AGC-NAVFAC
Annual Meeting
Washington, D.C.
RADM Kate Gregory, CEC, USN
Commander, Naval Facilities Engineering Command
12 May 2015
Worldwide Facilities Engineering Expertise
Realignment of NAVFAC MW completed in FY14
2
Commander’s Focus Areas
Long Term Shore
Infrastructure
Business
Operations
• Baseline assessment
• Future needs/requirements
• Investment plan
•
•
•
•
Indicators
Efficient processes
Measure & monitor risk
Proactively manage the business
Long Term
Look at
Organization and mission
Infrastructure
Backbone plan
Energy
•
•
• Energy savings & security; ROI
Culture
• People and accountability
• Business and technical competence
• Mission/outcome focused
Enabling the
Warfighter
Supporting the Warfighter Today and Tomorrow
3
NAVFAC Program of Record
18.0
Programs Since 2005
GOJ GUAM
ERN
15.0
MILCON
(DOD)
- GoJ Guam
- USMC Guam
- USMC GTF
- IVAN/ KATRINA
MPN/RPN
MC GUAM
12.0
$ BILLIONS
- OCO
ARRA
KATRINA
OCO
IVAN
- ARRA
BRAC
MC GTF
MILCON (MC)
MILCON (NAVY)
9.0
NAVY OTH
DOD OTH
6.0
NWCF
3.0
BOS/SRM
0.0
FY
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
4
Safety Program Update
• 4 fatalities thus far in FY15 compared to 2 in FY14
– Chief’s 8 Jan 2015 letter to AGC promoting a shared
commitment for safety within AGC membership
• Our partnership in accountability and recognition, clear
and consistent direction, and near miss reporting will
deliver our mutually desired results
• Our sub-contractor selection initiative needs your
feedback and support to be successful
• EM-385-1-1 training and education tools – Summer 2015
5
Cost and Schedule Performance
• Cost
o
o
o
o
Industry starting to turn the corner
Generous bid climate, budget marks catching up
Huge re-programmings
Cost estimating
• Schedule
o
o
o
Mining our data
Not meeting planned delivery dates (beneficial occupancy)
Impact to Supported Commanders
• Productivity
o
o
o
Streamlined modifications < $150K
Consolidating modifications (reduced contract actions)
Electronic tools (BIM, eCMS, etc.)
6
Post-Award Cost and Schedule Performance
• Status – All Projects
COST
FY14
Growth
Initial
FY14
SCHEDULE
Growth
Initial
$
$647M (14.6%)
$4.4B
Ave. # Days
104 (65.8%)
158
# Contracts
1,132 (29.9%)
3,786
# Contracts
1,947 (51.4%)
3,786
COST
FY15
FY15
to date
Growth
$
$157M (10.5%)
$1.5B
Ave. # Days
79 (46.0%)
173
512 (26.6%)
1,925
# Contracts
986 (51.2%)
1,925
# Contracts
Initial
SCHEDULE
to date
Growth
Initial
• Challenges
o
o
o
Minimize cost and schedule growth
Cost estimating
Schedule estimating
7
CNIC Special Project Program Improvements
P rogra m V a lue
($ M)
Cumulative Program Obligation ($)
$ 1,0 0 0
Selected
projects
for EOY
$ 800
80%
$ 600
Selected
projects
matching
expected
budget
Planning
efforts
(site studies,
NEPA)
Design
efforts
$ 400
FY16
FY15
FY14
50%
50%
50%
20%
$ 200
$0
FY-3
FY-2
FY-1
Oct
Nov
D ec
Jan
F eb
M ar
A pr
M ay
J un
J ul
A ug
Sep
FY+0
Other Pre-Award Milestones Managed/Tracked:
• Design Start
• Design Release (completed)
• Authority to Advertise (funding commitment)
• Request for Proposal (RFP) Issued
• Bid/Proposal Received
6 April 2015
8
Partnering
• Construction partnering
o
o
Formal > $15M
Informal ≤ $15M
• Other partnering opportunities/Industry Forums
o
o
o
o
o
o
Cyber security of ICS
Extending airfield pavement life
Lower maintenance HVAC designs
Improved lighting technologies
Energy storage solutions
Innovative construction methods
• Reasons to partner
o
o
o
Operating in a global, rapidly changing environment
Financial climate, economic pressures
Increased emphasis on KTR responsibility for safety and quality
9
Energy
• Navy Shore Energy is a major focus
o
o
o
Compliance - guiding principles
Redundancy, resiliency, reliability, sustainability
Cyber security
• Planned investments for FY15
Navy
o
o
o
o
o
o
o
Facility & Security Audits
$ 23M
Energy Management
$ 19M
Project Planning and Studies
$ 7M
FSRM (Energy RM)
$110M
Utility Infrastructure and Controls $ 51M
Smart Analytics and PSNET
$ 9M
RDT&E
$ 7M
TOTAL
$226M
Other
o eMILCON
o ESPC/UESC
o ECIP
$ 47M
$480M
$ 44M
Marine Corps
o Capital invest (heat/cool/light )
o Program Management
- Support for REWAC/Ethos/ICS
- Energy Audits
- ESPC
$36M
$ 9M
____________________________________
TOTAL
$ 45M
Other
o O&MMCR
$ 5M
10
Wrap-Up
Our Common Purpose
To safely build durable, sustainable, and cost-effective
facilities that enable the Navy’s mission
•
•
•
•
•
Enhance competition and promote small business
Improve acquisition, design, and construction processes
Effectively manage safety, quality, and environmental programs
Ensure strict adherence to construction cost and schedule
Partner with industry and incorporate technology
Fleet
Fighter
Family
11
Questions?
• Learn more about NAVFAC …
1. Visit our webpage @ navfac.navy.mil
2. Go to “NAVFAC WORLDWIDE” Tab
3. Select desired NAVFAC component
4. Go to “Contact Us”
12
BACK-UP
13
Product Delivery Across Facilities Life Cycle
Plan
Design
Build
Cost
•
•
•
•
•
Better Buying Power 3.0
Use of Lowest Price Technically Acceptable (LPTA)
Limit discretionary mods (CREQ Policy)
High Performance and Sustainable Building Criteria
Innovative Financing (Power Purchase Agreements)
Schedule
•
•
•
•
•
Discourage mods after 75% WIP complete
Updated UFGS (KTR Time Impact Analysis)
Use of schedule experts to review time extensions
AE IDIQ Scheduling Expertise
Post-Award Monitoring and On-Time Index (OTI)
Productivity
•
•
•
•
•
SAFETY and Quality
Partnering Process
“Ultra Lean” Process for Mods ≤ $150K (COAR)
Building Information Management (BIM)
Electronic Construction Management System (eCMS)
O&M/SRM
Dispose
Mission
14
Guam Defense Policy Review Initiative Update
• U.S. and Japan Remain Committed
• Bilateral adjustments (April 2012) require SEIS
• SEIS Record of Decision anticipated in 2015
• FY15 NDAA capped Guam funding at $8.7B
• Over $540M of construction awarded to date
Contract Activity Information:
http://www.navfac.navy.mil/navfac_worldwide/pa
cific/about_us/guam_realignment.html
https://www.neco.navy.mil
http://www.fbo.gov
http://www.navfac.navy.mil/products_and_servic
es/sb/opportunities/forecasts_opportunities.html
15
Safety Program Update
Days Away, Restricted
Duty, or Transferred
(DART) Case Rate
3.0
Bureau of Labor Statistics National Industry DART Rate
2.5
2.0
2.5
2.3
2.1
2.1
1.5
2.2
NAVFAC Contractor DART Rate
1.0
0.5
2.0
0.52
0.0
FY08
0.58
0.58
0.53
0.43
0.40
0.42
FY09
FY10
FY11
FY12
FY13
FY14
0.46
FY15
Contractor Fatalities
7.0
6.0
6
6
5.0
4
4.0
3
3.0
2
2.0
1
1.0
0.0
FY08
4
FY09
FY10
FY11
FY12
FY13
FY14
FY15
16
17
Desired Cumulative Preparation
FY-3
FY -2
FY -1
FY +0
FY +1
Award
Award
Award
Award
Award
Design FY-2
Design FY-1
Design FY+0
Design FY+1
Design FY+2
Planning FY-1
Planning FY+0
Planning FY+1
Planning FY+2
Planning FY+3
Development
FY+0
Development FY+1
Development FY+2
Development FY+3
Development
FY+4
• Each year should have efforts underway for multiple years of projects
• Process is disrupted by
• emergent/urgent projects,
• program increases, and
• planning/design funding limitations
18
Chief Engineer Update
AGC-NAVFAC Meeting
12 May 2015
Joseph E. Gott, P.E.
Chief Engineer, and
Director, Capital Improvements
NAVFAC Organization Structure
NAVFAC HQ
Washington, D.C.
Navy Crane
Center
Norfolk, VA
NAVFAC Atlantic
Norfolk, VA
Business Lines:
• Capital Improvements
NAVFAC Engineering
and Expeditionary
Warfare Center
Port Hueneme, CA
Globally and Regionally Aligned
• Public Works
• Environmental
• Contingency Engineering
• Asset Management
Program Office:
• Naval Expeditionary
Program Office
We are the Navy’s facilities engineering professionals.
Fleet, Fighter and Family focused; innovative; surge enabled;
ever faster; and committed to continuous cost reduction.
NAVFAC Pacific
Pearl Harbor, HI
NAVFAC Mid-Atlantic
Norfolk, VA
NAVFAC Hawaii
Pearl Harbor, HI
NAVFAC Washington
D.C.
NAVFAC Marianas
Guam
NAVFAC Southwest
San Diego, CA
NAVFAC Far East
Yokosuka, Japan
NAVFAC Northwest
Silverdale, WA
NAVFAC Europe,
Africa & SW Asia
Naples, Italy
NAVFAC Southeast
Jacksonville, FL
NAVFAC Atlantic and
Pacific Commanders
are dual-hatted as
Fleet Engineers
Facilities Engineering
Commanders are
dual-hatted as
Regional Engineers
20
Recent DON MILCON Budget History
• BLUF: Budget uncertainty impacting project planning and
execution
• FY14
– PB14 submit = $1,733M
– Appropriation = $1,659M
• FY15
– Prior Year carryover = $1,125M
– PB15 submit = $1,070M
– Appropriation = $1,136M
• FY16
– PB16 submit = $1,705M
– 50% increase (SRM increased 30%)
Makes progress towards a more sustainable investment profile
Continuation at PB15 levels would lead to rapid deterioration of shore readiness
21
FY16 Department of Navy PresBud Submit
MILCON Highlights
•FY16 MCON Request $1.705B
FY16
MCON
MCNR
USN
$ 972M
$14M
$ 986M
58%
USMC $ 697M
$22M
$ 719M
42%
$1,669M
$36M
$1,705M
– 58% Blue Navy, 42% USMC
Total
– 50% higher than FY15 appropriation ($1.136B)
TOTAL
%
•Program focused on targeting investments to provide
maximum readiness in support of current and future
mission requirements:
– Supporting new mission and new system requirements and restationings
– Combatant Commander support
– Recapitalization of shipyards and other critical shore infrastructure
– Utilities infrastructure improvements
– Improve safety, security & environmental compliance posture
– Qualify of life improvements
•FY16 Family Housing Construction $12M
22
FY 16 MILCON Workload
(MCON, MCNR, Family Housing, Defense)
CATEGORY
Maintenance & Production
Unaccompanied Personnel Housing
Land Operational Facilities
Utilities, Land, & Site Improvements
Administrative
Waterfront Operational Facilities
Training Facilities
Community Facilities
Medical Facilities
Other
COMPONENT
Southwest
Mid-Atlantic
Marianas
Southeast
Washington
Europe
Hawaii
Northwest
Far East
% WORKLOAD
18%
10%
25%
13%
3%
3%
15%
1%
6%
6%
% WORKLOAD
15%
28%
12%
7%
5%
14%
13%
3%
3%
23
FY 15 SRM Projects (Navy)
• Planned awards $578M
FEC
EUR
ML
NW
SE
SW
WASH
FE
HI
MAR
TOTAL
No. Projects
13
30
16
36
21
10
22
9
12
169
Amount ($M)
12
217
90
103
75
5
22
25
29
578
Project Types
–BQs
–Dredging
–Building / Facility Repairs
–Energy
–Wharf / Pier / Shipyard Repair
$52M
$29M
$226M
$103M
$168M
24
FY 15 SRM Projects (USMC)
• Planned awards $387M
FEC
EUR
ML
NW
SE
SW
WASH
FE
HI
MAR
TOTAL
No. Projects
0
115
0
9
119
16
30
17
0
306
Amount ($M)
0
110
0
13
138
22
74
30
0
387
Project Types
–Demo
–Energy EIP
$25M
$7M
–Enviro
$1.5M
–Sustainment / Repair
$353M
25
2015 Capital Improvements Initiatives
Cost - Schedule - Productivity
• Acquisition Strategy (use of LPTA and DB delivery)
• Customer-Requested (CREQ) Changes Policy
• Energy and Sustainability
• Unified Facilities Guide Specs (UFGS) for Schedules
• Partnering Process
• Building Information Management
• Electronic Construction Management System
• Ultra-Lean Process for Mods ≤ $150K (COAR)
26
Acquisition Strategy
• Demand Signal – fiscally constrained environment
– Maximize readiness - Shore investments focus on mission and life
cycle cost
– Designers provide the min. facility requirement to meet mission
– Lowest initial cost and meet technical requirements - LPTA
– Sustainability & energy costs must provide lowest Total Ownership
Cost
– Capability and appearance needs to match fiscal climate
• Product Delivery
-
Design-Build remains primary vehicle for DON MILCON (60% goal)
Full plans and specifications (40% goal)
Other MILCON and O&M dependent on project specific requirements
Best Value Source Selection, includes LPTA
27
Customer Requested (CREQ) Changes
Cost - Schedule - Productivity
• Policy applies to all CREQ mods initiated after March 31, 2015
• Requesting activity certify CREQ is “in the best fiduciary
interest”
• Increasing approval levels commensurate with impact to
contracts
• CREQs after 75% construction completion are highly
discouraged
28
Energy & Sustainability
• Building Energy
– ASHRAE 90.1-2010 (Design start after 7/9/2014)
– Energy Technology Matrix
https://portal.navfac.navy.mil/portal/page/portal/ci/energy
• Sustainable Design
– UFC 01-200-02: High Performance and Sustainable Building
Requirements






Integrated design (planning, design, and performance)
Reduce total ownership cost
Greater energy efficiency and water conservation
Energy and water security
Cost effective building-level renewables
Life cycle cost effective components of ASHRAE 189.1
– 3rd party certification to verify performance
29
Scheduling Improvements
• Streamlined UFGS based on project complexity and not dollar
threshold
-
UFGS 01 32 16 - Small Projects Construction Progress
o Allows Primavera P6, Microsoft Project, or Bar Chart
-
UFGS 01 32 17 - Cost-Loaded Network Analysis Schedule
o Submit using Primavera P6 (minimal changes to reflect new P6 version)
• Provides clarity on what needs to be included in Time Impact
Analysis (TIA), including narrative and fragnet format, needed
to justify time extensions
• Established construction scheduling experts at each FEC to
assist with schedule reviews
30
Construction Partnering Process
• NAVFAC streamlined its partnering process in 2011
-
Formal (facilitated): > $15M or high risk, high visibility, technically complex
Informal (partnering tool kit at precon/PAK): ≤ $15M
• Resources
-
NAVFAC Partnering Tool Kit (informal partnering) issued to every FEC
https://totalforcetraining.navfac.navy.mi
l/navfac_partnering/facilitation/default.a
sp
o Training for CMs, facilitation tools (video sessions, templates, charters)
31
BIM - Building Information Management
and Modeling
• NAVFAC Engineering & Construction Bulletin
– Implementation policy and guidance
– Require use of eOMSI & O&M Data specs
– Require FC 1-300-09 N Design Procedures for BIM
Requirements (posted on WBDG)
– Training requirements complete by end of FY15
• Required for all Blue Navy ($ threshold changing in FY16)
– New construction > $1.0M
– Major renovation > $3.0M (or > 50% Plant Replacement Value)
• Phased Implementation
– Contract deliverables to Navy Public Works (FY14/15)
 eOMSI Manuals (Optional for Army, AF, & USMC)
 Facility Data Workbook (FDW)
– BIM modeling requirements (FY16)
32
Electronic Construction Management System (eCMS)
• NAVFAC is aggressively pursuing an eCMS to improve cost, schedule, and
productivity on construction and facilities support contracts
• NAVFAC is looking at software/hosting requirements
- DoN CIO Information Assurance requirements for cyber security
• Project thresholds (Update UFGS 01 31 23 NAVFAC eCMS)
- Greater than $150K: Required
- Less than or equal to $150K: Optional
• NAVFAC recognizes potential impact of KTRs using multiple systems
- Need to minimize the impact
- On-line training available prior to deployment
- Need KTR support to ensure success
• Target deployment in early FY16 (detailed announcement this summer)
33
Ultra Lean Process for Contract Modifications
(Mods) ≤ $150K
• NAVFAC recognized excessive processing times for mods
-
Contract delays, extended overhead
Multiple internal steps, fair and reasonable, anti-deficiency act, etc.
• Pre-Negotiation Objective
• Post-Negotiation Memo
• Reservation of funds
• In early 2000s, NAVFAC developed ultra lean mod process
-
CMs as Contracting Officer’s Authorized Rep (COAR) to negotiate
Detailed government estimate not required at or below SAT (FAR)
Four steps
• Scope/Pricing/PNM – one-stop shopping
• Concise, handwritten PNM format
• May issue RFPs without reservation of funds
• RFP developed in field (if possible)
We need to re-institute our Ultra-Lean Mod Process using COARs
34
Ultra Lean Process for Contract Modifications
(Mods) ≤ $150K
35
MILCON Project Solicitation &
Award Forecast
36
FY15/16 MILCON
Projects
37
FY 15 MCON, MCNR, Family Housing, Defense Projects
Cost
Design
Level
Location/Installation
Description
ANDERSEN GUAM US NAVSUPACT
DPRI-GSE SHOPS AT NORTH RAMP
21,880,000
DB
ANDERSEN GUAM US NAVSUPACT
DPRI-MWSS FACILITIES AT NORTH RAMP
28,771,000
DB
ANDERSEN GUAM US NAVSUPACT
PRTC - COMBAT COMMUNICATIONS INFRASTRUCTURE FAC
4,300,000
DB
ANDERSEN GUAM US NAVSUPACT
GUAM STRIKE FUEL SYSTEMS MAINT HANGAR (INCREMENT 2)
64,000,000
DBB
ANDERSEN GUAM US NAVSUPACT
PRTC SATELLITE FIRE STATION
6,500,000
DB
ANDERSEN GUAM US NAVSUPACT
PRTC - RED HORSE LOGISTICS FACILITY
3,150,000
DB
ANDREWS AFB MD
CONSTRUCT HYDRANT FUEL SYSTEM
18,300,000
DBB
ANNAPOLIS MD NAVSUPPACT
CYBER SECURITY STUDIES BUILDING
120,112,000
DB
BAHRAIN NAVSUPPACT
P-8A HANGAR
27,826,000
DB
BARSTOW CA MCLB
ENGINE DYNAMOMETER FACILITY
14,998,000
DB
BEAUFORT SC MCAS
REPLACE FUEL DISTRIBUTION FACILITIES
40,600,000
DBB
CAMP LEJEUNE NC MCB
LEJEUNE HIGH SCHOOL ADDITION/RENOVATION
41,306,000
DBB
CAMP LEJEUNE NC MCB
SOF INTEL OPS EXPANSION
11,442,000
DBB
CAMP LEMONNIER DJIBOUTI
CONSTRUCT PERIMETER BOUNDARY - CHABELLEY AIRFIELD, DJIBOUTI
7,600,000
DB
CAMP LEMONNIER DJIBOUTI
ENTRY CONTROL POINT
9,923,000
DBB
CAMP PENDLETON CA MCB
SOF COMMUNICATION / ELECTRONICS MAINTENANCE FACILITY
11,841,000
DBB
CHERRY POINT NC MCAS
WATER TREATMENT PLANT REPLACEMENT
41,588,000
DBB
CORONADO SAN DIEGO CA NAVBASE
SOF LOGSU ONE OPERATIONS FACILITY #1
41,740,000
DB
CORONADO SAN DIEGO CA NAVBASE
SOF SUPPORT ACTIVITY OPERATIONS FACILITY #2
28,600,000
DB
FALLON NV NAS
AIR WING TRAINING FACILITY
27,763,000
DB
FALLON NV NAS
FACILITY ALTERATION FOR F-35 TRAINING MISSION
3,499,000
DB
38
FY 15 MCON, MCNR, Family Housing, Defense Projects
Design
Level
Location/Installation
Description
Cost
FALLON NV NAS
SOF TACTICAL GROUND MOBILITY VEHICLE MAINTENANCE FACILITY
20,241,000
DB
GUANTANAMO BAY NAVSTA
CONSOLIDATE/REPLACE W.T. SAMPSON ELEMENTARY-MIDDLE-HIGH SCHOOL
65,190,000
DBB
GUANTANAMO BAY NAVSTA
Medical Facility Complex
11,800,000
DB
GUANTANAMO BAY NAVSTA
REPLACE FUEL TANKS
11,100,000
DBB
GUANTANAMO BAY NAVSTA
Dining Facility
12,000,000
DBB
GULFPORT MS CBC
SOF NAVSCIATTS APPLIED INSTRUCTION FACILITY
10,323,000
DB
GULFPORT MS CBC
SOF LAND ACQUISITION WESTERN MANEUVER AREA
17,224,000
IWAKUNI JA MCAS
WHOLEHOUSE REVITALIZATION MIDRISE 656
15,940,000
DB
IWAKUNI JA MCAS
SECURITY MODS DPRI MC167-T (CVW-5 E2D EA-18G)
6,415,000
DB
JACKSONVILLE FL NAS
P-8A RUNWAY THRESHOLDS AND TAXIWAYS
21,652,000
DBB
JACKSONVILLE FL NAS
MH60 PARKING APRON
8,583,000
DBB
KANEOHE MCB HAWAII
ARMORY ADDITION AND RENOVATION
12,952,000
DB
KANEOHE MCB HAWAII
FACILITY MODIFICATIONS FOR VMU, MWSD AND CH53E
51,182,000
DBB
KANEOHE MCB HAWAII
ROAD & INFRASTRUCTURE IMPROVEMENTS
2,200,000
DB
KINGS BAY GA SUBASE
NUCLEAR POWER OPERATIONAL SUPPORT FACILITY
35,716,000
DBB
KITSAP WA NAVBASE
INTEGRATED WATER TREATMENT SYSTEM DD 1, 2 & 5
16,401,000
DBB
KITSAP WA NAVBASE
EXPLOSIVES HANDLING WHARF #2 - INC 4
83,778,000
DBB
KITSAP WA NAVBASE
TPS PORT ANGELES FORWARD OPERATING LOCATION
20,638,000
DBB
LEMOORE CA NAS
REPLACE FUEL STORAGE AND DISTRIBUTION FACILITIES
52,500,000
DBB
LEMOORE CA NAS
F-35C OPERATIONAL TRAINING FACILITY
22,391,000
DBB
LEMOORE CA NAS
F-35C FACILTIY ADDITION AND MODIFICATION
16,594,000
DBB
39
FY 15 MCON, MCNR, Family Housing, Defense Projects
Design
Level
Location/Installation
Description
Cost
LITTLE CREEK FS VA JNTEXPBASE
EOD CONSOLIDATED OPS AND LOGISTICS FACILITIES
39,274,000
DB
LITTLE CREEK FS VA JNTEXPBASE
QDR SOF MOBILE COMMUNICATIONS DET SUPPORT FACILITY
13,500,000
DB
LITTLE CREEK FS VA JNTEXPBASE
SOF INDOOR DYNAMIC RANGE
14,888,000
DB
MAYPORT FL NAVSTA
LCS OPERATIONAL TRAINING FACILITY
20,520,000
DB
MECHANICSBURG PA NAVSUPPACT
OHIO REPLACEMENT POWER & PROPULSION FACILITY
23,985,000
DBB
NAS FORT WORTH JRB TX
EXPLOSIVE ORDNANCE DISPOSAL FACILITY
3,700,000
DBB
NORFOLK VA NAVSTA
REPLACE AND ALTER FUEL DISTRIBUTION FACILITES
36,500,000
DBB
NORFOLK VA NAVSUPPACT NORFOLK NSY
SUBMARINE MAINTENANCE FACILITY
9,743,000
DB
OKINAWA JA MCB CAMP S D BUTLER
HANGAR & RINSE FACILITY MODERNIZATIONS
4,639,000
DBB
OKINAWA JA MCB CAMP S D BUTLER
LHD PRACTICE SITE IMPROVEMENTS
35,685,000
DBB
OKINAWA JA MCB CAMP S D BUTLER
AIRCRAFT MAINT HANGAR ALTERATIONS AND SAP-F
19,411,000
DBB
PATUXENT RIVER MD NAS
ATLANTIC TEST RANGE FACILITY
9,860,000
DB
PEARL HARBOR HI JBPHH
SUBMARINE MANEUVERING ROOM TRAINER FACILITY
9,698,000
DB
PEARL HARBOR HI JBPHH
UPGRADE FIRE SUPRESSION AND VENTILATION SYSTEM
49,900,000
DBB
PEARL HARBOR HI JBPHH
REPLACE JPTS FUEL TANKS
3,000,000
DBB
PITTSBURGH PA MARCORRESFOR
RESERVE TRAINING CENTER - PITTSBURGH, PA
17,650,000
DBB
QUANTICO VA MARINE CORPS BASE
AMMUNITION SUPPLY POINT EXPANSION
12,613,000
DBB
ROTA SP NAVSTA
SHIP BERTHING POWER UPGRADES
20,233,000
DBB
SAN DIEGO NAVBASE
STEAM DISTRIBUTION SYSTEM DECENTRALIZATION
47,110,000
DB
SOUTH POTOMAC NAVSUPPACT
ADVANCED ENERGETICS RESEARCH LAB COMPLEX, PHASE 2
15,346,000
DB
SOUTH POTOMAC NAVSUPPACT
MISSILE SUPPORT FACILITY
27,313,000
DB
40
FY 15 MCON, MCNR, Family Housing, Defense Projects
Design
Level
Location/Installation
Description
Cost
SPAIN MORON AB
DEMO/CONSOLID VEH OPS SHOP, ADMIN & GOV PK LOT (MORON)
2,649,000
DB
TWENTYNINE PALMS CA MCAGCC
CAMP WILSON INFRASTRUCTURE UPGRADES
33,437,000
DB
TWENTYNINE PALMS CA MCAGCC
E-LMR SLICE COMMUNICATION TOWERS
16,180,000
DB
WASHINGTON DC NRL
ELECTRONICS SCIENCE AND TECHNOLOGY LABORATORY
31,735,000
DBB
WHIDBEY ISLAND WA NAS
C-40 RESERVE MAINTENANCE HANGAR
27,755,000
DBB
WHIDBEY ISLAND WA NAS
P-8A AIRCRAFT APRON AND SUPPORTING FACILITIES
24,390,000
DBB
YORKTOWN VA NWS
BACHELOR ENLISTED QUARTERS
19,152,000
DB
YORKTOWN VA NWS
FAST COMPANY TRAINING FACILITY
7,836,000
DBB
YUMA AZ MCAS
AVIATION MAINTENANCE AND SUPPORT COMPLEX
16,608,000
DBB
41
FY 16 MCON, MCNR, Family Housing, Defense Projects
Location/Installation
Description
ALBANY GA MCLB
ENERGY - GROUND SOURCE HEAT PUMPS
ANDERSEN GUAM US NAVSUPACT
Cost
Design
Level
7,851,000
DBB
APR - DISPERSED MAINTENANCE SPARES AND SE STORAGE FACILITY
19,000,000
DB
ANDERSEN GUAM US NAVSUPACT
LOW OBSERVABLE/CORROSION CNTRL/CMPOSIT REPR SHOP
34,400,000
DBB
ANDERSEN GUAM US NAVSUPACT
PAR SOUTH RAMP UTILITIES PHASE 2
7,100,000
DBB
ANDERSEN GUAM US NAVSUPACT
PRTC ROADS
2,500,000
DB
ANDERSEN GUAM US NAVSUPACT
MUNICIPAL SOLID WATE LANDFILL CLOSURE
10,777,000
DBB
ANDERSEN GUAM US NAVSUPACT
LIVE-FIRE TRAINING RANGE COMPLEX (NW FIELD)
125,677,000
DB
BAHRAIN NAVSUPPACT
SHIP MAINTENANCE SUPPORT FACILITY
52,091,000
DB
BAHRAIN NAVSUPPACT
MINA SALMAN PIER REPLACEMENT
37,700,000
DB
BARKING SANDS HI CNI PMRF HAWREA
ENERGY - PMRF POWER GRID CONSOLIDATION
30,623,000
DB
BEAUFORT PI SC MCRD
RANGE ENTRAPMENT BERMS, PHASE 1
27,075,000
DBB
BEAUFORT SC MCAS
TOWNSEND BOMBING RANGE ACQUISITION, PHASE 2
48,279,000
DB
BROOKLYN NY HDQTRS 4TH MARDIV
RESERVE CENTER STORAGE FACILITY
2,479,000
DBB
CAMP LEJEUNE NC MCB
2nd Radio Bn Complex, Phase 1
50,557,000
DBB
CAMP LEJEUNE NC MCB
SIMULATOR INTEGRATION/RANGE CONTROL FACILITY
54,849,000
DB
CAMP LEJEUNE NC MCB
RADAR AIR TRAFFIC CONTROL FACILITY
4,918,000
DBB
CAMP LEJEUNE NC MCB
OPERATIONAL TRAINER FACILITY
3,312,000
DBB
CAMP LEJEUNE NC MCB
SOF MARINE BATTALION COMPANY/TEAM FACILITIES
55,613,000
DBB
CAMP LEJEUNE NC MCB
SOF COMBAT SERVICE SUPPORT FACILITY
14,200,000
DBB
CAMP LEMONNIER DJIBOUTI
CONSTRUCT FUEL STORAGE FACILITIES
43,700,000
DBB
CAMP PENDLETON CA MCB
RAW WATER PIPELINE IN SUPPORT OF PL 111-11
44,540,000
DBB
42
FY 16 MCON, MCNR, Family Housing, Defense Projects
Design
Level
Location/Installation
Description
Cost
CAMP PENDLETON CA MCB
SOF COMBAT SERVICE SUPPORT FACILITY
10,300,000
DBB
CAMP PENDLETON CA MCB
SOF PERFORMANCE RESILIENCY CENTER - WEST
10,492,000
DBB
CHERRY POINT NC MCAS
UNMANNED AIRCARFT SYSTEM FACILITIES EXPANSION
29,657,000
DB
CHERRY POINT NC MCAS
KC 130J EACTS FACILITY
4,769,000
DBB
CORONADO SAN DIEGO CA NAVBASE
SOCOM COASTAL CAMPUS UTILITIES, PHASE 1
4,856,000
DBB
CORONADO SAN DIEGO CA NAVBASE
LOGSU One Operations Facility #2
47,218,000
CORPUS CHRISTI TX NAS
Powertrain - Transmissions Subassembly
82,000,000
DBB
CRANE IN NAVSUPPACT
Ammunition Production, Shipping & Receiving
21,000,000
DBB
FALLON NV NAS
MOVE TO FALLON AFB, NOSC RENO NV
11,480,000
DB
GUAM NAVBASE
SANITARY SEWER SYSTEM RECAPITALIZATION
45,314,000
DB
INDIAN ISLAND WA CNI NAVMAG
AMMUNITION PIER SHORE POWER
4,472,000
DBB
IWAKUNI JA MCAS
WHOLEHOUSE REVITALIZATION MONZEN TOWNHOUSES PHASE 3
7,857,000
IWAKUNI JA MCAS
SECURITY MODS DPRI MC158-T (CVW-5 OPS TRNG FAC)
8,716,000
DBB
IWAKUNI JA MCAS
SECURITY MODS FOR MC159-T CVW-5 HEADQUARATERS
9,207,000
DBB
JACKSONVILLE FL NAS
FLEET SUPPORT FACILITY ADDITION
8,455,000
DBB
JACKSONVILLE FL NAS
TRITON MISSION CONTROL FACILITY
8,296,000
DBB
KANEOHE MCB HAWAII
P-8A DETACHMENT SUPPORT FACILITIES
12,429,000
DB
KANEOHE MCB HAWAII
Medical/Dental Clinic Replacement
124,400,000
DBB
KANEOHE MCB HAWAII
AIRFIELD LIGHTING MODERNIZATION
26,097,000
DBB
KANEOHE MCB HAWAII
BACHELOR ENLISTED QUARTERS
68,092,000
DB
KINGS BAY GA SUBASE
ENERGY - INDUSTRIAL CONTROL SYSTEM INFRASTRUCTURE
8,099,000
DB
43
FY 16 MCON, MCNR, Family Housing, Defense Projects
Design
Level
Location/Installation
Description
Cost
KITSAP WA NAVBASE
REGIONAL SHIP MAINTENANCE SUPPORT FACILITY
12,753,000
DBB
KITSAP WA NAVBASE
DD6 MODERNIZATION & UTILITY SITE IMPROVEMENTS
22,680,000
DBB
KITSAP WA NAVBASE
WRA LAND/WATER INTERFACE
34,177,000
DBB
LEMOORE CA NAS
TACTS DEBRIEFING FACILITIES
7,146,000
DB
LEMOORE CA NAS
F-35C FRS Facility Addition and Modification
56,497,000
DBB
LEMOORE CA NAS
F-35C Bldg 43 Mods and Pilot Fit Facility
8,187,000
DBB
LITTLE CREEK FS VA JNTEXPBASE
Applied Instruction Facility
23,916,000
DB
MARIANAS GUAM NAVFAC
APR INSTALLATION CONTROL CENTER
22,200,000
DB
MAYPORT FL NAVSTA
LCS MISSION MODULE READINESS CENTER
16,159,000
DBB
MECHANICSBURG PA NAVSUPPACT
REPLACE HEADQUARTERS
49,700,000
DBB
NORFOLK VA NAVSTA
MH60 TRAINING FACILITY
7,134,000
DBB
NORFOLK VA NAVSTA
ENERGY - ELECTRICAL UPGRADES TO PIERS 2, 6, 7 AND 11
44,254,000
DB
NORFOLK VA NAVSTA
COMMUNICATION CENTER REPLACEMENT
75,289,000
DBB
NORFOLK VA NAVSUPPACT NORFOLK NSY
ENERGY - WATERFRONT UTILITIES
45,513,000
DBB
OCEANA VA NAS
RESERVE TRAINING CENTER COMPLEX
18,443,000
DB
OCEANA VA NAS
MARITIME SURVEILLANCE SYSTEM FACILITY
23,066,000
DBB
OKINAWA JA MCB CAMP S D BUTLER
MILITARY WORKING DOG COMPLEX
11,697,000
DBB
OKINAWA JA MCB CAMP S D BUTLER
MODERNIZE APRON FOR F-35
23,310,000
DBB
PATUXENT RIVER MD NAS
UNACCOMPANIED HOUSING
40,935,000
DB
PEARL HARBOR HI JBPHH
WELDING SCHOOL SHOP CONSOLIDATION
8,546,000
DB
PEARL HARBOR HI JBPHH
ENERGY - UEM INTERCONNECT STA C TO HICKAM
6,335,000
DB
44
FY 16 MCON, MCNR, Family Housing, Defense Projects
Cost
Design
Level
Location/Installation
Description
PENSACOLA FL NAS
BEQ "A" SCHOOL REPLACEMENT (NTTC)
18,347,000
DB
POINT MUGU CA NAVBASE VENTURA CTY
E-2C/D HANGAR AND APRON ALTERATIONS
19,453,000
DB
POINT MUGU CA NAVBASE VENTURA CTY
TRITON AVIONICS AND FUEL SYSTEM TRAINER
2,974,000
DB
POLAND NAVSUPPFAC
AEGIS ASHORE MISSILE DEFENSE COMPLEX
51,270,000
DBB
QUANTICO VA MARINE CORPS BASE
ATFP GATE
5,840,000
DBB
QUANTICO VA MARINE CORPS BASE
EMBASSY SECURITY GROUP GROWTH
43,941,000
DB
QUANTICO VA MARINE CORPS BASE
ENERGY - ELECTRICAL DISTRIBUTION UPGRADE
8,418,000
DBB
ROTA SP NAVSTA
ROTA ELEMENTARY AND HIGH SCHOOL ADDITIONS
13,737,000
DBB
SAN DIEGO NAVBASE
LCS SUPPORT FACILITY
37,366,000
DB
SIGONELLA IT NAS
AIRCRAFT AND MAINTENANCE HANGAR BAMS
40,641,000
DB
SIGONELLA IT NAS
P-8A HANGAR & TRAINING FACILITIES
62,302,000
DB
TWENTYNINE PALMS CA MCAGCC
ENERGY - MICROGRID EXPANSION
9,160,000
DBB
WALLOPS ISLAND VA JEBLCFS
SKEETER LANE RENOVATION & CONVERSION
3,658,000
DBB
WALLOPS ISLAND VA JEBLCFS
CONSTRUCT HOUSING WELCOME CENTER
438,000
DBB
WHITING FLD MILTON FL NAS
T-6B JPATS TRAINING OPERATIONS FACILITY
10,421,000
DBB
YOKOSUKA JA COMFLEACT
CHILD DEVELOPMENT CENTER
13,846,000
DB
YUMA AZ MCAS
MAWTS -1 CALA MAINTENANCE FACILITY
50,635,000
DBB
45
Questions?
46
Energy & Sustainability Performance
Pilot Results
• Are we seeing the facility performance improvements from our
sustainability criteria?
• NAVFAC completed performance pilot in 2014
-
Analyzed 4 pairs of comparable buildings, within same climate location
Completed 5-7 years apart (new criteria vs. old criteria)
Compared facilities using standard performance units



Energy Use Intensity (EUI): kBtu/SF/Yr
Water Use Intensity (WUI): gal/SF/Yr
Maintenance Cost Intensity: $/SF/Yr
• Analysis
-
Energy:


-
Water:

-
Majority (63%) of buildings outperformed final design target EUI
All (100%) of newer buildings were more efficient than older buildings
All (100%) of newer buildings used less water than older buildings
Maintenance Cost:

Majority (75%) of newer buildings cost less to maintain than older buildings
Construction Partnering
Partnering Tool Kit (Resources)
48
AGC FEDERAL CONTRACTORS
CONVENTION
Cindy Readal
Assistant Commander for Acquisition
12 May 2015
Discussion
•Contracting Actions FY14
•PLAs
•Section 814 FY2015 NDAA
•LPTA
•Better Buying Power 3.0
•Small Business
Contracting Actions FY14
• Total Number of Actions 38,363
• Total Dollars Spent
–Construction Services
–A/E Services
$8.24B
$2.52B
$0.06B
•Competition Rate
– 81% of all awarded dollars
– 14% statutory authority for single source award




SourceAmerica
8(a) awards under $4 million
HUBZone under $4 million
SDVOSB under $3.5 million
Project Labor Agreements (PLAs)
•NAVFAC Policy requires
– Review all construction contracts over $25M
– Market Research and Analysis
– Determination/approval to require/or not require a PLA
•Current PLA
– Explosive Handling Wharf #2 at Naval Kitsap at Bangor,
Washington
– Due to the unique requirements of the project
– No significant labor issues at this time
– Contract completion is still on schedule for Jan 2016
– Only approved PLA to date
Section 814 FY2015 NDAA
•If determination is made that more than 5 offerors
will be brought into Phase 2; Head of Contracting
Activity (HCA) must approve vice the Contracting
Officer
•Applies to all Design Build (DB) that exceed $4M
•HCA may re-delegate approval to the Senior
Contracting Official, but no lower (NAVFAC HQ)
•Requires approval on NAVFAC’s Multiple Award
Contracts (MACs)
Low Price Technically Acceptable (LPTA)
•Under Secretary of Defense (USD) memorandum
dated March 04, 2015
– Appropriate Use of LPTA
– LPTA has a clear, but limited place in Best Value Approach
Well-defined requirements
Price is a significant factor
•NAVFAC’s Considerations for LPTA Best Value
Approach Remains:
– Requirements:
– Contract Type:
Well defined, prescriptive, and non-complex
Stand alone Design-Bid-Build (DBB) and
Multiple Award Construction Contract (MACC) task orders
for DBB and Design Build (DB)
– Budget: Must obtain the minimum requirements at the
lowest price for specific projects
Better Buying Power 3.0
•Under Secretary of Defense (USD) memorandum
dated April 09, 2015
•Promote Effective Competition
– Increase small business participation, including more
effective use of market research
Small Business set-asides
Small business reserves for Multiple Award Contracts (MACs)
•Incentivize Innovation in industry and Government
– Draft RFPs
Small Business
•Performance
– Exceeded all FY14 Small Business Targets
– 50% of eligible dollars awarded to Small Business
– Subcontracting Goals; Target: 66.67% Achieved: 66.3%
•Use of small business reserves in unrestricted
multiple award solicitations
– Reserve 1 or more awards for SB
– POL MACC awarded in March 2015; 3 Awards to SBs
– EMAC, SW Acquisition Plan approved; 1 reserve for SB
•Market Research
– DASN (AP) memorandum dated June 2, 2014; Improving
Communications During the Market Research Process:
“Upon thorough documentation of results, Contracting Officer
shall provide feedback via NECO/FEDBIZOPSS to industry
regarding decision to set aside procurement”
Small Business
Command Achievements – FY 2014
FY13
US Prime
Awards
Eligible =
FY14
$ 6.1B
Eligible =
FY15*
$ 7.1B
Eligible =
$ 2.4B
Target
Dollars
Actual
Target
Dollars
Actual
Target
Dollars
Current
Small Business
(SB)
38%
$ 3B
49.41%
46%
$ 3.6B
50.60%
46%
$ 1.1B
48.14%
HUBZone
9.5%
$ 585.1M
9.58%
9%
$ 752.1M
10.57%
9%
$ 205.8M
8.45%
Service-Disabled
Veteran-Owned
(SDVOSB)
3%
$361.3M
5.92%
4%
$527.6M
7.41%
4%
$ 130.4M
5.35%
Small
Disadvantaged
Business (SDB)
24%
$1.9B
31.80%
24%
$2.4B
34.06%
24%
$ 752.3M
30.89%
Woman-Owned
(WOSB)
7%
$612.9M
10.04%
7%
$688.8M
9.68%
7%
$ 240.9M
9.89%
Data from FPDS-NG 04/20/2015.
* FPDS-NG Data Incomplete.
NAVFAC Subcontracting Achievements
SB Program
FY13
(Total reported=$19.4B)
FY14
(Total reported=$19.1B)
Target
Actual*
Target
Actual*
Small Business (SB)
66.54%
65.8%
66.67%
66.3%
HUBZone
8.76%
7.1%
8.85%
7.7%
Service-Disabled
Veteran-Owned
(SDVOSB)
3%
7.0%
3%
7.2%
Veteran Owned
3%
10.3%
3%
10.3%
16.93%
19.2%
17.10%
19.2%
15%
16.1%
15%
15.7%
Small Disadvantaged
Business (SDB)
Woman-Owned (WOSB)
Data as reported in eSRS of 4/20/2015 *
Data as FPDS-NG
reported in eSRS.
Data Incomplete.
Questions?
Back-up
Better Buying Power 3.0
Achieving Dominant Capabilities through Technical Excellence and Innovation
Achieve Affordable Programs
• Continue to set and enforce affordability caps
Achieve Dominant Capabilities W hile Controlling Lifecycle Costs
• Strengthen and expand "should cost" based cost management
• Anticipate and plan for responsive and emerging threats by building
stronger partnerships of acquisition, requirements and intelligence
communities
• Institutionalize stronger DoD level Long Range R&D Program Plans
• Strengthen cybersecurity throughout the product lifecycle
lncentivize Produc t ivity in Industry and Government
• Align profitability more tightly with Department goals
• Employ appropriate contract types, but increase the use of
incentive type contracts
• Expand the superior supplier incentive program
• Ensure effective use of Performance-Based Logistics
• Remove barriers to commercial technology utilization
• Improve the return on investment in DoD laboratories
• Increase the productivity of corporate IRAD
lncent ivize Innovation in Industry and Government
• Increase the use of prototyping and experimentation
• Emphasize technology insertion and refresh in program planning Use
Modular Open Systems Architecture to stimulate innovation
• Increase the return on and access to small business research and
development
• Provide draft technical requirements to industry early and involve
industry in funded concept definition
• Provide clear and objective "best value" definitions to industry
Elim inate Unproductive Processes and Bureaucracy
• Emphasize acquisition chain of command responsibility, authority
and accountability
• Reduce cycle times while ensuring sound investments Streamline
documentation requirements and staff reviews Remove
unproductive requirements imposed on industry
Promote Effective Competition
•
Create and maintain competitive environments
•
Improve DoD outreach for technology and products from global
markets
•
Increase small business participation, including more effective
use of market research
Improve Tradecraft in Acquisition of Services
•
Strengthen contract management outside the normal acquisition
chain - installations, etc.
•
Improve requirements definition for services
•
Improve the effectiveness and productivity of contracted
engineering and technical services
Improve the Professionalism of the Total Acquis it ion Workforce
•
•
•
•
•
Establish higher standards for key leadership positions Establish
stronger professional qualification requirements for all acquisition
specialties
Strengthen organic engineering capabilities
Ensure development program leadership is technically qualified to
manage R&D activities
Improve our leaders' ability to understand and mitigate technical
risk
Increase DoD support for STEM education
Continue Strengthening Our Culture of:
Cost Consciousness, Professionalism, and Technical Excellence