WWP.

• End State: CERM-M will collaborate with the field to resolve data discrepancies,

to include programming and execution, so that leadership at all levels will have

visibility of future military-funded workload and workforce.

Tasks to Supporting/Subordinate Units.

• Phase 1. Workload data is vital to the success of the USACE POM submission.

Workload is the total program funds available for obligation in a given fiscal year.

o HQUSACE Program Managers (PMs) are responsible for entering HQ-

managed workload data into WWP using the “HQ” data entry form. A listing

of the Program Managers and primary areas of responsibility can be found on

the CERM-M website,

https://intranet.usace.army.mil/hq/rm/mp/Pages/wwp_cycle2016.aspx NOTE:

HQ-managed workload is all program funds managed by HQUSACE program

managers and distributed to the field by HQUSACE.

o Each District/RBC/Center will load field-managed FY24-28 workload data into

WWP using the “Field” data entry form. RBCs will review information for their

regions. NOTE: Field-managed workload is all program funds that are not

managed and/or distributed by HQUSACE.

o Every location brokering work to others, (e.g., to Huntsville Engineering &

Support Center (HNC)) will decrement their program and notify the receiver to

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program the increase, using the “Brokered Work” data entry form. If the

specific decrement is unknown, utilize a percentage based on the previous

year’s program. Program Managers will need to ensure locations such as

HNC are allocated workload appropriately, so workload is not double counted.

A double count will occur if a district does not redistribute workload and the

receiver compensates by adding anticipated workload. NOTE: “Brokered

Work” is defined as USACE organizations entering into voluntary agreements

with each other to jointly satisfy a customer’s needs when it is in the best

interest of the customer and the Corps.

o ERDC/AGC will load their workload into WWP using the “ERDC/AGC” data

entry form.

o Commanders will endorse their projected workload levels to HQUSACE

Directorate of Military Programs.

o CEMP-IS will review WWP workload data, prepare reports for review and

finalize the database for workload approval.

o CEMP-ZB will approve the workload estimates for use in the FY24-28 POM

development.

• Phase 2 is suspended.

• Phase 3 is suspended.

Coordinating Instructions. Workload/Workforce Planning Milestones:

• Phase 1

o 1 – 30 Oct 22: Workload data entered into WWP

o 30 Oct 22: FY23 Military Programs Execution OPORD published

o 31 Oct 22: Workload data loaded and locked in WWP

o 1 - 24 Nov 22: Workload reviewed and updated (RBCs/RITs/National

Account Managers)

o 30 Nov 22: HQ CEMP-ZB workload approved

• Phase 2: Suspended

• Phase 3: Suspended

POCs: Douglas K. Young at [email protected], 202-761-5554 and

Michael Bush at [email protected], 202-761-4273 ( Technical Data

Managers); Ida Woods at [email protected], 202-761-0855 (Military

Programs Policy); Pamla R. Washington at [email protected], 202-

761-7427 (Manpower) and CEFMS II Team at

CEFM-II[email protected] (Systems Administration).

22. Safety and Occupation Health (Safety Office).

Mission. USACE executes Military Mission’s (MM) strategy and programs in a safe and

healthful manner that includes support to Combatant Commands, development of a MILCON

Lifecycle Management Framework, achievement of Federal energy, security, and

sustainability goals, and support to the larger Engineer Regiment through the USACE

Campaign Plan and this OPORD. The nature of work within MM present safety and

occupational health (SOH) challenges for the team. The implementation of the CE-SOHMS

EC 11-1-115 • 30 September 2022 105

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will enable the enterprise to achieve not only a positive SOH culture but world class SOH

performance across the organization.

Execution:

• Safety and Occupational Health (SOH). CE-SOHMS provides the road map for safety

and occupational health improvement within USACE. The tasks listed below are part

of this effort and support MM strategy and programs in FY2022.

• Tasks to Supporting/Subordinate Elements.

o HQ USACE Staff, primarily MM Program Integration Division, SOH CoP, Regional

Integration Teams, MM Business Line CoPs, Programs and Project Management

(PPM) CoP, Engineering and Construction (E&C) CoP shall:

1. Implement the CE-SOHMS.

2. Support the development of the five-year USACE SOH Strategic Plan which will

include goals, objectives, and a business plan.

3. Support the integration of the CE-SOHMS into MM policy, doctrine, training, and

business processes at the enterprise level.

4. Support appropriate safety and health training for MM employees IAW required

standards and regulations.

5. Support the USACE High-Hazard Working Group efforts and initiatives.

6. Support Career Program 12 (CP12) (Safety and Occupational Health

Management) 0018 careerists to achieve professional certification.

7. Support the use of technology and data to make/track safety and health risk

management decisions related to MM business products and employee safety

and health.

o MSCs and FOAs, in coordination with the SOH Community of Practice shall:

1. Implement the CE-SOHMS.

2. Develop and publish a five-year Strategic Safety Plan to include goals,

objectives and business plans that support the USACE five-year Strategic

Safety Plan.

3. Execute the integration of the CE-SOHMS into MM policy, doctrine, training, and

business processes at the MSC/local levels.

4. Execute appropriate safety training IAW required standards and regulations.

5. Support local technical experts’ involvement in the USACE High-Hazard Working

Group efforts and initiatives.

6. Ensure all CP12 (0018) careerists achieve the CP12 Level 1 Professional Safety

Certificate and Explosives Safety Certificate. The Skills Assessment

Worksheet, certificates of course completion, resume, and endorsement

memorandum signed by the USACE SOH Director are necessary for the CP12

Professional Safety Certificate. A resume, a CP12 Safety Certificate, supporting

documentation for the required explosive safety courses, and an endorsement

memorandum signed by the USACE Safety Director are required for the

Explosive Safety Certificate. CESO will review and forward application packets

to the Army CP12 Certificate Manager.

• Coordinating Instructions. The guidance for implementing the CE-SOHMS can be

found at the QMS SharePoint site at the following link:

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https://qualtrax.usace.army.mil/Default.aspx?ID=41027. The guidance for applying for

the CP-12 and Explosive Safety Certificate can be found at the U.S. Combat Readiness

Center website at the following link: https://safety.army.mil/CP-12/Certificate-Programs.

Sustainment. The link to the CE-SOHMS SharePoint site is:

https://team.usace.army.mil/sites/HQ/SO/Pages/Home.aspx. The link to the CESO

portal is: https://asohms.smscx.org/Login.aspx.

The POC is Dr. Carol Fontanese, CESO, 202-761-8691, carol.[email protected].

23. Small Business (Small Business Office).

Mission. USACE Office of Small Business leads the organization to fully utilize small

businesses, to deliver the USACE mission.

Execution.

Commander's intent:

• Purpose: This office supports the Commander's intent and concept of operations

to facilitate continued success in the execution of USACE Small Business

Program. In accordance with the above noted referenced regulations USACE is

to ensure the maximum prime and subcontracting opportunities are available to

small businesses in USACE acquisitions.

• Key Tasks:

o Serve as principal advisor for the USACE Commanders, Deputy Commanders

and Directors on all small business matters.

o Support execution of USACE program while strengthening both the economic

and industrial base through small business prime and subcontract awards.

o Strengthen strategic partnerships with industry and external partners to

build a network of capable small businesses to support the USACE

mission.

o Integrate market research gleaned from outreach events to support market

research teams as early in the process as possible.

o Provide maximum practicable opportunities in acquisitions to small business,

service-disabled veteran- owned business, Historically Underutilized Business

Zone small business, small disadvantaged business, and women-owned

small business concerns. Facilitate a continuously growing industrial base of

capable, and technically qualified small business concerns available to

respond to USACE’s daily, contingency, infrastructure, and natural disaster

missions.

o Improve USACE governance processes and systems by developing strategies

that will maintain USACE's significant support of the small business industrial

base, the Small Business goals and initiatives set forth by the Department of

Army Office of Small Business Programs.

• End State: Division Commanders and Center Directors shall ensure that their

teams "plan for success" by including CESB as part of the multifunctional

planning team early, and in every step of the acquisition process. The capabilities

EC 11-1-115 • 30 September 2022 107

UNCLASSIFIED

of small businesses bring value to our current and future work, thereby,

increasing mission success and enhancing our small business industrial base.

Concept of the operations. Commanders and Directors shall continue to actively

support the Small Business Programs in their Division, Center, District, and Laboratory.

• Division, Center, and District SBPs shall be included in acquisition planning,

project acquisition strategy board meetings and year- end meetings.

• Small Business Coordination Records (DD Form 2579) shall be processed and

coordinated with SBPs in accordance with the DFARS and its Supplements.

• No less than two times per year, and more frequently, if needed, the SBPs shall

offer small business training to their respective contracting office, and anyone

involved in the acquisition process.

• The SBP shall report to their Commander or Director no less than quarterly at

each Division, Center, District, and Laboratory, to keep Commanders abreast of

the small business achievements and challenges.

• The SBP shall ensure that their Division, Center, District, or Regional

Contracting Chiefs receive information monthly on small business initiatives

and involvement throughout the acquisition process.

Tasks to Subordinate Units.

• Division, Center, District, and Laboratory: Small business concerns shall be

afforded equitable opportunities to compete for all contracts they can perform

consistent with their respective missions. Each Division, Center, District, and

Laboratory is required to submit unclassified requirements they plan to award over

the next three fiscal years, regardless of acquisition strategy or business type, to

their respective Military/Civil Works and Resource Management organizations. In

turn, the Military/Civil Works and Resource Management will provide a copy

annually to CESB. Subordinate units will forecast performance annually, update

on a quarterly basis, and track outcomes against the plan. Acquisition forecasts

for the next fiscal year shall be provided to CESB NLT 30 June, ATTN: CESB. The

implementation of forecasting requires a team approach across the enterprise.

Further guidance for implementing the process will be provided by CESB.

• Tasks to HQ Offices and Directorates: Military Programs shall extend an

invitation to Associate Director of the CESB to attend any acquisition planning or

market research meetings.

Coordinating Instructions. Program implementation is dependent on, and thus

concurrent with, program planning and acquisition planning milestones, and typical

coordination methods shall be used.

Subordinate Organizations:

• HQ CESB Associate Director: E[email protected]

• HQ CESB Deputy Director: Valerie.B.Oliver@usace.army.mil

• NWD: Christopher.P.Harper@usace.army.mil

• POD: Joan.F.Kaimikaua@usace.army.mil

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• SAD: Antwinette.L.Goodman-Cooper@usace.army.mil

• NAD: [email protected]

• SPD: Jack.A.May@usace.army.mil

• SWD: Melea.Crouse@usace.army.mil

• LRD: Bonita.M.Carroll@usace.army.mil

• MVD: Marlan.A.Snodgrass@usace.army.mil

• CENTERS: Elizabeth.M.White.@usace.army.mil

Liaison Requirements. Electronic coordination will be used to the maximum extent

possible. Where original signatures are required, scanned copies may be used for

coordination purposes. In some cases, original signatures may be required by the

Office of Counsel or the Senior Contracting Official.

The POC is Ms. Elizabeth Walker, Associate Director, CESB HQ, (202) 761-8789.

24. Paragraph References

24.1. Stakeholders Satisfaction Survey

• Executive Order 13571, April 2011 (Streamlining Service Delivery and Improving

Customer Service)

24.2. Environmental Division

• Policy Alert #17-017, Revision 2, “Grants and Cooperative Agreements Standard

Operating Procedures”.

• ER 200-3-1, “Formerly Used Defense Site (FUDS) Program Policy”.

• Policy, CEMP-CED, 08 JUL 2022, “Re-delegation of Assignment of Mission

Execution Functions Associated with Department of Defense Lead Agent

Responsibilities for the Formerly Used Defense Sites Program”.

• Engineer Pamphlet (EP) 500-1-2, “Emergency Employment of Army and Other

Resources - Field Force Engineering – USACE Support to Full Spectrum

Operations”.

• ER 200-1-4, “Formerly Utilized Sites Remedial Action Program”.

• ER 1110-2-500, “EPA/USACE Superfund Program Funding and Reporting

Requirements”.

• USACE Policy CEMP-CEP, “Defining and Renaming ‘Environmental Support for

Others (ESFO)’ Projects as ‘Interagency and International Service –

Environmental (IIS-E)”.

• ER 1140-1-211, “CEMP-CN Non-Department of Defense Reimbursable

Services”.

• ER 1110-1-8153, “Military Munitions Support Services”.

• ER 415-1-11, “Biddability, Constructability, Operability, Environmental and

Sustainability (BCOES) Reviews”.

• EM 385-1-97 Explosives Safety and Health Requirements Manual.

EC 11-1-115 • 30 September 2022  109  
  UNCLASSIFIED 
   
 
•  Daily Tasking Order (DTO), 21-04-26, CECG Policy, “PFAS Work Acceptance 
Requirements,” APR 2022. 
•  Policy, CEMP/CERM, “Environmental Portfolio Oversight (EPO) Funding,” 
memorandum, DATE TBD. 
•  Operational Order (OPORD) 2012-84, “USACE Implementation of Management 
and Oversight of Army Services Acquisitions”. 
•  CEMP-CE Policy, 2019-02, “Environmental Division Process for Endorsement of 
Command Service Executive (CSE) Validation Proposals for Environmental 
Program Acquisitions”. 
•  OPORD 2013-26, “Implementation of USACE Workload to Workforce Initiative – 
HQUSACE”. 
 
24.3. Installation Readiness Division 
•  AR 420-1, Army Facilities Management, RAR Issue Date: 24 August 2012. 
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN15517_R42
0_1_a dmin_FINAL.pdf. 
•  AR 420-41, Acquisition and Sale of Utilities Services, 03 March 
2015.  
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r420_4
1.pdf. 
•  Unified Facilities Criteria (UFC) – UFC 2-100-01, Installation Master 
Planning, 15 May 2012. 
http://www.wbdg.org/FFC/DOD/UFC/ufc_2_100_01_2012_c1.pdf. 
•  OSD Memorandum, SUBJECT: Standardizing Facility Condition 
Assessments, 13 September 2013, Section No. 1. 
•  OSD Memorandum, SUBJECT: Standardizing Facility Condition 
Assessments, 29 April 2014, Section No. 2. 
•  HQDA EXORD 159-17 ISO Army Sustainment Management System 
(SMS) Implementation and Training. 01 May 2017, Section No. 3. 
•  DA PAM 420-11, Project Definition and Work Classification, 18 March 
2010.  
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN14789_P42
0_11_ admin2_FINAL.pdf. 
•  AR 210-20, Real Property Master Planning for Army Installations, 16 May 
2005.  
https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r210_20.pdf. 
•  Policy Memo, Adherence to Mission Assignments and Alignment of 
Acquisitions with Missions, 20 May 13.  
https://cops.usace.army.mil/sites/IIS/RPP/Policy%20Memo%20May%2020
13%2 0-%20MSC%20Mission%20Assignments.pdf. 
•  USACE IS Webpage: 
https://www.usace.army.mil/Missions/Military- 
Missions/Installation-Support/. 
•  USACE IS Share Point Site Website:  

EC 11-1-115 • 30 September 2022  110  
  UNCLASSIFIED 
   
 
https://team.usace.army.mil/sites/HQ-MP/ISD/default.aspx. 
•  EKO Site:  https://eko.usace.army.mil/usacecop/is/orgs/hqusace_isd/. 
•  Secretary of the Army-Chief of Staff of the Army Memorandum, Facility 
Investment Priorities for the United States Army, 16 September 2020 
•  U.S. Army Materiel Command (AMC) Operations Order (OPORD) 20-186, 
Implementation of the Department of the Army Facility Investment Strategy and 
10-Year Investment Plan, 121717Z June 2020   
•  HQ, U.S. Army (HQDA), Execution Order (EXORD) 273-20, 10-Year Facility 
Investment Planning 
•  Army Facilities Investment Guidance (FIG) Annual Update, Program Objective 
Memorandum 23-27 (POM 23-27), 20 October 2020 (and subsequent POM 
issuances) 
•  USACE (DPM) 2020-05, Military Programs Data Requirements and Minimum 
Data Elements (P2/RMS), 25 September 2020 
•  Daily Tasking Order (DTO) 20-08-12, Director’s Policy Memorandum (DPM) 
2020-04, Military Programs Sustainment, Restoration, and Modernization (SRM) 
Simplified Project Execution Using Risk-Informed Decisions 
•  SRM Data Guidance – Military Programs (MP) specific information on data 
requirements and milestones, DTO 2020-09-29, DPM 2020-05, MP Data 
Requirements & Minimum Data Elements (PROMIS/RMS) 
 
24.4. Interagency and International Services 
24.4.1. Security Assistance P2 Data Requirements 
•  Security Assistance Management Manual (SAMM), DoD 5105.38-M 
(https://samm.dsca.mil/) 
•  Project Management Business Process (PMBP) Manual, 
(https://team.usace.army.mil/sites/HQ/PDT/BusProc/_layouts/15/WopiFrame.asp
x?sourcedoc={DAA9A044-C0C5-40EA-AA6B-
DD93CC1CAA38}&file=PMBP%20Manual%20Formatted%20as%20an%20Engin
eer%20Manual%20or%20EM_18Oct2021FINAL.docx&action=default&DefaultIte
mOpen=1) 
•  ER 1-1-11, Progress, Schedules, and Network Analysis, 
(https://www.publications.usace.army.mil/Portals/76/Publications/EngineerRegula
tions/ER_1-1-11.pdf?ver=2017-09-21-101928-020) 
•  P2 User Guide, 
(https://p2pmbpportaltrain.usace.army.mil/P2UserGuide/index.htm)      
 
24.5. Military Construction. 
24.5.1. Battle Rhythm 
•  FY22 USACE Command Guidance (UCG) located 
https://usace.dps.mil/sites/INTRA-HQ/SitePages/CG.aspx 
•  AAR Library on the MP Director’s Management Review SharePoint Site located 
https://redi-
corps.usace.army.mil/sites/resources/Reporting/DMR/SitePages/Home.aspx?Ro
otFolder=%2Fsites%2Fresources%2FReporting%2FDMR%2FShared%20Docum

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ents%2F21Q4%20AAR&FolderCTID=0x012000976E7A792EC33F4B9344E6209

5AD1D41&View=%7BEEDB522C%2DDF93%2D4CA5%2DA7E8%2D46A941C6

F1DC%7D

• Enterprise Data Warehouse: https://edw.usace.army.mil/

24.5.2. Military Construction-Special Programs

• 10 USC 2851a Supervision of military construction projects

• DoD Directive 4270.5 Military Construction

• AR 420-1 Army Facilities Management

• USACE Command Guidance (UCG) Metrics

24.5.2.1. Army Military Construction Issue Resolution

• AR 420-1 Army Facilities Management

• Memorandum, CEMP-I, Jun 7, 2013, Subject: Criteria for Elevation of Military

Construction (MILCON) Project Issues to HQUSACE and National Program

Proponents.

24.5.2.2. Value Management

• P.L. 111–350(41 USC 1711), Value Engineering, 01 Jul 2011

• OMB Circular A-123 Management's Responsibility for Internal Control, 21 Dec

2004

• OMB Circular A-131 Value Engineering, 26 Dec 2013

• Federal Acquisition Regulation (FAR) Parts 48 & 52

• Dept. of Defense Instruction (DoDI) 4245.14, DoD VE Program, 15 Oct 2018

• Defense Acquisition Guidebook (DAG), n.d.

• AR 5-1, Management of Army Business Operations, 12 Nov 2015

• AR 11-2, Managers’ Internal Control Program, 04 Jan 2010

• ER 11-1-321 (Change 1), Army Programs Value Engineering

• ER 415-1-11, Biddability, Constructability, Operability, Environmental and

Sustainability (BCOES) Reviews, 1 Jan 2013

• Civil Works/Military Programs Policy Notice PN-CW/MP-20-04, Value

Engineering, 28 Oct 2020

• USACE Contracting Policy Alert 20-017: Reminder of USACE Value Engineering

Guidance, Compliance, and Training, 29 Apr 2020

• USACE Acquisition Instruction

• FY23 USACE Command Guidance (UCG) Metrics

24.5.2.3. Centrally Funded Planning Charrettes for Army Military Construction

• DA PAM 420-1-2 Army Military Construction and Non-Appropriated Funded

Construction Program Development and Execution

24.5.2.4. Code 2 PDR for Military Construction Army

• AR 420-1 Army Facilities Management, date 24 August 2012

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24.5.2.5. Management of MILCON Planning and Design

• FY22 Army Military Construction (MILCON), and Army Family Housing (AFH)

Planning and Design Funds – Planning and Execution Guidance

• Army Regulation (AR) 420-1, Army Facilities Management

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r420_1.pdf

24.5.2.6. After Action Review and Lessons Learned

• ER-5-1-11, U.S Army Corps of Engineers (USACE) Business Process

• MILCON Project Closeout, Enterprise Business Process, October 2007

• HQ USACE, Military Programs, Policy Memorandum, Subject: Interim Guidance

on the Implementation of the Military Missions Lessons Learned (MMLL)

SharePoint Site, 28 Jul 17

24.5.2.7. Congressional Reporting (2851)

• Title 10 US Code, Section 2851 Supervision of Military Construction Projects

http://uscode.house.gov/view.xhtml?path=/prelim@title10/subtitleA/part4/chapter

169/subchapter3&edition=prelim

• Data Analytics and Integration Support Platform

https://dais.osd.mil/DAIS/index.jsp

24.6. Real Estate.

• AR 405-10, Acquisition of Real Estate and Interests Therein

• AR and Pam 415-15, Army Military Construction Program Development and

Execution.

• ER 405-3-10, Planning-Military

• ER 405-1-11, Real Estate-Acquisition

• ER 405-1-16, Relocation Assistance Program

• ER 5-1-11, Management – U.S. Army Corps of Engineers Business Processes.

• CEMP-CR Memorandum, Oct 2015, Subject: Delegation of Authority to Acquire,

Manage, and Dispose of Real Property.

• Quality Management System https://apps.usace.army.mil/sites/QMS/default.aspx

24.6.1. Civil Works

• Memorandum, CECW, 3 May 2018, subject: Improving Efficiency and

Effectiveness in USACE Civil Works Project Delivery (Planning Phase and

Planning Activities)

• ER 405-1-12, Chapter 12, Real Estate Roles, and Responsibilities for Civil Works,

Cost Shared and Full Federal Projects, Change 31, 1 May 1998

• Memorandum, CECW-CP, 8 February 12, Subject: U.S. Army Corps of Engineers

Civil Works Feasibility Study Program Execution and Delivery

• Real Estate Policy Guidance Letter No. 31, 11 Jan 19, Real Estate Support to Civil

Works Planning

• USACE Quality Management System, Real Estate Products and Services-

https://apps.usace.army.mil/sites/QMS/default.aspx

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24.6.2. Department of Defense Joint Recruiting Facilities Program

• DoD Directive 5160.58E, "Recruiting Facilities”, March 6, 2020

• DoD Directive 5101.1, "DoD Executive Agent”, September 3, 2002

• Consolidated Policies and Procedures, DoD Joint Recruiting Facilities Program,

Army Corps of Engineers

• DoD Directive 4165.06, "Real Property”, October 13, 2004

• USACE Quality Management System, Real Estate Products and Services

https://apps.usace.army.mil/sites/QMS/default.aspx

• AR 10-87, Army Commands, Army Service Component Commands, and Direct

Reporting Units

• AR 405-10, Acquisition of Real Property and Interests Therein

24.6.3. Leased Government Housing

• Title 10 U.S.C. Section 2826

• Title 10 U.S.C. Section 2828

• Title 10 U.S.C. Section 2874

• Public Law 105-85, Section 2803

• DOD Directive 4165.63

• AR 405-10

• AR 405-90

• AR 420-1

• COMNAVCRUITCOMINST 11101.1d

• AETC Instruction 32-6001

• USACE Qualtrax System, Real Estate Products and Services

• Enterprise Leased Government Housing (LGH) Program Consolidated Policies

and Procedures (CPP)

24.6.4. Homeowners Assistance Program

• DoD Directive 4165.50E, "Homeowners Assistance Program,” February 7, 2014

• DoD Directive 5101.1, "DoD Executive Agent”, September 3, 2002

• 42 USC § 3374, as amended - Demonstration Cities and Metropolitan

Development Program Miscellaneous Programs

• 32 CFR Part 239, Homeowners Assistance Program

24.6.5. Base Realignment and Closure Disposal Program

• DOD 4165.66M, Base Redevelopment and Realignment Manual

• 32 CFR Part 174, Revitalizing Base Closure Communities and Addressing

Impacts of Realignment

• 32 CFR Part 176, Revitalizing Base Closure Communities and Community

Assistance – Community Redevelopment and Homeless Assistance

• 10 USC 2869, Conveyance of Real Property at Military Installations Closed or

Realigned to Support Military Construction

• AR 405-80, Management of Title and Granting Use of Real Property

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• USACE Quality Management System, Real Estate Products and Services

https://apps.usace.army.mil/sites/QMS/default.aspx

24.6.6. Army Reserve and Air Force Programs

• AR140-483 Army Reserve Land and Facilities Management

• AR405-10 Acquisition of Real Estate and Interests Therein

• AR405-80 Management of Title and Granting Use of Real Property

• AR405-90 Disposal of Real Estate

• Memorandum of Understanding, 21 Dec 04

• Army Reserve Program Mgmt. Plan, 1 Jul 05

• U.S. Army Reserve Program Battle Rhythm, 25 Apr 2010

• Title 10 USC Section 2826

• Title 10 USC Section 2828

• Title 10 USC Section 18240

• DASA (IH&P) Memorandum, 29 Apr 2016

• DOD Instruction 4165. 63

• ER 405-4-1, Army and Air Force Basic Real Estate Agreements

• Memorandum of Understanding between the Air Force and USACE

• US Air Force AETC Instruction 32-6001 series

• USACE Quality Management System, Real Estate Products and Services

https://apps.usace.army.mil/sites/QMS/default.aspx

24.6.7. Department of Defense National Relocation Program

• PL 98-151 (1983)

• Joint Travel Regulations (JTR), Chapter 5

• Defense Management Report Decision (DMRD) 974 in 1993

• DoD National Relocation Program (DNRP) Handbook,

http://www.nab.usace.army.mil/dnrp.aspx

• USACE Qualtrax System, Real Estate Products and Services

24.6.8. Real Property Asset Management

• Public Law 101-576, the “Chief Financial Officer’s Act of 1990”, 15 Nov 1990, as

amended by, Public Law 103-256, the “Federal Financial Management Act of

1994”, 31 Dec 1994

• Public Buildings, Property, and Works Act of 2002, as amended, (40 U.S.C. §

101, et seq.) (formerly known as the Federal Property and Administrative

Services Act)

• Achieving Green in Federal Real Property Asset Management: President’s

Management Agenda, “Federal Real Property Asset Management Program

Initiative”, Feb 2004

• Executive Order 13327, “Federal Real Property Asset Management”, 4 Feb 2004

• U.S. Army Corps of Engineers Civil Works Asset Management Program

Management Plan FY20, 5 Feb 2020

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• Office of Management and Budget, Management Procedures Memorandum No.

2014-02, received 14 Apr 2014, Subject: Data Driven Improvement to Real

Property Management

• Office of Management and Budget, Management Procedures Memorandum NO.

2015-01, dated 25 Mar 2015, Subject: Implementation of OMB Memorandum M-

12-12 Section 3: Reduce the Footprint

• Department of Defense, Real Property Efficiency Plan, Reduce the Footprint

Policy Implementation Update, 28 October 2016

• Army Regulation 405-45, Real Property Inventory Management

• FRAGO 1 Army Audit Executive Order (EXORD 026-18 (Army Auditability Plan)),

5 Feb 2019

• U.S. Army Corps of Engineers, Civil Works, Real Property Efficiency Plan, FY

2020-FY 2024, Version 9.1, dated 22 July 2019

• Civil Works Director’s Policy Memorandum FY2019, Subject: Lifecycle Portfolio

Management for Civil Works Assets, 5 Dec 2019

• Federal Real Property Council’s Annual “Guidance for Real Property Inventory

Reporting”

• USACE Qualtrax System, Real Estate Products and Services

24.7. Acquisition, Procurement and Contracting (Contracting Office)

• Federal Acquisition Regulation (FAR)

• Defense Federal Acquisition Regulation Supplement (DFARS)

• Army Federal Acquisition Regulation Supplement (AFARS)

• USACE Acquisition Instruction (UAI)

24.8. Intelligence (G2 Office)

• AR 381-10, U.S. Army Intelligence Activities

• AR 380-11, Intelligence Support to Capability Development

• AR 381-12, Threat Awareness and Reporting Program (TARP)

• Joint Publication 3.0, Joint Operations

• FM 34-8-2, Intelligence Officer’s Handbook

• AR 525-13, Antiterrorism

• Commander’s Priority Intelligence Requirements

24.9. Communication (Public Affairs Office)

• AR 360-1, The Army Public Affairs Program, last revision 8 Oct 2020

• ER 360-1-1, Public Affairs, 31 Oct 2013

• ER 25-1-99, Management and Use of the Corps Web, 30 Jul 1999

24.10. Research and Development (Research and Development Office)

• (U) 2019 Army Modernization Strategy: Investing in the Future.

24.11. Safety and Occupation Health (Safety Office)

• (U) Department of Defense Instruction (DoDI) 6055.01,DoD Safety and Occupational

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Health (SOH) Program.

• (U) Army Regulation (AR) 385-10, The Army Safety Program, 24 February 2017.

• (U) Army and Engineer Safety Regulations.

• (U) USACE Commander’s Safety Policy.

• (U) USACE Enterprise Level Business Standard for Corps of Engineers Safety and

Occupational Health Management System (CE-SOHMS), Document Number 16009,

17 July 2017.

• (U) EM 385-1-1, USACE Safety and Health Requirements Manual, 30 November 2014.

• (U) EM 385-1-97, Explosives Safety and Health Requirements Manual, 17 May 2013.

• (U) ER 5-1-11, USACE Business Process, Safety and Occupational Health Plan, 31

July 2018.

• (U) FAR Clause 52.236-13, Accident Prevention.

• (U) Unified Facilities Guide Specification (UFGS), Section 01 35 26, Government Safety

Requirements, November 2015.

24.12. Small Business (Small Business Office)

• Small Business Act (P.L. 85-536) 15 U.S.C. 631 et seq

• Federal Acquisition Regulation Part 19

• Department of Defense Federal Acquisition Regulation Supplement Part 219

• Army Federal Acquisition Regulation Supplement Part 5119

• Department of Defense Instructions (DoDI) 4205.01