Sustainable Solutions

To America’s Water Resource Needs

Civil Works Strategic Plan 2014-2018 

US Army Corps 

of Engineers®

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2	 Sustainable Solutions to America’s Water Resources Needs

Plan At a Glance

VISION

Contribute to the strength of the Nation through innovative and environmentally 

sustainable solutions to the Nation’s water resources challenges.

MISSION

Serve the public by providing the Nation with quality and responsive:

• Development and management of the Nation’s water resources;

• Support of commercial navigation;

• Restoration, protection and management of aquatic ecosystems;

• Flood risk management; and 

• Engineering and technical services in an environmentally sustainable, 

economic, and technically sound manner with a focus on public safety 

and collaborative partnerships. 

GOALS

How We Accomplish Our Mission

1. Transform the Civil Works Program to deliver sustainable water 

resources solutions through Integrated Water Resources Management.

2. Improve the safety and resilience of communities and water 

resources infrastructure.

3. Facilitate the transportation of commerce goods on the Nation’s coastal 

channels and inland waterways.

4. Restore, protect, and manage aquatic ecosystems to benefit the Nation.

5. Manage the life-cycle of water resources infrastructure systems in 

order to consistently deliver sustainable services.

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OVERARCHING STRATEGY

Integrated Water Resources Management (IWRM) 

is a holistic focus on water resource challenges and 

opportunities that reflects coordinated development 

and management of water and related resources. 

IWRM considers economic benefits, ecosystem quality 

and health and public safety. These factors 

are considered in project formulation.

CROSS-CUTTING STRATEGIES

Systems Approach – Water resources planning and 

management should use systems analysis methods and 

tools to understand, assess, and model the interconnected nature of hydrologic systems (e.g., watersheds) 

and the economic and ecologic systems they support, 

and to identify and evaluate management alternatives 

from both time (life-cycle) and function (multipurpose) perspectives. 

Collaboration and Partnering – Build and sustain 

collaboration and partnerships at all levels to leverage 

authorities, funding, talent, data, and research from 

multiple agencies and organizations.

This strategic plan articulates five goals that will guide 

USACE into a 21st Century organization. Navigation, 

flood risk management, and aquatic ecosystem 

restoration remain the primary Civil Works missions. 

These missions are embedded in the five strategic 

goals presented above and discussed throughout 

the strategic plan. 

These goals and strategies will help respond to the 

myriad of challenges facing the Civil Works Program. 

Goal 1 captures the transformational initiatives that 

address the current and future water resources needs 

of the Nation. Goal 2 includes the concepts of safety 

and resilience, and the intent to reduce economic and 

human life losses from floods. Goal 3 addresses the 

USACE navigation program, which provides safe, 

reliable, highly cost-effective, and environmentally 

sustainable waterborne transportation systems for the 

movement of commercial goods. Goal 4 focuses on 

restoring aquatic habitat to a more natural condition 

in those ecosystems whose structures, functions, and 

dynamic processes have become degraded. Goal 5 

emphasizes adaptive operation and management of 

existing USACE projects throughout their life cycle. 

Reliability is also an element of this goal, and reflects 

the implementation of risk-based asset management 

in the area of operations and maintenance of USACE 

infrastructure. 

Risk-Informed Decision Making and Communication – Develop and employ risk and reliability-based 

approaches that incorporate consequence analysis, 

especially risk to life; identify, evaluate, and forestall 

possible failure mechanisms; and quantify and communicate residual risk.

Innovative Financing – Explore innovative financing arrangements such as public-private partnerships 

to develop and sustain the Nation’s water resources 

infrastructure. 

Adaptive Management – Adaptive management is 

a decision process that promotes flexible decision 

making that can be adjusted in the face of risks and 

uncertainties—such as those presented by climate 

change—as outcomes from management actions and 

other events become better understood through monitoring and improved knowledge.

State-of-the-Art Technology – Embrace new and 

emerging technology for its fullest advantage. Invest 

in research that improves the resiliency of structures, 

assists in updating design criteria, and improves approaches toward planning and design.

Achieving the Goals

Sustainable Solutions to America’s Water Resources Needs 3

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4	 Sustainable Solutions to America’s Water Resources Needs

turn, the USACE derives increased depth and broader 

experiences from operations in international areas by 

being an integral part of the larger Army and Defense 

organizations. USACE has demonstrated this synergy 

most recently in post-disaster responses following 

Hurricanes Sandy and Irene and post-conflict stability 

operations in Afghanistan.

USACE must operate and manage existing water 

infrastructure in a manner that meets the Nation’s 

contemporary water resources needs, and adapts to 

changing conditions such as climate change and deAs society’s needs and values have changed, the Army 

Civil Works mission has evolved from one of primarily 

development and management of water resources to 

one that inherently includes protection and restoration 

of water resources and the ecosystems they support. 

USACE has implemented water resources programs 

and projects that strengthened America’s economic 

competitiveness; reduced risks from floods and hurricanes; helped people recover more quickly from 

disasters; restored, protected and sustained the aquatic 

environment, including wetlands; provided American 

homes and communities with water, power, recreational opportunities, and natural resources for citizens to 

enjoy and appreciate. 

A particular strength of USACE is the synergy between 

its civil and military operations. Beyond the direct contribution that the Army Civil Works Program makes to 

domestic economic development and environmental 

security, USACE also applies its Civil Works expertise to support defense missions, such as operations 

that promote peace and stability around the globe. In 

For more than 230 years, the U.S. Army Corps of 

Engineers (USACE) has been a leader in developing 

the Nation’s water resources and related activities to 

include harbors and waterways. The Directorate of 

Civil Works is a major component of the USACE. 

The Civil Works programs include water resource 

development activities including flood risk reduction, 

navigation, recreation, environmental stewardship and 

emergency response to name a few. As USACE moves 

through the 21st Century, it will continue to advance 

the Civil Works Program strategic goals: transforming 

the Civil Works program; assisting in providing for 

safe and resilient communities and infrastructure; 

helping facilitate commercial navigation in an 

environmentally and economically sustainable fashion; 

restoring degraded aquatic ecosystems and preventing 

future environmental losses; and implementing 

effective, reliable, and adaptive life-cycle performance 

management of infrastructure. 

Foreward

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Sustainable Solutions to America’s Water Resources Needs 5

mographic shifts to ensure such resources are available 

for future generations. Competing water uses must be 

balanced to provide multiple benefits such as economic 

security, environmental health, social well-being, and 

public safety. For example, navigation projects must be 

designed and operated to safely and efficiently convey 

vessels and cargo to ports and waterways, and also 

minimize any adverse impacts to the environment. 

Flood damage reduction projects must simultaneously 

reduce flood risks and sustain healthy ecosystems. 

Federal, state, local and private partnerships, along 

with increased stakeholder and non-governmental 

collaboration, can be used to develop sustainable 

solutions to today’s complex water resources 

development and management challenges. A strategy 

to deal with these complex and changing conditions 

is Integrated Water Resources Management (IWRM), 

which is essential for the future success of the Army 

Civil Works Program given the Nation’s multi-layered 

governance system that crosses watershed boundaries, 

and the interdependent relationship between the 

natural and built environment. This strategy will 

address key external forces such as climate change, 

demographic and associated land use changes, 

resource constraints and focus on implementation of 

innovative and resilient solutions to the Nation’s water 

resources planning and management challenges.

This strategic plan recognizes that USACE must 

continually develop and apply a diverse range of 

planning, problem solving, and evaluation strategies 

while broadening its knowledge, skills, and talents. 

The USACE must be both a leader and a partner in 

these efforts. This strategic plan presents USACE’s 

commitment to responsibly develop the Nation’s water 

resources, while protecting, restoring and sustaining 

environmental quality. USACE is dedicated to learning 

from the past and adapting the organization to meet 

the Nation’s water resources needs. 

Jo-Ellen Darcy

Assistant Secretary of the Army for Civil Works

Thomas P. Bostick

Lieutenant General, USA

Chief of Engineers

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USACE Civil Works Vision

Contribute to the strength of the Nation

through innovative and environmentally

sustainable solutions to the Nation’s

water resources challenges

Objective 1.1 

Modernize the Civil Works project 

planning program. 

Objective 1.2 

Deliver quality solutions and services. 

Objective 1.3 

Develop a ready and resilient 

workforce through innovative talent 

management and leader development 

strategies and programs.

Objective 2.1 

Reduce the Nation’s risk and increase 

resilience to disasters.

Objective 2.2 

Support the Department of Homeland 

Security/Federal Emergency 

Management Agency to provide lifecycle public works and engineering 

support in response to disasters.

Objective 2.3 

Effectively and efficiently execute 

response, recovery, and mitigation. 

Objective 3.1 

Facilitate commercial navigation 

by providing safe, reliable, highly 

cost-effective and environmentally 

sustainable waterborne transportation 

systems.

Objective 4.1 

Restore aquatic habitat to a more 

natural condition in ecosystems in 

which structure, function, and dynamic 

processes have been degraded. 

Objective 4.2 

Reduce adverse impacts to the 

Nation’s wetlands and waterways 

through an effective, transparent, and 

efficient Regulatory process.

Objective 4.3 

Clean up radioactive waste sites. 

Objective 4.4 

Manage, conserve, and preserve 

natural resources at USACE projects.

Objective 4.5 

Provide opportunities for quality 

outdoor public recreation.

Objective 5.1 

Support the Nation and the Army in 

achieving our energy security and 

sustainability goals. 

Objective 5.2 

Capitalize, recapitalize, operate 

and maintain water resources 

infrastructure to provide maximum 

value to the Nation.

Objective 5.3 

Provide reliable, renewable, 

hydropower to the Nation.

Objective 5.4

Provide water supply storage in 

partnership with state and local 

interests.

Transform the

Civil Works

Program to deliver

sustainable water

resources solutions

through Integrated

Water Resources

Management (IWRM).

Improve the

safety and

resilience of

communities

and

resources

water

infrastructure.

Facilitate the

transportation of

commerce goods

on the Nation’s

coastal channels

and inland

waterways.

Restore,

protect, and

manage

the aquatic

ecosystems

to benefit the

Nation.

Manage the

life-cycle of

water resources

infrastructure

systems in order to

consistently deliver

sustainable services.

1

2

3

4

5

Strategic Goals

6	 Sustainable Solutions to America’s Water Resources Needs

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Plan at a Glance 2

Foreword 4

Introduction 8

Vision and Mission 9

Map of Civil Works Boundaries 10

Addressing an Uncertain Future 11

Overarching and Cross-Cutting Strategies 15

Strategic Goals and Objectives 18

Program Evaluation 32

Conclusion 33

References 34

Summary of Objectives 35

Table of Contents

Sustainable Solutions to America’s Water Resources Needs 7

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8	 Sustainable Solutions to America’s Water Resources Needs

and protecting the environment is Goal 4. Goal 5 

responds to the concepts of reliability, adaptability, and 

life-cycle project performance. 

This Civil Works Strategic Plan builds on the systemsbased watershed approach discussed in previous strategic plans including the 2011 version. Water resources 

planning and management should be implemented 

using systems analysis methods and tools to understand, assess and model the interconnected nature of 

hydrologic systems (e.g., watersheds), the economic 

and ecologic systems they support, and to 

identify and evaluate management alternatives from both time (life-cycle), and function (multi-purpose) perspectives. USACE 

uses the systems-based watershed approach 

to focus on water resources planning and 

collaborative problem solving. Such an approach seeks to balance economic, environmental, and social objectives, while increasing active partnering with others. It requires 

the involvement of all stakeholders.

new strategic planning cycle, the Civil Works Strategic Plan is revised to reflect evolving internal and 

external trends, factors and experiences. Significant 

factors that shaped this Strategic Plan include focusing 

on transforming the Civil Works Program, continued 

recognition of public safety, the natural environment, 

ecosystem restoration, and collaborative partnerships. 

Transforming the Civil Works Program was explicitly 

added as Goal 1; public safety and the concept of resilience is Goal 2. Ensuring the movement of the Nation’s 

waterborne transportation is Goal 3, while restoring 

For over 230 years, the U.S. Army Corps of Engineers 

(USACE) has been entrusted with the development 

and stewardship of much of the Nation’s public water 

resources. The USACE plans for and manages water 

for transportation, recreation, energy, wildlife habitat, 

aquatic ecosystems, and water supply needs, while reducing the impacts of flood damages and other natural 

disasters. 

The 21st Century has brought increasing pressure on 

the Nation’s water resources. Competition and conflicts 

over water resources are likely to increase and 

intensify as population growth and climate 

change increases variability in precipitation 

patterns. Drought, increased frequency of 

severe storms, and regional reductions in the 

natural storage provided by snow pack are 

among the anticipated futures. 

As water resource problems increase in scale, 

scope, and complexity, new and innovative 

solutions must be developed, to ensure the 

effectiveness of the organization. With each 

Introduction

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Sustainable Solutions to America’s Water Resources Needs 9

4. Restore, protect, and manage aquatic ecosystems to 

benefit the Nation.

5. Manage the life-cycle of water resources infrastructure 

systems in order to consistently deliver sustainable 

services. 

The Corps will achieve these goals by managing its 

efforts through nine business lines that together, 

address a broad spectrum of the Nation’s natural 

resource needs. These business lines include the 

three core mission areas of navigation, flood risk 

management, and aquatic ecosystem restoration, as 

well as other mission areas that derive from the three 

main areas (such as hydropower and recreation), or 

additional missions that USACE has been charged 

with (such as the Regulatory Program). 

The nine business lines include: 

• Navigation

• Flood Risk Management

• Environment

• Hydropower

• Regulatory Program

• Recreation

• Emergency Management

• Water Storage for Water Supply

• Support for Others

The Corps supports collaborative, sustainable solutions 

that often involve multiple business lines; while these 

business lines provide a framework for executing the 

Civil Works program and this Strategic Plan, the actual 

activities undertaken on the ground often impact more 

than one business line. For example, the operation of a 

single lock and dam and an accompanying reservoir, in 

support of the Navigation mission, could conceivably 

cut across nearly all of the business lines. A description 

of what the Civil Works Program does is provided in 

the text box on page 10.

Organization

The U.S. Army Corps of Engineers (USACE) is an 

executive branch agency within the Department of 

Defense and a Major Command within the Army. 

The USACE Vision–Contribute to the strength of 

the Nation through innovative and environmentally 

sustainable solutions to the Nation’s water resources 

challenges. 

The USACE Civil Works Mission–Serve the 

public by providing the Nation with quality and 

responsive management of the Nation’s water resources through:

• Support of commercial navigation;

• Restoration, protection and management of 

aquatic ecosystems;

• Flood risk management; and 

• Providing engineering and technical services in 

an environmentally sustainable, economic, and 

technically sound manner with a focus on public 

safety and collaborative partnerships.

Strategic Goals

The Corps will achieve the Civil Works mission by 

pursuing the following five goals: 

1. Transform the Civil Works Program to deliver sustainable water resources solutions through Integrated 

Water Resources Management. 

2. Improve the safety and resilience of communities and 

water resources infrastructure.

3. Facilitate the transportation of commercial goods on 

the Nation’s coastal channels and inland waterways.

Vision and Mission

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10 Sustainable Solutions to America’s Water Resources Needs

The USACE has four program areas that include civil 

works, military construction, real estate, and research 

and development. The organization employs approximately 33,000 people, including approximately 800 

Army officers, noncommissioned officers, and enlisted 

soldiers. Approximately 22,000 civilian employees 

work within the civil works area. 

With the appointment of the first Chief Engineer in 

1775, the USACE has a long history and is today one 

of the world’s largest public engineering, design, and 

construction management agencies. It leverages its 

expertise through contracts with civilian companies 

for all construction work and much of its design work. 

The USACE consists of a Headquarters located in 

Washington, D.C., nine Major Subordinate Commands 

(MSCs) or Regional Business Centers, 44 Districts (38 

of which contribute to the Civil Works mission), and 

6 specialized centers that provide support to the entire 

organization. Most of the MSC and District geographic 

boundaries are aligned with watershed boundaries. 

The USACE Civil Works program is funded primarily 

through Energy and Water Development appropriations. The leadership is provided by a civilian Assistant 

Secretary of the Army for Civil Works (ASA(CW)) 

who is responsible for all Civil Works policy direction 

and oversight. An Army General Officer serves as the 

Chief of Engineers to oversee execution of both the 

civil and military programs. The Chief of Engineers 

delegates authority for the leadership and management 

of the Civil Works program to the Deputy Commanding General for Civil and Emergency Operations and 

to the civilian Director of Civil Works.

What the Civil Works

Program Does

• Provides safe and reliable commercial 

waterways (a core mission area);

• Reduces risk to communities from 

flooding and coastal storms (a core 

mission area);

• Restores, protects and manages aquatic 

ecosystems (a core mission area);

• Generates hydroelectric power for 

distribution to communities;

• Provides recreational opportunities;

• Prepares for natural disasters and 

responds when disaster strikes;

• Supplies water storage for municipal 

and industrial use; and

• Assists in the clean-up of contaminated 

lands.

Figure 1. Map of Civil Works boundaries for USACE Major Subordinate Commands (Divisions) and locations of Major Subordinate Command and 

District Headquarters.

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Sustainable Solutions to America’s Water Resources Needs 11

U.S. population will continue to increase from 310 

million in 2011 to an estimated 440 million people in 

the year 20501. While some of this population growth 

will be caused by immigration, the total growth will 

increase demands on all areas of water resources. Recent simulations indicate that population growth and 

associated increases in personal income could increase 

water demand in the U.S. by 3%2. Additionally, the U.S. 

population will become more urbanized and concentrated in large megalopolises. Many of these are located 

in coastal areas that are at risk from severe weather 

events3 and arid regions that face limited availability 

of fresh water. Projected growth rates in U.S. counties 

from 2000 to 2025 with high growth areas are expected 

to experience shortages in water availability. 

Increasing Demand for Water

As population increases, so does the demand for water. 

Energy production is a large user of water, and its 

demand for water could either increase or decrease, 

depending on future trends in water use efficiency and 

the development of new technologies (i.e., increase in 

air-cooled solar vs. water-cooled solar energy). Climate 

change can impact water demand in ways that are not 

yet well understood4. For example, water demand for 

irrigation may increase in response to higher temperatures in the future, although changes in crop use and 

Over the past several years, a number of external 

factors have emerged that are impacting the Nation 

and the USACE Civil Works Program. Of particular 

importance are: global climate change; demographic 

changes that increase both competition for water 

and the numbers of people and property at risk from 

natural hazards. Recent experiences such as the 2011 

Mississippi River and Missouri River floods, Hurricanes 

Sandy, Isaac, and Irene have influenced how USACE 

applies its engineering expertise, interacts with the public, and partners at the federal, state, and local levels. 

These external factors require the strengthening 

of USACE’s core competencies in relation to fields 

of systems engineering, geotechnology, ecosystem 

restoration, climatology, hydrology and hydraulics, 

and risk management. 

The key external factors or drivers most likely to 

influence the Civil Works Program in the future are 

discussed below.

Demographic Shifts and Growth

Trends in birth, death, and migration are changing the 

absolute and relative size of young and old, rural and 

urban, and ethnic populations, domestically and in 

other countries. 

Addresssing an Uncertain Future

Figure 2. Projected demographic shifts and corresponding, areas of 

water shortage.

how plants respond to climate variation may reduce 

this impact. Decreased precipitation or changes in the 

timing and form of precipitation (snow vs. rain) and 

runoff could result in seasonal mismatches between 

supply and demand. Water demand might change even 

in areas where increased precipitation is expected, 

depending on agricultural and municipal adaptation 

strategies. All changes in demand may require water 

managers to reevaluate the effectiveness of current 

demand management strategies. Conflicting demands 

for water supplies in the U.S. will stress the adaptive 

capacity of both individuals and institutions. 

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Geological Survey (USGS), and the National Oceanic 

and Atmospheric Administration (NOAA) prepared 

a report “Climate Change and Water Resources 

Management: A Federal Perspective” (USGS 2009)6. 

The report summarizes climate change impacts to 

water resources management and reviews strategies to 

improve water management by tracking, anticipating, 

and responding to climate change.

Floods and Droughts

Considerable effort is expended throughout the federal 

government to forecast the frequency and intensity of 

large floods. However, the Nation’s ability to forecast 

these events remains limited, and billion dollar 

weather disasters are increasing. Preparations for 

floods and related storm damages should continue 

to reduce risk to the citizens and property affected 

by disasters such as hurricanes and flooding. 

related regulatory activities. The type and scope of this 

support may change as the Nation’s energy production 

transitions from oil and gas with the development of 

improved energy storage, biofuels, wind, solar, and clean 

coal. Of particular interest to USACE are the volumes 

of water required for new energy production processes, 

and the changes in movements of coal, petroleum, and 

natural gas along the inland waterway system. 

Climate Change

The details of exactly how climate change unfolds are 

uncertain. However, earlier spring snowmelts and 

spring pulses in streamflow have already been observed in the Western U. S. Over the coming decades, 

the effects of such warming have the potential to affect 

virtually all aspects of water resources management, 

including navigation, hydropower, flood risk reduction, ecosystems, coastal areas, water availability, and 

water quality. Climate change can exacerbate water 

scarcities that will create and intensify conflicts over 

water distribution and use. Such challenges over water 

could lead to a loss of agricultural and industrial 

production and difficulties with inland navigation. Climate change is also expected to amplify issues related 

to sea level rise such as the impacts of coastal flooding and related storm damage, along with emergency 

preparation and flood risk management activities.

In response to climate change challenges, and 

recognizing the need for an integrated approach 

to water resources management, the USACE and 

its major water resources management partners 

the Bureau of Reclamation (Reclamation), the U.S. 

The global population is expected to increase from 

6.1 billion in 2000 to 8.9 billion in year 20255

 with 

the greatest gains in developing countries located in 

Asia, Africa and Latin America (UN 2004). Although 

this represents a lower growth rate than the period 

1950–2000, this population growth will lead to greater 

demands for the available water and increased environmental challenges, particularly in areas already 

struggling with regional political instabilities. As of 

year 2010, over 900 million people do not have access 

to clean water and more than 2.5 billion lack adequate 

sanitation (WHO 20106

).

Energy

USACE generates 77 billion kilowatt-hours of 

hydroelectric power on average each year. USACE also 

supports energy production and distribution indirectly 

through its work on coastal channels and inland 

waterways, and its water supply and water resources 

Figure 3. Trends in Population and Water Use. 

Source: U.S. Geological Survey Circular 1268, “Estimated Use of Water in the United States in 

2000.”

Figure 4. While U.S. annual average precipitation has increased about 

5 percent over the past 50-years, there have been important regional 

differences as shown above. 

Source: http://www.desdemonadespair.net/2010/08/graph-of-day-observed-change-in-us.html. 

12 Sustainable Solutions to America’s Water Resources Needs

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Sustainable Solutions to America’s Water Resources Needs 13

authorities and capabilities to mitigate the decline of 

freshwater biodiversity in the U.S. 

Environmental Values

Our understanding of the interconnectivity of the 

natural and built environment continues to grow even 

as pressure from increased development continues to 

impact the natural environment. As understanding 

of human development impacts on water resources 

increases, the level of investigation and complexity 

of developing viable water resources solutions often 

increases as well. Developing water resources in a sustainable manner will involve cultural shifts and lifestyle 

changes, as well as technological innovation. 

Globalization

International markets and economic agendas will affect 

U.S. trade and domestic production with corresponding impacts on waterborne commerce across a range 

of industrial and agricultural activities. The work of 

the USACE at U.S. ports and on the inland waterways 

facilitates waterborne commerce and thereby contributes to economic growth.

Governance

Great strides have been made to improve interagency 

and intergovernmental coordination on water 

resources. However, additional improvement is needed 

to enhance coordination at all levels of government, 

in order to improve water resources management, 

decision making, and evaluation.

freshwater species have been lost to extinction, by a 

factor of three, than terrestrial species. For example, 

decadal freshwater fish extinction rates in North 

America have varied since the end of the 19th Century 

but show significant increases since 1950 in North 

America, with an increase of 25% in the extinction of 

freshwater species since 19895. Multiple stresses have 

contributed to declining biodiversity and the loss of 

species including agricultural and urban development, 

the introduction of non-native species, and alteration 

and fragmentation of aquatic and wetland habitats. 

There is little doubt that the most important recovery 

need for imperiled freshwater species is habitat restoration. In response to this National need, USACE can, in 

collaboration with other agencies and non-government 

Of increasing concern are the growing numbers of organizations, apply its aquatic ecosystem restoration 

individuals moving to coastlines and rivers, rather 

than away from these hazardous locations. Similarly, 

population growth continues in areas of the south 

and west that are already experiencing decreased 

precipitation. The National Climate Assessment reports 

that most regions of the U.S. will experience longer 

dry spells and more intense short-term droughts. The 

Southeast, Southwest, Southern Great Plains, and 

Hawaii are expected to experience more intense longterm drought. Preparations for drought should also 

continue to help ensure adequate water supplies for the 

public, industry, agriculture, and ecosystems.

Declining Biodiversity

Estimated recent extinction rates for freshwater species 

in the U.S. are at least 1000 times greater than extinction rates before European colonization, and more 

Figure 5. U.S. Billion-dollar Weather and Climate Disaster time series 

from 1980-2011 indicates the number of annual events exceeding 

$1 billion in direct damages, at the time of the event and also adjusted 

to 2011 dollars using the Consumer Price Index (CPI). 

Source: Smith avnd Katz (2013) “U.S. Billion-dollar Weather and Climate Disasters: Data Sources, 

Trends, Accuracy and Biases”, Natural Hazards, 67:2, pp 387-410

Figure 6. Shifting, but persistent drought conditions continue within 

the U.S.

Source: U.S. Drought Monitor http://droughtmonitor.unl.edu/.

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14 Sustainable Solutions to America’s Water Resources Needs

Aging Infrastructure

The infrastructure that the Corps helps to maintain 

includes multi-purpose dams, the channels of our 

coastal ports, navigation locks and dams, levees and 

other flood and storm damage reduction features, 

and hydropower plants. The Corps constructed much 

of this infrastructure in the first half of the twentieth 

century. However, all structures degrade over time. 

Additionally, design standards, safety standards, 

and technology change. The Corps maintains and 

periodically rehabilitates the key features of its water 

resources infrastructure with these changes in mind, 

so as to manage and reduce risks associated with this 

infrastructure.

Availability of Resources

Federal, state, and local governments and the private 

sector decide each year how to apply their budgetary 

resources, which are limited. The total level of investment in water resources depends in part on the extent 

to which each level of government, and the private 

sector, conclude that a proposed investment in water 

resources is likely to produce a high return compared 

to other possible uses of those funds. The sums made 

available for the management, development, restoration, and protection of water resources must be applied 

based on rigorous analyses. Projects and programs are 

appropriately prioritized to ensure that the greatest 

value is being obtained from each investment of both 

federal taxpayer and non-federal funds.

USACE’s Infrastructure

• 707 dams that minimize risk of flooding and provide water supply storage 

• 12,000 miles of commercial inland waterways, 197 lock sites/241 chambers, and 13,000 

miles of coastal channels at 926 coastal and Great Lakes ports that move freight

• 14,500 miles of levee systems that reduce risk from floods 

• 75 hydroelectric power facilities with 353 generating units that produce power for 

homes, businesses, and communities

• 54,879 miles of lake shoreline and recreation areas that support 370 million annual 

visitors

Figure 7. USACE Civil Works Appropriations

Federal appropriations for the Civil Works program have been relatively stable over the past 

decade (in nominal dollars), with the exception of funding provided for Hurricane Katrina and 

the Recovery Act.

Figure 8. Increasing ”downtime“ at USACE locks on the Inland 

Waterways navigation.

Source: Navigation Data and Decision Support Center, Institute for Water Resources, USACE.

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Sustainable Solutions to America’s Water Resources Needs 15

Cross-Cutting Strategies

1. Systems Approach–Water resources planning and 

management should be implemented using systems 

analysis methods and tools to understand, assess and 

model the interconnected nature of hydrologic systems 

(e.g., watersheds) and the economic and ecologic systems 

they support, and to identify and evaluate management 

alternatives from both time (life-cycle) and function 

(multi-purpose) perspectives.

The systems approach to water resources shifts the 

focus of making decisions from individual and sometimes isolated projects to an interdependent system, 

and from local or immediate solutions to long-term 

solutions that consider a broader range of impacts and 

the entire life-cycle of projects. This way of thinking 

and working recognizes water resources problems and 

opportunities exist in systems of interdependent parts 

e.g. inputs, processes, outputs, ultimate outcomes, and 

feedback loops from each.

A systems approach recognizes that water exists in the 

context of physical and social/cultural systems such 

that any single action may trigger one or more responses and reactions in these other systems. USACE 

describes systems as natural or ecological systems and 

as sets of interlinked processes and programs. From 

To enable sound planning in the face of significant 

uncertainties, the Civil Works Strategic Plan is 

informed by a scenario-based process, to develop a 

plan that will be effective in a wide range of future 

conditions. The scenario-based strategic planning 

process produced several products including a 

complete report on the scenarios used to develop the 

cross-cutting strategies presented in this plan. Details 

of the scenarios are presented in U.S. Water Resources 

Scenarios Report, dated January 7, 2007, and released 

by the Civil Works Directorate in January 2007. 

Overarching Strategy

Integrated Water Resources Management is a holistic 

focus on water resources challenges and opportunities 

that reflects coordinated development and management 

of water, land, and related resources while maximizing economic services and environmental quality, and 

ensuring public safety while providing for the sustainability of vital ecosystems. These factors are considered 

in project formulation.

As in the 2011 version of the Civil Works Strategic 

Plan, a set of Cross-Cutting strategies that apply to all 

Civil Works Program goals, and across a wide range of 

future conditions are discussed below. These cross-cutting strategies were derived from the scenario-based 

process discussed above.

Overarching and Cross-Cutting Strategies

these system descriptions, the resources and stakeholders that are integral to these systems can be identified, 

and solutions with an appreciation for the interconnections can be developed.

A systems approach implies considering the impacts in 

the river basin, watershed, or coastal zone as a whole 

as well as the impacts to the national economy. For 

example, taking a systems approach means thinking of 

navigation as part of a broader transportation system 

and considering waterborne transport in the context 

of rail and road transport and the broader national 

economy. 

Systems approaches and models can help planners and 

decision-makers deal with the complexities of a system, 

however it is defined. One such systems approach is 

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16 Sustainable Solutions to America’s Water Resources Needs

USACE integrates risk-informed decision making 

across its Civil Works program to include planning, 

design, construction, operations, and maintenance. This 

process includes risk assessment, risk management, and 

risk communication. There is an increasing recognition 

of the limits in disaster prediction and the protection 

provided by structural means against extreme events. A 

strategy to fully integrate risk analysis within USACE 

planning and operations as well as involvement by 

those impacted by a project is a significant challenge, 

but an important goal for the future.

4. Innovative Financing–Explore innovative financing 

arrangements such as public-private partnerships to develop and sustain the Nation’s water resources infrastructure. 

Innovative financing encompasses a number of arrangements such as re-organizing or modifying existing funding mechanisms and accounts; and publicprivate partnerships.

Various forms of public-private partnerships can be 

effective when there are shared goals (i.e., ecosystem 

restoration) between USACE and non-governmental 

organizations. Also, water resources infrastructure 

construction, operations, and maintenance could 

be accomplished through a mix of private and public funding. The application of a life-cycle approach 

(emphasizing adaptive operations and management of 

existing USACE projects throughout their life-cycle) 

can be an advantageous arrangement for both the government and private sector. Goal 5 emphasizes adaptive operations and management of existing USACE 

projects throughout their life-cycle. 

aims. An enhanced effort is needed to partner with 

increasingly sophisticated state and interstate 

organizations. Collaborating with Tribes, local entities, 

and private not-for-profit entities will continue. Working with profit-making organizations is a possible next 

step that deserves additional investigation. 

One partnership that has been evolving for 

collaboration is with state water resources planners. 

States are facing critical water shortages from such 

external factors as population migration and climate 

change. Another issue states face is sedimentation in 

reservoirs, which is reducing storage capacity for water 

supply. USACE’s strength in multiple water functions, 

project management, conflict resolution, and use of 

decision-support technologies such as Shared Vision 

Planning positions USACE to facilitate comprehensive, 

coordinated, and integrated water resource planning. 

USACE experts and state water resources planners form 

a nexus of interests to solve current problems, and can 

also join forces to look ahead and seek opportunities 

for greater cooperation in the larger watersheds where 

USACE managed reservoirs exist. An example of such a 

collaborative forum that involves all stakeholders is the 

Missouri River Recovery Implementation Committee 

(MRRIC). For more information see www.mrric.org

3. Risk-Informed Decision Making and Communication–Together with communities develop and employ 

risk and reliability-based approaches that incorporate 

consequence analysis, including risks to life; identify, 

evaluate, and forestall possible failure mechanisms; and 

quantify and communicate residual risk.

Regional Sediment Management, a way to view the movement of sediment holistically. Such an approach views 

sediment as a system-wide resource rather than simply as 

dredged material requiring disposal. This encourages an 

analysis of options such as the beneficial uses of dredged 

material for wetland creation or beach nourishment. 

2. Collaboration and Partnering–Build and sustain 

collaboration and partnerships at all levels to leverage 

funding, talent, data, and research from multiple agencies and organizations.

Partnerships allow each organization to contribute 

resources and thus assemble a greater pool of assets to 

solve problems. The willingness and skills to partner 

with other agencies and organizations is crucial to accomplishing USACE’s missions. Partnerships need to 

be built and sustained to leverage funding, talent, and 

data from multiple agencies and organizations, both 

nationally and internationally.

Partnerships across federal agencies create efficiencies 

when scarce resources are combined toward common 

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Sustainable Solutions to America’s Water Resources Needs 17

support analysis, data presentation, outreach, and 

mapping across all business lines through the Enterprise Geospatial Engineering System (EGES) Program. 

Technology also provides a competitive edge. For 

instance, advances in communication, information 

accessibility, remote sensing, Building Information 

Modeling (BIM) and nanotechnology are particularly 

relevant. The Coastal and River Information System 

(CRIS) is one example of modern communication 

technology used to improve the efficiency and safety 

of the inland and intracoastal waterways. This system 

enables electronic capture of waterborne commerce 

data, management of waterborne traffic, and real-time 

communication with vessel operators concerning 

water traffic and hazards. 

Additionally, advances in remote sensing, Building 

Information Modeling and geospatial information systems will facilitate monitoring of critical infrastructure 

such as dams and levees on both a routine basis and 

under periods of critical attention such as hurricanes. 

Investments in technology are investments in future 

adaptability and agility.

In summary, these Cross-Cutting Strategies are universal and apply and support each Civil Works strategic 

goal. These strategies draw together common threads 

from the Scenario-Based Planning Process and stakeholder consultation. They permeate the entire Civil 

Works program and constitute the “how” in this plan: 

the essence of strategy. Combined, these strategies 

form a new business model that will ensure success in 

an uncertain future.

Adaptation has always been an important skill, and 

it is even more essential in a rapidly changing world. 

Adaptive management provides feedback concerning how parts of a system work and affect other parts 

of the system. Climate change and changes in the 

amount, form (rain as opposed to snow) and timing of 

precipitation will require adaptation in the operation 

of existing infrastructure as well as revised standards 

in the planning and design of new water resources 

infrastructure. Disasters, both natural and manmade, 

will require the ability to expand and contract operations rapidly. Agility and responsiveness is a necessary 

quality for future success for all federal, state, or local 

water resource agencies.

6. State-of-the-Art Technology–Embrace new and 

emerging technology for its fullest advantage. Support 

research that improves the resiliency of structures, assists 

in updating design criteria, and improves approaches 

toward planning and design.

Investment in research and development must 

continue to provide the technology that addresses 

contemporary problems, and which spurs future innovations. Within USACE, the research and development laboratories, as organized under the Engineering 

Research and Development Center (ERDC), facilitate 

this innovation. In partnership with the USACE Institute for Water Resources (IWR) and the other Centers 

of Expertise, ERDC will employ technology transfer to 

infuse new technologies into practice.

USACE is committed to developing and maintaining 

a unified and interoperable geospatial program to 

5. Adaptive Management–Adaptive management is a 

decision process that promotes flexible decision making 

that can be adjusted in the face of risks and uncertainties—such as those presented by climate change—as 

outcomes from management actions and other events 

become better understood through monitoring and 

improved knowledge. 

Effective responses to water resources challenges 

incorporate adaptable and flexible approaches for 

management that anticipates future conditions. 

Adaptive management, a principle commonly used 

in ecosystem restoration, is a framework supporting 

flexible decision-making. An important component 

of adaptive management is learning from monitoring 

data that measures responses to system interventions. 

Such insights can be used to develop future actions 

or change approaches. Adaptive management fosters 

continual learning, which benefits an organization by 

enabling it to adjust flexibly to changing conditions. 

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18 Sustainable Solutions to America’s Water Resources Needs

Objective 1.1

Modernize the Civil Works 

project planning program. 

The planning process is the first step in the Civil 

Works project development. While the foundation 

of the process is strong and effective—from problem 

identification to plan selection—the process has 

become timely and expensive. This is problematic for 

our non-federal sponsors, the taxpayers, and the Army. 

Improving the planning process delivery is the key 

element of the Civil Works Transformation Planning 

Modernization. Completion of feasibility studies that 

result in sound, quality, credible recommendations 

to solve complex water resources problems, and 

contribute to value to the nation for authorization 

contained within a report of the Chief of Engineers 

is a key outcome for Planning Modernization. There 

is also value in a planning process when it does not 

result in a recommendation to proceed to construction. 

In order to achieve this outcome, it is necessary to 

improve the capability of our Planners through training 

and certification. For Planner training, Planners must 

successfully complete the mandatory Planning Core 

CW Strategic Goal 

TRANSFORM THE CIVIL WORKS PROGRAM 

TO DELIVER SUSTAINABLE WATER 

RESOURCES SOLUTIONS THROUGH 

INTEGRATED WATER RESOURCES 

MANAGEMENT (IWRM)

The Civil Works Program faces a myriad of challenges 

which necessitates swift transformation in our current 

business model to make it more relevant in the 21st

Century. There is an imperative to increase the value 

USACE provides to the Nation by delivering enduring and timely water resources solutions. The end 

result will be improved performance and responsiveness, increased customer satisfaction, public trust and 

confidence and improved readiness. Transformation 

will promote enhanced capabilities and greater involvement, ownership, concurrence and commitment 

among internal USACE team members, local sponsors 

and partners. Shared learning and enhanced understanding of mutual challenges can provide creative 

alternatives and sources of funding, and important, 

sustained feedback. 

The Cross-Cutting Strategies discussed in the previous section apply to all Civil Works strategic goals 

discussed below, and form the basic approaches that 

USACE will use to achieve all of its goals. 

The following Objectives and Performance Goals are 

used to indicate progress in meeting the Civil Works 

Strategic Goals. In general, performance targets for 

future years are linked to expected levels of funding. 

Table 1 includes a detailed description and intent of 

each outcome measure. The outcome measures were 

developed to greatly improve the implementation of 

the mission.

Strategic Goals and Objectives

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Sustainable Solutions to America’s Water Resources Needs 19

Objective 1.3

Develop a ready and resilient workforce 

through innovative talent management 

and leader development strategies and 

programs.

Maintaining a competent team including technical 

excellence, tools to attract and maintain a high-quality 

work force, improved communications, and sound 

financial performance is essential to USACEs success 

in the 21st Century. A broad range of skill sets will be 

needed by the USACE workforce now and in the future. These skills must build on USACE’s current core 

competencies and technical strengths as well as attract 

highly motivated employees.

Performance Measures

Measure 1.3.a: Percent completion and 

deployment of Command Training Plans for 

all USACE mission critical occupations. 

FY 14 Target – 33%

FY 15 Target – 50%

FY 16 Target – 75%

FY 17 Target –100%

Measure 1.3.b: Percent increase of technical 

competencies for USACE Mission Critical 

Occupations that meet or exceed Army Competency 

Management System (CMS) targets. 

FY 14 Target – N/A

FY 15 Target – Establish baseline 

FY 16 Target – 50% increase from baseline

FY 17 Target – 75% increase from baseline

FY 18 Target –100% increase from baseline

Curriculum. Planning Certification builds upon 

Planner Training and the objective is to advance both 

the overall national planning competency and the 

technical capability of individual planners through a 

framework that focuses on education and training; 

experience; in depth knowledge of policy and processes; 

and leadership, mentoring and communication; and the 

overall national planning competency.

Performance Measures

Measure 1.1.a: Percent of Planners trained in 

Planning Core Curriculum Courses.

FY 14 Target – 50%

FY 15 Target – 60%

FY 16 Target – 70%

FY 17 Target – 80%

FY 18 Target – 80%

Measure 1.1.b: Percent of Planners achieving 

certification under the National Planner 

Certification Program.

FY 14 Target – 5% 

FY 15 Target – 10%

FY 16 Target – 15%

FY 17 Target – 20%

FY 18 Target – 20%

Objective 1.2

Deliver quality solutions and services.

The Corps assessed how it delivers products and 

services, and the steps it needed to take to enhance 

and maintain a highly trained and competent workforce that is responsive to our Nation’s water resources 

needs. Based on this assessment, USACE determined 

that it needs to improve technical competence, 

processes and procedures and provide state of the art 

guidance and regulations that reflect lessons learned 

and future uncertainties.

Performance Measures

Measure 1.2.a: Percent of projects on schedule. 

FY 14 Target – 80%

FY 15 Target – 85% 

FY 16 Target – 85% 

FY 17 Target – 90% 

FY 18 Target – 90%

Measure 1.2.b: Percent of Customers indicating 

USACE delivered quality products and services 

(based on Customer Satisfaction Survey).

FY 14 Target – 85% rated “High”

FY 15 Target – 88% rated “High”

FY 16 Target – 90% rated “High”

FY 17 Taregt – 93% rated “High”

FY 18 Target – 95% rated “High”

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20 Sustainable Solutions to America’s Water Resources Needs

Objective 2.2

Support the Department of Homeland 

Security/Federal Emergency Management 

Agency to provide life-cycle public works 

and engineering support in response to 

disasters.

In support of the Department of Homeland Security/

Federal Emergency Management Agency, USACE 

prepares for and responds to disasters, within its own 

specific authorities and programs and those provided 

under both the Stafford Act and the National Emergency Preparedness Program. 

Performance Measures

Measure 2.2.a: Percent of trained and certified 

Planning Response Teams, Team Leaders, Assistant 

Team leaders and Subject Matter Experts, and National 

Emergency Support Function #3 Cadres ready 

and able to respond. 

FY 14 Target – 85%

FY 15 Target – 85%

FY 16 Target – 85%

FY 17 Target – 85%

FY 18 Target – 85%

Measure 2.2.b: Percent of current Annual updated 

All-hazards contingency plans across USACE.

FY 14 Target – 50%

FY 15 Target – 75%

FY 16 Target – 85%

FY 17 Target –100%

FY 18 Target –100%

Performance Measures

Measure 2.1.a: Percent progress to develop and 

implement National Flood Characterization tool in 

collaboration with FEMA.

FY 14 Target – Initial prototype developed, tested, 

and used to inform flood risk 

management business line budget 

development.

FY 15 Target – Final prototype completed and able 

to accept available data bases. 

FY 16 Target – Prototype tested and refined within 

the Corps and other interested 

federal agencies. 

FY 17 Target – Tool fully functional and being used 

as a standard tool within USACE.

FY 18 Target – Fully functional tool in use and 

revised as new requirements arise.

Measure 2.1.b: Percent of Levee Safety Action 

Classifications complete.

FY 14 Target – 60% 

FY 15 Target – 80%

FY 16 Target –100%

FY 17 Target –100%

FY 18 Target –100%

Measure 2.1.c: Number of Dam Safety Action 

Classifications Reduced.

FY 14 Target –10

FY 15 Target – 8

FY 16 Target –10

FY 17 Target –10

FY 18 Target –10

CW Strategic Goal 

IMPROVE THE SAFETY AND RESILIENCE OF 

COMMUNITIES AND WATER RESOURCES 

INFRASTRUCTURE. 

USACE will provide timely, effective, and efficient 

disaster preparedness, response, recovery, and mitigation within its own specific authorities and programs, 

such as those supporting flood risk management, and 

those provided through responses to missions assigned 

by the Federal Emergency Management Agency of the 

Department of Homeland Security. 

Objective 2.1

Reduce the Nation’s flood risk and 

increase resilience to disasters.

Reducing flood risk requires coordinated federal, state, 

tribal, local, and individual involvement. Population 

growth and demographic shifts continue to place more 

people and businesses at risk, while changes in land 

use and climate variations increase the magnitude and 

frequency of floods. Engagement by USACE is part of 

a broader effort that is needed to address the Nation’s 

flooding challenges.

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Sustainable Solutions to America’s Water Resources Needs 21

Performance Measures

Measure 3.1.a: The number of instances where 

mechanically driven failure at locks results in

 delays of more than 24 hours.

Targets: FY 14 FY 15 FY 16 FY 17 FY 18 

1- Day 46 44 42 40 38

Measure 3.1.b: The number of instances where 

mechanically driven failure at locks results in 

delays of more than one week.

Targets: FY 14 FY 15 FY 16 FY 17 FY 18 

1-Week 26 25 24 23 22

CW Strategic Goal

FACILITATE THE TRANSPORTATION OF 

COMMERCE GOODS ON THE NATION’S 

COASTAL CHANNELS AND INLAND 

WATERWAYS. 

Goal 3 involves the USACE navigation business line, 

whose objective is to provide safe, reliable, highly costeffective, and environmentally sustainable waterborne 

transportation systems for the movement of commercial goods. Many shippers move their goods by water, 

where that is the most profitable way for them to transport these materials. Through a combination of capital 

improvements and the operation and maintenance of 

existing infrastructure, this business line facilitates that 

commerce.

Objective 3.1

Facilitate commercial navigation by 

providing safe, reliable, highly costeffective, and environmentally sustainable 

waterborne transportation systems. 

The Nation’s infrastructure to support the transportation of commercial goods by water involves a network 

of navigable coastal channels, inland waterways and 

related features maintained by the USACE, as well 

as publicly- and privately-owned marine terminals, 

intermodal connections, shipyards and repair facilities. 

The USACE maintains approximately 25,000 miles of 

coastal channels and inland waterways, including 926 

coastal, Great Lakes, and inland harbors; and 241 river 

locks at 197 sites.

Objective 2.3

Effectively and efficiently execute response, 

recovery and mitigation.

Under Presidential Policy Directive #8 (PPD #8) 

USACE exercises roles and responsibilities and 

executes assigned response, recovery, and mitigation 

missions within its own specific authorities and those 

under the National Response, Disaster Recovery, and 

Mitigation Frameworks. 

Performance Measures

Measure 2.3.a: Percent scheduled and executed 

assigned and funded missions and programs.

FY 14 Target – 100%

FY 15 Target – 100%

FY 16 Target – 100%

FY 17 Target – 100%

FY 18 Target – 100%

Measure 2.3.b: Number of active state-led 

interagency flood risk management teams 

(Silver Jackets)

FY 14 Target – 42 

FY 15 Target – 45

FY 16 Target – 48

FY 17 Target – 50

FY 18 Target – 50 

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22 Sustainable Solutions to America’s Water Resources Needs

Objective 4.2

Reduce adverse impacts to the Nation’s 

wetlands and waterways through an 

effective, transparent, and efficient 

Regulatory process. 

The objective of the Clean Water Act (CWA) is “to 

restore and maintain the chemical, physical, and 

biological integrity of the Nation’s waters.” To achieve 

this goal, the CWA prohibits the discharge of dredged 

or fill material into wetlands, streams, and other waters 

of the United States unless a permit is issued by the 

USACE or approved state under CWA Section 404. 

When there is a proposed discharge, all appropriate 

and practicable steps must first be taken to avoid and 

minimize impacts to aquatic resources. For unavoidable impacts, compensatory mitigation is required to 

replace the loss of wetland, stream, and/or other aquatic resource functions. USACE (or an approved state 

authority) is responsible for determining the appropriate form and amount of compensatory mitigation 

required. Methods of providing compensatory mitigation include restoration, establishment, enhancement, 

and in certain circumstances, preservation of aquatic 

resources. USACE will develop and implement actions 

that will result in streamlined and transparent regulatory processes that balance economic development 

while sustaining aquatic resources. Initiatives will 

focus on achieving greater consistency across Districts, 

improving responsiveness and efficiency, and aiding 

the decision making process. 

functions, and dynamic processes have become 

degraded. The emphasis is on restoring nationally- or 

regionally-significant habitat where the solution primarily involves modifying the hydrology and geomorphology. The results of these efforts are to contribute to 

the restoration of more natural conditions and improve 

the sustainability of various ecosystems.

Performance Measures

Measure 4.1: Acres of habitat restored, created, 

improved or protected in ecosystems identified as 

priorities through interagency coordination, which 

are: Everglades, Great Lakes, Chesapeake Bay, Puget 

Sound, Missouri River, and Upper Mississippi River.

FY 14 Target – 21,950

FY 15 Target – 15,326

FY 16 Target – 13,860

FY 17 Target –853,776

FY 18 Target –353,870

CW Strategic Goal 

RESTORE, PROTECT, AND MANAGE AQUATIC 

ECOSYSTEMS TO BENEFIT THE NATION.

Goal 4 focuses on protecting and restoring the 

environment, regulating discharges into the 

Nation’s wetlands and waterways and recreation. 

Environmental protection involves sound planning 

to avoid and minimize adverse impacts to the 

environment. Restoring aquatic habitat to a more 

natural condition in ecosystems whose structures, 

functions and dynamic processes have become 

degraded is the goal of the ecosystem restoration area. 

The objective of the regulatory area is to implement 

efficient and transparent regulatory processes to 

sustain aquatic ecosystems. Goal 4 also discusses 

recreation reflecting the important role that USACE 

plays in providing outdoor recreation as an ancillary 

benefit of its flood damage reduction and navigation 

projects. 

Objective 4.1

Restore aquatic habitat to a more natural 

condition in ecosystems in which structure, 

function, and dynamic processes have been 

degraded. 

USACE’s objective in the area of aquatic ecosystem 

restoration is to help restore aquatic habitat to a more 

natural condition in ecosystems whose structures, 

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Sustainable Solutions to America’s Water Resources Needs 23

Objective 4.4

Manage, conserve, and preserve natural 

resources at USACE projects. 

This objective focuses on the managing, conserving 

and preserving of natural and cultural resources on 

12 million acres of land and water at 470 multipurpose USACE projects. Among other environmental 

stewardship activities, program personnel complete 

master plans to designate land use protections, manage 

over 68,000 shoreline permits, inspect over 38,000 

miles of boundary and monitor land use protection on 

34,000 real estate leases, licenses and easements where 

others are using Corps property. The program staff also 

works to protect 56,000 cultural sites, 270,000 acres of 

environmentally sensitive areas, and over 100 species 

listed under the Endangered Species Act while facing 

increased development pressures, invasive species 

infestations, and many other environmental threats.

Performance Measures

Measure 4.4: Percent of USACE fee-owned and/or 

administered lands and waters that have achieved 

desired natural resource conditions.

FY 14 Target – 85%

FY15 Target – 85%

FY16 Target – 86% 

FY 17 Target – 86% 

FY 18 Target – 87%

Performance Measures

Measure 4.2: Percent of general permit decisions 

reached within 60 days.

FY 14 Target – 75%

FY 15 Target – 75%

FY 16 Target – 75%

FY 17 Target – 75%

FY 18 Target – 75%

Objective 4.3

Clean up radioactive waste sites. 

Under the Formerly Utilized Sites Remedial Action 

Program (FUSRAP), USACE cleans up former 

Manhattan Project and Atomic Energy Commission 

sites. FUSRAP sites are contaminated with radioactive 

wastes as a result of work performed as part of the 

Nation’s early atomic energy program. When a site 

cleanup is complete, it is returned to the Department 

of Energy for long-term management.

Performance Measures

Measure 4.3: Number of individual properties 

returned to beneficial use. Each site may contain 

varying numbers of individual properties, 

with different owners.

FY 14 Target – 9 

FY 15 Target –12

FY 16 Target – 9

FY 17 Target – 6

FY 18 Target – 8

Objective 4.5

Provide opportunities for quality 

outdoor public recreation. 

USACE is the largest federal provider of water-based 

outdoor recreation in the Nation, which is an ancillary 

benefit of its flood damage reduction and navigation 

projects. USACE’s recreation program provides quality 

outdoor public recreation experiences in accordance 

with its three-part mission: 1) serve the needs of present and future generations; 2) contribute to the quality 

of American life; and 3) manage and conserve natural 

resources consistent with ecosystem management 

principles. Its 422 recreation projects—each of which 

has numerous parks or Project Site Areas (PSAs)—

spread across 43 states providing diverse and dynamic 

recreational opportunities. 

The 2,072 Corps-managed PSA’s were evaluated at the 

end of FY13. Results concluded that 87% are in compliance with facility condition standards, 66% 

are in compliance with efficiency standards and 54% 

are in compliance health and safety standards.

Performance Measures

Measure 4.5: Annually increase PSA compliance in 

each standard by 1% over the FY13 baseline.

FY 14 Target – 1% increase over FY13 baseline

FY 15 Target – 2% increase over FY13 baseline

FY 16 Target – 3% increase over FY13 baseline

FY17 Target – 4% increase over FY13 baseline

FY 18 Target – 5% increase over FY13 baseline

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Objective 5.2

Capitalize, recapitalize, operate and 

maintain water resources infrastructure

 to provide maximum value to the Nation.

USACE is the steward of the fourth largest asset 

portfolio, by value, of all federal agencies. It operates, 

maintains, and manages more than $259 billion worth 

of the Nation’s water resources infrastructure. From 

navigation locks and hydropower plants to dams and 

recreation areas, these assets contribute to the Nation’s 

economy and safety, and must be accountably and 

responsibly managed.

Performance Measures

Measure 5.2: Percentage of preventive 

maintenance completed on critical components.

FY14

4Q–Complete asset inventory in accordance with 

implementation of the USACE Maintenance 

Management Improvement Plan (MMIP) 

Phases 1 and 2

FY15

1Q–Implementation of MMIP Phase 3 (Work Orders) 

2Q–Establish baseline of preventive maintenance 

funding expended on highest-risk critical 

components, compared to total O&M funding 

3Q–Baseline + 10% 

4Q–Baseline + 20%

Performance Measures

Measure 5.1.a: Non-tactical Vehicle (NTV) 

Petroleum: Percent reduction in NTV Petroleum 

Use. This measures progress on reducing the use 

of traditional petroleum fuels (gasoline and diesel) 

in fleet vehicles.

FY 14 Target – 20%

FY 15 Target – 20%

FY 16 Target – 22%

FY 17 Target – 24%

FY 18 Target – 24%

Measure 5.1.b: Facility Energy Intensity: Percent 

reduction in Goal Subject Energy Intensity 

(Btu/GSF). This measures progress on making 

“buildings” more energy efficient.

FY 14 Target – 30.0%

FY 15 Target – 30.0%

FY 16 Target – 30.1%

FY 17 Target – 30.2%

FY 18 Target – 30.2%

CW Strategic Goal 

MANAGE THE LIFE-CYCLE OF WATER 

RESOURCES INFRASTRUCTURE SYSTEMS 

IN ORDER TO CONSISTENTLY DELIVER 

SUSTAINABLE SERVICES. 

Goal 5 emphasizes adaptive operations and management of existing USACE projects throughout their 

life cycle. Reliability is integral to this goal and reflects 

the implementation of risk-based asset management 

especially, in operating and maintaining USACE 

navigation and flood risk management infrastructure. 

USACE gives priority to ensuring that existing projects 

function safely. USACE will continue to strive for integrating environmental considerations in the operation, 

maintenance, and rehabilitation of existing projects.

Objective 5.1

Support the Nation and the Army in 

achieving our energy security and 

sustainability goals. 

Continued integration of sustainability into the 

USACE mission and organizational culture is essential 

to achieving sustainability goals. USACE will employ 

a systems-based, continual improvement approach to 

integrate sustainability into its mission and organizational culture, with an ultimate goal of assignment and 

acceptance of personal responsibility for achieving a 

sustainable future by all members of the organization.

24 Sustainable Solutions to America’s Water Resources Needs

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have enough water to meet their needs. USACE may 

participate in developing water supplies in connection 

with water resources improvements for construction, 

operation, maintenance, and modification of federal 

reservoir projects when certain conditions of nonfederal participation are met, such as bearing the full 

financial burden of water supply.

Performance Measures

Measure 5.4.a: Percent of acre-feet of storage under 

contract versus acre-feet available.

FY 14 Target – 95.8%

FY 15 Target – 95.9%

FY16 Target – 96.1%

FY 17 Target – 96.3% 

FY 18 Target – 96.5%

Measure 5.4.b: Percent of investment costs 

recovered versus the total investment costs 

available for recovery.

FY 14 Target – 58%

FY 15 Target – 60%

FY 16 Target – 62% 

FY 17 Target – 64% 

FY 18 Target – 66%

Objective 5.3

Provide reliable, renewable, hydropower 

to the Nation.

USACEs’ multipurpose dam and water reservoir 

authorities provide hydroelectric power as an additional benefit of projects built for navigation and 

flood control. USACE is the largest owner-operator 

of hydroelectric power plants in the United States and 

one of the largest in the world. USACE operates 353 

generating units at 75 multipurpose reservoirs, mostly 

in the Pacific Northwest. The facilities account for 

approximately 24 percent of the Nation’s hydroelectric 

power and approximately 3 percent of the country’s total electrical generation capacity. USACE hydroelectric 

plants produce on average nearly 77 billion kilowatthours each year, which is sufficient to serve about 11 

million households or the equivalence of 39 cities the 

size of Washington, DC. Hydropower is a renewable 

energy source that produces none of the airborne 

emissions that contribute to acid rain or greenhouse 

gases. USACE hydroelectric power facilities avoid 60 

million tons of greenhouse gases annually.

Performance Measures

Measure 5.3.a: Peak unit availability (percentage 

of time generating units are available during periods 

of peak demand).

FY 14 Target – 86.3%

FY 15 Target – 86.7% 

FY 16 Target – 87.0% 

FY 17 Target – 87.3% 

FY 18 Target – 87.9%

A summary of Strategic Goals, Objectives, 

and Performance Goals are included in 

Table 1.

Measure 5.3.b: Percentage of time units are out of 

service due to unplanned outage.

FY 14 Target – 4.0%

FY 15 Target – 3.8%

FY 16 Target – 3.5% 

FY 17 Target – 3.3%

FY 18 Target – 3.0%

Objective 5.4

Provide water supply storage in partnership 

with state and local interests. 

Conscientious management of the Nation’s water 

supply is needed, particularly when addressing the impacts of water shortages in times of droughts. USACE 

also assists states and non-federal entities in the 

development and management of their water supplies 

to ensure households, businesses and farms nationwide 

Sustainable Solutions to America’s Water Resources Needs 25

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Objective 1.1 

Modernize the Civil Works project planning program. 

Perf

• Measure 1.1.a: Percent of Planners trained in Planning 

Core Curriculum Courses.

This measure tracks the effort to have planners complete 

the planner core curriculum. It is essential for successful 

completion of feasibility studies that result in sound, 

quality, and credible recommendations to solve complex 

water resources problems in a timely manner. 

• Measure 1.1.b: Percent of Planners achieving 

certification under the National Planner Certification Program.

This measure tracks the effort to get planners certified 

as pertains to completing the planner core curriculum 

and developing the necessary skills and experiences 

to complete the planning process successfully. This 

certification will enable successful completion of feasibility 

studies that result in sound, quality, and credible 

recommendations to solve complex water resources 

problems in a timely manner.

Objective 1.2 

Deliver quality solutions and services. 

Perf

• Measure 1.2.a: Percent of projects on schedule. 

This measure compares project progress to the 

schedules established and reported in the USACE 

project management system. USACE’s tracking of actual 

schedules is essential to determine whether or not 

projects are delivered on time and, if not, determining the 

underlying causes for not meeting the schedules.

• Measure 1.2.b: Percent of customers indicating 

USACE delivered quality products and services (based on 

Customer Satisfaction Survey)

This measure utilizes the annual USACE Civil Works 

Program Customer Satisfaction Survey to gauge quality 

of products and services as reported by customers and 

stakeholders. Tracking actual customer feedback is 

essential to determining if USACE met their needs of 

delivering quality projects on time.

Objective 1.3 

Develop a ready and resilient workforce through 

innovative talent management and leader 

development strategies and programs.

Perf

• Measure 1.3.a: Percent completion and deployment 

of Command Training Plans for all USACE mission critical 

occupations. 

This measure tracks the effort to have our employees 

complete essential training in mission critical occupations 

that are essential for successful completion of engineering 

designs and construction. Mission critical occupations 

are the 9 job series identified by USACE as technical 

disciplines essential for accomplishing the USACE 

functions and responsibilities. The series include: General 

Natural Resources Management and Biological Sciences 

(401), Engineering Technician (802), Construction Control 

Technician (809), Civil Engineer (810), Mechanical 

Engineer (830), Electrical Engineer (850), Contracting 

Specialist (1102), Realty Specialist (1170), and Lock and 

Dam Operator (5426).

• Measure 1.3.b: Percent increase of technical 

competencies for USACE Mission Critical Occupations that 

meet or exceed Army Competency Management System 

(CMS) targets. 

This measure is designed to track the progress in 

increasing technical competencies for USACE Mission 

Critical Occupations that meet or exceed Army 

Competency Management System (CMS) targets. CMS 

is the tool utilized by the Army to identify competencies 

and assess proficiencies. Targets are based on Army CMS 

deployment in FY 15.

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics

STRT

Transform the Civil Works Program to deliver sustainable water resources

solutions through Integrated Water Resources Managemeant ((IWRM).

26 Sustainable Solutions to America’s Water Resources Needs

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Objective 2.1 

Reduce the Nation’s risk and increase

resilience to disasters.

Perf

• Measure 2.1.a: Percent progress to develop and 

implement a National Flood Characterization tool in 

collaboration with FEMA.

The measure tracks the completion of a characterization 

tool that will improve the knowledge of flood risk by 

characterizing relative flood risk at the national, state, and 

watershed levels. The tool will provide information in a 

GIS format to support federal, state, and regional decision 

makers, planners, and policy analysts in determining 

investment priorities, responding to future conditions and 

flood risk drivers, improving resilience, and reducing risk 

in the long-term. This measure tracks key milestones over 

time towards development and implementation of a fully 

functional and robust tool.

• Measure 2.1.b: Percent of Levee Safety Action 

Classifications complete.

This measure tracks the percentage of Levee Safety Action 

Classifications (LSAC) complete. All levees in the USACE 

Levee Safety Program will be assigned a LSAC informed 

by a risk assessment. The LSAC system is intended to 

provide consistent and systematic guidelines for actions 

to address safety issues. The five classes define distinctly 

different urgencies of action and related types of actions 

that are commensurate with the risk associated with 

the levee system. The LSAC will be used by USACE 

and stakeholders to improve understanding of risk; 

communication; and quality of decisions. In addition, 

LSACs will be used to establish priorities and solutions 

that effectively address the risks. 

• Measure 2.1.c: Number of Dam Safety Action 

Classifications Reduced.

This measure tracks the reduction of Dam Safety Action 

Classifications (DSAC), a characterization of risk and 

provides consistent and systematic guidelines for 

appropriate actions to address the safety issues and 

deficiencies of USACE dams. The five classifications 

present different levels and urgencies of actions that 

are commensurate with a transition in safety status 

from critically near failure to adequately safe. USACE 

uses the DSAC to improve the understanding of risk, 

quality decisions, and establish priorities and solutions 

that effectively address the risks and communicate 

these principles with stakeholders. This measure tracks 

the number of DSACs reduced as a result of Periodic 

Inspections, Issue Evaluation Studies, and construction 

activities, which results in less urgency and lower risk in 

these cases and an increased understanding of the overall 

portfolio risk.

There are 707 dams in USACE inventory. Of these, twentyone (21) are classified DSAC 1 and ninety-one (91) are 

classified DSAC 2 dams. Within constrained funding, 

improving 10 DSACs is a significant achievement. USACE 

is using the next few years to baseline the metric against 

what is achievable with good performance, after which 

the average annual DSAC reduction can be smartly 

adjusted.

Objective 2.2 

Support the Department of Homeland Security/

Federal Emergency Management Agency to provide 

life-cycle public works and engineering support in 

response to disasters.

Perf

• Measure 2.2.a: Number of trained and certified 

Planning Response Teams, Team Leaders, Assistant Team 

Leaders, Subject Matter Experts, and National Emergency 

Support Function #3 Cadres ready and able to respond. 

The Corps established designated Planning & Response 

Teams (PRTs) and a cadre of leaders and subject matter 

experts to provide rapid emergency response during any 

All-Hazards contingency. This measure establishes the 

baseline, calculated as the percentage of trained and 

certified team members at any time during the entire 

fiscal year. Anything less than the baseline degrades 

readiness and may result in the Corps not prepared to 

respond.

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics (cont’d)

STRT

Improve the safety and resilience of communities

and water resources infrastructure.

Sustainable Solutions to America’s Water Resources Needs 27

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STR

GO

• Measure 2.2.b: Percent of current Annual updated AllHazards contingency plans across USACE.

Every command, center, and field operating agency in 

USACE must be prepared to respond to the full spectrum 

of All-Hazards. This measure reflects the percentage of 

current All-Hazards Contingency plans at all echelons, on 

the shelf and ready for use when needed. 

Objective 2.3 

Effectively and efficiently execute response, 

recovery, and mitigation. 

Perf

• Measure 2.3.a: Percent scheduled and executed 

assigned and funded missions and programs.

This measure reflects the Corps is commitment to 

the national preparedness system as articulated in 

Presidential Policy Directive – 8, other Executive Orders, 

and statutes. The national preparedness system directs 

executive agencies to develop interagency operational 

plans to support each national planning framework. 

Each interagency operational plan shall include a 

detailed concept of operations; description of critical 

tasks and responsibilities; detailed resource, personnel, 

and sourcing requirements; and specific provisions 

for the rapid integration of resources and personnel. 

The Corps metric is measured in part by the Federal 

Emergency Management Agency assigned missions 

during disaster response, recovery, and mitigation 

operations. This measure tracks the percentage of these 

missions scheduled and executed; anything less than 

100% is not acceptable and may result in overall mission 

failure. Myriad activities and trends must be monitored 

and adjusted each year, to ensure achievement of full 

execution, i.e.: monitoring/forecasting of potential 

weather related threats, conducting pre-disaster 

operations to strengthen federal, state, local and tribal 

coordination, and capturing lessons learned after a 

disaster response to improve future response activities. 

These are a few examples that guide the development of 

doctrine and support programmatic changes in USACE 

disaster programs.

• Measure 2.3.b: Number of active state-led interagency 

flood risk management teams (Silver Jackets)

Silver Jackets Teams provide federal assistance to state 

and local governments in developing and executing 

mitigation measures that meet local government needs. 

Membership consists of the Corps and other federal 

agencies that can contribute to meeting those needs 

(i.e. FEMA, EPA, DOT, etc.) State teams normally are 

represented by state hazard mitigation offices and other 

government offices (state and local). This measure tracks 

the number of active teams by state. The target is to have 

a team in all 50 states. 

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics (cont’d)

STRTEGIC GOA

Improve the safety and resilience of communities

and water resources infrastructure.

28 Sustainable Solutions to America’s Water Resources Needs

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Objective 3.1 

Facilitate commercial navigation by providing safe, 

reliable, highly cost-effective and environmentally 

sustainable waterborne transportation systems.

Perf

• Measure 3.1.a: The number of instances where 

mechanically driven failure at locks results in delays of more 

than 24 hours.

• Measure 3.1.b: The number of instances where 

mechanically driven failure at locks results in delays of more 

than one week.

These measures track the conditions of Corps locks by 

focusing on the number of instances where failure occurs 

at the main lock chamber on inland waterways with a 

high level of commercial use (more than 3 billion tonmiles of traffic annually on that segment) or a moderate 

level of commercial use (between 1 billion ton-miles and 

3 billion ton-miles of traffic annually on that segment). 

USACE is working to ensure that the locks on these 

waterways are reliable and available to pass traffic 

when needed. The system is operating at a satisfactory 

level overall, and the Corps has been investing in the 

maintenance and rehabilitation of these structures. 

However, many of the locks are in various states of 

deterioration, which result in periodic mechanical failures 

and lock closures to make repairs. Repairs are becoming 

more frequent, extensive, and costly. Lock closures can 

result in either complete stoppage of traffic (where there 

is only one lock) or in significant delays to traffic (where 

a smaller, auxiliary lock must be used). These delays 

result in increased costs to shippers and the general 

public, including the longer time involved in the trip, and 

the related increase in fuel consumption and pollution. 

USACE maintains over 241 locks at 197 sites.

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics (cont’d)

STRT

Facilitate the transportation of commerce goods on

the Nation’s coastal channels and inland waterways.

Sustainable Solutions to America’s Water Resources Needs 29

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Objective 4.1 

Restore aquatic habitat to a more natural condition 

in ecosystems in which structure, function, and 

dynamic processes have been degrades. 

Perf

• Measure 4.1: Acres of habitat restored, created, 

improved or protected.

This performance measure tracks the change in condition 

of environmental habitat. Ecosystem restoration seeks 

to restore habitat to a more natural condition, aquatic 

habitat whose structure, function, and dynamic processes 

have become degraded. 

Objective 4.2 

Reduce adverse impacts to the Nation’s wetlands

and waterways through an effective, transparent, 

and efficient Regulatory process.

Perf

• Measure 4.2: Percent of general permit decisions 

reached within 60 days.

This measure tracks the percentage of USACE general 

permits that are verified within 60 days of receipt of a 

complete application. General permits are authorizations 

for activities that have minimal adverse individual and/or 

cumulative effects on the aquatic environment. 

Objective 4.3 

Clean up radioactive waste sites. 

Perf

• Measure 4.3: Number of individual properties returned 

to beneficial use.

This performance measure tracks the number of properties 

released for general use following remediation of former 

Manhattan Project and Atomic Energy Commission and 

former military sites under the Environmental Protection 

Agency Superfund program. 

Objective 4.4 

Manage, conserve, and preserve natural 

resources at USACE projects.

Perf

• Measure 4.4: Percent of USACE fee-owned and/or 

administered lands and waters that have achieved desired 

natural resource conditions.

The performance measure for this objective tracks 

land and water acreage, which through protection and 

management, meets the desired conditions outlined in 

management or work plans which fall into categories 

of sustainable, transitioning or degraded. Condition 

classifications are annually updated for each vegetation 

type of Corps fee owned property. 

Desired conditions include both sustainable and 

transitioning where natural resources objectives are 

met and environmental impacts are minimized. The 

performance is calculated with a numerator representing 

lands and waters meeting a sustainable or transitioning 

condition over the denominator of total lands and waters 

with a known condition. As lands and waters fall into 

a degraded condition, the acreage drops out of the 

numerator and lowers performance. Improving degraded 

lands and waters results in an increase in the numerator 

and a higher net performance.

Objective 4.5 

Provide opportunities for quality outdoor 

public recreation.

Perf

• Measure 4.5: Annually increase PSA compliance in each 

standard by 1% over the FY 13 baseline.

This measure tracks the quality of the recreation program 

delivered in light of fiscal realities and responsiveness 

to changing needs. Results will be used to guide 

decision making in focusing resources to provide 

amenities, services and opportunities where they provide 

the greatest qualitative and quantitative benefits. 

Collectively, 35% of the PSA’s meet all three standards 

(Facility Condition, Efficiency, and Health and Safety). 

This collective score reflects reduced service levels and 

opportunities delivered in response to a $31M reduction 

in the recreation business line budget from FY10 $283M 

to FY15 $252M. The measure’s target is to increase the 

amount of PSA’s that comply with the above standards.

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics (cont’d)

STRT

Restore, protect, and manage the

aquatic ecosystems to benefit the Nation.

30 Sustainable Solutions to America’s Water Resources Needs

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Objective 5.1 

Support the Nation and the Army in achieving our

energy security and sustainability goals. 

Perf

• Measure 5.1.a: Non-tactical Vehicle (NTV) Petroleum: 

Percent reduction in NTV Petroleum Use. This measures 

progress on reducing the use of traditional petroleum fuels 

(gasoline and diesel) in fleet vehicles.

This performance measure is focused on vehicle usage 

within USACE and supports reducing greenhouse gas 

emissions, climate change mitigation, increasing alternative 

fuel use and reducing operations and maintenance costs.

• Measure 5.1.b: Facility Energy Intensity: Percent reduction 

in Goal Subject Energy Intensity (Btu/GSF). This measures 

progress on making “buildings” more energy efficient.

This performance measure focuses on energy efficiency 

progress at buildings utilized by USACE and supports 

reducing greenhouse gas emissions, climate change 

mitigation, and reducing operations and maintenance costs. 

Objective 5.2 

Capitalize, recapitalize, operate and maintain 

water resources infrastructure to provide maximum 

value to the Nation

Perf

• Measure 5.2: Percentage of Preventitive Maintenance 

completed on critical components maintenance completed 

per maintenance management improvement plans.

This measure tracks the percentage of Preventitive 

Maintenance (PM) tasks completed on USACE missioncritical components. Focusing on mission-critical components 

is ensures that national preventive maintenance efforts are 

focused on those components with the highest potential 

risk to delivering national benefits. Critical components are 

those items that, if they failed, would have an immediate 

and substantial impact to the various USACE missions 

of providing national benefits (power generation, safe 

navigation, flood risk management, etc.) Preventive 

maintenance is the systematic care, servicing, and inspection 

of assets, facilities, equipment and components for the 

purpose of detecting and correcting incipient failures 

and accomplishing minor maintenance. The frequency of 

preventive maintenance is generally less than one year.

Objective 5.3 

Provide reliable, renewable, hydropower 

to the Nation

Perf

• Measure 5.3.a: Peak unit availability (percentage of 

time generating units are available during periods of peak 

demand).

This measure tracks the peak unit availability. Peak Unit 

Availability measures performance reliability, it is the 

percentage of time during critical peak demand periods 

that hydroelectric generating units are available to 

the PMA interconnected system. USACE hydroelectric 

generation is marketed to preference customers by four 

power marketing administrations (PMA). These PMAs are 

obligated to recover the operating and capital investment 

cost of USACE hydropower facilities through the sale of 

USACE hydropower electric power. 

• Measure 5.3.b: Percentage of time units are out of 

service due to unplanned outage.

This measure tracks the percentage of time hydropower 

generating units are in an unscheduled or unplanned 

outage status. The lower the forced outage rate, the more 

reliable and less expensive the electrical power provided 

to the consumer. 

Objective 5.4

Provide water supply storage in partnership 

with state and local interests.

Perf

• Measure 5.4.a: Percent of acre-feet of storage under 

contract versus acre-feet available.

This measure tracks the percentage of the acre-feet of 

water supply storage space under contract with state and 

local interests for present and future use, compared to 

the acre-feet of space available for water supply. An acre 

-foot is the volume of water that will cover an area of one 

acre to a depth of one foot.

• Measure 5.4.b: Percent of investment costs recovered 

versus the total investment costs available for recovery.

This measure tracks progress in recovering investment 

costs. The Corps seeks proportional reimbursement of 

capital costs for that portion of the reservoir allocated 

for water supply. The cost available for recovery is the 

total estimated capital cost of water supply allocations. 

In this context, the capital costs are typically the costs to 

construct the reservoir.

Table 1. Summary of Strategic Goals, Objectives, and Performance Metrics (cont’d)

STRT

Manage the life-cycle of water resources infrastructure systems

in order to consistently deliver sustainable services.

Sustainable Solutions to America’s Water Resources Needs 31

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32 Sustainable Solutions to America’s Water Resources Needs

Customer Satisfaction Surveys – Customer 

satisfaction surveys are used to improve service and 

delivery of USACE products and services.

The performance of USACE’s Civil Works Program is 

continually evaluated with the help of the performance 

measures, the results of which are published in the 

Management’s Discussion and Analysis section of the 

Army’s annual financial statement. 

One of the primary missions of Headquarters USACE 

is the development of key relationships with other 

federal agencies. Regularly these relationships are used 

to benchmark progress with similar programs and 

explore opportunities for common measures as well as 

improving program performance. USACE personnel 

participate on various Construction Industry 

Institute teams to share and explore best management 

practices with the private sector and other agencies. 

Additionally, USACE dialogues continuously with its 

partners and stakeholders to review and benchmark 

progress on program performance.

• Deliver measurable improvements in public safety 

and protection of property

• Generate broad-based economic and environmental 

benefits to the Nation

• Solve water resource problems in a sustainable 

manner

There are several processes and systems in place to 

evaluate the performance of the Civil Works Program. 

This evaluation takes place in a context to facilitate 

evaluation of all major programs.

To realize the USACE Vision, “Contribute to the 

strength of the Nation through innovative and 

environmentally sustainable solutions to the Nation’s 

water resources challenges,” and to further support and 

implement this Strategic Plan, there must be a focus 

on identifying outcomes and measuring performance. 

At the strategic level, criteria for success should relate 

to the five strategic goals, and reflect progress toward 

achieving them. Plans, programs, and projects should:

Program Evaluation

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Sustainable Solutions to America’s Water Resources Needs 33

USACE has an invaluable and diverse portfolio of capabilities that can be leveraged to sustain a robust and 

sustainable Army Civil Works Program. The beginning 

of the 21st Century presents an unparalleled opportunity to shape water resources policy within the United 

States. The application of the vision and strategies of 

this Strategic Plan provide a viable and reasonable 

course of action that paves a path toward a sustainable 

water future for America.

Strategic Plan recognizes the emerging capabilities of 

the USACE as integrator, facilitator, problem solver, 

and also developer and provider of data, tools and 

programs for local, state, and federal agencies. The 

Strategic Plan is cross-cutting strategies become the 

means for USACE to implement its strategic direction. 

The outcome of this approach will be sustainable water 

resources solutions that meet the needs of the Nation 

through wise use of taxpayer dollars. 

To achieve the Civil Works mission, USACE and the 

Nation will be required to place greater emphasis on 

environmental sustainability and watershed issues, 

while shifting planning and management activities toward a system-based approach. Success will depend on 

multi-level collaboration and application of scientific 

and engineering principles that reflect the interconnected nature of the natural and constructed environments. The result will be increasingly complex projects, 

conducted with more sophisticated partners, in both a 

national and international context. 

Implementing integrated water resources management 

requires fundamental changes in the organization and 

national culture, policies, and procedures. A nurturing 

of interactive processes among a variety of stakeholders and partners is needed to interweave roles, develop 

cohesion, and identify common needs and approaches 

while addressing multiple water resource needs. This 

Conclusion

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34 Sustainable Solutions to America’s Water Resources Needs

References

1

 Day, J.C. (1996) Population Projections of the United States by Age, Sex, Race, and Hispanic Origin: 1995 to 

2050. U.S. Bureau of the Census, Current Population Reports, Report No. P25-1130, Washington, DC: 

U.S. Government Printing Office. 

2

 Brown, T. C., R. Foti, and J. A. Ramirez, 2013: Projecting fresh water withdrawals in the United States under a 

changing climate. Water Resources Research, 49, 1259-1276, doi:10.1002/wrcr.20076. [Available online at 

http://onlinelibrary.wiley.com/doi/10.1002/wrcr.20076/pdf]

3

 AECOM (2013) The Impact of Climate Change and Population Growth on the National Flood Insurance 

Program through 2100. Report prepared for the Federal Insurance and Mitigation Administration FEMA 

by AECOM in association with Michael Baker, Jr Inc. and Deloitte Consulting, LLP. http://www.aecom.

com/deployedfiles/Internet/News/Sustainability/FEMA%20Climate%20Change%20Report/Climate_

Change_Report_AECOM_2013-06-11.pdf

4

 Brewer, M, T.C. Brown, C. McNutt, and D. Raff (2013) Water Resources Sector Technical Input – Interim 

Report In Support of the U.S. Global Change Research Program 2014 National Climate Assessment. 

USACE Institute for Water Reso.urces Technical Report 2013-R-10. http://www.iwr.usace.army.mil/

Portals/70/docs/iwrreports/2013-R-10_Water_Resources_Sector_TIR.pdf

5

 “World Population to 2300” (2004) Economic and Social Affairs, United Nations, New York 

6

 World Health Organization/UNICEF Joint Monitoring Programme for Water Supply and Sanitation (2010) 

“Progress on Sanitation and Drinking-water: 2010 Update.” Geneva: WHO Press

Civil Works Directorate, Strategic Plan, 2011.

Civil Works Directorate, Strategic Planning Team (2005-2009) “U.S Army Corps of Engineers Civil Works 

Program Scenario-Based Strategic Planning” U.S. Army Corps of Engineers, Washington, DC.

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1Transform the Civil Works Program to deliver sustainable water resources 

solutions through integrated Water Resources Management. 

Objective 1.1 Modernize the Civil Works project planning program. 

Measure 1.1.a: Percent of Planners trained in Planning Core Curriculum Courses.

Measure 1.1.b: Percent of Planners achieving certification under the National Planner 

Certification Program.

Objective 1.2 Deliver quality solutions and services. 

Measure 1.2.a: Percent of projects on schedule.

Measure 1.2.b: Percent of Customers indicating USACE delivered quality products and services 

(based on Customer Satisfaction Survey).

Objective 1.3 Develop a ready and resilient workforce through innovative talent 

management and leader development strategies and programs. 

Measure 1.3.a: Percent completion and deployment of Command Training Plans for all USACE 

mission critical occupations.

Measure 1.3.b: Percent increase of technical competencies for USACE Mission Critical 

Occupations that meet or exceed Army Competency Management System (CMS) targets.

2 Improve the safety and resilience of communities and water 

resources infrastructure.

Objective 2.1 Reduce the Nation’s risk and increase resilience to disasters.

Measure 2.1.a: Percent progress to develop and implement National Flood Characterization 

tool in collaboration with FEMA.

Measure 2.1.b: Percent of Levee Safety Action Classifications complete.

Measure 2.1.c: Number of Dam Safety Action Classifications Reduced.

Objective 2.2 Support the Department of Homeland Security/Federal Emergency 

Management Agency to provide life-cycle public works and engineering support in 

response to disasters. 

Measure 2.2.a: Percent of trained and certified Planning Response Teams, Team Leaders, 

Assistant Team leaders and Subject Matter Experts, and National Emergency Support Function 

#3 Cadres ready and able to respond.

Measure 2.2.b: Percent of current Annual updated All-hazards contingency plans across USACE.

Objective 2.3 Effectively and efficiently execute response, recovery, and mitigation. 

Measure 2.3.a: Percent scheduled and executed assigned and funded missions and programs.

Measure 2.3.b: Number of active state-led interagency flood risk management teams 

(Silver Jackets)

3 Facilitate the transportation of commercial goods on the Nation’s 

coastal channels and inland waterways. 

Objective 3.1 Facilitate commercial navigation by providing safe, reliable, highly costeffective and environmentally sustainable waterborne transportation systems. 

Measure 3.1.a: The number of instances where mechanically driven failure at locks results in 

delays of more than 24 hours.

Measure 3.1.b: The number of instances where mechanically driven failure at locks results in 

delays of more than one week.

4 Restore, protect, and manage aquatic ecosystems 

to benefit the Nation.

Objective 4.1 Restore aquatic habitat to a more natural condition in ecosystems in 

which structure, function, and dynamic processes have been degraded. 

Measure 4.1: Acres of habitat restored, created, improved or protected in ecosystems identified 

as priorities through interagency coordination, which are: Everglades, Great Lakes, Chesapeake 

Bay, Puget Sound, Missouri River, and Upper Mississippi River.

Objective 4.2 Reduce adverse impacts to the Nation’s wetlands and waterways through

an effective, transparent, and efficient Regulatory process. 

Measure 4.2: Percent of general permit decisions reached within 60 days.

Objective 4.3 Clean up radioactive waste sites. 

Measure 4.3: Number of individual properties returned to beneficial use. Each site may contain 

varying numbers of individual properties, with different owners.

Objective 4.4 Manage, conserve, and preserve natural resources at USACE projects. 

Measure 4.4: Percent of USACE fee-owned and/or administered lands and waters that have 

achieved desired natural resource conditions.

Objective 4.5 Provide opportunities for quality outdoor public recreation. 

Measure 4.5: Annually increase PSA compliance in each standard by 1% over the FY13 baseline.

5 Manage the life-cycle of water resources infrastructure systems in 

order to consistently deliver sustainable services. 

Objective 5.1 Support the Nation and the Army in achieving our energy security and

sustainability goals. 

Measure 5.1.a: Non-tactical Vehicle (NTV) Petroleum: Percent reduction in NTV Petroleum Use. 

This measures progress on reducing the use of traditional petroleum fuels (gasoline and diesel) 

in fleet vehicles.

Measure 5.1.b: Facility Energy Intensity: Percent reduction in Goal Subject Energy Intensity 

(Btu/GSF). This measures progress on making “buildings” more energy efficient.

Objective 5.2 Capitalize, recapitalize, operate and maintain water resources 

infrastructure to provide maximum value to the Nation.

Measure 5.2: Percentage of preventive maintenance completed on critical components.

Objective 5.3 Provide reliable, renewable, hydropower to the Nation.

Measure 5.3.a: Peak unit availability (percentage of time generating units are available during 

periods of peak demand).

Measure 5.3.b: Percentage of time units are out of service due to unplanned outage.

Objective 5.4 Provide water supply storage in partnership with state and local interests. 

Measure 5.4.a: Percent of acre-feet of storage under contract versus acre-feet available.

Measure 5.4.b: Percent of investment costs recovered versus the total investment costs available 

for recovery.

Vision–Contribute to the strength of the Nation through innovative and environmentally sustainable solutions to the Nation’s water resources challeng

Summary of Objectives

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