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NANAtkut Crisis Controllers Keeping America Safe

Caribou Hunting On the Kobuk River

Mobile Mapper Welcome to the Revolution

Dwight Outwater Going the Distance


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27 17


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

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Welcome NANAtkut is a new magazine about what makes NANA Development Corporation great – our people, the services we provide and the clients we serve.




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.

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*NANAtkut – The family of NANA

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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



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.


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

Robin Kornfield Vice President, Communications & Marketing NANA Development Corporation


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11/16/10 9:06 AM LEARN mORE NDC E-News Bulletin

Native 8(a) Works

New NullaÄĄvik Hotel

NANA business links Engineering & Construction

NANA by the Numbers – 2009

Resource Development


$500M Payroll

Afghanistan Kuwait Iraq

Red Dog Mine Selawik, AK Fairbanks, AK Prudhoe Bay, AK

NANA Regional Corp Kotzebue, AK




Juneau, AK Spokane, WA Boise, ID Malmstrom AFB, MT Billings, MT

Portland, OR



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 Lexington, KY Charlotte, NC St. Louis, MO Nashville, TN Charleston, SC

Patrick AFB, FL Miami, FL Panama City, FL

Dallas, TX Ft. Hood AB, TX San Antonio, TX

Facilities Management & Logistics

Pittsburgh, PA Indianapolis, IN

USMC Kaneohe Bay, HI Honolulu, HI


NANA Development Corp Anchorage, AK

Seattle, WA

Information Technology & Telecommunications

Social & Cultural

South Korea



Shareholder Wages




Virgin Islands San Juan, Puerto Rico

Baton Rouge, LA




Project Locations Antarctica


Real Estate & Hotel Development

Shareholder Dividend, Per Share 4

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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. AP photo



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?


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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


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.


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.


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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 I単upiaq 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 I単upiaq 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


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Engineering & Construction

Facilities Management & Logistics


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


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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. 10

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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.” — Dwight Outwater, NOSI Manager

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


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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.” — Sherita Jackson, NANA Pacific employee

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. Charles Fedullo photo

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.” — Eric Young, NANA Pacific employee 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


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. Charles Fedullo photo

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. National Guard photo by Staff Sgt Sean P. 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. Army photo by Sgt. 1st Class Jon Soucy

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. Army photo by Staff Sgt. Theanne Tangen

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

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Caribou Hunting on the Kobuk River By Emma Snyder From “Purely Alaska: Authentic Voices from the Far North Stories from Rural Alaskans,” Edited by Susan B. Andrews & John Creed. Published by Epicenter Press; reprinted with permission.

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 I単upiaq 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, I単upiat 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.

Emma Snyder photo


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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. Emma Snyder photo

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

Emma Ivalu Stalker Snyder, born in 1958, is an Iñupiaq who lives in Kotzebue but was born in Noatak in northwest Alaska. A mother of five children, Emma has been married to Jackson Snyder since August 1983. Growing up, she was the only girl among 10 brothers. “I grew up traveling by dog team from different villages for subsistence purposes,” she recalls. “My father was a reindeer herder.” She works as a special assistant to the board of directors of NANA. In recent years, Emma adopted a foster child and finished a three-year Bible program. She also has taken social services coursework.


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Caribou & Black Bean Chili Courtesy of 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 or other ground meat can be substituted.

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.


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. Carol Richards photo


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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


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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.” — Kristina Siiqsiniq Patrick , NANA shareholder development manager

*Aarigaa is the Iñupiaq word for success.


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A modern day hunter uses tools and knowledge from today and yesterday to achieve success. What success means is very personal, so modern day hunters are not all the same. Modern day hunters do the best they can in hopes of inspiring others to do the same.

“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.” — Nick Shellabarger

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.” — Kristina Siiqsiniq Patrick , NANA shareholder development manager

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.” — Michelle Downey, age 17

“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.” — Stephen Hyatt, age 13

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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


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.” — Fritz Westlake

“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.” — Tirrell Thomas

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!”

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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 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.” — Clay Wygant


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. Clay Wygant photo

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. Clay Wygant photo



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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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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 32

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“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. Carol Richards photo

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

John Rense is the sector leader of engineering, construction and real estate for NANA Development Corporation. In that capacity he is responsible for the organization, strategy and improved performance of these sectors. This represents $300 million in revenue for NANA, from 12 different subsidiary businesses.


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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. 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




A Walk with John Rense



Our NANA Family

Shareholder Development & Employment

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NANAtkut Winter 2010  

NANA Development Corporation employee magazine. First edition.

NANAtkut Winter 2010  

NANA Development Corporation employee magazine. First edition.