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    Crosscurrents

    Vol. 26, No. 12 December 2003

    District gives time, toys toNeighbor-to-Neighbor non-profit

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    Crosscurrents

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    December 2003

    Crosscurrents

    Crosscurrents is an unofficial publication,

    authorized under the provisions of AR

    360-1. It is published monthly by offset

    for the St. Paul District, U.S. Army

    Corps of Engineers.

    Editorial views and opinions are not

    necessarily those of the Corps of

    Engineers, nor of the Department of

    the Army.

    Address all inquiries to:

    Editor,Crosscurrents

    U.S. Army Corps of Engineers

    190 Fifth Street East

    St. Paul, MN 55101-1638

    Phone: 651-290-5202

    District Engineer Col. Robert L. Ball

    Public Affairs Chief Mark Davidson

    Media Specialist Shannon Bauer

    Editor Peter Verstegen

    E-mail: [email protected]

    Teamwork andcoordination createsynergy

    By Col. Robert Ball

    District Engineer

    One of the big concepts of

    USACE 2012 is that we are all

    members of a team of teams. If you

    updated your performance

    objectives recently, you were asked

    to add an objective that dealt with

    you being a member of a team of

    teams. If you are like me, you

    struggled with what that meant. Let

    me share with you what it means to

    me.First, none of us does our jobs in

    isolation. Each of us is a member of

    some team, whether it is a product

    delivery team or a dive team or the

    graveyard shift at Lock and Dam 9,

    Lynxville, Wis.

    Most of us are members of

    several teams, and we need to

    coordinate our actions with other

    team members. No news there

    coordination is part of our project

    management business process

    training.Second, there are lots of teams

    within what you and I call the St.

    Paul District. Within some teams,

    there are other teams. An example

    would be the environmental team

    working within the navigation study

    project delivery team.

    Its common sense if a team that

    is part of another team does not

    coordinate its efforts, the product of

    the larger team will suffer.Third, no matter where we are in

    the organization, we depend on

    other team members to deliver a

    product or service. I cannot

    command this district without

    Brig. Gen. Don Rileys help, the

    assistance of the gang of five,

    and the calm advice of Mary Kay

    Linder (to name a very few.) Of

    course, Riley commands Mississippi

    Valley Division; the gang consists

    of the chiefs of engineering,construction-operations, office of

    counsel, the deputy for programs

    and project management and the

    executive assistant. Linder is

    administrative assistant in the

    executive office.

    To command the division and his

    staff, Riley depends on the six

    district engineers and Army Corps

    of Engineers headquarters staff. If

    you think about it, theinterdependency is true for you as

    well.

    The point is that the Corps of

    Engineers is made up teams that

    are nested within other teams. We

    need to realize that our actions not

    only impact ourselves but also

    other teams throughout USACE.

    Learning to thrive in such an

    environment of interdependence is

    going to be our challenge for the

    future and I look forward to learning

    what skills you find helpful.

    Photo by Mark Davidson

    Cover photo

    From left are Aaron Snyder,Dan Yang and Matt Pearcy.They were among 22 fromthe district to present giftsdonated by St. Paul Districtemployees at Neighbor-to-

    Neighbor in St. Paul, Minn.,Dec. 19. Gifts included $220in cash, 125 toys and 263 lbs.of food.

    Participants:

    Col. Robert BallRichard BeattyNan BischoffMark DavidsonStephanie EhnstromRobert EngelstadTim FellCarol JohnsonMichael Knoff

    Jodi KormanikMolly McKegneyDarrell MoreyJames MurphyJeannette PreamPat Rogers,Michelle SchneiderJoseph SkupaKenton SpadingTerry Zien

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    CrosscurrentsDecember 2003

    Alberico assuresdata quality forIraqi contractsBy Shannon Bauer

    Teri Alberico, project management, stayed

    on in Baghdad another month-and-a-half

    after her team left, helping to orientate a new

    Corps team to the mission.

    It was a great place to be, and a great

    time to be there, she said. Progress was

    really being made in terms of getting Iraq

    back on its feet.

    Alberico served in Baghdad from June 22

    to Nov. 24. She was supposed to leave Oct.12 but volunteered to stay on to provide

    institutional knowledge to the next team of

    Corps civilians.

    With a background in emergency

    operations, readiness, geographic information

    services and database management, as well

    as environmental, the Corps selected

    Alberico to fill the power engineer slot at

    its Iraqi Reconstruction Office. No actual

    power engineers availed themselves. She

    was to help set up and maintain a databaseto manage the governments billion-dollar

    reconstruction contract with Bechtel.

    She said Bruce Boldon, St. Paul District

    construction chief and then chief of party in

    Baghdad, asked her team leader to get her to

    Baghdad as soon as possible, so she and two

    others were secured passage on a Chinook

    helicopter and arrived earlier than the rest of

    her team. The database, she explained,

    needed to be up and running as soon as

    possible to help the U.S. Agency for

    International Development, or USAID,monitor the Bechtel contract.

    For the first half of her tour, she provided

    quality control for the information being

    added into the database by Corps engineers

    serving in Iraq. She made sure they put in

    the right kind and the right amount of data.

    She also served as the telecommunications

    sector manager, which required her to work

    with USAID and Bechtel to monitor the

    progress of the telecoms job orders.

    For the second half, she helped to improve

    the database outputs. She served as a liaison

    between those in Baghdad and the CorpsCold Region Research and Engineering Lab,

    which manages the database and provides

    programming support. She would explain to

    CRREL staff what they needed in the field.

    While in Baghdad, she watched conditions

    improve for the Iraqis. With an office in the

    St. Paul District photoTeri Alberico pauses on the retainingwall at the entry of the convention centerin Baghdad in August.

    Alberico,continued Page 10

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    December 2003

    Peak retainslasting images ofchildren in Iraq

    The following article first appeared in

    Alabama Alumni Magazine, winter 2003.Reprinted by permission.

    By Anna Thibodeaux

    It was not Iraqi President Saddam

    Husseins numerous, lavish palaces that

    stood out in Jim Peaks mind, but rather the

    sight of them standing near so many

    neglected schools.

    They were tired of giving to Saddam,Peak observed of the Iraqis nearly six

    months after the U.S. government invaded

    their country and deposed Hussein. They

    were just looking for some help basically.

    The people were very hardworking and were

    looking for the same things we look for a

    good education for their family and to make

    a good living.

    Peak, 51, is a 1975 civil engineering

    graduate from the University of Alabama

    and 28-year civilian employee of the U.S.

    Army Corps of Engineers who now works

    in St. Paul, Minn. as the assistant chief ofengineering. The Double Springs, Ala.,

    native recently returned from a near three-

    month mission to help restore schools in

    northern Iraq.

    The idea of helping restore freedom to an

    oppressed people appealed to me

    appeared to be a very noble cause, he said

    of volunteering for the mission. Peak also

    felt it was answering destinys call, offering

    his experience from earlier working in Saudi

    Arabia and Japan, as well as with thecontractor. It was a little like the Forrest

    Gump movie all these seemingly unrelated

    events seemed to be converging toward a

    destined purpose. And I felt it was the right

    thing to do spiritually, morally and

    idealistically.

    As expected, it was hot as Peaks four-

    member team entered southern Iraqs flat,

    desolate region on June 25. As they traveled

    further northward, the terrain got slightly

    greener and more so as they made way into

    the river valley. Villages lined the way witha few camels crossing the road and lots of

    goods for sale. Baghdad was more modern

    than Peak anticipated, although he observed

    some sites bombed by the U.S. military in

    the war and others simply in need of

    ordinary maintenance. Peak observed that

    Hussein apparently didnt spend much

    money on public facilities.

    After a short stay in Baghdad, the team

    continued north until they reached their

    destination of Mosul, the countrys second

    or third largest city of about 1.5 million

    people. Work began there and extended into

    four surrounding major, northern cities:

    Dahuk, Arbil, Kirkuk and Sulamaniyah.

    It was so hot, he recalled. The military

    was out there with battle gear. Those guys

    were cooking, and they never really

    flinched. They