Dwight Outwater - NANA Development Corporation

A MAGAZINE FOR THE NANA FAMILY
NANAtkut
Crisis Controllers
Keeping America Safe
Caribou Hunting
On the Kobuk River
Mobile Mapper
Welcome to the Revolution
Dwight Outwater
Going the Distance
AuTuMN/WINTER 2010
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9
27
17
3
13
Features
7 Our NANA Family
9 A Life Less Ordinary
A 4,000-mile commute?
For Dwight Outwater,
it’s business as usual
13 Crisis Controllers
NANA employees work with
the military to keep
America from harm
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21
17 Caribou Hunting on
the Kobuk River
Subsistence hunting — a way of life
21 Community, Teamwork,
Vision, Future!
We all benefit from shareholder
internships
27 Mobile Mapper
WHPacific is revolutionizing surveying
11/16/10 9:06 AM
Welcome
NANAtkut is a new magazine about
what makes NANA Development
Corporation great – our people,
the services we provide and the
clients we serve.
5
31
34
Columns
3 Editor’s Note
4 NANA by the
Numbers
Helvi K. Sandvik
You have received this magazine
because you are an employee of
NANA or a subsidiary, or you might
be a family member of an employee
or perhaps a friend of NANA.
Through the pages of this magazine
we will share our successes and our
challenges. You will learn about our
companies, what they do and the
amazing people on our team.
Our corporation grows larger every
day, with operations in all 50 states,
multiple countries and several
continents. Our roots are in the
northwest part of Alaska, above
the Arctic Circle. Our owners are
the Iñupiat people who in previous
generations lived a nomadic,
subsistence life based on the cycle
of fishing, hunting and gathering
food from the land, rivers and sea.
No matter where you live or work,
together we are NANAtkut, the
family of NANA.
Helvi K. Sandvik
President, NANA Development
Corporation
5 NANA Worldwide
What’s happening around the globe
31 A Walk with John Rense
25 years at NANA
34 Last Glance:
Lester Hadley, Sr.
72317_mag.indd 3
*NANAtkut –
The family of NANA
11/16/10 9:06 AM
Editor’s Note
Our NANA companies provide a wide range of
services across the globe, from the oil fields of
Prudhoe Bay in the northernmost reaches of
Alaska to the research stations near the South
Pole in Antarctica, from the East Coast to the
Middle East and in all 50 states.
NANA companies go by many names. Some of our
subsidiary names come from our Iñupiaq heritage:
Akima means to win; Qivliq is reflection; Akmaaq is the word for flint, used for making
traditional Native tools. Other companies have names that start with NANA:
NANA Management Services, now NMS; NANA Services; NANA Construction; and
NANA Oilfield Services, also known as NOSI. Also included in our NANA family are:
WHPacific, DOWL HKM, Wolverine, Five Rivers and Truestone.
No matter what name is on your hat, you are part of NANA. We thank you for
the work you do to serve the broader mission of NANA.
NANAtkut
AuTuMN/WINTER 2010
VOLuME 1, ISSuE 1
PuBLISHED BY
NANA Development Corporation
EDITOR
Robin Kornfield
CONTRIBuTING EDITORS Carol Richards
Lynne Snifka
CONTRIBuTORS
DESIGN DIRECTOR
DESIGNER
DESIGN COORDINATOR
PHOTOGRAPHER
Charles Fedullo
Ildiko Geuss
Ricki Hisaw
Leah Hofer
Allison Knox
Robin Kornfield
Emma Snyder
Carol Richards
Amanda Brannon
Courtny Brooks
Chris Arend,
unless otherwise noted
Wearing a NOSI hardhat, Dwight Outwater works in Deadhorse, Alaska, where
the longest night lasts nearly 55 days and on the shortest day the sun is up for 45
minutes. When he’s not managing NOSI ’s North Slope operations, he’s home with his
wife and young son in Illinois. We share the story of Dwight’s long commute.
One nickname given to Clay Wygant is “The Scan Man.” The senior surveyor for
WHPacific is always open to new ideas. WHPacific was the first company in the
united States to take delivery of the LYNX Mobile Mapper, providing our customers
with the most accurate mapping technology, collecting data day and night and remotely.
Emma Synder grew up in the NANA region, living off the land— her father was a
reindeer herder; her parents taught her to hunt. She shares her story of hunting
caribou, what she calls the “one main source of food we cannot live without.”
When crisis hits America’s shores, NANA Pacific employee Sherita Jackson is part of a
partnership that helps keep us safe. She works as a civilian contractor for the National
Guard Bureau Joint Operations Center and provides vital information on what can
be done if potential disasters become real ones. Sherita analyzes what resources and
expertise are available to help and the fastest way to get assistance to those in need.
These stories reflect what makes NANA unique. We would love to hear what you think
and welcome your story ideas for our Spring/Summer 2011 issue.
Enjoy!
NANA Development Corporation
1001 East Benson Blvd.
Anchorage, AK 99508
P (907) 265-4100
P (800) 478-2000 (Toll Free in AK)
P (888) 626-2122 (Toll Free outside AK)
F (907) 265-4123
[email protected]
Robin Kornfield
Vice President, Communications & Marketing
NANA Development Corporation
[email protected]
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nana-dev.com
nana.com
LEARN mORE
NDC E-News Bulletin
nana-dev.com/newsletters
Native 8(a) Works
native8aworks.com
New Nullaġvik Hotel
newnullagvik.com
NANA business links
Engineering & Construction
akima.com
akimaconstruction.com
akmaaq.com
dowlhkm.com
kisaq.com
NANA by the Numbers – 2009
Resource Development
$44M
$500M
Payroll
Afghanistan
Kuwait
Iraq
Red Dog Mine
Selawik, AK
Fairbanks, AK
Prudhoe Bay, AK
NANA Regional Corp
Kotzebue, AK
States
Germany
Payroll
Juneau, AK
Spokane, WA
Boise, ID
Malmstrom AFB, MT
Billings, MT
Portland, OR
4
Continents
Denver, CO
Colorado Springs, CO
Peterson AFB, CO
Ft. Carson, CO
Kansas City, MO
Salt Lake City, UT
DLA Tracy, CA
Las Vegas, NV
Edwards AFB, CA
Atlanta, GA
Phoenix, AZ
Albuquerque, NM
Oklahoma City, OK
West Point, NY
Boston, MA
Philadelphia, PA
Annapolis, MD
Washington, DC
Arlington, VA
Herndon, VA
Fairfax, VA
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Patrick AFB, FL
Miami, FL
Panama City, FL
Dallas, TX
Ft. Hood AB, TX
San Antonio, TX
qivliq.com
savasolutions.com
tkcglobal.com
tkcis.com
tkccommunications.com
truestonefed.com
Facilities Management
& Logistics
Pittsburgh, PA
Indianapolis, IN
USMC Kaneohe Bay, HI
Honolulu, HI
akimaintradata.com
akima.com
akmaaq.com
fiveriversservices.com
kicompany.com
nakuuruq.com
nanapacific.com
$500M
NANA Development Corp
Anchorage, AK
Seattle, WA
nanaoilfield.com
nanaworleyparsons.com
nmsusa.com
Information Technology
& Telecommunications
Social & Cultural
South Korea
50
akmaaq.com
dowlhkm.com
llog.lynden.com
$8.2M
Shareholder Wages
Guam
nanaconstruction.com
nanaworleyparsons.com
portico-services.com
qivliq.com
whpacific.com
7
Countries
Virgin Islands
San Juan, Puerto Rico
akimafacmgmt.com
akimainfrasvcs.com
akimaintradata.com
akmaaq.com
fiveriversservices.com
ikun.com
kicompany.com
kisaq.com
nakuuruq.com
nanapacific.com
nanaservices.com
nmsusa.com
portico-services.com
qivliq.com
wolverinesvcs.com
Baton Rouge, LA
9300
463
Employees
Project Locations
Antarctica
$12
Real Estate & Hotel
Development
nmsusa.com
portico-services.com
qivliq.com
whpacific.com
Shareholder Dividend,
Per Share
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NANA Worldwide
y ANCHORAGE, ALASKA
u KOtzEBuE, ALASKA
NANA Companies Collaborate on New Kotzebue Hotel
HAZWOPER Training Positions NANA for Spill Response
.
The Nullagvik Hotel has been a mainstay in the heart of the NANA region since
opening in Kotzebue in 1975. After 35 years, a new Nullagvik Hotel – featuring
78 guestrooms, a meeting room for up to 100 people, a full-service restaurant,
and an observation deck overlooking Kotzebue Sound – is anticipated to open
in the fall of 2011. NANA Development Corporation is financing the project,
while NANA Construction is supervising the general
contractor SKW Eskimos, Inc. The architectural and
interior design was developed by WHPacific,
NANA WorleyParsons is assisting with the
mechanical design, and DOWL HKM is
providing civil engineering.
Following the oil spill off the coast of Louisiana, NANA Development Corporation
was quick to organize spill response training in preparation for opportunities to
assist with the cleanup. Nearly 70 NANA shareholders attended Hazardous Waste
Operations and Emergency Response (HAZWOPER) training in Anchorage and
Kotzebue, Alaska.
The HAZWOPER 40-hour course is specifically designed for workers who are
involved in clean-up and emergency response operations, as well as storage,
disposal, or treatment of hazardous substances
or uncontrolled hazardous waste sites. NANA’s
Shareholder Development organized the training
at NANA Training Systems in Anchorage and at the
Alaska Technical Center in Kotzebue.
v ALASKA
Moving Forward at
Red Dog Mine
After 20 years, Red Dog Mine remains one of North
America’s most significant mineral deposits and a source of
economic stability for Alaska’s Northwest Arctic Borough
– creating jobs, supporting schools and government, and
sustaining social and cultural programs preserving the
Iñupiat way of life for more than 12,000 NANA shareholders.
Preparations are underway to mine the Aqqaluk Deposit –
adjacent to Red Dog’s Main Deposit – where an estimated
51.6 million tons of reserves are anticipated to keep the
mine operating for another 20 years.
Good news for the 500-plus employees
and the NANA companies that provide
millions in goods and services to
Red Dog each year.
2
1 3
5
7
6
4
w NOORvIK, ALASKA
2010 Census Commences
in NANA Village
On January 25, Noorvik and its 600-some
residents made national news as the 2010
Census began in this small village found in
Alaska’s NANA region. u.S. Census Bureau
Director Robert Groves conducted the first
interview with Iñupiaq Clifton Jackson, a WWII veteran and retired commercial
fisherman, while federal and state dignitaries participated in cultural events.
Noorvik Mayor Bobby Wells and his team worked tirelessly with the Census
Bureau and NANA representatives to ensure everything was in place for the
commencement of the Census. Noorvik is located 30 miles above the Arctic
Circle and is accessible primarily via small plane. APphoto
ANtARCtICA
9
x KANEOHE BAy, HAWAII
A Christmas Surprise by President Obama
It’s widely known that President and Mrs. Obama enjoy spending
their Christmas holiday on Hawaii. But it’s a little-known fact
that NANA Services personnel at Anderson Hall have had the
opportunity to meet President Obama during his two visits to
the Marine Corps Base at Kaneohe Bay, Hawaii.
Could the President’s visits have anything to do with the prestigious W.P.T. Hill Award – recognizing excellence in
garrison and field food service programs in conjunction with improving the quality of life for the Marine Corps – that
the NANA Services-managed Anderson Mess Hall has received for the past three consecutive years?
5
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A
6 GONzALES, LOuISIANA
Turner Partnership a Win-Win
A NANA partnership with Turner Industries
provided 90 Alaska Natives with up to three
weeks of temporary work removing and
replacing catalysts and conducting other
maintenance services at a petrochemical plant
in April. After completing safety and skills training in Anchorage, the workers
traveled to Gonzales, Louisiana, and worked 12-hour shifts to finish the job.
“This is the second time we have partnered with NANA in this capacity. We see
it as a win–win,” Turner Maintenance Manager David Eastridge said. “NANA
brings trained workers to help our company and also grow the economy in
Louisiana. … Everybody wins.”
8 GuAm
Kwajalein and Guam Now Connected via Fiber Optic Cable
Qivliq subsidiary Truestone partnered with Hannon Armstrong Capital, LLC and
TE SubCom – an industry pioneer in undersea communications technology –
to provide regional and international connectivity in the previously underserved
Pacific region via undersea fiber connections between Kwajalein and Guam.
The HANTRu1 Cable System stretches 2,917 kilometers (more than 1,800 miles)
and provides 20 Gbps installed capacity on two fiber pairs, with an ultimate
capacity of 160 Gbps. The HANTRu1 also supports separate cable systems
for Majuro, Republic of the Marshall Islands and Pohnpei, Federated States
of Micronesia. This is one more example of how
Truestone delivers enterprise IT and mission
operations solutions to the federal government.
9 ANtARCtICA (SOutH POLE)
NANA Polar Makes
Antarctica Hospitable
8
7 WESt POINt, NEW yORK
Akima Continues to Serve at West Point
Akima’s successful performance has won another five-year contract for the u.S.
Military Academy (uSMA) at West Point – the nation’s oldest military school and
continuously occupied military post. Akima serves the prestigious institution with
its vehicle maintenance and operations team – providing transportation services
for nearly 4,400 cadets and distinguished visitors from Washington, D.C. to Canada –
and a fleet of 1,600 passenger, commercial, tactical, and emergency vehicles.
One memorable assignment last December entailed providing
transportation for a multitude of dignitaries, military and
civilian visitors when President Barack Obama’s appeared
at the military academy to announce his plans for the war
in Afghanistan.
Although Antarctica is the coldest, windiest
and emptiest place on earth, NANA Polar is
committed to enhancing the quality of life for
workers in this remote, isolated environment.
Through Station Services – which NANA Polar
operates for the three united States Antarctic
Program (uSAP) Science Stations with Raytheon
and the National Science Foundation (NSF) –
personnel are afforded a barbershop, culinary
services, housing, laundry services, recreation,
and retail operations.
Attention to detail and safety is paramount.
This is exhibited by the culinary team’s use
of fresh produce grown in the station’s
hydroponic growth chambers. All of this is
accomplished with a full-time management team
and up to 225 seasonal personnel.
y ANCHORAGE,
ALASKA
Even the President of
Mexico Needs Aircraft
Servicing
Ted Stevens Anchorage International
Airport, equidistant from Europe and Asia, is a stopover for many long-distance
flights. For Pegasus Aircraft Maintenance, providing the ground handling services
for VIPs such as the President of Mexico, Felipe Calderon, is just part of the job.
When President Calderon was traveling to and from the Asian-Pacific Economic
Cooperation Forum in Singapore to meet with President Obama and other world
leaders last November, Pegasus was ready to serve.
More recently, Pegasus serviced President
Calderon’s plane when it made a brief fueling
stop during a return flight from Japan.
6
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Our NANA Family
NANA Regional Corporation, Inc. (NRC)
NANA is the Native regional corporation for northwest Alaska. Established under the 1971 Alaska
Native Land Claims Settlement Act (ANCSA), NANA manages 2.2 million acres of land and resources
to promote the economic and social well-being of its more than 12,000 Iñupiaq shareholders.
NRC owns 100% of NANA Development Corporation.
NANA Development Corporation (NDC)
The business arm of NANA, NDC operates a diverse family of companies, including businesses in federal
contracting; oil, gas & mining services; engineering & construction; and facilities management & logistics.
Our earnings have a direct positive impact on the lives of our more than 12,000 Iñupiaq shareholders.
Federal Contracting
Oil, Gas & Mining Services
Akima Companies
Qivliq Companies
NANA Lynden Logistics, LLC
Akima Construction Services, LLC
Akima Facilities Management, LLC
Akima Infrastructure Services, LLC
Akima Intra-Data, LLC
Akima Logistics Services, LLC
Akima Management Services, LLC
Akima Technical Solutions, LLC
Five Rivers Services, LLC
Ki, LLC
Pegasus Aircraft Maintenance, LLC
Wolverine Services, LLC
Cazador, LLC
Nakuuruq Solutions, LLC
Portico Services, LLC
Qivliq Commercial Group, LLC
SAVA, LLC
Synteras, LLC
TKC Communications, LLC
TKC Integration Services, LLC
TKC Global Solutions, LLC
Truestone, LLC
NANA Oilfield Services, Inc.
Akmaaq Companies
Ikun, LLC
NANA Pacific , LLC
Kisaq, LLC
Sivuniq, Inc.
NANA Services, LLC
7
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Engineering & Construction
Facilities Management & Logistics
DOWL HKM, LLC
NMS Divisions
NANA Construction, LLC
Camp Services
Facilities Management
Food Service
Hotel Management
Security
Staffing
NANA WorleyParsons, LLC
Paa River Construction, LLC
WHPacific, Inc.
.
Nullagvik, LLC
8
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A Life Less Ordinary
A 4,000-mile commute?
For Dwight Outwater, it’s business as usual
By Charles Fedullo
Wonder Lake,
Illinois
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When Dwight Outwater goes home after work, he doesn’t hop in
the truck and get on a highway or drive a country road. In fact, there
is no system of public roads from his office in Deadhorse, Alaska, to his home
in Wonder Lake, Ill., about 60 miles outside Chicago. Dwight is the senior North
Slope operations manager for NANA Oilfield Services, Inc. (NOSI). His commute
is just less than 4,000 miles. It requires at least a few airplanes, and a day or two
at each end to adjust to a new time zone and a different climate. Outwater makes
the trek every fortnight.
“It is like a vacation every two weeks,” he says.
While this type of commute might be unusual for most employees in the
Lower 48 states, in Alaska it is fairly common. It’s a different lifestyle, but one
that works well for many employed in the oil patch, mostly on the North Slope.
To Outwater, this type of shift work is as American as baseball, hot dogs and
summer barbecues.
Slope Life
After more than 35 years of delivering superior services and products on the
North Slope, NOSI is christening a new facility. There are three blessings and
remarks by NANA board members before people line up at a buffet of steak,
chicken and pulled pork. Politicians, business leaders and other VIPs mingle
with NOSI employees and NANA senior managers. Outwater’s smile widens as
he moves from co-workers and friends to NANA
board members and clients. Almost all of the
100 or so people in the room seem to know him.
He manages to chat with almost all of them while
never looking rushed.
J.D. Palin, the NOSI general manager, watches
his lead manager from the back of the room.
He recognizes that these clients are more than
customers to Outwater. They are his friends.
Palin calls Outwater “an icon.”
“Every employee at NOSI enjoys working with
Dwight,” Palin says. “He’s just a nice person with a
heart of gold who will help anyone in the outfit.”
To Dwight, this
type of shift work
is as American
as baseball, hot
dogs and summer
barbecues.
Outwater has been with the company for more than two decades. NOSI is one of
the oldest NANA Development Corporation companies, delivering jet, diesel and
heating fuels across the North Slope oil fields. The company also delivers Chevron
lubricants and potable water to camps around the slope. Outwater manages a
crew of about two dozen people.
“I’ll drive a 10,000-gallon fuel tanker or hop in a water truck,” he says. Whatever
needs to be completed, Outwater and his crew find a way. On the remote North
Slope, Outwater says, it sometimes takes weeks to get a part or the items needed
for a project — and sometimes NOSI doesn’t have weeks. So Outwater and crew
make do. “Ninety-nine percent of the jobs we do up here, we just ‘GIT-R-DONE,’”
he says.
The job is about more than managing people at work. Since most of his team
don’t live in Deadhorse, Outwater becomes a father, friend and confidant as
well. “He has that rare skill to be able to be a boss, a teacher and a mentor. It is a
combination you don’t find very often,” Palin says.
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Dwight Outwater
“He has that rare skill to be able
to be a boss, a teacher and a mentor.
It is a combination you don’t find
very often.”
— J.D. Palin, NOSI General Manager
NOSI is a distributor of jet
A and B aviation fuel, diesel,
heating fuels and gasoline on
the North Slope. The fleet of
delivery vehicles includes this
Outwater, who is 45, has had more experience than his years
might suggest. He was born and raised in the northwest Alaska
city of Kotzebue and attended three high schools in fours years.
He knows something about making a home where you hang
your hat. After his father’s death, Outwater moved to Haines,
Alaska, to live with his sister, Bea Peterson.
“Dwight was a very easy person to take care of,” she says.
The elder Outwaters, pastors in the Friends Church, taught their
children “traditional values of being respectful and caring.”
After his high school years, Outwater headed north to Deadhorse,
where he started working as a roustabout, or oil industry laborer.
After a few years, he took a job in maintenance at the Arctic
Caribou Inn at Prudhoe Bay and then moved to a NANA
maintenance camp. Something about the high Arctic clicked,
and just over 20 years ago, Outwater joined NOSI. He started
as a laborer and moved up the ranks fast. Within five years,
he became a lead operator running the crew and operations —
a young guy managing several old oil hands.
10,000-gallon fuel truck which
fits in one of the six bays of the
new operations center.
Dwight Outwater, age 45, joined NOSI just over
20 years ago, starting as a laborer. The NANA shareholder,
originally from Kotzebue, is now NOSI’s Senior North Slope
Operations Manager. He works two weeks on, two weeks off.
His alternate is Garrett
Smith (left).
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Home in the Windy City
The day after the NOSI party, Outwater heads to the airport for
the trip home to Chicago. His wife, Lynette Burress, and their
son Noah, 3, are there to pick him up.
Burress usually spots Outwater first, she says, but then Noah
“sees Dwight and takes off running to him, calling ‘Daddy,
Daddy, you’re home!’ There are no words to describe that.”
The weekend following the NOSI grand opening was
Outwater’s birthday and he and Burress’ fourth wedding
anniversary. Add in baseball, card games, museums and
family visits and 14 days fly by.
“Look, it’s hard. It’s weird. But we do get a lot of frequent
flyer miles,” Burress says. “Sometimes we joke it’s the perfect
situation. Just when we get tired of each other it is time for
him to go and when we really miss each other he comes home.”
The lifestyle may be far from average for a family, but when
Outwater is in Deadhorse, Burress has a brother and sister
and about 40 cousins to keep her company and Outwater
has his own “family” on the slope. So Outwater can hold his
own when he’s in Illinois. He seems to enjoy being a part of a
large clan, helping out when he can.
“It comes from his deep value of caring for others,” his sister,
Peterson, says.
“When he is here, he helps with everything,” says Outwater’s
neighbor, Monty McLean. “First time he ever cut grass
was here (in Chicago).” There is one thing McLean doesn’t
understand, though. “Dude is terrified of bugs. I don’t
Dwight Outwater
(center) shows NRC Chairman
Don Sheldon and NRC
President marie N. Greene
the new 140-by-80-foot
operations center. Six bays
keep NOSI’s work vehicles
sheltered from the harsh
“When I am home, I am 110 percent
at home. When I am at work I am
all there.”
—DwightOutwater,NOSIManager
winter environments, reducing
operational costs and easing
wear on vehicles.
After his 4,000-mile commute home from the North Slope to a Chicago suburb,
Dwight Outwater shifts into family mode. He fixes the family cars, fires
up the barbecue and enjoys family outings with his wife, Lynnette, and
their three-year-old son, Noah. Dwight also has a 21-year-old son, Patrick
Outwater who lives in Anchorage.
“Lynnette and Noah are what make him tick…family is huge
for him,” Peterson says. It might be more convenient for the
family to live in Anchorage, she adds, but Outwater admires
the connection his wife has to her family in the Midwest.
So just like up on the Slope, Outwater makes it happen.
After a day or two when he “can stay home and sleep in,”
Outwater shifts into family mode. He helps his father-in-law
fix up family cars, helps with set up and clean-up at shindigs
and enjoys surroundings where traffic, accommodations
and activities are completely different than in Deadhorse.
“When I am home, I am 110 percent at home,” Outwater says.
“When I am at work I am all there.”
know why. You live up there with bears and wolves and
moose and you’re afraid of bugs. I just don’t get that.”
As a lifelong Alaskan, Outwater had more than lawn
maintenance to get used to. One his first impressions of
the Chicago area, he says, was how uneducated people are
about Alaska. He gets asked the same old questions: ‘Do
you live in an igloo?’ ‘Are you really a full blooded Eskimo?’
Outwater says, “I took an understanding of the state and the oil
industry for granted. Most people don’t know much about it.”
One thing Outwater’s family and friends do know about
Alaska is that grilled halibut tastes good. At a family cookout
this summer, Burress threw some on the grill. “They all liked
it, thought it tasted good,” Outwater says.
A few days after the barbecue, Outwater heads back to
work. It’s a long commute and a longer shift, but a two-week
vacation — and his son running up to him to give a welcome
home hug — are never far away. z
LEARN mORE
gnanaoilfield.com
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Crisis
Controllers
Across the nation, NANA employees work
with the military to keep America from harm
By Charles Fedullo
A hurricane could hit Florida in 72 hours. Border control from
Texas to Arizona is at a fever pitch. Thousands of people celebrate
at a Boy Scout Jamboree in Virginia. Keeping American citizens
involved in these events safe is the singular goal of the
National Guard Bureau Joint Operations Center (NGB JoCC).
NANA is a key part of the team.
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Twenty people — about 10 from NANA Pacific — work in
Crystal City, Va. It’s a mix of military and civilians, a publicprivate partnership between the National Guard and NANA.
Together the companies provide real-time information on
potential disasters. They determine what resources and
expertise are available to help, and the fastest way to get
assistance to those in need.
“It’s the nerve center of the National Guard,” says Army
Sergeant Sean McCollum, a public affairs soldier stationed
with the National Guard in Virginia.
“During the Haiti response it was
crazy in here. The work here made a
difference. It helped keep people safe.”
—SheritaJackson,NANAPacificemployee
In a command center about the size of an average
classroom, a dozen flat screen televisions update the staff
on the Boy Scout Jamboree, severe weather and dozens of
other events. The screens flash satellite images, GPS maps
and PowerPoints, news programs and weather information.
Most of the NGB JoCC workers have three computer screens
sitting before them. There are a few walled offices, but for
the most part colonels, corporals, civil servants, and NANA
Pacific employees work together in an open area. Like most
successes, teamwork is an essential part of the game.
A little past 6 a.m., Sherita Jackson gets to the office to spell
her night shift counterpart. Her commute is about an hour,
but Jackson doesn’t need coffee. Her sense of purpose
and the gospel music she listens to on the drive from
Fredericksburg, Va., give her inspiration.
“During the Haiti response it was crazy in here,” says the
NANA Pacific employee, referring to the devastating
earthquake in early January. “The work here made a
difference. It helped keep people safe.”
Jackson and the crew at the NBG JoCC helped provide
on-the-ground information to the National Guard Bureau
that allowed accurate and timely decisions to get the right
people and equipment to the right places.
Sherita Jackson gives a morning briefing to the “nerve center” of the
National Guard. As the current operating picture manager, she gathers
and organizes reports on potential hot spots around the U.S. If a disaster
strikes, the right people and equipment from the National Guard can
respond. CharlesFedullophoto
The NGB JoCC is staffed 24 hours a day, seven days a week, 365
days a year. The center receives information from all 50 states,
four territories and Haiti. Each state and territory has at least one
NANA Pacific employee working with National Guard soldiers
to identify hotspots in their home state and help if disaster hits.
It could be a hurricane in Oklahoma, a forest fire in Alaska or a
mudslide in California.
At 6:30 a.m., Jackson gives the morning briefing. As the current
operating picture manager, she keeps tabs on the location of
National Guard soldiers and equipment as well as what incidents
could flare up during her 12-hour shift. Jackson strides to the
podium. She is tall, with high cheekbones, expressive eyes,
and a basketball forward’s build. During her briefing Jackson
explains what happened overnight and new issues — such as a
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hurricane making landfall — that could arise. Representatives
from federal agencies, such as The Federal Emergency
Management Administration, united States Northern
Command, Department of Homeland Security and Air Force
listen via teleconference. Few questions come during her
10 minutes at the podium.
They can be demanding hours for the soldiers, airmen
and NANA Pacific employees. Teams of about 20 work as
a group, and every six weeks the day shift becomes night
and night shift becomes day. It helps create cohesion
and a team-like atmosphere, according to NANA Pacific
Project Manager Eric Young.
Jackson grew up in Mobile, Ala., but has no intention of going
back. “This is a great opportunity,” she says. “In Mobile there
just aren’t as many jobs or the incentive to grow.” Jackson and
her husband Antonio have two boys, Tyrell, 8, and Marques, 4.
She thinks her job and being in Virginia is better for her
family. It’s “more comfortable,” she says, and she likes Virginia’s
schools. Jackson served a few years in the u.S. Air Force and
sees working for NANA at the NBG JoCC as a way to use her
top-secret security clearance and keep her military ties.
While MacDonald manages the military show, Young
runs things on the NANA Pacific side. Like Jackson,
Young started in the military. He served 22 years in the
Marines, including two tours in Iraq. These days, Young
is a familiar sight at the NGB JoCC, and he pulls
a smile from just about every employee with just a
quick sentence or two. He lost his right arm at the
Jackson “is prompt, professional and diligent,” says Air Force
Colonel Keith MacDonald, who runs the military operations
at the NGB JoCC. Though she works for NANA, Jackson’s
military experience makes her a great fit for this public-private
partnership, he says. “She brings a unique perspective to this job
because she (has) a keen understanding of what is going on.”
“The service we provide gives
decision makers up the chain of
command the information they need
to make decisions that impact the
safety of our citizens.”
—EricYoung,NANAPacificemployee
The NGB JoCC was started in part to help create a better,
more efficient way for the National Guard to serve in crisis,
to know what is happening at the scene of an emergency.
“Hurricane Katrina was a watershed moment that drives
this,” MacDonald says. “We had to get a lot better and we
have gotten a lot better.” MacDonald works with contacts
from each state and territory to see what events are on the
horizon and how his group can assist. Whether it’s a united
Nations summit in New York, a tornado in Nebraska or a G-20
gathering in California, MacDonald supplies people to help.
The situation might require equipment to run the operation
efficiently or emergency response planning and gear, in
case something goes wrong. “If we never go beyond talking
or providing for a state’s needs and the event stays quiet,”
MacDonald says, “that’s a good thing.”
MacDonald works the same shift as the rest of the dayside NGB
JoCC, 6 a.m. to 6 p.m. for four days, followed by four days off.
shoulder helping a friend cut down a tree about a year ago,
but it doesn’t slow him.
“Working that desk, being in that JoCC, has got to be about
understanding how important its mission is, not only for
the Guard but for our nation,” Young says. He’s been with
the company about five years, since NANA Pacific started
working on the National Guard Bureau contract. “The
service we provide gives decision makers up the chain of
command the information they need to make decisions
that impact the safety of our citizens.”
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clockwise from top :
NANA Pacific employee Sherita
Jackson
understands the
importance of her assignment. She sees working for NANA as a way to utilize her
military background and her top-secret security clearance. CharlesFedullophoto
Sherita Jackson and project manager Eric young take a rare break during
their 12-hour shift. Eric, nicknamed “Gunny”, is the interface between the military
and NANA Pacific. If someone calls in sick, Gunny fills in. NationalGuardphotobyStaff
SgtSeanP.McCollum
At the New Life Children’s Home in Port au Prince, Haiti, a Tennessee Guardsman
shares candy with a child on March 12, 2010. The 118th Civil Engineering Squadron
built a medical clinic, cabinets and storage at the orphanage where children injured
by January’s 7.0 magnitude earthquake have been treated. U.S.ArmyphotobySgt.1st
ClassJonSoucy
Near Aberdeen, South Dakota, soldiers of the 139th Brigade Support Battalion,
Detachment 2, Company A and the 740th Transportation Company of the South
Dakota Army National Guard throw sandbags onto to a raft for transport on
March 25, 2010. U.S.ArmyphotobyStaffSgt.TheanneTangen
As Jackson’s 12-hour hitch draws to a close, the hurricane is
heading out to sea and the Boy Scouts from the Jamboree
are on their way home. The border issue is still raging and
will be for some time, and there is always a new emergency
around the corner. But these dedicated soldiers, airmen, civil
servants, and NANA Pacific employees know the value of their
jobs and want to stay part of the team and continue to grow.
Jackson attends school online at Virginia College and hopes
to someday manage a military installation. Like Young,
MacDonald and the rest, she is ready to contribute, ready
to help keep her country safe, whatever new challenges arise. z
L E A R N mO R E
gnanapacific.com
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Caribou Hunting on the Kobuk River
By Emma Snyder
From“PurelyAlaska:AuthenticVoicesfromtheFarNorth
StoriesfromRuralAlaskans,”EditedbySusanB.Andrews&John
Creed.PublishedbyEpicenterPress;reprintedwithpermission.
Caribou hunting is hard work. I try to leave it to the
about, including moose, bears and muskrat. There are also
blueberries, blackberries and cranberries to pick. At this time
of year, the river is usually glassy calm during the daylight.
At night, the moonlight shadows the river with orange and red
experts, such as my husband, Jackson. My son (when he was
young) and I like the easy part of hunting, which is to shoot
the caribou, but not necessarily the butchering part. This may
gross out some people, including animal-lovers, but this is our
way of life in northwest Alaska.
This may gross out some people,
including animal-lovers, but this is our
way of life in northwest Alaska.
We usually travel from Kotzebue up the Kobuk River to go
hunting each year in early September. This is a two- to threeday trip. We usually spend the night with relatives in Kiana, one
of 10 villages surrounding Kotzebue. Kiana is about 60 miles
up the river from Kotzebue.
colors on the water. Farther upriver, tall green spruce trees and
birch trees begin to appear; a change from the treeless arctic
coast. The caribou migrate from the north, passing through the
hills and across the Kobuk River to the area where they mate
and look for food. The caribou’s most important food is moss.
By Labor Day, the leaves on the willows have turned yellow
and orange. The tundra is mostly flat with animals moving
During a successful hunt, we can catch at least five caribou
in one place, such as where a herd crosses the river.
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Emma Snyder works
for NANA in Kotzebue as
a special assistant to the
board of directors.
Subsistence is a central part of the Iñupiaq culture.
Every part of the caribou is utilized. Antlers are used
for tools and knife (ulu) handles. Hides are used
for footwear (kamik). Skins are used for rugs and
bedding. In the old days, Iñupiat made sun goggles
from caribou hooves, with narrow slits cut in them to
look through. Here Levi
Hadley and Jackson
Snyder pause to rest after unloading their harvest.
EmmaSnyderphoto
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This represents a winter’s supply of meat for a whole family.
We wait until the herd has begun to cross in deep enough
water before shooting them in the neck, killing them instantly.
“Son, aim to the neck,” instructs my husband, Jackson.
“Now get that other bull! Hurry!” shouts Mom.
I can’t aim right. Taking off my jacket for a better position,
I try to aim directly for the neck. As the rifles go off with a
loud bang, I understand feeling sorry for hurting the animals,
but I remember the caribou’s fat meat that is so delicious
to eat.
“Okay, now, let’s tie up the horns,” my husband says. “Good
shot, son.”
Our son, Charles, starts to count one, two, three, four.
“How many more are we going to hunt, Dad?” Charles asks.
The caribou are tied by the antlers and dragged to the shore
for butchering. My husband starts to skin the caribou while
my son and I look out for more. With a sharp knife, he starts
on the breast part of the carcass, cutting down to the end of
the stomach. At the same time, he tries not to puncture the
stomach. If he does, the caribou will become messy and hard
to clean.
After that’s done, my husband starts the process of parting
the skin from the stomach area on one side down toward the
rib cage. He then does the same for the other side. After that,
he carefully punctures a hole below the breast big enough
to stick two fingers through and guides the knife all the way
down to the stomach. At this point, the stomach is pulled out
of the rib cage. Then he takes out the heart and liver and the
fat that separates the intestines from the belly, as well as a
few more parts to be cleaned and put aside. The Elders like
to eat certain parts of the caribou as a delicacy, such as the
tongue, which is quite tasty.
Our ancestors have been hunting
and surviving on caribou for centuries.
The stomach area is now ready to be cleaned with water,
and the skin of the caribou is ready to be removed.
The second major step in skinning the caribou involves
cutting the hind legs, from the hoofs up toward the butt area
and then moving over to the front legs to do the same.
The head is either removed at the site or kept on until
reaching home. I would imagine this is no different from
butchering a cow down in the Lower 48. The only difference
is that it’s more likely to be done in a butcher shop there.
After reaching Kotzebue, we all chip in to put away the meat by
cutting it into pieces that fit gallon-size Ziploc bags to be stored
in a freezer for winter use. My husband usually delivers
Iñupiat have hunted caribou for
thousands of years. Parents teach
their children. They also carry on the
important tradition of sharing the
subsistence resources, among the
most significant Iñupiaq values.
above:
Jackson Snyder teaches
Chuck to shoot a mature
his son
bull away from the rest of the herd.
left:
A tarp protects both children
and the caribou harvest. Left to
right: Chuck
Snyder, molly
Sheldon, Jackson Snyder
and George Stalker Jr.
EmmaSnyderphoto
some meat to neighbors and relatives who live in Kotzebue.
Sometimes, we bring a carcass to the store to have the meat cut
up for steaks, stews and ground meat. This way, we don’t need
to spend too much money on chicken and other meat products
over the winter.
Caribou hunting is part of the Iñupiaq livelihood. Our ancestors
have been hunting and surviving on caribou for centuries.
This is one main source of food that we cannot go without.
Our parents taught us how to hunt. My husband and I are
teaching our children to hunt. No matter what anyone says
about our culture, no one can change that. I cannot speak for
other cultures. We all have different ways of living.
I am thankful that I am an Iñupiaq Eskimo. z
EmmaIvaluStalkerSnyder,bornin1958,isanIñupiaqwholivesin
KotzebuebutwasborninNoatakinnorthwestAlaska.Amotherof
fivechildren,EmmahasbeenmarriedtoJacksonSnydersinceAugust
1983.Growingup,shewastheonlygirlamong10brothers.“Igrewup
travelingbydogteamfromdifferentvillagesforsubsistencepurposes,”
sherecalls.“Myfatherwasareindeerherder.”Sheworksasaspecial
assistanttotheboardofdirectorsofNANA.Inrecentyears,Emma
adoptedafosterchildandfinishedathree-yearBibleprogram.
Shealsohastakensocialservicescoursework.
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Caribou & Black Bean Chili
Courtesyof NMS
Ingredients:
2 Tbsp. olive oil
1 red onion
1 green pepper
2-3 cloves garlic
1-1 ½ lbs. ground caribou*
3 tsp. chili powder
½ tsp. paprika
½ tsp. cumin
½ tsp. black pepper
2 cans tomatoes
2 cans tomato sauce
2-3 cans black beans
1 bunch parsley
2 cups water
2 cubes beef base
¼ tsp. salt
*Reindeer,moose,beef
orothergroundmeat
canbesubstituted.
Subsistence
A WAY OF LIFE
Survival of Iñupiat depended, for thousands of years, on the resources
of the land, sea and sky. Elders learned the rhythm of the land, the flow of
the seasons and the best methods of harvesting food. They shared that traditional
knowledge with the next generation.
Directions:
Lazarus Adams of Kivalina holds a trout
1. Heat oil in stock pot over medium-high heat.
Add onion, green pepper, and garlic and stir
well to coat.
(iqalukpik) caught in a seine, a large fishing net.
The seining net has sinkers on one edge and floats
on the other. The ends are pulled together and the
2. Sweat with lid on pot until vegetables are
¾ cooked (approx. 5 minutes). Remove
ingredients from pot and set aside.
fish are brought ashore.
3. using the same pot, brown caribou. Be sure
to break up into small pieces.
4. When ¾ cooked, add chili powder, paprika,
cumin, pepper, and cooked vegetables.
Stir well.
5. Heat until caribou is completely cooked.
Add remaining ingredients and simmer for
at least 30 minutes.
6. Let cool for 10 minutes before serving.
The Iñupiaq word
for Native food
is niqipiaq.
miaann Baldwin
of Kivalina snacks
on a fresh beluga
(sisuaq) flipper.
Kyle Weber of
Buckland offers a
handful of freshly
picked blueberries
(asiaq). Wild blueberries are sweeter
than those grown
commercially. A good
source of vitamin C,
Emma Ramoth gathers stinkweed in Selawik.
Stinkweed, a medicinal plant, is loaded with
blueberries are also
rich in antioxidants.
vitamin C. It is boiled, cooled, and gargled with
to ease sore throats, swallowed in small doses,
and poured over wounds.
Caribou meat is considered healthier and
leaner than beef, but just as versatile.
The meat is seasoned and dried, ground for
Akutuq or “Eskimo ice cream” is made
sausage, cut for steaks and grilled, boiled and
from whipped fat and berries. Here it
eaten with seal oil, or made into stew. Here
Ron Adams, NANA shareholder recruiter,
is spread on a pilot bread cracker.
enjoys the caribou chili prepared by one of
his colleagues. CarolRichardsphoto
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Community, teamwork, vision, Future!
We all Benefit from Shareholder Internships
By Ricki Hisaw
Two NANA shareholders studying engineering
are enrolled in the Alaska Native Science and
Engineering Program (ANSEP) at the University of
Alaska Anchorage. They both worked as interns for
WHPacific, applying their educational studies to realworld challenges.
Stefanie Armstrong is originally from Kotzebue. Her parents
are Paula (Davidovics) Anderson and Rich Anderson. Kimberly
Frey is from Anchorage. Her parents are William Johnson and
Joleen Caspersen. “The two acquired irreplaceable, on-the-job
training from our technical staff, provided excellent service to
our clients, and were 100 percent billable,” said Jay Hermanson,
manager of alternative and renewable energy for WHPacific.
It’s the companies within the NANA
family – such as WHPacific – that provide
valuable on-the-job training, job skills,
and tools for future success through
student internships.
Stefanie and Kimberly are required to complete summer
internships to retain their scholarships through ANSEP and the
Aqqaluk Trust – both organizations supported financially by
NANA Development Corporation. But it’s the companies within
the NANA family – such as WHPacific – that provide valuable
on-the-job training, job skills, and tools for future success
through student internships.
Kimberly, who is studying electrical engineering, spent her
summer in Barrow working in the offices of the North Slope
Borough Public Works under the supervision of WHPacific’s
electrical engineer, John Hallihan. She was responsible for
generating monthly village power plant reports. She also
traveled to surrounding North Slope villages to assist WHPacific
controls engineer Art O’Hair at power plants and water
treatment facilities.
Stefanie, a civil engineering student, spent her summer trekking
around the Alaska tundra investigating NANA lands for areas
with potential mineral content. She arranged air transportation
for the WHPacific team, coordinated materials and supplies,
performed mapping, sampled ground, and plotted GPS points.
Kim Frey and her daughter Kiya in Barrow this past summer.
Kim worked as an intern for WHPacific.
Kimberly and Stefanie are similar in that they both pursued
other employment paths immediately after high school, started
families, and then returned to college.
Kimberly served as an avionics technician for the u.S. Marines.
Working on F-18s, the job took her throughout the u.S., Japan,
Thailand and Australia. Her active service included a seven-month
stint in Iraq at Al Asad Air Force Base. “In Iraq,” she said, “there were
no flush toilets. We worked seven days a week with no days off,
not even holidays. It was extremely hot.”
“I strongly believe everyone should go to college. In the military
you start at the bottom and work your way up. It’s the same way
with education – there are no shortcuts to success.”
After graduating from high school, Stefanie attended uC Berkeley
for a year. Then she and her husband decided to have children,
and moved back to Anchorage to be closer to their families. In
Anchorage, she worked for NANA Shareholder Development
and for the Boys & Girls Clubs of Alaska. Stefanie is now going to
school full-time.
“Combined with the high financial cost of village life and few
available jobs, Alaska Natives can find little in the villages to drive
them to succeed in school,” Stefanie says. “I want to change that
for the hundreds of kids I met while working with the Boys & Girls
Clubs; I want to prove to them that they, too, can finish college
and have successful careers.” z
L E A R N mO R E
gwhpacific.com
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Stefanie Armstrong , a NANA
shareholder studying civil engineering,
assisted WHPacific staff this summer,
surveying in rural Alaska.
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2010 NANA interns included:
tiara thomas, NDC IT;
Stella Adams, NDC IT;
Lindsey Wells, NDC IT;
Emma Adams, NDC IT;
tirrell thomas, NDC communications;
Jacquoi Porter, Qivliq accounting;
Ahpa Porter, Akmaaq accounting;
Joshua Adams, NANA Pacific
human resources; and
michelle Hobbs, NDC accounting.
The interns celebrated the end-of-theseason at a luncheon in August.
Aarigaa* to NANA Summer Interns
It was a successful summer season for the NDC
Shareholder Development College Hire Summer
Internship Program. NANA shareholders held 29 intern
positions with various NANA companies. For 22 students, the
summer experience provided valuable skills directly related to
their education and chosen career paths, while three NANA
shareholders have been offered post-internship employment
positions. That’s success!
Internships with NANA companies WHPacific, Qivliq, NANA
Regional, WHPacific, NANA Development Corporation, NANA
WorleyParsons, DOWL HKM, Akmaaq, and Akima ranged from
a three-week, science-based internship in Kobuk to up to five
months of employment working in human resources. Interns not
only gained valuable knowledge to help them advance in their
chosen career fields, they also were able to earn a wage to help
them pay for college.
In its second year, the College Support Program offered summer
interns weekly gatherings to participate in informational
workshops as well as meet fellow interns. Designed to help
students succeed in post-secondary education, workshops
ranged from applying for scholarships, making the grade,
and being financially smart.
“Our NANA College Support Program has definitely evolved in
its second year. We had a very successful internship program
with a fabulous group of students and more internship
positions at the various NANA companies to offer shareholders,”
said Kristina Siiqsiniq Patrick, shareholder development
manager. “It’s always wonderful to see our shareholders hired on
full-time after the end of the internship season. Congratulations
to all of this summer’s interns and thank you for all of the
hard work.”
What does Kristina hope for next summer’s internship program?
“We’d like to be able to fill more positions with students
studying law, computer science and have more upper-level
engineering students. These were positions we weren’t able
to fill this summer.” z
“Our NANA College Support Program
has definitely evolved in its second year.
We had a very successful internship program
with a fabulous group of students and more
internship positions at the various NANA
companies to offer shareholders.”
—KristinaSiiqsiniqPatrick,
NANAshareholderdevelopmentmanager
*Aarigaa is the Iñupiaq word for success.
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Amoderndayhunterusestoolsandknowledge
fromtodayandyesterdaytoachievesuccess.
Whatsuccessmeansisverypersonal,somodern
dayhuntersarenotallthesame.Modernday
huntersdothebesttheycaninhopesofinspiring
otherstodothesame.
“I worked for Qivliq in Virginia last summer.
I wanted to have the opportunity to go
somewhere different outside of Alaska.
Experience has changed my perception of
the type of job I would like to pursue.”
—NickShellabarger
Alvin morris (right), a shareholder from Noorvik, is pursuing a bachelor’s
degree in computer science at the University of Alaska Anchorage.
Nick Shellabarger (left), a NANA shareholder from Kiana, is pursuing a
bachelor’s degree in computer science at the University of Alaska Fairbanks.
Bill monet (center), president of Qivliq, LLC, hosted Nick and Alvin this summer.
SuCCESS!
“I think about what success means for our people. It means
being able to provide for your family, to feel good about
the work you do and continuing to work hard to achieve
your goals. Working hard to achieve your dreams is part
of our Iñupiat Il.itqusiat and it is a truly inspirational and
motivational experience to witness our shareholders
reaching their dreams every day.”
—KristinaSiiqsiniqPatrick,
NANAshareholderdevelopmentmanager
What it means to be a modern day hunter
“I am a modern day hunter. I strive to keep
traditions going through my generation. I mix
old values with new technology. I accept help
when I need it.”
—MichelleDowney,age17
“I am a modern day hunter. I set my
sights high and follow my goals to see
how far I can fly in the world.”
—StephenHyatt,age13
L EARN mORE
gmoderndayhunter.com
72317_mag.indd 25
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Shareholder Development
& Employment
Employing shareholders is a central goal of NANA
Development Corporation. To assist in this effort, NANA
helping shareholders find gainful employment by working
closely with NANA recruiters and hiring managers.
has three full-time staff in the Shareholder Development
Department dedicated to helping our shareholders succeed
in their educational and career goals.
Shareholder Development works directly with NANA business
units to help create career development opportunities for
shareholders and facilitate internships. Many of NANA’s
companies have shareholder development plans that provide
for development programs such as college summer internships
and longer-term internships.
The Shareholder Development Department offers many
support services, including career counseling, identifying and/
or providing funding for higher education/training, assisting
college students to find internships or summer jobs, and
338 439
Students
Last year James
Scholarships
mills was an intern in
Red Dog Mine’s environmental department.
This year he gained experience working
for Lance
miller, NRC vice president
resources, guiding NANA through
responsible resource development.
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Fritz Westlake graduated from Eastern Oregon University, completing a Business
Administration degree with concentrations in marketing and management.
After graduation, he accepted an internship with Akima in Charlotte, N.C., which turned
into a full-time job as a business development specialist.
After two years at Akima, Fritz took a job with TKC Technology Solutions in Fairfax, Va., as
an assistant project manager. Promoted to project coordinator, he worked on job sites in
the D.C. area, in Maryland and in northern California. A job in Oregon selling non-ferrous
metals for a Chinese company sparked his interest in working at Red Dog Mine.
Now, as Teck’s community relations officer, he participates in all Red Dog Mine’s outreach
programs. Fritz commutes to his job at Red Dog from his home in Oregon on a two-week
on, one-week off schedule.
“After graduation, I was interested in seeing different
parts of the country. With our family of companies,
there are a lot of places that our college students and
graduates could go. That’s a cool part about NANA.”
—FritzWestlake
“My NANA internship helped me shape my thoughts
on a career and see what options lay out there—
especially in the NANA family of companies.”
—TirrellThomas
tirrell thomas (left), a NANA shareholder from Kotzebue studies communication, theatre, and
psychology at Fort Lewis College in Colorado. Last summer Tirrell worked with Charles Fedullo,
NDC public relations director (right). “In the communications and marketing department,”
Tirrell said, “I worked hands-on on projects that involved NANA board members, employees and
shareholders. That’s over 12,000 people in four months!”
72317_mag.indd 27
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mobile mapper
The new technology is enough to make you weak at the knees.
Mobile Mapper
By Ricki Hisaw
By Ricki Hisaw
It’s a common sight on city streets. A group of
workers stands in bright orange vests, a tripod
before them. They scribble on clipboards and fan out to
What Potts saw intrigued him. “Look at this,” Potts said to
Senior Surveyor Wygant. “Do you think it’s possible? Do you
think it could work?” There was one way to find out.
take measurements. It’s surveying, used to fix positions on the
earth in three dimensions. used to establish land boundaries,
create maps and understand the terrain, surveying has been
done for thousands of years. Monuments like Stonehenge
were laid out using pegs and ropes in a primitive form of
geometry. The ancient Romans surveyed their conquered
lands to establish boundaries. It is intricate, time-consuming
work. But NANA subsidiary WHPacific is revolutionizing the
surveying map, so to speak, using the LYNX Mobile Mapper
— technology that gathers 3D information using lasers,
cameras and a GPS, all mounted on a moving vehicle.
In January 2008, Potts and Wygant headed to the Toronto
headquarters of Optech to see for themselves if this new
technology was “the goods.” Potts was the perfect person to
evaluate it. He had 40 years of surveying experience from
Prudhoe Bay to the jungles of Brazil. Wygant, too, was an
ideal choice for the trip. Tenacious, inquisitive and always
open to new ideas, Wygant would ask tough questions.
“It’s a game changer, a data revolution,” said Clay Wygant,
senior surveyor at WHPacific. The technology is “enough to
make you weak in the knees.”
Getting on the Mobile Map
In November 2007, Andy Potts, WHPacific survey business line
manager, was in his office flipping through a trade magazine.
An advertisement for High Resolution Mobile LiDAR caught
his eye. LiDAR (Light Detection and Ranging) describes
pulsed laser data, technology that measures distance at the
speed of light. Since the speed of light is known, the time it
takes for a laser to travel to an object can be mapped and
measured. This technology creates exciting possibilities, new
ways of collecting accurate, detailed special measurements,
faster than ever.
What they saw in Toronto impressed the men. “I told Andy
I could make it work, and he believed me!” Wygant said.
“Now it was show time.”
LYNX Mobile Mapper —
gathers 3D information using
lasers, cameras and a GPS, all
mounted on a moving vehicle.
Potts and Wygant described their vision and defined the
direction to WHPacific management and the NANA board.
With funding secured, WHPacific purchased the first Optech
LYNX Mobile Mapper sold in the united States and just the
fourth of its kind in the world.
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Welcome
to the
Revolution
WE’VE COME A LONG WAY SINCE THE
ANCIENT ROMANS SURVEYED CONQUERED
LANDS TO ESTABLISH BOUNDARIES.
Welcome to the Revolution
LiDAR, the technology used by the LYNX, began as a research
project more than 40 years ago. Commercial applications
began about 20 years ago, but uses of the technology have
been limited, Wygant said. until now. Previously, LiDAR was
most often associated with aircraft-based mapping of large
areas, such as oil exploration surveys, power line planning,
flood risk mapping, and more. In 2008, Optech, the company
that manufactures the LYNX, won a contract with NASA to
put a LiDAR system on the Mars Phoenix Lander to measure
particulate matter in the Martian atmosphere. Whether in
outer space or on the interstate, the projects require immense
planning, resources and staffing.
The LYNX changes all that. As a vehicle-mounted system with
newly designed components and software, the LYNX doesn’t
need a pilot or a plane. “It is an evolutionary leap in data
collection,” Wygant said.
With the LYNX system, WHPacific’s mobile mapping crews can
drive an interstate highway, rural dirt road, railroad, or on the
shoreline of a river or lake. Along the way, they collect threedimensional information for design engineers and planners
while moving at five to 60 miles per hour. The LYNX captures
trees, bridges, streetlights — virtually anything visible to the
eye — in 3D. The mobile mapper can cover up to 50 miles
in a single day, gathering volumes of quality data to be
processed later and used in a wide range of applications.
LiDAR technology offers many advantages over traditional
surveying methods: higher accuracy, rapid information
collection and processing and data collection in almost
unlimited environmental conditions.
“With a three-dimensional dataset you can tackle large
questions and arrive at accurate solutions,” Wygant said.
“Whether it’s security-related (100 percent visibility and
coverage for camera positioning in an urban setting) or
environmental, utility regulation or safely and accurately
mapping a 14-lane interstate in downtown Los Angeles, we’ve
strived to push our way into non-traditional survey markets
for this groundbreaking technology.”
WHPacific’s mobile mapping team has used the LYNX to
survey endangered species’ environments, interstates, and
rail corridors, even San Francisco’s Golden Gate Bridge.
“It’s an evolutionary leap
in data collection.”
—ClayWygant
opposite:
WHPacific purchased the first LYNX
Mobile Mapper sold in the United States.
Its revolutionary sensor technology is
demonstrated in this intersection detail
for Battlespace Environment Laboratory at
Kirtland Air Force Base in New Mexico.
above:
The device’s rigidly mounted platform is
adapted for the Polaris Ranger ATV. WHPacific
uses this rugged rig to survey and map road
design projects in the Navajo Nation including
Arizona and New Mexico.
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Senior Surveyor
Clay Wygant,
nicknamed the “The Scan Man”, is
known for his fierce determination.
He and Andy
Potts, WHPacific’s
survey director, convinced their board
of directors that investing in this new
technology could provide critical
advantages on large-scale projects.
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WHPacific uses the Mobile Mapper to accurately survey challenging
terrain like Hell’s Canyon of the Snake River in Idaho for the Idaho
Power Company. ClayWygantphoto
Game Changers
The introduction of such a revolutionary technology is
not without its challenges.
“Our roles are changing — what type of work we can do,
how much, what markets we review as potentials, where
people are needed, what type of people are needed,”
Wygant said.
Systems like the LYNX Mobile Mapper have been called
“disruptive technology.” It will, over time, profoundly
change the remote sensing profession and industry,
Wygant said. But with the risks associated with change
comes the possibility of enormous rewards.
“It’s a limited field, risk takers in management,” Wygant
said. “So you need to expand your pool.”
To that end, the team has involved people such as
Stan Fleming, senior vice president of business
development at NANA. In Fleming’s “Force Multiplier”
meetings, leaders from across the NANA family of
companies discuss business opportunities, including
innovative applications for the LYNX system.
“The pursuit and the inevitable success of this program
is an opportunity to achieve excellence, and for that you
have to bring your ‘A’ game,” Wyant said.
“Some never have this type of opportunity, this much
backing, this much leeway to succeed. I count myself
extremely fortunate to work for such a company, with
such people as we have at WHPacific, NANA and her
subsidiaries.” z
Scanning Devils Hole in Nevada’s Mojave Desert for the Fish & Wildlife Service.
This is the only natural habitat for the inch-long, iridescent blue Devils Hole
pupfish, an endangered species. ClayWygantphoto
L E A RN mO RE
gwhpacific.com
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A Walk with John Rense
By Robin Kornfield
do a lot more business if we took on partners. When I
joined, Red Dog was just a dream— lying undeveloped
under the Arctic tundra, there were no permits and no
funding yet.
What has stayed the same?
We were committed to clients then, and we’re committed
now. That’s why we still have many of the oil industry clients
35 years after they hired us in the mid-1970s. It is the same
with partners; even though we generally do business on our
own now, we have many relationships that go back decades.
I’m pleased that the commitment to serve our owners
and other stakeholders hasn’t wavered. NANA hires more
shareholders than any comparable corporation, and delivers
many other benefits to its owners including dividends and
steadfast protection of traditional lands and subsistence.
What were the biggest challenges in the early years?
We were very lean in specialized personnel, so most of us
did multiple jobs. I recall coming on to NANA to focus on
Red Dog, and almost the first day I was asked if I could help
manage the land department and other activities too.
When
John Rense joined NANA, Red Dog Mine was just a
dream. In 1995, Red Dog became the world’s largest producer
of zinc concentrate. By 1997, when this photo was taken, it had
become a way of life for many of our shareholders.
25 years at NANA
“I see NANA as having learned
today to follow opportunity
wherever it may be found.”
John, how long have you worked for NANA?
Since January 1985—25 years. Most of the time I worked for
NRC and NDC, but along the way I also worked directly with
NMS, NANA Pacific and WHPacific.
In your time, NANA has grown from a company that
employed 1,100 people and earned $60 million. Today we
employ around 10,000 people and earn $1.5 billion.
What was NANA like when you first arrived?
When I joined, most of the leaders were still founders of the
corporation. Joint ventures were our primary means of doing
business, because we had small cash flows then and we could
What were some major milestones during your
tenure at NANA?
The ’80s were significant years. The Red Dog feasibility
study had to be completed. We removed the Red Dog lands
from the North Slope Borough and formed the Northwest
Arctic Borough. We had to gain access through a National
Monument. We had to find a mechanism for the State to help
fund the necessary transportation infrastructure. We looked
to the Alaska Industrial Development and Export Authority,
an agency whose role is to promote, develop and advance
economic growth and diversification in Alaska. They still take
an active role by providing various means of financing and
investment for projects in our state.
Other milestones included the completion of NANA’s land
selections— well over 2 million acres, critical work that
took almost 40 years going all the way back to 1971.
I recall having to assist with a series of difficult economic
decisions—to close businesses that were struggling
financially, for instance reindeer, fishing, and Jade Mountain
products. In the 1990s we adjusted the strategy to focus on
growth and diversification, and NDC became a much more
active subsidiary of NANA.
I see NANA as having learned today to follow opportunity
wherever it may be found. This has led us into 50 states and
several countries already.
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11/16/10 9:08 AM
Stories told around the “NANA campfire” attribute
the decision to add a hotel line to you. How were
the hotel development decisions made, and why
are they important?
No one leads alone. When I became COO in 1995, I saw that
our venture with Marriott Corporate Services had never
included a discussion of the hotel side of their business.
Some critical knowledge came from Deb Billingsley, who
one November day was struggling to find lodging for our
board. There were no hotel rooms available in Anchorage,
even in winter. “Does this happen often?” I asked. “Yes,” she
said. I contacted Marriott Hotels and asked them to come
in and do a site assessment and that led to the Courtyard
Hotel. It is a lesson – leadership is about eyes and ears, not
your mouth; you might talk your way to the top, but then
you’re paid to listen.
The company has always focused on jobs for
shareholders. Why is this important at NANA?
Most conventional corporations don’t hire their
shareholders, but it is critical for NANA. The federal law that
established NANA lays out the select purpose of serving
the economic well-being of the people who are our owners.
It was never just about cash; it was a much broader concept.
It is about preserving and enhancing subsistence, the
harvesting of food and other traditional uses of the land. It is
about training and development and self esteem. NANA is a
foundation for its people, not just a business corporation.
What do NANA’s core values of honesty, integrity,
commitment, dignity, and respect mean when it comes
to doing business?
Corporations are human. There will be flawed individuals,
decisions and breaches of values. However, when a
corporation says it has values, it means that you can take
issues to its leaders on the basis of those values and they
will strive to make decisions based on those values. It
doesn’t mean we are a company of saints, and no one can
be there when every single action occurs in NANA. But
when you come to me or another member of the senior
leadership team you should count on a conversation that
will honor and respect and attempt to uphold the values of
the company.
In addition to your former COO role at NDC, you have
led NANA Pacific, NMS and WHPacific. What did you
learn while working on the operating side of these
companies?
Working within the different companies confirms the critical
relationships between the business units and their clients,
and how important it is that NDC respect those relationships
John Rense created a successful leadership program that helped
prepare shareholders and others for management positions both within
and outside NANA. This 2002 leadership class boasts some current
NANA and subsidiary employees. valerie
Clewis is an IT applications
Adams is finishing her paralegal training.
Dawn Kimberlin earned her MBA and is currently the director
of marketing for the NMS lodging division. Rose Barr is the resource
manager for NRC. Shareholder Jack zayon also earned his MBA and
analyst. Linda
is currently a management consultant.
in the way it administers the business. Our greatest value
comes from the clients and customers within the network
of NANA operations. Without them we do not have the
resources to fulfill NANA’s mission.
You have introduced leadership programs in several
parts of NANA. Why do you do this?
Growing leadership is one of the best ways to do something
today that will enhance the future for a long time to come.
There is a general shortage of leaders in this world. Instead
of waiting for some miracle to change that, we can help
NANA and each other by developing leadership and
management skills and character.
Our company is about people—whether they work
at the headquarters in Anchorage, on a base in Florida,
or in an engineering company in Albuquerque.
Which people stand out in your memory during
your time at NANA?
My time at NANA has been an incredible journey filled with
wonderful individuals and teams along the way. But as an
example, Walter Sampson, the vice president of lands for
NRC, oriented me to the NANA region as we managed a
critical land base and worked to make the Red Dog Mine
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11/16/10 9:08 AM
“My time at NANA has been an incredible
journey filled with wonderful individuals
and teams along the way.”
— John Rense
Bring your walking shoes when you meet with John
Rense. John takes to the trail to discuss strategy with Ashish Advani, executive director of business
operations for NDC. CarolRichardsphoto
a reality. He was my first regional mentor and still works for
NANA today. He helped me understand the link between the
land and traditional way of life and the infrastructure needs in
the NANA region. We visited every air strip, every gravel pit. I
gained a lot of knowledge from him. Walter and many others
have helped me think, listen and communicate better.
What I have found is that people have some things in
common — people want to have some independence in the
way they approach life and work, they want to be recognized
and respected for what they do and they want to be able to
grow on a personal level in their capacity. I’ve met lots of great
people and have taken a little benefit away from them all,
a lifetime of gifts. I am thankful. z
JohnRenseisthesectorleaderofengineering,constructionandreal
estateforNANADevelopmentCorporation.Inthatcapacityheis
responsiblefortheorganization,strategyandimprovedperformance
ofthesesectors.Thisrepresents$300millioninrevenueforNANA,
from12differentsubsidiarybusinesses.
L EARN mORE
gnana-dev.com
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Last Glance: Lester Hadley, Sr.
Lester Hadley, Sr., one of two NANA Regional
Corporation, Inc. board members from
Buckland, passed away peacefully in his
home on June 21, 2010. Lester served NANA
as a board member since 1986.
“Are we moving fast enough? We’re all
over the Unites States and even all over
the world. Can we go to Mars?”
– Lester, Hadley, Sr.
“Lester lived a life of service to his people,”
said Donald G. Sheldon, NANA’s board chair.
“As a member of the NANA board, he worked
tirelessly to create a better tomorrow for
future generations of NANA shareholders.
His leadership, his thoughtful comments, his
laughter, and his smile will be greatly missed.
This is a great loss for us all.”
Lester successfully provided for
his family, both traditionally and as
a modern day hunter.
Lester and his wife Grace raised their children
in Buckland, following Iñupiaq values. He
loved living a subsistence lifestyle, yet at the
same time was completely comfortable in
the business world and in his interaction with
other cultures.
Lester was optimistic, kind and generous,
always encouraging and acknowledging
the efforts of others, never seeking personal
recognition, yet his contributions were
significant. The outpouring of love and
respect throughout the state and from
employees of all NANA companies indicates
a deep appreciation for his compassion,
enthusiasm and energy.
We dedicated a Web site to celebrating Lester’s life,
and the legacy he created.
gnana-dev.com/lester/
Lester Hadley, Sr. served as a board member since 1986
for NANA Regional Corporation. He also served on the NDC
board and the boards of several NDC subsidiaries.
Director, NANA Regional Corporation, Inc. (1986-2010)
Vice Chairman, NANA Development Corporation (1999-2010)
Chairman, Qivliq, LLC
Chairman, DOWL HKM, LLC
Chairman, NANA Oilfield Services, Inc.
Vice-Chair, NANA Construction, LLC
Serving as a director for Pegasus Aircraft Maintenance,
Lester was eager to learn about the full gamut of services
Secretary-Treasurer, WHPacific, Inc.
from aircraft maintenance to state-of-the-art deicing and
anti-icing to ground support.
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1001 East Benson Blvd.
Anchorage, AK 99508
20
Subsistence
31
A Walk with John Rense
25
7
Our NANA Family
Shareholder Development
& Employment
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