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Below Are Portions of Proposal Submitted to Port of San Francisco That Are Not Proprietary.  This is provided to showcase Capability to Perform, Expertise of “A” Management and Personnel Team, Caliber of Advisors Background, Mentors, Financial Backing and Local Commitment.  The writers/reviewers of the Response have three decades of writing feasible winning proposals in addition one of the reviewers is an expert trainer and author of book including the subject matter.  

SUSTAP Response to Request for Proposal #2 (dated 13 April 2018) for

Lease and Operation of the Pier 70 Shipyard Located at Piers 68/70

Issued by the City and County of San Francisco, CA



Section VIII.A – Restoring Ship Repair Operations, Dry Dock Certification, Continuous Operations and Employment, Business Plan, and Capital Investment Plan                            


A.1 – Describe the intended role of each partner, the responsible entity in the organization structure, and a detailed schedule of proposal capital investments.


A.1.1 – The San Francisco (SF) Shipyard Team Organization Chart is provided in Figure A.1 below.



Figure A.1 – SF Shipyard Team Organization Chart


SUSTAP, with offices in San Francisco, will be the prime contractor for this bid; Ms. Virginia Gibson, the Chief Operating Officer SUSTAP, will be responsible for overall contract management. Mr. Bob Lussi, The SUSTAP Chief Financial Officer will oversee management functions including finance, legal, human resources and business development.  Ms. Daisy Gallagher, SUSTAP’s Chief Strategy Officer will manage community relations and Local Business Enterprise efforts such as janitorial services, maintenance support, facility renewal, and community benefits and beautification plans; and industrial services such as sheet metal, welding, machine shop support, and temporary labor.  Mr. Alan Lerchbacker of Naval Coating, Inc. will serve as the senior manager for all production support including facilities and environmental management; engineering, planning, and estimating personnel; waterfront repair personnel; and dry dock operations and maintenance.  Mr. Joel Aldrich of SUSTAP will be the manager directly responsible for dry dock operations and management.  Resumes for these five key members of the SUSTAP team are provided in Section B.11.


The Shipyard Team includes an Advisory Committee of senior, experienced shipyard experts to advise senior managers on current and future initiatives and issue resolution.  Table A.1 summarizes the experience of the Advisory Committee.








Years of Experience

Richard Vortmann

San Diego, CA

Mr. Vortmann worked at National Steel and Shipyard Building Company (NASSCO) in San Diego (a 5,000 employee, $1B company), serving as Chairman, President and CEO for 22 years. He began his career in 1969, serving in financial management and strategic management positions with Kaiser Industries Corporation in Oakland, CA.  He joined NASSCO as Vice President of Finance and Information Systems in 1976.  He has also served as a member of the Board of Directors of several NASSCO-held companies, and is a ten-year member of the Board of Scripps Health, a $2B San Diego health system.  He has been a directory of numerous professional and shipbuilding associations and is a Trustee of the $3B San Diego City Employees Retirement System.  He is a member of the San Diego Mayor’s Blue Ribbon Finance Committee and Vice Chair of the San Diego Pension Reform Committee.


Bill Clifford

Norfolk, VA

Mr. Clifford retired as the President of BAE Systems Ship Repair in 2015.  BAE Systems Ship Repair provides ship maintenance and dry docking services to U.S. Navy, U.S Coast Guard, the Maritime Administration, and U. S. Army ships in six difference shipyards located throughout the United States.  They also service the commercial market including cruise ships, tankers, cargo ships, oil platforms, and support vessels.  Prior to assuming the position of President in 2008, Mr. Clifford serviced in a variety of commercial shipyards including BAE’s Norfolk Ship Repair, President of Honolulu Shipyards, Vice President at Atlantic Marine in Jacksonville, Florida, and Managing Partner of Pacific Shipyards International LLC, a Hawaii ship repair consortium.  Mr. Clifford served in the Navy for 20 years as a Diving and Salvage Officer and Engineering Duty Officer.  He commanded USS Papago (ATF 160) and the Ship Intermediate Maintenance Activity in Pearl Harbor, and had tours at Norfolk Naval Shipyard and the Pacific Fleet Staff.  Mr. Clifford currently provides consulting services to the maritime industry through Cliffships LLC.


Dr. Gerald B. Blanton, Captain, USN (Retired)

San Diego

Dr. Blanton served 25 years in the Navy, including three tours in Naval Shipyards, three ship tours, and senior staff tours in the Pentagon and as the Carrier Maintenance Officer for Commander, Naval Air Forces, Pacific Fleet.  After retiring from the Navy, he worked for almost 20 years for Navy technical support companies, providing expertise in strategic planning, consulting, management training, and business development.  He has also been an adjunct instructor as several university, teaching undergraduate and graduate classes in business and computer science.







Table A.1 SF Shipyard Team Advisory Committee


A.1.2 – Detailed Schedule of Proposed Capital Investments under the Facility Renewal Plan.

The Facility Renewal Plan establishes the strategies to optimize site facilities, including dry docks, cranes, and shore side power systems to support the Business Plan. To support Facility Renewal Plan goals, Table A-2 provides a schedule of proposed capital investment for improvements.































Table A.2 Schedule of Proposed Capital Investments to Support the Facility Renewal Plan


Table A.2 provides a high-level strategy and schedule of facility investments.  This Facility Renewal Capital Investment Plan will be reviewed annually to adjust for unexpected new requirements and Shipyard operational experience dictates.


A.2 – Identify, describe, and provide photographs of other shipyards and dry docks operated. 


While in the Navy, Mr. Lerchbacker served as the Production Officer of the Ship Repair Facility (SRF) in Guam. This facility included a large floating dry dock, repair shops, and support facilities necessary to support both local Navy and U. S. Coast Guard ships and transiting ships going to the Western Pacific.  As the Production Officer, Mr. Lerchbacker was responsible for all waterfront maintenance and operation of the floating dry dock.  During this period, SRF Guam revenue increased from $47M to $289M as the facility dry docked surface ships, provided emergent repairs to transiting Navy ships, and performed planned maintenance on Military Sealift Command ships. SRF Guam also provided maintenance support to various harbor craft including tug boats and barges.  During his tenure, the SRF Guam workforce consisted of 178 military personnel and 2,574 civilians, including skilled technicians, engineers, planners, dry dock operators, and other support personnel.  SRF Guam was closed in 1997 following 1995 closure decision by the Base Closure and Realignment Commission (BRAC).


Following his tour at SRF Guam, Mr. Lerchbacker reported to LBNSY as the Operations Officer, responsible for the execution of all ship repairs including dry docking operations in the Shipyard’s graving docks.  LBNSY was established during World War II and commissioned in February 1943.  It was one of the major Navy ship repair facilities during World War II and the Korean War.  LBNSY had three graving docks, 165 buildings including 2.4M square feet of covered space, and five industrial piers.  During his tour, LBNSY continued to provide repair and docking support to conventional Navy surface ships.  Figure 3 shows LBNSY with a numerous ships under repair including USS Ranger (CV 61) in Dry Dock #1.  LBNSY was closed by BRAC 1995 and ceased operations in September 1997.



Figure A.2 - Navy Harbor, Guam


Mr. Lerchbacker was the Closure Officer for LBNSY.  His workforce included approximately 400 environmental engineers and an 800 person environmental workforce assigned to manage the shipyard’s 22 supersites.  To manage the shipyard closure, Mr. Lerchbacker had to work with 14 different cities in the local area (in addition to Long Beach), meeting with city mayors and city councils to meet all local requirements for a BRAC base closure. 



Figure A-3 – Long Beach Naval Shipyard in 1993


After retiring from the Navy in 1996, Mr. Lerchbacker held senior positions in business before joining Austal USA in 2001 as the Chief Executive Officer.  During his tenure, Austal USA sales grew from under $1M to $30M in the first year and the workforce increased from 66 to more than 1,200 personnel. During his tenure, Austal USA greatly expanded its facilities, adding and new, modern shops to facilitate improved cost and schedule performance on littoral combat ship (LCS) new construction contracts, and a modern new construction rail launching system to move the new ship from the building shed to a floating barge that was submerged (similar to a floating dry dock) to launch the ship.  Austal USA facilities are shown in Figure A-4. 



Figure A-4 – Austel USA Facilities in Mobile, Alabama


Mr. Aldrich also has extensive and recent dry dock experience, serving as an Assistant Dock Master at NASSCO, and a docking officer at BAE Systems San Francisco Ship Repair and Mare Island Dry Dock Ship Repair.  Figures A-5 and A-6 provide photographs of the NASSCO and Mare Island Shipyards.



Figure A-5 – NASSCO Floating Dry Dock, San Diego.



Figure A-6 – Mare Island Graving Dock #2 with USCG Ice Breaker in Dock


A.3 – Provide a proposed Business Plan reflecting marketing and operational strategies and a Pro Forma Financial Statement.



The Business Plan and Pro Forma Financial Statement address all requirements of the RFP and are provided below.  The signed Lease Agreement and Appendix H provide a statement of the Ability to Comply with City and Other Government Requirements and Agreement to Conditions for Pier 70 Shipyard.






Business Plan


Introduction:  The Business Plan is designed to ensure continuous and consistent operations to minimize workload cycles.  The Business Plan includes the following:

  1. An overall Business Development Strategy to build long-term business relations with local and Government customers and ensure a robust work plan with limited workload cycles.
  2. Tactical Plans as assigned in Table A.5 to involve middle and senior management in a formal plan to meet company and Port Commission objectives.
  3. Ancillary Work Alternatives to level-load the shipyard during periods of reduced ship repair and dry dock work.




Table A.5 documents assignments for preparation and execution of the Business Plan.


Tactical Plan: A Business Plan is a living document that include numerous tactical actions to achieve long-term objectives.  Table A.5 documents each major action and assigns that action to a Shipyard entity as documented in Figure A.1 (Shipyard Organization Chart). For each action in Table A.5, the assigned Shipyard entity will prepare a tactical plan that will identify required actions, due dates, and responsibilities for completion.  Shipyard senior manager will conduct quarterly reviews of the Business Plan and tactical actions to ensure acceptable progress.  Members of the Advisory Committee will review the Business Plan annually and provide independent feedback to Shipyard management on recommended actions and identified shortcomings.  Tactical Plans include not only business development and growth responsibilities, but also addresses Section VIII requirements (Submittal Requirements, Sections A and C).




RFP Reference


Tactical Plan


Assigned To






































Table A.5 – Business Plan Actions and Assignments


Ancillary Work Plans: The Shipyard Team will explore the following Ancillary Work Plans:




Figure A.7 provides required Pro Forma Financial Statement; Figure A.8 provides a summary graph of Sales, Operating Costs, and Profit Forecast.  Figure A.7 is based on the optimal workload for DD #2 and Eureka (from 2012 data) using estimates for mandays per availability for ships in dock and at layberth.  The following provides major assumptions for the pro forma financial statement:


Financial Grid – Pro Forma Removed from this public document - Proprietary



Figure A.7 – Pro Forma Financial Statement


Sales, Operating, Costs (Chart removed Proprietary Information)



Figure A.8 – Graph of Gross Sales, Operating Costs, and Profit Forecast

(Years 1 through 5)

                                         Graph Removed from this public document - Proprietary



A.4 – Provide a Facility Renewal Plan that provides strategies to finance and implement facility renewal.


Several SF Shipyard facility renewal strategies have already been discussed in Section A.  These include:

  1. Table A.2 which provides a schedule for capital investments to support the Facility Renewal Plan.
  2. Table A.3 which provides Business Plan responsibilities to manage and report Facility Renewal Plan execution.
  3. Figure A.7 which provides the Pro Forma Financial Statement, including planned Facility Renewal funding.








Facility Renewal Plan


The Facility Renewal Plan provides the strategies to finance and implement Facility Renewal.  Facility Renewal Plan management and financing are outlined in the Business Plan and annual shipyard budgets.  The initial Shipyard budget is summarized in the Pro Forma Financial Statement.  Facility Renewal Strategies will be detailed in the Business Plan as assigned in Business Plan responsibilities.  Facility Renewal strategies include:


  1. 1.      – 7 Strategies Removed in Public Document – Proprietery Information



A.5 – Continued Operations – this response demonstrates a sound Business Plan designed to ensure continued Shipyard operations.  Shipyard marketing and management resources will take all legal measures possible to keep the workforce gainfully employed and develop long-term business relations to the benefit of the Shipyard, Shipyard workers, and the City of San Francisco.


Section VIII.B – Qualifications/Experience of Respondent and Financial Strength





The following are the resumes for the project manager and four key members of the SUSTAP team. The SUSTAP Organization Chart (Figure A.1) shows each of these five positions. The positions and personnel are:


  • The SUSTAP Chief Operating Officer, Ms. Virginia Gibson, will be the “project manager” and has overall responsibility for the operation of the Shipyard, facilities, and dry docks.
  • Mr. Alan Lerchbacker, the Naval Coating, Inc. CEO, will serve as the Production Manager with overall responsibility for ship maintenance and repair; engineering, planning and estimating support; dry dock operations and maintenance; environmental management; and facility engineering and renewal management.
  • The SUSTAP Chief Strategy Officer, Ms. Daisy Gallagher, will oversee labor and community relations, grants, and Government and Local Business Enterprise Management.
  • The SUSTAP Chief Financial Officer, Mr. Robert Lussi, will oversee Shipyard financial management and budgets, the Shipyard Legal Office, Human Resources, and Business Development efforts.
  • Mr. Joel Aldrich of SUSTAP, an experienced docking officer, is directly responsible for dry dock operations and maintenance.




Resume for Virginia S. Gibson

Role: Project Program Manager; as the Prime Contractor, Senior Manager for overall contract.



  • Chief Operating Officer (CEO), SUSTAP (Sustainable Technologies and Products), 2013-present
  • CEO, Reliant Water Management, 1996 – 2013, contractor to BAE San Francisco, Mare Island Shipyard, BAE San Diego, Vigor Marine, and Hunter’s Point (1996-present). (Green Energy and Water Treatment Industry service through Reliant, 1990-present.)


Summary of Qualifications:

Chief Operating Officer (COO), SUSTAP, 2013-present.  SUSTAP is a Woman-owned, Native American-owned Small Business.  As COO, Ms. Gibson oversees the day-to-day operation of a 12-person company.  Responsibilities include financial management, human resources, payroll management, marketing and business development, and company leadership.  SUSTAP provides consulting services to senior private sector and Government executives, develops and manages green technologies, operates facility heating and cooling systems, and supports the mining, ship repair, water pollution control plants, local and federal government facilities, and food and beverage industries.  SUSTAP consistently advises industry and Government officials on environmentally responsible technologies.  SUSTAP also partnered with the Environmental Protection Agency (EPA) on the registration and review of environmental chemicals and the procurement of green technologies. During the past 20 years, Ms. Gibson has also advised the Military Sealift Command as a Marine and Military Corrosion Mitigation Certified Engineer.


Reliant Water Management CEO, 1996-2013 and a consultant from 2013 - present. (Reliant Water Management is being subsumed by SUSTAP within the next year.)  For the past 28 years, Ms. Gibson has provided support to several private shipyards.  Services include operating ship water treatment systems, steam systems, air conditioning systems, water filtration systems, facility operations, and corrosion control.  Ms. Gibson also advised shipyard management on environmentally responsible technologies. Reliant holds a Universal License C, Advanced Ammonia, and Class Five Waste Water certification.  Reliant staff are trained and certified engineers; our Chief Facility Engineer has more than 25 years of experience as a Facility Engineering certifier.

Corrosion mitigation for the following Military Sealift Command Ships: –USNS (T-AKE 3) Alan Shepard,  –USNS (T-AKE 4) Richard E Byrd, – USNS (T-AKE 5) Robert E Peary, – USNS (T-AKE 6) Amelia Earhart,  –USNS (T-AKE 7) Carl Brashear,  –USNS (T-AKE 8) Wally Schirra,  –USNS (T-AKE 9) Matthew Perry,  –USNS (T-AKE 10) Charles Drew,  –USNS (T-AH-19) Mercy “Hospital Ship”,  –USNS (T-AO-187) Henry J. Kaiser, – USNS (T-AO-202) Yukon.

Since 1990, Ms. Gibson has supported efforts to implement green energy and chemical free water treatment systems with private sector companies and local and Federal agencies including:


  • Coast Guard Petaluma Wastewater Treatment Facility
  • San Francisco Municipal Transportation Agency (SFMTA) (SF Vendor ID 74513) Facilities and Water Treatment
  • City of Santa Cruz Waste Water 
  • City of San Mateo Waste Water
  • Sunpower Solar Facilities
  • Oracle Facilities
  • Tenaya Lodge Yosemite Hotel Facilities
  • Google Facilities
  • C&H Sugar Facility
  • BAE Systems Ships and Facilities
  • Hospitals (Santa Clara County)
  • Prisons and Jails (Solano County Prison and Santa Clara County Jail)
  • Pixar Facility
  • Food Plants, dairies, and wineries
  • Disney Studios “Managing Complete Water Systems in New Buildings
  • Disneyland Water Treatment Oversight in Rides and Attractions


Professional and Community Activities:  Ms. Gibson is a member of the Military Spouse Business Association board and is Vice President of the National Board for the Navy League United States (NLUS).  She served on the local non-profit board for the American Society of Heating, Refrigeration & Air-condition (ASHRAE), the Refrigerating Engineers & Technicians Association (RETA), the United States Green Building Council (USGBC), and The Association for Facilities Engineering (AFE). Ms. Gibson served on Commissioning Committee of USS America (LHA 6) during San Francisco Fleet Week. She supported fund raising for U.S. Naval Sea Cadets; Ear of the Lion hearing aids for children in Mexico, Central, and South America; and the National Kidney Foundation and is a living kidney donor.


Ms. Gibson is the second of third generation “born in San Francisco.” Her unbroken lineage of San Francisco Shipyard family members includes her great grandfather (when shipyard opened), her grandfather who built the WWII ships in the Bay Area and worked on them at the San Francisco Shipyard, her father worked on the San Francisco Shipyard facility, and her grandmother worked the laundry supply for the WWII San Francisco Presidio until 1970.


Resume for Alan B. Lerchbacker

Role: Shipyard Production Management; directly manage all ship repairs; dry docking operations; quality control; planning, engineering, and estimating support; facility engineering and renewal management; and environmental management.



  • President and Chief Executive Officer (CEO), Naval Coating, Inc., San Diego, CA., 2016-present
  • 2007-2016, Management positions on several investment companies in San Diego
  • Director Construction, Test and Evaluation, Navatek, Honolulu, HI., 2004-2007
  • CEO, Austal USA, Mobile, Al., 2001-2004
  • 1996-2001, Management positions for Southern California companies
  • U. S. Navy, 1974-1996.  Positions included tours at the Ship Repair Facility, Guam and Naval Shipyard Tours.


Summary of Qualifications: (for those positions related to shipyard and dry dock operations.)

President and CEO, Naval Coating, Inc. (NCI), 2016-present.  NCI is a Service-disabled, Veteran-owned and Hubzone Small Business that provides blasting and paintings services to San Diego shipyards and ships in the Pacific Northwest.  In his brief tour, Mr. Lerchbacker has increase NCI manning from 67 to more than 140 employees, providing steady work to a local (Hubzone) workforce.  NCI recently won a 5-year Navy contract for $260M to provide preservation services to Pacific Northwest Ships and a 5-year contract from Huntington Ingalls Industries for aircraft carrier preservation services at Naval Air Station North Island.


CEO, Austal USA, 2001 to 2004.  In the first year, Mr. Lerchbacker grew Austal USA sales from under $1M to $30M and increased the workforce from 66 employees to more than 1,200 employees.  During his tenure, Austal USA won contracts to build two 100-meter ferries in Hawaii and won the $38B contract to build littoral combat ships (LCS) for the Navy.  Mr. Lerchbacker updated shipyard facilities to support efficient work and added a rail launch system capable of launching the tri-hull LCS ship in Mobile, Al.


Operations Officer (Navy Commander), Long Beach Naval Shipyard (LBNSY), 1995-1996.  As the Operations Officer, was directly responsible for all waterfront ship repairs and alterations including management of the shipyard’s three large graving docks.  He directly supervised an 850-person department with an annual budget of $164M.  When LBNSY was selected for closure, he managed the closure of 405 buildings and a 500-acre site, negotiating with 14 local governments to coordinate and plan closure efforts.  He was also responsible for an 800-person environmental department that performed environmental evaluations and cleanups associated with the shipyard closure.


Production Officer, Ship Repair Facility (SRF), Guam, 1992-1995.  Responsible to manage all ship repairs and operation of the SRF’s (World War II) floating dry dock.  Led workforce of 2,270 civilians and 153 military personnel, increased revenue from $47M to $289M, and coordinated critical Union negotiations during a 300-person downsizing.


Director, Challenger Space Shuttle Recovery, 1986.  Led a team of 33 ships and 2,800 personnel to recover Challenger Space Shuttle for ocean depth of 1,200 feet.  This operation covered 450 square miles of ocean bottom.


Mr. Lerchbacker’s education includes a Master of Science in Mechanical Engineering and Naval Architecture from the Naval Postgraduate School and a Bachelor of Science in Mechanical Engineering from the U.S. Naval Academy.


Professional and Community Activities:

  •                              A member of the Honor Foundation which assist veterans in their transition from active duty to the private section
  •                            A member of the San Diego Chamber of Commerce.  Mr. Lerchbacker is on the Chamber of Commerce Executive Committee
  •                                   A member of the Association of Environmental Engineers; this San Diego shipyard association meets monthly to review Federal and California environmental rules and issues.


Resume for Daisy Gallagher

Role: Chief Strategy Officer responsible for labor and community relations and government and Local Business Enterprise initiatives



  • Co-Founder and Chief Strategy Officer, SUSTAP LLC (Sustainable Technologies and Products), 2013 - present
  • Chairperson and Chief Executive Officer (CEO), Gallagher & Gallagher, Worldwide, Inc., 1990 - present



Summary of Qualifications:


Chief Strategy Officer, SUSTAP, 2013 - present. Ms. Gallagher provides strategic marketing consulting to a wide-variety of private section and Government activities.  Consulting areas include environmental engineering, corporate business, and government contracting.  SUSTAP clients include the U.S. Government (The White House staff, Departments of Defense Commerce), the U.S. General Services Administration (GSA), the Ambassador to China, and local state and city officials.  Her expertise includes public education programs and environmental initiatives.


Chairperson and CEO, Gallagher & Gallagher, Worldwide, Inc., 1990 - present.  Gallagher & Gallagher is a full-service, integrated marketing agency that serves as a trusted advisor for senior executives in more than 22 Federal agencies and major private section industries.  Ms. Gallagher advises investment groups, the world green energy program, sustainable and economic programs, and sensitive public affairs and integrated marketing support.  Clients include the Navy, Army, National Institute of Health, the Departments of State, Commerce, and Health and Human Services, the Veteran’s Administration, and The White House.  She has written a best-selling guide on The Government Contract’s Resource Guide and has earned more than 100 industry awards and recognitions.  Her recent awards include the Most Influential Woman in Brand Marketing Year 2018 and Integrated Marketing of the Year (Gallagher & Gallagher, 2018)


Ms. Gallagher is considered a public relations, strategic relations, and marketing guru.  Her education includes an Advanced Master Project Management degree from Villanova University and completed several advanced business, communications, project management, and executive study programs.


Professional and Community Activities:  

  • Small Business Advisory Council under President appointment
  • U. S. Navy League National Board Liaison  (Washington DC)
  • Euro-American Women’s Council Global Board of Directors – Ambassador at Large (international organization)
  • United Way (Executive Board, Past Chairman of Campaign – Pennsylvania)
  • Chamber of Commerce (Pennsylvania – Past Chairman of the Board and Executive Committee)
  • DC Chamber of Commerce, Economic Development Committee (Washington DC)
  • 10,000 Friends of Pennsylvania Board of Directors (state appointed)
  • Advisory Board of the World Green Energy Council     
  • Women Impacting Public Policy, Executive Committee  (Washington DC)
  • Rotary Club - Rotarian/Paul Harris Fellow
  • Green Council (Past President of the Board)




Resume for Robert Lussi


Role: Chief Financial Officer (CFO) with oversight of the Legal Office, Business Development, and Human Resources



  • Chief Financial Officer, SUSTAP, LLC, 2013 – present
  • Senior Partner, Slamon & Company (with offices in Northeast Pennsylvania), 1976 – present
  • Senior Partner (financial consultant), Certified Public Accounting Firm of Slamon & Company, 1976 - present


Summary of Qualifications:


CFO, SUSTAP, LLC, 2013 – present.  Mr. Lussi manages all financial affairs of SUSTAP, including budgets, financial management, accounts receivable, and accounts payable.


Senior Partner, Slamon & Company, 1976 – present. Slamon & Company provides accounting and financial guidance to corporations and individuals, including bookkeeping services, tax management, accounting services, financial statements, and estate and financial planning.  For more than two decades, Mr. Lussi has represented the individual financial interests of corporations and individual financial holdings.  He advises and consults corporate and private clients, including personal service companies, manufacturers, wholesalers, retailers, government contractors, technology companies, and real estate developers.


Mr. Lussi has a Bachelor of Science Degree in Accounting from Wilkes University and is a Certified Public Accountant (CPA) and a certified Personal Financial Specialist (PFS). PFS/CPA credential holders have a specific experience, education, and examination requirement that set them apart from other CPAs and financial planners. Mr. Lussi is a member of the American Institution of Certified Public Accountants and the Pennsylvania Institute of Certified Public Accountants.


Resume for Joel Aldrich


Role: Dry Dock Operations and Management; manager responsible for all dry dock operations, ship dockings, dry dock crew training, and dry dock material condition.



  • Program Manager, Mare Island Dry Dock Ship Repair, 2017-present
  • Program Manager, BAE Systems San Francisco Ship Repair, 2015-2017
  • Senior Systems Engineer and Senior Technical Support Engineer, Raytheon Integrated Defense Systems (IDS), 2011-2014
  • Assistant Dockmaster, National Steel and Shipbuilding Company (NASSCO), 2009-2011 and 2001-2003
  • Naval Reserve Officer, Qalat, Afghanistan, 2008-2009
  • Guaranty Engineer II, NASSCO, 2003-2008


Summary of Qualifications:


From 2015-present, Mr. Aldrich as served as the docking officer at both BAE Systems, San Francisco Ship Repair and Mare Island Dry Dock Ship Repair.   In both these positions, he was responsible for planning and executing both docking and undocking evolutions involving a variety of commercial ships and craft.  San Francisco Ship Repair has two floating dry docks while Mare Island graving docks #2 and #3 are operational.  Mr. Aldrich executed dry docking of U.S. Navy and Coast Guard ships, and local commercial vessels.  In these positions, he directed ship repairs, managed budgets, coordinate material acquisition, provided reports to the customer, and was responsible for project safety, budget, schedule and quality.


Senior Engineer, Raytheon IDS, 2011-2014.  Mr. Aldrich served as a Senior Systems Engineer supporting the Navy’s Mobile Landing Platform, a semi-submersible, flexible, modular platform providing the Navy with the capability to perform large-scale logistics movements such as the transfer of vehicles and equipment from sea to shore.  Prior to that assignment, he was a Senior Technical Support Engineer (manager) for LPD class guaranty work.


From April, 2001 until May, 2003 and then from November, 2009 through August, 2011, Mr. Aldrich served as the Assistant Dockmaster at NASSCO, executing docking and undocking evolutions for NASSCO’s floating dry dock, including large Navy amphibious ships and other military vessels.  He was responsible for production schedules, work specifications, budget constraints, safety, and project staffing.  He managed ship movements, ordered tugs and pilots, and was responsible for all dock maintenance.


From June, 2009 through August, 2010, Mr. Aldrich was recalled to active duty and served as the Executive Officer in charge of 350 Army, Air Force, and Naval personnel in Afghanistan.  He coordinated construction, negotiated contracts, and completed numerous local community projects including new wells, irrigation systems, and the construction of medical and dining facilities for the Jordanian Forward Operating Base.


Mr. Aldrich’s education includes a Bachelor of Science in Business and Transportation from the California Maritime Academy and Master of Science in Global Leadership from the University of San Diego.  Mr. Aldrich holds a USCG Third Navigation Officer, Unlimited License, and is a qualified U. S. Navy Docking Officer.



Section VIII.C – Workforce Plan Training and Strategies & Community Engagement


C.1 – Provide respondent’s workforce plan and strategies and community engagement.


Workforce Plan


The Shipyard program for workforce development includes six pillars described below. These workforce development programs will require the support of interested public and private organizations, but are doable and necessary for the short- and long-term interest of the Shipyard.  It is anticipated that these programs can be in place during the initial shipyard lease period with the Port Commission.



Table C.1 provides the planned staffing levels for the first five years of operation as required by Section VII – Evaluation of Proposals/Scoring Criteria.  The manning goal for the first year is 60 personnel with a notional manning increase of five employees per year.  Should the shipyard workload exceed expectations, the shipyard will subcontract work to LBEs and increase shipyard manning as appropriate.


Chart Removed – Proprietery Information


Table C.1 – Planned Shipyard Staffing Levels


C.2 – Develop a Local Business Utilization Plan that involves San Francisco area Local Business Enterprises (LBEs).


The SF Shipyard Organization Chart (Figure A.1) and Business Plan Actions and Assignments (Section A.3) emphasize a manager responsible for waterfront (i.e. Shipyard and Dry Dock) and facilities LBE Management.  While these positions may not be full-time, this organization leaves little doubt on who in the Shipyard organization is responsible to innovatively and efficiently involve LBEs in current and future shipyard work.


The following describes the Shipyard Local Business Utilization Plan.  This plan must be completed quickly to limit early shipyard investment decisions that may be efficiently subcontracted to high quality LBEs.


Local Business Utilization Plan


This plan includes the following major steps to efficiently utilize LBEs to support overall shipyard operations—steps are shown in (somewhat) sequential order:


Detailed Plan ( 1-7) Removed for Public Document – Proprietary Information


The Shipyard expects the Local Business Utilization Plan will be functional and effective by the time DD #2 is certified and returned to service.



Proprietary - Removed  for  Public Document


C.3 – Include a community engagement plan and demonstrate participation or active involvement with adjacent neighborhoods.


Several provisions of our proposal demonstrate our community engagement plan. As shown on our Organization Chart (Figure A.1), we will have a manager with responsibility to engage with the local community, to understand their issues and needs, and to review local community desires with senior management.  Our Workforce Development Plan includes actions to update facilities for training and education, both for shipyard workers and local community members. Our Facility Renewal Plan includes upgrades to support community initiatives and enhance quality-of-life for local communities.  The following provides SUSTAP’s strategy for a Community Engagement Plan:






Community Engagement Plan


SUSTAP’s Role:


Removed for Public Document – Proprietary


SUSTAP’s Key Deliverables:


Removed for Public Document – Proprietary


Community Engagement Participation Goals:


Removed for Public Document - Proprietary



In addition to community involvement shown in our resumes in Section B.11, as an additional example, community involvement includes:


California - Mr. Lerchbacker is a member of the Honor Foundation which assist veterans in their transition from active duty to the private section.  A member of the San Diego Chamber of Commerce.  Mr. Lerchbacker is on the Chamber of Commerce Executive Committee. A member of the Association of Environmental Engineers; this San Diego shipyard association meets monthly to review Federal and California environmental rules and issues.  A member of the Port of San Diego and Puget Sound Ship Repair Associations


San Francisco - Ms. Gibson is a member of the Military Spouse Business Association board and is Vice President of the National Board for the Navy League United States (NLUS).  She served on the local non-profit board for the American Society of Heating, Refrigeration & Air-condition (ASHRAE), the Refrigerating Engineers & Technicians Association (RETA), the United States Green Building Council (USGBC), and The Association for Facilities Engineering (AFE). Ms. Gibson served on Commissioning Committee of USS America (LHA 6) during San Francisco Fleet Week. She supported fund raising for U.S. Naval Sea Cadets; Ear of the Lion hearing aids for children in Mexico, Central, and South America; and the National Kidney Foundation and is a living kidney donor.  Ms. Gibson is the second of third generation “born in San Francisco.” Her unbroken lineage of San Francisco Shipyard family members includes her great grandfather (when shipyard opened), her grandfather who built the WWII ships in the Bay Area and worked on them at the San Francisco Shipyard, her father worked on the San Francisco Shipyard facility, and her grandmother worked the laundry supply for the WWII San Francisco Presidio until 1970.  Ms. Gibson’s commitment to the San Francisco community is undeniable, she is committed to creating economic development by hiring local personnel, subcontracting with local suppliers whenever possible and giving back to charitable organizations to enhance the community she and her family have been a part of for generations.  



By offering good paying jobs to qualified local community members, we are taking the first steps to allow communities to upgrade their standard of living.  A fairly-paid workforce can invest in their homes and demand new neighborhood businesses, such as (non-industrial) shops and food services (restaurants, food markets, and delicatessens).  We want our local shipyard workers to be able to walk three blocks home after a successful day at work, without concern for their personal safety or the safety of their families.  We want local community members to know their first respondents on a first name basis, and see their community grow.  We want local community members to be able to walk to local shops and stores to get their daily needs with a sense of pride in their community.  We want to attract places of worship and parks and to make historical sites a place of pride rather than an opportunity for graffiti.  We believe this vision starts with the shipyard (and local agencies and community interests), steady jobs, education opportunities, and fair pay for fair work.  Our “Community Engagement Plan” is to achieve this vision.


C.4 – The Local Business Utilization Plan is discussed in Section C.2.  As a reminder, the successful implementation of a Local Business Utilization Plan starts with the formal identification of the single individual responsible for an effective LBE programs.  To quote a famous Naval officer of the 20th Century, “responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished.” The Organization Chart (Figure A.1) emphasizes this concept.



Section VIII.D – Proposed Minimum Rent and Participation Rent      



See LOI from lending institution with guaranteed XX millions+ as needed.

  (All Banking Information Removed from Public Document – Proprietary) 


SUSTAP LLC is a woman owned business and working with support of both the US Department of Defense PTAC, US Department of Commerce MBDA and MBDC Centers, a Naval Coating is a Navy Veteran Owned Business – with more than 100 years of combined maritime, contracting for the city, state and federal government, program management, ship building and repair, and stellar award winning business experience and native to California, SUSTAP is native to San Francisco.

News and Events

AFE Spotlight
Daisy Gallagher & Virginia Gibson

The Economic Sense of Using Sustainable Technologies

In the 21st century, sustainable economic development continues to be extremely important in the workplace. There are myriad opportunities to reduce waste on the job and not only is it good for the environment but it also offers protection from a wide variety of environmental hazards.

For the past several years, environmental awareness in the workplace has been in the forefront of many employees’ and employers’ minds. According to a National Geographic survey, over 80 percent of employees preferred to work for companies—from the board room to the mail room—that value environmental awareness and practice sustainability in the workplace.

Experts advise that the reduction of workplace-related waste should be implemented into daily operations as well as written into Corporate Social Responsibility Programs (CSR). For guidance, the facilities industry, as well as others, should look to the federal government’s environmental mandates and directives to learn how to create healthy and sustainable work environments.

Executive orders (under both President Obama and former president, George W. Bush) were initiated in 1998, 2007 and 2009. These orders required federal agencies to purchase green products and services to strengthen federal environmental, energy and transportation management. Among the items cited included recycled-content products, energy- and water-efficient products, bio-based products and environmentally preferable products and services.

Procuring agencies used several methods to educate their employees. These methods included preparing and distributing affirmative procurement policies through in-house electronic mail and other in-house media, publishing or posting articles in agency newsletters and on the agency’s home page and the inclusion of the affirmative procurement program (APP) requirements in staff manuals. Agencies also conducted workshops and training sessions to educate employees about their responsibilities under affirmative procurement programs.

In order to educate contractors and potential bidders on these programs, agencies provided lists and information about environmentally sound practices and products. The information on APP has been written about in trade publications and on agency websites, and talked about in-person at tradeshows and during industry-related conferences.

Among other things, APP offers outlines on green purchasing for construction, landscaping, transportation and other industry- related groups. Some examples of approved redesigned and recycled products include commercial matting, containers, commercial carpets, roofing, fenders and pallets, among others.

It’s a Global Matter

Experts project that by 2025, the number of people of living in urban areas will double to more than 5 billion, and 90 percent of that increase will occur in developing nations. It is also projected that 300 “mega cities”—cities with over 10 million inhabitants—will have formed. The explosion and growth of such cities is unparalleled, ecologically disastrous and unsustainable.

In order to protect the earth’s resources, the focus needs to be on conservation and recycling, along with cultivating alternative energy sources. There has been a radical shift to support the search for environmental, economic and social development alternatives that promote healthy and advanced living environments.

According to the National Academy of Science, the earth’s surface temperature has risen by about 1 degree Fahrenheit in the past century and has accelerated warming during the past two decades. The buildup of greenhouse gases—primarily carbon dioxide, methane and nitrous oxide have continued to rise and the heat-trapping property of these gases are undeniable.

Fuels burned to run automobiles as well as supply heat and power to homes and commercial spaces create 98 percent of U.S. carbon dioxide emissions, 24 percent of methane emissions and 18 percent of nitrous oxide emissions.

Increased agriculture, deforestation, landfills and industrial production also contributes a significant share of emissions. In the 1900s, the United States was responsible for about one-fifth of worldwide greenhouse gases. However, by the beginning of the 22nd century—if there are no further controls—carbon dioxide concentrations are projected to reach up to 150 percent higher than current levels.

The creation of technology to support healthy environmental systems is a viable solution to help level the fragile balance between these emissions and the planet.

The Atmosphere

In June 2013, the White House released one of the most comprehensive plans to combat climate change in U.S. history. In a letter that included the details of President Obama’s plan, David Simas, White House deputy senior advisor, warned that the carbon pollution that causes climate change isn’t a distant threat, the risk to public health isn’t a hypothetical and it’s clear we have a moral obligation to act. Simas wrote: “The 12 hottest years on record have all come in the last 15 years, and 2012 was the hottest one we’ve ever recorded. When carbon pollutes the air the risk of asthma attacks increases. When the earth’s atmosphere fundamentally changes, we see more heat waves, droughts, wildfires, and floods.”

He continued, “These events also create an economic imperative to act. When farms wash away and crops wilt, food prices go up. Last year, we saw 11 different weather disasters that each cost the United States more than $1 billion. And confronting this challenge isn’t just about preventing disaster — it’s also about moving America forward in a way that creates hundreds of thousands of good, new, clean energy jobs. It’s about wasting less energy, which saves money for every business and every family in America.”

Climate is Changing

Whatever your opinion on what is causing the climate to change, there is no denying it is changing. The 20th century’s 10 warmest years all occurred in the last 15 years of that century with our current century now holding the title as the warmest one on record.

In the Northern Hemisphere, snow and ice has dramatically decreased, the sea level has risen about 9 inches worldwide, and the United States has seen some of the most extreme weather and heavy rains on record. Technologies to combat these deadly weather related emergencies have widespread economic benefits—creating both jobs and revenues from end product sales. By combating noxious greenhouse gases and the warming of our oceans and planet, diseases like the West Nile virus, malaria and encephalitis could also be diminished or avoided. Sustainable technologies can and will enable industry and government to outsource their most difficult and potentially most expensive non-core activity: waste management.

About the Authors:

In early 2013, SUSTAP was formed by Daisy Gallagher and Virginia Gibson. These two women have a combined over 50 years in business— running their own corporations and serving clientele in both private and federal sectors.

For over two decades, each has successfully served as local, state and federal government contractors providing military and civilian agencies with maritime, facilities support, sustainable marketing and engineering solutions.

The principals of SUSTAP have past performances of working with multi-billion dollar enterprises—overseeing millions of dollars in contracting, supporting more than 35 U.S.-civilian federal agencies, and with local, state and municipal authorities. In addition, they have over two decades of working directly with the U.S. Department of Defense as military contractors—in particular the U. S. Navy and U.S. Army—along with providing support by contracting with the largest defense contractors, such as Science Applications International Corporation Inc., BAE Systems and Lockheed Martin. Both women have individually have worked with numerous global entities.

The SUSTAP management team offers its customers the highest standards of quality assurance, excellent past performance, and a long track record in business SUSTAP has offices in Washington D.C., Pennsylvania and California (San Francisco). As a wholly-operated and minority woman-owned enterprise, SUSTAP also offers contracting officers in both private industry and government a solution in meeting their diversity set-aside program. For more information visit, email or call 571. 293.1290