Graham Commits To Improve Corps Design Work
At a hearing of the House of Representatives’ Subcommittee on Energy and Water on February 25, Lt. Gen William H. “Butch” Graham Jr., incoming Chief of Engineers, admitted that the Corps of Engineers needs to improve its design effort for major infrastructure projects.
Rep. Charles J. “Chuck” Fleischmann took the Corps of Engineers to task for what he said was its lack of design of major projects. The Republican from Tennessee even accused the Corps of “flying the plane while we are building it.”
Fleischmann’s district includes Chattanooga and Chickamauga Lock and Dam, for which he has long been an advocate. He has served in Congress since 2011 and occupies positions on the House Committee on Appropriations and the Energy and Water Development Subcommittee, as well as the Oversight Committee, whose mission is to “ensure the efficiency, effectiveness and accountability of the federal government and all its agencies.” Fleischmann was key in crafting bills that sped up funding to complete Olmsted Lock and Dam and restored the Inland Waterways Trust Fund.
During the hearing, Fleischmann said he was concerned with the way the Corps executes its civil works program. Appearing with Graham were the commanders of the Great Lakes and Ohio River Division, South Atlantic Division, South Pacific Division and Southwestern Division.
After opening civilities, Fleischmann said, “Congress has provided record funding for the Corps in annual Energy and Water Appropriations Acts and tens of billions more in supplemental appropriations over much of the last decade. We have funded several major construction projects to completion–some multiple times–only for the Corps to tell us they need more.”
In prepared remarks, Graham said, “In many cases, the difficulties that we face in developing an initial reliable cost estimate reflect insufficient design maturity at the feasibility phase. When the Corps shortened the study phase of our process, we sometimes deferred critical engineering analyses—such as geotechnical data collection, site surveys and hydrology and hydraulics (H&H) modeling—to the pre-construction engineering and design and to the construction stages. This deferral can lead to unforeseen changes in project scope and costs.”
Fleischmann suggested the extensions and failures were due to “inadequate engineering, requiring the Corps to go back to the drawing board in the middle of construction.” He said the Corps has “all but abandoned design and engineering when studying projects to recommend for construction,” leading chiefs of engineers to certify cost estimates and projects plans based on concepts, not designs.
“We are building the plane while we are flying it,” Fleischmann said.
“Private industry would never procure complex infrastructure projects in the same way,” he continued. “Contracting improvements alone can reduce uncertainty, improve affordability and enhance engineering quality earlier in the life of a project.”
Graham said, “Recognizing these challenges, the Corps has implemented several strategies to enhance project delivery efficiency and cost predictability. By strengthening preconstruction engineering and design (PED) requirements and using risk management principles, the Corps is working to improve cost and schedule accuracy. Increased industry engagement, including early contractor involvement and market research initiatives are helping to align expectations and ensure more competitive bids.”
