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Crosscurrents

Vol. 26, No. 11 November 2003

Corps clears channelfor commerce,recreation

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Crosscurrents November 2003

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Crosscurrents

Crosscurrents is an unofficial publication,authorized under the provisions of AR360-1. It is published monthly by offsetfor the St. Paul District, U.S. ArmyCorps of Engineers.

Editorial views and opinions are notnecessarily those of the Corps of Engineers, nor of the Department of the Army.

Address all inquiries to:

Editor,Crosscurrents

U.S. Army Corps of Engineers190 Fifth Street EastSt. Paul, MN 55101-1638

P h o n e : 651-290-5202

District Engineer Col. Robert L. BallPublic Affairs Chief Mark DavidsonMedia Specialist Shannon BauerEditor Peter VerstegenE-mail: [email protected]

By Mark Davidson

The strategic planning board, orSPB, is looking for ideas to makethe St. Paul District run moreefficiently and effectively.

The SPB will carry out thedirectives from the district seniorexecutive team, or SET. The SET ismade up of the district engineer, thedeputy district engineer, the deputyfor project management, the chief of engineering, the chief of construction-operations and districtcounsel.

The SET ensures alignment forthe district with the strategic plans itreceives from Corps’ headquartersand Mississippi Valley Division. TheSET periodically assesses thedistrict organization and environmentand actively reaches out tocustomers and stakeholders on ways

to accurately define performanceindicators.

“The SET, or the gang of five asit’s most commonly called, is tryingto make sure we are doing the rightthing for the district and doing itefficiently,” said Col. Robert Ball,district engineer. “We see the SPBas the instrument for the district aswe add and get good ideas in thefuture. The SPB will help us get ourhands around this big mass of ideasand information.”

According to its charter, the SPBwill develop performance measures

for the district and also identifysuccessful organizations orprocesses from which tobenchmark.

“As part of its communicationsmission,” said Tom Crump, districtexecutive assistant, “the SPB hasthe role of working to changeattitudes to foster a more effectiveorganization.”

Lt. Col. Thomas O’Hara, deputydistrict engineer, will be chairpersonof the SPB. Crump manage thestrategic planning process. He willalso act as a liaison between actionteam leaders and the SPB. BothCrump and O’Hara will be liaisonsbetween the SPB and the SET.

The SPB permanent membersare: O’Hara, Crump and Lisa Hedinfrom project management, BenWopat and Tamara Cameron fromconstruction-operations division,

Mark Nelson from real estatedivision, Dave Himmerich frominformation management, TomOksness representing the field sites,Marsha Mose from engineeringdivision, Ed Bankston from office of counsel, Linda Krueger from thecivilian personnel advisory center,

Mark Davidson from public affairsand Paul Machajewski from thecurrent Leadership DevelopmentProgram class.

Meetings for the SPB will be heldmonthly, initially. Crump said,“Meeting minutes will be posted tothe district intranet site, soemployees can see what the SPB isdoing and what future events andaction plans the SPB is involved in.

“I’d like to have districtemployees start sending me e-mailson areas or processes they think could use improvement,” he

continued. “This will provideindicators to the SET and SPB onareas of concern to employees, andwe can try to improve or betterthese areas with a team approach.”

Planning board sets district performance measures, benchmarks

Photo by Shannon Bauer

Cover photo

Steve Tapp, project managerfor the Above West NewtonExcavation and Dredgingproject, visited the site on theMississippi River nearWabasha County, Minn., lastmonth. See Page 8.

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CrosscurrentsNovember 2003

Headwaters rangerspromote hunter education,firearms safety

By Peter Verstegen

Rangers from the St. Paul DistrictHeadwaters’ sites have promoted huntereducation and firearms safety to elementaryschool children in north central Minnesotasince 1980. Six of the district’s rangerstaught this year’s program to 35 elementarystudents at Remer, Minn., Oct. 6-10.

“It ties in with the district’s interpretativeprogram,” said Timm Rennecke, Leech Lakepark manager. The week-long program is a

team effort with the Remer ElementarySchool, Minnesota Department of NaturalResources, local businesses and civicorganizations. The DNR is primary sponsor.

“The purpose of the training is toeducate the youthof the manycomponents of hunting, such asfirearms safety,survival, watersafety, wildlifeconservation,ethics, laws,

Ray Nelson, park manager at Crosslake,Minn., teaches proper and safe handlingof a muzzel-loading rifle as part of huntertraining and firearms education in theHeadwaters.

Photos by Zebulon Hemsworth

management andresponsibility amongothers,” saidRennecke. “Thecourse consisted of five days in the

classroom at the Remer Elementary and oneafternoon on the range. The range is a

privately owned gravel pit that is given to usfree-of-charge for the afternoon. Hunting isan important part of the lives of manyMinnesotans. The more education they haveabout firearms safety and hunting safety, theless chance there will be for an accident tohappen.”

Ray Marinandemonstrates safepistol handling andanswers the youths’questions.

Ray Nelson, park manager at Crosslake,Minn., said, “The program teaches childrenages 12 and older to identify small game, biggame, waterfowl and fur bearers. Thisincludes proper care of game.”

Added Rennecke, “The head instructor, in

this case me, has the responsibility to send thecompleted firearm safety certificates tostudents when they turn 12 years old. Most of the students were 11 years old. A number of states now require a person applying for ahunting license to have successfullycompleted [training] and provide their firearmsafety certificate number to acquire a huntinglicense.”

Participating with Rennecke and Nelsonwere: Jason Hauser and Zeb Hemsworth,Leech Lake recreation area; Jeff Kleinert,Lake Pokegama; Ray Marinan and Jeff Steere, Sandy Lake; John Zahalka,Mississippi Headwaters Project Office; LarryFrances, DNR; Denny Ganz, Remer LionsClub. Tammy Wick and Kim Johnson of theHeadwaters project office providedadministrative support.

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$1 billion in 105 daysBy Peter Verstegen

Bruce Boldon, chief of construction branch in the St.

Paul District, oversaw nearly $1 billion for Iraqireconstruction from a cramped 30-inch work cubicle indowntown Baghdad.

“For my first 45-60 days in Iraq, there was no airconditioning,” said Boldon. “The afternoon temperaturesin the office reached 96 to 100 degrees.”

For 70 days of his 105 days there, he supervised $680million from the third floor of the civic center. Thecontracts increased “another $350 million about a monthbefore I left, so it was a little over $1 billion,” saidBoldon.

His 120-day tour of duty began at the relocationcenter, then at Fort Sill, Okla., June 15. He completedpaperwork, medical exams, vaccinations, briefings onterrorism and filled in more forms. With processingcomplete, he departed for Baghdad.

“Our office was called the Iraqi Reconstruction Office

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while I was there,” he said. “I was the senior civilian,equivalent to a deputy district engineer for projectmanagement in a district.”

Boldon’s office was co-located with the U.S. Agencyfor International Development office in Baghdad. AID

retained the Corps in early July to provide technicaladvice and to evaluate and monitor AID’s infrastructurereconstruction program in Iraq.

The 18-month agreement called for the Corps toprovide a team of Iraqi and U.S. professionals to ensurereconstruction contract work was completed inaccordance with job orders, international standards,environmental requirements and U.S. governmentpolicies. Bechtel was awarded the reconstructioncontract. Iraqi companies received subcontracts formore than 70 percent of the total work. More than 60subcontractors and 38,000 Iraqi workers worked onschool rehabilitation alone.

The Corps assigned 34 people to supportreconstruction. Boldon worked with 19 Corps employeesassigned to Baghdad. “We used a matrix team tooversee everything,” he said. “We were responsible forthe work in Baghdad, as well as the three field offices inBasrah, Hillah and Mosul.”

The team provided planning, design and constructionoversight of work on power, sewage, water supply,telecommunications, airports, seaports, public buildingsand surface transportation systems. “This required many

individuals to work outside of their comfort zones infields of engineering they had little experience with,”said Boldon.

Boldon spent most of his time in Baghdad, but alsovisited Basrah, a city of more than 300,000 insoutheastern Iraq, and Hillah, in Iraq’s central heartland.

“Our main mission was defined by the PASA, aparticipating support agreement,” he said. “Wedeveloped the processes and procedures for how theoversight work was to be done to meet the PASArequirements and satisfy the customer.” Boldoncoordinated extensively with AID and Bechtel.

Bechtel’s initial contract requirement was to develop amaster reconstruction plan for infrastructure. Whenapproved by Ambassador Bremer, head of the CoalitionProvisional Authority, Bechtel started reconstruction on

Bruce Boldon (left) stands with Col. Conrad,Sacramento district engineer, who commanded theteam on which Boldon served. (U.S. Army photo)

Boldon , continued Page 9

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Degraded schools,water overshadowbattle damageBy Shannon Bauer

Dave Raasch, St. Paul District project management,arrived home mid-October from a four-month voluntarytour in Baghdad, feeling like he helped make adifference in the lives of many.

“I believe our efforts there are dramatically improvingthe lives of the average Iraqi,” he said.

Raasch served as the project manager for theBaghdad Technical Support Group, which is a part of theCorps’ Iraqi Reconstruction Office. Part of their missionincluded repairing and renovating 1,200 schools in timefor classes to start Oct. 1, as well as to begin work onthe country’s water supply and sewage treatment plants.

Before volunteering for the mission, Raasch said hethoroughly discussed it with his family and made surethey were comfortable with the possibility of hisdeployment. A few weeks after he put his name on thevolunteer list, he was on an airplane heading toward theCONUS Relocation Center, then located at Fort Sill,Okla., for a week of processing and training in suchskills as chemical and physical warfare survival.

From Oklahoma, he flew to Kuwait and waited fivedays for a convoy to take him on the 10-hour trip toBaghdad. “Whenever you travel there, you need at leasttwo vehicles and four shooters,” he explained. “Ourconvoy to Baghdad consisted of six vehicles travelingclose together at a high rate of speed.”

Raasch described his first impression of Baghdad asunbelievably hot, dusty and congested. “There are4 million people in the greater Baghdad area,” heexplained, “and it seemed like the city limits would neverend.” The war damage to buildings was less than heexpected, though, he said.

For his first three days in country, the Army billetedRaasch at one of Saddam’s former palaces. Then, theyassigned him a room and roommate at the Al-RasheedHotel, where most of the Corps’ team lived while inBaghdad. This hotel is located in a heavily protectedarea called the green zone. The office area was acrossthe street from the hotel in a large convention centerundamaged by the conflict.

“In this area, there were many government buildings

and mansion-type villas once utilized by Saddam’s

group,” he said. “I was amazed at the opulence of someof these buildings. There was marble, crystal, pools andgold trim everywhere.”

“Saddam spent all the peoples’ money on himself andclose friends,” he continued. “From where we were, youcould look across the Tigris River and see how theaverage Iraqi lived – in absolute poverty.”

Raasch said he went to work as soon as he got there.His technical team consisted of nine engineers. It washis job to assign projects and review and supervisetechnical work being done. They worked seven days aweek, 12 hours a day. There was little time for anythingbut work and sleep, he said, adding he was able to getexercise by jogging around the compound beforesunrise.

Of the 1,200 schools they renovated, 600 were inBaghdad. It took $54 million, 25,000 Iraqis and threemonths to prepare all of them for the Oct. 1 school start.Around 90 percent were completed on time. Lasttouches were completed while class was in session.

Clean, safe schools are something most Iraqis haven’tseen for many years. Raasch explained that most of them lacked electricity, water, toilets or fans. Anything

of real value was looted after the war.The schools weren’t the only part of the country’s

infrastructure ignored throughout Saddam’s regime.Raasch said wastewater sewage from 4 million peoplein the Baghdad area went untreated, directly into theTigris River, resulting in disease and death to manydownstream. Raasch and the Corps team beganworking on this problem before returning home. Theirreplacements, he said, will continue their efforts.

U.S. Army photo

Dave Raasch, project manager, beside a Blackhawkhelicopter in Iraq.

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Project management

Businesspractices tochangeBy Mark Davidson

The deployment date of P2 intothe St. Paul District is scheduled forMarch 8, 2004. According to thelocal P2 project delivery team, a lotof work has gone into preparing forit but there is a lot of work andtraining coming up this year.

To refresh your memory, P2consists of a suite of automatedcommercial off-the-shelf projectmanagement, analysis and reportingtools, configured to support theCorps’ project managementbusiness process.

P2 is to be used by the projectdelivery team, or PDT, andmanagers to plan, execute andreport project and programinformation. P2 also allows peopleoutside of the immediate PDT toreview project information.

“P2 is eventually intended to beused to manage all work within theCorps, not just project-relatedwork,” said said Bill Csajko, PM-A,and the district’s P2 projectmanager. “That means all overheadand general expense activities, suchas the work performed by logisticsor the equal employment opportunity

office will be managed within P2.”Csajko said the district is

projected to be using P2 as theprimary project and programmanagement tool by the fourthquarter of fiscal 2004. “This willenable us to end the use of the work plan program by the end of thefiscal year,” he said.

District P2 activities in fiscal2003

The district provided significantcontributions to the regional andCorps-wide development of P2.“I’m a member of the Corps-wideP2 training review team, which is inthe process of reviewing all theformal training that Corps personnelwill receive regarding P2,” saidCsajko.

Paul Kosterman, projectmanagement, is a member of theCorps-wide P2 development teamrelated to operations, and JimMosner, engineering division, is amember of the regional business

processes PDT. “Activeparticipation by these people allowsour district to influence thedevelopment of P2 and relatedbusiness processes, and enable us togain a greater understanding of howP2 will help our district,”saidCsajko.

He said the district P2 deploymentteam developed the local trainingplan for P2. “Members of the teamall contributed toward completion of a training plan encompassing sixnational courses and one localcourse for almost 400 students,” hesaid. “One of the original decisionsmade by the team, to provide a shortcourse for PDT members, waseventually incorporated into thenational P2 training courses.”

2004 P2timetable ofcoursesJanuary

PDT boot campCertified Primavera software

application instructors, provided bythe national P2 deployment team,and local subject matter experts willteach the official P2 classes. ThePrimavera instructor understands theintricacies how the P2 software

works, while the subject matterexpert understands how thesoftware will apply to managing theprojects and programs in the district.

“There are five St. Paul Districtsubject matter experts for the ‘PDTlite’ and executive courses and theywere chosen based on theirexpertise and understanding of howprojects are planned, designed,constructed and operated in ourdistrict,” said Csajko. “A ‘bootcamp’ will also be held for the twosubject matter experts for themanagement and analysis bootcamp.”

The district subject matter expertswill be trained, along with the othersubject matter experts for theMississippi Valley Division at theend of January 2004. The training isone-week long, and they will betrained alongside the Primavera

instructors in the use of thesoftware.

February

Configuration courseThe five individuals who are

designated as local configurationmanagers, or LCM’s, for the district

P2

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are scheduled to betrained Feb. 18-19 inthe St. Louis District.The LCM course willbe one of the firstcourses to be taught, tofacilitate the entry of project data into P2.

“Project managerswill provide theseindividuals with basicproject data, and theLCM’s will make surethe projects areproperly set up in P2,”said Csajko.

PDT courseStudents for this course will be

primarily project managers, alongwith some resource providers. Thiscourse provides training in the rolesand responsibilities of the PDTmembers and how to use P2 throughthe complete life cycle of a projector program, from initiation throughplanning, design, construction andcloseout.”

The project managers will receivethis one-week long training in thetwo weeks prior to deployment of P2 at the end of February and thebeginning of March.

Executive courseStudents for this course will be

primarily branch and division chiefsand their administrative staff. Thecourse provides a general overviewof P2, concentrating on how toobtain reports on projects andresources across the district.

The overall concept for theexecutive course is a day-longtraining in which the first half of theday will be a P2 demonstration of acomplete project life cycle, said

Csajko. “The second half of theday would consist of demonstrations and discussionsabout the P2 reports module andPrimavision, showing the studentshow to use the management andanalysis tools provided by P2,” hesaid.

This day-long training will occurtwo weeks prior to deployment of P2, at the end of February, and

involve no hands-on computertraining.

March

Local CEFMS andP2 courseStudents for this class will be

primarily administrative assistantsand budget analysts who areresponsible for creating oramending purchase requests andcommitments in CEFMS. “P2 willaffect how PR&Cs are created oramended, and these students needto be aware of these changes,” saidCsajko.

This course will be less than oneday, and the students will be trainedat the beginning of deployment of

P2 in early March.“This course is beingdeveloped by St. PaulDistrict,” said Csajko,“because there is noofficial course thatprovides a shortexplanation of thechanges people willencounter whenworking with PR&Csafter P2 is deployed.”

April

‘PDT lite’course

Most P2 students inthe district, primarily non-projectmanager PDT members, will takethis class, which will beginimmediately after deployment inApril and be two-and- one-half dayslong.

The course will provide a generaloverview of P2, and will includetraining in the use of PrimaveraPrimavision for entering and viewingresource and schedule information

and for viewing the electronicproject management process thatwill replace the existing district work plan.

Management andanalysis courseStudents for this two-day long

class will be program and budgetanalysts who regularly analyze

project cost data. They will betrained in April.A one-day follow-on course will

be provided for program analystswho are involved in civil worksbudgeting and currently use projectand resource information system formanagement or automated budgetsystem applications.

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By Steve Tapp

The St. Paul District beganexcavating 1.3 million cubic yardsof material from the 14-acre AboveWest Newton dredged materialplacement site, located at river mile748 in Wabasha County, Minn., lastmonth.

The site was full of previouslydredged material and excavationwas necessary to continue using it.The primary purpose of routine

dredging in this area is to keep themain shipping channel of the riverfree of sand and sediment and

permit uninterrupted commercialand recreational river usage.Without dredging, this underwatermaterial would build up and impederiver traffic.

Work is being completed undercontract using a 22-inch pipelinecutterhead dredge. The dredgetransports excavated materialthrough a sealed pipeline to Corps-owned land adjacent to WestNewton Chute in a sand-watermixture. The sand-water mixture is

25 percent sand and 75 percentwater. Production is around 17,000cubic yards of material per day.

The total pipeline length from thedredge to the placement site willvary but is estimated to reach amaximum of around 14,000 feet. Acondition of the contract is that thepipeline must not interfere withrecreation or commercial navigation,and it will be removed followingproject completion.

The dredge was operating 24hours a day, seven days a week, butis now shut down for the season.The current plan is to have all of thematerial transferred by early spring.The contractor will return nextspring to finish the site grading andseeding of a cover crop.

Material dredged from the AboveWest Newton site will be used toenhance a 159-acre site owned bythe Corps. Part of the area will bedeveloped and set aside for futurestorage of dredged material, butmore than 100 acres will bedeveloped for habitat improvements.

In cooperation with the public, theMinnesota and WisconsinDepartment of Natural Resources,the Nature Conservancy and theU.S. Fish and Wildlife Service, theCorps will develop and manage thearea as a native prairie site. Thisarea will be open to the public aftercompletion of the project. Aseparate contract is currently beingdeveloped to restore the site withnative prairie grasses and forbsduring 2004.

“The goal is to mimic the nearbyWeaver Dunes Scientific and

Natural Area and should improvehabitat for birds, snakes, turtles andmany other species that depend onprairie habitats,” said Dan Krumholz,the district’s operations manager forchannels and harbors maintenance.

Photo by Shannon Bauer

Paul Kosterman (left), Steve Tapp (center) and Mike Dahlquist (right),review progress on excavation of Island 42 near Wabasha, Minn. Acontractor for the St. Paul District dredged 1.3 million cubic yards ofmaterial from the 14-acre dredge storage site, which had reachedcapacity.

Corps excavates placement siteon Mississippi River Pool 5

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Bits and PiecesBoldon , continued from Page 4

MovesThe Eastern Area Office/Winona

Resident Office in Winona, Minn.,has moved. The new address is:

Suite 302902 E. Second St.Winona MN 55987-4649The telephone number remains

(507)454-6150.

Retirements

Robert Halvorson , surveytechnician, retires Jan. 2, 2004. Hestarted with the U.S. Army Corps of Engineers’ St. Paul District in 1972as a deckhand on the derrick boatHauser.

PromotionsBill Stute has been selected to fill

the head lock and dam operatorposition at Lock and Dam 8.

Glen Reed has been promoted toeight to 10-month lock and damoperator.

SelectionsSteve Eggers, regulatory branch,

will be a member of the nationalteam that will regionalize the 1987wetland delineation manual. “This isa very important national regulatoryeffort and Steve was one of only sixproject managers selected to be onthis team,” said Bob Whiting, chief

ObituariesWilliam D. Hutchinson , 53,Minneapolis and St. Paul,passed away Oct. 1. He startedas a temporary employee withthe St. Paul District in 1981. Heretired as a print specialist ininformation management in2003.

Vicki J. Johnson , 42, St. Paul,died Oct. 11 at home. She wasthe secretary for design branchand a 20-year veteran with theSt. Paul District. Her husband,Brad Johnson, environmentalbranch, survives her.

Raymond McLees , 77, ofGenoa, Wis., died Oct. 11 athome after a year long strugglewith cancer. He retired as

lockmaster of Lock and Dam 8in Genoa.

of regulatory. “Wetlands areincredibly diverse across the 50states. They range from permafrostdwarf-willow wetlands in Alaska, tosawgrass prairies in Florida, tovernal pools in California, to prairiepotholes in the Dakotas and playasin Texas.

“The 1987 manual is generalizedand its ‘one size fits all’ approach isnot the best,” he said. “What servesas a reliable wetland field indicatorin one part of the country may not

work at all in another.”

the highest priority items untilcontract funding was exhausted.“Bechtel submitted job orderrequests defining the work for eachproject,” Boldon said. “Contractfunds were allocated to each majorinfrastructure sector, such aspower. One of our first jobs was toreview these job orders technicallyand advise AID on whether toapprove them.

“Most of the damage was due tovandalism and lack of maintenance,” continued Boldon.“There was no systematicmaintenance since the late 1970s

and early 1980s, when most of thecurrent infrastructure was built.About 80 percent of the work wasto repair damage from looting anddeficiencies in maintenance.”

Security challenged Corps’personnel. Boldon and othersneeded armed escorts and werelimited to essential travel.

“I went to Iraq because I thoughtI could make a difference,” he said.“I want to see their lives improve.”When he left, the air conditioning inhis office worked, so did theschools, plumbing and power. About1,200 schools had plumbing andelectricity. The power gridexceeded prewar output on aconsistent basis. The sewagetreatment had been restored for theeight to 12 percent of the nation itserved. “The repairs on the nation’stelecommunications should be

complete by the end of November,”he said.He returned home Oct. 8.

Wanted: Your news!The public affairs office seeks information about special events in you life (e.g., births, deaths, marriages,engagements). If you would like to share these items, please contact Public Affairs at 651-290-5202, -5108 or 5201 orsend an e-mail to: [email protected].

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Bob Mike honored as SeptemberEmployee of the Month

“This nomination will be brief,” wrote Merrill Cotter, his nominator.“To address all the areas Bob Mike has shown unselfish support of the

Corps and St. Paul District employees would be a rather lengthynomination letter.”

Cotter works with Mike, asupply technician in logisticsmanagement.

An example of how hedemonstrated his unselfishdevotion to the district and itsmission has happened on shortnotice whenever high-rankingofficials visit. Although he is nolonger the transportation clerk, theacting logistics chief has asked

2003 Holiday Awards Ceremony

‘Keep the

Home FiresBurning’By Peter Verstegen

The St. Paul District will honorco-workers deployed overseas andthose returned from overseas dutyat The Prom Center in Oakdale,Minn., for the 2003 Holiday Awards

Ceremony,Dec. 12, 11:30a.m.-3:30 p.m.

VirginiaRegorrah,western areaoffice in GrandForks, N.D.,submitted thewinning theme,“Keep the

Home Fires Burning,” whichfeatures a card-signing by guests foremployees who are deployed and“Stories from the Front,” by thosewho have returned.

Employees will stage amateurskits and the Woodbury Junior HighJazz Choir will sing a variety of arrangements. The ceremony willinclude the presentation of awardsand door prizes. Tickets for the foodbuffet cost $13, non-meal tickets are$3. Employee Benefit Fund

members receive a $2 discount onthe first ticket purchased. Ticketsales begin Nov. 24 and end Dec. 8.The awards committee encouragesticket holders to bring anonperishable food item tocontribute to a food drive.

The Prom Center is at I-94 andInwood Ave., Oakdale.

Awards ceremony

ticket sales contactsFourth floor

Stephanie Ehnstrom, RMCarolyn Krick, IM

Fifth floor Stephanie Dupey, C-OLinda Haberkorn, PMBrenda Miller, C-OTheresa (TC) Teed, PM

Sixth floor Julie Ritter, RE

Marilyn Caturia, EDJanet Golubski, EDField

Stephanie Dupey, C-OBrenda Miller, C-O

RetireesJan Pream, 1-800-290-5847(enter 5312 when prompted);651-290-5312.

Photo by Jon Lymanhim to drive the assistant

secretary of army for civil works, the chief of engineers and thecommander of the Mississippi Valley Division during visits. Mikewillingly accepted this responsibility. He customarily does an outstanding

job in representing the district to these officials and lives the district’sdedication to the Army values. This is one example of the many times hehas accepted additional duties outside his area of responsibility.

Also, he has supported district personnel through his attention to whatdistrict personnel need for logistics support. “He moves their furniture,reconfigures cubes and work areas, searches to find supplies for the

completion of tasks and, in general, willingly provides whateverassistance they require,” said Cotter.

“I have known Bob for 11 years,” said Cotter. “I have watched himcontinually provide needed support to the district and its employees. Heis willing to walk the extra mile to ensure not only that district needs aremet, but his co-workers needs are also met, by his personal commitmentto ensure a good working environment.”

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