Lake Kaweah is one of five local branch offices in the Southern Operations Are (SOA) of the Sacramento District of the U.S. Army Corps of Engineers (USACE). The larger USACE organization requires a hierarchy and even communication between various project managers often includes permission, notification, or inclusion of someone higher up in the chain of command. The project manager at Lake Kaweah’s authority typically consists of directing his staff to comply with decisions made at a higher level, his ability to modify or adapt those instructions to meet the projects resources and abilities while achieving the desired outcome, and making decisions that solely impact the Lake Kaweah project and offering recommendations to other project managers
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The administrative staff includes two Project Assistants, a Senior Ranger, and the Maintenance Leaderman. Additionally, there are five Park Rangers, five Operators/Laborers, and 9 volunteers. Volunteers are provided a campsite to park there on RV or trailer with electric, water, and sewage provided. In exchange the volunteers work 20 hours a week helping to manage the campground and assisting visitors. When properly staffed, the project would include six Park Rangers, six Operators/Laborers, and 12 volunteers. Prior to the period of observation the park had recently hired two of the five rangers and four volunteers. Prior to the period of observation the project had lost four employees and had trouble filling these vacancies. Three of 15 employees left the project including one individual that had been hired a month prior to leaving. Another three employees are actively seeking new employment. Six of 12 permanent volunteers have left the project. Two of which left within a month of arriving. External factors play a large role in the long term vacancies. However, on two occasions both the preferred and second best choices for position have changed their minds prior to accepting the position. My position within this organization as a Project Assistant provides a larger view of the overall project daily routines and events, as well as, a behind the scenes view of factors leading to specific situations that have
The administrative staff includes two Project Assistants, a Senior Ranger, and the Maintenance Leaderman. Additionally, there are five Park Rangers, five Operators/Laborers, and 9 volunteers. Volunteers are provided a campsite to park there on RV or trailer with electric, water, and sewage provided. In exchange the volunteers work 20 hours a week helping to manage the campground and assisting visitors. When properly staffed, the project would include six Park Rangers, six Operators/Laborers, and 12 volunteers. Prior to the period of observation the park had recently hired two of the five rangers and four volunteers. Prior to the period of observation the project had lost four employees and had trouble filling these vacancies. Three of 15 employees left the project including one individual that had been hired a month prior to leaving. Another three employees are actively seeking new employment. Six of 12 permanent volunteers have left the project. Two of which left within a month of arriving. External factors play a large role in the long term vacancies. However, on two occasions both the preferred and second best choices for position have changed their minds prior to accepting the position. My position within this organization as a Project Assistant provides a larger view of the overall project daily routines and events, as well as, a behind the scenes view of factors leading to specific situations that have