Presentation on the Corps' budget process as it pertains to the James River Federal Navigation Channel. This presentation was presented by Richard Klein, P.E., at the James River Partnership Meeting XVIII
This document lists Per Jonny Vik's projects from 2002-2007 as an independent engineer. It details that during this period he created various drawings for fishing vessel conversions, hatches for ro-ro/container ships, research and construction vessels. He also worked on projects involving evacuation calculations for ferries and fire/safety plans for several vessels.
Presentation by Eric Labs, CBO’s Senior Analyst for Naval Forces and Weapons, at the 2017 Defense Outlook Forum.
Over the next 30 years, the Navy’s 2017 shipbuilding plan would cost 30 percent more than the service has received historically, CBO estimates. If future Navy shipbuilding budgets are in line with those over the past 30 years, the Navy’s fleet will be about 20 percent smaller in 2046 than under the Navy’s plan. A larger fleet of around 350 ships could cost about 60 percent more per year than average historical shipbuilding budgets.
The document provides an overview of the Army's fiscal situation and challenges in FY13 and beyond due to budget uncertainty. Sequestration would reduce Army funding by $59 billion in FY13, severely impacting readiness. Reductions are being taken while still engaged in conflict and there is no foreseeable end to operations. Historically, force hollowing occurs for 2-6 years after funding downturns begin. Funding at FY00 levels is also insufficient due to increased costs and modernization needs of the current force.
The FY 2015 budget request for the Army aims to balance readiness, end strength, and modernization under tight fiscal constraints. It funds an active duty end strength of 490,000, National Guard end strength of 350,200, and Army Reserve end strength of 202,000. The budget prioritizes funding for military pay and benefits while introducing some risk in areas like equipment and facilities sustainment. It supports force restructuring through measures like accelerated end strength reductions and Brigade Combat Team reorganizations. Overall, the budget facilitates the Army's adaptation to today's uncertain strategic environment while remaining prepared to meet national security requirements.
The FY 2014 USAF budget request supports a smaller force to maintain readiness while modernizing key capabilities. It requests funding for 503,400 total personnel, a decrease from FY 2013. It prioritizes O&M to fund day-to-day operations and sustain a ready force. Procurement focuses on replacing aging aircraft and missiles. MILCON supports new facilities to bed down weapons systems. The budget aims to balance force structure, readiness, and modernization in a constrained fiscal environment.
To provide information about its plans beyond the coming year, the Department of Defense (DoD) generally provides a five-year plan, called the Future Years Defense Program (FYDP), that is associated with the budget it submits to the Congress. Because decisions made in the near term can have consequences for the defense budget in the longer term, CBO regularly examines DoD’s FYDP and projects its budgetary impact for roughly a decade beyond the period covered by the FYDP. For this analysis, CBO used the FYDP that was provided to the Congress in April 2014; it spans fiscal years 2015 to 2019, and CBO’s projections span the years 2015 to 2030.
For fiscal year 2015, DoD requested appropriations totaling $555 billion. Of that amount, $496 billion was for the base budget and $59 billion was for what are termed overseas contingency operations (OCO). The base budget covers programs that constitute the department’s normal activities, such as the development and procurement of weapon systems and the day-to-day operations of the military and civilian workforce. Funding for OCO pays for U.S. involvement in the war in Afghanistan and other nonroutine military activities elsewhere. The FYDP describes DoD’s plans for its normal activities and therefore generally corresponds to the base budget.
DoD’s 2015 plans differ from its 2014 plans in important ways. For example, in an effort to reduce costs, the current FYDP includes sizeable cuts in the number of military personnel, particularly in the Army.
This report summarizes the program plans and funding for each of the major acquisition programs included in the SAR and four additional programs. The Air Force’s Long Range Strike-Bomber (LRS-B), Long Range Standoff Missile (LRSO), and Ground Based Strategic Deterrent (GBSD), the future replacement for the Minuteman III, and the Navy’s Ohio-Class Replacement are not yet reported in the SAR, but enough is known about each program to construct a reasonable cost estimate. These programs are among the largest acquisition programs in DoD’s portfolio, and any discussion of major acquisitions would be incomplete without them. The programs included in this report represent 36 percent of the total acquisition budget in the FY 2016 FYDP. The remaining 64 percent of funding is used for hundreds of smaller acquisition programs not reported in the SAR or other programs too early in development to be included in the SAR.
This document provides information from a meeting of the James River Partnership regarding vessel traffic on the James River. It shows statistics on the number of ship and barge roundtrips on the river from 2008 to the projected numbers for 2013. Ship traffic has declined from 133 roundtrips in 2008 to a projected 61 in 2013. Barge traffic has fluctuated but remains significant, with over 2,000 roundtrips projected for 2013. Key cargos transported include petroleum products, aggregates, chemicals and containers.
This document lists Per Jonny Vik's projects from 2002-2007 as an independent engineer. It details that during this period he created various drawings for fishing vessel conversions, hatches for ro-ro/container ships, research and construction vessels. He also worked on projects involving evacuation calculations for ferries and fire/safety plans for several vessels.
Presentation by Eric Labs, CBO’s Senior Analyst for Naval Forces and Weapons, at the 2017 Defense Outlook Forum.
Over the next 30 years, the Navy’s 2017 shipbuilding plan would cost 30 percent more than the service has received historically, CBO estimates. If future Navy shipbuilding budgets are in line with those over the past 30 years, the Navy’s fleet will be about 20 percent smaller in 2046 than under the Navy’s plan. A larger fleet of around 350 ships could cost about 60 percent more per year than average historical shipbuilding budgets.
The document provides an overview of the Army's fiscal situation and challenges in FY13 and beyond due to budget uncertainty. Sequestration would reduce Army funding by $59 billion in FY13, severely impacting readiness. Reductions are being taken while still engaged in conflict and there is no foreseeable end to operations. Historically, force hollowing occurs for 2-6 years after funding downturns begin. Funding at FY00 levels is also insufficient due to increased costs and modernization needs of the current force.
The FY 2015 budget request for the Army aims to balance readiness, end strength, and modernization under tight fiscal constraints. It funds an active duty end strength of 490,000, National Guard end strength of 350,200, and Army Reserve end strength of 202,000. The budget prioritizes funding for military pay and benefits while introducing some risk in areas like equipment and facilities sustainment. It supports force restructuring through measures like accelerated end strength reductions and Brigade Combat Team reorganizations. Overall, the budget facilitates the Army's adaptation to today's uncertain strategic environment while remaining prepared to meet national security requirements.
The FY 2014 USAF budget request supports a smaller force to maintain readiness while modernizing key capabilities. It requests funding for 503,400 total personnel, a decrease from FY 2013. It prioritizes O&M to fund day-to-day operations and sustain a ready force. Procurement focuses on replacing aging aircraft and missiles. MILCON supports new facilities to bed down weapons systems. The budget aims to balance force structure, readiness, and modernization in a constrained fiscal environment.
To provide information about its plans beyond the coming year, the Department of Defense (DoD) generally provides a five-year plan, called the Future Years Defense Program (FYDP), that is associated with the budget it submits to the Congress. Because decisions made in the near term can have consequences for the defense budget in the longer term, CBO regularly examines DoD’s FYDP and projects its budgetary impact for roughly a decade beyond the period covered by the FYDP. For this analysis, CBO used the FYDP that was provided to the Congress in April 2014; it spans fiscal years 2015 to 2019, and CBO’s projections span the years 2015 to 2030.
For fiscal year 2015, DoD requested appropriations totaling $555 billion. Of that amount, $496 billion was for the base budget and $59 billion was for what are termed overseas contingency operations (OCO). The base budget covers programs that constitute the department’s normal activities, such as the development and procurement of weapon systems and the day-to-day operations of the military and civilian workforce. Funding for OCO pays for U.S. involvement in the war in Afghanistan and other nonroutine military activities elsewhere. The FYDP describes DoD’s plans for its normal activities and therefore generally corresponds to the base budget.
DoD’s 2015 plans differ from its 2014 plans in important ways. For example, in an effort to reduce costs, the current FYDP includes sizeable cuts in the number of military personnel, particularly in the Army.
This report summarizes the program plans and funding for each of the major acquisition programs included in the SAR and four additional programs. The Air Force’s Long Range Strike-Bomber (LRS-B), Long Range Standoff Missile (LRSO), and Ground Based Strategic Deterrent (GBSD), the future replacement for the Minuteman III, and the Navy’s Ohio-Class Replacement are not yet reported in the SAR, but enough is known about each program to construct a reasonable cost estimate. These programs are among the largest acquisition programs in DoD’s portfolio, and any discussion of major acquisitions would be incomplete without them. The programs included in this report represent 36 percent of the total acquisition budget in the FY 2016 FYDP. The remaining 64 percent of funding is used for hundreds of smaller acquisition programs not reported in the SAR or other programs too early in development to be included in the SAR.
This document provides information from a meeting of the James River Partnership regarding vessel traffic on the James River. It shows statistics on the number of ship and barge roundtrips on the river from 2008 to the projected numbers for 2013. Ship traffic has declined from 133 roundtrips in 2008 to a projected 61 in 2013. Barge traffic has fluctuated but remains significant, with over 2,000 roundtrips projected for 2013. Key cargos transported include petroleum products, aggregates, chemicals and containers.
The US Army Corps of Engineers provides infrastructure strategies in Texas, including navigation, inland waterways, hydroelectric power, water supply, regulatory work, recreation, and flood damage reduction projects. Robert Slockbower discusses regional priorities such as improving navigation on the Texas Coast and sustaining federal projects. The document also outlines lessons learned from flood events, opportunities from the Water Resources Reform and Development Act of 2014, and strategies for alternative financing and public communications.
GAO - Surface Ships: Status of the Navy’s Phased Modernization PlanTom "Blad" Lindblad
The Navy originally proposed a Phased Modernization Plan in 2014 that would place 11 cruisers and 3 dock-landing ships into reduced operating status for up to 12 years for maintenance and modernization. However, in 2015 the Navy significantly revised the plan in response to congressional concerns about capacity shortfalls. The revised plan limits the number of cruisers in modernization status at one time to no more than 6, and the time per cruiser to no more than 4 years. The Navy did not consider formal alternatives to the original plan and revised it primarily to address congressional concerns about reduced fleet capacity.
The US Army Corps of Engineers made a decision on February 12th to increase the flow of water from Lake Okeechobee to the Caloosahatchee River to 1,700 cubic feet per second and to the St. Lucie River to 500 cubic feet per second. This was an increase from their previous decision on January 15th to release 1,500 cfs and 300 cfs to the respective rivers. However, current guidelines call for releasing up to 3,000 cfs and 1,170 cfs. The document also includes charts and information on the water levels and management of Lake Okeechobee.
Foulger and Boldog Property Pond January 2021Fairfax County
The Foulger and Boldog property pond project in Fairfax County, VA involved removing 1,700 cubic yards of sediment from an existing pond, installing an aquatic bench and creating a forebay with an earthen berm to improve the pond's functionality. The project is estimated to remove over 6 pounds of phosphorus, 104 pounds of nitrogen and 2,768 pounds of solids from runoff annually. The project team included Thornton Glenn, Bharat Khanal and Brendan Schillo.
This document summarizes information from a periodic scientists conference call held by the US Army Corps of Engineers Jacksonville District regarding water management of Lake Okeechobee and the estuaries. It provides data on current and forecasted precipitation and lake levels, inflows and outflows to the lake, conditions in the Water Conservation Areas, and salinity levels in the St. Lucie and Caloosahatchee estuaries. The document includes graphs and guidance from the Lake Okeechobee Regulation Schedule to help inform water management decisions.
We are here in this world for each other. - Lailah Gifty Akita
The only thing that matters is what you do now, here.
- Arthur M. Jolly
While you are upon the earth, enjoy the good things that are here. - John Selden
- The document is a corporate presentation for Pretium Resources Inc. outlining key details of the high-grade Brucejack gold project in British Columbia, Canada.
- The Brucejack project has proven and probable reserves of 2.9 million tonnes grading 6.9 g/t gold and 279 g/t silver for 0.6 million ounces of contained gold and 26 million ounces of contained silver.
- A feasibility study estimates average annual production of 504,000 ounces of gold over the first eight years of an 18-year mine life at estimated all-in sustaining costs of US$448/ounce and after-tax net present value of US$1.45 billion based on US$1,100
1. Pretium Resources outlines plans for its high-grade underground Brucejack gold project in British Columbia, targeting commercial production in 2017.
2. A 2014 feasibility study indicates average annual production of 504,000 ounces of gold over the first eight years of the project's 18-year mine life from high-grade reserves.
3. Project economics are robust, with a pre-tax NPV of $2.25 billion and IRR of 34.7% at base case metal prices.
1. Pretium Resources outlines plans for its high-grade underground Brucejack gold project in British Columbia, targeting commercial production in 2017.
2. A 2014 feasibility study indicates average annual production of 504,000 ounces of gold over the first eight years of the project's 18-year mine life from high-grade reserves.
3. Project economics are robust, with a pre-tax NPV of $2.25 billion and IRR of 34.7% at base case metal prices.
The weekly report provides updates on Navy Reserve Force initiatives and events. It notes that 128 sites now have WiFi access through a NAVSEA program honoring Chiefs, and that annual IA training is 93% complete for Navy Reserve Force. Upcoming events include retirement ceremonies in Jacksonville and speaking engagements in Des Moines and Iowa. Medical readiness remains high at 90.7% for the Navy Reserve.
The document summarizes a stream restoration project along Paul Spring Branch in Fairfax County, Virginia. The project restored 550 feet of degraded stream channel using natural design techniques, reconnected the channel to its floodplain, stabilized the stream bed and banks with structures, and restored the site with native plants. The project is estimated to reduce nitrogen, phosphorus, and sediment loads to the stream.
The document discusses Kentucky's funding of shortline railroad grants and riverport improvement grants between 2010-2016. For shortline railroad grants, funding amounts ranged from $4 million to $3.2 million with matching requirements of 50/50 or 80/20 depending on the fiscal years. The grants were used for projects like reconstruction, safety improvements, and signaling upgrades. For riverport improvement grants, $500,000 was provided each year between 2013-2016 to fund projects like dredging and dock maintenance. In total, the grants funded over 200 shortline railroad crossing projects and 27 riverport projects across Kentucky.
The document provides an overview of Cypress Energy Partners, L.P., which offers water and environmental services and pipeline inspection and integrity services to energy companies. It notes that increased U.S. oil and gas production is driving greater demand for saltwater disposal and pipeline inspection. Cypress owns saltwater disposal facilities and has a stake in a pipeline inspection business. The document highlights several growth drivers in the company's end markets like increasing production volumes, water usage, and regulatory scrutiny pushing outsourcing of waste services to specialists.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. Key points include:
- High-grade underground gold project with commercial production targeted for 2017.
- Robust economics with after-tax NPV of $1.45 billion and IRR of 28.5% at $1,100/oz gold price.
- Reserves of 6.9 million ounces of gold and 26 million ounces of silver in the Valley of the Kings and West Zone deposits.
- Fully financed $540 million construction package provides over 70% of estimated $746 million in capital costs.
- Project is fully permitted and engineering is 55% complete with long lead equipment procurement underway.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. Key points include:
- High-grade underground gold project with commercial production targeted for 2017.
- Robust economics with after-tax NPV of $1.45 billion and IRR of 28.5% at $1,100/oz gold price.
- Reserves of 6.9 million ounces of gold and 26 million ounces of silver with average annual production of 404,000 ounces over 18-year mine life.
- $746 million construction financing package covers over 70% of estimated capital costs.
- Project is fully permitted and engineering is 55% complete with long lead items in procurement.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. It details high-grade gold reserves at the project, robust project economics, planned production levels over an 18-year mine life, and a recently announced $540 million construction financing package including a $350 million loan facility and $150 million precious metals stream. The financing funds over 70% of the estimated $746.7 million capital costs for the project and allows commercial production to begin targeting 2017.
The PPBE process involves 4 concurrent and overlapping phases: Planning establishes long-term strategic priorities, Programming translates priorities into programs within budget constraints, Budgeting prices programs and develops the budget submission, and Execution monitors program spending. The process links strategic vision to resource allocation and ensures programs balance capabilities with available funds.
Information for Cuyahoga County applicants to the State Infrastructure Programs
This presentation was shown at workshops on July 23 and 24, 2018.
http://www.countyplanning.us/services/grant-programs/infrastructure-programs/
The document discusses the status of the Vermont Yankee Nuclear Power Station, which ceased operations at the end of 2014. It summarizes that the plant operated safely in its final years and that Entergy negotiated a settlement with Vermont. It outlines plans for spent fuel management, site restoration activities, and reducing staffing levels as the plant transitions to SAFSTOR.
The US Army Corps of Engineers provided an update on environmental and munitions investigations at the former Nansemond Ordnance Depot TNT Source Area 1 site. Geophysical surveys identified over 3,500 anomalies, with a high concentration in one 0.4 acre area. The contractor will intrusively investigate anomalies to identify any subsurface munitions for proper disposal. Upcoming reports will provide further details on the extent of groundwater and soil contamination and recommendations based on data gap investigations and a feasibility study currently underway.
The US Army Corps of Engineers provides infrastructure strategies in Texas, including navigation, inland waterways, hydroelectric power, water supply, regulatory work, recreation, and flood damage reduction projects. Robert Slockbower discusses regional priorities such as improving navigation on the Texas Coast and sustaining federal projects. The document also outlines lessons learned from flood events, opportunities from the Water Resources Reform and Development Act of 2014, and strategies for alternative financing and public communications.
GAO - Surface Ships: Status of the Navy’s Phased Modernization PlanTom "Blad" Lindblad
The Navy originally proposed a Phased Modernization Plan in 2014 that would place 11 cruisers and 3 dock-landing ships into reduced operating status for up to 12 years for maintenance and modernization. However, in 2015 the Navy significantly revised the plan in response to congressional concerns about capacity shortfalls. The revised plan limits the number of cruisers in modernization status at one time to no more than 6, and the time per cruiser to no more than 4 years. The Navy did not consider formal alternatives to the original plan and revised it primarily to address congressional concerns about reduced fleet capacity.
The US Army Corps of Engineers made a decision on February 12th to increase the flow of water from Lake Okeechobee to the Caloosahatchee River to 1,700 cubic feet per second and to the St. Lucie River to 500 cubic feet per second. This was an increase from their previous decision on January 15th to release 1,500 cfs and 300 cfs to the respective rivers. However, current guidelines call for releasing up to 3,000 cfs and 1,170 cfs. The document also includes charts and information on the water levels and management of Lake Okeechobee.
Foulger and Boldog Property Pond January 2021Fairfax County
The Foulger and Boldog property pond project in Fairfax County, VA involved removing 1,700 cubic yards of sediment from an existing pond, installing an aquatic bench and creating a forebay with an earthen berm to improve the pond's functionality. The project is estimated to remove over 6 pounds of phosphorus, 104 pounds of nitrogen and 2,768 pounds of solids from runoff annually. The project team included Thornton Glenn, Bharat Khanal and Brendan Schillo.
This document summarizes information from a periodic scientists conference call held by the US Army Corps of Engineers Jacksonville District regarding water management of Lake Okeechobee and the estuaries. It provides data on current and forecasted precipitation and lake levels, inflows and outflows to the lake, conditions in the Water Conservation Areas, and salinity levels in the St. Lucie and Caloosahatchee estuaries. The document includes graphs and guidance from the Lake Okeechobee Regulation Schedule to help inform water management decisions.
We are here in this world for each other. - Lailah Gifty Akita
The only thing that matters is what you do now, here.
- Arthur M. Jolly
While you are upon the earth, enjoy the good things that are here. - John Selden
- The document is a corporate presentation for Pretium Resources Inc. outlining key details of the high-grade Brucejack gold project in British Columbia, Canada.
- The Brucejack project has proven and probable reserves of 2.9 million tonnes grading 6.9 g/t gold and 279 g/t silver for 0.6 million ounces of contained gold and 26 million ounces of contained silver.
- A feasibility study estimates average annual production of 504,000 ounces of gold over the first eight years of an 18-year mine life at estimated all-in sustaining costs of US$448/ounce and after-tax net present value of US$1.45 billion based on US$1,100
1. Pretium Resources outlines plans for its high-grade underground Brucejack gold project in British Columbia, targeting commercial production in 2017.
2. A 2014 feasibility study indicates average annual production of 504,000 ounces of gold over the first eight years of the project's 18-year mine life from high-grade reserves.
3. Project economics are robust, with a pre-tax NPV of $2.25 billion and IRR of 34.7% at base case metal prices.
1. Pretium Resources outlines plans for its high-grade underground Brucejack gold project in British Columbia, targeting commercial production in 2017.
2. A 2014 feasibility study indicates average annual production of 504,000 ounces of gold over the first eight years of the project's 18-year mine life from high-grade reserves.
3. Project economics are robust, with a pre-tax NPV of $2.25 billion and IRR of 34.7% at base case metal prices.
The weekly report provides updates on Navy Reserve Force initiatives and events. It notes that 128 sites now have WiFi access through a NAVSEA program honoring Chiefs, and that annual IA training is 93% complete for Navy Reserve Force. Upcoming events include retirement ceremonies in Jacksonville and speaking engagements in Des Moines and Iowa. Medical readiness remains high at 90.7% for the Navy Reserve.
The document summarizes a stream restoration project along Paul Spring Branch in Fairfax County, Virginia. The project restored 550 feet of degraded stream channel using natural design techniques, reconnected the channel to its floodplain, stabilized the stream bed and banks with structures, and restored the site with native plants. The project is estimated to reduce nitrogen, phosphorus, and sediment loads to the stream.
The document discusses Kentucky's funding of shortline railroad grants and riverport improvement grants between 2010-2016. For shortline railroad grants, funding amounts ranged from $4 million to $3.2 million with matching requirements of 50/50 or 80/20 depending on the fiscal years. The grants were used for projects like reconstruction, safety improvements, and signaling upgrades. For riverport improvement grants, $500,000 was provided each year between 2013-2016 to fund projects like dredging and dock maintenance. In total, the grants funded over 200 shortline railroad crossing projects and 27 riverport projects across Kentucky.
The document provides an overview of Cypress Energy Partners, L.P., which offers water and environmental services and pipeline inspection and integrity services to energy companies. It notes that increased U.S. oil and gas production is driving greater demand for saltwater disposal and pipeline inspection. Cypress owns saltwater disposal facilities and has a stake in a pipeline inspection business. The document highlights several growth drivers in the company's end markets like increasing production volumes, water usage, and regulatory scrutiny pushing outsourcing of waste services to specialists.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. Key points include:
- High-grade underground gold project with commercial production targeted for 2017.
- Robust economics with after-tax NPV of $1.45 billion and IRR of 28.5% at $1,100/oz gold price.
- Reserves of 6.9 million ounces of gold and 26 million ounces of silver in the Valley of the Kings and West Zone deposits.
- Fully financed $540 million construction package provides over 70% of estimated $746 million in capital costs.
- Project is fully permitted and engineering is 55% complete with long lead equipment procurement underway.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. Key points include:
- High-grade underground gold project with commercial production targeted for 2017.
- Robust economics with after-tax NPV of $1.45 billion and IRR of 28.5% at $1,100/oz gold price.
- Reserves of 6.9 million ounces of gold and 26 million ounces of silver with average annual production of 404,000 ounces over 18-year mine life.
- $746 million construction financing package covers over 70% of estimated capital costs.
- Project is fully permitted and engineering is 55% complete with long lead items in procurement.
The document provides an overview of the Brucejack gold project located in British Columbia, Canada. It details high-grade gold reserves at the project, robust project economics, planned production levels over an 18-year mine life, and a recently announced $540 million construction financing package including a $350 million loan facility and $150 million precious metals stream. The financing funds over 70% of the estimated $746.7 million capital costs for the project and allows commercial production to begin targeting 2017.
The PPBE process involves 4 concurrent and overlapping phases: Planning establishes long-term strategic priorities, Programming translates priorities into programs within budget constraints, Budgeting prices programs and develops the budget submission, and Execution monitors program spending. The process links strategic vision to resource allocation and ensures programs balance capabilities with available funds.
Information for Cuyahoga County applicants to the State Infrastructure Programs
This presentation was shown at workshops on July 23 and 24, 2018.
http://www.countyplanning.us/services/grant-programs/infrastructure-programs/
The document discusses the status of the Vermont Yankee Nuclear Power Station, which ceased operations at the end of 2014. It summarizes that the plant operated safely in its final years and that Entergy negotiated a settlement with Vermont. It outlines plans for spent fuel management, site restoration activities, and reducing staffing levels as the plant transitions to SAFSTOR.
Similar to Corps Budget Process for the James River (20)
The US Army Corps of Engineers provided an update on environmental and munitions investigations at the former Nansemond Ordnance Depot TNT Source Area 1 site. Geophysical surveys identified over 3,500 anomalies, with a high concentration in one 0.4 acre area. The contractor will intrusively investigate anomalies to identify any subsurface munitions for proper disposal. Upcoming reports will provide further details on the extent of groundwater and soil contamination and recommendations based on data gap investigations and a feasibility study currently underway.
This document provides tips and considerations for successfully navigating the hiring process, including resume preparation, interview preparation, and interview tips. Key points include:
1) The hiring process is competitive and the panel's goal is to select the best qualified candidate. Interview preparation includes researching the job and organization.
2) Resumes should be tailored to the specific job and highlight relevant qualifications, skills, and experience. References should be included.
3) Interviews start before entering the room - anticipate questions, develop answers, and practice responses. Focus on conveying why the panel should select you over other candidates. Bring notes highlighting key selling points.
4) During the interview, make eye contact, show enthusiasm,
Vessel Traffic Update on the James River in Virginia for the 2014 James River Partnership Meeting, Presented by David Host, Chairman and CEO of T. Parker Host, Inc.
The document provides an overview of Honeywell's Hopewell, Virginia plant and its environmental performance. It describes the plant's history and products, including its position as the world's largest producer of caprolactam and ammonium sulfate. The plant ships over 900,000 tons of ammonium sulfate annually via its pier on the James River. It also discusses projects undertaken to reduce nutrient pollution to the river by over 85% while increasing production. The document highlights the plant's certified wildlife habitat and efforts to prevent water pollution and eliminate hydraulic oil from its loading equipment.
This document provides information from the Norfolk District of the US Army Corps of Engineers, including:
1) Greetings from Colonel Paul B. Olsen, the district commander, and Lieutenant Colonel Rob Haupt.
2) Recognition of employees who received achievement awards for their work.
3) A graph showing the district's workload and number of full-time employees from FY12 to FY14.
More from Norfolk District, U.S. Army Corps of Engineers (8)
1. US Army Corps of Engineers
BUILDING STRONG®
U.S. Army Corps of Engineers Norfolk District
Corps Budget Process,
James River, Virginia
Richard Klein, P.E.
Programs and Civil Works Branch July 18, 2014
3. BUILDING STRONG®
HQ Provides Budget Guidance ( Mar )
HQ Review & Approval
( May -Jun )
Budget Presented to Sec. Army (Jul - Aug )
OMB Passback
( Nov )
Budget Submitted to OMB ( Sep )
President’s Budget to Congress ( Feb )
Field Offices Develop
Program Requirements
( Mar - Apr )
Appropriations Bills
( Jul - Sep )
President Signs Approp. Bill
( Sep - Oct )
OMB Provides Budget Guidance ( Jan )
Funding Alloc. To Field Offices ( Oct - Dec )
Budget Resolutions
4. 4 BUILDING STRONG®
Budget Status
•
FY 2014: President’s Budget released April 2013; Continuing Resolutions through 15 January 2014; the FY2014 Omnibus Bill became Public Law No. 113-76 on 17 January 2014. FY14 funding provided via Work Plan.
•
FY 2015: President’s Budget released 4 March 2014. Energy & Water Development Appropriations Bill, 2015 (H.R. 4923) passed the House 253-170 on 10 July 2014.
•
FY 2016: Budget Guidance (EC) issued March 2014; Budget development in progress.
5. 5 BUILDING STRONG®
New for FY 2014
Water Resources Reform and Development Act of 2014, enacted 11 June 2014 as P.L. No. 113-121
- Increases funding from the Harbor Maintenance Trust Fund (Sec. 2101)
- Criteria for use of the funds (Sec. 2102)
- Assessment of Harbors and Inland Harbors (Sec. 2102)
6. BUILDING STRONG®
Budget Prioritization Factors
Operations and Maintenance (O&M)
►Essential O&M Infrastructure
•Lock, dams, bridges
►Risk & Reliability
•Navigation safety
►Commercial waterborne traffic
•Tonnages – James River 5-yr average = 2.9 mil
►Other Considerations: Dam Safety, Public Safety, Critical Harbor of Refuge, Subsistence Harbor, National Security, etc.
7. 7 BUILDING STRONG®
Norfolk District O&M Funding
FY 13 President’s Budget $23.5 M
FY 13 Allocation $21.9M
FY 13 Supplemental Allocation $24.8M
FY 14 President’s Budget $26.6 M
FY 14 Allocation $26.3M
FY 15 President’s Budget $27.8M
FY 15 Final or Work Plan TBD
8. 8 BUILDING STRONG®
Key Takeaways
Action on FY 2015 Budget is with the Congress
Changes coming from the 2014 WRRDA yet to be implemented
Watershed-based Budgeting proposed for FY 2017 implementation
9. BUILDING STRONG®
Questions/Comments?
Contact Information:
USACE, Norfolk District Chief, Programs and Civil Works Branch Richard Klein (757) 201-7243 Richard.L.Klein@usace.army.mil