Pacesetter magazine

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Pacesetter magazine
Added title page title:
Southwestern Division Regional Pacesetter
United States -- Army. -- Corps of Engineers. -- Southwestern Division ( issuing body )
Place of Publication:
Dallas, TX
U.S. Army Corps of Engineers, Southwestern Division Public Affairs Office
Publication Date:
Bimonthly[ FORMER -2010]


serial ( sobekcm )
federal government publication ( marcgt )


Dates or Sequential Designation:
Ceased with: Spring 2015?
General Note:
Issues for 2005 called Issue 1-4. February 2006 called Vol. 2, No. 1

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University of Florida
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University of Florida
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This item is a work of the U.S. federal government and not subject to copyright pursuant to 17 U.S.C. §105.
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on10229 ( NOTIS )
1022947855 ( OCLC )
2018226639 ( LCCN )

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building the bench Pacesettter Magazine Editorial Staff Brig. Gen. David C. Hill Commander, Southwestern Division Martie Cenkci Chief, Public Affairs, Southwestern Division Associate Editors: Ed Rivera, Fort Worth District Isidro Reyna, Galveston District Randall Townsend, Little Rock District Sara Goodeyon, Tulsa District 360-1 for members of the Southwestern Division and its retirees. about the Pacesetter, or to make a submission, contact SWD Public contents and changing how we plan for the future FaLL 2014 Volume 9, No. 3 Pacesetter Magazine U.S. Army Corps of Engineers Southwestern Division Fall 2014 Leadership Perspective Commentary from Southwestern Division and District leadership begins on Page 3. Read more than your own leader, to get a regional perspective. Building the Bench. These articles are about the venues and tools that the Southwestern Division is using as we prepare our workforce for future generations. A multigenerational workforce brings opportunities, challenges to Corps (Ms. Sue Engelhardt) 13 Diversity Matters: How Army Values help bring equality to the workplace 15 SWD developing strategic initiatives to bridge the gap 17 What are the cool kids saying about the SWD Human Capital Planning Committee? 19 Tulsa District completes busy STEM season 21 FY 14 was a great year for SWD-STEM partnerships 22 Building Strong for the future: Little Rock, UAPB team up for STEM 23 Professional Registration demonstrates commitment to our partners, to our career 24 Multigenerational workforce drives new initiatives in Knowledge Management 25 Leadership Development Program helps mentor employees 27 Developmental Assignments Q & As 29 Read about those who have made the successful career journey, as well as those rising stars who are just now beginning the journey. The secret to her success: Ops chief shares some key milestones 31 Building the Bench: Galveston District highlights three of its rising stars 35 SWFs Brandon Mobley receives USACE Environmental Stewardship award 39 SWFs Robert Adams nets the USACE Environmental Compliance employee award 41 SWF employee Dr. Rumanda Young is the USACE Civilian of the Year 43 SWF boasts top USACE Logistician, Tamara Mahaffey 45 Galveston District is honored with PRSA Houston awards 46 Pacesetter Points. Our traditional transitions page 47 Shining Stars


Brig. Gen. David C. Hill Southwestern Division Commander In the 60-plus days since I became your commander, I have visited parts of each of our four Southwestern Division Districts, beginning my journey to see the impressive projects and programs and meet the remarkable workforce of SWD. As SWDs newest member, I can see what a unique organization we are in the Army Corps of Engineer. We span the boundaries of the military and civilian communities and connect Americas Army to its people, working cials and community leaders who make America work and make things happen. These initial visits have all been enlightening and invigorating. I have had the rare opportunity to take part in the Mississippi River Commissions low water inspection of the Arkansas River. Along the way, I met many talented Corps of Engineers employees, learned much about the McClellan-Kerr Arkansas River Navigation System, interacted with numerous stakeholders, interviewed with the news media and saw members of the public wave to us as we transited downstreamwhat a comprehensive event! I have toured the impressive Port of Houston, nage. I have visited military facilities in El Paso and Fort Polk, checked out pintle balls and shorelines in the Tulsa District, toured the Dallas Floodway (built to protect both some of the most disadvantaged of our citizens as well as the billion-dollar Dallas Stemmons business the valuable commodity of water in this state. These visits have helped me better understand the Corps contributions to our national defense, in terms of both our military installations and the economy that underpins our national security. While only scratching the surface of this Division in the past two months, I have noted one common denominator among the Districts: the caliber of our peoplethe talent, skill and responsibility that is on your shoulders in many of these projects and programs. This highly technical and well-educated Corps of Engineers workforce is facing some immense challenges: an evolving workforce, changing in both age and outlook, and a proliferation of technology that permeates every task that we perform. To counter these challenges, we must look for ways to build the bench, to ensure that we have the right employees, with the necessary competencies and knowledge to accomplish our mission. 3 The stories in this edition of Pacesetter Magazine might challenge you to think about these issues that we are facing and maybe even generate some ideas that will help put us on the trajectory for success. We have great programs already in future workforce; professional accreditation and developmental assignments nurture and grow our current one. By taking a long-term strategic approach through such channels as the Human Capital Planning Committee and the Knowledge Management initiative (SWD is a test site), we can help remove roadblocks to our future. The Knowledge Management initiative is a great shift and will help us in our succession planning by ensuring knowledge transfer, technology and technical competency, and innovative methods of delivery of information. More information about the Knowledge Management is on pages 25-26. the achievements of others. To see our fellow team members reach for the stars or become the tion is really all about its people. In SWD, it is our people who deliver the accomplishments now, and it is our people who will create our future successes. Thanks to each of you for the warm welcome you have given my family and me. I look forward to working together (and with our partners) to accomplish projects that bring lasting and tangible value to our region and our Nation. Star Power. Lt. Gen. Thomas P. Bostick, left, and Mrs. Chris Hill rank on Brig. Gen. Dave Hill at a ceremony at Fort Belvoir, Va., in early August. Hill took command of the Southwestern Division on July 28. (Photo by Waverly A. Johnson) 4Remarkable workforce today, extraordinary one for tomorrow


Team Fort Worth over the past two years as your commander Ive observed and made many recommendations as to how our Fort Worth District can become even more relevant to the current and future needs of the Department of Defense and the Nation. To do so, we must recognize and continue to move forward with a heightened urgency and push of initiatives to Build our Bench so that My hope is that every member of Team Fort Worth is already familiar with the term Build the Bench. If youre not, thats okay too because you will be as we make it one of our beyond. In its most simplistic terms, Build the Bench refers to our efforts to attract and retain a vibrant and well-trained workforce. It is well documented nationally that across the DoD spectrum there is a substantial portion of our workforce who are currently should be crystal clear that the priority your division leaders and I are placing on building the bench is not just the catch phrase of the day. Doing so is something that has to be accomplished to ensure that the Fort Worth District is able to retain and attract the necessary talent and get them fully trained to meet the needs of the Army, DoD and the Nationfor many years ahead. There are several initiatives that we have targeted highlight, but there is a key element that must precede those initiatives for them to work getting our entire workforce back to the most fundamental basics of training. During the peak Base Realignment and Closure work from our district was at such a high op tempo that while we realized numerous successes on our projects and initiatives, a large portion of even the most basic training for our personnel was not accomplished. major project work immediately following BRAC, over the past couple of years we are seeing a slower but steady increase in work again. That to getting the right people in the right place and making sure they are fully trained. With a highly competent bench of personnel, each time our teams achieve greatness on a projno matter how challenging the project is. In addition to training being the critical core of our current and future workforce, we are also following the lead of our Division and Headquarters directly impact our ability to grow our bench. Two of the major initiatives are our Science, Technology, Engineering and Math (STEM) outreach programs and our partnerships with universities within and around our Fort Worth Districts footprint. Fort Worth District Builds Its Bench to meet current and future needs 5 Col. Charles Klinge Commander, Fort W orth District There is no way for me to overstate the importance of strengthening and improving STEM education throughout our schools. Recent stathe Corps along with the rest of the nation will need to increase the number of college gradumeet that demand. As a district, we recognize our key role in helping to meet that demand and how our STEM outreach and initiatives will also directly help us grow our bench of professionals that will be needed to sustain our mission for years to come. As a district, we continue to increase the number of our personnel who are committed to and working throughout the DFW-area and the state cational programs that are innovative and meet the needs of a diverse group of future STEM professionals. engaging in are mentorship to students, science fairs, robotics competition, teacher training workshops, Parent Teacher Association outreach, recreational events, STEM camps, other educational opportunities and developmental assignments within our district for students. While we continue to move forward with our STEM outreach initiatives from grade school up through college level, the parallel initiative that makes that outreach possible is our partnership with schools and universities. Many of you are familiar with our long-standing STEM partnership with our Adopt-School H.V. Helbing in Fort Worth. We are also partnered with numerous other schools throughout the DFW area as a direct result of you who are schools your sons and daughters attend. our partnerships and formalize STEM memorandums of understanding. programs and outWord, San Antonio. While we have an established STEM PDT in the district, please know that it takes every member of Team Fort Worth to make our STEM program and outreach continue to grow and prosper. Your ideas are needed and are welcomed. Programs such as STEM, our partnerships and training are key elements to our ongoing priority to Grow the Fort Worth Bench and to support our Nations current and future need for Science, Technology, Engineering and Math professionals. Essayons! Col. Klinge 6


As the baby boom retirement wave builds momentum, it is imperative that every supervisor and manager identify future leadbecome tomorrows leaders, todays employees need opportunities to develop skills beyond their current pay grades, and equally important, they need institutional knowledge about district projects and history. alarming because as our workforce ages, so does our infrastructure. Retirement and time have already consumed a vast amount of knowledge the engineers of our districts earlier years possessed. We have already reached the point where those who worked on the McClellan-Kerr Arkansas River Navigation System or the lake dam projects have retired and are approaching the point where the people who were protgs of that generation are about to retire. Our ability to reach back and seek this knowledge diminishes by the day. As the organization gets older, the information gap gets bigger, as does the need for a bullpen full of leaders who are guided and trained to take the district into the future. Im asking you to build the bench with me; the future of the Little Rock District depends on it. Col. Courtney W. Paul Commander, Little Rock District Building Strong Leaders This is not a new problem, but to shrink the information gap, we must understand past decisions to focus for the future. As our infrastructure ages and deteriorates, our future leaders will have to deal with decisions made anywhere from institutional knowledge into the future leaders of our organization you are setting them up for potential failure. means each soldier may have to step into his bosses shoes at a moments notice. Each soldier must know and understand the position above his or her own. While our work is not as dynamic as moments notice, the end lying principle is still there. There is no substitute for mentored on the civilian side as well. In addition, todays Army leaders pass down institutional tidbits to give their junior soldiers better perspective and in the future. We need to ensure were passing knowledge along to subordinates and giving them the opportunity to absorb information before its lost. along your legacy. Be a mentor to those you supervise, volunteer to work with the Leadership Development Program or simply take somebody under your wing. It doesnt matter how you do 7it as long as youre not leaving the Corps withgeneration. As our mission continues to grow globally, the tions line of sight. We need leaders that have the skills to think outside the building. As stakeholders in every industry get smarter, well need a workforce full of innovators that can keep up. It is paramount that our future leaders capabilities are aligned with current and emerging business requirements, yet with a proper historical perspective. We already have the need for innovative leaders that can function on a global basis and deal with certed effort to develop and hire more leaders that are globally credible. Education and credentials like the Professional Engineer or Program Management professions form the foundation, but we must challenge our team members with Make no mistake we need future leaders with develop them. I need each of you to encourage those around you to reach their potential. Future leaders need obstacles to overcome that are bigger than what they can accomplish on their own. Forcing future leaders outside of their comfort zones gives them the incentive to complish tasks, and push for accomplishments. We need leaders today and tomorrow. If youre their current skills and effort, youre delaying their chance to grow and risk them having to learn how to do so on their own. The SAME difference: Little Rock District Commander Col. Courtney W. Paul, left, is sworn in as the the newly elected the Society of American Military Engineers. SAME Texoma Region Vice President Steve Houser (right) administered the oath. SAMEs mission is for national security and through outreach and mentoring. (Courtesy 8


Hard to believe summer is winding down and year. The summer was a busy one we celebratward to celebrating more milestones in the coming weeks, and we hosted a big towboat. That in addition to the incredible amount and breadth of work the district currently has underway. th anniversary of the establishment of the Tulsa District. The districts mission began as a civil works district to of the heartland and crippling drought in others. World War II following the attack on Pearl Harbor, the district soon focused on military construction. Both of those missions are alive and Celebrating milestone anniversaries, continuing our service to the Nationwell in the district today. Also this summer, Eaf Redden, Anthony Burson, Erik Robison and Sean Giese earned their professional registration as engineers congratulations! Such registrations add further credibility to the Corps. Our military construction (MILCON) program is as vital as ever. We recently broke ground at Altus Air Force Base for their KC-46 Pegasus program. Tulsa District is currently working two contracts at four Altus facilities for their KC-46 ect waiting above threshold reprogramming and funding before it can be awarded. The District will oversee construction and contracting of about $200 million in Pegasus-related projects at eral years. Half century and still going strong. Anniversary of the dedication of Lake Eufaula Dam. The dam was originally dedicat9 Col. Richard A. Pratt Commander, Tulsa District On the civil works side, in September we will mark the 50th anniversary of the impoundment of three of our district lakes: Keystone, Eufaula and John Redmond. These projects have contributed to the improvement of nearby commuhabitat, recreation and economic growth. Such is the impact of these projects that the communities surrounding John Redmond and Eufaula are planning celebrations in recognition of the value of these Corps lakes. Weve also had a lot going on with the McClellan-Kerr Arkansas River Navigation System. The Mississippi River Commission (MRC) toured the McClellan-Kerr Arkansas River Navigation System (MKARNS) on board the Motor a tour of the ports of Catoosa, Oakleys and Muskogee with the Port Directors providing the narration. That evening, a dinner was held on board the vessel with numerous stakeholders in attendance. Throughout the day on MonMRC by Oklahoma Secretaries of Transportation, Commerce, Agriculture, and Energy & very positive economic impact the navigation system has upon the State of Oklahoma. Stakeholders from the public and private ports, shippers of ucts also presented their economic impacts to the MRC. The Tulsa District portion of the trip culminated with an on board dinner on Monday night with Oklahoma Governor Mary Fallin and ASA/CW the honorable Jo Ellen Darcy in attendance. Discussions continued throughout the dinner concerning future needs, potential partnerships, and shipping/towing issues on the MKARNS. Throughout the three days, the MV Mississtakeholders, and congressional representatives boarded the MV Mississippi, including two open houses offered on Friday and Saturday evenings a tour of the boat. The visit was very successful and brought much needed attention to the region of the nation. each of you for your contributions to the Tulsa District we have had a great year of accomplishments.Essayons! 10


As the summer months draw to a close, I continue to be amazed by our work force. how proud I am to be a part of this organization. Your professionalism and dedication inspire me every day. I wanted to share a few of my observations and activities from the past month. August kept me on the road traveling along the coast from Galveston to South Padre Island to conduct public meetings regarding Reconnaissance Study. We had a great turn out and it provided us the opportunity to gather input and feedback that will help identify coastal storm risk management and ecosystem restoration problems/opportunities along the Along the way, we met with many of our stakeholders including the Port of Freeport, Col. Richard P. Pannell Commander, Galveston District and the Conrad Blucher Institute. Strategic engagements such as these allow us to collaborate with partners to develop and implement infrastructure strategies, assist stakeholders in making informed investment decisions to meet their project needs and to share resources to deliver quality solutions. The number of opportunities At home, we hosted a Town Hall Meeting this month to recognize several deserving staff members for their achievements for the district and induct two retirees into the Distinguished Employee Civilian Service Hall of Fame. Both Art Janecka and Johnny Rozsypal are to be commended for their contributions and lasting impacts theyve made here and I believe they are proud of our continued efforts to deliver value to the nation. As the summer comes to an end, most of us have settled back into our routines. Our children On the road again... and then home!11 and grandchildren have gone back to school, our summer vacations are over and were ready for the cooler weather to come. ask that you continue to keep the lines of communication with our stakeholders, partners and the public open and answer questions in a timely manner. Customer service remains a top priority of ours as we work to sustain and build relevancy with our partners and customers. In a league of their own. Galveston District inducted two new retiree Hall meeting on Aug. 28. Art Janecka, left, with his wife Cathy, and Johnny 12


Famous author Rick Riorden once wrote, than machines. And when you break a person, While Mr. Riorden was writing about a Greek god be applied to any workplace environment. The bottom line is this: for any organization to be successful, it is crucial to take care of the people that make it run. Engineers Campaign Plan, Goal 4: Build ready and resilient people and teams through innovative talent management and leader development strategies and programs. Sue Engelhardt, the director of human Army Corps of Engineers, recently visited the Southwestern Division to emphasize the importance of understanding and taking care of the people that make up the divisions workforce. The visit gave employees a chance to learn about the different generations that make up the Corps workforce, the characteristics of each generation, and how to better understand, andthus work with, those who have different working styles. The Corps has always been very innovative and at the forefront of human resources and we just want to continue on that path, said Engelhardt. One of the unique characteristics about the Corps workforce, Engelhardt said, is the multi-generational staff that is currently there are four generations making up the Corps workforce: baby boomers (49%), ronment provides both challenges and opportunities for the Corps to learn and grow as an agency. There are unique things about each generation, Engelhardt said. The baby boomers and traditionalist are much more about, this is how we should be doing things, and are maybe not as open to change, but change is constantly coming in. The millennials and generations Xers have pushed us to put initiatives in place to make the workplace better, such as alternate work schedules and telework. But its also about the Gen Xs and millennials seeand bring to the workforce. So its a two way street. Its about how do we learn from each other. Learning from each other is a critical compoa multi-generational workforce brings opportunities, challeng es to Corps by LaDonna Davis Southwestern Division Public Affairs 13 nent in maintaining a successful agency such as the Corps, where 20 percent of the workforce is currently eligible for retirement, with another 20% eligible for early retirement. Ensuring that the retirement eligible employees are passing down their knowledge and developing the incoming workers is crucial for the Corps where projects and studies can go on for many years. Like many government agencies, the Corps is facing reduced funding, hiring freezes and consolidated job duties, making it harder to recruit and retain a diverse and talented workforce. Overcoming these challenges is a multi-faceted process that Engelhardt and her team are working to solve. One of the initiatives that the Corps is focusing on is knowledge management. It helps ensure that we are transferring knowledge from people that are leaving so we can continue to meet our mission requirements, said Engelhardt. We are also mentoring our younger employees to make sure they understand how and why ibilities to temporarily hire a small number of retired employees for short time periods to not only assist with special projects/needs but most importantly to mentor and develop the current workforce. Engelhardt also says in order to retain good mote talent faster. In the past, employee might have stayed a GSbefore being considered as ready for promotion, she said. That can no longer be the case. We have to move people faster through the pipeline, which means providing career and developmental opportunities to have them ready to take on new challenges. We have to make sure we have the talent available to continue to support the missions when someone retires. Though the human resources challenges seem the mission, recognizing employees achievements and teaching good leadership skills. I always say the main reason somebody leaves a job is they leave their supervisor, said Engelhardt. So that means we need to have supervisors as leaders and focus on developing the workforce. The future keeps changing, and workforce to meet the changes and ensure that our mission needs are met. Sue Engelhardt 14


by Ann Bargains, PhD Southwestern Division When many people think of diversity, they think in terms of their social and/or an engineer what diversity means, the engineer is more than likely to say it means having a work group made up of civil, environmental, electrical engineers. If you ask a medical doctor or health practitioner what diversity means, that individual is likely to say it means trying a variety of treatment options for illnesses. If you ask a lawyer what it means that individual is likely to tell you it means looking at all of the options and loopholes in a case and selecting the best one for success. Yet if you ask a human resources pracI want to give you a slant on diversity that actually brought it into the mainstream. When many people think of the diversity guru, they think of Dr. Roosevelt Thomas. Dr. Thomas made diversity an everyday management concept with his outstanding work in the area of diversity management. But long before Dr. Thomas ushered diversity into the realm of management, there was a lawyer who sought to level the playing integration. There was also a well-known civil rights leader, well-respected minister and outstanding orator who had a dream. Mr. Thurgood Marshall, in his well documented success in Brown versus Board of Education desegregation and equality. While Justice Marshalls landmark case brought about change in the inequality of education, his work was a foundation for achieving equality in housing, employment and other areas where access had been long denied to certain groups in this nation. When we achieve equality, we will achieve diversity. When we achieve diversity, we achieve equality. How do we get there? One way to achieve equality and diversity is to practice the Army values. These valHonor, Integrity, and Personal Courage, are not just for those in uniform. They represent a 15 how Army Values help bring equality to the workplaceGolden Rule for everyone to live by. They represent the true meaning of equality and diversity. Loyalty is bearing true faith and allegiance, believing in and devoting yourself to something or someone. Consider being loyal to humanity and believing and demonstrating that all people are created equal. Duty is being able to accomplish tasks as a team. On the job, we all have a duty to achieve certain tasks. None of us have all of the answers or solutions. Therefore, we need the input of others others that have a different perspective, a different opinion to generate a gamut of possibilities for getting the job Respect is treating people as they should be treated. Lets be clear that it is should be treated not as you choose to treat them. Act to treat people as we would like to be treated. nation, the Army and your subordinates before your own. It is also doing your duty loyally without thought of recognition or gain. In employ ment, especially, it means stretching yourself beyond your boundaries to ensure you are doing the right thing for each person for the right reason. Honor is carrying out, acting and living all of the values. If we practice these values on the job and in all interactions with others, then we achieve that balance that represents equality and diversity. We achieve such an awesomely healthy work life for everyone. Integrity is simply doing what is right, legally and morally. Enough said. Personal Courage is standing up for and acting upon the things you know are honorable. We are not there yet, but we can begin now to do our part to achieve equality and diversity. When we work with all people regardless of their background, education, age, color, race, origin, language, level of understanding, and all other inherent characteristics; when we can meet people where they are and as they are, we are realizing the true meaning of diversity and are recognizing that Diversity Matters. 16


In an environment where the majority of baby boomers are at or nearing retirement age, most Federal agencies are faced with competengaps are not as much contingent on the ability This is referred to as the bathtub effect, which describes a high number of staff with less than number employees nearing retirement on the other end. The Southwestern Division, like other Federal organizations, is working strategically to overcome this void. Across the region, tremendous efforts are underway to identify and benchmark proven methods to Fill the Gap. SWD is focused on identifying and anticipating competency gaps, and then targeting recruitment and training programs to meet projected needs. This has given senior leaders insight to the future capabilities necessary to meet the mission as well as a general understanding of the skill sets and required orative effort from all leaders within SWD who have responsibilities of attracting, retaining, and developing high-quality personnel to close the anticipated gaps. SWD is utilizing several methods to atcompetency gaps in the workforce. Deliberate workload to workforce analysis has led to targeted recruitment efforts focused on obtaining achieve current and projected mission requirements. One major initiative has been to focus efforts in the realm of STEM. While many STEM initiatives have been directed towards students at various levels, the initiatives also provide opportunities to participate in STEM related conferences (e.g. HENAAC, Women of Color, etc.). These conferences have served as a viable possess the targeted skills the division is trying to obtain. Participating in such conferences enables the division to broadly market the Corps, date applicant pools. Beyond the STEM efforts, outreach strategies to attract more veterans and disabled candidates has been an instrumental tool for reaching candidates who have the depth and breadth of SWD participates in several programs such as Operation War Fighter and other Wounded authorities such as the Veterans Employment SWD developing strategic initiatives to Southwestern Division17 Opportunity Act and the Veterans Recruitment sources to help bridge skill gaps. Like other Federal government agencies, the Southwestern Division has successfully recruited and attracted new talent via the Pathways Program. This program aims to improve recruiting efforts, offers clear paths to Federal internships for students from high school through postgraduate school and to provide meaningful training and career development opportunities for students and recent graduates who are at the beginning of their Federal service. There are three distinct paths in the Pathways programs: the Internship Program for current students, the Recent Graduates Program for those who have graduated in the last 2 years (up to 6 years for veterans), and the Presidential Management Fellows (PMF) Program for advanced degree candidates. The Internship and Recent Graduates Programs have been the most widely used paths within the division. It is important to note SWDs strategies to Filrecruiting new talent. It also looks toward building a successful developmental environment that integrates mentorship into all critical program areas. This is being accomplished through the District Training Plans, career progression plans, and developmental assignments that support core competencies and employee retention. Competency-based individual development plans (IDPs) are then developed for employees to complete appropriate training courses and/ or developmental assignments. The robust SWD Leadership Development Programs (LDP) has also been essential in developing employees for future supervisory and leadership positions. Other tools such as mentorship and coaching in the region. Each District has worked hard to promote its mentorship program to foster an environment where employees have the opportunity to learn best practices and learn from inclusive work environment that promotes diversity. In an environment where change is often constant, it helps employees adjust more ing them the means to readily understand the formal and informal organizational structure, culture, and mission. SWD is fully engaged and aware of the importance of recruiting, training, and retaining a these and other initiatives, we are we are looking forward to position our organization and our people for success. gap bridge the 18


Have you ever found yourself wondering about the Southwestern Divisions Human Capital Planning Committee (HCPC)? Well, wonder no more! e HCPC was established to provide oversight and guidance to the Districts with the framework of recruitment, training/development, and succession planning. e regional committee is headed by SWD deputy commander Col. Richard J. Muraski, and the Regional Business Director, Mr. Pete Perez. It is comprised of the District Deputy Commanders and the District Training Ocers, along with Division functional chiefs and Human Resources representatives. e intent of the committee is to shape the workforce of the future, becoming the employer of choice. Heading into Fiscal Year 2015, the HCPC recognizes that SWD is facing unique complexities that have created new levels of stakeholder involvement in our business practices. e theme Delivering Value Now and Shaping the Future highlights the leaderships commitment to the new spotlight on knowledge management and increased awareness of the generational diversity of our workforce. Our increased focus will be on building a respected organization well into the future. It is critical that our diverse workforce meet the demands of changing times and mission requirements as a vital part of Americas Army. Over the last three years, a heavy emphasis has been placed on analyzing the current state of the workforce and its workload. Now, we are poised to use that analysis to make informed business decisions and take conscientious steps towards shaping the workforce to meet the needs of future, ensuring that SWD and the U.S. Army Corps of Engineers are respected organization and value-added to the Nation. Two of our six regional priorities for FY 15 are focused on taking care of our people and empowering them with new technologies and collaborative tools, in order to develop a vibrant workforce of the future while managing our institutional knowledge. Grow, cultivate and maintain the targeted competencies necessary to meet the future requirements of the nation, by Karli Wise Strategic Planner Southwestern Division ...SWD is facing unique complexities that have created new levels of stakeholder involvement in our business practices. What are the Cool Kids saying about the SWD Human Capital Planning Committee? while focusing on human capital management principles and strategies to maintain a relevant and ready workforce aligned for future missions. (IPLAN Action 4d1)Integrate knowledge management, new technologies and enterprise tools to modernize practices and deliver high-value solutions. (IPLAN Actions 4a2, 4d1) e HCPC is committed to helping the regional leaders carry out these two priorities, providing the most constructive work environment and experience for the employees of the Southwestern Division. In the coming years, the committee will be dedicating their energy to oering innovative and eective solutions to our regional training needs. We will work hand-in-hand with the Communities of Practice (CoP) leaders to identify critical training needs and discovering the most eective method of delivery for the priority courses. Keeping in mind that dierent people learn best via dierent methods, the HCPC will strive to make available dierent types of training mediums. Another main eort for the HCPC over the next year will be to draft and implement thoughtful and purposeful succession plans for each District. e succession plans will describe the Districts current state of their workforce and what that workforce will look like in the future. Each plan will clearly articulate the strategies and methods the District leadership will employ in order to shape and mold the Southwestern Division for the future. So, what are all the cool kids saying about the Human Capital Planning Committee? Simple: Its a group of people enthusiastic about ensuring that our people are trained, ready and motivated to provide our stakeholders with the best possible product, making certain that SWD stays well respected by our partners. 19 20


The Tulsa District Corps of Engineers wrapped up a busy Science Technology Engineering Math program schedule for the scal year ending Sept. 30. e 2014 scal year brought new activities and increased partnerships. In November 2013, the Tulsa District began executing activities as part of a new Memorandum of Understanding with Langston University in Langston, Okla. e MOU allows collaboration between the university and Tulsa District. Kent Dunlap, Chief of Natural Resources for the district, the Engineering and Construction Divisions Administrative Ocer, Nancy Crenshaw and Kendrick Adams, a mechanical engineer from the Corps resident oce on Tinker Air Force Base, participated in a brown bag luncheon with students. e group shared tips about job-placement programs like the Pathways intern program and the Recent Graduate program. In March 2014, the Engineering and Construction Division of the Tulsa District hosted the monthly meeting of the Tulsa Society of American Military Engineers a tour of the Keystone Dam and Powerhouse and the replacement of the support structure of the Highway 151 Bridge, which runs over the dam. Christopher Strunk, senior structural engineer, Engineering and Construction Division, and Michael Nance, senior construction engineer, Tulsa Resident Oce talked to the students about features, design and progress of the bridge replacement. In June, the Engineering and Construction Division hosted another STEM-related tour at Keystone Dam when a summer camp put on by the Tulsa Alliance for Engineering visited. Engineers and sta talked to the students about the importance of science and math-based studies. e overall goal of the camp is to raise young peoples awareness of engineering careers before they reach high school. Later in June Strunk paid a visit to the Cascia Hall Upper School and spoke to 23, sixth through eighth grade students about the development of structural engineering as it related to bridge and tower design development. Tulsa District employees who planned and participated in STEM-supporting activities were recognized by Col. Richard A. Pratt, Tulsa District Commander, throughout the summer. Tulsa District completes busy STEM season Concrete bridges Chris Strunk, a structural engineer with the Tulsa the Cascia Hall science, technology, engineering, and math sumin building bridges. (Photo by Sara Goodeyon) environment where students are comfortable asking questions and our team is seeing the creativity that the future workforce has for problem solving. Another area the team has really focused on this year is leveraging partnerships to reach even more students. Team members have developed partnerships with industry experts and other government agencies to host and participate in large scale events that reach hundreds of students at one time. e team quickly realized the networking opportunities that many of these engagements presented. At nearly every event we got reports of other agencies that wanted to partner with us and conduct STEM outreach activities, said Hudspeth. One of those opportunities for partnership came through a long-standing relationship that SWD has with the Environmental Protection Agency, Region 6. e agencies have worked together for decades to address environmental issues and concerns related to the Clean Water Act and the Brownelds program. During a routine project meeting the conversation turned to STEM outreach and the eorts that EPA was involved with and that there was a mutual partner involved, Perot Museum. We are very excited to be partnering with EPA for Engineers Week in February 2015. e students are really going to benet from hearing from the Corps and our partners at EPA during the activities at Perot Museum, said Hudspeth. e next steps for this team is establishing long-term forum for sharing information across the region and USACE. ere is a tremendous amount of information shared during our meetings. Our members are always uploading activity ideas and points of contact for outreach opportunities and we need to ensure that is available for years to come, said Melanie Ellis Southwestern Division As Fiscal Year 2014 comes to a close the Southwestern Divisions Science, Technology, Engineer and Mathematics team celebrates a successful year of focusing on people, partnerships and information sharing practices. e SWD STEM team is composed of employees from across the region who participate in activities and presentations designed to teach students about science, technology, engineering and mathematics. We have had an exceptional year thanks to the dedicated, passionate and caring STEM team members across SWD, said Tom Hudspeth, chief, Business Management Division and SWD STEM Champion. We have reached new audiences and goals that seemed dicult when we initially started this eort. e teams perseverance and creativity is what allowed us to succeed. e SWD STEM team has faced many of the same challenges with time and funding that other teams face and worked through those hurdles thanks in large part to the dedication and passion the team members have for STEM outreach. Every meeting we had team members that came in with new ideas for reaching students and new ideas for activities to share with them. It truly was a creative work environment, said Hudspeth. e team has worked diligently to maximize their eorts and leverage opportunities when possible. is year each District established two formal Memorandums of Agreement with schools within their area of responsibility and have participated in activities with those schools to generate interest in STEM. e MOUs are benecial because they outline the level of commitment between the Corps and the school, said Hudspeth. ey also let students have repeated engagements with our team which fosters a great learning FY 14 was a great year for SWD-STEM partnerships! 21 22


by Jay Townsend Little Rock District Public Affairs The Little Rock District Corps of Engineers recognizes the critical role that science, technology, engineering and mathematics education plays in enabling the U.S. to remain the economic and technical leaders of the global market place. Under the direction of little Rock District Commander Col. Courtney W. Paul the districts growing STEM program is committed to teaming with others to strengthen STEMrelated programs to inspire current and future generations of young people to pursue careers in STEM elds. One such commitment is the districts Memorandum of Understanding with the University of Arkansas at Pine Blu. UAPB established in 1873, and the district signed a Memorandum of Understanding for the advancement of STEM enrichment programs to increase the number of wellprepared underrepresented minority STEM graduates for careers in STEM professions. is partnership is good for the Corps and good for University of Arkansas at Pine Blu, said Paul. e Corps needs engineers and people with science and mathematics backgrounds to help us carry on our mission of maintaining the nations infrastructure into the future. is agreement is a way for us to pool our resources in a time when resources are limited. While the UAPB is the districts only formal college STEM partner, that hasnt stopped employees from reaching out to their alma maters and other universities in the region. Employees interested in STEM have invested time at Philander Smith College in Little Rock, the University of Arkansas at Little Rock, Arkansas State University, the University of Arkansas Little Rock District Commander Col. Bluff Chancellor Laurence B. Alexander for the advancement of STEM enrichnority STEM graduates for careers in Buiding Strong for the future: Little Rock, U APB team up for STEM You worked hard to graduate from college. You found a challenging assignment in your career eld. You are learning new things every day. Whats next? If you are an Engineer, Architect, Geologist or similar professional you might have your sights set on Professional Registration. is is the next step to demonstrate that you are highly skilled in your career eld. Registration typically involves several years of work under a registered professional, followed by an examination. e examination for engineers is oered two times a year. USACE recognizes the importance of having registered professional in the organization. is demonstrates our commitment to provide quality services to our customers. Engineering Regulation 690-1-1212 states: Professional registration is strongly encouraged for all USACE engineers, architects, landscape architects, surveyors, geologist, and related professions at the GS-12 level and above. e regulation also points out that Registration is appropriate for most GS-13 and higher positions in CP-18. ere are a number of positions within our districts where registration is a mandatory requirement for the position. HQ USACE Engineering and Construction Community of Practice has established a target of achieving a 75% registration rate. e districts within Southwestern Division are making great progress toward this goal. Currently nearly 70% of the GS-12 and above CP-18 employees in Engineering and Construction have attained Professional Registration. Another group are preparing for the October exam. Professional Registration shows our customers that our sta is committed to providing a quality product. It demonstrates to our design rms and construction contractors that we have the technical capability to assess their work products. It demonstrates that our employees are eager to explore new ideas and pursue professional growth. anks to all of the employees who continue on this professional journey. Professional Registration shows our to providing a quality product. It demstruction contractors that we have the technical capability to assess their work products. Professional registration demonstrates commitment to our partners, to our career by Russell Holeman Senior Engineer Southwestern Division Editors Note: Other career programs also have their own unique registration or accreditation programs. CP-18 positions can require registration in some instances. Check with your career program manager at Division or Headquarters Army for more information for your series. 23 24


Wtice your coworkers, you see many people of varying ages and cultures. Each of them grew up with different ways of learning and sharing information. This diversity has led the corps to look at innovative solutions and problem solving. The challenge the Corps faces now is how to capture the information and knowledge from edge in a way that crosses boundaries of how other generations, like the Millennials learn and share information. Engineers has four generations of workers engaged and working side-by-side. The Corps and diverse teams but we need to plan for future success. Pete Perez, Regional Business Director Southwestern Division says, The Corps must be focused on our future leaders and that our sysgenerations learn and communicate. Future success for the Corps is being able to share the information from todays challenging problems with tomorrows workforce. To address these challenges, SWD is looking at how Knowledge Management addresses mapping business systems and document repositories, making it searchable and connecting the workforce to information and subject matter process that is owned by the workforce. It is a compilation of information that stretches across business lines, programs and spans years cial to the team and individual. It is constantly growing and improving as individuals contribute to it. Because the Corps functions in an electronic age, more and more of our work involves managing information on computers that Discover SWD by John Davis Knowledge Management Representative Southwestern Division utilizes varying software and business systems. For many of the functions in our business it became necessary for them to stand up business systems and repositories to store information and collaborate. Over time, this structure has grown into many management and document systems separate from each fective decision-making. SWD hosted a wiki-thon back in February with a team from ERDC, where we began to stand up wiki pages, organization chart we developed wiki pages ness lines, missions and regional priorities. The SWD Knowledge Management team, (KMR and a representative from each of the Division Functions) also meets monthly and is focused sustaining and improving knowledge sharing Knowledge Management tools, and innovative approaches that will shape future based on how current and future generations share and transfer knowledge.Multi-generational workforce drives new initiatives in Knowledge Management This process centers its focus on the workforce by supporting and encouraging collaboration not just within a community of practice but also cross functionally. The wiki is CAC enabled tion is secure and meant for internal use only. Because of the way wikis are designed, it allows the workforce to contribute to the pages. Every change or edit is logged so, any information that is added or changed will have a record of the change; allowing page owners to contact any contributor to discuss and validate the information. The workforces ability to contribute and share knowledge as they make new discoveries opens the door for discussion and collaboration. The teams work and create information, which can be notes, videos, PowerPoint presentations or other documents and save it to their SharePoint site making it discoverable for others when linked into the wiki. As early adopters of this process, we have the opportunity to shape what it looks like for the employee coming into our organization and having years upon years of valuable knowledge at share and improve the organization from day one. They can bring a level of knowledge to discussions that will allow them to participate at a higher level within their team. All of this because we took the time, made the effort and put the tools in place to make them and our organization successful. 25 26


How do you attract, inspire and retain employees to continue to perform and succeed beyond expectations? Dierent organizations will have dierent answers to this question but one thing is for sure the U.S. Army Corps of Engineers, Fort Worth District is not just focused on the present but preparing for the future. e District has three career development programs which are all designed to build a bench of enthusiastic leaders with innovative ideas and decision makers who are success driven and results oriented. e Leadership Development Program, District Mentorship Program and Developmental assignments all have one goal in common to help employees identify and develop their individual strengths for professional development and team success. Divided into ve dierent levels over a course of ve years, the LDP is set up for committed participants to attend development sessions and comChad Eller, LDP emerging leader, talks about lake ecology during the Dallas Environmental Educaat Grapevine Lake. The science, technology, engineering and math program is operated by graduate students at the University of North Texas for students performing environmental educaplete individual and group assignments. Each year has dierent eligibility requirements, an application process, and a set curriculum in place. e goal of the LDP program is to provide our employees with a tiered system to improve themselves, their ability to work with teams and to gain exposure to senior leadership, said Chad Eller, community resource coordinator, Trinity Regional Project and 2014 District Emerging Leader. Level I oers a foundation that is benecial for all employees to experience. It provides the basis for self development and learning more about the USACE. At the end of the program, employees should see themselves as leaders in the organization and feel condent in making key initiatives. During Level II and Level III, participants by Denisha Braxton are provided objectives that expose them to leadership principles, team-building skills and management issues which are administered by the District oce and Southwestern Division Headquarters. As they climb the leadership ladder to Level IV through Level V they will gain the skills for strategic thinking, methods for leading change and have broad perspectives on best business practices obtained from previous levels. ese levels are managed by USACE Headquarters and are eligible for senior leaders and senior executive service members. e exposure I have had to senior leaders with the LDP Level II and especially the Emerging Leader position is amazing. Our senior leaders are in those positions for a reason and when you have the opportunity to learn from them it benets both you and the future of the organization, added Eller. Although the LDP program has an existing mentorship curriculum in place where participants in Level II and Level III are required to have a mentor, the District decided to take it one step further by establishing the District Mentorship Program in 2011. e DMP was designed to form one-on-one relationships through formal and deliberate methods that will have both participants sharing expertise that help their personal and professional growth. is program will be implemented Division and District-wide and broaden the experience for both participants. Our District Mentoring Program oers opportunities for self improvement or to help others, said Robert Geiger, District Chief Financial Ofcer. Most of us can benet from having someone as source for career advice or just available to share ideas and experiences. is program is an investment in our future, and I encourage everyone to participate. e District also uses developmental assignments to challenge and broaden the workforce by allowing members to explore dierent jobs or disciplines. Due to recent workforce reshaping developmental assignments have not been available but opportunities will be available in the future. Similar to other organizations, unexpected occurrences such as critical employees retiring or leaving the team happen all the time.. e Fort Worth District understands that its crucial to have people within the organization who are ready to take reins in any situation, so they can ensure continuity and eectiveness. e priority of the District is to have leaders in place that are condent in making decisions. With these bench building initiatives in place, the Fort Worth District will be well prepared to ll its ranks with junior leaders who are being coached and mentored by current senior leaders. is will keep valuable knowledge circulating though District ranks as members move up and onto other positions or retire. Leadership Development Program helps mentor employees for future leadership positions 27 28


Editors Note: Developmental assignments are often cited as a great source for career advancement. Pacesetter Magazine interviewed three SWDO employees who recently completed a developmental assignment. Constance Williams Q. Where was your developmental assignment, and what were your duties there? A. My developmental assignment was in Washington, DC working in HQs Civil Works Integrated Division (CWID). My responsibilities where to prepare an integrated budget development guidance document that is built on Civil Works Integrated Funding Database breaking down the barriers between budget, work plan, emergency repair allocations, and between scal years. Q. Do you feel that the assignment increased your ability to perform your current job? If so, how? A. is assignment not only enabled me to better perform my current duties, it allowed for me to aect change in the civil works budgeting process. I gained a better understanding and appreciation of the requirements needed to make our projects more competitive for funding. Q. What is your current job? A. I serve as the Lead Program Manager in the SWD CWID and am responsible for planning, organizing, integrating, and directing Civil Works Programs management activities and for coordinating these activities with other operating elements of the Division and District oces. Q. Where was your developmental assignment, and what were your duties there? A. e assignment was with the Evaluation Branch (EB) sta, HQDA, Oce of the Assistant G-1 for Civilian Personnel at Fort Belvoir, VA. e positions duties consisted of conducting agency, command or organizational level civilian personnel management and administration reviews to assess program eectiveness and compliance. Additionally, I administered surveys and conducted studies of the civilian workforce and programs. Q. Do you feel that the assignment increased your ability to perform your current job? A. Yes, it gave me more insight and knowledgwithin areas of HR I have the least amount of Dyron Jolly experience. is information will help me provide better service to the Southwestern Division HR program. Q. What is your current job? A. Human Resources Specialist In this position, I play a critical role in the management of the Divisions comprehensive HR Program. e position requires continuous interface with various key leaders and providing sta advisory services to senior leaders (e.g. Deputy Commander) and various managers within the Division. e position requires a vast range of HR knowledge (pay administration, stang and recruitment, career management, employee development, classication, performance evaluation, training, succession planning, etc) Q. How do you feel the developmental assignment will aect your overall career? A. Beyond the additional set of skills I obtained that can be utilized throughout my career, I was able to meet senior leaders within Army and establish relationships that will be benecial to my career. Q. What was the best thing about the assignment? A. Being able to evaluate other Army organizations Civilian Human Resources (CHR) Program and compare with the SWD CHR program. Q. Where was your developmental assignment, and what were your duties there? A. My developmental assignment was at the Southwestern Division oce in Dallas as the Investigations Program Manager for the Civil Works Integration Division. I worked developmental assignments Q & AsJuli Ansay with developing, defending and executing the budget for FY14-16. Review life cycle project reports, analyzed nancial data, prepared programmatic information and brieng materials for review boards, researched policies and regulations, and prepared recommendations and reprogrammed funding. Q. Do you feel that the assignment increased your ability to perform your current job? If so, how? A. I learned an incredible amount of information helpful to my current position. I was new to programs and not as familiar with the life cycle process that I am now. District wide we do not have that many current Investigation projects, being at the division level I had opportunity to work with all the projects at various stages. Q. What is your current job? A. I am currently a Program Analyst in the Programs and Project Management Division (PPMD) in the Fort Worth district. I work heavily in the budget cycle, preparing budget documents, analyzing nancial data, update cost estimates, brieng materials and provide quality assurance to our eld oces. Q. How do you feel the developmental assignment will aect your overall career? A. I believe this assignment will at minimum give me insight into the many data calls and whys and hows. I ultimately hope it will help my career by networking with other disciplines within the division and getting the bigger picture of how all the disciplines work together beginning to end of the project life cycle. Q. What was the best thing about the assignment? A. One of the slogan statements for the Leadership Development Program (LDP2) is get comfortable with being uncomfortable. I was highly uncomfortable with putting myself out there at such a higher level. e best thing I got out of this assignment was knowing that I did it, I kept up, held my head way above water, and I can do this again. I found a new condence in what I can accomplish and what I am capable of.29 30Q. How do you feel the developmental assignment will aect your overall career? A. I started my career with the Corps at the district oce. My current position is in the division oce. e developmental assignment at the HQs level completed my full circle of understanding the varying roles and responsibilities, and purpose of our mission. With the knowledge attained, I will be able to strategically meet the goals and objectives of Southwestern Division. Q. What was the best thing about the assignment? A. e best thing about the assignment are the relationships that I developed with the HQs and ASA(CW) team.


We all have that tipping point in life, that moment when circumstances converge to change our future direction forever. For graduating college senior Andrea Murdock in 1988, that point came as she was pursuing various options for post-college employment. On the one hand, she had already decided that she wanted to be a park ranger and had interviewed for a park ranger job with three dierent Army Corps of Engineers DistrictsSt. Louis, Huntington, and Mobileat a job fair in El Paso. On the other, she had no real professional work history, and was considering joining the Peace Corps to get some solid experience on her resume prior to going for that federal government position. I was on the phone with the Peace Corps, she said, discussing where they would be sending me, when I got a call waiting notice. I put them on hold and it was the St. Louis District asking me when I would be available to start work! e rest, as they say, was history for the person who is now Andrea Murdock-McDaniel, the Chief of Operations and Regulatory for the Southwestern Division, U.S. Army Corps of Engineers. In a way, I did it for the money, she explained. e Peace Corps does not pay its volunteers a salary, but rather a stipend to cover living expenses. But the Corps of Engineers was going to give me a paycheck for doing what I wanted to do anyway! Doing what she had long aspired to do has the secret to her success: ops chief shares some key milestones on the road to career success Andrea Murdock-McDaniel, right, SWD chief of OperaSWD director of Programs, on the status of a regional dock-McDaniels area of responsibility covers numerous business lines in the Dibrought her a long way from her days as a Park Ranger in the St. Louis District Natural Resource Management branch in their operation division. Today, Murdock-McDaniel oversees the regulatory, navigation, hydropower, ood risk management, recreation, environmental stewardship, and water supply missions for the Southwestern Division, one of the nine regional divisions for the Army Corps of Engineers. e Divisions 2.3 million acres of public land and water includes two major waterways (a 400-mile portion of the Gulf Intracoastal Waterway and the 422-mile McClellan-Kerr Arkansas River Navigation System), and the Division operates and maintains 18 hydropower plants and 90 lakes with the accompanying recreation and ood risk management missions. Looking at it another way, if a lock is broken, she gets a call. If a hurricane renders a port not navigable, she gets a call. If a dam or levee fails and threatens to ood a town downstream, she gets a call. Of course, other people get a call too, and others have authority and responsibility, but she is the one they look to. ats a lot of responsibility resting on anyones shoulders, but Murdock-McDaniel has earned her stripes by steadily working her way up the ladder and making some smart choices on the way up. In addition to her Park Ranger position, she has served as an assistant Operations Manager (Rend Lake Project Oce, Benton, Ill.); an Operation Project Manager (Lake Shelbyville, Ill.); a District deputy Chief of Operations (St. Louis and Little Rock Districts); and a District Chief of Operations (Little Rock District). Along the way, she learned some important lessons about giving a job her all, as well as building the career trajectory that has taken her where she is today. Follow the money About six months into my career, I got thrown into working on the budget, she said. 31 32


When a budget analyst was out on an extended leave, I was asked to take it on a temporary assignmentI was new to the oce, but one of the few who could operate the computer and do spreadsheets! is temporary assignment taught me all aspects of the budget, from development, defense and execution for Operation and Maintenance, Construction General, Mississippi River and Tributaries, General Investigations, and Special Recreation Use Fees. I had to update and project 2101 and manpower reports, and many other activities that were important in making management and senior level decisions. From that day on, I was asked to be involved in one way or another in developing, prioritizing, instructing or monitoring the budget. is helped me develop the expertise to be considered for management assignments and developmental assignments at the Corps of Engineers Headquarters in Washington, D.C, and at Division and District level. I always advise those new the Corps to learn more than how to execute funds but also about how, where, and why money is allocated as it is. at understanding will help you better understand the Corps of Engineers overall, with its unique funding system, and also help you to advance within the Corps. e secrets to her success Other factors and choices have equally contributed to what is by any measure a highly successful career. Personally, I have to credit my parents for instilling in me the value of hard work, Murdock-McDaniel said. Everyone in Operations understands that they dont have a 9-to-5 job. It can denitely be a 24/7 job though! ats what makes it exciting and challenging. Professionally, I believe that being mobile, willing to move to learn new things and accept new challenges, is a major factor. When I signed on with the Corps, I had to sign a mobility agreement that stated I would be moved to the rst GS-09 park ranger position that opened up in the St. Louis District. at has made me more resilient and more accepting of change, because I know what it is to start over. Multiple times! is mobility has also allowed me to take advantage of developmental and career opportunities that I wouldnt have had if I had not been willing to move. Opportunities dont always have to be a formal developmental assignment though. Murdock-McDaniel recalled taking a temporary detail to the Civil Works Integration Division at Headquarters as the Senior Area Program Manager for SWD when she worked as a Lake Manager for the St. Louis District. It broadened her expertise and perspective immensely. I was able to participate in all stages of the budget development for all the various appropriations as well as meetings with the Assistant Secretary for Civil Works, White House, Congressional members and sta, she recalled. I had to prepare the USACE commanding general for his testimony to Congress. It was a great opportunity to learn about the Corps total Civil Works program beyond the world of Operation and Maintenance. But the biggest secret to success? She believes it is self-motivation. Education, training, special assignments--all contribute towards a successful career, she said, but you might have to motivate yourself to attain them. I was lucky enough to have a good mentor, but many people dont have oneor even worse, have a bad one. In the end, your career is your responsibility, and you must take ownership of it. Simply the best After years of building knowledge and experience and making sacrices as well as smart choices, Murdock-McDaniel absolutely loves her job as the SWD Chief of Operations and Regulatory. But what does she love about it the most? It is a tie between being able to get out and meet our workforce and see what they are doing on the ground she said, and having the ability to inuence the policy of the Corps Civil Works and Operation and Maintenance program. I believe it is important to get out and see and talk to folks on the ground and nd out what barriers they are encountering, then take that information back and try and inuence changes in policy that will make it easier for them to execute the mission. As for her favorite Corps of Engineers job: ere is no doubt in my mind that the best job in the Corps of Engineers is a GS-11 Park Ranger assigned to the Natural Resource Management Program, she said. It is the right balance between the ability to make key decisions related to your program area and not having to deal too much with all the political headaches of being the Operations Project Manager. Its simply the best. Ironically, thats a description that many believe ts her. On a Personal Note Editors Note: Andrea Murdock-McDaniel is no cookie-cutter civil servant. Whether in her handmade western boots and driving her big pickup truck, or powerfully making her point in a decision brieng, you know that she is a woman who works and lives by her core values. Heres a brief personal vignette: Im a certied Wildlife Biologist, and one of my favorite pastimes is working on my properties in Hays and Lee counties that I manage for wildlife conservation. Im an avid hunter, and I look forward to getting the properties ready for hunting season. I also have a hunting lease in Kansas and Arkansas so it all keeps me (and my husband) very busy. My husband has two children, ages 13 and 21. We took his 13-year old daughter hunting two years ago, and she took her rst deera 10 point! When I lived in Illinois, I was a member of the Women in the Outdoors organization and taught hunter safety. So it is great to share the love of the outdoors with her and teach her to be a steward of our natural resources as well as the ethics of hunt ing. 33 34


On time and under budget is the statement Project Scheduler Bernice Taylor is proud to make about the U.S. Army Corps of Engineers Galveston District operations and maintenance projects she coordinates along the Texas coast. I create master plans for projects to include timelines, required resources, the order of needed tasks and the responsibilities of each project team member, said Taylor. My job is to work closely with project managers to provide frequent updates to the daily project schedule and feedback about how completed tasks are aecting the overall project progress to ensure that project milestones are met within the prescribed budget constraints. e Houston Ship Channel is one of the many projects Taylor schedules. In April, the district awarded an $8.2 million contract to RLB Contracting Inc., to perform maintenance dredging within the Houston Ship Channel, from Carpenters Bayou to Greens Bayou, as well as the deep-draft portion of Greens Bayou Channel to provide sucient channel depth for the transit of deep-draft vessels. e Houston Ship Channel is my largest operations and maintenance project, said Taylor. e projects criteria changed and it is now operated as a watershed, which means we combine funding from Barbours Terminal, Greens Bayou and the Bayport Ship Channel. e streamlined approach enables us to have four separate projects operating under the same funding stream, but makes it more of a challenge to ensure all projects are balanced together. Taylor explains that the she spends a signicant portion of her day helping project and operations managers to identify items in their schedules that can be compressed or executed concurrently with other activities in order to save time and money. Everything revolves around money and schedules, with each activity being critical to somebodys schedule, Taylor said. Finding ways to make each piece of the puzzle t in the shortest timeframe is a great challenge but one I enjoy. A bad schedule makes for a more costly project so I strive to make all schedules as streamlined as possible to provide a great product for our customers. Taylor began her career with the Corps 14 years ago in the Huntington District in Huntington, W.Va., as a student data entry clerk in the Water Quality Section. Not many people can say they started at the very bottom, said Taylor, who was hired on as a GS-1, the lowest entry level in federal service. My supervisors and mentors have pushed me to learn more and try new jobs, which is what has allowed me to excel to Building the Bench in Project Management: Bernice Taylor Building the Bench: Galveston District highlights three of its rising stars where I am today. Her drive to seek new challenges made Taylor a perfect choice to support the districts Resource Management team to ensure all sta members received their paychecks following Hurricane Ike in 2008. In the aftermath of Hurricane Ike, several sta members temporarily relocated to our Addicks and Barker Project Oce in Houston to work to get our district back on track, said Taylor. During this time, I worked closely with our team to assist our displaced employees, provide support to our Crisis Action Team, prepare travel orders and ensure that all employees who evacuated would be paid in a timely manner. Regardless of which shoes she lls, either as a program scheduler or as a pay processer, Taylor continues to make a positive impact in the district and works to identify areas in which to save taxpayers money. Building the Bench in Water Safety: Kristine Brown Kristine Brown, natural resources specialist and park ranger for the U.S. Army Corps of Engineers Galveston District began her federal career as a sta archaeologist in 1991. Today, she works at the Houston Project Oce (Addicks and Barker dams and reservoirs and Wallisville Lake Project) to serve the Greater Houston public, Bernice Taylor 35 36


communicating federal laws regarding the preservation and protection of natural resources in the management, operations and maintenance of government water resource properties. In addition to her role as a park ranger, Brown remains instrumental in the development and execution of the districts Water Safety Program to educate those who use Corps facilities and enhance the commitment of community leaders to promote public safety and reduce waterrelated fatalities. Kriss extensive knowledge of the Corps Water Safety Program enabled her to eectively serve as a trusted subject matter expert and key USACE spokesperson to communicate critical information about the districts Water Safety Program and contributed to a zero increase in water related fatalities in the district, said Richard Long, Supervisory Natural Resources Manager. Brown dedicated more than 500 hours educating Texas visitors and residents about drowning prevention and water-related fatalities. She assisted in implementing creative initiatives using existing resources, social media and the power of partnering to reach a potential audience of more than 1,000,000. Our mission is to prevent drowning, said Brown. We are dedicated to advancing, promoting and providing water safety interpretation, outreach and education as well as working with partners water safety initiatives to increase water safety awareness. roughout 2013, Brown worked with Safe Kids Greater Houston to form new partnerships with Spanish-language media outlet Telemundo Houston, Schlitterbahn and Bass Pro Shops. She co-authored a bill to have the Building the Bench in STEM with Mario Beddingeld When Mario Beddingelds sixth grade science teacher asked him if he had ever thought about becoming an engineer, he replied that he wasnt interested in learning how to drive a train. Luckily for the U.S. Army Corps of Engineers Galveston District, curiosity got the better of him and he quickly became captivated with engineering after researching the subject. I have always been fascinated with the whole construction process, but over time I have found a good niche in water resources, said Beddingeld, a hydraulic engineer in the Hydrology and Hydraulics/Water Control Branch. As the program coordinator for the districts Flood Plain Management Services Program, he oversees water control forecasts and operations for the Wallisville Lake Project and Addicks and Barker reservoirs and dams. e Addicks and Barker ood risk management structures are located in southeast Texas in the San Jacinto River basin approximately 17 miles west of downtown Houston. While both reservoirs are normally dry, when a rain event occurs the gates are closed on the dams to reduce ooding below the reservoirs and83rd Texas Legislature recognize April as Water Safety Awareness Month in Texas, and coordinated more than 30 outreach events aross the district to encourage water safety and teach children how to properly wear lifejackets. A native of Michigan City, Ind., Brown earned bachelors and masters degrees in Anthropology from the University of Houston. When not at work she enjoys cooking, gardening, reading Galveston District rising stars protect the Houston metropolitan area from ooding. ese structures have saved taxpayers an estimated $6.74 billion (2013) in potential ood prevention, said Beddingeld. I enjoy my career because I feel that the work I do prevents families and communities from experiencing the tragedies associated with ooding. Assisting with implementing interim risk reduction measures at the dams to reinforce spillways and repair joints in the water-discharge tunnels, he explains that previous work to ll voids beneath the water control outlet structures, construct a granular lter to capture ne embankment and foundation material and install lighting and emergency generators at the outlet structures have all helped to reduce the risk of catastrophic ooding of the downstream areas until a permanent solution can be executed next year. I enjoy the problem solving aspect of my work, Beddingeld said. A customer comes to you with a ooding problem and ask you to x it. It is really rewarding when you can design something that prevents destruction of personal and public property and possibly save lives. Beddingeld knows rsthand the signicance structures such as the reservoirs and dams have in communities, serving as a hydrologic and hydraulic technical expert for the Unit Operations Center Crisis Action Team at USACE Headquarters in Washington, D.C., during the 2010 Nashville and the 2011 Missouri River oods. Nashville experienced a record ood that caused billions of dollars in damage and casualties, Beddingeld said. As bad as things seemed to be, I realized that without the projects and work that we do at the Corps, it would have been a lot worse. It really helps put into perspective the importance of what we do on a daily basis and I was able to see how the Corps handles disasters from a national level. A native of Nashville, Tenn., Beddingeld earned a Bachelor of Science in Civil Engineering (2005), a Master of Science in Environmental Engineering from Tennessee State University (2008) and is a licensed professional engineer. In 2014, he was awarded the Black Engineer of the Year Awards (BEYA) Conference Modern Day Technology Award. Previous to moving to Galveston, he was an adjunct professor for the Civil Engineering Department at Tennessee State University, teaching uid mechanics, environmental engineering and structural testing labs. In his free time he volunteers to promote Science, Technology, Engineering and Math elds within local high schools and colleges and is a huge fan of the Tennessee Titans and Tennessee State Tigers. 37 38


Brandon Mobley, Natural Resource Specialist, Operations Division, Natural Resources and Recreation Branch, Fort Worth District was selected as the 2013 U.S. Army Corps of Engineers Natural Resource Management Environmental Stewardship Employee of the Year. He was recognized during an Aug. 7 ceremony at Fort Belvoir, Va. He also won at the district and Southwestern Division levels. e Crowley, Texas native was recognized for his exemplary performance, outstanding achievement of mission objectives, and dedication to natural resources stewardship during 2013. Using his leadership, communication skills, knowledge of biological science, U. S. Army regulations, and policies he guided the Corps and its stakeholders in resolution of complex problems involving land use requests and the presence of destructive invasive species. I am extremely surprised and humbled at the same time to not only have been nominated but to receive the national award, said Mobley, who graduated from Tarleton State University with a Bachelor of Science in Animal Science and a Master of Science degree in Agriculture, Conservation Genetics. Mobleys duties are specic to furthering natural resource and recreation missions at district lakes. He supports sta at various lakes on environmental stewardship initiatives to include shoreline, habitat and wildlife management activities, real estate requests, hunting program, invasive, threatened and endangered species eorts and provides oversight on programs and activities for compliance with our District policies, regulations as well as state and Federal law. In addition, he serves on several project delivery teams and represents the Southwestern Division on the Corps Invasive Species Leadership Team and on the Stewardship Advisory Team working on national initiatives. It is rewarding to me to be team player and to be able to contribute in a positive way to not only our Natural Resources branch, but to the Fort Worth District as a whole. I am proud to serve on two national teams and be able to take that experience back to Fort Worth, facilitate solutions to our challenges and help us successfully further our mission. Mobleys input and participation on these teams have proven benecial to the district, division and across the Corps, said Mike McInnis, chief, Natural Resources and Recreation \\ Fort Worth Districts Brandon Mobley selected for USACE environmental stewardship award cal media during a zebra mussel media day at Lavon Lake. Section, Fort Worth District. He has worked with headquarters to develop and implement policy, partnerships and funding for critical needs areas related to invasive species, said McInnis. In 2013 and beyond, Mobley worked with the Texas Parks and Wildlife Department, U.S. Fish and Wildlife, and academia to train natural resource sta at our lakes on vessel inspection for zebra and quagga mussels. Aside from the whooping crane and the spotted owl, I cannot think of another organism that has been more closely monitored than the zebra mussel has been upon introducing itself into the North Texas region in 2009, said Mobley. Monitoring continues at not only that location but at all of our lakes in the North Texas region. We continue to work closely with other resource agencies, members of academia and our water partners on a multitude of eorts including monitoring, risk assessments, control, evaluating impacts and associated costs and most importantly public education. McInnis said Mobley has gained the respect and admiration from his peers for his dedication to the eort. As a result, the district established a boat inspection protocol, which includes public outreach and education eorts in order to lessen the impact of the invasive species. Mobley credits some of his success to supervisors who facilitate a proactive environment that allows him to think outside of the box when creating solutions for complex issues. Having the opportunity to work closely with talented folks both in the district and all over the Nation really sets the stage to get involved, tackle the tough issues and make a dierence, said Mobley. One of his hallmarks is to never stop learning and allow complacency to set in. He also believes that appropriate communication at all levels can really shed light on what works, what can be improved and future paths forward for any individual at any capacity. e Corps is huge and our footprint reaches globally. ere are so many lessons to be learned not only in your home District but across the Nation and internationally as well that can better serve our mission execution, said Mobley, an avid outdoorsman who enjoys spending quality time hunting and shing with family and friends. To have this opportunity is extremely rewarding and I am humbled and honored to be recognized by my peers that I work side by side with. Specialist, Fort Worth District, inspects sel media day at Lavon Lake. 39 40


USACE Environmental Compliance Employee of the Year award Photo and story by Clay Church Fort Worth District Public Affairs Finding balance to environmental considerations, wastewater issues and mitigation resources for one of the largest military installations in the world is part of the daily routine for Robert Adams, environmental business line manager for the Capital Regional Oce, Fort Worth District. Adams was recently selected as the U.S. Army Corps of Engineers Environmental Compliance Employee of the year for 2013. I am very appreciative of the help and support from the lakes, oce and district the award is much more than just for myself, said Adams, who graduated from Stephen F. Austin State University in Nacogdoches, Texas with a Bachelor of Science in Forestry. Colonel Klinge called me at home on my day o and I was quiet surprised when he notied me of the selection. I am really attered that my boss nominated me and that I was selected. Robert has an incredible ability to build relationships in order to ensure environmental compliance and meet customer needs, said Anjna OConnor, Capital Regional Oce operations project manager. He is able to take the time and eort to resolve complex and challenging problems to a satisfactory solution sometimes taking as long as two to three years. Environmental compliance is an interdisciplinary challenge and that through Adams diligent eorts full compliance with all pertinent environmental laws, regulations, and policies were achieved, OConnor wrote in the nomination package. rough Adams leadership, a project delivery team developed alternative wastewater disposal systems to replace existing evaporation ponds at Lake Georgetown and Granger Lake, thus avoiding potential involvement by the Texas Commission on Environmental Quality. Adams implemented the PDT plan, which included placing each park into individual tracts in order to meet TCEQ requirements of 5,000 gallons maximum euent per tract. He completed and submitted wastewater disposal system applications to Williamson City and County Health District for eleven individual on-site sewage facilities. He also developed and submitted closure plans for seven existing evaporation ponds. ese plans were approved and resulted in a cost savings of over $95,000 to the Government. Another example of Adams dedication to environmental compliance was work he provided as Project Manager for the Browns Creek Mitigation Project on Stillhouse Hollow Lake, which mitigates for lost resources at Fort Hood. e project includes approximately 4,700 feet of dikes and a water control structure that creates approximately a 20-acre wetland adjacent to the lake. In addition, approximately 6,900 feet of ephemeral and intermittent stream watercourses were restored, replacing those lost by agricultural practices. Over 9,000 terrestrial trees and shrubs, native grasses and forbs, and thousands of wetland plants were planted within the mitigation area. rough Adams eorts, the project was completed and is being operated by the Belton/Stillhouse Hollow Lake Oce. OConnor concluded the award summary by saying, Adams continued dedication towards and promotion of the CRO Environmental Compliance program ensured eective implementation and sustainability of the Fort Worth District Environmental Compliance Program and the mission of the U.S. Army Corps of Engineers. Robert has an incredible ability to build relationships in order to ensure environmental compliance and meet customer needs. -Anjna OConnor operations project manager 41 42


It may seem like a long way from Anadarko, Okla., to the Corps National Awards Dinner in Fort Belvoir, Va. But its not as far as you might think. Each year the U.S. Army Corp of Engineers presents the Lt. Gen. John W. Morris Civilian of the Year Award to one civilian employee for achieving the highest overall standards of excellence among 34,000 peers. is year it went to Dr. Rumanda Young, a master planner from the Fort Worth District, and a native of a small western Oklahoma town population 6,760. Growing up in Anadarko turned out to be a launching pad for a career in landscape architecture and resource management that has turned heads around the country. It has a very dierent culture than what most people think of Oklahoma, she said. Its where the plains tribes were relocated, and the population today is about 70 percent Native American. Her mother is part Chickamauga, her adopted brother is Kiowa and her sister married into a Native American family. I didnt realize how much it inuenced me until I looked backward on it. e spiritual relationship the Native Americans have with our earth somehow got embedded in me, and thats one reason I got into a career path that focuses on how we treat our resources and land as we build and live upon it, said Young. In her dual roles today she is chief of the Master Planning Section of the districts Regional Planning and Environmental Section and also serves as the Southwestern Divisions energy development manager. She works in real property master planning, keeping military installations and other federal customers mission-ready. She helps them be forward-looking planning ve to 20 years out to anticipate changing missions and requirements. She has roles in water and sustainability, helping military and other federal customers meet strict mandates to reduce energy and water consumption and increase eciency. ese requirements have real numbers assigned to them and hard deadlines. Whether its energy audits, renewable energy sources, water-saving approaches like lowimpact development or reuse, we help to get those plans into action so they can meet those mandates more easily, said Young. Dr. Youngs pioneering work in master planning and resource management, and her teaching and mentorship of students and sta, represent a new generation of leadership that is advancing the Department of Defense energy sustainment mission, said Col. Charles H. Klinge, the Fort Worth District commander. Her parents were educators and she has always been in school or teaching. She is an adjunct professor at the Southern Methodist University Lyle School of Engineering and also at the University of Texas at Arlington School of Architecture. Young earned both her masters in urban planning with an environmental emphasis and then a doctorate in public policy and urban planning at UTA. But in many ways, her proving ground has been at Fort Hood over the years. ats where she is using a two-year Department of Defense grant to combine two analytic tools to help the Pentagon cut its installation energy bill. e Comprehensive Army Master Planning Solution Dashboard tool, which she SWF employee lays claim to USACE Civilian of the Year helped develop at Fort Hood, covers facility inventory and meter data. e other tool is the Net Zero Planner, developed by the U.S. Army Engineer Research and Development CenterConstruction Engineering Research Laboratory in Champaign, Ill., which provides energy use life-cycle analysis and forecasting. Her team will integrate the unied tool into the daily workow. CERL and Joint Base Pearl Harbor-Hickam are also collaborating in the pilot program. By merging the two, they will have this information warehouse at their ngertips with this dashboard to make real-time assumptions and analysis to save energy and water, and cut their waste. It will help us reach those net zero goals that we have, said Young. She credits her success to strong support from others, including supervisors -often other women. Especially with the government, I never felt that was a limit to what I could do, said Young. I have been blessed with a few amazing mentors in my life that I would not have been here without their suggestions and support, she said. Its something shes been pleased to be able to pay forward. Ive been able to merge my school and university world, with my Corps of Engineers world. ere are several who Ive taught in the university setting who are now part of my sta, so I feel very strongly about that mentorship relationship with those folks. A long-time opera bu, passionate is a word that crops up often in her vocabulary. While country music ruled her home life in Anadarko (her rst job at 16 was at a country music station), she developed a love of opera. at passion earned her a music scholarship to the University of Arkansas, which she combined with landscape architecture for her dual major. She sang opera in the U.S. and in Europe but realized it would always be an interest, never a career. Her long-time enthusiasm for resource management spills over to positive eect at work. I was teaching about sustainability and conserving our energy and water resources before we were even having those conversations to the level we are having now at the workplace, she said. So to me its been wonderful that there is an outside passion that Ive always been involved in, in teaching and industry, that Im now able to bring into my day-to-day job. at passion makes me very happy with what I do, and that probably shows. Link to USACE video on Dr. Rumanda Young 43 44


Tamara R. Mahaey, Logistics Manager for the Southwestern Divisions Fort Worth District, is the recipient of the USACE Meritorious Logistician Award for 2014. Mahaey beat out more than 500 eligible logisticians from across the Corps to win the prestigious award. I am blessed with a team of analytical, forthright, and dedicated professionals who willingly go out of the box in order to achieve greatness, said Mahaey. I accept this award on their behalf. As the Fort Worth District Logistics Manager for SWD, Mahaey is charged with maintaining 100 percent annual property accountability throughout the District, managing the Districts vehicle eet and keeping the Districts operating costs and environmental footprint low. She manages a team of ve logisticians who assist with eective and ecient support in the areas of Facility, Supply, Fleet and OCONUS (overseas) and emergency operations. Tami Mahaey is an exceptional logistician and superb leader that sets the example for others to follow, said Robert L Gosciewski, Directorate of USACE Logistics Activity Center. Her tenacity and perseverance in intricately planning and optimally executing logistics solu tions for SWFs geographically dispersed and complex mission set is second to none. During Fiscal Year 2013, Mahaey and her team saved the federal government an estimated $1.3 millionand 108 trees! by recycling metal frames, motors, scrap metal and shredded paper, and by accounting for more than $20.5 million in property accountability. Additionally, under Mahaeys leadership, SWF logisticians supported overseas contingency operations as well as provided support to USACE and the Nation during Hurricane Sandy and the Oklahoma tornadoes. Mahaey, team leader for the Logistics Planning and Response Team #5 (SWF), deployed several times recently in support of Hurricane Isaac, the Joplin Tornado and Hurricane Sandy. Mahaey has instituted a management tool that provides the commander with logistics visibility, focusing on all logistics functional areas; asset visibility of emergency operations equipment and supplies; and Executive Orders compliance, including sustainment requirements. is management tool helps provide analysis, such as the ratio of vehicles to personnel, aiding in the decision making process in reducing the commanders eet. In fact, her SWF logistics team has led USACE in GSA government reduction. Tami is a dedicated and valuable asset to the Southwestern Division family, said Brig. Gen. David C. Hill, SWD commander. She and her team have prevented waste and saved us millions of dollars. At a time when USACE is looking for ways to cut costs, her eorts have proved invaluable. SWF boasts USACE Top Logistician The U.S. Army Corps of Engineers Galveston District was recognized with six awards at the Public Relations Society of America Houston Chapters 2014 Excalibur Awards Gala in Houston June 19. Being recognized for these campaigns is a testament to the tremendous eorts the Galveston District sta made throughout the year in the areas of STEM, educating the public about water safety and communicating our eorts along the Texas coast to inform taxpayers how we are adding value to the nation and being good stewards of taxpayers dollars, said Col. Richard Pannell, commanding ocer of the USACE Galveston District. ese awards are a true reection of the districts dedication, hard work and commitment to partnering to achieve our mission. Honored for its community outreach initiatives in 2013, the district increased understanding of the Corps mission to encourage and facilitate a two-way dialogue with a diverse group of residents and key constituencies along the Texas coast. e district was recognized in the following categories by one of the nations largest and most active chapters for public relations professionals:1. Gold Excalibur/Grand Excalibur Awards: Community Relations Program, Communicating Corps responsibilities along the Texas coast.2. Gold Excalibur Award: Multicultural, Corps in the Classroom: Building tomorrows leaders in Science, Technology, Engineering and Math.3. Silver Excalibur Award: Public Service Program, Selling water safety to save lives: Army engineers collaborate to combat waterrelated fatalities.4. Silver Excalibur Award: Social Media, #STEMInspiration: Inspiring tomorrows leaders in Science, Technology, Engineering & Math (STEM). 5. Government Communications Team of the Year. PRSA Houstons Grand Excalibur Award symbolizes that the highest standards in the public relations profession have been achieved, said Kelly George, PRSA Houston Chapter president. I congratulate the U.S. Army Corps of Engineers Galveston District on this outstanding accomplishment. PRSA Houston recognizes Galveston District with Grand Excalibur Award45 46


Mario Beddingeld earned his Certied Floodplain Manager credential.e Safety Oce sta was recognized with a Chief of Engineers Award of honor for safety for 2013.e Public Aairs Oce earned two Public Relations Society of Americas Silver Anvil Award of Excellence for their communication eorts supporting the districts Water Safety Program and was recognized by the PRSA Houston Chapter with the Grand Excalibur Award: Gold Excalibur Award (2); Silver Excalibur Award (2) and Government Communications Team of the Year. Congratulations Kim Townsend and her team (Eric Wood, Derek ornton, Jantzen Miller, Tricia Campbell, Sheridan Willey and Rob omas) for their work that contributed to winning the International Association of Dredging Companies Young Author Award. Timothy Nelson was selected as the new chief of the Real Estate Division for the USACE Galveston District.Congratulations Karyn Toso, Resource Management customer service representative, for being selected as a scholarship award recipient from the Alamo-City Chapter of American Society of Military Comptrollers. Congratulations to Kim McLaughlin on being selected as the chief of the USACE Galveston Districts Regulatory Division.Kimberly Roberts was selected to the position of budget analyst.Diane Kovacevich was selected to the temporary position of manpower ocer for the district.Kari Gauntt and Karen Milburn were selected for the project scheduler positions in the Programs Management Branch. eir work ethic and team work capabilities will be a great contribution to the success of the branchs mission.Art Janecka and Johnny Roszypal were inducted into the Gallery of Distinguished Employee Civilian Service.Arrivals: Felix Castro Mark Garza Ilmar Tarikas John Walden Departures: Jesse Boyer Michelle Clark Brian Walch Fort Worth District: Best wishes on your retirements Cheryl Jasper, natural resource management Specialist, Operations Division, Judy Harris, administrative support assistant, Water Resource Branch, Syed Mohiuddin, Engineering and Construction Division, and Gary Osborne, project manager, Engineering and Construction Division! Galveston District: Arrivals: CPT Edwin Jimenez Aide-de-Camp From: Ft. Hood Daniel L. Wessell Business Resources Division Tamar Gerhart Counsel From: SWL Rubin Campos Sr. Procurement Analyst, Regional Contracting Oce From: HQ USACE John Poll SWD, ACE-IT Chief From: Alaska District Departures: Elaine Newbaker-London Civil Works Integration Division TO: Management and Budget Oce, Pentagon LaDonna Davis Public Aairs TO: U.S. Forces Afghanistan SWDO: Marla Anderson RBR, Business Resources Division Retired Alex Skinner Readiness & Contingency Ops Retired Saleem Mithwani Military Integration Division Camp Zama, Japan Leah Holly Admin Support Assistant Active Guard Reserve, Washington State Brad Hudgens Planning Division TO: USACE Institute for Water Resources (IWR), Alexander, VA Condolences to family and friends of Mark Byron McMurry, Assistant Division Counsel, SWD. Mark passed away on Sept. 18, 2014. Mark started his career with the Corps of Engineers in 2002 as a General Attorney in the Ft. Worth District. In 2010, he transferred to the Southwestern Division as an Assistant Division Counsel. Mark was admitted to practice in TX (1987), MA (1994) and PA (2000). Mark was a graduate of Tulane University School of Law (1987) and Texas A & M University (1983). Mark has one son, Bodhi Jameson McMurry, 13 months old who was the light and love of his life.47 48