John W. Morris
to resolve this issue was to do a very good job for the Army. There is a basic
difference between the civil and the military work. The Chief must remember, and
I think, promote rather than ignore or suppress the difference. "Vive la difference."
We had much work to do within the Army, as will come up later.
Support the Nation, our other customers. That led us into the international program
and an improved position with the Air Force and other elements of the Executive
Branch.
Get OCE out of the Operations Business. I thought OCE had to take care of policy
and the world outside the Corps. The divisions and the districts could handle
operation with good staff work and the support of OCE.
You may remember there was an exodus of people out to the Humphreys Engineer
Center-to the Kingman and later the Casey buildings. We set up the Water Resources
Support Center and the Facilities Engineering Support Activity. The headquarters became
more active in policy and the coordination activities which the districts couldn't do. That
would turn out to be a much more significant goal in 1980 than I had ever thought.
Those were the four things that were to require most of my time. If we did all those, that
would be enough. As time passed, those goals affected many day-to-day decisions.
Those were published the 15th of July, and every field activity put together measurable
objectives to support the four goals. I implemented the four goals early because I wanted to
give the Corps direction. Fortunately, a couple proved to be crucial to our future when the
Major General Charles McGinnis, Division Engineer, Southwestern Division (left) and Major
General John W. Morris, Deputy Chief of Engineers (center), participated enthusiastically in the
dedication parade in Ponca City, Oklahoma, for Kaw Dam, 1976.
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