John W. Morris
program, exchanging technical information between the laboratories and industries. I had
promoted this initiative, but it took somebody like Bob Page to get it done. The third thing,
of course, he drew on his construction background to install project management throughout
all levels of the Corps' organization - an expensive change which to me had questionable
value above the district level. So Bob was the last ASAKW with whom I had much contact.
I met Mrs. [Nancy] Dom, his successor, and went to see her about setting up the
Engineer Association, which cover later.
Ed Dickey assisted Mrs. Dom and became acting Assistant Secretary for Civil Works on her
departure. He's well steeped in the Corps because he was directly a long-time member of the
Army Liaison Staff in OCE, which predates ASAKW Veysey. Ed is presently in OCE as
Chief of Planning.
In hindsight, that whole group of
is interesting because they were all so different
with different priorities. First, an engineer ex-congressman, followed in turn by a
type administrator, a water resources manager, an ex-staffer and Washington insider, a
successful construction manager, a lady attorney, and finally another ex-congressman. Their
diverse talents and varying knowledge of the public works program have impeded the Corps'
flexibility and decisiveness. At the same time, they have been helpful politically and in
promoting the program publicly. On balance, professional engineers are the most bothersome
as
to the Corps' operation and nonengineer, ex-congressmen are most helpful
politically.
If General Clarke asked me today for my assessment of the position of ASAKW, I would
have to admit the Corps appears weaker in the eyes of decision makers, and the Congress,
particularly. Even so, I'd respond favorably with reservations or hopes for improvement. I'd
like an
who looks outward, not inward in the "how to perform" department. Also,
I'd hope the ASAKW would be a political activist in resolving matters which, by legislation
or by DOD or DA [Department of Defense or Department of the Army] directive, adversely
impact the civil works mission (to wit, the acquisition corps/contracting officer matter), and
finally I would hope the
would be a positive spokesperson for the great work the
Corps has done and can do.
One observation is my belief that only a solid, well-disciplined organization such as the
Corps could remain so viable and effective after over 20 years of oversight and control by
such a diverse and divergent group.
Q..
You mentioned a contracting officer problem-could you elaborate a bit?
I was speaking of
help when needed. A current
example is the policy
which prohibits district engineers from being contracting officers unless they transfer to the
Acquisition Branch. The Assistant Secretary of the Army for Civil Works should get in the
middle of that fray and get it unraveled for the national good because the Corps' public works
effort is a victim of a procurement program related to weapons, and not to construction.
When the colonels and the lieutenant colonels stop being contracting officers, I'm concerned
that the new people handling contracts won't know about the business, causing contract
difficulties and costs to increase and work progress to worsen. The district engineer becomes
less important. The fact of the matter is it has taken away a major strength of the district
engineer position and impacts on the need for military personnel in the program.
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