WALTER BAUMY1/9/2008JOHNS PENDLETON COURT REPORTERS800 562-12853 (Pages 6 to 9)
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the same ground. And so I'd like to follow
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along some of these things that have already
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been covered.
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You are the Chief of the Engineering
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Division at the New Orleans District Office of
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the United States Army Corps of Engineers here
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in New Orleans; is that correct.
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A. Yes.
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Q. All right. Would you please share
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with us whether or not there is a written
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description for that position that exists
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within this district.
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A. Yes. There is.
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Q. All right. And where might I find
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that?
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A. Personnel office.
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Q. Okay.
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MR. BRUNO:
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Robin, would you kindly give us a
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copy of that, please?
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MR. SMITH:
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Yes.
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EXAMINATION BY MR. BRUNO:
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Q. Can you, for the record -- and I know
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that I'll be testing your memory, and I don't
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expect you to be able to recite it verbatim,
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but can you give me a general sense of what
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your job description is.
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A. Whew. I haven't looked at that in a
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while. I can give you a sense of, um -- I have
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oversight of the engineering program at the New
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Orleans District. And, you know, we
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participate in new projects, design aspects, it
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could be in the early report phase where a
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project is being evaluated for suitability, is
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it beneficial to put in a particular locale,
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and then once done, document the design and
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different phases of that project through, um --
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through the advertisement phase, actually
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preparing the plans and specifications.
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So we produce plans and
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specifications, we produce designs associated
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with navigation, flood control and
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environmental restoration type projects. We
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also participate in the operations phase in
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some cases, sometimes limited, sometimes more
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extensive. We do have a formal periodic
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inspection program for structures within the
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New Orleans District, and there's approximately
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forty to forty-five structures in that program.
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That's sort of the engineering side of it.
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I'm also responsible for participating
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on the district 's executive staff, um --
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advising the commander in particular areas, as
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well as helping to arrive at decisions on
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anything that would -- we would come across.
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Manage an organization that before the
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storm was near 300 people, and associated with
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that had broad personnel and organizational
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management responsibilities, developing an
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overall budget for the particular year, and
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then execution of that budget. Development of
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personnel staff for the future, training and
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also job selections, position descriptions,
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things of that nature, disciplinary actions.
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So it's a combination job of wearing numerous
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hats to support the engineering efforts at the
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district, but at the same time management of a
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large workforce.
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Q. Just curious. You said before Katrina
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300. How many now?
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A. Oh, I have 83 vacancies in my group
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right now. So it's probably in the 220 range
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if I'm not mistaken.
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Q. Okay. And those are folks who for
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whatever reason have moved away?
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A. It runs the gamut. Some have retired,
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some have accepted other jobs, some have moved
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away. It's just personal choice.
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Q. Okay. All right. You spoke quickly,
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of course as you should, and I would like to
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just make certain that I've written these
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things down appropriately.
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First, new projects. What is a new
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project?
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A. Well, the Corps has various phases of
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a project. Reconnaissance phase is generally
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the start of a project from the engineering
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standpoint, and that would move into the
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feasibility phase, and again you're getting --
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working towards authorization for construction
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of a project.
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Q. All right. Can I get a sense of,
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though -- you know, the word project is a broad
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word, I'm sure you'd agree.
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A. Sure.
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Q. -- generally, the kinds or types of
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projects which fall within the ambit of
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responsibility of your -- in your role as
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chief. What types of projects? Do you billed