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The Shipyard Infrastructure Optimization Program (SIOP) mission is to execute the Navy’s once-in-a-century investment to reconfigure, modernize and optimize our four aging naval shipyards into new modern facilities that will serve our Nation into the future.
In September 2021, the Department of the Navy updated SIOP’s reporting relationships to ensure disciplined and synchronized execution of the multiple major construction efforts managed within SIOP and designated Naval Facilities Engineering Systems Command as the single, responsible executive lead for execution of SIOP and established the Program Executive Office Industrial Infrastructure (PEO II) to oversee the Program Management Office-555 (PMO-555) SIOP.
Captain Luke B. Greene hails from Annapolis, Maryland. He is a 1998 graduate of the United States Naval Academy and holds a Master’s Degree in Engineering from the University of Maryland.
Captain Greene began his career as an enlisted Marine in 1992. After a tour with Marine Attack Squadron 211, he attended the Naval Academy Preparatory School. Following graduation from the Naval Academy, he served aboard USS ARLEIGH BURKE (DDG 51) and USS SHAMAL (PC 13).
He lateral transferred to the Civil Engineer Corps in 2002. His Seabee tours include as a Company Commander with Naval Mobile Construction Battalion ONE, Operations Officer with Amphibious Construction Battalion ONE, and Commanding Officer of Naval Mobile Construction Battalion ONE THREE THREE.
Captain Greene also served as a Planner with Public Works Branch, Marine Corps Base Quantico; Construction Manager with Naval Facilities Engineering Systems Command (NAVFAC) Washington; Flag Aide to the Deputy Chief of Naval Operations, Readiness and Logistics (N4); Service Program Manager, NAVFAC Europe, Africa and Southwest Asia, Rota, Spain; Deputy Force Engineer, U.S. Naval Forces Europe and Africa, Naples, Italy; Public Works Officer, Naval Station Mayport, Florida; Facilities Investment Branch Head in OPNAV N46; and Executive Officer of NAVFAC Washington.
Captain Greene reported to Program Management Office 555 (PMO 555) Shipyard Infrastructure Optimization Program (SIOP) in July of 2022. He is a qualified Seabee Combat Warfare Specialist and Surface Warfare Officer. He holds a Professional Engineer license (Virginia), Public Works Level III, Defense Acquisition Workforce Improvement Act (DAWIA) Contracting Level III, and is a member of the Defense Acquisition Corps. He is also a member of the Society of American Military Engineers.
Mr. Farnsworth is currently the Deputy Program Manager for the Shipyard Infrastructure Optimization Program (PMO 555) in PEO II (Industrial Infrastructure). He joined SIOP in March of 2021 as the Acquisition Director and was responsible, in coordination with PEO II and PMO 555, for standing up of SIOP as a Major Defense Acquisition Program (MDAP).
Prior to joining SIOP, he was the Principal Assistant Program Manager (PAPM) for the Expeditionary Sea Base (ESB) Program (ACAT IB) in PEO Ships' Strategic and Theater Sealift Program Office (PMS 385). In this capacity, he was directly responsible for executing the ESB acquisition program managing cost, schedule and performance of this $5.2B program. In his tenure, he successfully delivered ESBs 3, 4 and 5. He has also lead a Government team in the contract award of sole source DD&C contracts for ESBs 4-7 with a negotiated option for ESB 8.
Directly prior to joining PMS 385, Mr. Farnsworth completed a nine month rotation as a DASN Ships Action Officer that involved working with a majority of Navy Shipbuilding and Integrated Warfare Systems programs in support of the Assistant Secretary of the Navy for Research, Development and Acquisition (The Honorable Sean J. Stackley).
From August 2009 to January 2014, Mr. Farnsworth served as the LCAC and LCU PAPM in the PEO Ships Amphibious Warfare Program Office (PMS377). He led his division in the execution of both acquisition and in-service efforts for the LCAC and LCU programs. He ensured that obligation and expenditures were on track, logistics products in place, and test plans executed. He established and maintained efficient and measurable Landing Craft Division processes utilizing an Integrated Data Environment (IDE), that ensured the procedures set in place provided accountability, maintained program knowledge and reduced total life cycle cost. The IDE promoted collaboration, ensured consistency across programs and improved customer relations. He also worked with the Ship to Shore Connector (SSC) Program PAPM to provide LCAC lessons learned and facilitate component testing.
Mr. Farnsworth has worked in various program offices since joining NAVSEA in July of 1999. He completed the NAVSEA Acquisition Intern Program in July 2001 and was then assigned to the PMS 377 Program Office as the LCAC R&D/SEAOPS/FMS Manager. His duties included overseeing all LCAC Program R&D initiatives and providing systems integration guidance as required to ensure the successful transition of these initiatives. He also managed the LCAC Safety, Engineering, and Operations (SEAOPS) Program to ensure consistency in safe operating procedures. He also managed the LCAC International Programs for PMS 377. He followed that assignment for an additional three years working for the LPD 17 Program Office (PMS317) as a Project Engineer. He was responsible for developing the technical evaluation that was used as the Government’s position throughout negotiations for the Dual Prime LPD 17 Life Cycle Engineering and Support (LCE&S) Contract. Mr. Farnsworth managed the negotiation of the technical instructions for that contract performing as the contract COR. After that, Mr. Farnsworth worked two plus years in SEA21, Fleet Technical Branch, as the HM&E Section Supervisor. He led his team in coordinating resolution of emergent HM&E issues aboard all in-service ship classes.
Mr. Farnsworth is a graduate of West Virginia University receiving his Civil Engineering Degree in 1997. He is DAWIA Certified as Advanced in Program Management and has Acquisition Corps membership.
The Navy's four public shipyards -- Norfolk Naval Shipyard (NNSY), Portsmouth Naval Shipyard (PNSY), Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS & IMF), and Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNS & IMF) -- perform a vital role in national defense by executing maintenance on submarines and aircraft carriers in order to provide combat-ready ships to the fleet
Originally designed and built in the 19th and 20th centuries to build sail- and conventionally-powered ships, the Navy's public shipyards are not efficiently configured to maintain and modernize nuclear-powered aircraft carriers and submarines. With the Navy's needed focus on operations, the aging shipyards have been unable to adequately sustain and optimize their facilities, utilities, dry docks, equipment and information technology infrastructure. These inefficiencies and obsolete facilities result in higher maintenance costs, schedule risks and reliability issues.
To create the shipyards that our nation needs requires making significant investments to modernize dry docks, optimize industrial processes and modernize standard equipment to bring these critical industrial sites to modern standards.
The Navy established the Shipyard Infrastructure Optimization Program (SIOP) program office in May 2018. SIOP is a centrally-managed program led by Naval Facilities Engineering Systems Command (NAVFAC) with support from Naval Sea Systems Command (NAVSEA) and Commander, Naval Installations Command (CNIC). NAVSEA is the operating agent and the technical authority for all four shipyards, executing the capital equipment program while NAVFAC provides facilities engineering and construction programs, supports environmental and compliance requirements and retains head-of-contracting-activity authority for facilities and dry dock investments. CNIC is the Navy's shore integrator and directs the Navy's shore environmental program.
The Navy will ensure that the optimization process fully integrates environmental considerations including natural and cultural resources, water and air quality, and more. During the development of individual shipyard plans, the Navy will develop alternatives for assessment under the National Environmental Policy Act (NEPA), Endangered Species Act (ESA) and the National Historic Preservation Act (NHPA). The Navy will work with stakeholders as part of the decision-making process and will conduct all appropriate NEPA, natural resource and NHPA analyses; agency and government-to-government consultations and public engagement and obtain all required permits to ensure a proactive approach to environmental protection.
Q1: In practical terms, why was it necessary to establish the Program Executive Office Industrial Infrastructure (PEO II) over the existing Program Management Office 555 (PMO 555) Shipyard Infrastructure Optimization Program (SIOP)?
A1: The standup of PEO II ensures that SIOP’s once-in-a-century recapitalization effort has the necessary discipline and synchronization in defining and executing the multiple major construction efforts within the program while maintaining uninterrupted support to the fleet. PEO II was established as a NAVFAC-affiliated PEO. PEO II and the PMO 555 SIOP are implementing agile acquisition methodologies to coordinate the programmatic execution of this complex effort. PEO II also remains integrated with the Naval Sustainment System – Shipyards (NSS-SY) efforts as the lead for the NSS-SY Infrastructure Pillar. NSS-SY is the Navy’s enterprise approach to identify and execute initiatives that improve shipyard operations to increase capacity with more efficient maintenance throughput for nuclear ships and submarines.
Q2: The initial 2018 Report to Congress projected SIOP as a $21-billion, 20-year program. What is today’s estimate?
A2: Numerous information points and learning tell us the early program estimates will be higher than initially projected in 2018. We are much farther along in our planning and designs, but additional items impact the program’s ability provide a full cost estimate at this time. These include:
Q3: SIOP is primarily focused on dry dock construction at the public shipyards, and optimization is not being given enough of a priority. What is the program doing to prioritize optimization efforts?
A3: Dry docks are critical to conducting maintenance availabilities. The Navy is prioritizing those dry dock efforts that are required to execute planned availabilities. Infrastructure and capital equipment efforts will follow, as they remain integral to SIOP’s overall success in developing 21st Century shipyards for the Navy.
Q4: Is Line of Effort (LOE) 1 prioritized over LOE 2 and 3?
A4: No. The three LOEs are mutually supporting, not mutually exclusive. While LOE 1 started first, it was because LOE 1 is focused on the construction or modernization of dry docks. These projects had a known requirement early on, while LOE 2 comprises the studies, modeling and simulation at the shipyards; first at the facilities level and then at the equipment level to determine the path toward optimization of the shipyard activities. The planning and project development for many of these projects is currently underway; and over time, we will see the majority of the work shift from LOE 1 to LOEs 2 and 3.
Q5: What is SIOP doing to de-conflict ongoing and future projects with maintenance availabilities at the shipyards?
A5: PEO II/PMO 555 SIOP coordinates with Naval Sea Systems Command (NAVSEA) and shipyard leaders on a regular basis to ensure projects are sequenced to de-conflict with maintenance availabilities. The program also supports ongoing NAVSEA transformation efforts such as NSS-SY. The program also remains closely aligned to the fleet maintenance scheduling process by attending the annual fleet scheduling conference and also has a program office at each shipyard that engages directly with shipyard leadership and production teams to ensure alignment of construction and maintenance schedules.
Q6: Given the magnitude of the SIOP construction projects, how does this impact the shipyard workers (how does this impact NAVSEA’s workload)?
A6: SIOP works at all echelons to coordinate and integrate the workload of the construction projects with the work taking place within the shipyards to support submarine and aircraft carrier maintenance availabilities.
Q7: How does SIOP improve resiliency and mitigate environmental risks at the shipyards?
A7: All SIOP construction projects will be planned, designed, and constructed in accordance with the Administration’s objectives for climate change, sea level rise, seismic vulnerability, and energy efficiency/resiliency. The majority of the Department of the Navy’s (DoN) existing infrastructure at the four naval shipyards was constructed to outdated codes and is, therefore, at a greater risk to climate change than new buildings that have demonstrated much higher survivability. The investment in America’s four public shipyards enhances the sustainability and resiliency of these major infrastructure facilities, mitigating the effect of adverse environmental conditions such as sea level rise, flooding and severe storm, or seismic events. These improvements will address the disproportionately high and adverse human health, environmental, climate-related and other cumulative impacts on disadvantaged communities. SIOP leverages the on-going DoN mission to improve installation resilience in the face of climate change. These facilities will meet the needs of future shipyard maintenance, while also improving the facilities to reduce the Navy’s impact on the environment and the local community.
For more information regarding the Program Executive Office Industrial Infrastructure (PEO II) or Program Management Office 555 (PMO 555) Shipyard Infrastructure Optimization Program (SIOP), please contact the Congressional and Public Affairs Liaison Office at email@example.com.