DEPLOYMENT COMPLETION REPORTPUERTO RICO

AUGUST 1999 – MARCH 2000

3100 S3/ From: Commanding Officer, U.S. Naval Mobile Construction Battalion FOUR Subj: SUBMISSION OF DEPLOYMENT COMPLETION REPORT Ref: (a) COMSECONDNCB/COMTHIRDNCBINST 3121.1A (draft) (b) COM TWO TWO NCR OPERATIONS ORDER 03-99 Encl: (1) NMCB FOUR Deployment Completion Report 1. Enclosure (1) is forwarded in accordance with reference (a). 2. Per reference (b), NMCB FOUR deployed to Roosevelt Roads, Puerto Rico from 2 August 1999 to 16 March 2000, with details deployed to Andros, Bahamas; Guantanamo Bay, Cuba; Jacksonville, Florida; Norfolk, Virginia; Sabana Seca, Puerto Rico; and Vieques, Puerto Rico. NMCB FOUR also deployed six Deployments for Training (DFTs) to Haiti; Keflavik, Iceland; Earle, NJ; Ecuador, Eleuthera Island in the Bahamas; and a DFT with a classified mission designated as CHARLIE MIKE. J. W. COWELL, JR. Distribution: CNO (N44) COMNAVFACENGCOM (FAC-SEABEE) COMTHIRDNCB (N3) COMSECONDNCB (N3) COM THREE ONE NCR COMNAVSCOLCEOFF NMCB FIVE NMCB SEVENTY FOUR

TABLE OF CONTENTS

CHAPTER TITLE PAGE I Executive Summary..................................................................................................1-2 II Administrative ..........................................................................................................3-4 III Training/Armory/Communications .............................................................................5 IV Operations....................................................................................................................6 Safety....................................................................................................................6 Main Body............................................................................................................7 Project Summaries....................................................................................8-18 CO Discretionary Projects...........................................................................19 Camp Maintenance......................................................................................20 Labor Distribution .......................................................................................21 Detail Andros .....................................................................................................22 Project Summaries..................................................................................23-27 OIC Discretionary Projects/ Camp Maintenance ...................................28-29 Labor Distribution .......................................................................................30 Detail Guantanamo Bay .....................................................................................31 Project Summaries..................................................................................32-36 OIC Discretionary Projects/Camp Maintenance ....................................37-38 Labor Distribution .......................................................................................39 Detail Jacksonville..............................................................................................40 Project Summaries..................................................................................41-42 OIC Discretionary Projects/Camp Maintenance .........................................43 Labor Distribution .......................................................................................44 Detail Norfolk.....................................................................................................45 Project Summaries..................................................................................46-50 OIC Discretionary Projects/Camp Maintenance ....................................51-52 Labor Distribution .......................................................................................53 Detail Sabana Seca .............................................................................................54 Project Summaries..................................................................................55-56 Labor Distribution .......................................................................................57 Detail Vieques ....................................................................................................58 Project Summaries..................................................................................59-60 OIC Discretionary Projects/Camp Maintenance ....................................61-62 Labor Distribution .......................................................................................63 NMCB FOUR DFTs............................................................................................... DFT Haiti ...............................................................................................64-67 DFT Keflavik .........................................................................................68-72 Additional DFTs..........................................................................................73 DFT Earle....................................................................................................74 DFT Bahamas..............................................................................................75 DFT Ecuador ...............................................................................................76 V Supply/Logistics/Equipment.................................................................................77-80 APPENDIX I Lessons Learned ........................................................................................................81 Training/Armory/Communications ...............................................................82-83 Supply/Logistics/Equipment .........................................................................83-84 Alfa Company ...............................................................................................84-86 Detail Andros ................................................................................................86-87 Detail Guantanamo Bay ................................................................................87-88 Detail Jacksonville..............................................................................................88 Detail Norfolk................................................................................................89-90

i

Detail Sabana Seca .............................................................................................90 Detail Vieques ....................................................................................................91 DFT Haiti ......................................................................................................91-93 DFT Keflavik .....................................................................................................93 DFT Ecuador ......................................................................................................93 DFT Bahamas.....................................................................................................94 DFT Earle ...........................................................................................................94

ii

CHAPTER ONE

EXECUTIVE SUMMARY ADMINISTRATIVE:

The Administrative and Special Staff provided exceptional support to the Battalion during the 1999-2000 Caribbean Deployment. While tracking and taking care of over 600 personnel, we assisted in a host of personnel management, retention, public affairs, medical and dental, Seabee Combat Warfare attainment, educational services, Morale Welfare and Recreation, embark, discipline, and drug and alcohol abuse prevention areas. These departments provided mission support to the main body, six details, and six Deployments for Training throughout the Atlantic and Caribbean Operating Area. Wide arrays of Battalion operations were significantly enhanced through the diligent efforts of the Administrative and Special Staff personnel. TRAINING/READINESS

The Battalion performed over 2,800 mandays of physical, tactical, and general military training. The military training was based on practical application of Seabee Combat Warfare (SCW) skills. The curriculum consisted of defense, land navigation, convoys, patrolling, CBR/first aid, communications, and weapons. Lead instructors were subject matter experts or SCW qualified personnel from within the battalion. These instructors organized and led a staff to execute the training for each of the seven topics. By the end of deployment, 161 members of the Battalion completed the necessary requirements and were awarded their SCW qualification.

Near the end of the deployment, the Battalion conducted a graded Battle Skills Demonstration to evaluate the effectiveness of the training program, as well as, ability of the individual Seabees to perform various combat skills. The results of the test will be used to tailor homeport military training. Additionally, Five Command Post Exercises were executed during deployment along with an Embark/Mount Out Control Center drill and a Mass Casualty drill.

In addition to in-house training, the Battalion sent 14 personnel to Leadership Continuum Mobile Training

Team classes offered at Naval Station Roosevelt Roads. All members successfully completed the training in order to be promoted to First Class Petty Officer. OPERATIONS

NMCB FOUR completed over 33,000 mandays of quality construction and repair projects for customers throughout the Atlantic during the 1999-2000 Caribbean deployment. The Battalion was spread from the Arctic Circle to the Southern Caribbean at the main body site, six Detail sites, and six DFT sites. Operational highlights at the Puerto Rico main body site included renovation projects for many customers throughout Naval Station Roosevelt Roads. Living and working quality of life conditions were improved by upgrading existing facilities with major renovations at the Marina Shower/Bathroom facility, Housing Warehouse, and Bundy Barracks. The Battalion also undertook several new construction projects including the construction of a helicopter maintenance facility for Special Operations Command South (SOCSOUTH) and a new facility for the Navy Exchange complex. Construction on the Detail sites was superb, as well. Details completed construction and repair projects at Pier “V”, the Post Office, and Downtown Lyceum restrooms at Guantanamo Bay; completed a fire station addition and quarry operations at Vieques; roofing replacements, restroom renovations, blast wall repairs, and extensive facilities improvements at Norfolk; BQ renovations at Andros; pavement repair and restroom renovations at Jacksonville; and a recycling facility and mechanic shop addition at Sabana Seca. All are excellent examples of the high caliber construction executed by the Seabees of NMCB FOUR. Additionally, the Battalion’s DFTs improved operational capability and quality of life by building refueling shelters in Keflavik, Iceland, completing a CNO initiative to improve quality of life for sailors at Earle, New Jersey, and drilling water wells and constructing two elementary schoolhouses in Haiti. In addition to the DFTs, five Seabees were assigned to the U.S. Support Group Haiti to provide engineering and facilities maintenance assistance. NMCB FOUR also sent out two DFTs to the Bahamas and Equador in support of the SEALs of Special Warfare Unit FOUR, continuing the excellent reputation of the Seabees “CAN DO” spirit.

1

As the Caribbean Alert Battalion, NMCB FOUR twice geared up to respond to contingencies. Task tailored teams were organized to assist the US Marshalls, the Federal Bureau of Investigations (FBI), and Naval Security personnel in the removal of protestors from the Navy bombing range on Vieques and to provide disaster relief from massive landslides that devastated towns and coastal roads in Venezuela. The Seabees from FOUR were ready and willing to respond to the call for contingency construction throughout the entire Area of Operations. SUPPLY/EQUIPMENT The 1999-2000 Caribbean Deployment was extremely successful for the Supply Department. Supply maintained a high tempo of operations and sky high enthusiasm throughout the deployment. Wall-to-wall inventories were completed in Automotive Repair Parts (ARP), Table of Allowance (TOA) (tent camp and tools), and 782 Gear, drastically improving inventory validates in all the outlets. The ARP staff reengineered the parts procurement process, reducing DTO parts issue time to an average of 15 minutes and reducing NORS turnaround time to five days. The TOA tent camp was inventoried, tested, and weighed and marked. The CTR staff inventoried, tested and cleaned, and weighed and marked all the tool kits. Over 300 boxes were built to exacting specifications for the organic tool kits. The TOA tent camp and tool kit projects involved an enormous amount of work and dramatically improved the readiness of the TOA. The 2nd Brigade Logistics Management Assessment Team was full of praise for all facets of the supply operation during a grueling five-day inspection. Especially noteworthy were the tremendous improvements made in the galley. Inventory validities were rock solid and the enthusiasm of the supply staff greatly impressed the inspectors. NMCB Four Supply; here to serve, here to help.

2

CHAPTER TWO

ADMINISTRATION

ADVANCEMENTS

E4 E5 E6 Total Time in Rate Eligible 94 147 52 293 Completed Prerequisite 94 145 52 291 Participated 88 142 49 279

RETENTION

Eligible Not Eligible Re Enlisted 1st Term 50 19 28 2nd Term 10 3 8 Career 19 1 19

MEDICAL:

The Battalion Medical Department provided quality and compassionate medical support and consultation to the main body, details, and DFTs throughout the deployment. Medical support for over 600 Seabees was provided by the Battalion Medical Department, which is made up of one Medical Officer, one HMC, three HM1s, two HM2s, two HM3s and one HN. One First Class Corpsman, certified as an Independent Duty Corpsman (IDC), deployed with DFT Haiti to provide medical support to both Seabees and indigent locals through Humanitarian Assist visits made possible by the U.S. Support Group Atlantic.

Readiness made great strides this deployment in the areas of TOA, vaccinations/testing, training, and patient care. Ensuring the Battalion’s readiness and good health, the Medical Department conducted sick call visits, administered 1,318 vaccinations/PPDs, performed 108 five year physical exams and verified 480 records. A total of 1,871 days of light duty, 154 days of SIQ, and 141 consultations were processed. Sixteen personnel were admitted to Naval Hospital Roosevelt Roads (NHRR). SORTS requirement categories of readiness were maintained at an average 98%.

TOA Readiness was vastly improved with the delivery and assembly of the Core I TOA medical supplies and equipment. Over the course of the deployment, 95% of the inventory arrived, was inventoried, and outpacked by an HM2 in over 1,000 man-hours of work. The pharmacy items were dated, labeled, and placed within the clinic. An instruction/SOP was also developed to manage this material. The Medical Department further contributed to the Battalion’s readiness with 4,600 man-hours of medical training that including First Aid, INDOC, HIV/AIDS/ STDs (fulfilling the annual requirement), and CPR. In addition, a very successful Mass Casualty Drill was carried out in February. Fifteen casualties were moulaged (with help from Disney trained personnel at NHRR) with injuries that ranged from amputations to burns to impalement. The VC-8 helicopter squadron carried patients from the accident scene to the hospital, and the drill ended with NHRR triaging patients to their door. This was the most involved and realistic training provided to NMCB FOUR Medical staff and the Battalion in recent years. Further training received by the medical staff included an Independent Duty Corpsman and Preventative Medicine Technician (IDC/PMT) conference attended by all of the IDCs and PMTs respectively, 100% of corpsmen qualified as Emergency Medical Technicians (EMTs), one person CPR Instructor qualified, and one person Advance Cardi Life Support (ACLS) qualified. Further contributions to the Battalion readiness included 50% of the staff receiving SCWS qualification (with the other 20% making significant progress). In addition, 100% of the Department attained OUTSTANDING on the December 1999 PRT.

The Medical Department also helped coordinate community projects including a very successful Blood Drive, which collected 80 pints of blood, and relieved NHRR of a critical post-hurricane blood shortage. The

3

Medical Officer provided 156 hours Emergency Room coverage at NHRR, and was the senior Medical Officer for the Island of Vieques during Hurricanes Floyd and Jose. DENTAL:

The Dental Department, consisting of one Dental Officer, a DT2 and a DT3, was responsible for the Battalion exceeding the Navy’s dental readiness goal of 95%. During the deployment, the Dental Department exceeded expectations by maintaining battalion dental readiness at 99% or above. This was achieved through careful pre-deployment planning efforts where Class III patients were seen and completed. Detail personnel were deployed at 100% dental readiness, and main body personnel were projected out by one month in scheduling their annual dental exam. The Dental Department was also responsible for maintaining an accurate database recall system known as the Dental Management Information System (DENMIS), and ensuring all reporting and departing personnel were accounted for within DENMIS. Patient reports were generated for all main body personnel identifying those individuals requiring their annual dental exam. By projecting appointment requirements ahead one month, excellent dental readiness was maintained.

The Dental Department treated over 400 main body personnel, providing over 3,000 dental procedures

throughout the deployment, including over 250 annual exams. The Dental Department established a good rapport with Naval Station Roosevelt Roads Branch Dental Clinic (NSRRBDC) and Naval Hospital Roosevelt Roads dental departments for more complex treatment in the areas of oral surgery, periodontics, endodontics, and prosthetics. On Thursdays, the dental departments met for continuing dental training at NSRRBDC. The Dental Officer stood duty with the dental staff at NSRRBDC, providing support to the base for after hours emergencies. The dental technicians stood duty in rotation with the medical personnel as duty corpsmen. During Mass Casualty training exercise, the Dental Department assisted medical personnel in the treatment of simulated battle wounds, ranging from minor burns to "expectant" casualties. The Dental Officer provided triage support during the exercises.

A Memorandum of Understanding (MOU) was established for receipt of supplies and equipment

maintenance through the Naval Dental Center Jacksonville, via the local branch dental clinic (NSRRBDC). This ensured an adequate availability of dental supplies and equipment for the Battalion. Requests for dental funds were submitted to the Second Naval Construction Brigade for approval. The NSRRBDC also agreed to add Camp Moscrip’s dental equipment to their preventive maintenance (PM) registry system, and handle all minor repairs. This MOU should be monitored by each battalion, and will be coordinated through 2nd NCB. Finally, the dental technicians completed an overall dental equipment inventory ensuring 100% accountability.

4

CHAPTER THREE

TRAINING/ARMORY/COMM

SCW QUALIFICATION REPORT

Assigned Previously Qualified

Qualified On Deployment

Total Qualified @ End of Deployment

E1-E6 568 36 146 178

E7-E9 40 26 5 31

O1-O5 21 7 10 14 Total 629 69 161 223

Note: Previously Qualified and Qualified on Deployment do not sum to Total Qualified due to transfer of qualified personnel during deployment.

M-16 QUALIFICATION

Assigned Previously Qualified

Qualified On Deployment

Total Qualified @ End of Deployment

E1-E6 573 496 143 144

E7-E9 41 43 20 13

O1-O5 21 15 7 7 Total 635 554 170 164

Note: Previously Qualified and Qualified on Deployment do not sum to Total Qualified since qualifications earned prior to deployment expire upon redeployment to homeport.

9MM QUALIFICATION

Assigned Previously Qualified

Qualified On Deployment

Total Qualified @ End of Deployment

E1-E6 573 254 71 71

E7-E9 41 48 13 13

O1-O5 21 17 9 9 Total 635 319 93 93

Note: Previously Qualified and Qualified on Deployment do not sum to Total Qualified since qualifications earned prior to deployment expire upon redeployment to homeport.

5

CHAPTER FOUR

OPERATIONS 1. SAFETY

SAFETY SUMMARY

Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Jan 00 Feb00 Total Fatalities 0 0 0 0 0 0 0 0 # Lost Work Days # Lost Day Cases # Light Duty Days # Light Duty Cases # First Aid Mishaps #Govt Vehicle Mishaps

0 0

139 8 4 3

1 1

64 8

14 6

3 3

149 13 7 2

0 0

134 14 11 6

0 0

121 11 3 0

2 2

155 14 5 2

0 0

151 17 8 0

6 6

913 85 52 19

Total Number Mishaps 16 30 25 32 15 25 25 168 Govt Vehicle Repair Costs $148 $1,170 0 $4,600 0 $50 0 $5,968 Govt Vehicle Miles Driven 30,055 35,213 28,709 39,336 48,268 49,103 39,201 268,885

ON-DUTY MISHAPS

Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Jan 00 Feb00 Total First Aid Mishaps 2 12 7 9 1 3 6 40 Cases Light Duty 5 4 5 5 7 8 9 43 Light Duty Days 47 38 64 35 79 73 51 387 Cases Lost Work Days 0 1 2 0 0 1 0 4 Lost Work Days 0 1 2 0 0 1 0 4 Fatalities 0 0 0 0 0 0 0 0

OFF-DUTY MISHAPS

Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Jan 00 Feb00 Total First Aid Mishaps 2 2 0 2 2 2 2 12 Cases Light Duty 3 4 8 9 4 6 8 42 Light Duty Days 92 26 85 99 42 82 100 526 Cases Lost Work Days 0 0 1 0 0 1 0 2 Lost Work Days 0 0 1 0 0 1 0 2 Fatalities 0 0 0 0 0 0 0 0

2. PROJECT SUMMARIES

The following pages contain project summaries for the main body, details, and DFT sites.

6

MAIN BODY PUERTO RICO

7

Left: The crew installs the ceiling tile and prepares for the installation of the rubberized floor. Below: The recently renovated fitness center

RENOVATE FITNESS CENTER

RR7-450 The Camp Moscrip fitness center underwent a complete remodeling. The exterior space reskin was performed by contract with the interior work being completed by NMCB FOUR. The interior work consisted of demolition of an existing basketball court, installation of new interior stud walls and drop ceiling, and the complete interior rewiring of the facility. The new facility was equipped with the latest in exercise equipment, is made up of a 50’ x 60’ weight room/treadmill area, as well as a dedicated aerobics room. The crew effectively used excess materials to minimize overall project costs. Project Data_____________________________________________________________ Personnel: 12 – 15 personnel Duration: November 1999– February 2000 Mandays: 677 Material Cost: $ 70,000 Cost Savings: $ 220,025 Specifications: The crew renovated a 60’ x 80’ PEB which included construction of masonry walls to form a

storage room and to divide a large head and shower area into separate male and female heads. As part of the head renovation, new underground sewage lines, ceramic tile, plumbing fixtures, and exhaust system were installed. In the 50’ x 60’ gym area, 12’ metal stud walls were constructed and all new lighting, dropped ceiling, and rubberized floor matting were installed.

8

REHAB BLD

The renovation of Building 734, Bunlife conditions for P-3 squadron personnel depthe building renovation, which was tasked to thwithdrawn from the station. The Commandingimprovements in living conditions that were mlarge renovation project. Project Data Personnel: 14 - 18 personnel Duration: November 1997 – F Mandays: 6,631 Material Cost: $ 766,000 Cost Savings: $ 2,155,075 Specifications: Project scope was to renovat

storerooms, two porches andbathrooms, including replacewasher/dryer outlets and pluthroughout the building inclufans, receptacles, and electriof 69 individual AC units, 47exterior.

Left: BUCN completes final clean up of bathroom windows in preparation for occupation of building by squadron personnel. Below: One of eight renovated bathroom facilities in renovatedthree-story BEQ building.

G 734 BUNDY BARRACKS RR7-814

dy Barracks, represents a significant improvement in the quality of loyed to Naval Station Roosevelt Roads. Four battalions worked on e Seabees when MILCON funding for new barracks buildings was Officer of the base has repeatedly emphasized the drastic ade possible only because the Seabees were able to undertake this

ebruary 2000

e a three story barracks, upgrading eight common heads, eight 62 berthing rooms. The project included complete renovation of the ment of all bathroom fixtures, commodes, urinals, showers,

mbing connections. The project also included electrical renovation ding the replacement of light fixtures, and the installation of ceiling

cal wiring. In addition, the renovation also included the replacement 1 windows, and the complete painting of the building’s interior and

9

HOUSI

The scope of this project was to renovatbuilding will be used for storage of excess materiNaval Station Roosevelt Roads. Project Data Personnel: 5 personnel Duration: January 1999 – March Mandays: 1,640 Material Cost: $ 236,675 Cost Savings: $ 533,000 Specifications: The renovation of an e

building’s metal sidindoors and five personfabrication of 7,000 sqhandrails, painting of renovating interior offsystem. The exterior installing a five inch c

Left: NMCB FOUR crewmember paints the interior of the building. Below: The completed warehouse with new staircase and railing.

NG WAREHOUSE RR7-823

e an existing 40’ x 200’ PEB for the Housing Department. The al and for supporting personnel living in Navy Family Housing on

2000

xisting station PEB project including complete replacement of the g and repair of the existing steel structure. Four new metal roll up nel doors were installed. The interior building renovation included: uare feet of mezzanine deck, constructing five staircases with

all structural steel and mezzanine deck with a two part epoxy paint, ices, and installing all interior electrical including the fire alarm building renovation included: installing two concrete ramps, oncrete curb, and replacement of the exterior sewer system.

10

Left: Seabees work to construct the exterior front sidewalk. Below: The completed marina bathroom and shower facility ready for marina patrons.

REHAB MARINA HEADS RR7-897

This project was a partial demolition of the existing facility and complete renovation of the interior to provide station marina patrons with an improved bathroom and shower facility on the water. The newly renovated building also provides handicapped restroom access for marina patrons. Project Data Personnel: 13 personnel Duration: August 1999 – March 2000 Mandays: 1,326 Material Cost: $ 66,000 Cost Savings: $ 430,950 Specifications Renovation of the existing building began with demolition of block walls, existing wall

and floor tile, bathroom partitions, toilets, urinals, sinks and bathroom accessories. New construction included installation of CMU new block walls, placement of concrete for the exterior sidewalks, columns, and footers, and installing a new roof system. Work also included new doors, walls, floor tile and louver windows, installation of two new gang showers, toilets, urinals, and sinks. Mechanical and electrical work included running new water lines, installing a new ventilation system, installing a water heater, new electrical conduit, a new panel box, fans, and new interior/exterior lights. The interior and exterior walls were finished with two coats of paint.

11

Left: Forms for 100’x12 ½’ concrete section in place as crewmembers pour another section. Existing 8” and 7” slabs exposed on adjacent section. Below: Crewmember completes finish work on new 13” concrete apron slab.

REPAIR/UPGRADE AIRCRAFT PARKING APRON RR8-828

To repair or replace the existing 120’ x 50’ concrete sections that are severely degraded, the project was undertaken in December by NMCB FOUR at Naval Station Roosevelt Roads Puerto Rico. Heavy rains created the biggest challenge for the crew. This project was turned over to NMCB FIVE at 4% WIP. Project Data Personnel: 9 personnel Duration: December 1999 – February 2000 Mandays: 340 Material Cost: $152,570 Cost Savings: $110,500 Specifications: Project will turnover with one 50’ X 120’ concrete apron section placed and ¼ of another section

demolished. Remaining work will consist of full depth repairs of all remaining apron sections. Work involves full demolition of existing concrete pads and placement of new concrete, including placement of dowels/keyed joints to tie adjacent pads and installation of aircraft tie-downs.

12

13

Left: Seabees from NMCB FOUR excavate for building footers. Below: A Seabee prepares the soil for the grade beam wall.

EXPAND MAIN EXCHANGE RR8-829

The exchange expansion project in Roosevelt Roads Puerto Rico was a 0 – 44% tornover project for NMCB FOUR. The project presented numerous challenges due to the coordination effort required to maintain the store fully operational and the unusally high amounts of rainfall. The building was a 110’ x 185’ PEB in which NMCB FOUR was tasked with placement of grade beams and footers.

Project Data________________________________________________________ Personnel: 20 - 25 individuals Duration: August 1999 - March 2000 Mandays: 1,100 Material cost: $54,200 Cost Savings: $357,500 Specifications: Construct a 110’ x 185’ pre-engineered building that will be used as an addition to the main

exchange. The project included demolition of existing asphalt and concrete, placement of concrete footers and grade beams, and installation of underslab utilities.

Left: A crewmember removes gypsum board in the berthing spaces. Below: Demolition and replacement of eight bathroom facilities includes replacement of all fixtures and plumbing.

REHAB BLDG 732 BUNDY BARRACKS RR8-830

The renovation of Building 732 was the second building in the Bundy Barracks complex that the Seabees have been tasked to renovate. NMCB FOUR completed the demolition phase of this project and drove several design changes to improve the overall finished product. These design changes were based on lessons learned from the renovation of building 734. This project was turned over to NMCB FIVE at 19%. Project Data Personnel: 8 - 22 personnel Duration: November 1999 – February 2000 Mandays: 559 Material Cost: $ 651,000 Cost Savings: $ 181,675 Specifications: Project scope was to renovate a three story barracks, upgrading eight common heads,

eight storerooms, two porches and 62 berthing rooms. The project included complete renovation of the bathrooms, including replacement of all bathroom fixtures, commodes, urinals, showers, washer/dryer outlets and plumbing connections. The project also included electrical renovation throughout the building including the replacement of light fixtures, and the installation of ceiling fans, receptacles, and electrical wiring. In addition, the renovation also included the replacement of 69 individual AC units, 471 windows, and the complete painting of the building’s interior and exterior.

14

Left: Seabees installing cabinets for office kitchen. Below: Newly renovated and furnished office ready for ROICC personnel to move in.

ROICC RELOCATION

RR9-870 This project supported a station initiative to relocate the ROICC office into the same building that houses the Public Works Department. The local Public Works Department purchased all materials for this project. Project Data Personnel: 11 personnel Duration: May 1999 – February 2000 Mandays: 1,114 Material Cost: $ 72,000 Cost Savings: $ 362,050 Specifications: Construct office spaces for ROICC personnel. The project scope included: demolishing

existing walls, placing 3” concrete floor cap, finish framing, texture coating the interior walls, installing a drop ceiling and insulation, installing all interior light fixtures, interior and exterior doors, roof paneling, and rolled roofing.

15

Left: Initial site work prep occurred during the heavy rain season. Below: Completed apron on the North side which provides the minimum operating area required for a helicopter turn-around.

SOCSOUTH HANGAR RR9-871

NMCB FOUR was tasked to provide a minimum operating facility for SOCSOUTH to accommodate

helicopter maintenance. The Seabees were requested to participate in this cost plus contract when Army funding to complete the facility began to run low. Seabee labor enabled the Army to complete a useable facility within their tight budget constraints. Some of the challenges on this joint contractor/Seabee project included: working on an active runway, time criticality to SOCSOUTH, completing heavy horizontal tasking during the heavy rain season, working as a sub contractor to Pirini Jones (the local CONCAP agency), and working concurrently with a number of other Puerto Rican contractors. Project Data Personnel: 35 personnel Duration: October 1999 – March 2000 Mandays: 1,980 Material Cost: $ 325,262 Cost Savings: $ 643,500 Specifications: The project scope included site preparation consisting of the removal of excess

soil, grading around the hangar facility to control rain run off and provide a drainage system which includes 3 drainage trenches along side the facility. Placing 6” sub base stone base course and 2 exterior apron pads with dimensions of 70’ x 190’ and 85’ x 70’ and an interior 125’x 112’ pad. Installing all exterior under slab piping, PVC, ductile iron, cast iron pipe and concrete reinforced pipe up to 15” for water, sewage and drainage.

16

Left: Tool boxes being removed to facilitate inventory

Above: A new, empty tool box staged to be filled

TOA RECONSTITUTION – CENTRAL TOOL ROOM RR0-600

Early in deployment, the Central Tool Room was tasked with reconstituting the Table of Allowance (TOA) tool kits to 100% and configuring the TOA tool kits into the core modular concept. Scope of work included building new tool kit boxes for the entire TOA, inventorying, cleaning, repairing, and testing all TOA tool items on hand, storing Core I tool kits in the TOA warehouse, and requisition matching for all tools on order. All tool items on hand were inventoried, cleaned, repaired, and tested. Reinforced tool kit boxes were built for 97% of the TOA tool kits. Boxes were not built for 11 tool kits because box sizes could not be determined. All Core I tool kits that are on hand were stored in the TOA warehouse. Current requisitions were matched with all TOA tool deficiencies. All Core I deficiencies have valid requisitions. However, line items still need to be ordered for Core II, Core III, Basic module, Heavy module, and the Fly-In-Echelon. These tool orders are awaiting additional funding from 2nd Naval Construction Brigade. Challenges on the project included inadequate space to store new empty boxes until they could be stocked with tools, and compatibility of excess material. Work remaining for NMCB FIVE is the installation of chain for the lids, procurement of remaining TOA tools as funds become available, and stocking of kits as tools are received. Project Data Personnel: 8 personnel Duration: October 1999 – March 2000 Mandays: 513 Material Cost: $ 39,500 Cost Savings: $ 166,725 Specifications: Boxes were built with ¾” plywood and 1” x 6” lengths of wood. All boxes were stapled,

screwed, and glued to ensure durability. Each box was painted with two coats of olive green latex paint both inside and outside and the inside of each box was caulked. All boxes were stenciled per 2nd NCB direction.

17

Left: Seabees open a box to perform the inventory in Core II Below Left: The completed stencil with facility/assembly numbers, location, dimensions and weight along with inventory placed in orange packing list envelope on outside of box. Below: Boxes stacked in Core 1 warehouse in new modular configuration with inventories placed on outside of boxes.

TOA RECONSTITUTION

The Camp Moscrip TOA is currently in the process of being reconfigured from the P25 into the P25M, or modular configuration. This will bring the Camp Moscrip TOA up-to-date and increase the battalion’s ability to task tailor the TOA for deployment in case of a contingency. Challenges that occurred in dealing with the TOA were the deterioration that has occurred due to the fact that the warehouses are not climate controlled. Project Data Personnel: 10 personnel Duration: December 1999– February 2000 Mandays: 343 Material Cost: $ 1,000 Cost Savings: Not Applicable Specifications: NMCB FOUR was tasked with reconfiguring Cores I, II, and III of the TOA into the new

modular (P25M) configuration. This was accomplished by conducting a wall-to-wall inventory of the three cores stored in the TOA warehouses. After identifying shortages, items were placed on order or put on a deferred to pack/deferred to buy list that was also developed. All boxes in the TOA warehouse were weighed, measured, and stenciled with the proper notation for the new modular configuration.

18

CO DISCRETIONARY MAIN BODY

PROJECT LISTING MANDAYS

CHAIN LINK FENCE GATES 1 & 3 224 SOCSOUTH CHAPEL HILL SITE 172 EMERGENCY RESPONSE OF FUEL SPILL 126 CONCRETE PAD AND SIDEWALK AT SEAL CAMP 117 TIMBER WALL AT SEAL CAMP 99 EMERGENCY RESPONSE TO HURRICANE 72 SEABEE IN THE COMMUNITY 71 SOCSOUTH TACOPS 67 CONCRETE HANDICAP RAMP AND PAD AT BLDG 1209 48 DFT ECUADOR 36 AIR OPERATIONS SUPPORT 45 ROADSIDE GRADING 16

SOCSOUTH WARRANTY 22 GRATING/SURVEYING FOR NEW QUARRY SITE 13 HELO CRASH SUPPORT 11

BUNKER 8 SURFACE OPS SUPPORT FOR YFU 8 GRADING AT BLDG 519 2 ALFA YARD IMPROVEMENTS 2 MARINE TRAINING CENTER 2

TOTAL MANDAYS 1,161

Above: Seabees in the Community project crewmembers paint the walls at a Boy’s Home in San Juan. Top left: Seabees construct the supporting frame for a 35’ climbing wall in the SEAL camp. Left: Seabees place fence posts for the chain link fence at Gate 1.

19

CAMP MAINTENANCE MAIN BODY

CAMP MAINTENANCE TASKING

ESA 877 SJO 1,109 MCD 836

TOTAL 2,822

MCD PROJECTS

PROJECT LISTING MANDAYS 1. INSTALL GALLEY ICE MACHINE 8 2. REPLACE COMPRESSOR IN GALLEY AC 7 3. REPAIR DISHWASHER IN WARDROOM 8 4. CONSTRUCT MAP BOARDS 8 5. INSTALL WINDOW IN CO’S OFFICE 8 6. CONSTRUCT PICNIC TABLES 30 7. CONSTRUCT LOCKSMITH OFFICE 25 8. PAINT SHOP BALLAST REPAIRS 5 9. RENOVATE COMMAND CONFERENCE RM 11 10. ERECT MLO TEMPORARY STEEL COLUMN 23 11. PAINT INTERIOR OF TELEPHONE SHED 6 12. UPGRADE CAMP TELEPHONE SYSTEM 98 13. CONSTRUCT SEDF SIDEWALKS 67 14. RESKIN WAREHOUSE 3091 94 15. RESKIN WAREHOUSE 3092 94 16. REHAB CROSSROADS HEADS 164 17. INSTALL TOWEL RACKS IN BEQ’S 2 18. REPLACE COVE BASE IN VARIOUS BEQ RMS 3 19. REPLACE BLINDS IN VARIOUS BEQ RMS 6 20. INSTALL SOLID STATE PROTECTORS 19 21. INSTALL BOARDS IN OFFICE SPACES 2 22. INSTALL DOOR SWEEPS IN BEQ RMS 3 23. REPLACE BOQ EMERGENCY LIGHTS 7 24. REPLACE ARMORY AWNING 12 25. RECONSTRUCT ARMORY PAVILION 40 26. INSTALL GALLEY WASH BASIN 24 27. INSTALL ADP LINES TO GALLEY 37 28. QUAD BEAUTIFICATION 5 30. CPO MESS LANDSCAPE 20 TOTAL MCD PROJECT MANDAYS EXPENDED: 836

Above: Camp maintenance installing underground cable to upgrade phone system in camp.

Below: Steel Shop Crew installing new metal sheets to re-skin buildings 3091 and 3092.

LABOR DISTRIBUTION SUMMARY MAIN BODY

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Mar-00 Total % Total

Direct Labor MDs 1,315 2,793 2,789 2,378 2,970 2,501 2,548 - 17,294 69%Indirect Labor MDs 422 921 894 882 914 962 809 - 5804 23%Readiness/Training 53 177 177 234 317 439 561 - 1,958 8%

Total 1,790 3,891 3,860 3,494 4,201 3,902 3,918 - 25,056 100%

# Personnel 360 359 355 382 482 470 469 -

# Direct Labor 128 128 128 128 128 140 140 -

# Workdays 11 24 24 23 24 23 23 -

% Direct Labor1 75% 76% 77% 75% 78% 75% 79% -

MD Capability2 1,188 2,592 2,592 2,484 2,592 2,717 2,717 -

Availability Factor3 86% 86% 86% 79% 95% 81% 86% -

Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.75) 3. Availability Factor = ((Direct Labor MDs) / (MD Capability)) X (.75)

DETAIL ANDROS ISLAND, BAHAMAS

22

Left: Crew members completing installation and testing of the electrical wire prior to installing drywall. Right: The Crewleader painting a bathroom door frame to to one of the west side rooms.

BACHELOR QUARTERS (BQ) ONE AD5-808

Bachelor Quarters 1 (BQ 1) is a structure that will provide a safe concrete home for Andros residents during the hurricane seasons. BQ 1 is the first of four units to be built in a housing complex on the south side of the station. The block walls, roof and interior metal studs for the walls were completed before the project was turned over to NMCB FOUR. The Battalion was tasked to complete the electrical, plumbing, drywall (25,000 SF), fixtures, doors, frames, and finishes. The west side of the building was completed by NMCB FOUR. Challenges encountered were in obtaining the correct material, maintaining control of the material in a shared warehouse. This project was taken over by NMCB FOUR at 53% and turned over to NMCB FIVE at 90%. Project Data Personnel: 8-12 personnel Duration: June 1998 – April 2000 Mandays: 3,236 Material Cost: $ 369,725 Cost Savings: $ 1,051,700 Specifications: Construct a 40’ x 172’ block structure with twenty 15’ x 20’ housing units. The

building is split by a breezeway containing access to communication, mechanical, electrical and janitorial spaces. The individual rooms were constructed of 6” metal studs ½” drywall. Each room has a wall mounted A/C unit, an 8’ x 5’ bathroom and a small 5’ x 5’ kitchenette. The room entries, bathrooms, and kitchenettes have ceramic tile flooring, while the living space is carpeted. The building exterior is a rough stucco finish.

23

BACHELOR Q

Bachelor Quarters 2 (BQ 2) is the secosouth side of the station. It is adjacent to BQ 1project by removing 210 cubic yards of debris aby the base contractor. NMCB FOUR placed cfoundation, placed 100 cubic yards of concretewalls. Challenges encountered included materithe warehouse with NMCB FOUR, procured alFOUR and turned over to NMCB FIVE was at Project Data Personnel: 8–12 personnel Duration: October 1999 – N/A Mandays: 2,844 Material Cost: $ 305,311 Cost Savings: $ 924,300 Specifications: Construct a 40’ x 17

building is split by amechanical, electricconstructed of 6” meunit, an 8’ x 5’ bathrbathrooms, and kitchcarpeted. The build

Left: Seabees used AUTEC equipment to haul, backfill, and compact 600 cubic yards of fill at the site. Below: Seabees place the first few courses of CMU block for the walls.

UARTERS (BQ) TWO AD5-809

nd of four units to be built in a housing complex on the

and is situated perpendicular to it. Seabees began the nd 22 coconut trees, which were subsequently transplanted oncrete for the footer, laid three courses of block for the for the interior slabs, and erected half of the CMU block al tracking and distribution. AUTEC Supply, who shared l the project material. This project was started by NMCB 23%.

2’ block structure with 20 15’ x 20’ housing units. The breezeway containing access to communication, al and janitorial spaces. The individual rooms were tal studs ½” drywall. Each room has a wall mounted A/C oom and a small 5’ x 5’ kitchenette. The room entries, enettes have ceramic tile flooring, while the living space is

ing exterior is a rough stucco finish.

24

Left: Finish work was completed by NMCB FOUR. A Seabee is shown here paneling the communication room. Below: Four battalions took part in completing this project. A view from the front of the building.

SITE 2 CONCRETE BLOCK HOUSING (CBH)/MESS AD7-816

NMCB FOUR completed the final 6% (150 mandays) of this nearly 2,400 manday project. Some of the more extensive work performed by NMCB FOUR Seabees included installing cabinets and fabricating countertops for the laundry room, tiling the kitchen backsplash, and installing conduit and paneling for the communication room. One of the challenges with this project was the site location, which was 20 miles from the AUTEC Base. The new facility will provide berthing and dining space for contractor residents at the remote site. This project was taken over at 94% and completed by NMCB FOUR. Project Data Personnel: 4 personnel Duration: November 1997 – February 2000 Mandays: 2,377 Material Cost: $ 328,857 Cost Savings: $ 772,525 Specifications: The CBH/Mess is a 117’ x 44’ block structure with a stucco finish. There are

eight 16’ x 21’ rooms with private baths and window mounted AC units. The interior finishes include painted gypsum board walls and carpet or vinyl tile floors. In between the berthing and the kitchen/mess area is the laundry, communication, mechanical, and storage rooms. The mess area is 21’ x 32’ and is adjacent to the 21’ x 21’ kitchen and 8’ x 19’ pantry. These areas have ceramic tile floors.

25

Left: An EO operates a trencher to excavate for underslab utilities. Below: Seabees place concrete to form the front steps of the new Seabee Det Spaces.

SEABEE DET SPACES AD7-817

NMCB FOUR was tasked with starting construction for this 30’ x 50’ building which will become the new Seabee Detail office spaces. NMCB FOUR tasking included completion of the building foundation, two cast-in-place concrete stairs and all utility conduits. Some challenges were encountered early on with the site location, but approval was finally given to build the structure near the Detail Alfa Garage. The project was turned over to NMCB FIVE at 29%. Project Data Personnel: 4-7 personnel Duration: August 1999 – N/A Mandays: 965 Material Cost: $ 117,252 Cost Savings: $ 313,625 Specifications: Construct a 30’ x 50’ Seabee Detail Office Space with decorative CMU block.

The exterior of the building has two concrete stairways and a planter surrounded by sidewalk. The roof is prefabricated metal. Upon entering the main entrance there is a 29’ x 29’ training room. On the left is the OIC and AOIC office (14’ x 11’ each). On the right is the OPS/QC office as well as the male and female restroom. Interior finish is gypsum wallboard. Flooring is vinyl tile in the training room, ceramic tile in the bathrooms and carpet in the offices.

26

Left: The Detail’s QC/Safety Petty Officer was always alert to keep the roof crew safe. Below: The two completed roofs shown here after surviving the 1999 Hurricane Season.

REROOF CONCRETE BLOCK HOUSING (CBH) 5/6 AD9-820

The roofs for these two buildings were originally scheduled to be completed prior to the 1999 hurricane season. However, due to unavoidable delays, the notice to proceed did not come until July 1999, right in the middle of hurricane season. Needless to say, one of the challenges to this project was the wet and stormy weather caused by several hurricanes that either passed directly over the island or very close to it. Seabees persevered, however, and completed the project just prior to the final hurricane of the season. Project Data Personnel: 6 personnel Duration: July 1999 – October 1999 Mandays: 365 Material Cost: $ 37,580 Cost Savings: $ 118,625 Specifications: Scope included removing and replacing 7,900 square feet of roof sheathing, felt

and shingles on two housing units adjacent to each other. The roof ridge vent system was also replaced. Damaged trusses, which were discovered upon opening the roof, were also repaired.

27

OIC DISCRETIONARY DETAIL ANDROS

PROJECT LISTING MANDAYS OCTAGONAL (14’) CONCRETE PAD AT BEACH HOUSE 15 CONCRETE PAD (8’ X 10’) WITH GALVANIZED SHED 10 FIX WAGON AND MAKE PROPS FOR AUTEC HAUNTED FOREST 17 PAINTING AND REPAIRS AT LOCAL CHURCHES 14 WATERLINE TEST CONNECTION 8 TOTAL MANDAYS 64

Above: Spreading the concrete within the octagonal shaped formwork at the Beach House tiki hut.

Above: Seabees refurbished a wagon used to pull guests through AUTEC’s Halloween Haunted Forest.

Above: Fourteen Seabees volunteered their time on Christmas Eve to paint and perform other work at three local churches in Fresh Creek, Bahamas.

Above: Seabees place concrete for an 8’ x 10’ pad that was used as the foundation for a galvanized storage shed for the AUTEC Elementary School.

28

CAMP MAINTENANCE DETAIL ANDROS

PROJECT LISTING MANDAYS MONTHLY CAMP HOUSEKEEPING 12 REPAIRED FLOOR IN OPS TRAILER 1 BUNDLED 10” PVC PIPE AND REMOVED SCRAP FROM ALFA YARD 3 PAINTED STAIRS AT OPS TRAILER 2 REPAIRED EXTERIOR LIGHTS AND WATER CLOSET AT OFFICE 1 CLEANUP OF MATERIAL STORAGE AREA 3 REPAIRED BATHROOM DOOR AT OFFICE 1 PAINTED WALLS IN ALFA OFFICE 2 TOTAL MANDAYS 25

29

LABOR DISTRIBUTION SUMMARY DETAIL ANDROS

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Total % TotalDirect labor MDs 207 295 484 503 527 513 535 3,064 86%Indirect Labor MDs 38 145 160 158 171 141 91 832 25%Readiness/Training 15 42 56 78 57 55 61 364 11%Total 260 482 700 739 755 709 687 4,260 100%# Personnel 23 23 33 35 35 33 33 # Direct Labor 16 16 25 26.5 26.5 25 25 # Workdays 13 24 24 23 24 22 23 % Direct Labor1 85% 70% 77% 79% 77% 80% 87% MD Capability2 187 346 540 549 636 495 518 Actual Availability Factor3

95% 78% 80% 85% 82% 92% 61%

Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.8) 3. Availability Factor = (Total Direct Labor MDs) / (# Direct Labor X # Workdays X 1.125)

30

DETAIL GUANTANAMO BAY,

CUBA

31

CONSTRUCT DOWN

This new restroom facility at the priimprovement for the Naval Base. The new 6located just behind the projection booth of thtruss roof, and it contains separate male and fsinks, and other amenities. Originally estima$6,000 by utilizing excess materials. NMCB Project Data Personnel: 5 personnel Duration: October 1999– Fe Mandays: 426 Material Cost: $ 6,000 Cost Savings: $ 138,450 Specifications: This 26’ x 22’ stru

running bond pattof concrete for theroof trusses, placeplumbing and elecfacility, and the wElectrical work inreceptacle boxes, power hook-up.

Left: Concrete foundation being placed for the new Lyceum Restroom. Below: Downtown Lyceum Restroom facility completed 15 February 2000 is now in full operation.

TOWN LYCEUM RESTROOM GB0-865

ncipal base theater provides a much needed quality of life 00 square foot facility replaced four port-a-potties, and is e outdoor theater. It is of CMU construction with a wooden emale restrooms. Each restroom contains individual stalls, ted to cost $56,000, the project cost was reduced to only FOUR began the project at 0% and completed it at 100%.

bruary 2000

cture was constructed with concrete masonry units in a ern and a wooden truss roof. Project also included placement foundation, exterior and interior painting, construction of ment of asphalt shingles and vinyl siding, and installation of trical fixtures. Underslab utilities were installed for the ater and sewer pipes were laid and tapped into nearby systems. cluded the installation of interior and exterior lighting system, excavation and placement of lines to nearby power supply, and

32

Left: Members of Detail Guantanamo Bay finish double bituminous surface treatment of fence-line road. Below: Completed road now provides ready access along fenceline for Marine security vehicles.

REGRADE SECONDARY AND FENCELINE ROADS GB7-827

This project involved the improvement of principal and secondary security roads on both the windward and leeward side of Naval Base Guantanamo Bay. Work primarily consisted of grading, compacting, and placement of double bituminous surface treatment (DBST) on roadways. Priority of work was established through coordination with Marine Barracks Security Force. The improved roadways are vital to the rapid response of Marine Security personnel to any security threat. Challenges included non-availability of chipper spreader, problems with emulsion storage tank and truck, and logistical challenge of hauling aggregate and equipment to leeward side of the base. NMCB FOUR took the project from 0% to completion. Project Data Personnel: 5 personnel Duration: August 1999 – February 2000 Mandays: 400 Material Cost: $ 5,700 Cost Savings: $ 130,000 Specifications: This project involved the repair of numerous fence-line road sections throughout

the base. Work included cut and fill of numerous roadway sections, grading, compacting, repair of potholes and dips, drainage, and placement of DBST. Coral was the primary fill material used and was obtained from numerous quarries throughout the base. The aggregate (3/4 in. minus and 3/8 in. minus) and the emulsion were obtained from the PWD mineral plant.

33

Left: Detail Guantanamo Bay repairs and enlarges damaged fighting positions. Below: One of the new enlarged fighting positions. Camouflage and cover will be provided by Marines.

IMPROVE MARINE DEFENSIVE POSITIONS GB8-843

Work involved repair and improvement of Marine fighting positions throughout the base. This included work on the Command Bunker, crew-served weapons positions, and HMMWV mounted TOW missile positions. Priority of work was established through coordination with Marine Barracks Security Force. NMCB FOUR began the project at 0% and completed it at 100%. Project Data Personnel: 4 personnel Duration: September 1999 – January 2000 Mandays: 100 Material Cost: $ 800 Cost Savings: $ 32,500 Specifications: Repair of the Command Bunker included repairs to wooden support beams and

replacement of sheet steel roof. Work at the crew-served weapon positions consisted of enlarging the fighting positions and adding CMU block and new sheet steel covers. Marines assisted with adding sand bags and earth for cover and concealment. A damaged HMMWV TOW missile position was also repaired. This involved excavating a larger area, installing steel support posts, adding corrugated steel walls, backfilling, and compacting.

34

Left: Detail Gitmo Seabees construct the eastern wall of the post office. Below: New post office provides additional office space, enhanced service area, and improved work environment for postal clerks.

RENOVATE POST OFFICE

GB8-847 The base Post Office building was completely renovated. Most of the existing facility, a former horse barn, had to be demolished due to extensive wear and termite damage thus leaving only a structural shell. Furthermore, the eastern wall and roll-up door had been severely damaged by a mail truck. Project start was delayed while awaiting completion of the asbestos abatement. NMCB FOUR began this project at 0% and took it to completion. Project Data Personnel: 8 personnel Duration: September 1999 – February 2000 Mandays: 791 Material Cost: $ 62,000 Cost Savings: $ 257,075 Specifications: Structural repairs included replacement of damaged columns and roof truss

members, construction of new exterior wall, addition of interior walls, and repair and installation of roll-up door. The mechanical and electrical systems were also completely rebuilt. This work consisted of installing all new conduit, primary panel box, junction boxes, wire, new AC system, new sewer and water connections, and new electrical and plumbing fixtures. Finishes included interior and exterior painting, texture coating of interior walls, new gutter system, and floor tile.

35

PIER VICTOR FEGB8

This project work completed by NMCB FOUload-bearing piles, deck curbs, deck fender beam, andconcrete from Bents 1-32 and the concrete piles were capacity. The project was started by NMCB FOUR a Project Data Personnel: 5 personnel Duration: September 1999 – Februar Mandays: 484 Material Cost: $ 188,000 Cost Savings: $ 157,300 Specifications Remove 2000 linear feet of

of pier. Replace all damagstarboard side only. Remodamaged concrete deck curdamaged portions of sheareon port side only and instaloriginal (type I) system rem

3

Left: Damaged portions of concrete piles were demolished and replaced with new concrete and steel. Below: New concrete piles.

NDER SYSTEM

-848

R consisted of the demolition of damaged concrete existing port side fender system. The damaged replaced and the pier was returned to its initial design nd was turned over to NMCB FIVE at 19% WIP.

y 2000.

existing fender system for starboard and port sides ed steel connecting fender system to vertical piles on ve all steel on portside. Cut out and repair all b and deck fender beam as per prints. Repair 5 d off load-bearing piles. Drive wooden timber piles l type II fender system. Replace starboard side with oved.

6

OIC DISCRETIONARY DETAIL GUANTANAMO BAY

PROJECT LISTING MANDAYS MAKE DRAIN HOLES AT BAYVIEW CLUB 4 INSTALL BOQ LOW-FLOW SHOWER HEADS 4 INSTALL BASKETBALL HOOP AT DET HOUSING 6 INVENTORY AND MOVE SELF-HELP TO DET WAREHOUSE 149 LABEL NEX PANELS 14 SET-UP WATERSLIDE 19 CONSTRUCT AND INSTALL MARINE GALLEY HAT RACK 4 BEACH CABANA REPAIRS 144 GRADE CPO GOAT LOCKER PARKING LOT 6 GRADE PLANT NURSERY 10 PLANT NURSERY CLEANUP 27 BUILD CUBBIE-HOLES FOR ELEMENTARY SCHOOL 32 BUILD BOQ RAMP 2 REPAIR ELEVATED WALKWAY 8 GRADE LEEWARD FIRE-BREAK ROADS 17 CLEAR HICACLE BEACH 5 BUILD BEQ SIDEWALK 32 TOTAL MANDAYS 483

Above: Detail Gitmo moves base Self-Help from abandoned building to Detail warehouse.

Above: Refurbished Windmill Beach Cabana.

Right: Members of Detail Gitmo construct a new sidewalk to provide paved access from the BEQ to the nearby bus stop.

37

CAMP MAINTENANCE DETAIL GUANTANAMO BAY

PROJECT LISTING MANDAYS MONTHLY CAMP AND HOUSING GROUNDS MAINTENANCE 36 RENOVATE DISPATCH OFFICE 100 REPAIR ALFA SHOP ROOF 7 REPAIR CAMP FRONT GATE 2 RENOVATE EAST BARGO HOUSING CABINETS 5 TOTAL MANDAYS 150

Right: Renovated dispatch office.

Left: Alfa shop roof is repaired.

38

LABOR DISTRIBUTION SUMMARY DETAIL GUANTANAMO BAY

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Total % TotalDirect labor MDs 223 392 446 437 422 553 361 2,834 69%Indirect Labor MDs 81 163 124 134 197 108 97 904 22%Readiness/Training 18 63 61 84 38 40 76 380 9%Total 322 618 631 655 657 701 534 4,118 100%# Personnel 34 34 34 34 33 35 35 # Direct Labor 22 22 22 23 22 23 23 # Workdays 12 24 24 23 24 23 23 % Direct Labor1 75% 74% 80% 80% 70% 85% 84% MD Capability2 238 475 475 476 475 476 476 Availability Factor3 81% 76% 86% 88% 78% 99% 85% Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.8) 3. Availability Factor = ((Total Direct Labor MDs) / (MD Capability)) X (.8)

39

DETAIL JACKSONVILLE,

FLORIDA

40

Left: Seabees conducting a finishing pour. Bottom Left: One of two new recessed fire hydrants after installation. Below: Completed project site.

AIRFIELD MISCELLANEOUS REPAIRS AND PAVING

JX9-822 The project consisted of the complete removal and replacement of a damaged portion of the airfield pavement near the Air Ops building at NAS Jacksonville. Challenges included performing the work on an active airfield, and the necessary precautions that must be taken to ensure the safety of the Seabees as well as the aircraft. This project was completed just before the Det redeployed back to Roosevelt Roads. Project Data Personnel: 7 - 10 personnel Duration: August 1999– December 1999 Mandays: 675 Material Cost: $ 49,270 Cost Savings: $219,000 Specifications: The project scope consisted of removing 700 cubic yards of concrete and asphalt

pavement, setting 2,000 linear feet of metal forming, and placing 500 yards of 5,000 PSI concrete with a broom finish. Concrete was placed in 12 sections of approximately 40 cubic yards each. Additionally, two new recessed fire hydrants were installed.

41

Left: Exterior view of the base pool bathhouse. Below: Interior view of the new changing room partitions.

Left: Handicapped accessible fixtures like this shower were installed in both the male and female shower/changing rooms.

CONSTRUCT BATHHOUSE JK-805

This project was turned over to NMCB FOUR at 89%. The structure is located at the base pool and houses male and female changing rooms, showers, a storeroom, and a snack bar. The project was taken to completion by NMCB FOUR. Project Data Personnel: 2-5 personnel Duration: June 1998 – November 1998 Mandays: 1,081 Material Cost: $ 171,239 Cost Savings: $ 351,000 Specifications: This structure was constructed using split-faced concrete masonry units. NMCB

FOUR’s tasking included installation of the electrical and plumbing fixtures, sink countertops and partitions for the changing stalls and toilets.

42

OIC DISCRETIONARY CAMP MAINTENANCE

DETAIL JACKSONVILLE PROJECT LISTING MANDAYS CONSTRUCT HOSPITAL STORAGE 88 PAINT INTERIOR OF BASE COURTROOM 20 SET-UP AND TEAR DOWN FOR AIR SHOW 36 RELOCATION OF DET SPACES 26 DET CLOSE-OUT 33 TOTAL MANDAYS 203

Above: The storage building constructed with split-faced block.

Above: Concrete pad for NAS Hospital Galley storage building.

Left: Seabees repair and repaint damaged walls at the Base Courtroom.

43

LABOR DISTRIBUTION SUMMARY

DETAIL JACKSONVILLE

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Mar-00 Total % Total

Direct Labor MDs 120 202 259 194 232 - - - 1,007 60%Indirect Labor MDs 55 120 120 115 105 - - - 515 31%Readiness/Training 11 37 42 33 18 - - - 141 9%

Total 186 359 421 342 355 - - - 1,663 100%

# Personnel 17 17 17 16 16 - - -

# Direct Labor 12 12 12 11 11 - - -

# Workdays 11 24 24 23 21 - - -

% Direct Labor1 70% 67% 71% 67% 70% - - -

MD Capability2 119 260 260 228 208 - - -

Availability Factor3 88% 74% 93% 80% 96% - - -

Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.8) 3. Availability Factor = ((Direct Labor MDs) / (MD Capability)) X (.8)

44

DETAIL NORFOLK, VIRGINIA

45

Left: Concrete is placed for the footer of the first phase of the Blastwall. Below: A view of the completed first phase of the Blastwall. Work included placement and finishing of the concrete wall as well as installation of the top fence.

REPAIR BLASTWALL NV8-892

This project was turned over to NMCB FOUR at 25%. The scope of this project was demolition of 1,190 linear feet of a badly deteriorated CMU and concrete wall that protected the fuel farm near the flight line from jet blast. The wall was replaced with a reinforced 8”x 6’ concrete wall, topped with a four foot chain-link fence with six strands of barbed wire and razor wire. Seabee labor placed over 268 cubic yards of concrete during construction of the new footer and wall. NMCB FOUR completed the project. Project Data Personnel: 6 personnel Duration: May 1999– February 2000 Mandays: 934 Material Cost: $ 75,000 Cost Savings: $ 303,550 Specifications: Work included the demolition of 1,190 linear feet of a reinforced 10’ x 1’

concrete and CMU wall. The wall was replaced with a 8” x 6’ reinforced concrete wall with a 1’ deep by 2’ wide footer. A security fence system was also installed.

46

Left: Members of Detail Norfolk erect scaffolding for the ETV Canopy project. Below: The ETV Canopy with the north and half the west side sheeted. The remaining work was turned over to NMCB 5.

ETV CANOPY NV7-858

This project was turned over to NMCB FOUR at 25%. Due to a design deficiency discovered after construction began, this project was shut down for six months while a new design was developed. Construction was resumed by NMCB FOUR in November 1999. This structure houses two Electronic Transfer Vehicles and provides storage for aircraft pallets loaded with cargo awaiting air shipment. When the original structure was built it did not include siding which resulted in stored cargo getting wet and damaged during inclement weather. NMCB FOUR turned this project over to NMCB FIVE at 47%. Project Data Personnel: 8-12 personnel Duration: June 1998 – November 1998 Mandays: 1,624 Material Cost: $ 125,000 Cost Savings: $ 203,000 Specifications: Work included installing end columns, girts, sheeting, and a 21” canopy

extension to an existing 60’ x 300’, three story metal structure.

47

Left: Sitework at Building 314 Addition project. Below: Seabees work to check forms and subgrade compaction before the footer is placed.

BLDG. 314 ADDITION NV9-897

This building addition will be utilized by DEVGRU THREE. The original PEBs used by the DEVGRU were old and badly deteriorated. The new addition will provide the unit with a much more aesthetically appealing and durable facility. NMCB FOUR began the project and turned it over at 29%. Project Data Personnel: 10-14 personnel Duration: November 1999 – December 2000 Mandays: 2,402 Material Cost: $ 450,000 Cost Savings: $ 282,485 Specifications: Work includes the demolition of two 2,000 square foot PEBs and the

construction of a 7,600 square foot “U” shaped addition to an existing building. Work included underslab utilities, a continuous concrete footer and new 8” concrete pad with a 16” thickened edge, split face CMU walls, three roof top mounted HVAC systems, and a structural steel roof with a standing seam roofing system. The interior will include offices, and a restroom with shower and changing facilities.

48

Left: Renovation work included installation of new light fixtures for the 10 H.S.A. heads. Below: A completed head with new fixtures, partitions and drop ceiling.

HEADQUARTERS SECURITY ACTIVITY HEADS NV9-898

This project was initiated to improve the quality of life of CINCLANTFLT Headquarters Support Activity employees by renovating 10 badly aged restrooms located in two WWII vintage buildings. New fixtures, partitions and suspended ceilings were installed and broken ceramic tiles were replaced. The Headquarters Security Activity Heads were started and finished by NMCB FOUR. Project Data Personnel: 6-9 personnel Duration: August 1999 – October 1999 Mandays: 367 Material Cost: $ 27,000 Cost Savings: $ 45,875 Specifications: Work included the renovation of ten heads including the installation of 1,500

square feet of suspended ceiling, replacement of 14 toilets, six urinals, ten vanities, three deep sinks, all toilet and urinal partitions, and broken ceramic wall tile.

49

Left: Seabees work to remove old shingles and paper in preparation for installing new. Below: A view of the completely renovated roof. Work included installation of new shingles, flashing, paper and selected sheeting.

ROOF RENOVATION NV9-811

This project was executed to replace a badly aged and leaky roof for the SEAL Delivery Vehicle Team. This work was performed through three hurricanes. This project was started and finished by NMCB FOUR. Project Data Personnel: 5 personnel Duration: September 1999 – November 1999. Mandays: 183 Material Cost: $ 4,200 Cost Savings: $ 22,875 Specifications Remove and replace 7,600 square feet of three-tab composite roofing shingles

on a building with a 4/12 pitch roof.

50

OIC DISCRETIONARY DETAIL NORFOLK

PROJECT LISTING MANDAYS CONSTRUCT SIDEWALK AT ATLANTIC TRAINING GROUP 24 HEADQUARTERS SECURITY ACTIVITY OFFICE REHAB 109 NH4 HEAD REHAB 16 GALLEY EQUIPMENT CRATES & SHIPMENT 18 CONSTRUCT SIDEWALK AT DEVGRU 3 1 CONTAINMENT REPAIR 28 TOTAL MANDAYS 196

Above: Seabees from Detail Norfolk look over the newly constructed sidewalk at the Afloat Training Group.

51

Above: Seabees work to install drywall at the H.S.A. office rehab project. The old wall was in disrepair and was in need of renovation.

Right: Detail Norfolk constructed several crates inorder to transport new galley equipment to Camp Moscrip.

CAMP MAINTENANCE DETAIL NORFOLK

PROJECT LISTING MANDAYS CONSTRUCT PICNIC TABLE AND HORSESHOE PIT @ BEQ 15 BUILD WALL IN STORAGE AREA 19 REPLACE CEILING TILES 14 REPAIR AND REPAINT OFFICES 49 TOTAL MANDAYS 97

Right: The Detail office spaces were repainted as part of the Camp Maintenance work.

Left: A wall was constructed in the V47 storage area to protect materials from the weather.

52

LABOR DISTRIBUTION SUMMARY DETAIL NORFOLK

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Total % TotalDirect labor MDs 228 490 595 503 480 467 474 3,237 66%Indirect Labor MDs 55 51 109 77 264 242 192 990 20%Readiness/Training 14 113 78 127 86 90 202 710 14%Total 297 654 782 707 830 799 868 4,937 100%# Personnel 42 42 41 41 41 41 42 # Direct Labor 19 28 27.5 30 30.5 30 29.5 # Workdays 12 24 24 23 24 23 23 % Direct Labor1 81% 92% 86% 89% 68% 70% 78% MD Capability2 205 604 594 621 659 621 607 Availability Factor3 94% 80% 91% 81% 69% 72% 89% Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X(.8) 3. Availability Factor = ((Total Direct Labor MDs) / (MD Capability)) X (.8)

53

DETAIL SABANA SECA, PR

54

Left: Crew placing concrete for the first section of the HAZMAT Storage pad. Below: Completed building with gravel driveway.

RECYCLING STATION SS8-801

This project was a diverse project that provided an excellent opportunity for Seabees to enhance their technical skills. The building consisted of a combination PEB/CMU structure which provided excellent builder and steelworker training. In addition, the amount of concrete placement and finish work totaled over 200 cubic yards, which also provided excellent builder training. The site required extensive grading and trenching for utility services which provided excellent equipment operator training. Additional noteworthy training included the application of stucco to 1,400 square feet of CMU block walls, and the installation of primary and secondary electrical service. NMCB FOUR completed the project after taking it over at 41%. Project Data Personnel: 9 – 11 personnel Duration: April 1999 – January 2000 Mandays: 1,453 Material Cost: $145,000 Cost Savings: $472,225 Specifications: Construct a 3,200 square foot facility to support recycling operations.

Erect a 40’ x 80’ pre-engineered building on reinforced concrete slab with 3’ CMU perimeter knee walls with a stucco finish. Construct a 35’ x 72’ concrete pad for the storage of hazardous material lockers. Site work includes 20’ driveway and parking apron, all utility services and 500’ of chain-link fence.

55

Left: Crewmembers using a concrete vibrator to remove trapped air during the placement of a 16’ high concrete wall. Below: Project at turnover showing two walls with integrated end columns, and the new columns constricted next to the adjoining structure.

MAINTENANCE SHOP ADDITION SS8-802

Technically challenging project that provided excellent training in the construction of framework and the placement of concrete. The building is a cast-in-place concrete structure with concrete roof. This project provided a unique experience in forming and concrete placement due to the shear walls that required the columns and walls to be constructed together. NMCB FOUR began the project and turned it over to NMCB FIVE at 66%. Project Data Personnel: 9 – 11 personnel Duration: August 1999 – June 2000 Mandays: 1,723 Material Cost: $107,000 Cost Savings: $559,975 Specifications: Construct a 30’ x 32’ cast-in-place reinforced concrete addition to the

existing Vehicle Maintenance Shop. The addition will provide one bay with a vehicle lift and one bay for washing vehicles. Project includes all utility connections, a 500-gallon oil/water separator, an oil waste storage containment area, and aggregate storage bins with an associated laydown area.

56

LABOR DISTRIBUTION SUMMARY DETAIL SABANA SECA

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Total % TotalDirect labor MDs 112 240 244 207 223 384 366 1,776 71%Indirect Labor MDs 37 66 76 84 99 61 35 458 18%Readiness/Training 10 26 33 56 32 37 71 265 11%Total 159 332 353 347 354 482 472 2,499 100%# Personnel 17 20 20 20 20 24 24 # Direct Labor 12 15 15 15 15 19 19 # Workdays 11 24 24 23 24 23 23 % Direct Labor1 77% 80% 79% 76% 72% 87% 93% MD Capability2 119 324 324 311 324 393 393 Availability Factor3 82% 66% 68% 67% 63% 85% 89% Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.8) 3. Availability Factor = ((Direct Labor MDs) / (MD Capability)) X (.8)

57

DETAIL VIEQUES,

PUERTO RICO

58

CONSTRUCT

V This was an expansion project of an existcapability to react to emergencies by 33%. The exbay will allow the Fire Department to shelter all oftechnically challenging project because of several construction assets, the Seabees overcame all chalquality workmanship. NMCB FOUR started the p Project Data Personnel: 7 - 10 personnel Duration: August 1999 – March 2 Mandays: 904 Material Cost: $ 76,234 Cost Savings: $293,800 Specifications: Construct a 1,500 squa

included selective demconcrete for the foundawork included installatElectrical work includereceptacle boxes, and esealing and painting of up doors.

Left: Members of Detail Vieques construct wall forms for new walls. Below: Final product including theaddition of a third bay.

APPARATUS BAY I6-815

ing fire station, which increased the fire fighters pansion of the existing bays and the addition of a third their vehicles and fire fighting equipment. A complex overhead concrete pours with limited lenges and completed the project in a timely manner with roject at 0% and took it to completion.

000

re foot addition to an existing fire station. Project scope olition and placement of 110 cubic yards of cast-in-place tion, slabs, ramps, columns, walls, and roof. Mechanical ion of two mini split A/C units and all associated piping. d installation of interior and exterior lighting system, lectric motors. Interior and exterior work included the concrete walls, and installation of windows and roll-

59

Left: Drilling operations in preperation for blast. Below Left: Crusher operations for ¾” and 1” mineral products. Below: Clearing of quarry shelf after blast.

CRUSHER/QUARRY OPERATIONS VI0-400

This unique project allowed the Seabees to receive valuable training in quarry operations. Daily operations of the quarry included drilling, blasting, clearing, hauling, crushing, and stockpiling of rock material. Challenges for the crew included keeping the extremely old rock crusher and other associated quarry equipment running. The quarry was shut down at the end of the deployment, marking an end to an era of Seabee crusher/quarry operations on Vieques. NMCB FOUR started the project at 0% and took it to completion Project Data Personnel: 4-6 personnel Duration: August 1999 – February 200. Mandays: 394 Material Cost: $ 0 Cost Savings: $ 128,050 Specifications Project scope included drilling operations in preparation for four separate blasts,

and operation of the quarry to produce 3,076 cubic yards of various sized mineral products for use by Naval Ammunition Storage Depot Public Works Department. After completion of operations, the Seabees closed the quarry in accordance with the PWD environmental plan, and relocated the rock crusher, asphalt plant, and all associate quarry assets to Camp Moscrip, Puerto Rico.

60

OIC DISCRETIONARY DETAIL VIEQUES

PROJECT LISTING MANDAYS CONSTRUCT TRIPLE STRAND CONCERTINA WIRE FENCE AT OP-1 38 ASSIST NASD WITH HURRICANE PREPERATIONS 7 PREP CAMP GARCIA FOR MOVE IN OF SECURITY 5 NASD FRONT GATE FORTIFICATION 2 TOTAL MANDAYS 52

Left: Crew places triple strand concertina wire around perimeter of helicopter LZ at OP-1.

Above: Barricades placed for fortification of NASD front gate in preparation for protestors.

61

Above: Members of Detail Vieques assist NASD by boarding up windows in preparation for Hurricane Jose.

CAMP MAINTENANCE DETAIL VIEQUES

PROJECT LISTING MANDAYS ENVIRONMENTAL CLEANUP OF QUARRY AND CAMP GARCIA 7 PREP OF VAN TRAILERS FOR OFFICE AND STORAGE SPACE 20 IMPROVEMENTS TO DETAIL OFFICE SPACE 16 REPAIR QUARRY GATE 1 HURRICANE PREPERATIONS AT QUARRY 3 TOTAL MANDAYS 47

Left: New acoustical tile in Detail office space. Also, placed new floor tile and painted walls.

Below left: Seabees moved collateral equipment, automotive repair parts, and other tools from old equipment containers into these new van trailers. Below: New office trailer at the quarry maintenance site.

62

LABOR DISTRIBUTION SUMMARY DETAIL VIEQUES

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-99 Feb-99 Total % Total

Direct Labor MDs 125 242 257 191 194 207 181 1,397 67%Indirect Labor MDs 55 67 79 78 101 60 70 510 24%Readiness/Training 9 35 33 37 17 28 23 182 9%

Total 189 344 369 306 312 295 274 2,089 100%

# Personnel 23 23 23 23 23 19 16

# Direct Labor 12 12 12 12 12 10 9

# Workdays 11 24 24 24 24 24 24

% Direct Labor1 71% 81% 79% 75% 67% 80% 74%

MD Capability2 111 243 243 243 243 203 182

Availability Factor3 97% 91% 95% 75% 69% 93% 90% Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NOTES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125) X (.75) 3. Availability Factor = (Total Direct Labor MDs) / (MD Capability) X (.75)

63

DFT HAITI

64

Above: Two-room schoolhouse Right: Schoolhouse interior walls and chalkboards

NOTRE DAME DU ROSARIE Notre Dame Du Rosarie was located 8 kilometers east of Camp Faiwinds and consisted of three projects. The first project consisted of renovating a schoolhouse by removing and replacing existing sills, rafters, and purlins. The second project was to construct a new two-room schoolhouse. On the third project, Seabees converted a storage shed into a two-room schoolhouse by removing and replacing corrugated roofing, rafters, and purlins, and installing a CMU dividing wall. Existing door openings that were neither plum nor square and corrugated roofing panels that did not match the skylight paneling challenged personnel during the project. Project Data Personnel: 21 personnel Duration: 30 August 1999 – 14 October 1999 Mandays: 601 Material Cost: N/A Cost Savings: N/A Specifications: Renovate a 32’x128’ schoolhouse by removing and replacing existing sills,

rafters, and purlins. Project included the installation of 6,800 square feet of corrugated roofing and 19 wooden doors and jambs. Construct a 21’x32’ two-room schoolhouse. Work included building layout, excavation, backfill and compaction, fabrication and installation of formwork/reinforcement, and finishing of 18 cubic meters of concrete. Seabees constructed CMU block walls, installed two metal doors and jambs, installed corrugated metal roofing and gutters, and painted the entire building. Convert a storage shed into a two-room schoolhouse by removing and replacing all roofing and installing a CMU block dividing wall.

65

Left: Students singing thank you to the Seabees. Below: Loverture Cleary School/Lab

LOVERTURE CLEARY SCHOOL/LAB Loverture Cleary was located 7 kilometers east of Camp Fairwinds and the U.S. Support Group. The project consisted of construction of a 31’x41’ two-room schoolhouse with an attached science wet lab. The project gave Seabees an outstanding opportunity to improve their skills in concrete finishing, construction o CMU block walls, and electrical and plumbing work. f

Project Data

Personnel: 17 personnel Duration: 15 October 1999 – 19 November 1999 Mandays: 349 Material Cost: N/A Cost Savings: N/A Specifications: Construct a 31’x41’ two-room schoolhouse with attached science wet lab.

Customer performed backfill, compaction, and fabrication and installation of formwork and reinforcement. Finishing of concrete, constructing CMU walls, installing three metal doors and jambs, fabricating and installing 20 wooden trusses, corrugated roofing, gutters, stairs, and painting of the building was performed by Seabees. Additional work included electrical rough-in, installation of outlets, light fixtures, panelbox, and 4 ceiling fans. Seabees also installed plumbing including three sinks, an emergency shower, flood drains, and a gas line.

66

OIC DISCRETIONARY

DFT HAITI – WATER WELLS

PROJECT LISTING MANDAYS HAITI-01 SAVANE BLONDE WATER WELL 172 HAITI-02 SANTOS #9 WATER WELL 91 HAITI-03 JUMPMASTER WATER WELL 72 HAITI-04 SANTOS #12 WATER WELL #1 (ABONDONED) 62 HAITI-05 SANTOS #12 WATER WELL #2 (ABANDONED) 110 HAITI-06 NOTRE DAME WATER WELL 110 TOTAL MANDAYS 617 • All wells were constructed with a crew of 13 personnel (1 UT, 1 SW, 2 CU, 9 EO)

Below: Water well “Santos #12”

Above: Water well crew

Below: Water well “Santos #9”

Above: Installing pump water well “Notre Dame”

67

DFT KEFLAVIK, ICELAND

68

Left: Seabees from NMCB FOUR set the steel framing for the new refueling shelter. Below: The completed project.

REFUELING EQUIPMENT SHELTER KF9-802

The refueling shelter in Keflavik was a 0 - 100% project for NMCB FOUR. A challenging project due to the close proximity to air operations and the difficulties encountered as a result of harsh winds and frigid temperatures. The building was not a typical pre-engineered building, rather the steelworkers were required to make all structural members from steel channels and plates. In addition, the geothermal heating system installed is a unique system used in Iceland that draws superheated water from volcanic activity and supplies this water to a radiator system within the building.

Project Data____________________________________________________________________ Personnel: 7-8 personnel Duration: August 1999 - November 1999 Mandays: 526 Material cost: $54,200 Cost Savings: $164,206 Specifications: Construct a 10 m x 10 m pantogragh refueling storage facility. The project included

concrete footers, slabs, and underslab utilities; placement of insulated roof and wall panels; rough and finish explosion proof electrical system; and installation of a geothermal heating system.

69

Left: Seabees from NMCB FOUR verify the position of the framing for the new fueling vault shelter. Below: The completed project.

MODIFY PANTOGRAPH VAULTS KF9-803

The modification of pantograph vaults were performed on six different vaults at three locations. With each building being a different size and configuration, and having only one typical drawing, the crew was tasked with designing the layout for each of these buildings. The varying site conditions also required that each of the steel frame members be carefully measured and constructed from lengths of structural steel channels. As with any project in Iceland, the weather conditions presented a unique challenge to the crewmembers. NMCB FOUR began this project at 0% and took it to completion.

Project Data______________________________________________ __________ Personnel: 7-8 personnel Duration: August 1999 - November 1999 Mandays: 493 Material cost: $56,800 Cost Savings: $126,131 Specifications: Construct six pantogragh fueling vault shelters of which all varied in size from three to nine

meters in length. The project included design and layout of all structural members, fabrication and erection of all steel members, and placement of insulated roof and wall panels.

70

OIC DISCRETIONARY CAMP MAINTENANCE

DFT KEFLAVIK

PROJECT LISTING MANDAYS INSTALL SUBBASE FOR SIDEWALKS 40 REPLACE DROP IN CEILING FOR PUBLIC WORKS 25 RENOVATE BARRACKS 30 INSTALL WASHER IN LAUNDRY ROOM 10 TOTAL MANDAYS 105

Above: Installing the suspended ceiling in Public Works.

Labor: Excavating for the new sidewalk.

71

LABOR DISTRIBUTION SUMMARY DFT KEFLAVIK, ICELAND

Month Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-99 Feb-99 Total % Total

Direct Labor MDs 243 397 322 98 - - - 1,060 80%Indirect Labor MDs 33 47 33 45 - - - 158 12%Readiness/Training 29 43 29 4 - - - 105 8%

Total 305 487 373 147 - - - 1,323 100%

# Personnel 20 20 20 18 - - -

# Direct Labor 15 15 15 13 - - -

# Workdays 18 24 24 16 - - -

% Direct Labor1 89% 90% 94% 69% - - -

MD Capability2 243 324 324 187 - - -

Availability Factor3 90% 109% 87% 43% - - -

Direct Labor Mandays represent mandays expended on all DL tasking except Training. Total Direct Labor mandays expended is sum of Direct Labor mandays and Readiness/Training mandays. NO 3. Availability Factor = ((Total Direct Labor MDs) / (MD Capability)) X (.8)

TES: 1. %Direct Labor = (Total Direct Labor MDs)/(Total MDs) 2. MD Capability = (# Direct Labor) X (# Workdays) X (1.125)

72

ADDITIONAL DFTs

73

DFT EARLE

Ten Seabees from NMCB FOUR embarkedweek construction mission to Naval Weapons Statiofive projects to help improve the quality of life for pWork was completed by scope of work description a Project Data Personnel: 10 personnel Duration: 22 September 1999 – 04 Mandays: 335 Material Cost: $16,219 Cost Savings: $108,875 Specifications: Construct 32’x 36’ concr

block. Rehab laundry facplumbing and electrical tstop, by replacing existininstalling an HVAC unit.sidewalk with stairs. Repsource at the ballfield.

Above: Renovated bus stop Upper Left: Completed breezeway patio Bottom Left: Ballfield waterline

, NEW JERSEY

from DET Norfolk on 22 September 1999 on an eight n (NWS) Earle, Jew Jersey. The tasking consisted of ersonnel at NWS, Earle. No prints were provided. nd field sketches.

November 1999

ete patio with a three foot knee wall using landscape ility by expanding pads and installing additional

o accommodate two additional washers. Renovate bus g new walls with new inside and outside sheeting and Replace a gravel walkway with a new 150’ concrete air waterline and install hose bib to provide a water

74

Photos not available due to OPSEC requirements.

DFT BAHAMAS DFT Bahamas deployed from NSRR, PR to an abandoned Naval Station in Governor’s Harbor, Eleuthera, Bahamas for a scheduled two week deployment. The DFT was grouped with Special Forces (SF) members of SOCSOUTH’s Charlie 3/7 Exercise Support Group (ESG) and were assigned in support of exercise “Bow Drawn.” The exercise was a joint operation between the U.S. Army SF, U.S. Navy SEALS, and the Royal Bahamian Defense Force. The joint environment and need to coordinate with the host nation representatives created an outstanding training experience for all DFT members. Project Data Personnel: 5 personnel Duration: 21 February 2000 – 28 February 2000 Mandays: 35 Material Cost: N/A Cost Savings: N/A Specifications: Construct approximately 200 linear feet of temporary light wooden frame walls,

patch openings on the exterior, hang approximately 15 doors and place furniture in an abandoned 50’ x 200’ concrete structure. Construct approximately 20 linear feet of temporary light wooden frame walls, patch openings on the exterior, hang 2 doors and place furniture to an abandoned 40’ x 60’ concrete structure.

75

Photos not available due to OPSEC requirements.

DFT ECUADOR

NMCB FOUR deployed to Manta, Ecuador in support of Naval Special Warfare Unit (NSWU) FOUR which was taking part in the Special Operations Command South (SOCSOUTH) Operation WINTER PICNIC. The DFT Team consisted of two Third Class builders, and was deployed with the primary task of constructing a seahut and shed. Additional time was spent training with NSWU FOUR. Project Data Personnel: 2 personnel Duration: 29 August 1999 – 17 September 1999 Mandays: 36 Material Cost: N/A Cost Savings: N/A Specifications: Construct one 16’ x 32’ seahut and one 8’ x 8’ shed to assist NSWU FOUR.

Additional training gained during the project included qualifying as experts on the 9mm pistol and familiarization fire with the MP-5 assault rifle.

76

CHAPTER FIVE

SUPPLY/LOGISTICS/EQUIPMENT 1. OUTLET SUMMARIES: A. ORGANIZATION: Supply department personnel operated the following outlets: Enlisted Dining Facility, CPO Mess, Wardroom, BEQ, CPOQ, BOQ, CTR, CSR, ARP, 782/Infantry Gear Issue, Supply Office, Disbursing, Barber Shop, MLO, and TOA Warehouse. Extensive material support was provided to Details at Gitmo, Andros, Sebana Seca, and Vieques. Limited support was provided to Details at Norfolk, Jacksonville, and Haiti. One Storekeeper was provided to support supply operations for Details Gitmo and Norfolk. B. SUPPLY OFFICE: The supply office was a keystone of the stores and financial side of supply management. The camp was granted $3 M to operate for FY 99 and $1.7M for FY 00. Twelve SKs processed over 6,000 requisitions during this deployment; of these, over 2,000 were high priority documents. In addition, the supply office managed over $500 K in deployment per diem/TAD funds. C. TABLE OF ALLOWANCE: The TOA in Camp Moscrip is not containerized and is stored in warehouses that are not climate controlled with the exception of controlled items such as weapons and communications gear that are stored in their respective shops around camp. Currently the TOA is being reconfigured in the new modular (P25M) configuration. Core III will be a working core from which materials may be taken for projects, DFTs, and training. Cores I and II will be held in reserve for contingency operations. D. HAZARDOUS MATERIAL: The Battalion HAZMAT organization was led day to day by the HAZMAT Program Manager who worked out of the Material Liaison Office. Each company and project had a HAZMAT representative that coordinated daily with the program manager on disposal of hazardous material/waste, procurement of environmental equipment, and other various environmental issues. The program manager coordinated directly with Naval Station Roosevelt Roads Public Works Environmental division on disposal procedures, weekly inspection schedules, and other various environmental issues. The program manager, in support of Alfa/Bravo Company shops and main body/camp maintenance projects, ensured that hazardous materials were received, stored and issued properly, that MSDSs and other records were properly documented, and that inventories of all hazardous material storage areas were updated weekly. The battalion was able to utilize the base CHRMP facility to obtain hazardous materials, take advantage of the used rag program, and utilize their drum crushing facility. E. CENTRAL TOOL ROOM (CTR): The CTR staff consisted of six personnel tasked with the support of main body and camp maintenance projects and seven personnel tasked with the reconstituting the TOA tool kits. CTR was responsible for management of all hand and power tools, tradesman’s tool kits, inventory, and scheduled preventative maintenance. CTR managed a $3.1 M inventory consisting of 247 TOA and 73 augment tool kits, 17,340 shelf stock line items, 210 electrical tools and 104 gas/pneumatic power tools. CTR completed a wall to wall inventory with a goal of reaching 100% accountability. In addition to their normal workload, CTR supported three Deployments for Training (DFT’s) in Haiti, Keflavik, and the Bahamas. During the Logistic Management Assessment, CTR received an inventory validity rate of 97%, an outstanding achievement. F. MATERIAL LIAISON OFFICE (MLO): MLO employed 8 personnel throughout NMCB FOUR’s deployment. The outlet was responsible for ordering, tracking, receipt, storage, issue, delivery, inventory and management of all project and camp maintenance material. MLO managed a budget of $777 K in funds for main body’s 8 tasked projects. MLO tracked CONUS procured material for three of the battalion’s detail sites and took the lead on resolving all financial challenges. An effective liaison with the Second NCB and 20th NCR, R35 ensured funding and materials, both local and CONUS, arrived at main body and detail sites on schedule. NMCB FOUR was the first to experience the transition to reimbursable OPTAR funding for projects. Currently, there are two projects funded through a reimbursable OPTAR with all future projects to be funded in this manner. Each project funded through a reimbursable OPTAR will have its own IMPAC card and will have completely different reporting requirements than in the past. Each project is required to be reported monthly on an OPTAR Status Report, OPTAR Document Transmittal Report and a credit card validation report vice the Estimate at Completion report. During the

77

Logistic Management Assessment and throughout the deployment, MLO received and maintained a 99% construction material inventory validity. G. CENTRAL STOREROOM: CSR is no longer in the business of stocking consumable items. Paper Clips at Camp Moscrip supports all consumable needs of the Camp. This outlet handles the shipping and receiving of all incoming and outgoing cargo for Camp Moscrip, and is manned by one Storekeeper. All shipments of materials under 70 pounds and no larger than 108 inches in length and girth in support of the detail sites are sent using the MPS Postal System which normally takes 5 to 7 days to reach the destination. Bulky shipments are processed through Base Supply Shipping and Receiving Branch which results in a slightly longer lead time. Shipment of Civil Engineer Support Equipment is handled through FISC Shipping. Unaccompanied Baggage shipments are processed through Personal Property (TMO Office) at Roosevelt Roads. H. CUU AND 782/INFANTRY GEAR ISSUE: All gear in this outlet is checked out individually and personnel are required to sign a pay checkage form (DD 139) at time of check out. Pay checkage forms are then returned to the individual upon return of the gear. This process is necessary to make certain that the gear gets returned to supply and helps instill accountability. A wall-to-wall inventory was conducted. I. AUTOMOTIVE REPAIR PARTS (ARP): There are two Storekeepers and two augments (one CM and one EO) assigned to this outlet. They support all of Alfa Company's Civil Engineer Support Equipment (CESE) maintenance requirements. A challenge in itself, a road to recovery process was put in place to re-establish the accountability of 16,000 line items of repair parts. After four months of intense wall to wall inventorying, 99% validity and accountability was reestablished and evidenced during the THIRD Naval Construction Brigade’s Logistics Management Assessment in February 00. Also, during the deployment, Automotive Repair Parts (ARP) reestablished a Shelf Life Program for over two hundred line items. Relocated 150 tires in preparation of containerizing the ARP stock.

J. FOOD SERVICE: The galley has improved service by leaps and bounds this deployment drawing positive

comments from the 2rd Naval Construction Brigade inspectors. The Wardroom, CPO Mess, and the galley hosted numerous VIP visits including the Master Chief Petty Officer of the Navy, Commodores of the Second and Third Naval Construction Brigades, and the Chief of 2NCB. All visitors were truly impressed with the quality of food, cleanliness and friendly service that was provided by the Food Service Division. The staff initiated a replacement program for all galley equipment. During this deployment, 1 freezer, 1, chill box, 2 salad bars, 1 display carrousel, 1 food mixer, 1 meat slicer, 1 ice machine, and 2 juice dispensers were some of the items that were procured. The full ration credit allowance has been a tremendous help in the galley being able to provide the highest quality service to its patrons. During this deployment the total stores consumed per quarters averaged $260,000. Thanks to an outstanding monetary spending plan developed by the MS Leadership, the battalion consumed every dollar allowed.

K. DISBURSING: The implementation of IATS (Integrated Automated Travel System) in July 1999 saw improved speed and convenience in the liquidation of travel claims. The process that used to take two to three weeks is now completed in three to four days and all payments are automatically deposited into individual bank accounts via electronic funds transfer. The Okinawa deployment for Disbursing was characterized by long lines of people during paydays and per diem payments. Through the hard efforts of the disbursing personnel that scene has become a thing of the past. Currently, this office is enjoying a renewed respect and confidence as a direct result of improved morale. This office is ready for the future challenges as newer and better systems come on-line. L. POSTAL: We offered a full service post office that included shipping packages and letter mail, postal money order sales, stamps sales, shipping and packing materials, etc. Incoming mail is retrieved from the Roosevelt Roads postal facility. Turn around time averages one to two weeks. Rearranged lobby to make it more presentable and functional. Reordered and updated all forms required to be on hand. Implemented new filing system to better managed the forms. M. BERTHING: The battalion has enjoyed new furniture for three of the four enlisted barracks and is awaiting the arrival of new furniture for Building 3181.

78

N. BARBERSHOP: One barber provided service to over 300 main body personnel. Twice a week, hours of operation were extended beyond normal working hours to provide services for project personnel.

79

2. EQUIPMENT:

EQUIPMENT POPULATION (ORGANIC AND AUGMENT)

Vehicles Beep Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Jan 00 Feb 00 Beep In Service 201 201 173 169 170 200 204 207 213 In Preservation 96 96 92 100 99 98 107 115 115

Total 297 297 265 269 269 298 311 322 328 PM & INTERIM REPAIR ERO SUMMARY

Month Repairs PM Total PM:INT Ratio August 19 13 32 .7:1 September 27 51 78 1.9:1 October 34 107 141 3.1:1 November 42 72 114 1.7:1 December 30 46 76 1.5:1 January 50 73 123 1.5:1 February 38 85 123 2.2:1 Total 240 447 687 1.9:1

EQUIPMENT AVAILABILITY STATUS (ORGANIC ONLY)

Beep Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Jan 00 Feb 00 Beep On Deadline Auto Construction MHE

1 6 3

2 6 2

2 4 1

4 5 4

4 5 3

3 7 3

5 4 5

7 7 4

4 6 3

Total 10 10 7 13 12 13 14 18 13

% Availability

81 90 83 78 76 75 80 84 88

80

LESSONS LEARNED

81

APPENDIX 1

LESSONS LEARNED

1. TRAINING a. ITEM: LEADERSHIP TRAINING

(1) DISCUSSION: Leadership Continuum classes were offered to all tenant commands on Naval Station Roosevelt Roads. The Command Career Counselor controlled the number of seats that were offered for each class. The selection process was established by using time in rate for each member. Personnel with the longest time in rate were selected for the seats first. Of 107 Battalion Second Class Petty Officers needing the class, one was trained. Of 77 First Class Petty Officer billets, nine were trained. Of 12 Chiefs billets, four were trained. When the Battalion returns to homeport, two classes will be available per pay grade, with eight seats available per class. There are neither enough classes nor seats available for the Second or First Class Petty Officers of the Battalion to get them trained and competitive for advancement.

(2) RECOMMENDATION: Increase the number of seats available to the battalion for each class. Fund members to attend classes TAD in San Diego while in homeport. Ensure personnel transferring to the battalion either attend the leadership continuum at their last command or en route to the battalion. Members transferring from the battalion must attend the class in transit to their next command if they have not already attended. Balance needs to be maintained between command mission, which supports big picture Navy goals and development of individual Sailors and Seabees. 2. COMMUNICATIONS/ADP

a. ITEM: ORGANIZATION OF COMMUNICATIONS GEAR AT NSRR IN THE P-25M CORES

(1) DISCUSSION: The equipment is not readily organized for the P25M cores. Some of the assemblies are divided into components/sub-assemblies and stored in different areas of the Communication shop.

(2) RECOMMENDATION: New packing boxes need to be designed and built to hold complete assemblies. Those packing boxes can then be designated as belonging to the correct core. It may also be possible to pre-pack the boxes into shipping containers for ready deployment. b. ITEM: OUTFITTING EACH CORE

(1) DISCUSSION: The quantity of communications equipment to fill each core is not available in the TOA. This leads to filling Core 1 to its best possible capacity and capability, while Cores 2 and 3 receive the remnants. These remnants will limit the capabilities of a separate operating unit to perform its function.

(2) RECOMMENDATION: Provide guidance for the division of communications equipment until additional assets are provided to complete the TOA. A plan to augment limited/missing TOA assets with alternative equipment or equipment from other locations must be developed. c. ITEM: ELECTRONIC DATA STORAGE (1) DISCUSSION: Since the Battalion often works with various electronic files that exceed 1.44 MB, a 3-1/2”floppy disk is insufficient when required to store or transport file by disk.

82

(2) RECOMMENDATION: Provide a media storage device (100MB ZIP drive) for each DET/DFT and additional zip drives for main body. d. ITEM: SHIPMENT OF ADP ASSETS (1) DISCUSSION: Merchandise ordered for ADP was misrouted during shipment. (2) RECOMMENDATION: Shipping agent should provide a copy of the DD-1149 (shipping document) to the Battalion. This would assist the receiving agent in back tracking any misrouted shipments and provide feedback (status) to the shipping agent. e. ITEM: LAN FILE SERVER (1) DISCUSSION: The current file server system in place in Camp Moscrip is inadequate to handle the demands of storing and processing the vast quantities of electronic data (files) of an active battalion. (2) RECOMMENDATION: Upgrade current file server to handle increased workloads, reduce file processing time, and system lockups. f. ITEM: DIGITAL PHOTOGRAPHY (1) DISCUSSION: There are not enough digital cameras to support photo documentation of DET and DFT sites. Each site is required to submit photo SITREPs. This deployment we had a total of ten sites. In the information age, digital cameras are the most efficient method to get photos of the projects back to the main body for monitoring and documentation. (2) RECOMMENDATION: Provide quality, digital cameras for each site or scanners to digit regular pictures for transmission back to the main body via email. 3. SUPPLY/LOGISTICS/EQUIPMENT a. ITEM: UTILIZATION OF THE NAS ROOSEVELT ROADS CHRIMP FACILITY (1) DISCUSSION: Utilization of the NAS Roosevelt Roads CHRIMP facility enables the resident battalion to expediently procure common hazardous material items at a reduced cost and return any unused hazardous material without incurring any additional disposal costs. However, it is incumbent upon the battalion to ensure that this facility is not misused. The resident battalion must ensure that funds are available in the CHRIMP account and that the material is listed on the Authorized Use List before any hazardous material is procured from this facility. (2) RECOMMENDATION: To ensure that funding is available in the CHRIMP account and that only approved hazardous materials are procured, the battalion should designate personnel approved to receive material and personnel with CHRIMP procurement approval authority. Personnel with procurement approval authority should be different from those personnel approved to receive material. Suggest that only company hazardous material representatives be approved to receive material from CHRIMP. Suggest that only the Environmental Officer, Hazmat Program Manager, and the Hazmat Program Coordinator have approval authority. The Hazmat Program Coordinator needs to keep an accurate log of all CHRIMP purchases to ensure that they do not exceed the funds allotted. b. ITEM: HELPFUL FACTS ABOUT PUERTO RICAN CONSTRUCTION MATERIAL. (1) DISCUSSION: Some basic planning lessons pertaining to Puerto Rico have been learned which are outstanding guidelines to remember.

(2) RECOMMENDATION: Keep the following in mind for ordering materials:

83

(a) CAAR requests for concrete and aggregates should be submitted 10 days in advance and cancellations need to be minimized. If a cancellation is necessary it should be done at minimum 48 hours prior, inclement weather excluded.

(b) A local transient mixer holds up to 10 cubic meters of concrete. (c) Single Bill of Materials line item orders of over $2,500 must be processed via contract

through the base Supply department. (d) It requires at minimum, two weeks to process a contract. Four weeks if contract is over

$10,000. (e) All receipts received on the project sites for direct delivery of materials from vendor

needs to be forwarded to MLO the same day in order for billing to be completed. (f) To meet concrete compressive strength specifications, concrete needs to be ordered at a

compressive strength that is 1.5 to 2 times stronger than that which is specified. (g) Required quantities of materials may not be available in stock or on the shelf at most

local vendors. However, quantities can be available if the vendor is given two weeks notice.

(h) Specialty items, ductile iron products, and galvanized metal parts can be procured through off-island sources. However, delivery can take up to six weeks.

c. ITEM: PROCUREMENT OF CONUS MATERIALS (1) DISCUSSION: A revised Project Material Status Report devised by R35 was used this deployment. This PMSR greatly improved the tracking of CONUS procured material and provided a general historical account of CONUS material line items. However, an improvement needs to be made in the detailed tracking of CONUS procured material. (2) RECOMMENDATION: Continue using the new PMSR format but initiate a better system that can locate any material item at any time during the delivery process. d. ITEM: MATERIAL PROCUREMENT

(1) DISCUSSION: Material procurement of items that are designed to US standards were sometimes difficult to acquire. Puerto Rico construction material availability did not always support the designs. Material acquisition if it was not readily on the shelf at the local construction supplier took an extremely long time to arrive.

(2) RECOMMENDATION: Recommend establishing a contract with the Prime Vendor contractor for this region. e. ITEM: HOLIDAY CELEBRATIONS IN PUERTO RICO

(1) DISCUSSION: Local celebrations of holidays can severely impact the Battalion’s ability to interact effectively with local businesses.

(2) RECOMMENDATION: Be sure to account for the holiday season as part of the planning process since Puerto Rican businesses have substantially reduced hours starting in mid December and running through early January. Material can be a challenge to purchase at this time. 4. ALFA COMPANY a. ITEM: PARTS EXPEDITOR

(1) DISCUSSION: Turn around time on critical parts was a problem due to delays in shipping. Having an expeditor in CONUS working with suppliers to get parts shipped to Puerto Rico would greatly reduce the turn around time on critical parts. Local venders will promise delivery to Puerto Rico in “a few

84

days” which repeatedly proved to mean “a few weeks”. Coordination for parts in CONUS would reduce this waiting time required to get simple “off the shelf” items.

(2) RECOMMENDATION: Have a parts expeditor in Gulfport similar to the expeditor in Port Hueneme. 2NCB is currently looking at this option. b. ITEM: LOCAL PARTS PROCUREMENT

(1) DISCUSSION: All locally procured parts have to be coordinated through Supply prior to any purchase. Prior to approval, exact data has to be obtained which usually requires the Expeditor to go to all the parts stores and pre-coordinate the purchase of parts since this cannot always be done over the phone. Once approved, the Alfa Company expeditor has to schedule a day with Supply to take a SK along with the Expeditor and return to all the previously visited vendors to make the purchases. This process is very time consuming and reduces the effectiveness of the Parts Expeditor. Additionally, the use of the battalion credit card was limited to months 2-6 of deployment adding to the effort required during the most critical part of deployment.

(2) RECOMMENDATION: To make the parts expeditor much more effective in procuring parts locally, a credit card should have been issued directly to the Alfa Company expeditor. This proved to be very valuable for Bravo Company. The credit card should also be made available prior to deployment and be allowed to use through the entire deployment. c. ITEM: RENTAL EQUIPMENT

(1) DISCUSSION: NAVFAC P-300 requires Brigade to be notified when construction equipment needs to be rented/leased to provide Brigade the chance to research other options and possibly reduce or eliminate the rental expenses.

(2) RECOMMENDATION: Include this training in the CESE Management course to get this information out to Detail OICs, Operations and Alfa Company personnel. d. ITEM: COMMUNICATION WITHIN WORKING SPACES

(1) DISCUSSION: A significant amount of time is wasted trying to coordinate between Cost Control, Dispatch, and Live Storage. Due to the large footprint of Alfa Company spaces, additional time is wasted trying to locate key personnel for daily business requirements.

(2) RECOMMENDATION: Communications would be improved by providing a phone in the Live Storage shack. Also, an intercom system throughout the building and yard should be installed to help locate personnel. e. ITEM: TIRE DISPOSAL

(1) DISCUSSION: DRMO has difficulty with contracting the disposal of tires and has no accumulation points for old tires. With no other means of disposal a large, unsightly pile of tires will accumulate. The Camp Tzar could set up a local, no cost contract for the disposal of tires.

(2) RECOMMENDATION: Establish a contract with a local contractor to dispose of tires. f. ITEM: TRAINING ON OLDER EQUIPMENT

(1) DISCUSSION: New CMs are not knowledgeable enough to fix older equipment efficiently. CMs are being taught how to repair the newer tactical gear in ‘A’ school. Also, they do not learn parts research, ordering and other basic skills required to perform their daily duties.

85

(2) RECOMMENDATION: Provide more opportunity to do technical training on some of the training days. Efficiency would be improved and provide value catch up training for the new mechanics who have never worked on the older equipment contained in the TOA. 5. DETAIL ANDROS a. ITEM: PROJECT MATERIALS

(1) DISCUSSION: The material procurement system is completely different on Andros from normal Seabee MLO operations. The AUTEC engineers (civilian contractors) order, pay for, track shipment, receive and store all materials. Navy Undersea Warfare Center (NUWC) does not want to transfer project funds to Second Brigade for material purchase. NUWC wants their base contractor to perform procurement. Once materials are stored by AUTEC, Seabees can move them to a tension fabric structure (TFS is approximately 40’ x 120’) for staging.

AUTEC does not have Bill of Materials (BM’s), but they do have material listings that are similar. The AUTEC material list is not itemized by construction divisions or activities. Their list is a massive compilation of materials for the entire project. This makes a BM to MTO comparison difficult, but it is still necessary. If more materials are needed per MTO, AUTEC will order them, if money is available.

Materials tracking within the contractors system can sometimes be unreliable. Some material was used for other projects. Builder Shops sometimes borrow from project materials.

AUTEC switched to the GOLD database for supplies during our deployment and they have a high turnover of personnel at the Project Materials (actual name) warehouse.

(2) RECOMMENDATION: Stage all material in the Seabee’s TFS for the deployment tasking.

However, there is limited shelving in the TFS, which makes storage a bit difficult. Lock the materials in this warehouse. Only Seabees have the key.

Training must be done immediately upon arrival with the MLO Seabee to learn how to use the GOLD system. This system is used by Seabees to view status of materials, request transfers from project to project and receive materials from AUTEC. b. ITEM: GOVERNMENT TRAVEL CREDIT CARDS

(1) DISCUSSION: There is one HM, one civilian doctor and one civilian dentist at AUTEC. The

HM and doctor can treat common illnesses. The civilian dentist will not treat military personnel. Serious illnesses, emergencies, special tests, and X-rays must be done off-island, which is normally West Palm Beach (WPB). There is a VA hospital in West Palm Beach (WPB) that Seabees can get to via a taxicab. Several hotels are available in the WPB area, if a stay at the hospital is not available.

(2) RECOMMENDATION: Every Seabee on the Detail should have a government travel credit card to use during emergency travel. Call mainbody to get orders for the Seabee and travel to WPB is simple by using the AUTEC plane shuttle. The travel credit cards were great to have for this Det. c. ITEM: ROICC OPERATIONS

(1) DISCUSSION: Here at Andros, AUTEC is completely operated by a civilian contractor. There are no ROICC or Public Works offices, but there are engineers that serve a similar function.

(2) RECOMMENDATION: It is important to be aware of the above statement since operations are a little different with the AUTEC contractor. Terminology used by Seabees and ROICC is different from that used by AUTEC engineers. However, the engineers follow the ROICC guidelines. With good explanations of what is needed, future Detail OIC’s can get the proper reports and information from AUTEC.

86

d. ITEM: SITE APPROVAL

(1) DISCUSSION: There were problems getting the site approval in a timely manner from the AUTEC engineers. These civilian engineers submit their paperwork to the NUWC. Often, there was confusion on status of site approval documents.

(2) RECOMMENDATION: Do not assume that site approvals have been processed by the

customer. Future Detail OIC’s should ensure site approval is received for all projects at the predeployment visit. Close coordination with the NUWC Seabee Liaison Representative, Amir Kanel, can be very beneficial. His phone number is 561-655-5155 x7285. 6. DETAIL GAUNTANAMO BAY a. ITEM: LOGISTICS (1) DISCUSSION: Guantanamo Bay is an isolated Detail site with many logistical challenges. A barge is scheduled to arrive from Jacksonville every other week bringing in supplies. This makes everything long lead items for projects. Also for travel between Winward and Leeward there is a ferry that runs on a very tight schedule. If projects are tasked on the Leeward side it makes it a challenge to get a full workday.

(2) RECOMMENDATION: Do a thorough scrub of all projects to ensure every item has been identified and ordered well in advance of arrival to GTMO. Keep in close contact with the on site battalion and the Seabee Liaison on material issues. If tasked with a project on Leeward, have the crew stay in the barracks on that side to avoid the ferry schedule. b. ITEM: ADMINISTRATION (1) DISCUSSION: Internet access is very limited at the Detail spaces with the OIC having the only Internet capability. This makes it very difficult to communicate with higher headquarters on a daily basis via e-mail. All but two (OIC/AOIC) of the Detail’s 10 computers are outdated making it extremely difficult to do administration as well as project planning with any efficiency. (2) RECOMMENDATION: Outfit the Detail with new computers and have Internet service hooked up on all key billet computers. c. ITEM: TOOL SUPPORT

(1) DISCUSSION: There are 29 tool kits on site. However there are many common tools that are not on site that have to be borrowed from the base 688 excess yard or contractors (e.g. generators, Jackhammer, rescue saw, core drill). (2) RECOMMENDATION: Make certain all tool requirements are identified prior to deployment and have ordered well in advance of arrival. The borrowing of tools becomes a problem when a contractor needs the same tool on the same day. The Detail should have all necessary tools to perform their tasking without going outside the Det site. Tools which are required for a job, but not available within the Det should be placed on the BM during the project planning. d. ITEM: CESE (1) DISCUSSION: Guantanamo Bay's environment is hot and dry and is very harsh on CESE. This along with the slow process of parts arriving, make it difficult to maintain the availability of CESE. Tires are of major concern for this terrain. Also there is no oil/water separator for the Det wash rack. We use the contractors wash rack but have to pay for water.

87

(2) RECOMMENDATION: Always order more parts than actually needed and try ordering parts directly rather than going through main body, this will save time. Use base DRMO and junkyard to salvage parts. This has worked out well for us. There should be a new wash rack constructed for the Det spaces. e. ITEM: BERTHING (1) DISCUSSION: The detail is berthed in the East Bargo section of Base Housing. It occupies fourteen two-bedroom units equipped with washer, dryer and all furniture. Three personnel live in each unit with the senior person in charge in the smaller room and the two junior troops sharing the large bedroom. The senior leadership is also berthed with the troops in housing which keeps unit integrity. (2) RECOMMENDATION: This arrangement has worked out well and has proven to be great for unit moral. f. ITEM: TRAINING (1) DISCUSSION: The Det site has a classroom capable of accommodating 50 personnel comfortably but has no audio/visual equipment for training events. The base Ordnance Department is equipped to conduct weapons qualification. (2) RECOMMENDATION: Audio/visual equipment should be a standard feature for all training classrooms. The Base Ordnance Department has been very helpful in the Det qualifications for the M16 and 9MM. This arrangement has worked well for us and should continue for future Details. 7. DETAIL JACKSONVILLE a. ITEM: DETAIL MANNING MAKE-UP (1) DISCUSSION: Detail Jacksonville, although small, didn’t have a Second Class Petty Officer. Not having this position filled created a hole between our junior Third Classes and our First Class AOIC and QC/Safety positions. (2) RECOMMENDATION: Ensure solid leadership exists at all levels of the chain-of-command. b. ITEM: CBU 410 SUPPORT

(1) DISUCUSSION: CBU 410 provided outstanding support to the Detail on anything from

using their classrooms for training to using tools and equipment. Being co-located with the CBU was a huge help and the Warrant Officer and Master Chief were always willing to help. (2) RECOMMENDATION: Under no circumstances should the Detail damage the CBU – Detail relationship. 8. DETAIL NORFOLK

a. ITEM: MOVEMENTS

(1) DISCUSSION: The use of NALO for Battalion movements is consistently unreliable. Delays

and cancellations impact/impede proper planning, thus affecting mission readiness and capability.

(2) RECOMMENDATION: Establish long range commercial flight schedules and budget accordingly.

b. ITEM: PROJECT DESIGNS

88

(1) DISCUSSION: There was not a complete set of plans/finalized design for the Building 314 Addition project. The originally designed roof was destined to fail, and thus, needed to be redesigned. Being assured by engineers, designers and the customer that the design issue would be quickly resolved, we commenced work. When we left, the roof design was still not finalized and impacts to construction progress were inevitable.

(2) RECOMMENDATION: Have complete project designs prior to starting any projects.

c. ITEM: MATERIAL ACQUISITION

(1) DISCUSSION Becoming well educated on the material acquisition process paid great dividends and allowed for flexibility in executing missions. Give material acquisition personnel as much lead time as possible, emphasizing when lack of materials will cause work stoppage.

(2) RECOMMENDATION: Recommend utilizing 1-month material projections, getting plugged

into the system early, shifting material acquisition to CBU-411 for the Det and ultimately standing up the Prime Vendor program.

d. ITEM: SCWS PROGRAM

(1) DISCUSSION: Mandatory SCWS Program was a tremendous success. Resistance quickly turned into motivation and the program became self-perpetuating at the lowest levels. (2) RECOMMENDATION: Make the SCWS Program mandatory for all personnel, including establishing a program for personnel already qualified.

e. ITEM: SCWS IMPACTS ON PRODUCTION

(1) DISCUSSION: One SCWS board for 1 DL body is 3 mandays. If a board member is DL, that’s another 0.5 manday to conduct the board.

(2) RECOMMENDATION: Either have SCWS as an activity under Training on the Level II, or

create it as it’s own “project” on the Level I. f. ITEM: E9 AS AOIC (1) DISCUSSION: The political atmosphere and convoluted, red-tape environment of Norfolk is easily maneuvered through the Master Chief connection. The most capable O3, E7 or E8 could not touch some of the places available to the E9s. (2) RECOMMENDATION: Whenever possible, send an E9 as AOIC to Detail Norfolk. g. ITEM: DETAIL MANNING MAKE-UP (1) DISCUSSION: NMCB Four applied a process of “sharing the wealth” with regard to the experience and capability level of personnel who were on Detail and Main Body Companies. Providing this mixture of proven quality troops with unproven junior troops was a good idea. It allowed for more well rounded leadership development, especially at the E6 level. (2) RECOMMENDATION: Continue to mix the talent pool when assigning manning in the future. h. ITEM: TRAVEL OF PERSONNEL THROUGH NORFOLK AND IMPACTS TO THE DET

89

(1) DISCUSSION: The amount of time, effort and logistical support needed to care for Seabees as they passed through, often with no prior communication, was beyond any imaginable level. Once the issue was identified, communication regarding support improved.

(2) RECOMMENDATION: Establish policies prior to deployment regarding travel trough the Norfolk area, and if need be, provide additional personnel to the Detail to support.

i. ITEM: ROICC INVOLVEMENT ON PROJECTS

(1) DISCUSSION: On the Building 314 Addition project the customer, an O4 CEC Officer, informed us that ROICC was not a player on their projects.

(2) RECOMMENDATION: Get ROICC involved with projects from the beginning. Once we got them involved they were valuable asset.

j. ITEM: WEATHER IMPACTS ON TASKING

(1) DISCUSSION: We had a roof project during hurricane season and major outdoor work through the winter.

(2) RECOMMENDATION: Seasonal work should be tasked to battalions that will be deployed to the area during the appropriate season.

k. ITEM: WORK ESTIMATES FOR OLDER STRUCTURES

(1) DISCUSSION: We had several projects that involved excavation around older existing structures. We hit or identified several unknown/unmarked utilities.

(2) RECOMMENDATION: Try to add time into the planning phase to account for encountering potential unmarked/unidentified utilities.

l. ITEM: ROOFING TRAINING

(1) DISCUSSION: We discovered a significant lack of experience on repairing/replacing sheeting and shingles on roofs.

(2) RECOMMENDATION: Need roofing SCBT course(s) in homeport.

m. ITEM: MATERIAL STORAGE ON FLIGHT LINES

(1) DISCUSSION: Some materials were damaged as a result of being stored where they would be exposed to jet blast.

(2) RECOMMENDATION: When working on a flight line, isolate materials on the job site with Jersey barriers to protect them from jet blast during the work day. Recommend getting copy of daily flight itinerary to determine when jet blast hazard is possible. Remove materials from the site after hours to a remote lay-down site to avoid damage from jet blast. 9. DETAIL SABANA SECA a. ITEM: LOCAL PURCHASES

(1) DISCUSSION: No procedures existed when the Det arrived on site for local material purchases. This placed a significant burden on the local staff. A discussion between the Det and key personnel in Public Works and Supply determined what procedures and paperwork would be used to purchase local materials.

90

(2) RECOMMENDATION: The Battalion Operations Officer in concurrence with the Public

Works Officer have decided that all future project funding will be received and managed at the base. This has gone into effect and streamlines the procurement process.

10. DETAIL VIEQUES a. ITEM: OFFICE PHONE (1) DISCUSSION: Detail did not have a phone in office space. Personnel had to go to the quarterdeck area anytime phones had to be utilized. As a result, the process of making phone calls was not only inconvenient but also time consuming. It was also very difficult for others to reach Detail Personnel.

(2) RECOMMENDATION: Issue cellular phone to Detail OIC/AOIC. b. ITEM: MATERIAL SUPPORT (1) DISCUSSION: All material for projects on Vieques is purchased and routed through the main body MLO. Material is then transported to Vieques by Detail personnel via LCU/YFU (boat). The LCU/YFU only runs on Mondays and Fridays so it limits when and how often material can be picked up. This restriction can become a challenge for those few critical items that are sometimes needed on short notice. (2) RECOMMENDATION: Detail should have ability to locally purchase those items that are needed in an emergency (e.g. bolts, 2x4, etc.). Vieques Island has a hardware store in Isabelle De Segunda. c. ITEM: YFU/LCU SUPPORT (1) DISCUSSION: Detail Vieques relies on main body for support with materials, CESE, parts, supplies, and personnel issues (medical, dental, admin, etc). Even though YFU/LCU is not the only means of transportation, it is the most effective and reliable. Unfortunately, YFU/LCU schedule limits time personnel can spend at main body to take care of any Detail issues (1015-1245). Detail personnel have a maximum of 2 to 2-1/2 hours at main body to run all required errands before having to return to boat for trip back to Vieques. Personnel can not stay overnight because boat only runs on Monday and Friday. (2) RECOMMENDATION: Discuss with NSRR the possibility of changing YFU/LCU schedule to meet Seabee requirements. d. ITEM: ROCK CRUSHER AND ROCK DRILLS (1) DISCUSSION: The rock crusher and rock drills are extremely old and require constant, intensive maintenance to keep them running. It is also difficult to obtain parts for the rock drills because they have been discontinued.

(2) RECOMMENDATION: Replace rock drills. Replace or overhaul existing rock crusher. 11. DFT HAITI a. ITEM: CESE IN HAITI.

(1) DISCUSSION: Upon arrival to the Area of Operations (AOR), the vehicle policy changed. During the OIC site visit in April 1999, it was communicated that vehicle movements required a minimum of only one vehicle, though each vehicle must contain at least two armed persons. This policy had changed prior to the DFT arrival without being communicated to the DFT. The new policy stated that any movement required a minimum of two vehicles with one person being armed and carrying ammunition per vehicle. When developing the CESE listing, this requirement was not taken into account, resulting in a

91

shortage of light vehicles. Fortunately additional vehicles were loaned from the U.S. Support Group for the duration of the deployment.

(2) RECOMMENDATION: Continuous communication with host command on all planning phases. b. ITEM: DRIVING CONDITIONS

(1) DISCUSSION: Road conditions, traffic laws and driving habits were considerably different than that of the United States. Roads were very narrow and traffic was extremely congested to the point that driving became very difficult, especially in large vehicles.

(2) RECOMMENDATION: When assigning DFT personnel, the selection of Equipment Operators based upon experience proved valuable. Defensive driving must be enforced and when possible practice defensive driving skills in heavy vehicles prior to departure.

c. ITEM: MATERIAL FOR VERTICAL CONSTRUCTION

(1) DISCUSSION: The U.S. Support Group Haiti provided all planning and estimating and material procurement services for tasked projects. During homeport, NMCB 4 requested BMs for tasked projects. The BM received for the Notre Dame Du Rosarie site was a combination of three separate projects. As a result, NMCB 4 DFT Haiti performed their own planning and estimating, and developed an independent BM. Several material deficiencies were identified in the process and forwarded to the U.S. Support Group. In addition, NMCB 4 did not received prints of the Louverture Cleary project until after arrival in Puerto Rico. Specifications were vague and no BMs were provided for the project. Upon arrival in Haiti, required materials were not procured, and it became necessary to adjust project start dates. Furthermore, materials that were ordered were incorrect, and required the use of DFT direct labor to support the U.S. Support Group Engineers in identifying the correct materials for the projects. Although material availability was a problem, material issues were resolved and did not impact scheduled completion dates.

(2) RECOMMENDATION: Future DFTs need to ensure that material procurements are tracked and that Bills of Material are received well in advance of actual deployment, when possible. A strong dialog must be established with the customer to ensure all logistical requirements are resolved ahead of time. d. ITEM: MOTOROLA SABER RADIOS.

(1) DISCUSSION: Upon arrival in Haiti, the DFT found that the SABER radios brought from the Battalion were not compatible with the communication system used by U.S. Support Group Haiti. Although the Support Group utilized the same brand of radio, it was discovered that different models required a different type of software to load frequencies. The Support Group could have loaded their frequencies into the Battalion provided radios if the software had been compatible, but this was not the case. To resolve the issue, the Battalion was prepared to send the software; however, the Support Group instead offered the use of their SABER radios to the DFT.

(2) RECOMMENDATION: DFTs should check with the sponsor’s Communications Department to ensure that all required elements in the communication plan are compatible. e. ITEM: AVAILABILITY OF SCAFFOLDING

(1) DISCUSSION: During homeport planning it was identified that scaffolding was a potential problem. Camp Moscrip did not have scaffolding available. 2NCB coordinated with the U.S. Support Group to ensure that scaffolding was available for the DFTs use upon arrival. Prior to departure the OIC verified with U.S. Support Group Engineers that scaffolding would be available upon DFT arrival. When

92

the DFT arrived in Haiti to start projects scaffolding was not available and several construction activities were delayed until scaffolding was made available.

(2) RECOMMENDATION: Scaffolding is a major safety issue and should be brought with future DFTs. f. ITEM: IDC EMERGENCY RESPONSE KIT

(1) DISCUSSION: Prior to deployment, it was discovered that there was no medical emergency response kit available for the IDC corpsman at NCF forward deployed sites. NMCB 4 requested funding from 2NCB to procure the required kit. Funding was provided and the kit was ordered, allowing the DFT IDC corpsman to deploy with the necessary medical requirements to sustain the DFT.

(2) RECOMMENDATION: IDC emergency response kit should be a part of the Camp’s Medical TOA. 12. DFT KEFLAVIK a. ITEM: COLD WEATHER GEAR

(1) DISCUSSION: Receiving cold weather gear in country as well as selection of gear.

(2) RECOMMENDATION: If possible, obtain gear early in homeport thus allowing the individuals to try on all gear. If there is a problem with the gear than there is enough time to return the gear and obtain the proper size. When selecting the gear there needs to be a picture list of all gear so one knows what he/she is ordering. Ordering from just the description often creates misunderstanding of what exactly is being procured. b. ITEM: COMMUNICATIONS

(1) DISCUSSION: Communication with job sites was difficult due to the exorbitant cost of using cell phones.

(2) RECOMMENDATION: On bill of material, include the costs associated with cell phones. 13. DFT ECUADOR a. ITEM: LOCALLY PROCURED WOOD

(1) DISCUSSION: The dimensions of the wood procured locally varied from ½” to 1’ from the standard sizes. This led to problems when used with the wood that was brought from Puerto Rico.

(2) RECOMMENDATION: Do not use locally procured wood, or be prepared to compensate for the variations in dimensions of the wood. b. ITEM: COMMUNICATIONS

(1) DISCUSSION: Communication with the main body was difficult. Personnel were required to pay for phone calls out-of-pocket and could not always get through to the main body. Internet access was not available.

(2) RECOMMENDATION: Provide the DFT with a government calling card in an attempt to facilitate communications. c. ITEM: BERTHING

93

(1) DISCUSSION: The cost of berthing in a local hotel was more than anticipated, and was not completely covered by the advance per diem. Government lodging was not available.

(2) RECOMMENDATION: Increase advance per diem to cover the entire cost of berthing. 14. DFT BAHAMAS

a. ITEM: COMMUNICATIONS

(1) DISCUSSION: DFT deployed without prior warning to communication difficulties in the area. The procedures for use of the telephone system in the locality are very different and much more expensive compared with all costs in CONUS.

(2) RECOMMENDATION: Ensure that relevant information regarding communication challenges are identified and communicated to all members beforehand. b. ITEM: MOBILITY

(1) DISCUSSION: The DFT deployed with limited knowledge of project scope due to confidentiality. Assumptions were made on the conservative side and some tools and equipment were embarked that were not absolutely needed to accomplish the mission. Accordingly, the use of commercial flights to embark the entire DFT with all logistics items was limited.

(2) RECOMMENDATION: If possible, provide a list of recommended tools and equipment from the on site representative if tasking can not be disclosed. 15. DFT EARLE

a. ITEM: ADVANCE PER DIEM (1) DISCUSSION: Personnel were deployed without advance Per Diem, thus forcing them to live out of pocket for approximately two weeks, creating the potential for financial hardship. (2) RECOMMEND: Ensure advance per diem is issued before personnel are deployed.

94

ADMINISTRATIVE MESSAGE ROUTINE R 031200Z MAR 00 ZYB PSN 230450I14 FM COMNAVBEACHGRU ONE//N00// TO NAVSTA ROOSEVELT ROADS PR//00/N3// NMCB FOUR INFO COMSC WASHINGTON DC//N3/N6/PM3// COMNAVREG SE JACKSONVILLE FL COMNAVBEACHGRU TWO NAVBEACHGRU ONE UNCLAS //N01500// MSGID/GENADMIN/CNBG-1// SUBJ/BRAVO ZULU// RMKS/1. I WISH TO EXTEND MY GENUINE APPRECIATION FOR YOUR SUPERB SUPPORT DURING NBG-1/NBG-2 MPF TYPE TRAINING 21-25 FEB 00. YOUR SHORE SUPPORT CONTRIBUTED TO THE OVERALL SUCCESS OF THIS VALUABLE TRAINING OPPOTUNITY. 2. BRAVO ZULU FOR A JOB WELL DONE. COMMODORE DELERY SENDS. // BT NNNN RTD:000-000/COPIES:

ROUTINE R 091907Z MAR 00 PSN 284419I28 FM NAVSECGRUACT SABANA SECA PR//N00// TO COM SECOND NCB LITTLE CREEK VA//N00// COM THIRD NCB PEARL HARBOR HI//N00// NMCB FOUR PORT HUENEME CA//N00// INFO COM THREE ONE NCR PORT HUENEME CA//N00// UNCLAS //N07042// MSGID/GENADMIN/NAVSECGRUACT SABANA SECA PR/N4// SUBJ/BRAVO ZULU// RMKS/1. COMMANDING OFFICER, NAVAL SECURITY GROUP ACTIVITY, SABANA SECA, PUERTO RICO, SENDS “BRAVO ZULU” TO NAVAL MOBILE CONSTRUCTION BATTALION FOUR DETAIL SABANA SECA, AUGUST 1999 THROUGH MARCH 2000. THROUGHOUT THEIR DEPLOYMENT, THE BEES OF NMCB FOUR HAVE REAFFIRMED THEIR MOTTO OF “CAN-DO” BY REMAINING ON SCHEDULE DESPITE INCLEMENT WEATHER DELAYS AND MATERIAL SHORTAGES. THEIR DEDICATION TO DUTY, UNWAVERING PROFESSIONALISM, AND ESPIRIT DE CORPS UPHELD THE HIGHEST TRADITIONS OF THE SEABEES AND SET THE STANDARD FOR THOSE THAT WILL FOLLOW. I WOULD WANT THEM TO STAND BY MY SIDE ANYTIME, ANYPLACE, ANYWHERE, UNDER ANY PAGE 2 RUQISDE0656 UNCLAS CONDITIONS. THEY ARE TRUE COMBAT CRAFTSMEN. WELL DONE.// BT NNNN RTD:000-000/COPIES:

ADMINISTRATIVE MESSAGE ROUTINE R 061600Z MAR 00 ZYB PSN 128127J21 FM COMSOCSOUTH ROOSEVELT ROADS PR TO NMCB SEVEN FOUR NMCB FOUR INFO CNO WASHINGTON DC//N44// CINCLANTFLT NORFOLK VA//N4E1/N4E2/N3// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// LANTNAVFACENGCOM NORFOLK VA//09// COM TWO ZERO NCR GULFPORT MS//R00// CBC GULFPORT MS//01// THIRD NCR//00/R3// COM THREE ONE NCR PORT HUENEME CA//00// COM THREE ONE NCR PORT HUENEME CA//00// COM THIRD NCB PEARL HARBOR HI//00// COM THIRD NCB PEARL HARBOR HI//00// UNCLAS MSGID/GENADMIN/SOCSOUTH// SUBJ/NMCB SUPPORT FOR SPECIAL OPERATIONS COMMAND SOUTH// POC/REYNOLDS/LTC/SOCSOUTH J5R/NSRR/TEL:865-8750// RMKS/1. I SINCERELY APPRECIATE THE OUTSTANDING CONSTRUCTION EFFORTS OF THE NCF IN SUPPORT OF SOCSOUTH'S RELOCATION FROM PANAMA TO PUERTO RICO. SEABEES HIT THE GROUND RUNNING EXACTLY ONE YEAR AGO IN CONSTRUCTING VITAL SUPPORT AND OPERATIONAL FACILITIES FOR THIS COMMAND. THE AMMUNITION STORAGE POINT PROJECT AND OUR HELICOPTER HANGAR ARE KEY COMPONENTS OF OUR OPERATIONAL CAPABILITY THAT WOULD NOT HAVE BEEN POSSIBLE WITHOUT SEABEE EFFORTS. THE EXPEDIENT CONSTRUCTION OF OUR HEADQUARTERS PLANS AND COMMUNICATIONS BUILDINGS WAS PARTICULARLY IMPRESSIVE. SITE WORK CONDUCTED AT MOST OF OUR

PROJECT SITES SIGNIFICANTLY REDUCED COSTS. THIS WAS CRITICAL IN AN EXTREMELY TIME AND BUDGET COMPRESSED ENVIRONMENT. SEABEES "CAN-DO". 2. THE SEABEES FROM BATTALIONS SEVEN FOUR AND FOUR TRULY MADE THE SOCSOUTH RELOCATION A SUCCESS. THANK YOU FOR KEEPING THE SEABEE AND SPECIAL OPERATIONS TEAM LEGACY OF TEAMWORK AND MUTUAL SUPPORT ALIVE AND WELL. BEST WISHES TO YOU AND YOUR FAMILIES. BG PARKER SENDS.// BT NNNN RTD:000-000/COPIES:

ROUTINE R 131350Z APR 00 PSN 217988Q35 FM COMUSNAVSO TO COM SECOND NCB LITTLE CREEK VA//N00// NMCB FOUR NMCB FIVE INFO CNO WASHINGTON DC//N44// CNO WASHINGTON DC//N44// CINCLANTFLT NORFOLK VA//N4E1/N4E2/N3// COMNAVREG MIDLANT NORFOLK VA//N44// NAVSTA ROOSEVELT ROADS PR//N00// COMNAVREG SE JACKSONVILLE FL//N34/N44// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// LANTNAVFACENGCOM NORFOLK VA//09// COM TWO ZERO NCR GULFPORT MS//R00// THIRD NCR//00/R3// UNCLAS //N05102// MSGID/GENADMIN/COMUSNAVSO/-/APR// SUBJ/BRAVO ZULU NMCB 4// RMKS/1. I WOULD LIKE TO EXPRESS MY HEARTFELT CONGRATULATIONS TO THE MEN AND WOMEN OF NMCB 4 UPON THE COMPLETION OF YOUR EXTREMELY SUCCESSFUL DEPLOYMENT TO PUERTO RICO. YOUR CAN-DO SPIRIT AND SUPERIOR ABILITY TO GET THE JOB DONE SIGNIFICANTLY IMPROVED LOCAL CONDITIONS AND ENHANCED QUALITY OF LIFE IN SEVERAL COUNTRIES WITHIN THE SOUTHCOM AOR. 2. ALTHOUGH MY COMMAND OF NAVAL FORCES SOUTHERN COMMAND IN PUERTO RICO ONLY OVERLAPPED YOUR DEPLOYMENT FOR A SHORT TIME, I WAS PARTICULARLY IMPRESSED BY THE LEVEL OF PROFESSIONALISM AND DEDICATION YOU DISPLAYED IN YOUR MANY ACCOMPLISHMENTS.

3. PLEASE PASS A WELL DONE TO EVERYONE INVOLVED IN MAKING NMCB 4'S PUERTO RICAN DEPLOYMENT SUCH A RESOUNDING SUCCESS AND BEST WISHES TO ALL DURING THIS WELL-DESERVED POST-DEPLOYMENT REUNION WITH LOVED ONES. 4. WELCOME ABOARD NMCB 5. WE LOOK FORWARD TO A GREAT DEPLOYMENT. 5. RADM K.P. GREEN SENDS// BT NNNN RTD:000-000/COPIES:

ROUTINE R 191945Z APR 00 PSN 273420Q18 FM USCINCSO MIAMI FL//SCCC// TO NMCB FOUR INFO CNO WASHINGTON DC//N44/N446// USCINCJFCOM NORFOLK VA//J4/J4ENG// CINCLANTFLT NORFOLK VA//N4E1/N4E2/N3// COMUSNAVSO COMNAVREG SE JACKSONVILLE FL//N44/N34// COMNAVFACENGCOM WASHINGTON DC//00/SEABEE// LANTNAVFACENGCOM NORFOLK VA//00/09// COM SECOND NCB LITTLE CREEK VA//00/N30// COM TWO TWO NCR LITTLE CREEK VA//00/R3// COM THREE ONE NCR PORT HUENEME CA//00/R30/R35// CBC PORT HUENEME CA//01// NAVSTA ROOSEVELT ROADS PR//00/PWO// COMSOCSOUTH ROOSEVELT ROADS PR DEPCOMUSNAVSO MAYPORT FL UNCLAS SUBJ:BRAVO ZULU PAGE 2 RUMIAAA2517 UNCLAS MSGID/GENADMIN/SCCC// RMKS/1. I WANT TO THANK THE SEABEES OF NMCB FOUR FOR AN IMPRESSIVE DEPLOYMENT TO PUERTO RICO. YOUR HARD WORK, SKILL AND DEDICATION DURING THE PAST SEVEN MONTHS IMPROVED THE OPERATIONAL READINESS OF KEY FACILITIES THROUGHOUT THE CARIBBEAN. YOU STOOD THE WATCH, READY TO RESPOND IF NEEDED, DURING THE NATURAL DISASTERS THAT THREATENED ECUADOR AND VENEZUELA. 2. I VERY MUCH APPRECIATE YOUR EXCEPTIONAL SUPPORT TO THE SOCSOUTH

RELOCATION. WITH LITTLE ADVANCE NOTICE YOU MOBILIZED TO PROVIDE ESSENTIAL CONSTRUCTION FOR THE SOCSOUTH HANGAR PROJECT, ENABLING SOCSOUTH TO SUCCESSFULLY COMPLETE THEIR MOVE FROM PANAMA TO PUERTO RICO. YOUR EFFORTS HELPED TO ESTABLISH AN IMPORTANT ELEMENT OF THE USSOUTHCOM THEATER ARCHITECTURE, AND CONTRIBUTED SIGNIFICANTLY TO MISSION ACCOMPLISHMENT. 3. AS YOU RETURN TO FRIENDS AND FAMILY, KNOW THAT YOU PRESERVED THE "CAN DO" LEGACY ESABLISHED BY SEABEES DURING THE LAST 58 YEARS. YOU EARNED A HEARTY "BRAVO ZULU", AND I EAGERLY AWAIT YOUR RETURN TO THE USSOUTHCOM AOR. GEN WILHELM SENDS. BT NNNN RTD:000-000/COPIES:

ADMINISTRATIVE MESSAGE ROUTINE R 141323Z MAR 00 ZYB PSN 933708Q30 FM COM SECOND NCB LITTLE CREEK VA//N00// TO NMCB FOUR INFO CNO WASHINGTON DC//N44/N446// USCINCJFCOM NORFOLK VA//J4/J4ENG// USCINCSO MIAMI FL//SCJ3/SCJ4/SCJ5/SCJCC/SCEN// CINCLANTFLT NORFOLK VA//N3/N46/N4E1/N4E2// COMNAVREG MIDLANT NORFOLK VA//N01/N44// COMNAVREG SE JACKSONVILLE FL//N01/N34/N44// COMNAVREG NE GROTON CT//N01/XD// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// LANTNAVFACENGCOM NORFOLK VA//09// COMNAVBASE NORFOLK VA//N44// COMNAVBASE JACKSONVILLE FL//N34/N44// COMSUBGRU TWO//XD/N0R// COM THIRD NCB PEARL HARBOR HI//N00// COM THIRD NCB PEARL HARBOR HI//N00// COM TWO ZERO NCR GULFPORT MS//R30/R35// COM THREE ONE NCR PORT HUENEME CA//R30/R35// COM THREE ONE NCR PORT HUENEME CA//R30/R35// NEXCOM NORFOLK VA//B// NAVUNSEAWARCEN DET AUTEC ANDROS ISLAND BAHAMAS//05// NAVUNSEAWARCEN DET AUTEC WEST PALM BEACH FL//7006BS// NAVSECGRUACT SABANA SECA PR//00/N4// NAS JACKSONVILLE FL//00/PWO// NAVSTA ROOSEVELT ROADS PR//00/02C/PWO// NAVSTA GUANTANAMO BAY CU//00/PWO// NAS KEFLAVIK IC//00/PWO// NAS NORFOLK VA//00/PWO// NAVSTA NORFOLK VA//00/PWO// PWC JACKSONVILLE FL//00// PWC NORFOLK VA//00// SECOND NCB DET GULFPORT MS//N46// SECOND NCB DET ATLANTIC//OIC// UNCLAS //N05000//

MSGID/GENADMIN/COM TWO TWO NCR/-/MAR// SUBJ/BRAVO ZULU// RMKS/1. CONGRATULATIONS TO THE SEABEES OF NMCB FOUR FOR AN EXCEPTIONAL CARIBBEAN DEPLOYMENT. OVER THE LAST SEVEN MONTHS, YOU HAVE REINFORCED THE NAVAL CONSTRUCTION FORCE'S REPUTATION BY COMPLETING NUMEROUS PROJECTS IN ROOSEVELT ROADS, SABANA SECA, GUANTANAMO BAY, ANDROS, NORFOLK, JACKSONVILLE, VIEQUES, KEFLAVIK, HAITI, AND EARLE. THESE PROJECTS PROVIDED ESSENTIAL UPGRADES IN OPERATIONAL CAPABILITY AND QUALITY OF LIFE IMPROVEMENTS TO THE SUPPORTED ACTIVITIES. 2. OF SPECIAL NOTE IS YOUR TREMENDOUS SUPPORT OF THE RELOCATION OF SOCSOUTH'S HEADQUARTERS FROM PANAMA TO PUERTO RICO. YOU SUCCESSFULLY INTEGRATED SEABEE SKILL WITH CIVILIAN CONTRACTS IN THE MOST EFFECTIVE MIX TO PROVIDE SOCSOUTH A DESPERATELY NEEDED HANGAR IN A TIMELY AND ECONOMICAL MANNER. WHEN TORRENTIAL RAINS AND POTENTIAL VOLCANIC ERUPTIONS THREATENED CIVILIAN POPULATIONS IN VENEZUELA AND ECUADOR, YOU DEVELOPED DETAILED PLANS AND WERE PREPARED TO IMMEDIATELY RESPOND, IF NECESSARY. YOU EPITOMIZE THE ADAGE - WITH COMPASSION FOR OTHERS WE BUILD - WE FIGHT - FOR PEACE WITH FREEDOM. 3. GREAT JOB! YOU MET EVERY CHALLENGE AND EXCEEDED EVERY EXPECTATION. YOUR "CAN DO" SPIRIT DEMONSTRATES SEABEES ARE THE ENGINEER FORCE OF CHOICE IN THE ATLANTIC THEATER. ENJOY YOUR WELL DESERVED HOMECOMING WITH FAMILY AND FRIENDS AND HAVE A SAFE AND PRODUCTIVE HOMEPORT. RADM JOHNSON SENDS. // BT NNNN RTD:000-000/COPIES:

ADMINISTRATIVE MESSAGE ROUTINE R 100830Z MAR 00 ZYB PSN 089117Q26 FM COMNAVBASE GUANTANAMO BAY CU//00// TO NMCB FOUR//00// INFO EIGHTHNCR COLUMBUS OH//00// COM TWO ZERO NCR GULFPORT MS//00// COM SECOND NCB LITTLE CREEK VA//N3// UNCLAS MSGID/GENADMIN/NAVBASE GTMO BAY CU// SUBJ/NMCB 4 BRAVO ZULU// RMKS/1. I WOULD LIKE TO EXTEND MY SINCERE THANKS TO THE MEN AND WOMEN OF NMCB 4 DETACHMENT GTMO FOR YOUR OUTSTANDING EFFORT AND SUPERIOR QUALITY WORK DURING THE PERIOD OF 08 AUGUST 1999 TO 05 MARCH 2000. DURING THIS TIME YOU COMPLETED OVER 2600 MANDAYS OF SUPPORT IN A TIMELY AND SAFE MANNER WITH EXCEPTIONAL QUALITY ON SIX PROJECTS. 2. THESE PROJECTS HELPED SUPPORT CRITICAL NEEDS OF THE NAVAL BASE. THE WORK COMPLETED ON PIER VICTOR WAS A SIGNIFICANT PART OF THE MAJOR REPAIR EFFORT ON OUR LARGEST AND MOST CAPABLE PIER. THE POST OFFICE RENOVATION GREATLY IMPROVED A CRITICAL FACILITY THAT WAS IN DESPERATE NEED OF REPAIRS. THIS PROJECT INCLUDED THE CREATION OF AN AIR CONDITIONED WORK SPACE THAT ELIMINATED NEED FOR POSTAL CLERKS AND GTMO VOLUNTEERS TO SORT MAIL IN AN OPEN WAREHOUSE ON 90 PLUS DEGREE

DAYS. YOUR CONSTRUCTION OF THE DOWNTOWN LYCEUM REST ROOM FACILITY GREATLY IMPROVED QUALITY OF LIFE FOR ALL BASE RESIDENTS AND YOUR REPAIRS OF FENCELINE SECONDARY ROADS HAVE ENABLED THE MARINES TO CONTINUE PERFORMING THEIR CRITICAL MISSION WITH NO DISRUPTIONS. ADDITIONALLY, YOU WERE PROACTIVE IN THE COMMUNITY IN YOUR OFF-TIME BY PROVIDING PERSONNEL TO ASSIST THE DOD SCHOOLS IN CONSTRUCTING MUCH NEEDED SHELVING UNITS FOR STUDENTS. 3. CONGRATULATIONS TO ALL HANDS OF THE NMCB 4 DETACHMENT TO GUANTANAMO BAY, CUBA. THEY HAVE PROVEN THE SEABEE "CAN DO" MOTTO AND ARE A CREDIT TO THE NAVAL CONSTRUCTION FORCE. THANK YOU FOR BEING A PART OF "TEAM GTMO"// BT NNNN RTD:000-000/COPIES:

ADMINISTRATIVE MESSAGE ROUTINE R 141623Z MAR 00 ZYB PSN 933713Q26 FM COM TWO TWO NCR LITTLE CREEK VA//R00// TO NMCB FOUR INFO CNO WASHINGTON DC//N44/N446// USCINCJFCOM NORFOLK VA//J4/J4ENG// USCINCSO MIAMI FL//SCJ3/SCJ4/SCJ5/SCJCC/SCEN// CINCLANTFLT NORFOLK VA//N3/N46/N4E1/N4E2// COMNAVREG MIDLANT NORFOLK VA//N01/N44// COMNAVREG SE JACKSONVILLE FL//N01/N34/N44// COMNAVREG NE GROTON CT//N01/XD// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// COMNAVFACENGCOM WASHINGTON DC//01/SEABEE// COM SECOND NCB LITTLE CREEK VA//N30// LANTNAVFACENGCOM NORFOLK VA//09// COMNAVBASE NORFOLK VA//N44// COMNAVBASE JACKSONVILLE FL//N34/N44// COMSUBGRU TWO//XD/N0R// COM THIRD NCB PEARL HARBOR HI//N00// COM THIRD NCB PEARL HARBOR HI//N00// COM TWO ZERO NCR GULFPORT MS//R30/R35// COM THREE ONE NCR PORT HUENEME CA//R30/R35// COM THREE ONE NCR PORT HUENEME CA//R30/R35// NEXCOM NORFOLK VA//B// NAVUNSEAWARCEN DET AUTEC ANDROS ISLAND BAHAMAS//05// NAVUNSEAWARCEN DET AUTEC WEST PALM BEACH FL//7006BS// NAVSECGRUACT SABANA SECA PR//00/N4// NAS JACKSONVILLE FL//00/PWO// NAVSTA ROOSEVELT ROADS PR//00/02C/PWO// NAVSTA GUANTANAMO BAY CU//00/PWO// NAS KEFLAVIK IC//00/PWO// NAS NORFOLK VA//00/PWO// NAVSTA NORFOLK VA//00/PWO// PWC JACKSONVILLE FL//00// PWC NORFOLK VA//00// SECOND NCB DET GULFPORT MS//N46// SECOND NCB DET ATLANTIC//OIC// UNCLAS //N05000//

MSGID/GENADMIN/COM TWO TWO NCR/-/MAR// SUBJ/BRAVO ZULU// RMKS/1. I WOULD LIKE TO PASS ON A WELL-DESERVED BRAVO ZULU TO THE MEN AND WOMEN OF NMCB FOUR FOR COMPLETING AN EXCEPTIONAL CARIBBEAN DEPLOYMENT. YOUR EFFORTS IN ROOSEVELT ROADS, SABANA SECA, GUANTANAMO BAY, ANDROS, NORFOLK, JACKSONVILLE, VIEQUES, KEFLAVIK, HAITI, AND EARLE ENHANCED FLEET OPERATIONAL READINESS AND CAPABILITY FROM THE ARCTIC CIRCLE TO THE SOUTHERN CARIBBEAN. 2. YOU DIRECTLY SUPPORTED THE FLEET WITH OVER 4.5 MILLION DOLLARS OF CONSTRUCTION CONSISTING OF 31 PROJECTS AND MORE THAN 30,000 MAN-DAYS OF WORK. YOU EXPEDIENTLY COMPLETED TASKING ON A HELICOPTER HANGAR IN ROOSEVELT ROADS, CONSTRUCTED ESSENTIAL EQUIPMENT SHELTERS IN KEFLAVIK, IMPROVED MARINE DEFENSIVE POSITIONS IN GUANTANAMO BAY, AND PROVIDED URGENTLY NEEDED WATER WELLS IN HAITI. YOUR RAPID RESPONSE TO QUALITY OF LIFE IMPROVEMENTS IN EARLE INCLUDED A BUS STOP REPAIR PROJECT, AN EXTENSION TO THE LAUNDROMAT, AND INSTALLATION OF NEW SIDEWALKS. IN ADDITION, WITH THE POTENTIAL ERUPTION OF TWO VOLCANOES IN ECUADOR AND DEVASTATING FLOODS IN VENEZUELA THREATENING THE CIVILIAN POPULATION, YOU STOOD READY TO RESPOND AT A MOMENT'S NOTICE. YOUR RAPID PREPARATIONS TO ASSIST SHOWED THE TRUE 'CAN DO' SPIRIT. 3. YOUR INDIRECT LABOR PERSONNEL PERFORMED SUPERBLY AND DESERVE SPECIAL MENTION. THEIR EFFORTS IN RECONFIGURING THE TOA, INVENTORYING PROJECT MATERIALS AND PERFORMING CESE MAINTENANCE

POSITIVELY IMPACTED YOUR ABILITY TO EXCEL IN TASKED PROJECTS. THEY ALSO PUSHED THE CREATIVITY ENVELOPE WITH THE DEVELOPMENT OF THE CAMP MOSCRIP WEB PAGE AND FIRST EVER WEB-LINKED ELECTRONIC NCF SITREP. 4. AS YOU PREPARE TO REUNITE WITH FAMILY AND FRIENDS BACK HOME, THE SEABEES OF NMCB FOUR CAN BE PROUD OF THEIR LASTING ACCOMPLISHMENTS THAT HAVE IMPROVED FLEET READINESS AND QUALITY OF LIFE. CAPT BARKER SENDS.// BT NNNN RTD:000-000/COPIES: