GI projects are usually large projects in size and scope. Examples include the Grand Prairie Demonstration Project, Bayou Meto, and Wolf River Restoration. GI’s require two things, authorization and appropriation. Authorization consists of the passage of a law. As you recall from grade school Social Studies, a law requires approval from the Legislative Branch (Congress made up of the House of Representatives and the Senate) and the Executive Branch (The President). Most Corps’ projects are authorized by a series of laws called Water Resource Development Acts. Once a project is authorized, funding must be provided. The Corps is not funded like most other Federal agencies. Instead of receiving a large pot of money that can be spent at the agency’s discretion, the Corps is funded according to specific projects. The Federal Budget is developed by the Executive Branch’s Office of Management and Budget (OMB). Once developed the budget is submitted to Congress for approval. During this time, Congressional members can “add” funding to specific projects.

     CAP projects are generally smaller in size and scope. Examples include Northwest Tennessee Regional Harbor, Mt. Moriah Culvert, and Cache River. Additional authorization is not required for CAP projects. CAP projects are referred to according to their specific sections of applicable laws in which they were enacted. For example, an 1135 project refers to Section 1135 of the Water Resources Development Act of 1986 which authorizes USACE to provide ecosystem restoration to areas that have been previously impacted by USACE projects. Section 14 of the Flood Control Act of 1946 authorizes the Corps to undergo emergency streambank and shoreline protection. We simply refer to these projects as a Section 14.

     The Corps can not simply go out and “fix” all of the water resources problems as they develop. Prior to any construction, a feasibility study is required to determine if there is a Federal interest in pursuing construction. A feasibility study ultimately answers the basic question of whether or not the Federal government should fix the problem. To answer this question the feasibility study determines, how much the project will cost, what is the benefit, what is the environmental impact, what are the risks, are there any relocations required, and how much real estate will be involved.

     Once funding is received, a Project Delivery Team (PDT) is formed to conduct the feasibility study. The PDT is made up of individuals from various organizations throughout the district. Typical members include hydraulic and hydrologic, structural, civil design, geotechnical, and cost engineers; relocation specialists; biologists; archaeologists; geospatial specialists; real estate specialists; economists; program analysts; contract specialists; and a project manager.

     Most of us know Mr. Doug Young through the RiverWatch or the Castle Club. However, Doug Young serves as an economist and real estate specialist. He has worked for the Corps for 25 years, has two bachelor’s degree (one in economics the other in real estate), and two master’s degrees. As the economist he determines whether or not a project is economically justified. This is termed the benefit to cost ratio (B:C ratio). All Corps projects must have a B:C ratio of 1.0 or greater. A B:C ration of 1.0 means that for every dollar spent during construction, an equal amount of economic savings must be provided. As the real estate specialist he determines the amount and the cost of real estate that is required for the project. Doug’s strengths in developing the project are his experience. He states, “I know what I am doing. I have over 25 years experience with the U.S. Army Corps of Engineers. The studies have changed over this time frame. However, the knowledge that I have is very beneficial in the planning and executing of future studies”. We asked Doug what motivates him to do his job. He replied, “I am a self-starter. I like to get the job done. Doug believes that good leaders need to be knowledgeable about their respective field of study. They need to get to know people on a personal level. This can make a job somewhat easier. Doug suggests, “Be a leader and meet your goals. If someone inspires you to become a leader, be motivated”.

     Ms. Leighann Gipson serves as a project biologist. As a project biologist, Leighann provides input on the development of a project to ensure that minimal environmental impacts occur, and she also develops methods to reduce, minimize, or mitigate the impacts when the final plans are determined. The project biologist is also responsible for ensuring compliance with environmental laws and regulations. Leighann likes to interact with people, a key strength when coordinating Corps projects with outside interests, and she has recently been assigned as the project manager on the Lower Mississippi River Resource Assessment, a project that will require all her interpersonal skills. Leighann grew up in Covington, TN and received her Master’s degree from the University of Memphis. She has been employed with the Memphis District for over six years and has a two year old son.

     Often, the face of the Corps to a local sponsor is the project manager. The project manager coordinates the efforts of the team of technical specialists, maintains the funding stream, and perhaps most importantly, interacts with the local sponsor, to ensure that the concerns of the public are investigated. Mr. Andy Simmerman, who has been with the Corps for 12 years, is currently an employee in the Project Management branch. Andy feels that having good communication skills is vital in his role as a study leader, which involves ensuring that the PDT stays on track and that the local sponsor is kept informed of project developments. The attributes Andy most values in leaders are honesty, a positive attitude, and acknowledging the efforts of teammates. As you might expect from those values, Andy’s motivation for getting up and coming to work everyday is the success of the team and being able to deliver quality projects that meet or exceed the customer’s expectations.